Angela Santiago

Subscribe to The Development Exponent A particular culture comes with a family-owned business that’s difficult to maintain as the company grows. Today we learn how my guest, Angela Santiago, CEO and co-founder of The Little Potato Company, preserved the family-owned culture of her growing business. She equates planning for culture and values with planning for a budget or business strategy.  Angela and her father founded The Little Potato Company in 1996 on a 1-acre plot. The company now has over 400 employees, star listings in the U.S. and Canada, and has breeding programs on three continents. Angela is a wife and mother of 4. She has earned many awards during her career, such as Entrepreneur of the Year by Ernst &amp; Young, Top 40 under 40 in Canada, and Alberta’s Woman Entrepreneur of the Year. Angela is a delight to speak with, down-to-earth, insightful, and knowledgeable. Listen in to learn how you can apply the growth principles Angela has shared with us. Resources &amp; People Mentioned  Team Building &amp; Bucket Filling with The Little Potato Company  Connect with Angela Santiago  On LinkedIn Company website  SPONSOR: eWebinar – “Automated webinar” solutions are out there. Sadly, they’re little more than videos playing alongside some fake attendees. They achieve their basic purpose and provide information, but let’s face it... they’re one-sided and boring. We’ve made them fun and engaging. Check out https://www.ewebinar.com/ for all the details! Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

<a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> A particular culture comes with a family-owned business that’s difficult to maintain as the company grows. Today we learn how my guest, Angela Santiago, CEO and co-founder of The Little Potato Company, preserved the family-owned culture of her growing business. She equates planning for culture and values with planning for a budget or business strategy.  Angela and her father founded The Little Potato Company in 1996 on a 1-acre plot. The company now has over 400 employees, star listings in the U.S. and Canada, and has breeding programs on three continents. Angela is a wife and mother of 4. She has earned many awards during her career, such as Entrepreneur of the Year by Ernst &amp; Young, Top 40 under 40 in Canada, and Alberta’s Woman Entrepreneur of the Year. Angela is a delight to speak with, down-to-earth, insightful, and knowledgeable. Listen in to learn how you can apply the growth principles Angela has shared with us. Resources &amp; People Mentioned <ul> <li><a href="https://www.realagriculture.com/2014/05/team-building-bucket-filling-little-potato-company/" rel="noopener nofollow" target="_blank">Team Building &amp; Bucket Filling with The Little Potato Company</a></li> </ul> Connect with Angela Santiago <ul> <li>On <a href="https://ca.linkedin.com/in/angela-santiago-27733a15" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li>Company <a href="https://www.littlepotatoes.com/" rel="noopener nofollow" target="_blank">website</a></li> </ul> SPONSOR: eWebinar – “Automated webinar” solutions are out there. Sadly, they’re little more than videos playing alongside some fake attendees. They achieve their basic purpose and provide information, but let’s face it... they’re one-sided and boring. We’ve made them fun and engaging. Check out <a href="https://www.ewebinar.com/" rel="noopener nofollow" target="_blank">https://www.ewebinar.com/</a> for all the details! Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://@contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

The Little Potato and How It Grew, with Angela Santiago, Ep #79

Carey Green

Subscribe to The Development Exponent What if you could have your biggest organizational issues assessed and addressed, with guaranteed results? That’s the promise of Contracted Leadership. We at Contracted Leadership are more than consultants. We’re contractors who work side-by-side with organizations and we aren’t afraid to get our hands dirty. That level of commitment is required of anyone representing us. Each subcontractor has 15-20+ years of experience in various industries, including substantial leadership roles. They’re carefully vetted and trained to ensure that they’ll represent the purpose of Contracted Leadership. In this episode, you’ll hear more about the ins and outs of Contracted Leadership. This time we’re doing something new. Rather than interviewing someone or speaking on a topic, I’m handing over the wheel to Carey Green, the founder of Podcast Fast Track. This time, Carey is interviewing me! Carey is one of the best interviewers ever. He and his team are responsible for turning good recordings into great podcast episodes. Carey and I discuss the reason Contracted Leadership exists and the story behind how it came to be. Listen in on this opportunity to learn about the heart of Contracted Leadership. Outline of This Episode  [01:25] Why Bruce is being interviewed [07:23] Contracted Leadership’s focus [10:03] Why do organizations approach Contracted Leadership? [14:55] Why does development tend to be neglected? [17:45] Contracted Leadership’s Ideal clients [19:30] The three steps in the development process [28:17] What is unique about Contracted Leadership? [33:24] Why did Bruce start Contracted Leadership? [41:59] Advice for organizations experiencing growth pains  Connect with Carey Green  Carey Green on LinkedIn Podcast Production Services from Podcast Fast Track  SPONSOR: eWebinar – “Automated webinar” solutions are out there. Sadly, they’re little more than videos playing alongside some fake attendees. They achieve their basic purpose and provide information, but let’s face it... they’re one-sided and boring. We’ve made them fun and engaging. Check out https://www.ewebinar.com/ for all the details! Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

<a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> What if you could have your biggest organizational issues assessed and addressed, with guaranteed results? That’s the promise of Contracted Leadership. We at Contracted Leadership are more than consultants. We’re contractors who work side-by-side with organizations and we aren’t afraid to get our hands dirty. That level of commitment is required of anyone representing us. Each subcontractor has 15-20+ years of experience in various industries, including substantial leadership roles. They’re carefully vetted and trained to ensure that they’ll represent the purpose of Contracted Leadership. In this episode, you’ll hear more about the ins and outs of Contracted Leadership. This time we’re doing something new. Rather than interviewing someone or speaking on a topic, I’m handing over the wheel to Carey Green, the founder of Podcast Fast Track. This time, Carey is interviewing me! Carey is one of the best interviewers ever. He and his team are responsible for turning good recordings into great podcast episodes. Carey and I discuss the reason Contracted Leadership exists and the story behind how it came to be. Listen in on this opportunity to learn about the heart of Contracted Leadership. Outline of This Episode <ul> <li>[01:25] Why Bruce is being interviewed</li> <li>[07:23] Contracted Leadership’s focus</li> <li>[10:03] Why do organizations approach Contracted Leadership?</li> <li>[14:55] Why does development tend to be neglected?</li> <li>[17:45] Contracted Leadership’s Ideal clients</li> <li>[19:30] The three steps in the development process</li> <li>[28:17] What is unique about Contracted Leadership?</li> <li>[33:24] Why did Bruce start Contracted Leadership?</li> <li>[41:59] Advice for organizations experiencing growth pains</li> </ul> Connect with Carey Green <ul> <li>Carey Green on <a href="https://www.linkedin.com/in/careyngreen" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="https://podcastfasttrack.com/" rel="noopener nofollow" target="_blank">Podcast Production Services from Podcast Fast Track</a></li> </ul> SPONSOR: eWebinar – “Automated webinar” solutions are out there. Sadly, they’re little more than videos playing alongside some fake attendees. They achieve their basic purpose and provide information, but let’s face it... they’re one-sided and boring. We’ve made them fun and engaging. Check out <a href="https://www.ewebinar.com/" rel="noopener nofollow" target="_blank">https://www.ewebinar.com/</a> for all the details! Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

Holoubek in the Hot Seat, with Carey Green, Ep #78

Dan White

Subscribe to The Development Exponent Creation is the key to learning. When we can apply what we learn, we make knowledge our own. My guest takes that belief to new levels. Dan White is the founder and CEO of Filament Games where their ultimate goal is to inspire people to learn more on their own. I knew I needed to speak with Dan White after watching his video about how to embrace failure. In the video, Dan shares his belief that failure should be expected and celebrated rather than avoided. I know you’ll be inspired by his passion for effective learning. Outline of This Episode  [2:18] What does Filament Games do? [7:20] The importance of learning based games [12:04] Learning games now vs the past [18:07] Dreaming of the future of gaming [21:32] Moving from concept to client [30:24] Teaching robotics digitally [42:43] Where is Filament Games going next? [44:53] The power of failure  Connect with Dan White  Dan White on LinkedIn Filament Games  SPONSOR: eWebinar – “Automated webinar” solutions are out there. Sadly, they’re little more than videos playing alongside some fake attendees. They achieve their basic purpose and provide information, but let’s face it... they’re one-sided and boring. We’ve made them fun and engaging. Check out https://www.ewebinar.com/ for all the details! Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

<a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Creation is the key to learning. When we can apply what we learn, we make knowledge our own. My guest takes that belief to new levels. Dan White is the founder and CEO of Filament Games where their ultimate goal is to inspire people to learn more on their own. I knew I needed to speak with Dan White after watching his video about how to embrace failure. In the video, Dan shares his belief that failure should be expected and celebrated rather than avoided. I know you’ll be inspired by his passion for effective learning. Outline of This Episode <ul> <li>[2:18] What does Filament Games do?</li> <li>[7:20] The importance of learning based games</li> <li>[12:04] Learning games now vs the past</li> <li>[18:07] Dreaming of the future of gaming</li> <li>[21:32] Moving from concept to client</li> <li>[30:24] Teaching robotics digitally</li> <li>[42:43] Where is Filament Games going next?</li> <li>[44:53] The power of failure</li> </ul> Connect with Dan White <ul> <li>Dan White on <a href="https://www.linkedin.com/in/danwhite3/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://www.filamentgames.com/" rel="noopener nofollow" target="_blank">Filament Games</a></li> </ul> SPONSOR: eWebinar – “Automated webinar” solutions are out there. Sadly, they’re little more than videos playing alongside some fake attendees. They achieve their basic purpose and provide information, but let’s face it... they’re one-sided and boring. We’ve made them fun and engaging. Check out <a href="https://www.ewebinar.com/" rel="noopener nofollow" target="_blank">https://www.ewebinar.com/</a> for all the details! Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

Inspiring the Future through Game-Based Learning, with Dan White, Ep #77

Mary Dixon

Subscribe to The Development Exponent Ambition, courage, and curiosity are character traits you’ll find in many founders and many innovators across disciplines. I immediately saw all three of those traits in my guest on this episode, Mary Dixon. Mary is a founder in the pharmaceutical and medical device industry, working to improve the lives of human beings through research and development that empower the person’s greatest health. Her history has led her to the development of software that empowers medical providers and patients as well. The focus is to do this through the use of data to discover the deeper unmet needs of everyone in the scenario. I invite you to listen. You’ll be inspired by Mary’s competence and insight and how she keeps her focus on the individuals involved in the complex process of healthcare solutions. Outline of This Episode  [1:50] Mary’s 30-year history in pharma and how she leads in ground-breaking developments [12:20] How curiosity has contributed to Mary’s career development and innovation [23:27] Hiring for curiosity and the mission, not necessarily industry expertise [28:52} Surprising challenges transitioning to leadership [33:45] What Mary wishes others knew about Big Pharma [37:22] Achievements Mary is particularly proud of [40:46] What are “human factors” and why are they so important? [47:50] Mary’s childhood experience with healthcare and how it led to her current role [1:01:37] The confidence that’s come in leading over the years: delegation  Connect with Mary Dixon  Mary on LinkedIn: https://www.linkedin.com/in/mary-e-dixon-b228aa8/   Companies Mary serves  https://innovenn.com/ https://improvita.com/ http://www.cogentpharma.com/     SPONSOR: First Business Bank – Take banking to the next level. Fuel business growth. Improve personal wealth gains. Elevate your banking expectations with a financial partner that delivers comprehensive business banking services – built on experience. Find out more at https://firstbusiness.bank/  Resources  Definition of Software as a Medical Device Locus of control theory BOOK: “The Culture Code” BOOK: “Start With Why” BOOK: “Deep Survival”  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

<a href="https://plinkhq.com/i/1436198157" rel="nofollow" target="_blank">Subscribe to The Development Exponent</a> Ambition, courage, and curiosity are character traits you’ll find in many founders and many innovators across disciplines. I immediately saw all three of those traits in my guest on this episode, Mary Dixon. Mary is a founder in the pharmaceutical and medical device industry, working to improve the lives of human beings through research and development that empower the person’s greatest health. Her history has led her to the development of software that empowers medical providers and patients as well. The focus is to do this through the use of data to discover the deeper unmet needs of everyone in the scenario. I invite you to listen. You’ll be inspired by Mary’s competence and insight and how she keeps her focus on the individuals involved in the complex process of healthcare solutions. Outline of This Episode <ul> <li>[1:50] Mary’s 30-year history in pharma and how she leads in ground-breaking developments</li> <li>[12:20] How curiosity has contributed to Mary’s career development and innovation</li> <li>[23:27] Hiring for curiosity and the mission, not necessarily industry expertise</li> <li>[28:52} Surprising challenges transitioning to leadership</li> <li>[33:45] What Mary wishes others knew about Big Pharma</li> <li>[37:22] Achievements Mary is particularly proud of</li> <li>[40:46] What are “human factors” and why are they so important?</li> <li>[47:50] Mary’s childhood experience with healthcare and how it led to her current role</li> <li>[1:01:37] The confidence that’s come in leading over the years: delegation</li> </ul> Connect with Mary Dixon <ul> <li>Mary on LinkedIn: <a href="https://www.linkedin.com/in/mary-e-dixon-b228aa8/" rel="noopener nofollow" target="_blank">https://www.linkedin.com/in/mary-e-dixon-b228aa8/</a> </li> </ul> Companies Mary serves <ul> <li><a href="https://innovenn.com/" rel="noopener nofollow" target="_blank">https://innovenn.com/</a></li> <li><a href="https://improvita.com/" rel="noopener nofollow" target="_blank">https://improvita.com/</a></li> <li><a href="http://www.cogentpharma.com/" rel="noopener nofollow" target="_blank">http://www.cogentpharma.com/</a> </li> </ul> SPONSOR: First Business Bank – Take banking to the next level. Fuel business growth. Improve personal wealth gains. Elevate your banking expectations with a financial partner that delivers comprehensive business banking services – built on experience. Find out more at <a href="https://firstbusiness.bank/" rel="noopener nofollow" target="_blank">https://firstbusiness.bank/</a>  Resources <ul> <li>Definition of <a href="https://www.fda.gov/medical-devices/digital-health-center-excellence/software-medical-device-samd" rel="noopener nofollow" target="_blank">Software as a Medical Device</a></li> <li><a href="https://en.wikipedia.org/wiki/Locus_of_control" rel="noopener nofollow" target="_blank">Locus of control theory</a></li> <li>BOOK: “<a href="https://www.amazon.com/Culture-Code-Secrets-Highly-Successful/dp/0525492461" rel="noopener nofollow" target="_blank">The Culture Code</a>”</li> <li>BOOK: “<a href="https://www.amazon.com/Start-Why-Leaders-Inspire-Everyone/dp/1591846447" rel="noopener nofollow" target="_blank">Start With Why</a>”</li> <li>BOOK: “<a href="https://www.amazon.com/Deep-Survival-Who-Lives-Dies/dp/0393326152" rel="noopener nofollow" target="_blank">Deep Survival</a>”</li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

How Ambition, Courage, and Curiosity Empower Growth and Value, with Mary Dixon, Ep #76

Nick Curran

Subscribe to The Development Exponent After starting his accounting firm serving the for-profit world, Nick Curran had an “accidental” conversation that led him down the path his business was to follow for the foreseeable future — providing accounting services exclusively to non-profit organizations. As CEO of Numbers 4 Non-Profits, Nick leads a substantial team of accountants, consultants, assistants, and administrative professionals to, in his words, “Do the simple things right.” In this conversation, you’ll hear Nick describe why non-profit organizations tend to be more stable than their for-profit counterparts, the typical bumps in the road non-profits face, and why clear and quick communication is always the best course of action, no matter the issue.  Outline of This Episode  [2:17] The road to providing accounting services for non-profit organizations [6:09] Difficult aspects of serving clients in the non-profit space [11:45] Why non-profit organizations tend to be more stable and successful [16:06] Misconceptions non-profit organizations have about their accounting [25:15] Staying connected to the original reasons you started a business [30:22] How a heart attack showed Nick the power of the relationships he’s built [35:10] Achievements Nick’s business has attained that he’s most proud of [38:01] Is there really a professional life / personal life division? [41:42] The struggle to hold team members accountable [48:00] Two things top decision-makers can make right now  Connect with Nick Curran  Numbers 4 Non-Profits Follow Nick on LinkedIn  SPONSOR: First Business Bank – Take banking to the next level. Fuel business growth. Improve personal wealth gains. Elevate your banking expectations with a financial partner that delivers comprehensive business banking services – built on experience. Find out more at https://firstbusiness.bank/ Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

<a href="https://plinkhq.com/i/1436198157" rel="nofollow" target="_blank">Subscribe to The Development Exponent</a> After starting his accounting firm serving the for-profit world, Nick Curran had an “accidental” conversation that led him down the path his business was to follow for the foreseeable future — providing accounting services exclusively to non-profit organizations. As CEO of Numbers 4 Non-Profits, Nick leads a substantial team of accountants, consultants, assistants, and administrative professionals to, in his words, “Do the simple things right.” In this conversation, you’ll hear Nick describe why non-profit organizations tend to be more stable than their for-profit counterparts, the typical bumps in the road non-profits face, and why clear and quick communication is always the best course of action, no matter the issue.  Outline of This Episode <ul> <li>[2:17] The road to providing accounting services for non-profit organizations</li> <li>[6:09] Difficult aspects of serving clients in the non-profit space</li> <li>[11:45] Why non-profit organizations tend to be more stable and successful</li> <li>[16:06] Misconceptions non-profit organizations have about their accounting</li> <li>[25:15] Staying connected to the original reasons you started a business</li> <li>[30:22] How a heart attack showed Nick the power of the relationships he’s built</li> <li>[35:10] Achievements Nick’s business has attained that he’s most proud of</li> <li>[38:01] Is there really a professional life / personal life division?</li> <li>[41:42] The struggle to hold team members accountable</li> <li>[48:00] Two things top decision-makers can make right now</li> </ul> Connect with Nick Curran <ul> <li><a href="http://numbers4nonprofits.com/" rel="nofollow" target="_blank">Numbers 4 Non-Profits</a></li> <li>Follow Nick <a href="https://www.linkedin.com/in/nickcurrancpa/" rel="nofollow" target="_blank">on LinkedIn</a></li> </ul> SPONSOR: First Business Bank – Take banking to the next level. Fuel business growth. Improve personal wealth gains. Elevate your banking expectations with a financial partner that delivers comprehensive business banking services – built on experience. Find out more at <a href="https://firstbusiness.bank/" rel="nofollow" target="_blank">https://firstbusiness.bank/</a> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="nofollow" target="_blank">PODCAST FAST TRACK</a>

Leadership Lessons Learned From Non-Profits, with Nick Curran, Ep #75

Sam Daniels

Subscribe to The Development Exponent Growing up in a family-owned general contracting business, Sam Daniels worked in the field, learned back-office stuff, and then went to school to learn more of the business skills needed to be a significant part of the family business going forward. His journey into leadership and the lessons he’s had to learn — and how he’s learned them — provide great food for thought for those in the role of leadership. Sam speaks with host, Bruce Holoubek about sustaining the family feel of the business over time, what that looks like practically when it comes to employee benefits and communication, and more. Join us for this conversation. SPONSOR: First Business Bank - Take banking to the next level. Fuel business growth. Improve personal wealth gains. Elevate your banking expectations with a financial partner that delivers comprehensive business banking services - built on experience. Find out more at https://firstbusiness.bank/  Outline of This Episode  [1:03] Building construction: how it’s built and how it shapes us [4:46] Sam’s company is a diversified self-performing contractor? What’s that? [6:43] Shifting from residential construction to larger-scale commercial work [11:01] Characteristics that set Daniels Construction apart from other companies [14:48] Working in the field as the kid of one of the company leaders [17:20] The fun of being a third-generation leader in a family business [22:30] Leadership lessons about caring for the team, learned from his grandfather [25:06] Misconceptions about the construction industry [29:55] Why long-term employees are the norm at Daniel’s construction [35:19] Surprises Sam’s high school friends might experience if they met him today [37:51] Why the work Daniel’s construction does, matters to Sam and to others [42:02] How losing his grandfather shaped his course to lead in the family business [48:01] The one thing Sam desires for his employees more than anything [49:55] Two pieces of advice for top decision-makers  Connect with Sam Daniels  Sam on LinkedIn Daniels Construction, Madison, Wisconsin  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

<a href="https://plinkhq.com/i/1436198157" rel="nofollow" target="_blank">Subscribe to The Development Exponent</a> Growing up in a family-owned general contracting business, Sam Daniels worked in the field, learned back-office stuff, and then went to school to learn more of the business skills needed to be a significant part of the family business going forward. His journey into leadership and the lessons he’s had to learn — and how he’s learned them — provide great food for thought for those in the role of leadership. Sam speaks with host, Bruce Holoubek about sustaining the family feel of the business over time, what that looks like practically when it comes to employee benefits and communication, and more. Join us for this conversation. SPONSOR: First Business Bank - Take banking to the next level. Fuel business growth. Improve personal wealth gains. Elevate your banking expectations with a financial partner that delivers comprehensive business banking services - built on experience. Find out more at <a href="https://firstbusiness.bank/" rel="nofollow" target="_blank">https://firstbusiness.bank/</a>  Outline of This Episode <ul> <li>[1:03] Building construction: how it’s built and how it shapes us</li> <li>[4:46] Sam’s company is a diversified self-performing contractor? What’s that?</li> <li>[6:43] Shifting from residential construction to larger-scale commercial work</li> <li>[11:01] Characteristics that set Daniels Construction apart from other companies</li> <li>[14:48] Working in the field as the kid of one of the company leaders</li> <li>[17:20] The fun of being a third-generation leader in a family business</li> <li>[22:30] Leadership lessons about caring for the team, learned from his grandfather</li> <li>[25:06] Misconceptions about the construction industry</li> <li>[29:55] Why long-term employees are the norm at Daniel’s construction</li> <li>[35:19] Surprises Sam’s high school friends might experience if they met him today</li> <li>[37:51] Why the work Daniel’s construction does, matters to Sam and to others</li> <li>[42:02] How losing his grandfather shaped his course to lead in the family business</li> <li>[48:01] The one thing Sam desires for his employees more than anything</li> <li>[49:55] Two pieces of advice for top decision-makers</li> </ul> Connect with Sam Daniels <ul> <li>Sam <a href="https://www.linkedin.com/in/samueljdaniels/" rel="nofollow" target="_blank">on LinkedIn</a></li> <li><a href="https://www.danielsco.com/" rel="nofollow" target="_blank">Daniels Construction, Madison, Wisconsin</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="nofollow" target="_blank">PODCAST FAST TRACK</a>

Sustaining The Family Feeling of A Family Business, with Sam Daniels, Ep #74

John Schneider

We all learn, in our own particular ways, that life is no walk in the park. Crisis, hardship, loss, and myriad other circumstances chip away at youthful optimism and threaten to undo us. But it’s our response to these things that largely determines whether we will be resilient and strong, or cowering and soft. As a top decision-maker in your organization, you know this. It’s one of the many things that has set you apart as a leader. My guest on this episode has a great deal to say about the subject. He’s experienced plenty of struggle in his life and he believes that the more struggle you have in life, the more opportunity you have for becoming strong. John Schneider has learned that failure is not something to be feared, it’s something to be learned from. His story illustrates how resilience, determination, and a desire to add value to the lives of others can create a kind of success that few of us even know is possible. As the leader of four companies, he passes those values on to his teams and works every day to infuse them into his growing family. Join us for this challenging and insightful conversation. The more struggle you have, the stronger you become John’s first steps into business ownership came through an opportunity to flip houses. He ran a lean operation and had no interest in simply slapping paint on a less-than-quality structure and flipping it for a profit. To him, there had to be tangible improvements to the property that resulted in value for the purchaser, which only then translated into value for him. In an effort to increase his margins, he started an ancillary business, then another, then another. And with each new business came new challenges and struggles. But there’s something in John’s entrepreneurial DNA that doesn’t allow him to shy away from those struggles. He has learned that’s a good thing. He says that the more struggle you have, the stronger you become — or at least you have a greater opportunity to become stronger. So he often coaches others to step into the struggles rather than running away from them. It’s in that step that you find more strength than you knew you had. How has this proven true in your leadership journey? Are there ways you can use the struggle to your advantage and that of your teams? Once you’ve eaten the onion, everything else is easier One of the colorful entrepreneurial endeavors in John’s past was a short season he was trying to promote concerts in his area. He convinced some partners to come alongside him to fund a music festival of sorts and he took care of booking the bands, securing the venue, and dealing with vendors. One of the things outside his control was the weather, and it didn’t cooperate with all his best-laid plans. The losses were catastrophic. John told me about the experience of making phone calls to the people who had invested in the event in various ways. Those were some of the hardest conversations he’s ever had to have, but he says they taught him lessons he didn’t know he needed at the time. One of those was that it’s always easier to do the things you dread or find difficult, first. Getting past your fears and experiencing the light at the end of that dark tunnel demonstrates that things are often not as bad as they seem and that you will get through it. In his words, once you’ve eaten your onion, everything else is easier. Failure is, by far, the best teacher you have John also explains that the fear of failure many of us live with is actually one of the most irrational fears we could have. The truth is that failure is one of the only ways we learn. It provides a very clear perspective on how we perform and the results of that performance. In failure, our weaknesses become evident, which provides a unique opportunity to identify them and make plans to overcome them. John believes that failure is, by far, is the best teacher you have — and I wonder, how have you, as a top decision-maker and leader, discovered this to be true? Or do you need to take the lessons from John’s experience as a reminder of that fact? Might I encourage you, don’t miss out on the lessons failure has to offer you by playing it safe. Expect failure, plan on it, and step into situations where it’s a possibility. Then pay close attention when it arrives. You’ll learn lessons during those times that are not available to you anyplace else. 3 pieces of advice for anyone considering the entrepreneurial life Having started or led so many businesses, I thought it would be super helpful for John to provide his perspective to those who are considering an entrepreneurial path. He was not shy about sharing the three most important pieces of advice he’s learned. I’m sure you will resonate with these.  Be willing to work as hard as you must to be successful Learn how to figure out obstacles and issues so you can constantly improve Know your numbers  I couldn’t agree with John’s insights on this point more strongly. You likely have insights about each of them as well. I encourage you to listen to his explanation of each so that you can understand how they fit together and provide a wise and stable launchpad for any entrepreneurial endeavor. You may find that his insights provide much-needed help on your journey as a leader. Outline of This Episode  [0:57] Insight and vision describe this episode’s guest [2:57] John’s beginning in house flipping that quickly morphed into other businesses [11:45] How the idea of providing value drives John to step into opportunities [15:10] The origin of “Property Revival” [18:35] If you’re not struggling in any way, you atrophy [21:23] John’s top 3 pieces of advice for those wanting to be an entrepreneur [26:45] The back story behind John’s entrepreneurial journey (it includes a rock band) [35:53] A real estate investment that turned sour but wound up being the best deal [40:04] Living a fulfilled life and providing a fulfilled life for those around you [45:40] How competition and music have taught John the power of being present [53:10] Resilience is in our DNA, we just have to learn how to make the most of it [1:00:03] Conquering your fears (and how John won’t be voted parent of the year)  Resources &amp; People Mentioned SPONSOR: First Business Bank - Take banking to the next level. Fuel business growth. Improve personal wealth gains. Elevate your banking expectations with a financial partner that delivers comprehensive business banking services - built on experience. Find out more at https://firstbusiness.bank/   BOOK: Principles by Ray Dalio Eckhart Tolle  Connect with John Schneider  Follow John on LinkedIn http://www.mix-tek.com/ https://www.artisoldesign.com/ https://www.exithgm.com/ https://www.propertyrevival.net/   Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

We all learn, in our own particular ways, that life is no walk in the park. Crisis, hardship, loss, and myriad other circumstances chip away at youthful optimism and threaten to undo us. But it’s our response to these things that largely determines whether we will be resilient and strong, or cowering and soft. As a top decision-maker in your organization, you know this. It’s one of the many things that has set you apart as a leader. My guest on this episode has a great deal to say about the subject. He’s experienced plenty of struggle in his life and he believes that the more struggle you have in life, the more opportunity you have for becoming strong. John Schneider has learned that failure is not something to be feared, it’s something to be learned from. His story illustrates how resilience, determination, and a desire to add value to the lives of others can create a kind of success that few of us even know is possible. As the leader of four companies, he passes those values on to his teams and works every day to infuse them into his growing family. Join us for this challenging and insightful conversation. The more struggle you have, the stronger you become John’s first steps into business ownership came through an opportunity to flip houses. He ran a lean operation and had no interest in simply slapping paint on a less-than-quality structure and flipping it for a profit. To him, there had to be tangible improvements to the property that resulted in value for the purchaser, which only then translated into value for him. In an effort to increase his margins, he started an ancillary business, then another, then another. And with each new business came new challenges and struggles. But there’s something in John’s entrepreneurial DNA that doesn’t allow him to shy away from those struggles. He has learned that’s a good thing. He says that the more struggle you have, the stronger you become — or at least you have a greater opportunity to become stronger. So he often coaches others to step into the struggles rather than running away from them. It’s in that step that you find more strength than you knew you had. How has this proven true in your leadership journey? Are there ways you can use the struggle to your advantage and that of your teams? Once you’ve eaten the onion, everything else is easier One of the colorful entrepreneurial endeavors in John’s past was a short season he was trying to promote concerts in his area. He convinced some partners to come alongside him to fund a music festival of sorts and he took care of booking the bands, securing the venue, and dealing with vendors. One of the things outside his control was the weather, and it didn’t cooperate with all his best-laid plans. The losses were catastrophic. John told me about the experience of making phone calls to the people who had invested in the event in various ways. Those were some of the hardest conversations he’s ever had to have, but he says they taught him lessons he didn’t know he needed at the time. One of those was that it’s always easier to do the things you dread or find difficult, first. Getting past your fears and experiencing the light at the end of that dark tunnel demonstrates that things are often not as bad as they seem and that you will get through it. In his words, once you’ve eaten your onion, everything else is easier. Failure is, by far, the best teacher you have John also explains that the fear of failure many of us live with is actually one of the most irrational fears we could have. The truth is that failure is one of the only ways we learn. It provides a very clear perspective on how we perform and the results of that performance. In failure, our weaknesses become evident, which provides a unique opportunity to identify them and make plans to overcome them. John believes that failure is, by far, is the best teacher you have — and I wonder, how have you, as a top decision-maker and leader, discovered this to be true? Or do you need to take the lessons from John’s experience as a reminder of that fact? Might I encourage you, don’t miss out on the lessons failure has to offer you by playing it safe. Expect failure, plan on it, and step into situations where it’s a possibility. Then pay close attention when it arrives. You’ll learn lessons during those times that are not available to you anyplace else. 3 pieces of advice for anyone considering the entrepreneurial life Having started or led so many businesses, I thought it would be super helpful for John to provide his perspective to those who are considering an entrepreneurial path. He was not shy about sharing the three most important pieces of advice he’s learned. I’m sure you will resonate with these. <ol> <li>Be willing to work as hard as you must to be successful</li> <li>Learn how to figure out obstacles and issues so you can constantly improve</li> <li>Know your numbers</li> </ol> I couldn’t agree with John’s insights on this point more strongly. You likely have insights about each of them as well. I encourage you to listen to his explanation of each so that you can understand how they fit together and provide a wise and stable launchpad for any entrepreneurial endeavor. You may find that his insights provide much-needed help on your journey as a leader. Outline of This Episode <ul> <li>[0:57] Insight and vision describe this episode’s guest</li> <li>[2:57] John’s beginning in house flipping that quickly morphed into other businesses</li> <li>[11:45] How the idea of providing value drives John to step into opportunities</li> <li>[15:10] The origin of “Property Revival”</li> <li>[18:35] If you’re not struggling in any way, you atrophy</li> <li>[21:23] John’s top 3 pieces of advice for those wanting to be an entrepreneur</li> <li>[26:45] The back story behind John’s entrepreneurial journey (it includes a rock band)</li> <li>[35:53] A real estate investment that turned sour but wound up being the best deal</li> <li>[40:04] Living a fulfilled life and providing a fulfilled life for those around you</li> <li>[45:40] How competition and music have taught John the power of being present</li> <li>[53:10] Resilience is in our DNA, we just have to learn how to make the most of it</li> <li>[1:00:03] Conquering your fears (and how John won’t be voted parent of the year)</li> </ul> Resources &amp; People Mentioned SPONSOR: First Business Bank - Take banking to the next level. Fuel business growth. Improve personal wealth gains. Elevate your banking expectations with a financial partner that delivers comprehensive business banking services - built on experience. Find out more at <a href="https://firstbusiness.bank/" rel="noopener nofollow" target="_blank">https://firstbusiness.bank/</a> <ul> <li>BOOK: <a href="https://www.amazon.com/Principles-Life-Work-Ray-Dalio/dp/1501124021" rel="noopener nofollow" target="_blank">Principles by Ray Dalio</a></li> <li><a href="https://eckharttolle.com/" rel="noopener nofollow" target="_blank">Eckhart Tolle</a></li> </ul> Connect with John Schneider <ul> <li>Follow John <a href="https://www.linkedin.com/in/john-schneider-a5a445a/" rel="noopener nofollow" target="_blank">on LinkedIn</a></li> <li><a href="http://www.mix-tek.com/" rel="noopener nofollow" target="_blank">http://www.mix-tek.com/</a></li> <li><a href="https://www.artisoldesign.com/" rel="noopener nofollow" target="_blank">https://www.artisoldesign.com/</a></li> <li><a href="https://www.exithgm.com/" rel="noopener nofollow" target="_blank">https://www.exithgm.com/</a></li> <li><a href="https://www.propertyrevival.net/" rel="noopener nofollow" target="_blank">https://www.propertyrevival.net/</a> </li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com%20target=" rel="nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://@contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

Strength Comes Through The Struggle with John Schneider, Ep #73

Jim McNulty

When you hear about someone needing to unplug, you likely picture someone frazzled and on the edge of a burn-out. We can all relate to similar feelings of overwhelm; it seems almost inevitable. However, that outcome could have been different if the person had proactively taken the time to refresh before getting to that point. Jim McNulty, Sr. Vice President of Business Banking, doesn’t only understand the previous truth, he’s done something about it. During this conversation, we discuss his experience taking a ten-week sabbatical and his journey to that decision. As I spoke with Jim, I came to understand his heart for people. Throughout our discussion, he kept coming back to that. His hiring process, the way he operates, and his relationships teach us a lot about creating a culture that develops others.  We discussed the impact that COVID-19 had on Oak Bank and how they pushed through the obstacles presented by the pandemic to be able to say, “Yes” to each person in need. In a matter of weeks, he had to turn his bank into a PPP loan processing station. Every individual who called needing help was met with kindness and understanding. Jim attributes much of this understanding to lessons he learned during his sabbatical. Listen to learn more from Jim’s wise perspective about taking time to refresh. How does unplugging benefit the workplace? There were many benefits that came from Jim’s sabbatical, not just for him but for his family and workplace team. Jim and his family grew closer during his time off and he learned to appreciate the benefits of unplugging. Meanwhile, his company benefited due to the training provided and trust granted in preparation for Jim being gone. His employees flourished with having greater responsibility and future leadership potential was developed.  It’s easy to think that we are indispensable, that the work we do is too important for us to take time off, that no one can do our job as well as we can. The reality is that our businesses should be able to run without us. Not permanently, of course, but certainly for a time. Preparing for someone to unplug is like an emergency drill. We can prepare for the inevitable by preparing for the expected. What does it mean to unplug? Many of us think we need to be constantly available and engaged in the workplace. We wouldn’t even consider taking a break. Staying busy and living in an exhausted state has become the norm for our culture. In previous episodes, I’ve discussed the necessity of work/life synchrony. That being said, unplugging also provides an opportunity for great revelations and positive shifts. It allows us to gain a new perspective on every relationship in life.  Unplugging is different for each individual. Most commonly it means separating yourself from work. However, it could also mean temporarily backing away from a situation or event. Regardless of the reason, great benefit can be attained by stepping away and resetting, and the benefits will continue for years to come in both our professional and personal lives. Why should you consider unplugging? Dieter F. Uchtdorf said, “We would do well to slow down a little, focus on the significant, and truly see the things that matter most.” What does that look like? It’s stepping away from the busyness of life to give yourself the time to reset. How long you should unplug is entirely dependent on how long it takes to accomplish your intended purpose. If you’re willing to unplug, you’ll find that you’ll be better prepared to have meaningful discussions with others and that your relationships will grow. These are things Jim has found to be true after he unplugged with his sabbatical.  What do you think of when you hear the word unplug? Is it something you’ve considered for yourself or your employees? Find out how learning to unplug will make you a better leader with a stronger team.  Outline of This Episode  [3:40] Jim McNulty’s leadership background from flipping burgers to the present [7:03] How to hire employees who care about people [10:02] How Oak Bank stands out [18:50] Jim’s slam dunk achievement at Oak Bank [26:04] Using work successes in personal relationships [29:10] Struggles during the pandemic [33:20] Jim’s ten-week sabbatical [40:37] What Jim learned during the trip that benefited his work [46:13] Two benefits of unplugging to keep in mind   Resources &amp; People Mentioned SPONSOR: eWebinar - eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days  Ray Dalio’s book https://www.principles.com/ Jack Welch Jack Welch Management Institute  Connect with Jim McNulty  Jim’s company profile Jim McNulty Jim’s sabbatical blog The Big Trip Connect with Jim on LinkedIn Jim McNulty's Twitter profile  Connect With Bruce  www.ContractedLeadership.com Facebook  LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

When you hear about someone needing to unplug, you likely picture someone frazzled and on the edge of a burn-out. We can all relate to similar feelings of overwhelm; it seems almost inevitable. However, that outcome could have been different if the person had proactively taken the time to refresh before getting to that point. Jim McNulty, Sr. Vice President of Business Banking, doesn’t only understand the previous truth, he’s done something about it. During this conversation, we discuss his experience taking a ten-week sabbatical and his journey to that decision. As I spoke with Jim, I came to understand his heart for people. Throughout our discussion, he kept coming back to that. His hiring process, the way he operates, and his relationships teach us a lot about creating a culture that develops others.  We discussed the impact that COVID-19 had on Oak Bank and how they pushed through the obstacles presented by the pandemic to be able to say, “Yes” to each person in need. In a matter of weeks, he had to turn his bank into a PPP loan processing station. Every individual who called needing help was met with kindness and understanding. Jim attributes much of this understanding to lessons he learned during his sabbatical. Listen to learn more from Jim’s wise perspective about taking time to refresh. How does unplugging benefit the workplace? There were many benefits that came from Jim’s sabbatical, not just for him but for his family and workplace team. Jim and his family grew closer during his time off and he learned to appreciate the benefits of unplugging. Meanwhile, his company benefited due to the training provided and trust granted in preparation for Jim being gone. His employees flourished with having greater responsibility and future leadership potential was developed.  It’s easy to think that we are indispensable, that the work we do is too important for us to take time off, that no one can do our job as well as we can. The reality is that our businesses should be able to run without us. Not permanently, of course, but certainly for a time. Preparing for someone to unplug is like an emergency drill. We can prepare for the inevitable by preparing for the expected. What does it mean to unplug? Many of us think we need to be constantly available and engaged in the workplace. We wouldn’t even consider taking a break. Staying busy and living in an exhausted state has become the norm for our culture. In previous episodes, I’ve discussed the necessity of work/life synchrony. That being said, unplugging also provides an opportunity for great revelations and positive shifts. It allows us to gain a new perspective on every relationship in life.  Unplugging is different for each individual. Most commonly it means separating yourself from work. However, it could also mean temporarily backing away from a situation or event. Regardless of the reason, great benefit can be attained by stepping away and resetting, and the benefits will continue for years to come in both our professional and personal lives. Why should you consider unplugging? Dieter F. Uchtdorf said, “We would do well to slow down a little, focus on the significant, and truly see the things that matter most.” What does that look like? It’s stepping away from the busyness of life to give yourself the time to reset. How long you should unplug is entirely dependent on how long it takes to accomplish your intended purpose. If you’re willing to unplug, you’ll find that you’ll be better prepared to have meaningful discussions with others and that your relationships will grow. These are things Jim has found to be true after he unplugged with his sabbatical.  What do you think of when you hear the word unplug? Is it something you’ve considered for yourself or your employees? Find out how learning to unplug will make you a better leader with a stronger team.  Outline of This Episode <ul> <li>[3:40] Jim McNulty’s leadership background from flipping burgers to the present</li> <li>[7:03] How to hire employees who care about people</li> <li>[10:02] How Oak Bank stands out</li> <li>[18:50] Jim’s slam dunk achievement at Oak Bank</li> <li>[26:04] Using work successes in personal relationships</li> <li>[29:10] Struggles during the pandemic</li> <li>[33:20] Jim’s ten-week sabbatical</li> <li>[40:37] What Jim learned during the trip that benefited his work</li> <li>[46:13] Two benefits of unplugging to keep in mind </li> </ul> Resources &amp; People Mentioned SPONSOR: <a href="https://ewebinar.com/" rel="nofollow" target="_blank">eWebinar</a> - eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days <ul> <li>Ray Dalio’s book <a href="https://www.principles.com/" rel="nofollow" target="_blank">https://www.principles.com/</a></li> <li>Jack Welch <a href="https://jackwelch.strayer.edu/" rel="nofollow" target="_blank">Jack Welch Management Institute</a></li> </ul> Connect with Jim McNulty <ul> <li>Jim’s company profile <a href="https://www.oakbankonline.com/profile/jim-mcnulty/" rel="nofollow" target="_blank">Jim McNulty</a></li> <li>Jim’s sabbatical blog <a href="https://www.mcnultybigtrip.com/" rel="nofollow" target="_blank">The Big Trip</a></li> <li>Connect with Jim <a href="https://www.linkedin.com/in/jim-mcnulty-66614a4/" rel="nofollow" target="_blank">on LinkedIn</a></li> <li><a href="https://twitter.com/buckybanker?lang=en" rel="nofollow" target="_blank">Jim McNulty's Twitter profile</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="nofollow" target="_blank"> LinkedIn</a></li> <li><a href="http://contractleaders" rel="nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="nofollow" target="_blank">PODCAST FAST TRACK</a>

The Value of Unplugging, with Jim McNulty, Ep #72

The building of any organization requires an inordinate amount of enthusiasm for what you’re building and why you’re doing it, certainly more than the average person possesses. That’s why good leadership is at such a premium — it’s unusual for that kind of passion to exist in an individual, much less to exist in a way that is sustainable over the long haul. Tim O’Brien is a leader who oozes passion for what he’s doing and it’s all rooted in the realization that he has the opportunity every day to help others live a better life. His role as founder of The Healthy Place and other nutrition and health-related companies is the natural result of his pursuit of that desire. In this conversation, we discuss how Tim became interested in the world of natural health, how he creates a culture within his companies that focuses on helping the customer first (even if that doesn’t result in a sale), how he's learned to activate and empower the unique abilities of his team members, and much more. We could have talked for hours, so I invite you to join me for another captivating conversation. Leaders must ensure that organizational culture serves customers Organizations that matter function according to some sort of mission, a reason the organization exists. Typically, that mission benefits people, who are its customers or recipients. It’s the leader who is responsible to ensure that the people their organization serves remain the front and center focus of the organization’s efforts. Tim O’Brien keeps that focus in view for his teams by repeating a simple phrase that is introduced during the three-month training all team members receive. What is the statement? “Souls before sales.” It’s Tim’s way of reminding himself and his team members that the help they provide to their customers has no strings attached. Sometimes that means they don’t sell anything. Other times, it may mean a sale happens. Either way, the person is being served in a way that truly benefits them, and that is what matters. Leaders must also ensure that team members can serve customers with integrity On the “team” side of things Tim’s slogan “souls before sales” applies as well. Tim desires for his team members to be among the highest compensated in the industry and wants to provide that compensation in a way that is never in competition with the best interests of the customer. For example, in the natural health industry, it’s common for sales associates to receive varying levels of commission, based on the products being sold. Tim himself experienced this tension when as a young man working in a health food store, he was tempted to suggest a supplement that he knew was not the best solution to a customer’s problem but would earn him a higher commission. He never wants his team members to be faced with that kind of choice. Said another way, he wants to make it easy for his team to serve customers well. As a result, he provides his team members a bonus that is based on the overall growth of the company, not only on personal sales. That way their work contributes to the bonus but is not directly tied to the particular products they recommend or sell. They can maintain a clear conscience and full integrity in pointing customers to the best solutions for their needs.  Team selection is as much about passion and desire to help people as it is qualifications Everyone is on a journey, in life and career pursuits. It’s not always the case that job applicants know where they are headed or even what the job they are applying for will entail in its fullest manifestation. Knocking on doors and investigating employment opportunities is one of the ways we discover the path we are meant to take. This is one of the reasons that Tim’s organizations are not looking for specific life experiences or qualifications when selecting new team members. They know that expertise can be gained through training and experience on the sales floor. What matters more is that the person being trained has the passion to make a difference, the ability to learn, the willingness to be taught (which is an entirely different thing), and a deep desire to help people. Those ingredients can be refined to become an effective sales or customer service associate.  Are you casting a personal, compelling vision for your team? Team members are not cogs in the machinery that accomplishes the mission of visionary leaders. Their personal journey and experience of life are just as important as any mission the organization may have. Leaders must recognize this and apply that knowledge to the way they lead the people under them. Care, compassion, and true encouragement expressed by leaders build a level of trust and loyalty to the organization that can’t happen any other way. That’s why Tim endeavors to give himself daily reminders that the people he leads are valuable and important as human beings — and is also the reason why he communicates that fact to people often. None of us can overcome our insecurities, doubts, and fears without those influential others who remind us that the negative voices we hear are lying to us. Tim takes that responsibility seriously and desires to be a conduit of hope and encouragement to everyone he meets. In my book, that’s a true leader. Outline of This Episode  [1:10] Tim O’Brien’s experience, background, and motivation in nutrition and wellness [7:41] What people concerned about health supplements don’t typically understand [11:01] How Tim has built a culture of education and knowledge in his companies [15:09] The personal story behind Tim’s journey into nutrition, health, and helping others [20:08] Hiring team members based on passion, character, and humility [25:05] Trust for his team and the pivotal moments that taught him how to do it [31:02] Why Tim and his team work hard to reduce friction for customers [34:11] The challenges and opportunities that have come from the COVID pandemic [42:04] Important things that drive Tim forward in life [47:21] Managing life and the varied responsibilities it brings [59:31] Tim’s offer of 25% off and FREE nutrition and health advice   Resources &amp; People Mentioned SPONSOR:eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days  GNC Bruce’s talk at Disrupt Madison FIT (Functional Integrative Training) in Madison, WI  Connect with Tim O’Brien Use the LIVE CHAT on Tim’s website to learn about ANY health issue - any day and use the coupon code “leadership” to get 25% off full price  Connect with Tim on LinkedIn Tim’s company website: The Healthy Place Tim’s vitamin company: Lively Vitamin Co The Wild Theory CBD Oils company Tim leads Follow The Healthy Place on YouTube Follow on Instagram  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

The building of any organization requires an inordinate amount of enthusiasm for what you’re building and why you’re doing it, certainly more than the average person possesses. That’s why good leadership is at such a premium — it’s unusual for that kind of passion to exist in an individual, much less to exist in a way that is sustainable over the long haul. Tim O’Brien is a leader who oozes passion for what he’s doing and it’s all rooted in the realization that he has the opportunity every day to help others live a better life. His role as founder of The Healthy Place and other nutrition and health-related companies is the natural result of his pursuit of that desire. In this conversation, we discuss how Tim became interested in the world of natural health, how he creates a culture within his companies that focuses on helping the customer first (even if that doesn’t result in a sale), how he's learned to activate and empower the unique abilities of his team members, and much more. We could have talked for hours, so I invite you to join me for another captivating conversation. Leaders must ensure that organizational culture serves customers Organizations that matter function according to some sort of mission, a reason the organization exists. Typically, that mission benefits people, who are its customers or recipients. It’s the leader who is responsible to ensure that the people their organization serves remain the front and center focus of the organization’s efforts. Tim O’Brien keeps that focus in view for his teams by repeating a simple phrase that is introduced during the three-month training all team members receive. What is the statement? “Souls before sales.” It’s Tim’s way of reminding himself and his team members that the help they provide to their customers has no strings attached. Sometimes that means they don’t sell anything. Other times, it may mean a sale happens. Either way, the person is being served in a way that truly benefits them, and that is what matters. Leaders must also ensure that team members can serve customers with integrity On the “team” side of things Tim’s slogan “souls before sales” applies as well. Tim desires for his team members to be among the highest compensated in the industry and wants to provide that compensation in a way that is never in competition with the best interests of the customer. For example, in the natural health industry, it’s common for sales associates to receive varying levels of commission, based on the products being sold. Tim himself experienced this tension when as a young man working in a health food store, he was tempted to suggest a supplement that he knew was not the best solution to a customer’s problem but would earn him a higher commission. He never wants his team members to be faced with that kind of choice. Said another way, he wants to make it easy for his team to serve customers well. As a result, he provides his team members a bonus that is based on the overall growth of the company, not only on personal sales. That way their work contributes to the bonus but is not directly tied to the particular products they recommend or sell. They can maintain a clear conscience and full integrity in pointing customers to the best solutions for their needs.  Team selection is as much about passion and desire to help people as it is qualifications Everyone is on a journey, in life and career pursuits. It’s not always the case that job applicants know where they are headed or even what the job they are applying for will entail in its fullest manifestation. Knocking on doors and investigating employment opportunities is one of the ways we discover the path we are meant to take. This is one of the reasons that Tim’s organizations are not looking for specific life experiences or qualifications when selecting new team members. They know that expertise can be gained through training and experience on the sales floor. What matters more is that the person being trained has the passion to make a difference, the ability to learn, the willingness to be taught (which is an entirely different thing), and a deep desire to help people. Those ingredients can be refined to become an effective sales or customer service associate.  Are you casting a personal, compelling vision for your team? Team members are not cogs in the machinery that accomplishes the mission of visionary leaders. Their personal journey and experience of life are just as important as any mission the organization may have. Leaders must recognize this and apply that knowledge to the way they lead the people under them. Care, compassion, and true encouragement expressed by leaders build a level of trust and loyalty to the organization that can’t happen any other way. That’s why Tim endeavors to give himself daily reminders that the people he leads are valuable and important as human beings — and is also the reason why he communicates that fact to people often. None of us can overcome our insecurities, doubts, and fears without those influential others who remind us that the negative voices we hear are lying to us. Tim takes that responsibility seriously and desires to be a conduit of hope and encouragement to everyone he meets. In my book, that’s a true leader. Outline of This Episode <ul> <li>[1:10] Tim O’Brien’s experience, background, and motivation in nutrition and wellness</li> <li>[7:41] What people concerned about health supplements don’t typically understand</li> <li>[11:01] How Tim has built a culture of education and knowledge in his companies</li> <li>[15:09] The personal story behind Tim’s journey into nutrition, health, and helping others</li> <li>[20:08] Hiring team members based on passion, character, and humility</li> <li>[25:05] Trust for his team and the pivotal moments that taught him how to do it</li> <li>[31:02] Why Tim and his team work hard to reduce friction for customers</li> <li>[34:11] The challenges and opportunities that have come from the COVID pandemic</li> <li>[42:04] Important things that drive Tim forward in life</li> <li>[47:21] Managing life and the varied responsibilities it brings</li> <li>[59:31] Tim’s offer of 25% off and FREE nutrition and health advice </li> </ul> Resources &amp; People Mentioned SPONSOR:<a href="https://ewebinar.com/" rel="noopener nofollow" target="_blank">eWebinar</a> automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days <ul> <li><a href="https://www.gnc.com/" rel="noopener nofollow" target="_blank">GNC</a></li> <li>Bruce’s <a href="https://disrupthr.co/vimeo-video/leadership-in-the-shadows-bruce-holoubek-disrupthr-talks/" rel="noopener nofollow" target="_blank">talk at Disrupt Madison</a></li> <li><a href="https://functionalintegratedtraining.com/" rel="noopener nofollow" target="_blank">FIT (Functional Integrative Training)</a> in Madison, WI</li> </ul> Connect with Tim O’Brien Use the LIVE CHAT on Tim’s website to learn about ANY health issue - any day and use the coupon code “leadership” to get 25% off full price <ul> <li>Connect with Tim <a href="https://www.linkedin.com/in/timobrienthehealthyplace/" rel="noopener nofollow" target="_blank">on LinkedIn</a></li> <li>Tim’s company website: <a href="https://findyourhealthyplace.com/" rel="noopener nofollow" target="_blank">The Healthy Place</a></li> <li>Tim’s vitamin company: <a href="https://livelyvitaminco.com" rel="noopener nofollow" target="_blank">Lively Vitamin Co</a></li> <li>The <a href="https://wildtheory.com/" rel="noopener nofollow" target="_blank">Wild Theory CBD Oils</a> company Tim leads</li> <li>Follow The Healthy Place <a href="https://www.youtube.com/channel/UCYQVVKB58mGd_YgxAL0LMGA?view_as=subscriber" rel="noopener nofollow" target="_blank">on YouTube</a></li> <li>Follow <a href="https://www.instagram.com/applewellness/" rel="noopener nofollow" target="_blank">on Instagram</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

Souls Before Sales, with Tim O’Brien, Ep #71

Chris Clarke-Epstein

There are many people who impact you deeply as you go through life, but only some who do so more deeply than you know at the time. Chris Clarke-Epstein is one of those people for me. Chris was a unique individual who possessed a movie-worthy personality and style. Her speaking prowess was the kind that captivated audiences before they knew what was happening. She was a chameleon of conversation, artfully adapting the way she interacted with individuals to enable a connection based on who they were and what they had experienced. Though she is best known for her storytelling and speaking she was also able to get right to the point, but in a way that made the person she was interacting with feel that they were being given the gift of knowledge and insight to be treasured. Our world is a richer place from having Chris in it. We will miss her.  Putting ideas into action requires change — in yourself and in how you respond All of us experience times in life when we need to decide if we're going to bring our new ideas to fruition. If so, we will have to change our current behavior and actions.  Change is a strange thing, it affects each of us uniquely. Chris Clarke-Epstein made it her life’s work to discover why some people respond to change by stepping up to the challenge while others are trapped in overwhelm and miss the opportunity change provides. She’s discovered that the measure of success in a person’s life is how they deal with the bends in the road that require change. Do they vacillate and delay out of fear or insecurity, or do they move ahead eager to discover a better future? The time between the two must diminish if we are to be good leaders and it’s our experience that shortens the cycle. Over time and as we grow, we find that what stopped us in our tracks earlier in life becomes something that we know we can get through by gathering our resources and moving ahead. Organizational change impacts your team in a variety of ways Leaders need to understand that the people in their organization handle change in a variety of ways. What is more, learning the following about your team can help you guide them artfully and wisely: Change is bigger in the minds of your team than it is in yours Your team is typically not in the know about the details surrounding the change you're proposing. You’ve had time to process the situation and make mental, emotional, and practical adjustments. Your team typically hasn’t. You need to empathize with their experience and lead them along at a rate that they can keep up with. As you do, your team will process the change more healthily and come on board more enthusiastically. Change is likely your choice, not the choice of your team As a leader, you need to force yourself back into the role of a follower for the sake of understanding the context within which your team is responding to the change being proposed. They have no control or say in whether the change takes place. It’s being dictated to them, they’ve got to adapt even if they don’t want to. Understanding that reality helps you patiently ask the questions required to understand their journey to the new reality you already see. Your team needs to understand the benefits of the change that you already see As a leader, you need to understand that the benefits you see coming from the changes you’re implementing are not internalized by your team — yet. Their motivation and their enthusiasm about the change will grow the more they see the future benefits they will experience. So cast that vision. Keep talking about it. Ensure that your team understands the better future you’re headed to together. Your team will believe in the need for change the longer and more consistently you talk about it 70% of organizational change initiatives fail. Why? Much of the reason is that the leader fails to consistently cast the vision behind the change and equip and empower the team to accomplish it. A sustained effort will empower change initiatives, convincing the team that it’s really going to happen. So stick with one idea until it’s complete. Don’t let the next seminar or leadership conference you attend derail what you already have in place. If you are constantly bringing new ideas and changes to your people your ideas for change will quickly lose credibility. These are just a sampling of the wisdom Chris shares in this conversation. It’s one I will treasure for years and am honored I was able to experience. Enjoy! Resources &amp; People Mentioned SPONSOR:eWebinar - eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

There are many people who impact you deeply as you go through life, but only some who do so more deeply than you know at the time. Chris Clarke-Epstein is one of those people for me. Chris was a unique individual who possessed a movie-worthy personality and style. Her speaking prowess was the kind that captivated audiences before they knew what was happening. She was a chameleon of conversation, artfully adapting the way she interacted with individuals to enable a connection based on who they were and what they had experienced. Though she is best known for her storytelling and speaking she was also able to get right to the point, but in a way that made the person she was interacting with feel that they were being given the gift of knowledge and insight to be treasured. Our world is a richer place from having Chris in it. We will miss her.  Putting ideas into action requires change — in yourself and in how you respond All of us experience times in life when we need to decide if we're going to bring our new ideas to fruition. If so, we will have to change our current behavior and actions.  Change is a strange thing, it affects each of us uniquely. Chris Clarke-Epstein made it her life’s work to discover why some people respond to change by stepping up to the challenge while others are trapped in overwhelm and miss the opportunity change provides. She’s discovered that the measure of success in a person’s life is how they deal with the bends in the road that require change. Do they vacillate and delay out of fear or insecurity, or do they move ahead eager to discover a better future? The time between the two must diminish if we are to be good leaders and it’s our experience that shortens the cycle. Over time and as we grow, we find that what stopped us in our tracks earlier in life becomes something that we know we can get through by gathering our resources and moving ahead. Organizational change impacts your team in a variety of ways Leaders need to understand that the people in their organization handle change in a variety of ways. What is more, learning the following about your team can help you guide them artfully and wisely: Change is bigger in the minds of your team than it is in yours Your team is typically not in the know about the details surrounding the change you're proposing. You’ve had time to process the situation and make mental, emotional, and practical adjustments. Your team typically hasn’t. You need to empathize with their experience and lead them along at a rate that they can keep up with. As you do, your team will process the change more healthily and come on board more enthusiastically. Change is likely your choice, not the choice of your team As a leader, you need to force yourself back into the role of a follower for the sake of understanding the context within which your team is responding to the change being proposed. They have no control or say in whether the change takes place. It’s being dictated to them, they’ve got to adapt even if they don’t want to. Understanding that reality helps you patiently ask the questions required to understand their journey to the new reality you already see. Your team needs to understand the benefits of the change that you already see As a leader, you need to understand that the benefits you see coming from the changes you’re implementing are not internalized by your team — yet. Their motivation and their enthusiasm about the change will grow the more they see the future benefits they will experience. So cast that vision. Keep talking about it. Ensure that your team understands the better future you’re headed to together. Your team will believe in the need for change the longer and more consistently you talk about it 70% of organizational change initiatives fail. Why? Much of the reason is that the leader fails to consistently cast the vision behind the change and equip and empower the team to accomplish it. A sustained effort will empower change initiatives, convincing the team that it’s really going to happen. So stick with one idea until it’s complete. Don’t let the next seminar or leadership conference you attend derail what you already have in place. If you are constantly bringing new ideas and changes to your people your ideas for change will quickly lose credibility. These are just a sampling of the wisdom Chris shares in this conversation. It’s one I will treasure for years and am honored I was able to experience. Enjoy! Resources &amp; People Mentioned SPONSOR:<a href="https://ewebinar.com/" rel="noopener nofollow" target="_blank">eWebinar</a> - eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

In Memoriam: Honoring the Memory of Chris Clarke-Epstein, Ep #70

Welcome to “The Development Exponent: A Leadership Perspective” with your host Bruce Holoubek. Bruce believes that the degree to which leaders invest in the development of their people as a whole has an exponential effect on both the growth of that individual and the growth of the organization in which they work. When done properly, it creates truly mutually meaningful work engagements. Your looking glass into the mechanics of that relationship starts here. - You can learn more about Bruce and the work he does with leaders at http://theapugroup.com

I had a blast being on Bruce’s show. He is down to earth, fun to chat with and asks great questions.  In addition to being a guest I’ve  listened to many of his other shows - they are great!!

Awesome Host!

I had a blast being interviewed by Bruce! His thoughtful and calm presence makes for an interesting, insightful and motivating show. Highly recommend!

Insightful, Fun & Real!

Welcome to “The Development Exponent: A Leadership Perspective” with your host Bruce Holoubek. Bruce believes that the degree to which leaders invest in the development of their people as a whole has an exponential effect on both the growth of that individual and the growth of the organization in which they work. When done properly, it creates truly mutually meaningful work engagements. Your looking glass into the mechanics of that relationship starts here. - You can learn more about Bruce and the work he does with leaders at <a href="http://theapugroup.com" rel="nofollow" target="_blank">http://theapugroup.com</a>

The Development Exponent: A Leadership Perspective

Derek Deprey

Most of us are not as familiar with the term “self leadership” as we are with the idea of leadership in general. That’s because we typically think of leadership as something we do that is directed toward others, be they followers or emerging leaders. My guest for this episode of the podcast has literally written a book on the concept - and it’s a topic that I think you’re going to resonate with. Why? Because a commitment to personal growth and development is what’s behind the concept of self leadership and I know that my podcast listeners are people who are very interested in that topic. Join me as I speak with Derek Deprey - a husband, father, and the Director of People &amp; Service for the Wisconsin Athletic Club (WAC). There, he’s responsible for teaching over 1,000 team members the core principles of leadership, training, and personal development. Self leadership in a nutshell: a commitment to personal growth Every leader knows intuitively that they must be growing themselves if they have any hope of leading others well. But even with that being the case, there are many who have never made a commitment to themselves that they will be intentional about their growth. Those who lead themselves well see the importance of things like Core Values, Personal Vision Statements, and the implementation of behaviors that make growth happen. They aren’t content with being comfortable - in fact, those who we might call “masters” of self leadership often put themselves into uncomfortable places intentionally. In this conversation, you’ll hear Derek describe how that has been the case for him and how a very uncomfortable situation where he experienced an epic fail put him on the path to self leadership and personal growth. A key question to ask yourself regularly... Those who are adept at self leadership are not willing to accept the status quo in their own lives. They dig deep to find the things in themselves that are holding them back or in need of change. A question that Derek asks himself often to help him discern what those areas might be is this… “What is bothering me that I’m putting off?” When we honestly ask questions of that nature we will find lots of things rising to the surface in answer to the question…, projects that need to be done, books that need to be read or written, opportunities at work we’ve been slow to take on, and more. But at the root of those we’ll find the deeper things we’re really after: fears, doubts, and plain old procrastination. Those skilled at self leadership place a bullseye on those limitations and obstacles and one at a time begin picking them off - leading themselves into a place of growth by doing so. Self leaders work toward, work-life fusion instead of work-life balance If you take the time to Google the phrase “work-life balance” you’ll find 600 million results returned. Clearly, many people are curious about the topic and many others are creating resources to address it. One aspect of what goes into leading yourself toward a healthy lifestyle in regards to work and home life is this: complementary values. When the things that you value in your personal life guide you as they should, you’ll view every opportunity at work through the lens of those values. That means that when you consider a new position or role at work or a new employment opportunity, you need to bring those personal values to bear on your decision. Your personal values should not compete with the values required of you in that position. Those who lead themselves well maintain this commitment and bring work and life together into a meaningful combination. What’s more important than finding your passion? Finding your meaning These days people often express a longing to find the thing they are passionate about, the thing that will motivate them to work hard, serve, and make a difference in the world. But passion is prone to waxing and waning if there is not something more substantial beneath it. Derek Deprey rightly points out that it’s more important to find your meaning than it is to find your passion. It’s a nuance to be sure, but one that’s important to understand. When you can see the meaning in what you’re doing, it will sustain you over the long haul even when the job at hand is difficult or wearisome. Knowing that you are making a difference in ways that matter to you personally makes all the difference. Outline of This Episode  [3:27] Derek’s own frustration prompted him to write himself out of it [4:17] Why the concept of “self leadership” is so vital to good leadership of people [5:35] How Derek’s book writing process unfolded [8:27] One key question: “What am I putting off that’s bothering me?” [11:42] The professional crash that set Derek on a new path of success [23:08] Specific leadership roles Derek fulfills at Wisconsin Athletic Club [24:49] The leadership bootcamp program Derek oversees [29:08] Follow-up received for attendees of a leadership bootcamp [33:12] How Derek pulls everything together to integrate it in his life [36:03] To Derek, there’s something more important than finding your passion  Resources &amp; People Mentioned  BOOK: The 21 Irrefutable Laws of Leadership BOOK: The Mentor Leader by Tony Dungy  Connect with Derek Deprey  Derek’s Website: http://derekdeprey.com/ Derek’s book: Shift Follow Derek on LinkedIn Follow Derek on Twitter: @DerekDeprey  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

Most of us are not as familiar with the term “self leadership” as we are with the idea of leadership in general. That’s because we typically think of leadership as something we do that is directed toward others, be they followers or emerging leaders. My guest for this episode of the podcast has literally written a book on the concept - and it’s a topic that I think you’re going to resonate with. Why? Because a commitment to personal growth and development is what’s behind the concept of self leadership and I know that my podcast listeners are people who are very interested in that topic. Join me as I speak with Derek Deprey - a husband, father, and the Director of People &amp; Service for the Wisconsin Athletic Club (WAC). There, he’s responsible for teaching over 1,000 team members the core principles of leadership, training, and personal development. Self leadership in a nutshell: a commitment to personal growth Every leader knows intuitively that they must be growing themselves if they have any hope of leading others well. But even with that being the case, there are many who have never made a commitment to themselves that they will be intentional about their growth. Those who lead themselves well see the importance of things like Core Values, Personal Vision Statements, and the implementation of behaviors that make growth happen. They aren’t content with being comfortable - in fact, those who we might call “masters” of self leadership often put themselves into uncomfortable places intentionally. In this conversation, you’ll hear Derek describe how that has been the case for him and how a very uncomfortable situation where he experienced an epic fail put him on the path to self leadership and personal growth. A key question to ask yourself regularly... Those who are adept at self leadership are not willing to accept the status quo in their own lives. They dig deep to find the things in themselves that are holding them back or in need of change. A question that Derek asks himself often to help him discern what those areas might be is this… “What is bothering me that I’m putting off?” When we honestly ask questions of that nature we will find lots of things rising to the surface in answer to the question…, projects that need to be done, books that need to be read or written, opportunities at work we’ve been slow to take on, and more. But at the root of those we’ll find the deeper things we’re really after: fears, doubts, and plain old procrastination. Those skilled at self leadership place a bullseye on those limitations and obstacles and one at a time begin picking them off - leading themselves into a place of growth by doing so. Self leaders work toward, work-life fusion instead of work-life balance If you take the time to Google the phrase “work-life balance” you’ll find 600 million results returned. Clearly, many people are curious about the topic and many others are creating resources to address it. One aspect of what goes into leading yourself toward a healthy lifestyle in regards to work and home life is this: complementary values. When the things that you value in your personal life guide you as they should, you’ll view every opportunity at work through the lens of those values. That means that when you consider a new position or role at work or a new employment opportunity, you need to bring those personal values to bear on your decision. Your personal values should not compete with the values required of you in that position. Those who lead themselves well maintain this commitment and bring work and life together into a meaningful combination. What’s more important than finding your passion? Finding your meaning These days people often express a longing to find the thing they are passionate about, the thing that will motivate them to work hard, serve, and make a difference in the world. But passion is prone to waxing and waning if there is not something more substantial beneath it. Derek Deprey rightly points out that it’s more important to find your meaning than it is to find your passion. It’s a nuance to be sure, but one that’s important to understand. When you can see the meaning in what you’re doing, it will sustain you over the long haul even when the job at hand is difficult or wearisome. Knowing that you are making a difference in ways that matter to you personally makes all the difference. Outline of This Episode <ul> <li>[3:27] Derek’s own frustration prompted him to write himself out of it</li> <li>[4:17] Why the concept of “self leadership” is so vital to good leadership of people</li> <li>[5:35] How Derek’s book writing process unfolded</li> <li>[8:27] One key question: “What am I putting off that’s bothering me?”</li> <li>[11:42] The professional crash that set Derek on a new path of success</li> <li>[23:08] Specific leadership roles Derek fulfills at Wisconsin Athletic Club</li> <li>[24:49] The leadership bootcamp program Derek oversees</li> <li>[29:08] Follow-up received for attendees of a leadership bootcamp</li> <li>[33:12] How Derek pulls everything together to integrate it in his life</li> <li>[36:03] To Derek, there’s something more important than finding your passion</li> </ul> Resources &amp; People Mentioned <ul> <li>BOOK: <a href="https://www.amazon.com/21-Irrefutable-Laws-Leadership-Anniversary/dp/0785288376" rel="noopener nofollow" target="_blank">The 21 Irrefutable Laws of Leadership</a></li> <li>BOOK: <a href="https://www.amazon.com/Mentor-Leader-Secrets-Building-Consistently/dp/1414338066" rel="noopener nofollow" target="_blank">The Mentor Leader</a> by Tony Dungy</li> </ul> Connect with Derek Deprey <ul> <li>Derek’s Website: <a href="http://derekdeprey.com/" rel="noopener nofollow" target="_blank">http://derekdeprey.com/</a></li> <li>Derek’s book: <a href="https://www.amazon.com/SHIFT-Frustrated-Fulfilled-Derek-Deprey/dp/1946114049" rel="noopener nofollow" target="_blank">Shift</a></li> <li>Follow Derek <a href="https://www.linkedin.com/in/derekdeprey/" rel="noopener nofollow" target="_blank">on LinkedIn</a></li> <li>Follow Derek on Twitter: <a href="https://twitter.com/derekdeprey" rel="noopener nofollow" target="_blank">@DerekDeprey</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

Self Leadership Before Leadership Of Others, with Derek Deprey, Ep #50

In his quest of exploring the relationships between leaders and the emerging leaders they develop Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast talks to Rani Mani and Jose Camacho of Adobe. Rani Mani is the head of Global Social Influencer Enablement and Employee Advocacy at Adobe. She is passionate about cultivating and nurturing communities and coaching others to do the same. Her nickname at Adobe is “The Velvet Hammer” due to her ability to lead with her head and her heart-- to be assertive and firm yet with kindness and respect. Rani’s mantra is “To make the impossible possible.” Jose Camacho is the Social Media Enablement Strategist at Adobe. He is passionate about building leaders in his community both at home and at work. Jose’s mantra is, “Wherever I’m needed, whatever it takes.” Jose reports directly to Rani. Jose is helping Rani mobilize all of Adobe to become employee ambassadors. Rani establishes key relationships across Adobe. At Adobe people are expected to bring their whole selves to work and not compartmentalize who they are. This allows leaders like Rani to develop emerging leaders like Jose to see their preferences and talents and better create a mutually meaningful work environment. To create a mutually meaningful work environment for your emerging leader, Rani recommends that you ask them questions like, “What makes your heart sing?” “ What do you want to do in life?” “What does success look like to you?” and look for projects that support those goals. Then co-create a plan to help them get there. In helping them with the plan, don’t hold their hand tightly, instead aim to be the wind beneath their wings. Break Out Sometimes emerging leaders have the limiting belief that they have plateaued. That they are where they are physically, emotionally, and professionally and that there is nowhere left to grow. By allowing your people to bring their whole selves to work allows you as a leader to be aware of where your people are personally and allows you to help them get unstuck from those limiting beliefs. The pain of their limiting belief can be more painful than the work of growth, but the belief can be comforting psychologically, so finding out what the fear is that is holding the person back can be key in helping move them forward. Find out what the fear is in service of. Is the fear reinforcing a deeply seated belief about themselves or the world? Is the fear somehow protecting them in some fashion? One way to start is by asking the person, if the stagnation is more painful or less painful than the growth itself. Break Through A good problem is when your people are so passionate about what they do and the people they work with that their process becomes too familiar and familial. People become too comfortable. This creates a creative stagnation, and it becomes hard to have breakthrough moments. To move out of that space, you can ask provocative questions and make declarative statements. “What if this team breaks up, what if this role goes away, what do we lose?” “What if tomorrow we have to report to different organizations and different managers-- does the work become less important? What we lose funding, do we have a more creative, scrappy way to get it done?” “What if we lose 90% of our team, can we still move forward?” Sensational “what if” questions get the juices flowing to see if were are leaving something on the table because we are too comfortable, robotic or predictable in our stance. Tweet This/ LinkedIn That The pain of your limiting belief can be more painful than the work of growth. Find out what needs that fear is serving. #levelupyourleadership #leadership #contractleaders People become too comfortable and it creates a creative stagnation. To break through ask sensational “what if” questions to see if you are leaving something on the table because you are too robotic or predictable in your stance. #levelupyourleadership #leadership #contractleaders Be intentional in your coaching of emerging leaders: take an inventory of the people who are in your immediate sphere of influence and have a sense for what kind of relationship you are building with that person. #levelupyourleadership #leadership #contractleaders Explore your own limiting beliefs. Notice what types of people you are inspired by. As a mentor or coach you have to make sure your own soul is being fed and that your giving isn’t one-directional. #levelupyourleadership #leadership #contractleaders Create a mutually meaningful work environment for your people. Ask them, “What makes your heart sing?” “ What do you want to do in life?” “What does success look like to you?” and look for projects that support those goals. Then co-create a plan to help them get there. #levelupyourleadership #leadership #contractleaders

In his quest of exploring the relationships between leaders and the emerging leaders they develop Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast talks to Rani Mani and Jose Camacho of Adobe. Rani Mani is the head of Global Social Influencer Enablement and Employee Advocacy at Adobe. She is passionate about cultivating and nurturing communities and coaching others to do the same. Her nickname at Adobe is “The Velvet Hammer” due to her ability to lead with her head and her heart-- to be assertive and firm yet with kindness and respect. Rani’s mantra is “To make the impossible possible.” Jose Camacho is the Social Media Enablement Strategist at Adobe. He is passionate about building leaders in his community both at home and at work. Jose’s mantra is, “Wherever I’m needed, whatever it takes.” Jose reports directly to Rani. Jose is helping Rani mobilize all of Adobe to become employee ambassadors. Rani establishes key relationships across Adobe. At Adobe people are expected to bring their whole selves to work and not compartmentalize who they are. This allows leaders like Rani to develop emerging leaders like Jose to see their preferences and talents and better create a mutually meaningful work environment. To create a mutually meaningful work environment for your emerging leader, Rani recommends that you ask them questions like, “What makes your heart sing?” “ What do you want to do in life?” “What does success look like to you?” and look for projects that support those goals. Then co-create a plan to help them get there. In helping them with the plan, don’t hold their hand tightly, instead aim to be the wind beneath their wings. Break Out Sometimes emerging leaders have the limiting belief that they have plateaued. That they are where they are physically, emotionally, and professionally and that there is nowhere left to grow. By allowing your people to bring their whole selves to work allows you as a leader to be aware of where your people are personally and allows you to help them get unstuck from those limiting beliefs. The pain of their limiting belief can be more painful than the work of growth, but the belief can be comforting psychologically, so finding out what the fear is that is holding the person back can be key in helping move them forward. Find out what the fear is in service of. Is the fear reinforcing a deeply seated belief about themselves or the world? Is the fear somehow protecting them in some fashion? One way to start is by asking the person, if the stagnation is more painful or less painful than the growth itself. Break Through A good problem is when your people are so passionate about what they do and the people they work with that their process becomes too familiar and familial. People become too comfortable. This creates a creative stagnation, and it becomes hard to have breakthrough moments. To move out of that space, you can ask provocative questions and make declarative statements. “What if this team breaks up, what if this role goes away, what do we lose?” “What if tomorrow we have to report to different organizations and different managers-- does the work become less important? What we lose funding, do we have a more creative, scrappy way to get it done?” “What if we lose 90% of our team, can we still move forward?” Sensational “what if” questions get the juices flowing to see if were are leaving something on the table because we are too comfortable, robotic or predictable in our stance. Tweet This/ LinkedIn That The pain of your limiting belief can be more painful than the work of growth. Find out what needs that fear is serving. #levelupyourleadership #leadership #contractleaders People become too comfortable and it creates a creative stagnation. To break through ask sensational “what if” questions to see if you are leaving something on the table because you are too robotic or predictable in your stance. #levelupyourleadership #leadership #contractleaders Be intentional in your coaching of emerging leaders: take an inventory of the people who are in your immediate sphere of influence and have a sense for what kind of relationship you are building with that person. #levelupyourleadership #leadership #contractleaders Explore your own limiting beliefs. Notice what types of people you are inspired by. As a mentor or coach you have to make sure your own soul is being fed and that your giving isn’t one-directional. #levelupyourleadership #leadership #contractleaders Create a mutually meaningful work environment for your people. Ask them, “What makes your heart sing?” “ What do you want to do in life?” “What does success look like to you?” and look for projects that support those goals. Then co-create a plan to help them get there. #levelupyourleadership #leadership #contractleaders

Creating Breakthroughs in Development

Tom Dott

Are you an effective leader? How do you know? One of the best ways to measure your effectiveness as a leader is to look at the health of your team. Sure you might be able to hit all the benchmarks and milestones but if your team is unhealthy, have you really succeeded as an effective leader? Imagine what it would be like if you had a clear and concise snapshot of what it would take to be an effective leader. Good news! On this episode, you’ll hear from special guest, Tom Dott. In his conversation with Bruce, Tom presents four helpful ways you can be an effective leader in your organization. Rethink your approach to annual reviews. Let’s be honest; no one loves annual reviews, well maybe that one person in your office. But for the rest of us, supervisors and employees alike, we tend to dread them. If you want to grow as an effective leader, you’ve got to learn how to use this tool wisely. Sure, you could throw up your hands and say its a necessary evil, or you could use the opportunity to correct, build up, and positively challenge your team members. Due to the awkward and uncomfortable nature of the annual review and to be honest, the lack of efficiency it yields, many businesses are moving away from the model. The goal isn’t to avoid direct feedback; it’s to make the feedback more timely and helpful. Don’t write off Millennials, invest in them! It just takes a quick search on Google or in the headlines of Forbes or The Wallstreet Journal to discover that Millenials are the media’s favorite punching bag. As a leader, you have to choose whether you will heap on the criticism or if you’ll model a different way. Many business leaders look down on the Millennials in their ranks or take advantage of them; you get to choose if you’ll take that approach or if you’ll invest in them. I suggest you choose the latter! If you decide to invest in the Millennials in your organization, you will discover talented men and women who are ready and willing to take the ball and run with it. Think of it this way, when you invest in Millennials, you are unlocking the potential that your competitors are likely leaving untapped. Major in the minor things. An effective leader teaches their people to pay attention to even the smallest details because they know that the little things add up. An old proverb says, "Whoever can be trusted with very little can also be trusted with much, and whoever is dishonest with very little will also be dishonest with much.” To say it another way, if you slip up with the small stuff, that eventually leads to slip-ups with the big stuff. This isn’t to say that you shouldn’t allow room for mistakes, because you absolutely should, how else will people learn and grow? At the end of the day, you want your people to take as much care and diligence in the small details as they do for the big projects. Lead by example. Too often leaders get a terrible reputation for asking their team members to do things they would never do themselves. This is the type of behaviour that often leads to resentment and bitterness; don’t let that attitude permeate your work culture! An excellent antidote to this common occurrence is to lead by example. If you want your team members to have integrity and speak up when they see something unethical or wrong, they’ve got to see you do it. If you expect your people to arrive on time and ready to attack the workday, you’ve got to be willing to do the same. An effective leader is an individual who is willing to step out and ask people to work as hard as they do! Outline of This Episode  [1:25] Bruce welcomes his guest, Tom Dott. [3:30] Tom talks about his experience with personal development and retail banking. [8:45] What is success? [12:20] The difference between a “Manager” and a “Leader.” [19:15] Tom talks about the annual review process. [25:20] Why did Tom choose to work with First Business Bank? [29:00] Don’t write off Millennials, invest in them! [30:45] Pay attention to the little things. [33:00] Three takeaways from Tom that you can use today.  Connect with Tom Dott  Tom on LinkedIn  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent on Apple Podcasts or Stitcher Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

Are you an effective leader? How do you know? One of the best ways to measure your effectiveness as a leader is to look at the health of your team. Sure you might be able to hit all the benchmarks and milestones but if your team is unhealthy, have you really succeeded as an effective leader? Imagine what it would be like if you had a clear and concise snapshot of what it would take to be an effective leader. Good news! On this episode, you’ll hear from special guest, Tom Dott. In his conversation with Bruce, Tom presents four helpful ways you can be an effective leader in your organization. Rethink your approach to annual reviews. Let’s be honest; no one loves annual reviews, well maybe that one person in your office. But for the rest of us, supervisors and employees alike, we tend to dread them. If you want to grow as an effective leader, you’ve got to learn how to use this tool wisely. Sure, you could throw up your hands and say its a necessary evil, or you could use the opportunity to correct, build up, and positively challenge your team members. Due to the awkward and uncomfortable nature of the annual review and to be honest, the lack of efficiency it yields, many businesses are moving away from the model. The goal isn’t to avoid direct feedback; it’s to make the feedback more timely and helpful. Don’t write off Millennials, invest in them! It just takes a quick search on Google or in the headlines of Forbes or The Wallstreet Journal to discover that Millenials are the media’s favorite punching bag. As a leader, you have to choose whether you will heap on the criticism or if you’ll model a different way. Many business leaders look down on the Millennials in their ranks or take advantage of them; you get to choose if you’ll take that approach or if you’ll invest in them. I suggest you choose the latter! If you decide to invest in the Millennials in your organization, you will discover talented men and women who are ready and willing to take the ball and run with it. Think of it this way, when you invest in Millennials, you are unlocking the potential that your competitors are likely leaving untapped. Major in the minor things. An effective leader teaches their people to pay attention to even the smallest details because they know that the little things add up. An old proverb says, "Whoever can be trusted with very little can also be trusted with much, and whoever is dishonest with very little will also be dishonest with much.” To say it another way, if you slip up with the small stuff, that eventually leads to slip-ups with the big stuff. This isn’t to say that you shouldn’t allow room for mistakes, because you absolutely should, how else will people learn and grow? At the end of the day, you want your people to take as much care and diligence in the small details as they do for the big projects. Lead by example. Too often leaders get a terrible reputation for asking their team members to do things they would never do themselves. This is the type of behaviour that often leads to resentment and bitterness; don’t let that attitude permeate your work culture! An excellent antidote to this common occurrence is to lead by example. If you want your team members to have integrity and speak up when they see something unethical or wrong, they’ve got to see you do it. If you expect your people to arrive on time and ready to attack the workday, you’ve got to be willing to do the same. An effective leader is an individual who is willing to step out and ask people to work as hard as they do! Outline of This Episode <ul> <li>[1:25] Bruce welcomes his guest, Tom Dott.</li> <li>[3:30] Tom talks about his experience with personal development and retail banking.</li> <li>[8:45] What is success?</li> <li>[12:20] The difference between a “Manager” and a “Leader.”</li> <li>[19:15] Tom talks about the annual review process.</li> <li>[25:20] Why did Tom choose to work with First Business Bank?</li> <li>[29:00] Don’t write off Millennials, invest in them!</li> <li>[30:45] Pay attention to the little things.</li> <li>[33:00] Three takeaways from Tom that you can use today.</li> </ul> Connect with Tom Dott <ul> <li><a href="https://www.linkedin.com/in/thomas-dott-5418775/" rel="noopener nofollow" target="_blank">Tom on LinkedIn</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://@contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> Subscribe to The Development Exponent on <a href="https://itunes.apple.com/us/podcast/the-development-exponent-a-leadership-perspective/id1436198157" rel="noopener nofollow" target="_blank">Apple Podcasts</a> or <a href="https://www.stitcher.com/podcast/bruce-holoubek/the-development-exponent-a-leadership-perspective" rel="noopener nofollow" target="_blank">Stitcher</a> Audio Production and Show notes by PODCAST FAST TRACK <a href="https://www.podcastfasttrack.com/" rel="noopener nofollow" target="_blank">https://www.podcastfasttrack.com</a>

4 Ways to Be An Effective Leader with Tom Dott, Ep #20

What is your plan for assessing and encouraging emerging leaders in your organization? Do you hope a good idea will fall in your lap or are you proactively looking for ways to sift through your people? What if there was a way to take a common occurrence like a weather event and use it help you gauge your workforce? Thankfully, there are lessons to be learned all around us! Everything and I mean everything is content. From a walk in the park to a trip to the corner store, in every situation life is giving you an opportunity to learn. Will you have eyes to see and ears to hear or will you miss the moment like so many people do? The three types of people in a weather-related event As an exercise, watch for these three types of people to appear during your next weather event. It might be hard to spot at first, but you’ll find each of your emerging leaders will fall into one of these three categories.  The excuse makers. These are the folks who use a weather event as an excuse to avoid something that they didn’t want to do in the first place. Or if they do it, it will be done haphazardly. These people tend to adopt a “Victim mentality” with most things. The neutralist. These folks don’t make excuses. Not much phases them. They won’t use the event as an opportunity to avoid work. The opportunists. This is not meant pejoratively. These folks take a weather event and they use it not only to stay positive but to pass on that positivity to others.  Looking through each response, you can already see which type some of the people in your organization fit into, can’t you? If you can’t, that might be a sign that you need a better grasp on how your people show up. To hear me expand on these three types of responses, make sure to listen to this episode! Are you paying attention? What will you do with the resources you have at your fingertips? Each person in your organization has a certain level of output they plan to contribute. For some, that level is at a good place, for others, it needs improvement. Which category best represents your emerging leaders? Do you have a bunch of opportunists? Do you have too many excuse makers? One of the worst things that can happen to an organization is for excuse making to become the norm! It’s up to you to pay attention to your team, asses them, and provide them with opportunities to improve. Learn more about paying attention to your emerging leaders by listening to this episode! Outline of This Episode  [1:05] Everything is content! [2:30] The three types of people in a weather-related event. [5:30] Don’t let excuses get in your way!  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent on Apple Podcasts or Stitcher Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

What is your plan for assessing and encouraging emerging leaders in your organization? Do you hope a good idea will fall in your lap or are you proactively looking for ways to sift through your people? What if there was a way to take a common occurrence like a weather event and use it help you gauge your workforce? Thankfully, there are lessons to be learned all around us! Everything and I mean everything is content. From a walk in the park to a trip to the corner store, in every situation life is giving you an opportunity to learn. Will you have eyes to see and ears to hear or will you miss the moment like so many people do? The three types of people in a weather-related event As an exercise, watch for these three types of people to appear during your next weather event. It might be hard to spot at first, but you’ll find each of your emerging leaders will fall into one of these three categories. <ol> <li>The excuse makers. These are the folks who use a weather event as an excuse to avoid something that they didn’t want to do in the first place. Or if they do it, it will be done haphazardly. These people tend to adopt a “Victim mentality” with most things.</li> <li>The neutralist. These folks don’t make excuses. Not much phases them. They won’t use the event as an opportunity to avoid work.</li> <li>The opportunists. This is not meant pejoratively. These folks take a weather event and they use it not only to stay positive but to pass on that positivity to others.</li> </ol> Looking through each response, you can already see which type some of the people in your organization fit into, can’t you? If you can’t, that might be a sign that you need a better grasp on how your people show up. To hear me expand on these three types of responses, make sure to listen to this episode! Are you paying attention? What will you do with the resources you have at your fingertips? Each person in your organization has a certain level of output they plan to contribute. For some, that level is at a good place, for others, it needs improvement. Which category best represents your emerging leaders? Do you have a bunch of opportunists? Do you have too many excuse makers? One of the worst things that can happen to an organization is for excuse making to become the norm! It’s up to you to pay attention to your team, asses them, and provide them with opportunities to improve. Learn more about paying attention to your emerging leaders by listening to this episode! Outline of This Episode <ul> <li>[1:05] Everything is content!</li> <li>[2:30] The three types of people in a weather-related event.</li> <li>[5:30] Don’t let excuses get in your way!</li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> Subscribe to The Development Exponent on <a href="https://itunes.apple.com/us/podcast/the-development-exponent-a-leadership-perspective/id1436198157" rel="noopener nofollow" target="_blank">Apple Podcasts</a> or <a href="https://www.stitcher.com/podcast/bruce-holoubek/the-development-exponent-a-leadership-perspective" rel="noopener nofollow" target="_blank">Stitcher</a> Audio Production and Show notes by PODCAST FAST TRACK <a href="https://www.podcastfasttrack.com/" rel="noopener nofollow" target="_blank">https://www.podcastfasttrack.com</a>

How to Assess the Emerging Leaders In Your Organization, Ep #15

Amy Jessen

Do you have individuals in your organization who produce great work but don’t possess what most people consider, “Leadership” qualities? What are they suppose to do, they can’t just change their professional strengths like putting on a new outfit, can they? Don’t write those folks off just yet! There are steps you can take to encourage and empower people in your ranks as they grow professionally. Have pen and paper ready; you’ll want to jot down some notes! Your people need to know that you are rooting for them! One of the worst feelings in the world is to pour all of your heart and soul into your work only to find out that no one notices or cares. If your people don’t feel like they’ve got you in their corner rooting for them, it will show up in their performance. I’m not saying you need to become the in-house cheerleader, but there are little things you can do to show people that you want them to succeed.  Offer a word of encouragement. Ask for their advice on an important decision. Make sure your constructive feedback is accompanied by positive feedback.  These are just a few starting points. Your workplace is unique, but people are the same everywhere, they need positive reinforcement! Recognize potential and draw it out. There is someone on your team right now who has untapped potential; it is your job as a leader to recognize that potential and draw it out of them. Consider putting a prospective leader in an uncomfortable situation to see how they react. You might be surprised to see how their professional strengths adapt and shine in a challenging environment. Playing it safe and maintaining the status quo won’t help your people grow. Take a chance and watch as people on your team rise to the occasion! Encourage self-reflection and personal development. Think of how you grew and developed as a leader, what did that process entail? Like most leaders, self-reflection and personal development probably played a huge role in your growth as a leader. If you want to see people in your organization step up and realize their full potential, you’ve got to create opportunities for them to grow. You can start by sharing with your team how you developed and grew as a leader as well as the steps and strategies you are exercising to continue your growth. While that may sound like a really bold and vulnerable move, think of the credibility and trust you’ll earn, it’s worth the risk. Don’t rule anyone out. Let’s face it; there is a certain template that comes to mind when you think of the ideal leader. Not only can your imagination stunted by that template, but the imagination of people on your team can also be limited! Just because someone is shy and task-oriented doesn’t mean they won’t make a competent leader. No one should be automatically ruled out or automatically ruled in as a leader based on an exterior analysis. Remember, professional strengths can be drawn out and developed over time, and it’s your responsibility as a leader to facilitate that growth! Outline of This Episode  [1:15] I introduce my guest, Amy Jessen. [3:15] What makes project management work meaningful to Amy? [5:20] The difference between Amy 1.0 and Amy 2.0. [10:30] How project management leadership is different than other leadership roles. [16:00] Amy talks about a turning point in her personal development. [22:45] The one soft skill that Amy is working on. What will Amy 3.0 look like? [26:00] Three takeaways from Amy.  Resources &amp; People Mentioned  Leadership Lessons From A 30 Year Manufacturing Veteran, with Barry Keller, Ep #7 DISC Profile Strengths Finder  Connect with Amy Jessen  Amy on LinkedIn  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter 

Do you have individuals in your organization who produce great work but don’t possess what most people consider, “Leadership” qualities? What are they suppose to do, they can’t just change their professional strengths like putting on a new outfit, can they? Don’t write those folks off just yet! There are steps you can take to encourage and empower people in your ranks as they grow professionally. Have pen and paper ready; you’ll want to jot down some notes! Your people need to know that you are rooting for them! One of the worst feelings in the world is to pour all of your heart and soul into your work only to find out that no one notices or cares. If your people don’t feel like they’ve got you in their corner rooting for them, it will show up in their performance. I’m not saying you need to become the in-house cheerleader, but there are little things you can do to show people that you want them to succeed. <ul> <li>Offer a word of encouragement.</li> <li>Ask for their advice on an important decision.</li> <li>Make sure your constructive feedback is accompanied by positive feedback.</li> </ul> These are just a few starting points. Your workplace is unique, but people are the same everywhere, they need positive reinforcement! Recognize potential and draw it out. There is someone on your team right now who has untapped potential; it is your job as a leader to recognize that potential and draw it out of them. Consider putting a prospective leader in an uncomfortable situation to see how they react. You might be surprised to see how their professional strengths adapt and shine in a challenging environment. Playing it safe and maintaining the status quo won’t help your people grow. Take a chance and watch as people on your team rise to the occasion! Encourage self-reflection and personal development. Think of how you grew and developed as a leader, what did that process entail? Like most leaders, self-reflection and personal development probably played a huge role in your growth as a leader. If you want to see people in your organization step up and realize their full potential, you’ve got to create opportunities for them to grow. You can start by sharing with your team how you developed and grew as a leader as well as the steps and strategies you are exercising to continue your growth. While that may sound like a really bold and vulnerable move, think of the credibility and trust you’ll earn, it’s worth the risk. Don’t rule anyone out. Let’s face it; there is a certain template that comes to mind when you think of the ideal leader. Not only can your imagination stunted by that template, but the imagination of people on your team can also be limited! Just because someone is shy and task-oriented doesn’t mean they won’t make a competent leader. No one should be automatically ruled out or automatically ruled in as a leader based on an exterior analysis. Remember, professional strengths can be drawn out and developed over time, and it’s your responsibility as a leader to facilitate that growth! Outline of This Episode <ul> <li>[1:15] I introduce my guest, Amy Jessen.</li> <li>[3:15] What makes project management work meaningful to Amy?</li> <li>[5:20] The difference between Amy 1.0 and Amy 2.0.</li> <li>[10:30] How project management leadership is different than other leadership roles.</li> <li>[16:00] Amy talks about a turning point in her personal development.</li> <li>[22:45] The one soft skill that Amy is working on. What will Amy 3.0 look like?</li> <li>[26:00] Three takeaways from Amy.</li> </ul> Resources &amp; People Mentioned <ul> <li><a href="https://contractedleadership.com/leadership-lessons-from-a-30-year-manufacturing-veteran-with-barry-keller-ep-007/" rel="noopener nofollow" target="_blank">Leadership Lessons From A 30 Year Manufacturing Veteran, with Barry Keller, Ep #7</a></li> <li><a href="https://www.discprofile.com/what-is-disc/overview/" rel="noopener nofollow" target="_blank">DISC Profile</a></li> <li><a href="https://www.gallupstrengthscenter.com/" rel="noopener nofollow" target="_blank">Strengths Finder</a></li> </ul> Connect with Amy Jessen <ul> <li><a href="https://www.linkedin.com/in/amy-jessen-pmp-pgmp-mba-8b36a68/" rel="noopener nofollow" target="_blank">Amy on LinkedIn</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://@contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul>

How to Get Your Team to Embrace Their Professional Strengths with Amy Jessen, Ep #19

Live or die? Not too long ago our ability to survive directly correlated to our ability to develop relationships with our families and local tribes. In modern times-- and especially in business, our ability to develop relationships can mean the difference between thriving and losing out. We are biologically wired to be social creatures, and so it seems that building networks should come naturally. But, our prehistoric system is able to handle no more than 100 relationships, 50 semi-effectively, and in the last decade the number of accessible people and the ease of connection has increased exponentially. Now you can be in touch with tens of thousands of people. This is a bit more than we are designed to meaningfully manage. To discover the new questions and solutions around business relationship management, Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast talks to Zvi Band, the Founder of Contactually, a relationship-oriented CRM company. The company grew to eight figures in revenue and to a team of 70 before being acquired. Zvi Band is also the Author of Success is in Your Sphere, a book cataloging his success with Contactually, that also acts as a guide to effectively using the CRM. The primary challenges for maintaining relationships are always, knowing whom to talk to, when to talk to them, and what to say that will show our value, which will allow us to maintain the relationship. But, the fundamental, and often most difficult challenge that we are all faced with is that we are all wired for short term benefits. If we weren’t, we would choose to act how “future us” would act; we would eat that salad instead of the burger, we would save that dollar instead of online shop. Likewise, in the business world we are focused on what is immediately in front of us, and on what is going to fill that quota or sale today or tomorrow, not four years from now. It’s easy to look backward and say that we received a benefit or job because of someone we knew, but when we have the choice to focus on the immediate or on calling a former client and checking in with them, we choose to deal with urgent matters at hand. This is where technology, such as a CRM system can help set reminders to reach out. When relationships matter to us, it’s not just the relationships with our clients. It’s the relationships with our teams, employees, partners, and vendors. Companies that successfully execute on relationship management are evident in how their employees and contractors rate them on review sites like Glass Door. Here are some effective ways to win at relationship management with our teams and clients: Part of developing these good relationships among our teams involves humility. If we as leaders allow our ideas and products to be open to review and suggestions from our employees, it will allow our employees to know that they can bring and explore their own ideas without being immediately shut down. Our vulnerability helps foster trust within our organizations. We shouldn’t be, “the smartest person in the room.” Boost this by making sure that everyone in the room has a voice, and become a, “yes, and…” culture of people building on each other's ideas. (For reference see the acclaimed book, Yes, And: How Improvisation Reverses "No, But" Thinking and Improves Creativity and Collaboration--Lessons from The Second City ) Finding the right CRM system, like Contextually is imperative, but it is like buying a Chef’s knife-- you have to learn how to use it gain from it. Use guides, such as videos, or Zvi Band’s book, Success Is in Your Sphere: Leverage the Power of Relationships to Achieve Your Business Goals, on learning the system to have it work best for you. For example, if there is an option to create a drip campaign, have your people think of the most relevant ways to time it and not just go with a standard setting. Set your own strategy. Ultimately, for any connection development we need to start with a strategy. Start with the goal in mind: identify what your goals are for the year. Identify the people who can help you with those goals. Pick up the phone and say, “Hey, I’ve been thinking about you. Hope all is alright.” Just those words, “hope all is alright,” are all we really want to hear-- to know that somebody cares and we are not alone. Tweet This &amp; LinkedIn That  If we as leaders allow our ideas and products to be open to review and suggestions from our employees, it will allow our employees to know that they can bring and explore their own ideas without being immediately shut down. #levelupyourleadership #leadership #contractleaders   Our vulnerability helps foster trust within our organizations. We shouldn’t be, “the smartest person in the room.” #levelupyourleadership #leadership #contractleaders   Make sure that everyone in the room has a voice by becoming a, “yes, and…” culture of people building on each other's ideas. #levelupyourleadership #leadership #contractleaders #yesand   Ultimately, for any connection development we need to start with a strategy: Identify what your goals are for the year. Identify the people who can help you with those goals. Pick up the phone and say, “Hey, I’ve been thinking about you. Hope all is alright.” #levelupyourleadership #leadership #contractleaders 

Live or die? Not too long ago our ability to survive directly correlated to our ability to develop relationships with our families and local tribes. In modern times-- and especially in business, our ability to develop relationships can mean the difference between thriving and losing out. We are biologically wired to be social creatures, and so it seems that building networks should come naturally. But, our prehistoric system is able to handle no more than 100 relationships, 50 semi-effectively, and in the last decade the number of accessible people and the ease of connection has increased exponentially. Now you can be in touch with tens of thousands of people. This is a bit more than we are designed to meaningfully manage. To discover the new questions and solutions around business relationship management, Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast talks to Zvi Band, the Founder of Contactually, a relationship-oriented CRM company. The company grew to eight figures in revenue and to a team of 70 before being acquired. Zvi Band is also the Author of Success is in Your Sphere, a book cataloging his success with Contactually, that also acts as a guide to effectively using the CRM. The primary challenges for maintaining relationships are always, knowing whom to talk to, when to talk to them, and what to say that will show our value, which will allow us to maintain the relationship. But, the fundamental, and often most difficult challenge that we are all faced with is that we are all wired for short term benefits. If we weren’t, we would choose to act how “future us” would act; we would eat that salad instead of the burger, we would save that dollar instead of online shop. Likewise, in the business world we are focused on what is immediately in front of us, and on what is going to fill that quota or sale today or tomorrow, not four years from now. It’s easy to look backward and say that we received a benefit or job because of someone we knew, but when we have the choice to focus on the immediate or on calling a former client and checking in with them, we choose to deal with urgent matters at hand. This is where technology, such as a CRM system can help set reminders to reach out. When relationships matter to us, it’s not just the relationships with our clients. It’s the relationships with our teams, employees, partners, and vendors. Companies that successfully execute on relationship management are evident in how their employees and contractors rate them on review sites like Glass Door. Here are some effective ways to win at relationship management with our teams and clients: Part of developing these good relationships among our teams involves humility. If we as leaders allow our ideas and products to be open to review and suggestions from our employees, it will allow our employees to know that they can bring and explore their own ideas without being immediately shut down. Our vulnerability helps foster trust within our organizations. We shouldn’t be, “the smartest person in the room.” Boost this by making sure that everyone in the room has a voice, and become a, “yes, and…” culture of people building on each other's ideas. (For reference see the acclaimed book, <a href="https://www.amazon.com/dp/B00KAC65NO/ref=dp-kindle-redirect?_encoding=UTF8&amp;btkr=1" rel="noopener nofollow" target="_blank">Yes, And: How Improvisation Reverses "No, But" Thinking and Improves Creativity and Collaboration--Lessons from The Second City</a> ) Finding the right CRM system, like Contextually is imperative, but it is like buying a Chef’s knife-- you have to learn how to use it gain from it. Use guides, such as videos, or Zvi Band’s book, <a href="https://www.amazon.com/Success-Your-Sphere-Leverage-Relationships/dp/1260452832" rel="noopener nofollow" target="_blank">Success Is in Your Sphere: Leverage the Power of Relationships to Achieve Your Business Goals</a>, on learning the system to have it work best for you. For example, if there is an option to create a drip campaign, have your people think of the most relevant ways to time it and not just go with a standard setting. Set your own strategy. Ultimately, for any connection development we need to start with a strategy. Start with the goal in mind: identify what your goals are for the year. Identify the people who can help you with those goals. Pick up the phone and say, “Hey, I’ve been thinking about you. Hope all is alright.” Just those words, “hope all is alright,” are all we really want to hear-- to know that somebody cares and we are not alone. Tweet This &amp; LinkedIn That <ul> <li>If we as leaders allow our ideas and products to be open to review and suggestions from our employees, it will allow our employees to know that they can bring and explore their own ideas without being immediately shut down. #levelupyourleadership #leadership #contractleaders</li> </ul> <ul> <li>Our vulnerability helps foster trust within our organizations. We shouldn’t be, “the smartest person in the room.” #levelupyourleadership #leadership #contractleaders</li> </ul> <ul> <li>Make sure that everyone in the room has a voice by becoming a, “yes, and…” culture of people building on each other's ideas. #levelupyourleadership #leadership #contractleaders #yesand</li> </ul> <ul> <li>Ultimately, for any connection development we need to start with a strategy: Identify what your goals are for the year. Identify the people who can help you with those goals. Pick up the phone and say, “Hey, I’ve been thinking about you. Hope all is alright.” #levelupyourleadership #leadership #contractleaders</li> </ul>

Lessons on Connection from a CRM Founder

The Secret We have to admire the bravery of those entrepreneurs on Shark Tank. They put their life savings, mortgages, and reputations on the line for the chance to launch a winning idea or innovative product. In a sea of products and services, they see themselves as uniquely capable of serving the need. But, how do they feel sure that they are the ones to disrupt an industry or to make the sales happen? Aside from the passion and grit, there are behind the scenes resources like EnventysPartners. Enventys Partners is a firm that combines product development and marketing services to help entrepreneurs, startups, and enterprise companies quickly bring their innovative products to the market. They’ve helped entrepreneurs raise over $175,000,000 using crowdfunding while advising global startups on digital marketing and growth. Among those clients are 18 entrepreneurs who have gone on to win partnerships from each of the Sharks and guest Sharks. Because his company consistently brings viable partnerships to the show, President and Co-Founder Roy Morejon has a direct line to the show’s producers. However, to keep helping startups and inventors move their ideas, Morejon needs to foster that creativity in his own employees and culture. To glean insight into how an innovation leader navigates his own success, Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast talks to Morejon, exploring several key questions that include, how his innovators stay productively creative, what makes meaningful career, and what methods or tools he uses in his own company to achieve the rapid growth and success that has earned them regular features on CNN, Forbes, and Huffington Post. The Joy of the Why It’s amazing to be the first people outside of the entrepreneurs' friends and family that have the opportunity to review the product idea and help them through the process of potentially bringing that idea to the market. Seeing the idea come from a napkin sketch, to making the molds or building out and doing the engineering and prototype work, to building out the assets, then running a campaign and having millions of people back the products, is the exhilarating joy of participating in the evolution of a startup. On the other side of that joy, is the heaviness of telling inventors that “the baby is ugly.” Most of the entrepreneurs' friends won’t tell them the full truth, so we have to step in and have that uncomfortable conversation. This either leads to finding ways to improve the product or idea, or to advising the entrepreneur to sell the idea to a company that is already being successful with a very similar thing. The How Purposeful work environments are led by and enshrined in their core values. Core values define who we are as leaders and what we look for in employees, and have to be present in each new team member that joins the team. The values that prove to work as the fertile soil for in the startup space are:  Fun. Enjoy working with each other. Assured. Have confidence in what we do. Innovative, we can apply ourselves to overcome obstacles. Reputable. Don’t use black hat tactics or cut corners. Passionate. Believe in the mission of the company and believe in the mission of our work. Agile. Wear many hats and pitch in to help the whole team when needed.  The results, of course, come from practice. A system that ensures that people throughout the organization are keeping these values top of mind is key. Part of that system are tools that foster thoughtful communication. Morejon uses Slack internally for communications within and between the teams. Everything has a channel. Into Slack he has incorporated Bonusly. Through Bonusly each employee receives 20 points that they can give to each other for embodying the core values. For example, there is a channel called Feedback through which a team member can comment that another team member did a great job with getting the news letter out, and then mark it with a hashtag that applies to a core value, such as #innovative or #agile. Everybody can see this channel throughout the company and across teams. They can see what each person and team is doing and see what values are being noted. At the end of the month managers can go in and see who is the top reputable individual, what core values they are being assigned, and then they reward that person with a monetary bonus. This engagement with core values translates into employees' personal lives as much as it aids in professional development. Everyone likes to be recognized and acknowledged, and it feeds into their motivation. We as bosses can see what our employees are working for. Are they doing what they want to be doing? Are they happy with their work? Are they being effective communicators? Are they using the channels often? We can have insight into these things through tools like Bonusly and get ahead of issues before they become too big, or we can steer someone towards a position they’d rather be in, or support a larger personal goal. Connecting Through Growth When a company is growing rapidly, there are more needs to pay attention to and it can be hard to keep an employee involved through all growth. But this is where communication is key. The way to achieve this is by having more frequent check-ins for establishing baselines. Ask your employees questions about how their lives are going, and if there is anything new. Then try to focus on if there is anything they are worried about or if there are any rumors they’ve heard, and ask how things are with their relationships, such as family or co-workers. End the conversation by focusing on their career goals. Ask if they feel they are achieving their career goals, and then, set goals for your next interaction-- things to focus on. In this way you act as an advisor and support person. When you have an open ear to the personal lives as well as professional goals of your employees, you can become a partner in their growth, and growth feeds invention and creativity. Creative Killed the AI Star Robots are doing so much work these days and are becoming more creative because they can scale. Give them a movie and they can pull out every single snapshot of what that picture is or what's happening there but they're not the best at writing or getting into the nuances of a scene. They can describe color or size of a product, but not why we need it. They don’t understand the intuitive connection-- and that is what we need when we are launching a product. We need human creatives who understand how to write about a product that it will make your life better. As we move to the future, robots will take over the more route or repetitive jobs, but people who are creative will take on the roles of leadership. It’s not spoken about enough-- but creativity is a leadership requirement. Creative leaders are the ones who can conceive the solutions for tomorrow. This is where innovation truly comes into play, where you have the ability to solve problems with relevancy and novelty. Because of this, creativity is one of the most important skills in the that emerging leaders must have. Though it may be an innate skill for some, it can also be a learned and developed skill. Your emerging leaders as well as your season executives can benefit tremendously from creative development. Workshops and tools that improve creative thinking are gaining popularity in recent years, and are showing fascinatingly positive results. One highly acclaimed tool is The Second City Works improvisation workshop. You can read about it in Kelly Leonard’s Book,  Yes, And: How Improvisation Reverses "No, But" Thinking and Improves Creativity and Collaboration--Lessons from The Second City You can also watch Kelly Leonard’s Ted Talk, Learning Lesson Through Improv. Finally, it’s encouraging to remember that creativity lives in different abilities within us. For some, it may be the way they design and connect systems, for some it may be visual art, while for others it may be the way they understand customer motivation and design incentivization. It really depends on the lens you look through. Overall, creativity keeps your teams inventive, agile, and able to think over obstacles, and that is something every business can use. Tweet This/LinkedIn Share That #Creative leaders are the ones who can conceive the solutions for tomorrow. This is where innovation truly comes into play, where you have the ability to solve problems with relevancy and novelty. Because of this, creativity is one of the most important skills in the that emerging leaders must have. #levelupyourleadership #leadership #contractleaders As we move to the #future, robots will take over the more route or repetitive jobs, but people who are creative will take on the roles of leadership. It’s not spoken about enough-- but creativity is a leadership requirement. #levelupyourleadership #leadership #contractleaders #Write Write down your goals to have a vivid vision for everything-- especially for your business goals. Don't be a rudderless ship, make sure you plot your course. #levelupyourleadership #leadership #contractleaders #Fail Failure is an educational experience that didn’t go your way. Take those experiences and learn from them. #levelupyourleadership #leadership #contractleaders #Grow Go and grow your network early and always be growing your knowledge. Open your mind and constantly challenge yourself because people don't know how much you know until they know how much you care. Groth is a critical component in life. #levelupyourleadership #leadership #contractleaders

The Secret We have to admire the bravery of those entrepreneurs on Shark Tank. They put their life savings, mortgages, and reputations on the line for the chance to launch a winning idea or innovative product. In a sea of products and services, they see themselves as uniquely capable of serving the need. But, how do they feel sure that they are the ones to disrupt an industry or to make the sales happen? Aside from the passion and grit, there are behind the scenes resources like EnventysPartners. Enventys Partners is a firm that combines product development and marketing services to help entrepreneurs, startups, and enterprise companies quickly bring their innovative products to the market. They’ve helped entrepreneurs raise over $175,000,000 using crowdfunding while advising global startups on digital marketing and growth. Among those clients are 18 entrepreneurs who have gone on to win partnerships from each of the Sharks and guest Sharks. Because his company consistently brings viable partnerships to the show, President and Co-Founder Roy Morejon has a direct line to the show’s producers. However, to keep helping startups and inventors move their ideas, Morejon needs to foster that creativity in his own employees and culture. To glean insight into how an innovation leader navigates his own success, Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast talks to Morejon, exploring several key questions that include, how his innovators stay productively creative, what makes meaningful career, and what methods or tools he uses in his own company to achieve the rapid growth and success that has earned them regular features on CNN, Forbes, and Huffington Post. The Joy of the Why It’s amazing to be the first people outside of the entrepreneurs' friends and family that have the opportunity to review the product idea and help them through the process of potentially bringing that idea to the market. Seeing the idea come from a napkin sketch, to making the molds or building out and doing the engineering and prototype work, to building out the assets, then running a campaign and having millions of people back the products, is the exhilarating joy of participating in the evolution of a startup. On the other side of that joy, is the heaviness of telling inventors that “the baby is ugly.” Most of the entrepreneurs' friends won’t tell them the full truth, so we have to step in and have that uncomfortable conversation. This either leads to finding ways to improve the product or idea, or to advising the entrepreneur to sell the idea to a company that is already being successful with a very similar thing. The How Purposeful work environments are led by and enshrined in their core values. Core values define who we are as leaders and what we look for in employees, and have to be present in each new team member that joins the team. The values that prove to work as the fertile soil for in the startup space are: <ul> <li>Fun. Enjoy working with each other.</li> <li>Assured. Have confidence in what we do. Innovative, we can apply ourselves to overcome obstacles.</li> <li>Reputable. Don’t use black hat tactics or cut corners.</li> <li>Passionate. Believe in the mission of the company and believe in the mission of our work.</li> <li>Agile. Wear many hats and pitch in to help the whole team when needed.</li> </ul> The results, of course, come from practice. A system that ensures that people throughout the organization are keeping these values top of mind is key. Part of that system are tools that foster thoughtful communication. Morejon uses Slack internally for communications within and between the teams. Everything has a channel. Into Slack he has incorporated Bonusly. Through Bonusly each employee receives 20 points that they can give to each other for embodying the core values. For example, there is a channel called Feedback through which a team member can comment that another team member did a great job with getting the news letter out, and then mark it with a hashtag that applies to a core value, such as #innovative or #agile. Everybody can see this channel throughout the company and across teams. They can see what each person and team is doing and see what values are being noted. At the end of the month managers can go in and see who is the top reputable individual, what core values they are being assigned, and then they reward that person with a monetary bonus. This engagement with core values translates into employees' personal lives as much as it aids in professional development. Everyone likes to be recognized and acknowledged, and it feeds into their motivation. We as bosses can see what our employees are working for. Are they doing what they want to be doing? Are they happy with their work? Are they being effective communicators? Are they using the channels often? We can have insight into these things through tools like Bonusly and get ahead of issues before they become too big, or we can steer someone towards a position they’d rather be in, or support a larger personal goal. Connecting Through Growth When a company is growing rapidly, there are more needs to pay attention to and it can be hard to keep an employee involved through all growth. But this is where communication is key. The way to achieve this is by having more frequent check-ins for establishing baselines. Ask your employees questions about how their lives are going, and if there is anything new. Then try to focus on if there is anything they are worried about or if there are any rumors they’ve heard, and ask how things are with their relationships, such as family or co-workers. End the conversation by focusing on their career goals. Ask if they feel they are achieving their career goals, and then, set goals for your next interaction-- things to focus on. In this way you act as an advisor and support person. When you have an open ear to the personal lives as well as professional goals of your employees, you can become a partner in their growth, and growth feeds invention and creativity. Creative Killed the AI Star Robots are doing so much work these days and are becoming more creative because they can scale. Give them a movie and they can pull out every single snapshot of what that picture is or what's happening there but they're not the best at writing or getting into the nuances of a scene. They can describe color or size of a product, but not why we need it. They don’t understand the intuitive connection-- and that is what we need when we are launching a product. We need human creatives who understand how to write about a product that it will make your life better. As we move to the future, robots will take over the more route or repetitive jobs, but people who are creative will take on the roles of leadership. It’s not spoken about enough-- but creativity is a leadership requirement. Creative leaders are the ones who can conceive the solutions for tomorrow. This is where innovation truly comes into play, where you have the ability to solve problems with relevancy and novelty. Because of this, creativity is one of the most important skills in the that emerging leaders must have. Though it may be an innate skill for some, it can also be a learned and developed skill. Your emerging leaders as well as your season executives can benefit tremendously from creative development. Workshops and tools that improve creative thinking are gaining popularity in recent years, and are showing fascinatingly positive results. One highly acclaimed tool is The Second City Works improvisation workshop. You can read about it in Kelly Leonard’s Book, <a href="https://www.amazon.com/Yes-Improvisation-Reverses-Creativity-Collaboration-Lessons/dp/0062248545" rel="noopener nofollow" target="_blank"> Yes, And: How Improvisation Reverses "No, But" Thinking and Improves Creativity and Collaboration--Lessons from The Second City</a> You can also watch Kelly Leonard’s Ted Talk, <a href="https://www.youtube.com/watch?v=2ig5FKTLDR8" rel="noopener nofollow" target="_blank">Learning Lesson Through Improv.</a> Finally, it’s encouraging to remember that creativity lives in different abilities within us. For some, it may be the way they design and connect systems, for some it may be visual art, while for others it may be the way they understand customer motivation and design incentivization. It really depends on the lens you look through. Overall, creativity keeps your teams inventive, agile, and able to think over obstacles, and that is something every business can use. Tweet This/LinkedIn Share That #Creative leaders are the ones who can conceive the solutions for tomorrow. This is where innovation truly comes into play, where you have the ability to solve problems with relevancy and novelty. Because of this, creativity is one of the most important skills in the that emerging leaders must have. #levelupyourleadership #leadership #contractleaders As we move to the #future, robots will take over the more route or repetitive jobs, but people who are creative will take on the roles of leadership. It’s not spoken about enough-- but creativity is a leadership requirement. #levelupyourleadership #leadership #contractleaders #Write Write down your goals to have a vivid vision for everything-- especially for your business goals. Don't be a rudderless ship, make sure you plot your course. #levelupyourleadership #leadership #contractleaders #Fail Failure is an educational experience that didn’t go your way. Take those experiences and learn from them. #levelupyourleadership #leadership #contractleaders #Grow Go and grow your network early and always be growing your knowledge. Open your mind and constantly challenge yourself because people don't know how much you know until they know how much you care. Groth is a critical component in life. #levelupyourleadership #leadership #contractleaders

The Machinery of Innovation

Don’t you love those folks in your organization who ask, “How high?” when you say “Jump?” You know the type, we often refer to them as a “Yes Person.” Wouldn’t it be nice if your entire organization was filled with yes people? Not so fast! What if you are missing a key piece of leadership development by turning everyone into a yes person? On this episode, you’ll hear from my guest, Ryan Peña.   Ryan is an Innovation Lab Specialist for Be The Match; a non-profit organization focused on bone marrow registry and research. As a part of the Innovation Lab, Ryan works with a multi-disciplinary team created specifically to solve an existing problem or realize a new opportunity.   In our conversation, Ryan talks about the amazing work they do at Be The Match, what the process is like to become a bone marrow donor, how they develop leaders in the organization, why he volunteered to work with the Innovation Lab, challenges he faces as a leader, and much more. I hope that many of you are moved by life-saving efforts that Ryan and Be The Match work toward. What is Be The Match? When most people hear about bone marrow donation they cringe, it sounds so scary and serious! Over the years, TV shows, movies, and other media have focused on the invasive and intimidating aspects of bone marrow donation. Did you know that the process has changed? These days, to get on the national bone marrow registry, all you have to do is use a kit to swab the inside of your cheek and send it in, it’s that easy! Be The Match, which is a government funded non-profit will then place your record in their registry until they find someone who matches and needs a bone marrow transplant. Then they’ll contact you, ask for your permission, and then you’ll start the donation process. Even the donation process has become less scary as technology has advanced. Most donors won’t need to go in for an invasive operation. Eighty percent of the time, donors will simply need to donate through a blood plasma donation type of a process. To learn more about Be The Match and their life-saving work, make sure to check out the link to their site located in the resources section at the end of this post. Why experiments like the Innovation Lab are so valuable. When was the last time you asked your people to think outside of the box? Do you look for ways to inspire and empower people in your organization or do you just want a bunch of yes people? At Be The Match, Ryan Peña was selected along with five of his peers to participate in an out of the box type of experiment called the Innovation Lab. Sequestered away from the rest of the organization, Ryan and his team were tasked with the objective of researching umbilical cord blood donation and how it can help with their blood marrow registry and research objectives. This unique experiment took Ryan and his peers away from the hustle and bustle of their day to day responsibilities in the organization with the goal of tackling something they’ve never done before. What lessons can you learn from Be The Match’s experiment with their Innovation Lab? Does your organization need more Yes People? Every organization has yes people in their ranks, but are yes people always the best people for the job? What if there was a way to encourage and empower your people to fall in line as yes people when necessary but to speak out and provide constructive feedback when it is appropriate? Speaking as a former yes man, Ryan Peña encourages leaders to teach their people to speak up and question tasks and assignments in a positive way. He sees this aspect of leadership development as crucial for an organization to remain healthy and innovative. While it may sound easier to have a room filled with yes people, the truth is, that approach stifles innovation, experimentation, and ultimately growth. One way to break out of the norm and encourage your people to think critically is to tell them that the next time they are given a task, they have your permission and your endorsement to ask why. It may sound simple, but this small step will show your people that you want to hear from them, you want to get them on board and be part of what your organization is trying to accomplish. Action steps you can take. What are you waiting for? Are you going to take action on the information you’ve received or will you just sit on it and let it collect dust on the shelf? Thankfully, Ryan Peña was kind enough to provide three takeaways that leaders like you can use to take action today.   Challenge yourself to take a step back from your current style of leadership. Choose your words wisely; you never know how you’ll impact others. Learn from your surroundings. Cultivate relationships with people in your team.   I’d love to hear which action step you took with the information that Ryan covered in our conversation. I know that some aspect of what Ryan shared will resonate with leaders who are committed to improve and help their people to do the same. Outline of This Episode  [1:15] I introduce my guest, Ryan Peña. [3:00] What is Be The Match? [6:00] When did the technology become available to use swab kits instead of blood tests? What does the donation process look like? [16:30] Ryan talks about developing leaders and helping them connect with the vision of the organization. [20:00] How did Be The Match roll out their “Innovation Lab?” [28:00] What are the two challenges that Ryan faces as a leader? [34:45] Why is someone a “Yes person?” [37:15] Three takeaways from Ryan that you can start acting on. [40:50] Closing thoughts.  Connect with Ryan Peña  Be The Match Ryan on LinkedIn Ryan on Twitter  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent on Apple Podcasts or Stitcher Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

Don’t you love those folks in your organization who ask, “How high?” when you say “Jump?” You know the type, we often refer to them as a “Yes Person.” Wouldn’t it be nice if your entire organization was filled with yes people? Not so fast! What if you are missing a key piece of leadership development by turning everyone into a yes person? On this episode, you’ll hear from my guest, Ryan Peña.  Ryan is an Innovation Lab Specialist for Be The Match; a non-profit organization focused on bone marrow registry and research. As a part of the Innovation Lab, Ryan works with a multi-disciplinary team created specifically to solve an existing problem or realize a new opportunity.  In our conversation, Ryan talks about the amazing work they do at Be The Match, what the process is like to become a bone marrow donor, how they develop leaders in the organization, why he volunteered to work with the Innovation Lab, challenges he faces as a leader, and much more. I hope that many of you are moved by life-saving efforts that Ryan and Be The Match work toward. What is Be The Match? When most people hear about bone marrow donation they cringe, it sounds so scary and serious! Over the years, TV shows, movies, and other media have focused on the invasive and intimidating aspects of bone marrow donation. Did you know that the process has changed? These days, to get on the national bone marrow registry, all you have to do is use a kit to swab the inside of your cheek and send it in, it’s that easy! Be The Match, which is a government funded non-profit will then place your record in their registry until they find someone who matches and needs a bone marrow transplant. Then they’ll contact you, ask for your permission, and then you’ll start the donation process. Even the donation process has become less scary as technology has advanced. Most donors won’t need to go in for an invasive operation. Eighty percent of the time, donors will simply need to donate through a blood plasma donation type of a process. To learn more about Be The Match and their life-saving work, make sure to check out the link to their site located in the resources section at the end of this post. Why experiments like the Innovation Lab are so valuable. When was the last time you asked your people to think outside of the box? Do you look for ways to inspire and empower people in your organization or do you just want a bunch of yes people? At Be The Match, Ryan Peña was selected along with five of his peers to participate in an out of the box type of experiment called the Innovation Lab. Sequestered away from the rest of the organization, Ryan and his team were tasked with the objective of researching umbilical cord blood donation and how it can help with their blood marrow registry and research objectives. This unique experiment took Ryan and his peers away from the hustle and bustle of their day to day responsibilities in the organization with the goal of tackling something they’ve never done before. What lessons can you learn from Be The Match’s experiment with their Innovation Lab? Does your organization need more Yes People? Every organization has yes people in their ranks, but are yes people always the best people for the job? What if there was a way to encourage and empower your people to fall in line as yes people when necessary but to speak out and provide constructive feedback when it is appropriate? Speaking as a former yes man, Ryan Peña encourages leaders to teach their people to speak up and question tasks and assignments in a positive way. He sees this aspect of leadership development as crucial for an organization to remain healthy and innovative. While it may sound easier to have a room filled with yes people, the truth is, that approach stifles innovation, experimentation, and ultimately growth. One way to break out of the norm and encourage your people to think critically is to tell them that the next time they are given a task, they have your permission and your endorsement to ask why. It may sound simple, but this small step will show your people that you want to hear from them, you want to get them on board and be part of what your organization is trying to accomplish. Action steps you can take. What are you waiting for? Are you going to take action on the information you’ve received or will you just sit on it and let it collect dust on the shelf? Thankfully, Ryan Peña was kind enough to provide three takeaways that leaders like you can use to take action today.  <ol> <li>Challenge yourself to take a step back from your current style of leadership.</li> <li>Choose your words wisely; you never know how you’ll impact others.</li> <li>Learn from your surroundings. Cultivate relationships with people in your team. </li> </ol> I’d love to hear which action step you took with the information that Ryan covered in our conversation. I know that some aspect of what Ryan shared will resonate with leaders who are committed to improve and help their people to do the same. Outline of This Episode <ul> <li>[1:15] I introduce my guest, Ryan Peña.</li> <li>[3:00] What is Be The Match?</li> <li>[6:00] When did the technology become available to use swab kits instead of blood tests? What does the donation process look like?</li> <li>[16:30] Ryan talks about developing leaders and helping them connect with the vision of the organization.</li> <li>[20:00] How did Be The Match roll out their “Innovation Lab?”</li> <li>[28:00] What are the two challenges that Ryan faces as a leader?</li> <li>[34:45] Why is someone a “Yes person?”</li> <li>[37:15] Three takeaways from Ryan that you can start acting on.</li> <li>[40:50] Closing thoughts.</li> </ul> Connect with Ryan Peña <ul> <li><a href="https://bethematch.org/" rel="noopener nofollow" target="_blank">Be The Match</a></li> <li><a href="https://www.linkedin.com/in/iryanpena/" rel="noopener nofollow" target="_blank">Ryan on LinkedIn</a></li> <li><a href="https://twitter.com/iryanpena?lang=en" rel="noopener nofollow" target="_blank">Ryan on Twitter</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://@contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> Subscribe to The Development Exponent on <a href="https://itunes.apple.com/us/podcast/the-development-exponent-a-leadership-perspective/id1436198157" rel="noopener nofollow" target="_blank">Apple Podcasts</a> or <a href="https://www.stitcher.com/podcast/bruce-holoubek/the-development-exponent-a-leadership-perspective" rel="noopener nofollow" target="_blank">Stitcher</a> Audio Production and Show notes by PODCAST FAST TRACK <a href="https://www.podcastfasttrack.com/" rel="noopener nofollow" target="_blank">https://www.podcastfasttrack.com</a>

Why A Yes Person Isn’t Always the Best Person For the Job with Ryan Peña, Ep #16

Scott Carley

Good leadership - and the development of leadership skills in others - is predicated on fundamentals that are vital to the role. These basics are things we hear mentioned often but if we are honest, few of us have mastered them to the point that they bring clarity and focus to our leadership and lives. What are these fundamentals? Goal setting, prioritization, and action. Keep reading to find out how to put these fundamentals to work as a leader and as one who develops leaders. My guest on this episode, Scott Carley, is known in the leadership and business consulting arena as “The Change Energizer.” He likes to focus people on the energy and possibilities that flow out of these fundamentals. He’s especially skilled at helping team leaders and entrepreneurs restore the buzz that they once had. He does this by addressing the issues that are keeping them from being focused and organized - and he does this in a way that propels them toward the accomplishment of their goals. Scott once served as a minister and church growth consultant - both roles that pursue the development of environments where those involved can find deeper meaning. Given his background in those areas, I was particularly interested to hear Scott's perspective. Join me for this episode of The Development Exponent. Are you missing this fundamental component of good leadership? Leaders can only lead when they are clear about the goals their teams are pursuing. But sadly, even the best leaders can have trouble setting effective goals. Goal setting is of paramount importance and as leaders, we must be able to discern the right goals and establish a plan to reach them. How do we do that? Scott suggests a few things to help individuals and organizations get clear on the goals they should be pursuing. First, let’s ask a simple question. “If a national news organization pulled up to your house with a mobile studio three years from now and wanted to interview you about the great success you’ve achieved, what would that success be?” In words relating to our topic - what are the things that you want to happen in your life or organization in the next three years? A question like this is helpful it enables us to imagine the outcome we most want to experience and get clear on what it will take to actually get there. Put simply, it helps us define our goals and begin the process of determining a course to accomplish it. The one thing that defines true leaders: Action We’ve all known or have even worked under a leader who we weren't thrilled about following. Why is that the case when they have the title and position of a leader? What’s the issue? Honest, genuine leadership is not predicated on a title or an appointment. In fact, titles are the least effective portion of leadership. Leaders are people who take action when needs arise. They are the ones who pull others together to meet needs and reach goals. To be clear, the action I’m talking about is not that of barking out orders or dictating a set of goals to be attained. True leaders value those they lead, so they work with them to bring out their best and accomplish the mutual goals of the group. Leaders step into the void of varied agendas and uncertain destinations and coordinate a collaborative effort between individuals. When this is done well it leads to meaning and fulfillment for everyone involved - and its the hallmark of a true leader. 3 steps to clarify your vision as a leader and as a person Scott was incredibly generous in the insights and stories he shared from his many years as a leader and business consultant. As we wrapped up the episode he outlined three steps to clarifying vision and achieving goals. STEP ONE: Write down where you want to be in 3 years. It’s important to get dreams out of your head and onto paper. That's the only way you can look at it, work with it, and refine it. Until you can envision your goal clearly you are not going to get there. This is an area where leaders and decision-makers within organizations need to lead the way. STEP TWO: Define your priorities. Very simply, this is asking the question, “What’s most important?” When you or your team are able to clearly define the most important things to the attainment of your goal, you’ll be able to determine where energy needs to be expended, where resources need to be dedicated, and where team members can be best utilized - and if you’re able to do that in ways that allow team members to contribute in alignment with their skills and gifting, you’ll create mutually meaningful work engagements like never before. STEP THREE: Take action. Clear goals and priorities are wonderful, but only if you develop a plan that enables you and your team to execute on them. The more priority-based action you take toward your clearly defined goals, the more success you will experience. You’ll be making the most of the aspirations and creativity of your team so that you can bring your goals into reality together. Outline of This Episode  [1:22] Meet Scott Carley - The Change Energizer [5:24] The change from Church Growth Consultant to Business Consultant  [7:29] Why we should think of getting “energized” rather than thinking about “changing” [10:01] Several defining moments from Scott’s life [19:12] Examples of the importance of a clear vision from a very unlikely place [24:40] Steps to apply the moment you stop listening to this episode  Resources &amp; People Mentioned  The National Speakers Association Business Network International Mary Kay Cosmetics  Connect with Scott Carley  www.PriorityEnergizer.com - Get Scott’s “Secret Sauce” to get yourself moving  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

Good leadership - and the development of leadership skills in others - is predicated on fundamentals that are vital to the role. These basics are things we hear mentioned often but if we are honest, few of us have mastered them to the point that they bring clarity and focus to our leadership and lives. What are these fundamentals? Goal setting, prioritization, and action. Keep reading to find out how to put these fundamentals to work as a leader and as one who develops leaders. My guest on this episode, Scott Carley, is known in the leadership and business consulting arena as “The Change Energizer.” He likes to focus people on the energy and possibilities that flow out of these fundamentals. He’s especially skilled at helping team leaders and entrepreneurs restore the buzz that they once had. He does this by addressing the issues that are keeping them from being focused and organized - and he does this in a way that propels them toward the accomplishment of their goals. Scott once served as a minister and church growth consultant - both roles that pursue the development of environments where those involved can find deeper meaning. Given his background in those areas, I was particularly interested to hear Scott's perspective. Join me for this episode of The Development Exponent. Are you missing this fundamental component of good leadership? Leaders can only lead when they are clear about the goals their teams are pursuing. But sadly, even the best leaders can have trouble setting effective goals. Goal setting is of paramount importance and as leaders, we must be able to discern the right goals and establish a plan to reach them. How do we do that? Scott suggests a few things to help individuals and organizations get clear on the goals they should be pursuing. First, let’s ask a simple question. “If a national news organization pulled up to your house with a mobile studio three years from now and wanted to interview you about the great success you’ve achieved, what would that success be?” In words relating to our topic - what are the things that you want to happen in your life or organization in the next three years? A question like this is helpful it enables us to imagine the outcome we most want to experience and get clear on what it will take to actually get there. Put simply, it helps us define our goals and begin the process of determining a course to accomplish it. The one thing that defines true leaders: Action We’ve all known or have even worked under a leader who we weren't thrilled about following. Why is that the case when they have the title and position of a leader? What’s the issue? Honest, genuine leadership is not predicated on a title or an appointment. In fact, titles are the least effective portion of leadership. Leaders are people who take action when needs arise. They are the ones who pull others together to meet needs and reach goals. To be clear, the action I’m talking about is not that of barking out orders or dictating a set of goals to be attained. True leaders value those they lead, so they work with them to bring out their best and accomplish the mutual goals of the group. Leaders step into the void of varied agendas and uncertain destinations and coordinate a collaborative effort between individuals. When this is done well it leads to meaning and fulfillment for everyone involved - and its the hallmark of a true leader. 3 steps to clarify your vision as a leader and as a person Scott was incredibly generous in the insights and stories he shared from his many years as a leader and business consultant. As we wrapped up the episode he outlined three steps to clarifying vision and achieving goals. STEP ONE: Write down where you want to be in 3 years. It’s important to get dreams out of your head and onto paper. That's the only way you can look at it, work with it, and refine it. Until you can envision your goal clearly you are not going to get there. This is an area where leaders and decision-makers within organizations need to lead the way. STEP TWO: Define your priorities. Very simply, this is asking the question, “What’s most important?” When you or your team are able to clearly define the most important things to the attainment of your goal, you’ll be able to determine where energy needs to be expended, where resources need to be dedicated, and where team members can be best utilized - and if you’re able to do that in ways that allow team members to contribute in alignment with their skills and gifting, you’ll create mutually meaningful work engagements like never before. STEP THREE: Take action. Clear goals and priorities are wonderful, but only if you develop a plan that enables you and your team to execute on them. The more priority-based action you take toward your clearly defined goals, the more success you will experience. You’ll be making the most of the aspirations and creativity of your team so that you can bring your goals into reality together. Outline of This Episode <ul> <li>[1:22] Meet Scott Carley - The Change Energizer</li> <li>[5:24] The change from Church Growth Consultant to Business Consultant </li> <li>[7:29] Why we should think of getting “energized” rather than thinking about “changing”</li> <li>[10:01] Several defining moments from Scott’s life</li> <li>[19:12] Examples of the importance of a clear vision from a very unlikely place</li> <li>[24:40] Steps to apply the moment you stop listening to this episode</li> </ul> Resources &amp; People Mentioned <ul> <li><a href="https://www.nsaspeaker.org/" rel="noopener nofollow" target="_blank">The National Speakers Association</a></li> <li><a href="https://www.bni.com/" rel="noopener nofollow" target="_blank">Business Network International</a></li> <li><a href="https://www.marykay.com/" rel="noopener nofollow" target="_blank">Mary Kay Cosmetics</a></li> </ul> Connect with Scott Carley <ul> <li><a href="http://www.priorityenergizer.com" rel="noopener nofollow" target="_blank">www.PriorityEnergizer.com</a> - Get Scott’s “Secret Sauce” to get yourself moving</li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

The Fundamentals Of Leadership with Scott Carley, Ep #52

Elly Moody

If you want your organization to enjoy long-term success, you’ve got to be committed to enduring whatever challenges come your way. Remember that old fable about the tortoise and the hair? Too many business leaders are still trying to be the hair when the moral of the story is to emulate the tortoise! Elly Moody is here to help leaders like you learn the value of perseverance so your business can enjoy long-term success. Elly is a forward-thinking leader in the digital, social and mobile landscape. She has provided her expertise to a diverse array of companies and brands – both large and small – on how to effectively create and execute fully integrated digital marketing strategies to drive business value. Over the last ten years in the digital space, Elly has created, executed, and managed social media communities for over 350 companies, athletes and brands. In her current role at McDonald’s, Elly creates and oversees the digital communication strategy for the Corporation, and is the lead content strategist for the McDonald’s Corporate Social Media channels. Elly has a ton of helpful insights that will enable leaders like you to take your organization to the next level. You are going to need pen and paper for this one! Learning to endure from an early age. Can you imagine how it would impact a child to face kidney cancer at the age of three? Talk about a heartwrenching and confusing experience! One of the most amazing things about children is their ability to adapt and adjust to difficult situations. While she didn’t know it then, enduring cancer treatment was just the start of Elly Moody’s life-long education in the power of perseverance. Elly would continue her education in the subject of perseverance as she fought for and earned a spot playing club soccer in addition to playing five different competitive sports. As a leader, Elly is convinced that the early lessons she learned from her cancer treatment and her involvement in competitive sports showed her the value of staying in the game and enduring whatever challenges arise. It’s gut check time, how are you doing when it comes to staying in the game? Are you ALL IN or do you find your level of commitment waining? Don’t let the distractions and roadblocks that come your way rob you of long-term success. Commit to persevering! Why you need to invest in your team. Sometimes you just want to show up to work, take care of your tasks, and then check out, right? Even if you love your job, you are going to have days that just feel like a GRIND, just don’t let it become a habit! When you let apathy sneak in and take over, it won’t be very long until cynicism and negativity creep in too. As a leader, you are not only responsible for your mindset; you are responsible for the mindset and culture of the team you’ve built around you. If you want to ensure your organization will stand the test of time and enjoy long-term success, you’ve got to invest in the well-being of your team. Elly Moody found that when she took the time to get to know her team and care for them as people, the team thrived. Choose to never give up! No one drifts toward success. Unfortunately, that is not how the world works! Individually and corporately, milestones and benchmarks need to be set if there is any hope for growth. On the personal front, you’ve got to determine that no matter what comes down the pike, you are in it for the long haul. If you take up that mantle as a leader in your organization and you look for ways to celebrate and encourage perseverance, your people will follow suit. Don’t let complacency and apathy rule the day; take the steps necessary so your business can enjoy long-term success. Learn more about perseverance and other helpful insights from Elly by listening to this powerful episode! Outline of This Episode  [1:10] I introduce my guest, Elly Moody. [3:30] Elly talks about enduring kidney cancer as a child. [8:15] How would others describe Elly’s leadership style? [10:40] Elly reveals the lessons she learned playing competitive team sports. [14:15] Leaders who have influenced Elly on her journey. [17:15] Identifying leadership qualities in prospective new hires. [19:30] Why you need to care for people on your team. [21:15] Empowering women in the workplace. [25:30] Choose to never give up! [29:00] Three takeaways you can use today.  Connect with Elly Moody  Elly on Twitter Elly on LinkedIn Elly’s website  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent on Apple Podcasts or Stitcher Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

If you want your organization to enjoy long-term success, you’ve got to be committed to enduring whatever challenges come your way. Remember that old fable about the tortoise and the hair? Too many business leaders are still trying to be the hair when the moral of the story is to emulate the tortoise! Elly Moody is here to help leaders like you learn the value of perseverance so your business can enjoy long-term success. Elly is a forward-thinking leader in the digital, social and mobile landscape. She has provided her expertise to a diverse array of companies and brands – both large and small – on how to effectively create and execute fully integrated digital marketing strategies to drive business value. Over the last ten years in the digital space, Elly has created, executed, and managed social media communities for over 350 companies, athletes and brands. In her current role at McDonald’s, Elly creates and oversees the digital communication strategy for the Corporation, and is the lead content strategist for the McDonald’s Corporate Social Media channels. Elly has a ton of helpful insights that will enable leaders like you to take your organization to the next level. You are going to need pen and paper for this one! Learning to endure from an early age. Can you imagine how it would impact a child to face kidney cancer at the age of three? Talk about a heartwrenching and confusing experience! One of the most amazing things about children is their ability to adapt and adjust to difficult situations. While she didn’t know it then, enduring cancer treatment was just the start of Elly Moody’s life-long education in the power of perseverance. Elly would continue her education in the subject of perseverance as she fought for and earned a spot playing club soccer in addition to playing five different competitive sports. As a leader, Elly is convinced that the early lessons she learned from her cancer treatment and her involvement in competitive sports showed her the value of staying in the game and enduring whatever challenges arise. It’s gut check time, how are you doing when it comes to staying in the game? Are you ALL IN or do you find your level of commitment waining? Don’t let the distractions and roadblocks that come your way rob you of long-term success. Commit to persevering! Why you need to invest in your team. Sometimes you just want to show up to work, take care of your tasks, and then check out, right? Even if you love your job, you are going to have days that just feel like a GRIND, just don’t let it become a habit! When you let apathy sneak in and take over, it won’t be very long until cynicism and negativity creep in too. As a leader, you are not only responsible for your mindset; you are responsible for the mindset and culture of the team you’ve built around you. If you want to ensure your organization will stand the test of time and enjoy long-term success, you’ve got to invest in the well-being of your team. Elly Moody found that when she took the time to get to know her team and care for them as people, the team thrived. Choose to never give up! No one drifts toward success. Unfortunately, that is not how the world works! Individually and corporately, milestones and benchmarks need to be set if there is any hope for growth. On the personal front, you’ve got to determine that no matter what comes down the pike, you are in it for the long haul. If you take up that mantle as a leader in your organization and you look for ways to celebrate and encourage perseverance, your people will follow suit. Don’t let complacency and apathy rule the day; take the steps necessary so your business can enjoy long-term success. Learn more about perseverance and other helpful insights from Elly by listening to this powerful episode! Outline of This Episode <ul> <li>[1:10] I introduce my guest, Elly Moody.</li> <li>[3:30] Elly talks about enduring kidney cancer as a child.</li> <li>[8:15] How would others describe Elly’s leadership style?</li> <li>[10:40] Elly reveals the lessons she learned playing competitive team sports.</li> <li>[14:15] Leaders who have influenced Elly on her journey.</li> <li>[17:15] Identifying leadership qualities in prospective new hires.</li> <li>[19:30] Why you need to care for people on your team.</li> <li>[21:15] Empowering women in the workplace.</li> <li>[25:30] Choose to never give up!</li> <li>[29:00] Three takeaways you can use today.</li> </ul> Connect with Elly Moody <ul> <li><a href="https://twitter.com/ellydeutchmoody?lang=en" rel="noopener nofollow" target="_blank">Elly on Twitter</a></li> <li><a href="https://www.linkedin.com/in/ellydeutchmoody/" rel="noopener nofollow" target="_blank">Elly on LinkedIn</a></li> <li><a href="https://ellydeutchmoody.com/" rel="noopener nofollow" target="_blank">Elly’s website</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://@contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> Subscribe to The Development Exponent on <a href="https://itunes.apple.com/us/podcast/the-development-exponent-a-leadership-perspective/id1436198157" rel="noopener nofollow" target="_blank">Apple Podcasts</a> or <a href="https://www.stitcher.com/podcast/bruce-holoubek/the-development-exponent-a-leadership-perspective" rel="noopener nofollow" target="_blank">Stitcher</a> Audio Production and Show notes by PODCAST FAST TRACK <a href="https://www.podcastfasttrack.com/" rel="noopener nofollow" target="_blank">https://www.podcastfasttrack.com</a>

Why Perseverance is the Key to Long-term Success, with Elly Moody Ep #18

Would you trust someone who doesn’t know how to use a steering wheel drive your car? It’s what we as executives and organizational leaders do when we promote workers to leadership roles who have no sense of personal purpose nor vision for a meaningful mission. The fault is not in bad hiring, but in a shifting culture that allows less and less time for quiet self reflection and development of an inner guidance system. Take heed that, it’s not you-- and you do have the power to make it better.  To help us gain footing on what’s happening and what we can do, Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast talks with the right expert for the matter-- Darrell Kopke. Darrell is a four-time CEO of high growth organizations, the Founder and CEO of Adelhard Sport Culture Inc. and an adjunct professor of the highly lauded Sauder School of Business at the University of British Columbia. At the university Darrell lectures on entrepreneurship and innovation. What really appealed to Bruce about Darrell, is that he is a “people first” CEO. After reading his article, “Trying Softer” Bruce knew he would do anything to have Darrell on his show.  “Trying Softer” was an article that came out of Darrell’s observation of a growing and disturbing trend he began to see at the university. His students were becoming increasingly distracted, and not present with what is going on in their daily lives. Walking through campus on a picturesque fall morning, Darrell stopped to inhale and revel in the beauty. Looking around to see if anyone else was appreciating the same, he saw heads slanted down into their phones, earbuds plugging the sounds of the birds. Like being the last person left on earth, there was no one to connect with to share the uplifting experience. The opportunity to bask in the inspiration of the day and to inwardly reflect was missing on the students. Similarly, when it was time to discuss talents, passions, careers and goals, these students were out of touch. At a time when they need to make massive decisions in their lives about their schooling and career paths, they had no grasp on their goals, talents, or what they wanted to accomplish. The distraction of pervasive attention-thirsty technology was showing its toll. As leaders and executives who are hiring and mentoring these individuals, we are on stage, we are seen, and we have the opportunity to lead by example. “Trying Softer” is a reminder that we too can step away from our distractions and connect with those around us, especially those who we want to develop as future leaders. First, leadership development requires us to know our core self. As mentors and organizational leaders we can ignite the spark of that journey in our younger workers by always referring back to the “why.” Why, as a person, are you doing what you do?” Secondly, leadership development requires for us to connect our personal why to the why of the organization. When bottlenecks develop, disagreements arise, or creativity seems to dry up, bring it back to the purpose question: “Why are we, as an organization doing what we do?” “What is our greater mission?” Keeping the encompassing purpose at hand really changes the outlook on what we are doing. It can make even the most mundane task more meaningful. Take the bricklayer story as example: A man sees three bricklayers and asked the first one, “What are you doing?” The first bricklayer says, “I am laying bricks, obviously!” The second bricklayer says, “I am building a wall.” The third bricklayer says, “I am building a cathedral!” As organizational leaders we can provide context to our workers, showing that who we are being is legacy based. Who we are being is a contribution that is bigger than ourselves, and what we are doing is not just completing a task like bookkeeping or editing, or calculating, but that we are activating a vision.  This shifts the lens of how we view ourselves and how we view our businesses. It helps us refine the question of what we are really doing. Are we selling children’s clothing, or are we promoting outdoor free-play culture? How does the world benefit from your business? We’d love to hear from you! Comment or email your reply. Tweet This/ LinkedIn That/ Facebook It  When bottlenecks develop, disagreements arise, or creativity seems to dry up, bring it back to the purpose question: “Why are we, as an organization doing what we do?” “What is our greater mission?”   Would you trust someone who doesn’t know how to use a steering wheel drive your car? It’s what we as executives and organizational leaders do when we promote workers to leadership roles who have no sense of personal purpose nor vision for a meaningful mission. #levelupyourleadership #leadership #contractleaders   Question: How does your business make the world better? We’d love to see your answers! #levelupyourleadership #leadership #contractleaders   Reflect on yourself as a listener. What kind of listener are you? Do you listen with the phone out, or are you focused and present? #levelupyourleadership #leadership #contractleaders Have you answered the question, “What’s in it for me?” for your whole team? (They are asking it for themselves.) #levelupyourleadership #leadership #contractleaders 

Would you trust someone who doesn’t know how to use a steering wheel drive your car? It’s what we as executives and organizational leaders do when we promote workers to leadership roles who have no sense of personal purpose nor vision for a meaningful mission. The fault is not in bad hiring, but in a shifting culture that allows less and less time for quiet self reflection and development of an inner guidance system. Take heed that, it’s not you-- and you do have the power to make it better.  To help us gain footing on what’s happening and what we can do, Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast talks with the right expert for the matter-- Darrell Kopke. Darrell is a four-time CEO of high growth organizations, the Founder and CEO of Adelhard Sport Culture Inc. and an adjunct professor of the highly lauded Sauder School of Business at the University of British Columbia. At the university Darrell lectures on entrepreneurship and innovation. What really appealed to Bruce about Darrell, is that he is a “people first” CEO. After reading his article, “Trying Softer” Bruce knew he would do anything to have Darrell on his show.  “Trying Softer” was an article that came out of Darrell’s observation of a growing and disturbing trend he began to see at the university. His students were becoming increasingly distracted, and not present with what is going on in their daily lives. Walking through campus on a picturesque fall morning, Darrell stopped to inhale and revel in the beauty. Looking around to see if anyone else was appreciating the same, he saw heads slanted down into their phones, earbuds plugging the sounds of the birds. Like being the last person left on earth, there was no one to connect with to share the uplifting experience. The opportunity to bask in the inspiration of the day and to inwardly reflect was missing on the students. Similarly, when it was time to discuss talents, passions, careers and goals, these students were out of touch. At a time when they need to make massive decisions in their lives about their schooling and career paths, they had no grasp on their goals, talents, or what they wanted to accomplish. The distraction of pervasive attention-thirsty technology was showing its toll. As leaders and executives who are hiring and mentoring these individuals, we are on stage, we are seen, and we have the opportunity to lead by example. “Trying Softer” is a reminder that we too can step away from our distractions and connect with those around us, especially those who we want to develop as future leaders. First, leadership development requires us to know our core self. As mentors and organizational leaders we can ignite the spark of that journey in our younger workers by always referring back to the “why.” Why, as a person, are you doing what you do?” Secondly, leadership development requires for us to connect our personal why to the why of the organization. When bottlenecks develop, disagreements arise, or creativity seems to dry up, bring it back to the purpose question: “Why are we, as an organization doing what we do?” “What is our greater mission?” Keeping the encompassing purpose at hand really changes the outlook on what we are doing. It can make even the most mundane task more meaningful. Take the bricklayer story as example: A man sees three bricklayers and asked the first one, “What are you doing?” The first bricklayer says, “I am laying bricks, obviously!” The second bricklayer says, “I am building a wall.” The third bricklayer says, “I am building a cathedral!” As organizational leaders we can provide context to our workers, showing that who we are being is legacy based. Who we are being is a contribution that is bigger than ourselves, and what we are doing is not just completing a task like bookkeeping or editing, or calculating, but that we are activating a vision.  This shifts the lens of how we view ourselves and how we view our businesses. It helps us refine the question of what we are really doing. Are we selling children’s clothing, or are we promoting outdoor free-play culture? How does the world benefit from your business? We’d love to hear from you! Comment or email your reply. Tweet This/ LinkedIn That/ Facebook It <ul> <li>When bottlenecks develop, disagreements arise, or creativity seems to dry up, bring it back to the purpose question: “Why are we, as an organization doing what we do?” “What is our greater mission?”</li> </ul> <ul> <li>Would you trust someone who doesn’t know how to use a steering wheel drive your car? It’s what we as executives and organizational leaders do when we promote workers to leadership roles who have no sense of personal purpose nor vision for a meaningful mission. #levelupyourleadership #leadership #contractleaders</li> </ul> <ul> <li>Question: How does your business make the world better? We’d love to see your answers! #levelupyourleadership #leadership #contractleaders</li> </ul> <ul> <li>Reflect on yourself as a listener. What kind of listener are you? Do you listen with the phone out, or are you focused and present? #levelupyourleadership #leadership #contractleaders</li> <li>Have you answered the question, “What’s in it for me?” for your whole team? (They are asking it for themselves.) #levelupyourleadership #leadership #contractleaders</li> </ul>

Developing Through Distraction

Ryan and five of his peers were selected to participate in an out-of-the-box experiment called, The Innovation Lab. Sequestered away from the rest of the organization, the team was responsible for researching umbilical cord blood donation and seeing how it can help with blood marrow registry and research objectives. Ryan’s team was tasked with a problem-- not with solving it, but rather with developing recommendations for how to address the problem so that the company could fix it. The experiment was a success. Ryan talks to Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast to provide us with the organizational and developmental perspectives and insights from that experiment. If your organization is looking to initiate an innovation project or lab, it helps to use a successful example for support. Here we unbox this out-of-the-box experiment to pick the pearls out of lessons learned. Measure Success When starting something not done before, the first measure of success has to be, does this actually work? For example, in starting an Innovation Lab, pulling a group of people who didn’t know each other to go offsite to work on a problem that was new, was in itself an unsure venture. To gather these diverse individuals who had one thing in common-- and ability to think and approach problems differently, and have them work well together, closely and for extended time, is in itself a success. Another measure of success was having a copious package to bring to leadership at the end of the experiment and having them applaud the team. Although there can be many measurements of success, primarily we have to ask, can the team function, and can we deliver? Anticipate Anxiety When initiating a project, volunteers are excited by the prospect of doing something new, but they don't often have the specifics on what exactly they will be doing. The excitement can quickly turn into anxiety-- two feelings that are on the same end of the energy spectrum, yet the latter carries detrimental effects. Also, for several reasons a major fear of many successful professionals is to have to step away from their regular role. It comes from the worry that they will be replaced, that their boss will see the job can be done without them, that their job is not as important to the organization as they previously thought, or that their progress and role reputation will be ruined by a less-qualified stand-in. Remember to include the rest of the organization in progress updates. Healthy organizations create a feeling of investment in their employees, so success and failure isn’t just shared between the team and leadership. Everyone in the organization should feel connected to what’s developing. One way to do this is to internally share short videos or clips of the team working on something as they talk about what they expect the outcome to be, and sharing why they are excited. Transparency builds trust and alleviates anxiety. Make it Work For a truly innovative approach and fresh ideas, start by picking your team from across the organization:  Have someone from marketing, finance, tech, HR, data, etc.. Make your team equally female and male. Have cultural diversity. Provide access to subject matter experts Have team-building conversations  In team building, appreciate the excitement that everyone feels to come from their niche and be picked to work on a completely different project. Team members should feel as experts asked to share their niche knowledge. Illustrate that the team acts as one brain. Then ask the team members to share how and when they work best-- ask them to be vulnerable-- but begin by being vulnerable yourself to help them open up about needs or dislikes, and quirks. There are also personal issues that affect work, so encourage team members to check in with one another to identify pain points and obstacles. We don’t have to over-share, but we do need to stay tuned in to give support and ensure the strength of each link of the chain. Learn Did the offsite location work? Did climate affect how people were able to work? Did we use the best methods for sharing and collaborating? Did we offer accessibility and convenience to our team? What other things can we take into consideration for next time? Have your team weigh in on the unique experience of being on the project. Then, check in with each person to see how this experience shaped or affected their outlook on their permanent role. Do they now wish to make a shift? Are they more sure now they want to stay where they are at? How have they grown and how can they contribute their newly developed skills into the organization.You’ve opened the box, use the treasures effectively! Tweet This / LinkedIn That Although there can be many measurements of success, primarily we have to ask, can the team function, and can we deliver? #levelupyourleadership #leadership #contractleaders Anticipate anxiety: when employees are attempting innovative projects they are entering the unknown. They begin with excitement but excitement can quickly turn into anxiety. #levelupyourleadership #leadership #contractleaders Transparency builds trust and alleviates anxiety. #levelupyourleadership #leadership #contractleaders Everyone in the organization should feel connected to what’s developing. One way to do this is to internally share short videos or clips of the team working on something as they talk about what they expect the outcome to be, and sharing why they are excited. #levelupyourleadership #leadership #contractleaders For any project, to create an innovative team, start by picking your team from across the organization: 1. Have someone from marketing, finance, tech, HR, data, etc.. 2. Make your team equally female and male. 3. Have cultural diversity. 4. Have team-building conversations 5. Provide access to subject matter experts and research. #levelupyourleadership #leadership #contractleaders Have your team members weigh in on the unique experience of being on the project. See how this experience shaped their outlook on their permanent role. Do they now wish to make a shift? How have they grown and how can they contribute their newly developed skills into the organization? #levelupyourleadership #leadership #contractleaders

Ryan and five of his peers were selected to participate in an out-of-the-box experiment called, The Innovation Lab. Sequestered away from the rest of the organization, the team was responsible for researching umbilical cord blood donation and seeing how it can help with blood marrow registry and research objectives. Ryan’s team was tasked with a problem-- not with solving it, but rather with developing recommendations for how to address the problem so that the company could fix it. The experiment was a success. Ryan talks to Bruce Holoubek, owner of Contracted Leadership, and Host of The Development Exponent Podcast to provide us with the organizational and developmental perspectives and insights from that experiment. If your organization is looking to initiate an innovation project or lab, it helps to use a successful example for support. Here we unbox this out-of-the-box experiment to pick the pearls out of lessons learned. Measure Success When starting something not done before, the first measure of success has to be, does this actually work? For example, in starting an Innovation Lab, pulling a group of people who didn’t know each other to go offsite to work on a problem that was new, was in itself an unsure venture. To gather these diverse individuals who had one thing in common-- and ability to think and approach problems differently, and have them work well together, closely and for extended time, is in itself a success. Another measure of success was having a copious package to bring to leadership at the end of the experiment and having them applaud the team. Although there can be many measurements of success, primarily we have to ask, can the team function, and can we deliver? Anticipate Anxiety When initiating a project, volunteers are excited by the prospect of doing something new, but they don't often have the specifics on what exactly they will be doing. The excitement can quickly turn into anxiety-- two feelings that are on the same end of the energy spectrum, yet the latter carries detrimental effects. Also, for several reasons a major fear of many successful professionals is to have to step away from their regular role. It comes from the worry that they will be replaced, that their boss will see the job can be done without them, that their job is not as important to the organization as they previously thought, or that their progress and role reputation will be ruined by a less-qualified stand-in. Remember to include the rest of the organization in progress updates. Healthy organizations create a feeling of investment in their employees, so success and failure isn’t just shared between the team and leadership. Everyone in the organization should feel connected to what’s developing. One way to do this is to internally share short videos or clips of the team working on something as they talk about what they expect the outcome to be, and sharing why they are excited. Transparency builds trust and alleviates anxiety. Make it Work For a truly innovative approach and fresh ideas, start by picking your team from across the organization: <ul> <li>Have someone from marketing, finance, tech, HR, data, etc..</li> <li>Make your team equally female and male.</li> <li>Have cultural diversity.</li> <li>Provide access to subject matter experts</li> <li>Have team-building conversations</li> </ul> In team building, appreciate the excitement that everyone feels to come from their niche and be picked to work on a completely different project. Team members should feel as experts asked to share their niche knowledge. Illustrate that the team acts as one brain. Then ask the team members to share how and when they work best-- ask them to be vulnerable-- but begin by being vulnerable yourself to help them open up about needs or dislikes, and quirks. There are also personal issues that affect work, so encourage team members to check in with one another to identify pain points and obstacles. We don’t have to over-share, but we do need to stay tuned in to give support and ensure the strength of each link of the chain. Learn Did the offsite location work? Did climate affect how people were able to work? Did we use the best methods for sharing and collaborating? Did we offer accessibility and convenience to our team? What other things can we take into consideration for next time? Have your team weigh in on the unique experience of being on the project. Then, check in with each person to see how this experience shaped or affected their outlook on their permanent role. Do they now wish to make a shift? Are they more sure now they want to stay where they are at? How have they grown and how can they contribute their newly developed skills into the organization.You’ve opened the box, use the treasures effectively! Tweet This / LinkedIn That Although there can be many measurements of success, primarily we have to ask, can the team function, and can we deliver? #levelupyourleadership #leadership #contractleaders Anticipate anxiety: when employees are attempting innovative projects they are entering the unknown. They begin with excitement but excitement can quickly turn into anxiety. #levelupyourleadership #leadership #contractleaders Transparency builds trust and alleviates anxiety. #levelupyourleadership #leadership #contractleaders Everyone in the organization should feel connected to what’s developing. One way to do this is to internally share short videos or clips of the team working on something as they talk about what they expect the outcome to be, and sharing why they are excited. #levelupyourleadership #leadership #contractleaders For any project, to create an innovative team, start by picking your team from across the organization: 1. Have someone from marketing, finance, tech, HR, data, etc.. 2. Make your team equally female and male. 3. Have cultural diversity. 4. Have team-building conversations 5. Provide access to subject matter experts and research. #levelupyourleadership #leadership #contractleaders Have your team members weigh in on the unique experience of being on the project. See how this experience shaped their outlook on their permanent role. Do they now wish to make a shift? How have they grown and how can they contribute their newly developed skills into the organization? #levelupyourleadership #leadership #contractleaders

Unboxing Innovation: Create the Team to Innovate

Michelle Neujahr

There are many strategic planning frameworks out there, but how many of them have as a key component, an emphasis on building mutually meaningful work engagements? From my point of view, this is an oft missing but vital piece of the planning that organizations of any size should be doing. What does it matter if the strategic planning framework you choose is the latest and greatest but your team members don’t feel it provides a way for them to be actively and enthusiastically involved in its implementation? My guest on this episode is a business consultant who has found her sweet spot in helping businesses work out strategic plans that not only help the company refine its vision for what it delivers and for whom, but also to communicate and implement the plan in a way that energizes team members. Michelle Neujahr is the founder of Nu-Yar, a no-nonsense business consulting company that works with committed business owners and executive teams. The experience she draws upon in helping leaders comes from being a real-world business owner herself. The heart of any good strategic planning process is not in the organization of the “planning event” itself or even in the slogans or campaigns devised from the discussion. The heart of real and powerful strategic planning is the people who will implement that plan. Getting them engaged and vested in the plan is the missing piece for most companies. Symptoms that your organization may need to develop a strategic plan? Michelle points out that the symptoms that indicate the need for effective strategic planning can be varied. Not only that but every organization — due to its unique history and culture — will manifest the need for a comprehensive strategic plan in equally unique ways. Some of the most common indicators that strategic planning is needed are things such as revenue plateaus, internal systems that are outdated or that no longer work, or a lack of clarity about where the organization is going and why. I believe that even though plateaus and broken systems are perhaps the leading indicators of the need for strategic planning, there is another fairly common occurrence that is symptomatic of a more vital problem — poor morale among the organization’s team. Work engagements that make a difference are not only those that turn a profit for the organization or enable it to reach its corporate goals. The thing that matters even more is the health and happiness of all the “cogs” in the inner workings of the organizational machinery. If they are not well lubricated, then those cogs (team members) who are unhappy or unfulfilled will eventually break, which will cripple the entire organizational machine. Strategic planning is about more than an annual revision of goals While organizations definitely need to revisit goals they have previously set to assess whether the goals were accomplished and/or whether they should have been set in the first place, that is not the focus of strategic planning. Strategic planning is aimed at a bigger target. Its objective is to set the course for the organization and to disseminate that direction throughout the organization’s team members in actionable ways. Sadly, it’s that last part that is missed in strategic planning much of the time. Vision and direction are great, but only if those who are expected to make it happen understand it and are on board with making it happen. Leadership development as part of the strategic planning framework Smaller organizations often discover that in the rush and hurry that often accompanies rapid growth they have simply been scrambling to keep their heads above water. This means they’ve hired friends or relatives, have patched up systems and processes on the fly at times, and in other words have done whatever was necessary to keep the business running. But as they grow, they begin to realize that the rush to meet customer demands without much thought for long-term strategy has put them into a difficult position. For example, startup founders often discover that once the company is profitable and in need of growth, it can’t grow because roles are not clearly defined, systems are not optimized or well-implemented, and long-tenured team members may not be in the right positions to enable the business to move forward. This is where strategic planning needs to be done. It enables the organization to move toward the future in positive ways, and an important part of that strategic planning framework needs to include the development of leaders to fill key roles that will be needed as the business grows. An organization can only rise to the level of its leaders, so preparing for growth means equipping future leaders ahead of time. Communicating strategic plans to your team in personal ways As mentioned previously, strategic plans will only be effective long-term when the plan is one that the team implementing the plan is enthused about and vested in. Building culture and values that serve the team as well as the customer is not easy, but it’s vital — and doing so in a way that is integrated into the “what and how” of the strategic plan is difficult at best.  It can be accomplished better when the team is consulted at the outset of the strategic planning process. Those who fill the roles that will carry out the plan — from customer service and sales professionals, all the way to the back-office administrative help — need to be asked for their input regarding the things that are holding the company back, what is stifling its ability to flourish, and on a more personal note, how their happiness is affected by the working environment of the organization. When this kind of sharing is received and taken seriously, the right kind of forward motion can take place through the planning process.  It’s recommended that strategic plans, once complete, be simplified. Boil the themes down to their most essential components that can be easily understood. Then tie those things to the initial input team members provided. When the team can hear leadership say, “You told us X, so we decided to do Y to solve for that,” they will actually be hearing, “You matter. Your opinion about what we’re doing as a team matters. You are a valuable part of this team and you’re making a difference.” Listen to hear how Michelle has helped organizations walk the strategic planning path, engage team members in it, and enlist them in implementation. Outline of This Episode  [3:15] Michelle’s life and business journey [10:28] The typical client Michelle serves — and why it’s her sweet spot [17:24] Common roadblocks to the strategic planning process [21:40] The need for leadership development in the strategic planning process [27:02] Communicating strategic plans in personal ways  Resources &amp; People Mentioned  Zig Ziglar Norman Vincent Peale Les Brown  Connect with Michelle Neujahr  Michelle’s coaching website: https://nu-yar.com/ Follow Michelle on LinkedIn Follow Michelle on Twitter: @michelleneujahr  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

There are many strategic planning frameworks out there, but how many of them have as a key component, an emphasis on building mutually meaningful work engagements? From my point of view, this is an oft missing but vital piece of the planning that organizations of any size should be doing. What does it matter if the strategic planning framework you choose is the latest and greatest but your team members don’t feel it provides a way for them to be actively and enthusiastically involved in its implementation? My guest on this episode is a business consultant who has found her sweet spot in helping businesses work out strategic plans that not only help the company refine its vision for what it delivers and for whom, but also to communicate and implement the plan in a way that energizes team members. Michelle Neujahr is the founder of Nu-Yar, a no-nonsense business consulting company that works with committed business owners and executive teams. The experience she draws upon in helping leaders comes from being a real-world business owner herself. The heart of any good strategic planning process is not in the organization of the “planning event” itself or even in the slogans or campaigns devised from the discussion. The heart of real and powerful strategic planning is the people who will implement that plan. Getting them engaged and vested in the plan is the missing piece for most companies. Symptoms that your organization may need to develop a strategic plan? Michelle points out that the symptoms that indicate the need for effective strategic planning can be varied. Not only that but every organization — due to its unique history and culture — will manifest the need for a comprehensive strategic plan in equally unique ways. Some of the most common indicators that strategic planning is needed are things such as revenue plateaus, internal systems that are outdated or that no longer work, or a lack of clarity about where the organization is going and why. I believe that even though plateaus and broken systems are perhaps the leading indicators of the need for strategic planning, there is another fairly common occurrence that is symptomatic of a more vital problem — poor morale among the organization’s team. Work engagements that make a difference are not only those that turn a profit for the organization or enable it to reach its corporate goals. The thing that matters even more is the health and happiness of all the “cogs” in the inner workings of the organizational machinery. If they are not well lubricated, then those cogs (team members) who are unhappy or unfulfilled will eventually break, which will cripple the entire organizational machine. Strategic planning is about more than an annual revision of goals While organizations definitely need to revisit goals they have previously set to assess whether the goals were accomplished and/or whether they should have been set in the first place, that is not the focus of strategic planning. Strategic planning is aimed at a bigger target. Its objective is to set the course for the organization and to disseminate that direction throughout the organization’s team members in actionable ways. Sadly, it’s that last part that is missed in strategic planning much of the time. Vision and direction are great, but only if those who are expected to make it happen understand it and are on board with making it happen. Leadership development as part of the strategic planning framework Smaller organizations often discover that in the rush and hurry that often accompanies rapid growth they have simply been scrambling to keep their heads above water. This means they’ve hired friends or relatives, have patched up systems and processes on the fly at times, and in other words have done whatever was necessary to keep the business running. But as they grow, they begin to realize that the rush to meet customer demands without much thought for long-term strategy has put them into a difficult position. For example, startup founders often discover that once the company is profitable and in need of growth, it can’t grow because roles are not clearly defined, systems are not optimized or well-implemented, and long-tenured team members may not be in the right positions to enable the business to move forward. This is where strategic planning needs to be done. It enables the organization to move toward the future in positive ways, and an important part of that strategic planning framework needs to include the development of leaders to fill key roles that will be needed as the business grows. An organization can only rise to the level of its leaders, so preparing for growth means equipping future leaders ahead of time. Communicating strategic plans to your team in personal ways As mentioned previously, strategic plans will only be effective long-term when the plan is one that the team implementing the plan is enthused about and vested in. Building culture and values that serve the team as well as the customer is not easy, but it’s vital — and doing so in a way that is integrated into the “what and how” of the strategic plan is difficult at best.  It can be accomplished better when the team is consulted at the outset of the strategic planning process. Those who fill the roles that will carry out the plan — from customer service and sales professionals, all the way to the back-office administrative help — need to be asked for their input regarding the things that are holding the company back, what is stifling its ability to flourish, and on a more personal note, how their happiness is affected by the working environment of the organization. When this kind of sharing is received and taken seriously, the right kind of forward motion can take place through the planning process.  It’s recommended that strategic plans, once complete, be simplified. Boil the themes down to their most essential components that can be easily understood. Then tie those things to the initial input team members provided. When the team can hear leadership say, “You told us X, so we decided to do Y to solve for that,” they will actually be hearing, “You matter. Your opinion about what we’re doing as a team matters. You are a valuable part of this team and you’re making a difference.” Listen to hear how Michelle has helped organizations walk the strategic planning path, engage team members in it, and enlist them in implementation. Outline of This Episode <ul> <li>[3:15] Michelle’s life and business journey</li> <li>[10:28] The typical client Michelle serves — and why it’s her sweet spot</li> <li>[17:24] Common roadblocks to the strategic planning process</li> <li>[21:40] The need for leadership development in the strategic planning process</li> <li>[27:02] Communicating strategic plans in personal ways</li> </ul> Resources &amp; People Mentioned <ul> <li><a href="https://en.wikipedia.org/wiki/Zig_Ziglar" rel="noopener nofollow" target="_blank">Zig Ziglar</a></li> <li><a href="https://en.wikipedia.org/wiki/Norman_Vincent_Peale" rel="noopener nofollow" target="_blank">Norman Vincent Peale</a></li> <li><a href="https://lesbrown.com/" rel="nofollow" target="_blank">Les Brown</a></li> </ul> Connect with Michelle Neujahr <ul> <li>Michelle’s coaching website: <a href="https://nu-yar.com/" rel="noopener nofollow" target="_blank">https://nu-yar.com/</a></li> <li>Follow Michelle <a href="https://www.linkedin.com/in/michelleneujahr/" rel="noopener nofollow" target="_blank">on LinkedIn</a></li> <li>Follow Michelle on Twitter: <a href="https://twitter.com/michelleneujahr" rel="noopener nofollow" target="_blank">@michelleneujahr</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

Why Your Strategic Planning Framework Should Foster Mutually Meaningful Work Engagements with Michelle Neujahr, Ep #58

The United States is unique in many ways, but interestingly, one of those ways is that it is a bit behind when it comes to supporting mental health through the workplace. I speak often about the importance of creating mutually meaningful work engagements and there is no better context for that discussion than that of brain health. My guest on this episode is Michelle E Dickinson. She’s a mental health advocate who has walked a path through what she calls a “mental health trifecta” that has guided her to a place of support, encouragement, and training for those interested in making the workplace a more supportive place for those struggling with mental health issues. Sadly, mental health still carries a stigma in Western culture, one that can and should be eliminated through education, compassion, and trust. It’s my hope that you’ll continue reading to discover what is being done and can be done to help American corporations and organizations become better equipped to support employees when it comes to their mental health. Why is the United States behind other nations in supporting mental health in the workplace? Canada and Australia for example, are far ahead of the United States when it comes to workplace initiatives that not only support but provide for the mental health support of employees. These initiatives are part of the overall inclusion strategies of most companies and turn out to be much more than a simple employee benefit. They are aimed at making their employees more productive and fulfilled through better care for them as individual human beings. One of the reasons the United States is not as far along is that for years mental health issues have been an invisible disability, something that people suffering from mental health challenges are ashamed to share. Or, those supporting a family member with mental health issues often feel unable to reveal the issue for fear of embarrassing or shaming their family member. When organizational leaders bravely take the first step, talking about these issues from their own experience, it sets the stage for those within the organization to willingly open up about their struggles too. While it may seem strange for this to happen in a working environment, it is a key component to developing a culture of trust and inclusiveness where mutually meaningful work engagements are possible.  When business performance overshadows compassion, we get into trouble Companies are in business to make money and to provide valuable services to their clients or customers. Employee performance is a key factor in making those outcomes a reality. But today’s leaders are learning that a healthy company culture — which is the environment in which optimal performance happens — is vital to top performance for everyone within the organization. Company cultures that are unwilling to recognize the real-life struggles of their team members — like mental health issues — become self-defeating. The trust that is foundational for the development of high-performing teams simply can’t happen if an individual's life situations are ignored or unaddressed. Leaders must express care for the members of their team if the team as a whole is to thrive. I guess I’m talking about "compassion-first" leaders. Michelle says it this way, “When business performance trumps compassion, we get into trouble.” That is a leadership responsibility. Why leaders must learn to couple compassion with trust Put yourself in the following situation: You have a challenging life situation going on and it’s requiring such high levels of mental and emotional bandwidth that you are having a hard time keeping up with responsibilities at work. It’s probably not a stretch for most of us to imagine. We’ve probably been there. Now change the scenario slightly and imagine the issue you’re dealing with is a mental health issue. If your boss at work is a person who is solely results-oriented, they could be the type who is often heard to say, “I don’t want excuses, I want results.” Ask yourself a few questions: “Do I feel comfortable sharing what’s going on in my personal life with my boss? If not, why not?” The answer is likely that you don’t feel that he/she would express compassion for you and the situation you’re enduring, which in turn, makes it impossible for you to feel any level of trust toward them. Leaders who cannot express compassion toward the sometimes all-consuming issues their team members are going through will find it impossible to build an environment of trust. And without trust, employee fulfillment and morale will decline and retention will be a continual problem. It’s not a beneficial road to be on for the company or team members. What kind of training is needed to make your organization supportive of mental health issues? During this conversation, Michelle described a program that is designed to help organizational leaders create a mutually meaningful work environment in view of mental health issues. Her area of expertise is to help forward-thinking organizations create safe and compassionate workplace cultures so they can improve engagement, retention, and productivity — especially as it relates to supporting mental health. The good news is that any organization can make strides toward improvement in supporting the mental health of its team members. It requires…  A clear commitment to foster a culture of inclusion for those with invisible disabilities (mental health issues). It starts with leaders at the highest level and is expressed through compassionate corporate policies The company also needs to be committed to providing legitimate and easily accessible mental health support, not just as an employee benefit, but also in the form of relational support Naturally, everyone within the company needs education or training, especially those who are in leadership roles There are also options for developing employee-driven peer support programs where those who have experienced mental health challenges come alongside others who are currently walking those same paths  Michelle makes it clear that no company is going to develop the ability to support mental health overnight, but that steps in the right direction go a long way in developing the trust necessary to support such initiatives and set them up for success. My hope is that more and more companies within the United States will adopt this compassionate model when it comes to supporting mental health for their employees. Naturally, those in positions of leadership have to set the example and start the forward motion. As a leader or emerging leader, what can you do in your organization to help your company move toward becoming one that is known for supporting mental health in its team members? Outline of This Episode  [2:02] An overview of Michelle’s career in the pharmaceutical industry [3:47] Why Michelle decided to write her book, “Breaking Into My Life” [8:52] How organizational leadership can make a huge difference [13:10] The example set by Canada and Australia for workplace mental health care [17:17] A program oriented toward educating youth about the issue of brain health [22:01] The peer program Michelle has created and the impact it’s having [28:10] How organizations can set the stage for good mental health support [31:47] Corporate missteps to learn from in building better practices    Connect with Michelle E. Dickinson  www.MichelleEDickinson.com - see the video about the youth program mentioned Michelle on Twitter: @MDickinson13 Follow Michelle on LinkedIn  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

The United States is unique in many ways, but interestingly, one of those ways is that it is a bit behind when it comes to supporting mental health through the workplace. I speak often about the importance of creating mutually meaningful work engagements and there is no better context for that discussion than that of brain health. My guest on this episode is Michelle E Dickinson. She’s a mental health advocate who has walked a path through what she calls a “mental health trifecta” that has guided her to a place of support, encouragement, and training for those interested in making the workplace a more supportive place for those struggling with mental health issues. Sadly, mental health still carries a stigma in Western culture, one that can and should be eliminated through education, compassion, and trust. It’s my hope that you’ll continue reading to discover what is being done and can be done to help American corporations and organizations become better equipped to support employees when it comes to their mental health. Why is the United States behind other nations in supporting mental health in the workplace? Canada and Australia for example, are far ahead of the United States when it comes to workplace initiatives that not only support but provide for the mental health support of employees. These initiatives are part of the overall inclusion strategies of most companies and turn out to be much more than a simple employee benefit. They are aimed at making their employees more productive and fulfilled through better care for them as individual human beings. One of the reasons the United States is not as far along is that for years mental health issues have been an invisible disability, something that people suffering from mental health challenges are ashamed to share. Or, those supporting a family member with mental health issues often feel unable to reveal the issue for fear of embarrassing or shaming their family member. When organizational leaders bravely take the first step, talking about these issues from their own experience, it sets the stage for those within the organization to willingly open up about their struggles too. While it may seem strange for this to happen in a working environment, it is a key component to developing a culture of trust and inclusiveness where mutually meaningful work engagements are possible.  When business performance overshadows compassion, we get into trouble Companies are in business to make money and to provide valuable services to their clients or customers. Employee performance is a key factor in making those outcomes a reality. But today’s leaders are learning that a healthy company culture — which is the environment in which optimal performance happens — is vital to top performance for everyone within the organization. Company cultures that are unwilling to recognize the real-life struggles of their team members — like mental health issues — become self-defeating. The trust that is foundational for the development of high-performing teams simply can’t happen if an individual's life situations are ignored or unaddressed. Leaders must express care for the members of their team if the team as a whole is to thrive. I guess I’m talking about "compassion-first" leaders. Michelle says it this way, “When business performance trumps compassion, we get into trouble.” That is a leadership responsibility. Why leaders must learn to couple compassion with trust Put yourself in the following situation: You have a challenging life situation going on and it’s requiring such high levels of mental and emotional bandwidth that you are having a hard time keeping up with responsibilities at work. It’s probably not a stretch for most of us to imagine. We’ve probably been there. Now change the scenario slightly and imagine the issue you’re dealing with is a mental health issue. If your boss at work is a person who is solely results-oriented, they could be the type who is often heard to say, “I don’t want excuses, I want results.” Ask yourself a few questions: “Do I feel comfortable sharing what’s going on in my personal life with my boss? If not, why not?” The answer is likely that you don’t feel that he/she would express compassion for you and the situation you’re enduring, which in turn, makes it impossible for you to feel any level of trust toward them. Leaders who cannot express compassion toward the sometimes all-consuming issues their team members are going through will find it impossible to build an environment of trust. And without trust, employee fulfillment and morale will decline and retention will be a continual problem. It’s not a beneficial road to be on for the company or team members. What kind of training is needed to make your organization supportive of mental health issues? During this conversation, Michelle described a program that is designed to help organizational leaders create a mutually meaningful work environment in view of mental health issues. Her area of expertise is to help forward-thinking organizations create safe and compassionate workplace cultures so they can improve engagement, retention, and productivity — especially as it relates to supporting mental health. The good news is that any organization can make strides toward improvement in supporting the mental health of its team members. It requires… <ul> <li>A clear commitment to foster a culture of inclusion for those with invisible disabilities (mental health issues). It starts with leaders at the highest level and is expressed through compassionate corporate policies</li> <li>The company also needs to be committed to providing legitimate and easily accessible mental health support, not just as an employee benefit, but also in the form of relational support</li> <li>Naturally, everyone within the company needs education or training, especially those who are in leadership roles</li> <li>There are also options for developing employee-driven peer support programs where those who have experienced mental health challenges come alongside others who are currently walking those same paths</li> </ul> Michelle makes it clear that no company is going to develop the ability to support mental health overnight, but that steps in the right direction go a long way in developing the trust necessary to support such initiatives and set them up for success. My hope is that more and more companies within the United States will adopt this compassionate model when it comes to supporting mental health for their employees. Naturally, those in positions of leadership have to set the example and start the forward motion. As a leader or emerging leader, what can you do in your organization to help your company move toward becoming one that is known for supporting mental health in its team members? Outline of This Episode <ul> <li>[2:02] An overview of Michelle’s career in the pharmaceutical industry</li> <li>[3:47] Why Michelle decided to write her book, “Breaking Into My Life”</li> <li>[8:52] How organizational leadership can make a huge difference</li> <li>[13:10] The example set by Canada and Australia for workplace mental health care</li> <li>[17:17] A program oriented toward educating youth about the issue of brain health</li> <li>[22:01] The peer program Michelle has created and the impact it’s having</li> <li>[28:10] How organizations can set the stage for good mental health support</li> <li>[31:47] Corporate missteps to learn from in building better practices</li> </ul> Connect with Michelle E. Dickinson <ul> <li><a href="https://www.michelleedickinson.com/" rel="noopener nofollow" target="_blank">www.MichelleEDickinson.com</a> - see the video about the youth program mentioned</li> <li>Michelle on Twitter: <a href="https://twitter.com/mdickinson13" rel="noopener nofollow" target="_blank">@MDickinson13</a></li> <li>Follow Michelle <a href="https://www.linkedin.com/in/michelle-e-dickinson-7882013/" rel="noopener nofollow" target="_blank">on LinkedIn</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

Supporting Mental Health Through Mutually Meaningful Work Engagements, with Michelle E. Dickinson, Ep #57

Innovators are not the people we typically think of when we imagine those who create meaning and purpose in the workplace. Innovators are the ones on the edge, the ones coming up with great ideas and solutions to real-world problems, the ones pioneering discoveries and technologies that advance or disrupt entire industries. But the best innovators are the ones who not only create meaning but who have a deeper sense of purpose and human good in mind from the start. My guest on this episode is April Shprintz, a high-energy woman who comes alongside those who are already moving in the direction of their dreams but desire to reach them faster. She specializes in accelerating the growth of those dreams and help people realize how possible it is to achieve their goals and surpass their limits. In this conversation, we talk about how April discovered her gifts as an “accelerator” and what that’s meant for the development of her career. Then we turn a corner to discuss how those who are gifted as innovators can focus their energies beyond iterating within their area of expertise, to provide deep meaning and purpose for those who are on the journey with them. People who express belief in others, create meaning for them We all have defining moments, experiences that show us who we are and what we are capable of becoming. But it’s only as we embrace the truths those moments have to teach us that we can move in a new direction and accomplish the things we were meant to do. Often, we are unable to recognize those truths about ourselves for ourselves, we need others to point them out for us. When April was 9 years old, the company her mother worked for gave her the option to enter an alcohol treatment program. It was a turning point in April’s life because of a woman she met during that time of great transition. That woman was named Sue, and she worked at her mother’s workplace. Sue came to their home, met April, and spoke words of hope into April’s life. April says that up to that point, she had always wanted to do great things but had no reason to believe she’d ever be able to do so. The words that Sue spoke created meaning for April to see and hang onto. Who are the people who have spoken into your life, who have given you hope and belief in yourself? Take the time to remember those moments, to touch the emotions you felt at that moment. Can you see the truth of what they said to you? How is what that person said reflected in your life today? Are there ways you can amplify it even more to fulfill the meaning and purpose of your life in greater ways? Innovators can create meaning through the cutting-edge work they do “An innovator is someone who is looking to do things in a better way. They’re that person who never thinks they’ve reached the pinnacle of who they can be, what they can give, what their service level can be for their customers. They are always asking, ‘How can we be better? What can we do more of?’ “ ~ April Shprintz Given that definition of innovation, let’s think for a moment about how those who innovate in their particular niche or industry have the opportunity to create meaning for themselves and those around them. Innovation and creativity flow out of a place of personal purpose. When innovators can recognize that and become aware of the deeper meaning and purpose of what their work is about, they can be even more intentional about magnifying the meaning in what they are doing. This sort of meaning-fueled intentionality is going to spill over on everyone involved in the project. They will recognize that the work they are doing is about more than the new technology or business approach they are pioneering. It’s about the benefits to real people who the innovation will touch. Innovators specialize in the kind of change needed to make work meaningful  Perhaps the primary thing that makes innovators able to do what they do is the mindset they have about life. The average person sees something that doesn’t suit them or doesn’t please them and complains. Innovators experience the same things and wonder, “How can I change this to make it better?” When we apply that mindset to the task of making work more meaningful, it seems obvious that innovators can be of great help. What might it look like to pull together the innovators within your workplace to take a deeper look at the level and quality of the work relationships within your organization? Are there ways they can see—that perhaps others have not—that can create a better environment for cultivating mutually meaningful work relationships? Every leader and every business is in the business of serving Once you realize that your business exists to serve the needs and wants of your customers, you will begin to see that you have the opportunity to create meaning and purpose for your customers both through what you provide them and in the WAY you provide it. But that last part doesn’t happen by default. Team morale and business culture are what fuel it. If your team is not experiencing meaning in what they do, they won’t have the capacity to communicate meaning to your customers. Leaders, creating mutually meaningful work engagements has far-reaching impact. You have it within your power to create meaning for your team, day after day, year after year through this thing we call “work.” But beyond that, you’re able to empower those team members to create meaning for those you serve through your business—and it all hinges on leadership. Your leadership. April shares many valuable insights on this episode, including her thoughts on how organizational philanthropy sets the stage for leaders or organizations to infuse even more meaning into what they do, so don’t miss it. Outline of This Episode  [2:53] How April discovered that she was a “business accelerator” - at 6 years of age [6:25] An experience as a 9-year old that defined much of who April is [12:40] Aprils’ definition of an “Innovator” [13:30] How innovators create meaning in what they do [20:42] The limiting beliefs that hold innovators back most [23:08] How business grow stronger by giving back in meaningful ways [28:05] April’s three-part acceleration profile  Connect with April Shprintz  April’s website (one of the best I’ve seen): https://drivenoutcomes.com/ April on LinkedIn April on Twitter: @AShprintz  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

Innovators are not the people we typically think of when we imagine those who create meaning and purpose in the workplace. Innovators are the ones on the edge, the ones coming up with great ideas and solutions to real-world problems, the ones pioneering discoveries and technologies that advance or disrupt entire industries. But the best innovators are the ones who not only create meaning but who have a deeper sense of purpose and human good in mind from the start. My guest on this episode is April Shprintz, a high-energy woman who comes alongside those who are already moving in the direction of their dreams but desire to reach them faster. She specializes in accelerating the growth of those dreams and help people realize how possible it is to achieve their goals and surpass their limits. In this conversation, we talk about how April discovered her gifts as an “accelerator” and what that’s meant for the development of her career. Then we turn a corner to discuss how those who are gifted as innovators can focus their energies beyond iterating within their area of expertise, to provide deep meaning and purpose for those who are on the journey with them. People who express belief in others, create meaning for them We all have defining moments, experiences that show us who we are and what we are capable of becoming. But it’s only as we embrace the truths those moments have to teach us that we can move in a new direction and accomplish the things we were meant to do. Often, we are unable to recognize those truths about ourselves for ourselves, we need others to point them out for us. When April was 9 years old, the company her mother worked for gave her the option to enter an alcohol treatment program. It was a turning point in April’s life because of a woman she met during that time of great transition. That woman was named Sue, and she worked at her mother’s workplace. Sue came to their home, met April, and spoke words of hope into April’s life. April says that up to that point, she had always wanted to do great things but had no reason to believe she’d ever be able to do so. The words that Sue spoke created meaning for April to see and hang onto. Who are the people who have spoken into your life, who have given you hope and belief in yourself? Take the time to remember those moments, to touch the emotions you felt at that moment. Can you see the truth of what they said to you? How is what that person said reflected in your life today? Are there ways you can amplify it even more to fulfill the meaning and purpose of your life in greater ways? Innovators can create meaning through the cutting-edge work they do “An innovator is someone who is looking to do things in a better way. They’re that person who never thinks they’ve reached the pinnacle of who they can be, what they can give, what their service level can be for their customers. They are always asking, ‘How can we be better? What can we do more of?’ “ ~ April Shprintz Given that definition of innovation, let’s think for a moment about how those who innovate in their particular niche or industry have the opportunity to create meaning for themselves and those around them. Innovation and creativity flow out of a place of personal purpose. When innovators can recognize that and become aware of the deeper meaning and purpose of what their work is about, they can be even more intentional about magnifying the meaning in what they are doing. This sort of meaning-fueled intentionality is going to spill over on everyone involved in the project. They will recognize that the work they are doing is about more than the new technology or business approach they are pioneering. It’s about the benefits to real people who the innovation will touch. Innovators specialize in the kind of change needed to make work meaningful  Perhaps the primary thing that makes innovators able to do what they do is the mindset they have about life. The average person sees something that doesn’t suit them or doesn’t please them and complains. Innovators experience the same things and wonder, “How can I change this to make it better?” When we apply that mindset to the task of making work more meaningful, it seems obvious that innovators can be of great help. What might it look like to pull together the innovators within your workplace to take a deeper look at the level and quality of the work relationships within your organization? Are there ways they can see—that perhaps others have not—that can create a better environment for cultivating mutually meaningful work relationships? Every leader and every business is in the business of serving Once you realize that your business exists to serve the needs and wants of your customers, you will begin to see that you have the opportunity to create meaning and purpose for your customers both through what you provide them and in the WAY you provide it. But that last part doesn’t happen by default. Team morale and business culture are what fuel it. If your team is not experiencing meaning in what they do, they won’t have the capacity to communicate meaning to your customers. Leaders, creating mutually meaningful work engagements has far-reaching impact. You have it within your power to create meaning for your team, day after day, year after year through this thing we call “work.” But beyond that, you’re able to empower those team members to create meaning for those you serve through your business—and it all hinges on leadership. Your leadership. April shares many valuable insights on this episode, including her thoughts on how organizational philanthropy sets the stage for leaders or organizations to infuse even more meaning into what they do, so don’t miss it. Outline of This Episode <ul> <li>[2:53] How April discovered that she was a “business accelerator” - at 6 years of age</li> <li>[6:25] An experience as a 9-year old that defined much of who April is</li> <li>[12:40] Aprils’ definition of an “Innovator”</li> <li>[13:30] How innovators create meaning in what they do</li> <li>[20:42] The limiting beliefs that hold innovators back most</li> <li>[23:08] How business grow stronger by giving back in meaningful ways</li> <li>[28:05] April’s three-part acceleration profile</li> </ul> Connect with April Shprintz <ul> <li>April’s website (one of the best I’ve seen): <a href="https://drivenoutcomes.com/" rel="nofollow" target="_blank">https://drivenoutcomes.com/</a></li> <li>April <a href="https://www.linkedin.com/in/aprilshprintz/" rel="noopener nofollow" target="_blank">on LinkedIn</a></li> <li>April on Twitter: <a href="https://twitter.com/aprilshprintz" rel="noopener nofollow" target="_blank">@AShprintz</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

How Innovators Can Create Meaning At Work And In The World, with April Shprintz, Ep #55

Scott Rouse

When it comes to being an effective leader and developer of other leaders, there are no better skills to learn than those centering around body language - you could say this post is about “body language for leaders.” It’s a powerful skill set that can be used to bring greater clarity to conversations, to gain deeper insight into people, and to make work mutually meaningful in all kinds of ways. My guest on this episode is Scott Rouse, a leading expert in body language and non-verbal communication. Scott’s skills in this area were honed through a path of intentional education about the things that make non-verbal communication so powerful - both positively and negatively.  Keep reading to learn more about how body language can be used by leaders to amplify the meaning of work, invest in team members, and make the workplace a more fulfilling environment. An early experience in observation and body-language skills Scott Rouse remembers growing up in a community where his father was one of the only doctors. He watched, literally in awe, as his father demonstrated mastery of observation and non-verbal communication. The way he helped his patients cope with illness and enjoy a happier experience even in a physician’s office was remarkable. Scott tells an amazing story of sharing lunch with his father during a visit to his father’s office at the small hospital where he worked. When Scott - then 6 years old - noticed two classmates in the waiting room, he asked his father why they were there. His father explained the reason each of them was in the waiting room - including one who was feigning illness because he didn’t want to go to school. That doesn’t sound so amazing until you learn that his father had yet to see or speak to either of them. It was his father’s methodical explanation of how he was able to read their body language and the clues that were apparent in their mothers’ demeanors that convinced Scott that the “magic” of non-verbal communication and observation was something he wanted to learn for himself. Join me for this episode to hear more of Scott’s incredible stories and his advice on how you can learn to observe body language for the purpose of enhancing the quality of your team relationships and workplace interactions. The medical profession once understood the importance of bedside manner As an adult, Scott Rouse was diagnosed with cancer and everything in his life changed, even his career. He didn’t turn to a different career because of limitations forced by his illness, he made the switch intentionally because of a negative experience he had in his Doctor’s office while receiving treatment. That experience revealed that Scott had something valuable to offer the medical profession. He would go on to help medical practitioners swept up in the technological and “big business” nature of the medical profession get back to a people-first approach to patient care. Body language for leaders is about caring for followers, not manipulation Scott’s story is inspiring simply because he is an example of someone who saw a way he could make a particular industry better for those it served and took action to do so. The same could be said for you as a leader - no matter what industry you are in. The influence you have as a leader can be used for good, to make your workplace into an environment where those you lead are happy to be and enthused to return to. You can learn body language and the power of observation to enhance your ability to listen, understand, and lead the people under your care. Eye contact, appropriate touch, empathetic facial expressions, and more are skills you can master so that you can build up the people you lead, encourage their progress and growth, and establish a rapport that pays dividends in your working environment and in the lives and ongoing career success of those you lead. One caution: Don’t buy the myths surrounding body language Hollywood has contributed to the myths people believe about what can be discerned through body language, So have many badly researched blog posts and news stories. Leaders need to know the truth about body language skills so they can make decisions that are truly informed and beneficial to their organizations and teams. The main thing to keep in mind is this, no matter how skilled you become at picking up on non-verbal signals and observing body language, it’s still not going to be an exact science. You are dealing with people, not machines or animals that function according to instinct alone. People are complicated and can’t be “figured out” that simply. Do what you can to learn body language clues and use them for good. But don’t use them as a tool to quickly label or diagnose things going on in your work environment. The relationships with the people you lead are based on much more than that - and true leadership is rooted in the relationships you have with those you lead. Outline of This Episode  [3:16] How a cancer diagnosis changed the trajectory of Scott’s career [13:39] The fulfillment of helping people avoid fearful situations in the medical profession [17:07] Brain chemistry’s effects on body language and perceptions [23:43] When body language doesn’t match what’s being said [27:40] Discerning sincerity through body language [34:20] The common misconceptions about understanding body language  Resources &amp; People Mentioned  Study: The Eyes Don’t Have It  Connect with Scott Rouse  Scott’s Website: Scott Rouse  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

When it comes to being an effective leader and developer of other leaders, there are no better skills to learn than those centering around body language - you could say this post is about “body language for leaders.” It’s a powerful skill set that can be used to bring greater clarity to conversations, to gain deeper insight into people, and to make work mutually meaningful in all kinds of ways. My guest on this episode is Scott Rouse, a leading expert in body language and non-verbal communication. Scott’s skills in this area were honed through a path of intentional education about the things that make non-verbal communication so powerful - both positively and negatively.  Keep reading to learn more about how body language can be used by leaders to amplify the meaning of work, invest in team members, and make the workplace a more fulfilling environment. An early experience in observation and body-language skills Scott Rouse remembers growing up in a community where his father was one of the only doctors. He watched, literally in awe, as his father demonstrated mastery of observation and non-verbal communication. The way he helped his patients cope with illness and enjoy a happier experience even in a physician’s office was remarkable. Scott tells an amazing story of sharing lunch with his father during a visit to his father’s office at the small hospital where he worked. When Scott - then 6 years old - noticed two classmates in the waiting room, he asked his father why they were there. His father explained the reason each of them was in the waiting room - including one who was feigning illness because he didn’t want to go to school. That doesn’t sound so amazing until you learn that his father had yet to see or speak to either of them. It was his father’s methodical explanation of how he was able to read their body language and the clues that were apparent in their mothers’ demeanors that convinced Scott that the “magic” of non-verbal communication and observation was something he wanted to learn for himself. Join me for this episode to hear more of Scott’s incredible stories and his advice on how you can learn to observe body language for the purpose of enhancing the quality of your team relationships and workplace interactions. The medical profession once understood the importance of bedside manner As an adult, Scott Rouse was diagnosed with cancer and everything in his life changed, even his career. He didn’t turn to a different career because of limitations forced by his illness, he made the switch intentionally because of a negative experience he had in his Doctor’s office while receiving treatment. That experience revealed that Scott had something valuable to offer the medical profession. He would go on to help medical practitioners swept up in the technological and “big business” nature of the medical profession get back to a people-first approach to patient care. Body language for leaders is about caring for followers, not manipulation Scott’s story is inspiring simply because he is an example of someone who saw a way he could make a particular industry better for those it served and took action to do so. The same could be said for you as a leader - no matter what industry you are in. The influence you have as a leader can be used for good, to make your workplace into an environment where those you lead are happy to be and enthused to return to. You can learn body language and the power of observation to enhance your ability to listen, understand, and lead the people under your care. Eye contact, appropriate touch, empathetic facial expressions, and more are skills you can master so that you can build up the people you lead, encourage their progress and growth, and establish a rapport that pays dividends in your working environment and in the lives and ongoing career success of those you lead. One caution: Don’t buy the myths surrounding body language Hollywood has contributed to the myths people believe about what can be discerned through body language, So have many badly researched blog posts and news stories. Leaders need to know the truth about body language skills so they can make decisions that are truly informed and beneficial to their organizations and teams. The main thing to keep in mind is this, no matter how skilled you become at picking up on non-verbal signals and observing body language, it’s still not going to be an exact science. You are dealing with people, not machines or animals that function according to instinct alone. People are complicated and can’t be “figured out” that simply. Do what you can to learn body language clues and use them for good. But don’t use them as a tool to quickly label or diagnose things going on in your work environment. The relationships with the people you lead are based on much more than that - and true leadership is rooted in the relationships you have with those you lead. Outline of This Episode <ul> <li>[3:16] How a cancer diagnosis changed the trajectory of Scott’s career</li> <li>[13:39] The fulfillment of helping people avoid fearful situations in the medical profession</li> <li>[17:07] Brain chemistry’s effects on body language and perceptions</li> <li>[23:43] When body language doesn’t match what’s being said</li> <li>[27:40] Discerning sincerity through body language</li> <li>[34:20] The common misconceptions about understanding body language</li> </ul> Resources &amp; People Mentioned <ul> <li>Study: <a href="https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0040259" rel="noopener nofollow" target="_blank">The Eyes Don’t Have It</a></li> </ul> Connect with Scott Rouse <ul> <li>Scott’s Website: <a href="http://www.scottrouse.com/" rel="noopener nofollow" target="_blank">Scott Rouse</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

Body Language For Leaders, with Scott Rouse, Ep #54

Christopher Lind

Those who work in the field of corporate learning and development are uniquely positioned to add tremendously to both the culture and the efficiency of a company. Theirs is a role that equips and facilitates skill development for everyone on the team. When done right, it’s a role that can greatly enhance the mutually meaningful work engagements within the business. My guest today is a corporate learning and development professional. Christopher Lind is head of Global Digital Learning at GE Healthcare. He is accountable for the digital transformation of learning and talent development GE Healthcare’s global commercial and marketing teams. His experience and his education make him the perfect guest to speak about the power of mutually meaningful work engagements in the wake of the digital revolution we are experiencing currently. I hope you join us for this episode. Corporate learning and development is changing daily If you’ve been in a corporate work environment for any length of time, you understand the role of the learning and development department. They are the people responsible to create and implement training for a variety of disciplines across the organization. If you’ve been involved in corporate training of any type you were likely participating in something the corporate learning and development team had its hands on. But if that training happened more than a few years ago, Christopher Lind says you should probably throw away your concept of what it entails, because it’s likely changed. Today’s technology has empowered learning and development (L&amp;D) to a greater degree, enabling all kinds of learning environments and tools to take the place of long, in-person meetings that slow down work and in many cases are not entirely effective. Listen to this episode to hear the changes and challenges facing L&amp;D. E-learning and Digital Learning Development are different When E-learning was first coming on the scene, most virtual or distance learning platforms were attempts at cramming the classroom into a PowerPoint deck as an E-learning course. For real learning to take place much more is needed. The classroom interaction and mentoring that happens in a live environment is missing entirely in that scenario - and it’s not what digital L&amp;D is aiming at. The digital approach to Corporate Learning and Development is about looking at all the different ways to achieve outcomes and adding to the existing approaches. Technology has changed the rules about how learning can be done and out of all the specialities within a company, the L&amp;D team has a great opportunity to make use of it.  At the core of great L&amp;D is the ability to deconstruct what learning looks like with a view toward figuring out what elements of the education process work and what aspects need to be modified or removed. It’s about doing everything better so that team members can be better equipped and bring their unique skills to their work. Current trouble spots in the way corporate L&amp;D is done  Christopher says that many Learning and Development practices are not effective because those leading the way get caught up in tactics and delivery platforms, forgetting what they are trying to achieve and how they are going to achieve it. In his words, “If you don’t know what you’re aiming for, there’s no way you’ll be able to hit it. When L&amp;D practices are stuck in the past or focused on the wrong things rather than accurately assessing the outcomes needed to meet company goals, another gap opens up - L&amp;D begins to miss the need people have to engage in actual experiences that facilitate learning. This happens because Learning and Development has its origins in academia, so many of the methods commonly used in the classroom are what are still implemented in L&amp;D programs. That means they are often content focused - which doesn’t provide the hands-on experiences that are effective and needed. With the digital age comes many challenges for L&amp;D When it comes to mutually meaningful work engagements, the Corporate Learning and Development arena has unique challenges to address. Many people who were previously happy working in Learning and Development roles are finding that the advent of digital is causing them to lose their enthusiasm for the roles they fill - because the nature of those roles is changing. For example, Christopher says that many people got into L&amp;D because they didn’t like technology - and now they can’t avoid it as digital becomes more and more critical to how L&amp;D does its work.  Another challenge L&amp;D faces is the stereotype that “learning people” are a certain way or that those who work in the realm of corporate L&amp;D have a limited or specific skill set. Digital has expanded the needs of L&amp;D exponentially. It is now one of the most dynamic and diverse industries there is. Designers, data analysts, instructors, and more are needed as part of a growing L&amp;D team - and the rewarding nature of these roles could bring greater job satisfaction to many who are looking for a more people-oriented or personally satisfying role within their company. Join me for this great conversation with Christopher Lind, on this episode of The Development Exponent. Outline of This Episode  [1:03] Getting to know Christopher Lind [5:20] How parenting 5 children relates to Learning and Talent Development [6:50] Who is the targeted customer of an L&amp;D professional? [9:10] The most needed but missing things in L&amp;D  [23:45] How Learing and Development is one of the most dynamic industries [27:25] A defining “toe to toe” moment in Christopher’s career [33:40] Data shows how L&amp;D can help provide mutually meaningful work engagements  Connect with Christopher Linkd  Connect with Christopher on LinkedIn  Connect With Bruce  www.ContractedLeadership.com Facebook LinkedIn Twitter  Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK

Those who work in the field of corporate learning and development are uniquely positioned to add tremendously to both the culture and the efficiency of a company. Theirs is a role that equips and facilitates skill development for everyone on the team. When done right, it’s a role that can greatly enhance the mutually meaningful work engagements within the business. My guest today is a corporate learning and development professional. Christopher Lind is head of Global Digital Learning at GE Healthcare. He is accountable for the digital transformation of learning and talent development GE Healthcare’s global commercial and marketing teams. His experience and his education make him the perfect guest to speak about the power of mutually meaningful work engagements in the wake of the digital revolution we are experiencing currently. I hope you join us for this episode. Corporate learning and development is changing daily If you’ve been in a corporate work environment for any length of time, you understand the role of the learning and development department. They are the people responsible to create and implement training for a variety of disciplines across the organization. If you’ve been involved in corporate training of any type you were likely participating in something the corporate learning and development team had its hands on. But if that training happened more than a few years ago, Christopher Lind says you should probably throw away your concept of what it entails, because it’s likely changed. Today’s technology has empowered learning and development (L&amp;D) to a greater degree, enabling all kinds of learning environments and tools to take the place of long, in-person meetings that slow down work and in many cases are not entirely effective. Listen to this episode to hear the changes and challenges facing L&amp;D. E-learning and Digital Learning Development are different When E-learning was first coming on the scene, most virtual or distance learning platforms were attempts at cramming the classroom into a PowerPoint deck as an E-learning course. For real learning to take place much more is needed. The classroom interaction and mentoring that happens in a live environment is missing entirely in that scenario - and it’s not what digital L&amp;D is aiming at. The digital approach to Corporate Learning and Development is about looking at all the different ways to achieve outcomes and adding to the existing approaches. Technology has changed the rules about how learning can be done and out of all the specialities within a company, the L&amp;D team has a great opportunity to make use of it.  At the core of great L&amp;D is the ability to deconstruct what learning looks like with a view toward figuring out what elements of the education process work and what aspects need to be modified or removed. It’s about doing everything better so that team members can be better equipped and bring their unique skills to their work. Current trouble spots in the way corporate L&amp;D is done  Christopher says that many Learning and Development practices are not effective because those leading the way get caught up in tactics and delivery platforms, forgetting what they are trying to achieve and how they are going to achieve it. In his words, “If you don’t know what you’re aiming for, there’s no way you’ll be able to hit it. When L&amp;D practices are stuck in the past or focused on the wrong things rather than accurately assessing the outcomes needed to meet company goals, another gap opens up - L&amp;D begins to miss the need people have to engage in actual experiences that facilitate learning. This happens because Learning and Development has its origins in academia, so many of the methods commonly used in the classroom are what are still implemented in L&amp;D programs. That means they are often content focused - which doesn’t provide the hands-on experiences that are effective and needed. With the digital age comes many challenges for L&amp;D When it comes to mutually meaningful work engagements, the Corporate Learning and Development arena has unique challenges to address. Many people who were previously happy working in Learning and Development roles are finding that the advent of digital is causing them to lose their enthusiasm for the roles they fill - because the nature of those roles is changing. For example, Christopher says that many people got into L&amp;D because they didn’t like technology - and now they can’t avoid it as digital becomes more and more critical to how L&amp;D does its work.  Another challenge L&amp;D faces is the stereotype that “learning people” are a certain way or that those who work in the realm of corporate L&amp;D have a limited or specific skill set. Digital has expanded the needs of L&amp;D exponentially. It is now one of the most dynamic and diverse industries there is. Designers, data analysts, instructors, and more are needed as part of a growing L&amp;D team - and the rewarding nature of these roles could bring greater job satisfaction to many who are looking for a more people-oriented or personally satisfying role within their company. Join me for this great conversation with Christopher Lind, on this episode of The Development Exponent. Outline of This Episode <ul> <li>[1:03] Getting to know Christopher Lind</li> <li>[5:20] How parenting 5 children relates to Learning and Talent Development</li> <li>[6:50] Who is the targeted customer of an L&amp;D professional?</li> <li>[9:10] The most needed but missing things in L&amp;D </li> <li>[23:45] How Learing and Development is one of the most dynamic industries</li> <li>[27:25] A defining “toe to toe” moment in Christopher’s career</li> <li>[33:40] Data shows how L&amp;D can help provide mutually meaningful work engagements</li> </ul> Connect with Christopher Linkd <ul> <li>Connect with Christopher <a href="https://www.linkedin.com/in/christopherlind/" rel="noopener nofollow" target="_blank">on LinkedIn</a></li> </ul> Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="noopener nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="noopener nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="noopener nofollow" target="_blank">LinkedIn</a></li> <li><a href="http://contractleaders" rel="noopener nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="noopener nofollow" target="_blank">Subscribe to The Development Exponent</a> Audio Production and Show notes by <a href="https://www.podcastfasttrack.com" rel="noopener nofollow" target="_blank">PODCAST FAST TRACK</a>

How Corporate Learning and Development Can Impact Mutually Meaningful Work Engagements, with Christopher Lind, Ep #53

Jim Britt

Connect With Bruce  www.ContractedLeadership.com Facebook  LinkedIn Twitter  Subscribe to The Development Exponent ON THIS EPISODE Servant Leadership theory is a concept that became wildly popular for a time after the publication of Robert Greenleaf’s 1970 essay entitled, “The Servant As Leader.” But while intriguing, the theory can be empty without a flesh and blood example, so I’m tremendously thankful that on this episode of the podcast I get to introduce you to a man who embodies the concept. Jim Britt is a Senior Program Manager at Microsoft, where he has been part of the team since 2010. He’s also served on the teams of other influential organizations such as Ensynch, ConocoPhillips, and Motorola. Jim’s life and leadership lessons are those that come from being in the trenches. He's the kind of guy who does the hard work necessary to grow in both his personal and professional lives. His servant leadership and life, in general, will serve you well as you endeavor to continue your leadership development, so I invite you to listen. Outline of This Episode  [1:01] There are multiple reasons I have invited Jim Britt to be my guest on this episode [4:30] The impact having 4 children across a wide age span impacts Jim’s attitude [8:43] Is the focus to be work-life balance or work-life synchrony? [15:28] Why mentoring is a win-win if it is done right [20:02] An account of once when the light came on for a mentee [24:43] The defining moment from Jim’s past that explains who he is [29:08] Value comes from understanding the stories of others [32:35] 3 actions you can take immediately after hearing this episode   Connect with Jim Britt  Jim on LinkedIn  Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

Connect With Bruce <ul> <li><a href="http://www.contractedleadership.com" rel="nofollow" target="_blank">www.ContractedLeadership.com</a></li> <li><a href="https://www.facebook.com/ContractedLeadership/" rel="nofollow" target="_blank">Facebook</a></li> <li><a href="https://www.linkedin.com/company/contracted-leadership/" rel="nofollow" target="_blank"> LinkedIn</a></li> <li><a href="http://contractleaders" rel="nofollow" target="_blank">Twitter</a></li> </ul> <a href="https://plinkhq.com/i/1436198157" rel="nofollow" target="_blank">Subscribe to The Development Exponent</a> ON THIS EPISODE Servant Leadership theory is a concept that became wildly popular for a time after the publication of Robert Greenleaf’s 1970 essay entitled, “The Servant As Leader.” But while intriguing, the theory can be empty without a flesh and blood example, so I’m tremendously thankful that on this episode of the podcast I get to introduce you to a man who embodies the concept. Jim Britt is a Senior Program Manager at Microsoft, where he has been part of the team since 2010. He’s also served on the teams of other influential organizations such as Ensynch, ConocoPhillips, and Motorola. Jim’s life and leadership lessons are those that come from being in the trenches. He's the kind of guy who does the hard work necessary to grow in both his personal and professional lives. His servant leadership and life, in general, will serve you well as you endeavor to continue your leadership development, so I invite you to listen. Outline of This Episode <ul> <li>[1:01] There are multiple reasons I have invited Jim Britt to be my guest on this episode</li> <li>[4:30] The impact having 4 children across a wide age span impacts Jim’s attitude</li> <li>[8:43] Is the focus to be work-life balance or work-life synchrony?</li> <li>[15:28] Why mentoring is a win-win if it is done right</li> <li>[20:02] An account of once when the light came on for a mentee</li> <li>[24:43] The defining moment from Jim’s past that explains who he is</li> <li>[29:08] Value comes from understanding the stories of others</li> <li>[32:35] 3 actions you can take immediately after hearing this episode </li> </ul> Connect with Jim Britt <ul> <li>Jim <a href="https://www.linkedin.com/in/jimbritt/" rel="nofollow" target="_blank">on LinkedIn</a></li> </ul> Audio Production and Show notes by PODCAST FAST TRACK <a href="https://www.podcastfasttrack.com/" rel="nofollow" target="_blank">https://www.podcastfasttrack.com</a>

Servant Leadership Theory That Isn’t Theoretical with Jim Britt, Ep #48

Jeff Gargas

With a new book being released and a flourishing business that delivers game-changing tools, strategies, and systems for teachers all over the globe, Jeff Gargas, the COO of the Teach Better Team seemed like a great fit for our podcast. I wanted to explore the parallels of what’s working for educators and what’s needed to help emerging leaders develop mutually meaningful work engagements. Teach Better Team’s mission to help educators be better today than they were yesterday and be better tomorrow than they are today inspired a common thread in our conversation about comparison, competition, and the importance of being your most authentic self. In today’s world, it’s easy for any of us to fall into the trap of comparison – especially when scrolling through social media images that depict Instagram-worthy visual representations of perfection. For a teacher it might be a picture of an ideal lesson plan or masterfully decorated classroom. For the rest of us it can be photos of flawless homes, seemingly perfect relationships, completely collaborative teams, or office spaces that look like they have been lifted from the pages of Architectural Digest. As Theodore Roosevelt stated, “Comparison is a thief of joy.” It can often lead to those “not enough” thoughts that rob us of bandwidth and stifle our own talents. Jeff shared with me his early dream of being a “rock star” – which actually led him to his first collaboration with his Teach Better Co-Founder, Chad Ostrowski. Jeff had successfully built a record label and was on the path to the next level of success when the industry shifted, and he had to shut it down. That led him to a defining moment in his life when he questioned who he was without success. He found the perspective he needed to move forward from his wife and curiously from a line in the movie Cool Runnings. “If you are not enough without the gold medal, you’ll never be enough with it.” Jeff’s take-away: You have to understand who you are first. You have to get clear about your principles as a person. Know what you’re passionate about and come from that place of authenticity. Jeff shared come great advice that he received relatively early in his career: “It’s OK to compete – but don’t compare.” We talked a little bit about healthy competition and how it can drive you to get better or stronger and get out of your comfort zones. We also looked at the flip side of that competitive spirit using the analogy of runners in a 5K or half marathon. Some are running, of course, to be first over the finish line or to enjoy the accolades of winning. Most, however, that we’ve seen are competing not with the other runners, but with themselves by asking the question, “How can I beat my best time?” That definitely falls in line with Jeff’s company’s approach to teaching teachers about the “pursuit of better”. I asked about a lightbulb moment for he and his team that really made an impact. I loved that he shared the story about how Chad Ostrowski wanted to create an eBook that would share The Grid Method, which creates astounding results for teachers and students. Jeff didn’t think an eBook was enough, he told Chad that he was going to change the world. And story after story from teachers around the globe, it seems that’s just what they are doing. Two examples: One teacher shared how Chad’s strategies not only helped her create better pathways for learning for her students, but actually saved her marriage because, they helped reduce her stress and anxiety. A student shared how because of the new way his teacher was teaching, he was learning better and at a pace that worked for him and didn’t have to try to keep up with others. He said, “Because I’m not as smart as everyone else so I move as fast, so now no one makes fun of me and I don’t feel dumb anymore.” Now that’s impactful – and world changing. Jeff’s new book, Teach Better, is co-authored by his company teammates Chad Ostrowski, Tiffany Ott, and Rae Hughart. It is a terrific roadmap for growth for educators but also one worth the read for leaders from any industry. The mindset messages are universal, and the tactical elements of lesson planning and creating pathways for success are easily translated to the business practices of training, education, building relationships, and assessing progress. In response to my standard question relating to 3 takeaways, Jeff’s response was this:    Believe in what you do or go find something else to do. This was a strong statement, but so important about coming from a place where you can put all your passion and authenticity into what you do. That makes you a stronger leader.   Serve others. Jeff shared his approach to his business. Even though he is technically the “boss” – he doesn’t believe in the “they work for me” theory of leadership. He believes in the “I work for them” approach which ensures that he is always looking out for what elevates his team, not just himself.   Work balance and the idea that “if you find something you love, you’ll never work another day in your life” are myths. The truth is that if you really do love what you do, you’re going to put in the hours and work even harder to make it work at the highest level. The second truth is that most people spend about 60% of their time at work so there really isn’t balance. Instead of focusing on balance, focus on finding harmony. How can everything flow together?   It was terrific getting to know Jeff better and of course, we so admire any person and organization who make it their mission to help our teachers and educators thrive in today’s world. Kudos to the Teach Better Team for all they do. I loved exploring these concepts of comparison, competition, coming from a place of passion and authenticity and of course, changing the world. As a leader, how can you be better today than yesterday and better tomorrow than today? Let’s have that conversation!

With a new book being released and a flourishing business that delivers game-changing tools, strategies, and systems for teachers all over the globe, Jeff Gargas, the COO of the Teach Better Team seemed like a great fit for our podcast. I wanted to explore the parallels of what’s working for educators and what’s needed to help emerging leaders develop mutually meaningful work engagements. Teach Better Team’s mission to help educators be better today than they were yesterday and be better tomorrow than they are today inspired a common thread in our conversation about comparison, competition, and the importance of being your most authentic self. In today’s world, it’s easy for any of us to fall into the trap of comparison – especially when scrolling through social media images that depict Instagram-worthy visual representations of perfection. For a teacher it might be a picture of an ideal lesson plan or masterfully decorated classroom. For the rest of us it can be photos of flawless homes, seemingly perfect relationships, completely collaborative teams, or office spaces that look like they have been lifted from the pages of Architectural Digest. As Theodore Roosevelt stated, “Comparison is a thief of joy.” It can often lead to those “not enough” thoughts that rob us of bandwidth and stifle our own talents. Jeff shared with me his early dream of being a “rock star” – which actually led him to his first collaboration with his Teach Better Co-Founder, Chad Ostrowski. Jeff had successfully built a record label and was on the path to the next level of success when the industry shifted, and he had to shut it down. That led him to a defining moment in his life when he questioned who he was without success. He found the perspective he needed to move forward from his wife and curiously from a line in the movie Cool Runnings. “If you are not enough without the gold medal, you’ll never be enough with it.” Jeff’s take-away: You have to understand who you are first. You have to get clear about your principles as a person. Know what you’re passionate about and come from that place of authenticity. Jeff shared come great advice that he received relatively early in his career: “It’s OK to compete – but don’t compare.” We talked a little bit about healthy competition and how it can drive you to get better or stronger and get out of your comfort zones. We also looked at the flip side of that competitive spirit using the analogy of runners in a 5K or half marathon. Some are running, of course, to be first over the finish line or to enjoy the accolades of winning. Most, however, that we’ve seen are competing not with the other runners, but with themselves by asking the question, “How can I beat my best time?” That definitely falls in line with Jeff’s company’s approach to teaching teachers about the “pursuit of better”. I asked about a lightbulb moment for he and his team that really made an impact. I loved that he shared the story about how Chad Ostrowski wanted to create an eBook that would share The Grid Method, which creates astounding results for teachers and students. Jeff didn’t think an eBook was enough, he told Chad that he was going to change the world. And story after story from teachers around the globe, it seems that’s just what they are doing. Two examples: One teacher shared how Chad’s strategies not only helped her create better pathways for learning for her students, but actually saved her marriage because, they helped reduce her stress and anxiety. A student shared how because of the new way his teacher was teaching, he was learning better and at a pace that worked for him and didn’t have to try to keep up with others. He said, “Because I’m not as smart as everyone else so I move as fast, so now no one makes fun of me and I don’t feel dumb anymore.” Now that’s impactful – and world changing. Jeff’s new book, Teach Better, is co-authored by his company teammates Chad Ostrowski, Tiffany Ott, and Rae Hughart. It is a terrific roadmap for growth for educators but also one worth the read for leaders from any industry. The mindset messages are universal, and the tactical elements of lesson planning and creating pathways for success are easily translated to the business practices of training, education, building relationships, and assessing progress. In response to my standard question relating to 3 takeaways, Jeff’s response was this: <ol> <li> Believe in what you do or go find something else to do. This was a strong statement, but so important about coming from a place where you can put all your passion and authenticity into what you do. That makes you a stronger leader. </li> <li> Serve others. Jeff shared his approach to his business. Even though he is technically the “boss” – he doesn’t believe in the “they work for me” theory of leadership. He believes in the “I work for them” approach which ensures that he is always looking out for what elevates his team, not just himself. </li> <li> Work balance and the idea that “if you find something you love, you’ll never work another day in your life” are myths. The truth is that if you really do love what you do, you’re going to put in the hours and work even harder to make it work at the highest level. The second truth is that most people spend about 60% of their time at work so there really isn’t balance. Instead of focusing on balance, focus on finding harmony. How can everything flow together? </li> </ol> It was terrific getting to know Jeff better and of course, we so admire any person and organization who make it their mission to help our teachers and educators thrive in today’s world. Kudos to the Teach Better Team for all they do. I loved exploring these concepts of comparison, competition, coming from a place of passion and authenticity and of course, changing the world. As a leader, how can you be better today than yesterday and better tomorrow than today? Let’s have that conversation!

Comparison, Competition, and Changing the World with Jeff Gargas | Episode 46

Chelsey Brooke

When I sat down with professional counselor and coach Chelsey Brooke, I was impressed at her eloquence and expertise. She shared insights into the introverted mindsets and motivations that I believe can be the foundation for so many of us to become better, more mindful leaders. As Maya Angelou stated, “When you know better, you do better,” much of what Chelsey shared can be a call to action for leaders to really get to know their team members so that they can help dramatically increase their ability to cultivate mutually meaningful work engagements. In a business world where extraverts can often seize the spotlight – helping introverts learn to come from a place of power, work with their strengths, and find an authentic path they can be passionate about is exactly why I wanted to have her on the show. Misunderstanding and misinterpretation can be two big obstacles for introverts. From an extravert’s point of view, not speaking up, sitting in silence, or not being gregarious in a meeting or office situation can be mislabeled as a poor team player or lackluster contributor. When in fact, more often than not, the exact opposite is true. Introverts tend to be extremely organized and take the time to process information with incredible thoroughness. Those are positives, not negatives. As leaders, know that there are three empowering ways we can help introverts let go of those labels (internally and externally), feel more confident in the workplace, and use their strengths to best serve the team as a whole. Chelsey calls them the three P’s:   Prepare: As deep-thinkers and planners, introverts tend to be uncomfortable with spontaneity. That’s where preparation can be a powerful ally – especially for important meetings and projects. Tip: Make room in your timelines for the introvert’s high level of preparedness and you’ll most likely be rewarded with results that are well defined by critical thinking and thorough analysis.   Participate: What’s important to remember is how critical non-verbal communication is in the workplace. Introverts tend to participate most through eye-contact, attention, nods, smiles, and observation. Leaders who are more aware of the personality types of their employees recognize and reward this contribution as much so as the more verbal extravert’s. Tip: Be aware that introverts often feel awkward about interrupting. Ask one-on-one ahead of a meeting if there is something they’d like to share up front, or something you can acknowledge for them. That kind of consideration will glean you the feedback you need at a comfort level that doesn’t feel awkward or intimidating.   Plan: For most introverts, constant engagement with other people is draining and distracting. Tip: Allow them to schedule energy-boosting breaks where they can recoup and recover. Another strategy is to suggest they have a posted schedule of their availability on their door or cubicle. That helps minimize work stress and helps team members stay on task for projects without distractions that can derail productivity. (Side note: I personally find this super-helpful regardless of personality type!)   One of the things I really admire about Chelsey and a top reason I invited her to be a guest was her work and advocacy for introverted women. Her systems and solutions empower introverted women to not only excel in the workplace, but to truly create a life and career that is founded in their passion, fuels their confidence, and become their own best advocates. Ultimately, as leaders, regardless of industry – our job is to be an excellent steward of the people under our care and supervision. The more aware we are of not just their motivators, but their challenges as well, the more cohesive and effective team we can both build and sustain. Step one is to get rid of those pre-conceived notions, labels, and language. Some introverts go through life feeling like something is wrong with them, which is only exacerbated by what can feel like an endless barrage of, “you should speak up more”, “get out of your shell”, “you’re too quiet” advice from (hopefully) well-meaning extraverts around them. Create a culture and environment in your organization that encourages empathy and advocacy over judgement and stereotypes. That kind of culture shift comes from the top. Lead by example. Step two is to encourage education. Perhaps surprisingly, many people have never even taken an assessment. They don’t label themselves introvert or extravert. They just know what works for them – and what REALLY DOESN’T work for them. Encourage open discussion with your team members to share that kind of information with you and with fellow team members. Take some time, or even provide some training, so that people can ascertain their personal best ways to contribute successfully to the team so there’s a win-win for everyone. Step three is to help people recognize their strengths. Truly, some of the traits that introverts tend to judge themselves the most about are really strengths in disguise. Scientifically, introverts don’t make those snap decisions or reactions because they are hard-wired to use longer and more complex pathways in the brain to process information. Through encouragement and skilled communication, you can show them how much their organization, thoughtfulness, and attention are highly beneficial to your organization’s success and applaud them for those strengths. Often, the traits most associated with leadership are extraverted in nature: gift of gab, super-connector, direct, assertive, big and bold personalities. Think about what introverts bring to the table however: kindness, quiet, understanding, and empathetic. In the world we live in, don’t we really need BOTH? The answer is, of course we do. When leaders take the time to more fully understand who is on their team and what makes them tick, they can help amplify the strengths of the individuals, help them to be better heard, and cultivate the kind of team dynamics which allows everyone to thrive. A standout lesson from our conversation was really a simple one… ASK. Ask your team members (rather than assume) what conditions allow them to feel most productive. Ask them how they feel most comfortable communicating. Ask them about their passions so that you can help fuel them. Astonishing growth and collaboration can happen when you lead from a place of listening to your people. Both leaders and individuals can benefit greatly from actively learning more about what makes us say what we say and do what we do. Did you know that the brain is wired to keep us safe, keep to the status quo, and conserve energy? That’s why growth is so uncomfortable for some! That’s why setting and working towards new goals can feel painful. That’s why we often quit before we even get started. That knowledge and perspective is a powerful tool in breaking through barriers and achieving great things. The top three take-aways for leaders from our time together:   Help people find a career or a path they can be passionate about. Passion fuels energy, builds confidence, inspires action, and elevates lives personally and professionally.   Help team members develop self-belief systems that serve them. The time to shatter those limited belief systems, habits, and “shoulda, coulda, wouldas” is now. Help people see that what once might have been considered weaknesses can truly be turned into strengths. Thinking differently, processing information more carefully, measuring your words – these are attributes, not faults.   Help others develop a success mindset. Remind people that their self-talk, the skills they build upon, and the habits they make and break – these are all part of their personal success puzzle and also part of how they effectively fit into your team.   I am so grateful to Chelsey for sharing her insights about the introvert mind, how we can empower them, and lead them with more effectiveness and compassion. I would encourage everyone to learn more about this powerful topic by taking advantage of Chelsey’s free training program which includes: 1. How to find a career in your passion. 2. How to develop self-belief in who you are. 3. How to create a successful and resilient mindset. You can get all three at www.ThePathfinderforyou.com/free. All labels aside, gaining a deeper understanding of ourselves and the people we work with, lead, and even live with is an incredible win-win. What do you think? Let’s have that conversation! Set aside belief systems that put negative habits and self-talk on loop. They are a disservice to you and those around you. #RetrainYourBrain Introverts don’t need to “suck it up”, “speak up more”, or “get thicker-skinned”. Like everyone else, they should be recognized for their skills, contribution, and strengths. #LeaderWithUnderstanding Leaders who take the time to really get what makes their team tick will go further, faster, and with more momentum than those who do not. #LeadershipLessons

When I sat down with professional counselor and coach Chelsey Brooke, I was impressed at her eloquence and expertise. She shared insights into the introverted mindsets and motivations that I believe can be the foundation for so many of us to become better, more mindful leaders. As Maya Angelou stated, “When you know better, you do better,” much of what Chelsey shared can be a call to action for leaders to really get to know their team members so that they can help dramatically increase their ability to cultivate mutually meaningful work engagements. In a business world where extraverts can often seize the spotlight – helping introverts learn to come from a place of power, work with their strengths, and find an authentic path they can be passionate about is exactly why I wanted to have her on the show. Misunderstanding and misinterpretation can be two big obstacles for introverts. From an extravert’s point of view, not speaking up, sitting in silence, or not being gregarious in a meeting or office situation can be mislabeled as a poor team player or lackluster contributor. When in fact, more often than not, the exact opposite is true. Introverts tend to be extremely organized and take the time to process information with incredible thoroughness. Those are positives, not negatives. As leaders, know that there are three empowering ways we can help introverts let go of those labels (internally and externally), feel more confident in the workplace, and use their strengths to best serve the team as a whole. Chelsey calls them the three P’s: <ol> <li> Prepare: As deep-thinkers and planners, introverts tend to be uncomfortable with spontaneity. That’s where preparation can be a powerful ally – especially for important meetings and projects. Tip: Make room in your timelines for the introvert’s high level of preparedness and you’ll most likely be rewarded with results that are well defined by critical thinking and thorough analysis. </li> <li> Participate: What’s important to remember is how critical non-verbal communication is in the workplace. Introverts tend to participate most through eye-contact, attention, nods, smiles, and observation. Leaders who are more aware of the personality types of their employees recognize and reward this contribution as much so as the more verbal extravert’s. Tip: Be aware that introverts often feel awkward about interrupting. Ask one-on-one ahead of a meeting if there is something they’d like to share up front, or something you can acknowledge for them. That kind of consideration will glean you the feedback you need at a comfort level that doesn’t feel awkward or intimidating. </li> <li> Plan: For most introverts, constant engagement with other people is draining and distracting. Tip: Allow them to schedule energy-boosting breaks where they can recoup and recover. Another strategy is to suggest they have a posted schedule of their availability on their door or cubicle. That helps minimize work stress and helps team members stay on task for projects without distractions that can derail productivity. (Side note: I personally find this super-helpful regardless of personality type!) </li> </ol> One of the things I really admire about Chelsey and a top reason I invited her to be a guest was her work and advocacy for introverted women. Her systems and solutions empower introverted women to not only excel in the workplace, but to truly create a life and career that is founded in their passion, fuels their confidence, and become their own best advocates. Ultimately, as leaders, regardless of industry – our job is to be an excellent steward of the people under our care and supervision. The more aware we are of not just their motivators, but their challenges as well, the more cohesive and effective team we can both build and sustain. Step one is to get rid of those pre-conceived notions, labels, and language. Some introverts go through life feeling like something is wrong with them, which is only exacerbated by what can feel like an endless barrage of, “you should speak up more”, “get out of your shell”, “you’re too quiet” advice from (hopefully) well-meaning extraverts around them. Create a culture and environment in your organization that encourages empathy and advocacy over judgement and stereotypes. That kind of culture shift comes from the top. Lead by example. Step two is to encourage education. Perhaps surprisingly, many people have never even taken an assessment. They don’t label themselves introvert or extravert. They just know what works for them – and what REALLY DOESN’T work for them. Encourage open discussion with your team members to share that kind of information with you and with fellow team members. Take some time, or even provide some training, so that people can ascertain their personal best ways to contribute successfully to the team so there’s a win-win for everyone. Step three is to help people recognize their strengths. Truly, some of the traits that introverts tend to judge themselves the most about are really strengths in disguise. Scientifically, introverts don’t make those snap decisions or reactions because they are hard-wired to use longer and more complex pathways in the brain to process information. Through encouragement and skilled communication, you can show them how much their organization, thoughtfulness, and attention are highly beneficial to your organization’s success and applaud them for those strengths. Often, the traits most associated with leadership are extraverted in nature: gift of gab, super-connector, direct, assertive, big and bold personalities. Think about what introverts bring to the table however: kindness, quiet, understanding, and empathetic. In the world we live in, don’t we really need BOTH? The answer is, of course we do. When leaders take the time to more fully understand who is on their team and what makes them tick, they can help amplify the strengths of the individuals, help them to be better heard, and cultivate the kind of team dynamics which allows everyone to thrive. A standout lesson from our conversation was really a simple one… ASK. Ask your team members (rather than assume) what conditions allow them to feel most productive. Ask them how they feel most comfortable communicating. Ask them about their passions so that you can help fuel them. Astonishing growth and collaboration can happen when you lead from a place of listening to your people. Both leaders and individuals can benefit greatly from actively learning more about what makes us say what we say and do what we do. Did you know that the brain is wired to keep us safe, keep to the status quo, and conserve energy? That’s why growth is so uncomfortable for some! That’s why setting and working towards new goals can feel painful. That’s why we often quit before we even get started. That knowledge and perspective is a powerful tool in breaking through barriers and achieving great things. The top three take-aways for leaders from our time together: <ol> <li> Help people find a career or a path they can be passionate about. Passion fuels energy, builds confidence, inspires action, and elevates lives personally and professionally. </li> <li> Help team members develop self-belief systems that serve them. The time to shatter those limited belief systems, habits, and “shoulda, coulda, wouldas” is now. Help people see that what once might have been considered weaknesses can truly be turned into strengths. Thinking differently, processing information more carefully, measuring your words – these are attributes, not faults. </li> <li> Help others develop a success mindset. Remind people that their self-talk, the skills they build upon, and the habits they make and break – these are all part of their personal success puzzle and also part of how they effectively fit into your team. </li> </ol> I am so grateful to Chelsey for sharing her insights about the introvert mind, how we can empower them, and lead them with more effectiveness and compassion. I would encourage everyone to learn more about this powerful topic by taking advantage of Chelsey’s free training program which includes: 1. How to find a career in your passion. 2. How to develop self-belief in who you are. 3. How to create a successful and resilient mindset. You can get all three at <a href="http://www.ThePathfinderforyou.com/free" rel="noopener nofollow" target="_blank">www.ThePathfinderforyou.com/free</a>. All labels aside, gaining a deeper understanding of ourselves and the people we work with, lead, and even live with is an incredible win-win. What do you think? Let’s have that conversation! Set aside belief systems that put negative habits and self-talk on loop. They are a disservice to you and those around you. #RetrainYourBrain Introverts don’t need to “suck it up”, “speak up more”, or “get thicker-skinned”. Like everyone else, they should be recognized for their skills, contribution, and strengths. #LeaderWithUnderstanding Leaders who take the time to really get what makes their team tick will go further, faster, and with more momentum than those who do not. #LeadershipLessons

Leading Insights on Introverts for Leaders with Chelsey Brooke | Episode 45

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