Have you noticed that some people in your organization can be counted on in critical situations to consistently deliver a stellar performance? These people seem to play the game at a higher level. Liz Wiseman calls them Impact Players. In her latest book, Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact, Wiseman explains what these people are doing differently to offer peak performance.

Based on the kind of extensive research we’ve come to expect from Wiseman, she identifies five ways Impact Players are different from other people.

1. While others do their job, Impact Players figure out the real job to be done.
2. While others wait for direction, Impact Players step up and lead.
3. While others escalate problems, Impact Players move results across the finish line.
4. While others attempt to minimize change, Impact Players learn and adapt to change.
5. While others add to the load, Impact Players make heavy demands feel lighter.

Furthermore, Wiseman reports that when leaders offer a little coaching, all employees can develop the mindset they need to begin to contribute their best. The book includes 25 stories of top performers in action that will inspire you—and make Wiseman’s book impossible to put down.

For more information about Liz Wiseman, visit www.thewisemangroup.com

To hear host Chad Gordon interview Liz Wiseman, listen to the LeaderChat podcast and subscribe today.

Do you ever feel like you just need a minute? A minute to yourself—between calls, Zoom meetings, and appointments—to catch your breath? Juliet Funt believes giving ourselves permission to take that minute might just be the element that’s missing in our lives right now. In her new book, A Minute to Think: Reclaim Creativity, Conquer Busyness, and Do Your Best Work, Funt offers readers a framework and specific direction for taking control of their time.

Funt claims the global workforce of today is so fried that it belongs in the food court of a county fair! She argues that three a.m. insomnia should not be the only time we have to think. We must all learn to create white space in our calendars—time not only for a meal away from the desk and a bio break, but also a few minutes to breathe, look around, and move. Just like a fire needs space between the combustibles to ignite and keep burning, the human body needs space to fortify and sustain itself.

Funt provides tips for regaining control of your workday, liberating yourself from busywork, reclaiming creativity and focus, taming the beast that is email, escaping the mire of meetings, and finding your precious minute to think. Based on years of research and client work, she shares stories of people just like you and me who didn’t think they could get things under control again—but have.

For more information about Juliet Funt, visit www.julietfunt.com

To hear host Chad Gordon interview Juliet Funt, listen to the LeaderChat podcast and subscribe today.

“Five areas contribute to creating a psychologically safe environment in the workplace,” says Randy Conley, expert on building and maintaining trust. He joined Chad Gordon on a recent episode of the Blanchard LeaderChat podcast to discuss the importance of creating psychological safety.

Conley defines psychological safety as the beliefs individuals have about how others will respond when they are vulnerable and put themselves on the line. He describes the five most important areas to consider:

1. Leader Behavior. Leaders are always being watched; they set the example of preferred behaviors. In addition to being available and approachable, leaders must not only explicitly invite input and feedback but also model openness and fallibility.
2. Group Dynamics. Team members tend to assume certain roles, such as the “father figure” who offers sage advice, the “favorite” who can do no wrong, or even the “black sheep” who tends to stir up trouble. The interplay of these roles creates the group dynamics that will either encourage or inhibit psychological safety within the team.
3. Practice Fields. This term was coined by Peter Senge and described by him as one of the hallmarks of a learning organization. Just as sports teams, pilots, and even surgeons practice and work on skill improvement prior to the game, flight, or surgery, organizations need to create an environment where it is safe to learn and make mistakes without fear of being penalized.
4. Trust and Respect. Supportive, trusting relationships promote psychological safety. When team members and leaders are respected, individuals are willing to be vulnerable and take risks. A lack of respect shuts down communication and innovation.
5. Supportive Organizational Context. It is the responsibility of the organization to give employees access to resources and information to help them perform at their best. Working in a “need to know” environment creates suspicion, tension, and stress. Helping people feel safe creates a healthy, ethical culture where everyone can thrive.

Conley advises us all: “Don’t underestimate the personal influence you can have within your own team and the organization. Psychological safety starts with each one of us.”

To hear more from Conley’s interview, listen to the LeaderChat podcast and subscribe today.

“The most successful leaders have a clear understanding of what leadership means to them. They are able to articulate this viewpoint to colleagues and direct reports for the purposes of building stronger relationships,” says Pat Zigarmi, a founding associate of The Ken Blanchard Companies.

Zigarmi recently sat down with Chad Gordon of the Blanchard LeaderChat podcast to share a three step process from Leading at A Higher Level the bestselling business book coauthored by the founding associates and consulting partners of The Ken Blanchard Companies.

1. Identify key people and events that have shaped and influenced your thoughts about leadership.
2. Describe your leadership values by explaining specific behaviors.
3. Share your expectations of yourself and of others.

“The process is purposefully thoughtful and requires time to complete,” says Zigarmi. “The first step is to spend some time thinking about people who have influenced your life, such as parents, grandparents, coaches, or bosses. Also, think about key events that might have been turning points for you. Then describe what you learned about leadership from these people and events.”

Next, Zigarmi suggests you identify your core values.

“But don’t just create a list of words. Create a narrative that defines your core beliefs and how they influence your behaviors as a leader.”

“The last step focuses on describing what you expect of yourself as a leader, what you expect of others, and what the people you lead can expect from you. When people know the expectations, you have for yourself and for them, all goals are easier to reach.”

“Sharing your leadership point of view with your direct reports is the ultimate indication that leadership is a partnership—something you do with people, not to people.”

To hear more from Zigarmi’s interview, listen to the LeaderChat podcast and subscribe today.

If you’re frustrated that change efforts in your organization are taking too long, are too difficult, or are too often ineffective, this book is for you. Leading change expert Jake Jacobs shares eight failsafe ways to make any change initiative successful in his latest book, Leverage Change: 8 Ways to Achieve Faster, Easier, Better Results.

Jacobs explains that leverage is about getting more done with fewer hassles, headaches, and problems. It is important to leverage change instead of just managing it. He defines the eight levers as:

• Pay Attention to Continuity—Don’t focus solely on the change; remind people what will stay the same so they have something to build on.
• Think and Act as if the Future Were Now—Make a plan but don’t get stuck in the planning phase. Move to implementation quickly.
• Design it Yourself—Don’t rely on what worked for another company; chart your own course of action to meet your unique challenges.
• Create a Common Database—Share information widely so people at all levels have enough data to make wise decisions that will positively impact change.
• Start with Impact, Follow the Energy—Start your work where you will have the biggest positive impact, then share that success to build energy for the entire initiative.
• Develop a Future People Want to Call Their Own—Make sure every individual, team, and department understands specifically what the change means to them so they can be committed to the change.
• Find Opportunities for People to Make a Meaningful Difference—Encourage people to look beyond what has always been done in the past to explore new, different, and better ways to get the job done.
• Make Change Work Part of Daily Work—Change is constant, so don’t think of it as something to do in addition to your job. Make it part of the daily routine.

Jacobs explains how to apply each of these levers and includes a list of success criteria to consider as well. The book includes 44 case studies to show how companies put these levers into action. It’s truly a guidebook for making change an easier process for everyone.

For more information about Jake Jacobs, visit www.jakejacobsconsulting.com

To hear host Chad Gordon interview Jake Jacobs, listen to the Leaderchat podcast and subscribe today.

Engagement expert Heather Younger understands the positive impact a caring leader can have on both individuals and entire organizations. In her latest book, The Art of Caring Leadership: How Leading with Heart Uplifts Teams and Organizations, she shares nine behaviors that leaders need to practice to truly care for their people.

Younger’s research has proven that people who know that their leader truly cares about them and their success will go above and beyond to perform. This leads to increased productivity, customer satisfaction, and employee engagement. Although many leaders believe they are caring leaders, many are not. Employees will judge this for themselves, not based on their leader’s intentions but on their actions—actions that are easily cultivated and put into practice.

Younger interviewed more than 80 leaders to identify the nine daily actions required for someone to become a caring leader. In each chapter she defines one action in detail, offers a tip for putting the action into practice, and includes a personal story from a leader who has implemented their learning. The Art of Caring Leadership is an inspiring guidebook for leaders who wish to immediately start their journey toward becoming a caring leader.

Younger takes an often nebulous, subjective concept and makes it concrete and actionable. Leaders have the power to literally change the lives of those they lead by demonstrating how much they care. They shouldn’t just want to care; they should see the act of caring as imperative to the success of their employees and their organization.

For more information about Heather Younger, go to theartofcaringleadership.com or follow her on LinkedIn.

To hear host Chad Gordon interview Heather Younger, listen to the Leaderchat podcast and subscribe today.

Robert “Bo” Brabo learned early in his military career that values drive results. Committing fully to admirable organizational values up, down, and across the organization, every day and in every way, is a powerful formula for success. In his latest book, From the Battlefield to the White House to the Boardroom, Brabo shares examples of how values-based leadership in the military, government, for-profit, and not-for-profit sectors has led to success.  

The book is full of practical lessons and inspiring case studies to help leaders and aspiring leaders develop, embrace, and strengthen a values-based approach to leading people, projects, and organizations. The keys are to make sure your behaviors are in alignment with your values and to focus on your team members and colleagues. Brabo believes when you help people tackle their problems as if they were your own, you form a partnership that creates a culture of trust and leads to success. This level of commitment to helping people reach their goals is the ultimate example of servant leadership.

Brabo challenges you to have the courage it takes to be a values-based leader—and introduces steps you can follow to make values-based leadership a reality.

For more information about Robert “Bo” Brabo, visit www.robertbrabo.com

To hear host Chad Gordon interview Bo Brabo, listen to the LeaderChat podcast and subscribe today.

First released in 2015, Under the Hood: Fire Up and Fine-Tune Your Employee Culture by Stan Slap offers a message to leaders that is even more important in today’s work environment. Slap indicates that if you really want your business to operate at maximum performance, you need to understand the critical difference between your employees and your employee culture.

Unfortunately, employee culture is one of the least understood concepts for leaders to embrace. Slap’s comprehensive research shows that leaders who do understand it are able to energize their workforce and build loyalty even through difficult times. He provides specific steps managers and leaders can put into practice immediately to improve employee culture.

The first part is to recognize that employee culture is a viable living organism with its own purpose, beliefs, and rules. It has the power to make or break any plans management wants to put into place. Leaders who learn to serve that organism service the organization as a whole. Part of that is treating people with the honor and respect they are entitled to, regardless of their position in the hierarchy.

As Slap says, “Be human first and a manager second.”

To hear host Chad Gordon interview Stan Slap, listen to the LeaderChat podcast and subscribe today.

To hear Stan Slap and Blanchard thought leaders talk about employee culture and the currently changing work environment, join us for a complimentary, five-part webinar series on Returning to the Workplace: Exploring a Hybrid Model. Register for any single event—or all five—using this link: https://www.kenblanchard.com/Events-Workshops/Returning-to-Workplace-Series.

As one of the first female F-14 Tomcat fighter pilots in the US Navy, Carey Lohrenz knows all about pressure. During her intense training, she learned critical lessons about navigating in the most demanding, high-pressure environment imaginable—the cockpit of an F-14 fighter jet. The genius of her latest book, Span of Control, is how she applies those lessons to everyday life and shows you how to do the same.

Lohrenz shares a process for managing uncertainty, stress, anxiety, and pressure to not only survive, but to thrive. The first step is to define the signs of crisis in your life so you can begin to take control. Once you are aware of what is causing the most stress, Lohrenz explains how to shift your mindset to focus on the most important things, define what you can and can’t control, and make better decisions. The last step is to create a personal action plan for moving forward that is based on a simple yet profound framework:

• Focus on what matters most by identifying your top three priorities and removing distractions.
• Formulate a flight plan for success by preparing, performing, prevailing, and never leaving success to chance.
• Communicate what’s possible and make sure it is concise, clear, and consistent.

Lohrenz offers powerful coaching throughout the book. One of her most impactful quotes tells us where to begin: “I gave up feeling like I had to be able to do everything right. I had to give up right for right for the moment.”

Span of Control is not only a great read filled with research and personal stories, it is a guidebook complete with step-by-step activities to help you take charge of your life. Be prepared to use the tools in this book to harness opportunities you might be missing and to take action. Give yourself the time to do the work Lohrenz presents, and you’ll navigate fear, ambiguity, and uncertainty to succeed in a difficult—or even chaotic—work environment.

To hear host Chad Gordon interview Carey Lohrenz, listen to the LeaderChat podcast and subscribe today.

For more information about Carey Lohrenz, visit www.careylohrenz.com.
To pre-order Span of Control by Carey Lohrenz, click here.

Have you ever thought about how elite performers achieve their level of accomplishment? Steven Kotler has—and in his latest book, The Art of Impossible: A Peak Performance Primer, he shares what he has learned from decades of research into the exploration of human possibility.

Kotler believes everyone is capable of achieving the extraordinary, and he shares how to do just that in this inspirational book. He defines impossible in two ways. Capital I Impossible stands for paradigm-shifting breakthroughs, such as breaking the four-minute mile, moonshots, and the more recent Mars landing. Lowercase i impossible stands for the limitations we place on ourselves, such as thinking we can’t get that dream job, can’t change a living situation, or can’t overcome a challenge.

The fascinating truth is that both capital I and lowercase i impossibilities are quite possible to achieve by following the blueprint described in Kotler’s book. Devoting our time and efforts to achieving the lowercase i impossibilities can sometimes lead to accomplishing the capital I Impossibilities.

Kotler covers in detail the four skills that guide performance. He explains that motivation is the skill that gets us into the game, learning is what helps us continue to play; creativity is how we steer; and flow is how we turbo-boost the results beyond all rational standards and reasonable expectations. The Art of Impossible is filled with tips, techniques, tactics, and strategies along with a framework for tying everything together. Kotler even provides a checklist for daily and weekly activities.

So if you are committed to improving your performance, Kotler provides the playbook to guide your efforts. All you need to do is to follow his instructions and be ready and willing to do the work!

To hear host Chad Gordon interview Steven Kotler, listen to the LeaderChat podcast and subscribe today. 

For more information about Steven Kotler, go to www.stevenkotler.com, or www.flowresearchcollective.com.

What started as a book to help an author’s college grad daughter navigate the business world turned into a guide for employers everywhere who want to build a high-performing workforce. In her new book Winning the Talent Shift: Three Steps to Unleashing the New Higher Performance Workplace, Berta Aldrich explains why companies struggle to hire and retain talent—and what they need to do to change that paradigm.

The first step is to take a hard look at reality to understand why things need to change. Technology and the global economy were able to quickly revolutionize the business world. On the other hand, people have been talking about diversity and inclusion for more than 30 years, yet we’ve made little progress on that front. True growth requires transformational changes starting at the top of the organization—and much of that involves removing barriers.

The book is filled with “dirty little secrets” that Aldrich calls barriers, along with suggestions for overcoming these situations. Barriers can be anything from aggression, inequity, and bad bosses to bullying and even abuse. It is sad to admit how prevalent these things are in business today. Some of Aldrich’s stories are difficult to read; some may hit a little too close to home. However, the author offers techniques that can be applied easily in real life.

Real progress can’t be made until those barriers are removed. Ultimately, this means redesigning your workplace to support the hiring and retention of high performers. Aldrich acknowledges this is a big job that involves a strong commitment from HR, leadership teams, and board members. She outlines a five-year plan and a communication strategy for sharing success.

The marketplace has changed but the workplace has failed to follow suit, which puts organizations at risk. The old ways of command and control leaders just won’t work anymore. The companies that will lead the marketplace of tomorrow are the companies that redesign their workplaces, policies, and procedures to support their greatest asset: their people.

To hear host Chad Gordon interview Berta Aldrich, listen to the LeaderChat podcast and subscribe today. 

To learn more about Berta Aldrich, go to www.bertaaldrich.com, or LinkedIn “Winning the Talent Shift” by Berta Aldrich.

Creating a great learning experience is more difficult than it seems. And when you add rapidly changing work environments and technology to the mix, it might even be overwhelming. Enter learning strategy and design expert Julie Dirksen with tips and tools from her book, Design for How People Learn.

Dirksen combines the fundamental concepts of instructional design with the key principles of learning and memory to explain how to create materials that help people not only learn but also retain the knowledge and skills you teach.  The first important steps in Dirksen’s process are understanding who your learners are and defining the behavior you want them to learn. This might seem obvious—but the trick is to first identify the specific steps required to make that behavior visible and then teach those steps in a way that is both memorable and applicable to the learner.

Dirksen understands the goal of good learning design is to help learners emerge from the learning experience with new or improved capabilities—skills they can take back to the real world and apply immediately. With the recent shift to virtual learning, this includes employing methods to keep people engaged in your session. Dirksen encourages you to use the tools available on learning platforms to keep people active, such as asking participants to write on a whiteboard or put comments in the chat, or calling on them to unmute and answer a question. She also stresses the important role repetition plays in the transfer of knowledge and offers methods to enhance memory.

Whether you are designing a training session, creating a presentation, or writing documentation, you’ll find the comprehensive tools and specific examples in this book invaluable.

Dirksen’s favorite learning tip? Designers should ask themselves one question about every single thing they are trying to teach: Can I provide a real-world example that will illustrate this learning point?

To hear host Chad Gordon interview Julie Dirksen, listen to the LeaderChat podcast and subscribe today. 

To learn more about Julie Dirksen, go to www.usablelearning.com

If you are a member of the L&D community, undoubtedly you’ve been delivering virtual training this year—and you are probably looking for ways to improve the experience for yourself and your learners. Cindy Huggett’s book Virtual Training Tools and Templates: An Action Guide to Live Online Learning is filled with resources that you can use immediately.

A virtual training pioneer, Huggett wrote the book based on her own experiences creating virtual training over the past 20 years. In each chapter she presents an aspect of virtual learning and shares real-world examples and a series of worksheets, checklists, templates, and tips to help you prepare for every phase of designing and delivering your training.

Chapter 1 helps you define what virtual training means to your organization by guiding you through a four-step process she identifies as:

1. Get started
2. Get ready
3. Get buy-in
4. Get going

Remaining chapters guide you through selecting technology, designing content, developing activities, working with facilitators and producers, preparing participants for a successful learning experience, and evaluating results. Huggett has created an invaluable resource that will save time and provide the confidence you need to create virtual training that exceeds expectations.

To hear host Chad Gordon interview Cindy Huggett, listen to the LeaderChat podcast and subscribe today. For more information about Cindy Huggett, go to www.cindyhuggett.com, or find her on Twitter: @cindyhugg.

Trying to land your first job or find your dream job? #ENTRYLEVELBOSS—part memoir, part playbook—lays out an easy-to-follow plan that will get you on the right path quickly. Based on her personal experience, Alexa Shoen has developed a nine-step process for approaching your job search that will set you apart from all others.

Shoen begins by identifying 14 incorrect beliefs about how employment works, then challenges you to reconsider your assumptions. The world is changing rapidly—and traditional techniques for job hunting just don’t work anymore. Shoen provides the information you need to create a new mindset about finding a job. She then explains her proven methodology with step-by-step instructions, task lists, and examples that worked in real life—her life.

Before you start the job search process, you must answer these three questions:

1. What kind of role do you want?
2. Where are you physically going to get hired?
3. Which industry do you want to work in?

Sounds like common sense, right? But we all know that common sense isn’t commonly practiced. Shoen warns that if you don’t start with the answers to these questions as the foundation for your effort, you will easily be sidetracked, distracted, and tempted into the old trap of blanketing the market with your resume and hoping for the best. That isn’t a strategy—it’s a waste of time.

This book is a fun read, and it delivers a carefully considered system to follow. If you use it, you’ll feel like you have a coach by your side throughout the process!

To hear host Chad Gordon interview Alexa Shoen, listen to the LeaderChat podcast and subscribe today. For more information about Alexa Shoen, go to www.entrylevelboss.com.

The quest for high performance may be at an all-time high. With the COVID-19 pandemic turning things upside down, some people are struggling to get through the day—but others continue to thrive. How do they do it?

Brendon Burchard’s best-selling book High Performance Habits offers many answers to that question. Through extensive original research and learnings from more than ten years of being the world’s leading performance coach, Burchard has identified the six most important habits for improving performance at home, at work, and in your community.

The habits Burchard encourages everyone to build include:

1. Seek clarity. Have a clear vision, consistently set intentions for who you want to be each day, and focus on what is meaningful.
2. Generate energy. Learn to release tension while setting intention. Bring joy to your daily activities and stay physically, emotionally, and mentally healthy.
3. Raise necessity. Understand what you need to do for yourself and others to remain motivated. Build a network of peers who will support you.
4. Increase productivity. Determine the outputs that matter most to your success. Develop the skills that will help you perform at a higher level.
5. Developing influence. Ask others to challenge themselves to perform differently. Be a role model for that behavior.
6. Demonstrate courage. Learn and grow from your struggles, share your truth, and fight a noble cause for others.

Burchard describes specific practices you can begin immediately for each habit. He stresses that although these practices may be common sense, they are not commonly practiced—so it is critical to make a commitment to using these tips and techniques to start your journey to long-term success and fulfillment. He suggests people focus on one practice at a time to recognize how significant each change can be.

Each chapter is filled with thought-provoking exercises to help you integrate the six habits into your routine, and encouragement to focus on the things that will make a big difference right away. Putting it simply, this is a guidebook for people who want to get control of their lives and experience true joy. The real-life examples of people who have overcome struggles by using the practices are evidence of how powerful this work can be. They offer proof that you, too, will be able to positively impact every aspect of your life.

Burchard shares a beautiful mixture of science-backed data and heart-centered strategies to help others live a better quality life. After applying just a few of his suggestions, you’ll notice a difference—and understand how extraordinary people become that way.

To hear host Chad Gordon interview Brendon Burchard, listen to the LeaderChat podcast and subscribe today. For more information about Brendon Burchard, go to www.brendon.com.

With his first two books, Never Eat Alone and Who’s got Your Back, Keith Ferrazzi taught us the importance of building collaborative relationships. In his latest book, Leading Without Authority, Ferrazzi reinvents the art of collaboration to break down silos, transform teams, and improve overall performance of individuals. He explains that in a world of constant innovation and the unrelenting need for agility, dealing with a complex chain of command can be paralyzing.

The new world of work requires new rules, says Ferrazzi, and proposes a new workplace operating system he calls co-elevation. He argues that you don’t need a formal title and direct reports to be a true leader; you just need to learn how to turn colleagues into teammates who will work with you toward a shared mission. The main idea is to care about other people’s success and development as much as you care about your own. The beauty lies in being able to work outside traditional org chart structures to get the right people on the team and to co-elevate—go higher together.

Here are Ferrazzi’s eight new work rules for leading without authority through co-elevation.

Rule One: Who’s Your Team? No longer composed of people from only one department, teams in the new work world are made up of everyone inside and outside the organization who will help you achieve the goal. You must be proactive about developing authentic relationships with these people.

Rule Two: Accept That it’s All on You. Leadership is not something bestowed upon you. It is everyone’s responsibility to do whatever it takes to create value for the team and the organization.

Rule Three: Earn Permission to Lead. Instead of persuading people to get on board, learn how to serve, share, and care in order to earn the right to invite team members to join the project. Vulnerability is the key to building connection and commitment.

Rule Four: Create Deeper, Richer, More Collaborative Partnerships. Don’t turn to collaboration only when you can’t do the job alone. Understand that collaboration and partnership are essential for creating transformational ideas and completing projects.

Rule Five: Co-Development. It’s time to take responsibility for your own development. Look to teammates for candid feedback about the skills you need to develop—then offer the same service to them.

Rule Six: Praise and Celebrate. Never underestimate the power of praising performance, showing gratitude, and celebrating success.

Rule Seven: Co-Elevate the Tribe. Don’t ignore the team member who isn’t totally on board yet. Enlist the help of others on the team to elevate that team member to improve their contribution. The goal is to cross the finish line together.

Rule Eight: Join the Movement. Once you’ve put your co-elevation skills to the test, teach others to do the same. Help this become a movement that drives corporate culture.

If you’ve read Keith Ferrazzi’s other books, you know how vulnerable, honest, and open he is. He continues that path in Leading Without Authority through personal stories and real-life examples of people who put his principles into practice. Not only is this book entertaining to read, it offers practical advice you can apply on the job immediately. This might be the most important book you read this year!

To hear host Chad Gordon interview Keith Ferrazzi, listen to the LeaderChat podcast and subscribe today. For more information about Keith Ferrazzi, go to www.keithferrazzi.com. To access the handout mentioned in the podcast, go to www.keithferrazzi.com/leaderchat.

Dave McKeown’s new book The Self-Evolved Leader is, at its essence, a roadmap to leadership excellence. Presented in four sections, this practical handbook guides leaders along the journey, covering everything from building a foundation of effective leadership to sustaining their newfound skills.

McKeown believes leaders are caught in a cycle of mediocrity—and he says it’s time to break that cycle by stepping up to lead with authenticity and purpose.

In the book’s first section, the author says leaders need to stop trying to be heroes who step in and take care of everything. He encourages them instead to equip and empower their people to manage day-to-day projects. This allows time for self-evolved leaders to focus on long-term strategies for their teams and organizations. Leaders must spend less time taking care of little details and more time developing, inspiring, and encouraging their staff.

In section two, McKeown introduces three key actions that aspiring self-evolved leaders must take:

• They must create a compelling team vision that aligns with the corporate vision. This provides alignment and purpose for the team.
• They must develop an implementation plan that brings the team vision to life. This plan must be clear to everyone and must come with a design—a pulse—to proactively track the team’s progress. This pulse provides focus so that the team can stay on track as it advances toward the goal.
• They must develop a discipline for focusing on their own tasks while empowering team members to perform at their highest levels.

Learning how to master leadership discipline is the focus of section three. McKeown offers specific guidelines that show leaders how to facilitate the workflow of their team while still concentrating on their own goals and tasks. He recognizes that leaders sometimes take on tasks they should delegate to direct reports because it is faster to do the task themselves. But self-evolved leaders understand that time invested in delegating and teaching is worth it. It not only adds to the skill set of the direct report, it also allows the leader to remain focused on leadership strengths they bring to the overall team effort.

Section four offers leaders advice for sustaining their new skills and continuing to make improvements in their leadership practices. Ultimately, McKeown advises leaders to take control of the things they can control—and not fall victim to the things they can’t.

The Self-Evolved Leader is a guidebook for changing the way you lead. It is rooted in decades of experience and filled with wisdom and simple techniques that will help any leader become a self-evolved leader.

To hear host Chad Gordon interview Dave McKeown, listen to the LeaderChat podcast and subscribe today. For more information about Dave McKeown, go to www.selfevolvedleader.com or www.davemckeown.com.

Ken Blanchard says it is difficult for leaders to plan for the future while they are also managing the day-to-day. For that reason, he suggests organizations have two groups of leaders: one that focuses on the present and a second that looks toward the future. In their new book Lead from the Future, Mark W. Johnson and Josh Suskewicz recognize this same challenge and provide a playbook to help leaders envision the breakthrough opportunities that will drive long-term growth.

We often look at visionaries like Steve Jobs, Elon Musk, and Jeff Bezos as having extraordinary talents that can’t be duplicated. But Johnson and Suskewicz believe developing and deploying an inspiring and actionable vision of the future is a skill that can be learned. Many leaders use present-forward thinking, which focuses on extending the life of their existing business by way of continuous improvements. But Lead from the Future illustrates the idea of future-back thinking—a method of achieving breakthrough growth through anticipating and shaping the market of the future. Rather than approach business with a mindset of describing what is and how to sustain it, the authors ask readers to think about what could be and then transform processes and systems to support that vision.

Johnson and Suskewicz’s research indicates that 75 percent of organizations base their strategic plan no more than five years into the future. Organizations that extend their five-year plan to ten years, however, give themselves a competitive advantage. Planning for three to five years keeps a company in the same competitive market, while planning ten years into the future creates a new market where that company can be the leader that others want to emulate.

Future-back thinking consists of three major phases.

• In phase one, leaders develop a vision. This includes exploring what the future is likely to hold, understanding what customer needs will be, identifying threats and opportunities, and creating a point of view to serve that future.
• Phase two is where leaders translate the vision into a clear strategy by walking back in stages to create initiatives that need to be in place to achieve the vision, including explicit benchmarks and goals.
• In phase three, leaders implement the strategy. The authors emphasize the importance of creating new structures, processes, and norms to drive the new initiative rather than trying to roll out a significant change using conventional methods.

Ultimately, leaders who embrace future-back thinking must be able to deal with ambiguity while giving themselves time to explore, envision, and discover. According to the authors, they need to be “comfortable being uncomfortable.” And when these leaders develop a narrative that supports the company’s future, the passion and opportunity that now lie dormant will be unleashed throughout the organization.

An easy-to-read and engaging book, Lead from the Future is filled with examples of leaders who have successfully practiced the future-back thinking method.

To hear host Chad Gordon interview Mark Johnson, listen to the LeaderChat podcast and subscribe today. For more information on Mark W. Johnson and Josh Suskewicz, visit www.innosight.com.

In this age of fast-moving markets, fickle consumers, and unprecedented risks, we need leaders who think and act like entrepreneurs. In his latest book, Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others, and Running Stuff, Joel Peterson explains the important difference between an entrepreneur and an entrepreneurial leader: Entrepreneurs can launch new ventures but can’t necessarily run them at scale. Entrepreneurial leaders act nimbly to launch new initiatives, inspire others, and champion innovative approaches.

We’ve witnessed the extreme success of entrepreneurial leaders like Mark Zuckerberg, Steve Jobs, and Bill Gates. The days of leaders who focus on keeping results consistent with past performance and balancing a budget are over. Peterson introduces a new set of skills that aspiring entrepreneurial leaders need to develop.

In the book’s introduction, Peterson describes a painful personal memory of the night his wife temporarily went missing on a mountain hike. He then uses the metaphor of mountain climbing to present a series of maps organized around four skills needed to navigate the path to the summit of entrepreneurial leadership.

1. Build Trust: Trust is “base camp” for any leader, but is especially important for the entrepreneurial leader. They must determine and live by their core values in order to behave predictably, which is a requisite for building trust. Being transparent, respectful, and consistently delivering on promises builds a personal brand that creates a trusting work environment.
2. Create a Mission: Creating and sharing a clear mission is similar to providing a map to the summit. It gives meaning, clarity, and priority to a collective set of actions. A team without a mission lacks focus and direction and will most likely fail. A team that is aligned on a mission understands exactly where it is going and what it will take to get there. The mission serves as the inspiration for the endeavor by clarifying specific goals so that everyone is aligned.
3. Secure a Team: Leadership is a team sport—and nothing is more important than ensuring the right people are in the right positions. Entrepreneurial leaders know how to recruit, onboard, coach, assign, and reassign—or when necessary, remove—people on the team. They hire people who share the same values and work ethic, then empower them to perform at their highest levels.
4. Deliver Results: With a foundation of trust, an inspiring mission, and a team in place, it is time to deliver results. Entrepreneurial leaders establish standards for decision making, negotiating, and communicating while they meet the challenges of driving change, overcoming adversity, and more. Peterson presents a series of maps to help leaders be prepared to meet challenges and juggle the competing claims of customers, shareholders, and team members.

Entrepreneurial Leadership is filled with compelling stories that support the valuable information provided in Peterson’s maps. In many ways, the book is a how-to guide that will help you make a quantum leap in your own success. If you want to effectively lead others and help them achieve their best, launch new initiatives, drive innovation, or create a legacy, this book will inspire you to start your journey.

To hear host Chad Gordon interview Joel Peterson, listen to the LeaderChat Podcast and subscribe today. Order Entrepreneurial Leadership on Amazon.com.

For more information on Joel Peterson, go to www.joelcpeterson.com.

Marcus Buckingham believes some basic assumptions about work are simply no longer true in today’s business environment. He shares his insights in his latest book, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, coauthored with Ashley Goodall.

Lie #1: People care which company they work for.

Many companies use their corporate culture as a recruitment tool. Although it is true that people will join a company for their projected culture, people will stay—or leave—because of the team they work with every day. Team members who truly care about one another and have each other’s backs create their own culture. Leaders who observe and understand what makes teams perform well, and then encourage that behavior in other teams, will create a stronger organization.

Lie #2: The best plan wins.

Executives spend months developing a strategic plan, getting it approved by the board, and then disseminating it through the entire organization. The more rigorous and detailed the plan, the longer it takes to develop—and during that extended amount of time, reality probably changes. Planning is a good way to scope a problem, but what leaders really need is intelligence. Smart leaders empower their frontline people to deal with situations immediately and then check in regularly to see how they can help. Buckingham’s research indicates that this method lowers turnover and improves productivity while it builds an intelligence system that outperforms a complicated planning system.

Lie #3: The best companies cascade goals.

It has been common practice for a CEO to have annual goals that are cascaded first to the executive team, then through each department structure, to the individual level. The problem? Things can change over a year—but fewer than 5 percent of people go back to look at the goals or recalibrate their need. Truth be told, goals work only if you set them yourself. Freethinking leaders know what they need to accomplish, take the responsibility to explain it to team members, and then set goals they can achieve. The best practice is to cascade meaning—not goals.

Lie #4: The best people are well rounded.

Companies spend time defining competencies they want employees to develop—and then spend more time trying to improve people’s weakest competencies. This practice creates employees with just-average performance. Freethinking leaders look for the skills that people do well and leverage those skills. High performers usually do something a little differently than others—and that difference, when used intelligently, can be a competitive advantage.

Lie #5: People need feedback.

Feedback is a tricky subject. On one hand, if you don’t give any feedback and ignore someone, it destroys them. On the other hand, if you approach someone saying you want to give them feedback, their brain pattern looks almost exactly like fight-or-flight brain waves. The person feels like they are being attacked. Many times, feedback isn’t helpful because it isn’t delivered in a way that helps the person learn how to change a behavior. When freethinking leaders see someone doing something that works, they ask the person what they think worked well and why. This line of questioning as a method of feedback serves as the learning moment. The interrogation of the action—good or bad—is the most important conversation.

Lie #6: People can reliably rate other people.

Forty years of research shows that ratings of the performance of others is more a reflection of the person doing the rating than the person being rated. We simply can’t rate other humans on things like strategic thinking, creativity, business knowledge, or overall performance. Accurate rating of other people’s performance takes a much deeper conversation based on observations—it’s not about selecting a number on a scale.

Lie #7: People have potential.

Of course people have potential. The danger comes in identifying certain people as high potential, because doing it presupposes that others are low potential. By creating these designations, we are deliberately not seeing 85 percent of our people. The truth is that everyone has potential—but we have never found a way to measure just how much potential they have.

Lie #8: Work-life balance matters most.

Work-life balance is a great aspiration, but it is important to remember that balance is stationary. So, if you feel like you are totally in balance, you are probably stagnant. The trick is to find activities that give you strength in work and in life, and then spend as much time as possible on those things. Of course, none of us can spend 100 percent of our time being happy. But if we are deliberate about spending time doing things that invigorate us, it lessens the chance of us burning out and increases the chance of us being happier and more productive.

Lie #9: Leadership is a thing.

The main thing Buckingham wants leaders to know about the power of human nature is that each human’s nature is unique. If we see this as a problem that needs to be fixed, that’s a shame. But if we make a home for the unique individuals, we can build work environments where people are seen and challenged to become a better version of themselves.

You may completely agree with what Buckingham has to say in this book, or you may question some of it. Either way, once again, he’ll give you something to think deeply about.

To hear host Chad Gordon interview Marcus Buckingham, listen to the LeaderChat Podcast, and subscribe today. Order Nine Lies About Work on Amazon.com.

For more information on Marcus Buckingham, go to www.freethinkingleader.org

After surveying more than one million employees from a wide range of organizations, Adrian Gostick and Chester Elton have found that leading with gratitude is the easiest, fastest, least expensive way for managers to boost both performance and engagement in employees.

Unfortunately, it is also one of the most misunderstood and misapplied skills in business today.

During their research, Gostick and Elton heard over and over that people feel not only underappreciated at work, but sometimes even under attack. The authors call this the “gratitude gap.” In their latest book, Leading with Gratitude, they dispel common myths about leaders expressing gratitude and offer eight simple ways to show employees they are valued.

The myths Gostick and Elton identify may sound familiar:

• Fear is the best motivator.
• People want too much praise these days.
• There just isn’t enough time!
• It’s all about money.

Leading with Gratitude is filled with compelling stories featuring respected leaders such as Alan Mullaly of Ford Motor Company and retired American Express chairman Ken Chenault. The stories illustrate that these myths are simply excuses that can keep managers from building an honorable work environment by expressing their appreciation for a job well done.

The authors explain that gratitude isn’t about showering employees with thank-yous and high fives. They offer eight practical examples that demonstrate how leaders can first gain clarity about how people contribute and then show gratitude in specific ways that will be meaningful to individuals.

Practicing the act of gratitude can be as simple as letting people know their suggestions are valued by soliciting their ideas and acting on them. Another way is by assuming positive intent, especially when errors happen. Instead of getting upset or blaming someone for making a mistake, assume the person was doing their best and then use the situation to learn what you could be doing differently as a leader.

One of the most useful tips is to walk in your employees’ shoes. Getting a better understanding of what it takes for people to do their jobs will uncover ways you can collaborate to solve problems, improve processes, and enhance the customer experience as you build relationships by showing empathy. The best way to start is to look for small wins that will lead to bigger wins.

Perhaps my favorite suggestion in the book is to practice gratitude at home. Gostick and Elton remind readers not to get caught in the trap of putting our best face on at work and leaving it there when we go home. Showing appreciation and empathy for loved ones should be a common practice—and I think a gentle reminder is a good thing.

So remember to express gratitude often, tailor it to the individual, and ensure it reinforces corporate values. And don’t forget to praise your peers as well. Leading with gratitude creates engaged, high performing employees, a stronger organization, and better results.

To hear host Chad Gordon interview Adrian Gostick, listen to the LeaderChat podcast and subscribe today. Order your copy of Leading with Gratitude on Amazon.com.

How do people who are comfortable with finite games like football or chess learn to flourish in a world that operates with an infinite mindset? In his latest book, The Infinite Game, Simon Sinek explains how leaders must learn to operate with the understanding that business isn’t about winning or losing—it’s about being ahead or being behind.

With finite games, players are easily identified, rules are fixed, and there is a clear end point. In the infinite games of business or politics, players come and go, rules are changeable, and there is no defined end point. The keys to navigating with an infinite mindset are to focus on innovation and to remain resilient during constantly changing times.

We can all too easily see the results of leaders who operate with a finite mindset—mass layoffs, cut-throat work environments, shareholder supremacy (placing stock prices above a person’s worth), and unethical business practices. These practices are so common that many have come to accept them.

But Sinek believes the situation will change when leaders operate with an infinite mindset. These leaders leave the company better than they found it because they serve and foster employees’ willingness to show up, work hard, and take care of each other. These leaders build trusting work environments where people depend on each other to make remarkable things happen.

Above all, Sinek wants to build a world where most people wake up inspired every morning, feel safe at work, and return home fulfilled at the end of the day. With leaders who think beyond short term and focus on the long term, this kind of world is possible. Leaders who operate with an infinite mindset will build stronger, more innovative, more inspiring organizations that will lead us into the future.

To hear host Chad Gordon interview Simon Sinek, listen to the LeaderChat podcast, and subscribe today. Order The Infinite Game on Amazon.com.

In this episode, S. Chris Edmonds discusses the key points of his book The Culture Engine: A Framework for Driving Results, Inspiring Your Employees, and Transforming Your Workplace.

S. Chris Edmonds has a delightfully simple explanation of culture: “Culture is all about how people treat each other—how leaders treat their teams and peers, how employees treat each other, and how people treat customers and vendors. It’s about relationships and respect,” he explains. As simple as that sounds, it can also be a very disruptive concept to some organizations.

Many leaders and managers are asked to manage business results but are rarely asked to manage the quality of their work culture. “Get out of the mindset that results are the most important thing. Make respect as important as results. One of the first things I do is educate senior leaders about how important it is to have a culture that is purposeful, positive, and productive—one that is going to drive great customer experiences and employee engagement.”

So how does an organization start creating the culture they want to cultivate? Edmonds suggests writing an organizational constitution—a document that outlines the purpose, values, strategies, and goals of the company. It describes exactly how employees will engage with each other, with customers, and with vendors. An organizational constitution gives meaning and clarity to every employee by providing a clear understanding of how they can do their best work, treat others respectfully, and help the organization prosper.

It is critical to urge all the leaders in the organization to model the behaviors outlined in the organizational constitution. It becomes the document they can lead by, live by, and manage performance to. It helps them hold people accountable, praise people who are living the values of the constitution, and redirect people whose behaviors are not in alignment.

If your organization doesn’t have a constitution, individuals can lead by example. Edmonds asks leaders to pay attention to the relationships they have with their direct reports, peers, customers, and vendors. “I ask leaders to shift from an ‘I need’ mindset to a ‘What do you need?’ mindset. If leaders can help their people accomplish tasks easier, or give a client what they need, they will build trust and create a mutually beneficial relationship,” Edmonds explains. “I’ve seen it work with intact teams within organizations.  I tell people to just start making a difference where they are.”

Edmonds shares several examples of working with organizations to help them define their purpose, values, strategies, and goals, and describes how these companies are creating their desired cultures. The stories bring his concepts to life.

Edmonds stresses that culture drives everything that happens in an organization day by day, including focus, priorities, and the treatment of employees and customers. A great culture not only drives great performance but also can help attract and retain top talent. However, a great culture isn’t something that evolves naturally—it must be defined, supported, honored, and modeled every day.

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book The New One Minute Manager^®—to SLII^®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About S. Chris Edmonds
For more information on S. Chris Edmonds visit his website at www.drivingresultsthroughculture.com

In this episode, Whitney Johnson discusses the secrets to creating an engaged and productive team as outlined in her book, Build an A-Team: Play to Their Strengths and Lead Them Up the Learning Curve.

Johnson shares seven ways managers can support their team members’ journey up the curve.

1. Take the right kind of risks—Help team members understand the difference between doing something just to compete, versus finding a problem that needs to be solved and creating the solution.
2. Play to your distinctive strengths—Help team members identify what they are good at and let them apply their knowledge to those types of projects.
3. Embrace your constraints—By identifying constraints and taking a hard look at them managers can help team members inspire innovation.
4. Battle entitlement—Encourage team members to think about new ways of doing things. Just because a process has been in place for years, doesn’t mean it is the best process. Entitlement can kill innovation.
5. Step back, down, or sideways to grow—Continually pushing forward is not always the best way to drive innovation. Help people understand the positive influence of stepping back to look at other possibilities.
6. Give failure its due—Accept what you can learn from failure. It might be the very thing to catapult you up the learning curve.
7. Be driven by discovery—Encourage your team to ask for feedback and use what they learn to discover things that might be holding them back.

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program, based on the best-selling business book, The New One Minute Manager^®—to SLII^®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About Whitney Johnson
For more information on Whitney Johnson visit www.whitneyjohnson.com. Or visit www.whitneyjohnson.com/diagnostic to take an assessment to determine where you are on the S-Curve of Learning.

In this episode, Tasha Eurich describes concepts from her book Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Than We Think. Eurich explains how developing self-awareness—knowing who we are and how others see us—can help you be fulfilled, confident, and successful in life and work.

“As an organizational psychologist—and intuitively—I’ve always believed that self-awareness was an important skill. But as an executive coach, I’ve come to realize it is an essential skill. I wanted proof, so I started researching the concept.”

Eurich’s research shows that self-awareness is the foundation for high performance, smart choices, and lasting relationships. It also shows that most people don’t see themselves as clearly as they could. “Our data reveals that 95 percent of people believe they are self-aware, but the real number is 12 to 15 percent,” she says. “That means, on a good day, about 80 percent of people are lying about themselves—to themselves.”

There are two parts to self-awareness: internal and external. Internal self-awareness means knowing your values and personality strengths and weaknesses. External self-awareness means knowing how other people see you. The two parts are independent of each other. A person can be high or low on both scales, or high on one and low on the other.

Fortunately, self-awareness is a skill that can be developed—all it takes is a willingness to improve. Critical elements include questioning your assumptions about yourself and asking for feedback. Most people don’t like hearing feedback, but pushing past this discomfort is one of the first steps on the journey to self-awareness.

Eurich identifies a phenomenon she calls cult of self as a global problem. “Think about the way people use social media. They don’t post bad news—only great news. It can take so much effort to make ourselves seem a certain way that we become disconnected from who we really are,” she explains. “We each have a choice between being a meformer—just talking about ourselves, or an informer—focusing on what we do, how we can add value to the world, and what we learn from people around us.”

Self-serving behavior shows up in the workplace when people are not authentic and not open to feedback. The most productive work environments, according to Eurich, are built around people being humble, open, honest, and willing to learn and grow.

“A surprising finding centers on people who spend a lot of time in self-reflection. We assume they would be more self-aware, but it isn’t true. Some people spend so much time ruminating on the negative that it actually damages their self-awareness. The key to effective self-reflection is to think about something for a defined period of time and then make a decision, not to beat yourself up. For example, instead of focusing on why you may have done something, think about what you can do differently next time or what kind of support you need. Self-reflection should move you forward productively.”

To apply this concept in the workplace, leaders must model self-awareness behaviors. First, ask for feedback from every member of the team. Create a safe environment for people to share their truth when giving feedback. Most important, make sure this is a continuous practice—not just an activity at a retreat.

Eurich offers one last piece of advice. “Working on your self-awareness will put you ahead of 80 percent of your colleagues. It is the secret ingredient. Don’t put pressure on yourself to do it quickly—be open to what people tell you so that you can make a significant improvement.”

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About Tasha Eurich
For more information on Tasha Eurich, and to take a free self-awareness quiz, go to www.insight-quiz.com.

In this exciting episode, Peter Bregman shares his thoughts about leadership and the importance of showing up with confidence, being connected to others, and being committed to a purpose in a way that inspires others to follow. He explains that the most successful leaders not only know what to say and do, but are willing to experience the discomfort, risk, or uncertainty of saying and doing it. These leaders display what Bregman calls Emotional Courage.

“Think about a conversation you need to have, but haven’t. You have all the skill and knowledge you need, but you aren’t doing it. Why? Most likely it is because you believe it may cause you to feel something you don’t want to feel. You might become disconnected from that person. Or they might come back in anger or act in a passive aggressive way that can damage relationships and put projects at risk. It could simply make you uncomfortable—and no one likes to feel uncomfortable. Emotional Courage is not how much you know—it is about what you are willing to feel,” says Bregman.

The four elements of Emotional Courage are simple to understand, but not always easy to implement. To be a leader with Emotional Courage, you need to:

1. Be confident in yourself. To be confident, you need to understand who you are as a leader and then determine who you want to become. Asking for feedback is a powerful way to uncover blind spots, while listening to and accepting that feedback is the key to changing your behavior. Building confidence creates the foundation for your leadership style.
2. Be connected with others. Listening with a willingness to learn something new is the birthplace of connection. Following through on commitments builds trust for a lasting, honest relationship. True success depends on connecting with others.
3. Be committed to a purpose. Create a clear, powerful, compelling focus toward a larger purpose in order to channel your energy and the energy of those around you toward a common goal. Achieving a common purpose requires extreme focus.
4. Act with Emotional Courage. Understand when you don’t want to feel something and take steps toward it. Be courageous and act boldly. Emotional courage feeds on confidence, connections, and commitment.

“The key thing to remember is to be aware of what is important to you and be willing to take the risk to increase your own productivity. That will have a positive impact on personal and organizational results—because you will be operating with Emotional Courage.”

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program, based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About Peter Bregman
For more information on Peter Bregman, visit www.bregmanpartners.com.

As we wrap up season one of the LeaderChat Podcast, Ken Blanchard and Chad Gordon revisit some of their favorite episodes. They share new thoughts about the important messages from our guests and invite you to send questions you would like Ken to answer in future episodes. Just send your questions to podcast@kenblanchard.com.

Enjoy this episode of Chad Gordon interviewing Dr. Travis Bradberry, researcher and author of the best-selling book, Emotional Intelligence 2.0—which has sold over one million copies!

Bradberry shares how emotional maturity is absolutely critical for success as a leader, and how emotional intelligence is a capacity that can be learned and developed. He explains that increasing your emotional intelligence begins with self-awareness.

Bradberry discusses how to integrate EQ training into a leadership development curriculum—and how the emotional intelligence displayed by top leaders can set the example for all levels of leadership in an organization. Bradberry also shares strategies for dealing with stress, procrastination, and toxic people.

Emotions are a primary driver of behaviors and emotional intelligence is a foundational skill of all good leaders.  Learn how to be a master of your emotions in a way that increases your effectiveness as a leader.

And be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Dr. Bradberry’s ideas.

As we wrap up season one of the LeaderChat Podcast, Ken Blanchard and Chad Gordon revisit some of their favorite episodes. They share new thoughts about the important messages from our guests and invite you to send questions you would like Ken to answer in future episodes. Just send your questions to podcast@kenblanchard.com.

Enjoy this episode of Chad Gordon interviewing Patrick Lencioni, author of The Ideal Team Player as well as nine other books on teams and motivation—which have sold nearly five million copies! Lencioni describes leadership as a calling that requires putting the needs of others ahead of your own. That begins with identifying people with the right qualities and developing those qualities to the fullest extent.

Building on the concepts he first explored in his best-selling first book, The Five Dysfunctions of a Team, Lencioni recommends taking a moment to consider your own behaviors when working on a team. He teaches how using a Humble—Hungry—Smart model can help you and others become more effective team members.

Lencioni shares how leadership development experts can identify these traits in potential new hires along with sharing his own personal story of using these principles in his work and other areas of his life.

Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his key takeaways and the areas that he most plans to work on.

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book,& The New One Minute Manager^®—to SLII^®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About Patrick Lencioni
For more information on Patrick Lencioni visit www.tablegroup.com

Check out this episode!

As we wrap up season one of the LeaderChat Podcast, Ken Blanchard and Chad Gordon revisit some of their favorite episodes. They share new thoughts about the important messages from our guests and invite you to send questions you would like Ken to answer in future episodes. Just send your questions to podcast@kenblanchard.com.

Enjoy this episode where Chad Gordon interviews Elena Botelho, coauthor of The CEO Next Door: The 4 Behaviors that Transform Ordinary People into World-Class Leaders to hear what it takes to become a world-class leader.

“Most ideals about why people are successful are driven by stereotypes and gut feel rather than facts and data,” explains Botelho. “In this book, we’ve aspired to provide information about how anyone can be successful by helping readers learn from other successful people in business.”

Learnings shared in the book are based on groundbreaking research and in-depth analysis of more than 2,600 leaders drawn from a database of more than 17,000 CEO and C-suite executives. Botelho describes the four behaviors of highly successful people as identified by the research.

1. They are decisive and understand the importance of speed over precision when making decisions. According to Botelho, most people assume that CEOs have an uncanny ability to make the right decisions more often than other people. But her research indicates that what really makes a CEO stand out isn’t necessarily the accuracy of their decision, but the speed and will to make the decision in the first place.
2. They are reliable and deliver what they promise, when they promise it—without exception. This behavior sounds simple, but isn’t easy to practice consistently. Botelho describes the importance of being on time and doing what you say you’re going to do—and she offers another tip: “Highly reliable leaders are thoughtful about setting expectations right up front.” Botelho shares that this behavior not only improves the likelihood you will succeed in your role, but also increases your chances of being hired In the first place.
3. They adapt boldly, especially when faced with the discomfort of the unknown. “Of the four behaviors, this is the one where people are most likely to underestimate their ability—and that is costly.” Botelho explains people naturally assume change will be painful, so they resist it. But her research shows that the most successful leaders are good at letting go of past behaviors, habits, and commitments that will not serve them in the future.
4. They engage with stakeholders without shying away from conflict. These leaders focus on leading to deliver results that benefit the company as opposed to leading to be liked. They keep all stakeholders—customers, employees, and shareholders—in mind and manage those relationships.

Finally, Botelho shares some counterintuitive insights about making great strides in your career—what she calls career catapults. “Sometimes it is better to go small in order to go big,” Botelho says. Having an elite MBA or working for a marque company is a great way to advance your career, but sometimes taking what looks like a side step instead of always focusing on moving up the ladder can have a more positive impact. By being in charge of a smaller project, division, or group, you might actually have a chance to practice more skills and get more exposure.

According to the author, here is the most important message to take away from The CEO Next Door and this podcast: Excellence is more achievable for us than we assume.

Be sure to stay tuned for comments from Ken Blanchard at the end of the podcast!

As we wrap up Season 1 of the Blanchard LeaderChat Podcast, Ken Blanchard and Chad Gordon revisit some of their favorite episodes. They share new thoughts about the important messages from our guests and invite you to send questions you would like Ken to answer in future episodes. Just send your questions to podcast@kenblanchard.com.

Enjoy this episode where Chad Gordon interviews Dr. Marshall Goldsmith, the world’s top-rated executive coach and author, about his book Triggers: Creating Behavior That Lasts–Becoming the Person You Want to Be.

Dr. Goldsmith discusses the environmental and psychological triggers that can derail us at work and in life, and what we can do about them.

Drawing on years of experience coaching top executives, Goldsmith gives us an inside look at how to achieve change in our lives. He discusses the unique challenges top executives face and shares the number one reason people don’t act on their good intentions. He also offers six questions we can ask ourselves every day to help us stay on track and begin to find alternatives to instinctive impulse-response behavior patterns.

Goldsmith explains how we can open up new possibilities by planning in advance, avoiding negative triggers when possible, and adjusting our behavior when triggers are unavoidable. He also offers great advice on how to add a little structure to our lives that allows us to be our best.

Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways from the concepts discussed.

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager^®—to SLII^®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About Marshall Goldsmith
For more information on Marshall Goldsmith visit www.marshallgoldsmith.com, or email Marshall at marshall@marshallgoldsmith.com. He can also be found on LinkedIn, Twitter, and Facebook.

Check out this episode!

“Everyone wants to be happy,” says Neil Pasricha. “We were brought up to believe that if we worked hard we would have great success, and then we would be happy. But that just isn’t true.”

Pasricha shares research that indicates combining great work with success, doesn’t necessarily lead to happiness. In fact, it is the opposite. Being happy leads to great work, which leads to success. Coming to work with a positive mindset has been shown to increase productivity by 31 percent and sales by 37 percent. People who are happy are 40 percent more likely to get a promotion, and they live an average of 10 years longer than people with a negative mindset.

Pasricha believes that happiness is a choice, and he offers simple tips for leading a happier lifestyle. He suggests we spend 20 minutes each day doing one of the following:

1. Going for a walk outdoors in nature.
2. Journaling about our day.
3. Reading 20 pages of fiction. (It is important to read fiction rather than nonfiction, to develop our imagination.)

According to Pasricha, all three of these activities change the chemicals in our brain in a way that helps us develop a more positive mindset. His research reveals that happiness is 50 percent genetic, 10 percent influenced by circumstances, and 40 percent influenced by intentional action. He suggests we all focus on the 40 percent that we can manage.

“I know what has worked for me and ask that you consider a few things. First, take care of yourself. Stop watching and reading the news. You don’t have to bury your head in the sand, but you don’t need to let the news consume your life, either,” explains Pasricha. He also suggests we avoid toxic people, instead surrounding ourselves with people who are happy to take care of their own happiness.

“I also suggest you throw away the concept of retirement. The happiest society in the world is in Okinawa, Japan. Their life span is seven years longer than Americans, and they don’t even have a word for retirement in their vocabulary.”

Pasricha says four of the things that help us live happy lives tend to disappear when we retire:

“I highly recommend that you forget about retirement and remember that happiness is a choice. You can change your mindset and choose to influence your life in a positive, happy way.”

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager^®—to SLII^®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About Neil Pasricha
For more information on Neil Pasricha visit www.globalhappiness.org.

In this episode, Vicki Halsey, author of Brilliance by Design, shares a case study of a team putting the ENGAGE model into practice. For years, both in the school environment and in corporate education, Vicki Halsey observed what was happening in classrooms—a teacher standing in front of a group of people, talking at them. The people in the audience were not engaged; only the speaker. This was very different from Vicki’s classrooms, where people were active, inspired, and even noisy.

“It occurred to me that the person who is energized and all fired up is the one doing the teaching—not the one doing the learning. It should be the other way around,” explains Halsey. “It happens every day in companies around the world. We hire people because they have fabulous transferable skills, but we don’t spend the time it takes to teach them what they need to know in their new position to help them be successful. We don’t engage them in learning. So, to help the learning process, I designed a simple six-step process that brings out the brilliance in learners: the ENGAGE model.”

Energize and Focus Learners—Get people involved before the session starts by sending emails to explain the importance of the experience. Then give them exposure to the materials that will be used. Send books, articles, podcasts, or video to help them start to learn before they get there. When they arrive at the meeting or classroom, get them involved immediately with an interactive exercise.

Navigate the Content—Present the content through interactive lectures, demonstrations, stories, handouts, exercises with card sorts, or case studies. The key is to understand that people learn in different ways. You need to present the content in enough ways to give everyone a chance to learn.

Generate Meaning—Once the attendees have learned the content, move the learning from short-term memory to long-term memory and help participants sell themselves on why the learning is important in their world by having them create flip charts about the value, benefits, and meaning of this learning in their lives. This will rally commitment for the next part of the ENGAGE model so that they will apply what they have learned.

Apply to the Real World—Have people apply what they have learned through practicing or rehearsing. Give them all the tools they need—checklists, scripts, video examples—then have them practice, practice, practice.

Gauge and Celebrate—It is critical to assess how much learning has occurred—and then celebrate. This can be as simple as a quiz show-style game or crossword puzzle, a group mind map, or a “stump the panel” game. The idea is to create a fun way to deepen the learning and help transfer the learning to doing.

Extend Learning to Action—Keep the learning top of mind after the meeting or class. Send reminders with a tip of the week, share success stories of people using their new skills, or have award ceremonies to honor people’s commitment to the learning. Continuous reminders or refreshers will help extend the learning.

“Research indicates that designs for learning sessions focus about 70 percent of the time on the content to be learned and only about 30 percent on having learners practice what they are learning,” says Halsey. “If you want to unleash the brilliance of your people, you must flip that equation, so they are practicing the new skills 70 percent of the time. Don’t just talk at them. Let them process, learn, and get to work.”

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About Vicki Halsey
For more information on Vicki Halsey, go to www.vickihalsey.com.

Check out this episode!

In this enlightening episode, Brené Brown describes her research study, seven years in the making, that looks at the future of leadership and the barriers and obstacles to daring leadership. “One of the most important findings of my career is daring leadership—a collection of skills and practices that are teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. It isn’t easy—because choosing courage over comfort is not always our default. But it is necessary if you want to cultivate braver, more daring leaders, and embed the value of courage into your culture,” explains Brown.

Brown describes the four skills needed to become a courageous leader. The first and most important skill is Rumbling with Vulnerability. Brown had assumed that the biggest barrier to courageous leadership would be fear, but her research indicated that fear is not a barrier. In fact, leaders she interviewed admitted to being fearful much of the time. The real barrier is how people armor themselves to deal with the fear. It is critical to understand that we all self-protect when we feel scared, defensive, or vulnerable.

A great tool to use when Rumbling with Vulnerablity is curiosity. “When I find myself in a tough situation or I’m about to receive some hard feedback, instead of getting my armor up, I stay open and ask questions, so I can get specific information,” Brown explains. In the book she identifies 16 different ways we armor ourselves and offers ways to move that armor out of the way to become a daring, courageous leader.

The second skill is Living into Your Values. Leaders constantly must do tough things, give hard feedback, put bold ideas into motion while being unsure of the outcome, and take many risks. Courageous leaders are able to do this consistently because they operate with a clear set of values and behaviors that line up with those values. “It is important to have values as a leader, but it is critical to operationalize them. Otherwise they are just vague concepts, not guiding principles,” Brown explains.

The third skill, Braving Trust, can be tricky because many leaders don’t know how to talk about trust. Direct reports have to trust their leaders in order to have honest conversations and both parties have to be in an unarmored position. It’s no secret that the highest performing teams are built on a foundation of trust. And building trust is a skill that can be taught and learned.

The fourth skill is Learning to Rise and deals with the ability to re-set after an error or mistake. The ability to be resilient helps leaders learn from mistakes quickly, share those learnings, and continue to move forward in a positive way. And, yes, it is a skill that every leader can learn.

“Courage is a skill set we can teach, measure, and observe, but we are choosing not to because it is an investment of energy and time and it takes muscle building. But why are we choosing not to do it? If we need braver leaders, but we’re not investing in skilling them up, what is getting in the way?” asked Brown.

Brown’s new book, Dare to Lead is the ultimate playbook that offers practical skill-building tools for creating brave leaders in your organization.

About The Ken Blanchard Companies

The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager^®—to SLII^®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

About Brené Brown

For more information on Brené Brown, go to www.brenebrown.com and click on the Dare to Lead Hub for free resources.

In this episode, Susan Fowler explores how most companies expect managers to motivate their people to accomplish goals. Managers may try many different methods to encourage people to reach their goals, from rewards and recognition to pressure and intimidation. But research indicates that these methods just don’t work. “When did we get to the point that people have to be motivated by carrots and sticks—carrots representing incentives or bribes, and sticks representing pressure, threats and tension?” asks Fowler.

Many people may not be aware of new research showing that the real secret to motivation is creating an environment where people are optimally motivated to perform at their highest level.

“Look at your own beliefs,” says Fowler. “Do you think people are basically lazy and won’t do what you want them to do, or do you believe people want to thrive and make a contribution in their role? Do you believe people are more motivated extrinsically or intrinsically?”

Research indicates that people want to thrive and that intrinsic rewards are more sustainably motivating than extrinsic rewards. Problems arise when managers don’t believe people want to succeed or when they default to extrinsic reward systems to improve performance.

Fowler describes three conversations managers can have with direct reports. Each includes a separate set of questions to help analyze a direct report’s motivation on certain projects or tasks. The first set of questions gets to the root of the psychological need for autonomy: does the direct report feel good or bad about the choices available to them on their task? Everyone needs a sense of control over what they do. The second set of questions focuses on the psychological need for connection or relatedness and helps identify values and purpose. The third set of questions relates to the psychological need for competence and describes the skills the person brings to the task.

When the manager asks the direct report questions that put them in touch with their needs for choice, connection, and competence, the direct report is able to find their own source of motivation internally—and that is the most powerful motivation.

“You must remember to be mindful and not judgmental when having these conversations with your staff,” Fowler says. “By asking these questions, you are helping people to be more self-aware and to explore what their motivational outlook is all about.”

Fowler believes managers can create an environment where their people can have a better quality of life. “It’s not that we don’t want money—we are all motivated by money, power, and status—but there are other options that serve us and the people around us more effectively. We need to become more aware of why we are motivating people the way we are, and what is motivating us.” Fowler encourages you to ask yourself these three questions: (1) Why do I make the choices I make? (2) How do I feel a greater connection? and (3) How do I learn and grow every day?

About The Ken Blanchard Companies
The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager^®—to SLII^®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.

For more information about Susan Fowler, go to http://susanfowler.com/

Or https://www.kenblanchard.com/Products-Services/Optimal-Motivation

In this episode, Don Yaeger, author of Great Teams: 16 Things High Performing Organizations Do Differently, discusses his research on why some teams win when others fail. “My research of the business and sports world uncovered sixteen things that successful teams do, and I grouped them into four main pillars,” explains Yaeger. (As you listen, you’ll realize the names of the four pillars create the acronym TEAM.)

Pillar One: Targeting Purpose

“Every team has to have a shared sense of purpose,” says Yaeger, “but this is more a belief than a statement. A high performing team feels a shared purpose in their bones. It becomes part of who they are as a team.” You may have heard about Simon Sinek’s Why concept (if you know the answer to why your work matters, you will enjoy your work more.) The concept behind this pillar is very similar to Sinek’s concept, but it applies to entire teams, not individuals. The sense of purpose for a team identifies who they are serving and why that matters. Whether in business, sports, military operations, or day-to-day life, teams show up more positively when they share a sense of purpose.

Pillar Two: Effective Management

Yaeger explains that team leaders need to be committed to developing others. To build a team to its full potential, a leader should recruit people for a cultural fit and then train them for skills. Profit and loss statements are the roadmap to the future for many companies—but Yeager suggests having the right people in the right positions is a better way to ensure that people and teams are constantly developing and improving. The most successful teams have markers on their roadmap of performance defined as developmental goals, not monetary goals.

Pillar Three: Activating Efficiency

This pillar focuses on a willingness to not just accept change but embrace it, so the team can be successful even in transition. “It is important to build a culture of mentorship. Leaders do that by making their expectations clear and praising good performance that supports the culture. Every member of the team must act as a mentor when necessary. It isn’t the job of only the team leader to be a mentor—everyone needs to own that role.”
An especially good example of this pillar is for leaders to be fully engaged in all meetings or practices to let the team know their performance is the most important thing at that moment. In fact, Yaeger recommends that leaders be either fully engaged and present or fully absent. If a leader isn’t prepared to be there 100 percent, they might as well not show up at all.

Pillar Four: Mutual Direction

Great teams have a true sense of what they ultimately want and what it will take to get there. A football team focuses on the fourth quarter and a business team focuses on the completion of a project. Both teams focus on the finish. By preparing all along the way, great teams build a culture where they can win even in critical situations.
Most important, Yaeger urges team leaders to design the culture they want. “By design or by default, your team will have a culture. So design it the way you want it to be and focus on creating and maintaining it. The best teams aren’t necessarily the ones with the best talent—they are the ones with the strongest culture.”

About The Ken Blanchard Companies

The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, governments, and educational and nonprofit organizations.

About Don Yaeger

For more information about Don Yaeger go to donyaeger.com.

Learn six strategies for turning a pressure situation into an opportunity. In this episode, Judd Hoekstra, coauthor of Crunch Time: How to be Your Best When It Matters Most, talks about the skill of reframing—intentionally thinking about a situation in a new or different way to improve performance.

“When faced with a stressful situation, it is normal to have the fight, flight, or freeze reaction. But what you should do is pause and recognize when you are having negative thoughts—then challenge your thinking to have positive thoughts,” Hoekstra explains. Hoekstra offers six tips for putting reframing into practice.

1. The first is to reframe from trying harder to trying easier. Contrary to what many of us have been taught, trying harder under pressure is often counterproductive. Think about your best performances. Were you grinding and full of anxiety? More than likely, you remember your best performances as almost effortless. Trying easier isn’t about being lazy or not trying. It is about throttling back just a little. It’s about taking the tension out of what you’re doing and replacing it with a level of effort that allows you to perform in a relaxed state.
2. The next skill is to reframe from tension to laughter. Humor diffuses pressure better than any pharmaceutical on the market. It momentarily reduces the perceived threat posed by a situation. It also helps generate a sense of control and provides perspective that can help you see dire circumstances with some levity. It also stops cortisol, a stress hormone, in its tracks and releases endorphins—the feel-good neurotransmitters that enhance performance.
3. Reframing from anxiety to taking control is a skill that can be used in any stressful situation that undermines your performance. Instead of setting lofty goals that can be intimidating, set simple, short-term, bite-sized goals that are attainable. Then you can take control of the situation and perform at a higher level.
4. Fighting our own doubts is difficult, but it is possible to reframe from doubt to confidence. “When I’m making a presentation but I’m filled with doubt, I think back to a similar situation where I performed at my best level. I visualize that performance—I actually relive the event—to build my confidence and remember that I’ll be using the same tried and true skills that I’ve successfully used before,” says Hoekstra.
5. Reframing from failure to a learning moment is one of the most useful skills to consider when trying to deliver your best performance. Whether you are an athlete, business person, actor, parent, or teacher, we can all learn from our mistakes. Hoekstra shares how Garry Ridge, CEO of WD-40, has banned the word mistake from the company’s culture. Ridge prefers the term learning moment. People are afraid of making mistakes, but having a learning moment is an opportunity. He asks people to think about what they’ve learned and to share that information with others.
6. The last skill is to reframe from prepared to overprepared. This skill is especially helpful in pressure situations. A normal amount of preparation is fine, but it won’t serve you well when the pressure is high. Overpreparation allows you to operate instinctively even when things are not going as planned. “Overpreparation is what allowed Michael Phelps to set a world record in the 2008 Olympics even when his goggles were leaking and he couldn’t see the edge of the pool,” says Hoekstra. Overpreparation is the skill that allows you to overcome the unthinkable.

The best thing to remember is that people everywhere, in all kinds of professions, are using reframing skills successfully. They are as helpful to a CEO or athlete as they are to a parent trying to have a positive interaction with their children.
Crunch Time: How to be Your Best When It Matters Most

In this episode, Alex Hutchinson shares what he learned from ten years of researching human performance. He explains that whether you are running a marathon, building a career, or raising a family, you will have fundamental struggles. And even though the situations are very different, the struggles are similar. “Human achievement relies upon the ability to endure?and your ability to push forward in any circumstance will separate the very successful times from the less successful times,” explains Hutchinson. Here are a few of the fascinating concepts he shares:

Although some limits we experience feel physical, many are dictated by the brain. That doesn’t mean we can ignore those limits, but we need to realize they are more changeable than we think. If, for example, you are struggling to win a race or fighting to stay awake during a presentation, you are hitting a limit. Being able to recognize the difference between apparent and actual limits is at the heart of understanding what endurance is all about.

Your beliefs could be the most powerful asset you have for improving performance. Believing you can do something is part of the trick. The method of creating belief doesn’t happen overnight?it takes time and effort to build confidence. And confidence improves performance. Tricking yourself that you are performing better than you actually are can bridge the gap between what your brain thinks you can do and what your body really can do. Deception is useful to show you what is possible to achieve; however, it isn’t a great method for sustaining performance.

Understand that mental fatigue is as real and as tiring as physical fatigue. Research shows that looking at a computer screen for a few hours can cause changes in your brain chemistry that result in mental fatigue?and that can damage your physical performance. So, if you are in the office powering through a project on your computer, maybe the best thing you can do is get up and take a walk outside to refresh your mental state and then get back to your project with renewed energy.

Pain causes discomfort that slows us down. An athlete experiences physical pain, but someone making a presentation or speech can also feel pain. The good news is that pain tolerance can be developed. To push the limits of your endurance, you need to get comfortable being uncomfortable.

Nutrition plays a huge role in your performance. It’s obvious that physical endurance depends on food and water, but a nutritious diet is also important for brain function. There is no silver bullet diet?you must find what works best for you.

Finally, Hutchinson explains the importance of optimism and believing in yourself. He reminds us that “The experience of a limit is a sensation in the brain. It isn’t easy to change, but it isn’t as absolute as it feels. Don’t take the feeling of hitting a limit as a signal of failure, but as a signal to look for another way to accomplish your goal.”

“Most ideals about why people are successful are driven by stereotypes and gut feel rather than facts and data,” explains Botelho. “In this book, we’ve aspired to provide information about how anyone can be successful by helping readers learn from other successful people in business.”

Learnings shared in the book are based on groundbreaking research and in-depth analysis of more than 2,600 leaders drawn from a database of more than 17,000 CEO and C-suite executives. Botelho describes the four behaviors of highly successful people as identified by the research.

1. They are decisive and understand the importance of speed over precision when making decisions. According to Botelho, most people assume that CEOs have an uncanny ability to make the right decisions more often than other people. But her research indicates that what really makes a CEO stand out isn’t necessarily the accuracy of their decision, but the speed and will to make the decision in the first place.
2. They are reliable and deliver what they promise, when they promise it—without exception. This behavior sounds simple, but isn’t easy to practice consistently. Botelho describes the importance of being on time and doing what you say you’re going to do—and she offers another tip: “Highly reliable leaders are thoughtful about setting expectations right up front.” Botelho shares that this behavior not only improves the likelihood you will succeed in your role, but also increases your chances of being hired In the first place.
3. They adapt boldly, especially when faced with the discomfort of the unknown. “Of the four behaviors, this is the one where people are most likely to underestimate their ability—and that is costly.” Botelho explains people naturally assume change will be painful, so they resist it. But her research shows that the most successful leaders are good at letting go of past behaviors, habits, and commitments that will not serve them in the future.
4. They engage with stakeholders without shying away from conflict. These leaders focus on leading to deliver results that benefit the company as opposed to leading to be liked. They keep all stakeholders—customers, employees, and shareholders—in mind and manage those relationships.

Finally, Botelho shares some counterintuitive insights about making great strides in your career—what she calls career catapults. “Sometimes it is better to go small in order to go big,” Botelho says. Having an elite MBA or working for a marquee company is a great way to advance your career, but sometimes taking what looks like a side step instead of always focusing on moving up the ladder can have a more positive impact. By being in charge of a smaller project, division, or group, you might actually have a chance to practice more skills and get more exposure.

According to the author, here is the most important message to take away from The CEO Next Door and this podcast: Excellence is more achievable for us than we assume.

Be sure to stay tuned for comments from Ken Blanchard at the end of the podcast!

Check out this episode!

“Every time, in more than six years of asking that question, almost every hand would go up,” says Rognlien. “Then I would tell them, ‘Great, now it’s your responsibility not to mess it up.'”

In his new book, This Is Now Your Company: A Culture Carrier’s Manifesto, Rognlien shares that every person must own their contribution to the organizational fabric of a company, no matter what role they are stepping into. It begins by owning your role.

“If the definition of culture is the sum total of all of our behaviors, then you can start tipping the culture in another direction by changing your behavior.”

To help with that, Rognlien suggests organizational leaders encourage higher quality conversations between managers and direct reports. He says most companies don’t have an environment that allows people to sit down with their managers and ask, “How are we going to get through this together?”

Rognlien describes this relationship as a 50-50 partnership, meaning the direct report has just as much responsibility for clear goals and performance feedback as the manager.

“You are half the relationship. If you know more about something, or if something specific requires special care or attention, then you’d better be willing to have that conversation.”

Rognlien goes on to discuss personal branding, feedback, and leveraging your strengths. He closes the interview by discussing a hot topic in today’s organizations—unconscious bias. He explains that bias exists in every organization—and that some biases can actually be helpful and support organizational values.

“At Facebook, for example, we had a bias for moving quickly. When interviewing or working at Facebook, if you were moving slowly, you would feel it—the bias for speed was ever present. That’s an example of a conscious bias that is useful and has served Facebook well.”

Rognlien explains that the unconscious form of bias accumulates over time without being recognized and it can lead organizations to act in ways that go against stated values. While he believes organizations can’t completely eliminate bias, he suggests steps can be taken to bring it out into the open.

“Our goal is to create people and organizations who are comfortable talking about unconscious bias. We have to stop being afraid and we need to have those conversations.”

In closing, Rognlien encourages listeners to step into their fears.

“The only way you will know if something isn’t going to work is to try and fail. If you can learn something from it, was it really a failure?”

Be sure to listen through to the very end of the session, where Ken Blanchard shares his key takeaways from the interview!

Cuff and Halsey share a four-part CARE model to help readers and listeners explore the key concepts.

1. Committed to Service. “It has to be intentional,” says Cuff. Cuff and Halsey share a story about how they helped Petco Park—the baseball home of the San Diego Padres—develop a service vision.  Working together with 3,500 service providers at the park, they created a shared commitment to creating Major League Memories.
2. Attentive. “Attentiveness is about noticing others,” says Halsey. “It means being present and others focused—and drawing out what is important to them.”
3. Responsive. Responsive includes acknowledging feelings. While this is important in all aspects of customer service, it is especially important when things go wrong.  “The key is to be ready and have a plan,” says Cuff.
4. Empowered. “If you treat your people as valued internal customers, they will take care of your external customers,” says Cuff. “That includes empowering people to make decisions and give feedback,” adds Halsey.

Halsey and Cuff discuss how social media has increased the opportunity for disgruntled customers to share negative stories—which makes it absolutely critical to do your best with every single customer interaction. The authors share stories from their day-to-day interactions to illustrate how important the actions of individual employees are.  “Customers assume their experience with one person is indicative of the entire organization,” say Halsey and Cuff.  “That shows how important every interaction is!”

They also share how rectifying a difficult situation on the spot can turn a negative into a positive.

“If you can resolve a problem on the spot, you can save 95 percent of relationships, says Cuff. “And that usually results in a stronger relationship than existed before.”

Halsey and Cuff encourage listeners to apply the CARE approach in non-profit, government, and small or large business—all kinds of organizations.

“The principles remain the same, says Cuff. “Your products can be replicated; and price is always competitive—the differentiator is going to be the service you deliver to your customers.”

Be sure to listen through to the very end of the session, where Ken Blanchard shares his key takeaways from the interview!

How do you decide when to take on a new task or a new job? Could we thrive with a little bit more intentional thought? According to best-selling business author Dan Pink, there is a large and growing amount of research that gives clear guidance on how to get systematically better and smarter about making decisions on when to do things.

“We all experience Peak moments, Trough moments, and Recovery moments.  The key is to schedule the right type of work for each of these times. Our cognitive abilities change throughout the day. Do your analytic work during the Peak, administrative work during the Trough, and creative work during Recovery.”

Simply following this pattern can result in a 20 percent improvement in how people perform a job, says Pink.

Peak times should be used for analytic tasks and those that require head-down, focused attention and energy—for example, writing a report or analyzing data.  Save Trough time—which usually occurs later in the day—for routine administrative work.

“That’s when we should answer routine emails, fill out expense reports, or do the kinds of things that don’t require a heavy cognitive load,” says Pink.

Recovery time is best suited for certain types of insight work or brainstorming.

“Our mood is higher, but at the same time we tend to be less vigilant.”

Pink also shares insight on research that highlights the importance of taking breaks throughout the day. He offers a couple of best practice guidelines.

1. Something beats nothing. “Even a one- or two-minute break can restore energy and mental acuity.”
2. Moving is better than stationary. “Get up and move around—don’t sit at your desk and look at your phone.”
3. Social beats solo. “Breaks with other people are more replenishing than breaks on our own—even for introverts.”
4. Outside beats inside. “Nature has incredible replenishing benefits on our mental acuity and on our well-being.”
5. Fully detached beats semi-detached. “When you take a break, leave your phone at your desk.”

Finally, Pink shares timing recommendations for starting new projects and keeping teams performing at their best, and also discusses how to be intentional when setting up the beginning, midpoint, and ending of projects.

Be sure to listen through to the very end of the session, where Ken Blanchard shares his key takeaways from the interview!

That’s wishful thinking, says Sanborn.

Sanborn recommends that people practice “positive discontent” in their lives and says that life gets interesting when you ask yourself, “How much better could I be?”

He offers four reasons for getting started sooner rather than later:

1. Change: If you stay the same, you get left behind
2. Customers: The more you do, the more they expect—you have to keep improving
3. Competitors: They keep getting better—you need to, also
4. Capability: It gives you a chance to offer more to the world

Sanborn discusses his Potential Matrix, which focuses on both your inner world and your outer world. In the outer world you have performing and learning.  In the inner world, thinking and reflecting. Sanborn explains that most people have a preferred quadrant, but it’s best to work on all four and look for improvement in all areas.

“Start with what you most need to improve. Where would you see the most benefit?  This makes it easier to create momentum.”

Next, Sanborn recommends finding people who can help you along your journey.

“Engage others—think who before how. Who can help you get better?  Find an expert who already knows.”

Sanborn also discusses how to disrupt your present thinking, refocus on what is important, and increase your capacity.

“You need to disrupt yourself before someone else does.  You probably have a relationship, process, or problem that you know isn’t working very well.  It’s always better to initiate disruption yourself than to wait for things to get worse—then you have to act.

Sanborn specifically encourages leaders.

“Leaders know what matters—the key is to make it matter to others—that’s what makes you a leader. Focus on the important things. Grow yourself and grow your team.  Learn how to accomplish more in the same amount of time.”

And finally, some personal advice.

“Each morning make it a goal to go to bed that night a little bit smarter than you were when you woke up.  Learn something new.  Try something different.  Make a new a new friend. Pursue a new idea. Don’t go through life status quo.”

Be sure to listen to the very end of the interview to hear Ken Blanchard’s thoughts and takeaways from the ideas Sanborn shares!

For Novak, a large part of the success he had with improving performance at KFC, Pizza Hut, and Taco Bell during his tenure as CEO of parent company Yum! Brands was creating a culture of recognition.

“Recognition is a big driver of success. You have to show people you care about them,” says Novak.  “Leaders need to be heart-wired—they need to have a big heart.”

Novak shares that the higher up you go in the organization, the more you have to support other people’s ideas.

“If there is no involvement, there is no commitment.  You have to use your listening skills.  It tells people that what they do really matters.”

Novak also dispels the myth that recognition won’t play out in other cultures.

“Recognition is universal.  A lot of people were doubters, but once they saw the power of it they said ‘I’m going to try it myself.’ And then they developed their own personal recognition awards.”

Recognition reinforced behaviors that drove the business says Novak and he encourages others to give it a try in their organizations.

“It’s not that hard to say ‘Thank you.’ The more you give, the more you receive.”

Be sure to listen to the very end of the interview to hear Ken Blanchard’s thoughts and takeaways from the ideas David Novak shares.

For Blanchard, servant leadership isn’t just a book or a nice-to-have management concept.  Instead, he sees it as a movement—a shift from leadership that is self-focused to one that is others-focused.

“The world is in desperate need of a new leadership model. Too many leaders have been conditioned to think of leadership only in terms of power and control. But there is a better way to lead—one that combines equal parts serving and leading.”

For this new book, Servant Leadership In Action, Blanchard invited more than 40 leaders from all types of organizations to share their experiences putting servant leadership concepts to work.

Blanchard points to companies like Southwest Airlines, Synovus Financial, WD-40 Company, and Popeyes Louisiana Kitchen as companies who have used servant leadership principles to build strong internal cultures that bring out the best in people in service to customers.

Blanchard also shares stories of his own servant leadership journey, tracing it back to a meeting with Robert K. Greenleaf, who first coined the term “servant leadership” back in the early 1970s.

Blanchard believes that servant leaders are constantly trying to find out what their people need to perform well and to live according to their organization’s vision. Rather than wanting people to please their bosses, servant leaders want to make a difference in their employees’ lives and in their organizations. In top organizations, leaders believe if they do a good job serving their employees and showing they truly care about them, the employees will, in turn, practice that same philosophy with customers.

For Miller, growing great leaders wasn’t an option at Chick-fil-A.  Accelerated growth was putting a strain on leadership bench strength.

“We needed more leaders faster. We couldn’t just overload existing leaders. We knew we would get to the breaking point.”

Miller discusses the journey Chick-fil-A took in developing a leadership culture—where people are routinely developed.

“You have to start by understanding the importance of leadership and defining what leadership means in your organization. In most organizations you’ll find a wide variety of different answers.  You have to forge a consensus.”

But that’s not the end of it says Miller.  Next, you must train existing and emerging leaders to establish that common language of leadership. Part of that includes giving emerging leaders a chance to practice.  As Miller explains, “Most of what we know about leading we learn from actually doing it.”

“It’s easy to always give tough projects to existing leaders—but you have to be willing to give emerging leaders a chance.  Who are the less seasoned, less experienced, emerging leaders who we could provide with an opportunity?”

Miller also discusses measurement and metrics including a leadership bench strength rating. He recommends using a technique showing how ready people are for their next leadership assignment using a scale of Ready Now; Ready in 1-3 years; or Good in Place.

Be sure to listen to the very end of the interview to hear Ken Blanchard’s thoughts and takeaways from the interview.

Kaye shares new ways to stay engaged and feel valued for managers and others who work in flat organizations—companies that offer few opportunities to climb the traditional corporate ladder. Kaye says a focus on creating engaging work and new opportunities for growth can help.

Part of the process for individual contributors is about changing their perspective on their current job. Kaye jokes that the grass is not always greener on the other side. “Sometimes when we get there, we find out it’s AstroTurf.”

Instead, Kaye suggests individual contributors ask themselves a few key questions—”What part of my job do I love?” “How could I do more of that?” “How can I talk to my manager about this?”—and then move on to what Kaye calls career calisthenics: “What part of my current job could I push away from?”  “What parts of my manager’s job could I pull toward me?”

Kaye also recommends people open themselves up to alternative career paths by seeking out options other than just waiting for a promotion.

For managers, Kaye recommends a one-on-one conversation with each direct report that focuses on the person’s career. Questions such as: “What was the best part of last week for you?” “What did you like best about the last project you worked on?” and “What one skill have you brought to this position that you haven’t fully used yet?” are all good places to start.

It’s not easy. But it can be done. And in this podcast, Beverly Kaye shares how.

Be sure to listen to the end of the episode to hear Ken Blanchard’s insight on the concepts Kaye discusses.

Fowler shares some of the key points from the book, including challenging assumed constraints, identifying personal points of power, and becoming more proactive in getting your needs met.

Fowler also discusses the importance of creating a culture of self leadership in today’s organizations where individual contributors seek out the direction and support they need to succeed. Fowler explains that in today’s fast-paced business environment, self leaders need to take responsibility and avoid adopting a victim mentality.  She shares how individual contributors can partner with their managers using the key principles of Situational Leadership® II, which are also a part of the book’s content.

Fowler encourages listeners to adopt the mindset and skillset for becoming a self leader.  She explains how taking that approach provides a self-directed path to performance, engagement, and optimal motivation at work.

Be sure to listen to the very end of the interview, where Ken Blanchard shares his thoughts and takeaways.

Greene shares some of the key points from his book, beginning with the importance of self awareness—getting a clear sense of who you are, where you are going, and what motivates you.

From there, Greene discusses the importance of acquiring skills. He makes a strong case for an apprenticeship approach, where you focus on skill development above all else in your early years on the job. The goal is to develop the type of skill mastery needed in today’s specialized world.

Finally, Greene recommends developing a plan to fully leverage the skills you’ve developed.  Planning can be self-guided, though he does recommend finding a mentor as a great way to shorten the process.  The key is to take action, overcome fear and inertia, and learn how to experience failure and learn from it.

Overall, Greene provides an inspiring look at how to become the person you know you can be!

Be sure to listen to the very end of the interview, where Ken Blanchard shares his thoughts and takeaways.

Bungay Stanier, a top executive coach and consultant, shares how time-pressed managers can effectively coach direct reports by asking instead of telling, being a little more curious, and engaging a little more often.

“The biggest barrier to managers coaching,” says Bungay Stanier, “is that managers believe they don’t have the time.  As a result, coaching as a leadership skill is rarely employed.”

Bungay Stanier discusses the benefit of silence—the importance of being a manager who asks questions instead of jumping in and always giving advice. As he explains, “We are all advice-giving maniacs. Sometimes the best way to channel that energy is to ask questions.”

He shares seven essential questions that can help managers elevate their capabilities to coach others.

The first question, which Bungay Stanier calls the Kick-Start Question, is: “What’s on your mind?” This question opens up the door to more interesting and helpful questions.

The last question, which, when paired with the first, forms what Bungay Stanier calls the Coaching Bookends, is the Learning Question: “What was most useful or most valuable for you?” This question helps people become more masterful and competent.

As Bungay Stanier explains, “People don’t learn when you tell them stuff.  Learning occurs when people have an opportunity to stop and reflect.”

Be sure to listen to the very end of the interview, when Ken Blanchard shares what was most useful for him!

Sincero shares how to stop limiting yourself and start focusing on your strengths.

Drawing on her own experience of personally trying and evaluating almost every self-help resource out there, Sincero recommends finding the approaches that work best for you and then taking action.  Don’t over-control the situation.  Have faith and trust that the “how” will take care of itself—even if it scares you.

As Sincero explains, “It’s never really the right time—but you have to decide and put yourself into motion.  Inside all of us is incredible potential.  Open yourself up to a new reality. It’s about rediscovering your true nature and tapping into the mother lode of potential available to you. That’s when you can start to make big, fat changes in your life.”

Be sure to listen to the very end of the interview, where Ken Blanchard shares his thoughts and takeaways.

Drawing on some of the key points from his book, Finkelstein explores the different ways managers of all personality types bring out the best in people.

He discusses the importance of seeing people as individuals and the need for leaders to customize how they work with each person.

Finkelstein also addresses the challenge of delegation.  He explains that Superbosses don’t delegate and forget.  They roll up their sleeves on a day-to-day basis to help direct and support the work along the way.

Finally, Finkelstein looks at how a paradoxical approach to management works best. Through examples of leaders at a wide variety of companies, the author points out how Superbosses maintain a dual focus on people and results, collaboration and competition, and creating a performance culture while inspiring their people.

Finkelstein encourages leaders to bring out the best in people.  Good leaders come in all shapes and sizes.  Although they all have different personalities and mindsets, they can share similar techniques and outcomes. Discover the impact one leader can have.  When you help others, you help yourself and your organization.

Be sure to listen to the very end of the podcast, where Ken Blanchard shares his thoughts and key takeaways on the concepts Sydney Finkelstein discusses in the interview.

Drawing on some of the key points from the new revised and updated edition of her acclaimed Wall Street Journal bestseller, Wiseman explores why some leaders, whom she calls diminishers, drain capability and intelligence from their teams while others, multipliers, amplify it to produce better results.

Wiseman explains that leading others begins by leading self.  She shares stories from her early work career where she learned that she did her best work when she was being challenged and felt she was a little bit in over her head.

Wiseman also shares some of the top questions she has been asked since the initial release of the first edition of Multipliers. She discusses some of the ways to bring out the best in others—while avoiding diminishers—and especially how to avoid being an accidental diminisher yourself.

Wiseman’s advice to leaders is to be a multiplier of people by seeing your job as helping to bring out the potential in each person.  Accidental diminishing happens when well-meaning managers unknowingly micromanage or rescue their people and deprive them of a chance to learn and grow.

Be sure to listen to the very end of the interview to hear Ken Blanchard’s takeaways—what he learned and will remember from the interview.

Freiberg shares how organizations need to find their cause if they are going to stand out in a crowded field.

Part of the process, according to Freiberg, is having employees reclaim their dreams–moving beyond just having a job to find something bigger and more fulfilling. And once becoming reacquainted with what’s engaging, she shares how to take a dream and turn it into action. The key, says Freiberg, is to find your personal WHY, in addition to your HOW and WHAT.

Freiberg shares how leadership development experts can help reignite this type of larger thinking using a three step process that includes: Identifying Your Why, Becoming Intentional, and then finally, Measuring Impact.

Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his key takeaways on the information Freiberg shares.

Listen to the podcast here: 

Building on the concepts he first explored in his best-selling first book,The Five Dysfunctions of a Team, Lencioni recommends taking a moment to consider your own behaviors when working on a team. He teaches how using a Humble—Hungry—Smart model can help you and others become more effective team members.

Lencioni shares how leadership development experts can identify these traits in potential new hires along with sharing his own personal story of using these principles in his work and other areas of his life.

Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his key takeaways and the areas that he most plans to work on.

Listen to the podcast here:

Bradberry shares how emotional maturity is absolutely critical for success as a leader, and how emotional intelligence is a capacity that can be learned and developed. He explains that increasing your emotional intelligence begins with self awareness.

Bradberry discusses how to integrate EQ training into a leadership development curriculum—and how the emotional intelligence displayed by top leaders can set the example for all levels of leadership in an organization. Bradberry also shares strategies for dealing with stress, procrastination, and toxic people.

Emotions are a primary driver of behaviors and emotional intelligence is a foundational skill of all good leaders.  Learn how to be a master of your emotions in a way that increases your effectiveness as a leader.

And be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Dr. Bradberry’s ideas.

Listen to the podcast here:

Brown describes her work with large organizations on the topics of vulnerability, empathy, courage, and values—and how to make skills in these areas a part of your leadership development efforts.

Drawing from fifteen years of research, Brown shares how to be a courageous leader. Her findings?  Vulnerability is courage in the face of risk, uncertainty, and emotional exposure.  According to Brown, you have to be willing to show up, be seen, and be all in—even when you can’t control the outcome.

As Brown explains, “What do transformational leaders have in common?  A capacity for discomfort and a keen awareness of both their own emotional landscape and the emotional landscapes of others.”

Brown also shares key points from her most recent book, Rising Strong—teaching leaders how to get back up when they fall in the service of being brave.

Be sure to listen to the very end of this 35-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Brené’s ideas.

Listen to the podcast here:

In the podcast, Garry shares key principles from the book and how he has put them into practice over the past ten years at WD-40 with remarkable impact.

It all starts with goal setting—a conversation focused on getting where you want to go—and it is a shared responsibility between the manager and direct report.

In Garry’s opinion, the annual performance review process is broken.  Why wait until the end of the year?  Coaching, development, and feedback should be an everyday conversation between leader and direct report.  Garry describes how to change people’s mindsets so mistakes become learning moments—and how this shift not only helps drive out fear but also increases learning.

Garry shares 12 principles that L&D professionals can use to impact training and development as well as employee engagement. Garry walks his talk—and the results are impressive. At WD-40, employee engagement numbers are in excess of 90%. What’s more, compounded shareholder annual income growth has been over 15% per year for the past 14 years—and over 20% for the past 5 years.

Ridge describes how a focus on values, learning, teaching, growth, and community can lead to enhanced performance by helping people step into the best version of themselves.

Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Garry’s ideas. Ken shares how success is based on not only what happens in the classroom but also what happens afterward. Ken takes a look at the performance review process and illustrates how important it is to focus on providing people ongoing feedback instead of sorting them into a normal distribution curve.

Listen to the podcast here:

Jon discusses how leaders can combat negativity at work through vision, purpose, and optimism. He explains how positive organizations outperform negative ones—and he shares intentional practices for increasing the levels of communication and connection on teams. You’ll learn how a combination of vulnerability, informal relationships, and connecting creates the glue that holds a high performing team together.

Jon describes how an attitude of positivity helps leaders define moments of heroism, hardship, and highlights to “get people on the bus” and heading in the same direction.  He shares a strategy—Love-Serve-Care—that converts talent to greatness and creates inspiring leaders.

Relationships are foundational. Jon talks about how anyone can become a “come with me” leader by investing in others and helping them grow.  He also describes how we can all find time to build relationships in our busy and stressful lives.

Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Jon’s ideas. You’ll see how, when you take the time to serve others and help them grow, your efforts come back to help you grow as well!

Listen to the podcast here:

Cloud shares the importance of recognizing the impact that others have on your success. He explains how every significant act in your life always includes someone else.  How are you being influenced by others—and how are you influencing the key people in your life?

Cloud also shares a unique “four corner” model that helps you identify relationships that are toxic and lead to feelings of disconnectedness, inferiority, or feeling fake.  He describes how to move beyond these three negative corners and lead yourself and others into honest, authentic relationships where people thrive.

Cloud discusses strategies for moving beyond a good/bad mindset by creating a language and using a process that leads to real conversations that help people move forward. Whether it’s in a one-on-one conversation, or in a team setting, you’ll learn strategies to improve trust, feedback, and performance.

And don’t miss the final minutes of the podcast when Ken Blanchard joins in at the end of the interview to share his thoughts and key takeaways!

Listen to the podcast here: