The Learning Leader Show With Ryan Hawk

By Ryan Hawk

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Description

Leaders are learners. The best leaders never stop working to make themselves better. The Learning Leader Show Is series of conversations with the world's most thoughtful leaders. Entrepreneurs, CEO's, World-Class Athletes, Coaches, Best-Selling Authors, and much more.

Episode Date
478: Susan Cain - Using Pain To Be More Creative, Finding The Right Life Partner, & A New Way To Think About Death
57:49

Text Hawk to 66866 to become part of "Mindful Monday." You along with 10's of thousands of other learning leaders will receive a carefully curated email from me each Monday morning to help you start your week off right!

Full show notes at www.LearningLeader.com

Twitter/IG: @RyanHawk12    https://twitter.com/RyanHawk12

Susan Cain is the #1 bestselling author of Bittersweet: How Sorrow and Longing Make Us Whole and Quiet: The Power of Introverts in a World That Can’t Stop Talking, which spent eight years on The New York Times best-seller list, and has been translated into 40 languages. Susan’s TED talks have been viewed over 40 million times. LinkedIn named her the Top 6th Influencer in the World, just behind Richard Branson and Melinda French Gates. Susan partners with Malcolm Gladwell, Adam Grant, and Dan Pink to curate the Next Big Idea Book Club.

Notes:

  • "Compassion means to suffer together."
  • How to use sadness? "Make the pain your creative offering."
    • To suffer with other beings brings people together.
  • When people are grieving the loss of a loved one, they often want to talk about that person.
  • Aristotle wondered why the great poets, philosophers, artists, and politicians often have melancholic personalities… his question was based on the ancient belief that the human body contains 4 humors: each corresponding to a different temperament - melancholic (sad), sanguine (happy), choleric (aggressive), and phlegmatic (calm).
  • Joseph Campbell said, “We should strive to participate joyfully in the sorrows of the world.”
  • Connecting with what matters and taking committed action—moves us from bitter to sweet, from loss to love.” Everyone experiences loss. It is part of the human condition. How have you moved “from bitter to sweet, from loss to love”? Are there coping strategies you recommend?
  • The bittersweet quiz — 1-10. If you scored between 5.8 and 10, you’re a true connoisseur of bittersweetness: the place where light and dark meet.
    • Questions: Do you tear up easily at touching TV commercials? Are you especially moved by old photographs? Do you react intensely to music, art, or nature? Have others described you as an old soul? Do you find comfort or inspiration on a rainy day? Are you moved to goosebumps several times a day? Do you feel elevated by sad music? Do you tend to see the happiness and sadness in things, all at once? Do you seek out beauty in your everyday life?" (I scored a 7.1)
  • “The secret to life is to put yourself in the right lighting. For some, it's a Broadway spotlight; for others, a lamplit desk. Use your natural powers -- of persistence, concentration, and insight -- to do work you love and work that matters. Solve problems. make art, think deeply.”
  • “The secret to life is to put yourself in the right lighting. For some, it's a Broadway spotlight; for others, a lamplit desk. Use your natural powers -- of persistence, concentration, and insight -- to do work you love and work that matters. Solve problems. make art, think deeply.”
  • “There's zero correlation between being the best talker and having the best ideas.”
  • “If we could honor sadness a little more, maybe we could see it—rather than enforced smiles and righteous outrage—as the bridge we need to connect with each other. We could remember that no matter how distasteful we might find someone’s opinions, no matter how radiant, or fierce, someone may appear, they have suffered, or they will.”
  • “The secret that our poets and philosophers have been trying to tell us for centuries, is that our longing is the great gateway to belonging.”
  • “The tragedy of life is linked inescapably with its splendor; you could tear civilization down and rebuild it from scratch, and the same dualities would rise again. Yet to fully inhabit these dualities—the dark as well as the light—is, paradoxically, the only way to transcend them. And transcending them is the ultimate point. The bittersweet is about the desire for communion, the wish to go home.”
  • “Introverts, in contrast, may have strong social skills and enjoy parties and business meetings, but after a while wish they were home in their pajamas. They prefer to devote their social energies to close friends, colleagues, and family. They listen more than they talk, think before they speak, and often feel as if they express themselves better in writing than in conversation. They tend to dislike conflict. Many have a horror of small talk, but enjoy deep discussions.”
  • Life and Career advice:
    • You have to find a way to do it. Life can sweep you up quickly.
    • Establish a backup plan. It frees you up to be more creative.
    • Develop rituals for writing... Purely with pleasure.
Jun 26, 2022
477: Steve Holmes - Finding Your Purpose (Ikigai), Bouncing Back From Failure, & Using Your Working Genius
58:49

Text Hawk to 66866 to become part of "Mindful Monday." You, along with tens of thousands of other learning leaders will receive a carefully curated email from me, each Monday morning, to help you start your week off right!

Full show notes at www.LearningLeader.com

Twitter/IG: @RyanHawk12      https://twitter.com/RyanHawk12

Steve Holmes founded Springfree Trampoline in 2003 and has overseen its growth to almost 400 employees globally. He is responsible for strategic business development and leads growth initiatives worldwide. Springfree® Trampoline, the World's Safest Trampoline™, was introduced in 2003, and available in Australia in 2004. Dr. Keith Alexander re-designed the trampoline from the ground up to invent Springfree Trampoline, over fifteen years of research and development.

Notes:

  • I hope that customers describe Springfree as a company which has integrity, honesty, great character, and deals with its customers in a way that values their experience with the brand and the product, and delivers on the promises they make.
  • Living in the tension of competing priorities. This is the job of the leader. It’s happening at all times both at work and at home. We must be aware of and understand how to live in that tension.
  • Your working genius - Jim has learned that his sense of wonder and invention is what brings him the most joy. We have to know what lights us up in order to sustain excellence over time.
  • Responding to losing the Costco account. Steve called the Jim Sinegal and worked out how the relationship would end and then immediately planned for the future to keep his company in business.
  • "The greatest piece of marketing is our customers."
  • How to find your purpose: Ikigai is a Japanese concept that means your 'reason for being. ' 'Iki' in Japanese means 'life,' and 'gai' describes value or worth. Your ikigai is your life purpose or your bliss. It's what brings you joy and inspires you to get out of bed every day.
  • Life is about giving so that others will benefit.
  • The C's of business
    • Clarity
    • Competency
    • Confidence
    • Choice
  • "The pace of change is faster than the pace of learning."
  • Sustained excellence:
    • Humble
    • Hungry
    • Smart
  • As the leader, you must create an environment where people want to learn
Jun 19, 2022
476: Kat Cole - Pragmatic Optimism, Reflection Questions, Humble Confidence, Building Trust, & The Hot Shot Rule
01:15:24

Text Hawk to 66866 to become part of "Mindful Monday," and join tens of thousands of Learning Leaders who receive a carefully curated email from me each Monday morning to help you start your week of right...

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Twitter/IG: @RyanHawk12    https://twitter.com/RyanHawk12

Kat Cole is the President, COO, and board member at Athletic Greens. She was previously President and COO at Focus Brands, the parent company of Cinnabon, Auntie Anne’s, Moe’s, Schlotzsky’s, McAllister’s, Carvel, Seattle’s Best Coffee International, and Jamba. She oversaw all businesses, their 6,000 operations globally, and the multi-brand licensing and CPG business with 90,000+ points of retail distribution. She has more than 20 years of operational, brand, and executive leadership experience and has an MBA from Georgia State University and an honorary Doctorate from Johnson and Wales University. This episode was recorded at the Insight Global Headquarters in Atlanta, GA as part of the Women's Leadership Council "Raise Your Hand, Raise Your Voice" event. 

Notes:

  • pragmatic optimist: When Kat was 9 years old, Kat's mom decided to leave her dad. Her dad was an alcoholic. Kat has two younger sisters. Kat was in multiple car accidents with her dad while he was driving drunk. At the age of 9, Kat looked at her mom and said, "What took you so long?"
    • She learned that "the people who are closest to the action know what to do long before the senior leaders do. But they lack the language to articulate the problem and the solution. And they lack the authority to do something about it."
    • "I learned to stay incredibly close to the people who are close to the action from that moment."
    • "With all that he did, my mother never spoke ill of my father. I remember in all of those years, we were super poor. Taking meat scraps from the butcher. I remember one holiday season we were driving around looking at holiday lights. We went through the fancy neighborhoods and she said, 'isn't that beautiful, they must work so hard.' There are these things I absorbed that I started expecting from leaders. I learned to be grounded in the practical (the pragmatic part), but still optimistic because a whole lot is possible with very little, especially if the leader stays close to the action."
  • "I am a learning leader. Learning is my currency." Oh! I get to do something new and I can help people, and I can make money doing it. And money is freedom because it's independence." 
  • "When we left my dad, my mom only had one goal, all she wanted was to raise three independent girls. Our willingness to be independent was her north star."
  • Kat got a job at Hooters and quickly set the record for "close-opens." The shifts where you close the restaurant and open it the next day. She did it 22 straight days.
  • She was then asked to travel to Sydney, Australia and open a new restaurant. She had never left the country and didn't have a passport. She said yes anyway. 
    • She went on to open restaurants on four continents before she was twenty. 
  • How to build trust:
    • It's important to lead through action, not just words.
      • Something as simple as when we get together in person, take time to buy the donuts and coffee or some AG1. Just that effort to find a way to do something that shows you care about their experience. I don't need to say 'I thought of you.' It is obvious."
  • "In my role, my success is your success. Your success comes from me removing friction for you."
    • Vulnerability - Lead with vulnerability first. Share your story. 
    • Holding people accountable - A players do not like seeing B players, C players, people who don't give their best being given equal opportunity. Someone needs to be in control, expectations are communiated and managed, and the leader is keeping us on the tracks. You have to hold people accountable. 
  • Conflict resolution - On Friday night a regular patron would go to Hooters with his friends and order 50 wings... "After finishing the wings, he would call me over and say, 'there was only 40 wings.' He did this 4 weeks in a row. "The 4th Friday, he comes, orders 50 wings, and while they were finishing, before he finished, and I on my own waitress discount ordered 10 wings, and brought them to him. And winked. And his buddies busted out in laugher, and he said, 'good one' and tipped me 100 bucks." 
    • "Don't confuse my kindness for weakness or stupidity. I'm generous. I'm thoughtful. I'm caring. I assume positive intent first, but I'm not going to be taken advantage of."
  • "Confidence is not an old school overly masculine swagger, I know what I'm doing, I've got this. It's a humble confidence. It's not I know what I'm doing, it's I know I can figure this out. My confidence is deeply humble. I have screwed up so many times. I spent 10 years doing humanitarian work on the border of Ethiopia. I know what bad actually looks like. Which keeps western world business bad equally in perspective. That helps me chill. And that translates as ease. And ease translates as calm. And calm translates as both maturity and confidence. But it's actually from perspective."
    • "Confidence is built doing many new things where you are repeatedly uncomfortable."
    • Humble confidence is like from The Mandolorian, "This is the way."
    • "Traditional confidence, that swagger, can be successful. And can drive outcomes, but the teams don't last very long. But the humble confidence is a learning leader. Any leader who suggests they know the way will be wrong at some points. Teams won't last as long if they don't have humble confidence."
  • Productive achievers: The behaviors of the most successful humans have these four qualities:
    • Courage & Confidence + Curiosity & Humility -- They must be equally balanced. 
  • Speaking up - "If you are speaking up with the expectation of a specific outcome, you will always be disapointed. Period. That may be part of the problem. But if speaking up is about contributing and pushing the conversation forward, you're sort of lowering the expecation of the outcome. So I have very low expectation on the impact I make, but I don't expect one hand raise or one memo to change the world. But I do believe in participation."
  • As a first time vice president at Hooters, Kat was 26 years old. She's at the table and every one of her peers was in their 50's. They had been in business longer than she had been alive.
  • Kat's "Hot Shot Rule."
    • The Hotshot Rule is the act of thinking of someone Kat admires, then pausing, reflecting, and asking what they would do in her situation/shoes/role, then answering what that one thing is and acting on it. The answer tends to appear quickly because it seems to be clear when you think about it through someone else's lens. That alone doesn’t create change - the trick is taking action on it right away and then telling someone - the person it benefits, the person you envisioned who inspired you, or just someone you know will appreciate the change you’ve made.
      • "Every time I tell my team, husband, or friend about the one thing I’ve done differently after the exercise, they say, 'What took you so long?' Or 'Finally!'"
  • Kat's Monthly Reflection Questions:
    1. What has been the best part of the last 30 days?
    2. What has been the worst part of the last 30 days?
    3. Tell me one thing that I can do differently to be a better partner/teammate?
    4. What has worried you the most in the last 30 days?
    5. What is one thing you are most proud of in the last 30 days?
    6. What have you been most grateful for?
Jun 12, 2022
475: Chandler Bolt - The Life Changing Process Of Writing A Book... (How You Can Do It Right Now)
01:02:31

Text Hawk to 66866 to become part of "Mindful Monday." You along with 10's of thousands of other Learning Leaders will receive a carefully curated email from me each Monday morning to help you start your week off right...

Full show notes at www.LearningLeader.com

Twitter/IG: @RyanHawk12    https://twitter.com/RyanHawk12

Chandler Bolt is an investor, advisor, the CEO of Self-Publishing School & SelfPublishing.com, and the author of 6 bestselling books including his most recent book titled “Published.”. Self Publishing School is an INC 5000 company the last 3 years in a row as one of the 5,000 fastest-growing private companies in the US. He's currently spending his time scaling Self Publishing School, a company he's built from 0 to $20M+ in 5.5 years. 

Notes:

  • Thinking of your topic – What are the broken record conversations you continue to have? What questions do others ask you on a regular basis? The market will help you understand where you add value…
  • Hiring others-- An hour is an hour. A simple metric… Your take-home pay is divided by 2,080. That is your hourly rate. Hire others to do work if it’s cheaper than your hourly rate. This is hard to do but appears to be a wise investment long term
  • The 4 P’s of writing – Person, pain, promise, price. Write to one person… just like you’re responding to an email.
  • "A book is a $15 mentor"
  • Writing process:
    • Mind map
    • Outline
    • Rough draft
  • "People who pay, pay attention."
  • "Go from I want to, to I am doing it."
  • The root word of authority is author
  • Revenue = Vanity
  • Profit = Sanity
  • Cash = King
  • Designing the life you want first... Michael Hyatt has helped him schedule his time off first.
  • “Valuing freedom above all else; entrepreneurs work harder to create future freedom, which directly takes away from their freedom in the present.”
  • “The truth is, you'll never "find the time" to write a book. You have to make it.”
  • “Don’t be the person who misses out on opportunities in life because you take too long to accomplish your work tasks. Be the kind of person other people marvel at. Be the kind of person other people see and say, “I don’t know how they do it.” Be the kind of person who takes action and does so immediately.”
  • Get a free copy of his new book, go to www.PublishedBook.com/Hawk

 

Jun 05, 2022
474: Jeffrey Pfeffer - How To Gain Power, Break The Rules, & Advance Your Career
01:08:15

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Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of 15 books including Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time; Power: Why Some People Have It—and Others Don’t; The Human Equation: Building Profits by Putting People First; Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management. 

Notes:

  • “The two fundamental dimensions that distinguish people who rise to great heights and accomplish amazing things are will, the drive to take on big challenges, and skill, the capabilities required to turn ambition into accomplishment. The three personal qualities embodied are ambition, energy, and focus. The four skills useful in acquiring power are self-knowledge and a reflective mindset, confidence and the ability to project self-assurance, the ability to read others and empathize with their point of view, and a capacity to tolerate conflict.”
  • “Being memorable equals getting picked.”
  • “Measuring the wrong thing is often worse than measuring nothing because you do get what you measure."
  • “People are seduced by and attracted to narcissists and despots and wind up voting for or working for them, frequently with bad outcomes."
  • Break the rules — in one test, the rule breaker dropped cigarette ashes on the floor and spoke rudely to the waiter. That person was perceived to be 29% more powerful than the person who was more polite.
  • “I completely reject the idea that working adults need to be treated like infants or worse and not told the realities, harsh or not, about the world of work.”
  • Build a powerful brand — in late 2020, Laura Chau was promoted to partner at Canaan Partners, an early-stage venture capital firm. She started a podcast. It gave her the opportunity to ask women who were very senior in their careers to talk for an hour… she expanded her network. Her own status was enhanced through her association with high-status people. Then she started writing and publishing her work. This attracted people to her.
    • A brand needs coherence. Have a narrative and tell it repeatedly.
  • Love: "Kathleen, whom I met at a party in the Green Room of the War Memorial Opera House in San Francisco on January 19, 1985, and married on July 23, 1986. As she would say, no algorithm would have matched us."
    • “To the amazing Kathleen, the love of my life, whose death left a hole in my heart and soul.”
  • The 7 rules of Power are:
    1)     Get out of your own way.
    2)     Break the rules.
    3)     Show up in a powerful fashion.
    4)     Create a powerful brand.
    5)     Network relentlessly.
    6)     Use your power.
    7)     Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both.
May 29, 2022
473: Ed Mylett - Building Confidence, Asking The Right Questions, & Maxing Out Your Life (The Power Of One More)
53:05

Text Hawk to 66866 to become part of Mindful Monday. You, along with 10's of thousands of learning leaders from all over the world will receive a carefully curated email from me each Monday Morning to help you start your week off right...

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Ed Mylett is a globally recognized entrepreneur, coach, and speaker. He started in the financial services industry, eventually earning a spot on the Forbes 50 Wealthiest Under 50 List. Since then, he has spearheaded a range of ventures, spanning technology, real estate, health, nutrition, and more. Ed is the best-selling author of #MaxOut Your Life, and the new book The Power of One More. He has grown his online audience to more than 3 million followers in just four years. Ed also regularly inspires audiences ranging from small gatherings to mega-venues of 50,000+ attendees, and online audiences in the hundreds of thousands. 

Notes:

  • Self-confidence is about keeping promises to yourself. And surrounding yourself with people who live at a higher temperature. You become what they are. You think differently, act differently, and will achieve different results based on your inner circle.
    • "Link your confidence to your intention."
  • Excellence = high standards. People who sustain excellence expect more from themselves. They’re prepared for big moments. Their habits, routines, and rituals enable them to perform at a high level each day. And they keep raising their standards. Isn’t that the type of person we want to be?
  • Definition of leadership – “As I define it, you are a One More leader if you help people do things they would not otherwise accomplish without your presence.” - Ed Mylett
  • The six basic needs that drive people: Certainty, Uncertainty and Variety, Significance, Love & Connection, Growth, and Contribution.
  • Many people think they’ve got to make several huge changes to improve their lives and achieve their goals. This common misconception works as a barrier instead of a motivator.  And as a result, people never start making changes, or quickly give up, never fulfilling their potential.
  • The One More philosophy is built on two main premises. First, you don’t need to make dozens of big changes to achieve significant growth or change. Often, important changes take place as the result of doing one more thing. Second, the One More philosophy is about combining thinking and doing. We often do one or the other and assume that’s enough. But it’s not until you combine those two that you’ll start to see profound changes in your life.
  • "My dad was an alcoholic when I was young. It wasn’t until my mom gave him a One More ultimatum that he got sober. For the last 35 years of his life, he devoted himself to helping others with alcohol addiction, almost until the day he died, making the most of the One More chance he’d been given.  He passed away a little over a year ago, and his death was also a reminder to reach out and spend as much time as you can with the people you love because if you don’t, you’ll regret not having one last One More with that person when they’re gone."
  • The questions you ask yourself directly reflect what you think about. When you don’t think about the right things, you’ll ask yourself questions that don’t advance the quality of your life. Better questions lead to better answers, and better answers lead to a better life. Asking tough questions can be uncomfortable but doing so eventually leads you to the best answers although they may be difficult for you to address. Facing these answers empowers you to remove roadblocks that have been holding you back from your best One More life.
  • Goals & Standards - Many people often confuse goals and standards, thinking they’re the same thing. They are not! Although goals are important, standards determine whether you’ll reach your goals or not. The proper standards create a framework that feeds into your efforts, mindset, and what you’re willing to tolerate. You can control these parts of your life while goals are often at the mercy of external forces.
  • The role Ed plays: Identify your own gifts and the gifts others possess. Link the work that needs to be done to those gifts.
  • Henry Ford - People need to feel loved, and cared for, and that you believe in them. They can grow into roles.
  • How to help powerful people? They want clarity, specificity, and laser focus.
  • Become evangelical about your mission. The mission is what you stand for and against.
  • What is going through Ed's mind the few minutes before he gives a keynote speech?
    • He prays. He focuses on the audience and their needs. It's about them. They need to feel his intent.
  • Energy - "The highest energy person wins."
  • Sustained excellence:
    • High standards
    • Preparation
    • Habits and rituals
  • Why do all of this?
    • Ed is motivated to have high standards to "catch the guy I was capable of being."
May 22, 2022
472: Jimmy Soni - An Indispensable Guide To Innovation, Curiosity, & Leadership (The Founders)
01:10:40

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Jimmy Soni is an award-winning author. His book, A Mind at Play: How Claude Shannon Invented the Information Age, won the 2017 Neumann Prize, awarded by the British Society for the History of Mathematics for the best book on the history of mathematics for a general audience, and the Middleton Prize by the Institute of Electrical and Electronics Engineers. His book, Jane’s Carousel, completed with the late Jane Walentas, captured one woman’s remarkable twenty-five-year journey to restore a beloved carousel in Brooklyn Bridge Park. Jimmy's most recent book is called, The Founders - The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley. 

Notes:

  • Your life will be shaped by the things you create, and the people you make them with. We tend to sweat the former. We don't worry enough about the latter."
    • The founders and earliest employees of PayPal pushed and prodded and demanded better of one another.
  • Instead of "Acknowledgements" to end his book, Jimmy titled the section "Debts"
    • "A debt is deeper than an Acknowledgement."
  • Envy the optimist, not the genius. There’s real power in optimism. The world is built by optimists. Look for the silver things. Have belief. Be the type of person that believes in themselves and others… Optimism builds confidence in yourself and others. Be an optimist.
  • Phil Jackson and Michael Jordan – The fact that Phil told the best player in the world… “We aren’t going to win a championship if you keep playing that way. You have to buy into the triangle offense.” It shows the value of a friend (or a coach) telling you the truth in order to help you (and the team) get better.
  • "Walter Isaacson made me believe in its (the book) importance and potential. At the very end, he provided the kind of advice that can only come from someone who has spent years laboring in the same fields.
  • Peter Thiel refined Max Levchin's thinking... He made him better.
  • Ask, "Have you thought about it this way?"
  • Watch Jiro Dreams of Sushi
  • Kobe Bryant was an incredible learning machine. His insatiable curiosity made him better.
    • You can become curious about anything.
    • Mr. Beast spent hours every day on Skype with his friends talking about how to grow a YouTube channel.
  • We live in a moment were you can connect with others who are passionate about the same topics you are. With the internet, you can connect with anyone.
  • Qualities of the leaders who created PayPal:
    • It was so hard. They all experienced failure and bounced back.
    • Highly intelligent.
    • Hard-working.
      • They worked 7 days a week. There was no work-life balance.
    • They weren't just resilient, they were fast-moving.
  • Life Advice:
    • What looks like expertise on the outside is generally messiness on the inside.
    • Leadership in Solitude. There are benefits to spending some time by yourself.
  • Ask – The people who make things happen are willing to ASK. Steve Jobs to Bill Hewlitt. Elon Musk to Dr. Peter Nicholson. Those "asks" changed the trajectory of their lives. Who knows, maybe your next ASK will change yours…
  • Claude Shannon, Bell Laboratories, renowned as an incredible hub of innovation…  whose work in the 1930s and ’40s earned him the title of “father of the information age.” Geniuses have a unique way of engaging with the world, and if you spend enough time examining their habits, you discover the behaviors behind their brilliance.
May 15, 2022
471: Steve Magness - Why We Get Resilience Wrong & The Surprising Science Of Real Toughness (Do Hard Things)
01:05:15

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Twitter/IG: RyanHawk12  https://twitter.com/RyanHawk12

Steve Magness is a world-renowned expert on performance, co-author of Peak Performance: Elevate Your Game, Avoid Burnout, and Thrive with the New Science of Success and The Passion Paradox: A Guide to Going All In, Finding Success, and Discovering the Benefits of an Unbalanced Life, and the author of The Science of Running: How to Find Your Limit and Train to Maximize Your Performance. His new book is called Do Hard Things.

Notes:

  • The best aren’t concerned with being the best. They’re concerned with being the best at getting better.”
  • Confidence: Confidence needs evidence. Acting with bravado we haven't earned only works on easy things. It backfires on anything truly challenging. Doing difficult things, even if you don't quite succeed at them, is how you develop real confidence.
  • How do you find a good mentor? Do interesting things. Be open to learning and guidance. Be motivated, driven, and curious about something. Put your ego aside. Do good, quality work.
  • The difference between real and fake toughness. Fake toughness is easy to identify. It’s Bobby Knight losing control and throwing tantrums in the name of “discipline.” It’s the appearance of power without substance behind it.
    • Researchers out of Eastern Washington set out to explore the relationship between leadership style and the development of toughness. After conducting research on nearly two hundred basketball players and their coaches, they concluded, “The results of this study seem to suggest that the ‘keys’ to promoting mental toughness do not lie in this autocratic, authoritarian, or oppressive style. It appears to lie, paradoxically, with the coach’s ability to produce an environment, which emphasizes trust and inclusion, humility, and service.
  • Sustained Excellence: Observation: the people who sustain success over the long haul are rarely shooting for success. They are focused on the path. Their goal is mastery, which knows no end.
  • What characteristics do the best performers have?
    • Don't get tired of the boring stuff
    • Masters of compartmentalization
    • Can flip the switch
    • Know how to lose well
    • Cultivate perspective
    • Delayed gratification
    • Drive from within
  • Creating an enemy: Whenever an organization, group, or individual works hard to create an enemy to pit their idea/group against, it's a sign you probably shouldn't listen. Us vs. Them is the easiest way to exploit human nature, to get people on your side. It often means there's no substance there.
  • The best way to get the most out of someone is to make them feel secure enough that they can take risks and fail. Most of us don't reach our potential because we default to protective mode. Threatening & demanding makes us protect further. Security and belonging frees us up.
  • “Growth comes at the point of resistance. Skills come from struggle.”
  • “The fact is that often coaches figure out what works in training and then the scientists come in later and explain why it works.”
  • What can we learn about success and performance from Eliud Kipchoge?
    • He is not fanatical about trying to be great all the time. He is consistent & patient.
    • His coach says that the secret is that he makes progress “slowly by slowly.”
    • Motivation + Discipline = Consistency
      • He told The NY Times, "He estimates that he seldom pushes himself past 80 percent — 90 percent, tops — of his maximum effort when he circles the track."
    • "I have a mindset whereby I am a human being. I am walking around as a human being. I learn to perform well at the same time being grounded. And I trust that being humble and being on the ground is the only way to concentrate"
    • "You cannot train alone and expect to run a fast time. There is a formula: 100% of me is nothing compared to 1% of the whole team. And that’s teamwork. That’s what I value."
    • “To be precise, I am just going to try to run my personal best. If it comes as a world record, I would appreciate it. But I would treat it as a personal best.”
May 08, 2022
470: Daniel Coyle - Building Your Culture, Solving Hard Problems, & Winning The Learning Contest
01:15:02

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Daniel Coyle is the New York Times bestselling author of The Culture Code, which was named Best Business Book of the Year by Bloomberg, BookPal, and Business Insider. Coyle has served as an advisor to many high-performing organizations, including the Navy SEALs, Microsoft, Google, and the Cleveland Guardians. His other books include The Talent Code, The Secret Race, The Little Book of Talent, and Hardball: A Season in the Projects, which was made into a movie starring Keanu Reeves. Coyle was raised in Anchorage, Alaska, and now lives in Cleveland Heights, Ohio, during the school year and in Homer, Alaska, during the summer with his wife Jenny, and their four children.

Notes:

  • Purpose isn’t about tapping into some mystical internal drive but rather about creating simple beacons that focus attention and engagement on the shared goal. Successful cultures do this by relentlessly seeking ways to tell and retell their story. To do this, they build what you call “high-purpose environments.” High-purpose environments are filled with small, vivid signals designed to create a link between the present moment and a future ideal. They provide 2 simple locators that every navigation process requires: Here is where we are and Here is where we want to go.
  • "The world we live in is a learning contest."
  • Deep fun = Solving hard problems with people you admire.
  • Schedule regular team “tune-ups” to place an explicit spotlight on the team’s inner workings and create conversations that surface and improve team dynamics
  • Foster strong culture in remote working scenarios. It doesn’t take much physical togetherness to build strong teams. Encourage remote teams meet up in person twice a year
  • Create belonging: every group knows diversity, equity, and inclusion matter, but what separates strong cultures is they aim to create belonging across racial lines. Ex: normalize uncomfortable conversations; read, watch, reflect together; gather data and share it • Build Trust. Ask the magic-wand question to each member of your team: if you could wave a magic wand and change one thing about the way we work, what would it be?
  • Connect. Hold an anxiety party to serve as a pressure-relief valve, as well as a platform for people to connect and solve problems together.
  • Change perspective. Have a once-a-week catch-up session with someone outside of your group.
  • Make it safe to talk about mistakes: Strong cultures seek to highlight and remember their mistakes and learn from them • Listen. Listening to others’ problems is one of the most powerful culture-building skills on the planet. It’s also difficult. Restrain yourself from jumping in, listen, then say: Tell me more.
  • Embrace the After-Action Review (or as the military calls it, the AAR): Talking together about the strengths and weaknesses of your performance will make your group better.
  • The Billion Dollar Day When Nothing Happened – “These Ads Suck." That was the note that Larry Page wrote and hung up about Google Ad Words. What did Jeff Dean, a quiet, skinny engineer from Minnesota, do to make the ads not suck? He had no immediate need to fix the problem. He worked in Search (a different area of the company. And how did Jeff Dean respond when he was asked about it years later (he said he didn’t even really remember it. It was just normal to do stuff like that)...
  • There is a misconception that great cultures are places that are always happy. Doing great work is hard. The way we build great cultures is by doing hard things together focused on connection and safety.
  • Life/Career advice: Think of your life in experiments and the learning loop. It is Experience + Reflection. Experience + Reflection. WRITE DOWN WHAT you’ve learned from your experiences. Writing creates clarity of thought.
  • Amy Edmondson researched Chelsea and Mountain Medical – What made them a success? The answer lay in patterns of real-time signals through which the team members were connected. There were 5 things:
    • Framing - They conceptualized MICS as a learning experience that would benefit patients and the hospital. Unsuccessful teams viewed it as an add-on to existing practices.
    • Roles - Role clarity. Being told explicitly by the team leader why their individual and collective skills were important for the team’s success
    • Rehearsal - Practice a lot
    • Explicit encouragement to speak up
    • Active reflection - Between surgeries, successful teams went over their performance
May 01, 2022
469 - Jim Weber - Outpacing Goliath, Impressing Warren Buffet, & Leading With Purpose
01:06:10

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Jim Weber joined Brooks Running Company as CEO in 2001 and is credited for the Seattle-based running company’s aggressive turnaround story. The business and brand success caught the attention of Warren Buffett, who declared Brooks a standalone subsidiary company of Berkshire Hathaway Inc. in 2012. He’s the author of a new book called, “Running With Purpose, How Brooks Outpaced Goliath Competitors to lead the pack.”

Notes:

  • A purpose is a forever cause that can permeate everything from the business to the brand to the culture. It is a choice, not an outcome.
  • The secret to success is “constancy of purpose” - Instead of a mission statement, Jim decided that a purpose was preferable to a mission. A purpose is a forever cause that can permeate everything from the business to the brand to the culture.
  • The riskiest path is to look like your competitors. You can't just chase trends.
  • They have distinct points of view:
    • Focus
    • Excellence in execution
  • Trust: Charlie Munger has often spoken about the “seamless web of deserved trust” as a life pursuit.
    • The Berkshire culture is built on trust
      • Brooks is completely empowered
      • Brooks is completely accountable
      • There are no required meetings
      • People choose to self-select into it
  • "You're an outcome of your journey."
  • What Jim looks for when hiring a leader:
    • Competitive
    • Culture driven - "Cultures are behaviors in action."
    • Likes being part of a team
    • Functional excellence
  • Values:
    • Word is bond
    • Be active
    • Authenticity
  • The process Jim has in place to continue learning:
    • He was involved in YPO in the early years
    • His wife Mary Ellen
    • A board of advisors - It's 6 former CEOs
  • The one-page strategy that you relentlessly message to your team – Jim made the decision to walk away from non-premium running to concentrate on performance-running, eliminating 50% of his product line and 40% of his retail partnerships. He didn’t try to be all things to all people.
  • Expectations and Messaging: After becoming CEO, Jim lowered revenue and profit projections so that he could establish some credibility by hitting his numbers. He brought in a new CFO, David Bohan… He shared a one-page strategy and told everyone they would get sick of you repeating it.
  •  
Apr 24, 2022
468 - Vanessa Van Edwards - The Secret Language To Charismatic Communication (Cues)
53:26

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Vanessa Van Edwards is the Lead Investigator at Science of People. She is the bestselling author of Captivate: The Science of Succeeding with People, translated into 16 languages. More than 50 million people watch her engaging YouTube tutorials and TEDx Talk. Vanessa works with entrepreneurs, growing businesses, and trillion-dollar companies; and has been featured on CNN, BBC, CBS Mornings, Fast Company, Inc. Magazine, USA Today, Entrepreneur Magazine, The Today Show, and many more. Her latest book is called Cues: Master The Secret Language of Charismatic Communication.

Notes:

  • Cues - It’s about warmth and competence. Can I trust you? Can I rely on you? – How are you showing others warmth and competence?
  • Dr. Kofi Essel - His non-verbal protocol for warmth:
    • Fronting - He angles his toes, torso, and head towards the person. Be in alignment with the patient.
    • Non-Verbal bridges - Slowly warm someone up. Lean in.
  • In your 1 on 1 meetings, remove all barriers between you and the person. Show them 100% focus.
    • If you see someone gazing over your head, look where they’re looking. It will help make them aware of what they're doing.
  • Question Inflection - From the Ring founder when he pitched on Shark Tank. This is something that a lot of us mess up. When stating a fact, SAY IT, don’t ask it.
  • The 4 modes of communication:
    • Nonverbal
    • Verbal - Syntax
    • Vocal
    • Imagery
  • Touch – A group of researchers at UC Berkeley watched the first 3 games of the NBA finals in the 2008-2009 season and counted every single time players were seen touching on camera. They found the team that touched the most, won the most games.    Touches = higher trust
  • Speed dating research – Followed 144-speed dates and found that postural expansiveness was the most romantically appealing trait. Participants who took up more space were 76% more likely to be chosen for future dates.
  • Want to show someone they matter? That you’re listening? Turning toward is tuning in.
  • Zoom Calls – How do we best approach them? - Look into the camera so the other person feels you are looking them in the eye.
  • Disney teaches all of their employees (from janitors to princesses) specific nonverbal cues to use with guests. And they all embody the pinnacle of warmth…
  • “Being a highlighter is about constantly searching for the good in people. When you tell people they are good, they become better. When you search for what’s good, you feel great.”
  • “When you try to be the same as everyone else, it’s boring. When you try to fit into a mold, you become forgettable. When you try to be “normal,” you become dull. Just be yourself, because no one is like you. If you’re a little weird, own it. The right people will like you for it.”
  • “Vulnerability is sexy—it shows we are relatable, honest, and real. That is attractive. And the science proves it: “A blunder tends to humanize him and, consequently, increases his attractiveness.”
  • “Humans are purpose-driven creatures. We want to believe there are reasons behind everything we do. Before leaders can inspire action, they have to get emotional buy-in. When we explain the motivations behind a goal, it allows listeners to feel partial ownership of that goal.”
Apr 17, 2022
467: Marcus Buckingham - How To Find Love In Your Work, Designing The Future Of Education, & Breaking All The Rules
01:03:58

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Marcus Buckingham is best selling author of 10 books, including his international hit, “First, Break All The Rules,” He’s been the subject of in-depth profiles in The New York Times, The Today Show, and by Oprah. Marcus spent two decades studying excellence at the Gallup Organization and co-creating the StrengthsFinder tool. His latest book is called Love + Work.

Notes:

  • “When you see someone do something with excellence, there is always love in it– loveless excellence is an oxymoron.”
  • Fear versus Love – “The evolutionary purpose of fear is to narrow your focus to a few clear choices, fight or flight, the point of love is to create in you such feelings of safety and connection that you broaden your outlook and build your strengths.”
    • If you're feeling fear, there's something you're passionate about
  • Excellence =
    • They take their love seriously
      • They are confident that their love is worth paying attention to
      • They are vivid in what they're drawn to
    • Consistent
    • They value mastery
  • "We aren't short on time, but on energy."
  • How Marcus would design a school:
    • Teach self-awareness and self-mastery curriculum
    • Get rid of the SAT, ACT, and GPA
  • Your fullest life is one where your loves and your work flow in an infinite loop. The energy of the one fuels the energy of the other. Thus, the only way you’ll make a lasting contribution in life is to deeply understand what it is that you love.
  • Goals: “Goals are tricky. They are one of the most common characteristics of your working world, and yet they’re also one of the least loving. They don’t have to be loveless.” 
  • The Red Thread questionnaire. It’s full of “When was the last time…” questions: “You lost track of time…” “You surprised yourself by how well you did…” “you found yourself actively looking forward to work…”
  • Never brag – Don’t say, “I’m the best.” Instead say, “I”m at my best when…” And “You can rely on me for…”
  • Marcus shared how he responded to his ex-wife being involved in the college admission scandal where she offered large sums of cash for their kids to get into USC
Apr 10, 2022
466: Liz Fosslien - How To Deal With Uncertainty, Build Your Career, & Embrace Your Emotions At Work
01:00:15

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Liz Fosslien is the co-author and illustrator of the book Big Feelings and the Wall Street Journal best-seller No Hard Feelings. Liz is an expert on how to make work better. She regularly leads interactive, scientifically-backed workshops about how to build resilience, help remote workers avoid burnout, and effectively harness emotion as a leader. Her work has been featured by TED, Harvard Business Review, The New York Times, The Economist, and NPR.

  • Ask yourself… When you look back at your career and think of your best boss and your worst boss… What behaviors did each of them have? How can we embody more of the best boss behavior?
  • Set up a regular cadence of not-urgent, developmental meetings with the people you’re leading. Show them and prove to them how much you care about them and their career.
    • What have you enjoyed most?
    • What have you not enjoyed?
    • What have you learned?
    • What do you want for your next job?
  • Use envy to reveal what you value. But remember, ask yourself if you’d want that person’s entire life. Not just the cool part you see on Instagram. The Gretchen Rubin story of feeling envy over seeing someone else publish a book. She used that as fuel.
    • Anger is a signal that something occurred that you didn't like. Acknowledge what you're feeling.
  • She met her co-author, Molly West Duffy, on a blind friend date!
  • How to deal with uncertainty?
    • Over-communicate - Be transparent
    • Switch from "I need to have this all figured out" to "I'm a person learning to become a manager"
  • Pixar recruited animators that were frustrated at their current place of work...
  • Liz's research process:
    • Read a lot
    • Talk with academics
    • Learn from practitioners who are applying it
  • Work-life balance?
    • It's well-intentioned... but a very individual thing
    • Some people are segmenters
    • Some people are integrators... They like to mix work with friends
    • Both are okay...
  • Goal setting: There are long term and short term goals
    • Liz chooses to abandon long term goals to live the life she wants to live
      • She enjoys creative time on the weekends
    • Short-term goals... What's going to make an impact?
  • Top 5 priorities - "You have to run into the spike"
  • Career/Life advice:
    • DO something. Do the work. Take action
    • See everything as a learning experience... Think, "What can I learn from this?"
      • Liz once worked at a Starbucks and learned a lot about hospitality from it
    • Create an emotional experience
Apr 03, 2022
465: Michael Easter - Embrace Discomfort To Reclaim Your Wild, Healthy, Happy Self (The Comfort Crisis)
01:05:36

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  • "We are wired for laziness. It takes conscious thought to do the harder thing."
  • What Micheal learned from The Pope... If you have a question, go directly to the source.
  • The science-backed ways to slow down time?
    • Learn and do new things. Get off "auto-pilot" mode.
  • Benefits of thinking about death?
    • Michael learned in Bhutan why we should think about death...
      • In the United States, we rarely think about death—especially our own death. And when we do, it tends to make us sad and uncomfortable. But there are powerful benefits to regularly contemplating the fact that our time in this world will eventually come to an end. The shift in perspective can be profound and lead to a kind of deeply felt and enduring appreciation for life.
  • Michael's love for his mom: "My mom got sober when my dad was in rehab. That's how my favorite story I've ever written starts. It's about my mom, a single parent who taught me everything I need to know about being a man. As I was writing that story five years ago, my mom was battling cancer. She'd just finished chemotherapy and was undergoing radiation. Doctors officially deemed my mom "cured" from cancer. In the story I wrote, "Have you ever played tug-of-war with a pit bull? It’ll pull until you quit or it dies. That’s Lynda Easter."
  • How Michael dealt with alcohol - “I saw a choice. Option 1, do nothing. Cling to complacency and the numbing lifestyle that would ultimately end badly but allow me to keep drinking. Or option 2. Get uncomfortable. Ditch my liquid comfort blanket. I hadn’t a clue where this second option would take me or if I could even pull it off. And I was terrified.”
  • Take The Stairs: A mantra I try to live by when traveling – “Take the stairs.” When there is an escalator and stairs, always take the stairs. If you’re fortunate enough to have legs that work, then take the stairs.
    • Be a 2 percenter… 98% of people take the escalator at the airport. Take the stairs.
  • Exercise: Exercise grows the hippocampus in the brain. This is something that is shrunken in people who suffer from depression. We exercise 14 times less than our ancestors.
    • "We've engineered movement out of our lives."
  • Michael traveled 30,000 miles around the world, met with experts ranging from Harvard researchers and Icelandic geneticists to Buddhist Lamas and Special Forces soldiers, and also spent more than a month in the remote Alaskan backcountry.
  • "Discover the evolutionary mind and body benefits of living at the edges of your comfort zone and reconnecting with the wild."
  • "If you want to improve your life, you have to go through discomfort."
  • The benefits of boredom - Michael spent time in the Arctic on a hunt. It's very boring to sit on the hills for hours. But, boredom created ideas. It's evolutionary discomfort. In those boring times, Michael thought about ideas and wrote chapters of his book.
  • "Your life is a culmination of that which you are aware of." - William James
  • Go out in nature. Take walks.
Mar 27, 2022
464: Polina Pompliano - Profiles Of The World's Greatest Performers, Makers vs. Managers, & Building Trust Through Consistency
01:04:38

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Polina Pompliano is studying the world's most interesting people & companies. She is the Founder & Author of The Profile. Polina is a former writer at  Fortune. Some of the people she’s written a profile on are: Martha Stewart, Keanu Reeves, and The Rock. I am a paid subscriber and love her work.

Notes:

  • Sustained excellence comes from being obsessively curious about what you do… And knowing that failure is part of the process. It’s how you choose to respond that matters. Examples: Taylor Swift, Kim Kardashian, Martha Stewart.
  • The advice she received from David Perell (also a previous podcast guest). He said, “Everything you put into the world is a vehicle for serendipity.” Polina wrote a profile on The Rock. She had no idea he would share it four times on all platforms.
  • Create your own personal board of advisors. Listen to criticism, but only from people who want you to win. Only from people who care about you doing well. Not from trolls online.
  • "Consistency is the best way to earn trust. – Name a relationship in your life where you trust someone who is inconsistent. You can’t. That’s because we don’t trust people — whether it’s in work, business, or relationships — who constantly break their promises. Since I started The Profile three years ago, I have never missed a single week."
  • Criticism: "I once heard Kat Cole say that one of the biggest lessons she has learned after years of business experience is to put your ego aside and improve from criticism. She said, “Anytime you’re criticized, assume first that it’s correct.” The act of simply considering that a fraction of the criticism may be accurate will keep you learning, unlearning, fixing, and ultimately, gaining respect."
  • How to Find Ideas: "It’s about being obsessed with the details. A great idea typically masquerades as a question in a friend’s text message, a quote in a documentary, a line in a book, or an observation on a walk."
  • Creativity: "I can't get new ideas staring at a blank page. Creativity, for me, requires motion. When you go on a walk, you can turn your world into an idea-generating sensorium, and ideas will spring up from the most unlikely sources. There is one thing that's absolutely certain about creativity: It's an active process, not a passive one. The best ideas come when you become curious, aware, interested."
  • Daniel Ek Makers schedule versus a Managers schedule. This is from Paul Graham. I wrote it about it in my first book, Welcome to Management.
  • Marriage: "In 2013, I asked my great-grandmother what she had learned from 53 years of marriage. She said, “When you’re young and beautiful like we were, falling in love is easy. But you have to fall in love with someone’s soul — because you will get old, but the soul will never change.”"
  • "I don’t like to gamble, but if there is one thing I’m willing to bet on, it’s myself.” - Beyonce
  • How to attract more luck into your life? – Written by George Mack (published by Polina)
    • Avoid Boring People
    • Have a luck razor
    • Have a Poker mindset
  • Polina desires to help you "improve your content diet." Instead of binging TV shows and scrolling through random social media, read The Profile.
  • How to be more creative:
    • Take a walk
    • Allow room for serendipity
    • Look at the footnotes of books
  • What Polina learned from James Clear: When he doesn't read enough, he doesn't have the ideas to write about. Reading helps generate ideas. Have a stack of books everywhere in your house and office.
  • Why leaders should write?
    • It creates clarity of thought.
      • "I can tell that you're thinking is sloppy if your writing is sloppy."
  • Every single word of a post matters. It's about being precise. Precision is so important when it comes to writing. You have to clearly think it through to create precision with thought and writing.
  • Storytelling - Get rid of the generic, fluffy writing.
    • People enjoy profiles because it takes you inside the mind of a person.
  • Life/Career advice:
    • Don't tie your identity to something that can be taken away from you.
Mar 20, 2022
463: Brady Quinn & AJ Hawk - Preparing Like A QB, Showing Love Through Discipline, & The Craziest Draft Of All Time
01:21:36

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Brady Quinn set 36 records at The University of Notre Dame.  He graduated from Notre Dame as one of their greatest football players ever. Along with the likes of Joe Montana, Tony Rice, and Rocket Ismail… He was drafted in the first round by the Cleveland Browns in the 2007 NFL Draft.  He currently serves as one of the main analysts on Saturday’s “Big Noon Kickoff” on FS1. He's one of the only people broadcasting both collegiate and NFL games. Now, he’s on the radio every morning:  "2 Pros and a Cup of Joe" show he hosts with LaVar Arrington and Jonas Knox.

AJ Hawk is the all-time leading tackler in Green Bay Packers history. He won a National Championship at Ohio State University and was voted captain of the Green Bay Packers Super Bowl-winning team in the 2010-2011 season. He was inducted into the Ohio State University Hall of Fame in 2019. Currently, he is a co-host on The Pat McAfee Show which airs weekdays on YouTube.

Notes:

  • Playing quarterback: “You can find the intangibles of being a quarterback in almost every profession in the world. There’s nothing like it.” – Brady Quinn
    • You must be efficient and effective as a communicator.
    • You have to prepare for all of the "what if" scenarios - "Have a plan, work the plan, plan for the unexpected."
    • You have to be a great listener
    • You need to be curious to ask the right questions
    • "The quarterback runs the show. They need to be the person that you can go to when there are problems." - AJ
  • Why has AJ resonated with viewers on The Pat McAfee Show:
    • "You're relatable. People liked you for being a Super Bowl-winning linebacker, but they didn't know you then. They get to know you now on your show and they see that you're like them. They can relate to you." - Brady
  • Dad Life - "Discipline is love. Do the hard thing. Don't take the easy way out." - Brady
  • The Fiesta Bowl - AJ (the All-American linebacker from Ohio State) vs. Brady (the All-American Quarterback from Notre Dame)
  • High-pressure situations:
    • Must be prepared so you can let your instincts take over
    • Need to learn from past failures to improve the next time
    • Must work on the little things every day so they become ingrained habits
  • The Draft - Your ultimate golf group. You can choose any person
    • Brady:
      • Chopper Quinn (Brady's dad)
      • Elon Musk
      • Chris Farley
      • Tiger Woods
      • Will Ferrell
    • Ryan:
      • George Washington
      • Dwayne "The Rock" Johnson
      • Eddie Vedder
      • Kobe Bryant
      • Steve Carell
    • AJ:
      • Samuel L. Jackson
      • Sean Casey
      • Charles Barkley
      • Tom Cruise
      • Pierro Manzoni
Mar 13, 2022
462: Max Lugavere - How To Become Smarter, Happier, & More Productive While Protecting Your Brain for Life
01:14:13

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Max Lugavere is the author of the New York Times best-seller Genius Foods: Become Smarter, Happier, and More Productive While Protecting Your Brain for Life. He appears regularly on the Dr. Oz Show, the Rachael Ray Show, and The Doctors. His latest book is called Genius Kitchen - Over 100 Easy & Delicious Recipes to make your brain sharp, body strong, and taste buds happy.

  • "A healthy person has 100 wishes. A sick person has 1."
  • This subject became personal for Max when his mother, Kathy, was given a diagnosis of dementia, and he devoted himself to her care. She died in 2018. “Now that Mom is gone, I am even more obsessed with the topic.”
  • Shop in the perimeter of the supermarket. Reach for nutrient-dense foods.
  • Lifestyle changes that will 10x the quality of your life:
    • Getting 8-9 hours of sleep instead of 4-6
    • Eating more animal protein (especially beef and eggs)
    • Less cardio, more strength training
    • Regular heat (sauna) and cold (ice bath/cold shower) stress
    • Daily sunlight
  • Intermittent fasting – instead of eating 16 hours a day, eat 8.
  • Drinking caffeine is “taking a loan out on energy from later in the day?” – Cortisol peaks in the AM. Wait 45 minutes after you wake up to drink caffeine. Stop drinking caffeine from time to time so that your body can reset.
  • Willpower is a finite resource. Create your environment to make good decisions.
  • Whole Foods - 3 Things to think about:
    • Protein - #1 satiating piece. Greek yogurt, beef jerky, eggs
    • Fiber - It stretches out your stomach. Helps fill you up. Greens, broccoli, whole fruit.
    • Water - Get hydrated.
  • Supplements - Protein shakes. Whey isolate. He uses muscle feast.
  • Most bread is not useful. It's ultra-processed food.
  • Alcohol - Most wine has a lot of sugar. Most alcohol does. Max drinks tequila.
  • Wake up, hydrate... "I’m up somewhere between 7 and 8. I don’t use an alarm clock. I go straight into the kitchen and drink a tall glass of room-temperature water. I may sprinkle a bit of mineral salt in it which replenishes electrolytes."
  • Light... Air... "Whether it’s winter or summer, I go out onto my terrace and do a few minutes of deep breathing, stretching, and meditation. I’m a big believer in getting in natural light in the morning because it aligns my circadian rhythm for the day.
Mar 07, 2022
461: Brad Meltzer - How To Tell Your Story, Respond From Rejection, & Love Your Work
01:00:55

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Brad Meltzer is the #1 New York Times bestselling author of The Inner Circle, The Book of Fate, and ten other bestselling thrillers. He also writes non-fiction books like The First Conspiracy, about a secret plot to kill George Washington – and the Ordinary People Change the World kids book series. His newest thriller, The Escape Artist, debuted at #1 on the bestseller list. Brad is also responsible for helping find the missing 9/11 flag that the firefighters raised at Ground Zero, making national news on the 15th anniversary of 9/11. Former President George H.W. Bush also gave Brad, for the very first time, the secret letter he left for President Bill Clinton in the Oval Office desk. If you need a good cry, read this story about Brad reading to President Bush before he died. The Hollywood Reporter put him on their list of the 25 Most Powerful Authors, and he’s been asked to serve as a member of the America250 Council, to celebrate the upcoming 250th birthday of the country.

Notes:

  • “Stories aren’t the beauty of what did happen. They’re the beauty of what could happen.”
  • “For me, Superman's greatest contribution has never been the superhero part: it's the Clark Kent part - the idea that any of us, in all our ordinariness, can change the world.”
  • The 3 things he tells his kids each night when he tucks them into bed:
    • Dream Big - Young people have the biggest and best dreams.
    • Work Hard - Your first book got 24 rejection letters. And in your TED Talk, you share the story of your Dad and how hard he worked (maybe open with this?). When you were writing your 9th book, your book of heroes for your soon. A story about The Wright Brothers… Every time The Wright Brothers would go out to fly their plane, they would bring enough extra materials for multiple crashes. Every time they went out, they knew they would fail. And they would crash and rebuild, and crash and rebuild. And that’s why they took off.
    • Stay Humble - Noone likes a jerk. When Thomas Jefferson wrote the Declaration of Independence, he never took credit for it. It was announced when he died and it was in his obituary.
  • All history ever is, is a bunch of stories. How to change history, all you have to do is write your story. History is a selection process. It chooses every single one of us, every single day. You will change history.
  • “Brad’s meticulous research and interviews with top-level government sources — including U.S. Presidents — fill each page with authenticity and make his characters come alive.”
  • His belief is that ordinary people change the world. It is that core belief that runs through every one of his projects.
  • How to respond from rejection? Brad’s first book was rejected 24 times… And then later that book went on to become a bestseller.
  • As a culture, we're starving for heroes
  • “We are all ordinary. We are all boring. We are all spectacular. We are all shy. We are all bold. We are all heroes. We are all helpless. It just depends on the day.”
  • “There's nothing more intimate in life than simply being understood. And understanding someone else.”
  • “In this world, there was nothing scarier than trusting someone. But there was also nothing more rewarding.”
  • “No matter how far we come, our parents are always in us.”
  • “The worst lies in life are the ones we tell ourselves.”
  • From Brad's book to his daughter: “As your father, my instinct is to protect you ... Other people will want to protect you too. But remember that you are not a damsel in distress, waiting for some prince to rescue you. Forget the prince. With your brain and your resourcefulness, you can rescue yourself.”
  • “You need to understand something... In this world, we're not humans having a divine experience. We're divine beings having a human experience.”
Feb 28, 2022
460: Jane McGonigal - How To See The Future & Be Ready For Anything
01:00:38

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Jane McGonigal, PhD is a world-renowned designer of alternate reality games — or, games that are designed to improve real lives and solve real problems. She believes game designers are on a humanitarian mission — and her #1 goal in life is to see a game developer win a Nobel Peace Prize. She is a two-time New York Times bestselling author: Reality is Broken: Why Games Make Us Better and How They Can Change the World and SuperBetter: The Power of Living Gamefully. Her TED talks on how games can make a better world and the game that can give you 10 extra years of life, are among the all-time most popular TED talks, and have more than 15 million views.

  • Jane dedicates this book to her sister Kelly... "who lives six minutes in the future." They are twins.
    • "It's so helpful having her. If she can achieve something (TED Talks, Books), I could do it too."
  • Being able to predict the future is not enough. You have to be bale to pre-feel it.
  • Write down your long term plans. "Talk about a world you want to wake up in."
  • "Any useful idea about the future should sound rediculous initially."
  • "The best way to predict the future is to invent it."
  • How to think like a futurist?
    • In the corporate world... Carve out a role for yourself to fight short-terminism. Fight short term thinking. Play the long game.
    • Create future planning habits in your organization.
  • Dare to daydream.
  • Take ownership - Create moments of joy... Be of service to others.
  • A 30 second practical activity:
    • Imagine 10 years from now... Where are you? What woke you up? Who are you with?
  • The 3 questions to give you a baseline sense of your “future mindset”
    • When you think about the next 10 years, do you think things will mostly stay the same and go on as normal? Or do you expect that most of us will dramatically rethink and reinvent how we do things?
    • When you think about how the world and your life will change over the next 10 years, are you mostly worried or mostly optimistic?
    • How much control or influence do you feel you personally have in determining how the world and your life change over the next 10 years?
  • How to predict the future?
    • Unstick your mind
    • Think The Unthinkable
    • Imagine the Unimaginable
  • Imaginable - How to see the future coming and feel ready for anything– even things that seem impossible today
  • One of the issues that cause depression is it doesn’t allow you to imagine a future. For us as leaders, we need to be able to imagine a positive future for ourselves and our team.
  • Be a spotlight for other people’s good ideas. Bring attention to it. Be known as someone who spreads positive gossip
  • Living in the present. Giannis "When you focus on the past, that's your ego... And when I focus on the future it's my pride... And I kind of like to focus in the moment, in the present. And that's humility. That's being humble."
Feb 21, 2022
459: Josh Peck - Using Humor To Connect, Making The Big Ask, & The Power Of Vulnerability
01:00:13

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Twitter/IG: @RyanHawk12    https://twitter.com/RyanHawk12

Josh Peck is an actor, comedian, author, entrepreneur, and YouTuber. He began his career as a child actor in the late 1990s and early 2000s and had an early role on The Amanda Show from 2000 to 2002. Josh rose to prominence for his role as Josh Nichols alongside Drake Bell's character in the Nickelodeon sitcom Drake & Josh. Josh Peck provided the voice of Eddie in the Ice Age franchise since Ice Age: The Meltdown and voiced Casey Jones in the Nickelodeon animated series Teenage Mutant Ninja Turtles. He also starred with John Stamos in the Fox comedy series Grandfathered. In 2017, Josh started a comedic lifestyle YouTube channel, Shua Vlogs, featuring his wife Paige O'Brien, David Dobrik, and many of the vlogsquad members. His new book is called Happy People Are Annoying.

Notes:

  • "Do good things and don't get caught doing them."
    • Be of service to others. It seems when we focus on doing good things, good things seem to happen.
  • When Josh was 8 years old, he felt powerless, insecure, and uncomfortable. He was having a family dinner during the holidays... He decided to commit fully to telling a joke. And he earned his first real laugh from his family. At that moment he said, "I decided what I wanted to do with my life." He became a stand-up comedian and eventually an actor.
  • "Laughing is uncontrollable. It's so honest."
  • How to add humor to your business meetings?
    • "The only thing more compelling than a joke is honest vulnerability. Being willing to call yourself. Be human."
      • That vulnerability will bring people closer to you.
  • The power of listening:
    • It helps you constantly make adjustments. Be open, free in the moment.
  • Humor, acting, or leadership... All of those are acquired skills. You have to have the willingness to be bad at it first to get good at it later.
  • Using a chip on your shoulder as motivation?
    • It can work in the short term but doesn't typically work in the long term.
      • "It was the wrong fuel for my engine."
  • "You gotta ask:" When he was 12 years old, he found himself on set telling jokes to an older man. He was cracking the guy up. He didn't realize that person was the President of Nickelodeon. Josh then asked him to be on one of the hit Nickelodeon shows. He eventually got a call that changed his life. After that call, Josh and his mom moved to Los Angeles where he's worked as an actor ever since.
    • You have to be willing to ask. You have to be willing to face rejection or embarrassment.
    • Aaron Sorkin said you can make the hall of fame in baseball striking out 2 out of 3 times. The same is true in life.
  • One of the first people Josh called when he was launching his podcast was Bob Saget. Bob was one of the more famous people he knew. And he immediately responded and said he would record the following week. There are hundreds of stories like this about him. We all should be more like him.
  • Ryan Holiday advice - Get really honest and tell your story. Your journey can help other people.
  • As a dad, Josh wants to correct the trauma of the past... He never met his dad.
  • "Do good things and don't get caught doing them." Be in service of others.
Feb 14, 2022
458: Gary Burnison - The Five Graces Of Life & Leadership (CEO of Korn Ferry)
01:00:38

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Gary Burnison is the CEO of Korn Ferry. Under his leadership, Korn Ferry has been transformed into a global organizational consulting firm with nearly 9,000 colleagues. Burnison is the author of seven leadership and career development books, including a New York Times bestseller.

Notes:

  • In his early days as a CEO, a member of Gary's board who was mentoring him, looked him in the eye and said, “I don’t just want you to be successful—I am going to ensure that you are successful.” Gary was moved by words. Looking back now, he sees that moment as a gift of grace.
  • How he built a career from an entry-level worker to the CEO of a 9,000 person company:
    • Humility and hustle drive careers forward
    • To learn, you must be humble and self-aware.
  • Hiring decisions:
    • "I higher for hunger over pedigree."
  • The Five Graces of Leadership:
    • Gratitude―the attitude that elevates our spirits, boosts morale, and lifts our hearts
    • Resilience―the quality that allows us to achieve beyond our wildest dreams
    • Aspiration―the knowledge that we can make tomorrow better than today
    • Courage―the ability to understand and move beyond our fears
    • Empathy―the understanding needed to connect with others from their perspectives
  • The most impactful leaders have four key skills:
    • Adaptability: Being comfortable with unanticipated changes and diverse situations; being able to adjust to constraints and rebound from adversity.
    • Curiosity: Approaching problems in novel ways; seeing patterns and understanding how to synthesize complex information; having the desire to achieve a deep understanding of things.
    • Detail-oriented: Having the ability to systematically carry out tasks as assigned, with an understanding of the procedures and the importance of exactitude.
    • Tolerance of ambiguity: Being comfortable with uncertainty and willing to make decisions and plans in the face of incomplete information
  • “In today’s world, leadership is all about establishing community and connectivity so everyone can be part of something bigger than themselves.”
    • “To have the grace to create this kind of leadership, we need greater self-awareness and genuine connection to others – particularly in this hybrid work environment where connections are increasingly more challenging to come by.”
  • The #1 predictor of a candidate being effective?
    • Learning agility
      • "Humility is key for lifelong learning."
  • Gary wrote a book called, "Lose The Resume, Land The Job." - Target the opportunity you want. Work to earn a warm introduction.
  • A day in the life as the CEO of Korn Ferry:
    • "You suddenly stop being a person and you start being a function."
    • "Leadership is about inspiring others to believe."
  • How he earned the role of CEO:
    • Continuity helped (he was already working at the company)
    • Vision, purpose, "the why," and the 4 or 5 parts of the strategy laid out moving forward
  • When you're going for a VP role:
    • Make sure it is a fit for you
    • You are interviewing them as much as they are interviewing you
    • Have purpose and passion for the role
  • Why Gary writes so much:
    • "It's therapeutic for me."
    • He likes to write with others to learn from them and gain clarity. "I like to get their point of view and listen to them."
  • How he's built confidence:
    • It comes from life experiences.
      • When Gary was 11 years old, he lived in the middle of Kansas. The moving vans showed up and took their furniture away. His family went bankrupt. In times of crisis, it's critical for the leader to step up.
Feb 07, 2022
457: Ken Blanchard - Creating Magical Moments, Building Trust, & Simple Truths Of Leadership
01:01:21

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Dr. Ken Blanchard is one of the most influential leadership experts in the world and is respected for his years of groundbreaking work in the fields of leadership and management. He's written 60+ published books... Most notably, The One Minute Manager has sold over 15 million copies. 

Notes:

T

  • he One Minute Manager:
    • 1 Minute goals – All struggles go back to one simple thing: communication. Set 3 goals for each employee. Write each of them down in 350 words or less.
    • 1 Minute praisings (“catch people doing the right things”) – Do this immediately following good work. Don’t wait (you might forget). Be specific in your praise.
    • 1 Minute reprimands (later changed to 1 Minute re-directs) - Address this immediately after it happens. Be very specific.
  • "Teach people the power of love instead of the love of power."
  • "Life is what happens to you when you're planning on doing something else."
  • What made The One Minute Manager catch on?
    • It was a parable. Those were rare at that time. It was a short book. A quick read.
  • He started his company in 1979. Charles Schwab told him to name the company after himself... Thus, "The Ken Blanchard Companies" was started.
    • It helped that YPO adopted them quickly.
  • "All good performance starts with clear goals."
  • Create magical moments – For his wife, Margie’s 80th birthday party, They rented a big house in Hawaii for a week surrounded by the people they love. How can you create magical moments?
  • Ken has written 65 books... Only 2 of them by himself. He likes to write with others.
  • Profit is the applause you get for creating a great environment for your people.
  • Expectations:
    • You get what you expect.
  • Humility - Be there to serve others. Humility does not mean you think less of yourself. It means you think of yourself less.
  • Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.
  • Leadership is not something you do to people. It's something you do with people.
  • Vision is knowing who you are, where you're going, and what will guide your journey.
  • "Many people measure their success by wealth, recognition, power, and status. There's nothing wrong with those, but if that's all you're focused on, you're missing the boat...if you focus on significance -using your time and talent to serve others -that's when truly meaningful success can come your way.:
  • If becoming a high-performing organization is the destination, leadership is the engine.
  • Sustained excellence:
    • They realize it's not all about them
    • They have a sense of humor
    • They listen more than they speak
  • Feedback is the breakfast of champions
  • Get to D4 -- The highest level of development: Competent and Committed.
  • Life/Career Advice:
    • Be a lifetime learner
    • Look for good leaders... Ask them to lunch

 

Jan 31, 2022
456: Daniel Pink - How Looking Backwards Moves Us Forward (The Power Of Regret)
01:05:27

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Daniel H. Pink is the author of seven books, including the forthcoming The Power of Regret: How Looking Backward Moves Us Forward (Riverhead, 2022).  His other books include the New York Times bestsellers When and A Whole New Mind — as well as the #1 New York Times bestsellers Drive and To Sell is Human. Dan’s books have won multiple awards, have been translated into 42 languages, and have sold millions of copies around the world.

Notes:

  • The truth: We regret inactions much more than actions.The lesson: Be bold. Take that chance. In a world full of talkers, be a doer. Have a bias for action.
  • The 3 keys to a productive achiever: empathy/compassion, curiosity, doggedness (consistency).
  • We overvalue intensity and undervalue consistency and doggedness. Continue to show up and do the work.
  • The four core regrets:
    • Foundation regrets - People want stability. (save money, plan for the future)
    • Boldness regrets - "If only I'd taken that chance." People regret not taking the chance.
    • Moral regrets
    • Connection regrets
  • The truth: We deeply regret not asserting ourselves. The lesson: Speak up.
  • Optimizing Regret: Our goal should not be to always minimize regret. Our goal should be to optimize it. By combining the science of anticipated regret with the new deep structure of regret, we can refine our mental model. 
  • “Regret makes me human. Regret makes me better. Regret gives me hope.”
  • This is a great exercise. Instead of a New Year's resolution, choose a single word to guide your 2022. After 2 years of upheaval, it can help you focus on the goals & changes most important to you. Dan's choice? Restore.
  • The Dan Pink family acronym: HAHU - Hustle. Anticipate. Heads up.
  • Big life decisions:
    • Maximizers and satisficers
      • Know when to maximize and when to satisfy. For low stakes decisions (the color of your car), you don't have to maximize
  • Regret is part of the human condition. We all have regrets. Disclose it. Lift the burden.
    • Someone that says they have "No Regrets" is either lying or they are a sociopath.
  • Disclose lessons from your regrets. Ask yourself, "What did I learn from it?"
  • Does everything happen for a reason?
    • The lesson to be learned from it is understanding what we have control over and what we don't.
  • Regret depends on storytelling. And that raises a question: In these stories, are we the creator or the character, the playwright or the performer? The answer is... YES. We are both.
    • We are both the authors and the actors. We can shape the plot but not fully. We can toss aside the script but not always. We live at the intersection of free will and circumstance.
  • "Our everyday lives consist of hundreds of decisions—some of them crucial to our well-being, many of them inconsequential. Understanding the difference can make all the difference. If we know what we truly regret, we know what we truly value. Regret— that maddening, perplexing, and undeniably real emotion—points the way to a life well-lived."
  • Career/Life advice:
    • Doggedness is important. Be a person of action. Be willing to try stuff. "We learn who we are in practice, not in theory." Doing something helps you figure it out.
Jan 24, 2022
455: Oliver Burkeman - How To Think About Productivity... Time Management For Mortals (4,000 Weeks)
01:04:14

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Oliver Burkeman is the author of Four Thousand Weeks: Time Management For Mortals. It's a book that has become an international best-seller. 

  • The final person Oliver thanked in his book? His grandmother: “My dear grandmother Erica Burkeman, whose childhood departure from Nazi Germany I describe in chapter 7, died in 2019 at the age of 96. I don’t know whether she would have read this book, but she would definitely have told everyone she met that I had written it.”
  • The average human lifespan is absurdly, insultingly brief.
    • If you live to be 80, you’ll have had about 4,000 weeks. But that’s no reason for despair.
    • Confronting our radical finitude – and how little control we really have – is the key to a fulfilling and meaningfully productive life.
  • When someone close to you dies, Oliver writes, “Such experiences, however wholly unwelcome, often appear to leave those who undergo them in a new and more honest relationship with time. The question is whether we might attain at least a little of that same outlook in the absence of the experience of the agonizing loss.”
  • When stumped by a life choice, choose “enlargement” over happiness. Don’t ask: Will this make me happy?”, but “Will this choice enlarge me or diminish me?”
  • The future will never provide the reassurance you seek from it. (This is why it’s wrong to say we live in especially uncertain times. The future is always uncertain; it’s just that we’re currently very aware of it.)
  • Embrace radical incrementalism - People who work a little bit every day tend to cultivate the patience it takes to get good.
  • Oliver tells the old parable about a vacationing New York businessman who meets a Mexican fisherman…
  • The capacity to tolerate minor discomfort is a superpower.
  • The solution to imposter syndrome is to see that you are one - Everyone is totally “winging it.” The lesson to be drawn isn’t that we’re doomed to chaos. It’s that you – unconfident, self-conscious, all-too-aware-of-your-flaws – potentially have as much to contribute to your field, or the world, as anyone else.
  • The original Latin word for “decide” was decidere which means “to cut off” as in slicing away alternatives.
  • The sooner you welcome uncertainty and not knowing as normal ways of being, the better off you’ll be.
  • People who work a little bit every day tend to cultivate the patience it takes to get good. These people also quit their day’s work when it’s finished: they identify what their chunk of time or task is per day, they do that and only that, and save more for tomorrow.
  • “More often than not, originality lies on the far side of unoriginality.”
    • To illustrate this point, Burkeman uses The Helsinki Bus Station Theory. As the photographer Arno Minkkinen explained, Helsinki bus lines start out traveling the same path but then diverge at different points in the route, spreading out to far and wide locales. When you find your work resembles someone else’s, or you’re on someone else’s bus, traveling someone else’s path, don’t try to go back to the bus station at the very beginning and completely reinvent yourself and start from scratch, keep working and “stay on the bus!” At a certain point, your path will split off into something new.
  • The central challenge of time management isn’t becoming more efficient, but deciding what to neglect.
  • In an accelerating world, patience – letting things take the time they take – is a superpower.
  • In conditions of limitless choice, burning your bridges beats keeping your options open.
  • The need to control events is unhelpful. There is too much uncertainty for that.
  • Is "follow your passion" good advice?
    • Find something you're good at instead.
  • Do things "daily-ish"
    • Harness the power of patience as a force for daily life. Relish the value of consistency.
  • Goal setting: "We are incapable of living goalless lives."
    • With that said, "a plan is just a thought."
  • Excellence:
    • A willingness to accept the truth of their present situation and not wear blinders. They are clear-eyed.
    • Generosity to other people. They have a basic assumption of a non-zero-sum world.
  • Four Thousand Weeks is an entertaining and philosophical but ultimately deeply practical guide to the alternative path of embracing your limits: dropping back down into reality, defying cultural pressures to attempt the impossible, and getting started on what’s gloriously possible instead. It’s about actually getting meaningful things done, here and now, in our work and our lives together – in the clear-eyed understanding that there won’t be time for everything, and that we’ll never eliminate life’s uncertainties.
Jan 17, 2022
454: Jim Levine - A Conversation With My Literary Agent (How To Write A Great Proposal)
49:13

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Jim Levine has been a literary agent for more than 30 years. Some of his agency’s clients include Ray Dalio, Scott Galloway, Jay Shetty, Gillian Flynn (author of Gone Girl), Satya Nadella (CEO of Microsoft), Tom Brady, & Giselle Bundchen among others… He also is my book agent and he brokered the deals for my book deals for both Welcome To Management AND The Pursuit of Excellence with McGraw-Hill.

Notes:

  • Early in my podcasting career, I asked all authors I recorded who the best book agent was... And many of them said, Jim Levine.
  • "Being an agent is a continuing liberal arts education, it’s an opportunity to engage with experts and thought leaders in a wide variety of fields and help shape their work to reach the broadest possible audience.”
  • Jim has written and published 7 books and over 100 articles for professional magazines… He's won awards for his work as a writer.
  • He's the founding director of The Fatherhood Project – A 20-year long foundation-supported initiative to increase men’s involvement in childrearing in all segments of society.
  • Jim takes us inside the process from book proposal, selling to a publisher, and ultimately getting the book published.
  • "Being an agent is so much more than just selling the book. The relationship is so much more intimate. You have to care."
  • Building a company and a culture of growth...
  • The best book proposals he's read:
    • The Master Algorithm -- Pedro Domingos
    • Welcome To Management
    • Smartcuts by Shane Snow
  • Jim has spent most of his career putting together ideas, people, and money; identifying, nurturing, and marketing talent; and creating projects that make a difference.
  • Jim graduated Phi Beta Kappa, magna cum laude from Amherst College, winning Woodrow Wilson, Fulbright, and Ford Foundation Fellowships. He holds two advanced degrees in English Literature from UC Berkeley, where he specialized in Shakespeare and modern literary criticism, and a doctorate from the Harvard Graduate School of Education, where he specialized in child development and social policy.
  • Advice:
    • Don’t think about a job, think about skills you have and challenges you could take on…
    • The WHO is really important - Who you work for...
    • Be a perpetual learner
    • Follow your curiosity
    • Have a wide range of interests
  • What Jim looks for when hiring – Pat Lencioni’s humble, hungry, and smart – It’s about helping people solve problems.
Jan 10, 2022
453: Dr. Gary Chapman - The 5 Love Languages, Resolving Conflict, & Building Trust
45:38

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This episode starts with a short review of 2021 and I share my goals for 2022.

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Gary Chapman, PhD, is the author of the bestselling The 5 Love Languages® series, which has sold more than 20 million worldwide and has been translated into 50 languages. Dr. Chapman travels the world presenting seminars on marriage, family, and relationships, and his radio programs air on more than 400 stations. 

Notes:

  • The Five Love Languages:
    • Words of Affirmation - Words of affirmation is about expressing affection through spoken words, praise, or appreciation. When this is someone's primary love language, they enjoy kind words and encouragement.\
    • Quality Time - For those who identify with quality time as their love language, love and affection are expressed through undivided attention. This means putting down the cell phone, turning off the tablet, making eye contact, and actively listening.
    • Physical Touch - A person with this love language feels loved through physical affection.
    • Acts of Service - For acts of service, a person feels loved and appreciated when someone does nice things for them, such as helping with the dishes, running errands, vacuuming, or putting gas in the car.
    • Receiving Gifts - Gift-giving is symbolic of love and affection for someone with this love language. They treasure not only the gift itself but also the time and effort the gift-giver put into it.
  • My personal Love Language assessment results:
    • Quality Time: 37%
    • Words of Affirmation: 33%
    • Acts of Service: 20%
    • Physical Touch: 10%
    • Receiving Gifts: 0%
  • We all express and receive love differently. Consequently, understanding those differences can make a serious impact on your relationship. According to Dr. Chapman, this exercise is one of the simplest ways to improve your relationships. Here are some ways that understanding love languages can improve your relationship:
    • Promotes selflessness - When you are committed to learning someone else's love language, you are focused on their needs rather than your own.
    • Creates empathy - As someone learns more about how their partner experiences love, they learn to empathize with them.
    • Maintains intimacy - If couples regularly talk about what keeps their love tanks full, this creates more understanding in their relationship.
    • Aids personal growth - When someone is focused on something or someone outside of themselves, it can lead to personal growth.
    • Shares love in meaningful ways - When couples start speaking one another's love language, the things they do for their partners not only become more intentional but also become more meaningful.
  • It’s not a feeling. The “in love” feeling wears off after about 2 years. It’s an attitude to love someone. “I want to do anything I can to enrich your life.” There is a thought process and intention behind it.
  • Keys to being a better listener:
    • Start with the intention to understand THEIR perspective
    • Do not interrupt the other person
    • Wait until they are completely done speaking
  • How to earn back trust?
    • Forgiveness is not a feeling, it's a choice. You have to make the choice to forgive someone.
  • Thank you to Verywellmind.com for help preparing for this conversation
Jan 03, 2022
452: Debbie Millman - Visual Storytelling, Building Your Brand, & Fostering Your Creativity
48:44

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Debbie Millman has been named “one of the most creative people in business” by Fast Company, and “one of the most influential designers working today” by Graphic Design USA, Debbie Millman is also an author, educator, curator, and host of the podcast Design Matters.

Notes:

  • Visual Storytelling is the art of using language and images to convey a narrative account of real or imagined events.
  • How to make an effective presentation? You must know it thoroughly. Practice, rehearse. Get to the point where you can let it flow when you're in it.
    • Don't just read what's on the slide. Use at most one sentence. Use images to help reinforce your message
  • "Life is so difficult when you don't know what you're talking about."
  • Ideas are easy... Strategies are hard. You need to understand that a presentation is a performance.
  • Teaching forces you to learn your topic. If you want to learn about something, sign up to teach others about it.
  • “I once read that the definition of insanity is doing the same thing over and over and expecting different results. I fundamentally disagree with this idea. I think that doing the same thing over and over and expecting different results is the definition of hope.”
  • “A brand is simply a set of beliefs. And if you don't create a set of beliefs around your products or services, well, you stand for nothing - you have no values and no vision.”
  • “Actually - and ironically - people aren't really interested in a new brand form or flavor as much as they are interested in how a brand can change, impact, or improve their lives. They want brands around them that make them feel special and provide some social cache or confidence.”
  • Interviewing is like a game of billiards. Each question should leave you in a position to hit the next shot/ask the next question. Be overprepared so that you can flow in the moment.
    • "You have to listen and really focus on the person."
    • Research everything
  • Courage and confidence - The reps lead to confidence. Confidence leads to courage.
  • Branding --“Branding is a deliberate differentiation.” Brands aspire for consistency.
  • "You can't metabolize regret." -- Go for it.
  • At age 50, Debbie came out... And felt so much freedom from it
  • “Don’t edit your hopes and dreams before you can ever attempt them.”
Dec 27, 2021
451: Rob Fitzpatrick - How To Talk To Your Customers, How To Ask Great Questions, & How To Be Useful (The Mom Test)
01:10:11

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Rob Fitzpatrick is an entrepreneur of 14 years and has written three books about his learnings along the way, including the best-selling handbook for doing better Customer Development, The Mom Test: How to talk to customers and figure out if your business is a good idea when everyone is lying to you. In 2007, he dropped out of grad school to go through YCombinator with his first startup, and has been building products and businesses ever since. Beyond software, he has also kickstarted a physical card game, built an education agency, and more.

Notes:

  • The 3 simple rules of the Mom Test:
    • Talk about their life instead of your idea
    • Ask about specifics in the past instead of generics or opinions about the future
    • Talk less and listen more
  • How to run better meetings:
    • Focus on who will be in your meeting and how to maximize the value they receive while there
    • Think about learning outcomes - How will you (as the leader) help them be wiser by going to your meetings
Dec 20, 2021
450: Stan Johnson - Living Your Core Values, Building Culture, & Developing Leaders
58:50

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Stan Johnson was hired as Loyola Marymount University's men's basketball head coach on March 20, 2020. The 2020-21 season saw meteoric growths across the board for LMU men’s basketball. In his first season as head coach, Stan Johnson guided his team through the COVID-19 pandemic and posted a winning record in the WCC for the first time since 2011-12.

Notes:

  • “I escaped a war at 10. I come from really the gutter in this business. I don’t come from a tree,” “I was at gunpoint at 10 years old with 15-year-olds holding M16s. We got evacuated on a war jet on a mining strip. We came to this country with three bags. That stuff, I think, has helped shape me for this task that I have.”
    • "That gives you empathy and understanding. It makes you relatable to all people."
  • Being lazy is disrespectful to the people that believe in you.” Focus on proving your supporters right. The people who love you and root for you. Prove them right...
  • The purpose behind "Coffee With The Coach" during COVID... I wanted to "Win The Wait." Don't just wait it out... Win the wait.
  • Culture is a set of behaviors... How do we want to behave? It's a life thing. It's not just a basketball thing.
  • Stan has weekly "Culture Meetings." Their structure:
    • Academic highlights
    • Habit share
    • Success hotline -- a pre-recorded hotline with a quote/saying
    • Thought of the day
    • What's happening in the world?
    • Culture emphasis of the day
  • Their core values:
    • Selfless - LM Over You. When you're truly selfless, you care about the greater good... It comes back to you
    • Connected - You need great relationships. Relationships over championships.
    • Relentless - Attack everything we do. It's not just basketball.
  • What do you want to be remembered for? Do your daily behaviors align with what you want to be remembered for?
  • Consistency is what transforms average people, companies, and teams into GREATNESS. Anyone can do it now and then. GREATNESS is found in your ability to bring your best every single day. Keep Going.
  • Don’t mistake silence for weakness. Smart people don’t plan big moves out loud.
  • Holding people accountable - Truth helps. It doesn't hurt.
    • The greatest form of love is discipline.
  • Stan is known as one of the best recruiters in the country... What does he focus on?
    • Relatability - "I can relate to people from all different backgrounds."
    • Sincere - "I say how I feel."
    • Relationships with family - Stan recruits all the members of the family.
  • The must-have qualities to be a coach on his staff:
    • Must be really good people (most important)
    • "They gotta be smarter than me. I want them to stretch me, and hold me accountable. They must be smart."
    • Passionate - They need to love it.
  • Questions he asks when interviewing someone to be on his staff:
    • What do you want to be remembered for?
    • What are your expectations? (Mine are high")
    • How do you evaluate yourself?
    • What are your relationships like with people you've worked at before? Do you become friends with them?
  • How he develops his assistant coaches:
    • Give them big tasks to be responsible for...
  • Their mission: "Take people to places they can't take themselves."
  • Your competition isn’t other people. Your competition is your procrastination. Your attitude.Your ego. Your blaming. Your complaining. Your ability to stay in the past. Your bad habits. Your jealousy. Your comparison mindset. Your inability to dream bigger. Compete against that.
  • “Anytime your gonna grow, you’re gonna lose something. You’re losing what you’re hanging onto to keep safe. You’re losing habits that you’re comfortable with, you’re losing familiarity.” Keep Going.
  • You attract what you are, not what you want. If you want great things to happen, then be great with your habits and your daily process of becoming. Keep Going.
  • Rejected to Redirected… Keep putting your butt on the line. Don’t get boxed in. Who knows what you could be? Put yourself out there…
Dec 13, 2021
449: John Amaechi - The Traits Of Effective Leaders, Excellence Is In The Mundane, & Giving Proper Feedback
56:17

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John Amaechi is an organizational psychologist, best-selling author, and CEO of APS Intelligence Ltd. In 2019, John was recognized as one of HR’s most influential thinkers by HR Magazine. John is the first Briton to have a career in the NBA. John is a Chartered Scientist, a Chartered Fellow of the CIPD and a Fellow of the Royal Society for Public Health. He is a Research Fellow at the University of East London and his research interests are effective, inclusive leadership, building high-performing teams and organisational design that maximises productivity and human thriving in readiness for the future world of work.

Notes:

  • “Excellence is in the mundane.” The hours and hours of work when no one is watching.
  • Effective feedback - If it’s not developing them, it’s not feedback. And feedback is never cruel. Ask, what can we learn from this?
  • The evidence-based traits he shared about effective leadership
  • “Promises have an enormous impact when kept by giants. And a devastating impact when broken. To keep these promises, unconditionally and persistently, is the duty and honor of being a giant.”
  • "You can't be a part-time man of principle."
  • There is a difference between elite teams and a group of elite individuals. We want to build elite teams.
    • Look at how you reward people -- What gets measured, gets managed. Reward people for being great teammates.
    • People must earn and maintain their job titles.
  • Coaching leaders:
    • Start at the end - What does great look like?
    • Introspection - How well do you know yourself?
    • Pragmatic - Measure real progress
  • Introspective work - view yourself critically, but not cruelly
    • "You need people around you to be truly candid and caring."
  • John and his team take an analytical approach - "I have a geek squad and we analyze data."
    • They use expertise to provide commentary on the data
  • Feedback - It must be timely and effective. Do regular micro-appraisals. What made you think of that? What can we learn from this?
    • If it's not developing them, it's not feedback
    • Feedback is never cruel
  • Mantra: "I promise to reject excuses and embrace discomfort."
    • You can't skip to comfort...
  • The Promises of Giants is the product of a lifetime spent observing and studying effective leadership - from accompanying his mother's visits to her dying patients to competing at the highest levels of professional sport, through two decades of management consulting with multinational corporations. These experiences have shown that everyone has the ability to act decisively to influence the world in a positive way.
    • Everyone is a giant to someone...
  •  
Dec 06, 2021
448: Dr. Benjamin Hardy - How To Go From The Gap To The Gain, Choosing Your Who, & Setting Big Goals
01:04:24

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Benjamin Hardy is an organizational psychologist and the author of Willpower Doesn’t Work and Personality Isn’t Permanent. He also co-authored Who Not How with Dan Sullivan, which sold over 120,000 copies in the first 4 months of publication. Their most recent book is called, The Gap and The Gain. His blogs have been read by over 100 million people and are featured on Harvard Business Review, the New York Times, Forbes, Fortune, CNBC, and many others. For several years, he was the #1 most-read writer on Medium.com.

Notes:

  • The broaden and build theory — Dr. Barbara Fredeickson — shows that positive emotions are the starting point of learning, growth, and high performance
  • “Competing against someone else puts you in the gap. Your happiness as a person is dependent on what you measure yourself against.” More specifically you measure your own gains, rather than worrying about other people.
    • When we measure ourselves against that ideal, we're in "the GAP." However, when we measure ourselves against our previous selves, we're in "the GAIN."
  • "This one simple concept is a masterclass on positive psychology, healthy relationships, mental well-being, and high-performance. Everything that psychologists know about how to create a high-functioning and successful person can be achieved using The GAP and the GAIN."
  • Who Not How -- Life is about surrounding yourself with the right WHO’s. Who are the WHO’s in your life to help you achieve what you want?
    • “Surround yourself with people who remind you more of your future than your past. —Dan Sullivan”
  • Commitment creates freedom -- Once the decision is made, then you can focus on the work. I like thinking of it that way and in a way it frees your mind when the decision, the commitment has been made.
  • “Your behavior doesn’t come from your personality. Rather, your personality is shaped by your behavior. When you act a certain way, you then judge yourself based on your actions. Hence, you can quickly alter your identity simply by altering your behavior.”
  • “The belief that you cannot change leads to a victim mentality. If you are determined by nature to be what you are, then there is nothing you can do about your lot in life. Conversely, the belief that you can change leads you to take responsibility for your life. You may have been born with certain constraints, but you can change those constraints, allowing yourself to improve and grow.”
  • “Don’t join an easy crowd; you won’t grow. Go where the expectations and the demands to perform are high. —Jim Rohn”
  • “You are never pre-qualified to live your dreams. You qualify yourself by doing the work. By committing—even overcommitting—to what you believe you should do.”
  • “You shape the garden of your mind by planting specific things from your environment, such as the books you read, experiences you have, and people you surround yourself with.”
  • “True learning is a permanent change in cognition and/or behavior. In other words, learning involves a permanent change in how you see and act in the world. The accumulation of information isn’t learning. Lots of people have heads full of information they don’t know what to do with. If you want to learn something quickly, you need to immerse yourself in that thing and immediately implement what you’re learning.”
  • “You need to deepen the quality and intimacy of your relationships with other people. Our culture is being shaped to isolate us more and more from each other. Addiction is becoming an epidemic. When you have deep and meaningful relationships, your chances of unhealthy addiction are far less. The following are four principles for overcoming harmful defaults in your environment.”
Nov 29, 2021
447: John McWhorter - Building A Diverse Team, Supporting The Black Community, & What Is Woke Racism?
01:00:44

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John McWhorter teaches linguistics, philosophy, and music history at Columbia University, and writes for various publications on language issues and race issues such as Time, the Wall Street Journal, the Daily Beast, CNN, and the Atlantic. He’s also the author of many books including his most recent New York Times bestseller, Woke Racism - How A New Religion Has Betrayed Black America.

Notes:

  • How to change someone's mind?
    • "I try to understand where other people are coming from. I am not surprised by anyone. I think you need to listen to it from their point of view and not assume that anyone is crazy or evil."
  • John recommends pragmatic action against racism involving only three programs: an end to the war on drugs, teaching reading by phonics to children lacking literate households and, promoting the idea that not everyone needs a college education to succeed.
  • “I don’t think of myself as brave. What I really am is a failed lawyer. My issue is if things don’t make sense to me, I just want to try to make sense of it and I want people to understand what I mean.”
  • John believes that affirmative action should be based on class, not on race.
  • What to do if your leadership team is not well represented by people of another race?
    • From John: "Don't hire a token black person. Don't hire someone just because they are black. They need to be qualified for the role."
  • Expansion from Dr. King's statement about judging someone for the content of their character rather than the color of their skin... "I agree with that, but I think you also have to look at class, and if they come from a poor upbringing."
  • John criticized the 2018 book White Fragility following its resurgence in sales during the George Floyd protests beginning in May 2020, arguing that it "openly infantilized Black people" and "simply dehumanized us," and "does not see fit to address why all of this agonizing soul-searching (for residual racism by white people) is necessary to forging change in society." He said, "it's a true horror of a book. The worst book I've read since I was 16."
  • Qualities John looks for in a friend:
    • A wry sense of humor
      • You have to "see beyond level 1" and be smart to have this
      • "They don't have to have the MSNBC take on race"
      • "I want coherence."
  • From Woke Racism:
    • "The people wielding this ideology and watching its influence spread ever more are under the genuine impression that they are forging progress, that reason and morality are in flower. However, society is changing not because of a burgeoning degree of consensus in moral sophistication. What is happening is much cruder. Society is changing not out of consensus, but out of fear."
  • Life advice:
    • Don't get a degree in law unless you want to practice law
    • To the extent you can, follow your passion
    • "Follow your own gut. Go with your own mind. You'll have a much richer adulthood doing this."
  • Linguistics: the scientific study of language and its structure, including the study of morphology, syntax, phonetics, and semantics.
Nov 22, 2021
446: Fred Reichheld - Asking The Right Questions, Loving Your Customers, & Living A Meaningful Life
01:02:40

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red Reichheld is the creator of the Net Promoter Score system of management. Also known as “NPS.” NPS is used in two-thirds of Fortune 500 companies. Fred has worked at Bain and Company since 1977. He is also the best-selling author of five books, including his most recent, “Winning On Purpose.” Fred graduated with Honors both from Harvard College (B.A., 1974) and Harvard Business School (M.B.A., 1978).

Notes:

  • The ultimate question: “How likely are you to recommend this brand to a friend or colleague?”
  • Fred views "Net Promoter Score" as "Net Lives Enriched."
  • “At Bain, we came to realize through our own experience that the frontline team leader sets the tone, models the values, sets the priorities, and balances individual needs with team needs. Given this critical importance, we select leaders with great care and invest heavily in their training and coaching.”
  • The difference between good profits and bad profits. Play the long game. It’s not helpful to earn a profit from someone who had a bad experience.
  • Negotiation - Try to give the other person as much as possible. The story of the Costco CEO sharing the extra profits with others... Think about how you can do this in your negotiations with family, friends, and work colleagues.
    • The Costco leaders always think of how they can put they can love on their customers
  • How can you turn someone from a detractor to a promoter?
    • Pleasantly surprise your customer
      • The Certa Pro Painters example - They train their teams to seek out opportunities for acts of kindness. For example, when they are on a ladder up high painting a wall and notice a light bulb is out, they will put in a new light bulb (for free). They go out of their way to surprise and delight their customers.
  • Richard is a big believer in the golden rule: Treat others as a loved one should be treated. When customers feel loved, they come back, and they tell all of their friends.
    • "You want a workforce that is inspired to treat others as loved ones."
    • "The leader's job is to love their team."
  • Front line leaders -- Make sure you're constantly getting feedback.
  • Dr. Martin Luther King Jr. - "Everyone can be great because everyone can serve."
  • Earned growth rate - Warby Parker - 90% of their business through referrals
  • Joe Girard - The top-selling car sales professional of all time - "I hope you get a lemon." "What! Why would you want me to get a bad car?" "Because then I get a chance to show off. I will give you the best customer service experience of your life. And after I do that, you'll buy cars from me for the rest of your life. And you'll tell all of your friends and family to do the same."
  • Good profits - Earn from promoters
  • Bad profits - Profits from detractors
    • "You don't deserve profits unless the customer is happy."
  • “Where there is individual accountability, things get done. Measure is another magic word: what gets measured creates accountability. With no standard, reliable metric for customer relationships, employees can’t be held accountable for them and so overlook their importance.”
  • “These companies manage to balance the need for profits with the overarching vision of providing great results for customers and an inspiring mission for employees.”
  • How to sustain excellence?
    • Think of NPS as your moral compass
    • Great leaders create a community by living the golden rule
    • Enrich the lives you're responsible for
  • Life advice:
    • Your WHO - The people you spend your life with are everything
    • Only invest in places where you can bring something of value
Nov 15, 2021
445: Gino Wickman - Do You Have What It Takes To Be An Entrepreneur?
01:02:38

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Gino Wickman is the author of the award-winning, best-selling book Traction: Get a Grip on Your Business, which has sold over 1 million copies, as well as five other books in the Traction Library that have sold almost 2 million copies.

Notes:

  • Keys To Sustaining Excellence:
    • Fanatical about excellence
    • Stamina
    • Endurance to stay with something
    • Drive - a desire to succeed, to win
  • Gino believes that entrepreneurship is nature, not nurture (you are born with it)
  • What's usually missing in someone who thinks they're an entrepreneur, but they're not? The ability to take a big risk.
  • Gino's dad was an entrepreneur. His two brothers are not.
    • Gino set a goal to be a millionaire by the time he was 30. 
      • He achieved that goal... And then went broke two years later.
  • It took more than five years to create Traction. He worked with more than 50 companies testing the ideas. He eventually found patterns and trends.
  • Delegation -- Gino obsesses over delegating at least one task for the last 30 years. This has helped him scale his business.
  • The difference between a visionary and an integrator:
    • Visionary - Wild and crazy entrepreneur
    • Integrator - Run the day-to-day operations. Sometimes called the Chief Operating Officer.
  • How to run better meetings? Use the Gino Wickman Level 10 Meeting format:
    • Segue – Spend 5 minutes sharing one personal best and one professional best from the previous week. No discussion; just an announcement. This helps move your team from working “in the business” to working “on the business”.
    • Review your company scorecard. This is a 5-minute high-level review to make sure your most important five to 15 numbers are on track. The person responsible for the number says whether it is “on track” or “off-track”. If the number is “off”, move that measurement to the Issues List portion of the agenda.
    • Rock review. Take 5 minutes to review your company and individual Rocks to determine if they are “on track” or “off track.” Again, if the rock is “off”, move it to the Issues List portion of the agenda.
    • Customer/Employee headlines. This is a 5-minute opportunity to announce any news, positive or negative, about a customer or employee. If the announcement is an issue, add it to the Issues List portion of the agenda.
    • To-Do List. Review the seven-day action items from the previous meeting, and report whether each task is “done” or “not done.” This should take no more than 5 minutes
    • Issues List. Your leadership team now has 60 minutes to identify, discuss and solve your company’s biggest issues in order of priority. Solving an issue usually requires someone to take action, which becomes a task for the to-do list for review at your next meeting.
    • Conclude. Use your final 5 minutes to bring the meeting to a close, recap the to-do list, and discuss any messages that need to be communicated to the rest of the organization. And rate the meeting on a scale of 1 – 10; this helps your team self-correct. Establish the practice that anyone who rates the meeting below an “8” must explain why, and “because I never give high marks” is not an acceptable reason.
  • Leadership teams should get together in person every 90 days
  • What is EOS? EOS™ is a holistic management system with simple tools that help you do three things we call vision, traction, healthy. Vision from the standpoint of first getting your leaders 100% on the same page with where your organization is going. Traction from the standpoint of helping your leaders to become more disciplined and accountable, executing really well to achieve every part of your vision. Healthy meaning helping your leaders to become a healthy, functional, cohesive leadership team.
  • The six key components to your business that Gino's work helps you improve:
    • Vision. Build your V/TO™ within Traction Tools and keep it easily accessible to everyone in your company. V/TO content is integrated throughout the software so that you always have the right information at the right time.
    • People. Our People Tools™ add-on (currently in Beta) bundles everything you need to manage the key People component of your business—including the Accountability Chart, People Analyzer™, LMA™, and Quarterly Conversation™ tools
    • Data. The Traction Tools Scorecard makes it easy to record and measure your company, departmental and employee numbers. Everything is located in one place, and many metrics can be automatically updated. Personalize the Scorecard according to your viewing preferences.
    • Issues. Manage and IDS™ all of your company and departmental issues in the Issues List. Flexible features make it easy to add and solve your Issues or move them to other meetings.
    • Process. It’s quick and easy to attach your company’s core processes to notes within Issues, To-Dos, or Level 10 Agendas
    • Traction®. With Traction Tools Rocks, you’ll take your company’s vision to street level, and make it real. The Level 10 Meeting™ Agenda will help you keep your Meeting Pulse™ EOS-pure.
  • Life/Career advice:
    • "Let your freak flag fly." -- Be yourself. "It took me until I was 45 years old to learn this. Do it now."
      • "Know thyself. Be thyself."
      • Spend time understanding your strengths and weaknesses.
Nov 08, 2021
444: Kirk Herbstreit - Honoring The Life Of Centerville Football Coach Bob Gregg
39:40

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Kirk Herbstreit played quarterback at Centerville High School. He was a PARADE All-American and the Ohio Player-of-the-Year as a senior (1986) … threw for 1,298 yards and 10 TDs as a senior … also rushed for 576 yards and 16 TDs his final year … career totals of 55 TDs and 4,258 yards in total offense in two years as a starter … led Centerville to a 10-0 record as a junior … all-league in baseball. Currently, Kirk is the lead analyst for ESPN's College GameDay, a TV program covering college football and he is the #1 color analyst on college football games on ESPN and ABC. For his TV work, Kirk has won five Sports Emmy Awards. He is known as one of the best sports broadcasters of all time.

Notes:

  • “Coach Gregg was a legend on the field but so much more. He was TOUGH-DEMANDING-at times intimidating. But he taught us about TEAM-HARD WORK-PERSEVERANCE & SACRIFICE. Blessed to have him in my life."
  • "Part of what makes football great is what you learn playing it. Being selfless, learning how to go through adversity as a group, learning about perseverance."
  • When first meeting Coach Gregg, "I was like half scared and half man I  want to play for this guy."
  • The Centerville Elks were about execution, work ethic, pride, and excellence.
    • "I thought... Mannnn, how lucky am I to be part of this program."
  • The summer workouts:
    • "The Monday's and Friday's were bad... The Wednesday with the circuits were DREADFUL. I was scared to death."
  • Coach Gregg had established the "decade of dominance" before Kirk was there. "You had an appreciation and you were in awe of him and the program."
    • "We thought, 'Am I going to be good enough to be part of this program?'"
  • "Those workouts broke me down... And then they built us back up."
    • "As a group, we went through torture, but we did it together. It created this unbelievable bond."
  • "Bob Gregg taught me so much about humility, sacrifice, hard work, team team team... The team is so much more important than you. All the fundamental principles that you use in life are what you learned from him."
    • "The person you are today is because of that."
  • "What I learned from him... We beat teams with superior talent with execution and preparation and our work ethic collectively. And our team. It was from all that work we put in June and July."
  • "You can get a leg up on your competition in anything you do in life by just outworking them."
    • "When you feel like you don't matter, the best thing you can you, how you create confidence, is by outworking everyone in the room. Do little things. Do more. Do more."
  • "I thought work ethic was HERE, before I met Bob Gregg, and then they taught me the hard way, that I was capable of working a lot harder."
  • "Coach Gregg reminds me a lot of Nick Saban."
    • They have incredibly high standards and keep their players humble.
    • "You and I are grinders. All of us that played for him are wired the same way. I don't think that's a coincidence. It's because of Coach Gregg."
  • "His personality... I wish more people got to know him. He had a personality that to outsiders seemed gruff. Some thought he was a tyrant. But if you really got to know him, he was not that way. He had a soft heart."
  • "I think we need more than ever, right now, MORE people like Bob Gregg."
    • "He's going to ruffle some feathers, but he's going to do it the right way."
Nov 03, 2021
443: Rebecca Minkoff - The New Rules For Unlocking Creativity & Courage
01:01:33

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In 2005, Rebecca Minkoff designed her first handbag, which she dubbed the “Morning After Bag. This iconic bag ignited Rebecca’s career as a handbag designer and inspired the brands’ expansion into a lifestyle brand in the years to come. Actress Jenna Elfman wore her "I Heart New York" shirt on The Tonight Show with Jay Leno. Today, Rebecca Minkoff is a global brand with a wide range of apparel, handbags, footwear, jewelry, timepieces, eyewear, and fragrance.

  • When Rebecca was 8 years old, she wanted her mom to buy her a dress. Her mom said, "no, but I'll teach you to sew." From that point, Rebecca was fascinated with the idea of buying things for herself.
  • Rebecca doesn't love the word "mentor." She was forced to learn by doing.
  • She moved at age 18. Became an intern and then a designer. Eventually, she started her own business.
  • When Jenna Elfman wore her I heart NYC shirt on Jay Leno's show, it got her foot in the door.
  • "When Jenna asked if I could make her a handbag, I lied and said I could do it."
  • "I think everyone should get cozy with failure."
  • Self Care: “Work can be self-care, too." She’s particularly resistant to the notion that self-care can solve burnout — the feeling of acute exhaustion that has gained more attention recently. “There is no scented candle in the world that will make that feeling go away.” Self-reflection cures burnout, she argues, not self-care.
  • "You don't need to ask for permission. Don't seek permission. Just go for it."
  • Rebecca learned from her mom to be genuinely herself. "I learned to be tough, resilient, and fight back from my mom."
  • "Don't get scared to lead with strength."
    • "Trying hard is not good enough. You must get results."
  • Advice for future generations? "There are no shortcuts."
  • "Failure is like a muscle. Sometimes you win, sometimes you learn."
  • "Success is the ability to keep going."
  • "The definition of happiness is overcoming barriers towards your goal."
Oct 31, 2021
442: Randall Stutman - How To Become An Admired Leader
01:11:35

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Dr. Randall Stutman is a leadership scientist dedicated to exploring the behaviors and routines of extraordinary leaders. Labeled by Goldman Sachs as the most experienced advisor and executive coach on Wall Street, he has served as a Principal Advisor to more than 2,000 Senior Executives, including 400 CEOs. His work as an advisor and speaker has taken him to the White House, West Point, the Olympics, and the Harvard Business School. Randall is the founder and co-head of the Leadership Practice at CRA. and the Admired Leadership Institute.

Notes:

  • The three types of leaders:
    • Result Leaders: People who achieve the company’s goals
    • Followers Leaders: People who are loved by their subordinates
    • Admired Leaders: People who both achieve results and are loved by subordinates
  • Admired leaders aren’t just admired in the workplace, they’re admired by friends, family, neighbors, and basically everyone they interact with...
  • “It applies to everything. Leadership is leadership and it applies to every aspect of your life.”
  • A great way to spread positively is through third-party praise. Say something nice about someone to another person and eventually, the positive comment will make its way to the individual mentioned.
  • Excellence:
    • Optimistic
    • Persistent
    • Focused
    • Sound judgment
    • Objective
    • Learning machines
  • Best coaching relationships: Created peer-like quality... You learn from each other
  • The best leaders? It's not about them. It's others focused
    • Leaders put other people up front. They lead from the back.
  • Leadership is making people and solutions better. Anyone can lead anytime they choose.
  • How does a 1:1 Leadership Coaching call go?
    • Catch up personally and professionally
    • Discuss critical episodes in the business
    • Walkthrough situations
    • Set agenda
    • Register - Keep notes, send follow-ups
  • Frequency of conversations with clients:
    • Every three weeks
    • Must be:
      • A sounding board
      • A deep listener
      • Offer feedback
      • Highly prescriptive - Need to make you better
  • Admired leaders are:
    • Someone that produces extraordinary results over time.
    • Followership: People feel differently when engaged with them. They will do anything for them. Admired leaders are rare...
  • Excellence in leadership:
    • Show up in a crisis
    • Admit mistakes
    • Walk the talk
  • Who coaches Randall?
    • Feedback from clients
    • Coaching clinics -- Gets together with other coaches
  • 3rd party praise:
    • Don't be "praise stingy"
    • When you see excellence, tell a third party
      • "There's no 'but' in it."
  • What's something Randall has changed his mind about over time?
    • "I initially thought leaders should be objective and fair. Then I studied Admired Leaders. They play favorites based on performance. They reward high performers.:
  • Life/Career advice:
    • Control what you can control
    • Work hard at getting better
    • "The best people bring passion to what they do."
Oct 24, 2021
441: Liz Wiseman - How To Build Credibility, Solve Problems, & Multiply Your Impact
55:06

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Liz Wiseman is the New York Times bestseller author of Multipliers, Rookie Smarts, and most recently Impact Players. She is the CEO of the Wiseman Group, a leadership research and development firm. Some of her recent clients include Apple, Disney, Facebook, Google, Microsoft, Nike, Tesla, and Twitter. Liz has been listed on the Thinkers50 ranking and named one of the top 10 leadership thinkers in the world.

Notes:

  • Habits of high impact players:
    • Learn the game
    • Play where they are needed
    • Play with passion
  • Impact players have a good internal locus of control. They believe they have agency in their life. They believe they are in charge of their life. Liz said, “You have a lot more power than you might think you have.”
  • Neil deGrasse Tyson said, “what you know is not as important as what you think.” If you aspire to have greater influence, start thinking like an impact player…don’t just use the playbook. Adopt the impact player mentality as your ethos.
  • Many leaders commented how much they learned thru the process of answering questions. Teaching others can be one of the greatest tools for learning in the world...
  • Seeking feedback and guidance versus seeking validation. Impact players don’t need validation. They crave feedback and guidance so they can continually improve.
  • Say less: Play your chips wisely - Before an important meeting, give yourself a budget of poker chips where each chip represents a comment or contribution to the meeting.
    • Be relevant, be evidence-based, be unique and additive, be succinct.
  • Building credibility with leaders and stakeholders:
    • Some credibility killers? Waiting for managers to tell you what to do, ignoring the bigger picture, tell your manager it’s not your job.
    • Some credibility builders? Doing things without being asked, anticipating problems, and having a plan.
  • Instead of following your passion… Be useful. Make a name for yourself by running towards the problems and solving them. Make your boss's life easier. Be useful. Work on what’s important for the people you work for…
  • “The Diminisher is a Micromanager who jumps in and out. The Multiplier is an Investor who gives others ownership and full accountability.”
  • “Multipliers invoke each person’s unique intelligence and create an atmosphere of genius—innovation, productive effort, and collective intelligence.”
  • “It isn’t how much you know that matters. What matters is how much access you have to what other people know. It isn’t just how intelligent your team members are; it is how much of that intelligence you can draw out and put to use.”
  • “Multipliers aren’t “feel-good” managers. They look into people and find capability, and they want to access all of it. They utilize people to their fullest. They see a lot, so they expect a lot.”
  • “The highest quality of thinking cannot emerge without learning. Learning can’t happen without mistakes.”
  • What do Impact Players do?
    • While others do their job, Impact Players figure out the real job to be done.
    • While others wait for direction, Impact Players step up and lead.
    • While others escalate problems, Impact Players move things across the finish line.
    • While others attempt to minimize change, Impact Players are learning and adapting to change.
    • While others add to the load, the Impact Players make heavy demands feel lighter.
  • Some think you become great on the big stage under the bright lights. But the light only reveals the work you did in the dark. —Jeff Bajenaru
  • An overarching idea: I can be of service and solve problems. The slogan from Kaiser Sand & Gravel; “Find a need and fill it.”
Oct 17, 2021
440: Robert Greene - The Laws Of Power, Mastery, & Human Nature
01:20:35

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Robert Greene has written 7 international best-selling books focused on strategy, power, and seduction, including The 48 Laws of Power, Mastery, The Laws of Human Nature, and most recently, The Daily Laws.

Notes:

  • What matters is not education or money, but your persistence and the intensity of your desire to learn; that failures, mistakes, and conflicts are often the best education of all; and how true creativity and mastery emerge from all this.
  • Adapt your inclinations. Avoid having rigid goals and dreams. Change is the law.
  • Find inspiration from your heroes. Are there people whose work affects you in a powerful way? Analyze this and use them as models.
  • Trust the process. Time is the essential ingredient of mastery. Use it to your advantage.
  • What The mentor needs - Find a master to apprentice under, but instead of thinking about how much they can give you, think about how you can help them with their work.
  • Learn by Doing -- The brain is designed to learn through constant repetition and active, hands-on involvement. Through such practice and persistence, any skill can be mastered.
  • Master your emotional responses - displaying anger and emotion are signs of weakness; you cannot control yourself, so how can you control anything?
  • Always Say Less Than Necessary. When you are trying to impress people with words, the more you say, the more common you appear, and the less in control.
  • Avoid the false alliance -- Cultivate real allies. No one can get far in life without allies. The trick is to recognize the difference between false allies and real ones. A false alliance is created out of an immediate emotional need. A real alliance is formed out of mutual self-interest, each side supplying what the other cannot get alone.
  • Despise the Free lunch - Learn to pay and to pay well. -- I find that the best clients don’t haggle on price, they pay immediately and they are easy to work with. The clients who want to fight about every last dollar always end up being the most difficult to work with. “There is no cutting corners with excellence. It is often wise to pay full price.”
  • Judge people on their behavior, not on their words - What you want is a picture of a person’s character over time. Restrain from the natural tendency to judge right away, and let the passage of time reveal more about who people are.
  • Don’t mistake extra conviction for truth - When people try to explain their ideas with so much exaggerated energy, or defend themselves with an intent level of denial, that is precisely when you should raise your antennae.
  • Determine the strength of people’s character - In gauging strength or weakness, look at how people handle stressful moments and responsibility. Look at their patterns: what have they actually completed or accomplished?
  • Be a source of pleasure - No one wants to hear about your problems and troubles. An energetic presence is more charming than lethargy. Being lighthearted and fun is always more charming than being serious and critical.
  • Leave people with a feeling - Keep your eyes on the aftermath of any encounter. Think more of the feeling you leave people with -- a feeling that might translate into a desire to see more of you.
  • Transform yourself into a deep listener - It will provide you the most invaluable lessons about human psychology. The secret to this: finding other people endlessly fascinating.
  • Do Not let success intoxicate you - after any kind of success, analyze the components. See the element of luck that is inevitably there, as well as the role that other people, including mentors, played in your good fortune.
  • Increase your reaction time - the longer you can resist reacting, the more mental space you have for actual reflection, and the stronger your mind will become.
  • Alive time or dead time - Never waste a minute. Make today your own -- whether you’re stuck in traffic, sick in bed, or working long hours. You are renting just about everything in your life. The only thing you own is your time. Make the most of it.
Oct 10, 2021
439: General Stanley McChrystal - A New Way To Understand Risk & Master The Unknown
59:21

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General Stanley McChrystal retired in July 2010 as a four-star general in the U.S. Army. His last assignment was as the commander of the International Security Assistance Force and as the commander of the U.S. forces in Afghanistan. He had previously served as the director of the Joint Staff and as the commander of the Joint Special Operations Command. The author of My Share of the Task, Team of Teams, and Leaders, he is currently a senior fellow at Yale University's Jackson Institute for Global Affairs and the co-founder of the McChrystal Group, a leadership consulting firm.

Notes:

  • Stan's mentor for his military career and still to this day: an Army officer with a thick southern accent, Major John Vines. His advice: “If there are 3 people responsible for feeding the dog, the dog is going to starve.”
  • Stan graduated from West Point 31 years after his father did. Major General George Smith Patton (General George Patton’s son) handed him his diploma. Stan wondered at that moment, what kind of leader you wanted to be. And he came up with, “a good one.” Now the more fundamental question is “What do good leaders do?” Instead of just being a good leader, Stan desires to be an effective leader.
  • Effective leaders:
    • Tactically competent
    • Are morally good
    • Respected
    • They create an environment where others want to follow
    • They shape how people think and behave
    • People that others want to follow
    • Have high standards
  • Risk: in reality, risk is neither mathematical nor finite. Its impact depends to a great extent on how we perceive, process, and respond.
  • A healthy risk immune system successfully executes 4 imperatives: Detect, Assess, Respond, and Learn
  • "Risk comes at you from out of the blue, from every angle, when least convenient. There is a cost in becoming overly focused on risk and another at ignoring them. And the sweet spot between the two extremes moves with the circumstances around you.”
  • “I chose a soldier’s life for many reasons, one of which was the desire to perceive myself as a courageous risk taker. I liked the idea of taking risks that others would not.”
  • Threat x Vulnerability = Risk
  • Risk is an eternal challenge. But trying to anticipate or predict every possible risk is a fool’s errand. The key is to understand how we need to think about risk, and to then respond appropriately. Rather than living in dread of things we often can’t anticipate, duck, or dodge – we must remember these five key insights.
    • Look Inward: The greatest risk to us is us.
    • It's Up to Us: We have a risk immune system
    • Be holistic: It's the system. Make it work
    • Balance: The muscles you exercise will be strong: those you ignore will be vulnerabilities
    • Risk is always with us, and it's our responsibility to make our teams ready for it
  • When taking command of the 2nd Ranger Battalion, Stan, along with the leaders of the unit, established The foundational skills - They called them the big 4:
    • Physical conditioning
    • Marksmanship
    • Medical Skills
    • Small Unit Drills
  • But even before mastering basic skills, grounding both individuals and organizations with answers to the most basic questions that relate to the narrative is essential:
    • What are our values?
    • What exactly do we do? And why do we do it?
    • What is expected of each of us?
  • What went wrong with our response to COVID-19?
    • 50 states operated separately instead of a united response
      • "We weren't unified"
    • "Our leaders did not communicate effectively."
    • "You have to act before the population sees the requirement for it."
  • Have a front-line obsession - Stan was known for going on the front lines with his soldiers. As leaders, we should do the same with our teams. Be on the front lines to:
    • See how it's done with your own eyes, not just reports
    • They need to see you go. They'll appreciate it
    • It helps create your self-identity
  • The new hybrid model of in-office and at-home working...
    • Be intentional
    • Use technology
    • Understand what you're not doing
    • Don't get lazy
  • How to deal with imposter syndrome?
    • Ask, "What do I know?" "What's my responsibility?" "You have to fight that crisis of confidence."
  • Excellence =
    • Be less flexible on your basic values
    • Be flexible with how a problem gets solved
Oct 03, 2021
438: Jay Williams - How To Reinvent Yourself (Life Is Not An Accident)
01:02:01

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Jay Williams is known as one of the greatest college basketball players of all time. At Duke, Jay won the Naismith College Player of the Year award, won the 2001 National Championship, and had his #22 retired. He was the second overall pick by the Chicago Bulls in the 2002 NBA draft. Now Jay works as a basketball analyst for ESPN, hosts a radio show, and is actively involved as an investor in the business world.

Notes:

  • Jay starts by describing the terrifying night when he wrecked his motorcycle which led to the end of his playing career…
  • Coach K flew a private plane to be with Jay in the hospital right after his motorcycle accident. He gave him a rosary and said, "you're going to give that back to me when you play again." Jay learned a valuable leadership lesson in that moment. Great leaders create hope. They give people something to strive for. "He gave me a reference point to look forward to."
  • Communication: As a leader, you need to initiate a conversation with each person you're leading. You can't just lead one generic way. You need to get to know each person for who they are. Ask questions about them. Get to know them.
  • Jay's mom said, "Life isn't interpreted by headlines." There is context to things. Jay learned from his mom to have a drive for knowledge and education.
  • Legacy: "Impact is what I want my life to be."
  • Coach K: "I was coached by one of the great minds at coaching life. He's a life leader."
  • "I chose Duke because I wanted to be a king among kings."
  • When Jay got drafted by the Chicago Bulls, he asked to have Michael Jordan's locker. It had not been used by anyone until that moment. "Heavy is the head that wears the crown."
  • Preparation process - It never turns off. Always working on preparing for his work. Jay Bilas called all the prep the parachute. You don’t want to need it, but you know it’s there in case you get stuck.
  • While at Duke, Jay decorated his body with tattoos, quotations, and symbols that meant far more later on. On his right leg, he inked the Chinese symbol for sacrifice; on his right arm, two hands clasped together, praying, next to the words “To err is human. To forgive is divine.” He also added this, from Gandhi: “Strength does not come from physical capacity. It comes from an indomitable will.”
  • Jay graduated in 3 years: He majored in sociology, graduated early, and turned professional after his junior season. For his final thesis paper, he studied athletes who left college early, their backgrounds, why they failed or succeeded.
  • Kobe - "A relentless pursuit to be the best." "Don't F with me, I'm in killer mode."
    • "He crystalized those fruits that translate to things off the court too."
  • Career advice: Appreciate your position while planning your promotion. Be excellent at your current role while also thinking about what could be next
Sep 26, 2021
437: Ryan Holiday - Fortune Favors The Brave (Courage Is Calling)
01:00:59

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Ryan Holiday is the best-selling author of more than 10 books including The Obstacle Is The Way, Ego Is The Enemy, and most recently, Courage Is Calling. He’s sold millions of copies and his work impacts leaders all over the world.

Notes:

  • A philosophy of offense. General James Mattis was once asked by a tv reporter, “what keeps you up at night?” And he said, “I keep people up at night.” Captured his philosophy of offense (a bias for action… People who make it happen)
  • Preparation makes you brave. —- the Army life handbook that was handed out to millions of soldiers in the Second World War. All about preparation. As Epictetus says the goal when we experience adversity is to be able to say, “this is what I’ve trained for, for this is my discipline.”
  • Never question another man’s courage. “It’s very easy to judge. It’s very hard to know.” Waste not a second questioning another man’s courage. Put that scrutiny solely on your own.
  • Be strong and of good courage. We hear in the book of Joshua. William Faulkner said  “be scared. You can’t help that. But don’t be afraid.”
  • You can’t spend all day in deliberation — the story of a Spartan king who was marching across Greece. As he entered each new country, he sent envoys to ask whether he should be prepared to treat them as friends or enemies. Most of the nations decided quickly and chose friendship. But one king wanted to think about his options. So he thought and thought and thought until it was chosen for him. “Let him consider it then,” the frustrated Spartan General said as he fixed his jaw. “Which we March on.” Even if you choose not to decide, you still have made a choice. You are voting to let them decide.
  • The power of poise — in the year 175, Marcus Aurelius was betrayed by his general Avidius Cassius in an attempted coup. He could have been scared. He could have been furious. He could have exploded. But this would not happen. He said, “the nearer a man is to a calm mind, the closer he is to strength.”
  • Ernest Shackleton — Arctic expedition got stuck in the ice. His motto —fortitudine vincimusBy endurance we conquer
  • The courage to care — General Mattis said “cynicism is cowardice, it takes courage to care.” Only the brave believe, especially when everyone else is full of doubt. the story of Theodore Roosevelt the biographer Herman Hagedorn wrote “is the story of a small boy who read about great men and decided he wanted to be like them.”
  • Ryan shared a personal story about his experience working for American Apparel and his relationship with founder/CEO, Dov Charney. He was asked to do something immoral and he declined... But, he didn't stop Dov from doing it. "It doesn't age well to just be scared in the moment. All that's left is what you didn't do."
  • When you earn some power or develop a platform, how will you use it? When Lyndon Johnson became President, he said, "What the hell is the presidency for if not to do big things?"
  • Consistency -- How does Ryan produce so much work (publishing lots of books) on a consistent basis? You have to show up every day. Tackle the smallest component part of the project for that day. Do what's in front of you.
  • Why does Ryan work out every day? "I like to think, 'who's in charge?' I'm in charge."
  • Excellence =
    • All leaders are readers
    • Curiosity is a must
    • Desire for knowledge
    • Self-discipline
    • An element of service - it's not just about you
  • How does Ryan define success?
    • Autonomy. "The power of my own life, who I spend time with, and what I'm doing. I don't want to be a slave to the system."
Sep 19, 2021
436: John Bacon - Changing The Culture, Building Trust, & Letting Them Lead
50:17

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John Bacon has written twelve books on sports, business, health, and history, the last seven all National Bestsellers. His latest book is "LET THEM LEAD: Unexpected Lessons in Leadership from America's Worst High School Hockey Team." 

Notes:

  • Be Patient with Results, Not Behavior - Accept where you are to get where you want to go. Be present so you can own your attention and energy. Be patient and you’ll get there faster. Embrace vulnerability to develop genuine strength and confidence. Build deep community over efficiency and optimization. Move your body to ground your mind
  • Reduce Your Rules, but Make Them Stick - Make your rules few, clear, and connected to your larger mission. They have to be within everyone’s control to follow every day. When your people start enforcing the rules themselves, the culture has changed.
  • To make it special to be on your team, make it hard to be on your team. The people who apply to the Navy SEALS and the Peace Corps are attracted to the difficulty. They know not everyone can make it, and that’s what makes it special
  • You can't motivate people you don't know - Leadership doesn’t require rousing speeches; it requires that you get to know your people. 
  • The more power you give, the more you get -Select leaders for their ability to lead, not their ability to do the job they used to have. Leaders must know their jobs, know how to do their jobs, know everyone else’s jobs, and help them all do their jobs better! This is how you create “layers of leadership,” which benefits everyone, and keeps you from burning out.
  • All credit goes to your people - If you give away the credit and accept the blame, you’ll be rewarded with loyalty. If your team succeeds, you will always get more credit than you need. “The reward of a job well done is to have done it.”
  • John's two initial goals when he took over the worst team in the state:
    • Be the hardest working team in the state
    • Win a state title
  • On day 1, he set high standards -- Previously, they were 0-22-3
    • "Make no small plans, they lack the power to stir people's souls."
  • John Bacon's two rules:
    • Work hard
    • Support your teammates
  • "Behaviors you can always control, performance and outcomes you can't."
  • Life advice:
    • Focus on yourself first
    • Work hard and support your teammates
Sep 12, 2021
435: Johnny C. Taylor Jr - A Leader's Guide To Work In An Age Of Upheavel
51:58

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Johnny C. Taylor, Jr., SHRM-SCP, is President and Chief Executive Officer of SHRM, the Society for Human Resource Management. With over 300,000 members in 165 countries, SHRM is the largest HR professional association in the world, impacting the lives of 115 million workers every day.

Notes:

  • "Crisis come and go, but our chance to demonstrate leadership skills is constant. In times such as these, Johnny abides by three key principles:
    • Culture comes first
    • Data is your greatest friends
    • Be "extra"
  • Mistakes made by Chief Human Resource Officers:
    • RULES: CHROs who fail emphasize rules over solutions.
    • ROLES: CHROs who fail develop an instinctual approach to solidifying their role, necessitating constant validation
    • RELATIONSHIPS: CHROs who fail prioritize relationships (when hiring) above results or data.
    • RIGHTEOUSNESS: CHROs who fail need to be right at all times without accounting for other perspectives
  • “Culture is the cure amid chaos” -- At SHRM, they’ve defined themselves by their guiding principles:
    • Bold Purpose
    • Excellence & Accountability
    • Flexibility & Agility
    • Smart & Curious
    • Collaborative Openness
  • How Johnny earned the CEO role?
    • He's had a wide range of jobs: Lawyer, a business leader in 'for-profit,' business leader in non-profit, understands being responsible for his own Profit and Loss of a business
  • Since Johnny was seven years old, he knew he wanted to be a lawyer
  • Why leaders need to become excellent writers and speakers:
    • Inspiring employees has become table stakes to be an excellent leader
    • How to work on this? READ. Johnny regularly reads with his 11-year-old daughter to help her work on this.
    • "Grammar matters. Typos matter. We judge people on those things."
  • Hiring: What does Johnny look for in a candidate to hire:
    • Technical competencies - They have to know how to do the job
    • Cultural alignment - We do not hire brilliant jerks
      • Curiosity is key: "Tell me something you've been thinking about that would surprise me..."
      • Self-awareness: Tell me about situations where you've been wrong or failed...
      • Their motivation: "Why do you work?
  • What has changed most over the years?
    • "Culture is everything now. Diversity, equity, and inclusion are getting better."
  • How can leaders create a healthy culture that acknowledges and prevents racism, sexism, and bias?
    • "We have to talk about it."
    • Acknowledge it
  • Commonalities of people who sustained excellence:
    • Curiosity - receptive to change
    • Fiercely competitive - They want to win
    • Exist for a bigger purpose
  • The RESET - The opinion and perspective of Human Resources is changing... "They can't be the department of NO anymore."
    • "The job of the HR professional is to help their leaders get a good return on their hiring investment."
  • Life/Career Advice:
    • Become really good at something. Become an expert
    • Build relationships
    • Build empathy - "When I was a young 'hot-shot' attorney, I would run through people." You need to build empathy for others."

 

Sep 05, 2021
434: Brad Stulberg - The New Science Of Peak Performance
01:06:14

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Brad Stulberg is the author of Peak Performance, The Passion Paradox, and The Practice of Groundedness. He coaches executives, entrepreneurs, physicians, and athletes. He is also co-creator of The Growth Equation, an online platform dedicated to defining and attaining a more fulfilling and sustainable kind of success.

Notes:

  • Build deep community over efficiency and optimization. It takes more time. It has a physical connection and a sense of belonging. Don’t move so fast that you don’t see people.
  • Keys to great leadership -- Look at the boundaries and create space for work to unfold. Don’t be the helicopter parent or the micromanager. Don’t neglect them, but ensure they have the space to grow and blossom.
  • Move your body to ground your mind - It’s so important to have a physical practice. Make it part of your work. It needs to be in order to support your mental health.
  • The Milwaukee Bucks won the NBA championship. Their MVP leader, Giannis Antetokounmpo scored 50 points and helped his team win. But he may have earned even more fans when he was asked during a press conference how he keeps his mind right. His three-part answer, in his own words: “Focusing on the past is ego. Focusing on the future is pride. Focusing on the present is humility.”
  • The six principles of groundedness:
    •  Accept where you are to get where you want to go
    • Be present so you can own your attention and energy
    • Be patient and you’ll get there faster
    • Embrace vulnerability to develop genuine strength and confidence
    • Build deep community over efficiency and optimization
    • Move your body to ground your mind
  • Trying to be "balanced" does not work. When you care deeply about something it draws you in. That's the point. You don't need to force some kind of proportionate allocation of your life. Aim for the self-awareness to PRIORITIZE and CHOOSE how you spend your time and energy.
  • Wherever you are, the goal post is always 10 yards down the field. If you develop a mindset, "If I just do this, or just accomplish that, THEN I'll arrive," you're in for trouble. There is no arriving. The human brain didn't evolve for it. Enjoy the process. Be where you are.
  • Everyone wants to be SUCCESSFUL. But few people take the time and energy to define the success they want. As a result, they spend most, if not all, of their lives chasing what society superimposes on them as success. Define your values. Craft a life around them. THAT is success.
  • Stress + Rest = Growth. Too much of the former not enough of the latter you get injury, illness, burnout. Too much of the latter, not enough of the former you get complacency, stagnation. This equation is universal. It holds true for individual and organizational growth.
  • "Wouldn't this be rad?"
    • The process of striving for ambitious goals is what brings fulfillment.
    • The process is how you live your life.
  • "Your addiction to growth might be making you miserable." The human condition is oriented towards more.
  • Advice on building a business: Think less about building the business and more about building the life you want to live. Brad limits himself to 15 clients and they only meet on Monday and Friday. Tuesday, Wednesday, Thursday are days for creativity, reading, research.
    • Brad optimizes for autonomy and freedom.
  • For the over-worked, over-scheduled VP: Find 2 hours a week for deep work. That's a start. Challenge the culture, test assumptions.
  • Think of your schedule as a moral document
  • Sustain excellence:
    • Wise patience... Step back sometimes
  • When making a big decision, adopt the lens of a wise observer, what would your wiser self tell you to do?
  •  Stimulus + your response = outcome
  • When you feel restless to do something, use that as an alarm. Force yourself to take three deep breaths. What will you regret less? No raising voices...
  • Your language shapes how you think and act...
  • The Good Enough Mother:
    • Not helicopter
    • Not each and every need
    • Doesn't neglect
    • Gives a safe space to grow and blossom
  • For the insecure leader... Approach them with curiosity
  • Musicians have intense periods of focused practice. People have breakthroughs when they have been on a sabbatical...
  • Embrace vulnerability to develop genuine strength and confidence with others... "The way to build trust is by being vulnerable."
    • Don't be performative. It must be real.
  • Build deep community over efficiency and optimization
    • It takes more time to meet in person.
  • Brad's tattoo sleeve: Mountains sit through it all. Trees = grounded, the roots support it. We need to tend to our own roots.
Aug 29, 2021
433: Sahil Bloom - The Qualities Of A Great Coach, Investing In Leaders, & Being Positive Sum
59:09

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Twitter/IG: @RyanHawk12    https://twitter.com/RyanHawk12

Sahil Bloom is a writer who attempts to demystify the world. He's an investor, advisor, and creator. As a pitcher at the University of Stanford, he once gave up a grand slam on ESPN in 2012 and he's still waiting for it to land. Sahil is an angel investor in 25+ startups across the technology landscape. In this capacity, he works directly with entrepreneurs and founders to identify and execute against core value creation initiatives to build scalable, sustainable value for all stakeholders.

Notes:

  • Writing makes you better at everything you do. Writing is the best way to expose gaps in your thinking. When you write, you think better.
  • The makeup of a great coach - Never too big to do the small things. They push you beyond what you think you’re capable of. Everyone should take a moment and say thank you to someone who has done this for them.
  • Learning Circles -- Develop a circle of people to collectively learn with. Push your thinking. I do this with my Learning Leader Circles and it’s some of the most rewarding work I do.
  • Why the cheeky Twitter bio? ("Once gave up a home run on ESPN that hasn't landed yet"). "People take themselves too seriously."
  • The difference between big public failures and private ones: "I think private failures can shape you more."
  • Freshman year at Stanford was a grind... "I thought I was hot shit." "Are you willing to spring when the distance is unknown?"
    • It's all about how you bounce back from failures.
    • "You need to be able to take constructive feedback. You can't crumble."
  • Sahil asks, "What do I want to instill in my child?" Let them fail... It's the greatest experience.
  • Angel Investing - An individual who provides money to start-ups.
  • The "must-have" qualities in a person for Sahil to invest in them: Resilience and Grit. "You're going to get knocked around. They are willing to die before they'll fail."
    • "I'm driven by relationships over data points. I like to ask: Tell me about a time you got your ass kicked..."
    • Sahil invests because he learns so much through the process of it. The intellectual returns make it worth it.
  • "Writing is the best way to expose gaps in your thinking. It makes you better at everything you do."
  • Be a teacher: "I'm learning alongside you."
  • Great storytelling... "It is a built skill."
    • Disney, Pixar... It's a foundational skill. They infuse personality in writing.
  • The three biggest keys to storytelling:
    • Elicit an emotional response
    • Novelty - That "Oh wow!" moment
    • Punchy & Concise - "I didn't have time to write a short letter so I wrote a long one instead."
  • Viral tweet threads - It started in May 2020 for Sahil. He went from a few followers to hundreds of thousands...
  • Be "Positive Sum." The world is positive sum. A rising tide lifts all boats. You should genuinely root for others to succeed.
  • The makeup of a great coach:
    • In the trenches with the team - never too big to do the small things
    • Willing to challenge you and call you out. They help you get better
    • They push your thinking
  • Coach John Beverly (Sahil's high school baseball coach)
    • He was first to suggest that Stanford could be a reality for Sahil ("He was nuts")
    • He had very high expectations
    • He believed in Sahil more than Sahil believed in himself
    • He changed the trajectory of people
  • Cognitive bias - High expectations lead to higher performance
    • You need to vocalize your appreciation for those who have pushed your thinking and expected a lot from you
  • The power of learning circles:
    • There is push & pull with others
    • Helps you develop circles of friends to collectively learn with and push your thinking
Aug 22, 2021
432: Sukhinder Singh Cassidy - How To Take Risks & Thrive (Even When You Fail)
59:50

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Full show notes at www. LearningLeader.com

Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Sukhinder Singh Cassidy is a leading digital CEO and entrepreneur with more than 25 years of leadership experience founding, scaling, and advising companies including Google, Amazon, StubHub, Yodlee, and more. Most recently, Sukhinder served as the leader of StubHub, the premier global consumer ticketing marketplace for live entertainment, which she and her team sold for $4 billion in February 2020. Earlier in her career, Sukhinder built Google’s business throughout Asia Pacific and Latin America.

Notes:

  • “Nothing will ever be attempted if all possible objections must first be overcome.” - Samuel Johnson
    • “We think when we do nothing there is no cost.” That’s not true. There’s a cost to standing still.
  • Proximity to opportunity benefits us even more than planning. Sukhinder moved to Silicon Valley in 1997. She rode the tailwind of the Internet and being at the epicenter of it all.
    • Prioritize the WHO before the WHAT.
  • As a leader, watch what you validate with your words and actions. Reward the behavior that you want. If you want to promote taking risks, then reward the people who do that. “You get what you create and what you allow.”
  • At one point, Sukhinder went to her boss at Google (who worked with Eric Schmidt) and said, “I’m pregnant, I want to keep running international at Google. I need for you to pay for me and my nanny to travel the world business-class. And they said yes.” BIG ASK. 
    • She did the calculus and realized it was a reasonable ask. And they said yes.
  • Career path - "My career is not linear, it's cyclical. It has ups and downs. I've made 13 different meaningful choices along the way."
  • The myth that there is a linear relationship between risk and reward. Not all choices have an equal amount of upside and downside...
  • Sukhinder sas been on the board of Urban Outfitters with Scott Galloway:
    • Should you move to a big city? Should you move to your company's headquarters?
      • Being at the center of the action matters... It helps if you can understand the pulse of HQ
  • How to become a smart risk taker?
    • What are our goals, passions, and values?
    • What are we great at?
    • Look for headwinds and tailwinds - (Join a growing company that has momentum)
      • With that said, Sukhinder went to StubHub and there were significant challenges
    • Over-prioritize the WHO over the WHAT
  • Why did Sukhinder take the StubHub leadership role?
    • It was a calculated risk
    • She missed running a company of scale
      • They needed entrepreneurial and executive energy
  • How do you create an environment for people to take risks?
    • You want people who are "truth-tellers, truth seekers, and authors"
    • Make it safe to take risks -- Reward that behavior.
    • Watch what you validate by your words and actions. Understand the magnitude and the weight of your words. People are always watching how the leader responds, who they commend, what they say...
  • How to go for a job that you aren't qualified for?
    • "The next level of learning is going for something you don't know..."
    • To be a CEO, you need depth AND breadth. You need to expand your skillset. This is the path to accelerated learning.
  • How do you know when you should leave a job?
    • "I like 3-5 year sprints. Are you having fun? Are you making an impact? If you aren't having fun or making an impact, you'll want to leave."
    • Think about: "Who am I doing this with? Are our values aligned?"
  • Why did Sukhinder want to be a CEO?
    • "A little bit of ego"
    • "I was built to lead"
    • "I enjoy being on the hook"
  • People who sustain excellence:
    • They surround themselves with other great people.
    • They don't let their ego get in the way.
    • They don't feel threatened by great people.
  • Career/Life Advice:
    • "We tend to assume that everything is zero-sum. It's not. Choice is a multiplier of opportunity and we get to control it. Make a choice and get in motion."
Aug 15, 2021
431: Melissa Urban - Overcoming Addiction & Creating A Life-Changing Business (CEO of Whole30)
57:04

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Twitter/IG: @RyanHawk12      https://twitter.com/RyanHawk12

Melissa Urban is the co-founder and CEO of Whole30, and a six-time New York Times bestselling author. She is is a prominent keynote speaker on social media and branding, health trends, and entrepreneurship.

Notes:

  • “I’ll Go First” -- As Leaders, it’s on us to do the hard thing first. Be vulnerable first. Trust first. That mindset will serve us well
  • “I decided to look for evidence that I was already a healthy person with healthy habits.” and that helped form her identity.
  • Whole30 -- The Whole30 is not a diet, a weight-loss plan or quick fix – it’s designed to “change your life,” the founders say, by eliminating cravings, rebalancing hormones, curing digestive issues, improving medical conditions, and boosting energy and immune function.
  • "You can think of the Whole30 like pushing the reset button with your health, habits, and relationship with food."
  • “For 30 days, you’ll eliminate the foods that scientific literature and our clinical experience have shown to be commonly problematic in one of four areas — cravings and habits, blood sugar regulation and hormones, digestion, and immune system, and inflammation
  • “The food you eat either makes you more healthy or less healthy. Those are your options.”
  • “You cannot “out-exercise” poor food choices and the resulting hormonal disruption.”
  • The diet culture has been beaten into our heads and can make us feel disempowered
    • This helps you take back the power. It's not a diet. Not a quick fix. It helps you figure out what works for you.
  • Melissa always buys herself flowers... Take care of yourself first.
  • Must-Have leadership qualities in someone Melissa hires:
    • "I hire for talent, not skill."
    • Entrepreneurial spirit -- "I want them to take ownership."
    • Ambitious - "They need to want to grow and learn."
  • Sharing pictures on social media that are not airbrushed or edited:
    • "It is me existing in my body. It's not courageous to exist in your body. I shouldn't be seen as brave for posting those pictures."
  • Grey Rock - This is how you respond to a narcissist or complainer... Don't react to them pushing buttons. They are trying to get you to react. Don't give them that gift.
  • Boundaries are essential life skills - We learn about these in times of crisis. "Clear is kind." Example: "When my parents attempt to parent my child, I have to sometimes tell them that that's my job and they need to stop. That's setting a boundary."
  • How to be a great CEO?
    • "I have figured a lot out as I go. It helps to have mentors. I've hired a lot of talented people." It's about surrounding yourself with excellent talent and trusting them to do the job.
  • How to have high self-awareness
    • A lot of therapy
    • Self-experimentation
    • Committed to working on empathy
  • Life/Career Advice:
    • It's easy to tell someone to follow their passion, but that's not always good advice
    • "Whatever job you do, overdeliver. Do it well."
    • Be known as someone who goes the extra mile.
    • Be kind. Go first. Be vulnerable. Get it done.

 

 

 

 

Aug 08, 2021
430: Matthew Dicks - Change Your Life Through The Power Of Storytelling
01:12:24

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Matthew Dicks is a Bestselling author, a professional storyteller, and a teacher. He is a 52-time Moth StorySLAM winner & a 7-time GrandSLAM champion. He’s recognized as one of the greatest storytellers in the world.

Notes:

  • Every great story is about a five-second moment of our life. The purpose of every great story is to bring a singular moment of transformation and realization to the greatest clarity possible.
    • "Let me tell you about my vacation to Europe" is not the beginning of a story, despite what many seem to believe. This is merely an attempt to review the itinerary of your previous vacation
    • But if someone said, "While I was in Europe, I met a taxi driver who changed the way I think about my parents forever," that is potentially a great story.
  • “People are not attracted to people who do easy things. They are attracted to people who do hard things. It’s hard to be vulnerable. That takes courage. And that’s why we are drawn to it.”
    • Being vulnerable opens people up.
  • The beginning and end of a story:
    • Beginning - Promise that what I'm going to say is worth your time
    • End - The fulfillment of that process
  • How to put a great story together?
    • Start at the end... The five-second moment. "What are you aiming at?" You have to know that to craft the beginning.
      • Use a thesis statement -- "I used to be... and I realized..."
  • Jurassic Park is not a movie about dinosaursIt's about love.
  • How to open a story:
    • Try to start your story with forward movement whenever possible. DON'T start by setting expectations (“This is hilarious, “you need to hear this,” “you’re not going to believe this.”)
  • Requirements of a personal story:
    • Change - your story must reflect change over time. It can’t simply be a series of remarkable events. Stories that fail to reflect change over time are known as anecdotes.
    • Your story only -  not that of others
    • The dinner table test - Be human
  • Homework for life — 5 minutes at the end of each day. “If I had to tell a story from today — a 5-minute story onstage about something that took place over the course of this day. What would it be?
    • Homework for life slows time down...
  • Humor -- It keeps your audience’s attention. “The goal is not to tell a funny story. The goal is to tell a story that moves an audience emotionally.”
  • “A written story is like a lake. Readers can step in and out of the water at their leisure, and the water always remains the same. An oral story is like a river. It is a constantly flowing torrent of words.” -- “To keep your listener from stepping out of your river of words to make meaning, simplification is essential. Starting as close to the end as possible helps to make this happen.”
  • During a talk at a school in Brazil, Matt was asked why he shares so much of himself? (Writing novels, stories, teaching, blog posts, podcasts). And he thought for a while and then said, “I think I’m trying to get the attention of a mother who never paid me any attention and is now dead and a father who left me as a boy and never came home.”
  • Your first job as a speaker (at home, on stage, or at work) is to be entertaining...
  • Advice: When you graduate college, it's the end of your assessed learning. What do you want to study next? It will be on you to track. It won't be assessed by others... What do you want to learn next?
Aug 01, 2021
429: Tim Grover - The Language Of Motivation, Confidence, & Winning (MJ & Kobe's Personal Trainer)
58:28

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Twitter/IG: @RyanHawk12    https://twitter.com/RyanHawk12

Tim Grover is the CEO of ATTACK Athletics, Inc., founded in 1989. World-renowned for his legendary work with elite champions including Michael Jordan, Kobe Bryant, Dwyane Wade, and hundreds of other NFL, MLB, NBA, and Olympic athletes. He is the preeminent authority on the science and art of mental and physical dominance and achieving excellence. He's also the bestselling author of W1NNING & RELENTLESS.

Notes:

  •  Cleaners have the ability to achieve the end result over and over. Cleaners know who they are, they know the difference between criticism and feedback, they take control of their story. They know that there is always more to do.
  • The Language of Winning & Motivation - ‘In the language of winning, there is no talk of motivation. “Motivation is entry-level, the temporary rush you get from eating too much frosting. Motivation is for those who haven’t decided whether to commit to their goals, or how much time, effort, and life they’re willing to invest to achieve them.”
  • The Dark Side turns your anger into controlled rage. High performers know how to control and use their dark side to be in control. It's not evit. It's what's unique to you.
  • The vocabulary test  Tim gives his -- “Describe winning in one word.” Some of the answers he receives: Glorious, Euphoric, Success, Domination, Achievement. Not bad. The answers he receives from champions:  Uncivilized. Hard. Nasty. Unpolished. Dirty. Rough. From Kobe? Everything.
  • "WINNING isn’t heartless, but you’ll use your heart less." Your mind must be stronger than your feelings. "Your feelings keep you in bed."
  • “You can’t buy a map to the top. If you could, everyone would be up there. They’re not. The steps to Winning are infinite, and constantly shifting.”
  • “Winning requires you to learn, question what you learned, and then learn more.”
  • How to push through when you feel bad? "You have to capture little wins. The joy of the wins cannot be attained if you only work when you feel like it."
    • "You have to crave the end result so bad that the work is irrelevant."
  • Do Hard Things - Doing hard things creates trust in oneself. Doing the hard work others aren't willing to do builds confidence.
  • The phrase "fake it til you make it" - "I hate that phrase. It's so easy to do this on social media and you end up not even knowing who you are. Those people are too worried about how others perceive them."
  • His favorite Kobe story - "He's so coachable." He was always asking questions and listening to learn more. "And he always held himself accountable."
  • "Confidence is the ultimate drug. And winning is the dealer."
  • "The greats always bet on themselves."
  • High performers always seem to be the ones reaching out for a coach... Always trying to get better. The average performers don't think they need a coach.
  • Winning makes you different. And different scares people. Michael Jordan started lifting weights on game days and people thought he was nuts.
  • Knowing what to think versus knowing how to think -- You need to be able to have confidence, challenge other people's thoughts and preconceptions. Don't copy others. Learn and create your own point of view. Your own ideas based on what you've learned.
    • "You can have sight (copy others), but no vision. You need to have a vision."
  • Winning is a test with no correct answers.
  • "Winning is not a marathon. It's a sprint with no finish line."
    • You don't have the luxury of time. Most people manage time. Don't manage time, manage focus.
  • Career/Life advice: Do everything to figure out what you want to do. No job is beneath you. There is no shortcut.
Jul 25, 2021
428: James Clear - Asking Better Questions, Taking Action, & Doing A+ Work
01:10:49

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Twitter/IG: @RyanHawk12    https://twitter.com/RyanHawk12

James Clear is the author of the #1 New York Times bestseller, Atomic Habits, which has sold more than 4 million copies worldwide. His writing is focused on how we can create better habits, make better decisions, and live better lives.

Notes:

  • “My primary hope is that people find what I write to be useful. As long as someone is able to implement the ideas I share to get the results they want, then I feel like I’ve done my part to make the world a slightly better place.”
  • "Working on a problem reduces the fear of it.  It’s hard to fear a problem when you are making progress on it—even if progress is imperfect and slow."
  • Action relieves anxiety. We often avoid taking action because we think "I need to learn more," but the best way to learn is often by taking action.
  • Lack of confidence kills more dreams than lack of ability. Talent matters—especially at elite levels—but people talk themselves out of giving their best effort long before talent becomes the limiting factor. You're capable of more than you know. Don't be your own bottleneck.
  • What looks like talent is often careful preparation. What looks like skill is often persistent revision.
    • You need volume before intensity. The bad days are more important than the good days. You need to maintain consistency.
  • Preparation for a lawyer:
    • Most cases are won long before you enter a courtroom. You must be willing to prepare.
  • Question James asks to those who are pitching him a TV show or movie for Atomic Habits:
    • What causes a similar show to succeed? ("I don't think people are serious enough about succeeding.")
    • "Having a plan almost always serves you even if it doesn't go according to plan."
  • A+ work - Good enough is ok for most things. For creators, doing A+ work is crucial.
  • Be “selectively ignorant.” Ignore topics that drain your attention. Unfollow people that drain your energy. Abandon projects that drain your time. Do not keep up with it all. The more selectively ignorant you become, the more broadly knowledgeable you can be.
  • At multiple points this year, the top 3 read books on Amazon were: 1) A Promised Land by President Barack Obama 2) Atomic Habits by James Clear, and 3) Becoming by Former first lady, Michelle Obama... I asked James, what is it like to see your work amongst the world's most powerful people? "It's been a wild few years!"
  • The best marketing strategy? Excellent work
  • Read Scott Young's article, Do The Real Thing
  • There are 3 primary drivers of results in life:
    • Your luck (randomness).
    • Your strategy (choices).
    • Your actions (habits).
    • Only 2 of the 3 are under your control. But if you master those 2, you can improve the odds that luck will work for you rather than against you.
  • A Chilean saying: "Criticizing a musician is easy, but it is more difficult when you have a guitar in your hand." -- Don't criticize someone else unless you're willing to do the work.
    • Be known as a champion for great ideas versus someone who is against something.
  • "The more comfortable I am with myself, the less I feel a need to win arguments with other people."
    • Peer pressure applies when you don't know who you are.
  • Fame - "I have no interest in being famous. I want to be known by brand, not by face."
    • What he learned from a cab driver in Singapore about fame: "They have the name and not the life. We have the life and not the name."
  • The Cardinal Rule of Behavior Change: What gets rewarded, gets repeated. What gets punished, gets avoided. Don’t reward behavior you don’t want to see repeated.
  • The easy way is often the hard way. Shortcuts, one-sided deals, and selfish behavior create debts. You only look like a winner until the bill comes due. Short-term actions become long-term frustrations. In hindsight, the hard way only seems slow in the moment.
  • "The target audience is always the same: myself. I like Morgan Housel's line, "Writing for yourself is fun, and it shows. Writing for others is work, and it shows."
  • Life/Career Advice:
    • Questions are better than advice... Ask these questions:
      • What am I optimizing for?
      • Can my current habits carry me to my desired future?
      • What am I really trying to achieve?
      • What do I really want?
      • Go fast - "Don't rush, but don't wait."
Jul 18, 2021
427 - Jay Clouse - Creativity, Community, & Commitment
01:01:26

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Twitter/IG: @RyanHawk12    https://twitter.com/RyanHawk12

Jay Clouse leads Community Experience for Smart Passive Income. He joined Smart Passive Income in December 2020 after SPI acquired his private community and virtual accelerator, Unreal Collective. You will notice it sounds different from all of my other episodes.

Notes:

  • Commitment: “You don’t need to be uniquely talented or creative to make a living as a creator. But you need to be committed."
  • "A creator makes an asset for the purpose of being consumed and creating value for both the consumer and the creator.” -- Leaders need to be creators -- They create/build culture. They need to be effective communicators, writers, they need to create a vision and inspire people…
  • The WHY: “I created Creative Elements to bridge the gap between art and business by talking to high-profile creators about the nitty-gritty of building their creative career.”
  • Community - “A group of people with commonality – shared interests, values, or beliefs.” -- Community traces back to the late 14th century, with both French and Latin roots. “Community” was used to describe “a number of people associated together by the fact of residence in the same locality” as well as “the common people."
  • Sales -- "Sales is a scorecard for storytelling."
  • Culture - “Culture is the sum of behaviors you tolerate and reward over time.”
  • Patience & Commitment - “The effort of earning an independent income, regardless of path, takes a lot of patience and commitment. Those words aren’t sexy and they aren’t fast. But they are reliable.”
  • In 2019, Jay produced a feature-length documentary called Test City, USA about the growing startup ecosystem in Columbus, Ohio.
  • A+ work - A Power law. The #2 result gets half as much as the #1 result. When creating something, shoot for A+ quality work.
    • The test: When someone sees it, they can't help but comment on it, share it, and tell their friends.
  • You want to start a podcast?
    • Why are you doing this?
    • What's the format?
    • How can you market it?
    • Audio needs to sound great
  • The Juice feedback from listeners that your show has helped them.
  • Authenticity - You need to feel aligned and comfortable with your voice on air.
  • Wabi-sabi is the view or thought of finding beauty in every aspect of imperfection in nature. It is about the aesthetic of things in existence, that are “imperfect, impermanent, and incomplete”
  • Life/Career advice:
    • It takes time to forge your own path
    • Get in touch with what you want
    • Trial and error - view it as a series of experiments
    • Get your WHO right
Jul 11, 2021
426: McKeel Hagerty - Life & Leadership Without Boundaries
01:05:32

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

McKeel Hagerty is the CEO of Hagerty. Hagerty is an American automotive lifestyle and membership company and the world’s largest provider of specialty insurance for classic vehicles. He is the former Chair of Young President's Organization (YPO). YPO is a global leadership community of extraordinary chief executives — more than 30,000 members from 142 countries. McKeel is also a Co-Founder and General Partner at Grand Rapids, Michigan-based venture capital firm Grand Ventures.

Notes:

  • Arete is a concept in ancient Greek thought that, in its most basic sense, refers to "excellence" of any kind. This meaning was related to the idea of the fulfillment of purpose or function, the act of living up to one’s full potential. 
  • In his early twenties, Mckeel planned to be a Russian Orthodox priest. He earned his master’s degree in theology from Saint Vladimir’s Orthodox Seminary in Yonkers, New York.
  • Why McKeel tracks everything:
    • "I noticed that people who accomplished a lot kept track of their life." He tracks: sleep, exercise, diet, goals, and more
      • Think, "What am I trying to do?"
    • "We are in the golden age of habit formation."
    • "The best leaders are constantly looking for better ways to do things."
    • "Intrinsic motivation is imperative for happiness."
    • "I'm inspired by what I see in others." -- The spirit of the craftsman
  • In 1999, Hagerty had 35 employees... They now have 1,600.
  • The lightning bolt moment - McKeel went to a YPO branding conference at Nike. And learned about how Nike viewed branding.
    • "Nike is the spirit of the sport." -- Think more like a club than a company.
    • McKeel created a membership organization and media brand as part of his business.
  • Leadership "Must-Haves"
    • Growth mindset - you are not a finished product
    • "I don't believe in work-life balance. You get life."
    • Curiosity in the interview process
    • They need to understand what they will need to learn along the way
  • The power of YPO:
    • 30,000 members
    • It's operational leaders doing work with people
    • It's a wholistic view of life
    • The Learning Leader Show is tightly in line with YPO
    • In 2016, McKeel was elected Chairman
  • Keys to a great YPO group:
    • Holistic leaders (business, personal, family)
    • Egos checked at the door
    • Vulnerability and generosity are the keys to breakthrough leaders
  • McKeel has interviewed some of the world's most notable leaders (Hillary Clinton, Sheikh Mohamed of Dubai, Paul Kagame, Prime Minister Lee of Singapore)
  • His writing practice:
    • General Eisenhower would sit alone and write out his thoughts... Ask yourself, "What's the narrative here?"
    • Write summaries of what you learn from books, podcasts, videos, articles...
Jul 04, 2021
425: Jon Gordon - How To Be A Great Teammate (Row The Boat)
57:27

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Jon Gordon is the author of 23 books including 10 best sellers. His books include the timeless classic The Energy Bus which has sold over 2 million copies, The Carpenter which was a top 5 business book of the year, Training Camp, The Power of Positive Leadership, The Power of a Positive Team, The Coffee Bean, Stay Positive, and The Garden.

  • How to be a great teammate:
    • Put the team first
    • "We not me"
    • Superstars make the people around them better
  • Get tactical (be a great teammate):
    • Look for opportunities for the betterment of the team
    • Work hard, build a foundation of trust, communicate well, connect with each team member, CARE about them
    • Encourage means to "put courage into them."
  • "Leadership is a transfer of belief."
  • Use 'positive discontent." "Love tough instead of tough love."
    • "Trust is the currency of leadership."
  • Change Management (learned from Dabo Sweeney)
    • Know what the culture stands for
    • Know what you value
    • Set standards (non-negotiables)
    • Create your vision and purpose -- WHY are you doing it?
    • Get buy-in
    • Optimism and belief are vital
    • Must develop relationships
      • "People follow the leader first and the vision second."
  • Ask: "Are they connected and committed?"
    • A great leader wants their team members to get promoted
  • Culture is not static. It's dynamic. It must be built every day. "It's not one thing. It's everything."
  • Jon wrote The Energy Bus in three weeks. And it changed the trajectory of his life.
  • Don't be carrots or eggs... Be coffee beans. Be able to "transform the environment."
  • 10 Life Rules of Row The Boat:
    • #2: Trained behavior creates boring habits, boring habits create elite instincts.
    • #3 You win with people, not just players--- people who make their life about others.
    • #5 The hardest part about being the standard is that you are the standard all the time.
Jun 27, 2021
424: Bert Bean & Sam Kaufman - Rebuilding A Culture, Taking Risks, & The Next Step...
01:11:44

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Full show notes can be found at www.LearningLeader.com

Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Notes:

Bert Bean is the CEO of Insight Global. Insight Global is a 3.3 Billion Dollar staffing company that focuses on living its shared values and empowering people. started with Insight Global in 2005 as a Recruiter and has since worked his way up within the company, exemplifying Insight Global’s “promote from within” culture. Bert was announced as Insight Global’s CEO on January 13, 2018. According to Comparably, Insight Global and its executive team (led by Bert and Sam) have been rated as an A+ by their employees.

Sam Kaufman is the Chief Revenue Officer of Insight Global. Sam began his career at Insight Global as an Entry Level Recruiter in 2004, and he has earned many promotions throughout his career. Sam’s mission day in and day out is to improve and grow as a leader in sales so that he can help his people develop personally and professionally.

Notes:

  • Don't Bury The Lede -- The purpose of this episode is to announce that we (Insight Global + The Learning Leader) are formally working together. Insight Global will be the presenting sponsor of all episodes moving forward and I will work with the leaders at Insight Global.
  • Changing the culture -- In 2017, employee turnover was 40%. Bert took over as CEO in January 2018. The current turnover is 14%.
  • Fortune Magazine ranked Insight Global as one of the best workplaces for both millennials and women.
    • 70% of leadership promotions in 2019 were for women
  • The impact of episode #242 with Daniel Coyle
    • "A leader at a Private Equity conference told me to listen to your episode with Dan Coyle. I did and it changed the trajectory of our company."
  • Why Bert is a great CEO (according to Sam):
    • "Bert gives everything to his people. He wakes up at 4:00 am every day to handwrite notes to people. He cares so much about developing people."
  • Why Sam is a great leader (according to Bert):
    • "Sam is super driven. Extremely hard worker... And cares about his people. He's also willing to take a risk and bet on himself."
  • Insight Global has a "promote from within" culture.
    • "We are the ultimate growth mindset business."
  • "We must invest in training and developing our people." I will be helping with Insight Global University, Leadership Academy, and providing feedback for leaders within the business.
  • Bert -- "I love aligning with grinders."
    • The "Bert voicemail" -- "When I see something I want, I love being a bad negotiator and just telling them."
    • "I believe in first WHO, then what. That's why I want to work with you."
    • "We want you to remain independent and out in the market giving speeches and learning from leaders outside of Insight Global. We value you having fresh eyes to help us."
  • The Utah Offsite retreat:
    • Rented a big house with 28 leaders and rebuilt the value system and the culture
      • "We all got in a big circle and shared our lowest moment and highest moment. There were a lot of tears... And we came together in the moment."
    • Legendary leader -- "Kirby was dying from cancer. He couldn't walk. The cancer was eating his bones and he flew out there to be with us. He means everything to us. He is the ultimate example of grit." Kirby died a few months after that off-site meeting.
  • Leadership "must-haves"
    • Sam - Three things.
      • You have to care - You won't follow someone who doesn't care about you.
      • High character - Must earn the respect of your peers. Do the right thing all of the time.
      • You're there to serve - "Don't think of leadership as power. Think of it as a burden. A massive responsibility."
    • Bert - "You can't be a bullshit leader. Must be authentic. Not a phony. People see through that. You must take care of and develop people in your charge."
  • The Insight Global shared values:
    • Everyone matters
    • We Take Care of Each Other
    • Leadership is Here to Serve
    • High Character and Hard Work
    • Always Know Where You Stand
  • Purpose - “Our purpose is to develop our people personally, professionally, and financially; so they can be the light to the world around them.” - Bert Bean
Jun 20, 2021
423: Julia Galef - Why Some People See Things Clearly & Others Don't
58:25

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Full show notes at www.LearningLeader.com

Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Julia Galef is co-founder of the Center for Applied Rationality. She is the author of The Scout Mindset: Why Some People See Things Clearly and Others Don't.

Notes:

  • What is the scout mindset? “The motivation to see things as they are, not as you wish them to be.”
  • The Scout Mindset allows you to recognize when you were wrong, to seek out your blind spots, to test your assumptions and change course. It’s what prompts you to honestly ask yourself questions like “Was I at fault in that argument?” or “Is this risk really worth it?” As the physicist Richard Feynman said: “The first rule is that you must not fool yourself – and you are the easiest person to fool.”
  • The three prongs:
    • Realize that trust isn't in conflict with your other goals
    • Learn tools that make it easier to see clearly
    • Appreciate the emotional rewards of scout mindset
  • She closes her TED talk with this quote from Antoine de Saint-Exupery: "If you want to build a ship, don't drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea."
    • "The biggest bottleneck is not knowledge. It's motivation. You need to cultivate the motivation to see things clearly."
  • “Julia Galef is an intellectual leader of the rationalist community, and in The Scout Mindset you will find an engaging, clearly written distillation of her very important accumulated wisdom on these topics.” -- Tyler Cowen
  • We should assume that we are wrong. We need to build the skill to change our mind. "Our goal should be to be less wrong over time."
  • How do you work on this?
    • The key principle is the way you think about being wrong. "Don't accept the premise that being wrong means you screwed up."
  • Jeff Bezos left his job on Wall Street to start Amazon and acknowledged the uncertainty. He estimated that his idea had about a 30% chance to work.
  • The Scout versus Soldier mindset:
    • A lot of times, humans are in a soldier mindset - "Belief was strong, unshakeable, opposed argument. A soldier is having to defend."
    • Scout mindset - survey and see what's true. Form an accurate map.
  • Practical application: Be cognizant how you seek out and respond to criticism.
    • Don't ask leading questions. Recognize the tendency to describe the conflict accurately.
  • Also... Not all arguments are worth having. Show signals of good faith.
  • Distinguish between two kinds of confidence:
    • Social - Poised, charismatic, relaxed body language, be worth listening to
    • Epistemic - How much certainty that you have in your views
  • Persuade while still expressing uncertainty:
    • "I think there's a 70% chance this won't work."
  • Lyndon Johnson - Need to understand why someone wouldn't agree with you...
  • We are all the sum of our experiences... Approach people, places, and things with curiosity
  • Life/Career advice:
    • You're creating a brand - Be conscious of the type of people you're attracting. Work to attract those that make you a better version of yourself.
    • Make the choice to attract people who like intellectual honesty like Vitalik Buterin (founder of Ethereum)
Jun 13, 2021
422: Dr. Ron Friedman - How To Reverse Engineer Excellence
57:10

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Dr. Ron Friedman is an award-winning psychologist who has served on the faculty of the University of Rochester and has consulted for political leaders, nonprofits, and many of the world’s most recognized brands. His first book, The Best Place to Work, was selected as an Inc. Magazine Best Business Book of the Year. His most recent book is called, Decoding Greatness: How the Best in the World Reverse Engineer Succes.

Notes:

 

  • When Michael Dell was 16 years old, his parents bought him an Apple Computer. And they were horrified by what he did next... He took it apart to learn how to build it. He was curious. Excellent performers don't passively observe. They take action.
  • When you encounter an awesome memo or speech, try to identify why it was remarkable... And then see how you can implement what you've learned to do the same.
  • Nature vs. Nurture? "It's both."
  • The stories we've been told are wrong: That it takes talent + practice. That's only part of the story.
    • It's thinking in formulas and becoming a collector.
  • "Identify what works and turn it into a template for yourself."
  • A presidential speechwriter like Jon Favreau (President Obama's speechwriter) would study the greatest presidential speeches in history as he wrote...
    • Reverse outlining - Take a finished product and reduce it to small paragraphs. Read the transcript and identify the emotion.
  • There are six main narratives for main characters...
  • The analysis comes after collection. Identify what's extraordinary... And then create a template. Create metrics and rate your work.
    • "Measurement begets improvement."
  • This requires a mindset of curiosity (like Michael Dell)
  • Think in "blueprints."
    • How does this work?
    • How do I recreate it?
  • President Obama initially was not a good politician... He observed pastors at churches. He started using repetition and pausing for effect to improve his ability to give compelling speeches.
  • How are Chipotle and Starbucks similar?
    • "They think in blueprints." The creators of Chipotle knew that people love burritos, but there wasn't a fast way to get great ones. They created a blueprint. The leaders at Starbucks modeled their buildings after Italian coffee bars. It's "pattern-thinking."
  • Tom Petty didn't watch Bruce Springsteen because he felt they were too similar. He didn't want to outright copy him.
  • Ron reads fiction to help him become a better storyteller and use cliffhangers in his non-fiction writing.
  • Visualization - Why does it not work? "It can give you temporary satisfaction and lead to you not working as hard for the goal. You feel as if you already achieved it." "Visualize the process instead of the outcome."
  • The UCLA Study:
    • Visualize the process
    • Practice in the past - Be reflective, use a journal, look back at previous entries
    • Deliberate practice - It needs to be hard and you need feedback from an expert. Practice in different locations. Novelty is important.
  • This allows you to be more present in the moment...
  • Sign up for improv classes
  • Find a hobby that has an overlap with what you do (if you're a manager, join toastmasters to become a better public speaker)
  • Tinder algorithms - They predict who you'll find attractive. It looks for commonalities... The takeaway?
    • Start a collection intake engine. Curate what that contains and what you exclude.
  • Ritz Carlton obsesses over metrics. They understand that what gets measured gets managed. They optimize for their net promoter score (NPS).
  • The links that are drivers to outcomes... For Ron, he needs to do cardio to get into creative mode. To do great cardio, he needs great sleep. To get great sleep, he needs regular massages. It's a chain of events to get the optimal outcome. Figure out what that is for you.
  • How to give a great Ted Talk? Ron reverse engineered the most watched talk... Here is what he found:
    • Ken Robinson used one fact
    • He had lots of anecdotes
    • There were LOTS of jokes (and they were funny)
    • The storytelling drives the whole talk
  • Taking risks -- Ron learned this from his grandmother and dedicates his work to her. He was born in Israel and moved to New York when he was 7. His grandmother would go door to door selling the services of her husband (he was a dentist).
  • "The more risks we take, the more likely we are to succeed."
  • Life/Career advice:
    • Take more risks
    • Optimize for your relationships... And your spouse is the most important relationship
  • Apply to be part of my Leadership Circle
Jun 06, 2021
421: Sebastian Junger - Defining Freedom, Building Tribes, & Leading A Team
01:04:25

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Sebastian Junger is the #1 New York Times Bestselling author of THE PERFECT STORM, FIRE, A DEATH IN BELMONT, WAR, TRIBE, and FREEDOM. As an award-winning journalist, a contributing editor to Vanity Fair, and a special correspondent at ABC News, he has covered major international news stories around the world and has received both a National Magazine Award and a Peabody Award. Junger is also a documentary filmmaker whose debut film "Restrepo", a feature-length documentary (co-directed with Tim Hetherington), was nominated for an Academy Award and won the Grand Jury Prize at Sundance.

Notes:

  • Human beings need three basic things in order to be content: they need to feel competent at what they do; they need to feel authentic in their lives, and they need to feel connected to others.
  • Definition of Freedom: “We walked 400 miles, and most nights we were the only people who knew where we were. There are many definitions of freedom, but surely that’s one of them.”
  • Running a company versus LEADING a company -- “You can run a company or lead a company. If you want to lead a company, you have to make sure that when things take a downturn, as the leader you’ll be the first to experience the downside. Before jobs get cut, you’ll take a pay cut, you will suffer with the people you lead.” One great example of this is Chobani founder Hamdi Ulukaya. All employees are part owners of the company. He comes from a family of Nomadic Sheep farmers from the Turkish mountains. He learned a collective approach to life and work where he grew up.
  • “When people are actively engaged in a cause their lives have more purpose... with a resulting improvement in mental health."
  • How becoming a dad (at age 55) changed his life: "they are the point of life."
  • Sebastian's dad was a refugee from two wars... War has had a significant impact on his life.
  • As Sebastian grew up, he decided he wanted to be a journalist and cover wars. He went to the Civil war in Bosnia.
  • Guts - "Most scary things are more frightening before you go. I have a formidable capacity for denial."
  • People want to feel like they have agency. They're more scared when they feel that they don't have it.
    • Front line vs backline soldiers - The backline soldiers are scared because they feel like they don't have as much agency as the front line (even though the front line is more dangerous). Uncertainty is scary.
  • To help with fear, go in front of your mirror and make the "fear grimace" face...
  • When Sebastian was competing in track events for the 1500m race, he would yawn in the faces of his opponents to intimidate them
  • Freedom - We aren't subject to the whims of the largest male in a group anymore... You remain free by being mobile
  • He organized his new book, Freedom, in three parts: Run -- Fight -- Think
  • Sebastian went on a walking trip and called it, "The Last Patrol." - They walked on a railroad from Washington DC to Philadelphia and then Pittsburgh
    • "Met America from inside-out"
  • What did he think about at night when he went to sleep outside during "The Last Patrol?"
    • "Always thought safety first." "The most meaningful experiences happen when I'm physically dirty and security wasn't guaranteed."
  • How to help your children push their edges?
    • "We traveled to Liberia with our daughter."
    • "The core value children value is closeness. We sleep on a mattress on the floor with our daughters. They want to be close."
  • Collaboration/Working together -- Football and the military. The football locker room is a beautiful place. It’s democratic. People join from diverse backgrounds. And create a common goal. A theme of collaboration. A “we can’t win games without each other.” And when it comes together it’s a magical feeling. 
    • There must be a core commitment to the group. "Being ego-driven is an emotional burden."
  • Commonalities of leaders who sustain excellence:
    • Principle driven - In politics, democracy should be #1
    • Sacrifice own interest for the group
  • Life/Career Advice -- FAIL. If you’re only doing things you know you can do then you’re never near your limits. In order to grow, you have to push those limits. And sometimes that means you’ll fail. That’s ok.
May 30, 2021
420: Sean Covey - Disciplined Execution, 7 Habits, & Decision Making Tools
59:11

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Sean Covey is President of FranklinCovey Education. He is a New York Times best-selling author and has written several books, including The 6 Most Important Decisions You’ll Ever Make, The 7 Habits of Happy Kids, and The 7 Habits of Highly Effective Teens, which has been translated into 20 languages and sold over 4 million copies worldwide. Sean's dad is Stephen R. Covey, the author of one of the most sold books of all time (more than 30 million copies), The 7 Habits of Highly Effective People.

Notes:

  • Sean played Quarterback at BYU -- Led the team to two bowl games and twice selected as ESPN’s Most Valuable Player of the Game.
    • What he learned from his time as a QB:
      • How to prepare
      • How to "do hard things" - "Your zone of comfort expands because the hard things aren't as hard anymore."
      • Importance of a system - Rigorous practice, filming of the practice, reviewing of the work. Daily.
  • The 7 Habits of Highly Effective People came out in 1989... It had a tepid release and then exploded. It changed the lives of the Covey family. Sean said his dad Stephen (the author of The 7 Habits) was "very genuine... A better husband and dad than a writer. H was very congruent. He had the power of principles. There was no hypocrisy."
  • How do you handle yourself when talking to a person who has a powerful position?
    • "Treat the garbage collector and the CEO with an equal amount of respect."
  • 4 Disciplines of Execution:
    • Focusing On The Wildly Important Goals (WIG) - Exceptional execution starts with narrowing the focus— clearly identifying what must be done, or nothing else you achieve really matters much.  -- Example: JFK has one of the best examples ever: "Send a man to the moon and return him home safely by the end of the decade." It was one goal. There was a starting line and a finish line.
    • Act on Lead Measures – Golden rule of execution: Identify lead measures. Twenty percent of activities produce eighty percent of results. The highest predictors of goal achievement are the 80/20 activities that are identified and codified into individual actions and tracked fanatically. Lag Measures are the end goal.
    • Keep A Compelling Scoreboard -People and teams play differently when they are keeping score, and the right kind of scoreboards motivate the players to win.
    • Create A Cadence of Accountability -Each team engages in a simple weekly process that highlights successes, analyzes failures, and course-corrects as necessary, creating the ultimate performance-management system.
  • Goal setting - There are two kinds of strategies:
    • Deliberate strategies
    • Emergent strategies - "Be ready for waves that might hit you... And knock you in a better position."
  • With goal setting, remember the phrase "No Involvement, No Commitment." Involve your team to set their own goals. Don't set the goals for them.
  • Advice to parents with teenagers:
    • Have a purpose as a family
      • Set values
      • Write a mission statement
    • Have 1:1 time with kids
  • Career/Life advice:
    • Have a plan... But be flexible
    • Live according to your principles, values, and mission statement
    • Create a credo of your own
May 23, 2021
419: Scott O'Neil - How To Be Where Your Feet Are
01:01:50

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

The 3 things Scott told his daughter Kiraat a YPO event...

  • Family, Family, Family
  • It will always be ok. Things will go bad. It will be ok.
  • Anything, anytime - "you can always call, text, FaceTime, no matter what. I am here for you."
  • Scott's 4-part process to become more present:
    • Find perspective
    • Seek authentic feedback
    • Cultivate reflective strength
    • Love your leadership constitution
  • Public failure: Scott started a business with Seth Berger, founder of AND1, basketball shoes. HoopsTV. Raised $14 million from investors… Eventually failed, had to lay off 50 people, including his own brother(!)
  • The good old days are today (scene from the office (Ed Helms)  Andy Bernard: “I wish there was a way to know you're in "the good old days" before you've actually left them.”
  • Scott got fired from his role as President of Madison Square Garden. He says it was because he was "too busy being right instead of being effective."
  • Scott is a change agent and values performance more than experience
  • Watch the Battle at Kruger video (Scott shared this with the team)
  • "To do great things, you have to be confident"
  • Need to focus on "WMI." What's Most Important
  • "Work-life balance does not exist. Beware of the mediocre middle."
    • "Life is about tradeoffs"
  • The most effective leaders seek authentic feedback and are able to hear it.
  • Ask yourself, "Who have you connected to in the last month?"
  • Behaviors of Excellence:
    • Be your authentic self - "Be you. People follow authenticity."
    • Work unreasonably hard.
    • Intellectually curious - "The world is changing so fast."
    • Passionate - "Fall in love with it."
  • All executives at the Philadelphia 76ers are challenged to declare who they are at their core in the form of a leadership constitution. Anyone can—and should—create one by answering the following two questions: 1. I declare that I am... and 2. You can count on me to...
  • Scott's leadership constitution:
    • I declare that I am a passionate and authentic leader of leaders who feels a gravitational pull towards talent and character. I wear my heart on my sleeve. I love people and being part of a team. I get energy from helping others and would give the shirt off my back to a stranger and anything, anytime to a friend. I am family first, high integrity, and surprisingly sensitive change agent who is confident, caring, and intellectually curious. This fuels a competitive drive that at times feels like a chip on my shoulder.
    • You can count on me to bring positive energy into my space. Exude urgency and push you, challenge you, nudge you and raise the bar beyond your expectations, and sometimes what you think reasonable. Laugh with you, cry with you, love you even when you won’t laugh, haven’t cried, and don’t feel loved. Root for you today, every day, and always. Share the most personal of thoughts, emotions, stories, highs, and lows because I am okay with it and who I am. Enjoy the rollercoaster of life, whether we are going forward, backwards and upside down. Drive hard to reach the summit and then quickly start on another mountain. Share wins and take hits for losses
May 16, 2021
418: Mark Scharenbroich - How To Tell Stories That Move People (Nice Bike)
01:03:46

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Mark Scharenbroich is an Emmy award winner, best-selling author, and hall of fame keynote speaker. He is known for his authentic delivery, his talent for delivering unique stories, and his comedic timing. He's the author of Nice Bike: Making Meaningful Connections on The Road of Life.

Notes:

  • Nice Bike. It’s not a technique, it’s a genuine interest in others and the willingness to acknowledge the talents and accomplishments of everyone.
  • The three parts to story-telling: Stories need to be unpredictable, they need to have a hook, and they have to have a cast of characters.
  • While in college at St Cloud State, Mark toured high schools and colleges with a comedy troupe called Mom’s Apple Pie which helped him develop his comedic timing and ability to improv.
  • While on a trip to Washington DC with his dad, Mark witnessed his dad walking up to a couple of Vietnam veterans and saying, "Thank ya fellas. Welcome home." The moment was unforgettable to Mark as he witnessed what it meant to be grateful for others and to connect with them.
  • The "dark chocolate" that Mark's daughter gave to a struggling stranger at the airport. "We don't have to fix all the problems, but acknowledge others, see them, and try to connect with them."
  • The CEO of Cargill said it's not a secret what leaders need to do:
    • State where we're going
    • State how we're going to get there
    • Show that you have your team's back
    • Show that you care about your team as people
  • Leaders must always be in the trenches and learning... And work to create memorable experiences for the people they are leading
  • How to give a great toast at a wedding or eulogy at a funeral?
    • Remember it's not about you, it's about the bride and groom
    • Be story-driven
    • The power of three - "She's about faith, family, and friends" and then tell a short story about each of the three
  • What Mark learned from a "meat raffle"
    • You have to buy a ticket for a shot to win
    • You must be present to win
  • The same is true for leadership. You have to be engaged and take the chance to do it. You must be present with your team.
  • Be a "day-maker." Instead of just being a barber or a stylist, work to make your client's day by giving them an amazing haircut.
  • BWCA - Leave the area better than you found it... A great rule for life.
  • Core values - "When your core values are clear, decisions are easier."
  • Comparison - Compare yourself to your previous self. Be grateful for what you have. Someone else will always have more crayons. Focus on your crayons.
  • Advice to those who think they aren't creative. You are... You have to find the stories. Focus on four columns
    • People you've had experiences with
    • Experiences you've had
    • Lessons learned
    • Application to the lives of others
  • Roberta Jordan: "It's more important to be interested than interesting."
  • Life advice -- "Leave a tip for the staff who cleans your hotel room."

 

May 09, 2021
417: Hubert Joly - How To Unleash Human Magic & Achieve Improbable Results
01:03:17

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Hubert Joly is a senior lecturer at the Harvard Business School and the former Chairman and CEO of Best Buy.
He is the author of the upcoming book “The Heart of Business – Leadership Principles for the Next Era of Capitalism.”

Notes:

  • In May 2012. Jim Citrin, the leader of the CEO practice at Spencer Stuart, the global executive search company, asked Hubert, “Would you be interested in being the next CEO of Best Buy
  • Issues at Best Buy were all self-inflicted. Hubert realized there was an opportunity to fix it...
  • Hubert's "5 Be's" of leadership are purpose, values, clarity, authenticity, and service.
  • "My purpose in life is to make a positive difference on people around me." - Hubert Joly
  • "If you cannot go outside, go inside. Leadership starts from within."
    • Work to be the best version of yourself
  • Ask your people, "What is your dream?" -- "My job as a leader is to help you achieve your dreams."
  • "We're the captains of our lives."
  • "Profit should be an outcome, not a goal."
  • The 3 imperatives in sequential order:
    • Great people
    • Great customers
    • Make money
  • Remember that 98% of questions that are either/or should be AND's...
  • Key Philosophy:
    • Pursue a noble purpose
    • Put people at the center
    • Embrace all stakeholders
    • Leaders must create the environment to unleash the magic
  • What Hubert learned at McKinsey:
    • The emphasis in the early years was on solving problems.
  • In 2012, when Hubert joined Best Buy, he hired an executive coach. Why? "100% of the top 100 tennis players have a coach." We all need a coach.
  • "It sends a powerful message when the CEO has a coach." It shows that he understands he needs help. We all do.
  • Must-Have leadership qualities:
    • Knowing people... Who are they? What drives them? How do they want to be remembered?
    • "Tell me about your soul" --
  • Accept imperfections of self and others
  • How to turn around a business by putting people first and reducing headcount as a last resort.
  • How to unleash “human magic” for outcomes that defy logic. This includes an actionable commitment to diversity and inclusion, such as the “reverse” mentor program that pairs Best Buy executives with employees who help broaden their understanding of differences and issues they face.
  • How to become a purposeful leader focused on creating an environment in which others can flourish and perform at their best, and who inspires by showing vulnerability and embracing their and your humanity.
  • How to place a noble purpose as the cornerstone of a company’s strategy and concretely embrace and align all stakeholders around that purpose. For Best Buy, that purpose is enriching people’s lives through technology. And it allowed them to form genuine partnerships with the world’s foremost companies, including unlikely allies like Amazon, to the benefit of all. Jeff Bezos, founder, and CEO of Amazon: “Best Buy’s turnaround under Hubert Joly’s leadership was remarkable—a case study that should and will be taught in business schools around the world. Bold and thoughtful—he has a lot to teach.
May 02, 2021
416: Greg McKeown - How To Make It Easier To Do What Matters Most
01:06:01

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Greg McKeown wrote the New York Times best-seller, Essentialism: The Disciplined Pursuit of Less.  As well as frequently being the #1 Time Management book on Amazon, this book challenges core assumptions about achievement to get to the essence of what really drives success. His latest book is titled, Effortless: Make It Easier To Do What Matters Most.

Notes:

  • Essentialism was about doing the right things; Effortless is about doing them in the right way...
  • The best free throw shooter ever is not Michael Jordan or Steph Curry… It’s Elena Delle Donne. 93.4%. “If you keep it simple, less can go wrong.”
  • The word NOW comes from the Latin phrase, novus homo, which means “a new man” or “man newly ennobled.” The spirit of this is clear: each new moment is a chance to start over. A chance to make a new choice.”
  • “Whatever has happened to you in life. Whatever hardship. Whatever pain. They pale in comparison to the power you have to choose what to do now.”
  • The question to ask yourself: "What's something essential that you're under investing in?"
    • The second question is: How can you make that effortless?
  • Life changes the day you discover residual results
  • How to make it effortless? Create a routine so you don't have to think about it.
  • The competition to the South Pole -- The difference between Amundsen versus Scott
    • Amundsen -- 15 miles per day, no matter what. The "15 mile march."
    • Scott -- Push to exhaustion every day.
  • Amundsen and four others arrived at the pole on December 14, 1911. Five weeks ahead of a British party led by Robert Falcon Scott as part of the Terra Nova Expedition. Scott and his four companions died on the return journey. Amundsen made it to the South Pole and back to base camp without suffering a death in the party.
    • Consistency day in and day out help Amundsen "achieve the goal without particular effort."
  • Effortless is about simplification. Ask, "what if it could be easy?"
  • Ask: "Is there an effortless way to do this?
  • Highland High School Rugby - Won 19 national championships: Systems were put in place
  • Consistent systems are the key
  • How to deal with the guilt when we don't work as hard?
    • Give your best to what you're doing, but have an open mind to finding a better way to do something
  • This book for Greg grew out of agony... His daughter was living an ideal life... And then had health issues that completely changed their family.
  • They had two possible paths to help her:
    • The harder, heavier path of 24/7 always on work... OR
    • Easier path of being grateful. Sharing optimism, and live in the state to help re-wire the brain. "Be grateful for every thing possible."
  • They chose the latter and Eve got better... How they chose to respond was everything...
Apr 25, 2021
415: Suneel Gupta - How To Get People To Take A Chance On You
01:04:33

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Suneel Gupta is on faculty at Harvard University. He's the author of Backable - The Surprising Truth Behind What Makes People Take A Chance On You

Notes:

  • Let’s start with the obvious -- when lots of people are applying for the same spot, you have to find a way to stand out. You can’t just check a box, you have to leave an impression.  (But backable people “go beyond Google” and dig for insights that other people interviewing for the job may not find. They talk to customers, they attend shareholder meetings, they test-drive the product. (But backable people “go beyond Google” and dig for insights that other people interviewing for the job may not find. They talk to customers, they attend shareholder meetings, they test-drive the product. )
  • Suneel comes from a family of highly backable people—including his mother, Damyanti Hingorani, the first woman engineer for Ford Motor Company, and his brother Sanjay Gupta, chief medical correspondent for CNN.
  • Reid Hoffman recruited Suneel to Mozilla...
    • Name someone early in your life who backed you. Call them and say 'thank you.'
  • Hire "high ceiling" leaders:
    • Suneel was a speechwriter in 2004. He was backstage at the Democratic National Convention. There was a State Senator from Illinois. Suneel watched him speak from behind the curtain. "He created an electric wave of energy when he spoke." It was President Barack Obama.
      • After that, Suneel became obsessed with following the work of the State Senator.
      • He studied President Obama's history and learned that he went from a dry speaker to inspiring through preparation and practice. He worked on his skill to communicate and got better.
  • The "It" quality -- People get a job because others want to take a chance on them. They're backable.
  • Specifics to make this happen:
    • Play exhibition matches -- Prepare, practice, rehearse
    • They develop a level of mastery so that they don't have to think when it's time to perform. Their preparation allows them to flow
    • Ella Fitzgerald performed in Berlin... She forgot the lyrics and improvised the words for the next half of the song. She rehearsed a lot. That allowed her to perform even when she forgot the words.
  • Confidence comes from believing something will go wrong and that you've practiced enough to be able to handle it. "Build your recovery muscle."
  • Surround yourself with great people - Early adopters need to feel part of the build.
  •  Steer Into Objections. Anticipate three key objections to your idea. When pitching, don’t avoid those objections; steer into them.
  • Don’t Pitch Prematurely. Instead of sharing an idea before it’s ready, nurture it until you’re ready. It’s not charisma that convinces people, it’s conviction.
  • Don’t Overshare. Share what it could be, not how it has to be. Share just enough to get the essence of your idea across, then open up the conversation.
  • Build Your Backable Circle. Don’t rely on just one person to help you with your pitch. Surround yourself with a trusted group of people who bring different perspectives.
  • Humans are not risk takers - We do whatever we can to avoid a loss. You need to neutralize that fear.
    • "Don't just talk about why it's new, but why it's inevitable."
  • "Backable people convince themselves first. It's not charisma that convinces people, it's conviction."
  • "Most new ideas are killed inside hallways. We share too early. Before they're ready. Nurture your ideas behind the scenes. They need an incubation time. Write it out. Draw..."
  • Quiet time is so important to hone ideas. It's critical to the creative process
  • "Ken Robinson was not that charismatic, but you believed everything he was saying." He believed it first. He had conviction.
  • Storytelling - "You need to cast a central character."
    • "Re-write the book for on person as the reader... 'I'm writing this book for my daughter to read.'"
    • "Don't talk about the market, talk about one person."
  • Life advice:
    • "Figure out what makes you come alive. I left Groupon and created a list of ideas."
Apr 18, 2021
414: Erin Meyer - How To Build A High Performance Culture (No Rules Rules)
01:06:16

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Erin Meyer is a professor at INSEAD, one of the leading international business schools. Erin conducted an in-depth study with Reed Hastings, Co-Founder and CEO of Netflix, investigating the underlying principles necessary for building a corporate culture that is inventive, fast, and flexible. The results of that research were published in their book No Rules Rules. In 2019, Erin was listed by the Thinkers50, for the second time, as one of the fifty most impactful business writers in the world and in 2018 she was selected by HR magazine as one of the top 30 most influential HR thinkers of the year. 

Notes:

  • “Corporate culture can be a mushy marshland of vague language and incomplete, ambiguous definitions. What’s worse, company values — as articulated — rarely match the way people behave in reality.”
  • The Netflix culture deck. 127 slides originally intended for internal use but one that Reed Hastings (CEO) shared online in 2009. Sheryl Sandberg called it “the most important document ever to come out of Silicon Valley.” Erin said "I loved the deck for its honesty. And loathed it for its content.”
  • "If you want your culture to come alive, you need to avoid speaking in absolutes."
  • Instead, use either or…
    • Security or High Performance?
    • Candor or Comfort?
  • Why did the Netflix culture deck go viral?
    • "This is a company that tells the truth. It said what it believed. That is rare."
  • On May 31, 2015 you got a cold email from Reed Hastings (CEO of Netflix)… Reed told her that he read her book, The Culture Map, loved it, and was having his leadership team at Netflix read it.
  • Erin's biggest surprise during her time researching Netflix and writing with Reed?
    • "That management paradigms are hangovers from the industrial era. Previously, the #1 goal was error elimination. That isn't the #1 goal at Netflix. It's innovation."
  • Reed Hastings had a company before Netflix called Pure Software. He put in a lot of rules and processes. He realized that "if you dummy proof the system only dummies want to work there." Too many processes can kill flexibility and innovation.
  • This is "applicable to any environment where innovation is more important than error prevention."
  • "Most rules are put in place to deal with low performers."
  • "Instead, create an environment with 'talent density.' Only high performers..."
  • Performance is Contagious: Professor Will Felps, of the University of New South Wales in Australia, conducted a study demonstrating contagious behavior in the work environment. He created several teams of 4 college students and asked each to complete a management task in 45 minutes. The teams who did the best work would receive a financial reward of $100. (Bezos: "People are pretty good at learning high standards simply through exposure," writes Bezos. "High standards are contagious. Bring a new person onto a high standards team, and they'll quickly adapt. The opposite is also true)
  • The two different types of jobs:
    • Operational - Ice cream scoopers
    • Creative - Rely on your brain
  • Pay Top of Market for talent - Matt Thunell (Manager of Original Content) said about Netflix, “We live in a walled-garden of excellence, where everyone is a high performer. You go into these meetings and it’s like the talent and brain power in the room could generate the office electricity. People are challenging one another, building up arguments. That’s why we get so much done at such incredible speed here. It’s because of the crazy high talent density.” With that said, Netflix doesn’t believe in “Pay-Per-Performance” bonuses.
  • When you first began to collaborate with Reed to write this book, Erin asked him how he would find the time to collaborate. He said, “Oh, I can give this pretty much whatever time you think it will need.” That surprised Erin... In Reed's mind, the leaders should create a system so that they don't have to be busy, packed with back to back to back meetings...
  • Candor -- Giving and receiving feedback
    • Top performers regularly help other top performers get better by giving feedback
    • At Netflix, they do live 360 feedback dinners -- Go around the table giving feedback for each person.
  • The 4 A method of feedback:
    • Aim to assist
    • Actionable - It must be clear what could be done
    • Receive the feedback with gratitude
    • Accept it or decline it... It's not always right. Be grateful for it regardless
  • Sustain Excellence:
    • Humility
    • Curiosity to Learn - Never stop learning, never feel like you've mastered it
  • Life/Career Advice:
    • Get the talent right
    • Create Candor
    • Eat the cake -- Remove rules and processes
  • If you create an open vacation policy (meaning that vacation days are not tracked), it is imperative that the senior leaders lead from the front and go on a lot of vacations. The rest of the team will follow... If you never go on vacation, then your team will feel like they have to do the same.
Apr 11, 2021
413: Brook Cupps - Living Your Values: Tough, Passionate, Unified, & Thankful
01:15:59

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Brook Cupps is a leadership teacher and the coach of the Centerville High School basketball team. In 2021, he led his team to the first state championship in school history. He is best known as a leader who truly lives his core values. They are: Tough, Passionate, Unified, & Thankful.

Notes:

  • Brook's personal mantras:
    • Wolf - Wolves travel in packs. They are not good by themselves. They need the pack. BC needs people around him. Loves teams. "Wolves are more badass than lions or tigers. You don't see a wolf in a circus."
    • Chop Wood - "I've never viewed myself as talented, but I'm willing to work. We say chop chop. When things are going well, get to work. When things are bad, get to work. The connection is always back to work."
    • The Man In The Arena - "I had to develop this over time. The critics used to bother me and I would listen to them. It affected my confidence. I learned that the most important opinions are the people in the arena with me." Brene Brown - “A lot of cheap seats in the arena are filled with people who never venture onto the floor. They just hurl mean-spirited criticisms and put-downs from a safe distance. The problem is, when we stop caring what people think and stop feeling hurt by cruelty, we lose our ability to connect. But when we’re defined by what people think, we lose the courage to be vulnerable. Therefore, we need to be selective about the feedback we let into our lives. For me, if you’re not in the arena also getting your ass kicked, I’m not interested in your feedback.”
  • Purpose - "My purpose is to inspire others to strive for excellence over success."
  • Self awareness leads to self confidence - Know who you are. Be comfortable with who you are. "You can't be tough alone. You need others."
  • Foxhole Friends - It takes time to build foxhole friend relationships. "With my foxhole friends, I can be completely open. They tell me the truth. They have the freedom to criticize me."
  • Coach Z -- Dave Zeller. “He never won a District. He’s the best coach I’ve ever been around. A state championship isn’t success. It’s the impact you have on the kids because nobody’s going to tell me that those guys that won state championships are better coaches than Z was.”
  • Core Values: Values become real when you define the behaviors that exemplify the value...
    • Tough - Positive body language leads you to be fight ready
    • Passionate - Choosing extra work leads you to steal inches
    • Unified - Speaking and acting with urgency leads you to not flinching in big moments
    • Thankful - Showing love for one another through touches (help someone off the floor, give them a five after they make a mistake)
  • Unified --  You must speak and act with urgency. "If you choose to remain silent when someone has done something wrong, then that is selfish." Choosing the easier path of not saying anything is selfish. The selfless act is having the guts to speak up when it's needed.
  • Patch Adams - "Indifference is the greatest disease of all."
  • You need to stand for something or you stand for nothing...
  • "Your behaviors are the crux to your values." Do your behaviors match the values you claim to be yours?
  • Gabe Cupps (Brook's son) entered the conversation for a few minutes...
    • Gabe sent a text to each player on the team before tournament games that simply said, "We're gonna win."
    • Where does that confidence come from? "It's the work put in leading up to the big moments."
    • Gabe originally tried out for the North Coast Blue Chips AAU team... The same team that Bronny James (LeBron James Jr) played on... During a break in the action, he asked Bronny to play 1 on 1... "I didn't know how good I was. I wanted to see."
    • Gabe earned their respect and made the team... Later LeBron noticed Brook's coaching ability when he was helping out at practice and determined he was the best coach to lead the team moving forward.
    • LeBron's superpower as a leader is "gassing up his guys." He has the ability to create more belief in others through his belief in them. A critical leadership action where LeBron excels...
  • What did Brook and Gabe say to each other during their long embrace after winning the state championship? "I just told him how much I loved him."
  • Goal setting process -- Brook does not set results oriented goals. He sets process oriented goals. They had no goals to win their conference, or regionals, or the state championship (they won all of those this year). Their goal for this season was:
    • Attack every opportunity with purpose
    • Process based versus Results based? In the world of coaching basketball, there is a clear scoreboard. You have a record. If you lose too many games, you get fired. How does Brook manage that? "If I have a group of guys that are tough, passionate, unified, and thankful... And they attack every opportunity with purpose, we'll probably be pretty good and win a lot. The results usually take care of themselves."
  • Honoring those who have come before you: "Drink the water, but remember who dug the well."
  • Will you take a charge?
    • This is what he looks for in a teammate. Someone who looks for opportunities to sacrifice for the team.
    • There is a physical sacrifice. "It's gonna hurt. It's an unselfish act to take a charge."
    • "To be all in, you need to take charges."
  • High Standards - There was a moment in a game earlier in the season when Centerville was winning 60-24 in the third quarter. Brook's team started playing a little sloppy. Turned the ball over a few times. It was uncharacteristic of their usual play. Brook called a time out and yelled at his team. It was obvious they were going to win (by a lot), but that moment showed me that Brook holds his team to higher standards and won’t allow them to lower even when the opponent isn’t posing a challenge...
    • "You get what you accept. That's my standard. If I ignore that, then I'm not living to my values, and that's not ok with me."
  • Creating your values -- "I think as the leader, they need to be your values."
    • "If you go to work for someone else, you need to be bought into their values. If you're not, then you probably shouldn't work there."
    • When interviewing for a job to work for a leader, ask them: "What are your values and how do you live them?
  • I noticed after big wins that Brook doesn't join in the pictures with his players... Why?
    • "That's their moment. It's about them. I love watching them enjoy those moments."
  • Common traits of foxhole friends: "They may not communicate them the same way I do, but we have a shared appreciation for our values."
  • It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly.” -- Teddy Roosevelt
Apr 04, 2021
412: Kevin Sharer (Former CEO of Amgen) - What Operational Excellence Looks Like
57:30

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Twitter/IG: @RyanHawk12 https://twitter.com/RyanHawk12

Kevin Sharer has a distinguished career as a successful CEO and Board Member. He is currently a senior lecturer at Harvard University Business School and continues to mentor a select number of senior executives. Either as a Chairman, independent director, or mentor, Sharer has been a part of more than 20 successful CEO-successor transitions. Kevin led Amgen for 20 years, first as President and then as CEO for 12 years. Under Sharer’s leadership, the company achieved annual revenue of $16 billion with operations in 55 countries. 

Notes:

  • "What Operational Excellence Looks Like"
    • Must know the details
    • Must have a listening system to know where problems brew
    • The leaders have a clear agreement with the team on what success is
    • A cadence of clear communication
    • The leader must embody the behavior... They are the model
    • Must have real empathy for people and care about them
  • The leader needs to assess when things go wrong so that they don't make the same mistake twice...
  • Kevin spent 110 days underwater in a submarine...
  • When he left the Navy, he knew he wanted to be a manager. He joined a program at AT&T to become one...
    • He had an ambition to rise high in an organization
  • Kevin's dad - A military aviator. His hero and role model. his dad cared a lot about leadership...
  • How did Kevin earn the CEO role at Amgen?
    • Spent 8 years as the President of the company. And "made it pretty obvious" to hire him for the CEO role
    • He consistently delivered results and formed a strong partnership with the CEO
  • How to sustain what's special about a company as it grows?
    • The book Built to Last by Jim Collins was very helpful....
  • How to create and live your values?
    • They are not defined by what's written down, it's the behavior of the people. And that starts at the top...
    • Understand what your real values are. If you don't believe in the values, you shouldn't work there...
    • You "have to have social data to know that the values are real." Ask others in the organization: "Are the values you experience consistent with the values stated by the company?"
  • How he got hired as the President at Amgen?
    • "I first decided that I wanted to be a General Manager and not a functional specialists." Kevin pursued that through General Electric and got great experience...They hired him in part because of his broad range of experience.
    • It was a multi-step interview process. Kevin interviewed with 20 people at the company before getting the offer...
  • Listening ability: Kevin went from bad to great... "On the way up in my career, I had the view that I was so fast, so smart... It was working. I thought I was being helpful by telling others what I thought, but I was cutting off the full picture."
  • Kevin had an eye opening moment when he asked the CEO of IBM to talk about leadership with his team...
    • "I learned to listen for comprehension. Listen to understand first."
    • "You need to listen to the entire eco-system."
  • Big idea: Pick 10 CEOs who didn't make it: "Seven of them weren't situationally aware."
  • What are some "must-have" hiring qualities?
    • A record of good knowledge
    • Great communication skill
    • Comfort in their own skin
    • Curious - they must ask questions
    • Answer the question, "what are your goals?"
    • Answer the question, "what have you learned from failure?"
    • "If five people were asked about you, what would they say?"
    • Their accomplishments speak for themselves. They don't have to overly sell themselves
    • They need to "clearly want the job."
    • A good sense of humor
  • Hiring trap: "There is a bias for us to hire people like us. It's overwhelming. We're wired to think, "other is dangerous." We must be aware of that."
Mar 28, 2021
411: Ryan Petersen (CEO of Flexport) - How To Build A High Velocity Team
01:10:55

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Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12

Ryan Petersen is the CEO and Founder of Flexport. Prior to starting Flexport to fix the user experience in global trade, Ryan was co-founder and CEO of ImportGenius.com, a data-as-a-service business for global shipping. Flexport hit a $3.2 Billion valuation after $1 billion investment led by SoftBank.

Notes:

  • Excellence =
    • Curiosity - "It's a more fun way to live."
    • Learners
    • Appreciative
    • Have fun
    • "It doesn't have to be boring."
  • The importance of writing as a leader:
    • "I write a lot of essays. Some are published. Some aren't."
  • Communication:
    • "It's a huge part of the job of a leader."
    • For investor updates... "It's good practice."
      • Try to use humor, learn something new, don't be boring, get people "pumped up"
  • Raising money from investors:
    • "It's like your love life. You have to earn it. There are no shortcuts. You need to have a business that doesn't need them."
      • "We built a track record over the 15 years prior to raising money."
    • Masayoshi Son is the CEO of Softbank. He is a Japanese billionaire technology entrepreneur, investor, and philanthropist. Ryan met with him and earned a $1 Billion investment... Making Flexport worth $3.2 Billion.
    • Flexport became the fastest growing company in Silicon Valley.
    • Ryan wrote an essay about raising a lot of money so that they could ride out a "100 year storm."
    • How was he able to raise so much?
      • "Don't do an auction. I said, 'I'm only talking to you.' Create a win-win. See the world through their eyes."
    • Masa had written a 300 year vision. Ryan said, "The audacity to have a 300 year vision, it just resonated with me."
      • "One of our core values is to play the long game."
  • Flexport enables all parties to move large product around the world. It was born out of Ryan discovering the pain of shipping.
  • There is a lack of technology with freight forwarders. There was no culture of customer satisfaction.
    • There was high friction - "We counted 984 steps to get a product shipped."
  • Paul Graham, one of the greatest investors of all time and founder of Y-Combinator said this about Ryan Petersen:
    • Ryan is what I call an armor-piercing shell: a founder who keeps going through obstacles that would make other people give up. But he's not just determined. He sees things other people don't see. The freight business is both huge and very backward, and yet who of all the thousands of people starting startups noticed? Ryan Petersen."
  • By 2016, Flexport was serving 700 clients across 64 countries. Tech Crunch described it as the unsexiest trillion-dollar startup.
    • Flexport has grown to 1,800 employees across 14 offices and 6 warehouses, and 10,000 clients.
  • His goal:
    • "Drive velocity: You need speed in the right direction. Velocity is the key to success. That's culture ultimately."
  • The two forms of bureaucracy:
    • Too many rules, order
    • No rules, no process, chaos
  • Need to find the balance between the two
  • "Transparency helps get people aligned."
  • Doing an open Slack Q&A with all employees -- Helps with transparency.
  • What Ryan looks for when hiring a leader? And why Ryan admires Parker Conrad from Zenefits:
    • He's "hungry, curious, has a chip on his shoulder, determined, ambitious, and solves complex problems."
  • The profession of sales:
    • It's "one of the most misunderstood professions. It's part of all jobs. You have to persuade, create value."
    • "Sales is about creating value for others. Create win-wins. So much is repeat games. Almost nothing is a one time transaction."
  • Obsession with company culture:
    • "When I reach out to top execs, they always take the call if I'm asking about culture."
  • The secret to the tech industry:
    • Everyone is willing to share tools, mindset, and lessons learned with one another. It's "normal to pick up the phone and ask."
  • How did becoming a dad change him?
    • "It's exhausting. Babies are fragile."
  • Generalists vs. Specialists?
    • The world needs more generalists. "Generalists are under-valued. Leaders need to be well-rounded and cross over into multiple disciplines."
  • Has has Ryan learned to speak 6 languages?
    • Read books, make flash cards, read the newspaper, hire a tutor... "You have to experience pain to learn. You have to like the pain."
  • Life/Career Advice:
    • Get out of student debt
    • Read books. Your life will be different in 5 years based on the books you read. "Most people don't read books."
    • Success compounds - Add up a lot of little wins
Mar 21, 2021
410: Dustyn Kim - How To Stand Out & Speak Up
58:19

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Twitter/IG: @RyanHawk12 https://twitter.com/RyanHawk12

Dustyn Kim is the Chief Revenue Officer at Artsy. Artsy is used by art lovers and collectors to discover, learn about, and buy art. Prior to working at Artsy, Dustyn was a senior executive at LexisNexis. While at LexisNexis, she was my boss! She is a rare combination of highly respected, extremely well-liked, and typically the smartest person of every room she walks in. I loved working for her.

Notes:

  • Excellence = Authenticity and team building. "A leader should be focused on building great teams."
  • What Dustyn learned from one of her favorite bosses, Kumsal Bayazit (the CEO of Elsevier)
    • "She was inspiring and very human. Work and life go hand in hand."
  • "When I got a senior leadership role, I didn't want a command and control organization."
  • What she learned from Sebastian at Artsy:
    • "He said to me, 'I advise, you decide.' That empowered me and gave me ownership of my decisions."
    • It's critical to empower others
  • What are must-have qualities in a leader?
    • Empathy - EQ + IQ
    • Communication skill - Set the vision and communicate that effectively to you team
    • Collaboration - Lead through influence. Cross team collaboration is key to getting things done.
  • How to collaborate better?
    • "Map out the key people you need to know and understand their goals."
  • Starting early:
    • "When I was 15, my dad woke me up and told me he was taking me to Wall Street for my first internship."
  • How to lead as a parent for you children?
    • "I try to introduce them to as much as possible."
    • "My job is to help you figure out what you love doing, but you have to show up and do the work."
  • Advice for women leaders?
    • "I don't love the advice from Sheryl Sandberg's "Lean In." It's really hard to have a full time job and travel a lot if you want to build a family. It's okay to slow down at times for your family.
    • "Kumsal wanted me to go for a big promotion when I had just given birth to Mason. I didn't want to travel the world and be gone all the time. It's okay to not go for the big job all the time."
  • Advice for new managers:
    • Avoid the desire to micro manage
    • Know that there are lots of different paths to success
    • Don't expect to know everything
    • A lot of new managers are too nice
      • You need to give feedback
  • How to be both respected and liked?
    • Focus on the challenge at hand - "What's the plan? What's the goal?"
    • "Then build the narrative and ask the team, what do you think?"
  • "It didn't work for me to try and act like a guy. I had to be myself."
  • Confidence is very important. That comes from being prepared and knowing your stuff.
  • A tangible takeaway for how to find your voice in a meeting:
    • "In meetings, when I was younger, I would turn bright red when speaking. A trick I had to implement was, 'say something very early in the meeting.' Just so that too much time passes without me saying anything."
  • Career/Life Advice:
    • Stand out -- Be excellent at your current role. Make sure others know they can count on you to do great work.
    • Speak up -- Don't expect others to read your mind. TELL THEM what you want in your career. Make sure people know what you want to do. Give them the opportunity to help you get there...
    • Have a goal, but be flexible on your path to achieving it
Mar 14, 2021
409: Adam Bryant - How To Conduct A World Class Interview
49:45

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Twitter/IG: @RyanHawk12

https://twitter.com/RyanHawk12

Adam Bryant interviewed more than 500 CEOs for “Corner Office,” a series on leadership that he created in 2009. Adam is the author of three books based on the themes that have emerged from his interviews and consulting work. His new book is THE CEO Test: Master the Challenges that Make or Break All Leaders.

Notes:

  • Interview style - Instead of asking them about strategies and industry trends, Adam focuses on timeless questions (how they were influenced by parents, lessons from early years in their careers, what they look for when making bets on people to invest in) about the important leadership lessons that CEOs had learned…
  • Some questions he likes to ask:
    • How do you hire? What questions do you ask?
    • Describe yourself in one word...
    • Work to get around the polished façade
    • What animal would you be and why?
    • Tony Hsieh would ask, "On a scale of 1-10, how weird are you?"
  • Some additional interviewing tactics:
    • The CEO has the interviewee drive his or her car. Monitors how they react in a different vehicle, in a new city
    • Sharing meals
    • "Put the mosaic of what a person is like as a human being" -- not just interviewing for a job
  • The Dinner Party game:
    • "If you could only ask a job candidate one question, what would you ask?"
  • Learn about failure - Id you desire humility, learn about their failures, learnings, and lessons of life
  • Ownership - The 3 most beautiful words: "I'm on it."
  • Every employee needs to write a playbook to how they'd do the job... They need to take ownership.
  • If you were an animal, what would you be?
    • Adam: "A Hawk. Hover at high altitude, when they figure out what they want, they go get it."
  • Question: What qualities of your parents do you like the most and the least?
    • Ask that if you really want to go deep -- This forces the candidate to get real. "We're fooling ourselves if we think we can escape our parents."
  • Process to ask questions:
    • Think, "I want to cut a record with you." -- Have the desire to make something new with the person.
  • His premise at the New York Times: "What if I sat down with CEOs and never asked them about their companies?"
  • Questions: What were you like as a kid? What were your parents like? How have your parents impacted your leadership style? What drives you?
    • "I like to see them in the moment of learning about themselves."
    • "Eye contact is the 5 G of communication."
  • Two tracking - Know where to go next AND listen intently
  • Sustaining Excellence:
    • Feedback look must be strong - They must be open to it
    • Recognize patterns
    • Take action
    • Learn new things
    • Be self-aware
    • Be humble
    • Need to ask, "What does this moment need?"
  • "What is the gooey center of that candy?" A leader needs to know that about their business.
  • Life advice:
    • "Play in traffic." You have to get out there and meet people and do things. Build relationships. Those help with the pivot points of your career and life.
    • Always be prepared to learn the most important lesson of your life...
Mar 08, 2021
408: Jeff Immelt - How To Follow A Legend & Lead Through A Crisis (Former CEO of GE)
57:42

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Twitter/IG: @RyanHawk12 https://twitter.com/RyanHawk12

Jeff Immelt served as CEO of GE for 16 years. He has been named one of the “World’s Best CEOs” three times by Barron’s. During his tenure as CEO, GE was named “America’s Most Admired Company” by Fortune magazine and one of “The World’s Most Respected Companies” in polls by Barron’s and the Financial Times. 

Notes:

  • Raised in Cincinnati, OH by his father Joe and mother Donna. Both of his parents grew up in the depression. Growing up Jeff said, “I remember when my dad had a great boss, he was motivated, and when he had a lousy boss, he was neither challenged nor happy. The worst kind of boss he always used to say, was one who criticized all day long but never offered solutions.”
  • GE was founded on April 15, 1892, by one of the greatest inventors in history, Thomas Edison. For most of the 20th century, GE had more patents than any other corporation.
  • Jack Welch, deemphasized technology and innovation, and instead focused on management techniques like six sigma. Six Sigma is a data-driven methodology invented by a Motorola engineer named Bill Smith in 1980. It trains managers to be experts (called Black Belts) in improving business processes to reduce product defects.
  • Jeff's first day as CEO of GE was September 10, 2001. On his first day, he introduced himself, via simulcast, to GE’s 300,000 employees.
  • His second day as CEO was 9/11/2001. "Good leaders absorb fear. They give people a plan. You have to hold two thoughts at the same time."
  • By the end of his first week as CEO, GE’s shares had dropped 20%, decreasing the company’s market capitalization by $80 billion.
  • Leaders learn everyday — “I’ve always believed an important determinant of success could be found in how one answered 3 questions:
    • How fast can you learn?
    • How much can you take?
    • What will you give to those around to you?”
  • The trifecta: “In your career, you meet only a handful of leaders who have the trifecta of being able to innovate, execute, and develop talent. Omar Ishrak had that."
  • Jeff was the ultimate grinder, a true believer of GE, he got the “meatball” (the GE logo) tattooed on the left hip. The GE story is extremely personal for Jeff. 
  • Why the "Success Theater" story about Jeff is wrong. "For seven years, 10 times per year, I had a leader from GE flown to my house with their spouse. We'd serve them dinner and then I'd spend 6+ hours with the leader asking them questions, learning about them, and saying, 'Tell me something I don't know.'"
  • What Jeff learned from playing football in college at Dartmouth:
    • "When the best player is not caring about the team, nobody will get in line." The story of Harry Wilson (Russell Wilson's father, Jeff's teammate in college) and Reggie Williams.
    • "Football teams are self policing. It's a series of peer relationships. Failure is not definitive. You have to always think about the next play."
  • "The best people get 100% of the work done in 80% of the time. That leaves them more time to push boundaries."
  • How did Jeff get picked to be Jack Welch's successor?
    • "I was a good peer. Your peers are who promote you. Those relationships have to be earned."
  • What was a Jack Welch Quarterly Business Review like?
    • "Jack was a screamer. He was spontaneous. He would like at page 7 and then jump to page 17 and ask questions."
  • Front line obsession - "You have to have a passion for understanding how people work."
  • Front line managers - "I told them they are more important than me. That have direct access to the customer."
  • The profession of sales: why it's noble
    • Amazing sense of urgency - Never waste a minute or let it pass
    • See the company through the customers eyes - "The salesforce sets the culture... I was persistent, dogged..."
  • Good leaders are systems thinkers:
    • Keep your head up and stay engaged at the same time
    • Read books, ask question... "You must be curious."
  • Sustain excellence: Must be a learner. "Fred Smith (CEO of FedEX) is my leadership hero."
  • Heart broken over GE: "You can still progress as a human being even when you have a broken heart. You have to keep trying. Even when the efforts don't seem to be working for you."
    • "There's value in a human being in just keep moving. Don't hide. Don't disappear."
  • When you are on top, it is easy to be long on friends. When you hit bottom, there are a select few who reach out. For me, those standouts included American Express’s Ken Chenault, Delta Airlines' Richard Anderson, and especially Cisco’s John Chambers.
  • Apply to be part of my Leadership Circle
Mar 01, 2021
407: Ryan Serhant - How To Have Big Magnetic Energy (Million Dollar Listing)
59:27

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Twitter/IG: @RyanHawk12 https://twitter.com/RyanHawk12

Ryan Serhant is a real estate broker, CEO, and founder of SERHANT. He's a bestselling author, producer, and star of Bravo's Million Dollar Listing New York and Sell It Like Serhant. He led the #1 ranked (in sales volume) real estate team in New York City in 2019 with just under $1.45 Billion in sales.

Notes:

  • His mantra is: "Expansion. Always in all ways."
    • It's about growth.
  • Work to find your own brand and mantra -- It must be honest and genuine for you.
  • A learning exercise for you to do: A "self-audit." Ask your friends and colleagues, "When I'm not around and you're describing me to others, what do you say?"
    • Find friends who are willing to be honest with you to better understand what you're known for... If you don't like it, work to change it.
    • Ryan Serhant was known as the guy who kept his hands in his pockets and couldn't look you in the eye. He needed to change that.
  • "Your perception to others is your reputation and your brand."
  • "Fake it til you make it" is not useful...
    • Instead, Ryan sold the TV producers at Bravo the person and the real estate broker he would become...
    • "When Tom Brady got drafted in the 6th round, he told the owner, 'That's the best decision you've ever made.' Tom Brady truly believed that. I believed I would become the best real estate agent in the world."
    • "I didn't show them who I was in the moment, I showed them who I could become."
  • Pivotal moment - Ryan went to the top selling agent in his office and said, "Man, how are you doing this, can you teach me?" And the agent said to Ryan, "Na man, I ain't telling you shit." Ryan thought, "Wow. I'm going to have to figure this out on my own. This guy is threatened by me."
  • The New York City market - "It's cut throat. I went there for theater school, and stayed because, 'I would rather regret the things I did, than what I thought about doing and didn't do."
  • Ryan depends on a routine to be productive. It is:
    • "I wake up at 4:00am. In the gym by 5:00. 6:00 shower. Baby time at 7:00. First meeting at 7:30. I figure I wake up three hours earlier than most people. If you multiple that 3 hours times 365 days, I get on average 30 more days per year than others. I like my odds with 30 extra days."
  • Discipline is critical - "Of course I'm tired in the morning, but I get up and do it anyway. People need to do more things that could better their lives. Do the things within your control." It's harder, but worth it.
  • How has becoming a dad changed Ryan?
    • "My wife says it's being a male nester. I worked harder and worked more while she was pregnant. I want to be the provider for my family. My daughter has made everything bigger."
    • What about balance? "I have no balance. I'm lucky I found a partner who understands my drive and work ethic."
  • What to say to those who don't like him because of the self-promotion?
    • "I'm a real estate broker. I'm a salesman. The difference with me is I don't hide it. Our job is to promote our success so that we can get the next listing."
  • Building confidence:
    • "People who spend millions on real estate don't lack confidence. They want a broker who is confident too."
  • Big Money Energy:
    • "It's a unique set of qualities that every successful, confident person has..."
    • Code #1: "When you can't change your circumstance, there's one thing you can change. Your energy. I sell a transfer of energy. Of excitement."
  • Energy
    • "Develop magnetism so others want to be around you. How? Ask questions, be interested in them, listen to their responses, create friendships instead of clients."
    • "Shift your mindset -- What is your why? What's the wall you're fighting against? -- "I had no money and no connections in NYC. I rode the Subway crying that I couldn't even get a rental listing... That's my why."
  • Commonality among excellence real estate brokers:
    • Must be very organized
    • Follow up is critical
    • Disciplined
    • Relentless work ethic
    • Empathetic - The ability to be excited or sad with a client.
  • There are 3 types of sales people:
    • Car sales - pushes, thinks short term
    • Tour guide - Just points to stuff, never closes deals
    • Push & Pull - They work to get the deal done
Feb 22, 2021
406: John Chambers - How To Lead Through Stress, Create Massive Growth, & Build Relationships
01:09:48

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Twitter/IG: @RyanHawk12

John Chambers served as Cisco’s CEO from 1995-2015 and Executive Chairman from 2015-2017. Cisco went from $70 million to $40 billion in annual revenue during his time.

Notes:

  • When John was six years old, he went fishing with his Dad in Elk River, WV. He was told, "Don't get too close to the water, the current is strong and could pull you under."
    • John's curiosity got the best of him. He went too close and slipped, falling into the water. His dad ran towards the current as it was pulling John and yelled, "Just hold on to the fishing pole."
  • Fortunately, John survived and was eventually pulled out of the water by his dad. His dad said, "Do you know why I told you to hold on to the fishing pole?
    • "Don't let panic set in. Focus on what you can control. Work your way to calmer waters." It's a great metaphor for life.
  • When dealing with stress, hold on to the fishing pole.
  • How to deal with fear and uncertainty?
    • "I had two parents that were doctors. They helped me a lot."
    • "They taught me not to waste cycles on things you cannot change. Focus on the future, deal with the world as it is, not as you wish it was."
  • This is why John deliberately puts the leaders he leads in stressful situations.
    • "Under stress you learn who people are."
    • "With that said, I only coach leaders that want to be coached." -- If you don't want to be coached, you probably won't work with John Chambers.
  • How did he earn the job as CEO of Cisco?
    • "My parents taught me that education is the equalizer in life. I was a professional student. I got three degrees. And was trained very well at IBM, even as an entry level employee."
    • "I decided to leave my job at Wang for the same reason that most people leave their jobs. My manager."
    • "I left prior to even discussing another job with someone else. I didn't feel it was right to be laying people off while looking for another job."
    • "I thought the job offers would roll in. They didn't. I initially had no job offers... And then I reached out to my friends and network and asked for help... I had 22 offers in 90 days. 21 of them from friends of mine. I learned that the golden rule is true. Treat others how you'd like to be treated and it will come back to you when you need it."
    • "How you treat people determines your brand."
  • Relationships -- "I'm usually the best prepared for every meeting I'm in. That way, I can move with speed."
    • "The emotional part of relationships comes from my mom. She taught me how to connect with people."
    • "I love building extended family teams. My team at Cisco was my family. We had only 5% turnover while the market rate was 15%.
  • How is John different from Jack Welch?
    • "I learned a lot of lessons from Jack. He sent his team from GE to benchmark us at Cisco. They took 22 ideas from us."
    • "Jack was great at quarterly business reviews, but he was very tough on his people."
    • "I tried not to embarrass the people on my team in front of one another. I like to praise in public and criticize in private. That was different from Jack."
  • How did they successfully acquire 180 companies?
    • They developed great playbooks and implemented them.
  • What John looks for in a company:
    • Do they have an excellent CEO who wants to be coached?
    • Can the company be #1 or #2 in their market?
    • Talk with customers and get a feel for the company from that vantage point
    • What is their culture?
  • What John looks for in a leader:
    • A track record of overachieving
    • "I look at their leadership team. Can they build a great team? That speaks volumes about them."
    • Cultural match - "Our values need to match."
    • They understand the industry they're in
  • Culture must be owned at the top:
    • "The CEO must own the culture. In every meeting, the CEO should point out an example of how someone is living their values."
  • Why are off site leadership retreats so important?
    • "It allows you to develop relationships outside of the office environment. You can build in depth relationships, built on trust."
    • "The off sites helped us learn much more about one another."
    • Gustavo (a leader John works with) saw a grizzly bear. Later he said, "I've never been more scared or more alive."
    • "In the evenings, I ask for each person to give a toast and share a key learning."
      • "I look for teaching moments."
  • Sales - A noble profession:
    • "We are all in sales. It's about connecting with people. I was with the King of Jordan and his wife (the Queen) was pregnant, I asked, "So King will you be in the room while your wife gives birth?" This was not something that was typically asked of the King. John did it as a way to connect and offer advice. "You need to be in that room. It's the most amazing moment." This is how John connects with others.
    • Sales is part of everything we do. You get rejected, have to bounce back, and keep going. "I once asked Steph Curry, 'do you think you're going to make every shot? Even if you've missed your last five?' 'Yes, he said.' Sales is like that, you have to believe in yourself to make the next one."
  • Advice:
    • Never compromise your values
    • How you handle your setbacks with determine your life
    • Treat people like you want to be treated. Be kind.
    • Focus, but also relax. Don't be so uptight.
Feb 15, 2021
405: Ryan Deiss - How To Create Awareness, Tell Better Stories, & Build Your Brand
01:09:29

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Twitter/IG: @RyanHawk12

Ryan Deiss is a best selling author, founder of multiple companies collectively employing hundreds around the globe. He is the founder and CEO of DigitalMarketer.com and Founder and Managing Partner of RivalBrands.com and plattr.com. Ryan is the creator of the “Customer Value Optimization” methodology and have introduced and popularized many of the digital selling strategies. He is also the founder and host of the Traffic & Conversion Summit, the largest digital marketing conversion conference in North America.

Notes:

  • Commonalities of excellence:
    • They understand why they've made mistakes - they learn why they've failed.
    • They are purposeful about their decision making
  • Appetite for risk:
    • "I have a very low appetite for risk."
    • "I value security."
  • Must have qualities in a leader to hire on his team?
    • "I want them to not be like me." Need to have skills that compliment his...
      • Early on he hired people just like him. It was a mistake.
    • Consistency - Must show up.
    • A big heart - People who care about others and their work.
  • Why writing is so important as a leader:
    • Like academics being peer reviewed. "It forces you to crystalize your own ideas."
      • "You need to say something new that hasn't been said before. And be willing to be criticized."
  • Eugene Schwartz
    • Breakthrough Advertising =  one of the best books ever written on marketing
  • The Awareness Levels:
    • Completely Unaware - They don't know they have a problem worth solving
    • Problem Aware - They sense they have a problem, but don't know there's a solution
    • Solution Aware - Know the results they want, but don't know your product provides it
    • Product Aware - Know what you sell, but aren't sure it's right for them
    • Most Aware - Repeat buyers and loyal customers who refer you to their friends
  • How to make your leadership training better?
    • Acknowledge their problem is real. Make them feel heard...
    • Sell the soft. Speak into someone's reality.
    • Acknowledge the pain, offer a solution... "Outsourced Leadership Development"
  • "Your service is a vehicle to a more desired result."
  • Be the "transportation to transformation."
  • Scaling beyond a personality driven business:
    • Get off the field, get in the owner's box. Productize yourself.
    • Build an asset.
    • Create ideas that travel - Have your version of 10 commandments on one single piece of paper
  • Ryan has his "customer value journey" - The Customer Value Journey is about turning strangers into super-fans.
    • Redirect it into the artifact
    • Say "We" instead of "I"
    • Give it a name - The genius is in the artifact
  • The Goal is a book on manufacturing about assembly lines. They identified weakest link and fixed it.
  • The value of creating of having a big event like Traffic & Conversion Summit:
    • Create the place for others to go - It helps with branding, earning media, and the gathering spot for great people. It draws others to it.
    • You become the connector. The host of the party.
  • Story is the leverage of persuasion:
    • Don't talk about yourself
    • Help others change the story they tell about themselves
  • Marketing shouldn't stop at the order - Marketing should own the entirety of the customer journey.
    • Career wise - Get as close to the revenue as possible.
  • Advice: Study old, rich, happy people.
Feb 08, 2021
404: Wendy Kopp - How To Create A Vision, Execute A Plan, & Engage Others
58:57

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Twitter/IG: @RyanHawk12

Wendy Kopp is CEO and Co-founder of Teach For All, a global network of independent organizations that are developing collective leadership to ensure all children have the opportunity to fulfill their potential. Today, more than 6,000 Teach For America corps members—outstanding recent college graduates and professionals of all academic disciplines—are in the midst of two-year teaching commitments in over 50 urban and rural regions.

Notes:

  • Jim Collins called Wendy “my entrepreneur for this decade.” He continued, “Her organization is truly an entrepreneurial creation that is out to utterly transform education. It’s taking an entrepreneurial, let’s-do-something approach to tackling a massive social problem.”
  • Goal setting: It’s all about setting a goal that’s at the right intersection of ambitious and feasible.
  • The #1 responsibility of a leader is to catalyze a clear and shared vision for the company and secure commitment to and vigorous pursuit of that vision.
  • The differentiator is the “first WHO” principle. It’s what she’s learned. What is it that drives system change in education? “Jim thinks it’s the answer in corporate America, I think it is the difference in social change.”
  • Wendy grew up in a bubble in Texas. She didn't realize the inequity and disadvantages to children born in different situations.
  • At the end of her college years at Princeton, she wrote a 100+ page thesis. She narrowed down to 30 pages... And created a four page plan.
  • She mailed her thesis to 30 executives in an effort to spread awareness and raise money
  •  Everywhere she went, people said, "This is a great idea but college kids won't do this." Wendy was steadfast in her belief that they would...
  • After the first year, Wendy found herself on stage speaking to 500 "Teach For America" teachers...
  • The benefit of naivete:
    • "The world needs you before you become jaded by your experience."
  •  "We need leaders to channel their energy in marginalized communities."
  • What was the key to the first year growth? "It helped writing a plan. I sent 100 letters to potential donors and got rejected or ignored by 98 of them."
  • You have to persevere and have conviction for the idea.
  • Leadership - An idea that magnetizes people. People were drawn to Wendy's mission and purpose.
  • Strategic Framework - What is your core purpose? The core values are what brings people together.
  • Create a sense of mission - "You need to enable a diverse group of people. Articulate it and make it possible for others to engage."
    • Recruit people from a wide variety of backgrounds. Diversity is very important.
  • Why did Wendy do this instead of take a job that would pay well?
    • "I knew myself well. I knew that whatever I did, I would throw myself at it 24/7. I wanted to have a bigger impact on the world."
  • "What keeps me at it? I started gaining the sense of responsibility for so many others."
  • How Teach For America helped Washington D.C.
    • "I met with so many civic leaders who said, 'We've tried everything and it won't work.' DC was 2 years behind Harlem from an educational perspective with their public schools." Washington DC was completely transformed by Teach For America and now has one of the better public school districts in America.
  • How is she so humble?
    • "I realize we're going to get so much wrong."
    • Must learn from what goes wrong and improve moving forward
  • What are some "must-have" leadership qualities?
    • Look at what people have accomplished
    • How have you managed through challenges?
    • People who are passionate about the purpose
    • People who live into the values
    • Optimism
    • Commitment to diversity and inclusiveness
  • What's currently exciting?
    • Seeing the leadership effects in others from Pakistan to Peru
    • The power of locally rooted leadership
  • Commonalities of leader who sustain excellence:
    • Put impact first... Ahead of career ambitions
    • Solve problems
    • Perseverance
    • Optimism
    • Humility - Constantly learning
    • Act on conviction
  • What does Wendy do for fun?
  • Life advice:
    • "Solve as early as possible."
    • "Do not put off your passion until after you've had a job for a few years."
    • "Don't think you have to start something new." Look for others who are doing it and join them...
Feb 01, 2021
403: Rich Diviney - The Hidden Drivers Of Optimal Performance (The Attributes)
56:42

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Rich Diviney Rich Diviney draws upon 20+ years of experience as a Navy SEAL Officer – with 11 deployments to Iraq and Afghanistan. He was the Commanding Officer of a Navy SEAL Command. Rich is is the author of The Attributes - 25 Hidden Drivers of Optimal Performance.

Notes:

  • The process to select Navy SEALs:
    • Rich created a program to effectively articulate why someone made it through SEAL training.
    • "It's not about training to be a Navy SEAL, it's about proving if you can be one."
    • "Skills are not inherent to our nature. They are learned."
  • Attributes are wired into our internal circuitry, always running in the background, dictating how we behave and react and perform. Attributes should not be confused with personality traits. A personality is built from patterns of behavior that emerge over an extended period of time. It’s an outward expression of all the things that make you you - your skills, habits, emotions, perspectives, and attributes all blended together.
  • What is optimal performance? "It's not a peak. It's doing the best you can, with what you have, in the moment."
  • What are some of the surprising attributes that helped or didn't?
    • Drive - Some of the most driven people weren't necessarily cut out to be a SEAL
    • The difference between Self-Discipline and Discipline:
      • Self-discipline is about controlling those things that the outside world has no say in.
      • Discipline is the ability to move through the challenges of the world.
    • Narcissism - Some of the benefits of it? From Rich: "Why did I want to be a Navy SEAL? I wanted to see if I could be a badass. I desired to standout and be admired. That's a little narcissism."
      • "However, extreme narcissism is awful. Excessive narcissists are rarely loyal-- loyalty requires trust and a sense of safety-- so their tribes are inherently unstable: Healthy members tend not to stay long, and new ones are let in only when they show the requisite deference. Those who do leave usually suffer a disproportionate amount of wrath from the person to whom they once deferred-- because defectors are considered enemies. The energy and effort of the highly narcissistic person will be used to prop up their fragile egos rather than to achieve shared objectives or serve a common purpose.”
  • Did he ever think about quitting during Hell week? "The training trains you to compartmentalize. You can't ever entertain that thought. You have to chunk things down to the moment. You're running around and saying, 'this sucks!' But you have to focus on just getting to the next berm. And then the next one. Think, 'what can I control right now?' And focus on your three foot world."
  • The highest performing people ask better questions:
    • Think: "What's the better question to ask right now?"
    • "What can I control right now?"
  • Introspection is vital. Why aren't we better at being introspective?
    • "Because we escape too much." We have devices to ensure we're never bored. Never lost in thought. On long car rides, children never have to look out the window anymore to pass the time. They have a device or a screen to watch.
      • You need to allow your brain space... Need to spend more time in our heads.
  • "Knowledge is not power. Applied knowledge is power."
  • Be decisive. Take action. "Decisions are final, but not permanent."
  • Be adaptable like a frog. Frogs have survived five extinction level events. "If you don't adapt you will become a dinosaur."
  • Rich has narrowed it down to 5 segments of attributes. They are: Grit, Mental Acuity, Drive, Leadership, and Teamability.
    • Grit - Beware of the fearless leader (Courage), Fall 7 times get up 8 (Perseverance), Be Like the frog (Adaptability), The Benefits of Little Tragedies (Resilience)
    • Mental Acuity -- The art of Vigilance (Situational Awareness), Wired for Efficiency (Compartmentalization), The Multitasking Myth (Task Switching), Forged in Plastic (Learnability)
    • Drive -- Mastering the Pivot (Self-Efficacy), The Self-Disciplined Loser (Discipline), A Fish Is the Last to Discover Water (Open-Mindedness), The Princess and the Dragon (Cunning), It’s All about Me (Narcissism)
    • Leadership -- No One Cares How You Feel (Empathy), If it Doesn’t Hurt, You’re Doing it Wrong (Selflessness), You Can’t Hide You (Authenticity), Many A False Step Is Made by Standing Still (Decisiveness), Don’t Be A Mediator (Accountability)
    • Teamability -- The Subjectivity of Right and Wrong (Integrity), There’s Always Something to Do (Conscientiousness), Play Black, Not Red (Humility), Honor The Class Clown (Humor)
Jan 25, 2021
402: Donald Miller - How To Tell Your Story, Take Action, & Transform Your Life
01:01:54

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#402: Donald Miller - CEO of Business Made Simple

Notes:

  • The Characteristics of a Value Driven Professional:
    • “Value driven successful people see themselves as an economic product on the open market. They are obsessed with getting people a strong return on the investment made in them. People who are obsessed with being a good investment attract further investment and get to enjoy more personal economic value. When you offer greater economic value within the economic ecosystem, you are paid more, given more responsibility and promotions, and are sought after by customers looking for value. In business, your boss may really like you, but in large part, they see you as an economic investment. There is nothing wrong with that. So how do we become ridiculously successful? By making other people absurdly successful.”
      • "If you know how to make people money, you will make a lot of money."
    • They have a bias towards action - “There is one thing every successful person has in common: They have a bias towards action.” They don’t let ideas die on the vine. They take action to make those ideas happen. While others may have terrific ideas or be able to see an important issue from many angles, action-oriented people are good at getting things done.”
    • They see themselves as a hero, not a victim. Ask, “How often do you position yourself as a victim?” How often do you talk about yourself as though you are not in control of your life? Do you believe other people are responsible for your failures? Don was born in Texas and grew up poor. His dad left and never came back. His mom had to work long hours just to keep him and his sister alive. He told me, “The biggest transformation in my life happened when I stopped thinking of myself as a victim and started thinking of myself as the hero. I lost 150 pounds and became more in control of my life. If you’re always the victim, you’ll find that people get tired of carrying your load.”
    • They know feedback is a gift. They create an established routine in which they get feedback from their peers.
    • They are relentlessly optimistic - Staying optimistic, you dramatically increase the chances that at some point you will succeed. The more optimistic you are, the more willing you will be willing to try. Successful people fail all the time. The difference is their willingness to keep trying.
  • A story has four characters:
    • Victim - The victim is rescued by the hero. The victim makes the hero look good. It's a bit part.
    • Villian - A backstory of pain. The villian seeks vengeance.
    • Hero - Faces challenges, is focused, overcomes obstacles.
    • Guide - Older, sage, wise. Helps others win
  • "I remember when my biggest transformation happened. I realized that girls wanted to be with the hero, not the victim. I lost 150 pounds."
  • Taking action: "The magic is not in the thinking, it's in the doing."
  • Be a "delusional optimist." It's scientifically proven that people who believe they can do something accomplish more than those who don't.
  • What is a story?
    • "A character that overcomes conflict to try to accomplish something."
    • "Invite people to overcome an obstacle and solve a problem."
  • One piece of advice: "Be known for solving a problem." One problem.
  • We are all in sales. What is sales? "Clear articulation of how you can solve someone's problem."
  • How To Create a Mission Statement and Guiding Principles:
    • “The #1 job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going.”
    • “The #2 job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters.”
    • "The #3 job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story.”
  • In Don's personal guiding principles, his repeatable critical actions are: "get up early, you write, and you say, “after you.”  -- Those 3 critical actions establish a way of life that if repeated day in and day out ensures success.
  • Know how to attract people to your mission by telling your story. How do we do this? What’s the biggest mistake made? (Biggest mistake is telling their history, complete with bullet points and boring asides). Your history is not your story.
  • Here is a formula for a good, short mission statement: “We will accomplish ____________ by ___________ because of _________.
  • How To Be Productive -- Make Wise Daily Decisions - Every morning you ask yourself a simple question: “If this were the second time I were living this day, what would I do differently?”
  • Bill Gates is never late to a meeting. How does he ensure he’s always on time? He blocks his time
  • The StoryBrand methodology:
    • A character that wants something
    • The character encounters a problem
    • The character meets the guide
    • The guide gives the hero a plan
    • The guide calls the hero to action
  • When clarifying your marketing message, never position yourself as the hero. Always position yourself as the guide.
  • The Core Competencies that will immediately make or save the company money:
    • They are a clear and compelling leader - Align & inspire a team. Create a mission statement & guiding principles
    • They are personally productive - Mastered a specific system
    • They know how to clarify a message
    • They can sell - introduce products to qualified leads
    • They are great communicators - Give a speech that informs & inspires a team
    • They know how to run an execution system
Jan 18, 2021
401: David Rubenstein - Launching a Business, Living With Purpose, & Loving Your Life
53:59

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David M. Rubenstein is a Co-Founder and Co-Executive Chairman of The Carlyle Group, one of the world’s largest and most successful private investment firms. Mr. Rubenstein co-founded the firm in 1987. Since then, Carlyle has grown into a firm managing $217 billion from 32 offices around the world.

Notes:

  • David is most interested in continuing to learn... He reads six newspapers per day and 100 books per year.
  • Your commencement is the beginning, not the end. "Keep your brain active, it's a muscle. It will atrophy without use."
  • David would give all of his money away to be one year younger...
  • Keys to happiness:
    • Thomas Jefferson said we all have the right to be in pursuit of happiness
    • "It's the most elusive thing in life."
    • Happiness is all about building meaningful relationships
  • The 1962 Cuban Missile Crisis -- "JFK showed tremendous leadership to avert disaster. He strategically ignored Khrushchev's second letter and responded to the first one when making a deal to avoid nuclear war. David was in 9th grade at the time and that moment of leadership impacted him in a big way.
  • He worked in the White House for Jimmy Carter. "When I worked in the White House, everyone thought I was the smartest person in the world. When we lost and I didn't have a job anymore, nobody called, and nobody offered me a job."
  • Why leave his job as part of a big law firm?
    • "If you don't love what you do you can't be great at it."
  • Launching The Carlyle Group:
    • Raised $5m
    • Hired incredibly competent people
    • New idea: "I wanted to create a private equity one stop shop."
  • How did he hire well?
    • "I went after the best people I knew and sold them on why they should join me." What was said?
      • Convince them they will have responsibility
      • They will learn a lot
      • They will make more money
      • It will be enjoyable
  • What does David ask in interviews with candidates to hire?
    • "I want to learn mostly about what motivates them."
  • Must have qualities to work at The Carlyle Group:
    • Intelligent
    • Hard working
    • Get along well with others
    • Share credit
    • Effective communicator (both written and the spoken word)
    • Help others
    • Honest/High Integrity
  • Why start The Carlyle Group?
    • "I wanted to prove that my idea could work."
  • What created the success of the company?
    • "It was the luck of meeting great people... Like Bill Conway."
    • "Prior preparation prevents poor performance."
  • What are the keys to being a great interviewer?
    • Good listener
    • Enjoy it
    • Sublimate your ego - It's about the guest, not the interviewer proving how smart they are
  • Why does David like to interview so many people?
    • "My mother said it's because I'm a 'yenta.' I want to know everything."
  • Why own so many of our countries historical documents? (Magna Carta, Declaration of Independence)
    • "I want to remind people of our history."
  • He's one of the first 40 members of the giving pledge and plans to give ALL of his money away to charity.
  • Advice to a young college graduate:
    • Experiment, find things you enjoy
    • Share credit
    • Read a lot... Learn to speak in public
    • Become a skilled writer
    • Retain humility
  • What do most people say on their deathbed? They don't say, 'I wish I'd made more money.' What they say is, 'I wish I'd spent more time with my family and done more for society or my community.'
  • "Anybody who gives away money is mostly looking at things where they think they can make a difference. I'm trying to help people who helped me, educational institutions that helped me with scholarships, or organizations that were very useful to me in growing up."
Jan 11, 2021
400: Keith Hawk & AJ Hawk - The Life Experiences That Shape Our Character
01:37:13

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The Learning Leader Show With Ryan Hawk

Episode #400 with Keith Hawk & AJ Hawk

Notes:

  • I sourced questions from members of my Leadership Circle, friends, listeners, and colleagues for this episode...
  • How does Keith continue to feel impactful after retirement?
    • KH: "It's like I have a paper route. I work a little bit in the mornings, get my work done, and then I can go have fun with my friends. I work on a few boards, do voice over work, and know how to hit the post."
  • What has AJ learned from working with Pat McAfee?
    • "I learned to trust my instincts and not try to be somebody I'm not."
  • What's the best way to make introductions? AJ: "Text (message) intros are so much better. They are more personal."
  • From Leadership Circle member, Amanda Wilson: "What habit do you admire the most in each other/best attribute?"
    • Pistol about AJ: "He's an unbelievable teammate. He has earned the respect of all his peers. I respect his intensity to prepare."
    • Pistol about Ryan: "A huge preparation guy. His focus on other people. He has more of an outer focus now. And a huge intensity around growth." "Gotta change, Gotta grow."
    • AJ about Pistol: Consistency. He wakes up early. I never saw him asleep. He never made us do anything. I want to live up to that standard. I don't want my kids to see me asleep. And universally, everyone loves him."
    • AJ about Ryan: "You're a mini-version of Pistol with your consistency. So detail oriented. Such a leader and not afraid to hold people accountable. People have confidence that you'll take them where they want to go."
    • Ryan about Pistol: Absolute selflessness. Reminds me of my wife, Miranda. A willingness to always help others succeed and will do anything for them.
    • Ryan about AJ: A relentless work ethic. A drive to be there for the people who depend on him. Whenever I talk with teammates of AJ, they all say the same thing, "That's my guy. I know he'll be where he's supposed to be when he's supposed to be there. I can depend on him." He shows up to work everyday and gets it done.
  • Being selfless: Pistol - "My success is better and richer if it follows other people's success."
  • From Jeff Leung (Sr. Engineer at Facebook): "As the father of two young boys, I would love to hear how you and your brother AJ grew up in a way that you cheer for each other more than compete?"
    • A mutual love and respect for each others work. An appreciation for what the other does.
  • From Doug Meyer, Co-Founder/CEO of Brixey & Meyer: "What was your reaction when you heard Ryan was  leaving a high paying job at a large company to take a substantial pay cut to start a Leadership Advisory practice at Brixey & Meyer?"
    • Pistol: "Joy, fun, fulfillment. I was so excited for him."
    • AJ: "Of course. He's gonna kill it."
  • Give an example how you handled when one of your kids wanted to do something but you thought it was a mistake?
    • "When Ryan was at Miami, I probably pushed him too hard to transfer so that he would get another shot to be a starting QB after losing the job to Ben Roethlisberger. I sometimes have thoughts that he could have moved positions and become Julian Edelman."
  • From Nate DeMars (Founder/Owner of Pursuit) - "You guys have all moved onto what I guess you could consider second careers recently… How do you approach starting over as a novice in a new field?"
    • "There is no excuse to not learn everything about what you want to do. There is so much out there to read and watch and people to talk to. If you don't learn it, it's your fault."
    • Find something you care about, that you're passionate about, and pursue that.
    • "Deal with imposter syndrome when you're new. There's never been a better time to learn something new."
  • Life experiences that have shaped you. Pistol, what experiences shaped AJ/Ryan?
    • Playing for the legendary Bob Gregg and Ron Ullery. They molded you and helped you:
      • Faced the requirement to prepare a lot
      • Learned how to be a great teammate
      • Learned to compete hard
      • Learned to take tough, critical feedback, became coachable
      • Learned how to be a leader
  • How to deal with great teammates, but bad coaches?
    • AJ: "It doesn't help to complain and be negative. Be quiet. Do your job."
    • And strive to learn from those who aren't good at their job so that you don't repeat what they do.
    • The Rex Caswell exercise: When you're new, write in a journal in two columns. One is for the great actions of your boss and the other is for the not helpful behaviors. Keep it with you and review it as you continue to get promoted.
    • Pistol: "Wrap yourself in the mission. Don't wrap yourself in negativity."
      • "It's the duty of the leader to be in a good mood."
  • We conducted our first draft. The topic: Our favorite sports movies (listen to hear who we picked).
Jan 04, 2021
399: Josh Kaufman - How To Master The Art Of Business
01:02:43

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Full show notes at www.LearningLeader.com

IG/Twitter: @RyanHawk12

Notes:

  • Sustaining Excellence =
    • Learn constantly
    • Experiment constantly
    • Obsessive about learning the details, not a cookie cutter approach
  • Rapid Skill Acquisition:
    • Must be specific
    • Break it down: don't try to do it all at once
    • Do research
    • Practice
    • Deconstruct the skill to its smallest parts
    • Make a pre-commitment - "I'm going to practice this skill for 20 hours no matter what."
  • Create fast feedback loops for yourself:
    • Keep a daily log of what you do... Meetings, interactions, what was discussed, how you feel, etc.
  • This helps reinforce the importance of paying attention to the small details of what you're trying to learn
  • If something happens, you can review your notes later
  • Josh has always had "a desire to understand the world around me"
  • Teaching is one of the greatest tools in the world for learning
  • "Management is the act of coordinating a group of people to achieve a goal. Management is not business. Management is not leadership. Management is a supporting function, not a decision making function."
    • "Leadership = define the goal, account for change."
  • "Good management =
    • Recruiting - must get good people
    • Communicating well between teams and decision making parts of the business
    • Must create environment of psychological safety
      • Create a productive working environment
    • Planning - Estimating time lines and schedules
    • Measurement
  • Commander's Intent - "When you are a leader, decision making authority, the least effective thing is for you to make all the ground level decisions." Push decision making power to the people closest to the action.
  • More quotes from Josh's work:
  • “You can't make positive discoveries that make your life better if you never try anything new.”
  • “Every successful business (1) creates or provides something of value that (2) other people want or need (3) at a price they're willing to pay, in a way that (4) satisfies the purchaser's needs and expectations and (5) provides the business sufficient revenue to make it worthwhile for the owners to continue operation.
  • “If you rely on finding time to do something, it will never be done. If you want to find time, you must make time.”
  • “The best thing that can happen to a human being is to find a problem, to fall in love with that problem, and to live trying to solve that problem, unless another problem even more lovable appears.”
  • “Every time your customers purchase from you, they’re deciding that they value what you have to offer more than they value anything else their money could buy at that moment.”
  • “The trouble comes when we confuse learning with skill acquisition. If you want to acquire a new skill, you must practice it in context. Learning enhances practice, but it doesn’t replace it. If performance matters, learning alone is never enough.”
  • "Be positive, force yourself to smile."
  • “Improve by 1% a day, and in just 70 days, you’re twice as good.”
  • “Ideas are cheap—what counts is the ability to translate an idea into reality, which is much more difficult than recognizing a good idea.”
  • “Fear of the unknown will always be with you, no matter what you do. That’s comforting in a way: if there’s nothing you can do to change it, there’s no reason to let it stop you.”
Dec 28, 2020
398: Jim Collins - The Art Of Getting People To Want To Do What Must Be Done (Part 2)
53:45

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Jim Collins books include Good to Great, the #1 bestseller, which examines why some companies make the leap and others don’t; the enduring classic Built to Last, which discovers why some companies remain visionary for generations; How the Mighty Fall, which delves into how once-great companies can self-destruct; and Great by Choice, which uncovers the leadership behaviors for thriving in chaos and uncertainty. Jim has also published two monographs that extend the ideas in his primary books: Good to Great and the Social Sectors and Turning the Flywheel. His most recent publication is BE 2.0 (Beyond Entrepreneurship 2.0), an ambitious upgrade of his very first book; it returns Jim to his original focus on small, entrepreneurial companies and honors his coauthor and mentor Bill Lazier.

Notes:

  • What Exactly is Leadership?” “True leadership only exists if people follow when they would otherwise have the freedom to not follow.” Many business leaders think they are leading when in fact they’re simply exercising power, and they might discover to their horror that no one would follow them if they had no power. General Colin Powell said, “In my 35 years of service, I don’t ever recall telling anyone, ‘That’s an order.” “Leadership is the art of getting people to want to do what must be done.”
  • When Steve Jobs returned to Apple, one of the first people he called was Jim Collins. Jim asked Steve,“what did you first build upon to emerge from the darkness? What gave you hope?” Steve was talking with perhaps the greatest product visionary of our time.. so he expected him to talk about operating systems or the Macintosh computer or other product ideas.  But he didn’t. What did he talk about? People. "It was all about the WHO."
  • History is the “study of surprises.” There will be no “new normal,” there will only be a continuous series of “not normal” episodes, defying predictions and unforeseen by most of us until they happen. This is why we double down on the “first who” principle.
  • Track the number 1 metric: some say sales or profitability or cash flow or something about products. But there’s one metric that towers above them all that’s rarely spoken about in meetings. And that is: The percentage of key seats on the bus filled with the right people  for those seats.
  • How to know when to shift from “develop” to “replace?” Jim has distilled years of reflection down to 7 questions that he offers to stimulate your thinking when you face the “develop or replace” conundrum. 
    • Are you beginning to lose other people by keeping this person in the seat? Do you have a values problem, a will problem, or a skills problem? What’s the person's relationship to the window and the mirror? Does the person see the work as a job or a responsibility? Has your confidence in the person gone up or down in the last year? Do you have a bus problem or a seat problem? How would you feel if the person quit?
  • Jim spent time at West Point as the Chair for the Study of Leadership… One of they key things he learned from that time was the importance of focusing on your unit and taking care of your people, not your career…
  • “The key to a leader’s impact is sincerity. Before he can inspire with emotion he must be swayed by it himself. Before he can move their tears his own must flow. To convince them he must himself believe.” - Winston Churchill
  • Kroger made the leap because they became fanatical about getting the right people in the right seats
  • A key position at your company does the following:
    • Has hiring responsibility
    • A failure by them could expose the company to disaster
    • Their performance has an outsized impact on the business as a whole
  • The Personal Hedgehog Concept
    • You love to do the work
    • You're doing something you're wired for
    • The market will pay you for it
  • Great success in life is when you have people in key seats that fit their hedgehog
  • When analyzing if a person should remain on the team, ask, "What is the person's relationship with the window or the mirror?"
  • We want people who have a tremendous capacity to grow. Be a growth machine.
  • An example of a world-class leader? Wendy Kopp, CEO and Co-Founder of Teach For All, a global network of independent nonprofit organizations working to expand educational opportunity in their own countries and the Founder of Teach For America.
    • "Wendy had no power and not much charisma, and yet she got hundreds of thousands of people to sign up and do work that is not fun." That's leadership.
  • "Leadership is the art of getting people to want to do what must be done."
  • The #1 responsibility of a leader is to catalyze a clear and shared vision for the company and secure commitment to and vigorous pursuit of that vision.
  • From Jim, "I'm more of a teacher than a leader. What's my leadership artistry? Trust."
  • Ann Mulcahy saved Xerox. She kept getting promoted... When asked how she earned those promotions, Anne said, "I tried to make my mini-bus a sparkling pocket of greatness." They came to her and said, "We want you to drive the whole bus."
Dec 23, 2020
397: Jim Collins - How To Create A Generosity Flywheel, Make The Trust Wager, & Earn WHO Luck (Part 1)
48:11

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Full show notes at www.LearningLeader.com

Jim Collins is a student and teacher of what makes great companies tick, and a Socratic advisor to leaders in the business and social sectors. He has written a series of books that have sold more than 10 million copies worldwide. They include Good to Great, the #1 bestseller, which examines why some companies make the leap and others don’t; the enduring classic Built to Last, which discovers why some companies remain visionary for generations; How the Mighty Fall, which delves into how once-great companies can self-destruct; and Great by Choice, which uncovers the leadership behaviors for thriving in chaos and uncertainty. 

Notes:

  • Shortly before Jim's 25th birthday, during his second year at the Stanford Graduate School of Business, he got hit with a lightning bolt of WHO luck. The type of luck that comes as a chance meeting with a person who changes your life. That person was Bill Lazier...
  • Bill Lazier was the closest thing to a father Jim ever had. Jim's dad died when he was 23.
  • Creating a Generosity Flywheel -- “One day, two large wooden crates appeared on your front porch, the address labels indicating they’d be shipped by Bill. He sent you a few dozen bottles of spectacularly good wine. You called and asked him what prompted him to send to you and he said, “Dorothy and I had an inventory problem in our wine cellar, and we needed to make room for some new bottles. We thought you could help us out by taking some of it off our hands.” Bill mastered the art of getting people to accept his generosity, somehow framing it as if you were doing him a favor.
  • Jim's question to me: How is quarterbacking a football team similar to quarterbacking a conversation for a podcast?
  • Make the Trust Wager - “I choose to assume the best in people and accept that they sometimes disappoint.” (Lead With Trust)
  • Build a Meaningful Life by Building Relationships — Life can be a series of transactions or you can build relationships. Transactions can give you success, but inky relationships make for a great life.” —- How do you know if you have a great relationship? “If you were to ask each person in the relationship who benefits more from it, both would answer “I do.” Both feel like they’re getting the better end of the deal.
  • Start with Values, Always Values — values aren’t the “soft stuff.” Living to core values is the hard stuff.
  • "Prep prep prep so that you don't have to be rote." -- "For me the opening plays are questions. And I know the opening two or three questions to get the session started."
    • "Then the game starts. I have this set up things, but then something really surprising happens. What I found interesting about it, is that you'd think high levels of prep, it's actually being so well prepared that you can adapt. That's the critical thing. It's only because you're super prepared that you can do something surprising."
  • The opening question to a company he works with is always the same:
    • "It starts at exactly 8:00am. I have an atomic clock and it's set to the exact atomic time. At 8:00, I open the doors. I walk in and say, "Good morning, I feel a tremendous responsibility to make the most of our time. Everybody take out a blank sheet of paper. I want you to write down the top 5 most brutal facts that face the company today. Go!" -- "We're 12 seconds into the meeting. There are no pleasantries, they're not going to talk about how the flight was, or dinner last night. We are here to make the most of our time. I'm trying to set the tone that we don't have time to waste. I can't waste your time. You're here to have your brain challenged."
    • And then Jim has them allocate 100 points for the 5 most brutal facts.
      • You need to start with an honest account of the brutal facts. This gets the group talking immediately. "The entire thing opens up."
  • "Preparation is respect."
  • "That previous podcast we did (episode #216) was masterfully done by Ryan. There's some wonderful things he pulled out." How has your style evolved?
    • I'm less robotic, less formulaic, more agile, and able to go with the conversation.
  • Bill Lazier -- "Bill went to the Dean at Stanford and put himself on the line for me. He believed in me. He bet big on me. Nothing I've accomplished happens without Bill Lazier."
  • Here is WHY joining a Learning Leader Circle is a good idea...
Dec 21, 2020
396: Scott Galloway - Making Predictions, Sharing Love, & Turning Crisis To Opportunity
48:56

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Full show notes at www.LearningLeader.com

Twitter/IG: @RyanHawk12

Episode #396 - Scott Galloway: Professor at NYU Stern, best-selling author, entrepreneur (started 9 firms)

Notes:

  • Scott and I have the same book agent, Jim Levine. It's the first person Scott thanks in the Acknowledgement section of his latest book... "Jim is someone I can go to for help with any aspect of life. He's much more than just a book agent. You need people in your kitchen cabinet that you can go to."
  • Sharing admiration for others? Why did Scott struggle with this when he was younger?
    • "We should do this. It doesn't make you less impressive because you shared your admiration for someone else."
    • "The greatest untapped resource = good intentions, good thoughts. Express them. Verbalize them. Don't let that resource go to waste."
  • Leaders should be constantly giving praise to the people on their team. Send the quick email, give the shout out. "People need watering. Give them recognition. Notice others, let them know when they do good work. That's how you recruit and retain great people. That's how you build loyalty."
    • Action step: Call the parents of the young people on your team. Tell them their daughter or son is doing excellent work and are a joy to work with...
  • "Be the man your kids think you are." It's motivating to try to live up to those standards. Life is about those moments with your kids.
  • The key to excellence?
    • "Success is not my fault. I grew up as a heterosexual white male, born in 1964. We have this problem of conflating luck with talent."
  • Commonalities of leaders who sustain excellence?
    • Competence - Must be highly competent in one area. "You must demonstrate excellence. Be outstanding at it."
    • Grit - "As the leader, I wanted to show my team I was willing to pull all nighters when needed. I would never ask my team to do something I wasn't willing to do."
    • Empathy - "You have to want others to win. You have to leverage all your talents to help others be successful. That creates loyalty."
  • "People's loyalties are misplaced. Don't be loyal to companies, be loyal to people."
  • Why make predictions? "It's not about being right. It's about catalyzing a conversation. I want ideas to have sex."
    • "Plans are useless but planning is invaluable."
    • "Once a prediction happens, it seems obvious."
  • When I go to keynote speaking engagements, I'm often asked about Scott Galloway. He's become the person so many men follow? Why?
    • "Most business news is PG13. I'm the rated R version and I speak my mind. There aren't enough people doing that."
    • "Most guys have trouble talking openly about their feelings. We have trouble expressing our emotions. Men want to do it, but don't. That's what I do."
      • "Write as if your kids will read it in 30 years."
  • In Chinese the word for crisis… the first character means danger, and the second is translated as a critical juncture
  • A Scottish MP George Galloway said “nothing can happen for decades and then decades can happen in weeks”
Dec 14, 2020
395: Dr. Marisa Porges - How To Raise Bold, Courageous, & Resilient Women
01:00:52

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Ep #395: Dr. Marisa Porges

Notes:

  • Keys to a good coffee meeting with someone:
    • Be early
    • Find a quiet spot
    • Know your order before you get there. Don't make it too complex
    • Have a goal for the meeting. Know what you want to get out of it
  • "You don’t have to be a feminist to care about these lessons, nor do you need a daughter or a sister. You just have to know a girl or young woman and care about her future."
  • The differences for a woman vs. a man in business:
    • Women have fewer mentors and sponsors
      • "You need to seek mentors on a regular basis"
      • "Men need to mentor women" -- "Make room for women mentees"
      • What should the man who is nervous to mentor a woman do?
        • Meet in a public place
        • Talk about business
  • Key to excellence: The ability to adapt
    • Marisa joined the Navy after High School. She was inspired by the movie Top Gun
    • She got in a bad car accident and had to be rescued by the jaws of life
    • She had to shave her head in the Navy
    • "Our reality forces us to adapt. We change jobs 4x more than our parents did."
  • How to be adaptable?
    • Be open to pushing yourself to new environments
      • Test yourself in a new environment. Don't always set up for the perfect environment
      • Do something differently -- Test your boundaries
  • How to be authentically empathetic?
    • The platinum rule -- Treat others as they want to be treated (not how you want to be treated)
    • Be vulnerable, open, and real
    • While interviewing terrorists in Yemen, Marisa got them to open up by authentically opening up first
      • "Be conscious about when and how you're vulnerable. It can't be too often. Monitor your emotions."
  • Look for go for it moments... Learn to rebound from failure and understand the key takeaways from them. Be able to deal with uncertainty.
  • Marisa shares a story about a parent of one of her students. Marc. His daughter was going through an issue at school. Marc said, “I went into Dad mode and said should I call the school? Talk to a teacher? —- This is a terrible way to respond as the dad of a daughter. A dad needs to "coach from the sideline." Help your daughter practice self advocacy. Ask them questions, be curious. Help your daughter find her voice and speak up. One easy example to practice -- "When you go out to eat, always have your daughter order her food. When you call to order a pizza, have your daughter do it."
  • Marisa worked in the White House and needed to become an excellent communicator to prepare for her conversations with The President. How did she do this? "Practice, practice practice."
  • Excellence:
    • How we learn from failure and bounce back... What happens next?
    • It's always about the others in your life. Who are you surrounding yourself with?
    • Small things make a big difference
Dec 07, 2020
394: Todd Henry - The Hidden Forces That Drive Your Best Work (The Motivation Code)
59:01

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#394: Todd Henry - The Hidden Forces That Drive Your Best Work

Show notes:

  • What is the most valuable land in the world?
    • "The graveyard... All of the stuff we carry with us for our life and never put out into the world... All of that valued is buried in the ground."
  • The two words that Todd wrote down after coming to this realization? "Die Empty."
    • “The rough edges they decry you for now… Are the very rough edges they will celebrate you for later.”
  • What drives us to unleash our best work?
  • Drawing on interviews with over 100,000 working professionals, the answer is no one size fits all. Todd Henry shows, in fact, that there are six unique "motivational archetypes"...
  • They are:
    • The Visionary strives to make her mark on the world by building an ideal future, even when others may not see as far ahead.
    • The Achiever relishes a finished product and must conquer whatever obstacle comes his way, no matter how difficult or time-consuming.
    • The Team Player values being part of a group and will go to great lengths to achieve unity and enhance collaboration.
    • The Learner is obsessed with mastering new skills and showing off what she knows--which is often a lot.
    • The Optimizer thrives when systems are running smoothly and finds great satisfaction when things are done the "right way."
    • The Key Contributor shines at the center of the action, especially when others can recognize the value of his work.
  • Todd's work teaches us to decode our motivational type so we can structure projects, have conversations, make decisions, and even choose career paths to amp up engagement and achieve fulfillment. Once we know how to activate our inner drivers, we can transform the work we do into the work we love.
  • Why should you write?
    • "If you can learn to write, you'll be invited into rooms."
    • "Turn the ineffable into something."
    • Read, comprehend, synthesize, write...
    • "People won't follow you because of your position or title. You have to persuade them. You have to cut through the noise, hone your skills. It's a craft you must work on."
    • Have empathy, uniqueness, precisions. Have empathy for the end user. 
    • Have an intended audience: one person in mind. Ramp up your empathy for the end user...
  • "We wait for tasks to motivate us and that's exactly backwards. We need to bring our motivation to what we do. We have to train ourselves to bring our motivation to our work instead of waiting for our tasks to motivate us."
  • Because of the motivation code, "I have a language now that I never had a language for previously"
    • A new framework for understanding people. It's created "aha" moments
    • "Self-awareness is the first step to maturity."
      • "It helps use discern areas where we're insecure." 
  • What was Todd thinking five minutes prior to going on stage at the Global Leadership Summit? 10,000 in the audience and hundreds of thousands watching worldwide...
    • "I reminded myself how grateful I was to be there..." It was calming.

 

Nov 30, 2020
393: Chris Holtmann - How To Lead With Conviction (Don't Be Afraid To Pursue Growth)
01:04:29

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393: Chris Holtmann - Head Basketball Coach of Ohio State University Buckeyes

Notes:

  • Chris played his college basketball at a small Christian school called Taylor University in Upland, Indiana. For a coach named Paul Patterson. Chris said, “I think the core of who I am as a coach comes from him.” 
  • Don’t Be Afraid To Pursue Growth -  "As I debated, I realized that I couldn’t blame myself for craving stability – it was only human nature after all. We are drawn by the soft voice of consistency, the allure of a warm blanket of security in our jobs and lives. And while many of us willingly happily give in to living within the status quo, the reality is that the world around us rarely remains motionless. The sun rises and sets, the seasons pass and the world keeps moving and changing. It is only as we grow older and look back at life that we realize all that we have missed, all that we could have accomplished, had we simply pushed ourselves to break free of our fears."
  • "As I found myself deliberating once again, I began to think back to the work of Stanford psychologist Carol Dweck on motivation and failure. Dweck drew a distinction between performance orientation and learning orientation. Children that believe that their intelligence is fixed almost always give up on problems quickly, whereas those that believe their intelligence is malleable, conversely, stick with problems longer. Adults are no different. Those who are performance oriented are dissuaded by failure - they favor stability. Whereas those of who are learning oriented embrace opportunity and eschew the status quo."
  • Head Coaches To Lead Their Teams To 5 Straight 1st Round Tourney Wins: Chris Holtmann, Mike Krzyzewski, Jay Wright, Mark Few, Bill Self, Roy Williams, John Calipari
  • Article: David Brooks - Thick versus Think organizations -- "How To Leave A Mark On People"
  • Focus on the process... "Do today well."
    • "Don't compare yourself to others."
  • Why is Brad Stevens one of the most effective coaches in the world?
    • "He's an extremely curious learner. He has tremendous EQ and understands how to connect with people."
  • Chris got promoted to be the interim head coach at Butler shortly after accepting the job to be an assistant...
    • His boss (athletic director) told him, "You'll be evaluated daily." He came to every practice to watch Chris coach.
      • "It was hard to hear, but it was the reality. I couldn't listen to critiques. I had to coach to my convictions."
  • Living your values: You must make a commitment to your values and live them daily.
    • The values of the Ohio State basketball team:
      • Truth
      • Humility
      • Respect
      • Toughness - "Grit is imperative in successful people. Your response to challenging moments says everything to success." Coach Tony Bennett is tremendously tough. "Calm is contagious."
        • Your response to difficult circumstances is what toughness is all about.
      • Accountability
      • Thankful
  • "He who would be calm must first put on the appearance of being calm."
  • How does one develop composure?
    • "You need people around you to give you honest feedback. We don't realize how reactionary we can be."
    • "Any time you feel upset with a player, wait to talk about it until you can process it. Think it through..."
  • Excellence =
    • Consistency
    • Discipline
    • "Your habits need to match your dreams."
    • Be convicted in what you believe
  • What Chris looks for in a player:
    • Toughness -- "What's the most challenging thing you've been through? How did you respond?"
    • Selfless
      • "What's your body language on the bench when you aren't playing?"
      • "What's your response to a teammates success?"
    • Honesty
  • Advice to leaders:
    • You can't skip steps in the process of being a leader
      • Value the beginning stages
    • Eliminate comparison to others as much as possible
    • Be committed to growing professionally and personally. It's about your daily habits. Your character is put on display.
      • "We write our stories one decision at a time."
Nov 23, 2020
392: Robert Rosenberg - Leadership Lessons From The Former CEO Of Dunkin Donuts
58:11

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Notes:

  • Sustaining Excellence =
    • Passion for what they do
    • Persistence - "Life is lumpy." People fall and have to dust themselves off.
    • Character - Must be trustworthy, caring, and sensitive to others
    • Values driven - "When things go wrong, take the pain"
  • Bill Gates is an example of sustained excellence - "His persistence, his relationship with his wife Melinda. He's a great example of sustained excellence."
  • Bob describes the time early in his career when he made big mistakes and the board fired him.
    • He said, "I needed to learn strategy. You can't blame your followers. You must take 100% ownership."
  • Read the book, The Best and The Brightest by David Halberstam
    • "You need humility, you need to learn, you need emotional intelligence."
  • How he felt when he got fired?
    • "Unbelievably sad. It hung heavy on my shoulders."
  • There are two ways to respond:
    • Be a victim
    • Be introspective
      • "I remember the moment vividly. I was reading The Best and The Brightest. Hubris was the problem. They weren't going to the front lines to understand what was happening. I thought, Oh my God, Halberstam could be talking about me."
      • "Our job is to LISTEN, get feedback, and fix it."
  • As a leader, you must have the willingness and ability to define reality, not what you want it to be.
    • Read Max Dupree - The Art of Leadership
  • Understand The Stockdale Paradox - “You must never confuse faith that you will prevail in the end—which you can never afford to lose —with the discipline to confront the most brutal facts of your current reality, whatever they might be.” ~ James Stockdale
  • Building trust in a crisis:
    • The 4 elements to be trustworthy:
      • Sincerity - "Your public and private conversations should be the same"
      • Competence - It's not the same as never making a mistake.
      • Reliability - "Make promises. Deliver on those promises"
      • Care - "Treat people well. Care for their well being. It's not transactional. Treat them with dignity and respect."
  • How Bob stays so sharp at age 82:
    • Lots of exercise - He trains 5 days a week
    • Time with grandchildren
    • Planning - "I still have a lot of gas left in the tank"
  • Have a dream -- "Happiness is a mood. You can design a mood."
    • Satisfaction
    • Peace
    • Fulfillment
  • The four primary functions of a leader:
    • Strategy - The CEO must shepherd the strategy
    • People - Get the right people in the right jobs
    • Communication - Align all constituencies behind the business. People must understand the mission
    • Evolve - The world changes. Find a small team of experts to identify the issue, and leave the rest of the team alone to do their work
  • "You need thrill customers continuously."
  • "People will always be evaluating you as a leader. They look at your body language, and see how you respond."
  • Hiring qualities Bob looks for in a leader:
    • Crisp thorough about the job assignment.
    • Complementarity - The use Gallup's strengths. Focus on strengths and them filling a gap on the current team.
    • Fit the culture. Need to be able to work with a team and collaborate.
Nov 16, 2020
391: Jake Wood - How To Accept Risk, Get Candid Feedback, & Love Your Team
52:26

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Episode #391: Jake Wood - CEO of Team Rubicon

Notes:

  • Sustaining Excellence =
    • Integrity - "I've been honored to serve with leaders who have high integrity."
    • Initiative - Be proactive, take action
    • Tenacity - The ability to overcome
    • Enthusiasm - Bring energy to your environment
  • What Jake learned from his Dad:
    • "I feel lucky. He worked his way up with an untraditional resume. He worked his ass off."
    • "He had this industrious nature and worked so hard."
  • Giving the commencement speech at the University of Wisconsin
    • "Our words (as leaders) matter."
    • "None of life experiences went according to plan. And that's okay..."
  • Being the point man -- It means, “When you walked a patrol, you walked first. If there was a landmine or booby trap in the road, you would be the first man to step on it. Initially, you walked in perpetual fear… There were intersections you had to cross where you would close your eyes and clench your teeth, but you never stopped pressing on.”
    • "Leadership is about love. You need to have a deep understanding of WHO your team is as people. Always think, 'how can I help them?' When they know they're loved by you, they'll feel safe. When they feel safe, that leads to courage."
  • Clay Hunt -- "We went to sniper school together... He was a good Marine. When I got paired up with him, I was told, 'you are nothing without this partner.'" He didn’t kill himself because of what happened to him in Iraq and Afghanistan. He killed himself because of what he lost when he came home: Purpose, Self-Worth, and Community. Since 2012, more service members have died by suicide than in combat. "Purpose is a universal human need."
  • The Acceptance of Risk: In Blackjack, there is a correct move for every interaction. When you have 16 and the dealer has a face card, you should hit. There is a 32% chance you win if you hit. There is a 26% chance you win if you stay. And yet, people stay. They haven't come to grips with the risk. They'd rather sit back and try not to lose instead of taking the correct step. As a leader, you have to accept the risk, understand it, and press on.
  • The WHO -- "Surround yourself with realists who offer you candid feedback."
    • What does Jake look for when hiring a leader?
      • They must demonstrate they can overcome hardship
      • Ability to persevere
      • Industrious
      • "I'll take passion over talent any day."
  • The Haiti Earthquake in 2010. 100,000 people instantly died. 100,000 more died within the next 25 days. Jake felt compelled to go there to help.
    • Thus the beginning of Team Rubicon
  • Winning the Pat Tillman award. "It was a huge honor. Pat was why I joined the Marine Corps."
    • His process to deliver the speech... "The producers wanted to take out the part of the speech that resonated most with people... The ending: Know your neighbor, love your neighbor, help you neighbor."
  • Speechwriting/Communication skill:
    • "A company is nothing more than a story."
    • Treat your people like characters in the story.
    • READ a lot of books. General Jim Mattis said, "There is a moral responsibility for leaders to read. If you have not read 100's of books, you're functionally illiterate."
    • Vision - You need to convince your team you can take them to places they didn't know they could go.
  • Book: ONCE A WARRIOR
    • It's the 10 year anniversary for Team Rubicon... It's time to memorialize it.
    • "America needs to find inspiration. The book finishes with hope. It's life's most essential virtue."
Nov 09, 2020
390: Seth Godin - How To Sell Like A Professional, Build Skills, & Ship Creative Work
52:38

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Notes:

  • Sustaining Excellence =
    • The pursuit of WOW... "It's not just meeting spec."
    • Leading is voluntary
    • "Playing covers of yourself is not leadership."
  • Leadership vs. Management?
    • Management is about power and a title
    • Leadership is about stepping up. NASCAR... Starbucks closed for a day to train everyone.
  • Why does Seth teach people how to juggle?
    • "It's about the throw, not the catch."
  • If you want to change your story, change your actions first. We become what we do.
  • Lost in all the noise around us is the proven truth that creativity is the result of desire. A Desire to solve an old problem, a desire to serve someone else. It’s not a bolt of lightning from somewhere else...
  • The difference between talent and skill: Talent is something we’re born with: it’s in our DNA, a magical alignment of gifts. Skill is earned. It’s learned and practiced and hard-won. It’s insulting to call a professional talented. She’s skill, first and foremost. In the words of Steve Martin, “I had no talent. None.”
  • Sculptor Elizabeth King said it beautifully, “process saves us from the poverty of our intentions.”
  • Surprising truths that have been hidden by our desire for those perfect outcomes:
    • Hubris is the opposite of trust
    • Professionals produce with intent
    • Creativity is an act of leadership
    • We become creative when we ship the work
    • Passion is a choice
  • Practical Empathy -- “We have to be able to say, ‘it’s not for you’ and mean it. The work exists to serve someone, to change someone, to make something better.
  • We live in an outcome focused culture. The plumber doesn’t get credit for effort, he gets credit if the faucet stops leaking. Lost in this obsession with outcome is the truth that outcomes are the results of process. Focusing solely on outcomes forces us to make choices that are banal, short term or selfish. It takes our focus away from the journey and encourages us to give up too early.
  • The story of Drew Dernavich — he shared a picture of his “no” pile and of his “yes” pile. He’s a cartoonist. “Drew’s not a genius, he just has more paper than we do.”
  • Embrace your own temporary discomfort: Art doesn’t seek to create comfort. It creates change. And change requires tension. The same is true for learning. True learning (as opposed to education) is a voluntary experience that requires tension and discomfort (the persistent feeling of incompetence as we get better at a skill).
  • Generosity is the most direct way to find the practice. It subverts resistance by focusing the work on someone else. Generosity means that we don’t have to seek reassurance for the self, but can instead concentrate on serving others.
  • Selling is Difficult - Amateurs often feel like they’re taking something from the prospect - their time, their attention, ultimately their money. But what if you recast your profession as a chance to actually solve someone’s problem? “Selling is simply a dance with possibility and empathy. It requires you to see the audience you’ve chosen to serve, then to bring them what they need.”
    • Sales is about intentionally creating tension: the tension of “maybe,” the tension of “this might not work,” the tension of “what will I tell my boss…” That’s precisely the tension that we dance with as creators.
  • The story of General Magic - Megan Smith, Andy Hertzfeld, Marc Porat inventing virtually every element of the modern smartphone. And their first model sold 3,000 units. There were 10 years ahead of their time. The business failed, but the project didn’t.
  • Seth’s initial denial to be on my show… “Keep going and write back to me after you’ve recorded 75 episodes and have a big show.” Episode #75 came out November 26, 2015, I emailed you that day and said, “I’m at #75, are you ready to go?” And he was a man of your word. He was episode #86.
  • His speaking style is built through visuals. He finds the visuals first and then creates the story and application second.
  • Why does Seth fly fish without a hook? "To disconnect with the outcome."
  • The story of Thornton May -- He had no sales quota. He went city to city and invited everyone from a specific industry to a meal. Competitors would join and Thornton would be the person to bring everyone together. He became the person they called.
Nov 02, 2020
389: Ed Latimore - How To Control Your Mind, Body, & Emotions
01:12:55

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Notes:

Episode #389: Ed Latimore

  • The four life lessons:
    • “Never underestimate the power of being likeable and controlling your emotions.”
      • "Nothing is neutral. People are trying to help you or move ahead of you. In basic training, he was a terrible shot. He failed the shooting test three times (which was the limit), and yet got a fourth chance because he was likable. And then passed. "They saw me working hard, so they helped me."
      • How to be more likable? -- "Don't curry favor. Be you... Have high standards. Treat everyone with respect. Have impeccable manners. Be comfortable with the fact that you're not for everyone."
    • “No one cares what happened to you or what you’ve been through. No one is coming to save you.”
      • "Society is not going to take pity on you if your problems create problems for others." You need to work to through your own issues and ow your actions. Don't take your trauma out on others."
      • How has Ed built the perspective to not be a victim? "It's about delivering value to others. And not subtracting it. That's destructive. Forgiveness is a powerful idea. Holding a grudge is like drinking poison and expecting the other person to die."
    • “The most powerful belief you can have is that given enough time, you can learn anything. Rome wasn’t built in a day, but Hiroshima was wiped out in seconds.”
      • Keep plotting along... Ed did this as a boxer and math and with every aspect of his life. Keep going. "Fall in love with the process."
        • "Make a movement with intention and in pursuit."
    • “A limitation is only as powerful as the energy you give to it. Your dreams also follow this same law.”
      • "You'll only be as successful as your worst habit."
      • "You must recognize the problem and/or the limitation."
  • High achievers tend to be a paradox. They have self-confidence combined with insecurity. It creates a fusion reaction. It drives them to continually prove themselves.
  • How is money made? "Give people something they want."
  • Ed desires to be the most interesting version of himself
  • Compartmentalization:
    • You can't approach others with a sense that you're better than them
    • You must be adaptable to a variety of circumstances
  • Understand the dichotomy of being confident and humble at the same time
Oct 25, 2020
388: Patrick Lencioni - The Six Types Of Working Genius
53:27

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The Learning Leader Show With Ryan Hawk

Episode #388: Patrick Lencioni - The 6 Types of Working Genius

Notes:

  • What is a "Working Genius?” – There are six different types, and we all have two of them that are natural to us.  We are good at doing them, and we get energy and joy and satisfaction from them.
  • What about the other four areas? – Two of them are areas that we really struggle with.  They exhaust us and drain us of our energy and passion, and in many cases, we’re not very good at them.  We call these our areas of Working Frustration. We should doing those things as much as we possibly can, and we certainly shouldn’t do work that calls for us to do them frequently. That is a recipe for frustration, failure, depression. And then there are two other areas that are in between our geniuses and our frustrations, we call these Working Competencies, areas that we can do pretty well, maybe even really well, but that don’t necessarily give us energy or joy. It’s fine to have these things be part of your job, and even the primary part of your job sometimes, but it’s not as good as living and working in your areas of genius.
  • What is different about The Six Types of Working Genius and other personal assessments out there? -- This one is quicker to understand, easier to apply, and focused on the work of getting things done.
  • What are the six types of working genius?
    • Wonder - People with this genius can’t help but question whether things could be better in the world around them. They are troubled whenever they see unmet potential, and they are constantly curious and on the lookout for the need to change something.
    • Invention - This type of genius is all about creativity. People who have it love to generate new ideas and solutions to problems and are even comfortable coming up with something out of nothing.
    • Discernment - People with this type of genius have a natural ability when it comes to evaluating or assessing a given idea or situation and providing guidance. They have good instincts, gut feel and judgment about the subtleties of making decisions that integrate logic, common sense and human needs.
    • Galvanizing - This type of genius is about bringing energy and movement to an idea or decision. People who have it like to initiate activity by rallying people to act and inspiring them to get involved.
    • Enablement - People with this type of genius are quick to respond to the needs of others by offering their cooperation and assistance with a project, program or effort. They naturally provide the human assistance that is required in any endeavor, and not on their own terms.
    • Tenacity - This type is about ensuring that a given project, program or effort is taken to completion and achieves the desired result. People who have this genius push for required standards of excellence and live to see the impact of their work.
  • What are Pat's areas of working genius? "I am naturally good at and drawn to what we call Invention and Discernment, I like to come up with new, original ideas, even when it’s not what’s called for.  And I love to use my intuition to evaluate and assess ideas and plans to see what would be best.  My areas of frustration are Tenacity and Enablement, meaning I struggle to push projects through to completion after the initial excitement wears off, and I have a hard time providing assistance to others on their terms. That doesn’t mean I can’t do those things, because all of us have to do things we don’t like or aren’t good at sometimes. But if I’m in a situation where people are relying on me as their primary source of enablement and tenacity, that’s not good for me or for them in the long run."
  • What are my areas of working genius? Discernment and Tenacity. The assessment says: "You are good at and enjoy using your intuition and instincts to evaluate and assess ideas or plans, and pushing projects and tasks through to completion to ensure that the desired results are achieved."
    • Your likely areas of Working Competency are: Invention and Galvanizing. "You are capable of and don’t mind creating original and novel ideas and solutions, and rallying people and inspiring them to take action around a project, task or idea."
Oct 18, 2020
387: Arthur Blank - Owner Of The Atlanta Falcons: How Purpose & Profit Go Hand-In-Hand
48:05

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Episode #387: Arthur Blank - Owner of The Atlanta Falcons

Notes:

  • His Dad died when he was 44 years young, leaving his business to Arthur's mother. Arthur's mom took over and built a successful company. He learned to be principled and values driven from his mom. His mom always told him, "Principle matters."
  • Arthur got fired from his job at Handy Dan in 1978. He didn't take it personally and founded The Home Depot with Bernie Marcus.
  • At the original Home Depot headquarters, he and Bernie Marcus shared a bathroom between their offices. In the hallway outside the bathroom, they hang up press clippings. Not the accolades, or the awards won, but the negative stories and criticism. Why? You cannot have complacency or believe you are beyond reproach. Must always keep striving to get better.
  • How did they duplicate the original Home Depot culture when they expanded beyond their first four stores?
    • "You must always promote people based on them living the values of the company. Ahead of everything else."
      • "The culture is critical."
      • Ask, "Can they lead using our values?" --> Read the book, The War For Talent
  • How did they maintained the culture as they acquired nine additional stores? Originally, it was an issue. "It was like changing the tires on a car as it was driving 30 miles per hour."
    • "We had to self impose slowing down the growth."
    • Must train the team on the culture
  • "We didn't have money for training, but we did it anyway." To build a long term, sustainable business, you must focus on training.
  • "You have to have a caring mentality. It takes time. I'm only interested in relationships. It's all about building long term relationships."
  • Arthur tells the story of when he came to an agreement to buy the Falcons from Taylor Smith -- He booked a nice hotel suite, had dinner/wine, etc… He wrote on a napkin, “For Atlanta and the Falcons, $545 million. To the heritage and the tradition, in the past and the future.” ---> Taylor asked what you were doing and Arthur said “This is a bond between the two of us.” And further, “Important deals don’t get done on paper napkins, it had to be a cloth one.” → That napkin is displayed at the training facility of the Falcons and the team is now worth 5 times what he paid. "It was a win-win negotiation."
  • In the lobby of your Atlanta offices, stands a custom bronze statue of a Sioux warrior in full battle regalia. He cannot move from his position on the battlefield -- he will stand his ground until victory or death. His chin proudly lifted and eyes scanning the horizon, he raises his bow, an arrow poised on the string. It’s entitled, Point of No Return. It depicts a time-honored tradition of Sioux Leadership.
    • "You have to lead from the front."
  • Arthur names all of your conference rooms after personal heroes (Kurt Hahn is one of them, he is the founder of Outward Bound) -- “To strive, to serve, and not to yield.”
  • When he was the new owner of the Falcons, he walked to the back of the plane where the players were sitting and said, “Don’t worry, I’m not going to try to coach you, but I need to know, what can I do for you? What do you need?” (“The Best Think Tank Any Company Could Ask For) -- “That one hour flight was worth a dozen strategy meetings with the team’s executives or coaching staff.” (You need to have a front line obsession, Chris Zook -- Get to the people who really know. The ones closest to the action)
  • Innovate Continuously -- Need non stop reinvention. Leaders need to ensure that the road is cleared of unnecessary speed bumps and overly stringent traffic rules. Too much bureaucracy will kill innovation before it has even begun. Top down management structure will always constrain people’s entrepreneurial spirit. --- The “Invisible Fence” style of management.
  • Hire people who are overqualified.” -- Arthur had lunch with Charles Lazarus one day, the founder of Toys R Us, and he said, “the hardest moments are when you have to look at a person who helped you get to $1 Billion and realize that person can’t help you get to $10 Billion.”
  • “Treat every team member as a free agent” -- Never take people for granted. "They should be committed because of the culture, not the contract."
Oct 11, 2020
386: Nik Wallenda - How To Rise Above What's Holding You Back (Life On The Wire)
01:03:04

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Full show notes at www.LearningLeader.com

IG/Twitter: @RyanHawk12

Notes:

The Learning Leader Show

  • "Life is on the wire. The rest is just waiting." -- Karl Wallenda (Nik's grandfather)
  •  “Fear of Feathers” -- One of the greatest fears of our current age: uncertainty.
  • On March 4, 2020, Nik completed his greatest accomplishment to date, walking over the lava lake of the active Masaya Volcano. 
  • On June 4, 2011, Nik Wallenda successfully completed the high wire walk in San Juan that took his grandfather’s life -- a 135-foot-long high-wire crossing between the two towers of the ten-story Condado Plaza Hotel.
  • John Maxwell saw Nik speak at an event and encouraged him to write a book.
  • Nik shares how his worst fear came true when five family members fell while doing a stunt.
    • He thought, should I get back up on the wire?
    • He learned from his family that they always fulfill their contracts.
      • "I get goosebumps telling this story... My dad said, 'I'll always be there for you.'"
  • "It's my job as the leader to figure out who's shaky and be there for them."
  • Work to counter negativity with positivity and preparation.
  • Nik's mother walked the wire when she was six months pregnant with him.
    • "This is the way I came into the world. This is the way I want to go out."
  • "One day you eat the chicken. The next day, you eat the feathers."
  • "What you would call fear, I would call respect."
  • "The worst thing you can do for a wild animal is show it fear. Show respect instead."
  • "I never wear a harness unless my network partner makes me."
  • The preparation process for a big event is meticulous and intense.
    • He wears an oxygen deprivation mask to feel what it's like to not have a lot of oxygen.
      • "It's all about building mental confidence."
      • Make training much harder than the event
      • "You cannot ever train enough."
      • "If you think you should practice 5 times, do it 50 times."
  • Excellence =
    • A passion about being good at what you do
    • Too many people are miserable at what they do. It's fear.
      • "Even if you hate your job, do it with excellence."
    • "You have to show up at work every single day."
    • "Be positive, force yourself to smile."
  • What is Nik thinking while walking over an active volcano?
    • "I'm free, I'm excited, I have every emotion you can imagine."
  • Alex Honold and David Blaine have become great friends and are very helpful.
Oct 04, 2020
385: Ryan Holiday - The Art Of Living (Like A Stoic)
01:06:58

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IG/Twitter: @RyanHawk12

Notes:

  • Community — In Rome, Panaetius met a fellow student of Diogenes named Gaius Laelius, and later in a naval contingent, met and served with Scipio Aemilianus, one of Rome’s great Generals. These three men formed a kind of philosophical club — known to historians today as the Scipionic Club (like Ben Franklin’s Junto’s) — they would meet you discuss and debate the stoic philosophy they all pursued.
    • Plutarch wrote in Moralia: Precepts of Stagecraft “it is a fine thing also, when we gain advantage from the friendship of great men, to turn welfare of our community, as Polybius and Panaetius, thru Scipio’s goodwill towards them, conferred great benefits upon their native states”
    • Ryan participates in off site adventures with other top authors in the world like James Clear and Mark Manson. They go there to share ideas and help one another.
      • He experienced another example of this as he was asked to speak to a group of the top athletic directors in collegiate sports. All of them are very competitive with each other, yet they still meet regularly to share ideas and help one another.
  • Zeno had little patience for idlers or big egos on his porch -- "Stoa is the Greek word for porch."
    • Zeno said “better to trip with the feet than with the tongue
  • He was the first to express the four virtues of stoicism
    • Courage
    • Temperance/Moderation
    • Justice
    • Wisdom
  • Consistency -- “His work was not defined by some single epiphany or discovery but instead by hard work. He inched his way there, through years of study and training as we all must.”
  • Zeno said “well being is realized by small steps, but is truly no small thing.”
  • Cleanthes — he not only continued his labors but actively turned down large financial gifts to help him retire to his studies — to him labor and philosophy were not rivals. They were pursuits that furthered and enabled each other.
    • The ancients used to describe his industriousness: philoponia - a love of work.
  • Chrysippus, the third Leader is the stoic school. He was introduced to running and it changed his life. The same is true for Ryan...
    • "A marathon doesn't care that you're tired at mile 20. You have to get to 26.2 to be done. Your mind wants to quit much earlier than your body has to."
    • "When you think you're done, you're at 40%." - David Goggins
  • The stoic idea of Oikeiosis - that we share something and our interests are naturally connected to those of our fellow humans — is as pressing in the ancient world as it is today.
  • “Being poor is not having too little, it is wanting more.” Seneca
  • Stay a Student -- The Maxim For Every Successful Person; ‘Always Stay A Student’ -- “Every man I meet is my master in some point, and in that I learn of him.” — Ralph Waldo Emerson. Genghis Khan one of the greatest military minds who ever lived, he was a perpetual student.
  • How to find stillness?
    • Stop watching the news
    • Journal - Anne Frank wrote when she struggled: “Paper,” she said, “has more patience than people.”
    • Go for a walk or run
    • Seek solitude -- Bill Gates “think weeks”
  • How to balance temperance and justice?
    • Start by being better ourselves
    • As a citizen, where do you draw the line? Particularly when it's not in your interest to do so...
    • What are you willing to sacrifice to insist on your standard?
  •  
  • Epictetus’ instructions:
    • Separate things into what you control and what you don’t
    • Choose not to be complicit in getting offended
    • Prep for adversity in advance
    • Realize every situation has 2 handles—grab the right one
    • Memento Mori—let death put everything in perspective
  • Writer’s block is a phony, made up BS excuse for not doing your work.” Jerry Seinfeld
  • Life advice -- "Don't send me an email asking if you can ask me a question. Just ask the question." -- Ryan Holiday
  • Be worthy of a great mentor... Do work that impresses them. Gets their attention.
  • "Writing forces you to clarify your thinking..."
Sep 27, 2020
384: Les Brown - How To Unleash The Excellence Within You To Win
01:14:34

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The Learning Leader Show With Ryan Hawk

#384: Les Brown - You've Got To Be Hungry

Notes:

  • "If you want to be successful in life, do these three things..."
    • Change your mindset - “You don’t get in life what you want, you get in life what you are.”
    • Practice OQP - “Only Quality People”
    • Develop your communication skills - “Once you open your mouth, you tell the world who you are.
  • Sidney Poitier wrote a book called The Measure of a Man and she said, “When you go for a walk with someone, something happens without being spoken. He said, “either you adjust to their pace or they adjust to your pace.” Think “Whose pace have you adjusted to?
  • Les needed to disrupt the vision he had of himself in order to change...
    • Distract
    • Dispute
    • Inspire
      • Expand the vision of what's possible for life
  • Mike Williams -- "The Road To Your Best Stuff"
    • Keys to growth: Hire a coach
  • Use your story to create an experience for your audience
    • "Be transformed by the renewing of their minds."
    • "You can't fit a big dream into a small mind."
  • "We are here to live a life that will out live us."
  • "The two most important days of your life are the day you were born and the day you find out why." - Mark Twain
  • Les has battled cancer for 27 years...
  • The beginning: When Les's mom worked for a white family, they would make her clap her hands regularly when she was alone in a different room to ensure she wasn't stealing anything. When Les learned why his mom always had to clap her hands together, he made it his mission to ensure that he would buy her a house one day... And eventually that's exactly what he did.
  • Negative thoughts are like weeds. They'll keep coming back. You have to keep at it and have a positive mind.
  • Every morning, Les takes the following action:
    • Has a verbal (positive) affirmation
    • Writes seven things he wants to do that day
    • Reads 20-30 pages
  • "There is power in pursuit... Set goals beyond your comfort zone."
  • Have a perpetual plan of action
    • "You're never too old to learn"
    • "You're never too young to teach"
  • "Don't ever stop raising the bar on yourself."
  • There are three kinds of people: Millionaires, Billionaires, and Witnesses
    • "You gotta be hungry."
  • Thoreau - "Go where there's no path and leave a trail."
  • What does Les think immediately before going on stage with 80,000 people in the crowd?
    • "More of THE, less of ME."
  • "When you wax a floor, you need to strip it first. The same is true with coaching."
  • "Cancer Conquerors" -- "I don't have time to die, I've got too much work to do."
  • Excellence: Durable, sustainable advantage. "I will not fail." All accomplishments happen in the mind first... And then in practice.
Sep 20, 2020
383: Guy Raz - 383: Guy Raz - How To Ask Questions, Tell A Story, & Build A Career You Love
52:48

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The Learning Leader Show With Ryan Hawk

#383: Guy Raz - How I Built This

  • Excellence =
    • Ambition
    • Desire to produce for the sake of personal fulfillment -- "It's oxygen"
    • Bill Gates is constantly challenging himself... Having a growth mindset. "To survive means to grow."
  • How has Guy become one of the greatest interviewers in the world?
    • "I've been shooting free throws for 25 years. I've gotten a lot of reps." To be great, you have to be bad at the beginning... And keep going.
  • How to connect with others? "I interpret the non-verbal feedback."
  • Purposeful Practice:
    • It's a team effort -- "I've worked with my team for twenty years. There is a strong bond and connection. They are very honest with their feedback. Constructive criticism is essential. We need outsiders to assess us."
  • Guy thanks his mom and dad in the acknowledgement section of his book:
    • They came to America in the 1970's. "Being courageous requires resilience."
    • Guy has covered four wars, but he still doesn't feel he's as courageous as his parents.
    • "Without taking a risk there is no reward."
    • When Guy is afraid to take a risk, he thinks of his parents.
  • How his fellowship year at Harvard impacted him: They teach through case studies and stories. It helped him understand business and storytelling.
  • Guy is inspired by Joseph Campbell's hero's journey...
  • His 'Must-Have' qualities to get hired to work on his team:
    • Kindness - "We filter for kindness"
    • They have to "want to improve"
  • How Guy prepares to interview someone for one of his shows:
    • Contact them well ahead of the interview date
    • Do a deep dive on them and people around them (read, watch videos, listen to podcasts)
    • Do a background check
    • "All of us are imperfect... That's what make someone relatable. We all have flaws. You need to hear the failures."
      • "The interviewee must be generous with their emotions.
    • "The idea that I can learn from someone excites me."
    • "I love transmitting the story."
  • The idea for How I Built This came to him in 2008 when he took a class at Harvard Business School during a sabbatical year as a Nieman journalism fellow after nearly eight years as a foreign correspondent.
  • Guy demands that those who sit for an interview with him are completely open. “I ask them, ‘Are you willing to come to this interview and surrender?’”
  • Guy stared as an NPR intern and didn't get the initial jobs he wanted...
  • I asked... "How much of your success can be attributed to luck and how much skill/hard work?"
  • Life advice:
    • Get a job in sales -- All jobs have a selling component. Learn this crucial skill.
    • Be methodical about your experiences.
    • Keep your eyes open for problems all around you... Look for problems to solve. All businesses are built on solving a problem.
Sep 13, 2020
382: Morgan Housel - Timeless Lessons On Wealth, Greed, & Happiness
01:02:10

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Full show notes at www.LearningLeader.com

The Learning Leader Show With Ryan Hawk

#382: Morgan Housel - Timeless Lessons On Wealth, Greed, & Happiness

Notes:

  • "Writing helps crystallize vague thoughts in your mind."
    • It helps clarify your thoughts.
    • Writing is an art.
    • When you publish your own work, you own the success or failure.
  • Public speaking is a great tool to learn how to communicate succinctly. It's a skill worth building.
  • The Psychology of Money is a study in understanding why people do what they do...
    • "Use money to control your time. That's the highest dividend money can do for you."
  • Why work with Collaboration Fund:
    • You need more than just a check: values, philosophies, get your thoughts out into the world.
  • Stories are more powerful than statistics. And most statistics are incomplete props to justify a story. Stories are easier to remember, easier to relate to, and emotionally persuasive.
  • "Stop telling kids they can be whatever they want to be. You can be whatever you're good at, as long as they're hiring. And even then it helps to know someone." -- Chris Rock
  • Excellence =
    • Patience - Stick with it. Continue to go during down periods. That's how compounding works.
  • Success Laws -- "Strong beliefs, weakly held."
  • Storytelling: "The prize goes to the person who can explain something well... Stories move the needle. You convince someone something is true through stories."
    • How to become a better storyteller? READ a lot. And practice.
  • "If you’re going to try to predict the future — whether it’s where the market is heading, or what the economy is going to do, or whether you’ll be promoted — think in terms of probabilities, not certainties. Death and taxes, as they say, are the only exceptions to this rule."
  • Some quotes (thanks to RightAttitudes.com) "Two things make an economy grow: population growth and productivity growth. Everything else is a function of one of those two drivers."
  • "Changing your mind is one of the most difficult things we do. It is far easier to fool yourself into believing a falsehood than admit a mistake."
  • "Study successful investors, and you’ll notice a common denominator: they are masters of psychology. They can’t control the market, but they have complete control over the gray matter between their ears."
  • "There’s a strong correlation between knowledge and humility. People who spend 10 minutes on Google studying monetary policy think they have it all figured out, while people with PhD's and decades of experience throw up their hands in frustration. The more you study economics, the more you realize how little we know about it."
  • "When you think you have a great idea, go out of your way to talk with someone who disagrees with it. At worst, you continue to disagree with them. More often, you’ll gain valuable perspective. Fight confirmation bias like the plague."
  • "Short-term thinking is at the root of most of our problems, whether it’s in business, politics, investing, or work."
Sep 06, 2020
381: John Mackey (CEO of Whole Foods) - How To Be A Conscious Leader
01:04:10

The Learning Leader Show With Ryan Hawk

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Full notes at www.LearningLeader.com

#381: John Mackey, CEO of Whole Foods

Notes:

  • Excellence:
    • Energy - Vitality -- "You cannot be lazy"
    • "You need a strong desire to be excellent"
      • Excellent leaders strive for excellence in everything they choose to do
    • Good physical and mental health
    • Honor - "Hold yourself to high standards"
  • John and Rene Lawson raised $45,000 from family and friends and borrowed $10,000 in 1978 to open a small natural foods store called SaferWay in Austin, Texas. When the couple were evicted from their apartment for storing food products in it, they decided to live at the store. Because it was zoned for commercial use, there was no shower stall, so they bathed using a water hose attached to their dishwasher.  Two years later they brought on partners who owned another grocery store and formed Whole Foods Markets.
  • Having high expectations: As a younger person in his early 20's, John was curious about learning... He loved organic, natural food before it was popular.
  • Revolutions:
    • The running revolution happened in the 1970's - He got into that. The long runs made him feel fantastic.
    • He became a vegetarian. It helped him feel better, be more alive. He is now a vegan.
  • In 1981, they had to deal with a 100 year flood in Austin. "Renee had to swim out of the store that day."
    • "Whole Foods should have died that day. That was when I learned about stakeholders." --> Many people helped them stay in business.
    • "A banker co-signed on the loan without approval because he trusted me. I didn't find out until later."
  • He moved to Boulder in 1999 to run WholePeople.com -- Then the internet bubble popped and it failed.
    • When he moved back to Austin, TX, a coup was afoot... One of his trusted senior leaders was trying to get John fired.
    • John walked through the nearest Whole Foods while preparing to tell the board why he should keep his job... "I get a super high touring that store." Touring the stores helps you feel the pulse of the company. John thought, "Oh my God, this is the love of my life. This is my purpose."
      • That's what he told the board and senior execs and convinced them to let him keep his job.
      • He learned to cultivate and build relationships with his board through that...
  • A "Conscious Leader" =
    • Vision & Virtue – Put purpose first, lead with love
    • Mindset & Strategy – Find win-win solutions. Innovate and create value
    • People & Culture – Constantly evolve the team. Regularly revitalize, continually learn and grow
  • John has elected to take a $1 yearly salary and to forgo any bonus or stock grants since 2007.
  • Hiring: "You're no better than your team."
  • "Excellence is continued growth."
  • "When you stop growing you begin to die."
  • You need to constantly revitalize yourself:
    • Sleep well
    • Eat healthy food
    • Exercise
  • People are addicted to bad food... But you can change this habit if you're willing to go through some pain for a month or two. You can teach yourself to enjoy healthy foods. It needs to become a habit.
  • Hiring:
    • Do group interviews - Don't rely on just one person
    • Looks for:
      • Intelligence ('that's the ante to get in')
      • Emotional Intelligence -- "Steve Jobs would not have gotten hired at Whole Foods"
      • Need to work well with others
      • Take responsibility
      • High integrity
      • Chemistry with others and high character
      • Ask, "Who have you helped get promoted?" "Who have you developed?" "How?"
  • The sale to Amazon
    • "We took a plane up to Seattle and met in Jeff's (Bezos) house. It was very secretive. There was a lot of security around."
    • "The conversation was like falling in love. They were just regular guys who were very smart."
    • "Jeff (Bezos) is unpretentious, has a great sense of humor, and is a genius. He's brilliant."
  • “It’s like marriage, I love them 98% of the time.”
  • Advice:
    • "Life is an adventure. Go for it."
Aug 30, 2020
380: Jay Hennessey - How To Build A Learning Organization
01:04:02

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Full show notes at www.LearningLeader.com

The Learning Leader Show With Ryan Hawk

#380: Jay Hennessey - How To Build A Learning Organization

  • Shared Adversity - "That's what creates the foundation for teams. It's the glue that builds trust."
    • MOFO - Mandatory Optional Fitness Opportunity
    • SEAL training - The shared adversity among trainees creates camaraderie. Evolutions are team based.
  • "Lock arms laying the surf"
  • "Great teams aren't created by happenstance" -- You must be intentional and deliberate.
  • What is the culture you want to create? - "You must be deliberate about that up front."
    • "The language you use is so important."
  • Dan Coyle is the ultimate connector
  • "When people are asking you questions, it's super energizing" -- Approach each conversation with a curious mind
  • Foster "Organization Humility"
  • The Fifth Discipline by Peter Senge:
    • The discipline of team learning starts with ‘dialogue’, the capacity of members of a team to suspend assumptions and enter into a genuine ‘thinking together’. To the Greeks dia-logos meant a free-flowing of meaning through a group, allowing the group to discover insights not attainable individually…. [It] also involves learning how to recognize the patterns of interaction in teams that undermine learning.
    • Dialog vs. Discussion
      • Dialog = Strong convictions loosely held. Starting with, "I may be wrong..."
      • Discussion = Trying to convince others you're right
  • The Learning Organization
    • Get reps - Read with someone else and share
    • Engage the learner:
      • Just in time
      • Just for you
      • Just in case
  • Building a learning organization creates a competitive advantage:
    • Great teams are always learning, evolving, and changing. What you know now will be extinct in five years. Must keep learning.
    • "Nobody that we hire wants to be stagnant."
    • There is no mandatory compliance.
  • Book: Practice Perfect -- "Whoever is doing the talking is doing the learning." When building a learning organization, stress that it's about active participation. Not passively watching lectures, but actively participating in them.
  • Being a "Yes, And..." leader -- Build off the ideas of others. Lift them up. A "Yes, And..." leader doesn't need the credit. They bring energy to the group.
    • "Leadership is about making something better than it was when you found it and doing so by developing people along the way. Leaders cannot be energy neutral. They are either adding energy or taking energy." - Tom Ogburn
    • Don't be a "Mr. Poopy Pants" -- "Oh, well that will never work." Nobody wants to work with Mr. Poopy Pants.
  • How to develop awareness:
    • Started as the second youngest guy on the seam when he went to SEAL team 5. He was 2nd in charge of his platoon.
      • "Show up with humility and think, 'where can I add value?'
      • Ask for help from mentors -- Hitch yourself to a strong chief.
      • "Have a strong burden to add value"
  • A stay ready mindset -- Have a 'never peak' attitude. Always ready to go. No excuses. "In every aspect of your life, no one cares what you used to be able to do, they care what you can do today."
  • What type of leader do you want to be? -- Write it down. Leaders need to think deeply. Writing forces that to happen.
    • Write your command philosophy
    • Be deliberate
  • Be a connector:
    • What is the difference between Connecting and Networking – Networking is looking for people who you can help; networking is looking for people who can help you. Be a connector.
  • How to build comfort in your own skin?
    • Do hard things -- Progress turns into confidence
    • It's a self-efficacy model -- It's okay to fail. Overcome it and keep going. Be part of something bigger than you.
  • Excellence -- "Humility is the enabler for curiosity."
  • Here is WHY joining a Learning Leader Circle is a good idea...
  • Jay's “Leadership Philosophy”
    • Mission: To execute at my fullest potential and to serve as a resource to help my Family and Teammates continuously improve at every stage of their personal and professional development.
    • Vision:  to lead a healthy and happy family where we all strive to become the best version of ourselves. Professionally, my vision is to be a contributing member of a learning organization with a culture that encourages learning and development at every level.
    • Core Attributes: Humility, curiosity, empathy, trust, followership, generosity, competition, health & fitness, gratitude
    • Guiding Leadership Principles: Exude positivity, communicate effectively, learn and adapt in all areas of personal and professional life, be creative, iterate & execute quickly, be aggressive, have fun, show initiative toward opportunities and problems, challenge self, solitude/mindfulness, be deliberate (set goals, reflect)
    • Leadership Statement: Make the most of everything I do – be positive, have fun, learn, adapt, and push / pull / drag or chase my teammates toward our goals.
Aug 23, 2020
379 - Jack Butcher - How To Visualize Value
01:06:10

The Learning Leader Show With Ryan Hawk

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Full show notes at www.LearningLeader.com

#379: Jack Butcher - Founder of Visualize Value

Notes:

  • Excellence:
    • Humility - "People who don't think they're very good."
      • The willingness to "put yourself in situations where you don't have a clue."
    • No Plateau - Need to put yourself in scenarios where you are inexperienced... To learn and build resilience.
  • Why Jack shoots "one take" videos and doesn't edit --There is a focus on "getting things out there." Ship it. Publish. Take action.
    • "The ability to publish is prioritized."
    • You can build a bond with a teacher through their authenticity.
  • Create and share what you're building in real time... People want to go on that journey with you (when it's real)
  • How Jack has built such a high level of confidence in himself -- Had a great mentor who was a polymath.
    • It was six months into being a designer... Jack was preparing to show some of his work. He framed it as "I'm not sure if this is any good..." His mentor told him, "Never discount what you're doing prior to showing it to them." Frame it right. KNOW YOUR WORK. Own the full interaction of your story. Explain how you got the answer. DO the necessary work to understand it at its fundamental level.
    • Think as if you are going to defend your work as you present it -- "What would the worst critic say about this work?" How would I respond to that? Do your research and be prepared. That's how confidence is built. Be consciously competent about your work.
  • Visualize Value -- Jack is a designer by trade. He has built his skills based on his previous decade working with some of the world's largest brands.
    • He most enjoyed the strategic component of the process -- The articulation of the strategy through the use of compelling visual images.
    • Think: How can I make this argument more visual?
    • He helps businesses understand their value proposition
      • He takes the same principle to consumers now with Visualize Value
  • Leadership Development - Understand the individual components to transformation
    • Curriculum - Organize it to a sequence of principles that build on one another.
    • Share myths - What's incorrect
    • Don't skip the foundation
    • Share the problem - Don't just focus on the symptom
      • Prescriptions can mask the symptom
    • Help with transformation -- "Debug the code"
  • "Excellence is the gradual result of always striving to do better." - Pat Riley
  • As a leader, it's important to constantly set a new baseline.
  • Consistency - "We're bad at understanding the compounding function."
  • Resistance - Progress is a force you're pushing against. Your ability to continually push forward against the resistance is critical in your long term success.
  • Sales - There's no scenario where sales isn't important.
    • Sales is always a component to what you're doing whether you like it or not.
Aug 16, 2020
378: Brad Feld: 378: Brad Feld - How To Collect Amazing People, Question Your Biases, & Build Community
50:21

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IG/Twitter: @RyanHawk12 

Full show notes at www.LearningLeader.com

#378: Brad Feld

Notes:

  • Excellence:
    • Honesty - Clear view of what's going on with self and others
      • Transparency/Authenticity is overused
    • Confirmed process of learning - Hypothesis, clarity of though around experimentation
  • Advice to a new manager:
    • Ask a lot of questions
    • REALLY LISTEN - Engage in conversations... Don't just try to get the right answer
    • We have endless biases
      • "People defend their biases instead of questioning their biases." --> Have a curious mind.
  • Curiosity:
    • His parents gave him positive feedback for being inquisitive... An exploration of new ideas. Brad loves to read and takes a digital sabbath every Saturday.
    • Approach new ideas with a Buddhist philosophy --> Let go of assumptions. Approach each topic with a beginner's mind.
  • A founder who is an explorer -- "Don't get stuck as an investor by constantly asking questions. You need to want to deeply understand someone. It goes both ways. Literal answers aren't enough."
  • The role of the founder is “to collect people.” → Mentor side, peer side, employee side, customer side.
    • Engage with people. Create a 'bi-directional' connection. This has shifted over time for Brad. Think #GiveFirst
  • Life partner - Amy... They are equals. It's important to acknowledge that. They almost split up after 10 years because Brad's words were not matching his actions.
    • "YOUR WORDS MUST MATCH YOUR ACTIONS.'
    • Prioritize what's important and then follow through. If it's important to you to spend time with your spouse, then do it.
    • Brad and Amy had to learn how to fight...
    • When their 13 year old dog died, it was devastating. Amy and Brad deal with tragedy differently. It's important to understand that it's OK for your spouse to deal with grief differently than you do.
  • Key Parts to building community:
    • The people in charge must be leaders
    • Must have a long term commitment --> 20 years+
    • Inclusive of anyone who wants to engage
    • Have events that engage people
  • Complex systems to how communities evolve --Complicated systems has more steps.
  • Goal setting - They tend to be too rigid. The time component can be a problem.
    • Brad prefers raid iteration. Better to have a hypothesis. If the hypothesis fails, learn it.
    • Eric Ries - Lean Startup
      • Rapid experimentation - Rapid learning is better
    • Vast majority of goals you set are not right in the future
  • Writing - "When I write, I learn." Force yourself to write it down. Put it in public. Have an open mind to feedback.
    • "People get stuck in dogma when they don't write things down. They don't know why they believe in it."
    • You can't do this quickly. People don't feel like they have time to think. That's a problem.
  • The role of selling: Selling is crucial. You are selling all the time. Sales is a noble profession. Acknowledge it. Develop the skills to do it well. Everyone works in sales.

 

Aug 09, 2020
377: Casper Ter Kuile - How To Turn Everyday Activities Into Soulful Practices
59:34

The Learning Leader Show With Ryan Hawk

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Full show notes at www.LearningLeader.com

Episode #377: Casper Ter Kuile - How To Turn Everyday Activities Into Soulful Practices

Notes:

  • Excellence:
    • Always learning
    • Commitment - Willingness to go deep
    • Generosity
    • Patience
  • Casper spent his 30th birthday with nuns. He's not very religious but realized he had a lot in common with them. They care about the same things. They're very honest.
  • What he learned from his mother and father:
    • Father - Do well when you follow the rules. Be detail oriented. Honest. Trustworthy.
    • Mother - She has a more "cheeky side." She breaks the rules.
  • Deep connection isn’t just about relationships with other people. It’s about feeling the fullness of being alive. It’s about being enveloped in multiple layers of belonging within, between, and around us.
    • Four Levels of connection:
      • Connecting with yourself
      • Connecting with the people around you
      • Connecting with the natural world
      • Connecting with the transcendent
  • Tradition -- "We mistake tradition for convention. Tradition is the beating heart, convention is the outer expression."
    • A college football team can change their uniforms and not lose tradition. The uniforms are a form of outer expression.
      • You change symbols as you grow.
  • Preaching at its best is a conversation with the congregation. Ancient texts are so valuable. The Bible is a description of how life is...
  • Casper shares what it was like growing up in England and not fitting in...
    • His home life was great. His school life was awful.
  • Connection:
    • Willing to change
    • Forged in flames
    • Honesty & commitment to each other
  • Science is stable - we value being in tribes. There's less of a connection to places and family. There is a decline in religious communities.
  • Why has there been a decrease?
    • Productivity has become so important. To be productive, relationships are sacrificed. Priorities have shifted.
      • We are missing opportunities to go deep with people
  • At work: Younger people show up at a job for the meaning of the company...
  • The military: Soldiers care about the people they are shoulder to shoulder with... They honor their culture.
  • As a manager: Replicate water cooler moments (virtually). 30 minutes snippets on zoom. Invite people to go deeper.
    • Use question prompts - create safe spaces. It's an interesting time for relationship design.
  • He's created "The Confession Group"
    • The leader needs to model vulnerability but hold the boundaries.
    • Have a place where people can go to admit they screwed up -- 10 minutes to share, 10 minutes to ask questions
  • Discipline:
    • Take a tech sabbath -- Each Friday, Casper hides his phone and computer. It's rest time. Sabbath - "The apex of life."
  • What we practice is what we become
    • "We all worship something. We just don't know what we're worshiping."
      • The paradigm of how we see ourselves in the world.
Aug 02, 2020
376: David Perell - Why You Should Write
01:05:00

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222

@RyanHawk12

Full notes at www.LearningLeader.com

Episode #376: David Perell - Why You Should Write

Notes:

  • The importance of writing -- Why everyone should write… “Having a website with articles you've published is like having a personal agent who finds career opportunities for you 24/7."
  • “Writing crystallizes ideas in ways thinking on its own will never accomplish.” — Morgan Housel
  • "The person who writes sets the strategy. If you want to lead, write."
  • "Writing is a 'proof of work' mechanism"
    • It shows the world that you've thought deeply about a topic
  • Networking - The old way vs the new way
    • Old -- Go to conferences, happy hours, networking events
    • New -- Publish your work online. You attract the type of people you want...
  • Bill James analytical approach. His book only sold 550 copies, but one of them was to Billy Beane (General Manager of the Oakland A's). And the "Moneyball" revolution was created...
  • The Venn Diagram of Specificity
    • Learn how to create this for your business
  • How to built a career? Do things that are unique, in demand, but the world doesn't have yet
  • Your first draft is what is top of mind -- "Rewriting is rethinking." It's the process to make our ideas better. Writing and re-writing will make you a more thoughtful person and will create clarity.
  • Writing is an element of teaching.
    • Expertise is like a ladder -- Be like an investigative reporter about a topic that fascinates you
  • The benefits of learning in public: "It is the best way to build a network." It's a forcing function. It forces your brain to always be on.
  • "Want a great spouse? Deserve one." - Charlie Munger
  • Publishing your work online (podcast, essays, book) is the greatest networking tool in the world. I’ve met amazing people because they’ve benefitted from my work (head coach Atlanta Falcons, Brooklyn Nets, Ohio State basketball coach, SVP of Fortune 50 companies).
  • Community and connection —- community becomes the byproduct when you’re going through something challenging together (ie: Navy SEALs).
    • “The strength of a community is hard to quantify, which makes it hard to advertise. But like good music, you measure it by how it moves your spirits and how you feel in its presence.”
  • Competition is for Losers: Avoid competition. Stop copying what everybody else is doing. If you work at a for-profit company, work on problems that would not otherwise be solved. If you’re at a non-profit, fix unpopular problems. Life is easier when you don’t compete. (Hint: don’t start another bottled water company).
  • Personal Monopoly: Corporations reward conformity, but the Internet rewards people who are unique. If you work in a creative field, strive to be the only person who does what you do. Find your own style, then run with it. Create intellectual real estate for yourself. (Jerry Garcia -- Be the only person who does what you do)
  • The Map Is Not the Territory: Reality will never match the elegance of theory. All models have inconsistencies, but some are still useful. Some maps are useful because they’re inaccurate. If you want to find an edge, look for what the map leaves out.
  • There are two kinds of companies:
    • 1) Product-First Audiences: Build a product, then an audience. Attract customers with paid advertisements.
    • 2) Audience-First Products: Build an audience, then a product. Attract customers with differentiated content.
  • Take Action -- "Taking action will teach you more about yourself in a month than years of contemplation ever will."
  • Making something easier expands the market... But making it harder gets you the clients you really want.
  • Twitter is the town-square of the internet. It can be the best learning tool in the world if you use it right:
    • Mute politics
    • Unfollow people who make you angry
    • Understand your opponent's opinion better than they do
    • Production: Make tweets useful. It forces you to focus on ideas that are timeless. It forces you to have constant epiphanies.
    • Have "spiky" ideas -- They pierce society.
    • Have a point of view
  • Sustained excellence =
    • Obsession - Doing great work is hard. You need to love it. "I can't live without creating."
    • Vision - Set a goal that scares you and march toward it. Have ambition
    • A keen understanding of what one is good at - Self-awareness.
Jul 26, 2020
375: Miranda Hawk - How To Cultivate A Loving Relationship
01:17:09

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222 for more details

Full show notes at www.LearningLeader.com

Episode #375: Miranda Hawk - How To Cultivate A Loving Relationship. Miranda Hawk is an award winning sales professional, builder of teams, and sits on the board for multiple non-profit organization. Miranda is my wife, and together we are striving to raise our daughters to be kind, strong, hard-working, resilient leaders. Miranda is the former owner of the Dayton Mom Collective, a business that provides a positive voice for motherhood by connecting moms to resources and parenting perspectives unique to their communities. She has worked in the profession of selling since she was 14 and understands the determination and work ethic it takes to sustain excellence. **We recorded this conversation on our Anniversary.**

Notes:

  • The symbolism of a wedding anniversary - The amount of time is not impressive. It's what you do during that time. The type of people you become. Not just that you've made it a certain number of years, but making those years count. The relationship has grown. The love for one another has grown. You’ve accomplished things together and on your own. And both people in the relationship and the world around are better because of the relationship.
  • What was the initial attraction and how that has grown and/or changed over time? (Confidence (shoulders back), beauty, work ethic, your demonstration of excellence at your craft, toughness) --> the blending of a family. Challenges and the joy of it....
    • What is beauty? Is beauty a pretty face, a nice smile, flowing hair, nice skin? Not to me, it's not. To me beauty is living life to higher standards, stronger morals and ethics and believing in them, whether people tell you you're right or wrong. Beauty is not wasting a day. Beauty is noticing life's little intricacies and taking time out of your busy day to really enjoy those little intricacies. Beauty is being real, being genuine, being pure with no facade—what you see is what you get. Beauty is expanding your mind, always seeking knowledge, not being content, always going after something and challenging yourself." -- Jake Plummer (describing Pat Tillman)
  • The pursuit - the importance of being in pursuit of one another -- Love is a verb. It's a constant action. It's a behavior towards one another.
    • Why "happy wife, happy life" is stupid -- In what other world is the focus on only making one person in the relationship happy? You wouldn't do that in a friendship. You wouldn't do that at work. Why would you do that in your marriage?
  • Gratitude -- Saying the words. The power behind words. Being intentional about saying thank you. The importance of specificity.
  • Learning Leader Circle question (Chris G) I'm always fascinated by how things start. As you have started the podcast, what did that look like for your family in starting the venture? Also the dynamic that you have as far as how much you are involved with each other’s careers? i.e. involved and talk about it daily, or primarily keep your conversations centered on the family and personal life.
  • The importance of leading yourself first... It gives you the energy and drive to love others.
  • Conflict resolution - It's critical to have open dialog about the mistakes made and how we rectify them... We strive to have a relationship where we can discuss disagreements, come to a resolution, and move forward.
  • Health and wellness -- Why taking care of ourselves is so important. You're passionate about this and have made our family better because of it. "If you take care of your body, it will take care of you." 
    • "I'm striving to be the best version of myself."
  • I'm attracted to discipline... And the ability to do what's hard
  • Our WHO -- Becoming more intentional about dinner dates/friends/how we spend our time
  • Advice for younger women -
    • Be proactive - Your job responsibilities are the minimum, do more than that
    • Develop a strong work ethic
    • Be positive -- Bring positive energy
  • Learning Leader Circle question from Nick -- What are your key family anchors” for the week or month?  Example:  Sunday dinners, etc.- We invested in a nice area to gather outside on our back porch. Our family dinners together are what we love most... The exercise we do: Each person says something they love about every other person at the table. Get specific!
  • “Your mate will either inspire you to grow into your greatness or they will confine you to complacency. They’ll either be your other half, or they’ll make you half of yourself.” - Nuri Muhammad
  • “Business like life is all about how you make people feel. It’s that simple and it’s that hard.  —— Consciously think about how I make you feel.” - Danny Meyer
  • “Ultimately the bond of all companionship, whether in marriage or in friendship, is conversation.” - Oscar Wilde
  • Habits/Routines -- Differences and similarities
  • The importance of long walks together...

 

Jul 19, 2020
374: Alexandra Carter - How To Ask For More (10 Questions To Negotiate Anything)
51:25

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222 for more details

Full show notes at www.LearningLeader.com

Episode #374: Alexandra Carter - How To Ask For More. Alexandra Carter is a Clinical Professor of Law and Director of the Mediation Clinic at Columbia Law School. She has spent the last eleven years helping thousands of people negotiate better, build relationships and reach their goals. In 2019, Alex was awarded the Columbia University Presidential Award for Outstanding Teaching, Columbia University’s highest teaching honor. She is a world-renowned negotiation trainer for groups and individuals from all over the world

Notes:

  • Excellent leaders have a beginner's mindset
  • What does a mediator do?
    • They are a third person that helps people negotiate. The good ones don't act like the smartest person in the room. They are learners and great listeners.
  • What is negotiation?
    • It is NOT a transaction over money.
    • Negotiation is any conversation where you are steering a relationship Every conversation is like being in a kayak. Approach every conversation differently... With intention.
  • “We make our world significant by the courage of our questions and by the depth of our answers.” - Carl Sagan
  • The ultimate open ended question -- “Tell Me…” Questions - an open question is like fishing with a net. A closed question is fishing with a pole. A great open question doesn’t have a question mark.  “Tell me about your trip to India!”
  • Change your WHY questions to WHAT questions...Rather than ask “Why haven’t I been able to… Turn that around to “What has made this challenging for me?” Move from a place of blame to curiosity.
  • How to handle a PDP (performance development plan) meeting? How to ask for a raise?
    • Recruit your manager to be on your side. Share your goals with them, bring them along with you... Connect with your manager. Talk about the future and how you can work together. Ask open ended questions to learn more about the needs of the business. Tie your money request to your production.
    • Use "I + We" statements - Share how your work benefits the company.
  • Your asks should be:
    • Optimistic
    • Specific
    • Justifiable
  • Research suggests that women hold themselves to perfectionist standards
  • As a boss: Invest in top performers, mentor people, empower them, unleash them
  • What do you need? 2 buckets
    • Tangibles - touch, see, count
    • Intangibles - Values, freedom, acknowledgement
  • Questions to ask yourself:
    • What would progress look like?
    • What do I feel? Grapple with your feelings so that they don't control you
    • How have I handled this successfully in the past? Ask yourself about prior success. Write down your answer. It's a "power prime."
  • Questions to ask:
    • The first 5 questions are for your side- The Mirror: What's the problem I want to solve? What do I need?, What do I feel?, How have I handled this successfully in the past?, What's the first step?
    • Then, the second 5 questions are for your opposite number: The Window: Tell me?, What do you need?, What are your concerns?, How have you handled this successfully in the past? What's the first step?
  • The five, best open-ended questions to ask in each part seek to identify and define the following: (1) the problem/goal; (2) needs; (3) feelings/concerns; (4) previous success; and (5) the first step. And that the answers to these important questions can help steer conversations, relationships, and negotiations that will increase the likelihood of a desired negotiation destination.
  • “The Mirror,” in that knowing oneself by spending the time it takes to honestly ponder, reflect, and journal one’s personal thoughts, feelings, expectations, and dreams to answer those five questions, in an attempt to not only improve one’s skills in formal negotiations, but to also navigate the relationships in life’s journey.

 

Jul 12, 2020
373: Bill Perkins - How To Get All You Can From Your Money & Your Life
01:08:33

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222

Full show notes can be found at www.LearningLeader.com

#373: Bill Perkins is a hedge fund manager, film producer, and high stakes poker player. He is the author of Die with Zero: Getting All You Can from Your Money and Your Life. 

Notes:

  • Your life is the sum of your experiences… “The business of life is the acquisition of memories. In the end, that’s all there is.” - The butler from Downtown Abbey...
  • Excellence:
    • Integrity with your word and yourself -- Don't lie to yourself and others. You can't be flippant with yourself.
      • Don't say it unless you mean it (to yourself and others)
  • How to maximize your lifetime memorable moments with “memory dividends”
  • How to get the most experiences in the optimal time with “experience bucketing”
    • In each season, experiences will forever go away. Map out the experiences you want and what you are saving for. There are some experiences that you can only do when you're young and healthy. There is a deterioration of health. You won't always be able to climb a mountain or wake board. Do those now.
  • Follow your "net worth curve" - "Consume money and convert it into experiences."
  • How to navigate whether to invest in or delay a meaningful adventure based on your “personal interest rate” -- "Should I take one trip today or two trips in 10 years?"
  • Bill shares the life changing conversation he had with his boss, Joe Farrell, a partner at the company where he worked --  Bill was making $18,000/year and had saved $1,000. Joe questioned him... "Go spend that money! Why deprive yourself? You don't think you're going to make more money as you get older?!"
  • Jason Ruffo -- Backpacked Europe when he was young and able even though he didn't have any more. He did it while he could instead of waiting to have enough money. He now has an experience dividend for life that Bill doesn't.
  • What are we saving for?
    • Survival
    • Experiences we want - The memory dividend - "This is the stuff of life." It's a compounding dividend
      • "Who am I? The summation of my experiences."
      • "Money is a tool to have the experience."
  • Die With Zero is about choices - What do you choose to do now? What later?
  • Bill and I have the same literary agent, Jim Levine - Bil liked Jim because he told him that his proposal wasn’t good enough to share with publishers when it was first written... Bill appreciated that honest feedback and desire to make it better.
  • "It’s hypocritical and stupid to leave inheritance to your kids." (Give them money when they're young and can use it for cool experiences).
  • Behaviors for hiring:
    • Integrity
    • Intrinsic motivation
    • Problem solvers
  • "Aiming to die with zero is the most thoughtful thing you can do."
Jul 05, 2020
372: Will Guidara - The Nobility Of Service: Lessons Learned From The #1 Restaurateur In The World
59:17

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222

Full show notes can be found at www.LearningLeader.com

#372: Will Guidara

Notes:

  • Sustaining excellence =
    • Everyone has the capacity for excellence
      • Hard work
      • Giving a lot of yourself to something -- A" passion for the thing you're excellent at doing."
      • The nobility of service
      • It requires getting up on a day when you're tired and not feeling it
        • "You need to be on even when you feel off"
  • The "pre-shift" meeting -- "As a leader, you have a responsibility to share what inspires you."
    • "Everyone craves affirmation."
  • Lessons from his Mom:
    • She became a quadriplegic when Will was nine
      • You can talk things into existence - Will's mom said she wanted to stay alive until he graduated college. And she did it by one day. Doctors said she should have died when Will was 12.
        • "What would you attempt to do if you could not fail?"
      • The power of non-verbal communication.
      • Integrity in the face of adversity - Life is not always awesome. There's always ups and downs. Perspective is key.
  • Eleven Madison Park - Setting the goal to be the #1 rated restaurant in the world. In 2010, they were #50.
    • Seven years later, they were #1.
  • "You need to love what you're doing to be great at it."
  • There is power in having extraordinary intention
  • Strategic planning --
    • Be specific and actionable
    • Have endless reinvention
    • Be willing to take risks
  • "Unreasonable Hospitality"
    • You need to decide what you want to embody
  • “Business like life is all about how you make people feel. It’s that simple and that hard.” - Danny Meyer
  • Hiring:
    • "We hired dream weavers from art schools, designers..."
    • Experiential design separated them from the rest
  • Be present
    • Listen to what is being said and what's not being said. Engage with people. Serve them. Meet them where they are.
  • "Hospitality is one size meets one" - Have to meet them one at a time
  • What's the secret to a happy marriage?
    • "Never stop pursuing each other"
  • Ruth's Chris - The special calamari strips -- Not on the menu, but available to make an experience exceptional
  • The nobility of service... The four words:
    • Hospitality
    • Excellence
    • Education - "A day you aren't learning isn't a day worth living"
    • Passion - "Our work matters. What we do matters."
  • Meeting at The White House:
    • Restaurants during the pandemic
  • His dad's advice -- "Adversity is a terrible thing to waste"
  • "It's not what happened to you, it's how you respond."
    • "Through crisis comes community"
  • The Welcome Conference
    • "Hospitality is just as much a craft as cooking."
  • Will's dad is his hero
    • "Next level intense responsibility"
    • He never complained
    • "Name what you want to accomplish and do it"
  • "The secret to happiness is always something to look forward to."
  • Here is WHY joining a Learning Leader Circle is a good idea...
  •  
Jun 28, 2020
371: Maria Konnikova - How To Pay Attention, Master Yourself, & Win
01:00:52

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222

Full show notes are at www.LearningLeader.com

#371: Maria Konnikova - Maria Konnikova is the author of two New York Times bestsellers, The Confidence Game, winner of the 2016 Robert P. Balles Prize in Critical Thinking, and Mastermind: How to Think Like Sherlock Holmes, an Anthony and Agatha Award finalist. Her new book, The Biggest Bluff, will be out from Penguin Press on June 23, 2020. She is a regularly contributing writer for The New Yorker whose writing has won numerous awards, including the 2019 Excellence in Science Journalism Award from the Society of Personality and Social Psychology. While researching The Biggest Bluff, Maria became an international poker champion and the winner of over $300,000 in tournament earnings—and inadvertently turned into a professional poker player. Maria’s writing has been featured in Best American Science and Nature Writing and has been translated into over twenty languages.

Notes:

  • Sustaining excellence =
    • Genuine interest in what they do for a living
    • They follow their curiosity - "It's not about wanting to make a shit load of money."
    • Passionate
    • "They work their asses off" - They work a lot. It doesn't just happen.
  • "Follow your curiosity and obsessions with great rigor." - Brian Koppelman
  • Why write a book about poker when you've never played before?
    • "I wanted to write about chance and the role luck plays in our life."
    • Game theory stemmed from poker
    • Poker is about strategic decision making
    • Why poker? “Poker is a powerful tool to metabolize the luck that surrounds us, and a way to become comfortable with something that is not only all too applicable to our current situation, but extremely difficult for the human mind to process: uncertainty.”
  • Erik Seidel became Maria's personal coach/mentor
    • "There's no one like him." He's stood the test of time. He's been successful at poker for decades... He's evolved with the changes of the game, made adjustments and has won.
    • He's kind and humble.
  • Tips on asking for someone to mentor you:
    • Do your homework - Read everything there is to know about the person before contacting them
    • Be specific with your ask 
    • Make sure you know why this person should be your mentor
    • Figure out what's in it for them
    • Find someone who can help amplify your strengths
    • Don't write a novel in the first email or DM - Get to the point quickly
    • If you can get an in person meeting, do it
    • NEVER say: "Can I pick your brain?"
  • Why playing poker is comparable to writing: Both are deceptively simple on the surface. Anyone can do either, but to do either well in the long term, a certain mastery is needed. Both are subject to the Dunning-Kruger effect, which means that the more someone knows, the more they realize how much they don’t know on a topic, while someone with little knowledge tends to be falsely confident about their understanding of a topic
  • Meta-cognitive process - "I great more aware of my thinking." 
    • You must reflect before reacting. Poker helps you to practice this valuable skill.
    • Make decisions after going through a process of reflection
    • List the things you need to be attentive to
      • What are the relevant factors?
      • What should I be paying attention to?
      • Write it down
  • In order to make better decisions, you must be able to identify your process
  • The ultimate goal of poker and life is to make the optimal decision in that moment
  • The best poker players work incredibly hard: They study hands, they talk hands over with other bros, they watch video, they dissect hands.
    • They build up their self control and their emotional regulation
  • What Maria learned from playing a lot of tournament poker?
    • "It is an extreme sport. You can't take breaks. You're put in a pressure cooker for hours and must make the right decision."
    • "I had internalized gender stereotypes. I was letting myself be bullied. I'd take less active lines because I was scared. I had to overcome that and still need to work on it."
  • Advice: "Work hard. Life gives you nothing. Everything is earned. Life isn't fair. You must work for it. Saying life isn't fair isn't good for you. Think: 'What can I do about it? What can I control?'"
    • Follow your curiosity
    • Read, Read, Read. Read poetry and read fiction
Jun 21, 2020
370: Steve Herz - Don't Take Yes For An Answer
01:02:46

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222

For full show notes, go to www.LearningLeader.com

#370: Steve Herz: Don't Take Yes For An Answer

Notes:

  • Sustaining excellence =
    • Curiosity - Genuine interest
    • A desire to learn and grow
  • Finding uncommon commonalities:
    • His parents went to Ohio University (which is where I graduated)
    • Do your homework prior to meeting someone (as Steve did on me)
  • Be actionable and intentional
    • Meet someone on their turf. ACKNOWLEDGE them.
  • Turner Smith:
    • "Don't Take Yes For An Answer" -- Beware of the counter-fit yes. They are not helpful.
    • "Don't live in an echo chamber of Yes."
  • Seek feedback - Turner Smith not only didn't give Steve an offer... He gave him specific feedback as to why. Changed his life.
    • Tough love with kindness
    • Read the book: Seabiscuit. Knowing when to use carrots vs. sticks.
  • Taking his shot with Alfred Geller - "I met him in a elevator and only had a few seconds. I asked to work with him... He said, 'meet me in my office at 8:00am tomorrow.'"
    • "I downloaded his brain."
  • "You need to perfect your A. W. E."
    • Authority
    • Warmth
    • Energy
  • John Kasich didn't use his voice properly. "Change your voice, change your life."
  • Mid-level manager advice:
    • "Act like you've been there before (like Barry Sanders)." Internalize it.
    • "When you're walking your dog, who is walking who?"
  • Providing feedback to his clients:
    • "Joe Tessitore couldn't figure out how to modulate his voice."
  • Don't get into the "vortex of mediocrity:"
    • The most painful thing in the world is unfulfilled potential.
    • Find the people who are able to give you critical feedback and listen.
  • When he started his company, he called it IF after Rudyard Kipling’s poem by the same name which says, “If you can dream-- and not make dreams your master… yours is the Earth and everything that’s in it.”
  • We are ALL in sales: Steven Shapiro, member of the board of overseers of University of Pennsylvania Law School, “We have a saying at the firm: You can buy a pound of brains at the butcher. I walk through the halls of the university, and there are many brilliant future lawyers. But they can’t look you in the eye in the hallway. In 15 years, this person may be writing law on the tax code, but they’re probably not going to have a lot of clients.” You know where lawyers, or salespeople, or consultants go when they don’t bring in business? Neither do I. Because you rarely hear about them ever again."
Jun 14, 2020
369: Nancy Koehn & Adi Ignatius - Courageous Leaders Are Forged In Crisis
57:54

The Learning Leader Show With Ryan Hawk

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#369: Nancy Koehn & Adi Ignatius

Nancy Koehn is a historian at the Harvard Business School. She's the author of multiple books, her most recent: Forged in Crisis: The Power of Courageous Leadership in Turbulent Times.

Adi Ignatius is the Editor in Chief of the Harvard Business Review. Previously, he was deputy managing editor for Time, where he was responsible for many of its special editions, including the Person of the Year and Time 100 franchises. 

Notes:

  • Sustaining excellence =
    • Leaders are made, not born
      • "Crisis are great greenhouses to make great leaders"
    • Resilience - It's a muscle built over time
    • A unique combination - The ability to commit, married to that, but flexibility to the means to make it happen
    • Empathy & Emotional awareness - How a leader shows up in service to the mission
      • Convey conviction and confidence
    • A real sense of how much impact a leader has. Humble and own the sense that they have great influence.
      • They use it to help people overcome their own limitations
  • Adi - Understand the long term. Need the ability to shift.
    • Transparency - Direct reports should know where they stand at all times.
  • Emotional discipline:
    • Don't send email when you're mad. Think about the long term impact of what you do.
    • JFK - White House discovered missiles in Cuba.
      • Read: Guns Of August - How WWI Started
        • Slow pace down
        • Imagine what Khrushchev would do - Give him room, hold off...
          • Use "calculated empathy"
  • Standing up to others like Winston Churchill - He stood up to the opposition.
    • Dunkirk - Leadership when everything changes
  • Ernest Shackleton - He took 27 men to Antarctica
    • How did he avoid mutiny in the midst of huge adversity?
      • He had the trust of his men. They believed he cared about them.
      • Emotional awareness - He addressed their fears - "What can I do to address their fears?"
      • Extraordinary ability to toggle seamlessly between little things like the weather and the big picture. Zoom in and zoom out.
  • Pay attention to the mundane - The daily work schedule. Stick to the routine. And also have a plan to solve the problem.
  • How to lead a remote team:
    • It's reassuring to have your leaders step up and speak the truth. "Here's what we're going to do..."
      • False optimism doesn't help. Honesty is critical.
      • Brutal honesty + credible hope... Share the team's capabilities, the history. "Nothing to fear but fear itself."
  • Great leaders 'feed their team.'
  • Leaders in crisis: Shackleton gave duties to each man. They regularly changed duties to stay fresh.
  • Isolation feeds fear. It feeds the 'worst case scenario' in the minds of people.
    • Shackleton combated that by forcing them to socialize. They told stories, had skits, made up games. He empowered his team.
  • It's important to have rituals that bring you back to a good place. For Nancy: 1) Deep breaths 2) Classical music 3) Walks
    • Adi: Meditates daily, 10 minutes of breath work.
      • Connect, Connect, Connect with others. Say thank you. Shift places depending on the type of work.
  • President Lincoln had no plans for winning the way. "I navigated from point to point."
    • "Great careers are build on passion and the dedication to do the work."
    • Gather years in every career. You do not always need to check off boxes.
    • "Life is long. Don't burn bridges."
  • The benefits of teaching:
    • "It keeps you honest. You have to think like a chess player. You must stoke the fires of curiosity."
Jun 07, 2020
368: Jim McKelvey - How To Build An Unbeatable Business (One Crazy Idea At A Time)
59:05

The Learning Leader Show With Ryan Hawk

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358: Jim McKelvey - How To Build An Unbeatable Business (One Crazy Idea At A Time)

Jim McKelvey is the co-founder of Square, was chairman of its board until 2010, and still serves on the Board of Directors. In 2011, his iconic card reader design was inducted into the Museum of Modern Art. Jim also founded Invisibly, a project to rewire the economics of online content; LaunchCode, a non-profit that trains people to work in technology; and Third Degree Glass Factory, a publicly accessible glass art studio & education center in St. Louis. In 2017, he was appointed as an Independent Director of the St. Louis Federal Reserve.

  • Sustaining excellence = The people you lead will eventually kick you out... This signifies your ability to hire, train, and develop excellent leaders.
    • "I'm not a good leader. I don't run the business. I build the company and then get out of the way."
    • "I have a weird skill set... I'm comfortable doing things that have never been done before."
  • What it's like working with Jack Dorsey (Jim started Square with Jack): "He has the ability to administer and incrementally improve... That's something I value in a person. Jack is incredibly competent, very quiet, and very capable. He knows the difference between good and excellent."
  • Jim sees himself as a normal guy without any gifts... "Don't disqualify yourself because you think other people are special (or gifted) and you're not."
  • What if the activity had never been done before? The Wright Brothers were no more qualified to build the first ever flying machine than someone else. They made the choice to do it, and put in the work to make it happen.
  • "To be excellent, you need to reach out to others who are."
  • Interview process:
    • "People who lie are not consistent. Ask similar questions in different ways multiple times."
    • Tell people very honestly all the reasons they shouldn't work at your company. Be very honest. Then say, "I can't tell if you're lying to me, I won't be able to catch you now, however I will find out eventually and I will fire you."
  • Jim describes what it's like to be a billionaire...
  • Think of the companies that have done something that had never been done before:
    • Bank of America
    • Ikea
    • Southwest Airlines
    • Square
  • "Commitment can be a great substitute for being qualified."
  • “Admitting you don't know something frees your mind from constraints. To actually do something new requires the humility to admit that your solution may not work, followed by the audacity to try anyway.”
  • How to get people to perform at higher levels?
    • "Go hang out with smarter people and raise their level of performance... Ask questions."
      • Never interrupt
      • Leave pauses in a sentence, give them a chance to keep going...
  • An Innovation Stack = Series of inventions that create a new product. Doing something new.
  • What it was like to prepare for a demo with Steve Jobs: "He can be nasty if he doesn't like you. You had to make it beautiful."
  • Advice: "Consistently do something that makes you slightly uncomfortable." Jim flies planes and gives speeches (both make him uncomfortable) --> This will slowly expand the things that you like. It will create more friends, and you'll develop more respect for people who have differing views.
    • "You'll learn it's possible to function even when you're uncomfortable." Continually do little things to strengthen yourself... It helps you continue to go when others quit.
  • “Customers who trust you are more valuable than customers who love you. There's only one shot at trust, and Square was trustworthy because of its values and mission, and built its Innovation Stack around them.”
  • Here is WHY joining a Learning Leader Circle is a good idea...
Jun 03, 2020
367: Ozan Varol - How To Think Like A Rocket Scientist
59:55

The Learning Leader Show With Ryan Hawk

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#367: Ozan Varol - How To Think Like A Rocket Scientist

  • Sustaining excellence =
    • The ability to learn from failure - "Failure sucks and shouldn't be celebrated. We must learn from it."
    • "Learn fast, don't fail fast. We need to get better with each iteration.
    • Breakthroughs should be evolutionary, not revolutionary
  • How success can lead to failure
    • The Challenger Explosion - A string of successes discounted the role that luck played in the process
    • "Just because you're on a hot streak doesn't mean you'll beat the house."
  • Post mortem - A Latin phrase for "after death." Instead of a post mortem, do an "after action review."
    • Review after all actions whether they succeeded or failed.
  • The "Kill The Company" exercise
    • Ask the people within your company what they would do to compete and beat your company... And then do that.
    • Mark Zuckerberg does this with acquisitions (WhatsApp, Instagram). One of his greatest fears is becoming the next MySpace.
  • As a mid-level manager: Put yourself in the position of your customer. Why are customers justified in buying from our competitions? "They see something we're not seeing."
  • Growing up in Istanbul, Turkey. It was a culture of conformity. Ozan did not fit in. In fact, he was assigned a number in school and that was used to call on him instead of his name.
    • His parents let him choose which school he went to and he remembers feeling so empowered by them for having a choice. He wanted more of that.
      • So he decided to come to the United States for college and attended Cornell.
  • Ozan blindly applied for a job that didn’t exist by emailing Steve Squyres (he was in charge of a NASA funded project to send a river to Mars). And he acted on his dad’s advice, “you can’t win the lottery if you don’t buy a ticket.”
  • “Science is a way of thinking much more than it is a body of knowledge.” - Carl Sagan
  • In the modern world we look for certainty in uncertain places. We search for order in chaos. The right answer in ambiguity. And conviction in the complexity.
  • We should be fueled not by a desire for a quick catharsis but by intrigue. Where certainty ends, progress begins.
  • “The great obstacle to discovering was not ignorance but the illusion of knowledge. - historian Daniel J Boorstin
  • It takes courage... Often times there is a failure of courage. Have the courage to take action when the rest of the world is standing still.
  • Ask yourself two questions:
    • What's the worst that can happen?
    • What's the best that can happen?
  • Adopt an experimental mindset - Frame your actions as experiments. Don't be afraid to try new things...
  • "The way you figure out what's right is to try to prove it wrong."
  • The goal? "Find what's right, not to be right."
    • Ask people who disagree with you... Why? Have a mindset to learn from them.
    • "Tell me what's wrong with this..." Be a work in progress.
  • "All progress happens in uncertain times."
    • "It's bizarre. People prefer certainty of bad news instead of the fear of the unknown."
    • "Be curious about tomorrow."
  • Think: "What problems can I solve right now?"
    • It is not helpful to try and solve something that you cannot control.
  • Diversify your identity and services -- This allows you to be flexible and not depended on one stream of revenue.
  • "All of our differences are minimized when we zoom out." The Apollo 8 mission gave us an opportunity to look at the Earth from afar (mission to go near the moon). Jim Lovell could cover up the earth with his thumb. It put things in perspective.
  • Rocket science teaches us about our limited role in the cosmos and reminds us to be gentler and kinder to one another.
  •  
May 31, 2020
366: Laurie Santos - The Science Of Well-Being (Psychology & The Good Life)
41:54

The Learning Leader Show With Ryan Hawk

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Episode #366: Laurie Santos - 

Laurie Santos is a cognitive scientist and Professor of Psychology at Yale University. She has been a featured TED speaker and has been listed in Popular Science as one of their "Brilliant Ten" young scientists in 2007 as well as in Time magazine as a "Leading Campus Celebrity" in 2013. In January 2018, her course titled Psychology and the Good Life became the most popular course in Yale's history, with approximately one-fourth of Yale's undergraduates enrolled.

Notes:

  • Sustaining excellence:
    • Good habits: Form consistent routines
    • Healthy: Exercise regularly
    • Socialize with others
    • They "offload dumb decisions"
  • Create a morning routine - Limit the wardrobe (limit mental energy spent on trivial things).
  • Harness the power of habits - "Set you exercise clothes out the night before."
    • Do it at a consistent time each day no matter what. This decreases anxiety.
    • For writing: Stop in the middle of a sentence. This will help you get started the next day (and avoid seeing the blank screen)
  • Laurie is the head of a college at Yale. She lives and eats with the students in the dining hall.
    • She built her class based upon hearing the complaints of students daily (they were unhappy)
  • Important behaviors:
    • Gratitude
    • Social connection
    • Random acts of kindness
  • Students didn't realize their misconceptions about happiness
    • It's not about your job, house, or money.
  • Happy people are:
    1. Socially connected - They spend a lot of time with others. They prioritize connecting with others.
    2. They don't focus on themselves - "Others oriented." They do more for others.
    3. Grateful - They look for the good. They have a mindset of gratitude. They write down 3-5 things they are grateful for everyday. They are mindful.
  • The GI Fallacy - It's more than just knowing... "You must DO IT."
  • Be deliberate about connecting with others. Hang out with people you care about. Set up Skype calls with others.
  • Do NOT complain - It's awful.
  • Laurie's class has become the most popular class in the history of Yale...
    • Her lectures have been filmed for the Today Show
    • Created The Happiness Lab
    • It's given more meaning to life
  • Advice for mid-level managers:
    • Doctors find happier workers use less than 15 sick days a year
    • Work with your employees to do what they're best at
    • Find out what they're getting out of the job
    • "Your emotions can be contagious. If you embody calm, they will be calm."
    • Affective spirals - The leader can turn emotions positive
  • How to run excellent meetings:
    • Infuse it with gratitude - Say what you're grateful for. Grateful team members are more productive.
    • Regulate your emotion. Don't transmit negative energy to your team.
  • At home: Regulate emotion. Take time to pay attention to your emotion. What are you bringing home?
    • Be present. Express gratitude to your family. Shift from complaining to being grateful.
    • Say what you love about each other at your family dinner table
  • The best way to learn is to teach it.
May 24, 2020
365: James Altucher - How To Become An Idea Machine (The 10,000 Experiment Rule)
01:10:13

The Learning Leader Show With Ryan Hawk

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#365: James Altucher - How To Become An Idea Machine

  • "Vulnerability equals freedom."
    • "You need to say something interesting. You need to step outside of your comfort zone."
  • James started writing in 1990 after a girl he liked chose to date a writer instead of him.
    • He wrote 3,000 words a day and yet didn't publish anything for 12 years.
  • Why write about your flaws?
    • Watch the movie 8 mile... "Eminem shares all of the negative aspects of himself. He left his competition with nothing to say about him. He beat him to the punch."
    • "I don't hit publish unless I'm worried. Am I afraid? If yes, then publish."
    • "All good writing has to have a story."
  • Commonalities of people who sustain excellence:
    • Physically healthy - They are in shape
    • Emotionally healthy - They have good relationships
    • They are extremely curious - "Ken Langone came in my comedy club and asked tons of questions. He's so curious."
    • They are very creative
    • They have a "ready, fire, aim" approach - Sara Blakely started Spanx and got a $300K order and hadn't figured out how to manufacture her product yet.
  • Creativity/Idea generation is a muscle - If you don't work it, it atrophies.
    • Write 10 ideas a day.
    • Quantity is more important than quality. "He who has the most ideas wins."
      • You'll have a lot of bad ideas. You have to get through those to get to the good ones. Quantity is important.
      • "Writing 10 ideas a day changed my life. I wasn't depressed anymore."
  • Write ideas for companies and share with them... They might call you.
  • Being an "intrapreneur" within your company - Think of ideas that can help your company and share with the CEO.
    • "Success is always on the other side of can't."
  • Great entrepreneurs focus on reducing risk
  • How to speak to powerful people?
    • Realize they are just people
    • Humor is key. "Laughter is the way to level the playing field."
  • Developing a skill - Deliberate practice
    • The "10,000 Experiment" rule
    • The key to getting good is to experiment
    • Be in the top 1% of doing experiments
  • Work your idea muscle every single day - The neurons will be re-wired
    • Share your ideas to help other companies
  • Over-promise AND over-deliver. Do both. Everyone else under-promise with the hope to over-deliver. Don't do that. Overpromise upfront and over-deliver.
May 17, 2020
364: Derek Sivers- How To Redefine Yourself, Make Big Decisions, & Live Life On Your Terms
57:09

The Learning Leader Show With Ryan Hawk

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#364: Derek Sivers: Derek Sivers is a writer, musician, programmer, and entrepreneur best known for being the founder and former president of CD Baby, an online CD store for independent musicians. A professional musician since 1987, Sivers started CD Baby by accident in 1997 when he was selling his own CD on his website, and friends asked if he could sell theirs, too. CD Baby went on to become the largest seller of independent music on the web, with over $100M in sales for over 150,000 musician clients. 

Notes:

  • The similarities between becoming a Dad and starting a business:
    • The transition from being "me" focused to becoming focused on others first. "That happened when I started a business... Long before I became a dad."
    • "As a dad, I learned to be fully present with him. To shut everything else down and focus on him."
  • "Adults are always looking for amazing superlatives. Kids are happy with tiny details."
    • "Stop wasting hours... Learn to have a blast where you are."
  • Making big decisions:
    • There is a difference between theory and in practice
      • "Don't consider anything decided until you've tried it."
  • Why you should keep your goals to yourself:
    • An identity goal makes you a different person. If you announce it to others and they give you social satisfaction, that feedback you receive gives you internal satisfaction. That could lead to you already feeling satisfaction and thus less likely to achieve the goal... Receiving the satisfaction from others before you've done it is not helpful.
    • (NOTE - There is additional information to read about this nuanced topic. THIS is helpful.)
  • Sustaining excellence:
    • They hold themselves to high standards. They set high stakes.
    • They have amazing self-control
    • "Excellence is setting high standards and living up to them."
  • Excellent leadership is being selfless... Doing what's in the best long-term interest of the people you're leading.
  • Selling CDBaby for $22m and giving the proceeds away to charity.
  • The power of writing:
    • "I journal my ass off."
    • Documenting your daily thoughts is a very useful exercise -- It's fascinating to look back on how you felt at that specific time.
  • Create "Per Topic" Journals
    • Journals that focus on a specific topic (Singapore, Interviews, Language Learning)
  • Values = Learning... Remaining flexible and creative. Answering the questions, "What did I really want from that?"
    • Derek's values evolve and change over time
  • Being a monomaniac - Obsessed with one thing at a time
    • Currently: Writing a book called How To Live
  • The stress of replying to 7,000 emails vs making a genuine connection with each person...
    • Being a longterm thinker
  • Here is WHY joining a Learning Leader Circle is a good idea...

 

May 10, 2020
363: Admiral William McRaven - The Bin Laden Raid, Saving Captain Phillips, & Leadership Lessons For Life
01:04:23

The Learning Leader Show With Ryan Hawk

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#363: Admiral William McRaven - 363: Admiral William McRaven - The Bin Laden Raid, Saving Captain Phillips, & Leadership Lessons For Life

Notes:

  • Sustaining excellence:
    • Great listeners - They value the opinions of others and listen
    • Decisive - The leader must take responsibility and make the call
    • Measured - Calm. Staying cool under pressure is vital
  • Importance of coaching in Admiral McRaven's life… and being pushed by them. He pushed himself  to his physical limits to set the school record for the mile with the help of a phone call from a coach. (Jerry Turnbow).
    • Write letters to the parents/spouse/kids of the people you want to recognize. "Love on the people who love them."
  • Failure can make you stronger —- Being assigned to “The Circus” in SEAL training helped him build resilience and a "never quit" attitude.
  • Writing ­– He was a journalism major at Texas. Admiral McRaven has consistently worked to become a great writer. It is critical for leaders to be exceptional communicators... Both of the written AND spoken word.
  • In July 1983, he was fired as a SEAL squadron leader for trying to change the way his squadron was organized, trained, and conducted missions. His response was the difference between a long, successful career, and quitting. Georgeann (his wife) offered him encouragement and said, ‘you’ve never quit at anything in your life and don’t start now’. 
  • Admiral McRaven has always had great respect for the British Special Air Service: the famed SAS. The SAS motto was “Who Dares Wins.”  He said that even moments before the Bin Laden raid, his command sergeant major Chris Faris, quoted it to the SEALs preparing for the mission.
    • To him that motto was more than just how special forces operated. It’s about how each of us should approach our lives… Life is a struggle and the potential for failure is ever present…
  • Admiral McRaven walked us through the strategy development and the decision making process for the bin Laden raid:
    • It was a team effort - Leon Panetta could have done it only as a CIA mission, but he reached out to Admiral McRaven because the mission was what was most important, not getting credit.  Great leaders recognize that it’s never about them. If you think it’s about you you’re probably not a good leader.
    • It was still an extraordinarily difficult decision to green light the mission. Admiral McRaven described that conversations he had with President Obama. "If we got there and the guy on the third floor was just a tall Pakistani man, then President Obama would have been a 1 term president."
    • The SEALs on the mission rehearsed and practiced  A LOT. No matter how much experience you have, you ALWAYS need to practice.
    • The night of the bin Laden raid, Admiral McRaven was in charge of 10 other missions! He didn't have time to celebrate, he was focused on identifying the body, telling the President, and then paying close attention to the other missions he had going on that night.
  • Courage — “without courage, men will be ruled by tyrants and despots. Without courage,  no great society can flourish. Without courage, the bullies of the world rise up.”  Over the course of a month he visited Saddam Hussein in the jail where they were holding him, he would rise to meet Admiral McRaven. McRaven would motion for him to go back to his cot. The message was clear, “you are no longer important.”
  • Rise to the occasion.  Be your very best in the darkest moments – Think about the moment we are in right now. Great leaders rise to the occasion in the midst of a pandemic
  • Books Admiral McRaven recommends- The Speed of Trust- Stephen M.R. Covey, It’s Your Ship - Michael Abrashoff
  • No plan survives first contact with the enemy- things will go wrong and you need to plan accordingly. Be prepared, think through worst case. "Have a plan, work the plan, plan for the unexpected."
  • Get over being a sugar cookie and keep moving forward. Don’t ever say “that’s not fair.”  The story of Moki Martin - bike accident that left him paralyzed
May 03, 2020
362: Chris McChesney - How To Achieve Your Wildly Important Goals
01:09:52

The Learning Leader Show With Ryan Hawk

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Episode #362: Chris McChesney - How to Achieve Your Wildly Important Goals

Chris McChesney is a Wall Street Journal #1 Best-Selling Author – The 4 Disciplines of Execution. In his current role of Global Practice Leader of Execution for FranklinCovey, Chris is one of the primary developers of The 4 Disciplines of Execution. For more than a decade, he has led FranklinCovey’s design and development of these principles, as well as the consulting organization that has become the fastest growing area of the company.

Notes:

  • Sustaining excellence = They execute on the strategy that's been launched...
    • They have amazing drive
    • High expectations - They expect a lot of everyone and do it in a positive way
    • They "radiate love." Warmth...
  • Strategy to execution -- It's an art and a science
  • "Execution doesn't like complexity..."
    • Great leaders develop pattern recognition over time. An experienced quarterback has more repetitions and the game "slows down" which creates a situation he recognizes
  • Three components to any strategy to execution process:
    • Lower the blood pressure -- "Stroke of the pen."
    • Take life support measurements
    • Break through
  • What is a 'stroke of the pen' action as a mid level manager?
    • Modify the portfolio, work within the limited budget, figure out incentives, hiring decisions, combining territories
  • "Sometimes in life our challenges are really hidden opportunities."
    • Chris did an unpaid internship.  He warned that with Stephen Covey by continuing to show up and add value to the lives of the people at the company.
  • Advice: "Work outside of your job description but within your influence."
    • "Don't fall in love with a solution, fall in love with a problem."
  • "I have never gotten a job from a standard interview process... I've gotten seduced by a problem... And then worked to solve it."
    • This is how Chris created a company within a company. He identified that execution was a problem, and worked to solve it.
  • Useful feedback Chris received earlier in his career from a mentor: "Chris, when you come to headquarters, people like you, but you aren't fun to work with."
    • The power of honest, specific, feedback.  Paul Walker (President) - "It's never about him. He's always interested in understanding what's going on around him and with others."
  • Pat Lencioni - Not everyone should be a leader... "I don't like the term 'servant leadership.' It makes it sound like there's any other way."
  • The 4 Disciplines of Execution:
    • Focus on the Wildly Important -- Exceptional execution starts with narrowing the focus— clearly identifying what must be done, or nothing else you achieve really matters much.
    • Act on the Lead Measures -- Twenty percent of activities produce eighty percent of results. The highest predictors of goal achievement are the 80/20 activities that are identified and codified into individual actions and tracked fanatically.
    • Keep a Compelling Scoreboard -- People and teams play differently when they are keeping score, and the right kind of scoreboards motivate the players to win.
    • Create a Cadence of Accountability -- Great performers thrive in a culture of accountability that is frequent, positive, and self-directed. Each team engages in a simple weekly process that highlights successes, analyzes failures, and course-corrects as necessary, creating the ultimate performance-management system.
  • “As legendary Harvard marketing professor Theodore Levitt put it, “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.”
  • “People who try to push many goals at once usually wind up doing a mediocre job on all of them. You can ignore the principle of focus, but it won’t ignore you.”
  • “If you ignore the urgent, it can kill you today. It’s also true, however, that if you ignore the important, it can kill you tomorrow”
  • “Managing a company by looking at financial data (lag measures) is the equivalent of “driving a car by looking in the rearview mirror.”
  • Optimization - Consistency is wildly important. Lock down elements of the process. Anchor the process at two points. Rule - "If we can meet the lead measure for 14 weeks, we're calling it a habit."
Apr 26, 2020
361: John Maxwell - The Essential Changes Every Leader Must Embrace
01:01:30

The Learning Leader Show With Ryan Hawk

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Episode #361: John C. Maxwell - The Essential Changes Every Leader Must Embrace

Notes:

  • Adaptability: “Good leaders adapt. They shift. They don’t remain static because they know the world around them does not remain static.”
  • 3 questions to ask yourself every day:
    • How will this crisis make me better?
    • How will I use this crisis to help others?
    • What action will I take to improve my situation?
  • Leaders get paid to deal with uncertainty. They must relish it because it comes with the territory. Betty Bender, former president of the Library Administration and Management Association, explains, “Anything I’ve ever done that ultimately was worthwhile initially scared me to death.”
  • "Success in life comes not from holding a good hand, but from playing a bad hand well." - Warren Lester
  • Leaders become invigorated with problems.
  • “Doing the right thing daily, compounds over time.”
  • Ask what you can do to add value to others during this time.
  • “Leaders don’t rise to the pinnacle of success without developing the right set of attitudes and habits; they make every day a masterpiece.”
  • It’s okay to be uncertain but it’s not okay for a leader to be unclear.
  • If you prepare today you don’t have to repair tomorrow.
  • The opposite of distraction is traction.
    • Crisis moves us
    • You help people gain traction by helping them gain perspective.
  • Fear is a negative emotion, feeding fear is like putting fertilizer on weeds.
  • The question is what is going to dominate between fear an faith and the dominant emotion will win the day.
  • What gains your attention and focus only grows whether that's fear or faith.
  • “A difficult time can be more readily endured if we retain the conviction that our existence holds a purpose, a cause to pursue, a person to love, a goal to achieve.”
  • Great coaches make adjustments during a game.
  • Action is where all transformation takes place.
  • The most overrated English phrase is good intentions.
  • “Change is inevitable. Growth is optional.” 
  • A crisis doesn’t make a person, a crisis reveals a person.
  • “The difference between average people and achieving people is their perception of and response to failure.”
  • "Decision making is easy when you know what your values are."
  • Right now the people come first, the company second, yourself last.
  • Respect is learned and earned on difficult ground.
  • "No one ever coasted their way to greatness."
  • People don’t want perfect leaders, they want authentic leaders.
  • Experience is not the best teacher. Evaluated learning from experience is the best teacher.
  • The first step to great communication is to get over yourself. It’s not about you. Focus on others and adding value.
Apr 19, 2020
360: Kirk Herbstreit - How To Prepare Like The Best Broadcaster In The Business
40:53

The Learning Leader Show With Ryan Hawk

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Full show notes found at www.LearningLeader.com

Episode #360: Kirk Herbstreit - How To Prepare Like The Best Broadcaster In The Business

Notes:

  • "Because of what you have to do to be part of that program... You do things you didn't think you would ever fathom you could get through. It develops you as a person." -- Kirk on what it's like to play football at Centerville High School.
    • "Nothing has impacted me more than the time and what I learned from Bob Gregg and Ron Ullery. It's with me every single day. That's why we take so much pride in it. Because of the impact it has on our entire life."
  • Learning resilience and how to persevere, and how to prepare for big moments.
  • Kirk's preparation process: There's nobody more prepared than Kirk each week.
    • "It's the only thing I know. It's not an option for me to not be prepared."
    • "Nobody knew who I was back in 1996 when I first started. Instead of hiding from that, I said 'I'm going to be the hardest working analyst in sports. That became my calling card. I had to earn people's respect. The only way I knew how to do that was through my work ethic and preparation. It's the only way I know how."
  • The importance of relationships - "I've never in 25 years burned a coach. I never will. They are a lifeline for me. It's one thing to read an article. For you to really get information, you have to go directly to the sources... The coaches."
  • "I feel I'm the most prepared person covering the sport every week when I do Gameday and when I go into the booth Saturday night."
    • "If I'm awake I'm either with my kids or I'm preparing for the games."
  • Building relationships with powerful people... How?
    • "Trust. That's the most important thing. In my job, you sometimes have to be critical. What I've always said to myself is, if this person was sitting next to me, he might disagree, but he's not going to be offended."
    • "I'll call them the next week to make sure they understood what I said. I go out of my way to promote people."
  • Sustaining Excellence -- "I look at it like... I don't do this for money, I don't do this for fame, I do this for love, for passion. There's nothing that makes me more happy than watching football. I love it. It never gets old, I'm constantly trying to improve, to get better. I feel like here I am 25 years into this business and I'm just scratching the surface..."
    • "You gotta keep working, you gotta keep learning."
  • "It's such a fun challenge to broadcast games now with how much has changed..."
  • Working with a partner (for him it is Chris Fowler)... The keys to working well with a partner:
    • Developing a relationship with that person - Make sure you go to dinners, do things away from work. Get to know that person. Become friends. Then earn your stripe through your preparation and your work.
  • Working with a broadcasting team - It takes amazing, constant, communication.
  • Keys to great quarterback play and how that translate to being a great leader in the business world:
    • The ability to process a lot of information and make sense of it quickly (Joe Burrow is the best he's seen)
    • Accuracy - Throw the ball where you want it to go
    • Make great decisions
    • Mental toughness
  • Being the type of person that others want to follow... How to do that?
    • Play-making ability is a must - people are drawn to you because they believe in you
    • You can do it differently, but "it's very hard to think of successful quarterbacks that aren't well liked by all members of the team."
      • People are drawn to them.  -- Cannot be selfish. The quarterback gets a lot of attention. Need to deflect that and talk about the linemen, the defense, your teammates.
  • Would Kirk take the Monday Night Football broadcasting job?
    • "I've talked with my agent about it. That's in play. It's being talked about. It would have to be in addition. I'll never leave college."
      • "I love watching the NFL... Watching guys that I've covered. The college game is leaking more and more into the NFL. The prep would be pretty extreme, but I could do it."
  • Life advice: "I was raised to be an unselfish person. I've never felt like I was more important than anyone else. I'll never put myself above anybody in any regard." -- Be the hardest working person, have an awareness about you to help others, never think you're more important than others."
Apr 12, 2020
359: Pat Lencioni - Three Actions For Leaders In Challenging Times
01:06:57

The Learning Leader Show With Ryan Hawk

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Full show notes can be found at www.LearningLeader.com

Episode #359: Pat Lencioni

This was recorded with hundreds of fans/friends on Zoom on April 2, 2020 during the COVID-19 pandemic.

Notes:

  • Three actions for leaders in a perilous time:
    • be exceedingly human. By that, I mean that you should demonstrate your concern for the very real fears and anxieties that your people are experiencing, not only professionally and economically, but socially and personally. Even though you don’t have definitive answers to all of their questions, don’t let that keep you from listening to them and empathizing with their fears. And, contrary to conventional wisdom, you should not be hesitant to share your own concerns with your people. They want to know that they can relate to you and that they are not alone in their concerns.
    • be persistent. This is not a time to hold back. Send people updates and regular communication, even if there is not a lot of new information and the message is largely personal. No one will look back at this time and say, “my manager was so annoying with all the encouraging emails checking in on me.” When people are isolated, over-communication is more important than ever.
    • be creative. Try new things. Call semi-regular video-conference meetings that allow employees to not only talk about work, but to share their experiences dealing with this situation. Have them share movies and games and other tools that they are finding to be helpful with their families and invite them to tell stories about what is going on in their worlds. Crises provide an opportunity for people to come to know one another and establish bonds that will endure long after the crisis is over.
  • This is not a time to be efficient. It’s a time to be present with people.  Once they get that new sense of trust, then you can move on.
  • Every company/family needs to be intentional about their thematic goal/rallying cry.
    • Cohesiveness and innovation are the themes for The Table Group
  • What we do during this time is going to be what people remember.  This is the window of opportunity.
  • People would rather be criticized than ignored.
    • The opposite of love is not hate. It's indifference.
  • Pat is looking for that sense of “peace” that no matter what happens, we will be okay. (He tells a story about an NYC priest the night before he died “I”m not afraid.")
  • When you help others, your fears go down.
  • Idle time and worry is what makes fear rise.
  • Advice for parenting teenagers right now -- "It's a time for grace, not discipline."
  • How to establish a safe environment?
    • Empower people to take risks.  When they stumble, it's okay. Failure = learning moment
  • 2 biggest red flags of a bad teammate - what are the symptoms/ hardest things to overcome?
    • Insecurity and selfishness
  • Good teammates?
    • "They take ownership of their mistakes and work to correct them." Must take ownership of it to improve.
  • The Ideal Team Player -- Humble, Hungry, Smart.
  • Download for free: “The three questions to ask your family" on Pat's website The Table Group
  • Does Love have a place in leadership?  You need to love your players even if you don’t like them. You have to do what is in their best interest.
  • Pat's next book?
    • "The Heroic Manager"
  • The Five Dysfunctions Of A Team:
    • Absence of trust - unwilling to be vulnerable within the group
    • Fear of conflict - seeking artificial harmony over constructive passionate debate
    • Lack of commitment - feigning buy-in for group decisions creates ambiguity throughout the organization
    • Avoidance of accountability - ducking the responsibility to call peers on counterproductive behavior which sets low standards
    • Inattention to results - focusing on personal success, status and ego before team success
Apr 05, 2020
358: Stephen Covey - The One Thing That Changes Everything (Trust)
01:11:36

The Learning Leader Show With Ryan Hawk

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Episode #358: Stephen Covey - The One Thing That Changes Everything (Trust)

Notes:

  • Sustaining excellence = They get results in a way that inspires trust. If you cut costs for profits, you won't earn trust long term. You won't win long term.
    • "You must think... There always is a next time."
  • Build a culture of character and competence.  Those are the components of trust.
  • Taking shortcuts, cutting corners will get your short term results, but you will not sustain it. "Beware of the shortcuts."
    • Make expectations clear. Hitting the number is a commitment.
  • For the mid-level manager: The middle is the key leverage point. You always need to be building trust and delivering results.  Leaders go first.
    • "Be trustworthy. Be trusting." Give trust to others, lead with trust.
    • If you have a bad boss? "Create an island of excellence in a sea of mediocrity."
  • "If we think the problem is everyone else, we disempower ourselves." --> Look in the mirror: 'Here's what I can do..." Self trust. It starts inside of you.
  • Neuroscience on trust - When there is low trust on a tea, it saps the energy and joy. It's not fun.
    • High trust = energizing. How can I be that type of leader?
  • For the person that doesn't trust anyone else, they are really saying, "I don't trust myself." They know they lie.
  • How to build trust with yourself?
    • Learn to make and keep commitments with yourself and others.
      • "Make, keep, repeat. Make, keep, repeat."
      • "Trust is doing what you say you're going to do."
      • "Saying it builds hope. Doing it builds trust."
  • Trust = Character + Competence.
  • Admiral McRaven - "If you wan to change the world, start with making your bed."
    • "Private victories precede public victories."
  • Warren Buffett does deals based on trust. Trust impacts speed and cost.  "Trust decrease transaction costs." --> When you don't have trust, there is a tax on that.
  • When trust goes time, costs go up. When trust goes up, costs go down.
  • Focus on your credibility. Your character and your competence. Build your reputation. Start with your behavior. Behave in a way to garner trust.
  • Distrusts is exhausting. It's not sustainable in relationships.
  • How to handle a non-trusting boss?
    • "You can't change the conditions or change them. If you must stay, focus on YOUR credibility. The starting place is on increasing your credibility, it will create more clout, courage, and permission in your organization.  Always start with yourself."
  • The Seven Habits Of Highly Effective People
    • #1 - Be proactive. You're responsible. "You're not a program. You're a programmer." Between the stimulus and response, there is a space. I choose my response and take responsibility."
      • What's it like having Covey as his last name - "The power is in the principles."
    • #5 - Seek first to understand, then to be understood. A doctor diagnoses before they prescribe. It builds trust when the other person feels understood.
    • #7 - Sharpen the saw - Getting better.  "The Learning Leader has never arrived..."
  • His Dad's ethos:
    • To Live
    • To Love
    • To Learn
    • To Leave a Legacy
  • Here is WHY joining a Learning Leader Circle is a good idea...
Mar 29, 2020
357: Stanley McChrystal - Leadership In Uncertain Times
01:13:11

The Learning Leader Show With Ryan Hawk

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For full notes go to www.LearningLeader.com

Episode #357: General Stanley McChrystal - Leadership In Uncertain Times

  • “As we lead through this time of crisis, leaders are more important than ever:
    • 1) Communicate relentlessly
    • 2) Match your internal operating pace with that of your external environment
    • 3) Continue to reiterate what ‘winning’ looks like to your organization.”
  • Foreword from his book Team of Teams, legendary author Walter Isaacson wrote: “Whether in business or in war, the ability to react quickly and adapt is critical, and it’s becoming even more so as technology and disruptive forces increase the pace of change. That requires new ways to communicate and work together. In today’s world, creativity is a collaborative endeavor. Innovation is a team effort.”
  • Stockdale Paradox - (named for Admiral James Stockdale - the highest ranking POW of the Vietnam War who described how leaders survive terrible ordeals) "You must never confuse faith that you will prevail in the end — which you can never afford to lose — with the discipline to confront the most brutal facts of your current reality, whatever they might be.”
  • From page 104 in my book, Welcome To Management -- General McChrystal extended a gracious invitation for me to tour the hallowed grounds at the Battle of Gettysburg alongside the students he teaches in his leadership class at Yale. We learned a lot about the history of the battle over the course of two days with General McChrystal and some of his friends as tour guides. However, one teaching point that I specifically remembered was this, “The real lesson is . . . it’s not tactics, not strategy; it’s always about the people.”
  • Uncertainty -- What’s most scary for people.  While you can’t predict the future, you can be that sense of calm, cool, composed (QB in the huddle in tense moments).  General at war. The quarterback at Yale (where Stan teaches) said, "When you throw an interception, don't say 'My bad.' The guys know it's your bad. Say, 'here's what we're going to do next.'"
  • Recent events:  “These observations remind us of our early months fighting Al Qaeda in Iraq: We struggled to keep up with the pace of events, needed to unlearn conventional management rules and had to learn to lead in a totally new way.”
  • From James Clear - “The most useful form of patience is persistence. Patience implies waiting for things to improve on their own. Persistence implies keeping your head down and continuing to work when things take longer than you expect.”
  • "You have to navigate from where you are, not where you wish you were."
  • From Stan -- The German Army had a say, "feel the cloth." They were referencing when the men were walking so close to one another they could literally feel the cloth on the person next to them. Right now, we don't have that luxury with our co-workers, and it's a challenge. But what we do have and what we need to utilize are communication platforms to stay connected to our teammates. This is our new normal and it's our time to be a leader and help our team get the job done.
    • Communicate -- Losing these in person interactions in a remote-work environment means leaders need to start communicating with more regularity and breadth to their organization.
    • Set Realistic Goals - This is not business as usual, but you can still succeed. Your role as a leader is to be brutally honest about what is achievable in the coming weeks and months as this disruption continues to ripple across the economy.
    • Be Patient - Many of your employees, especially the younger ones, have not experienced turmoil like this in their careers. Be patient, but start communicating now. It is your responsibility as a leader to be a source of calm and steady for them. (from CNN)
  • Questions from members of my Leadership CircleNicci Bosco --What values can we hold in our mind/should we be thinking about/allowing to guide our own actions with when speaking to a group/leading a group/etc in uncertain times? What can we do to re-fill our own reservoir when we notice we're depleted? If we don't know the answer to something, but still want to provide guidance and a response, what are some options? Tom Carvelli -- If you had to sum up your leadership principles into a single unified concept, what would that be?  What does your your daily fitness routine look like in times like these when resources and activities are curtailed? Matt Spitz -- In a world that is incredibly uncertain is there anything in his life that never changes?  Matt Mullins -- In times of adversity and uncertainty how do leaders ensure that their people are prepared and confident to thrive and maintain character through those moments?  How does one develop the ability to maintain composure in stressful situations? How?
  • Stan's daily routine - It always starts with a workout in the early morning hours. "Always start the day lifting. Do a lot of Abs. Work on your core." That discipline creates consistency and that creates confidence. Stan weighs exactly the same today as he did when he was 17! He's only eaten one meal per day for 40 years.
  • If you have to fire someone (or lay them off) -- "Explain it, be honest, do it with grace."
  • Roosevelt during Pearl Harbor - "We are going to do whatever it takes to prevail. It's an unthinkable time, but we will get through it."
  • "You exist for the team... To give them what they need."
  • People are watching what you (the leader) is doing at every moment. How do you respond to good news? Bad news? What is you facial expression on that video conference call? The "Say-Do" gap. As a leader there should not be a gap between what you say and what you do. You must LIVE your values.
  • Building a committed team -- Top CIA agent said to Stan when they were overseas... "I don't know what the Ranger way is, but I will commit to YOU as a person."
  • A two-thousand-year-old Stoic phrase (from Ryan Holiday's Daily Stoic): What is up to us, what is not up to us? And what is up to us? Our emotions. Our judgments. Our creativity. Our attitude. Our perspective. Our desires. Our decisions. Our determination.
  • Here is WHY joining a Learning Leader Circle is a good idea...
Mar 22, 2020
356: Stewart Friedman - How To Parent With Purpose & Fuel Your Career
01:01:07

The Learning Leader Show With Ryan Hawk

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Full show notes can be found at www.LearningLeader.com

356: Stewart Friedman - How To Parent With Purpose & Fuel Your Career

Notes:

  • Sustaining excellence = "they take seriously the idea that it's not just about work. It's about life." --> Know what you care about... "It takes courage to look inside yourself."
    • Ask yourself, "What am I here to do?"  For Stew, "I'm here to help people grow as leaders and make an impact on the world."
  • What Stew learned from his time as a cab driver: Patience... Everyone is unique. You see how people treat others.  "It created a love of geography."
  • There is a lot of perspective to be gained from working in the service industry.
  • Stew was hired to run the leadership development program at Ford
    • It was important to connect with everyone around him
      • "Be respectful of all people you interact."
      • Humbled -- "I realized I knew nothing when I went to Ford."
        • "I get up there and devise what the next 10 years will look like... And talked about myself the whole time. A key leader pulled me aside and said, 'What the F are you doing?'"
  • Be WHOLE - It's about you as a whole person both at work and at home.
  • "Firms that fully embrace the needs and interests of the whole person will win today's competition for the best talent."
  • "Leading is about mobilizing people toward valued goals."
  • Learn how to talk with others and show them that you truly value you... LISTEN
    • "Ryan, you're one of the most important people to me in my life..."
  • What does the team need from the leader?
    • values, vision, an understanding of the stakeholders
  • The leadership leap:
    • You must care about people
    • Understand the specific priorities
    • Ask, "What am I missing?"
  • Total Leadership:
    • Projection - "If you had control, what would you be doing?"
    • "What's distinctive about you?"
      • Get clarity on what you care about right now
    • Identify the most important people in your life
  • Be innovative -- Constantly experimenting
  • Create 4 way wins:
    • Business
    • Family
    • Community
    • Personal
  • Take initiative - "What's a win for your company? Your boss?"
  • "At the individual level, you need to examine what you truly value, share this with key stakeholders in various life domains both to get feedback and support, and then to experiment with new ways of doing things so that - over the arc of a life - you can achieve harmony and have more of what it is that you uniquely want out of life."
  • Work life integration is a more useful term than work life balance. "Balance is the wrong metaphor."
  • The four elements, where do you devote your attention?
    • Do an assessment - Take 100 points... Divy up how important each of the following are based on your actions:
      • Work
      • Home
      • Community
      • Self
  • Do you find yourself saying, "I'm not paying enough attention to the things that matter to me."
    • "It's like a jazz quartet. Four people paying attention to each other, improvise, respond, make something beautiful over time."
  • "The only failure is the failure to learn from conscious and deliberate efforts to make things better, even if those attempts fall short of the mark."
  • Writing Parents Who Lead -  Crafting a collective vision. "What does our life look like?"
  • The question to ask: "How do you be you?"
    • "The courageous ones are able to bring that question forward..."
Mar 15, 2020
355: Ramit Sethi - How To Live A Rich Life
01:00:15

The Learning Leader Show With Ryan Hawk

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Full show notes can be found at www.LearningLeader.com

The Learning Leader Academy: http://bit.ly/thelearningleaderacademy

Episode #355: Ramit Sethi - How To Live A Rich Life

Notes:

  • Ramit's book buying rule - If you are even thinking about buying the book, don't deliberate, just buy it.  You could invest $17 and it could change your life.  Even one idea makes it worth it.
  • Excellence - "Consistently do the work."
    • Put it on the calendar
    • Seek out people who are successful and then ask them for advice
    • In motion - Refuse to be stuck or paralyzed -- Take action
  • "Show me your spending and your calendar and I'll show you your priorities."
    • What are the 3-4 most important things in your life? Does your spending and your calendar reflect that?
  • Ramit starting learning how money worked while he was in college at Stanford... "The basic, boring truth. Consistency..."
  • Starting your blog can be your experimental laboratory
  • What is the future of online courses?
  • The trajectory of hiring as you're growing a business:
    • Part time assistant --> Researcher --> Full time
  • What do you look for when choosing who to add to your team?
    • Excellent at the task of doing the work
    • Curious - They ask great questions
    • Likable - They are someone you want to spend time with
  • Start your business on the side:
    • It's practical... Going from zero to 1 is very hard: Start this part while you have a job and don't need the money from your new endeavor
  • The psychology of pricing:  There is a profound difference in customers who get it for free vs. those who pay for it
    • You need to create "skin in the game."  People value it more if they have a financial stake in it.
    • "In business, you're not looking for the most people, you're looking for the right people."
      • "If you're a cheapskate, you'll attract cheapskates."
  • The power of mentors: They can be massively helpful, but you need to do the work to be a valuable mentee.  Show up to your meetings prepared and with a purpose.  Don't wander through life.
  • Atul Gawande - A coach in the operating room -- EVERYONE needs a coach.
  • Automate your finances - It's the crown jewel.  Set up your system so you don't need to think about it after it's created.
    • Create auto saving behaviors
  • "People are so busy asking $3 questions instead of $30K questions."
    • "How do I use my money to live a rich life?"
    • "What does rich mean to you?"
Mar 08, 2020
354: WELCOME TO MANAGEMENT Book Launch Party With Doug Meyer
01:01:24

The Learning Leader Show With Ryan Hawk

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For full show notes, go to www.LearningLeader.com

Episode #354: WELCOME TO MANAGEMENT Book Launch Party With Doug Meyer

This is the recording from the conversation I had with Co-Founder/President of Brixey & Meyer, Doug Meyer, in front of many of our friends, clients, and colleagues at the Dayton office of Brixey & Meyer.

In WELCOME TO MANAGEMENT, I provide practical, actionable advice to help new managers build and lead committed teams in the face of daunting, unanticipated challenges. He presents a three-part framework outlining best practices distilled from interviews with more than 350 of the most forward-thinking leaders in the world, as well as his own professional experience transitioning from individual producer to new leader.

Through compelling stories and data-backed case studies, the book helps high performers make the leap from individual contributor to manager with greater ease, grace, courage, and effectiveness.

Notes:

  • The book writing process: How long did it take to write? What was the proposal writing process like? What led you to sell the book rights to McGraw-Hill?
  • Curiosity? Always natural or a learned skill? -- For me, this was something I learned to do... As I learned more, I realized there was so much more to learn.
  • The Cycle of Learning -- Operating Framework
    • Consume/Learn - The intake engine (read, listen to podcasts, speak with mentors)
    • Test - Experiment with what's been learned (You can't just be a learner, you have to be a doer) - "We learn who we are in practice, not in theory."
    • Reflect - Analyze results, make adjustments
    • Teach - Reinforce learning through sharing with others
  • Mentors vs. coaches. Interesting comparison and need throughout life. We discussed the difference and importance of each...
  • “Build the skills to do the job, not to get the job.” -- The act of putting your high potential employees in position to actually do the job, not just prepare for an interview.
  • Developing self-awareness -- It's important to regularly hold a mirror up to ourselves and surround self with people who will be brutally honest and caring of you and your development.
  • WELCOME TO MANAGEMENT  will teach you
    • Where the real work of leadership begins
    • The greatest medicine for fear and how to put it into practice
    • Why you need an “Operating Framework” and how to create one
    • The 3 key elements to creating a performance culture
    • The opportunity that many managers miss after they achieve success
    • The seven keys to earning respect
  • The quickest way to build trust is through vulnerability
  • Managing a team you inherit -- The instant you sign for the job, those are YOUR players.  Don't use terms like 'they' or 'them.'  It is US and WE.
  • The difference between leadership, management, coaching
    • Leadership:
      • The act of leading is about providing purpose, direction, aligning expectations, and inspiring the team.
    • Management:
      • Figuring out how to work within the current constraints of the system you are in... It is the administration and stewardship of resources.
    • Coaching:
      • The two types of coaching:
        • Coaching for performance - The 'right now' actions... Behaviors.
        • Coaching for development - Longer term
  • Dustyn Kim is a fantastic model for humility, vulnerability, and intelligence -- That's what she's the type of leader that I committed to doing everything I could to help her be successful.
  • Nobody is 'self-made.'  We are are built from communities of people who care about us, help us, and show love and support.
Mar 02, 2020
353: Jeni Britton Bauer - How To Create A 'Craveable' Reason To Return
01:10:48

The Learning Leader Show with Ryan Hawk

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Episode #353: Jeni Britton Bauer - How To Create A 'Craveable' Reason To Return

Jeni Britton Bauer is an American ice cream maker and entrepreneur. Jeni opened her first ice cream shop, Scream, in 1996, then founded Jeni’s Splendid Ice Creams in 2002. Her first cookbook, Jeni’s Splendid Ice Creams at Home, is a New York Times and Wall Street Journal bestseller and won a coveted James Beard Award in 2012. Jeni is a 2017 Henry Crown Fellow and has been recognized by Fast Company as "one of the most creative companies in the world."

Notes:

  • Leaders who sustain excellence =
    • "The main thing is you show up every day.  You show up and lead by example. You have to be IN IT daily."
    • That develops trusts.  Trusts leads to it the rest...
  • Jeni is a subject matter expert on the topics that matter to her: ice cream, leadership, curiosity, creativity...
  • "It’s not a genius idea then lots of funding, then success.  It’s really more subtle than that. Blazing a slow path through a tangled jungle, learning as you go over many years.  It takes time."
  • "I find my discipline when I find my passion.  And that passion starts with curiosity. And finding the place of what I want to do is needed in the world."
  • How to know what your passion is?
    • "There's a cross road of what you want to explore and what other people want." -- "That's entrepreneurial thinking.  It's about community and creativity."
  • "We don't know what's possible... You've got to be out exploring and be open to new ideas."
  • Create time for yourself and your team to follow your curiosity...
  • Entrepreneurship is about a 2 way communication with customers. 
  • One pint of ice cream tested positive for listeria but there was never an outbreak. -- They recalled 6 months worth of ice cream, destroying 535,000 pounds (or 265 tons) of ice cream, costing the company more than $2.5 million!  It almost put them out of business.
  • “You want to say you've got talent, hustle, and guts. You want to tell that to the world, but you don't really know until you prove it."
  • "If we create a community, everything falls into place.  Put your values front and center and merge with the community.  When the community sees your business as vital, they will help you when times are tough."
  • “There’s nothing more important whether in the financial industry or ice cream, than trust.”
  • "Create a craveable reason to return" - Why would a customer come back to you? Why would someone follow you? What are you doing as a leader that makes someone want to follow you?
Feb 24, 2020
352: Patrick Lencioni - The Five Key Actions Of Excellent Leaders
01:02:44

The Learning Leader Show With Ryan Hawk

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Episode #352: Patrick Lencioni - The Five Key Actions Of Excellent Leaders

Notes:

  • Leaders who sustain excellence =
    • Humility - They don't feel they are more important than others, but they realize that their words and actions carry more weight.
  • "Leadership is a privilege... It's about serving others. A lot of leaders lead because they think it looks cool."
  • "Leadership has to be about what you can give, not what you can get."
  • Exploring the two leadership motives:
    • Reward-centered leadership: the belief that being a leader is the reward for hard work, and therefore, that the experience of being a leader should be pleasant and enjoyable, avoiding anything mundane, unpleasant or uncomfortable.
    • Responsibility-centered leadership: the belief that being a leader is a responsibility, and therefore that the experience of leading should be difficult and challenging (though certainly not without elements of personal gratification).
  • One of the questions to ask yourself:
    • “How do you see your job in terms of verbs?” — what do you do to really help the business?
  • The leader must be a constant, incessant reminder of the company’s purpose, strategy, values, & priorities.  You’re not only the CEO, you’re the CRO.” Chief Reminding Officer
  • The actions of great leaders:
    • Running great meetings
    • Managing the executive team
    • Managing the executives as individuals
    • Having difficult conversations with people
    • Constantly communicating and repeating key messages to employees
  • "The CEO should have the most painful job in the company."
  • For the mid-level manager -- "Am I waking up with the right rationale to do this job?"
  • Love is a verb:
    • Time
    • Affection
    • Discipline
  • "Leadership is not a noun, it's a verb."
  • Running great meetings:
    • "Meetings are the central activity of leadership.  Bad leaders have other people run their meetings."
      • Good meetings have debate and conflict.  People are able to be passionate without consequence.  The leader prioritizes what will be talked about.
  • CEO's are responsible to build teams.  Your job is to build teams based on trust
  • When receiving a message from a cynical leader who says "You don't understand."  Our response? "No, we're not going to be that way.  The ones who do the hard work change the world."
  • Micro-managing vs. Accountability:
    • "There is an abdication of management.  You should know what your team is doing."
  • Parenting: "The great news about being a parent is it's humbling."
  • The leader must be the chief reminding officer:
    • "Constant, incessant, reminder of the company's purpose, strategy, values, and priorities. You must over-communicate."
  • Marriage advice:
    • "Be completely humble, vulnerable, especially in front of the kids.  Engage in healthy conflict.  When people can't argue, that's a problem."
Feb 17, 2020
351: John Maxwell - The Laws Of Leadership (Follow Them & People Will Follow You)
52:53

The Learning Leader Show With Ryan Hawk

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Episode #351: John Maxwell - The Laws Of Leadership (Follow Them & People Will Follow You)

John C. Maxwell is an internationally recognized leadership expert, speaker, coach, and author who has sold over 20 million books. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell has written three books which have each sold more than one million copies: The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader.

Notes:

  • "Excellence is the gradual result of always striving to do better." - Pat Riley
  • The difference between 'best' and 'better'
    • "Whatever is best for now... Tomorrow has got to get better. I always look at 'best' for a moment."
    • "If you're not growing today, I have to talk about yesterday. I don't want to talk about yesterday."
  • The great leaders:
    • Listen
    • Learn
    • Lead
  • The importance of listening and asking questions:
    • "I began to ask questions, invite people to sit down and talk."  Shared learning and growing together...
  • What John learned from Angela Ahrendts:
    • "I aim to always give 60 and take 40.  Always give more than you take."
    • "Add more value to people than you take."
  • Working with your team:
    • "I put an idea in front of my team and say, 'make it better,' and they always do."
  • Proactive: "If you're not proactive, you're reactive.  I've never met a great leader who wasn't proactive."
    • "Be unforgettable.  Always be the first person to help."
  • Action Attraction
    • "The moment I move, I attract all resources because I'm moving."
    • "I never draw people to me when I sit still."
      • "Action shows intention"
  • Keynote speaking preparation:
    • "When I'm in the green room preparing, I'm thinking about the people in the audience. I begin to envision the people leaning in, taking notes, engaged.  It helps me."
    • The content you have will alone will not cut it -- "Connecting the content to the people carries the day. I want them to say, 'oh my gosh, he's talking to me.'"
      • "The response of the people charges me up."
  • Layered learning:
    • Is your fence facing out or facing in?  Are you growing?  Or shrinking?
  • Building a company?  "I wasn't trying to build a company.  It started in a garage.  Each company was created just to help solve problems for people. --> Find a need, start a company, find a need, start a company."
    • There are now over 30,000 John Maxwell coaches
  • "I've always had the ability to take a problem and develop a resource for it."
  • "I can smell an opportunity... And I can see it in people.  I've always been quick to spot this."
    • How to develop this skill? --> "You must seize the opportunities. Act quickly."
  • Adaptability - "A person that lacks flexibility will mist a lot of opportunities."
    • Peter Drucker did not make long range plans.  He focused on seizing the moment.
    • John's long range plan: "What I want for people is for them to do well and I want to help them do that."
  • Life advice:
    • Value people
    • Continually grow
    • Live very intentionally
Feb 10, 2020
350: Tom Rath - Answering Life's Great Question
44:46

The Learning Leader Show With Ryan Hawk

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Episode #350: Tom Rath - Answering Life's Great Question

Tom Rath is an author and researcher who has spent the past two decades studying how work can improve human health and well-being. His 10 books have sold more than 10 million copies and made hundreds of appearances on global bestseller lists. Tom’s first book, How Full Is Your Bucket?, was an instant #1 New York Times bestseller and led to a series of books that are used in classrooms around the world. His book StrengthsFinder 2.0 is Amazon’s top selling non-fiction book of all time. Tom’s other bestsellers include Strengths Based Leadership, Eat Move Sleep, and Are You Fully Charged?

Notes:

  • Commonalities of leaders who sustain excellence:
    • "They are the single best people at asking good questions."
    • "They are amazing listeners. They make you feel like you are the only person in the room."
      • Ask insightful questions that help others identify something they had not previously thought of
  • How does one develop that skill?
    • Spend time alone learning... Have a genuine intellectual curiosity... Write caring, handwritten notes
  • Make sure your teammates know you care about them and show your gratitude
    • I shared the story of Doug Meyer calling me simply to say "thank you" and how much it meant to me.  Be a thoughtful leader who leads with gratitude.
      • Use specifics when describing why you appreciate someone
  • Why did StrengtsFinder catch on?
    • "We should not fall back to a resume.  We don't have a good language to describe what we do and our talents."  Strengths Finder does that for people
      • As leaders, we should always be on the lookout for the unique talent in others
  • Tom's Top 5 Strengths:
    • Futuristic
    • Analytical
    • Relater
    • Significane
    • Activator
  • My Top 5 Strengths:
    • Learner - People who are especially talented in the Learner theme have a great desire to learn and want to continuously improve. In particular, the process of learning, rather than the outcome, excites them.
    • Input - People who are especially talented in the Input theme have a craving to know more. Often they like to collect and archive all kinds of information.
    • Intellection - People who are especially talented in the Intellection theme are characterized by their intellectual activity. They are introspective and appreciate intellectual discussions.
    • Individualization - People who are especially talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how people who are different can work together productively.
    • Achiever - People who are especially talented in the Achiever theme have a great deal of stamina and work hard. They take great satisfaction from being busy and productive.
  • Individualize -- Send articles to specific people each day -- Write: "Hey, I was reading this and thought you might find it helpful."
  • What you can contribute is more important that your passions. "There's an enormous mismatch in what the world needs and what's out there."
  • Three big influences on Tom:
    • Dr. Martin Luther King - “Life's most persistent and urgent question is: what are you doing for others?”
    • Ben Horowitz's commencement speech
    • His grandfather, Don Clifton -- "Our greatest contribution can be to teach others."
  • There is a higher correlation in helpfulness when you can literally see the people you're helping (Tom shares the research to back this up).  This gives you motivation to see your impact.  We need a productive purpose.
  • When feeling unfulfilled or unhappy at work?
    • Instead of looking to leave the company, look for new ways to get to your intended outcome.  How could you re-write your job? Can you make the job you have today meaningful?
  • The Peter Principle - The principle that members of a hierarchy are promoted until they reach the level at which they are no longer competent.
  • Qualities Tom looks for in a leader:
    • Desire to develop other people
    • Vision
  • Life's great question is: "What are you doing for others?"
  • We need to align basic expectations: "How do each of us want to contribute?"
  • Create - Have a challenger as part of your team.  Someone to push back and ask questions
  • Relate - An energizer.  How do you get and stay charged up? What reminds you of the vision? Of the mission? How to have fun?
  • Operate - Scaling... Reaching more people.
  • Advice: Map what the world around you needs. Who are you? What are your talents? Interests? Motivators? --> Draw the connections.  Look where they intersect.
Feb 03, 2020
349 - An Inside Look At The Book Writing Process With Jay Acunzo
01:14:44

The Learning Leader Show With Ryan Hawk

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#349 - An Inside Look At The Book Writing Process With Jay Acunzo

  • Why this topic? We've both written books. And my book is out this week!
  • Context on our books: Welcome To Management.  I wrote the book I wish I had when I first got promoted.  Jay's book is called Break The Wheel.
    • "Write a book because you think it has to exist.  Not to be a best-seller.
  • The Process:
    • Research, outlining, fan interaction, drafting, publishing -- Why an outline is a vital piece of the process.  "The outline is the bones."
      • "Doing research in public created a system to vet ideas and best practices." --> Using client interactions as real time research to help test ideas
    • Podcasts - It was extremely helpful for me to be recording while I was writing the book: I was consistently doing research while writing the book.  Interviews, asking questions about writing/books, ideas, etc. I was working full time while I wrote this book and I think that made it better. It forced me to be disciplined with blocking time to write daily.
    • Traditional vs. Self-Publish vs. Hybrid -- Jay chose a hybrid approach to publishing his book.  I chose to publish traditionally with McGraw-Hill.  I did a lot of research on the different paths for publishing and chose the traditional route because: I wanted to create options and leverage for myself.  And after I spoke with Casey Ebro from McGraw-Hill I was completely sold on accepting their offer.
  • Superlatives:
    • Platitude about writing/writing books/creativity that you found MOST true during this process? LEAST true?  Most true = Writers write (listen to the James & Kristy Clear story from dinner).  Least true = I’ve read from a few well known authors that you have to dedicate your life to nothing but writing the book.  I found that continuously working and building a business at the same time as writing was helpful. When I do q & a’s on stage after a keynote or on my podcast, I get ideas and prompts to write about...
    • Most useful habit/routine: I learn through talking.  I had regular sessions where I would sit in a room with my Dad and/or my friend Lance (who was a prosecutor for 10 years).  They would give me prompts, ask questions, and we would talk out the book. I would type notes during our sessions, then I would go by myself and write.  In my very first session with my Dad, he said, “Remember, it’s a lot harder when you care.”  He meant this in the form of leading people… And he’s right. But the same is true for writing a book. It’s hard when you care so deeply about the topic of helping people lead others more effectively… Because I understand the ripple effect.  The wake left behind you as a leader.
    • Most surprising lesson: You don’t fully know what you think or how little you know until you put pen to paper.  Writing REALLY forces you to be clear on what you believe. I outline sections and then would ramble on for pages.  The editing process was helpful. I hired an editor/writing coach to help.
    • Best story from the book:   I sent an early copy to Ryan Holiday to read and offer feedback.  He called me said, “Dude, why is your best story in the middle of the book?  You should open the book with that story." And so I did...
    • What was your editor's favorite part? Casey Ebro (from McGraw-Hill) said to me, "I read non-fiction business books for a living.  I've read hundreds of them.  And your section titled "You Have To Do All Three" in chapter six is the most unique and helpful view that I've read about leading, managing, and coaching."  -- That was a great moment.
  • Additional Benefits:
    • Publishing your work online is becoming the greatest networking tool in the world -- When done well, you attract the people you want to be around. (David Perell, James Clear have written a lot about this)
    • Writing is the ultimate exercise to help you find clarity.  Sometimes you don’t realize how much you don’t know about something until you try to write about it.  -- This can help everyone (especially useful for leaders).
Jan 27, 2020
348: Simon Sinek - Why Consistency Beats Intensity (Playing The Infinite Game)
38:24

The Learning Leader Show With Ryan Hawk

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Episode #348: Simon Sinek - Why Consistency Beats Intensity (Playing The Infinite Game)

Notes:

  • Leaders who sustain excellence:
    • Humility - They don't believe their own hype.
    • Their power is accumulated through helping others.
    • "I'm fully aware I'm the same idiot I was back then."
  • "Vision is like an iceberg.  The great leaders can see what's beneath the surface."
    • "I never look at what I've done, I look at what I can do."
    • "I tend to be very future focused."
  • "People called me the 'why' guy... For my tastes, it's about new ideas, building on ideas."
    • "We all need to find a vision."
      • People should practice telling stories about real people, learn how to use metaphors
  • Simon described the difference between the messaging at Apple vs. Microsoft
    • Microsoft (during the Steve Ballmer days) were focused on their competition
    • Apple was focused on helping teachers and designing beautiful products
    • Stop thinking of others as competitors... Instead find worthy rivals
  • In the late 1970's Milton Friedman said business should maximize profits for shareholders.  For some reason, this idea was adopted and it became the norm.  it was embraced.  It's terrible.  Prior to this, the idea of mass layoffs didn't exist as an option for a business.
    • "We all have to become the leader we want to become."
    • "Leadership is not rank, it's seeing those around you rise."
    • "Business is one of the most personal things in the world."  You should never said, "it's not personal, it's just business."  It's ALWAYS personal.
  • Great leaders are the ones who think beyond short term vs long term. They are the ones who know it’s not about the next quarter or the next election but about the next generation.
  • The greatness of George Eastman - he was not just how great for Kodak,  but amazing for the game of business as a whole… He created a lot of employee incentives in 1912 that had not been happening up to that point. Stock options, sick days, college tuition reimbursement, etc.
  • “Consistency becomes more important than intensity.”
  • “Where a finite-minded player makes products they think they can sell to people, the infinite-minded player makes products that people want to buy. The former is primarily focused on how the sale of those products benefits the company; the latter is primarily focused on how the products benefit those who buy them.”
  • “Being the best simply cannot be a Just Cause, because even if we are the best (based on the metrics and time frames of our own choosing), the position is only temporary. The game doesn’t end once we get there; it keeps going. And because the game keeps going, we often find ourselves playing defense to maintain our cherished ranking. Though saying “we are the best” may be great fodder for a rah-rah speech to rally a team, it makes for a weak foundation upon which to build an entire company. Infinite-minded leaders understand that “best” is not a permanent state. Instead, they strive to be “better.”
  • "There is an entire section at the book store called "self-help," there should be a section called "help others."
  • Why lead? --> "Because you want to see others grow. Your job may be 9 to 5, but leadership is 24-7."
  • "If you like the idea of taking care of others, you may be suitable to lead."
Jan 20, 2020
347: Steven Strogatz - How Calculus Reveals The Secrets Of The Universe
01:09:47

The Learning Leader Show With Ryan Hawk

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Episode #347: Steven Strogatz - How Calculus Reveals The Secrets Of The Universe

  • Leaders who sustain excellence:
    • Have a willingness to be a beginner
      • "When you're naive, you ask new questions"
    • "They have the courage to be someone who's just starting"
    • How do you fight the urge to live up to a prior reputation of being an expert at something?
      • Be known as an adventurer.  Cannot have an ego.
  • Six degrees of separation is a math problem
  • The strength in weak ties
    • It's important to connect with people outside of your typical orbit
    • Action: Go to a strange party, play a new sport, go to a new gym, meet oddballs
      • Collect "casual acquaintances"
  • The value of being a helper:
    • Be the assist person, help others, do little acts of kindness, promote someone else's work
  • How Steven and I got to know each other:
    • David Epstein's wife made an intro for David and Steven... And then from David to me.
      • "Be the kind of person who remembers others names"
  • Why should a normal person learn calculus?
    • "The world has been turned upside down by calculus"
    • "Calculus is the mathematical study of change"
    • "It's a great intellectual adventure story"
    • "Calculus is the language that God talks" --> The laws of nature are built in calculus
  • How to be more creative?
    • Be broadly interested in many different topics.  Take something from one area and apply it somewhere else.
  • Advice Steven would give to a mid-level manager:
    • "Getting high grades is jumping through hoops someone else sets"
    • "As a PhD, you have to make your own hoops"
    • "People need to be more adventurous, and then figure it out"
  • Why you should study Improv as a leader:
    • Use "Yes and..."  This helps with brainstorming and coming up with new ideas.  Put out a lot of wacky ideas to get to the good stuff.
    • "I want people to be gripped irrationally by the imagination"
  • The power of mentors:
    • "Learn from both the great coaches and the bad ones"
  • The value of friendships:
    • The story of Mr. Joffray -- Physically impressive and wonderfully intelligent.  He took pleasure in Steven passing him.
  • The value of teaching:
    • It helps create empathy... It forces you to put yourself in the mind of someone else. "Bad teachers don't have empathy."
  • How does Steven prepare for big moments?
    • "I try to be myself.  And talk myself out of being intimidated." --->  The audience wants you to do well.
  • Life advice:
    • "Do what you care about most, what drives you the most, do the hard work to become skillful."
    • Why joining The Learning Leader Circle is a good idea
Jan 13, 2020
346: Cameron Mitchell - Yes Is The Answer, What Is The Question?
01:15:05

The Learning Leader Show With Ryan Hawk

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#346: Cameron Mitchell is the founder & CEO of Cameron Mitchell Restaurants.  In 2018, they celebrated their 25th anniversary. He employees more than 5,000 people and his restaurants do $300m/year in sales. He is the author of Yes Is The Answer, What Is The Question?  He has been recognized as Entrepreneur of the Year by Ernst and Young, as a Small Business Person of the Year by the U.S. Small Business Administration and as one of 50 New Taste Makers by Nation’s Restaurant News.

Notes:

  • "Leaders who sustain excellence believe in people.  They put trust in people."
    • Must have strong culture and values
  • Writing your core values -- The benefit of putting pen to paper and the courage to act on them (including firing a superstar if he doesn’t live up to the values set)
  • His goals:
    • Go to the Culinary Institute of America
    • Become GM at age 24
    • Regional at age 26
    • VP of Operations at age 30
    • Be president of a restaurant company by age 35
    • Go to the Culinary Institute of America
    • He woke his mom up at a 1:00am and told her his goals
  • "When you share your goals, people want to hold you accountable to them..."
  • He went to Culinary Institute of America. Same place as Anthony Bourdain. The CIA was the Harvard of culinary schools.
    • He got turned down initially because of his low high school grades -- "I had the can do, but didn't have the want to initially"
  • He once worked 100 days in a row without a day off (that included a 1 hour and 45 minute commute each way)
    • "I equate it to the doll that you punch and it comes right back up." -- Must be resilient
    • "You cannot build a life like this or be successful without a commitment to hard work"
  • Years ago Cameron was a young man with a dream, a yellow note pad, and a pen.  He wrote down 5 questions and answers that articulated who he would be, why he would exist, and what he believed and did as a restaurant company.
  • The 5 Questions:
    • Who are we?
    • What do we want to be?
    • Why are we in business?
    • What is your role?
    • What is our goal?
  • After those questions were answered, Cameron created their eight core values to live by...
  • Fundraising (for people to invest in his new restaurant business) was a grueling process. He got rejected 9 out of 10 pitches when trying to raise money for his first restaurant.  Cameron shares everything he learned from so much rejection and failure...
  • Initially Cameron was a bad boss and people threatened to quit because of him… He got help from Jim Collins and other mentors.
  • Why the answer is always yes... --> Cameron shares the symbolism of a milkshake.
  • To grow his business, he needed to hire great leaders to help him scale and run other restaurants... He shares the key qualities he looked for when making hiring decisions.  The first leader he hired 20+ years ago is still with him today.
  • "I'm constantly pushing on where could we be?  Constantly thinking about how we can be better?"
  • The Customer Comes Second -- Book by Hal Rosenbluth that impacted Cameron.
  • Cameron gave 5% of the purchase price ($4.6m) to his associates (employees) when they sold a portion of their business to Ruth's Chris and gave a unique gift/experience to his senior leaders (paid for their kids college tuition, sent them on a European trip with their spouse)
  • Associates must come first
  • Cameron described with emotion the power of having children had on him...
    • Before Cameron had even met his wife, he would tell people, "I'm working for a wife and kids I don't even know yet."
    • The moment of clarity when you have that walk with your wife... When she's in the wheelchair holding your new baby.
    • "You can't be successful at home if you're not successful at work.  You can't be successful at work if you're not successful at home."
    • "Everyone sees the outward success.  But the family is the inward success."
    • Their associates get 8 weeks paid vacation.
  • The culture and values must hold up especially when times are tough
    • Cameron tells the story of a time when his best chef used bad language towards another associate.  Cameron fired him within five minutes.
    • "If we don't live those values every single day, then they become no good."
    • General life advice: "Integrity takes years to build and minutes to ruin.  You must lead with integrity."
    • "Cutting corners in life will get you nowhere."  Don't think of the easier way to do things.  "If it were easy everybody would do it.  I don't want the easy way, I want the right way."
    • "Positive mental attitude.  It's what you do with your day that defines you.  Be constantly aware of that."
      • Be unwavering with your work ethic.  "We're pushing forward every day."
    •  
Jan 06, 2020
345: Kamal Ravikant - Love Yourself Like Your Life Depends On It
59:22

The Learning Leader Show With Ryan Hawk

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#345: Kamal Ravikant - Love Yourself Like Your Life Depends On It

Notes:

  • Commonalities of leaders who have sustained excellence:
    • A belief in the power of commitment to self:
      • WHO am I going to be that day?
      • Don't just float through life
      • "Excellence means continuing through imperfect days." --> Moving forward: It's a mindset
  • How to learn how to keep pushing forward?
    • "Don't wait until you're qualified to do it.  Jump in, learn to swim."
  • Kamal's process for selling: "You have to believe it."
  • Writing process -- Forced Kamal to deal with rejection... It was part of the process to get better.
    • Studied the greats: Hemingway - Clear, simple, prose.
    • "Writing is more rewarding than anything.  It's just you and the blank page."
  • "Love yourself like your life depends on it."  It's story about responding to failure.
  • How does this work with someone who already feels great about themselves?
    • "Fundamentally, this is about how to be better.  Learn from the maps of humanity."  It's all about what's intside.
      • "The internal impacts the external."
  • Kamal had to come to terms with his tough childhood.  He appreciates the strength developed from sleeping in a car (temporarily homeless)
  • What was learned from boot camp (in the Army)?
    • "I can handle anything thrown at me."  It teaches the value of mission and responsibility.
  • Leading a team in business:
    • "Hire people for what they're best at."  And then support them to do that work.
    • "The best leaders are those that have actually done stuff."  They understand the nuance of the industry and the work.
    • Must be hungry.
  • Why walk across Spain?
    • Having the mentality of, "No matter what, I'll figure it out... Take chances in life.  Go beyond comfort zones."
  • How has a life altering event (a surgery that went bad) impacted perspective on life?
    • "I feel blessed and lucky."
    • "You can become a mess or become awesome."
  • What Kamal learned from spending time with monks?
    • "The construct of self disappears."
    • "Love and compassion."
  • Advice: "Excellence requires persistence."
Dec 30, 2019
344: Jesse Cole - How To Create 'You Wouldn't Believe' Moments
58:31

The Learning Leader Show With Ryan Hawk

Full show notes can be found at www.LearningLeader.com

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#344: Jesse Cole

Jesse Cole is the founder of Fans First Entertainment and owner of the Savannah Bananas. His teams have welcomed more than 1 million fans to their ballparks and have been featured on MSNBC, CNN and ESPN. Cole’s teams have been awarded Organization of the Year, Entrepreneur of the Year, Business of the Year and have won three CPL Championships. The Savannah Bananas currently have sold out every game for three straight seasons and have a waiting list in the thousands for tickets.  In 2018, Fans First Entertainment made the INC 5000 list as one of the fastest growing companies in America. Jesse wrote Find Your Yellow Tux – How to Be Successful by Standing Out.  The book launched #1 in three categories on Amazon and has been sold in 18 countries.   Staying true to his mantra, “ Whatever’s Normal, Do the Exact Opposite,” Jesse launched the book with a World Book Tour….at Epcot. 

Notes:

  • How do we define excellence?
    • Hunger like PT Barnum and Walt Disney
    • Curiosity
    • Sustain energy -- Always "bring the energy." --> "When I'm at work, it's show time."
  • Understand what brings you energy -- Write it down
  • "It was right in front of me.  We sold our house... We needed to create attention.  We couldn't do marketing like everyone else."
  • The daily practice of writing Thank You notes:
    • The "thank you experiment."  One per day, every day.  Look for people you're grateful for... Tell them.
  • Love:  "Love is something not talked about enough."  Jesse learns the love languages of all of his employees.
  • Long term values -- They call all people who buy tickets to his games.  
  • Be intentional about EVERYTHING.
  • "We don't invest in marketing, we invest in experiences."
  • Relate to the normal person:
    • With the hold music
    • Your email signature
    • Business cards
    • Name tags
    • Make everything remarkable
  • Write a letter to the parents of young people who work for you.  How are you recognizing people?  
  • "Be patient in what you want for yourself, but be impatient in how much you give to others."
  • Core beliefs:
    • Always be caring
    • Be different
    • Write your future resume (what do you want to experience)
  • "Red flags never go down."  If you find a red flag in the interview process, it's time to move on.
    • "We want people who 'do and learn.'"
    • "You don't fail, you discover things."
  • Build your idea muscle -- Write 10 ideas a day, every morning.
    • "I believe in learning by doing."
  • Wrote 159 blogs before publishing any of them... "Stop standing still, start standing out."
    • "It's a lot easier to fit in than stand out."
  • Create "You wouldn't believe" moments
    • Write the normal list and then do the opposite -- Do the remarkable (like going on a world book tour at Epcot)
  • Magic Castle -- "Listen carefully, respond creatively."
  • Advice:
    • What makes you different?
    • What makes you stand out?  Be okay with standing for something.  Don't just try to be a little better than someone else.
    • Experiment -- Throw darts until you hit the bulls-eye
Dec 23, 2019
343: Kelly McGonigal - The Power Of Discipline, Movement, & Stress
01:10:13

The Learning Leader Show With Ryan Hawk

Full show notes can be found at www.LearningLeader.com

Episode #343: Kelly McGonigal

Kelly McGonigal is a health psychologist and lecturer at Stanford University who specializes in understanding the mind-body connection. As a pioneer in the field of "science-help," her mission is to translate insights from psychology and neuroscience into practical strategies that support personal well-being and strengthen communities.  She is the best-selling author of The Willpower Instinct and The Upside of Stress. You might know her from her TED talk, "How to Make Stress Your Friend," which is one of the most viewed TED talks of all time, with over 20 million views.  Her new book, The Joy of Movement, explores why physical exercise is a powerful antidote to the modern epidemics of depression, anxiety, and loneliness.  Her identical twin sister is the well-known game designer and futurist Jane McGonigal.

Notes:

  • How do we define excellence?
    • What's the metric?
      • It's about contributing to the world consistent and personal values.  A sense of who
      • Let your strengths and talents be what guides you
    • Trust in self, intuition, take risks
  • Kelly has a strong sense of direction.  She's had that for a long time.  When to say yes or no?  She discovered she loved teaching.
  • The story/science approach -- "I want to connect you with a stranger."  Help people connect with others.
    • "The science reveals something about human nature."
  • Willpower -- "The ability to make choices to do what you want even when part of you doesn't want to do it."
    • Immediate gratification combined with an investment if your future.  Both are important.  "This is a skill that can be developed."
  • Be clear about your values and goals.  Know what you want.  "Every morning, do a 30 second commitment to what's important to you."  Remember who you are.
  • "Create an environment that reminds me of my goals and makes it easier to accomplish them."
  • Disciplined people do what they say they will do.  "They are clear about what they want to do.  Create an environment that supports them.  Have a sense of purpose."
    • "Anyone can develop discipline if they are clear on what they want."
  • "Stress is what happens when we care/have a lot at stake."
    • "Stress is what gives you energy.  It reminds you that it matters."
    • Think, "How is stress trying to direct me?"
    • "What is my body and brain trying to nudge me towards?"
    • "Figure out your healthy stress responses."
  • Real life example:  How to prepare for your first meeting with your new team (that you are leading):
    • Get rid of the idea that you shouldn't be stressful.  It is part of the process.  It's a signal that you care.
    • Bigger than self-perspective.  Go beyond the ego.  Think it's allowing the team to have a moment.  Support the mission.  Think bigger than just making a good impression.  It helps you connect with clear intentions.  It's a mindset shift.
    • Always assume others have something as valuable as you.  They have wisdom.  Let it be co-created with others.
  • "Being a leader is bringing what's best in the room.  People will rise to the expectations of them."
  • Thoughts Kelly had in her mind prior to her TED Talk (that has since gone viral):
    • The woman that went before her had a panic attack.  Kelly noticed that the crowd had incredible goodwill towards the speaker.  They wanted the speaker to do well.
      • "Breathe in anxiety, breath out encouragement."
      • "I'm going to put the audience at ease.  I got you."
  • The joy of movement:  When you go from sedentary to active, when you move your body, there is increased optimism, hope, connection.
    • The story about my mom working as an aerobics instructor when I was a kid -- Moving your body to the beat of the music is powerful and helpful.
  • Walking in nature:  "When you're in nature, the brain shifts to the present moment."  Take more walks.
  • The "Runner's High"-- Persistence is high, put the body in motion and just keep going.  Your brain releases chemicals to provide pleasure, reduce pain.  It creates energy and optimisim
  • "We learn from movement.  We endure.  We learn what we're capable of."
  • General advice:
    • Take care of your self -- invest in your well being.  It will help you deal with challenges
    • Tell me about someone who's made a positive influence on your life
    • Don't wait for permission.  Start it.  Do it.  You need feedback.
Dec 16, 2019
342: Shane Snow - The #1 Skill Of An Effective Leader (Intellectual Humility)
01:07:07

The Learning Leader Show With Ryan Hawk

#342: Shane Snow - The #1 Skill Of An Effective Leader (Intellectual Humility)

Text LEARNERS to 44222

For full show notes go to www.LearningLeader.com

Notes:

  • Commonalities of leaders who sustain excellence:
    • Pattern recognition - The ability to connect ideas and people
    • Systems thinking - Connect dots, zoom out
    • The ability to continue to question yourself, a hunger to improve, a "voracious learner" (Liv Boeree)
    • Must relearn how to humble yourself
    • The #1 skill is intellectual humility -- The ability to sit between gullibility and stubbornness
  • Why are people so unwilling to change their mind?
    • "So much of our ideas are attached to our identities."
    • "You must separate your ego from intellect."
  • What is a solution (as a leader)?
    • If you're the one in power, invite people with a different perspective to the table.
    • Don't invoke identity.  Just ask for perspective.
    • Leave space to change your mind... "I could be wrong but..."
  • Strength and flexibility should not be in conflict
  • Ben Franklin idea:
    • Use idea, leave space for change, set opinion, but use phrases less defensive, only change your mind based on evidence.  Say things like:
      • "I could be wrong but..."
      • "The research suggests..."
      • "The evidence suggests..."
  • Elon Musk -- His pattern to persuade people...
    • It's purpose based leadership ("to make life multi-planetary")
    • The strength is in his vision and his purpose.  He's seen as strong by being willing to change his mind.
  • Compliance versus Committed = Cult vs Culture
    • Difference between a cult and culture:
      • Cult - Must act and think in a certain way
      • Culture - Asked to contribute your ideas in your way
  • Key part of leadership: "Understand what matters to your people."
  • Intellectual humility:
    • Respect for others' viewpoints
    • Lack of intellectual overconfidence
    • Separating your ego from your intellect
    • Being open to revising your viewpoints
    • Openness to new experiences
  • Separate feelings/thoughts from facts
  • Trying something new creates new opportunities
  • Advice:
    • Learn about intellectual humility - take Shane's assessment
    • Frame changing your mind as a strength -- reward others for doing this
    • Habits: Instead of saying "I feel" say "I think."  Words matter.
  • Separate facts from stories
  • Why joining The Learning Leader Circle is a good idea

Order my book: WELCOME TO MANAGEMENT

Dec 09, 2019
341: Behind The Scenes Of The Learning Leader Show With Jay Acunzo
01:11:48

The Learning Leader Show With Ryan Hawk

#341: Behind The Scenes Of The Learning Leader Show With Jay Acunzo

Full Shownotes can be found at www.LearningLeader.com 

Text LEARNERS to 44222

Notes:

  • SECTION ONE: Superlatives
    • Hardest interview:  -- Jim Collins.
    • Most-downloaded all-time:Show has steadily grown since it was created, so the most downloaded is a recent episode.  From this year: #310 David Epstein. He wrote Range and The Sports Gene,  Some popular ones from the past are: #300 with my dad and brother AJ, #216 Jim Collins episode is a popular one. 
    • Most referenced: the one you cite the most in conversation or your work - #78 with Kat Cole (Courage/Confidence + Curiosity/Humility) = Productive Achievers.
    • Biggest delta between what you thought they'd be like...and what they were actually like?  General Stanley McChrystal.  War hero. 4 star General.  Expected him to be super intimidating, but he was so kind, thoughtful, curious, and caring.  Followed up to ask him to write the Foreword to my book and he said yes. 
    • Hardest part of running this show?  It’s never ending.  Must always be working on it - Reaching out to guests, cold emails, preparing for each conversation, reading their books, watching everything they have online, etc.  It never stops.
    • Where have you most improved? Better conversationalist.  Understand how to ask better questions, be more thoughtful, intentional with my actions/behavior. 
    • Biggest benefits to your life...  1) The more I learn, the more I realize I don’t know…  I've become more curious. 
    • Most active listeners: who do you see popping up a lot?  - My Leadership Circle
  •  SECTION TWO: Stagnation Is The Enemy
    • We undervalue the power of consistency:  Consistency + Quality is the key to long term success.  Most people quit.  Must keep going.
    • Why start it? - I wanted to create my own Leadership PhD.  One where I get to choose the professors.  Share with others, be a multiplier… Had dinner with Founder of Broadcast.com, Todd Wagner. Publishing work is the best form of networking.  Create a reason for people to WANT to contact you.
    • The preparation process -  Read their books, watch their talks, read articles written by them and about them.  Talk to friends we have in common. Read the ACKNOWLEDGEMENT section of their books to ask questions about meaningful in their lives (this gets them to open up and feel free to speak more emotionally… Which can be great audio and REAL)
    • Given repeat ability and longevity, how do YOU stay engaged? Mental heuristics, intrinsic things that you just do/try, proactive remixes and reinventions? -- Have to be genuinely curious in the guest.  Have to enjoy the pain of preparation. What are you willing to struggle for? Because that seems to be a greater determinant of how our lives turn out (Neil Pasricha). I love the preparation process, reading/thinking of angles to take a conversation with a specific guest that I’m curious about.
    • Given that stagnation isn't just caused by US but also by the market saturating, how do you operate today compared to before? Early mover advantage wanes...and so many more podcasts about your topic specifically now exist. -- Willing to try new things (like this).  Study and understand my listeners. You’ll often hear me speak to the exact avatar of my listener.  I’m not trying to have the biggest show ever. I’m trying to be the right show for the people who email me (mid-level manager in corporate America.  Building teams, hiring/firing, qualities to look for when building a team). It helps directly with those people, but have also found niche audiences in other spaces like NCAA basketball coaches, NBA players, etc.
  •  SECTION THREE: What's next? 
    • What are you excited to do next?  Try new projects like this episode… Continue to do live shows with an audience, travel more for in person recordings (Koppelman, Roberge), and keep going.  My book.
    • Where does this show go? What other projects surround it now, vs what you want to try? - Live shows, travel for in person.  Bring on guests for my Leadership Circles (paid Mastermind groups.  My groups ask for a guest, I bring them on). Creates group teaching and a ton of value for my Leadership Circles. My book.
    • What's pissing you off about leadership in the corporate world that you'd like to explore and help solve? - Bad bosses.  I’ve worked for a few (as have we all).  I wrote about that goes through the process of being a bad boss to being a better one.  I lived it and I’ve learned so much from others. That’s what WELCOME TO MANAGEMENT is all about.
Dec 02, 2019
340: Liz Forkin Bohannon - How To Build Your Life Of Purpose, Passion, & Impact (Beginner's Pluck)
53:39

The Learning Leader Show With Ryan Hawk

Full show notes can be found at www.LearningLeader.com

Text LEARNERS to 44222 to receive the first chapter of my new book, WELCOME TO MANAGEMENT for free.

Episode #340: Liz Bohannon - co-founder and co-CEO of Sseko Designs and the author of Beginner's Pluck: Build your life of purpose, passion and impact now. Liz and the Sseko story has been featured in dozens of publications including: Vogue Magazine, Redbook Magazine, O Magazine, Inc, Fortune and others. Sseko has appeared on national broadcasts including ABC's Shark Tank and Good Morning America. 

  • Commonalities of leaders who sustain excellence:
    • They do work that taps into their intrinsic motivation and they know WHY they do what they do.
      • You must drill down far to know this
    • Vulnerable -- Look at Brene Brown.  A "truth teller."
    • Shoshin - An openness with eagerness.  Have to have both.
  • Why is the "Beginner's Pluck" message resonating with so many people?
    • "I believe it, but not sure if I really do..." People (women especially) tend to doubt themselves too much.
  • "You don't need to be extraordinary to build a life making a difference."
  • "Passion is something you build... I learned it through telling an untrue story."
  • Be driven by interest, and curiosity...
  • "I'm the CEO of a for-profit fashion company."
  • "My ego wasn't super involved.  It gave me the freedom to just do it."
    • "I got so obsessed with the problem and finding a solution to it."
  • "The work of an artist is to know what's inside of you.  Be solutions agnostic."
    • "The artist creates without thinking of the audience."
    • "The entrepreneur has to think of the audience." -->  What's the actual problem this fixes?
    • Sit in the complexity of what it means to be a world changer.
    • "We live in a world that is so quick to critique... Show up, do the work."
  • How did Liz learn to run a business?
    • She took a six week crash course on basic accounting and followed her curiosity to learn each skill as she went.
      • Don't be caught in analysis paralysis
      • "The thing I had connected to me was my WHY."
      • "You don't get to know Step 7 when you're in stage 1.  That's not how it works."  Must take it a step at a time.
      • "What do I absolutely need to figure out?
        • The MVP - Minimum Viable Product -- Know that it's only Version 1.  Can iterate as you go.
  • The 4 stages of Learning:
    • Unconscious incompetent
    • Conscious incompetent
    • Conscious competent
    • Unconscious competent
  • How often am I feeling out of my league? -- You should feel this often in order to grow.
Nov 25, 2019
339: Robert Greifeld - Lessons Learned From A Decade Of Change As CEO Of NASDAQ
42:18

The Learning Leader Show With Ryan Hawk

Full show notes can be found at www.LearningLeader.com

Ep: #339: Robert Greifeld - Lessons Learned From A Decade Of Change As CEO Of NASDAQ

Robert Greifeld served as the CEO of Nasdaq from 2003 to 2016. During his tenure, Bob led Nasdaq through a series of complex, innovative acquisitions that extended the company’s footprint from a single U.S. equity exchange to a global exchange and technology solutions provider, nearly quadrupling revenue, growing annual operating profits by more than 24 times and achieving a market value of over $11 billion. He is the author of a new book called: Market Mover: Lessons from a Decade of Change at Nasdaq. 

Notes:

  • Commonalities of leaders who sustain excellence:
    • "Once you achieve competency, they're on a daily battle with complacency."
    • Always looking forward - never resting on laurels
    • A mindset that: "Success in the past is no guarantee that success will happen in the future."
  • Self reflection is important for self awareness: "Being focused on the present doesn't preclude self reflection."
  • Has being rich made you happy?  "Wealth makes you more secure?"
  • How to balance family time and work time?
    • "Balance is a dangerous word.  I prefer having an integrated life instead."  "I made a rule that I did no business dinners unless I was doing the selling."
    • Make multiple short trips instead of longer ones... Only miss seeing your family for a day or two at a time
  • Bob describes the story of how he was recruited to NASDAQ and why he took the job...
    • During the interview process, he shared the five things he would do within the first 100 days:
      • Get right people on board
      • Reduce bureaucracy
      • Embrace fiscal discipline
      • Overhaul technology
      • Stop being satisfied with number 2
    • Have to have the right people on the bus
      • Bob met with many people prior to starting as the CEO of NASDAQ:  "I fired a lot of people before 8:00am on the first day I started.  I did a lot of work prior to starting to learn who was going to buy in."
      • "Good morale in a bad organization is not a good thing."
  • With promotions, live by the 80/20 rule: "We tried to promote 80% from within our organization."
    • "When interviewing people from the outside, the odds of being wrong are higher."
    • Qualities to look for in people to promote:
      • Positive attitude/energy -- "Happy campers"
      • Pure skills
      • How well do they play with others?
      • Won't tolerate prima donnas
  • How to be a great leader?
    • Must be in front of your customers
    • Stand in the shoes of your people
    • Do a lot of individual contributor work
    • "Don't be a conference room pilot" -- Don't spend all your time in meetings
  • Learned knowledge vs. Lived knowledge
    • Learned: "Don't know what's coming, you just learned it."
    • Lived: "You've sat in the seat, you can see around corners."
  • Acquisitions:
    • Geography - If location is near us, that helps
    • Industry - If it's the same industry, just smaller, that helps
  • Overall advice:
    • Never had a career path or end goal
    • Wanted to do something that energized me
      • "I'll do that job well."
    • "Don't focus on climbing the mythical career ladder."
    • "Don't take a job to just get another job."
  • Why leave NASDAQ?
    • "I like controlling my schedule."
  • The benefits of growing up with blue collar parents.  His dad worked for the Post Office, he was always upbeat and believe that life can be better.
Nov 18, 2019
338: Jason Fried - How To Create The Ideal Company Culture (It Doesn't Have To Be Crazy At Work)
01:08:47

The Learning Leader Show With Ryan Hawk

Episode #338: Jason Fried

Full show notes can be found at www.LearningLeader.com

Text LEARNERS to 44222 to learn more

Jason Fried is the founder & CEO at Basecamp. He's the co-author of Getting Real, Remote, REWORK, and It Doesn't Have To Be Crazy At Work.  Basecamp is a privately-held Chicago-based company committed to building the best web-based tools possible with the least number of features necessary.
Their blog, Signal vs. Noise, is read by over 100,000 people every day. Jason believes there's real value and beauty in the basics. Elegance, respect for people's desire to simply get stuff done, and honest ease of use are the hallmarks of Basecamp products.

Notes:

  • Commonalities of leaders who sustain excellence:
    • Willingness/ability to know what's the work worth doing
      • The skill to discern what's important
    • How to develop that skill?
      • Must become a good auditor of your time.  Practice.  Look back on what you've done.  Analyze what you do? Discern what's worth it.
  • Remote work:
    • Basecamp has 56 employees in 30 cities around the world... Why remote?
      • "You don't want the best people, you want the right people."  The odds of all the right people living near your headquarters is small.
    • The business started in Chicago with three people.
      • They hired DHH to be their first programmer.  He lived in Denmark.  Then they hired someone in Utah.  "It just worked.  We didn't worry about where, just wanted to find the right people."
  • Jason never writes a business plan -- No 1, 3, or 5 year plan.  They work in six week project increments.
    • Why? "Planning is simply guessing.  Setting your course over a guess doesn't seem like a good idea.  We have an idea of where we're headed, but we work in six week chunks."
  • What Jason learned from Jeff Bezos:  "People who were right often changed their minds." --> Be willing to change your mind when better evidence presents itself.
  • The "anti-goal" mindset:
    • "(Financial) Goals are made up. There's nothing about them that's true.  They are guesses... Made up numbers."
      • "Asking if I hit the goal is the wrong question.  Asking if I enjoyed the run is the better question."
      • "One of the problems with setting goals is you are a different person when you set them than when they need to be met."  You grow, evolve, and change.
      • "Too many companies focus on numbers instead of their customers." --> That is because they have number based goals to hit.  It can ruin the customer experience (Jason had a terrible experience trying to cancel his satellite radio service)
  • Qualities Jason looks for when making hiring decisions:
    • Communicate clearly - "You must be a great writer."  Much of their communication is done in writing.  "We look at the cover letter first.  That must be good.  If that's not well written, then we do not look at the resume."
    • Quality of character - "You must be a good person.  We hire people that we want to be with.  No ego.  We like to hire people that use "we" and "us" instead of "I"
    • Must be able to give and take feedback - Need to be coachable.  "For designers, we give them a project to do in the interview process and then we provide them feedback.  If they can't handle it, we will not hire them."
  • Transition from individual contributor to leader... How to do it well?
    • "It is REALLY hard. Very few people are born being good managers."
    • "Come to terms that you can no longer do everything."
    • Advice Jason got from Tobi (CEO of Shopify) - "As the CEO, you are working on longer term strategic initiatives.  You don't get to feel the day-to-day progress that people lower in the organization feel."  Need to get comfortable with that.
  • Some of the benefits at Basecamp: Fully paid vacation every year for all employees ($5K), 3 day weekends all summer, $1K/year in continuing education outside of your job, $100/month for a massage, $100/month gym membership, $2K/year charity match, paid in the top 10% of your salary range as if you lived in San Francisco (even though no employees live in San Francisco)
    • Why do it? "It's the right thing to do.  I wanted to start a business that I wanted to work at.  We're a company that cares about service."
    • "People are not the place to save money.  They are the place to spend money."
  • "Give people their time.  A contiguous block of time every day to do their work."  Don't muddle it up with meetings in the middle of that time.
  • "I'll work hard now so I can relax later" is not the optimal way to live.  Create the habits now to enjoy it as you go.  "Later" is where intentions go to die.  "When calm starts early, calm becomes the habit."
Nov 11, 2019
337: Scott H. Young - How To Become An Ultra-Learner
01:04:50

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222

For full show notes, go to www.LearningLeader.com

Episode #337: Scott H. Young - How To Become An Ultra Learner

Scott Young is a writer who undertakes interesting self-education projects, such as attempting to learn MIT's four-year computer science curriculum in twelve months and learning four languages in one year. Scott incorporates the latest research about the most effective learning methods and the stories of other ultralearners like himself—among them Ben Franklin, Judit Polgár, and Richard Feynman, as well as a host of others, such as little-known modern polymaths like Nigel Richards who won the World Championship of French Scrabble—without knowing French.  He is the author of the best-selling book, UltraLearning.

Notes:

  • Commonalities of leaders who sustain excellence:
    • Understand how excellence works
    • Learning, constantly thinking about the process of improving
  • Being interested in learning new things... Scott finds the mind fascinating
    • Encountering things that people have done that are jaw dropping
  • Projects:
    • Why he failed to learn French as an exchange student
      • "Simple decisions you make early on can have big consequences."
      • Because he didn't go all in and immerse himself in the language, he always reverted back to his native tongue
  • Go for inversion from the beginning.  This is why he did the "year without English."
  • "Doing the hard thing makes it easier in the long run, it accelerates skills more quickly"
  • UltraLearning - A strategy for acquiring skills and knowledge that is both self-directed and intense
  • As a manager, recognize that there are many different skills you can possess to be successful...
    • Know what you need to be good at.  Break it down to the component skills... Have a process
    • Get better at each important skill
    • Think: "What would it be like to be amazing at this?"
  • Tristan de Montebello:  He wanted to learn a new skill that was completely outside of his current skill set (he's a musician)
    • Instead of learning another instrument, he chose to become a world class public speaker
    • He started as an amateur and ended as a finalist for a public speaking championship.
      • How?  He got on stage twice a day, took improv class, and compressed the process.
      • "He made the conscious decision to become excellent."  And then executed...
  • Process for a person who has a full time job/family/mortgage:
    • This doesn't need to be a full time endeavor
    • "How are you using every minute of every day?"
    • Take on intensive bursts
    • Follow your curiosity and obsessions
    • Ramit Sethi -- "See the game being played around you"
  • Principles:
    • Spend time figuring out the best way to learn what you want to learn.  What tools and resources are available?
    • Drill, attack your weakest point.  Sometimes you shouldn't learn a skill (ex: fixing your car... Hire a mechanic instead)
    • Every complicated skill has components
    • Test to learn
      • Repeated review - read over and over
      • Free recall - read the text once, then close the book.  Try to recall what you learned.  In an experiment, free recall learners retained more.  PRACTICE remembering something.  It impacts how you process information.
  • Anders Ericsson - Deliberate practice:
    • In 40% of the cases, feedback hurt.  Task oriented feedback works best.
    • How we process feedback is most important
      • "If you're doggedly trying to be an ultra learner and sustain excellence, emotional consequences are important..."
  • Born with it vs. Ability to learn:
    • Anyone has the ability to learn anything
    • Everyone has their own abilities, their own pace.
    • Recognize your capacity to improve but don't compare to others
  • Life advice:
    • Read more books - It expands your mind
    • Meet more interesting people - Subtlety informs choices, expands group you meet
    • Go do ambitious things - bold projects
  • Why joining The Learning Leader Circle is a good idea
Nov 04, 2019
336: Neil Pasricha - How To Build Resilience & Live An Intentional Life
01:12:45

The Learning Leader Show With Ryan Hawk

Episode #336: Neil Pasricha: How To Build Resilience & Live An Intentional Life

Full Show notes can be found at www.LearningLeader.com

How To Build Resilience & Live An Intentional Life

NEIL PASRICHA is the the author of six books including: The Book of Awesome, a spinning rolodex of simple pleasures based on his 100-million-hit, award-winning blog 1000 Awesome Things, The Happiness Equation, originally written as a 300-page love letter to his unborn son on how to live a happy life, Awesome Is Everywhere, an interactive introduction to guided meditation for children, and How To Get Back Up, a memoir of failure and resilience released as an Audible Original. His latest book is called You Are Awesome. His books are New York Times and #1 international bestsellers and have sold millions of copies across dozens of languages.  His first TED talk “The 3 A’s of Awesome” is ranked one of the 10 Most Inspiring of all time.

Notes:

  • Commonalities of leaders who sustain excellence:
    • They read a lot
    • They unplug regularly - "the genesis for all my best ideas."
      • "Create untouchable time" for yourself
  • The CEO of Wal-Mart -- How did he create this time?
    • He's the CEO BECAUSE he always made this part of his way of operating.
  • Neil worked in a senior level corporate role for Wal-Mart for 10 years
    • His side hustle was writing and speaking
      • He didn't quit his job until he had successfully built his side hustle for eight years!
  • Ask yourself two questions:
    • Which of these two decisions will I regret not doing more on your death bed?
    • What will you do if it fails?
  • The farmer with one horse fable: A farmer had only one horse. One day, his horse ran away. His neighbors said,“I’m so sorry. This is such bad news. You must be so upset.” The man just said,“We’ll see.” A few days later, his horse came back with twenty wild horses following. The man and his son corralled all twenty-one horses. His neighbors said, “Congratulations! This is such good news.You must be so happy!” The man just said,“We’ll see.” One of the wild horses kicked the man’s only son, breaking both his legs. His neighbors said,“I’m so sorry.This is such bad news. You must be so upset.” The man just said,“We’ll see.” The country went to war, and every able-bodied young man was drafted to fight. The war was terrible and killed every young man, but the farmer’s son was spared since his broken legs prevented him from being drafted. His neighbors said, “Congratulations! This is such good news.You must be so happy!” The man just said, “We’ll see . . .”

    What is up with this crazy farmer, right?

    Well, what’s up with this crazy farmer is that he has truly developed resilience. He has built up his resilience. He is resilient! He’s steady, he’s ready, and whatever the future brings, we all know he’s going to stare it straight in the face with eyes that scream,“Bring it on.”

    The farmer has come to understand that every skyrocketing pleasure or stomach-churning defeat defines not who he is but simply where he is.

  • What do most commencement speeches get wrong?
    • Do what you love only if you're willing to accept the pain to continue doing it...
    • The grind.  A lot of small losses add up.  Can you handle the pain that you will need to endure to do what you love?
  • Is it better to be a big fish in a small pond?
    • Yes.  Academic research shows it benefits you even up to 10 years after you leave the pond...
    • Don't but the $5m condo in NYC.  Continue to find places where you can purposefully win.
    • Rig the game to win.
  • "Different is better than better."
  • Add a dot-dot-dot...
    • Neil's mom: "I always just added the word yet to everything..."  It's not a NO, it's a "not yet."
    • You have to just "keep going."
  • The two minute morning routine that takes the worry out of waking up:
    • In your journal write three things:
      • I will let go of...
      • I am grateful for...
      • I will focus on...
  • Neil's goal setting:
    • Set the lowest possible goals.  Set goals that you will hit.
    • "Extrinsic goals don't work."  
  • Why joining The Learning Leader Circle is a good idea
Oct 27, 2019
335: Deconstructing The Art & Science Of Public Speaking With Jay Acunzo
58:06

The Learning Leader Show With Ryan Hawk

Text LEARNERS to 44222

Full show notes can be found at www.LearningLeader.com

Episode #335: Deconstructing The Art & Science Of Public Speaking With Jay Acunzo

This is another bonus episode with my friend, Jay Acunzo.  We deconstruct the art and science of public speaking in this bonus episode. "I'm trying to help you see something different that fundamentally changes your work for the better."

Notes:

  • The goal:
    • Help your audience see something different that fundamentally changes their work for the better.
    • Everything I'm doing (when speaking) is helping you get from where you're at to where you want to be.
  • How to put a talk together:
    • Prompt driven -- Anticipate the questions that will be asked and answer them.
    • The coaching of Andrew Davis for Jay... "He's been really instrumental in helping me build a speaking business
      • "The Dialog Outline" -- You break up a talk you're giving into it's component pieces making it a modular talk.
        • "You're sharing the things others need to hear at the right moment they need to hear it... So they're anticipating what comes next..."
    • Put yourself in situations to "talk out your thoughts" to generate ideas... "Learn through speaking."
  •  Process to prepare:
    • The value of rehearsal -- Is it needed?  How much?
    • Memorization vs. knowing your content cold → How to not sound like a robot, but still remember what to say?
    • Visual aids (PowerPoint, Keynote) -- "If I need the slides, I'm not ready." - Jay.  Slides should be use to reinforce the message.  You should never need to look at them.  They are there to be additive to your message for your audience.  
    • The 30 seconds before going on stage?  The optimal self talk... Interesting to hear the dramatic difference between Jay's approach and mine...
      • Get emotionally cross-faded.  "Wow, I get to do this.  This is so cool." (The words Jay says to himself the instant before he goes on stage."  And then... "Watch this." Assuring people that "I'm going to have some serious fun."
      • "Get ready... I'm about to put on a show." -- Use your excitement and confidence to serve the audience.
  • How to start a speech:  What to do and what NOT to do:
    • The first part of the speech is the shared goal - "What does everyone in the room want?"
      • "The Vanguard." - The front line you send out to begin the attack...
    • Do NOT start by saying, "I'm so excited to be here."  Of course you're excited.  Don't waste that time.  It's too important to wander into the speech.
  • Speaking Framework:
    • (Mine: story → science → practical application)
      • Story -- People remember stories
      • Science -- Empirical evidence/data to support the story
      • Application -- This is what it means for YOU
    • Storytelling -- How to become a better storyteller?  Great storytellers can rule the world...
      • Give a "feature story" -- And then reveal your hidden truth.
      • And then break it down into a methodology.
    • Engaging the audience - some speakers walk in the crowd, some ask questions regularly… The optimal ways to engage the audience
    • The element of surprise -- How to create ‘moments’ for the audience (surprise, ‘aha’ etc)?  How to ensure you are enlightening them and not just regurgitating stuff they already know...
    • The keys to Q & A and why it should never be the last thing you do on stage...
  • Film the audience to see their reaction to your message... Study that to see what hits.
  • How to add humor appropriately
  • Coaching/feedback -- The intentional actions taken to ensure improvement.  Why you should have a coach.  Who is your kitchen cabinet?
  • For corporate world mid-level managers who have to do QBR’s (quarterly business reviews) -- How can they make those more exciting?  (Most are dreadfully boring full of random stats, charts, bar graphs, etc)
  • Study the 'intentionality' of stand up comedians.  Everything you say is for a specific reason.
  • Be thoughtful and intentional with your actions.
  • Persuasive presentations have logos, ethos, and pathos (from Talk Like TED)
    • Logos - Backing up your argument with data
    • Ethos - Credibility of the speaker 
    • Pathos - Establish an emotional connection
Oct 23, 2019
334: Yancey Strickler - Using The Power Of Metaphors (This Could Be Our Future)
01:10:30

The Learning Leader Show With Ryan Hawk

#334 Yancey Strickler

Text Learners to 44222

Full show notes can be found at www.LearningLeader.com

Yancey Strickler is a writer and entrepreneur. He is the cofounder and former CEO of Kickstarter and author of This Could Be Our Future: A Manifesto for a More Generous World.Yancey has been recognized as a Young Global Leader by the World Economic Forum and one of Fast Company’s Most Creative People. He’s spoken at the Museum of Modern Art, Sundance and Tribeca Film Festivals, Web Summit, and events around the globe. 

Notes:

  • Commonalities of leaders who sustain excellence:
    • Selflessness - "You have to get over yourself first"
    • Have strength to know what's important
    • Flexible
    • It requires more time living into the minds of other people - "Not necessarily compassion, but 'what's going on with them?'"
    • Curiosity - A desire to know more
  • Amazon thinks 'customer maximization' - thinking in the best interest of the customer
  • How to get hired for the next management role?
    • Spend 1 hour a day with your current team -- Learn from them.  What's really going on?
    • Be the "go to" person for important objectives
  • What was Day 1 as the CEO of KickStarter like?
    • "I remember the new fancy office... I needed to set proper expectations."
    • "People need to know how to make decisions"
    • "The weight I felt as a new CEO was very high"
    • The "on-me-ness was so high" - A huge responsibility that was felt
  • The skill of "sandwiching ideas" -- Using metaphors to put together different ideas
    • Japanese cuisine
      • "Hara Hachi Bu: stop eating when you’re 80% full so that you're still hungry for tomorrow."
        • We shouldn't overfull ourselves because there is always something to learn tomorrow
  • "My brain is really good at storing and making connections."
  • "As a CEO/Leader, you need to be able to speak in metaphors to bring more oxygen to the situation..."
  • How can we all do this?
    • Read --> Write it down --> Take notes of something interesting
    • "Metaphors are powerful."
  • The power of story --> science --> application
  • During his time at KickStarter, they grew from 70 employees to 155 in just a few years... What did Yancey look for in candidates?
    • Selflessness, servant mindset
    • "When they shared accomplishments, did they use 'we' or 'I'?  We like the people who use 'we'"
    • Mission driven
    • Honest
    • Not afraid to share bad news
    • "Whenever I found myself having to talk myself into something and overlook a red flag, I often found that was a mistake."
  • Why did he leave KickStarter?
    • "I got tired, it took the energy out of me.  It was my identity for a decade..."
    • Had a rough 360 review (full review of people above, beside, and below him in the organization)
    • "One morning, I got to the door to leave my house, and I could not do it.  I broke down crying to my wife and said, 'I don't want to be a CEO today.'"
  • Why writing is so beneficial:
    • Forces clarity of thought
    • "It forces you to accept rejection and just roll."
  • Why write a manifesto(the book)?
    • "I gave a talk, had it transcribed, put it online, and it went viral."
  • When deciding to work for himself:
    • "I need to treat myself as if I'm a company." -- How to properly plan and strategize as a solo entrepreneur
    • "I wrote down five options... One of them was writing a book.  I chose that option."
    • A publisher said to Yancey, "You don't need to hide. Your book is good enough without all the fancy artwork."
  • Going against the grain: "I'm challenging the dominant ethos of our time."
  • Bentoism - A balanced view of what's in our rational self-interest as inspired by the layout of a Japanese lunchbox.
    • Now me, future me, now us, future us.  The four quadrants...
    • Do you want do this in a small group with Yancey? Email me
  • How Adele did this?
    • She used an algorithm to measure how loyal a fan was.  She used that information to help them get tickets at a decent price instead of the extraordinary prices on the secondary market.
      • This is both emotional and rational.  It's possible to be done for all of us.
  • Life advice:
    • Yancey originally felt like a failure because he didn't identify with what the magazine covers were telling him: He didn't feel the urge to want to crush his competitors.  It's hard to be aware of the water you swim in...
    • Have awareness... Be curious, read a lot.
    • Have a plan... An idea of where to go.  Understand new values.
  • Use the "Get To Know You Document"
  • Why joining The Learning Leader Circle is a good idea
Oct 20, 2019
333: Chris Savage - How To Bet On Yourself & Scale Through Creativity (The Wistia Way)
58:42

The Learning Leader Show With Ryan Hawk

#333: Chris Savage - How To Bet On Yourself & Scale Through Creativity

Full show notes can be found at www.LearningLeader.com

Chris Savage is the co-founder and CEO of Wistia, a web-based video hosting solution built for businesses. He founded the company in 2006 with the goal of helping businesses effectively market their products or services in a smarter way through video. Under Savage’s leadership and vision, Wistia has experienced 100 percent growth over the past three years, expanding the company’s client portfolio to more than 110,000 users in more than 50 countries, including companies such as HubSpot, MailChimp and Starbucks.

Text LEARNERS to 44222

Notes:

  • Commonalities of leaders who sustain excellence:
    • Voracious learners - "they celebrate learning more"
    • Crave feedback - a strong desire to improve - "They are wired to want that"
    • Patrick Campbell - "He's trying hard to learn as fast as possible"
  • Chris's process for continual improvement:
    • Placing people in his life to push him
      • "I go to them to push my thinking"
    • Block time to think - "Being busy is not a sign of success"
    • Spend time with customers and employees
  • Enjoying the process:
    • "It was stimulating and exciting.  It took us a year to get our first paying customer."
    • The business was funded by savings.  They kept their expenses very low
  • Key to a successful partnership:
    • Ensure values are aligned - "These are intrinsic"
    • Know that everything takes longer than you think
    • Have a decision making framework - Demystify the process to make big decisions
  • The product strategies/options:
    • Operational efficiency - The cheapest (No, this is not optimal)
    • Product leadership - Be different
    • Customer intimacy - This will solve customer problems
  • Their values:
    • Long term company thinking
    • Creativity
    • Presentation - An elevated experience. Aesthetics matter.
    • Simplicity
  • Hiring - "Hiring is everything."  Qualities he looks for:
    • "How are people intrinsically motivated?"
    • "Are they excited about the craft, the challenge?"
    • Give them a real-life problem to solve -- And see how they handle it/resolve it
  • Inside their process to hire a VP of People:
    • Clearly define what success is in the role
    • Do a project after the first round of interviews - "Do the job, get critiqued."
    • Build out strategy - Not a perfect plan, but have a process
    • Meet with management team, present the plan.
  • Building your network:
    • "Take the weight of your friends.  You're the average of them."
    • Be proactive who you want to be --> Look for people who challenge you.
    • Reflect on that...
    • Tactically: Make connections with people who you admire.  People like honest, sincere compliments.  Tell them WHY they inspire you
  • Financials: Raised angle round of $650K.  Then $800K.  All individual angels.  No venture.  They have $10m in revenue.
  • Crisis:
    • "We were losing this money, we weren't having fun anymore... People tried to buy us."
      • They raised debt to do a buy back... "I felt amazing."
  • Wistia:
    • Creative risk taking
    • Have to scare self - made a feature length documentary
    • Host of the Brandwagon show
    • "Take risks that scare you"
  • Growth and profitability aren't mutually exclusive - "Focus on building products and experiences that people love... Growth follows."

 

Oct 13, 2019
332: David Brixey & Doug Meyer LIVE! - How To Build & Sustain A Great Partnership
01:02:48

The Learning Leader Show with Ryan Hawk

Ep # 332: David Brixey & Doug Meyer LIVE! - How To Build A Business From The Ground Up

Full show notes can be found at www.LearningLeader.com

This episode was recorded in front of 150 of our closest friends, family, and clients in Dayton, Ohio.

Doug Meyer formed Brixey & Meyer alongside Dave Brixey with a dream to give clients a different way of working with their tax professionals. In his role as Managing Director, Doug serves as a trusted business advisor to Business Owners, CEOs, CFOs and Boards of Advisors, driving value and accountability in the following strategic areas: succession & ownership planning, strategic planning, owners agreement structures, compensation planning, family business advisory & issue mediation, professional management practices, mergers & acquisition strategy, and family charter implementation.

David Brixey formed Brixey & Meyer with Doug Meyer in 2002 utilizing his insatiable entrepreneurial spirit and his financial skills gained at Ernst & Young. He is also the co-founder and Managing Director of Brixey Meyer Capital, a lower middle market private investment firm.  Since 2008, Dave has been personally involved in investing in small business to lower middle market as well as venture capital.

Brixey & Meyer is recognized as a leading provider of accounting and business advisory services in the Midwest.

Oct 06, 2019
331: Ryan Holiday - How Will You Choose To Respond? (Stillness Is The Key)
01:03:30

The Learning Leader Show With Ryan Hawk

Full show notes can be found at www.LearningLeader.com

Text LEARNERS to 44222

Episode #331: Ryan Holiday - Stillness Is The Key

RYAN HOLIDAY is one of the world's foremost thinkers and writers on ancient philosophy and its place in everyday life. He is a sought-after speaker, strategist, and the author of many bestselling books including The Obstacle Is the Way; Ego Is the Enemy; and The Daily Stoic. His books have been translated into over 30 languages and sold over two million copies worldwide. He lives outside Austin, Texas, with his family. His latest book is called Stillness Is The Key.

Notes:

  • Commonalities of leaders who sustain excellence =
    • They look at the whole picture
    • They have the ability to zoom out
    • They have balance
      • Driven, skilled at what they do, but they do not run unchecked.  This creates happiness.
    • Highly disciplined
    • Temperance - Integrated into life
  • The word enough:
    • Balance - "We're definitely going to be forgotten." 
    • It's important to have the quiet time to do the work.  And you have to love doing it.
  • Michael Jordan's hall of fame speech:
    • "It's so misguided.  The problem with proving people wrong is eventually you do it.  And it's never enough.  Rather, you should choose to prove your own potential right.  Did I leave it all on the page?  Did I fulfill my own standards?"
    • I choose to prove my supporters right instead of allowing detractors to take up space in my head
  • The higher power was the logos - the path of the universe... The stoics acknowledged fate and fortune and the power these forces had over them.
    • Marcus Lattimore (RB from South Carolina and the NFL) - He said, "The career ending injury I had was the best thing that ever happened to me."
      • Decide how you will choose to respond.  Make the choice to make a positive difference in people's lives.
  • The impact of father hood has had on Ryan:
    • "You realize how powerless you are as a parent.  It's humbling and eye opening."
  • The WHO - the power of relationships
    • It's a team.  It requires balance.  Both players must flourish independently:
      • "Accomplishments are not part of the identity of the relationship I have with Sam (his wife).  She doesn't give a shit how many books I sell."
      • "I have an inner scoreboard and hold myself to those standards."
  • The value of a daily journal - The process, the ritual, the routine is helpful.
    • The act of the devotion.  Quiet time everyday, provides energy in the morning.  "A routine becomes a ritual over time."
    • Journaling one line a day for five years: It's the process of warming up, talking to self, verbalizing fears
  • Thoughtfulness - "Interrogate yourself at the end of each day." -- This is what Churchill did
  • Hitler said, "I recognized the correctness of my views."  That's not wisdom, it's insanity.  Don't do that.
  • Privately, Abraham Lincoln with racked with doubt.
  • The epidemic of ego easily mistakes for confidence and strength
  • Stillness - What we're working towards.  We need it to think clearly.  We need to rest.
    • Must be fully in the moment
  • Momento Mori - "Get in the moment"
  • Speaking routine - Wear the same clothes, workout before, listen to the same music, manage energy, funnel focus, and know that the material helps people
  • Use the "Get To Know You Document"
  • Why joining The Learning Leader Circle is a good idea

 

Sep 29, 2019
330: Deconstructing The Art & Science Of Interviewing With Jay Acunzo
01:14:53

The Learning Leader Show With Ryan Hawk

#330: Deconstructing The Art & Science Of Interviewing With Jay Acunzo

Full show notes can be found at www.LearningLeader.com

This is a special bonus episode focusing on deconstructing the art and science of interviewing.  You will hear learning happening in real time.  Jay Acunzo and I go a meta-level to better understand how to better improve our conversation ability, how to be better in an interview.  "Interviewing is a skill that enhances your life in a pleasant and unexpected way."  This is focused on how you can ask better questions, be more interesting and more interested, and become a better conversationalist.

Notes: 

  • The meta level of deconstructing the process of making the work is rare...
  • "I experience the most flow when it's quiet, nitty-gritty work.  Those minute are profoundly rewarding for me."
  • What makes a great interview?
  • An open loop -- Start telling the story, but wait to close the loop until later to build intrigue...
  • The difference between a narrative style show and an interview getting to know someone:
    • A story is three parts - The intent of the story: The "Joseph Campbell Heroes Journey" 1) Status Quo 2) Conflict 3) Resolution
    • Bucket of questions:
      • "Tell me about X..."
      • "How did it make you feel?"
      • The analysis and the reflection
  • Change your mindset: "You're not an interviewer, you're a dance partner."
    • "The only thing that matters is that you lead.  Everything else is little subtle moves to get people to go to where you want to go."
  • "It's not a constant march forward. Instead, think of it like a dance. There are some steps back, steps forward, steps to the side — all packaged together in one coherent experience, with lots of zig-zagging and subtle steps inside those boundaries."
  • Open ended questions: “Tell me about X” gets you story details, while “how did it feel when” gets you key moments of reflection and analysis. Both are crucial.
  • Clip #1 -- JJ Redick 
    • He says “great question” — what would make someone interviewed as often as a pro athlete say that?
    • How to prep for an interview for someone who is interviewed all the time?
      • Built a basic rapport leading up to the interview -- Discussed sports, restaurants, podcasting, interviewing.  Developed a "friend" level of communication
        • Create an environment where the guest wants it to be a great show
    • Good follow up questions: Ask for an example... Asking, "How did that make you feel?" "What's your process?" --> Then be a deep, thoughtful listener to ask a follow up.
    • Stay on the same level with your dance partner - Don't be a guest "worshiper"
    • When following up, there are a few things you can do: 1) Distill 2) Disagree 3) Ask the next question...
    • During an interview, the best question you can ask: "How did that make you feel?" It enables them to get in an emotional lane (away from canned responses)
    • Testing the levels on the microphone -- Don't waste that opportunity.  Engineer the guest, the human -- You need them to feel like we're hanging out and excited about the interview.  Make it fun.  What to ask instead: "I'm going to check your levels, do you have any pets at home?" "What would be your last meal on earth?" -- It helps people break out of their corporate drone mode.  The question is about the person, on a human plane.
    • Create a safe space for them to share their truth. "I'm not a journalist, I'm a conversationalist."
  • Clip #2 -- Adam Savage
    • How did he get on the show? Working with a PR firm to book a guest -- A great PR person like Brent Underwood only recommends guests that are a good fit for the show.
    • Ask questions that you are genuinely curious about -- I am curious about someone's process and it's always led me to a useful follow up...
    • The issue is sometimes a "process" oriented question is the guest can answer with a generality... How to wiggle out of that?
      • Look at the acknowledgement section of their book to get ideas for important people/events in their life to ask about...
    • Mental Heuristics: Tell me about, 30,000 feet, go to a specific example... The third question is "Putting them in a box:" -- "
  • From Jay: Heuristics to tell great AUDIO stories:
    • Tell me about...
    • How did you feel when (or, how did that feel?)
    • Can you give me an example?
    • (Superlatives) Best, worst, funniest, scariest, hardest, least certain, favorite, etc...
    • (Dig for emotional moments)
  • Clip #3 -- Brian Koppelman
    • How to handle nerves -- Work to get settled in.  Get through the initial conversation point...
    • Give people a genuine compliment for why you like their work -- Tell people why their work helps you
  • Hidden Gems:
    • Interplay between your intent for the work and your framework for it:
      • "My goal is to engineer an outcome, but I have an intent I don't want to become The Bachelor in Paradise."
        • Have self and situational awareness.  We carry with us good intent to serve the audience.  Don't let the framework or engineering supersede the original intent.
    • The two types of interviews: 1) The person, their story... 2) Their content
      • The best conversations are able to weave both together and smoothly bounce back and forth
      • Learn about the person AND learn about the topic that he has mastered -- Master that dance between both -- I need to give you something that is going to make you better.
  • Use the "Get To Know You Document"
  • Why joining The Learning Leader Circle is a good idea
Sep 25, 2019
329: Kindra Hall - How Storytelling Can Influence Audiences & Transform Your Business
56:06

The Learning Leader Show With Ryan Hawk

Ep #329: Kindra Hall

Full show notes can be found at www.LearningLeader.com 

Kindra Hall is President and Chief Storytelling Officer at Steller Collective, a consulting firm focused on the strategic application of storytelling to today’s communication challenges. Kindra is one of the most sought after keynote speakers trusted by global brands to deliver presentations that inspire teams and individuals to better communicate the value of their company, their products and their individuality through strategic storytelling.  Kindra is a former Director of Marketing and VP of Sales. Her much anticipated book, Stories That Stick, will be published on September 24, 2019.

Notes:

  • Why is storytelling so important?
    • It's how we learn, how we connect
    • Your team needs to know you, and like you (stories do that when you tell them well)
    • You can learn breadth/depth of a person through a story
  • A story is NOT:
    • A bullet point resume
    • A list of information
    • Stating the mission statement
    • The objective
  • A story = The small moments when mission is in a specific place and time... When something happens.
  • The four components of a story:
    • Place and time: "a moment"
    • Identifiable characters - must see people
    • Authentic emotion - Relatable to audience
    • Specific details - Draw audience in to the co-creative process
  • Opening story of her book: In Slovenia at Thanksgiving:
    • The power of the sales clerk's ability to tell a story compelled Kindra and her husband to buy
  • Why did the story work?
    • It drew you in with powerful moments and emotion
    • It had suspense - "I want to know what's going to happen..."
    • People will give you their attention when you're telling a compelling story
    • It brought them to places through vivid descriptions
  • How to better start a meet at work:
    • First, realize it's a skill you can develop
    • Take a step back, think of the higher level message -- "What's the overall theme?"
      • "When have I seen this in action?"  Why was it compelling?
  • Make a list of nouns: People in life you've had to communicate with (bosses, friends, colleagues)
    • Find moments and stories from those people... Understand the characters of the story
  • Think: "What do I want my audience to think, feel, know, and do at the end of this story?"
  • Use the "bystander story" - Stories of others that you make yours
    • Remember the goal is to create connection
    • This becomes your story... Through your eyes
  • How to handle price conversations?
    • Move from dollars and cents to value -- "They need to feel the pain of if they didn't have this thing I'm selling."
    • Our decisions are not always based on logic, they are based on ideas
  • Use the "Get To Know You Document"
  • Why joining The Learning Leader Circle is a good idea
Sep 22, 2019
328: Joel Peterson - How To Build The Bonds That Make A Business Great
43:45

The Learning Leader Show With Ryan Hawk

Full show notes can be found at www.LearningLeader.com

Text LEARNERS to 44222

#328: Joel Peterson -- Joel Peterson is the Chairman of the Board at JetBlue Airways. He has served on more than three dozen boards over the past 45 years.  Joel is also the Founding Partner and Chairman of Peterson Partners, a Salt Lake City-based investment management firm with $1 billion under management. Peterson Partners has invested in over 200 companies through 13 funds in four primary asset classes: growth-oriented private equity, venture capital, real estate, and search funds.  Since 1992, Joel Peterson has taught courses in real estate, entrepreneurship, and leadership at the Graduate School of Business, Stanford University. 

  • Sustaining excellence =
    • They are trusted, credible, and dependable -- They "build a high trust organization"
    • It doesn't happen naturally.  You must be intentional about it
  • Why is it so hard to build a trusting organization?
    • "People are weary.  Trust is critical.  You must do what you say you are going to do."
  • "Trust is not being gullible.  Trust is a hard edged concept."
  • It's three parts:
    • Character
    • Competence
    • Authority
  • How to build a culture of trust?
    • Listen -- Capture what your team is saying through 1 on 1 conversations.  Understand common values, goals, strategies
    • Reframe the dashboard -- What does winning look like? Make sure it is clearly defined.  What's the current level of trust in the organization?
  • How to run an effective meeting:
    • Have a purpose, the right people in the room, and follow up assignments.
    • Have pre-work.  It must be done.  Go through each individual member.  "Build trust by the process."
  • How to run a town-hall:
    • Listen carefully, repeat it.  FOLLOW UP and take action.
  • How to handle broken trust?
    • Fix breaches immediately. "Bad news doesn't get better with age." -- "Don't let grass grown under your feet."
  • "Trust decreases transaction costs." -- Everything is faster when there is trust.
  • "You can't do good business with bad people."
  • Interview process:
    • Understand the decision points
    • Determine roles/responsibilities as a team
    • Check references
    • The most important decisions you will make is who you hire and who you fire
  • There must be a vividly clear picture of what success is:
    • Break down the details: Who is the champion? Time frame? Budget? -- Measure all of them to ensure all involved know what success is.
    • Do a post-mortem: What went well? What didn't? Why?
  • Keep your team informed:
    • "Err on the side of over-communication."
    • "Write a partner letter every two weeks.  Keep everyone updated."
    • For JetBlue, there is a weekly meeting update -- a "State of the Union" for the 24,000 employees
  • Create a learning organization -- Foster an environment where there is a love for learning.
  • Strive for win-win negotiations
    • Each is part of a series -- Think long term
    • You must be fair in order to do many deals
    • Art of the compromise -- Don't be zero sum.  You'll build a reputation and nobody will want to work with you.
  • Embrace respectful conflict -- Create an environment where people can open disagree.  This helps people refine their ideas and make them better.
  • Advice for husbands/dads:
    • Be there as a cheerleader, not a policeman
    • Be a listener, make sure you understand
    • "Love is the most powerful force in the world."
  • Use the "Get To Know You Document"
  • Why joining The Learning Leader Circle is a good idea

 

Sep 15, 2019
327: Marc Roberge - How To Create Fans For Life (O.A.R.)