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Coaching for Leaders

Business & Economics Podcasts

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

Location:

Orange County, CA

Description:

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

Language:

English


Episodes

672: Set the Tone for Speaking Up, with Mike Massimino

3/17/2024
Mike Massimino: Moonshot Mike Massimino is a former NASA astronaut and a professor of mechanical engineering at Columbia University. He's also the senior advisor for space programs at the Intrepid Sea, Air & Space Museum. He was selected as an astronaut by NASA in 1996, and is the veteran of two space flights, the fourth and fifth Hubble Space Telescope servicing missions in 2002 and 2009. Mike has made numerous television appearances, including a six-time recurring role as himself on the CBS hit comedy The Big Bang Theory. He has hosted Science Channel’s The Planets and its special Great American Eclipse. Mike is the author of the New York Times bestselling book Spaceman and now his newest book Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible. Almost every leader and organization invites people to speak up and make their voice head. As we all know, that doesn’t means it happens in practice. In this conversation, Mike and I discuss how leaders can set the tone for what’s said, and what’s not. Key Points You’ll know when it’s time to speak up. Your cue is that hair-raising, sinking feeling in the moment of a high-stakes situation or the feeling of confusion in a less intense situation. Outsiders and rookies are often the most observant people in the team since they are hyper-aware of doing something new and noticing details a veteran may miss. It’s important to speak up when you see something wrong, but equally important is to speak up when you do something wrong. The only unforgivable sin at NASA is trying to cover something up. Your title or position may influence how others in the organization speak up (or don’t). When someone speaks up, saying “thank you” in the moment sets the tone for future dialogue. Reward speaking up with incentives. The Hubble Space Telescope servicing manager created challenges for people to speak up to reduce spacewalk time. Resources Mentioned Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible by Mike Massimino Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Start Managing Up, with Tom Henschel (episode 433) How to Speak Up, with Connson Locke (episode 546) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:39:12

Four Benefits to Seek in Professional Development (4 of 4)

3/14/2024
Lesson 4: What’s the next step? Personal fulfillment matters a lot in your learning. Sometimes it’s enough by itself, but even better when paired with another of the four benefits. Academy Applications Close Friday, March 15th The Academy is an intimate cohort of participant leaders who work personally with me to accelerate their leadership development and organizational results. Discover more and submit your application by Friday, March 15th. Related Episodes The Path Towards Joy in Your Career, with David Novak (episode 577) The Power of Courage in Leadership Growth, with Jorge Alzate (episode 611) How to Get Moving, with Gladys McGarey (episode 631) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Duration:00:09:01

Four Benefits to Seek in Professional Development (3 of 4)

3/13/2024
Lesson 3: Credibility for Your Stakeholders Consider what your professional development activities signal to stakeholders. By aligning to what’s important to them, you’ll engage with programs that help you get more traction. Academy Applications Close Friday, March 15th The Academy is an intimate cohort of participant leaders who work personally with me to accelerate their leadership development and organizational results. Discover more and submit your application by Friday, March 15th. Related Episodes The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones (episode 614) How to Enhance Your Credibility (audio course) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Duration:00:08:34

Four Benefits to Seek in Professional Development (2 of 4)

3/12/2024
Lesson 2: Relationships That Stay with You Relationships are key to your professional development. Seek programs with a built-in structure for interaction, a diverse background of participants, and resources for staying connected. Academy Applications Close Friday, March 15th The Academy is an intimate cohort of participant leaders who work personally with me to accelerate their leadership development and organizational results. Discover more and submit your application by Friday, March 15th. Resources How to Win Friends and Influence People* by Dale Carnegie Related Episodes The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein (episode 539) How to Make Smarter Investments in Your Learning, with Jill Schlesinger (episode 624) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Duration:00:10:21

Four Benefits to Seek in Professional Development (1 of 4)

3/11/2024
Lesson 1: Behavior Changes That Achieve Your Objectives Seek professional development programs with a structured process for behavior change. Look for time-spaced components, elements of coaching, and implementation of lessons in the workplace. Academy Applications Close Friday, March 15th The Academy is an intimate cohort of participant leaders who work personally with me to accelerate their leadership development and organizational results. Discover more and submit your application by Friday, March 15th. Resources Smart Growth* by Whitney Johnson Related Episodes Tie Leadership Development to Business Results, with Mark Allen (episode 435) How to Help People Engage in Growth, with Whitney Johnson (episode 576) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Duration:00:12:46

671: How to Recognize Remarkable People, with Guy Kawasaki

3/10/2024
Guy Kawasaki: Think Remarkable Guy Kawasaki is the chief evangelist of Canva and the creator of Guy Kawasaki’s Remarkable People podcast. He is an executive fellow of the Haas School of Business (UC Berkeley), and adjunct professor at the University of New South Wales. He was the chief evangelist of Apple and a trustee of the Wikimedia Foundation. He has written Wise Guy, The Art of the Start 2.0, The Art of Social Media, Enchantment, and eleven other books. He's now the author of Think Remarkable: 9 Paths to Transform Your Life and Make a Difference. We all want to be surrounded by remarkable people in our work. A key piece to building relationships with them is recognizing when they come across our radar screens. In this conversation, Guy and I explore some of the key indicators for recognizing remarkable people. Key Points Remarkable people reflect back to childhood. They recognize the experiences and people that contributed to their success. Remarkable people don’t find their passions, they develop them. They know that it’s rarely love at first sight. Remarkable people aren’t trying to save the world. They start with small and simple questions that scratch an itch. Remarkable people make themselves indispensable. The the do work nobody else wants to do which separates them from the pack. Remarkable people interact with a diverse group of people. They want to hear different perspectives and recognize the diversity makes them better. Remarkable people have overcome hardships. They’ve challenged themselves to find paths forward through the toughest situations. Resources Mentioned Think Remarkable: 9 Paths to Transform Your Life and Make a Difference* by Guy Kawasaki Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead and Retain High Performers, with Ruth Gotian (episode 567) How to Strengthen Your Network, with Marissa King (episode 525) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:33:25

670: How to Connect with People Better, with Charles Duhigg

3/3/2024
Charles Duhigg: Supercommunicators Charles Duhigg is a Pulitzer Prize–winning investigative journalist and the author of The Power of Habit and Smarter Faster Better. A graduate of Harvard Business School and Yale College, he is a winner of the National Academies of Sciences, National Journalism, and George Polk awards. He writes for The New Yorker and other publications, and is host emeritus of the Slate podcast How To! He's the author of Supercommunicators: How to Unlock the Secret Language of Connection*. We all know that we can’t lead if we don’t connect. The best leaders not do this well, but they do it consistently with all kinds of people. In this conversation, Charles and I discuss what we can learn from the best communicators to get better ourselves. Key Points Neural entrainment is when we click with someone and can finish each other’s sentences (and even our biological responses align). Supercommunicators trigger this consistently across many kinds of relationships. Supercommunicators aren’t always loudest or leading the conversation, but they ask more questions and adapt better in the moment. Make emotional replies easier for others. Instead of, “Do you have any hobbies?” ask, “If you could learn anything, what would it be?” Reciprocation of emotion is key for people to connect well. When another party is sharing something joyful, that’s an opportunity to share yourself. When something is more contentious, loop for understanding by (1) asking a deeper question, (2) repeating back in your own words, and (3) asking if you got it right. Resources Mentioned Supercommunicators: How to Unlock the Secret Language of Connection* by Charles Duhigg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Where You May Be Provoking Anxiety, with Erica Dhawan (episode 528) The Way to Get People Talking, with Andrew Warner (episode 560) How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:40:15

669: Three Practices for Thriving in Negotiations, with William Ury

2/25/2024
William Ury: Possible William Ury is one of the world’s best-known experts on negotiation, and the co-author of Getting to Yes, the all-time bestselling book on negotiation with more than 15 million copies sold. He is co-founder of Harvard’s Program on Negotiation and has served as a negotiator in many of the toughest disputes of our times. He has taught negotiation to tens of thousands, and consulted for dozens of Fortune 500 companies, the White House, the State Department, and the Pentagon. William has served as a negotiation adviser and mediator in conflicts ranging from Kentucky wildcat coal mine strikes to wars in the Middle East, Colombia, Korea, and Ukraine. He is an internationally sought-after speaker and has two popular TEDx talks with millions of views. He's also the author of Possible: How We Survive (and Thrive) in an Age of Conflict*. We often assume that conflict is bad, but William says we actually need more conflict, not less. In this conversation, we explore three practices that will help you thrive in the toughest negotiations. And no surprise — the biggest obstacle in getting what we want is almost always ourselves. Key Points We need more conflict, not less. The best decisions often emerge from a negotiation. The biggest obstacle in negotiation is ourselves. Pauses and silence prevent us from reacting without thinking. Zoom in to examine the interests that are behind your stated positions. This often elicits meaningful steps. Rarely are conflicts about surface issues. Uncovering your deeper motivations will help you approach negotiation more productively. Negotiation doesn’t only happen at one table. Zoom out to at least two other tables: the internal negotiations of both sides. Resources Mentioned Possible: How We Survive (and Thrive) in an Age of Conflict* by William Ury Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Negotiate As If Your Life Depended On It, with Chris Voss (episode 262) How to Find Confidence in Conflict, with Kwame Christian (episode 380) How to Negotiate When Others Have Power, with Kwame Christian (episode 416) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:39:29

668: How to Begin with an Executive Coach, with Scott Osman and Jacquelyn Lane

2/18/2024
Scott Osman and Jacquelyn Lane: Becoming Coachable Scott Osman is the founder and CEO of the 100 Coaches Agency and co-designer with Jacquelyn Lane of their proprietary curation process and the company’s relationship-first philosophy. In his role as CEO, he establishes the vision for the company, leads partnerships and business development, and serves as a leading light of the 100 Coaches Community, which he cofounded with Marshall Goldsmith in 2016. Jacquelyn Lane is the president of the 100 Coaches Agency. She has been with the agency since its founding and is a critical pillar of the 100 Coaches Community. Jacquelyn comes to the world of executive coaching through her previous roles in the energy industry and lifelong commitment to improving the lives of all people by elevating the quality of leadership. Along with Scott and Marshall Goldsmith, she is co-author of Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life*. Perhaps you’ve been considering working with a coach, but how do you start? In this episode Scott, Jacquelyn, and I discuss when to consider coaching, how it might help, and the best way to begin. Plus, we explore the most helpful mindsets to help you get the most out of coaching. Key Points Leaders who create value at moments of inflection really need a coach. Two common reasons leaders seek coaching: (1) getting support with an issue that’s tough to navigate and (2) accelerating their leadership growth. Interview three coach candidates and utilize those interactions to discover different ways that you may reach your goals. Coaching fees should reflect the value the organization receives from the coaching. Most high-end coaching is funded by the organization. Slow is smooth and smooth is fast. To speed up, a coach may invite you to slow down in the immediate short-term. Resources Mentioned Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life* by Scott Osman and Jacquelyn Lane Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) How to Help People Engage in Growth, with Whitney Johnson (episode 576) The Art of Mentoring Well, with Robert Lefkowitz (episode 599) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:39:35

667: The Way to Handle Oblivious Leadership, with Robert Sutton

2/11/2024
Robert Sutton: The Friction Project Robert Sutton is an organizational psychologist and professor of Management Science and Engineering in the Stanford Engineering School. He has given keynote speeches to more than 200 groups in 20 countries and served on numerous scholarly editorial boards. Bob's work has been featured in The New York Times, BusinessWeek, The Atlantic, Financial Times, The Wall Street Journal, Vanity Fair, and The Washington Post. He is a frequent guest on various television and radio programs, and has written seven books and two edited volumes, including the bestsellers The No A-hole Rule, Good Boss, Bad Boss, and Scaling Up Excellence. He is the co-author with Huggy Rao of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder*. We’ve all worked with someone who seemed just a bit oblivious. None of us want to be that kind of leader. In this conversation, Bob and I discuss key strategies for how to stop it and also prevent it. Key Points Privilege spares you hassles, but has a cost. You risk cluelessness about troubles in the organization. Power and prestige can cause leaders to focus more on themselves, less on others, and act like the rules don’t apply to them. An antidote to oblivious leadership is less transmission and more reception. Measure two behaviors: (1) how much the leader talks vs. others in interactions and (2) the ratio of questions the leader asks vs. statements the leader makes. Either manage by walking out of the room or get into the details with ride alongs, direct help, and doing the work with folks. Be cautious about “managing by walking around” getting ritualistic. Hierarchy is inevitable and useful. The most effective leaders flex it by knowing when to collaborate and when to direct. Resources Mentioned The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder* by Robert Sutton and Huggy Rao Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) How to Ask Better Questions, with David Marquet (episode 454) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:34:50

666: Get People Reading What You’re Sending, with Todd Rogers

2/4/2024
Todd Rogers: Writing for Busy Readers Todd Rogers is a professor of public policy at Harvard University, where he has won teaching awards for the past seven consecutive years. He is a behavioral scientist and the cofounder of the Analyst Institute and EveryDay Labs. His opinion pieces have appeared in The New York Times, The Washington Post, the Los Angeles Times, and Politico, among other outlets. He's co-author with Jessica Lasky-Fink of Writing for Busy Readers: Communicate More Effectively in the Real World*. You probably only skimmed that email I spent an hour writing. And let’s be equally honest the other way — I only skimmed the document your team worked on most of last week. This is the reality of how we all read in a busy world. On this episode, Tom and I discuss how to write so that people actually read what you send. Key Points Virtually everyone is a writer in some significant way: emails, text messages, memos, social media posts, and many other daily communications. While your writing is important to you, the audience is often trying to spend as little time as possible processing what you’ve sent. Virtually everyone skims, especially in the context of work. Using fewer words make it more likely that people will engage with the message at all, much less taken action. Addressing fewer ideas often helps people engage better. Studies show better results for calls to action when fewer ideas are presented in a single communication. Asking busy readers for more can cause them to do less. Be mindful about the number of requests you are making in writing and eliminate those which aren’t essential. Resources Mentioned Writing for Busy Readers: Communicate More Effectively in the Real World* by Todd Rogers and Jessica Lasky-Fink AI for Busy Readers (transform your writing in real-time using the science of Writing for Busy Readers) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Surprising Truth About Influencing Others, with Daniel Pink (episode 84) Improve Your Writing With Practical Typography, with Matthew Butterick (episode 145) Make Your Reading More Meaningful, with Sönke Ahrens (episode 564) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:39:27

665: How to Represent Your Team on LinkedIn, with Randelle Lenoir

2/2/2024
Randelle Lenoir Randelle Lenior is a vice president at Fidelity Investments and a graduate of the Coaching for Leaders Academy. In this conversation, Randelle and I discuss how to utilize LinkedIn in order to showcase your team externally. Key Points Start small. Begin by posting about job opportunities or sharing articles and resources that will be useful for others. Even though you are also representing your organization, the relationships you build are yours and stay with you throughout your career. Establishing a larger “why” for a LinkedIn presence is important and invites others to want to join in to support the vision. Ask permission and allow team members to easily opt out — and people who don’t engage initially may decide to later. People are going to look you up anyway. By having a presence on LinkedIn, you set the narrative of what they perceive about you. Related Episodes How to Write a Killer LinkedIn Profile, with Brenda Bernstein (episode 285) How to Get Noticed on LinkedIn, with Stephen Hart (episode 495) The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones (episode 614) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:33:32

664: The Reason People Make Buying Decisions, with Marcus Collins

1/28/2024
Marcus Collins: For the Culture Marcus Collins is an award-winning marketer and cultural translator. He is a recipient of Advertising Age’s 40 Under 40 award and Crain’s Business 40 Under 40 award and a recent inductee to the American Advertising Federation’s Hall of Achievement. He has worked for several top advertising agencies, and his strategies and creative contributions have led to the success of Budweiser’s Made in America music festival, the launch of the Brooklyn Nets (“Hello Brooklyn!”), and State Farm’s “Cliff Paul” campaign, among others. Prior to his advertising tenure, Marcus worked on iTunes + Nike sport music initiatives at Apple and ran digital strategy for Beyoncé. He is a marketing professor at the Ross School of Business, University of Michigan, and faculty director for the school’s executive education partnership with Google. Marcus delivers keynote talks across the globe for companies and conferences such as the Cannes Lions International Festival for Creativity, SXSW, Social Media Week, Adcolor, Hyper Island, TEDx, and Talks at Google. He is the author of For the Culture: The Power Behind What We Buy, What We Do, and Who We Want to Be*. Whether you’re in a sales and marketing role or not, every leader needs to appreciate the psychology of why people buy. Often we assume people buy because of what the product or service provides. But as Marcus and I discuss in this episode, people often buy because of who they are. Key Points For getting people to move, nothing is more powerful than aligning with culture. Anaïs Nin said, “We don’t see things as they are, we see them as we are.” Audiences buy because of what the product is, but congregations buy because of who they are. Many leaders assume people love their brand -- but it's not really about the brand, it's about how people view themselves. Begin with examining your own thinking and language regarding customer relationships and transactions. How you view these influences the actions of others. Resources Mentioned For the Culture: The Power Behind What We Buy, What We Do, and Who We Want to Be* by Marcus Collins Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Start With Why, with Simon Sinek (episode 223) Serve Others Through Marketing, with Seth Godin (episode 381) The Way to Earn Attention, with Raja Rajamannar (episode 521) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:38:29

663: How to Grow From Your Errors, with Amy Edmondson

1/21/2024
Amy Edmondson: Right Kind of Wrong Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, where she studies people and organizations seeking to make a positive difference in the world through the work they do. She has pioneered the concept of psychological safety for over twenty years and is recognized as number one on the Thinkers50 global ranking of management thinkers. She also received that organization’s Breakthrough Idea Award in 2019 and Talent Award in 2017. In 2019 she was first on HR Magazine’s list of the 20 Most Influential International Thinkers in Human Resources. Her prior book, The Fearless Organization, explains psychological safety and has been translated into fifteen languages. In addition to publishing several books and numerous articles in top academic outlets, Amy has written for, or her work has been covered by, media such as The Wall Street Journal, The New York Times, The Washington Post, Financial Times, and many others. Her TED Talk on teaming has been viewed more than 3 million times. She is the author of Right Kind of Wrong: The Science of Failing Well*. Many leaders espouse the value of talking about our failures. Yet, failure is a threat to our ego, so it turns out we’re better at learning from the failures of others than we are from our own. In this conversation, Amy and I explore how to do a better job of growing when we’re in the wrong. Key Points Failure is a threat to our ego. As a result, we’re more likely to learn from the failures of others than from our own failures. It’s hard to learn if you already know. If you can frame situations more helpfully, it can substantially influence your ability to grow from being wrong. Disrupt the inevitable emotional response to being wrong by asking this: how was I feeling before this happened? Challenge yourself by considering if the content of your thoughts are useful for your goal. A key question: what other interpretation of the situation is possible? Pro tip: start with the phrase, “Just for fun...” Choose to say or do something that moves you closer to your goals. This question will help: what is going to best help me achieve my goals? Consider shifting from me to we and now to later. Resources Mentioned Right Kind of Wrong: The Science of Failing Well* by Amy Edmondson Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) The Value of Being Uncomfortable, with Neil Pasricha (episode 448) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:39:30

662: How an Executive Aligns with a Board, with Joan Garry

1/14/2024
Joan Garry: Guide to Nonprofit Leadership Joan Garry is an internationally recognized champion for the nonprofit sector and a highly sought after executive coach for CEOs at some of the largest organizations. Joan’s firm offers high-end strategic advisory services with a unique combination of coaching and management consulting. She is the founder of the Nonprofit Leadership Lab, a worldclass online educational membership organization for board and staff leaders of small nonprofits. As a columnist for the Chronicle of Philanthropy, contributor to Harvard Business Review and to Forbes, Joan is a preeminent media spokesperson and thought leader on the role of the nonprofit sector in our society and is a sought after voice on issues facing the sector today. Joan was previously executive director of GLAAD, one of the largest gay rights organizations in the United States. She is the author of Joan Garry's Guide to Nonprofit Leadership: Because the World is Counting on You*. When thinking about executives interacting with boards, the first thought I used to have was that an executive’s job is keep the board happy. In contrast, the most effective executives are intentional about creating a for framework for shared leadership. In this episode, Joan and I discuss key lessons from the non-profit world to help align better with your board. Key Points The relationship between an executive director and board chair in one of the most critical ones for an organization. Shared leadership provides more opportunity today than hierarchy. Many “type A” people are in leadership roles. Getting clear on how decides what is critical because “type A” people don’t tend to operate well with ambiguity. Focus on getting clarity and aligned on one thing at a time to avoid overwhelming the decision-making progress. Use a recent example as a catalyst to begin this process. Executive directors should encourage boards to think and work and altitude so they get beyond only doing risk management. It’s not enough to expect a board chair or member to want to “give back” — more important is to understand why they want to give back to this organization specifically. Resources Mentioned Joan Garry's Guide to Nonprofit Leadership: Because the World is Counting on You* by Joan Garry Nonprofit Leadership Lab Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Involve Stakeholders in Decisions, with Eric Pliner (episode 586) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:38:47

661: How to Tell a Story About Yourself, with David Hutchens

1/7/2024
David Hutchens: Leadership Story Deck David Hutchens helps leaders find and tell their stories. He works with leaders around the world to find, craft, and tell their most urgent stories for the purpose of creating shared meaning, preserving culture, disseminating learning, and speeding change in organizations. He has taught the Storytelling Leader program at some of the most influential organizations, including NASA, Paypal, Loreal Paris, Cisco, Walmart, Google, FedEx — and he’s written many books, including the Circle of the 9 Muses*, Story Dash*, and The Leadership Story Deck*. He is the co-creator with longtime friend of the show Susan Gerke of the GO Team program. Many of us have heard that we should be vulnerable and, at least occasionally, share a story about ourselves. But how do you tell a story about yourself without making the entire interaction about you? In this episode, David and I explore how to best utilize a personal story to help the organization move forward. Key Points While leaders more often tell stories about others, a personal story can be very powerful for relationship building. An effective, personal story is 2-3 minutes. Telling a story about yourself needs to have a leadership point. Be clear on the “so what?” once the story concludes. Even if you don’t quite capture all the emotion, say the word out loud that describes the emotion you want to convey. Share your stories with others to get objective insight to tighten your message. Resources Mentioned Leadership Story Deck by David Hutchens (use code CFL24 for a limited-time discount) To receive a free copy of the Story Canvas, David invites listeners to reach out to him directly via david@davidhutchens.com Related Episodes Ignite Change Through Storytelling, with Nancy Duarte and Patti Sanchez (episode 268) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) What Vulnerable Leadership Sounds Like, with Jacob Morgan (episode 648) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:39:30

336R: The Choice for Compassion, with Edith Eger

12/31/2023
Edith Eger: The Choice Edith Eger is one of the few living Holocaust survivors to remember the horrors of the camps. Today, at 90 years old, Edie is a renowned psychologist and speaker who specializes in treating patients with traumatic stress disorders. She is author of the The Choice: Embrace the Possible*. Key Points It’s not what happens in life, it’s what we do with it. The power we have is to choose to respond, not react. Sometimes seemingly insignificant worries are emblematic of greater pain. If you hate a person, they don’t suffer — you do. There’s nothing wrong with anger, it’s how you channel it. Underneath anger is a lot of pain. Resources Mentioned The Choice: Embrace the Possible* by Edith Eger Man’s Search for Meaning* by Viktor E. Frankl Interview Notes Download my highlights from The Choice in PDF format (free membership required). Related Episodes Sin by Silence, with Olivia Klaus (episode 103) Things Mentally Strong People Don’t Do, with Amy Morin (episode 204) How to Overcome Obstacles, with Collins Osayamwen (episode 281) Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:30:54

229R: Find Courage to Speak When It Matters Most, with Allan McDonald

12/24/2023
Allan McDonald: Truth, Lies, and O-Rings Allan J. McDonald retired as vice president and technical director for advanced technology programs at ATK Thiokol Propulsion in 2001. He was the director of the Space Shuttle Solid Rocket Motor Project at the time of the Challenger accident and, later, vice president of engineering for space operations during the redesign and requalification of the solid rocket motors. Al passed away in 2021. Al was the one person who officially refused to sign off on Challenger's launch on January 28, 1986. His concerns for the launch conditions were ultimately overridden by his boss. He would eventually testify to the Rogers Commission which had major implications for their findings. Later in life, he spoke to audiences all over the world on ethics and decision-making. He's the author with James Hansen of Truth, Lies, and O-Rings: Inside the Space Shuttle Challenger Disaster*. In this conversation, Al shared the details of the conversation between NASA and Morton Thiokol the evening prior to the launch. He also detailed what happened after the accident and his extraordinary decision to interrupt NASA's testimony to the Rogers Commission. He also shared a key message on why it still matters, all these years later. Key Points As director of the solid rocket motor project, Al McDonald refused to sign off on the launch, concerned that launch weather conditions were unsafe. Despite almost perfectly predicting the accident, Al himself was initially unconvinced that the solid rocket motors were the cause, believing the shuttle would have exploded on the pad had that been the case. When it appeared that NASA officials weren't being fully transparent about the events leading up to the accident, Al interrupted their testimony to the Rogers Commission, a move he fully expected would end his career. Al was effectively demoted after his testimony. Congress ultimately intervened with a law that would have ended his organization's government contract, unless they reinstated his prior position. He's the only individual in American history to be restored to his job by an act of Congress. It's your responsibility as a professional to have an opinion and to speak up. Don’t assume that other people will always do their job. Resources Mentioned Remembering Allan McDonald: He Refused To Approve Challenger Launch, Exposed Cover-Up by NPR Major Malfunction: Revisiting Challenger by The New York Times Related Episodes How to Deal with Opponents and Adversaries, with Peter Block(episode 328) The Way to Make Better Decisions, with Annie Duke (episode 499) The Way Out of Major Conflict, with Amanda Ripley (episode 529) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:48:48

660: How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner

12/17/2023
Robert “Cujo” Teschner: Debrief to Win Robert “Cujo” Teschner is a retired F-15 / F-22 fighter pilot. He is also a former F-15 Weapons School Instructor, F-22 Squadron Commander, senior Joint Staff officer, and combat veteran. He holds advanced degrees in Operational Art and Science and National Security Strategy and has extensive experience in tactical planning and execution, and organizational leadership. From 2004 to 2006, he served as the US Air Force’s expert in post-mission debriefing, the methodology used by high-performing military teams to self-correct and improve continuously. Cujo retired immediately after his promotion to full Colonel due to complications from cancer-related care and started an international business consulting practice based in St. Louis, MO. His company is called VMax Group. VMax Group’s mission is to teach, inspire, and nurture teams on how to really “team”, making work more fulfilling, and making teams much more effective. He is the author of Debrief to Win: How America's Top Guns Practice Accountable Leadership...and How You Can, Too!* Many of us recognize we could get better at reflecting on our team’s work, but we rarely get beyond what went well and what didn’t. One of the best ways to stop making the same mistakes is to look at the truth of what’s already happened, and learn from it. In this conversation, Cujo and I look at the value of a debrief and how to bring that practice into your organization. Key Points Saying, “We learned a lot of important lessons today,” doesn’t actually prove that any learning has happened. The context of military and civilian debriefs are both different, but the stakes are still high in both venues. A debrief is not about blame or shame. Instead, it’s an affirming, positive experience that builds future leaders. A key benefit of regular debriefs is to institutionalize the process of challenging conversations. Psychological safety is critical for this to happen well. Objectives should measurable, achievable, and time-constrained. Debrief should focus on the objectives and the decisions that were made to meet those objectives. Be cautious about outsourcing debriefing to external facilitators. An effective debrief should be led by someone who has participated in the mission or project. Resources Mentioned Debrief to Win: How America's Top Guns Practice Accountable Leadership...and How You Can, Too! by Robert “Cujo” Teschner Robert “Cujo” Teschner’s website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) How to Build Psychological Safety, with Amy Edmondson (episode 404) The Way to Make Better Decisions, with Annie Duke (episode 499) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:38:52

659: Ways to Thrive When the Ground Keeps Shifting Under You, with Jen Byyny

12/15/2023
Jen Byyny Jen Byyny is a senior director of product design in health-tech and a graduate of the Coaching for Leaders Academy. In this conversation, Jen and I discuss how to handle change in your career when things keep shifting around you. Key Points It’s about people, not product. When lots of change is happening, come back to relationships and communication. Pay attention to the people who support you and the ones you look forward to working with. They will be your champions through whatever happens. Provide space for grace during times of change. Others need it as much as you do. It’s helpful to have people in your corner who are pulling for you but who are not tied to the politics or emotion of the situation. Related Episodes The Power of Weak Connections, with David Burkus (episode 347) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Duration:00:35:58