The Leadership Podcast
Jan Rutherford and Jim Vaselopulos, experts on leadership development
We interview great leaders, review the books they read, and speak with highly influential authors who study them.
Episodes
TLP533: What CEOs and Young Graduates Can Teach Each Other with Bouchra Danwra
Bouchra Danwra, CEO of DHOW Marcom Agency and global communication strategist, believes meaningful progress begins when we look beyond titles, achievements, and generational differences. Through her You Are What's Next initiative, Bouchra brings young graduates and CEOs together to challenge conventional definitions of success, share perspectives, and discover common ground. In this conversation, she explores the power of curiosity, honest dialogue, and questioning traditional career paths. She reminds leaders that wisdom flows both ways between generations—and that while we cannot always choose where we begin, we can take ownership of what comes next. Key Moments -How a question from her graduating children inspired Bouchra to create You Are What's Next -Why there is no universal answer to what comes next, and why honest conversations can help people find their own way -How removing titles and achievements from introductions helps leaders connect with young graduates as people -Why meaningful communication depends on genuine curiosity and the flow of conversation, not simply cultural differences -The hopes, fears, worries, and dreams that connect people across generations and backgrounds -Why real human stories offer something that polished content and online interactions cannot replace -Why slowing down creates space for creativity, reflection, and new ideas -How Bouchra turned the challenges of her upbringing into motivation to shape her own life -The "standalone kingdom" idea: accepting that you cannot choose where you start, but you can choose where you go -The butterfly theory: why following the same path as everyone else can make it harder to stand out, and why choosing a different direction matters
TLP532: Sheer Will: The Unlikely Path from Cuba to the Cabinet
Carlos Gutierrez, the 35th U.S. Secretary of Commerce and former chairman and CEO of Kellogg, discusses his career spanning global business, public policy, international trade, and leadership in both the private and public sectors. In his book, "Sheer Will: Learning to Lead When There Is No Path," he reflects on the experiences that shaped his approach to leadership. His path to the CEO's office and eventually to government was not planned as a straight line. It was shaped by a simple principle he learned from his father: there is no substitute for results. In this conversation, we explore the less visible work of leadership: building trust, developing relationships, making difficult decisions, and understanding that leadership is shaped by every person a leader encounters. His experience in business and government reinforced the importance of humility, adaptability, and understanding the environment in which leadership takes place. For Carlos, ambition is most useful when it is connected to something larger than the individual. The conversation ultimately returns to a fundamental question: what is the real work of a leader? Carlos's answer is not simply delivering results. It is earning the trust of people, making the difficult decisions when necessary, and creating an environment where others can succeed. Key Moments Why Carlos focused on doing the job in front of him well rather than planning for the CEO's office The leadership lessons Carlos learned from his father: results, tough decisions, and accountability How becoming a refugee shaped Carlos's view of failure, opportunity, and perspective What Carlos learned from watching his father handle failure with grace and honor Why trust does not mean leaders always make decisions people will like Why humanity and courage are essential to leadership Everyone you touch in a company is a potential advocate How Carlos experienced the difference between business and government leadership The "warehouse of trust" leaders build over time Why ambition works best when it serves something bigger than yourself What failure taught Carlos about opportunity, risk, and recognizing luck Why developing talent remains essential in an age of AI The Leadership Podcast is sponsored by W.S. Darley & Company. Founded in 1908, Darley remains a family owned and operated business, providing the highest quality equipment solutions to our country's warfighters and firefighters. Learn more at darley.com and darleydefense.com Memorable Quotes "There's no substitute for results." "In order to be a good business person, you have to be an honorable person." "People see in leaders things that leaders don't see in themselves." "We don't understand how transparent we are to others that see us." "Leadership is about trust. People have to trust the leader." "Everybody is involved in politics." "Everyone you touch in a company is a potential advocate." "People are going to talk about you. What do you want them to say about you?" "Build up a warehouse of trust." "Believing in something bigger than yourself is essential for any leader." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Sheer Will: Learning to Lead When There Is No Path by Carlos Gutierrez Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Linkedin | www.linkedin.com/in/carlos-gutierrez/
TLP531: Tribalism, Belonging, and the Leader's Role
Humans have always formed tribes. At work, those tribes emerge around far more than shared goals. They form around who we trust, where we feel we belong, what we believe, and what we stand to gain or lose. Those workplace tribes can strengthen an organization or quietly work against it. Jim Vaselopulos and Jan Rutherford examine what leaders can do to shape the conditions that influence behavior, looking beyond individual performance to the environment, incentives, and norms people respond to. They also explore four ways leaders affect the people and systems around them: subtraction, division, addition, and multiplication. That same environment determines whether people speak up, take risks, and challenge one another, or stay quiet out of fear. Jim and Jan explore psychological safety, the tension between developing people and getting mission-critical work done, and why leadership requires continually balancing priorities that are often in conflict. Ultimately, much of it comes back to belonging. Where people feel they belong shapes whom they trust, what they are willing to say, how they behave, and what they are willing to do for the group. Find episode 531 on The Leadership Podcast, on YouTube @theleadershippodcast, or wherever you get your podcasts! Key Moments - Why tribalism hasn't disappeared, even as the reasons for belonging have changed - How culture and incentives shape the behavior leaders see - Creating a tribe without creating an "us vs. them" culture - What high school can teach us about tribalism - The four approaches to leadership: subtraction, division, addition, and multiplication - What Morgan Housel's Same as Ever says about human behavior - Why fear is such a powerful force in organizations - What psychological safety looks like in practice - The tension between developing people and doing the work that matters most - Why leadership is a continuing journey of balance - The value of having someone who can challenge your thinking - Why belonging can be more powerful than truth The Leadership Podcast is sponsored by W.S. Darley & Company. Founded in 1908, Darley remains a family owned and operated business, providing the highest quality equipment solutions to our country's warfighters and firefighters. Learn more at darley.com and darleydefense.com Memorable Quotes "Leadership by subtraction is, in a sense, bullying." "Leadership by division is, for us to thrive, you have to lose." "Leadership by addition is, how do we bring everybody together?" "Leadership by multiplication is, how do I create the next set of leaders?" "Fear is probably the biggest emotion that we have to deal with in the work world." "People don't want the truth, they want to belong." "The art of leadership, not just the science." "Leadership is the constant ability to balance competing priorities, competing needs, competing interests." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Same as Ever by Morgan Housel Influenced from Above by Brian Ahern Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com
TLP530: Leadership Lessons from Building the Apple Store with Ron Johnson
Ron Johnson is the creator of the Apple Store, a sought-after speaker, board member, and the author of Shop Different: How Retail Revealed Apple's Genius. He spent much of his career in retail, including leadership roles at Target, Apple, and J.C. Penney. Ron discusses the thinking behind the Apple Store and what he learned working alongside Steve Jobs. One of the most revealing moments came when the team was six months into designing the first store and realized the concept was all wrong. Jobs agreed to start over, even though it meant delaying the launch. The conversation explores what that experience taught Ron about vision, intuition, and the willingness to rethink an idea when circumstances change. He also reflects on his experience at J.C. Penney, where he moved too quickly, relied too heavily on his own conviction, and did not bring the team along. Throughout the conversation, Ron returns to a theme that runs through his career: bold leadership requires conviction, but it also requires the humility to listen, adapt, and recognize when a better path has appeared. Key Moments The three-hour conversation with Steve Jobs that defined the Apple Store vision How Ron learned to lead through big ideas instead of constant direction Why the first Apple Store had to be completely rethought The courage to hit rewind after six months of work Why Apple designed its stores like a five-star hotel What J.C. Penney taught Ron about compromising on a vision Why intuition matters, and why sometimes you need to count to ten What happens when nobody pushes back on the leader Why kindness is different from being nice How kindness creates an environment where people can do their best Bringing your best and most authentic self to work The Leadership Podcast is sponsored by W.S. Darley & Company. Founded in 1908, Darley remains a family owned and operated business, providing the highest quality equipment solutions to our country's warfighters and firefighters. Learn more at darley.com and darleydefense.com Memorable Quotes "You gotta bring people along, listen really attentively to other people's ideas." "The highest form of kindness is telling the truth." "Kindness is a choice you make at work." "Kindness enables people to be their best because they're working in an environment of love and not fear." "If you get one chance in life, bring your best self to work every day." "Don't just do things because you think that's what people would expect you to do." "I've always done well by pursuing what I intuitively believe is the right way to solve a problem and not relying on what others do." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Shop Different: How Retail Revealed Apple's Genius by Ron Johnson Excellence Wins by Horst Schulze Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Website | www.ronjohnsonshopsdifferent.com LinkedIn | www.linkedin.com/in/shopdifferent
TLP529: How Steve Jobs Learned to Lead with Geoffrey Cain
Geoffrey Cain is an award-winning investigative journalist and bestselling author. A former correspondent for The Economist and TIME, he has spent more than 15 years covering technology, geopolitics, and global business. His latest book is "Steve Jobs in Exile." Geoffrey explores the lesser-known years after Steve Jobs was pushed out of Apple, and how that period changed the way he approached leadership. Jobs had the vision and creativity, but he had to learn how to connect those ideas with people, markets, and the realities of building a business. The conversation examines why leaders need people who will disagree with them, what Jobs learned from Pixar and NeXT, and why infrastructure and trust matter as much as vision. Geoffrey also discusses the role of adversity in developing leaders, and what the emerging AI revolution might teach us about navigating uncertainty and limits. At the center of the conversation is a simple leadership lesson: knowing when to stay the course is important, but so is recognizing when the path needs to change. Find episode 529 on The Leadership Podcast, on YouTube @theleadershippodcast, or wherever you get your podcasts! Key Moments [04:47] What Steve Jobs' wilderness years revealed about leadership [08:25] The difference between having a vision and building a business [09:09] Why the original Macintosh was a commercial failure [12:00] What Jobs learned about solving real customer problems [13:30] Knowing when to stay the course and when to change direction [14:28] Why leaders need people who will disagree with them [19:05] The value of cross-directional thinking [20:32] What Pixar and NeXT taught Jobs about trust and boundaries [23:14] Why infrastructure matters as much as vision [26:06] How adversity shapes leaders [29:28] The opportunities and risks of AI [34:57] Working within limits without losing the vision The Leadership Podcast is sponsored by W.S. Darley & Company. Founded in 1908, Darley remains a family owned and operated business, providing the highest quality equipment solutions to our country's warfighters and firefighters. Learn more at darley.com and darleydefense.com Memorable Quotes "If you find yourself agreeing with yourself too much, that's the red flag right there." "You need to select people who are willing to push back on you and push back hard." "The risk and the shadow of that ambition and that passion is that it's hard to see when something isn't going to work." "Build it and they will come is no way to run a business when there are investors on the line." "Leadership is not just about the leader. Leadership is about the people who you're leading." "There's a huge difference between a leader who never has to go through those hard times and the one who does have to face it." "That's not failure, that's learning. That's learning where the wall is." "If there's a wall in front of you, look around the corner. Maybe there's another door somewhere." "Sometimes a vision just turns out not to be all that. And that's when it's time to think different and try something new." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Steve Jobs in Exile by Geoffrey Cain Samsung: The Perfect Police State by Geoffrey Cain Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Website | www.geoffreycain.net LinkedIn |www.linkedin.com/in/gcain X | @geoffrey_cain
TLP528: The Beliefs That Shape Success with Shawn Achor
Shawn Achor is one of the world's leading experts on the connection between happiness and success. His research on mindset has appeared in Harvard Business Review, his TED Talk has been viewed more than 25 million times, and he is the New York Times bestselling author of The Happiness Advantage and Big Potential. His latest book is The Power of Beliefs: How Strengthening Seven Core Beliefs Predicts Greater Success and a Better Life. Shawn explores how our beliefs shape not only how we experience the present, but what happens next. He explains why positive statements alone often fail to create change—and how pairing a belief with evidence and an "if-then" qualifier can turn it into something actionable. He walks through seven core beliefs, including that our behavior matters, we matter, we are not alone, our work is meaningful, and there is something to be grateful for. The conversation also explores FOMO, social connection, team cohesion, burnout, and the negative expectations leaders can unintentionally create. Shawn explains how reframing stress as meaningful can change its effects and why the beliefs circulating within a team can influence both well-being and performance. Throughout, Shawn returns to a central idea: beliefs are not simply reflections of our circumstances; they can help shape what becomes possible. He offers practical ways leaders can strengthen productive beliefs in themselves and in the people around them. Key Moments Why positive belief statements don't always move people forward How "if then" statements connect belief to action The four forces working against our beliefs The seven core beliefs Shawn wants people to strengthen Why "my behavior doesn't matter" and "I'm alone" are so damaging Why social connection predicts happiness and success Why people need to pursue solutions with one another How doing something together cut burnout in half Why FOMO is connected to fantasy What social cohesion has to do with performance How leaders can unintentionally create nocebos Why finding meaning in stress changes its effects Why success doesn't guarantee happiness The Leadership Podcast is sponsored by W.S. Darley & Company. Founded in 1908, Darley remains a family owned and operated business, providing the highest quality equipment solutions to our country's warfighters and firefighters. Learn more at darley.com and darleydefense.com Memorable Quotes "If the brain is positive, outcomes improve dramatically." "The beliefs we hold can predict what happens next in our lives." "When you believe your behavior doesn't matter, you stop moving forward." "When you believe you're alone, you stop believing your actions will work." "We often compare our real lives to fantasies we create about other people's lives." "Doing positive things together can reduce burnout and improve outcomes." "You can change the effects of stress by changing what you believe the stress means." "Success doesn't guarantee happiness. A positive brain leads to better outcomes." "We can strengthen the belief that we matter by looking for evidence that we do." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode The Power of Beliefs by Shawn Achor The Happiness Advantage by Shawn Achor Big Potential by Shawn Achor Influence by Robert Cialdini Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Website | www.shawnachor.com LinkedIn | www.linkedin.com/in/shawnachor Instagram | www.instagram.com/shawnachor Facebook | www.facebook.com/shawnachor TED | www.ted.com/speakers/shawn_achor
TLP 527: The Intelligence Trap: Why Smart Leaders Make Bad Decisions
David Robson is an award-winning science writer and author of The Intelligence Trap, The Expectation Effect, and The Laws of Connection. His work has appeared in the BBC, New Scientist, and The Guardian, and has been translated into more than 15 languages. David explores why intelligence and expertise don't always protect leaders from bad judgment. He explains how the "curse of expertise" can create overconfidence, why good leaders actively look for evidence that challenges their assumptions, and why leadership requires skills beyond professional expertise. He also examines how expectations shape performance, how leaders can unintentionally undermine others, and why warmth, competence, and vulnerability are essential to trust and influence. Throughout the conversation, David offers practical ways to question assumptions, strengthen relationships, and make better decisions. The Leadership Podcast is sponsored by W.S. Darley & Company. Founded in 1908, Darley remains a family owned and operated business, providing the highest quality equipment solutions to our country's warfighters and firefighters. Learn more at darley.com and darleydefense.com Memorable Quotes "Listen to your intuitions. But then interrogate that as if it's just another piece of data." "When you've reached such a high level of expertise, you can actually become far too overconfident in your judgment." "Becoming a leader requires learning a completely different skill set." "Stress is debilitating or stress is energizing. You get to choose your mindset." "Showing vulnerability is actually a great way of demonstrating warmth and competence." "The beautiful mess effect: when leaders admit to mistakes, followers' loyalty actually increases." "We overestimate how clear our message is. You have to check that you're both singing from the same songbook." "Express genuine curiosity explicitly. It's incredibly disarming and reduces polarization." "Being self-critical is counterproductive. It clouds your thinking and damages your health." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Website | www.davidrobson.me 60-Second Psychology | davidarobson.substack.com LinkedIn | www.linkedin.com/in/david-robson-5761791b X | @d_a_robson
TLP526: The Surprising Link Between Great Parents and Great Leaders
Lee Benson, CEO of Execute to Win and Wall Street Journal bestselling author of "Your Most Important Number," and "Value Creation Family," believes families and organizations have something in common: they're perfectly designed to produce the results they get. In this conversation, Lee explains why removing every obstacle—whether for employees or children—often creates dependence instead of ownership. He explores why healthy struggle is essential for developing resilience, how creating value matters more than chasing success, why lowering expectations delays independence, and how the same leadership principles that build accountable organizations also build capable families. Whether you're leading a company, raising children, or doing both, this conversation offers practical insights for developing responsibility, resilience, and a lifelong commitment to creating value for others. Find episode 526 on The Leadership Podcast, on YouTube @theleadershippodcast, or wherever you get your podcasts! Key Moments [03:48] Why musicians peak young, according to Lee [07:05] Applying "organizations are perfectly designed" to family [09:57] Why families build dependency instead of ownership [13:14] Unsupervised 70s kids vs. sheltered kids today [16:52] Lee's origin story: kicked out at 17 [18:45] Success vs. intentionally creating value [23:41] Healthy struggle vs. unhealthy struggle [31:55] The leadership behavior that quietly destroys value [37:55] The moment success and value creation split for Lee [41:40] The three value buckets: material, emotional, spiritual [44:48] Lee's closing challenge to listeners Memorable Quotes "Don't be a victim. Be a developer, not a victim." "All the opportunity in the world is in the struggle." "We create the environment from which everybody creates value." "Goals matter, systems to achieve goals matter more. Leadership matters most." "Positive emotional energy, to me, is the scarcest commodity on the planet." "How we show up with their potential is a really big deal." "Everyone's a leader all the time." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Website | www.etw.com Podcast | www.etw.com/syv-podcast Facebook | www.facebook.com/ETW.executetowin LinkedIn | www.linkedin.com/in/lee-j-benson Instagram | www.instagram.com/executetowin TLP137: How to Spend 60% of Your Time With Your Employees
TLP525: When Complexity Becomes the Biggest Obstacle
David Craig is the author of the Bluebook: How Bold Leadership Unlocked a $27 Billion Success Story, and the former CEO of Refinitiv. David believes organizations rarely fail because of strategy or market conditions. They fail when complexity quietly replaces clarity, making it harder for people to make decisions, serve customers, and move the business forward. In this conversation, David shares the three warning signs he looks for when walking into a struggling company: unclear purpose, meeting overload, and a poor customer experience. David also discusses why creating belief and ownership matters more than having all the answers during transformation. If your organization feels slower, more complicated, or harder to lead than it should, this conversation offers practical lessons for simplifying complexity and leading change with greater clarity. Find episode 525 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | David Craig on When Complexity Becomes the Biggest Obstacle https://bit.ly/TLP-525 Key Moments [03:58] The moment he realized the organization was the obstacle [05:58] Are people, technology, and money the real system [07:22] Leadership practice that matters most in uncertainty [11:40] Is stagnation a leader or system failure [13:48] Creating belief and ownership through change [15:36] The sacrifice conviction actually demands [17:38] Three signs complexity is killing performance [20:00] Why nobody runs effective meetings anymore [23:32] The leadership lesson transformation books skip [25:35] What matters more than the rearview numbers [28:43] Who taught David to bring out the best in people [30:41] The one sentence that sums up the Blue Book Memorable Quotes "Maybe we're not the problem. Maybe the system's the problem." "Many companies thrive by repeating in the same way what works, what is successful, what are the systems that they put in place." "Certainty never really exists. You can rely on certain things happening, but not forever." "There is a mindset that says you embrace change and uncertainty. Some companies thrive on it." "The races are won on the corners, not the straights." "Transformation is a technical challenge, but it's an emotional journey." "Don't bullshit people, but actually say, look, if we get through this... just think how fast are its customers going to be for them." "Complexity is like a disease. And you don't always see it. That's the problem." "Don't build your title, build your CV." "Feeling is an undervalued attribute in leadership." "Success in life is not about one or two things. It's doing everything in the right way at the right time, with the right conviction you're going to succeed." "Success doesn't necessarily come from breakthrough innovation, but from flawless execution. A great strategy alone won't win a game or a battle. The win comes from basic blocking and tackling." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com David Craig Website | www.bluebook.business David Craig LinkedIn | www.linkedin.com/in/davidwicraig
TLP524: The Best Leaders Build More Leaders
Patrick Emmons is the founder of DragonSpears and president of Improving Chicago. For more than two decades, he has built, scaled, and sold technology companies while helping organizations develop stronger leaders and healthier teams. Patrick believes the strongest organizations don't depend on a few exceptional leaders. They grow because leaders are developed at every level. In our conversation, we explore why authentic leadership begins with accepting feedback before asking others to change, why coaching and consistent reinforcement develop stronger teams than annual performance reviews, and how building frontline leaders creates organizations that can grow without relying on micromanagement. If you're building a team that can grow beyond your own leadership, this conversation offers practical lessons for developing leaders throughout your organization. Find episode 524 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Patrick Emmons on The Best Leaders Build More Leaders https://bit.ly/TLP-524 Key Moments [03:55] Patrick's career journey and the leadership lessons he picked up along the way [08:11] The role sales and relationship-building play in entrepreneurial success [11:10] Selling Dragon Spears: what it feels like to let go of your baby [15:47] How selling the business reshaped Patrick's view on leadership [19:07] The secret to having difficult conversations [21:04] Why leaders avoid hard conversations, and how to break the pattern [24:02] What coaching kids sports teaches about coaching people at work [28:06] Coaching a remote team without the sideline advantage [30:45] How AI will reshape sales, selling, and human relationships [32:28] Why a candid, unscripted video beats a polished blog post [35:21] Becoming relevant to people before you try to sell to them Memorable Quotes "People can smell when you're not being real." "Your lack of success in the academic environment does not predict future success or lack thereof in the workplace." "Leadership at every level is something that's just not seen as much of a strategic advantage as it could be." "Things don't get better with time." "Kids are less complicated. They're less nuanced at hiding their things." "You've got to keep reinforcing, and you got to simplify the vernacular." "When you can simplify down, you can grow." "Become relevant to the people you want to sell to before you try to sell to them." "Humans buy from humans. Because of human problems, not software problems." "There's no greater self help program in the world than being an entrepreneur because you got nobody to blame but yourself." "Ask them what you can be doing better and you'd be amazed what you get out of it." "Strive not to be a success, but rather to be of value." - Albert Einstein Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Patrick Emmons Podcast| Innovation and the Digital Enterprise Podcast Patrick Emmon LinkedIn | www.linkedin.com/in/patrickemmons
TLP523: Tom Rath: The Daily Question That Changes How You Lead
Purpose isn't something you find once and follow forever. It's something you practice every day. Tom Rath is the #1 New York Times bestselling author of StrengthsFinder 2.0, How Full Is Your Bucket?, Eat Move Sleep, and his latest book, What's the Point?: Turning Purpose Into Your Daily Superpower. After decades studying what helps people thrive, Tom believes we've been thinking about purpose all wrong. Instead of waiting to discover some singular calling, he argues that purpose is built through the choices we make and the questions we ask every day—starting with one simple question: What's the point? In our conversation, we explore why leadership has become too self-focused instead of centered on what others need, how small daily decisions shape a meaningful life, and why the rise of AI makes human judgment, relationships, and genuine conversations more valuable than ever. If you're looking to lead with greater intention, make better decisions, and build work that truly matters, this episode offers a practical framework for turning purpose into something you live—not just something you chase. Find episode 523 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Tom Rath on The Daily Question That Changes How You Lead https://bit.ly/TLP-523 Key Moments [04:03] The leadership belief Tom has changed his mind about in six years [05:42] Why purpose isn't a grand concept, it's built into every hour [08:34] Passion vs. meaning vs. purpose, and why "follow your passion" is bad advice [11:12] Balancing self, purpose, and business reality — managing the leadership "triad" [14:46] The radiologist study: how a simple photo changed diagnostic accuracy [17:10] Why leaders are the worst role models for well-being, and what to do about it [20:51] How AI is rewriting the social contract between responding and creating [22:55] Success vs. usefulness, and what headstones actually say [24:40] The "two deaths" — Jim's take on legacy and what outlives us [28:18] The one habit leaders can't skip: modeling, not mandating [32:29] The single question Tom believes every leader should ask daily [35:41] How Tom's view on team fabric vs. self-understanding evolved since StrengthsFinder [37:20] The common thread across all of Tom's books, from bucket-filling to purpose Memorable Quotes "Purpose is really something that you build into every hour of your day." "I think being useful is a lot more important [than being successful]." "Success and achievement push you further into the hamster wheel in a lot of cases." "If the hour is your currency and the response is your hammer, you will have the first jobs to be automated and displaced." "Leaders on average are the worst role models in that regard, full stop." "The more time you spend focusing on your own happiness and how to make yourself happy, that has diminishing returns and doesn't really work out as well as most people imagine." "You don't always know that you have tomorrow. You got to do it today." "Our strengths are only relevant in the context of a relationship or a contribution to the world." "The sole meaning of life is to serve humanity." - Leo Tolstoy Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Tom Rath Website | tomrath.org/careersight Tom Rath LinkedIn | www.linkedin.com/in/trath Tom Rath episode | TLP198: Life's Great Question - with Tom Rath
TLP522: Stop Building a Life That Looks Good but Feels Wrong
Kim Svoboda is the founder of Aspiration Catalyst and author of BOLD Leadership: The Adventure of Building Excuse-Proof, Goal-Crushing Teams. Kim argues that leadership isn't about position, power, or title. It's about creating a vision others believe in while leading in a way that aligns with your values. Too many leaders achieve external success without ever asking whether the life they're building reflects what matters most. In this conversation, Kim shares how a simple values exercise exposed the gap between the leader she wanted to be and the life she was actually living. She explains how that experience became the foundation for her BOLD framework (Brilliant vision, Oneness, Lighthouse leadership, Daring drive), why intentional leadership starts with knowing what you stand for, and how leaders create stronger cultures by serving as a lighthouse for others rather than simply driving results. If success looks good on paper but feels disconnected from what matters most, this conversation is a practical reminder that leadership begins with leading yourself first. Find episode 522on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Kim Svoboda on Stop Building a Life That Looks Good but Feels Wrong https://bit.ly/TLP-522 Key Moments [06:12] From running a $1B P&L to feeling burnt out, disengaged, and miserable at the top [10:51] What being a BOLD leader really means and the yin-yang of boldness [13:34] Why leaders spend all day firefighting instead of doing what actually matters and the antidote [15:26] Nature vs. nurture: how much of team performance is leadership, how much is selection [19:05] How one toxic top performer can quietly derail an entire high-performing team [22:48] Why employee engagement has been stuck for a decade — and what actually drives it [28:17] Why leaders lose intentionality — and how to reclaim your circle of control [35:10] Business ethics and trust — what companies are getting right, and where they overstep [39:22] Kim's closing thoughts — leadership isn't about position or title, it's about what you create Memorable Quotes "Bold is a framework for being an intentional leader and bringing everyone along with you." "Get 80% of the data and information that you need to make a solid decision, and then go. The next 20% isn't really going to matter that much." "When you're tolerating behavior that isn't in alignment with the goals that you have, it is soul crushing for teams." "Sometimes your top performer, if they don't have the right cultural and values piece, is actually hurting you more than they're helping." "What do you truly have control over? I like people to just focus on what you have agency over and start there." "I actually did take a step back and spent time really getting clear on what it was that I wanted. And I don't think that most people do that." "Every relationship we have starts with trust." "I think it's to treat others the way that they wish to be treated." "Leadership isn't really about position or power or title. I really feel like it's about what you create." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Kim Svoboda Website | www.aspirationcatalyst.com Additional Information | www.boldleadershipbook.com/home Facebook | www.facebook.com/aspirationcatalyst LinkedIn | www.linkedin.com/in/kimsvoboda
TLP521: Why Traditional Networking Is Broken
Donnie Boivin is the CEO and founder of Success Champion Networking, five-time bestselling author, and founder of the Badass Business Summit. Donnie argues that traditional networking fails anyone selling high-value services. Too many people spend their time collecting business cards from people who will never buy from them instead of building relationships with people who can open the right doors. In this conversation, Donnie explains why the best networkers focus on helping others grow before asking for anything in return, why collaborating with competitors can create opportunities neither side could win alone, and how consistently investing time in relationships leads to bigger deals than chasing referrals ever will. If you're looking to build a stronger network, close larger opportunities, and create lasting business relationships, this conversation offers a practical roadmap for doing it differently. Find episode 521 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Donnie Boivin on Why Traditional Networking Is Broken https://bit.ly/TLP-521 Key Moments [04:01] How Donnie fell into networking almost by accident [05:32] The Home Depot story that changed his whole approach [09:17] The biggest mindset shift networking actually requires [12:52] Why salespeople stay behind their laptops instead of networking [15:46] How Success Champion curates chapters for real fit [22:02] Leading well when everyone around you is in transition [24:52] Why influence matters as much as relationships [27:06] The case for showing up completely as yourself [29:53] What AI means for the future of relationships Memorable Quotes "I define networking as building other people's businesses." "Your clients are not networking. The people who are in the rooms you have access to can't buy your stuff." "If you can't measure it, it's very hard to find success with anything." "The more you try and be your authentic self, the more you're going to enjoy life." "It's the five people you surround yourself with, but it's also the five prospects you're going after, the five clients you currently have, the five people you're networking with." "Be a hell of a lot more mindful about the people you are surrounding yourself with." "Effective networking isn't a result of luck. It requires hard work and persistence." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Donnie Boivin Website | https://donnieboivin.com Donnie Boivin YouTube | www.youtube.com/@donnieboivin Donnie Boivin Twitter | @donnieboivin Donnie Boivin Facebook | www.facebook.com/donnie.boivin Donnie Boivin LinkedIn |www.linkedin.com/in/donnieboivin Donnie Boivin Instagram | www.instagram.com/donnie.boivin
TLP520: Empathy Without Lowering the Bar with David Gray
David Gray is the CEO of FedUp Foods, a values-driven beverage company serving major retailers. His purpose-driven leadership has earned national recognition, including being named one of the MO 100 Top Impact CEOs, an annual ranking of purpose-driven business leaders, and receiving the Pros to Know Award. David believes the best leaders never force a choice between empathy and accountability. In times of uncertainty, people need both. Connection creates the trust that makes accountability possible. In this conversation, David explains how leading through Hurricane Helene reinforced the importance of putting people first while communicating clearly through uncertainty. He shares the practical crisis leadership framework that guided his team through Hurricane Helene, explains why values become even more important as organizations scale, and reflects on what changed his mind about leadership: people really can grow when leaders take the time to understand and develop them. Whether you're leading through change or simply trying to build a stronger culture, this conversation offers a practical framework for balancing compassion with accountability while staying true to your values. Find episode 520 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | David Gray on Empathy Without Lowering the Bar https://bit.ly/TLP-520 Key Moments [03:17] How profit sharing and gardens shaped your culture [05:31] Do values activate, or do people? [06:16] Leading through Hurricane Helene and what it taught and what leaders need to think differently in disruption [10:22] The four-point crisis playbook [13:38] We've had 20 years of stability—is this the new normal or the regular normal? [15:47] How to lead through slow-drip crises, not just hurricanes [21:19] Protecting your mission as a for-profit company [23:49] The push and pull between profit and purpose [27:09] Dividend model vs market cap model—which works better for values-driven companies? [31:58] What leadership belief did you finally unlearn? [33:56] Your one main thought for leaders listening Memorable Quotes "If you don't have the right values, then you can't nurture a culture." "We need to create a culture that's ground up, not top down." "You need to understand where your people are at. You need to know if they're safe and you need to understand what their needs are." "You don't have to have all the answers, but you're keeping people abreast of the work that you're going." "We are doing more with less. That's just the reality and that the strategies that we put in place can be disrupted at any time." "We have never had to compromise in a way that takes away from our mission." "If you don't connect, I guess that accountability piece could probably feel like harassment." "We have the privilege and the responsibility to develop our people both personally and professionally because they spend probably more time with us than they do with their friends and their loved ones." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com FedUp Foods Website | www.fedupfoods.co David Gray LinkedIn | www.linkedin.com/in/david-gray-ab33b02a FedUp Foods Instagram | www.instagram.com/fedupfoods.co
TLP519: The Leadership Idea We Missed for 250 Years
Patrick Ryan is the author of "The Moral Market: Adam Smith and the Promise of Virtuous Capitalism." Patrick argues that capitalism was never intended to be separated from morality. Modern business leaders often treat ethics as a compliance issue or a reputational concern. Adam Smith saw it differently. He believed markets only function when they are built on justice, reciprocity, and trust. In this conversation, Patrick explains how shareholder primacy reshaped leadership thinking, why leaders should measure success beyond short-term financial performance, and how Smith's concept of the impartial spectator can help leaders make better decisions when competing interests collide. For leaders trying to balance performance, responsibility, and long-term value creation, this conversation offers a practical framework for making decisions that are both effective and principled. Find episode 519 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Patrick Ryan on The Leadership Idea We Missed for 250 Years https://bit.ly/TLP-519 Key Moments [04:20] What have leaders fundamentally misunderstood about capitalism as a moral system? [08:44] How does the duty of care in law connect to Smith's impartial spectator concept? [12:40] What practices should leaders adopt to institutionalize the impartial spectator? [15:53] Performative leadership versus legitimate storytelling. [21:14] Where does the rules and system play versus personal responsibility in leadership? [25:25] Where have you personally struggled between what's profitable and what's just? [28:53] For busy leaders without time to reflect—what's your closing advice? Memorable Quotes "Morality is not a friction. It's actually the lubricant that makes markets work." "Prosperity without justice is mere plunder." "He believed that economic exchange was a way of creating trust, which is quite interesting really, using capital, an early form of capitalism, using competition, using economic exchange as a way of creating a commonality as opposed to splitting people apart." "Morality and respect, and that level of reciprocity is the oil that generates everything. It's not extractive, it's value additive." "If a leader that performs integrity creates a culture that performs integrity, rather than a leader that is and has integrity. The tone from the top. It's vitally important." "Legitimate storytelling is the honest description of something that's actually happening. It's not a dishonest description of something you would like to happen." "The majority of us want to live a happy, healthy life where we have created value for our companies, we've created happiness in our families, we've done good works for our communities, and we're able to point to that and be proud that we've made that difference." "You should neither be rewarded nor penalized for moral luck. You should be rewarded or penalized for the actions that you took yourself and the effect that you had in creating value." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Patrick Ryan LinkedIn | www.linkedin.com/in/patrickryan
TLP518: The Bravery Effect: Jill Schulman on Why Courage Is a Skill, Not a Trait
Jill Schulman is a keynote speaker, Marine Corps veteran, and bestselling author of "The Bravery Effect: A Parable Teaching the Science of Conquering Fear, Achieving More, and Living Life to the Fullest.". Jill argues that bravery is not a personality trait. It's a skill. Most people assume brave people are simply wired differently. The research suggests something else: bravery is built through repeated action in the presence of fear. In this conversation, Jill explains why comfort is often the biggest obstacle to growth, what people get wrong about bravery, and how leaders can create environments where individuals are willing to take risks, speak up, and stretch beyond what feels safe. She also shares the three-stage framework behind her work and why bravery is a prerequisite for learning, innovation, and leadership. For anyone trying to grow, lead change, or help others reach their potential, this conversation offers a practical look at how bravery is developed and why it matters. Find episode 518 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | The Bravery Effect: Jill Schulman on Why Courage Is a Skill, Not a Trait https://bit.ly/TLP-518 Key Moments [05:20] Why a Minnesota girl traded civilian life for the Marine Corps [11:02] The science behind the comfort trap and why avoidance kills growth [13:32] Bravery redefined: you cannot be brave without fear present [17:27] Two myths that get bravery wrong—and why most people believe them [24:16] The connection between discipline, bravery, and stoicism [27:58] The first rule of building bravery: ask for help [32:19] The exact three-stage framework to train bravery in your people [39:40] Her biggest regret: letting good keep her from pursuing great [42:18] Final challenge: what are you waiting for to go after what matters Memorable Quotes "Bravery is defined as voluntary action in the presence of fear toward a noble, worthwhile goal. If you're not a little scared, you're not being brave." "Bravery is a skill that anyone can and everyone should build in order to be the most successful and live their best life." "Each time you take a step forward in the presence of fear, you take a little bit of the power away from the fear and then your self confidence goes up a little bit more." "Fear is a signpost that is pointing us toward the thing that we should do versus something we should run away from." "We are born to strive. So it's the struggle that makes us stronger." "When we challenge ourselves by doing the hard things, psychologically, our brain changes." "Taking a step, not feeling ready is how you feel more ready in the future." "Good gets in the way of great. I had a good career, but I was scared to go out on my own and to write the book and to put myself out there." "Everyone can and everyone should learn to be braver." "The world is not limited by IQ. We are all limited by bravery and creativity." — Eric "Astro" Teller Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jill Schulman Website | jillschulman.com Jill Schulman Recent TEDx: https://youtu.be/G2x63Wk07fE?si=Add6OGYs17Xx0vr8 Jill Schulman LinkedIn | www.linkedin.com/in/jillaschulman Jill Schulman Facebook | www.facebook.com/jill.schulman.5
TLP517: The Accountability Gap: Why Leaders Misjudge Their Own Impact with Jim Brown
Jim Brown is the author of "The Imperfect CEO: Making the Climb to Organizational Health" and founder of Org Health. For over 30 years he has worked with CEOs, boards, and executive teams to build healthy organizational cultures and lead with clarity, courage, and shared responsibility. Jim argues that leadership accountability is the most underestimated pillar of organizational health. Not because leaders think it is unimportant, but because most assume they are already doing it well. In this conversation, Jim explains why leaders often judge themselves by their intentions while everyone else experiences their impact. He shares how that gap erodes trust, weakens accountability, and limits collaboration. He also discusses the small leadership behaviors that create outsized cultural change, how to distinguish productive tension from destructive conflict, and the early warning signs that organizational health is beginning to deteriorate. If you're trying to build a stronger culture, improve accountability, or create greater ownership across your team, this conversation offers practical insights you can put to work immediately. Find episode 517 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Jim Brown on The Accountability Gap: Why Leaders Misjudge Their Own Impact https://bit.ly/TLP-517 Key Moments [01:01] Which pillar do CEOs underestimate most [05:23] How do people go too far with imperfection [09:58] Small behavior change with outsized impact [12:36] The mind shift to stop being the bottleneck [14:30] Productive tension versus destructive conflict [16:38] When teams don't define the problem the same way [19:20] Leading indicator of deteriorating organizational health [21:37] Why we're lousy at collaborating in meetings [25:21] Why we collaborate well as humans but fail in business [28:54] Success on paper but something was off [30:16] Closing thoughts for listeners Memorable Quotes "The impact is the question, not the intention. It doesn't matter that we had the right intention. If the whole group in the room was just deflated because of what you said, it's useless to say, 'I didn't mean it that way.'" "Leadership is not about doing. Leadership is about leading. We have to get a mind shift to stop giving the answers, stop doing the work. All of our effort needs to be equipping the leaders around us." "Productive tension is anchored in clarity around a shared goal. When we all know what we're aiming for, we can be jostling with each other energetically." "The more you have someone looking to you for the answer, the less everyone else will think about what the answer should be, offer suggestions, or own the decisions." "What's happening in meeting rooms is a huge indicator of what's really going on in the culture." "As leaders, you will always have to help people manage tensions. It's not either or. Somehow we've got to figure out the balance of that tension." "The day the child realizes that all adults are imperfect, he becomes an adolescent. The day he forgives them, he becomes an adult. The day he forgives himself, he becomes wise." – Alden Nolan Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jim Brown Website | www.orghealthteam.com Jim Brown LinkedIn | www.linkedin.com/in/authorjimbrown
TLP516: The Leader as Teacher: Building Leaders, Scaling Companies, and Multiplying Impact with Joth Ricci
Joth Ricci is CEO of LYBL (Live Your Best Life), owner of Winderlea Winery, author of The System, executive chair of Burgerville, and former CEO of Dutch Bros and Stumptown Coffee. In this conversation, Joth explains why great companies aren't built by leaders who solve more problems—they're built by leaders who teach their people how to solve them. He breaks down the difference between executing and multiplying, what actually breaks during scaling, why discipline is the foundation of everything, and what the next decade of leadership development is actually missing. For leaders who've built something good but want to scale it without losing it, or for anyone responsible for developing the next generation of leaders, this episode cuts to the root of where most organizations plateau. Find episode 516 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Joth Ricci on The Leader as Teacher: Building Leaders, Scaling Companies, and Multiplying Impact https://bit.ly/TLP-516 Key Moments [05:59] The behavior that blocks learning in every organization and how to fix it [08:01] What breaks first when you scale too fast and how to protect against it [10:50] The recipe for pacing growth without losing your culture [13:13] Why discipline isn't just a trait—it's the through-line of great leadership [15:57] How to spot a leadership multiplier versus someone who's just executing [17:46] The number one mistake when promoting high performers into leadership [19:44] A coaching principle most executives miss [22:02] The gap between resilience and burnout—and what leaders actually need to do [24:14] How to balance purpose-driven work with financial performance [27:07] What the next generation of leaders is missing [31:00] Why curiosity and people skills are the real bottleneck for the future [34:27] When success isn't enough—the shift from achievement to fulfillment Memorable Quotes "Adults are just adult versions of the 16 year olds they were. You have engaged employees, employees just getting through the day, and employees staying off the radar. Great leaders engage at all learning levels." "I don't solve problems for people. I teach them how to work through problems. That shows you what people are made of. The people who can figure it out, they're going to do okay. The people who can't—they don't pass the test." "Great leadership is about pacing. Understanding how to manage your organization's pace and what they can and can't do. You build capacity incrementally, not in big steps. If you go too fast, it breaks you and the organization." "I'm a big believer in the discipline of staying on task, the discipline of getting things done, the discipline of how you manage your day. You can't manage others if you don't manage yourself well." "The job of a coach is to prepare your people. The players play the game; the coach doesn't. That's how you lead—constantly preparing people for what they do." "When I look for multipliers, I'm looking for people having influence on other people—dynamic in rooms, connecting with people, not talking at them. Emotionally able to meet people where they're at." "The number one mistake is promoting good performers who haven't shown those markers of leadership potential. We're good at identifying performance. We're terrible at identifying potential leaders." "Psychological fitness is not just recharging. It's the ability to stay on strategy and lead your teams through execution even in times of challenge or great growth." "The one thing many leaders miss is their ability to engage at different learning levels and achievement levels. We expect people to perform but don't spend time helping them get better." "The most impactful thing I ever did wasn't taking Dutch public. It was helping people grow. That's what fulfills me. And now I get to do that full-time." "A great teacher is a great artist and that there are as few as there are any other great artists. Teaching might even be the greatest of arts, since the medium is the human mind and spirit." — John Steinbeck Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Website | winderlea.com Website | www.thesystem.co LinkedIn | www.linkedin.com/in/joth-ricci-1248588
TLP515: Why Structured Debate Is a Leadership Superpower
Murshed Chowdhury is the founder of Tech Duels, a communication and training platform redefining how individuals and organizations develop critical thinking and decision-making skills through structured debate. Murshed believes debate is one of the most underused leadership development tools available today. Not because it teaches people how to win arguments, but because it teaches them how to truly think, listen intently, and openly engage with ideas they disagree with. In this conversation, he explains why structured debate builds communication skills faster than most traditional training programs, how competition can strengthen learning without turning every discussion into a fight, and why live interaction is becoming more valuable as AI makes information increasingly accessible. He also shares why the future belongs to people who can combine technology with strong human judgment. Whether you're leading a team, developing talent, or navigating disagreement, this conversation makes a compelling case for why communication remains a distinctly human advantage. Find episode 515 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Murshed Chowdhury on Why Structured Debate Is a Leadership Superpower https://bit.ly/TLP-515 Key Moments [03:43] Why Murshed built Tech Duels after seeing brilliant engineers fail due to poor communication [06:51] Why structure and competition matter more than traditional training approaches [08:08] Why emotional intelligence and social IQ are the real competitive edge [09:56] How AI is reshaping the challenge [12:04] The downside of leaning too heavily on AI tools [14:33] How competitive format teaches people to listen, ask questions, and reach understanding instead of winning [17:26] The 'holy wars' problem: How to get tech leaders unstuck from their chosen platforms [20:42] The Veterans Technology Conference: Connecting military talent to tech careers [22:32] Reinvention at any age: The core skills that let people pivot careers [27:20] Helping people who process slowly [30:16] Murshad's take on AI uncertainty Memorable Quotes "Networking is not predicated on your personality. It's a set of skills. If you can learn it, you can be an expert." "Public speaking is the number one fear in the United States above death." "You judge a person by their question, not by their answers." — Voltaire "With AI and deepfakes coming, live events, interaction, understanding, emotional intelligence, social IQ—that's going to be really important moving forward." "Critical thinking skills are something you need in every facet of life, personally and professionally." "Half of our conflicts come down to one side not hearing what the other side was trying to say." "You have two ears and one mouth. Listen twice as much as you speak." "There's some really cool stuff on the other side. If you just listen to the other side, you'll be shocked at how much alignment there might be." "Core skill sets like discipline, ambition, eagerness, curiosity, and the willingness to learn—these let you reinvent yourself at any age." "The time thing is supposed to give you guardrails so you don't talk endlessly. But when you have structured thinking, even two or three minutes is plenty of time." "People are listening to you, they're speaking to you. If you can really own that, you can do amazing things." "We're all learning AI as we go. Stay curious, keep learning, and focus on what you can control right now." "It is better to debate a question without settling it than to settle a question without debating it." - Joseph Joubert Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Murshed Chowdhury Website | www.techduels.com Murshed Chowdhury LinkedIn | www.linkedin.com/in/murshedchowdhury
TLP514: What High-Performing Leaders Get Wrong About Stress with Karen Doll
Karen Doll is a licensed psychologist, author of "Building Psychological Fitness: How High Performers Achieve with Ease," a partner at Psynet Group and chairs the Flourishing at Work initiative under Harvard's Flourishing Program. Most leaders know how to push through stress. Far fewer know how to recover from it. Karen argues that the difference matters more than most people realize. In this conversation, she explains why psychological fitness is not a personality trait but a trainable skill. She breaks down the difference between the stress that helps you grow and the stress that slowly wears you down, why resilience is more about recharging than enduring, and what leaders can do to support mental health at work without trying to become therapists. For leaders who feel constantly on, stretched thin, or responsible for the wellbeing of their teams, this episode offers a practical framework for building resilience that lasts. Find episode 514 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | https://youtu.be/S54CwTMZY0Q https://bit.ly/TLP-514 Key Moments [03:33] What separates psychologically fit leaders from those who struggle [05:37] Why mental strength is trainable and what that actually looks like [08:19] Top-down vs. bottom-up strategies for managing stress and the mental health continuum [13:22] Shared accountability: what leaders owe their teams on mental health [15:23] The victim mindset problem and what leaders can do about it [21:00] Why there's no magic test that predicts leadership success [24:48] The two biggest derailers Karen sees in executive assessment [28:12] The sweet spot between healthy ambition and burnout [31:45] Why clarity on your values is the shortcut nobody takes [33:23] Why the victim mindset is the silent career killer [35:54] When Karen's own psychological fitness was tested and what changed [39:34] Closing thoughts: the one thing every leader can do starting today Memorable Quotes "Resilience is about recharging. It isn't about powering through." "Between the stimulus and the response, there is a space. In that space lies our power to choose." "Defensiveness is the one thing I will not give feedback on. You tell someone they're defensive and they defend themselves. It's a dead end." "The goalpost keeps moving — and people are left feeling it's never enough. That is unnecessary distress." "Those that can spend the time recovering tend to struggle less." "Having social support and a multi-dimensional life — that's probably number one in terms of buffers against stress." "We do all have some agency in how we manage our mental health and how we move towards flourishing." "When something upsets us, sometimes that thinking pattern is not serving us and it's not necessarily factual." "If you move the body, it can settle the mind." "Leaders don't need to be their team's therapist." "Being a victim or having a victim mindset is not going to work out well for anybody — and that's never going to be good for mental health." "Self care is selfish — that was the core belief I had to break." "Small acts of kindness for people who are struggling — think of what a difference that can make. And that's accessible to all of us." "Just being a little more intentional — it doesn't cost anything. It doesn't need budget." "Nothing can stop the man with the right mental attitude from achieving his goal. Nothing on earth can help the man with the wrong mental attitude." — Thomas Jefferson Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Karen Doll Website | https://psynetgroup.com/ LinkedIn | www.linkedin.com/learning/improving-your-mental-health-at-work Karen Doll LinkedIn | www.linkedin.com/in/karendecesaredoll
TLP513: The Leadership Cost of Isolation with Nick Black
Nick Black is the founder and CEO of GoodUnited, a former Army officer, co-founder of Stop Soldier Suicide, a Presidential Leadership Scholar, and a UNC Distinguished Alumnus. Nick focuses on a cost most leaders refuse to calculate: isolation. What happens to your people when no one is checking on them? After deploying 27 months in combat with the 173rd Airborne, Nick watched one of his soldiers survive war and then lose his life weeks after returning home. That experience reshaped how he thinks about leadership, connection, and responsibility. In this conversation, Nick explains why isolation is the common thread behind many of the losses he has seen, both in combat units and inside organizations, and why the peer group surrounding people is not a culture perk but a lifeline. He also shares what it took to carry mission driven urgency from the battlefield into the nonprofit world and then into a scaling company. For leaders who want to protect their people and not just manage them, this episode offers a more honest standard for what leadership actually requires and what it costs when it is missing. Find episode 513 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Nick Black on The Leadership Cost of Isolation https://bit.ly/TLP-513 Key Moments [05:43] How 9/11 changed everything for Nick [10:54] The moment that led to Stop Soldier Suicide [15:01] What every leader needs to know about mental health [16:34] The balance between reflection and dangerous isolation [19:27] Leading people vs. taking care of people [20:49] The biggest leadership lesson learned outside the military [22:43] Bringing military training discipline into business [24:04] Why onboarding is where most companies fail [26:15] What "taking the hard road" actually looks like on a resume [27:14] Why offensive linemen make better leaders [29:07] How a lifetime of service shapes who you become [32:35] Closing thoughts on leadership and mental health Memorable Quotes "When in doubt, lead the way. That has yet to steer me wrong." "Isolation is your enemy. Never allow yourself to sit in a room with your thoughts." "Give that friend a call — your strongest friend, your quietest friend. Let them know you're still in their corner." "I have no idea what to do, but I seemingly have a PhD in what not to do." "Mission first, people always — and the only way you get the mission is through your people." "Find ten people that can do the work of a hundred." "You don't need to go be an Army Ranger. Show me how you got out of your comfort zone, took something on, and didn't quit. It could be anything." "Go find your passion and then go serve it." "If you can't laugh at yourself, you're not being honest with yourself — and I don't think many people are going to follow you." "The secret is not to give up hope. It's very hard not to, because if you're really doing something worthwhile, I think you'll be pushed to the brink of hopelessness before you come through the other side." — George Lucas Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Good United Website | goodunited.io Nick Black LinkedIn | www.linkedin.com/in/nick-black-7658ab37
TLP512: Winning at Work, Losing at Home
Kevin Rice is the former co-founder and president of Hathaway, a digital consultancy acquired by Bounteous in 2021. He is now an angel investor at Theorem One Capital and host of the CEOs and ABCs podcast. Kevin focuses on a gap most leaders don't want to look at. The difference between who you are at work and who you are at home. At work, the metrics are clear. You perform, you grow, you win. At home, none of that works. The scoreboard is different, and most leaders realize that too late. He describes how years of operating in "CEO mode" made him effective in business but distant in the one place it mattered most. The same habits that drove results at work were quietly breaking connections at home. Kevin explains why the real currency at home is not revenue or growth, but connection, and why one hour of full presence beats a full day of being half there. He also shares what it looked like to lead a company while raising young kids on his own and the moment he could no longer ignore the gap. For leaders who are winning professionally but feel something slipping personally, this episode puts language to the cost and makes it clear what it takes to close that gap. Find episode 511 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Kevin Rice on Winning at Work, Losing at Home https://bit.ly/TLP-512 Key Moments [03:39] Kevin describes his early leadership style as "a bull in a china shop" — all forward motion, little humanity. Parenting taught him that accountability and dignity are not opposites. [06:25] Jan introduces the Hippocratic framing: leaders should first do no harm. Kevin's version: have enough gas in the tank when you come home. For 13 years, his family got the scraps. [09:37] Kevin's crucible — single father, global pandemic, 100+ hires, pending acquisition — all at once. His coping mechanism was robot mode: high performance, zero feeling. When the deal closed, he felt nothing. [14:26] Kevin says one hour of full presence beats eight hours of distracted availability. Kids only live in the present moment — and they know when you're not there. [17:18] Kevin believes AI's real gift to leaders is buying back time. The question is what you do with that time once you have it. [22:54] Kevin's message to the next generation: don't wait for a breaking point. As Tony Robbins says, success without fulfillment is failure. Structure your life before the crisis forces you to. [28:59] Kevin did the inner work after the exit — therapy, journaling, parenting coaching. That's what reconnected him to joy, not the money. [32:34] The oxygen mask principle applies at home too. You can't lead your family from empty. Sleep, exercise, breath work, meditation — these aren't luxuries. They're the foundation. [34:49] And remember… "Family is not an important thing. It's everything." — Michael J. Fox Memorable Quotes "Career is your passion. Your kids are your purpose. Don't confuse the two." "One hour of full presence is worth more than eight hours of distracted availability." "Success without fulfillment is failure." "I was physically there, but mentally rehearsing the next meeting. I thought I'd cracked the code. I was just losing my kids." "The victory was hollow — and that's when I knew everything needed to change." "The currency at home is connection. It's not sales, revenue, or EBITDA." "You can't get those moments back. You can't pay that back in arrears." "80% of the time you spend with your kids is before they leave the house." "It's hard to be good at work if things aren't good at home — and vice versa." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Kevin Rice Website | www.ceosandabcs.com/ Kevin Rice YouTube | www.youtube.com/@CEOsandABCs Kevin Rice LinkedIn | www.linkedin.com/in/kmrice Instagram | www.instagram.com/kevinrice_ceosandabcs
TLP511: What 500 Top Leaders Taught Us — And Why It's Not What You Think
What happens when you spend 10 years interviewing some of the world's top leaders? After 500 interviews with CEOs, generals, founders, bestselling authors, athletes, and elite performers, Jim Vaselopulos and Jan Rutherford discovered a surprising pattern. The most successful leaders were NOT the most polished, they were the most self-aware, adaptable, and relentlessly committed to growth. In this special milestone episode of The Leadership Podcast, Jim and Jan pull back the curtain on a decade of conversations with world-class leaders and reveal the biggest lessons, myths, failures, sacrifices, and leadership truths that emerged across 500 episodes. Topics discussed The leadership myth they are glad to have challenged Why great leaders rarely have a "perfect" career path The dangerous difference between style and substance The hidden sacrifices behind elite success Why adaptability matters more than efficiency Guests who completely changed their thinking How leadership has evolved in the age of AI Why "leaders are learners" became one of the defining themes of the show The one leadership question they still haven't fully answered after 500 episodes This is more than a reflection on podcasting, it's a masterclass built from 10 years of conversations with some of the world's most accomplished leaders. Whether you lead a company, a team, a family, or simply yourself, this episode will challenge how you think about growth, influence, success, and leadership. Watch this Episode on YouTube | Jim and Jan on What 500 Top Leaders Taught Us — And Why It's Not What You Think Find episode 511 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Key Moments [00:00] The brutal truth 500 leaders revealed [05:11] Did they ever think they'd reach 500 episodes? [10:10] Guests who left them speechless [13:58] Conversations that changed their minds [18:05] The biggest leadership myth they busted [23:10] When the podcast became more than interviews [32:32] How the podcast changed them as leaders [35:25] The 5 episodes every leader should hear [41:23] The leadership question they still can't answer Memorable Quotes "You can't hit the ball if you don't go to the plate." "The market will tell you what it values and it isn't always what it should." "Adaptability must accompany efficiency, or you will not survive." "Behind every great leader is a great support system." "Sell the problem, not the solution." "If you want to be great at something, you are going to have to make sacrifices. There is no hack. There is no shortcut." "You don't get any dumber talking to smart people." "Leadership is not a destination. It is a state you have to manage and it never ends." "Don't judge a book by its cover. Hold your assumptions lightly." "Self-reliant leaders, at the end of the day, make others better." "Be interested. Care about people. Be nice. You can have a huge influence on other people's lives and it really is that simple." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jan Rutherford LinkedIn | www.linkedin.com/in/janrutherford Jan Rutherford X | @JanRutherford Jim Vaselopulos LinkedIn | www.linkedin.com/in/jimvaselopulos Jim Vaselopulos X | @jim_va
TLP510: Why Your Organization Keeps Getting the Same Results (No Matter What You Change)
Maria Brinck is the Founder & President of Zynergy International and author of "The Leadership We Need: A New Mindset for a Brighter Future." In this episode, Maria argues that the leadership crisis most organizations face isn't a skills gap — it's a flawed model. The qualities we've long rewarded in leaders — confidence, decisiveness, and control — were effective in a different era. But in today's environment, those same traits can actually become liabilities. She challenges leaders to examine what they have never been asked to question: the unconscious bias shaping who gets selected, who gets developed, and whose voice gets heard. She also makes the case that the most important thing a leader can unlearn is the need to have all the answers, because that single habit is what keeps collaboration from ever becoming real. If you have ever wondered why your organization keeps producing the same results no matter how much it changes, this episode is worth your time. Find episode 510 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Maria Brinck on Why Your Organization Keeps Getting the Same Results (No Matter What You Change) https://bit.ly/TLP-510 Key Takeaways [03:36] Maria says the fastest path from command-and-control to collaboration is genuinely knowing your people's strengths and values. [05:54] Maria draws a line between happiness and meaning. [09:24] Maria describes leaving a pharmaceutical career where she was in the top 2% nationally. The titles and money were real. The meaning was not. [12:06] Maria names the blind spot most leaders never examine. A deeply ingrained bias toward traits that once protected a tribe but now limit an organization. [14:31] Maria says our bias toward alpha, hyper-masculine leaders isn't a choice — it's an evolutionary hangover that no longer serves us. [18:09] Maria connects human leadership patterns to what she observed in Cameroon. The species that chose collaboration survived peacefully. The one that chose dominance did not. [23:07] Maria names the one thing most leaders need to unlearn. [25:21] Maria introduces the open 360. It measures behaviors like trust and psychological safety over time and ties them directly to performance reviews. [30:29] Maria on the internal voice that signals something needs to change. Everyone has it. Most people have been trained to ignore it. [33:33] Maria offers one starting question for anyone who wants to create rather than find their purpose. When do you feel most alive? [36:07] And remember... "Our problems are mainly a consequence of a lack of holistic understanding of the man-made system in which we are entwined." — Helena Norberg-Hodge Quotable Quotes "Purpose doesn't show up under a rock that someone else put there. You have to create it." "No one is as smart as all of us." "We want one thing, and we need a very different thing. We need to evolve." "Creating purpose now empowers you. You empower your inner author." "Finding purpose versus creating purpose. That is the difference." "In nature, no one exists alone." "Our poly crisis reality is a direct consequence of the monopoly we have seen in leadership." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Maria Brinck Website | www.mariabrinck.com Maria Brinck LinkedIn | www.linkedin.com/in/mariabrinck Maria Brinck Medium article Aug 21st, 2025 | https://medium.com/authority-magazine/the-new-portrait-of-leadership-maria-brinck-of-zynergy-international-on-which-legacy-ideas-about-bca18c3bea89 Maria Brinck Forbes article Oct 23rd, 2025 | https://www.forbes.com/sites/nelldebevoise/2025/10/23/the-leadership-we-need-why-knowing-all-the-answers-is-costing-us-88-trillion/
TLP509: Capitalism Without Ethics Is Just Chaos
Dr. Bill Kline is a professor of business ethics and the Executive Director of the Academy on Capitalism. He argues that capitalism and ethics aren't separate conversations. They're the same system. Without ethics, there are no property rights, no enforceable contracts, and no functioning markets. Strip that away and you don't get capitalism. You get chaos with a price tag. In this conversation, Bill discusses the difference between socialism's ideals and capitalism's outcomes. He also breaks down what leaders must do to rebuild trust with younger workers, and why one simple question keeps getting ignored: Do we actually understand what capitalism is? If your organization is struggling to articulate why business and markets matter or you're watching younger talent disengage from the mission, this episode gives you a clearer way to think about what's really at stake. Find episode 509 on The Leadership Podcast, YouTube @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Dr. Bill Kline on Capitalism Without Ethics Is Just Chaos https://bit.ly/TLP-509 Key Takeaways [01:59] Bill shares he studied Austrian economics at Grove City, speaks Hungarian, and plays Bob Dylan at open mic nights. [02:04] Bill explains the Academy on Capitalism exists because universities are hostile to capitalism and students are paying the price. [04:59] Bill traces anti-capitalism sentiment in universities back decades, but argues the tone became more politically aggressive around the early 2000s. [07:32] Bill argues capitalism cannot exist without ethics, property rights and enforceable contracts are not optional, they are the foundation. [09:03] Bill reveals how his thinking shifted: he now decouples free market conversations from welfare state debates entirely to open more ears. [12:40] Bill explains why people always compare socialism's ideals to capitalism's realities. We know every flaw of the system we live in, and none of the others. [18:51] Bill says leaders cannot badmouth capitalism and expect anyone to believe in it. Optimism about markets is a leadership responsibility. [20:53] Bill pushes back on the single-answer approach to propose different companies, different missions, and markets thrive on that multiplicity. [23:54] Bill describes the campus atmosphere where faculty whisper support for capitalism and why ideological stridency creates intellectual silence. [27:23] Bill outlines what's lost when students comply instead of engaging in anger, cynicism, and eroding respect for the institutions that protect freedom. [30:12] Bill asks the one question leaders avoid — do we actually know what capitalism is — and argues humility is the starting point for any honest conversation. [32:03] And remember…"I was guilty of judging capitalism by its operations and socialism by its hopes and aspirations, capitalism by its works and socialism by its literature." Sydney Hook Quotable Quotes "Capitalism does not exist without ethics." "You can't badmouth the system and then expect anybody else to like it." "It's not just to have and be a person of integrity — it's to explain why, so that people can see it." "Have fun with ideas — because as soon as you stop having fun with them, everything gets grumpy and awful." "To have markets, period, you have to have ethics." "If you want a better company culture, if you want people who work towards productivity, then some kind of positive stance towards capitalism is incumbent on leaders." "Maybe we should learn more about what this thing really is — rather than just assuming from the get-go and now it's just proving we're right about it." "The people who don't agree stay out — so you end up with an echo chamber, and that tends to become a very stable equilibrium." "Simply because you don't agree with my economic system doesn't say anything about me as a person." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Dr. Bill Kline Website | www.academyoncapitalism.org Dr. Bill Kline YouTube | www.youtube.com/@TheAcademyonCapitalismTV Dr. Bill Kline LinkedIn | www.linkedin.com/in/williamekline
TLP508: Your Scars Are Your Resume
Matt Cavanaugh is a retired U.S. Army Lieutenant Colonel, PhD, former Army Athlete of the Year, and author of "Best Scar Wins: How You Can Be More Than You Were Before." Leaders often treat failures, setbacks, and scars as liabilities to hide. Matt Cavanaugh argues the opposite — that the scars you've earned, physical and emotional are the most honest measure of growth you have. The question isn't how to avoid them. It's how to use them. In this conversation, Matt reframes what a scar really is: not a mark of defeat, but evidence of where you've grown. He explains why the outcomes of any serious effort are never just win or lose — they're win, learn, or die — and why leaders who avoid failure miss the chance to build real judgment. He also makes the case that the strongest motivation isn't personal ambition, but a mission that serves something bigger than yourself. For any leader who's been knocked flat by a failed plan, a difficult season, or a decision they regret — this episode reframes what those moments are actually worth. Find episode 508 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Matt Cavanaugh on Your Scars Are Your Resume https://bit.ly/TLP-508 Key Takeaways [04:37] Matt describes a scar as proof you've healed and grown. He sees scars as what connect us. It's the one thing every human shares. [10:24] Matt explains that urgency comes from scale and proximity. When the threat is close, you act right away. He learned this in the Namib Desert with a pack much heavier than the others. [14:58] Matt says leaders need skin in the game. You need one signal you can actually feel. Start by observing and understanding before you act. [16:47] Matt breaks it into two modes. The war of the knife and the war of the map. One is emotional. The other is strategic. Good leaders know when to step back. [22:07] Matt reframes kidney donation as something gained. Not something lost. He found purpose in it. And the real gift was being useful to someone else. [29:11] Matt believes endurance matters more than courage. Courage is short. Endurance stays. Most missions are lost first in the leader's mind. [32:41] Matt shares that kidney donors often show higher empathy. But endurance is something anyone can build. Leaders can grow their capacity over time. [34:41] Matt talks about the pushback at home. His wife was against the decision. He weighed the risks and trained hard. Walking away was not an option for him. [39:18] Matt says find a real mission with real stakes. Do it with others and for others. That's how you create scars that matter. [41:01] And remember..."Desire is the key to motivation, but it's determination and commitment to an unrelenting pursuit of your goal - a commitment to excellence - that will enable you to attain the success you seek." - Mario Andretti Quotable Quotes "A scar is the spot where you've grown more than others." "It's not win, lose, or draw. It's win, learn, or die." "There's nothing you can't do if you're doing it with and for others." "More often than not, holding on a little bit longer turns out right." "Make good scars. You'll never regret it. The rest is just Netflix on Tuesday." "Urgency lives at the intersection of scale and proximity of threat." "When danger is close, you act in the moment." "Courage is momentary. Endurance is what carries you." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Matt Cavanaugh Website | mlcavanaugh.com Matt Cavanaugh X | @cavanaughforco Matt Cavanaugh Facebook | www.facebook.com/mlcavanaugh1 Matt Cavanaugh Instagram | @cavanaughforco
TLP507: Disrupt or Be Buried: The Mindset That Changes Everything
Patrick Leddin is an army veteran, entrepreneur, and NYT and WSJ Bestselling Author. He is the co-author, with James Patterson, of "Disrupt Everything—and Win: Take Control of Your Future." Most leaders treat disruption as something to survive. Patrick argues that's exactly the wrong frame. The gap between leaders who thrive in uncertainty and those who get buried by it isn't talent or timing — it's mindset. And that can be learned. In this conversation, Patrick explains why disruption doesn't always mean blowing things up. Sometimes it means doubling down when everyone else pivots. He breaks down the five roles people play in change and shares a practical way to assess the odds before you commit. For any leader feeling overwhelmed by the pace of change, this episode offers a more honest and more useful way to think about what's actually in front of you. Find episode 507 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Patrick Leddin on Disrupt or Be Buried: The Mindset That Changes Everything https://bit.ly/TLP-507 Key Takeaways [02:08] Patrick reveals he failed out of junior college before the Army changed everything. [03:50] Patrick explains how a COVID-era Vanderbilt crisis leadership course — and a guest lecture from James Patterson — planted the seed for the book. [08:06] Patrick reframes disruption as opportunity, not threat — and why hitting pause before reacting is the move most leaders skip. [12:50] Patrick shares the KPMG story where saying "just get me to lunch" turned into a $12 million project. [15:29] Jan asks Patrick which of the book's five roles he was playing in that moment — Trailblazer, then Torchbearer as the team grew. [16:35] Jim asks Patrick how timing plays a role in disruption and whether being too early kills commercial success. [19:31] Patrick walks through the back-of-envelope math he used with Vanderbilt's Chancellor to turn a 15% shot at co-authoring with Patterson into a 50% one. [25:08] Patrick outlines how to tell the difference between fear that signals danger and discomfort that signals growth. [28:51] Patrick confirms that everyone is wired for disruption — and offers the single smallest first step to prove it. [34:14] Patrick challenges every listener to identify one relationship that's gone sideways and disrupt it — for good. [36:08] And remember…"The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for disruption." - Clayton M. Christensen Quotable Quotes "A disruption is anything that causes you to pause and consider — knocks you out of your normal routine." "Sometimes you disrupt something by choosing to double down on what you're already committed to — even when everyone else says go the other way." "We say disrupt everything. We don't say change everything." "Anybody who tells you they know where AI is going to be next year is either lying or just foolish." "The status quo is deceptive. Things aren't going to stay that way. But that's okay — because you're wired to handle it." "Sometimes you gotta bet on yourself. Sometimes you gotta step back and do some math." "You won't make any shots you don't take." "Don't wait until after the meeting to tell your friend the vibe is wrong. Say it in the room." "We live in a sea of relationships — and relationships shouldn't just be transactional." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Patrick Leddin Website | patrickleddin.com Patrick Leddin Podcast | patrickleddin.com/podcast Patrick Leddin LinkedIn | www.linkedin.com/in/patrickleddin Patrick Leddin Instagram | @patrickleddin
TLP506: Retention Is Dead: The Workquake Reshaping Talent
Steve Cadigan is a global talent strategist, author of "Workquake: Embracing the Aftershocks of COVID-19 to Create a Better Model of Working," and LinkedIn's founding Chief HR Officer. Steve believes the world of work is going through a "workquake" — a fundamental shift that's breaking the old employer-employee contract. At the core of it is a false premise: the idea of long-term loyalty that neither side can reliably keep. In this conversation, Steve explains why many of the world's most successful companies have surprisingly short employee tenure, why the workforce isn't disloyal but loyal to growth, and why leaders should focus less on retention and more on creating meaningful development while people are with them. For leaders navigating turnover and rapid change, this episode offers a more honest way to think about talent and what it actually takes to build teams that perform. Find episode 506 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Steve Cadigan on Retention Is Dead: The Workquake Reshaping Talent https://bit.ly/TLP-506 Key Takeaways [03:40] Steve defines a workquake as any shift so fundamental it renders the existing architecture of work obsolete. [04:46] Steve argues that most employer-employee relationships begin on a false premise — and that dishonesty is where the breakdown starts. [06:42] Steve reframes retention: instead of demanding loyalty, commit to making the employee's time with you the most growth-oriented chapter of their career. [09:12] Steve uses Chick-fil-A as a model for honest talent strategy — celebrating alumni, not just retaining them. [17:42] Steve explains how LinkedIn turned its recruiting struggle into a competitive advantage by aligning the employee experience with the product promise. [26:26] Steve warns that over-indexing on experience and ignoring transferable talent is one of the most costly mistakes leaders make today. [30:36] Steve makes the case that learning must be designed into work itself — not treated as a perk or a line item that gets cut first. [33:53] Steve challenges leaders to ask honestly which companies today are actually building for 100 years — and why so few are. [38:14] Steve argues that AI is being misused as a cost-cutting tool when its real power is making people more capable, not replacing them. [41:13] Steve leaves leaders with one directive: stop waiting for a benchmark that doesn't exist — and be willing to become one. [42:58] And remember..."Nonetheless, the only place success comes before work is in the dictionary." - Vince Lombardi. Quotable Quotes "If you want people here because they want to be here, you're running a company. If you don't, you're running a prison." "The workforce is incredibly loyal — just not to you. They're loyal to growth." "If your talent strategy is not changing as fast as the outside world, your employee relationship is near its end." "If the outside world is changing faster than the inside, the end is near." "You can't have a job today that takes someone five years to figure out." "We have so over-indexed on experience and so overlooked talent." "There is no benchmarking for this moment — you're going to have to be the benchmark." "People want to be on teams that are going somewhere." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Steve Cadigan X | @SteveCadigan Steve Cadigan Facebook | www.facebook.com/thestevecadigan Steve Cadigan LinkedIn | www.linkedin.com/in/cadigan Steve Cadigan Instagram | @stevecad
TLP505: Why Leadership Coaching So Often Fails
Will Linssen is the CEO of Global Coach Group, and the author of "Triple Win Leadership Coaching: The Coach's Guide to More Impact, More Coaching, and More Clients." In this conversation, Will challenges the traditional model of leadership coaching. Too often, coaching focuses on the leader while leaving the team out of the equation—one reason why team satisfaction frequently remains low even when leaders feel they've made progress. Will explains how great coaches assess coachability before the work even begins, why ego is often the biggest barrier to meaningful change, and what leaders in global, multicultural environments consistently misunderstand about communication and feedback. We also explore the impact of AI on leadership. Will argues that decades of accumulated expertise are losing their advantage. The leaders who will thrive going forward aren't the ones with all the answers—they're the ones who know how to ask the right questions. If you've ever wondered why leadership development often fails to stick inside organizations, this conversation offers a candid look at what's missing—and what needs to change. Find episode 505 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Will Linssen on Why Leadership Coaching So Often Fails https://bit.ly/TLP-505 Key Takeaways [03:26] Will reveals why traditional coaching fails: coworkers are left out, so their satisfaction with the leader's growth drops to as low as 18%. [05:23] Will reframes leadership development from "project me" to "project we" — and why that single shift drives real momentum. [10:30] Will explains how quarterly co-worker feedback keeps both the leader and the team mutually accountable for results. [12:01] Will names the two biggest predictors that a leader won't change: ego and job insecurity. [17:03] Will shares what 100,000+ leaders across six continents have in common — and where culture changes the game. [21:37] Will makes the case for leading with questions in high-hierarchy cultures as the fastest way to unlock smart, silent people. [26:20] Will reveals the belief about leadership he changed his mind about most after 30 years: outside-in behavioral change beats inside-out every time. [28:13] Will walks through the Triple Win business case that connects leader behavior to team behavior to measurable numbers. [35:50] Will warns that AI is depreciating your leadership experience premium fast — and what that means for your role. [39:16] Will's single action item for every leader in 2026: ask your team what advice they have for you, pick one thing, and go. [40:29] And remember..."A life is not important except in the impact it has on other lives." - Jackie Robinson Quotable Quotes "Leadership is not about the leader. It's about the people the leader is leading." "You need to change the leader's system, not just the leader." "The more you make leadership about "we" and the less you make it about "me" — realizing that "we" includes "me" — the more it makes total sense." "Leadership is co-creating change with coworkers." "Ego is total poison for coaching." "If adults don't want to change, they will not change." "We're not perfect people every day, but we can commit to being better every day." "We don't focus on those who need our help the most. We focus on those who want our help the most." "Don't ask closed questions. Ask the how question — that's where execution breaks down." "The moment you start making leadership about yourself, you're already making the first misstep." "Leaders only change when the new outcome is important enough to them." "As human beings, we have more in common than our passports divide us." "Smart people with AI can out-leader you very quickly. Be ready for that." "The leader is like a symphony orchestra conductor — the one who makes everything work together without playing an instrument." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Will Linssen | www.facebook.com/coachlinssen Will Linsse LinkedIn | www.linkedin.com/in/wlinssen Global Coach Group Website | globalcoachgroup.com
TLP504: Why Your Team Is Still Disengaged
Mark Crowley's newest book is The Power of Employee Well-Being: Move Beyond Engagement to Build Flourishing Teams. For more than a decade, organizations have chased employee engagement - through surveys, gamification, perks, and wellness apps - yet the results haven't improved. Gallup now reports engagement at a ten-year low. Mark was one of the early voices questioning the engagement movement, and in this conversation he explains why the model itself is flawed. We talk about what leaders have been measuring incorrectly, what employee well-being actually means, and why the strongest predictor of team performance isn't compensation, perks, or pressure to produce. It's belonging. If you're seeing burnout, quiet disengagement, or people simply going through the motions, this conversation offers a different lens on leadership—and practical insights you can start applying immediately. Find episode 504 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Mark Crowley on Why Your Team Is Still Disengaged https://bit.ly/TLP-504 Key Takeaways [03:04] Mark explains why employee engagement flatlined. [08:09] Mark draws the line: personal well-being is on you, but how your people perform at work is almost entirely on the leader. [12:08] Mark defines employee well-being, and why wellness apps and free yoga are just band-aids. [15:26] Mark reveals the number one driver of well-being: belonging. [18:36] Mark on hybrid work: packed Zoom calendars are theater. Judge people on outcomes, not optics. [24:22] Mark pushes back on the work ethic debate, and calls out companies playing both sides of the hybrid fence. [32:59] Mark shares the story of his top performer who turned down bigger offers — for one reason her boss never expected. [38:16] Mark's fix for micromanagement: weekly individual check-ins that solve problems before they spiral. [41:30] Mark's closing insight: 95% of human behavior is driven by emotion. Stop asking what people think — ask how they feel. [43:13] And remember..."Well-being is attained little by little, and nevertheless is no little thing itself." - Citium Zeno Quotable Quotes "Once people negotiate their compensation, pay stops being a day-to-day motivator. You've got to figure out the other four drivers." "Wellness is not well-being. A free yoga class is a band-aid." "The number one driver of well-being is belonging — and most leaders never thought that was their job." "If people are feeling supported, trusted, growing, and appreciated — they will naturally reciprocate and produce at levels most leaders have never seen." "We've been misaligned to human nature. That's why engagement never worked." "Nobody can thrive without connection. The highest performing teams are the ones where everybody has each other's back." "The tighter people are, the more people feel like they can be who they are — that's the greatest driver of well-being." "Ask people how they feel — not what they think. That's where the real answer is." "Up to 95% of human behavior is driven by feelings and emotions. That's not soft, that's science." "People pour their heart into surveys and nothing ever gets done." "HR should be the advocates for people — not the C-suite's executioner." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark Crowley Website | markccrowley.com Mark Crowley Podcast | markccrowley.com/podcasts Mark Crowley X | @MarkCCrowley Lead From The Heart Facebook Page | facebook.com/LeadFromTheHeart Mark Crowley LinkedIn | www.linkedin.com/in/markccrowley
TLP503: 7 Hidden Beliefs That Sabotage Leaders (And How to Break Them) – with Muriel M. Wilkins
Muriel M. Wilkins is the founder and CEO of Paravis Partners, host of the HBR podcast, Coaching Real Leaders, and author of "Leadership Unblocked: Break Through the Beliefs That Limit Your Potential." Muriel makes the case that lasting leadership change doesn't come from better tactics. It comes from changing the hidden assumptions driving those tactics in the first place. Drawing on research with over 300 coaching clients, Muriel introduces seven hidden blockers—simple, pervasive beliefs that quietly sabotage even the most capable leaders. She explains why high performers are especially vulnerable, why action bias becomes a liability at the top, and what "doing the inner work" actually looks like when you're in the thick of real pressure and expectations. This is one of the most practically grounded conversations we've had on self-awareness, sustainable change, and what it really takes to lead at the next level. Watch this Episode on YouTube | Muriel M. Wilkins on 7 Hidden Beliefs That Sabotage Leaders (And How to Break Them) https://bit.ly/TLP-503 Key Takeaways [03:07] Muriel explains why "is it them or is it me?" is the wrong question—and what to ask instead. [04:57] The assumptions layer of the VABES framework: why changing behavior without changing the belief beneath it never sticks. [07:09] The seven hidden blockers outlined: I need to be involved. I need it done now. I know I'm right. I can't make a mistake. If I can do it, so can you. I can't say no. I don't belong here. [09:09] Why "I need to be involved" is the #1 blocker for leaders trying to scale up—and how it keeps them stuck in the weeds at exactly the wrong moment. [11:26] How action-orientation—a strength that builds careers—becomes a liability when it skips the half of the equation that makes change sustainable. [13:43] Muriel argues that Western culture rewards controlling the external — questioning the internal was never part of the deal. [18:45] What to do when a hidden blocker gets surfaced: why these beliefs aren't the enemy, and the three-step approach to working with them rather than against them. [22:56] Muriel challenges the idea of fixed personality, it's mostly learned beliefs, and adults can choose to examine them. [27:17] Muriel reveals that in 22 years of coaching, not one client has ever called asking to work on their beliefs — the readiness has to come first. [29:15] What "doing the inner work" actually looks like inside a real coaching conversation—under pressure, with no time to think. [33:14] Muriel's origin story: the client results that wouldn't stick, the personal walls she kept hitting, and the Michael Singer quote that reframed everything. [37:11] Muriel admits she found herself in all seven blockers while writing the book, not just the one or two she expected. [41:24] The pro tip: two words. Be curious. Not about others—about what you're thinking, and whether it's aligned with where you want to go. [43:12] And remember..."It's not the events of our lives that shape us, but our beliefs as to what those events mean." — Tony Robbin Quotable Quotes "You have to go back and question the assumptions that went into the model. You didn't go in and rejigger the model itself." "We spend so much time trying to make everything on the outside okay so that we can feel okay on the inside." — Michael Singer, cited by Muriel "It's not about getting rid of them. It's about understanding and being strategic and having choice around when you use them." "It is not the events of our lives that shape us, but our beliefs as to what those events mean." "What you think your personality is not really your personality. Your personality is just a bunch of learned behaviors that came out of learned beliefs." "You have a portfolio of beliefs, and you should be able to tap into any of them at any given time." "They're not the enemy. They're just not the friend that you want to have at that given moment." "In order to get results on the outside, you've got to make sure that the inside is also aligned." "Do you want to make the change before something else forces you to do it, or do you want to just wait?" "What am I thinking about myself, about the other, about the situation — and is it helping me or is it not?" These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Muriel M. Wilkins Website | murielwilkins.com HBR podcast Coaching Real Leaders | www.murielwilkins.com/podcast-coaching-real-leaders Twitter | @murielmwilkins Facebook | www.facebook.com/coachingrealleaders LinkedIn | www.linkedin.com/in/murielwilkins Instagram | @coachmurielwilkins
TLP502: Never Fire Anyone with Mark Morgenfruh
Mark Morgenfruh is the President and CEO of GetHRready and author of "Never Fire Anyone: A Leader's Guide on how to Lead People not Companies." He holds a Master of Human Resource Management from Rutgers University and built his no-nonsense, trust-first philosophy from the ground up. In this episode, Mark dismantles the two most common leadership failures he calls "keyboard cowboys" (leading from behind a screen) and "happy talk" (avoiding the real conversation until it's too late). He makes the case that trust isn't built through programs or policies — it's built by being a normal human being when you walk through the door. Mark introduces his values-based leadership and disciplinary model — an alternative to PIPs and terminations. He explains why firing someone is more often a reflection of a bad hire or promotion decision than a performance problem. He also challenges HR to stop being the policy police and start being an enabler of real relationships between leaders and their people. If you've ever avoided a hard conversation, put someone on a PIP, or wondered why your culture feels transactional — this episode is for you. Watch this Episode on YouTube | Mark Morgenfruh on Never Fire Anyone https://bit.ly/TLP-502 Key Takeaways [02:47] Mark explains why leaders undermine trust — even with good intentions — by hiding behind hierarchy instead of being human. [04:11] Mark expands into his two failure modes: keyboard cowboys who lead from behind a screen, and happy talk that avoids the real conversation. [07:22] Mark defines trust-based leadership — it's not the carrot, not the stick. It's simply being a normal person when you walk through the door. [14:07] Mark argues PIPs almost never work and terminations reflect a hiring failure. He offers a values-based model that moves people into roles where they can succeed. [16:24] Mark introduces a core framework from his book: employees should create more value than they consume. [19:26] Mark points out that most companies dismiss exit interviews instead of mining them for honest feedback. [20:58] Mark shows why strong relationships let you catch the unraveling early, and why waiting until the fifth or sixth waypoint is too late. [29:49] Mark reframes HR's real role — not a policy manual, not a union shop, but an enabling function that coaches people back into direct relationships. [35:08] Mark challenges companies to engage talent wherever they are, and tells leaders of remote teams exactly what they're doing wrong. [39:58] Mark closes with a clear message: kill happy talk, lead with candor, and act with urgency before the spiral starts. [42:25] And remember..."To be trusted is a greater compliment than being loved." — George MacDonald Quotable Quotes "Stop the happy talk. Stuff is going south — let's talk about what's going south and how we fix it." "A termination is a more severe reflection on the hiring or promotion decision than it is on the employee." "Trust comes from being normal. Just having a conversation with people." "You're never going to get in trouble for doing more than you have to do for a person. Period. End of story." "There's some veil that we put on when we walk through that door that is killing us in our work relationships." "You don't call when you just need something. You call just to see how they're doing." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark Morgenfruh Website | www.neverfireanyone.com Mark Morgenfruh LinkedIn | www.linkedin.com/in/markmorgenfruh TLP039: Humanizing Our Workplaces with Liz Ryan
TLP501: Failure as Fuel: When to push through and when to quit
Steve Taplin is the CEO of Sonatafy Technology, author of "Fail Hard, Win Big: 30 Ventures | 20 Failures | 10 Wins," and host of the Software Leaders Uncensored podcast. In this conversation, Steve reveals the partnership that almost destroyed him but vindicated him five years later; why he walked out of a meeting with a Fortune 500 CIO; and the discipline that saved his sanity. Steve also shares the 24-hour rule for processing failure to help his teams fail without breaking trust or morale. Steve breaks down the practice that taught him when to fight and when to quit. If you've ever been paralyzed by the fear of failure—or worse, burned by a partnership you trusted—this episode will rewire how you think about risk, resilience, and what it actually takes to bounce back. Find episode 501 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Steve Taplin on Failure as Fuel: When to push through and when to quit https://bit.ly/TLP-501 Key Takeaways [04:16] Steve shares his most painful failure-turned-win: a $2 million deal his partner closed that he walked away from—five years later, both the partner and sponsor were indicted for fraud. [07:59] Steve drops the hard truth: "Nobody cares about your business. They care about the problem it solves." [09:43] Steve's philosophy on raising money: "Raising money is a responsibility—your business has to be ready for it." [11:15] Steve recalls his "oh sh*t" moment at IBM: he didn't know the difference between sales and marketing after starting his first company. [13:36] Steve credits journaling as his resilience tool and describes rehearsing failure scenarios with his team to build organizational resilience. [18:50] Steve defines earning potential: "Your ability to make money is your ability to solve more challenges than everybody else." [21:52] Steve recounts going back to IBM as VP of Sales and selling over $1 billion in contracts. [27:03] Steve explains when to quit and the discipline that made financial clarity possible. [32:00] Steve's message to young people: "You don't have a choice—the world is unforgiving. You either learn from failure or you don't survive." [35:04] And remember..."Far better is it to dare mighty things, to win glorious triumphs, even though checkered by failure... than to rank with those poor spirits who neither enjoy nor suffer much, because they live in a gray twilight that knows not victory nor defeat." - Theodore Roosevelt Quotable Quotes "Integrity is not optional, especially when you're raising money—it's foundational." "Nobody cares about your business. They care about the problem it solves." "You get 24 hours to be upset. Then shake it off and figure out a solution." "Success is not just money—it's having the freedom to operate your business AND great relationships with your family." "Your ability to make money is your ability to solve more challenges than everybody else." "If you don't take risks, you can't keep accelerating your career." "Good, bad, or indifferent, you learn more from failures than you do successes." "You can't grow without failing." "Use your failures as fuel and learning experiences." "You got to know how to run businesses. You got to know how to sell if you want to take control of your life." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Steve Taplin LinkedIn | www.linkedin.com/in/stevetaplin Sonatafy Technology Website | www.sonatafy.com Software Leaders Uncensored YouTube | www.youtube.com/@SoftwareLeadersUncensored Software Leaders Uncensored Podcast | softwareleadersuncensored.com
TLP500: The Leadership Myths We Keep Getting Wrong with Admiral Bill McRaven
Work–life balance sounds responsible. Admiral William (Bill) McRaven thinks it's misleading at best—and often harmful. In our special 500th episode of The Leadership Podcast, McRaven strips away the language leaders hide behind and replaces it with judgment, clarity, and responsibility. Instead of chasing balance, he offers a far more useful distinction: knowing which commitments are crystal balls and which are rubber balls. Some things can be dropped and recovered. Others, once broken, are gone for good. Leadership starts with knowing the difference. He's equally direct about what hasn't changed. Despite endless debate about generations, McRaven argues that the fundamentals remain stubbornly constant. People still respond to integrity. They still want leaders who work hard, stay humble, and put service ahead of ego—whether they're wearing a uniform, sitting in a classroom, or working in a corporate office. McRaven also calls out one of the most common leadership evasions: "empowerment" without clarity. Trusting people doesn't mean leaving them guessing. When expectations are vague, accountability collapses. He explains the real difference between micromanaging and leading—making sure everyone understands what good actually looks like. One of the most enduring lessons in the conversation comes from a command master chief who gave him a four-part standard that guided his entire career: Learn the business Be a good teammate Be a good person Work harder than everyone else No slogans. No shortcuts. He also reflects on the quiet dangers of overconfidence—how believing your plan is airtight can blind you to obvious risks—and why experienced advisors matter more than raw intelligence. This episode is a reminder that leadership isn't about trends or terminology. It's about judgment, responsibility, and doing the hard, unglamorous things well—consistently, and without excuses. Find episode 500 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Admiral Bill McRaven on The Leadership Myths We Keep Getting Wrong https://bit.ly/TLP-500 Key Takeaways [04:11] McRaven reveals he's a journalism major who writes poetry. [05:00] McRaven explains pressure reveals who leaders really are versus who they thought they'd be. [07:06] McRaven discusses how perfectionist leaders struggle when plans fail while adaptable "C students" often outperform. [09:06] McRaven emphasizes humility and surrounding yourself with people who'll tell you when your plan is stupid. [12:43] McRaven explains you never have perfect clarity, so rely on experienced team members who've seen similar situations. [14:44] McRaven explains why every great flag officer he knows is steeped in history and human context. [18:30] McRaven shares the command master chief's formula: learn the business, be a good teammate, be a good person, work hard. [21:58] McRaven dismantles the myth that millennials need different leadership—timeless fundamentals work across all generations. [24:11] McRaven emphasizes universal principles: be polite, be gracious, don't be the center of attention. [27:18] McRaven admits his Iraq failures with sleep and Red Bulls, then shares the lesson: six hours sleep, eat right, never look stressed. [31:33] McRaven explains combat tours leave little reading time, but staff tours are when leaders prepare by studying. [34:05] McRaven shares his biggest reversal: he preached "no work-life balance" until learning the crystal ball analogy. [41:07] McRaven explains technology always changes but leadership fundamentals stay constant: understand people and resources. [44:11] McRaven dismantles "empowerment"—leaders must first set clear expectations before backing off. [49:21] And remember..."Let no one ever say we dream too small" - Father John Jenkins Quotable Quotes "Pressure is what really shows who we are. When you do it repeatedly, you begin to overcome a lot of those shortfalls and you become a better leader." "You better have a little swagger... But don't ever mistake swagger and confidence. If you aren't humble again, that swagger will turn into hubris, and that will get you into trouble." "Hard work makes up for a lot of shortfalls. You don't have to be talented, you don't have to be overly smart, you don't have to do anything. You just have to work hard." "Some of those balls are crystal balls. And if you drop the crystal balls, they're going to shatter and you're never going to be able to pick them up again. You need to know the difference between the rubber balls and the crystal balls." "Micromanagement is not a dirty word. You don't want to spend your whole time micromanaging, but you have to make sure the rank and file that are working for you know what your expectations are." "If you think that you are the smartest man or woman in the room, if you think that your plan is going to outpace the enemies, or if you just think as a corporate leader that you have figured out all the ins and outs of the issue you're dealing with, you're going to be humbled pretty quickly." "The fundamentals of leadership did not change. The faculty, the students, the university presidents, the people I worked for, they expected me to be a good leader. I knew how to lead." "If you want to be good at what you do, there is no work-life balance. The fact of the matter is, something's going to have to be sacrificed because if you want to be good at what you do, you are going to have to come in early, you are going to have to work hard, you're going to miss anniversaries." "Your responsibility as a leader is to make sure the men and women working for you are the best they can be... You have to have trained them well, you provided them the resources." "Leadership is rarely a solo effort. It's a team sport. And you better have a good team surrounding you so you can find out where your shortfalls are and make sure, again, you don't walk into a minefield." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com William H. McRaven Instagram | @williamh.mcraven
TLP499: You're Charging for the Wrong Thing with Joe Pine
Joe Pine is an internationally recognized author, speaker, and advisor, best known for The Experience Economy and his latest work, The Transformation Economy. In this episode, Joe explains why the market is finally ready—25 years later—for the shift to the transformation economy. He walks through the evolution of economic value, from commodities to goods, services, experiences, and now transformations, and makes the case that businesses must stop charging for inputs and start charging for outcomes. Joe introduces the four spheres of transformation—Health & Wellbeing, Wealth & Prosperity, Knowledge & Wisdom, and Purpose & Meaning—and argues that the true role of business is human flourishing: helping people become who they're meant to be. Profit isn't the goal; it's the scorecard. We also explore "encapsulation"—preparation, reflection, and integration—and why it's the key to turning experiences into lasting change. Joe breaks down why outcomes-based pricing is both the hardest shift and the biggest opportunity for transformation-driven companies. In this conversation, you'll learn how to spot transformation opportunities in your business, move beyond time-based pricing, and align what you charge with what customers actually value. Find episode 499 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Joe Pine on You're Charging for the Wrong Thing with Joe Pine https://bit.ly/TLP-499 Key Takeaways [04:04] Joe explains why the world is finally ready for the transformation economy after 25 years of people asking when he'd write this book. [09:11] The four spheres of transformation: Health & Wellbeing, Wealth & Prosperity, Knowledge & Wisdom, and Purpose & Meaning—and why almost every business can find themselves in at least one. [12:59] The difference between fitness centers (charging for time as an experience) versus personal trainers (instilling discipline for transformation). [17:42] Why companies must eventually align what they charge for with what customers value—and how this drives the shift to outcomes-based pricing. [22:09] Joe introduces "invitational transformations"—experiences that invite people to transform their identity (like the Guinness Storehouse or Abraham Lincoln Presidential Library). [26:38] Human flourishing defined: the extent to which people are who they're meant to be. This is the raison d'être of business. [34:09] The concept of encapsulation: Preparation (before the experience), Reflection (after), and Integration (ongoing)—the framework that turns experiences into transformations. [35:59] How Joe wrote the book on Substack, getting real-time feedback from subscribers that fundamentally changed key frameworks in the book. [44:18] Joe's vision for transformation businesses: charge for demonstrated outcomes, foster human flourishing, and recognize that profits measure how well you help people flourish—not the end goal itself. [46:46] And remember..."The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic. Transformation begins with a change in mindset." — Peter Drucker Quotable Quotes "You are what you charge for. If you charge for undifferentiated stuff, you're in the commodities business. If you charge for demonstrated outcomes that your customers achieve, you're in the transformation business." "Eventually you have to align what you charge for with what your customers value. Let me say it again: Eventually you have to align what you charge for with what your customers value." "Fostering human flourishing is the raison d'être of business, period. That's why business exists—to help people flourish." "Human flourishing is the extent to which people are who they're meant to be." "The irony is of course that you may be offering a transformation guarantee, but that's exactly what you can't actually do. You can't guarantee a transformation. However, the best way to get it to happen is to offer a guarantee." "Profits are never the end. They're always the measurement by which you achieve the ends of human flourishing." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Joe Pine Website | www.strategichorizons.com Joe Pine X | @joepine Joe Pine LinkedIn | www.linkedin.com/in/joepine TLP004: Joe Pine - Visionary Leadership Instilling Purpose
TLP498: Why Grit Isn't Enough: Rethinking Resilience in Leadership
Oli Raison, co-founder of Safarini Leadership, designs immersive leadership expeditions in Kenya that combine cultural exchange with Samburu elders, wilderness trekking, and deep reflective coaching. In this conversation, Oli challenges one of leadership's most entrenched assumptions: that resilience is about individual grit and mental toughness. Drawing on the Samburu concept of naboisho—interdependence—he shows how real resilience is built through collective support, not solo endurance. He also names the single most important question leaders need to ask when entering any new culture or organization: What assumptions am I making? The catch? Most assumptions are invisible to us because they feel like "normal." Oli also explores why many wilderness and offsite leadership experiences fail to create lasting change, and shares his solution: a three-phase transformation framework—preparation, immersion, and integration—shaped by the work of past podcast guest, Joe Pine. This episode is an invitation to question your cultural defaults, rebuild genuine human connection, and develop a healthier relationship with time—so your leadership, and your team's resilience, can actually endure. Find episode 498 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Oli Raison on Why Grit Isn't Enough: Rethinking Resilience in Leadership https://bit.ly/TLP-498 Key Takeaways [04:12] Oli says the leadership assumption consistently dismantled his resilience—the Samburu are resilient through interdependence called "naboisho," not grit. [07:00] Oli identifies profound learning as the importance of having a shared sense of purpose and a very strong shared set of values. [08:31] Oli responds that people have very different expectations of leadership in different cultures around the world. [10:11] Oli reveals the Samburu doesn't have words for anxiety or depression and you'll certainly never meet somebody who knows somebody who committed suicide. Oli notes loneliness is now as damaging for your health as smoking 15 cigarettes a day. [12:00] Oli responds I think too much comfort can be a bad thing and people get discombobulated easily if things don't go quite to plan. [14:35] Oli answers the critical question leaders should ask: what assumptions am I making? Because we don't realize we're making assumptions. [17:07] Oli explains African societies have a fundamentally different understanding of time where there's always enough time. [20:10] Oli explains the Samburu are very spiritual people connected with their ancestors and you're also connected with your descendants. [22:30] Oli says mindset adjustment happens organically from just being offline during 10-day expeditions with six days of camel-supported trekking. [24:53] Oli describes their three-phase structure: preparation, immersion, and integration with coaching sessions at two, four, and six weeks after. [29:20] Oli responds his long-term impact is about flourishing, particularly helping men dealing with anxiety, depression, and suicidality. [31:43] Oli states his aspiration: how can we create workplaces, organizations and teams that flourish? Because that's when people really do their best work. [33:45] Jan shares his realization about keeping fingers on the keyboard versus closing the laptop because the most important thing is that person in front of you. [35:56] And remember..."One way to get the most out of life is to look upon it as an adventure." - William Feather Quotable Quotes "The Samburu, what makes them so resilient is this concept of interdependence, this reliance, this collective reliance on one another...if my cattle get wiped out because of a really challenging drought, I know that my neighbors are going to step in and they're going to give me some of their cattle." "Naboisho is a word in their language which kind of roughly translates to coming together or unity. And they often say things like 'we are because they are,' that we are all sort of in this together." "This is a society that doesn't have words for anxiety or depression. And you'll certainly never meet somebody who knows somebody who committed suicide...loneliness is now as damaging for your health as smoking 15 cigarettes a day." "In the west, we think of time as a commodity. We think of time as something that can be saved, it can be wasted, it can be lost. And as a result of that, I feel that time is the master of us and we are not the master of time." "The Samburu always say there's always enough time because they don't think of time as this continuous thing...time occurs when events happen, it's more relational and it's more eventful." "What assumptions am I making? And this is tricky, right, because a lot of the time we don't realize we're making assumptions." "We don't need to be experts, but we do need to be detectives...what assumptions am I making that might be getting in my way?" "All of this technology is actually causing our brains to operate on a frequency that is not conducive with creative thought at all. And by being in nature, just that alone creates an environment for people to have some really powerful insights." "I think one of the things that people come away with is I really need to take more time out to just contemplate and to think. You know, think about your business, think about your life. We don't take time to think anymore. We're just reacting." "This obsession with hyper productivity is actually just, again, it's all distraction, you know, it's taking us away from just being with ourselves in the moment or being with somebody else." "In 1990, the average man had five close friends and now he has one...every minute that we spend on a device, on a phone, on a laptop, thinking that we're connecting is a minute that we're not spending really connecting with somebody." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Oli Raison LinkedIn | www.linkedin.com/in/oli-raison-1107aa11/ Safarini Leadership Website | www.safarinileadership.com Safarini Leadership LinkedIn | www.linkedin.com/company/safarini-leadership Safarini Leadership Instagram | @safarinileadership
TLP497: Why Most Leaders Are Using AI Wrong—and How to Fix It
Geoff Woods is founder of AI Leadership and #1 international bestselling author of The AI Driven Leader: Harnessing AI to Make Faster, Smarter Decisions. In this episode, Geoff introduces the CRIT framework: "Context, Role, Interview, Task." He also reveals why most leaders are still acting like industrial workers—showing up on time, following orders, doing repetitive tasks—when machines now do that work better than humans. He shares his CRIT framework for turning AI into your most valuable thought partner and explains why AI isn't replacing your job. Geoff demonstrates how to collapse three months of work into 30 minutes, shares a painful leadership lesson, and breaks down why 99% of AI use cases are distractions from the 20% that actually drives results. Discover practical strategies for making faster, smarter decisions, getting AI to ask YOU the right questions instead of the other way around, and reclaiming what makes you uniquely human in an AI-driven world. Find episode 497 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Geoff Woods on Why Most Leaders Are Using AI Wrong—and How to Fix It https://bit.ly/TLP-497 Key Takeaways [03:04] Geoff recounts pushing for a 250x revenue goal three months ago that "actually broke the team" and caused a key leader's resignation. [07:02] Geoff responds to whether "AI-enhanced" is better than "AI-driven" by saying leaders who don't use AI "are at a severe disadvantage." [10:21] Geoff explains his mindset as a family man first is rooted in "the questions you ask yourself determine your fate." [13:53] Geoff reveals the most common self-deception in leaders: "They put more focus on having the right answer than having the right question." [19:26] Geoff walks through applying the CRIT framework to Jim's niece Yvonne's question about AI for client lifecycle management. [26:31] Geoff says the missing link between reading the book and transformation is simple: "Whether they actually applied it." [28:16] Geoff explains decision-making isn't just go/no-go but asks three questions: "What's the upside? What's the downside? Am I willing to live with the downside?" [34:03] Geoff shares his controversial belief in extreme 80/20: "If it's not a 20% priority driving 80% of impact, then why are we wasting oxygen on it?" [39:17] Geoff's closing thought: "You are not what you do" and realizing this means "AI can only enhance you because it can never replace you." [42:27] And remember… "In any moment of decision, the best thing you can do is the right thing. The next best thing you can do is the wrong thing. And the worst thing you can do is nothing." – Theodore Roosevelt Quotable Quotes "I don't ask AI questions. I make AI ask me questions. That's the core difference between me and everybody else." "Most people spend their career majoring in the minors. Nobody got promoted for being the best email checker in their company." "You are not what you do. The moment you realize what you do is not who you are, you start asking better questions." "If you want to 10X your growth, you've got to stop doing 80% of what you currently do and reinvest that effort into higher capabilities." "The questions you ask yourself determine your fate. They determine how you see the world." "I believe the purpose of a goal is not to achieve a result. It's to be a compass to inform who you can become." "Throughout history, technology has made the value of certain skills skyrocket and the value of certain skills plummet." "AI is not going to take your job. But somebody who knows how to use AI as a thinking partner absolutely will." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Geoff Woods Website | https://www.aileadership.com/ Geoff Woods X| @geoffwoods Geoff Woods LinkedIn | www.linkedin.com/company/ai-thought-leadership
TLP496: Why Faster Change Doesn't Mean Faster Action
Mark van Rijmenam is a futurist, award-winning keynote speaker globally ranked as number one in his field. Salesforce recognizes him as a leading voice in AI. His latest book, Now What: How to Ride the Tsunami of Change, is available now, and he's the founder of FutureWise. In this episode, Mark challenges the assumption that faster change requires faster action. He argues that organizations moving at breakneck speed with AI and emerging technologies often skip the critical step: pausing to think about consequences. Mark introduces his three E's framework—educate, experiment, execute—as a systematic approach for leaders navigating exponential technological convergence. He emphasizes that while root knowledge becomes obsolete, skills like adaptability, strategic foresight, digital literacy, and ethical grounding become essential for building resilience in uncertain futures. In this episode, you'll discover how to lead through exponential change without losing your humanity, your judgment, or your competitive edge. Find episode 496 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Mark van Rijmenam on Why Faster Change Doesn't Mean Faster Action https://bit.ly/TLP-496 Key Takeaways [02:14] Mark circumnavigated Australia on bicycle in 100 days, raising $25,000 for Dutch children's cancer fund. [04:19] Mark said the most important starting point is becoming aware and educating yourself on all emerging technologies, not just AI. [08:19] Mark explained we discover AI rather than invent it, so we need to slow down and think instead of rushing forward. [14:46] Mark's digital twin can be WhatsApp'd 24/7 in 29 languages to answer deeper questions about his book. [16:17] Mark hopes in 10 years leaders will ask "how could we have been so stupid to move so fast?" [19:42] Mark recommends the three E's framework: educate, experiment, then execute what works best. [21:52] Mark insists leaders must understand technology implications or they'll dismiss great ideas they don't understand. [25:15] Mark said we need authentic human leaders because a machine-run society would be efficient but unpleasant. [29:51] Mark hopes technology convergence will foster humility and help us live in tandem with nature. [36:58] Mark said focus on analytical skills, adaptability, foresight, digital literacy, ethics, creativity, and collaboration. [39:07] And remember..."Our intuition about the future is linear. But the reality of information technology is exponential, and that makes a profound difference. If I take 30 steps linearly, I get to 30. If I take 30 steps exponentially, I get to a billion." - Ray Kurzweil Quotable Quotes "Leadership today in this fast changing world is different from leadership yesterday. The world of yesterday is no longer." "We don't invent AI, we discover AI. And that is a completely different perspective that has a big effect on everything that we do." "A lot of the big tech companies don't even understand the LLMs that they're building. They don't understand how they operate, which is really problematic." "Critical thinking is under siege because of these large language models, but we still need to think ourselves." "It's a bit of a paradox. You think you need to move faster and faster because the world is changing faster and faster. But you also need to build in moments to pause and reflect." "It's nice to be the first to market, but often it also comes with all the R&D and all the problems. Sitting back a little bit longer will help you move faster in the end." "Static knowledge is sort of dead. We need to have dynamic interactions." "AI and capitalism is a perfect storm where they really feed into each other." "If we don't educate people how to leverage AI, how to deal with AI, they might think it cares about you." "If we're going to end up in a society that's run by machines, it will be a very not pleasant society to live in." "We are social animals. We need that social interaction." "History doesn't repeat itself, but it certainly rhymes." "Continually running faster and faster to grab more and more money might not be the best solution in the world where we built extremely powerful tools." "Root knowledge is sort of becoming out of date because you can just look up with the click of a button." "You're not going to have one career anymore. You're going to have multiple careers in your lifetime and potentially even have multiple careers at the same time." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark van Rijmenam website | www.thedigitalspeaker.com Mark van Rijmenam X | @vanrijmenam Mark van Rijmenam LinkedIn | http://linkedin.com/in/markvanrijmenam
TLP495: The Accountability Paradox
Patrick Veroneau is CEO of Emery Leadership Group and author of The Leadership Bridge: How to engage your employees and drive organizational excellence and The Missing Piece: What Great Teams Do That Others Overlook. In this episode, Patrick explains why organizations' increasing focus on accountability systems over the past five years has coincided with employee engagement hitting a 10-year low. He reveals the accountability paradox: the harder you push for accountability, the further you get from ownership. Patrick discusses why leaders fall short in closing the gap between intention and impact—we intellectually understand leadership concepts, but fail to apply them consistently. Patrick explains the sequence that moves teams from compliance to genuine commitment (support → celebrate → own), reveals the invisible habit great teams practice (recognizing progress along the journey, not just outcomes). If you're tired of accountability systems that aren't working and want to build real ownership on your team, this episode will change how you lead. Find episode 495 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Patrick Veroneau on The Accountability Paradox https://bit.ly/TLP-495 Key Takeaways [02:57] Patrick said growing up in a large family made him more intuitive because he was always around older people having adult conversations. [04:43] Patrick explained that leaders fall short because they intellectually understand concepts but don't apply them consistently or model the behaviors they expect. [06:58] Patrick shared that social exclusion triggers the same brain response as physical pain, and unexpected recognition spikes dopamine while unrecognized effort decreases it. [11:47] Patrick revealed the accountability paradox: average teams focus on accountability first, but great teams support and celebrate first to create ownership. [14:25] Patrick shared Stephen Covey's insight that leaders need to trust other people first, not wait for others to trust them. [17:32] Patrick said the invisible habit of great teams is celebrating progress along the way, not just the final outcome. [21:34] Patrick said companies that aren't flexible on remote work will be at a disadvantage, but connection must be intentional and meaningful. [26:49] Patrick shared that Rear Admiral Cutler Dawson's success came from "walking the deck plates"—connecting with people at all levels, not his authority. [33:24] And remember..."Leadership is not about a title or a designation. It's about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire teammates and customers." - Robin S. Sharma Quotable Quotes "Don't settle for accountability. It's the low bar. Shoot for ownership." "To be on a great team, you have to first commit to being a great teammate." "Average organizations focus on accountability first. Great teams support and celebrate first, then create ownership." "We need to trust other people first. You need to give before you get." "When people feel they should be recognized and aren't, their dopamine levels go down. That's what we experience as disengagement." "Accountability is included in ownership. But not the reverse." "Humility is the circuit breaker on overconfidence." "Walking the deck plates—connecting with people at all levels. We've overcomplicated what it means to lead." "If you don't commit first to being a great teammate, you absolutely won't be part of a great team because you're the weakest link." "Look for work, look for stuff to do, look where you can help." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Emery Leadership Group Website | www.emeryleadershipgroup.com Emery Leadership Group Facebook | www.facebook.com/profile.php?id=100063653920372 Patrick Veroneau LinkedIn | www.linkedin.com/in/patrick-veroneau Patrick Veroneau Instagram | @patrickveroneau
TLP494: When Leadership Is About Who You Serve: Mark Steffe's Story
Mark Steffe is President and CEO of First Command Financial Services, bringing over 30 years of financial services leadership. In this episode, Mark explains why he left his dream job working with ultra-high-net-worth families to serve military members who truly need financial guidance. He shares how military families face unique challenges including frequent relocations, spouse underemployment, and modest pay, requiring advisors who understand their sacrifices. Mark demonstrates how building trust and psychological safety enables difficult financial conversations, comparing financial advisors to doctors who need honest patient information. He outlines his quality control approach for serving the tight-knit military community, emphasizing mission alignment, compliance-first culture, and protecting reputation. Discover practical strategies for leading with mission over metrics, building trust for difficult conversations, and coaching teams to improve rather than simply demanding better results. Find episode 494 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Mark Steffe on When Leadership Is About Who You Serve https://bit.ly/TLP-494 Key Takeaways [04:06] Mark explains he left ultra-high-net-worth services because he wanted to change lives, not just help wealthy people get wealthier. [07:26] Mark reveals how much military families sacrifice, putting our interests and safety ahead of their own. [11:34] Mark notes COVID year one was easier as crisis mode, but year two's transition back proved harder. [14:34] Mark explains First Command uses AI for exponential growth without adding employees, upskilling workers instead. [17:27] Mark credits Simon Sinek's "Start with Why" for emphasizing communicating the why, not just what and how. [21:54] Mark reframes the financial mess as reflecting "how busy you've been taking care of everybody else," not personal failure. [27:42] Mark outlines quality control requires mission-aligned hiring and rejecting the false choice between profitability and compliance. [33:13] Mark tells his "throw strikes" story: His son didn't need parents yelling commands, he needed a coach to fix his mechanics. [38:52] And remember..."Knowledge will forever govern ignorance; and a people who mean to be their own governors must arm themselves with the power which knowledge gives." - James Madison Quotable Quotes "Our job was to help wealthy people get wealthier. I wanted to change lives instead." "If Jack's not throwing strikes, he doesn't need someone to yell at him to throw strikes. He needs the coach to walk out to the mound and help him adjust his mechanics." "If employees aren't performing at the level you need, it's not because they don't want to. They don't know how yet." "What became an accommodation for concern of people's health and safety became an entitlement." "We can either be profitable or we can be compliant. The answer is always AND—we have to be profitable AND we have to be compliant." "Early in your career you get promoted for what you do. Later, it's how you lead, how you communicate, how you paint a vision." "Your messy finances are a reflection of how busy you've been taking care of everybody else, not personal failure." "If you take care of your clients and do the right thing for them, the profits will show up." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark Steffe Website | www.firstcommand.com Mark Steffe LinkedIn | www.linkedin.com/in/mark-steffe Below are two articles from Mark about his leadership philosophy and communication strategies and the financial challenges facing military families and the importance of financial advisors. ● https://medium.com/authority-magazine/impactful-communication-mark-steffe-of-first-command-financial-services-inc-on-5-essential-e60d3e4855f7 ● https://usveteransmagazine.com/usvm/helping-military-families-overcome-historic-money-struggles/
TLP493: "Sand People" - The Hidden Drag on Your Team's Performance
Jim and Jan tackle the uncomfortable truth about "sand people," those team members who grind everything to a halt, and why even your best glue guy can't overcome the friction they create. Drawing from their coaching experience, Jim and Jan reveal how to identify and deal with sand people before they destroy your team. They explore the telltale signs—projecting, hoarding resources, passive-aggressive behavior—and explain why leaders consistently wait too long to act. They also share the harsh truth that someone who is not performing well is costing more than they produce, and costing opportunities and damaging team morale in ways that are difficult to quantify. In this episode, you'll learn how sand people self-identify through their behavior, the specific ways they inhibit high performance, and most importantly, why it's critical to move quickly.. Find episode 493 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Jim and Jan on "Sand People" - The Hidden Drag on Your Team's Performance https://bit.ly/tlp-493 Key Takeaways [01:35] Jim coined the term "sand people" to describe team members who act as sand in the gears, preventing smooth team operation. [03:05] Jan noted that 60% of people in the U.S. are not in high-value jobs with only 31% engagement, creating a disconnect between economic growth and worker fulfillment. [05:12] Sand people often project by complaining about what others aren't doing, which is exactly what they themselves aren't doing. [07:34] Jan confirmed that one bad person on a team poisons everything, making it impossible to have a successful team experience. [12:33] A-players immediately avoid sand people and start looking for better teams because they expect leaders to uphold standards. [16:04] Jim witnessed Larry Yost pick up a cigarette butt when no one was watching, demonstrating how modeling behavior matters more than words. [19:17] Jan admitted being a sand person as a young cynical military officer, making wisecracks without anyone coaching her on the impact. [21:05] Jim acknowledged being too harsh early in his management career and emphasized the importance of learning from mistakes. [22:06] Jan's biggest business mistake was bragging about new hires then keeping them too long trying to fix them instead of recognizing sunk costs. [23:49] Jim advocated hiring for unteachable qualities like curiosity in salespeople rather than skills you can train. [26:34] Jan recommended "Top Grading" by Brad Smart for distinguishing between easy-to-change skills and hard-to-change qualities like energy and passion. [33:36] Leaders must be attracted to friction to identify where to remove resistance and lubricate the machine for team effectiveness. [29:57] Jan identified two coaching buckets: helping people prioritize time strategically and having difficult conversations about performance expectations. [33:21] And remember… "The path of least resistance is the path of the loser." - H. G. Well Quotable Quotes "If getting rid of people is easy for you and you don't lose sleep over it, you're probably a sociopath." "The day it gets easy for you is the day you've kind of lost your soul." - "We've got to have good friction. Friction that produces traction, not friction that produces drag." "Your culture becomes the worst behavior you tolerate." "One bad person, even if they're a little bad, is way more powerful than the best person for a team." "Look for work, look for things to do, and give more than you take." - "Sand people are limiting your culture. They are in effect a toleration of sub optimal performance of weakness." "If we pay people that aren't getting the job done, then they're either a charity case or they are a thief." "As a leader, I think we need to be attracted to friction." "People are not fine wine." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jan Rutherford LinkedIn | www.linkedin.com/in/janrutherford Jan Rutherford X | @JanRutherford Jim Vaselopulos LinkedIn | www.linkedin.com/in/jimvaselopulos Jim Vaselopulos xX | @jim_va
TLP492: Stop Fitting In with Jinky Panganiban
Jinky Panganiban serves as Professor of Practice at the University of Oregon's Sports Product Management Program, founder of 1969Blue Consulting, and founding member of Oregon Sports Angels. She is a former Vice President and General Manager at Nike with over 20 years of global executive experience. She led multibillion-dollar businesses across Asia Pacific, North America, Latin America, and Europe. In this episode, Jinky reveals why "fitting in" kills leadership potential and how your cultural background becomes your superpower in global business. Jinky explains how the sports product industry has built intentional leadership development by translating a shared mission to fit local cultures instead of forcing one uniform way while maintaining a unified mission. She addresses the volatile state of global trade by emphasizing curiosity and critical thinking as essential skills for the next generation. Jinky argues that despite rising nationalism and tariff threats, consumers are already voting for a borderless world through their digital behavior and content consumption. In this episode, you'll discover how to leverage your cultural background as a superpower, build high-performing global teams, and lead with authenticity in an increasingly connected world. Find The Leadership Podcast episode 492 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Jinky Panganiban on Stop Fitting In https://bit.ly/TLP-492 Key Takeaways [04:09] Jinky describes how she started at Nike through a blind ad in Manila and was handpicked to help build Southeast Asia operations. [06:26] Jinky reveals how three white male mentors helped her realize her cultural background was her superpower. [09:47] Jinky explains that great leadership starts with being—knowing who you are and what you stand for—not just the doing of checking off deliverables and performance goals. [12:51] Jinky distinguishes influence from selling. [13:42] Jinky describes how SPM deliberately keeps students in the same project teams for 18 months because leadership is formed in the messy middle when deadlines are tight and not everybody agrees. [17:12] Jinky explains the collective industry commitment to raising next-generation leaders who will progress the culture. [20:32] Jinky demonstrates how global brands must translate their message locally. [25:17] Jinky shares how mentor Kate Delhagen gave her courage to leave corporate and explore angel investing. [28:58] Jinky describes her current advisory work with startup brands where she's both business advisor and biggest cheerleader, modeling what Kate did for her. [31:04] Jinky argues that despite borders and tariffs, the next generation of consumers already thinks globally through social media and digital platforms, celebrating differences rather than fearing them. [34:09] Jinky emphasizes that curiosity combined with critical thinking—vetting sources and asking why—is essential for navigating today's information-saturated world. [37:26] Jinky encourages everyone to celebrate where they've come from because there's only one of you, and you can't be more original than that—your background is your competitive advantage. [ ] And remember… "To be one, to be united, is a great thing, but to respect the right to be different is maybe even greater." – Bono Quotable Quotes "There's only one of you, so you can't be more original than that." "My cultural background and where I came from and all of my lived experience actually isn't something that I should shy away from or even be embarrassed about, but actually use it to my advantage and actually leverage it." "Great leadership starts with being. It's knowing who you are, what you stand for, and how you show up, especially when no one's watching." "We believe that leadership is formed in the messy middle. You know, when the deadlines are tight, the tempers are like rising and then not everybody's agreeing, but then you still have a deadline to hit." "Global doesn't mean uniform. The best teams share common purpose but express it in ways that feel very local." "Even if we put borders around things, the consumers will vote anyway to go beyond borders. Ideas, innovation, their talent, creativity, I don't think it carries a passport." "Human leadership never goes out of style." "Learn to lead yourself first. Build credibility, make sure that you practice empathy, and then lead through action and not titles." "If you don't know how to work in teams, you cannot work in the industry." "It's not so much exporting the culture, it's about translating it so that it works for everybody." "Cultural intelligence or cultural fluency is really critical because I've seen how that has become the one skill that could bridge global teams and communicate even beyond language." "Making sure that you find sources that are credible. Not just take things face value. Critical thinking is also something that's really important to ask the question why." "Culture, whether that's country culture or community culture, it's something to leverage, and it could always be a superpower for you." "We want to make sure that we leave this place better than we found it." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jinky Panganiban LinkedIn | http://linkedin.com/in/jinky-panganiban
TLP491: Letting Go of Old Frameworks with Jack Swift
Jack Swift is a West Point graduate, former CEO of TIFIN and Liminal Collective, and co-founder of Pacific Current Group and Sangha. He now advises frontier AI ventures, including Vantage Discovery (sold to Shopify), Brightwave, and Grid Aero, and co-founded Sangha, a community for conscious leadership. In this episode, Jack explains why the biggest threat to your organization isn't outside pressure. It's your need to be right. He shows why old leadership habits—command and control, chasing quarterly targets, and relying only on past wins—no longer work. He offers a different approach built on deep listening, less ego, and faster instincts. Jack talks about the blind spots he sees on boards, from big companies ignoring rapid change to startups burning cash to prove a point. He also shares how to spot the moment when governance stops supporting durability and starts blocking innovation—and what to do before bureaucracy kills your edge. Listen to this episode to learn how to drop old frameworks, trust your gut, and build a learning culture that works with AI instead of fighting it. Find The Leadership Podcast episode 490 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Jack Swift on Letting Go of Old Frameworks https://bit.ly/TLP-491 Key Takeaways [02:28] Jack shares that stopping drinking a few years ago has been "incredibly clarifying" for his decision making and presence as a leader. [05:19] Jack shares how his perspective on leadership has evolved from military to entrepreneurship to board service. [10:11] Jack emphasizes three critical elements that make an effective independent board director: maintaining independence to evaluate organizational health, stepping into conflict early, and the ability to "look around corners" and anticipate future disruption. [15:07] Jack identifies the biggest blind spot for larger companies and the biggest blind spot for early-stage companies and founders. [19:26] Jack reflects on how his experiences as an entrepreneur shaped how he evaluates opportunities and risks. [21:48] Jack reflects on something 18 years ago that helped him learn without screwing up. [23:00] Jack discusses the role of ego versus intuition in leadership. [25:34] Jack defines governance in highly regulated industries like insurance and financial services versus the AI space. [29:56] Jack agrees AI works best in regulated spaces because "machine based learning and models work really well in systems, rules based systems" where regulatory review "may have taken humans six months to do, it can be done in like six minutes." [33:16] Jack describes how Boulder's ecosystem has influenced his approach to leadership and growth. [36:35] Jack advises traditional industry leaders to "let go of old frameworks" and "be open to how it might be done" because entrenched industries are "specifically ripe for innovation and disruption." [37:36] Jack says one piece of advice for leaders navigating uncertainty today. He explains why whole-body listening matters for the future of leadership. [41:19] And remember..."I know of no more encouraging fact than the unquestionable ability of man to elevate his life by conscious endeavor." - Henry David Thoreau Quotable Quotes "Leaders make decisions and they look for and create alignment within an organization." "The need to be right is the biggest blind spot. Taking the position that I want to be right, I'm gonna burn capital to show the world that I'm right is a very risky way to go about your business." "I made a lot of mistakes. I screwed a lot of things up. Sometimes because I didn't know any better, sometimes because I let my ego make decisions, and sometimes because I was relying on old frameworks that just wouldn't work anymore." "Your go mind shouldn't always drive the car. Sometimes you need to put instinct in the driver's seat and let your brain be the passenger." "Let go of old frameworks. Don't think you know better. Work on self awareness, work on your personal growth edges. Better at you is better at what you do." "Listen with your whole body. Your body knows—that's your gut, your instinct, your intuition. The faster you can listen, receive, and act, the faster you'll be able to go." "Human beings are the only species that can imagine infinite future potentials and bring them into reality. That creative capability is uniquely human and incredibly special." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jack Swift Website | www.jackcswift.com Jack Swift LinkedIn | www.linkedin.com/in/jack-c-swift
TLP490: Reinventing Candy and Culture with Katie Lefkowitz
Katie Lefkowitz is a neuroscience-trained entrepreneur and the founder and CEO of Harken Foods who's reinventing candy with gut health at its core. In this episode, Katie reveals how her neuroscience background taught her to demand feedback systematically and observe behavior over words—skills that proved universal across consulting, scaling, and founding companies. She shares why she chose measured growth at Harken after experiencing Caulipower's explosive trajectory. Katie explains how the "seven questions framework" helps teams navigate the market's rapid shifts by keeping core values fixed while pivoting operational tactics. Discover practical approaches to data-driven decision-making, building authentic workplace culture, and leading through uncertainty without losing sight of core values. Find The Leadership Podcast episode 490 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Katie Lefkowitz on Reinventing Candy and Culture https://bit.ly/TLP-490 Key Takeaways [03:03] Katie explains her neuroscience background taught her the scientific method, helping evaluate questions less emotionally and with reduced bias. [04:05] Katie describes how all decisions need to be based in data, seeking feedback from every person on the Harken team. [05:44] Katie shares Harken was created after a health scare related to colon cancer introduced her to food as medicine. [07:25] Katie explains Caulipower grew as the fastest growing brand in all of CPG, but for Harken she wants to be more measured. [09:03] Katie confirms the Caulipower success gave her confidence to go at it alone with Harken. [09:48] Katie reflects on trying to be what she thought a leader looked like, being insecure about her age and gender. [11:45] Katie explains there will always be some imposter syndrome, but having Harken within her control has helped relieve that feeling. [13:20] Katie recalls a pitch where the first person said her product doesn't taste good, leaving her crying in the cab to the airport. [15:25] Katie describes watching if people take a second bite during tastings because behavior tells more than words. [16:36] Katie emphasizes listening more than talking as the key leadership lesson. [17:29] Katie explains the company uses Southwest Airlines' seven questions framework where core values don't change but goals and focus do. [19:05] Katie notes that running decisions through core values becomes second nature and prevents losing time on wrong priorities. [20:18] Katie states at their early stage it's about hiring people who believe in what they're doing because culture is what happens when she's not in the room. [21:44] Katie explains parents understand prioritization better because anything to get more time with their kid is of high value. [23:40] Katie reflects that taking pauses to pick up her kid allows her to process things better and make better decisions. [24:46] Katie advises knowing what motivates you—autonomy, mastery, purpose or status, wealth, power—and making decisions based on who you actually are. [27:41] And remember... "If there is no struggle, there is no progress." – Frederick Douglass Quotable Quotes "If you're not telling me I'm doing something wrong or questioning what I'm doing, very frequently, I'm gonna have a problem with that because there's no way that I'm doing everything right." "Listen more than you talk. You will always get a lot more from really hearing people than you're ever going to get from talking at them." "When you're just yourself, it actually comes off much more authentic. And it's those relationships that you're holding yourself back from if you're not able to be your full self." "Have confidence in yourself, own who you are. And it'll actually take you much further than trying to fit into some old mold." "All decisions just need to be based in data and not necessarily, you know, stories." "It's about keeping your core values and making sure that runs through every decision that you're making." "My time is my most valuable resource, not only to myself personally, but to the company." "Taking that pause actually allows me to process things much better. And having that breathing room, I think I just make better decisions." "Know what motivates you... Not who you want people to think you are, but who you actually are." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Katie Lefkowitz Website | https://harkensweets.com Katie Lefkowitz Facebook | www.facebook.com/people/Harken-Sweets/61551227397377/?_rdr Katie Lefkowitz LinkedIn | www.linkedin.com/in/katielefkowitz Katie Lefkowitz Instagram | @harkensweets TLP478: The Consequences of Inaction with Nick Cooney TLP472: Embracing Uncertainty with Dr. Margaret Heffernan
TLP489: Quitting – Knowing When to Walk Away
Annie Duke is a three-time bestselling author, decision strategist, and former professional poker champion. She holds a PhD in cognitive psychology and is co-founder of the Alliance for Decision Education. Annie's latest best-selling book is "Quit: The Power of Knowing When to Walk Away." In this episode, Annie reveals why knowing when to walk away is the most underrated leadership skill. Drawing on cognitive psychology and real-world coaching with executives and venture capitalists, she breaks down why we're wired to stick with bad decisions, and more importantly, how to override that wiring. Annie explains how sunk costs, identity attachment, and status quo bias conspire to keep us committed past the point of reason. Listen now to stop grinding on goals that don't serve you, and start quitting your way to better outcomes. Find The Leadership Podcast episode 489 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Annie Duke on Quitting – Knowing When to Walk Away https://bit.ly/TLP-489 Key Takeaways [02:01] Annie reveals she's an avid tennis player and has a Bernadoodle dog not mentioned in her public bio. [02:54] Annie explains quitting is central to success because decisions are made under uncertainty and even perfect choices have bad outcomes 20% of the time. [06:25] Annie discusses how over-optimism harms decision-making by overestimating both likelihood and quality of good outcomes. [09:41] Annie describes Don Moore's research showing optimistic people just spend more time on unsolvable problems without performing better. [11:44] Annie clarifies that quitting feels too early in the moment but people looking back realize they quit too late. [14:27] Annie explains not quitting creates two problems: pursuing unhelpful goals plus losing opportunity cost of redirected resources. [15:03] Annie recommends using psychological distance through quitting coaches and kill criteria involving mental time travel. [16:19] Annie describes an exercise where executives set six-week benchmarks for underperforming employees, accelerating decisions. [19:38] Annie advises adding "unless" statements to goals since cost-benefit analyses change over time. [24:45] Annie addresses information paralysis by emphasizing the time-versus-accuracy trade-off in decisions. [30:49] Annie acknowledges self-knowledge matters but notes people have competing preferences between short-term wants and long-term values. [33:28] Annie explains how implicit decision-making allows bias to highlight factors supporting desired conclusions. [36:49] Annie explains explicit frameworks resolve short-term versus long-term conflicts by creating future accountability. [37:57] Annie tells negotiation clients every deal can be broken, paralleling keeping quitting as an option. [38:30] Annie addresses opportunity cost neglect where people focus on immediate goals without considering sacrifices. [44:32] Annie connects quitting to innovation since minimal starting information requires flexibility to pivot. [46:22] And remember…"If at first you don't succeed, try again, then quit, there's no point in being a damn fool about it." - W.C. fields. Quotable Quotes "When you make decisions to start things, you are making those decisions under conditions of uncertainty." "When you're thinking about quitting, it will generally feel like it's too early. But when you're looking at someone from the outside, if you're coaching, it'll feel like they're too late." "We quit way too late, as judged by our happiness." "When we don't quit something that we ought to quit, we have a double problem. One problem is that we're doing something that isn't helping us achieve our goals. And the other problem is an opportunity cost problem." "You don't want the goal itself to become an object because it is a representation of a cost benefit analysis." "In order to be a really good innovator, you have to build in this whole idea of quit." "Every deal can be broken, and even if you break it's not broken." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Annie Duke Website | www.annieduke.com Annie Duke X | @annieduke Annie Duke Facebook | www.facebook.com/AnnieDukeAuthor Annie Duke LinkedIn | www.linkedin.com/in/annie-duke-30ab2b5/ Annie Duke Instagram | @_annieduke
TLP488: From Fleeting Moments to Sustained Momentum
Bernie Banks is a professor and institute leader at Rice University and co-author of "The New Science of Momentum: How the Best Coaches and Leaders Build a Fire from a Single Spark." As a Brigadier General, he led West Point's Department of Behavioral Sciences and Leadership in his final military assignment. In this episode, Bernie decodes how fleeting moments morph into sustained momentum. Drawing on eight years of research, over 250 interviews and thousands of survey responses across sports, business, politics and the military, Bernie shares a tried-and-true model leaders can use to spark movement, sustain it, and redirect it when needed. Momentum doesn't happen by accident—it's built through small wins, clear culture, situation-readiness, and intentional follow-through. Whether you're leading a team, an organization, or your own career, listen in for practical tools to recognize the early spark, harness the energy, and turn it into a flame that drives real progress. You can find episode 488 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Bernie Banks on From Fleeting Moments to Sustained Momentum https://bit.ly/TLP-488 Key Takeaways [03:27] Bernie explains the book originated from the 2017 Super Bowl when the Patriots came back from 28-3 to win against the Falcons. [06:39] Bernie explains momentum is overlooked because people view it as common sense rather than a vital leadership skill. [08:23] Bernie outlines the momentum model starts with leadership setting culture, then moving into preparation where leaders actively seek to generate momentum. [11:29] Bernie uses Nvidia as an example, explaining they made strategic decisions long ago to prepare for the AI revolution. [14:05] Bernie emphasizes "culture is not what you talk about, it's what you tolerate, it's what you reinforce." [15:35] Bernie shares Alan Mulally telling a disruptive Ford executive they needed a transition conversation because those behaviors wouldn't be tolerated. [19:23] Bernie quotes Warren Buffett on hiring: look for smart, driven, and principled people, never hiring someone high on the first two without the third. [21:57] Bernie explains hiring depends on whether you need to maintain or innovate. [25:05] Bernie advises being open and honest with people about gaps they'll have to address for the new reality. [27:39] Bernie explains momentum requires both managers who optimize systems and leaders who produce change. [30:36] Bernie notes the most effective leaders were high on both people and results orientation. [33:17] Bernie discusses the Pygmalion study, stating people rise to the level of expectations when leaders show vested interest in their well being. [34:51] Bernie explains he replaced "failure" with "embrace challenge" because failure has negative connotation and finality. [37:23] Bernie emphasizes intentionality matters, explaining legacy means our story will be told by others, not ourselves. [41:44] Bernie closes stating "momentum is leader business" and the book is designed as a how-to guide with immediate actions. [44:30] And remember…"The world is wide, and I will not waste my life in friction when it could be turned into momentum." - Frances E. Willard Quotable Quotes "Culture is not what you talk about. It's what you tolerate. It's what you reinforce." "Results are one thing, but the how matters." "Momentum is not something they stumbled upon. It was something they actively sought to generate." "People will rise to the level of your expectations so long as they believe you have a vested interest in fostering their well being and that you're equipping them to meet those expectations." "In the best organizations, accountability is the word, and in many organizations, accountability is a bad word." "Challenges can lead to opportunities, and we can always learn things along the way as we push through challenges." "Legacy comes from the Latin word legatus, which means people, person, delegated, which means our story will not be told by self." "Be intentional. The great leaders are." "Momentum is a leader business. " "A core obligation of every leader is to put their people in a position to win." "You don't put people in a position to win by watering down expectations." "Wherever there's a challenge, there's an opportunity." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Bernie Banks Facebook | www.facebook.com/bernard.banks.9 Bernie Banks LinkedIn | www.linkedin.com/in/bernard-bernie-b-4458003
TLP487: Three Ways to Motivate Teams and Align Strategy
Hans Lagerweij is the author of The Why Whisperer: How to Motivate and Align Teams That Get Your Strategy Done. In this episode, Hans shares that he wrote the book after watching great strategies fail during execution. He saw a gap between understanding the importance of purpose and actually implementing it. Hans explains that you can't shout your way to purpose. Whispering requires getting close to your team and having two-way conversations. He emphasizes that leaders need to listen to personal motivations and ideas from team members. Hans presents three options when there's misalignment between personal and organizational purpose: change your personal why, take leadership to influence the organizational why, or leave. Listen to this episode to learn how to move your organization's purpose from theory into practice. You can find episode 487 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Hans Lagerweij on Three Ways to Motivate Teams and Align Strategy https://bit.ly/TLP-487 Key Takeaways [03:06] Hans reveals his first job at 15 was in a DIY store managing screws and tools, sparking his commercial curiosity. [05:04] Hans explains the "Why Whisperer" addresses the gap between Simon Sinek's purpose theory and practical implementation. [06:25] Hans attributes strategy failure to lack of discipline in communicating and aligning teams, not discipline itself. [07:06] Hans explains whispering means close two-way conversations with teams rather than top-down broadcasting. [10:37] Hans outlines three options for misaligned purposes: change your why, influence the organization's why, or leave. [15:35] Hans talks about clarifying the why and how that helps simplify decision making for leaders. [19:18] Hans recommends asking team members what makes them most proud to understand what drives them. [20:53] Hans introduces the "reverse elevator pitch" where leaders articulate direction, importance, and excitement in three minutes. [22:30] Hans explains "purpose" is universal across cultures but requires different communication approaches depending on cultural norms. [27:47] Hans challenges leaders to move "purpose" from wall posters into the organization's heartbeat. [28:50] And remember…"The louder the world becomes, the more radical it is to whisper truths. Not to be heard by all — but to be remembered by someone" - Lawrence Nault Quotable Quotes "You can't shout your way to purpose." " Whispering means you need to be so close with your team to have actually a conversation, a two way conversation and you know, to listen to ideas and personal motivations from your team. So yeah, it's really whispering to me is, you know, about getting people to own the why, not just follow it. So it is seriously going from a beautiful slogan on the wall to something that is, you know, in the hearts and minds. " "A clear purpose really helps, you know, to reduce options. Choices from a million to just a few right ones." "A clear purpose absolutely will save your time, will, you know, set your directions. As I said, it's your North Star." "Purpose is absolutely universal language, but, you know, you have to speak it in different accents." "In the end, the most powerful strategy is the one that your team believes in and that they're willing to fight for." "If there is a conflict between the two, if there's disconnect, it will always feel like misalignment. It will always feel like, you know, you're not at the place in that organization." "If you can synchronize individual and organizational purposes, you know, or wise, you know, then you create an authentic connection that really drives results." "In every culture, in every country, you know, people want to feel a sense of purpose. I think it's simply a fundamental human need." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Hans Lagerweij Website | www.hanslagerweij.com Hans Lagerweij X | @hanslagerweij Hans Lagerweij LinkedIn | www.linkedin.com/in/hanslagerweij Hans Lagerweij Instagram | @hansblagerweij
TLP486: Unruly: Deconstruct the Rules, Defy the Norms, and Define Your Success
Lauren Wittenberg Weiner is a speaker, business therapist, and bestselling author of Unruly: Deconstruct the Rules, Defy the Norms, and Define Your Success. In this episode, Lauren shares the pivotal moment that crystallized her unruly philosophy. When told she couldn't do something, she learned to transform that doubt into motivation rather than letting it paralyze her. She explains how reframing negative feedback as challenge fuel drives her leadership. Lauren explains the difference between gatekeepers who clone themselves and gateways who open doors. She tackles the transactional trap and why building an unconditionally supportive village matters more than networking scores. Lauren discusses managing multiple demanding roles through ruthless curation of priorities. She emphasizes that priorities must be constantly reassessed as circumstances change. Listen to this episode to learn how breaking free from conventional expectations can lead to more authentic success and fulfillment in both leadership and life. You can find episode 486 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Lauren Wittenberg Weiner on Unruly: Deconstruct the Rules, Defy the Norms, and Define Your Success https://bit.ly/TLP-486 Key Takeaways [02:36] Lauren reveals she almost joined the circus as a dancer between college and graduate school after a friend who was a trapeze artist convinced her. [04:09] Lauren explains the philosophy of "unruly" crystallized over many years, starting when she was a "good girl" who did everything expected of her. [09:12] Lauren discusses her "prove me wrong" attitude, explaining she reframes negative feedback as a challenge rather than trying to forget it, using research about not thinking about a white bear. [13:09] Lauren outlines her three-step framework: know the rules, find the space between them, and change them when needed. [15:42] Lauren clarifies she's "not a big believer in breaking the rules" but rather in knowing what rules say, finding space within them, and changing them consciously and thoughtfully when they don't work. [22:16] Lauren describes the shift from leaders being "gatekeepers" who pick people who look and think like them to being "gateways" that allow different people to prove they're qualified. [25:28] Lauren discusses transactional versus non-transactional relationships, and emphasizes the importance of having an "unconditionally supportive village" of people who pick you up when you're down and cheer for you unconditionally when you succeed. [29:23] Lauren explains how redefining luck as preparation influenced their breakthrough when winning a $200 million SOCOM contract, saying "we didn't get lucky, we were prepared." [33:48] Lauren discusses "ruthless curation" of priorities as an iterative process, using the example of her kids being a priority but their spirit week costumes not being her priority. [37:54] Lauren advises her 35-year-old self to "stop worrying about what anyone else thinks, figure out what you want" and own your decisions without feeling guilty. [40:25] And remember…"Never assume you can't do something. Push yourself to redefine the boundaries." - Brian Chesky Quotable Quotes "Just because you can do something doesn't mean you have to." "You can't hack your own psychology. You can't stop doing what your brain is going to make you do, but you can move around it and understand it and use it to your own advantage." "It's not about bringing people in that aren't qualified. It's about allowing people to show that they're qualified, even if they don't look or think or have gone on the exact same trajectory that everyone who came before did." "Transactional begets transactional and non transactional begets non transactional." "You've gotta have the same people who will pick you up when you're down and who will cheer for you unconditionally when you make it." "Stop worrying about what anyone else thinks, figure out what you want." "Nobody else gets to define for you what makes sense for you, but then own your decisions." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Lauren Wittenberg Weiner Website | https://laurenwittenbergweiner.com Lauren Wittenberg Weiner Ted Talk on ""Credibility and Connection Through Thoughtful Authenticity ": https://www.youtube.com/watch?v=2BjOjr7FLyI Lauren Wittenberg Weiner Podcast | Unruly The Podcast Lauren Wittenberg Weiner Facebook | www.facebook.com/TheLaurenWittenbergWeiner Lauren Wittenberg Weiner LinkedIn | www.linkedin.com/in/lauren-wittenberg-weiner-1732865 Lauren Wittenberg Weiner Instagram | @laurenwittenbergweiner
TLP485: Transform Your Life (Before 8AM)
Hal Elrod is the bestselling author of "The Miracle Morning: The Not-So-Obvious Secret Guaranteed to Transform Your Life (Before 8AM)." The book offers a practical morning routine that has transformed the lives of over 3 million people. In this episode, Hal describes discovering the six practices that became the SAVERS method (Silence, Affirmations, Visualization, Exercise, Reading, Scribing) during the 2008 financial crisis when he needed to rebuild his life and income. He shares how implementing these practices every morning doubled his income within two months and became the foundation for helping millions of others. Listen to the full episode to hear how Hal turned life's hardest moments into practical tools for personal transformation and daily excellence. You can find episode 485 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Hal Elrod on Transform Your Life (Before 8AM) https://bit.ly/TLP-485 Key Takeaways [02:44] Hal reveals he realized during cancer at 37 that he was a workaholic, so now he drives his kids to school daily and shortens his workday to align with his family priority. [04:33] Hal explains he learned the five minute rule at age 20 selling Cutco by feeling emotions for five minutes then saying "can't change it" and moving forward. [07:25] Hal recounts being hit by a drunk driver at 70 mph at age 20 where he broke 11 bones and died at the scene for six minutes but applied the five minute rule to accept his reality. [13:26] Hal confirms the five minute rule is the practical bridge to Viktor Frankl's concept of choosing one's attitude in any circumstance. [21:05] Hal explains the Miracle Morning program and why the morning routine is important for making every day your best day. [29:37] Hal shares that the expanded edition of his book adds 20 pages to the SAVERS section and two new chapters called the Miracle Evening and the Miracle Life. [33:00] Hal shares that he gives up three hours of work each day to drive his kids to school, choosing lasting memories with them over more book sales. [37:58] Hal explains that his experiences guide him toward a higher power's purpose and shares that his parents' response to his sister's death taught him to turn adversity into service. [43:12] Hal defines a good life as fulfilling your potential in service of others by showing up as your best self every day from a place of love. [46:16] And remember…"When you arise in the morning, think of what a precious privilege it is to be alive - to breathe, to think, to enjoy, to love." - Marcus Aurelius Quotable Quotes "It's okay to be negative and get upset when things don't go your way, but do not dwell on it for an extended period of time." "Set your timer for five minutes and give yourself five minutes to feel your emotions fully. Don't suppress them, don't try to act the way you think you should. Bitch, moan, complain, cry, vent, whatever you gotta do." "Every painful emotion that we experienced was self created by our resistance to our reality." "The last of man's freedoms, is to choose one's own attitude in any given set of circumstances." "You cannot change reality in this moment as it exists. You can only do things in this moment to change the next moment or the moment after that." "I believe that we create our own statistics." "Your level of success will seldom exceed your level of personal development." "If you win the morning, you win the day because you're putting yourself in a peak physical, mental, emotional and spiritual state." "Family men with businesses, not businessmen with families." (Front Row Dads tagline) "Everything you've been through is intentional and it's part of your journey, so you can help as many people as you possibly can." "Every day you wake up and you ask like, what's the best version of myself today? How can I show up at my best? How can I fulfill my limitless God given potential today?It's fulfilling your potential in service of others." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Hal Elrod Website | http://miraclemorning.com Achieve Your Goals Podcast | https://podcasts.apple.com/us/podcast/achieve-your-goals-with-hal-elrod/id820889267 Hal Elrod X | @halelrod Hal Elrod Facebook | www.facebook.com/groups/MyTMMCommunity Hal Elrod LinkedIn | www.linkedin.com/in/hal-elrod-aa054324a Hal Elrod Instagram | @hal_elrod Watch The Miracle Morning Movie for free: https://miraclemorning.com/movie/ The Miracle Morning App | https://miraclemorning.app/
TLP484: Balancing Innovation with Human Connection
Brandon Sawalich is the President and CEO of Starkey, leading 6,000 employees across 29 countries in the hearing healthcare industry. In this episode, Brandon addresses how healthcare leaders balance innovation with human connection. He explains that hearing health requires both cutting-edge AI technology and personalized care from healthcare professionals. He shares leadership lessons from guiding Starkey's transformation into a global brand while preserving its family culture. Brandon discusses how to maintain core values while under pressure to prioritize patient outcomes over stock market demands. Listen to this episode to discover how Brandon leads with purpose in an industry that transforms lives, balances innovation with human connection, and maintains company culture during global growth. You can find episode 484 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Brandon Sawalich on Balancing Innovation with Human Connection https://bit.ly/TLP-484 Key Takeaways [05:01] When asked about balancing innovation with human elements in healthcare, Brandon explains hearing technology has evolved from analog whistling devices to AI-powered solutions, noting "We were the first to pioneer using AI back in 2000, starting in 2017 and we're in our eighth generation now." [07:01] Brandon outlines leadership challenges in managing multiple stakeholders, emphasizing "What's best for the patient is best for our customer is best for Starkey." [08:26] When asked about protecting culture while growing globally, Brandon explains his approach: "We hire for attitude and develop the talent because that attitude has to fit within the Starkey culture." [10:04] Brandon describes their training philosophy as "the Starkey way," emphasizing mentoring over traditional training programs and stating "I want one way" rather than multiple programs. [12:14] When asked about balancing kindness with results, Brandon explains his leadership approach: "I work for you. We all have to hold each other accountable." [14:21] Brandon defines being "the best" in their industry by focusing on sound quality and ease of use, explaining "to be the best is yes, you have to run an efficient company" and have "the best sounding sound quality hearing aid in the world." [15:41] Brandon reveals the hearing aid industry structure: "The hearing aid industry is made up of five companies in the world. Starkey is the only US owned and operated." [16:56] When asked what makes him the best leader, Brandon emphasizes accessibility and continuous learning, stating "I'm always available to the team if they need it" and "I'm always curious." [19:58] When asked about being overwhelmed, Brandon explains he's not overwhelmed because "I love this company. I've been here 31 years and I'm honored to have the job." [24:06] Brandon shares pivotal experiences that shaped his leadership, including leading industry advocacy in Washington D.C. from 2017 and navigating COVID-19 challenges. [30:53] When asked about daily improvement, Brandon identifies time management as key: "my time management and am I spending, you know, the time on, you know, 20% of the things that are going to make an 80% impact for the company." [33:05] Brandon concludes with parting counsel for leaders: "Don't be a blockbuster. Push yourself. You know, innovate or die" and emphasizes "complacency kills." [34:19] And remember…"I have learned silence from the talkative, toleration from the intolerant, and kindness from the unkind, yet strange, I am ungrateful to those teachers" - Khalil Gibran. Quotable Quotes "It's not just about sound and amplifying sound. You have to personalize and customize something in a very personal business because you have to care and hearing healthcare professionals have to care about the patient in front of them and it's better hearing with a human touch." "You have to make your mistakes. You have to fail in order to improve yourself and move forward. You know, if you're going to fail fast." "If you got somebody that's not the right fit, you know, you have to be able to have the courage to hit that head on and make change." "It's not about coming up and say, well, you didn't produce this much. We need to sit down and talk. It's kind of sitting down and a little bit of a human approach. Common sense is, hey, tell me what's going on." "I'm not going to ask anybody to do anything that I wouldn't do myself. And I'll get a cup of coffee, I'll pick somebody up at the airport, whatever it takes. Because again, that's the team approach and very much lead from the front." "You got to be comfortable being uncomfortable." "Don't lose sleep over the competition, lose sleep over are we making progress or not? Are we getting better? Because complacency kills." "Don't be blockbuster. Push yourself. You know, innovate or die. And you've got to have the courage to change because change management. People's afraid of change." Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Brandon Sawalich Website | www.starkey.com Brandon Sawalich X | @starkeyhearing Brandon Sawalich LinkedIn | www.linkedin.com/in/brandonsawalich Brandon Sawalich Instagram | @brandonsawalich