Love in Action: Recent Episodes

Marcel Schwantes

Join host Marcel Schwantes and the world's top business thought-leaders, authors, executives, and leadership experts as they reimagine the conditions necessary for creating caring, humane, and human-centered workplaces that result in high-performing cultures and bottom-line impact. The future of leadership is "love in action." Join the movement!

Episode recap:

If you are a champion of human-centered leadership and want to see your people flourish, Marcel would love to speak with you to explore partnership opportunities. Book a call here: https://calendly.com/marcelschwantes/discovery-call?month=2026-02

Bio:

Mark Abbott is the Founder and CEO of Ninety, which helps leadership teams build extraordinarily productive, humane, and resilient companies. He is a serial entrepreneur, investor, coach, and author who is widely regarded as a pioneering voice in modern company-building.

Timeline:

00:00 – Welcome and introduction to Mark Abbott and Ninety 

02:00 – Mark’s personal story and competitive drive 

03:20 – “I help founders build great leaders” 

05:00 – From banking and private equity to building Ninety 

07:10 – Why culture really matters (beyond perks) 

08:35 – Three types of culture: relationship, agreements, principles 

12:30 – Matching culture to pace and ambiguity of your market 

14:10 – What it means to build a “humane” culture 

15:35 – Ideal employee profile vs. ideal customer profile 

17:00 – The five elements at the soul of a company 

18:00 – The global leadership deficit and self‑serving leaders 

21:00 – How Ninety and AI support culture and leadership habits 

23:00 – Quarterly conversations, feedback, and agreements 

25:20 – When high‑growth companies “lose their way” culturally 

27:00 – High care vs. high performance: getting the balance wrong 

30:30 – The real job of every leader: helping the company win 

31:50 – Complexity of leadership: leading, managing, coaching, mentoring 

35:00 – Thinking in stages of development as you scale 

38:00 – Advice for first‑ and second‑time founders 

40:00 – Ego development and the inner journey of a leader 

42:00 – One thing leaders must do to truly flourish today 

42:56 – Where to find Mark and learn more about Ninety 

About the Show:

The Marcel Podcast (previously the Love in Action podcast) is ranked in the top 2% of all podcasts globally and is distributed to 160 countries. The show features deep conversations with the world's top leadership experts, authors, scientists, and thought leaders about what it means to flourish as leaders and human beings. Episodes are available on Apple Podcasts, Spotify, YouTube, and wherever you get your podcasts. If you like what you hear, be sure to follow us and leave a review on Apple Podcasts.

Free tool:

Discover how much employee turnover may be truly costing your organization. Get your free employee turnover cost calculator here: https://marcel-schwantes-zvbpnt.subscribepage.io/

Now Accepting Podcast Sponsors:

If interested in sponsoring an episode, contact Marcel here:https://www.marcelschwantes.com/contact/

If you are a champion of human-centered leadership and want to see your people flourish, Marcel would love to speak with you to explore partnership opportunities. Book a call here: https://calendly.com/marcelschwantes/discovery-call?month=2026-02

Today’s guest is award-winning social psychologist Dr. Ron Friedman, author of Superteams. After surveying thousands of teams, Friedman found that the most successful teams aren’t the ones that collaborate most, get along best, or put in the longest hours. What really sets them apart is the way they manage their energy and attention, bring out the best in one another, and keep improving over time.

Bio:

Ron Friedman, PhD, is an award-winning psychologist who helps leaders build high-performing teams. He is the bestselling author of The Best Place to Work and Decoding Greatness. His new book, Superteams, reveals what the best teams do differently. Ron delivers keynotes, workshops, and executive advisory to senior leaders around the world.

Timestamps:

[00:00] High Performing Teams And Introducing Dr Ron Friedman
[02:45] Ron’s Background From Professor To Corporate Pollster
[04:00] What Sparked The Research Behind Super Teams
[05:15] How The Study Worked And Three Strengths Of Super Teams
[08:26] Do We Work Best In The Office Remote Or Hybrid
[10:21] The One Workplace Perk That Predicts High Performance
[13:03] Why Leaders Overlook Quiet Focus And Single Tasking
[14:49] How Personal Productivity Hacks Hurt Team Performance
[16:09] Useless Meetings And How Super Teams Avoid Them
[18:33] Look Forward Look Backward Stay Present For Better Days
[21:41] How Super Teams Structure Their Time Proactively
[22:03] The Three Ingredients Of Trust At Work
[24:52] Beating Burnout By Cutting Meaningless Work And Using Off Hours Well
[26:55] Why Most Feedback Fails And How To Focus On The Future
[29:56] Conflict Disagreement And Using Pre Mortems To Improve Decisions
[32:47] Turning A Struggling Leadership Group Into A True Team
[35:53] The Biggest Misconception About High Performance And Long Hours
[39:03] How Super Teams Use AI Without Fear And Share Prompts
[40:55] Where To Find Ron And How To Bring Super Teams Practices To Your Organization

About the Show:

The Marcel Podcast (previously the Love in Action podcast) is ranked in the top 2% of all podcasts globally and is distributed to 160 countries. The show features deep conversations with the world's top leadership experts, authors, scientists, and thought leaders about what it means to flourish as leaders and human beings. Episodes are available on Apple Podcasts, Spotify, YouTube, and wherever you get your podcasts. If you like what you hear, be sure to follow us and leave a review on Apple Podcasts.

Free tool:

Discover how much employee turnover may be truly costing your organization. Get your free employee turnover cost calculator here: https://marcel-schwantes-zvbpnt.subscribepage.io/

Now Accepting Podcast Sponsors:

If interested in sponsoring an episode, contact Marcel here:https://www.marcelschwantes.com/contact/

If you are a champion of human-centered leadership and want to see your people flourish, Marcel would love to speak with you to explore partnership opportunities. Book a call here: https://calendly.com/marcelschwantes/discovery-call?month=2026-02

In this episode of The Marcel Podcast, Marcel talks with Dusty Holcomb, founder and CEO of The Arcqus Group, about leadership in the age of AI. Dusty shares why leaders must not let AI distract them from the fundamentals: clear outcomes, self-leadership, accountability, and communication that keeps people connected to the work that matters.

Bio:

Dusty Holcomb is CEO of Arcqus Group, a keynote speaker, an executive advisor, and a catalyst for growth-focused executives.

Timestamps:

0:00 – Welcome back & podcast rebrand

02:05 – Meet Dusty Holcomb & The Arcqus Group

04:57 – Dusty's leadership journey and early influences

08:26 – The leadership lesson that changed everything

10:41 – Leaving corporate to launch Arcqus

12:30 – Leading in the age of AI

14:05 – Advice for first-time CEOs

15:49 – Why reflection is a leadership superpower

16:37 – Blind Spot #1: Lack of clarity

20:31 – Blind Spot #2: Chasing AI tools instead of outcomes

22:10 – Five questions every team member should answer

23:58 – From mercenaries to missionaries

25:03 – Why self-leadership comes first

29:56 – Two simple self-leadership practices

32:51 – Redefining accountability

36:10 – Why great leaders repeat themselves

40:31 – Living your organization's values

40:57 – A leadership habit that builds trust

43:40 – Leadership fundamentals in the AI era

45:46 – Give yourself grace and space to think

47:20 – Dusty's free leadership resource

48:21 – Where to connect with Dusty

49:22 – Final thoughts & closing

About the Show:

The Marcel Podcast (previously the Love in Action podcast) is ranked in the top 2% of all podcasts globally and is distributed to 160 countries. The show features deep conversations with the world's top leadership experts, authors, scientists, and thought leaders about what it means to flourish as leaders and human beings. Episodes are available on Apple Podcasts, Spotify, YouTube, and wherever you get your podcasts. If you like what you hear, be sure to follow us and leave a review on Apple Podcasts.

Free tool:

Discover how much employee turnover may be truly costing your organization. Get your free employee turnover cost calculator here: https://marcel-schwantes-zvbpnt.subscribepage.io/

Now Accepting Podcast Sponsors:

If interested in sponsoring an episode, contact Marcel here:https://www.marcelschwantes.com/contact/

If you are a champion of human-centered leadership and want to see your people flourish, Marcel would love to speak with you to explore partnership opportunities. Book a call here: https://calendly.com/marcelschwantes/discovery-call?month=2026-02

In this solo episode of The Marcel Podcast, I unpack one of the biggest profit leaks hiding in plain sight: employee turnover. Most leaders know turnover is costly but underestimate its true financial toll. I explain why turnover isn't just an HR issue but often a leadership problem caused by poor management, limited growth, and toxic workplace cultures that drive away good people. This episode helps leaders see team turnover differently and shows that reducing it begins with better leadership.

Don't guess what turnover is costing your organization. Download my free Employee Turnover Cost Calculator using the link below and discover the real financial impact of employee turnover in your business:

https://marcel-schwantes-zvbpnt.subscribepage.io/

Bio:

Marcel Schwantes is a leadership coach, speaker, author, and advocate for more humane workplaces. Marcel’s work includes:

Leadership coaching
Leadership development courses
Keynote speaking and workshops
Executive roundtables and culture strategy sessions

Marcel is the author of Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss. Whether coaching a CEO or training a leadership team, Marcel’s #1 goal is the same: To help leaders become the kind of people others want to follow.

Timestamps:

0:00 – Welcome & why human flourishing matters in business

0:25 – How leaders feel turnover (quiet teams, lost employees, stressed managers)

1:20 – The hidden costs of turnover (recruiting, onboarding, training, lost productivity)

2:20 – Emotional and physical “tax” on the people who stay

3:00 – Why leaders underestimate turnover (looking at the wrong scoreboard)

3:40 – Turnover as a leadership problem, not just a market problem

4:20 – Real reasons people leave (micromanagement, overwork, lack of growth/support)

5:10 – The “look in the mirror” question: What is turnover really costing you?

6:14 – Retention, engagement, and leadership development as business strategies

6:40 – Introducing the free “What’s Turnover Really Costing You?” calculator

7:20 – Closing: Helping organizations and people flourish

About the Show:

The Marcel Podcast (previously the Love in Action podcast) is ranked in the top 2% of all podcasts globally and is distributed to 160 countries. The show features deep conversations with the world's top leadership experts, authors, scientists, and thought leaders about what it means to flourish as leaders and human beings. Episodes are available on Apple Podcasts, Spotify, YouTube, and wherever you get your podcasts. If you like what you hear, be sure to follow us and leave a review on Apple Podcasts.

Free tool:

Discover how much employee turnover may be truly costing your organization. Get your free employee turnover cost calculator here: https://marcel-schwantes-zvbpnt.subscribepage.io/

Now Accepting Podcast Sponsors:

If interested in sponsoring an episode, contact Marcel here:https://www.marcelschwantes.com/contact/

None

If you are a champion for human-centered leadership and workplaces, Marcel would love to speak with you to explore partnerships. Book a call here: https://calendly.com/marcelschwantes/discovery-call?month=2026-02

In this episode of The Marcel Podcast, Marcel talks with Keith Kurlander, a psychotherapist, entrepreneur, and author, about psychedelic therapy's potential to transform mental health treatment. Keith shares his personal journey into mental health, explains why traditional methods often fail to address core issues, and discusses the science, history, and clinical use of psychedelics. They cover trauma, depression, PTSD, the benefits and limits of psychedelics, and emphasize the importance of guidance, preparation, and integration for lasting healing. It's a thoughtful, evidence-based discussion on a key development in mental health care.

Bio:

Keith Kurlander, MA, LPC, is a licensed psychotherapist, coach, speaker, and author, recognized as a leader in mental health, trauma, and human potential. He co-founded the Integrative Psychiatry Institute, training over 10,000 clinicians in innovative treatments. As co-author of Psychedelic Therapy and a speaker, Keith combines clinical expertise and clarity to help people understand themselves and their potential.

Quotes:

“We need new tools, and we need them fast, because we have a global mental health crisis.”
“Psychedelic therapy is a clinical experience. It has structure around it to produce the highest probability that you're going to have a healing experience.”
“Any problem inside ourselves is likely solvable. The problems we create are likely healable—you just have to commit to finding the answer, and you likely will if you're really committed.”

Takeaways:

Recognize that trauma is a process in the body—a nervous system stuck in a chronic threat response—not simply an event, and consider where that pattern may be showing up in your own life.
Seek a licensed mental health professional who is also trained in psychedelic therapy rather than navigating these powerful medicines on your own, especially if you have a mental health condition.
Prioritize integration after any psychedelic experience so insights become lasting behavior change instead of fading into just a cool memory.
Resist making impulsive, life-altering decisions in the days immediately following a breakthrough insight—give big realizations time to settle.
Approach microdosing claims with healthy skepticism; the evidence so far is largely anecdotal, and it reflects a fundamentally different philosophy of use.

Timestamps:

[00:00] Welcome to the 300th Episode and the Marcel Podcast Rebrand

[02:00] Today's Topic: Psychedelics and Mental Health

[04:00] Introducing Keith Kurlander

[05:20] What's Your Story? Keith's Turning Point at 19

[07:52] A Values Crisis and a New Calling

[10:49] The Big Idea Behind Psychedelic Therapy

[12:36] What Trauma Really Is

[16:11] The History and Evolution of Psychedelics

[21:01] Schedule One and the Stigma

[23:07] What Happens During a Psilocybin Experience

[25:11] Does Psychedelic Therapy Work for Everyone?

[27:48] The Risks of Going It Alone

[32:05] What a Guided Journey Looks Like

[33:47] Ego Dissolution and Dosing Sessions

[35:32] Integration and Its Pitfalls

[37:42] Understanding MDMA

[39:25] Reframing Psychedelics in 2026

[40:42] The Truth About Microdosing

[42:27] Final Thoughts and Keith's Biggest Hope

Conclusion:

Real healing asks us to look beneath our symptoms to the trauma that drives them—and to be open to new tools when the old ones fall short. Psychedelic therapy isn't a shortcut or a cure-all; it's a structured, clinical approach that works best with skilled guidance, honest preparation, and committed integration afterward. The difference between a transformative experience and a harmful one often comes down to context, support, and intention. As research accelerates and access expands, staying curious—while keeping a healthy dose of skepticism—may be the wisest posture of all. The problems we carry inside ourselves are likely healable, but only for those willing to commit to the work.

Links/Resources:

Book: https://psychiatryinstitute.com/book/

Website: https://keithkurlander.com/

Integrative Psychiatry Institute: https://psychiatryinstitute.com/

Episode recap

If you are a champion for human-centered leadership and workplaces, Marcel would love to speak with you to explore partnerships. Book a call here: https://calendly.com/marcelschwantes/discovery-call?month=2026-02

In this solo episode, Marcel explores a question that cuts deep: Why do so many leaders struggle to create emotionally safe environments where people can thrive?

Drawing from a striking study highlighted in Harper’s Magazine, Marcel unpacks the reality that only 35% of Americans grew up knowing a compassionate, non-judgmental adult, and only 5% identified their father as that person. He examines how generations of men were conditioned to suppress emotion, prioritize performance over presence, and equate vulnerability with weakness, patterns that continue to shape leadership behavior today. Most importantly, this episode challenges leaders to rethink what people truly remember about them. Not their charisma. Not their intelligence. But whether they created an environment where others felt safe enough to grow. This is a conversation about becoming the kind of leader many people wish they had growing up.

Bio:

Marcel Schwantes is a leadership coach, speaker, author, and advocate for more humane workplaces. He works with organizations struggling with disengagement, and cultures that lack high performance — and who are ready to build something better. Marcel’s work includes:

Executive coaching
Leadership development programs for managers
Keynote speaking and workshops
Executive roundtables and culture strategy sessions

Marcel is the author of Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss. Whether coaching a CEO or training a leadership team, Marcel’s #1 goal is the same: To help leaders become the kind of people others want to follow.

Quotes:

"We're asking today's leaders to create experiences they may have rarely experienced themselves growing up."
"A lot of leaders are navigating with what I call an incomplete emotional map."
"People rarely remember the smartest leader in the room. They remember the leader who made them feel safe enough to become better."

Takeaways:

Your early experience (or lack) of a compassionate, non-judgmental adult directly shapes how emotionally safe people feel around you as a leader today.
Many leaders operate with an “incomplete emotional map,” defaulting to control, defensiveness, and avoidance because vulnerability was never modeled for them.
Psychological safety is one of the strongest predictors of high-performing teams, making emotional safety a core business imperative—not a “soft” extra.
Humane leadership is built through daily micro-moments—pausing before reacting, listening without fixing, asking curious questions, and staying fully present.
Regardless of your past, you can break the cycle and become the compassionate, non-judgmental leader others remember as a turning point in their lives.

Timestamps:

[00:00] Why Leadership Wellbeing Must Be a Priority
[01:12] Podcast Rebrand and Future Direction
[02:14] The Shocking 35% Compassion Statistic
[03:08] Why Emotional Safety Wasn’t Modeled for Many Leaders
[04:12] The Leadership Challenge of Psychological Safety
[05:20] What an “Incomplete Emotional Map” Looks Like at Work
[06:33] How Childhood Conditioning Shapes Leadership Behavior
[07:24] Research Behind Psychological Safety and High-Performing Teams
[08:22] Caring Leadership Is Built Through Daily Human Moments
[09:34] The Small Habits That Permanently Change People
[10:22] What Employees Actually Remember About Great Leaders
[11:09] Becoming the Compassionate Leader Many Never Had
[12:01] Breaking the Cycle and Building Better Leadership Cultures
[12:48] Closing Remarks and Podcast Outro

Conclusion:

In a world obsessed with metrics, strategy, and performance, Marcel's message is a powerful reminder that the real work of leadership is emotional. Only 35% of people say they knew a compassionate, non-judgmental adult growing up-and that deficit shows up every day in how leaders react, control, or shut down when things get hard.

But this isn't a story of blame; it's a story of possibility. By recognizing our incomplete emotional maps and choosing small, daily acts of care, curiosity, and presence, we can rewrite the script. We can create teams where people feel safe enough to speak up, grow, and take risks-and become the kind of leaders others remember not just for what we achieved, but for how we made them feel.

Ultimately, the real opportunity in front of us isn't only to build better businesses-it's to become part of the "other 65%" of leaders: the compassionate, non-judgmental adults the next generation desperately needs.

Links/Resources:

The book: https://www.amazon.com/Humane-Leadership-Lead-Radical-Kick-Ass-ebook/dp/B0CWG3PTL4/

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://linkedin.com/in/marcelschwantes/

X: https://x.com/MarcelSchwantes

YouTube: https://youtube.com/@MarcelSchwantes1

Instagram: https://instagram.com/marcel.schwantes/

None

None

This episode is brought to you by Mitel. If you’re thinking about how communication impacts leadership and resilience in your own organization, Mitel works with more than 70 million users worldwide across critical industries to keep teams secure and connected. You can check them out atMitel.com.

Episode recap:

In this episode, Marcel sits down with filmmaker Steven Sawalich to discuss his award-winning documentary, Case for Kindness, now streaming on Prime. Together, they explore the science behind kindness and its role in building trust and healing relationships in today’s polarized world. Featuring stories and insights from voices like Ben Affleck, Garth Brooks, and Daryl Davis, this conversation offers a hopeful and practical reminder that intentional kindness can transform both individuals and communities.

Bio:

Steven Sawalich merges humanitarian work with the capture of compelling human experiences on film. His award-winning documentary, Case for Kindness, explores the transformative societal impact of kindness and its role in shaping our future. The film has received over 75 awards globally.

Quotes:

“Kindness is a muscle, and you need to exercise it.”
“We can start seeing our commonalities as opposed to our differences.”
“Love and kindness win.”

Takeaways:

Practice intentional kindness daily instead of relying on random acts to create lasting behavioral change.
Replace judgment with curiosity by asking questions and seeking to understand another person’s perspective first.
Create cultures of kindness in workplaces by modeling empathy, accountability, and respect from leadership downward.
Use shared experiences like music, sports, art, or service projects to build bridges between people with opposing views.
When conflict arises, pause before reacting emotionally and process feelings without allowing negativity to take root.
Acknowledge that kindness is contagious—simply witnessing compassionate behavior can inspire others to act similarly.
Lead conversations with openness instead of certainty to foster trust, dialogue, and stronger human connection.

Timestamps:

[00:00] Introduction

[06:20] Steven’s global travels and the inspiration behind A Case for Kindness

[09:45] Polarization, dialogue, and rebuilding common ground through kindness

[12:37] The story of a Black musician befriending KKK members

[17:11] Kindness in leadership, workplace culture, and emotional contagion

[19:32] How making the documentary personally transformed Steven’s mindset

[23:18] Ben Affleck’s powerful reflections on addiction and kindness

[26:08] Trust, suspicion, and why kindness matters more than ever

[30:42] Steven’s vision for the future impact of the film

[31:30] Practical ways to lead with love, patience, and curiosity

Conclusion:

This conversation is a reminder that kindness is not simply about being nice—it is about choosing connection over division, curiosity over judgment, and compassion over fear. Steven Sawalich’s journey demonstrates that even in the most difficult conversations and darkest moments, kindness can open doors that hatred and hostility never could. Whether in leadership, relationships, workplaces, or communities, small intentional acts of kindness have the power to spread far beyond what we can see. As Marcel and Steven emphasize throughout the episode, healing begins when we are willing to listen, seek understanding, and recognize our shared humanity. In a world increasingly shaped by outrage and polarization, perhaps kindness is not weakness at all—but one of the bravest choices we can make.

Links/Resources:
Case for Kindness website - https://caseforkindness.com/  

Watch on Amazon Prime 

Articulate Entertainment - https://www.articulusentertainment.com/home  

This episode is brought to you by Mitel. If you’re thinking about how communication impacts leadership and resilience in your own organization, Mitel works with more than 70 million users worldwide across critical industries to keep teams secure and connected. You can check them out atMitel.com.

Episode recap

Marcel sat down with Claude Silver to talk about her bold and practical debut, Be Yourself at Work. Silver argues authentic presence is today’s top business superpower and provides a human-centered guide to build trust, lead with heart, and foster cultures where people truly belong.

Bio:

Claude Silver is the world's first Chief Heart Officer at VaynerX, working with CEO Gary Vaynerchuk to drive success. She has spoken at Meta, Google, and U.S. agencies, and been featured in The New York Times, Fast Company, Forbes, and The Wall Street Journal. Her new book is Be Yourself at Work: The Groundbreaking Power of Showing Up, Standing Out, and Leading from the Heart.

Quotes:

“There is so much power when you are truly your authentic self, when you are not trying to fit in”
“You are the only person that can change the song in your head.”
“Belonging is our human birthright, and we all need it.”
“You don’t drain, you radiate.”
“The calmer we are, the clearer we can be.”

Takeaways:

Build self-awareness by understanding your values, patterns, fears, and strengths.
Replace fake urgency with intentional calm to reduce burnout and improve clarity.
Create belonging by helping people feel seen, heard, and psychologically safe.
Practice emotional bravery by having honest conversations instead of avoiding discomfort.
Leaders should listen deeply, acknowledge people often, and show their humanity.
In an AI-driven world, emotional intelligence and human connection matter more than ever.
Small moments of authenticity and appreciation can transform workplace culture.

Timestamps:

[00:00] Introduction and Claude Silver’s background

[04:01] Personal story and Outward Bound transformation

[12:29] Origin of the Chief Heart Officer role

[16:00] Big idea of Be Yourself at Work

[17:30] Real meaning of authenticity at work

[19:55] The Three E’s: optimism, bravery, efficiency

[23:36] Benefits of an emotionally healthy culture

[25:38] Inner work and self‑awareness

[27:50] Fake urgency and running on calm

[32:59] Belonging, safety, and performance

[36:24] Building trust in remote, multi‑gen teams

[38:27] AI, efficiency, and human connection

[40:11] Practical advice for CEOs and leaders

[43:52] Speed round: personal side of Claude

[46:43] Leading with love and radiating energy

[47:06] Final takeaway: small actions to reconnect

Conclusion:

Authenticity, trust, and emotional courage are no longer optional in leadership—they are essential for building healthy, high-performing cultures. When leaders create spaces where people feel safe to belong and contribute fully, organizations become more resilient, innovative, and human. Claude Silver’s message is simple yet powerful: real leadership begins with self-awareness, grows through connection, and thrives when people choose to radiate instead of drain.

Links/Resources:

Website: https://www.claudesilver.com/

Book website: https://www.beyourselfbook.com/

LinkedIn: https://www.linkedin.com/in/casilver/

Instagram: https://www.instagram.com/claudesilver/?hl=en

Claude Silver on Episode #6: https://www.marcelschwantes.com/claude-silver/

This episode is brought to you by Smarsh. AI is transforming how businesses communicate, and compliance can’t fall behind. Smarsh is helping global organizations build defensible, future-ready compliance programs powered by AI. To learn more, visit smarsh.com or download their 2026 AI Insights Report.

Episode recap:

In this episode, Marcel sits down with Andy Crocker—a former rocket scientist and author of The Unconditionals: Five Timeless Values to Live Without Limits and Ignite Your Superpower—to unpack the five core values that shaped both his leadership philosophy and personal transformation. Drawing from a pivotal career setback and personal reflection, Andy explains how practicing these values without conditions can reduce stress, strengthen relationships, and help leaders show up more authentically, even in high-performance, technical environments.

BIO:

Andy Crocker is an aerospace executive with three decades of experience building high-performance teams and leading ambitious projects, including NASA’s Human Landing System. He holds degrees in engineering, humanities, management, and leadership and is an Associate Fellow of the American Institute of Aeronautics and Astronautics. His multidisciplinary background and diverse career shaped his unique perspective that led to his new book, The Unconditionals.

Quotes

“You don’t discover who you are when everything works out—you discover it when the moonshot fails and you choose your values anyway.”
“Unconditional love doesn’t mean staying in a toxic place; it means caring for yourself and others enough to walk away when you must.”
“When you stop negotiating your behavior with circumstances, your values finally become who you are—not just what you believe.”
“Gratitude is not thanks for the tragedy; it’s thanks for what the tragedy cannot take away—the love, the lessons, and the strength you carry forward.”
“The most advanced systems on earth still run on human hearts; love and gratitude are not soft skills—they’re the core operating code of real performance.”

Takeaways

Your identity can’t be safely built on achievements. Andy’s lost “moonshot” with NASA forced him to separate who he is from what he does—and that shift is what unlocked deeper purpose and peace.
Values only transform you when they’re unconditional. Love, gratitude, integrity, accountability, and endeavor matter most when they don’t change based on who you’re dealing with or whether you’re winning or losing.
Unconditional love requires boundaries, not self‑sacrifice. Truly loving others starts with self‑respect and the courage to leave toxic situations—for your good and, often, for theirs.
Gratitude is a discipline for surviving hard things. Andy’s response to his mother’s sudden death shows that gratitude isn’t about approving the pain; it’s about honoring what can’t be taken away and finding steadiness in the middle of loss.
“Soft” values are the hard edge of performance. Even in hyper‑technical, left‑brain environments like aerospace, cultures of love, appreciation, and integrity create the psychological safety, motivation, and resilience that high performance actually depends on.

Timestamps

00:00:03 – Introduction and Andy’s rocket-scientist background

00:03:07 – Andy’s story: career, NASA moon mission, and heartbreak

00:08:54 – Why he wrote The Unconditionals for his kids

00:09:17 – Overview of the five unconditionals

00:13:34 – What unconditional love is (and what it isn’t)

00:17:59 – Why love matters in organizations and leadership

00:20:59 – Love in technical, engineering, and “left‑brain” cultures

00:25:43 – Unconditional gratitude and losing his mother

00:31:12 – Unconditional accountability and real ownership

00:38:06 – How engineering shaped Andy’s leadership philosophy

00:41:45 – Speed round: life, careers, and hopes for the future

00:43:40 – How to lead with practical love every day

00:45:32 – Final takeaway: living your values unconditionally

Conclusion

Love, gratitude, integrity, accountability, and endeavor aren’t abstract ideals—they’re the unconditional choices that define who you are when the dream falls apart, the contract is lost, or life doesn’t go your way. Andy Crocker’s journey from leading a moonshot bid for NASA to grieving its loss—and then writing The Unconditionals for his children—shows that real strength is refusing to let circumstances dictate your character. When you stop tying your worth to titles and outcomes, and instead anchor yourself in values that don’t move when the world does, you gain the freedom to lead, work, and live with clarity, courage, and compassion. This episode is an invitation to decide: Will you keep living conditionally—reacting to success and failure—or will you commit to becoming the kind of person whose values hold steady, no matter what happens next?

Links/Resources

Website and Book: https://andycrockerbooks.com/

Andy Crocker on LinkedIn: https://www.linkedin.com/in/andycrocker/

This episode is brought to you by Smarsh. AI is transforming how businesses communicate, and compliance can’t fall behind. Smarsh is helping global organizations build defensible, future-ready compliance programs powered by AI. To learn more, visit smarsh.com or download their 2026 AI Insights Report.

Episode recap

In this episode of the Love in Action podcast, Marcel interviews Dr. Lilian Ajayi Ore, co-author of The Power of the Learning Mindset with Dr. Marshall Goldsmith, exploring how leaders can stay relevant and effective in a rapidly changing, post-AI world. Dr. Ajayi-Ore shares her journey from the United Nations to academia and executive coaching, and introduces a practical framework built on three pillars—learning prowess, leadership prowess, and coaching prowess—designed to help leaders develop a “win mindset.”

Bio

Dr. Lilian Ajayi Ore is the founder and CEO of Global Connections for Women Foundation. An award-winning Chief Learning Officer, research scholar, and part of the Lead Faculty at Columbia University, she has over 17 years of experience working with Fortune 100/500 companies. A member of Marshall Goldsmith's 100 Executive Coaches, she mentors top professionals in uncovering their career paths.

Quotes:

“Leadership rooted in love creates spaces where people don’t just perform—they belong.”
“When people feel seen and valued, everything changes—engagement, trust, and results.”
“Leadership today isn’t about having answers—it’s about staying curious enough to keep learning.”

Takeaways:

Leadership becomes transformational when it moves beyond authority and centers on genuine care for people.
Creating a culture of belonging starts with leaders who intentionally practice empathy and connection.
Love in leadership is not passive—it requires courage, consistency, and daily action.
Impactful leadership is measured not just by outcomes, but by how people feel and grow under your influence.
Sustainable success comes from aligning business goals with human values.

Timestamps:

[00:00] Introduction and episode overview

[02:30] Welcoming the guest and setting the context

[04:00] Guest background and personal journey

[07:00] Defining the core topic or problem

[10:30] Key challenges and common misconceptions

[14:00] Deep dive into main concept or framework

[18:00] Practical examples and real-life applications

[22:00] Obstacles, resistance, and lessons learned

[26:00] Leadership insights and mindset shifts

[30:00] Personal stories and turning points

[34:00] Broader impact on culture, business, or life

[38:00] Addressing audience questions or key concerns

[42:00] Actionable strategies and daily practices

[46:00] Final insights and key takeaways

[49:00] Future outlook or upcoming projects

[51:00] Where to connect and learn more

[52:30] Closing remarks and call to action

Conclusion:

This episode reinforces a simple but powerful truth: love is not a weakness in leadership—it’s the greatest strength. When leaders choose to act with empathy, intention, and authenticity, they create environments where people thrive and businesses flourish. As Marcel reminds us, love in action is the future of leadership. The question is—will you live it out daily?

Links/Resources:

Lilian’s website: https://www.lilianore.com/

Lilian on LinkedIn: https://www.linkedin.com/in/lilianore

The Power of the Learning Mindset

This episode is brought to you by Mitel. If you’re thinking about how communication impacts leadership and resilience in your own organization, Mitel works with more than 70 million users worldwide across critical industries to keep teams secure and connected. You can check them out at Mitel.com.

BIO:

Mike Robinson is a telecom and infrastructure veteran with extensive operating experience both as a CEO and CFO, leading business transformations across organic growth initiatives, mergers, acquisitions, and restructurings. He has held numerous leadership roles and served on the boards of technology and telecommunications companies. Mike joined Mitel’s Board of Directors in 2025 and shortly thereafter stepped into the role of CEO. With a strong focus on leadership, team building, effective communication, operational efficiency, and transparency, Mike and his leadership team guide Mitel with a collaborative, results-driven approach; aligning people, strategy, and purpose to drive impactful outcomes for customers and employees.

Quotes:

Leadership works best when people know they matter for more than a paycheck.
Culture becomes unstoppable when employees go home and tell a neighbor they genuinely like where they work.
The best strategy fails without the earned right to execute through trusted people and clear communication.
Customer loyalty is priceless because loyal customers will fight to keep you and look for new ways to grow with you.
Caring is not a side project; it is the operating system that drives top line, bottom line, and long-term relevance.

Takeaways:

Trust is built fastest through presence, transparency, and listening to employees, customers, and partners before making big moves.
Avoiding command and control leadership requires confidence in your people, a healthy capital runway, and data-driven, fair decision-making.
A strong culture is less about perks and more about belonging, recognition, development, and being heard.
Sustaining industry leadership demands relentless innovation, disciplined focus, and making it easy for others to do business with you.
Caring consistently, through small daily actions and genuine relationships, creates the discretionary effort that drives exceptional results.

Timestamps:

[00:00] Introduction and Overview of Mitel

[05:27] Mike Robinson’s Background and Leadership Philosophy

[08:09] Building Trust and Culture at Mitel

[20:57] The Role of Culture in Business Outcomes

[27:20] Sustaining Success and Innovation at Mitel

[33:14] Personal Leadership Qualities and Practices

[36:41] Leading with Love in Action

[39:03] Final Thoughts and Takeaways

Conclusion:

At the heart of this episode is a simple but radical idea: caring is a business strategy. Mike Robinson shows that when leaders are present, transparent, and genuinely human, people do not just comply, they commit. We see how culture, when rooted in trust and love in action, becomes the engine of innovation, loyalty, and long-term growth. If you want better numbers, you do not start with spreadsheets; you start with how people feel when they walk through the door. Listen in, take notes, and then go lead in a way that proves, inside your own company, that love really does win.

Links/Resources:

Mitel - www.Mitel.com

Mitel on LinkedIn - https://www.linkedin.com/company/mitel/

Mike Robinson on LinkedIn - https://www.linkedin.com/in/michaelkrobinson/

This episode is brought to you by Smarsh. AI is transforming how businesses communicate, and compliance can’t fall behind. Smarsh is helping global organizations build defensible, future-ready compliance programs powered by AI. To learn more, visit smarsh.com or download their 2026 AI Insights Report.

Episode recap

Kim Crawford Goodman, CEO of Smarsh, shares her journey from growing up in Chicago during the Civil Rights Movement to leading a global technology company focused on preserving and protecting truth in digital communications. She explains Smarsh’s role in helping highly regulated industries manage and analyze communications across channels using AI-powered tools, and highlights the company’s commitment to accountability, innovation, and customer focus. Kim also reflects on leadership lessons around balancing technology with human connection, navigating change with transparency, and building inclusive teams grounded in integrity.

Bio:

Kim Crawford Goodman is Chief Executive Officer of Smarsh. Under her leadership, Smarsh has strengthened its position as a global leader in AI-powered communications intelligence, helping highly regulated organizations manage risk, modernize compliance, and unlock the value of communications data. With more than 25 years of experience, Goodman is known for leading with empathy and integrity to scale businesses and build high-performing global teams.

Quotes:

"Smarsh, first and foremost, preserves and protects the truth in a world where what is truthful is getting more elusive."
"We can't forget the human element. You can't let anything stand in the way of actually knowing your team, because that's what makes every other electronic interaction more efficient and more meaningful."
"As a leader, you're always balancing the need to innovate and move with the need to give consistency and stability to your people, and the way you hold that balance is through transparency and context."

Takeaways:

Trust is built fastest through presence, transparency, and listening to employees, customers, and partners before making big moves.
Avoiding command and control leadership requires confidence in your people, a healthy capital runway, and data-driven, fair decision-making.
A strong culture is less about perks and more about belonging, recognition, development, and being heard.
Sustaining industry leadership demands relentless innovation, disciplined focus, and making it easy for others to do business with you.
Caring consistently, through small daily actions and genuine relationships, creates the discretionary effort that drives exceptional results.

Timestamps:

[00:00:00] AI, Risk, and the Mission to Govern Conversations

[00:04:44] From South Side Chicago to Global CEO

[00:05:47] Smarsh’s Mission: Preserving and Protecting the Truth

[00:09:30] Inside Smarsh: AI Agents, Noise Reduction, and E‑Discovery

[00:16:25] Leading Culture in a World of Slacks, Texts, and AI

[00:19:31] Staying Obsessed with the Customer in a Noisy World

[00:24:25] Transparency, Psychological Safety, and Real Talk on Change

[00:25:07] Hitting Walls: Perseverance, Identity, and Non‑Linear Careers

[00:27:58] Integrity, Inclusion, and Building Diverse Teams That Win

[00:33:55] Know Yourself: Authentic Leadership from Campus to C‑Suite

[00:36:56] Unfiltered Advice for Women of Color Who Want to Lead

[00:36:56] Leading with Love: Know Your People, Know Yourself

[00:38:01] As Much as Things Change, Some Things Stay the Same

[00:39:23] Where to Find Kim and Final Love in Action Sign‑Off

Conclusion:

In a world where AI is accelerating every interaction, Kim Crawford Goodman reminds us that leadership still rises and falls on integrity. Her story shows that preserving truth in business isn’t just a technical challenge; it’s a moral and cultural one, lived out in daily decisions, not slogans. Through Smarsh, she demonstrates how AI can be harnessed to govern communication, reduce risk, and build confidence instead of chaos. Through her personal journey, she models how perseverance, self‑knowledge, and genuine care for people can carry leaders through disruption and disappointment. If you’re serious about leading in the age of AI, this episode will challenge you to build a culture where innovation moves fast—but truth, accountability, and love move faster.

Links/Resources:

Smarsh - https://www.smarsh.com/

Kim Crawford in LinkedIn - https://www.linkedin.com/in/kim-crawford-goodman-69703187/

Smarsh 2026 AI Insights Report – https://www.smarsh.com/reports/2026-compliance-horizon-insights-report

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://www.linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: https://www.youtube.com/channel/UC9fO2r_ZQ3wy5ie522f-DTQ

Instagram: https://www.instagram.com/marcel.schwantes/

Episode recap:

Marcel sat down with Margaret C. Andrews to discuss her book "Manage Yourself to Lead Others: Why Great Leadership Begins with Self-Understanding." Margaret discussed leadership derailment and self-awareness, emphasizing that the factors that got leaders to their current positions may not be sufficient for future success. She shared six key questions to help leaders understand themselves and highlighted the importance of self-management, noting that many leadership training programs focus more on technical skills than interpersonal skills.

Bio:

Margaret C. Andrews is a seasoned executive, academic leader, speaker, and instructor. She teaches leadership courses and professional and executive programs at Harvard University and is the founder of the MYLO Center, a private leadership development firm. 

Quotes:

We judge ourselves by our intentions, but other people judge us by our behaviors.
Leadership emerges from your life story and your unique portfolio of experiences, not from a checklist of best practices.
What got you here won’t get you there, especially when you move from individual contributor to leading others.
People do not care how much you know until they know how much you care about them as human beings.
We are all a work in progress, continually riding new learning curves as we grow into the leaders we want to become.

Takeaways:

Self-understanding is the foundation of effective leadership, and without it, all the standard tips and tactics remain shallow.
Career derailment often happens right after a promotion when leaders fail to realize that their new role requires different behaviors, not just more effort.
High achievers commonly struggle with interpersonal relationships, team-building, and adaptability, which can ultimately sabotage their success.
Asking deep questions about who shaped you, what you value, and how your behavior impacts others is essential to building self-awareness.
Leading with love and care means treating people as human beings, not resources, and consistently managing your own behavior to match your best intentions.

Timestamps:

0:00 – Welcome, episode setup, and introduction of Margaret C. Andrews

2:59 – Margaret’s origin story and wake-up call about self-awareness

7:20 – How lack of self-awareness derails high achievers and careers

17:39 – Six foundational questions for self-understanding and self-management

25:39 – Roadblocks, vulnerability, and why leadership training must go deeper

28:24 – The MYLO process and what it means to lead with love in action

31:32 – Final lessons, being a work in progress, and where to find Margaret

Conclusion:

Today’s conversation showed that great leadership doesn’t begin with a job title or a promotion. It begins with you, with understanding your own story, your values, and even your blind spots. Margaret reminded us that we are all a work in progress, learning and growing as we practice new behaviors and step into the leaders we want to become. The challenge is simple to say but hard to live out: get honest about who you are, manage yourself with intention, and notice how your relationships and results start to shift.

Links/Resources:

Book on Amazon: https://a.co/d/0gzLmPl2

LinkedIn: https://www.linkedin.com/in/margaretcandrews/

Website: https://www.margaretandrews.com/

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://www.linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: https://www.youtube.com/channel/UC9fO2r_ZQ3wy5ie522f-DTQ

Instagram: https://www.instagram.com/marcel.schwantes/

Episode recap

In this powerful conversation, Marcel sits down with Joshua Freedman, a global leader in emotional intelligence and the CEO of Six Seconds, to explore the ideas behind his new book, Emotion Rules. Drawing from 30 years of research and more than a million emotional intelligence assessments, Joshua shares why he believes we are living through an “emotional recession” and what leaders must do about it.

Joshua discusses how many leaders struggle with old patterns that no longer serve them, especially when moving from being a high-performing doer to a leader who must grow others. Marcel highlights two major shifts leaders must make: from knowing to learning, and from doing to being. The episode closes with a fast-paced speed round and reflections on what it truly means to lead with practical, actionable love in business.

Bio:

Joshua Freedman is CEO and cofounder of Six Seconds, the world’s largest  emotional intelligence network. A pioneer in applying EQ to business and social impact, he directs The State of the Heart  study, a landmark longitudinal analysis tracking global trends in emotional intelligence, which first identified the  “Emotional Recession” – a sustained worldwide decline in emotional and relational capacities affecting wellbeing, engagement, and organizational resilience. His frameworks and tools are used by over a million people in 150+ countries, delivering measurable improvements in performance and culture.

Quotes

“There are no negative feelings. They’re all data.”
“Emotions are great advisors but horrible bosses.”
“Your feelings are here for a reason—your next step is to learn to trust them more.”
“Maybe the struggle isn’t the obstacle; maybe the struggle is the curriculum.”
“We must shift from knowing to learning, and from doing to being.”

Takeaways

Emotional wisdom goes beyond emotional intelligence—it’s the ability to use emotional signals to navigate ambiguity when there is no clear path or precedent.
We are in a global “emotional recession” where optimism, intrinsic motivation, and purpose are declining, yet higher EQ in these areas is strongly linked to better life and work outcomes.
All emotions are information, not problems; even uncomfortable feelings like fear or anxiety are messages about important needs and values that require attention.
Leaders often get stuck in old emotional patterns—like over‑controlling or withdrawing—that once helped them succeed but now block trust, growth, and empowerment in their teams.
Simple practices—such as choosing who you want to be each day and adopting a coach‑like, question‑driven approach—can transform leadership from transactional control to human‑centered connection and learning.

Timestamps

00:00:02 – Introduction & Joshua’s Background

00:04:11 – The Emotional Recession

00:07:42 – Emotional Intelligence vs. Emotional Wisdom

00:15:11 – Decline in Key EQ Capabilities

00:18:14 – Fighting Our Emotions

00:23:40 – Emotions as Data & Needs

00:31:04 – Emotions as Advisors, Not Bosses

00:34:24 – Patterns That Keep Leaders Stuck

00:43:03 – The To‑Be List Practice

00:46:22 – Wisdom Lives Within

00:52:39 – Leading with Love

00:54:39 – Final Takeaway

Conclusion

This episode ultimately makes the case that emotional wisdom is not about perfection or sentimentality, but about honestly listening to what our feelings are telling us so we can build more humane, resilient, and high‑performing lives and workplaces; when leaders stop fighting emotions, treat them as data, and model curiosity and courage, they unlock deeper engagement, stronger cultures, and a more sustainable way to navigate a chaotic world.

Links/Resources

Emotion Rules book: https://www.6seconds.org/emotionrules/

Six Seconds - https://www.6seconds.org/

Emotional Wisdom Wheel (Constellation Map): https://www.6seconds.org/emotionrules/wheel/

Episode #191 with Joshua Freedman: https://www.marcelschwantes.com/josh-freedman-emotional-intelligence-and-how-to-use-it-to-get-results-ep-191/

Social Media Links:

https://www.linkedin.com/company/six-seconds/

https://www.instagram.com/6secondseq/

https://www.facebook.com/sixseconds/

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://www.linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: https://www.youtube.com/channel/UC9fO2r_ZQ3wy5ie522f-DTQ

Instagram: https://www.instagram.com/marcel.schwantes/

Episode recap

Don’t forget Marcel’s special offer to join his Substack community for $8.00/month. Subscribe here: https://marcelschwantes.substack.com/subscribe

In this solo episode, Marcel Schwantes discussed the impact of fear in the workplace, explaining how it stifles creativity, innovation, and collaboration. He highlighted that fear-based environments lead to disengagement, turnover, and low morale, while human-centered leadership fosters psychological safety and trust. Marcel emphasized the importance of leaders addressing their blind spots and modifying behaviors to create a positive workplace culture. He stressed that hiring and developing leaders based on technical competence alone is insufficient, urging a focus on humanity and human-centered attributes. Marcel encouraged listeners to subscribe to his Substack for further insights on effective human-centered leadership.

Bio:

Marcel Schwantes is a leadership coach, speaker, author, and advocate for more humane workplaces. He partners with organizations tired of burnout, disengagement, and hollow cultures — and ready to build something better.

Marcel’s work includes:

Executive coaching
Leadership development programs for managers
Keynote speaking and workshops
Executive roundtables and culture strategy sessions

Marcel is the author of Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss. Whether coaching a CEO or training a leadership team, Marcel’s #1 goal is the same: To help leaders become the kind of people others want to follow.

Episode Timeline:

[00:03] Introduction: Why fear remains a workplace epidemic
[00:19] How fear kills creativity, collaboration, and profitability
[01:06] Silence in meetings: The hidden cost of fear
[01:58] Why fear stops innovation and risk-taking
[02:34] Fear shrinks organizations from the inside out
[03:51] Psychological safety and team performance (Harvard research)
[04:26] Why leaders still dismiss “soft skills”
[05:13] The cost of waiting for marching orders
[05:49] Burnout, turnover, and quiet disengagement
[06:03] What human-centered leadership looks like
[07:10] Surfacing problems early vs. kicking the can down the road
[08:10] Shared accountability and self-correcting teams
[09:40] Leadership blind spots and fear-driven management
[10:29] Burnout as the final warning sign
[11:30] Why technical skills alone no longer qualify someone to lead
[12:04] Raising human leadership capacity in the AI era
[12:31] Closing thoughts and call to action

Quotes:

“If you want to know why creativity dies, why collaboration stalls, why your most talented people are quietly quitting — look for one thing: fear.”
“When fear is prevalent, people protect themselves instead of serving the mission.”
“You cannot afford to choose leaders based only on technical competence or individual performance. Those days are over.”

Key Takeaways:

Fear Is Expensive - Fear doesn’t just hurt feelings — it damages profitability, innovation, and long-term growth.
Silence Is a Warning Sign - if meetings are full of nodding heads but no pushback, fear may be driving compliance instead of commitment.
Psychological Safety Drives Performance - When employees feel safe to speak up, admit mistakes, and challenge ideas, performance and productivity increase.
Human-Centered Leadership Solves Problems Early - Empowered teams raise concerns quickly, solve issues on the spot, and share accountability across levels.
Leadership Blind Spots Create Fear - Many fear-based environments stem from leaders who fear losing control or respect. Coaching and self-awareness are critical.
Technical Skills Aren’t Enough Anymore - In the age of AI and automation, the differentiator is human leadership capacity — the ability to help people flourish.

Conclusion:

Fear quietly shrinks organizations from the inside out. It limits creativity, slows innovation, and pushes good people toward burnout and disengagement. Marcel’s message is clear: if you care about performance, profitability, and long-term growth, you must care about human-centered leadership. The future of leadership isn’t louder authority or tighter control — it’s building environments where people feel safe enough to contribute their best thinking.

The question every leader must ask:

Am I creating safety — or am I creating fear?

Because that answer determines everything.

Resources:

The book: https://www.amazon.com/Humane-Leadership-Lead-Radical-Kick-Ass-ebook/dp/B0CWG3PTL4/

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://linkedin.com/in/marcelschwantes/

X: https://x.com/MarcelSchwantes

YouTube: https://youtube.com/@MarcelSchwantes1

Instagram: https://instagram.com/marcel.schwantes/

Dr. James Doty Episode: https://www.marcelschwantes.com/dr-james-doty-the-neuroscience-of-manifestation/

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Episode recap

Don’t forget Marcel’s special offer to join his Substack community for $8.00/month. Subscribe here: https://marcelschwantes.substack.com/subscribe

In this solo episode, Marcel argued that compassion is a core leadership strength, not a soft extra, and that alleviating others’ pain and suffering is a leader’s real work. Through examples like Jeff Weiner and Phil Lynch during 9/11, he showed how leaders who prioritize people, communicate openly, and make space for emotion build stronger, more connected organizations. When leaders show up in hard moments, teams heal faster and perform better.

Bio

Marcel Schwantes is a leadership coach, speaker, author, and advocate for more humane workplaces. He works with organizations that are tired of burnout, disengagement, and hollow cultures — and ready to build something better.

Marcel’s work includes:

Executive coaching
Leadership development programs for managers
Keynote speaking and workshops
Executive roundtables and culture strategy sessions

Marcel is the author of Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss. Whether coaching a CEO or training a leadership team, Marcel’s #1 goal is the same: To help leaders become the kind of people others want to follow.

Timestamps

[00:03] Why “soft skills” like compassion are actually essential leadership skills

[01:05] Command-and-control vs. compassion: why old leadership models fail

[02:00] Jeff Weiner on compassion as a lifelong practice, not a buzzword

[02:52] Dr. James Doty’s definition of compassion and the science behind it

[03:45] What compassionate leadership looks like in practice

[04:32] 9/11 and Reuters: setting the scene for Phil Lynch’s defining moment

[05:25] “People first, then customers, then the business” — a new priority in crisis

[06:20] Keeping people informed, safe, and emotionally supported

[07:15] Making space for grief, fear, and honest emotions at work

[08:10] How compassion shaped Reuters’ culture and rippled to customers

[08:30] Final reflection: Are you willing to be present with people when they’re suffering

Key Quotes

“If you want to measure yourself against the highest standard of leadership, you have to measure yourself against what people call the ‘soft stuff’—because it’s actually the hardest to master.”
“Compassion is not weakness. Some of the strongest people I know are the most compassionate.”
“Compassion is recognizing someone’s suffering—and then doing what you can to help ease it. It’s not hippy-dippy; it’s evidence-based and deeply human.”
“In the middle of absolute mayhem, Phil Lynch gathered his team and said: ‘People first, then customers, then the business.’ That’s compassionate leadership in action.”
“Leaders who create space for sorrow, confusion, and grief help their organizations heal and reconnect much faster.”

Key Takeaways:

Compassion is an essential leadership skill, not a soft extra.

Compassion is often dismissed as “soft,” but it is one of the hardest and most strategic skills to master. It directly impacts engagement, trust, and long-term performance.

Compassion is both recognition and action.

It’s not enough to notice someone’s pain. Compassion means seeing the suffering and intentionally acting to alleviate it—in conversations, decisions, and policies.

Science backs the power of compassion.

Research highlighted by Dr. James Doty shows compassion is a powerful antidote to loneliness, depression, anxiety, and addiction, all of which show up at work.

People-first leadership is clearest in crisis.

During 9/11, Phil Lynch’s mantra—“People first, then customers, then the business”—became a north star for Reuters. Compassion isn’t theoretical; it’s how leaders rank their priorities when it matters most.

Emotional transparency but safety and trust.

By being open about what he and his team were feeling, Lynch gave others permission to feel and express their own grief and fear, creating psychological and emotional safety.

Compassion shapes emotional culture.

When leaders intentionally make room for grief, questions, and honesty, they shape a culture where people feel seen, heard, and valued—and are proud to belong.

Love in action is a leadership practice.

Compassionate leadership is ultimately love expressed through behavior: how you decide, how you listen, how you show up for people when they’re struggling.

Conclusion

Marcel’s message in this episode is straightforward and challenging: the future of leadership is compassion in action. In a world where mental health struggles and emotional pain are everywhere, leaders can no longer hide behind metrics and control.

The story of Phil Lynch shows that when leaders put people first, especially in the darkest moments, they create cultures of trust, pride, and deep human connection. Compassion is not about being nice for its own sake; it is about being courageously present with suffering and choosing actions that reduce it.

If you want your organization to come alive from the inside out, start with one question: How am I shaping the emotional culture around me—and am I willing to be present when people hurt? That’s where real leadership—and love in action—begins.

Resources:

Guest Mentioned:

Dr. James Doty – Neurosurgeon and compassion researcher; previously featured on the show (link to that episode will be added to the show notes)

People Referenced:

Jeff Weiner – Former CEO of LinkedIn, advocate for compassion as a core leadership skill

Phil Lynch – Former president of Reuters America, whose leadership during 9/11 exemplified compassion in crisis

The book: https://www.amazon.com/Humane-Leadership-Lead-Radical-Kick-Ass-ebook/dp/B0CWG3PTL4/

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://linkedin.com/in/marcelschwantes/

X: https://x.com/MarcelSchwantes

YouTube: https://youtube.com/@MarcelSchwantes1

Instagram: https://instagram.com/marcel.schwantes/

Dr. James Doty Episode: https://www.marcelschwantes.com/dr-james-doty-the-neuroscience-of-manifestation/

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Episode recap

This episode focused on hope in the workplace, starting with a discussion with Dr. Alex Lovell, head researcher and vice president at the O.C. Tanner Institute, and covering a recent O.C. Tanner study that revealed a decline in employee hopefulness. Marcel transitioned to a lively conversation with Jen Fisher, author of Hope Is the Strategy, and one of the world's first chief well-being officers. They explored how leaders can cultivate hope by using language that builds rather than kills hope, emphasizing curiosity, empathy, and transparency. Jen explained that hope requires clear goals, acknowledgment of current reality, and identifying multiple pathways to achieve those goals. They also discussed the limitations of wellness programs alone in improving employee well-being and the need to address cultural and behavioral factors in the workplace. The conversation concluded with Jen encouraging listeners to become "hope dealers" by helping others identify possibilities and support their potential.

Bio:

Jen Fisher is a global authority on workplace well-being, the founder and CEO of The Wellbeing Team and the author of Hope Is the Strategy: The Underrated Skill That Transforms Work, Leadership, and Wellbeing.

Dr. Alex Lovell is the Vice President of the O.C. Tanner Institute and a political psychologist focused on the human side of work—specifically, how organizations can better foster appreciation, identity, belonging, and fulfillment to unlock human potential.

Quotes:

Alex Lovell

Employees are seven times more likely to be engaged when they feel hopeful
When people don’t see a path forward and don’t believe they can follow that path, there is no way they can get there
Recognition and belonging are one of the strongest antidotes to hopelessness
When teams aren’t inclusive, employees are 513 percent more likely to feel burned out
Our younger workers don’t see a future anywhere, not personally and not professionally

Jen Fisher

Hope is not an emotion; it is a cognitive and behavioral process
Do you want to lead a hopeful organization or a hopeless one?
People need to believe that your strategy will leave them better off tomorrow than they are today
Never in the history of telling someone not to worry have they not worried
Be a hope dealer and help people see possibilities

Takeaways:

Hope is a measurable leadership skill that requires clear goals, multiple pathways, and agency
Employees who feel hopeful are significantly more engaged and resilient
Gen Z workers are struggling to see a personal and professional future, making belonging and recognition essential
The language leaders use can either build hope or quietly destroy it
Transparency and telling the whole truth reduce anxiety and strengthen trust
Wellness programs alone cannot fix broken work design or culture
Rebuilding hope starts with identifying and taking the next small step
The future of work must intentionally preserve humanity alongside advancing technology.

Timestamps:

0:00 — Welcome to the Love and Action Podcast

0:33 — Topic Introduction: Hope

2:05 — Introducing Dr. Alex Lovell

4:06 — AI Helping Us to Find Solutions

8:20 — Key Findings: Hopelessness at Work

11:10 — Generational Divide in Hope

14:10 — Gen Z and the Need to Feel Seen

18:05 — Inclusion, Belonging, and Recognition

20:10 — Engagement Link: Hope Drives Performance

22:05 — Practical Solutions: Connection and Relationships

23:10 — Practical Solutions: Goals and Small Wins

24:05 — Where to Find the Report + Resources

23:30 — Jen’s Story: Burnout, Cancer, Caregiving

29:42 — Setting Clear Goals

32:11 — Be the leader Setting Examples

37:10 — Hope as Strategy: Goals, Pathways, Agency

40:10 — Hope in Practice: Leadership Communication

44:07 — Language of Hope: Builders vs Killers

46:00 — Hope Dealers and Possibility Thinking

48:13 — Leading with the Whole Truth

55:15 — Why Wellness Programs Aren’t Enough

55:15 — Human is the Path Forward in Leading Organizations

1:00:05 — Final Takeaways & Closing

Conclusion:

Hope is not wishful thinking, and it is not a soft leadership trait reserved for idealists. It is a disciplined, practical skill that drives engagement, fuels resilience, and restores belief in the future of work. From global research to personal recovery stories, this episode makes one thing clear: when leaders cultivate belonging, speak possibility, and tell the whole truth, people perform differently. In a time when burnout is rising and uncertainty is constant, hope becomes the competitive advantage. The leaders who choose to become hope dealers will not only transform their teams, but they will also shape the future of work itself.

Links/Resources:

Dr. Alexander Lovell: https://www.linkedin.com/in/alexanderlovell/

OC Tanner Global Culture Report: https://www.octanner.com/global-culture-report

Jen Fisher website: www.jen-fisher.com

Jen Fisher on LinkedIn: www.linkedin.com/in/jen-fisher-cwbo/

WorkWell Podcast with Jen Fisher: https://podcasts.apple.com/us/podcast/the-workwell-podcast/id1381561571

O.C. Tanner website: https://www.octanner.com/

O.C. Tanner Global Culture Report: https://www.octanner.com/global-culture-report

Inc. Article Summary: https://www.inc.com/marcel-schwantes/human-resources-hopelessness-epidemic-work-leadership/91246729

Episode #112 with Jen Fisher: https://www.marcelschwantes.com/jen-fisher/

Jen Fisher’s Book “Hope Is the Strategy: The Underrated Skill That Transforms Work, Leadership, and Well-Being”: https://a.co/d/0glJUsxN

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://www.linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: https://www.youtube.com/channel/UC9fO2r_ZQ3wy5ie522f-DTQ

Instagram: https://www.instagram.com/marcel.schwantes/

Episode recap

Don’t forget to subscribe to my Substack for exclusive access to tools, action plans, long-form articles, book content, and coaching resources to level up your leadership! Subscribe here.

In this episode, Marcel interviewed Frank Danna and Chris Pitre, co-authors of "Love as a Change Strategy," discussing their book's themes and their experience at Softway, a technology company that transformed from a toxic culture to a human-centered organization. The conversation explored how embracing discomfort, prioritizing relationships, and practicing empathetic curiosity can lead to successful organizational change. Frank and Chris shared personal stories about their own transformation journeys and how they apply these principles at Softway. They discussed the importance of leaders modeling change behavior and the role of AI in enhancing human connection at work. The authors emphasized that change should be led, not managed, and highlighted the need for leaders to be intentional with their words and actions.

Guest Bio

Chris Pitre is Vice President at both Culture+ and Softway. Chris has spent his career helping companies reimagine how they work, focusing on how they treat their people and communicate.

Frank Danna serves as the Marketing Director at Softway and is the Co-Founder of Culture+, where he helps leaders transform their leadership through love, empathy, and behavior-based change.

Quotes:

Chris Pitre: “Without a positive or strong culture, it's actually harder to bounce back. Adversity becomes that much scarier and that much more formidable.”
Chris Pitre: “If you are a leader who is about to implement change and you're not uncomfortable, that should be a scary thing.”
Frank Danna: “If you want to change, discomfort is the solution.”
Chris Pitre: “I truly believe that comfort is a privilege and change, and so if you are comfortable, that means that everybody else is paying for your comfort, and likely you are someone who is probably oppressing the team.”
Chris Pitre: “You get to decide at a certain point in your career who you will become: are you the boss that leaves a mark or a scar?”

Takeaways:

Real, sustainable change fails when it’s treated as a technical process instead of a deeply human, emotional experience.
The six principles of change—embracing discomfort, prioritizing relationships, practicing empathetic curiosity, wielding your influence, experimenting, and being effective—act as a flexible “middle layer” between rigid processes and long-term behavior change.
Leaders themselves are often the biggest blockers of transformation when they cling to titles, certainty, and comfort while expecting others to do the hard changing.
Resistance to change is frequently a signal that people feel unheard, and genuine empathetic curiosity can turn resistors into powerful champions.
AI, when introduced from a humane, people-first lens, can remove transactional work and actually create more room for empathy, collaboration, and truly human leadership.

Timestamps:

00:00:02 Introduction and Softway’s turnaround story

00:03:30 Welcoming guests Frank Danna and Christopher Pitre

00:03:55 Frank’s story: from imposter syndrome to belonging

00:05:26 Chris’s story: corporate “robot,” stroke, and the power of workplace community

00:11:36 What Softway does and its evolution to AI-focused transformation

00:15:02 What people get wrong about love as a change strategy and why change fails

00:21:53 The six principles of change

00:24:00 Embracing discomfort and why leaders must feel uneasy

00:27:12 How leaders become the blockers of change

00:31:06 Personal transformation, accountability, and resistance as unheard voices

00:36:21 Rabbit hole: traditional male leadership, narcissism, and the cost to culture

00:40:13 Can AI actually increase humanity and love in the workplace?

00:43:35 Have we missed any essential questions?

00:44:55 Practical ways to lead with love day in and day out

00:47:39 Final takeaways: be like the buffalo and don’t manage change—lead it

00:50:15 Teasing the third book in the series

00:51:08 Where to learn more about Softway, the books, and the podcast

Conclusion:

Love isn’t a soft extra in business—it’s the toughest, most practical strategy for real change. This episode shows how embracing discomfort, listening with empathy, and leading like a “buffalo” through the storm can turn a toxic culture into a place of belonging and growth. Frank and Chris prove that when leaders go first, drop their ego, and put people at the center, both performance and humanity rise. AI, handled with a humane-first mindset, becomes a catalyst—not a threat—for more meaningful, human work. Take what you’ve heard today and decide: will you manage change from a distance, or step in and lead it with love?

Links/Resources:

Softway: https://www.softway.com/

Culture+: https://www.culture-plus.com/

Love as a Strategy: https://www.loveasastrategy.com/

Softway LinkedIn: https://www.linkedin.com/company/teamsoftway/

Culture+ LinkedIn: https://www.linkedin.com/company/culture_plus/

Love as a Change Strategy: https://loveasachangestrategy.com/

Love as a Business Strategy: https://www.loveasabusinessstrategy.com/

Frank Danna on LinkedIn: https://www.linkedin.com/in/frankDanna/

Chris Pitre on LinkedIn: https://www.linkedin.com/in/chrispitre/

Episode 183 with the CEO of Softway, Mohammad Anwar: https://www.marcelschwantes.com/mohammad-anwar-love-as-a-business-strategy-ep-183/

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://www.linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: https://www.youtube.com/channel/UC9fO2r_ZQ3wy5ie522f-DTQ

Instagram: https://www.instagram.com/marcel.schwantes/

Episode recap

In this episode, Marcel talks with Robert Glazer, author of The Compass Within, about why core values are essential for effective leadership and meaningful work. Robert explains the difference between aspirational values and actionable core values—non-negotiable principles that guide real decisions and behavior. They explore how values alignment boosts employee engagement, strengthens trust in leaders, and reveals whether an organization’s stated values actually match what it rewards in practice.

The conversation also dives into authenticity, emotional honesty, and how early life experiences shape our values and sense of purpose. Robert shares a practical framework and reflective questions to help people clarify their true core values, arguing that clarity leads to better decisions, healthier leadership, and deeper personal fulfillment. The episode closes with Robert’s mission to help more people discover their “true north” and live with greater integrity and intention.

Bio:

Robert Glazer is a globally recognized entrepreneur, speaker, and author. He is the founder and former CEO of a $50M marketing agency with an award-winning, values-driven culture, and the author of multiple bestsellers, including Elevate and Elevate Your Team. His inspirational newsletter, Friday Forward, reaches over 200,000 readers weekly.

Quotes:

I define core values as the non-negotiable principles that decide your actions and behaviors, reflecting who you are, not who you wish you were.
Most of our purpose is tied to pain, but people are afraid to go there and look, even though those formative experiences are where their real values live.
If you can help people figure out their personal core values, you help them become better leaders, because they are going to lead from those values, whether they realize it or not.
Everyone wants the shortcut, but if you really want to figure out your core values, you have to be willing to do the work and spend time with the questions.
When you understand your core values, you gain a dramatic clarity that changes how you live and how you lead.

Takeaways:

Core values are intrinsic, non-negotiable decision rules that show up across all areas of life, not vague one-word aspirations like “integrity” or “family.”
Much of our purpose and many of our values are rooted in formative childhood experiences, especially painful or ignored parts of our story.
Alignment is impossible until you first clarify what you are actually aligning to, which is why defining values must come before trying to “live in alignment.”
Research shows that when people’s work aligns with their values, engagement, trust, life satisfaction, and retention all increase significantly.
Doing the structured inner work, like Robert’s six-question process and core values course, provides a practical pathway to make better long-term decisions about career, relationships, and leadership.

Timestamps:

00:00:00 – 00:02:30 Opening, sponsor message, and Marcel’s setup about authenticity and alignment

00:02:30 – 00:05:56 Introducing Robert Glazer and the story behind The Compass Within

00:05:56 – 00:07:12 Robert’s personal story and how purpose is tied to pain

00:07:12 – 00:14:46 Why this book now, tribalism, and what people get wrong about values

00:14:46 – 00:17:25 Core values, culture, and how companies really reward behavior

00:17:25 – 00:21:17 Data, research, and why values alignment matters at work and in life

00:21:17 – 00:31:43 The six core values questions and live exercise revealing Marcel’s value of authenticity

00:31:43 – 00:36:25 Robert’s own core values and how they play out in his life and leadership

00:36:25 – 00:36:58 The hardest parts of doing core values work and why there is no shortcut

00:36:58 – 00:39:13 Speed round: what makes Robert smile, who inspires him, and bold life choices

00:39:13 – 00:41:00 How to lead with love, Robert’s final takeaway, and where to find his work

Conclusion:

This episode makes one thing crystal clear: if you do not define your values, the world will do it for you. Robert Glazer shows that core values are not fluffy slogans, but the invisible rails that quietly direct every major choice you make. Once you illuminate those rails, you can stop bouncing off the walls of the tunnel and start driving your life and leadership with intention. The stories, data, and live coaching moment with Marcel prove that this inner work is both emotional and incredibly practical. Listen in, then dare yourself to turn on your own “compass within” and see what needs to change.

Links/Resources:

Website: https://robertglazer.com/

Book: https://robertglazer.com/compass/

Core Values Course: www.corevaluescourse.com

Get the Six Questions: https://robertglazer.com/six/

LinkedIn: https://www.linkedin.com/in/glazer

Episode recap

This episode is brought to you by Peak Performers, a nonprofit staffing agency that champions professionals with disabilities. Learn more at www.peakperformers.org.

This week on the Love in Action Podcast, I welcomed back Bob Chapman and Raj Sisodia for a powerful conversation about what happens when leadership is rooted in genuine care. We talk about the 10th anniversary edition of their seminal classic, Everybody Matters, and why the book and movement continue to resonate around the world. We break down why people-centered leadership is more urgent than ever, and how treating people with care, dignity, and respect isn’t just the right thing to do, it’s what builds strong, resilient organizations. If you care about creating workplaces where people actually thrive, this episode is for you.

BOB CHAPMAN is the chairman of Barry-Wehmiller. A sought-after speaker on human-centered leadership, business growth, sustained performance, and culture transformation, Chapman strives to use his business leadership platform to build a better world.

RAJ SISODIA is a cofounder of the Conscious Capitalism movement and a pioneering voice in the global business renaissance. He is the author or coauthor of 16 books, including The New York Times bestseller Conscious Capitalism (with John P. Mackey of Whole Foods Market).

Quotes:

We have a hunger for caring in the world, and this book addresses caring.
The way we lead impacts the way people live.
Business could be the most powerful force for good in the world if we simply knew how to care for the people we have the privilege of leading.
You cannot ask people to care for others; you must teach them the human skills of caring.
You cannot lead the people unless you love the people, and you cannot love the people unless you know the people.

Takeaways:

Truly Human Leadership reframes business from an economic relationship to a deeply human relationship where people are the purpose.
Caring is a learnable skill that must be intentionally taught, not just requested or assumed.
The person you report to at work can affect your health more than your family doctor.
Most business education still focuses on numbers and profit while bypassing the human heart and soul.
Conscious, caring leadership positively ripples into marriages, families, and even future generations.

Timestamps:

00:00:03 Opening and introduction of Bob Chapman and Raj Sisodia

00:02:33 Tenth anniversary of Everybody Matters and why it still matters

00:06:01 Origin story and why the book had to be written

00:08:02 Lessons from a decade of impact and stress testing through crisis

00:11:24 How leadership at work shapes health, marriage, and family life

00:16:15 What business schools still get wrong about leadership and purpose

00:21:08 How Everybody Matters deepened the idea of conscious capitalism

00:25:22 What Truly Human Leadership really means beyond just being nice

00:30:30 Stories of companies transformed by caring cultures

00:34:04 Why the wrong people often rise and how to rethink who becomes a leader

00:39:20 A message that can heal business, education, and society

00:44:18 Love, leadership, and practical caring in everyday management

00:46:00 Conclusion

Conclusion:

This conversation shows that leadership is not about titles or metrics, but about the lives entrusted to you. Bob and Raj reveal that when leaders choose to care, organizations do not just perform better; people become healthier, more hopeful, and more connected at home. They challenge the prevailing belief that profit must come before people and instead show how human dignity and strong business performance can reinforce each other. The episode also exposes how our education and promotion systems neglect the human side of work, and why teaching caring skills is no longer optional. In the end, listeners are invited to see business as a profound opportunity to practice love in action so that, in every workplace, everybody truly matters.

Links/Resources:

The Book: https://www.amazon.com/Everybody-Matters-Extraordinary-Caring-People/dp/1591847796/ref=tmm_hrd_swatch_0

Bob Chapman - https://www.linkedin.com/in/bob-chapman-89b936b8/

Raj Sisodia - https://rajsisodia.com/

Barry-Wehmiller - https://www.barrywehmiller.com/

Conscious Capitalism - https://www.consciouscapitalism.org/

Truly Human Leadership - https://www.barrywehmiller.com/blog

Bob Chapman, Episode #6: https://www.marcelschwantes.com/bob-chapman/

Raj Sisodia, Episode #36: https://www.marcelschwantes.com/raj-sisodia/

Substack: https://marcelschwantes.substack.com/

Everybody Matters: The Extraordinary Power of Caring for Your People Like Family

Episode recap

This episode is brought to you by Peak Performers, a nonprofit staffing agency that champions professionals with disabilities. Learn more at www.peakperformers.org

If you’ve ever wondered what shaped Ken Blanchard into one of the most trusted leadership voices of our time, this episode offers a rare behind-the-scenes look. I sat down with Martha Lawrence—Ken’s longtime friend, collaborator, and biographer—and what unfolded was a rich mix of humor, history, and heart. In her new book, “Catch People Doing Things Right: How Ken Blanchard Changed the Way the World Leads,” Martha reveal the real Ken. She walks through her own journey as well—how a post-9/11 turning point led her to Blanchard’s organization and eventually to writing the definitive biography that captures his wisdom, quirks, and quiet resilience.

Bio

A former editor at Simon & Schuster and Harcourt, Martha C. Lawrence has shaped the voices of some of the world’s most successful thought leaders. As executive editor at Blanchard, she has collaborated with Ken Blanchard for more than 20 years. Her editing credits include multimillion-copy bestsellers and #1 New York Times titles. Lawrence is passionate about leadership, storytelling, and capturing legacies that matter. She is the author “Catch People Doing Things Right: How Ken Blanchard Changed the Way the World Leads.”

Quotes:

I knew I could not have worked alongside a human being who not only was so innovative and intelligent and heart-centered, but who lived the same things he's teaching.
If one of the takeaways from the book is that you don't have to be perfect to be successful.
You want to lift people—you want to catch them doing things right.

Takeaways:

True leadership is based on humility, trust, and the authentic desire to lift others up.
Setbacks and personal challenges can become sources of strength and inspiration.
Servant leadership means supporting your team from the bottom up, not ruling from the top.
The best leaders are those who make others feel valued and recognized for their contributions.
Lifelong learning and collaboration can fuel both personal and organizational growth.

Timestamps:

0:00:00 — Sponsor Message & Podcast Welcome

0:01:30 — Marcel introduces Ken Blanchard's influence and today’s theme

0:02:30 — Introducing guest Martha C. Lawrence and her background

0:05:00 — Martha shares her story and career path

0:07:30 — Martha discusses overcoming personal adversity

0:10:54 — How Martha began working with Ken Blanchard

0:12:54 — Inspiration to write Ken’s biography

0:16:09 — Ken’s connections and meeting Dr. Martin Luther King Jr.

0:19:33 — How Ken’s parents shaped his leadership values

0:21:21 — The inverted pyramid and servant leadership explained

0:23:13 — Ken’s mentors, co-authors, and learning philosophy

0:25:07 — Ken’s personal and professional setbacks

0:27:38 — Ken’s humor and breaking the rules

0:31:26 — The evolution of Ken’s servant leadership philosophy

0:33:39 — "The One Minute Manager"—origins and impact

0:35:54 — Are the principles of "The One Minute Manager" still relevant?

0:37:51 — Research and surprises from Ken's archives

0:39:57 — Including love in leadership and chapter discussion

0:42:42 — What readers can gain from the book; catching people doing things right

0:45:08 — Distinguishing between care and love in leadership

0:47:39 — Speed Round: What makes Martha smile, her inspirations, and hopes

0:53:33 — The big takeaway: Leadership is love

0:54:25 — Where to find Martha and Ken’s resources online

0:55:01 — Closing gratitude and episode wrap-up

Conclusion:

The stories shared in this episode remind us that genuine leadership is shaped by humility, resilience, and compassion. Ken Blanchard’s journey proves that success is rooted as much in character as in achievement. Martha’s perspective brings to life the transformative effect of working alongside a true role model. Their experiences illustrate that lifting other and embracing authenticity can leave a legacy that outlasts any title. As you move forward, ask yourself: how can you lead with more heart in your own life and work?

Links/Resources:

www.marthalawrence.com

www.blanchard.com

www.kenblanchardbooks.com

Episode #3: https://podcasts.apple.com/us/podcast/love-in-action/id1456073489?i=1000433623822

Episode #122: https://www.marcelschwantes.com/ken-blanchard-2/

This episode is brought to you by Peak Performers, a nonprofit staffing agency that champions professionals with disabilities. Learn more at www.peakperformers.org

Episode recap:

Today’s guest is Bree Sarlati, President and CEO of Peak Performers, a nonprofit staffing agency that champions professionals with disabilities. Sarlati is leading Peak Performers’ mission to raise the standard of employment for people with disabilities. She breaks down the biases that still shape hiring and explains how Peak is proving that skilled talent is everywhere. We discuss how to build inclusive teams and how Peak is scaling nationally while staying deeply human-centered. Bree also shares their “Talent Without Limits” initiative and explains how her team is integrating AI into recruiting without losing empathy or accountability. 

BIO:

Bree Sarlati is a pragmatic strategist known for turning complexity into clarity. As CEO of Peak Performers, Bree has led the organization's national expansion, modernizing operations, embracing new technology, and scaling its mission beyond Texas. Her focus on agility ensures that even as Peak grows, it never loses the human touch that defines its work. Bree has a talent for spotting potential that others miss and for connecting people with opportunities that move them forward. Passionate about disability employment and gender equity in leadership, she champions fair, future-ready systems and brings clarity, curiosity, and a people-first approach when the stakes are high.

Quotes:

Our mission as a non-profit has always been to set a higher standard of employment for people with disabilities.
We stay focused on the candidates who are going through one of the most stressful experiences of their lives, which is job searching. That's a time when we should be very aware of people's human-level needs.
A CEO always needs to be looking inward and asking, 'What skills do I need to add to take this organization to where I want it to go?

Takeaways:

Inclusive hiring unlocks hidden talent and drives organizational success.
Disabilities encompass many unseen conditions and should be understood broadly.
Technology can scale impact without sacrificing the human connection in recruiting.
Agile leadership starts with self-awareness and adapting to constant change.
Empathy and respect should guide all workplace interactions and decision-making.

Timestamps:

00:00:00 Introduction and Overview of Peak Performers

00:02:30 Bree Sarlati’s Journey and Passion for Storytelling

00:08:40 Peak Performers’ Mission and Redefining Disability Employment

00:14:20 Challenges and Evolution in Disability-Inclusive Hiring

00:21:00 The Importance of Agility and Leadership Self-Awareness

00:26:30 Building Agile, Human-Centered Teams

00:32:00 Leveraging Technology Without Losing the Human Touch

00:36:30 The “Talent Without Limits” Initiative

00:41:00 The Role of Empathy, AI, and Creativity in Modern Recruiting

00:45:30 Leading with Love, Key Takeaways, and Final Thoughts

00:49:00 Connecting with Bree Sarlati and Closing Remarks

Conclusion:

As this inspiring conversation draws to a close, reflect on how inclusive hiring can transform both businesses and lives. We have learned that true agility in leadership comes from embracing change with empathy and purpose. Peak Performers shows us that technology and human connection can coexist to build workplaces of belonging. The journey to future-ready teams begins by recognizing untapped potential and challenging our own assumptions. Let us carry these lessons forward and strive to create workplaces where everyone has the opportunity to thrive.

Links/Resources:

Peak Performers Website: https://www.peakperformers.org/

Peak Performers on LinkedIn (Company Page): https://www.linkedin.com/company/peak-performers-staffing-agency/

Bree Sarlati on LinkedIn: https://www.linkedin.com/in/bree-sarlati/

Don’t forget Marcel’s special offer to join his Substack community. Subscribe here:

https://marcelschwantes.substack.com/subscribe

Episode recap:

This episode explores a quiet but powerful turning point many high-achieving leaders face in midlife, when success no longer feels fulfilling. It names the real issue—not burnout, but misalignment between a leader’s outer accomplishments and inner values—and reframes it as a necessary recalibration rather than a crisis. Through reflection, values realignment, and intentional listening, leaders can reconnect with meaning, purpose, and a more authentic way of leading and living.

Bio:

Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Recognized by Inc. Magazine as one of the Top 50 Leadership and Management Experts in 2025, Marcel’s thought leadership reaches millions each month through global media like Inc., Time, Fast Company, Business Insider, and Forbes. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care,  connection, and belonging power companies to thrive and outperform the competition.

Quotes:

True fulfillment begins when you pause to listen to your inner voice, not just your outer achievements.
The greatest crisis we face in midlife is not failure but living a life out of alignment with who we truly are.
Success without meaning will always leave you feeling restless and incomplete.
When you dare to revisit your core values, you rediscover the energy and purpose that fuel your next chapter.
Your next breakthrough starts when you ask what decision moves you closer to who you are becoming.

Takeaways:

External accomplishments alone cannot bring lasting fulfillment without inner alignment.
Regular stillness and reflection are essential to connect with your true values and desires.
Midlife is not a crisis, but a powerful opportunity for recalibration and growth.
Simple daily questions and journaling can reveal the real story of who you are now.
Realigning your life with your authentic self opens the door to deeper joy, meaning, and impact.

Timestamps:

00:00:00 Introduction & The Hidden Question Behind Success

00:01:40 Success Achieved, Emptiness Remains

00:03:20 The Disconnect of “Going Through the Motions.”

00:05:00 Decades of Momentum & Inner Tiredness

00:06:40 Playing a Character & Seeking Deeper Meaning

00:08:20 Facing Burnout & The Concept of Misalignment

00:10:00 Rediscovering Values and Building Self-Awareness

00:11:40 Time to Pivot: Steps for Realignment

00:13:20 Grounding Yourself with Daily Questions

00:15:00 Journaling Exercise, Reflections & Outro

Conclusion:

True fulfillment starts when you stop chasing more and start tuning into what matters most within. The path to congruence is not about abandoning your achievements but about aligning them with your deepest values and desires. Remember, the discomfort you feel is really an invitation that serves as a wake-up call to a richer, more meaningful season of life. By embracing stillness, revisiting your core values, and asking powerful questions, you can chart a new course that feels genuinely right for you. Your next chapter is waiting, so are you ready to write it with purpose and passion?

Links/Resources:

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://www.linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: http://www.youtube.com/@MarcelSchwantes1

Instagram: https://www.instagram.com/marcel.schwantes/

Episode recap:

Subscribe to Marcel’s Substack here:

https://marcelschwantes.substack.com/subscribe

Marcel Schwantes opens Season 10 with gratitude and a renewed call for better leadership. He previews more solo episodes in 2026 and emphasizes that a leadership strategy only works when a leader’s character and inner operating system are solid. He reframes authentic leadership as humility, self-honesty, and service. Authenticity starts with self-awareness, supported by a weekly reflection: where you lived your values, where you drifted, and what triggered it. He links authentic leadership to well-being by urging leaders to remove friction, create clarity, support mental health, and help people connect to purpose—since burnout often stems from a loss of meaning, not just workload.

Bio:

Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Recognized by Inc. Magazine as one of the Top 50 Leadership and Management Experts in 2025, Marcel’s thought leadership reaches millions each month through global media like Inc., Time, Fast Company, Business Insider, and Forbes. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care,  connection, and belonging power companies to thrive and outperform the competition.

Quotes:

"You become a far more effective leader the moment you stop performing leadership and start practicing it."
"Authentic leadership always, always starts with self-honesty."
"Humility is a performance enhancer, not just a personality trait."
"Great leaders aren't afraid of holding up the mirror; they invite feedback and treat it like data, not judgment."
"Real authentic leadership exists to meet real human needs."

Takeaways:

Authentic leadership begins with self-honesty and removing the mask.
Humility allows leaders to learn, grow, and truly connect with others.
Seeking and acting on feedback transforms workplace relationships.
Meeting the real needs of people is at the heart of effective leadership.
Redefining leadership with authenticity, humility, and service sets the stage for a thriving culture.

Timestamps:

00:00 Introduction & Podcast Purpose

03:26 2026 Podcast Direction & New Year Focus

06:00 Principles of Authentic Leadership

08:30 Practical Implementation Tips

14:45 Conclusion & Call to Action

Conclusion:

As we close out this episode, remember that real leadership begins with honesty, humility, and a genuine commitment to serving others. By embracing authenticity and staying true to your values, you create space for growth, trust, and lasting impact. Let this new year be your opportunity to lead with heart, listen deeply, and elevate the people around you. True change starts from within, and your leadership can set the tone for a better tomorrow.

Links/Resources:

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://www.linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: hhttps://www.youtube.com/@MarcelSchwantes1

Instagram: https://www.instagram.com/marcel.schwantes/

Episode recap

Vanessa Druskat, social and organizational psychologist and author of The Emotionally Intelligent Team, joined the Love In Action podcast to unpack what truly separates average teams from exceptional ones. Her decades of research reveal that it’s not brilliance at the top or superstar individual contributors that drive sustained performance. The real differentiator is a team’s emotional ecosystem—the shared norms, routines, and habits that create trust, belonging, and collaborative energy. By shaping the everyday habits discussed, leaders can create a culture where people feel safe, energized, and committed—conditions that ultimately drive exceptional performance.

Bio

Vanessa Druskat is an associate professor at the Peter T. Paul College of Business and Economics at the University of New Hampshire. As an internationally recognized leadership and team performance expert, Vanessa Druskat advises leaders and teams at over a dozen Fortune 500 and Fortune Global 500 companies. She is the recipient of multiple research and teaching awards. She is the author of The Emotionally Intelligent Team.

Quotes:

“We spend a lot of time trying to hire the best people or fix people, but we don’t spend enough time asking the collective what it needs to work better together.”
“To experience belongingness, a person must feel seen, known, understood, and supported by the entire team. We are wired to perform at our best under these conditions.”
“Leaders have the power to change their teams’ cultures and add practices that respect members’ universal human need to belong.”

Takeaways:

Emotionally intelligent teams thrive by creating routines that build trust, psychological safety, and belonging.
Successful collaboration is driven by helping team members succeed, improving constantly, and seeking new ideas.
Understanding teammates’ unique strengths and personalities is key to engagement and high performance.
Addressing unacceptable behavior with caring, actionable feedback strengthens team dynamics.
Leaders should assess team needs regularly and set collective norms to foster a culture of continuous improvement.

Timestamps:

0:00:02 Introduction & Episode Overview

0:02:40 Guest Welcome & Background

0:05:32 Motivations for Studying Teams

0:07:10 Defining Team Emotional Intelligence

0:10:40 Team Norms & Three Core Buckets

0:15:33 Helping One Another Succeed

0:16:37 Understanding Team Members

0:18:55 Demonstrating Caring

0:23:15 Addressing Unacceptable Behavior

0:29:43 Measuring Team Success

0:32:11 Groupthink & Decision Making

0:33:29 Speed Round: Personal Insights

0:36:26 Hopes for 2026

0:37:53 Leadership, Love, and Final Advice

0:40:53 Connecting with Vanessa Druskat

0:41:41 Closing Remarks

Conclusion:

As we wrap up this episode, remember that extraordinary teams aren’t built by perfect individuals—they’re powered by collective trust, curiosity, and care. Let today be your reminder to reach out, understand, and uplift those around you. When we lead with empathy and foster true connection, the results speak for themselves. Here’s to building teams where every voice matters, and collaboration leads the way.

Links/Resources:

LinkedIn - https://www.linkedin.com/in/vanessa-druskat/

Website - https://www.vanessadruskat.com/

Team EI Survey – https://www.vanessadruskat.com/survey

Book - https://www.amazon.com/dp/1647824877?tag=bk00010a-20&th=1&psc=1&geniuslink=true

University of New Hampshire - https://paulcollege.unh.edu/person/vanessa-druskat

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Episode recap

What happens when a West Point–trained Army Ranger turns his convictions about faith, entrepreneurship, and country into a fast-growing, American-made apparel brand? In this episode, Marcel sits down with Dean Wegner, founder and CEO of Authentically American, to explore how military discipline, servant leadership, and a mission-driven business model are reshaping what “Made in the USA” can mean today.

Note: You can purchase one of the sweat-activated T-shirts here: https://www.authenticallyamerican.us/collections/army-west-point-screenprint

If you use the code FOUNDER, you will get 25% off.

Bio:

Dean Wegner is the Founder and CEO of Authentically American, a Veteran-owned, American-made premium apparel brand. They are a company that celebrates patriotism, supports the American worker, and donates 10% of its profits to Veteran and First Responder charities. A West Point graduate, Dean served 7 years as a helicopter pilot and Army Ranger. Dean and Authentically American have been featured in Forbes, Inc. Magazine, FOX News, MSNBC, Nasdaq, Newsmax TV, and SiriusXM Radio.

Quotes:

“When things are really challenging, you cannot do it on your own. You need a team.”
“No one cares about how much you know until they know how much you care.”
“You do not get to sing second unless you have a tireless work ethic.”

Takeaways:

Servant leadership becomes even more important in moments of difficulty
Values create the foundation for how a leader shows up each day
Having a Ranger buddy or trusted partner increases your chances of success
Great ideas do not always come from the leader; they come from the team
Mission-driven work fuels perseverance and purpose

Timestamps:

[01:55] Dean joins and aligns with servant leadership

[02:13] Dean shares his personal story and values

[03:27] What Authentically American is and why American-made matters

[04:38] The impact of creating American jobs

[05:45] Business model explanation and pricing strategy

[06:49] Military experiences shaping Dean as a leader

[08:53] The meaning of sing second and respect in leadership

[11:15] Leadership lessons from Ranger School and corporate life

[15:20] Servant leadership during challenging times

[16:27] Counterintuitive leadership lesson about thought leadership

[18:15] Advice for aspiring founders and servant leaders

[19:16] Future growth and building a sales team

[20:34] Dean demos the sweat-activated T-shirt

[23:29] Custom apparel for businesses and nonprofits

[24:08] How Authentically American serves charities at cost

[25:09] Speed round: family, fitness, and inspirations

[27:29] Dean’s biggest hope for 2026

[28:33] Leading with practical love in action

[29:19] Final takeaway about having a Ranger buddy

[30:09] How to connect with Dean and the brand

[31:06] Closing remarks and Army-Navy game reminder

Conclusion:

Dean Wegner leaves listeners with a clear message that leadership is ultimately an act of service. Through his military lessons, commitment to American manufacturing, and daily devotion to putting others first, he demonstrates that meaningful leadership is built on humility, teamwork, and purpose. His story calls us to lead with care, stay rooted in our values, and pursue missions that create real impact in the lives of others.

Links/Resources:

Website: https://www.authenticallyamerican.us/

Dean Wegner on LinkedIn: https://www.linkedin.com/in/deanwegner93/

Facebook: @AuthenticallyAmericanCo

Instagram: @authentically_american

Episode Recap

This week on the podcast, I sat down with Dr. Jaime Goff — executive coach, therapist, and author of The Secure Leader. Our conversation goes deep into something many leaders feel but rarely explore: how our early attachment patterns quietly follow us into the workplace.

Dr. Jaime breaks attachment theory down into something extremely practical for leaders. At the core are two questions we all carry:

Am I worthy of connection?
Can I trust others to show up for me?

Our answers tend to show up at work in three ways. One of those ways is that of a “secure leader”: Grounded, steady, and empowering — the hallmark of modern servant leadership.

Leaders who do the inner work of a Secure Leader create workplaces where people can flourish.

Guest Bio

Dr. Jaime Goff is the founder of The Empathic Leader, LLC, where she specializes in helping leaders unlock their full potential through executive coaching, insightful workshops, and thought-provoking keynotes. Jaime holds a PhD in Couple and Family Therapy from Michigan State University and a graduate certificate in executive coaching from Southern Methodist University

Quotes:

“We are not prisoners to our previous patterns, because we all have the power to become more secure.”
“Your leadership is shaped long before you ever enter a leadership role.”
“To love others well as a leader, you first have to believe you are worthy of love yourself.”
“Emotional regulation is the first step toward showing up as a secure and present leader.”
“All behavior makes sense in context, especially when you understand your story.”

Takeaways:

“We are not prisoners to our previous patterns, because we all have the power to become more secure.”
“Your leadership is shaped long before you ever enter a leadership role.”
“To love others well as a leader, you first have to believe you are worthy of love yourself.”
“Emotional regulation is the first step toward showing up as a secure and present leader.”
“All behavior makes sense in context, especially when you understand your story.”

Timestamps:

00:02 Intro and podcast milestones

05:12 Meet Dr. Jaime Goff and her personal story

07:21 The “latchkey kid” upbringing and over-independence

10:55 Why she wrote The Secure Leader

13:26 Attachment theory explained

15:21 How unworthiness shapes controlling or approval-seeking leadership

18:50 Jaime’s aha moment as a young leader

21:34 Gaining awareness and deconstructing your story

24:07 Avoidant, anxious, and secure leadership styles

28:44 Trauma, triggers, and past patterns repeating at work

32:18 The cost of skipping inner work

37:49 First steps to becoming a secure leader

40:06 Where to take the Secure Leader style scan

41:37 Speed round

45:52 Jaime’s hope for more secure leadership

48:31 Leading with love and building self-worth

50:56 Final takeaway on moving slow to move fast

52:57 How to connect with Dr. Jaime Goff

Conclusion:

As we close this inspiring conversation, remember that real leadership begins within. When you commit to self-discovery, you build the foundation to lead others with empathy, purpose, and resilience. Growth is a lifelong journey where each step forward helps you make a positive impact on those around you. Lead with clarity, nurture meaningful connections, and watch your influence create ripples of transformation in your team and beyond.

Links/Resources:

Website (take the assessment)- https://drjaimegoff.com/

LinkedIn - https://www.linkedin.com/in/drjaimegoff/

Amazon - https://www.amazon.com/Secure-Leader-Discover-Leadership-Story/dp/B0FBZ39H8Y/

Email Dr. Goff: jaime@drjaimegoff.com

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Episode recap

In this episode, I sat down with Dr. Martin Dubin — a clinical psychologist turned entrepreneur and executive coach — to unpack the blind spots that quietly sabotage leaders. Marty’s journey from therapy rooms to boardrooms shaped his book Blindspotting, where he helps executives see what they can’t see about themselves. We dug into why even the smartest leaders miss their own patterns, how to build self-awareness without beating yourself up, and why humility and small shifts matter more than big transformations.

Key Insights:

Blind spots aren’t flaws — they’re unseen patterns. Marty explained how our minds naturally focus on familiar territory, leaving some behaviors invisible to us.
Six areas to watch: identity, motives, traits, emotions, intellect, and behavior — all interconnected layers that shape how leaders show up.
Awareness beats overhaul. Growth happens through small, intentional adjustments, not massive self-reinventions.
Humility is the gateway to insight. The best leaders don’t try to be perfect — they stay curious about what they might be missing.
Self-awareness drives effectiveness. Understanding your motives and emotional triggers helps you lead with more clarity, empathy, and confidence.

BIO:

Martin Dubin is a clinical psychologist, serial entrepreneur, business coach, and adviser to C-suite executives and Silicon Valley entrepreneurs. He founded several companies, including a multimillion-dollar health care company where he also served as CEO. A former coach at the Center for Creative Leadership and a partner at talent firm RHR International, he worked directly with hundreds of C-suite senior executives from Fortune 500 companies and with Silicon Valley venture capital firms and their portfolio companies.

Quotes:

“Self-awareness is the single most important tool of your leadership.”
“You are the tool of your leadership, so the better you know yourself, the better you lead.”
“Your greatest strength becomes a blind spot the moment you overdo it.”
“Stress narrows your motives, so you default to survival instead of wise leadership.”
“Real change in leaders comes from small tweaks, not dramatic transformation.”

Takeaways:

Name your core strengths, then ask what happens when you are too much of that strength to uncover likely blind spots.
Notice when your role has changed but your identity has not and ask if you are still leading like your old job.
Pay attention to emotional overreactions after meetings; they are clues to motives or values you may not fully understand.
Stop trying to be the smartest person in the room and start asking more questions to draw out the intelligence of your team.
Focus on small, intentional behavioral changes rather than chasing a complete personal transformation.

Timestamps:

[00:00] Marcel’s intro: why what used to work in leadership suddenly stops working

[02:40] Marty’s story from clinical psychologist to entrepreneur to executive coach

[07:20] The spark behind Blind Spotting and why entrepreneurs reveal raw blind spots

[09:06] Why is it so hard for leaders to see their own blind spots

[11:31] The six blind spot areas and the “target” model are explained

[13:15] Identity blind spots and the pain of transitioning into new roles

[16:12] Traits, emotions, and intellect as hard-to-change parts of our wiring

[20:37] Emotional blind spots, EQ, and using feelings strategically at work

[22:41] Different kinds of intellect and how over-reliance on smarts backfires

[27:49] Motives at the center: power, achievement, affiliation, and values

[32:30] How stress distorts motives and narrows our leadership choices

[33:16] A simple exercise to find blind spots by adding “too” to your strengths

[34:17] Why sustainable growth comes from small behavioral tweaks, not wholesale reinvention

[35:13] Speed round: what makes Marty smile, big life lessons, and hopes for the future

[37:45] Leading with love by accepting yourself and using what you have

[38:16] Final takeaway: start somewhere small and let self-awareness do its work

Conclusion:

This conversation reminds us that leadership is fundamentally an inside job. Blind spots are not signs of failure but evidence that we are human, shaped by patterns, histories, and motives we do not always see. By understanding identity shifts, naming our traits and emotional patterns, and getting honest about what truly drives us, we gain more choice in how we show up. Rather than chasing dramatic transformation, Marty urges leaders to embrace small, focused behavioral changes—asking more questions, listening longer, or dialing down an overused strength. Over time, those small tweaks compound into deeper authenticity, healthier relationships, and more effective, human-centered leadership.

Links/Resources:

Website: https://www.martindubin.com/

Blind Spotting assessment and resources: https://www.blindspotting.com/

Book: https://www.amazon.com/dp/B0DRZFK8J6?tag=bk00010a-20&th=1&psc=1&geniuslink=true

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Episode Recap:

In this Love in Action episode, Marcel sits down with neuroscientist and author Dr. Paul Zak to unpack what truly makes us happy—and how love, connection, and neuroscience intersect to create thriving workplaces and healthier lives. Drawing on research from The Little Book of Happiness and his company, Immersion Neuroscience, Zak reveals how happiness isn’t just a feeling—it’s a measurable state shaped by our relationships, daily choices, and leadership behaviors.

Bio:

Paul Zak is a distinguished university professor at Claremont Graduate University. His research has taken him from the Pentagon to Fortune 50 boardrooms to the rainforest of Papua New Guinea. He is ranked among the top 0.3 percent of most cited scientists, with over 200 published research articles. His lab and company, Immersion Neuroscience, help people live longer, happier, and healthier lives.

Quotes:

"Vulnerability is one of the best ways to build bonds with people, whether in your family, your circle of friends, or your professional team and organization. Vulnerability teaches them that you are approachable and that you need others to help you develop answers and embrace feedback."
"The more you go in an organization, the more people you lead, the more you become a role model. You're also visible as a role model to people you do not interact with daily, both inside and outside your organization."
"If the map differs from the terrain, go with the terrain. This means assessing the situation in real time, getting inputs from every team member on that special assignment, and making a new plan, which hopefully is a winning plan."

Takeaways:

·Reflect on Your Leadership Style: Take 10 minutes to write down how you respond to mistakes and feedback. Are you open to vulnerability, or do you default to defensiveness? Identify one behavior you can adjust to build trust with your team.
· Build Genuine Connections: Schedule one conversation this week with a team member to learn their personal or professional story. Ask questions that show you care about their perspective and challenges.
·Challenge Long-Held Beliefs: Identify one assumption you rely on when making decisions. Ask yourself, “What if this isn’t true?” and explore how adapting your approach could improve outcomes.
Practice “Fearless Learning”: Pick a recent setback and outline what went wrong without assigning blame. Write down one concrete action to improve your approach next time.
Create a Commitment Plan: Draft a one-page outline with three areas to focus on: how you’ll lead yourself, lead your team, and lead your organization. Revisit it regularly to stay aligned with your goals.

Timestamps:

[00:00] Introduction & Why Happiness Matters

[04:00] The Science Behind Social Connection

[08:00] Redefining Happiness for Introverts

[10:00] The 45 Cardinal Virtues Explained

[12:00] The Six App and Measuring Key Moments

[17:00] How the Brain Creates Happiness

[19:00] Longevity and Social Bonds

[20:00] Love vs. Fear in Leadership

[24:00] Oxytocin, Trust, and Connection

[30:00] Healing Division Through Empathy

[33:00] Emotional Fitness and Therapy

[36:00] Building Happy, Sustainable Organizations

[38:00] Personal Lessons & Reflections

[44:00] Leading with Love and Practical Kindness

[45:00] Final Takeaways & Resources

Conclusion:

To thrive in today’s demanding world, leaders must embrace human-centric leadership. Great leadership starts with self-awareness and a commitment to personal growth. By fostering empathy, encouraging open feedback, and seeing vulnerability as a strength, leaders create environments where teams feel valued and empowered. Practicing fearless learning—letting go of rigid assumptions—enables leaders to adapt and guide their organizations through uncertainty. Ultimately, the most effective leaders prioritize authentic relationships, inclusion, and continuous growth, ensuring their teams can innovate, collaborate, and succeed while building cultures that endure beyond immediate challenges.

Links/Resources:

Website:https://www.getimmersion.com/

Download the SIX app here: https://your6.com/

Book:https://a.co/d/9IIYijt

LinkedIn: https://www.linkedin.com/in/paul-j-zak-91123510/

Today’s episode is made possible by TerraSlate. TerraSlate Waterproof Paper is waterproof, rip-proof, and recyclable — no more laminating sheets, and no more wasted paper. TerraSlate prints through any standard laser printer and can be written on with a regular ballpoint pen. From ocean dives to mountain summits, it’s trusted by the NFL, the U.S. military, and Michelin-starred restaurants to perform when nothing else does. If your work matters, make it last.

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Episode recap:In this powerful conversation with Mark C. Crowley, author of Lead from the Heart and The Power of Employee Wellbeing, we discussed the growing realization that employee engagement without well-being is hollow—and how genuine human connection, frequent feedback, and emotional awareness drive real performance.

Other highlights from the episode:

Why belonging is the new foundation of well-being.
How unresolved trauma shapes leadership—and how awareness leads to healing.
Why resilient leaders embrace uncertainty and learn through “two-way doors.”
How care and accountability together create workplaces people want to stay in.

Mark’s message is simple but radical: when people feel cared for, they thrive—and so do organizations.

Tune in to explore how leading with heart isn’t soft—it’s smart, strategic, and deeply human.

Guest Bio:With twenty-five years in the competitive financial services industry, Mark C. Crowley rose to national roles, earning Leader of the Year for his emotionally connected, heart-centered approach that drove exceptional performance and employee growth. His book Lead from the Heart (2011, second edition 2023) disrupted conventional management with research proving that traditional methods undermine employee achievement. Now taught in eleven universities, it ignited a global movement for humane leadership. In his new book, The Power of Employee Well-Being, he advances this vision, demonstrating that thriving teams fuel organizational success. Mark’s Lead from the Heart podcast, ranked in the top 1.5 percent globally, reaches 175+ countries.

Quotes:

Feelings and emotions drive behavior. Engagement is literally a decision of the heart."
"If you don't know yourself, how could you possibly manage other people? You're not well-informed."
"Belonging isn't just connection. It's emotional safety, respect, and the freedom to be who you are."
"When you make decisions, think about how they'll make people feel. That's what it means to lead with love."
"The work experience should not be something people dread. Create a culture where people want to belong."

Key Takeaways

Know yourself before you lead others. Reflect on your upbringing and motivations. Hidden childhood influences often shape your leadership habits.
Clarify your values. Define what you stand for, and let those values guide every decision—even when it costs you short-term success.
Build belonging. Create environments where people feel safe, respected, and accepted for who they are.
Lead with love. You don't need to say "I love you" at work. You show it by caring about how people feel and treating them with kindness.
Embrace uncertainty. Replace fear with curiosity and experimentation—model calm confidence during change.

Timestamps

[00:02] The failure of the engagement industry

[02:29] Mark's return to the show and his new book, The Power of Employee Well-Being

[02:52] A childhood without love shaped a new kind of leadership philosophy

[07:13] The evolution of "heart-based" leadership and why it's now mainstream

[10:59] Why engagement hasn't improved in 12 years—and how companies got it wrong

[16:51] Moving from engagement to well-being as a leadership priority

[17:23] The first key drivers of well-being: Know thyself and know thy values

[24:03] Why values matter more than performance—and the courage to protect culture

[27:15] The most significant driver of well-being: Belonging and emotional safety

[30:41] How to lead through uncertainty with confidence and hope

[37:04] The link between childhood wounds and leadership behavior

[41:52] Why workplace change is inevitable—and how well-being is the future

[48:56] How to lead with actionable love every day

[51:17] Why work should never be something people dread

[53:13] Where to connect with Mark and explore his work

Conclusion:

Mark C. Crowley's message is clear: the future of leadership depends on humanity. Employee engagement may have stalled, but well-being is the key to unlocking performance, retention, and innovation. When leaders know themselves, honor their values, and build genuine belonging, they create workplaces where people thrive. Leading with love isn't soft—it's strategic.

Links/Resources:

Website – https://markccrowley.com/
Book - https://www.amazon.com/Power-Employee-Well-Being-Engagement-Flourishing/dp/B0DRXGD4YK/
LinkedIn - https://www.linkedin.com/in/markccrowley/
Podcast - https://markccrowley.com/podcasts/

Thank You!

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Episode recap:

In this Love in Action podcast episode, guest Ed Frauenheim discusses the concept of "confined masculinity"—the traditional view that men must be stoic, dominant, and self-reliant—which often leads to emotional suppression, poor relationships, and health issues. Ed shares his personal experiences, including a mild heart attack and a cancer diagnosis, as moments that forced him to reevaluate his own masculinity. He and co-author Ed Adams propose "liberating masculinity" as an alternative—one that embraces compassion, emotional expression, connection, and vulnerability. Their book, Reinventing Masculinity, outlines how this new model can lead to better well-being, stronger relationships, and more effective leadership. The conversation emphasizes that healthy masculinity is about balance—integrating both traditionally “masculine” and “feminine” traits. It’s not about rejecting strength, but expanding what strength means.

Guest Bio:

Ed Frauenheim is a soulful storyteller, a writer, speaker, and consultant who has focused on workplace, technology, and culture matters for more than 25 years. His stories have been featured in USA Today, Harvard Business Review, and Fortune. Ed spent six years as director of content at Great Place to Work, the global consultancy that produces the annual Fortune 100 Best Companies to Work For list. His co-written book, Reinventing Masculinity, outlines the way to better well-being, stronger relationships, and more effective leadership.

Quotes

“Winning isn’t everything.”

“We’re told to be tough all the time. The truth is, we need to be tough and tender.”

“Clear courage today is emotional: naming pain, asking for help, and saying ‘I love you, man.’”

“Curiosity turns know-it-alls into learn-it-alls.”

“Liberating masculinity lets a man truly love—in every sense of the word.”

Takeaways

Name the trap. Confined masculinity prizes stoicism, domination, and lone-wolf myths; it shortens lives and weakens teams.
Practice the Five C’s.
Curiosity: Ask more, assume less.
Compassion: Start with self-kindness; pain is human, not a personal failure.
Connection: Men need men—find healthy brotherhood (walk-and-talks, groups, circles).
Courage: Include emotional and moral courage (own privilege, apologize, seek help).
Commitment: Build weekly habits (journaling, check-ins) so change sticks.
- Contemplation (BONUS): Prayer/meditation to return to your best self.
Lead with both/and. Tough-minded on standards; tender-hearted with people.
Model vulnerability. Leaders who share struggles (mental health, setbacks) unlock trust and performance.
Redesign rewards. Promote for humility, empathy, and learning—not just charisma and conquest.

Timestamps

[00:00] Marcel’s intro + why masculinity matters now

[04:00] Ed’s story: success on paper, struggle inside

[07:00] Health wake-ups: heart attack, cancer—and choosing help

[09:30] Defining confined masculinity (stoic, self-made, self-sacrificing)

[13:30] How we got here: history, culture, and alternatives

[18:00] The antidote: liberating masculinity & the Five C’s

[22:00] Self-compassion vs. self-pity; Kristen Neff’s insights

[27:00] Connection without shame: men’s groups that work

[31:00] “Tough & tender” leadership in action (ski industry example)

[36:00] Curiosity: from know-it-all to learn-it-all

[38:30] Role models at the top: soulful leadership that performs

[41:00] Homework: journal, join a men’s group, contemplation

[44:00] Women & promotion: why the wrong traits get rewarded—and how to fix it

[48:00] Faith in men: most guys are more supportive than we think

[50:30] Leading with love: start by listening

[51:30] Final takeaway: fuller lives are possible—for all of us

Conclusion:Ed Frauenheim’s story reminds us that true strength isn’t found in silence or self-reliance but in the courage to connect, feel, and grow. By embracing “liberating masculinity,” men can lead with both toughness and tenderness—creating healthier families, stronger teams, and more compassionate workplaces. Leadership rooted in love and curiosity fosters trust, innovation, and long-term success. As Ed’s journey shows, self-compassion and connection are not signs of weakness but pathways to wholeness. The future belongs to men who have the courage to lead with heart.

Links / Resources

Book: Reinventing Masculinity: The Liberating Power of Compassion and Connection (Ed Frauenheim & Ed Adams): https://a.co/d/clezbvM
Connect with Ed on LinkedIn: https://www.linkedin.com/in/ed-frauenheim-685294/
Website – https://www.edfrauenheim.com/
Substack (Ed’s Cancer Journey) - https://frauentimes.substack.com/

Today’s episode is made possible by TerraSlate. TerraSlate Waterproof Paper is waterproof, rip-proof, and recyclable — no more laminating sheets, and no more wasted paper. TerraSlate prints through any standard laser printer and can be written on with a regular ballpoint pen. Powered by 100% renewable energy and recently named a Denver Broncos Small Business Partner, TerraSlate combines durability with sustainability. From ocean dives to mountain summits, it’s trusted by the NFL, the U.S. military, and Michelin-starred restaurants to perform when nothing else does. If your work matters, make it last.

Visit TerraSlate.com and make your ideas indestructible.

Marcel sits down with Kyle Ewing, CEO and founder of TerraSlate, a two-time Inc. 5000 honoree known for creating waterproof paper used by top restaurants and NFL teams. Kyle shares his journey from Olympic-level skiing to entrepreneurship and building multiple companies. He shares how his Inverted Pyramid Leadership model—where leaders serve their teams—drives TerraSlate’s success. He breaks down core values of grit, growth, focus, and candor, his “buy back your time” principle for scaling, and his Business Navigator Operating System for helping founders start and scale their businesses. Kyle also explores using AI as a “co-CEO”, documenting systems, and leading with clarity, kindness, and accountability.

Kyle Ewing is the CEO and Founder of TerraSlate. Under his leadership, TerraSlate has been featured in Forbes, The Wall Street Journal, USA Today, the Denver Post, and NPR, and twice named to the Inc. 5000 list of fastest-growing private companies. Beyond TerraSlate, Kyle also founded Big Island Honey, Windward Equity, and Cube Dynamics, and invests in Sustainability Partners to advance eco-conscious innovation. He blends business acumen with heart-centered leadership, reminding us that leading with love unlocks true potential. Kyle has been recognized with Business Elite’s “40 Under 40” and as a two-time Titan 100 award winner in Colorado.

Quotes

“Leading with love is doing the hard thing, not the easy thing.”
“Don’t delegate the task, delegate the outcome—and always state the why.”
“Clear is kind. The worst thing you can do to someone is delay feedback.”
“Culture isn’t soft. It’s the system that scales your company.”
“If someone else can do it for less than your hourly rate, delegate it right now.”
“AI doesn’t replace you. It replicates your thinking so your people can lead without fear.”

Takeaways

Flip the leadership pyramid: serve your team so they can serve your customers.
Document everything. Systems free people to lead with humanity.
Delegate outcomes, not tasks, and always explain the purpose.
Build a “Co-CEO” AI system to preserve your company’s institutional knowledge.

Timestamps:

[00:00] Welcome and intro to Kyle Ewing
[03:00] From Olympic trials to business rebirth
[06:00] The origin of TerraSlate and waterproof paper
[10:00] Redefining leadership through service and empathy
[14:50] The four values driving TerraSlate’s success
[21:30] The art of delegation and owning the outcome
[26:30] Time hacking and the buyback rate
[29:30] Building a “Co-CEO” using AI
[33:00] Speed round: lessons, decompression, and legacy
[35:00] How to lead with love and practical kindness
[37:50] Why true networking happens in service, not events
[39:10] Closing: scaling business with heart

Links/Resources:

Website:kyleewing.com
TerraSlate:terraslate.com
Instagram:@kyleewingofficial
LinkedIn:linkedin.com/in/kyleewing

Episode recap:

In this episode, Marcel sits down with Wes Adams and Tamara Myles, co-authors of A Meaningful Work, to explore what truly makes work meaningful in the age of AI. Drawing from positive psychology and organizational research, they unpack how leaders can move beyond removing obstacles and instead foster environments of high well-being, challenge, contribution, and connection. They highlight the role of positive, timely feedback in reinforcing meaningful contributions and show how challenge, paired with strong support, creates a “zone of possibility” where people thrive. Together, they make the case that meaningful work is a business imperative. Listeners will walk away with actionable ways to spark purpose and connection in their own workplaces.

Guest Bio:

Wes Adams, CEO of SV Consulting Group, partners with Fortune 500s and growing companies to develop leaders and create effective structures for high-performing teams. He researches positive psychology at the University of Pennsylvania, focusing on leadership practices that help employees thrive.

Tamara Myles is a speaker, author, professor, and entrepreneur focused on human flourishing at work. She helps leaders and organizations like Microsoft, KPMG, and MassMutual unlock meaningful work to boost performance, innovation, and resilience. As faculty at Boston College and at the University of Pennsylvania, her work shows that meaningful work leads to thriving teams and lasting impact.

Quotes

“Leaders are responsible for almost half of each individual’s experience of meaning at work.”
“Community says, I matter here.”

Takeaways

Leaders must intentionally foster community, contribution, and challenge to create meaningful work.
Simple practices—like synchronized breaks, positive feedback, and development conversations—can transform team culture.

Timestamps

[00:00] Marcel’s introduction: why meaningful work matters in today’s world

[04:19] Tamara’s personal story: what makes work meaningful (or not)

[06:26] Wes’s journey: purpose-driven work isn’t always meaningful

[09:33] Defining meaningful work and debunking misconceptions

[12:41] Has the meaning of work changed post-pandemic?

[23:43] Research on social connection and productivity

[28:22] The “friendship effect” and overcoming challenges together

[28:31] Contribution—understanding impact and purpose at work

[52:21] The power of saying “thank you” and recognizing others

Conclusion

Wes Adams and Tamara Myles make it clear: meaningful work is not about what you do, but how you experience it—and leaders play a pivotal role in shaping that experience. By focusing on community, contribution, and challenge, and by practicing care, feedback, and support, leaders can ignite passion and performance in every employee. The call to action is simple: start today, with small steps, to make work more meaningful for your team and yourself. The ripple effects can transform not just organizations, but lives.

Links Mentioned

Book: https://www.amazon.com/Meaningful-Work-Passion-Performance-Employee/dp/1541704533

Website: https://www.makeworkmeaningful.com/

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Episode recap:

Marcel sits down with Kimberly Davis, actor-turned-leadership coach and author of Brave Leadership. They explore her journey from the stage to coaching leaders worldwide, redefining what bravery means at work, and why authenticity and vulnerability matter more than ever. Kimberly shares strategies for courageous conversations, lessons from her TED talk, and her vision of helping 1 million people uncover their “super objective.” Along the way, you’ll learn how to focus on impact and bring more courage into your leadership.

Guest Bio:

Kimberly Davis is the founder and author of Brave Leadership, where she champions emerging leaders and senior managers navigating today’s workplace. She shares her inspirational message of personal power, responsibility, and impact with organizations across the country and teaches leadership programs worldwide. Kimberly is Adjunct Faculty for Southern Methodist University’s Cox School of Business’ Executive Education Program. She’s also a TEDx speaker, and her book, Brave Leadership, named among Inc. Magazine's most impactful books, became an Amazon bestseller in Business Leadership and Motivation, and received the Benjamin Franklin Silver Award for Business and Career.

Quotes:

"Bravery is not the absence of fear—it’s the choice to move forward in spite of it."
"Authenticity isn’t about oversharing; it’s about aligning your actions with who you truly are."
"The leaders who will thrive in this new world are those who dare to connect, even when it feels uncomfortable."

Takeaways:

Stop trying to be the “perfect” leader—focus instead on being present and authentic.
Bravery is a practice: small, consistent choices to act with clarity and courage.
Connection is leadership currency—without it, influence falls flat.
Fear is natural, but it doesn’t have to run the show.
Leading bravely isn’t about heroics; it’s about showing up as your best, real self.

Timestamps:

[00:00] Welcome and introduction
[01:07] Introducing Kimberly Davis and Brave Leadership
[03:11] Kimberly's Journey from Acting to Leadership Training
[07:19] From Onstage Leadership to Brave Leadership
[12:36] Defining Brave Leadership in Today's World
[17:36] Special Launch Announcement
[22:21] Collaborative Leadership and Global Change
[25:17] Authenticity in Leadership
[26:32] Defining Authenticity in Leadership
[27:53] The Role of Vulnerability in Leadership
[29:02] Navigating Personal Vulnerability
[30:38] Impact of Vulnerability on Leadership
[44:07] Creating a Culture of Courage
[46:23] Speed Round and Final Thoughts

Conclusion:

Leadership today isn’t about following old scripts—it’s about writing a new one rooted in bravery and authenticity. Kimberly Davis reminds us that the leaders who will thrive in uncertain times are those who show up with courage, presence, and connection. By practicing bravery in small, intentional ways, we not only inspire others but also unlock our own potential to lead with impact.

Links:

Now Be Brave - https://nowbebrave.com/

Website - https://brave-leadership.com/

Book: https://www.amazon.com/Brave-Leadership-Confident-Powerful-Authentic-ebook/dp/B077ZH91TG?ref_=ast_author_dp

LinkedIn - https://www.linkedin.com/in/kimberlydavisonst

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Brave Leadership: Unleash Your Most Confident, Powerful, and Authentic Self to Get the Results You Need

Episode recap:

Today’s guest is Margaret Morre, MBA, co-author of The Science of Leadership: Nine Ways to Expand Your Impact. Margaret and Marcel discussed the translation of scientific research into practical leadership practices and the nine key leadership capacities. They explored concepts such as conscious leadership, mindfulness, and the "quiet ego," while examining specific leadership qualities and the importance of maintaining healthy relationships and fostering forgiveness in the workplace. The discussion concluded with conversations about shared leadership, the role of AI in leadership development, and the concept of love as an action in leadership contexts.

Bio:

Margaret Moore, MBA, blends leadership, coaching, and science, including thirty years in C-suite roles, co-leading four successful start-ups in biotechnology and coaching, and two decades of professional coaching and coach training. For 25 years, she has been a prolific translator of science into coaching, training, and leadership practice. Margaret's vision for this book is to help bring scientists, leaders, and coaches together to foster leadership excellence and support everyday leaders far and wide.

Quotes:

"Leadership is the highest expression of human endeavor. It’s a calling, a legacy."
"The more whole you are, the more you feel like you’re flying instead of trudging uphill."
"A relationship is a cycle of back and forth, empathy and compassion. The more relational leaders are, the more they can be influential."

Takeaways:

Reflect on your leadership: Are you developing capacities at the self, relational, and systemic levels?
Practice conscious leadership by cultivating presence and integrating your fears into strengths.
Build trust and influence by focusing on relationships, empathy, and forgiveness—not just transactions.
Embrace shared leadership by engaging people at all levels in vision, strategy, and implementation.
Take responsibility for shaping technology (like AI) with intention, values, and accountability.
Pause regularly to assess what your team or organization needs—compassion, agility, or a new perspective.

Timestamps:

[00:00] Introduction and the cost of poor leadership

[00:04] The science behind effective leadership

[03:43] Margaret Moore’s background and approach to translating research

[10:00] The nine leadership capacities and their organization

[12:41] Self, other, and systems-oriented leadership

[13:21] Conscious leadership and the quiet ego

[18:07] Example of conscious leadership: Astronaut Sunita Williams

[20:23] Relational leadership and the importance of trust

[34:21] The rise of AI and the need for responsible leadership

[40:07] Leading with love and values

[43:07] The power of pausing and choosing the right leadership approach

[44:48] Closing thoughts and resources

Conclusion:

Strong leadership today requires a blend of self-awareness, relational intelligence, and systemic thinking. Moving beyond rigid, top-down models allows leaders to create cultures of trust, meaning, and adaptability. The most effective leaders are those who continually grow, model their values, and choose the right approach for each moment. Real change starts with those who lead by example, shaping not just organizations, but the future of leadership itself.

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Episode recap:

Marcel and Josh explored the intersection of healthcare, leadership, and well-being, drawing on Josh’s experience as a physician and retired army colonel. They discussed the transition from clinical practice to leadership development, the importance of compassionate leadership, and the need for consistent, evidence-based approaches to improve both staff retention and patient outcomes. Themes included self-awareness, aligning leadership with personal values, listening deeply, and shaping culture intentionally. Josh emphasized making a business case for investing in healthcare worker well-being and caring for teams as a core leadership responsibility. The conversation also touched on humility, resilience, unity, and lifelong learning, with Josh sharing insights from his book A Prescription for Caring in Healthcare Leadership and personal reflections on resilience, humor, and values.

Bio:

Joshua D. Hartzell, MD, MS-HPEd, FACP, FIDSA, is a retired Army Colonel who spent 25 years in military medicine. He deployed as a Battalion Surgeon with the 82nd Airborne Division to Afghanistan. Dr. Hartzell has held numerous leadership positions throughout his career, including being Program Director for the Internal Medicine Residency and Assistant Chief of Graduate Medical Education at Walter Reed National Military Medical Center and Assistant Dean for Faculty Development at the Uniformed Services University. Dr. Hartzell is also a faculty member at the MGH Institute of Health Professions, where he teaches leadership development. A practicing Internal Medicine and Infectious Diseases Physician, he has devoted the last decade to developing leaders, training and teaching thousands of students, residents, and faculty within healthcare.

Quotes

“If we can improve leadership, that’s not only going to improve the lives of the people providing the care, it’s going to improve patient care.”
“Listening is your bridge to growth as an individual and as an organization.”

Takeaways

Make leadership development a priority in healthcare education and organizations.
Practice evidence-based self-care to lead with clarity and resilience.
Anchor decisions in values and balance care with accountability.

Timestamp

[00:00] Marcel’s personal story of toxic leadership in healthcare

[04:30] Dr. Hartzell’s military and medical background

[16:20] Burnout, turnover, and the cost of poor leadership

[20:15] Leadership training in medicine today

[42:10] The role of feedback in shaping culture

[47:25] Building a caring culture for the future of healthcare

Conclusion

Dr. Joshua Hartzell makes it clear that healthcare doesn’t have a medical problem, it has a leadership problem. Developing leaders who care deeply for their people is not optional, it is essential for patient safety, staff well-being, and long-term organizational health. His call is simple but urgent: invest in leadership early, practice self-care as a foundation, and create cultures where listening and accountability thrive. The future of healthcare depends on leaders who choose to care.

Links Mentioned

Dr. Joshua Hartzell on LinkedIn
A Prescription for Caring in Healthcare Leadership (Amazon, Barnes & Noble, major booksellers)
Marcel Schwantes’ website: marcelschwantes.com

Website - https://joshuahartzellmd.com/

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Episode recap:

Marcel and Kelly discussed the importance of love and compassion in leadership and the workplace, emphasizing how caring environments enhance performance and reduce turnover. Kelly shared her personal journey and experiences leading self-directed organizations, highlighting the benefits of treating employees as adults and activating their free will. They explored the shift from traditional leadership models to a more collaborative, coaching-based approach, where leaders focus on empowering and supporting others. Marcel and Kelly agreed that building a workplace culture centered on love and care not only benefits employees but also leads to better organizational outcomes and profitability. Marcel and Kelly also discussed the evolving landscape of diversity, equity, and inclusion (DEI) in the workplace. Kelly shared her personal experiences and insights, emphasizing that DEI is not about politics but about performance and participation.

Guest Bio:

Kelly Winegarden Hall is a leadership expert and business strategist who helps individuals and organizations move from surviving to thriving. As the founder of Live L.A.R.G.E., she brings 30 years of experience leading diverse teams and transforming struggling businesses into high-performing, self-directing organizations. Her new book is Love Works: Transforming the Workplace with Purpose and Authenticity.

Quotes

“When you start activating people’s free will and they know your hand is on their back, you will make more money. Your projects will happen faster, and those results are more sustainable over time.”
“Inclusion isn’t about being cozy, it’s about being yourself and being supported in doing so. Fierce inclusion means mastering trust and supporting people even when they fail.”

Takeaways

Treat people like adults: ask more questions than you give orders.
Shift from delegation to enrollment, activate free will, not subordination.
Build psychological safety so trauma and life challenges don’t derail performance.

Timestamps

[04:30] Kelly Hall’s story

[06:40] Why love at work

[13:30] From commanders to coaches

[18:30] The LIVE LARGE model

[24:30] The pinnacle of power

[36:45] Communicating with love

[39:50] Advice for CEOs

[51:00] Final reflections

Conclusion

Leading with love may sound unconventional in business, but it’s one of the most powerful ways to build trust, loyalty, and sustainable success. When leaders choose compassion over control and connection over command, they create environments where people feel safe to contribute their best. Love in leadership isn’t about being soft, it’s about being courageous enough to see people as whole human beings. In a time when workplaces are filled with stress and disconnection, choosing love can transform teams, strengthen culture, and unlock results that last.

Links/Resources

Website - Kellywinegardenhall.com

LinkedIn https://www.linkedin.com/in/kelly-hall-0a23a11/

Love Works Book: https://www.amazon.com/Love-Works-Transforming-Workplace-Authenticity/dp/1964508282

The Empowerment Dynamic https://www.amazon.com/POWER-TED-EMPOWERMENT-DYNAMIC-Anniversary/dp/0996871802

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The Power of TED* (*The Empowerment Dynamic): 10th Anniversary Edition

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Episode recap:

This episode featured Garry Ridge, former CEO and Chairman of WD-40, who shared his personal journey and philosophy on creating safe, valued, and connected workplaces. As a true Servant Leader, Garry discussed the people-focused strategies that propelled WD-40 to have one of the highest employee retention rates in the world. Marcel and Garry covered topics such as leadership development, psychological safety, and the importance of building and maintaining a strong organizational culture through consistent effort and learning moments.

Guest Bio:

As CEO and Chairman of WD-40 Company for 25 years, Garry Ridge built one of the world’s most recognized brands by prioritizing trust, respect, and people-centric leadership. Now, as The Culture Coach, Garry helps leaders create workplaces where people feel valued and inspired. Through The Learning Moment, he partners with executives to build cultures of collaboration and purpose-driven performance. His latest book, USA Today's Best Seller, Any Dumb-Ass Can Do It, reinforces his belief that great leadership is simple—but not easy. Known as The Dean of Dumbassery, Garry champions “learning moments,” encouraging leaders to turn mistakes into growth opportunities. His core philosophy: when people feel safe, valued, and connected, they do their best work—and go home happy, strengthening families, communities, and the world.

Timestamp

[00:03] Introduction of Garry Ridge
[04:40] Garry’s personal journey
[06:58] The meaning behind the book title
[10:07] Discovering servant leadership
[14:58] Handling resistance to culture change
[17:45] Creating psychological safety
[20:27] The four pillars of a fearless tribe
[23:38] The role of a leader
[27:21] A memorable story from Wall Street
[30:40] Protecting culture at all costs
[31:05] Why WD-40’s employee retention soared

Quotes

“The three most powerful words a leader can say are: I don’t know.”
“Fear is the opposite of safety. We don’t make mistakes, we have learning moments.”
“Care is not about ping pong tables. It’s about helping people become the best version of themselves.”
“A leader’s job is to coach, not to take the bat and hit the ball.”
“Life’s a gift. Don’t send it back unwrapped.”

Takeaways

Replace mistakes with “learning moments” to reduce fear and encourage innovation.
Build culture with care, candor, accountability, and responsibility not perks or slogans.
Protect your culture by removing toxins, even if they are high performers.
Lead as a coach: your job is to bring out the best in others, not to prove you’re the smartest.

Conclusion

This conversation with Garry Ridge proves that culture is not a soft, secondary issue, it is the hardest, most important work of leadership. From turning mistakes into learning moments to protecting culture from toxins, Garry’s insights highlight how leaders can build organizations where people thrive and results follow. Remember his parting words: life is a gift, don’t send it back unwrapped. If you want more stories and tools from Garry, connect with him on LinkedIn or visit thelearningmoment.net.

Website - http://www.thelearningmoment.net/

LinkedIn - https://www.linkedin.com/in/garryridge/

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Episode recap:

Uncertainty is where true leadership is tested. In this episode, host Marcel Schwantes reveals why courage—not clarity—is the skill leaders need most today. You’ll learn five practical ways to build courage: reframe fear, grow confidence, take bold steps forward, lean on allies, and stay calm under pressure. With real stories from coaching sessions and powerful leadership examples, Marcel shows how you can stop waiting for certainty and start creating it—so you can inspire trust, lead with confidence, and drive transformation when it matters most.

To dig deeper into a strategy-based discussion about building up more courage in your or your team’s leadership, book your free, 30-minute discovery call with Marcel here:

https://calendly.com/marcelschwantes/discovery-call?month=2025-08

Bio:

Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care, connection, and belonging power companies to thrive and outperform the competition.

Quotes:

"Courageous leaders don't wait for clarity—they create it."
"Courage doesn't mean you're fearless. It means you move forward with the fear because there's something bigger at stake."
"Confidence isn't magic—you have to build it. And the way to build it is through building your competence, because competence leads to better confidence."

Takeaways:

Reframe your inner narrative during uncertainty by asking yourself what bigger opportunity or mission might be present.
Practice and role-play challenging scenarios to build real confidence and readiness for tough moments.
Take the next small step forward, even if you can’t see the whole path ahead.

Timestamps:

00:00 Introduction: Facing Uncertainty

01:02 The Importance of Courage in Leadership

02:14 Reframing Fear Through Story

03:38 Building Confidence Deliberately

05:52 Taking Action, Even Small Steps

07:04 Relying on Others for Support

08:21 Staying Calm Amidst Fear

09:46 Conclusion: Embracing Uncertainty

Conclusion:

Courage in leadership grows through practice, reflection, and a willingness to approach challenges with steady effort. It is not about the absence of fear, but about learning to move forward despite it by taking consistent, manageable steps. Leaders who remain composed and thoughtful in uncertain times are better able to guide their teams with clear direction. In doing so, they create trust and inspire others to stay committed, even when the path ahead is difficult.

Links/Resources:

The book: https://www.amazon.com/Humane-Leadership-Lead-Radical-Kick-Ass-ebook/dp/B0CWG3PTL4/ref=sr_1_1?crid=2GGNRCK8IGE9Q&dib=eyJ2IjoiMSJ9.MCvZounR42KoYlj36JrVeA.2nq6uw7LgXy_UsUHEJQmdFVO7jH4RVjNEKdZp75F-rk&dib_tag=se&keywords=ISBN+9781637427828&qid=1732028248&sprefix=isbn+9781637427828%2Caps%2C153&sr=8-1

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: https://youtube.com/@MarcelSchwantes1

Instagram: https://instagram.com/marcel.schwan

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Episode recap:

Marcel featured Danielle McGeough, Ph.D, an award-winning professor and transformation strategist, who shared her personal journey and expertise in helping individuals achieve balance through her Rise Ritual method. The discussion explored causes and solutions for workplace burnout, the importance of personal rituals and mindfulness, and strategies for maintaining presence and intentionality in leadership, concluding with recommendations for listeners to create their own personal rituals.

Bio:

Danielle McGeough, Ph.D. is an award-winning professor, transformation strategist, and host of the top 1.5% podcast Plan Goal Plan. She helps high-performing women and teams bridge the gap between intention and action through her RISE Ritual Method. Danielle blends research, identity work, and intentional planning to help ambitious people feel bold at work and present at home.

Quotes:

"I help people and teams operate in alignment. I help them do it in a way that really connects them to their values and to their mission."
"If you are someone who feels like you are living on autopilot, more habits aren't going to help you, because habits are designed with the intention to eventually become unconscious."
"When individuals can operate from a space of well-being, the impact we can have on the collective is so much stronger—but the collective work has to happen."

Takeaways:

Reflect on whether you’re experiencing burnout, demoralization, or just feeling stuck, and name it clearly to better address it.
Start each day by asking yourself which three things would make you feel satisfied by the end of the day.
Design a short personal ritual that helps you shift into your desired state, using sensory cues like a cozy blanket or a candle.
Before meetings or stressful moments, pause for a deep breath and set an intention for how you want to show up.

Timestamps:

[00:00] Welcome and Introduction

[03:16] Introducing Danielle McGeough

[06:42] Helping People and Teams Work in Alignment

[15:26] Why Policy Decisions Shape Workplace Culture

[17:43] The RISE Ritual Method Explained

[20:10] Designing Rituals for Desired States

[22:52] Micro Rituals That Shift Your Daily Presence

[26:36] Rethinking the Myth of Work Life Balance

[34:51] Final Invitation to Create Your Own Ritual

[35:57] Where to Connect with Danielle

Conclusion:

Focus isn’t a fixed trait—it’s a skill that can be built with practice, even in a world full of distractions. People who achieve meaningful results often do so by creating clear systems that help them avoid busywork and stay centered on what matters most. Learning to say "no" to lesser tasks makes space for bigger, more important progress. And it doesn’t require massive effort—starting with just a minute each day can lead to lasting improvement. Small, steady actions often make the biggest difference.

Links/Resources:

Website: https://www.plangoalplan.com/

Facebook: https://www.facebook.com/profile.php?id=61567778897663

LinkedIn: http://www.linkedin.com/in/danielle-mcgeough-phd-b673334

Instagram: https://www.instagram.com/plangoalplan

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Episode recap:

Marcel explored the servant leadership principles and practices of shared leadership and decision. He presented a case study about former U.S. Navy Captain David Marquet's successful transformation of a submarine crew by shifting to a leader-leader model that empowered team members to make decisions. Marcel emphasized the importance of competence and clarity when sharing leadership, while challenging the audience to consider how they can empower others to lead and offered follow-up discussions.

To dig deeper into a strategy-based discussion about shared leadership, book your free, 30-minute discovery call with Marcel here:

https://calendly.com/marcelschwantes/discovery-call?month=2025-08

Bio:

Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care, connection, and belonging power companies to thrive and outperform the competition.

Quotes:

"Leaders sometimes push people like cattle, and a lot of companies still operate this way, right? But if you think about it, cattle have no say. They're herded in one direction, pushed to where the cattle rancher wants them to go. And honestly, that's not very empowering."
"When you share leadership, you're not losing control. You're actually multiplying it. You're creating leaders at every level, and when people feel ownership, engagement and performance will go through the roof for you."
"That's the power of releasing control—it turns employees into owners, and owners don't need to be driven. They lead themselves."

Key Takeaways:

Ask “What would you do?” instead of issuing commands to invite insight and autonomy.
Make your strategy meetings collaborative—let team members help shape direction.
Identify areas in your org chart where decision-making can move closer to frontline work.
Delegate leadership intentionally—challenge yourself to let one team member lead this week.

Episode Highlights:

[00:00] Welcome and Introduction
[02:22] Why Driving Results Isn’t Real Leadership
[04:12] Sharing Power with Intention
[06:40] Leading Without Pulling Rank
[08:19] How Pushing Authority Down Unlocks Performance
[10:41] Why Clarity Must Come Before Delegation
[12:03] 3 Ways to Start Sharing Leadership This Week
[13:39] Final Challenge: Step Back So Others Can Step Up

Conclusion:

True leadership isn’t about control—it’s about multiplying influence through trust. Empowering those closest to the work results in quicker decisions, stronger performance, and more engaged teams. Great leaders create clarity, offer support, and step aside so others can lead.

Resources:

Book: Humane Leadership
Substack
LinkedIn
X/Twitter
YouTube

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Episode recap:

Whether you’re a programmer, mother, executive, teacher, or an entrepreneur, this episode is for you if ...

You feel like you need five more hours in your day.
You are being pulled in a million directions with no end in sight.
Your life is BUSY instead of BIG.

Erik Qualman, author of "The Focus Project," discussed strategies for improving focus and productivity in a digitally connected world. He shared insights from his personal focus experiment, emphasizing the importance of prioritizing big goals, developing focus as a habit, and implementing systems to maintain concentration. Qualman provided practical tips for enhancing focus, including the “20/20 Rule” for taking breaks, setting clear success metrics, and starting with small, manageable goals to build discipline and achieve significant results. Want to take control of your life and master self-management in the digital age? This is the episode for you from a global authority.

Bio:

Erik Qualman is a #1 Bestselling Author and Keynote Speaker who has performed in over 55 countries and reached 50 million people. He was voted the 2nd Most Likeable Author in the World behind Harry Potter's J.K. Rowling. He is the host of the popular Super U Podcast and his work has been used by the National Guard to NBCUniversal to NASA. He is the author of "The Focus Project."

Quotes:

"Focus is really hard, but it can be learned—it can become a habit."
"If it's not a hell yes, it's a hell no."
"Focus on big things, not busy ones. Life is very short, and most of us think we'll have more time tomorrow to do something—but attack your dream today, even if it's just for a minute. Don't hold it off for tomorrow."

Takeaways:

Start a one-minute daily focus ritual on your most important goal, whether it's writing a sentence, playing a guitar chord, or working on a passion project.
Audit your daily tasks and identify the single most impactful activity that, if done well, makes everything else easier or unnecessary.
Practice the 20-20-20 rule: Every 20 minutes, take a 20-second break to look at something 20 feet away, reducing eye strain and resetting mental focus.

Timestamps:

[00:00] Welcome and Introduction

[04:13] Introducing Erik Qualman

[05:21] Why Focus Might Matter More Than Hustle

[05:57] The Real Reason You Struggle to Stay Focused

[09:22] What Happened When Erik Focused for 30 Days

[13:31] Easy Focus Habits That Actually Work Daily

[18:57] How to Stay Sharp When Tech Steals Your Time

[21:29] What Leaders Can Do to Cut Noise and Prioritize

[23:10] Focus on Big Things, Not Busy Ones

Conclusion:

Focus isn’t a fixed trait—it’s a skill that can be built with practice, even in a world full of distractions. People who achieve meaningful results often do so by creating clear systems that help them avoid busywork and stay centered on what matters most. Learning to say "no" to lesser tasks makes space for bigger, more important progress. And it doesn’t require massive effort—starting with just a minute each day can lead to lasting improvement. Small, steady actions often make the biggest difference.

Links/Resources:

Website: http://www.equalman.com

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Episode recap:

Peter Bregman joined Marcel on the podcast to discuss the themes of emotional courage and leadership in today’s society, exploring how these concepts apply to current challenges around empathy and fear. Peter and Marcel discussed the importance of acknowledging and understanding one’s own shadow side to prevent insidious behavior and damage. Peter shared his thoughts on the dangers of categorizing people with negative labels, which can lead to a loss of curiosity and closed-mindedness. He emphasized the value of wisdom, which resides in uncertainty, and the need for emotional courage to take action in the face of uncertainty. Peter also highlighted the importance of humility in seeing all sides of an issue and avoiding the tendency to write off others as evil. The conversation concluded with insights on leadership decision-making and personal growth, highlighting the value of service, learning, and taking risks in pursuit of emotional courage and wisdom.

Guest Bio:

Peter Bregman helps successful people become exceptional leaders and stellar human beings. Global Gurus have ranked him as one of the top 30 best Coaches in the world and one of the top 30 best leadership speakers/trainers in the world. He is the award-winning, best-selling author and contributor of 18 books, including Leading with Emotional Courage and most recently, You CAN Change Other People: The Four Steps to Help Your Colleagues, Employees—Even Family—Up Their Game.

Quotes:

“If you’re willing to feel everything—hurt, shame, anger, and passive aggressiveness—then you can do anything.”
“Clever is certain, but wise is actually uncertain. I’ve seen lots of people take action they feel is 100% for the good that turns out to be wrong."
"There’s nothing that projects strength more than vulnerability, and nothing that projects weakness more than projecting invulnerability.”

Takeaways:

Face one hard conversation you’ve been avoiding—commit to having it this week.
Ask for honest, forward-focused feedback from a colleague or team member.
Reflect on your leadership: Are you showing vulnerability and curiosity to your team?

Timestamps:

[00:00] Welcome and Introduction

[03:31] Introducing Peter Bregman

[06:12] Lessons from A Wild Leadership Workshop

[09:56] Why Feedback Triggers So Many Leaders

[13:38] Curiosity Is a Shortcut to Growth

[17:47] How to Give Feedback Without Conflict

[22:33] Make Feedback Forward Focused

[25:40] Seeing Yourself as the Enemy

[30:26] Why Division Makes Us Cruel

[40:51] How to Help People Actually Change

[42:32] Leading with Love Means Serving First

[44:28] One Lesson Every Leader Should Remember

Conclusion:

Emotional courage is the willingness to face discomfort to grow. Strong leaders stay open, ask questions, and prioritize learning over image. By leading with honesty and care, they build trust, stronger teams, and better results.

Links/Resources:

Website: https://bregmanpartners.com/

Book: https://bregmanpartners.com/books/leading-with-emotional-courage/

LinkedIn: https://www.linkedin.com/in/peterbregman/

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Episode recap:

This week’s guest is psychologist and author Dr. Caroline Fleck. Our conversation focused on the concept of validation as a leadership tool, exploring its importance in building connections, resolving conflicts, and fostering emotional well-being in both personal and professional settings. Dr. Fleck shared her experiences and insights on validation skills, emphasizing their transformative potential across various domains and their role in creating a culture of acceptance and belonging. The discussion also touched on how the adverse effects of technology will potentially affect empathy and communication. Marcel and his guest also touched on the importance of mindfulness and self-compassion in leadership and personal growth.

Bio:

Caroline Fleck, PhD, is a licensed psychologist, an adjunct clinical instructor at Stanford University, and a business consultant. She received her doctorate in psychology and neuroscience from Duke University and holds a BA in English and psychology from the University of Michigan. She is an expert in evidence-based treatments for individuals, couples, and parents, including DBT and cognitive behavioral therapy. She is renowned for her ability to help people make critical but challenging changes and is one of Silicon Valley’s most sought-after psychotherapists.

Quotes:

"Validation shows that you're there, you get it, and you care. It is a way of communicating mindfulness, understanding, and empathy, so another person feels accepted—so they feel seen and heard."
"The greatest gift that comes from knowing how to validate others is the opportunity to find meaning in suffering. "

Takeaways:

Pause before responding to someone's issue and ask: "Should I validate their experience or immediately try to solve the problem?"
Practice the two basic validation skills: attend to others by understanding their point, and copy their language/body language to build connection.

Timestamps:

00:00 Welcome and Introduction
01:26 The Power of Validation
03:33 Introducing Dr. Caroline Fleck
05:47 Dr. Fleck's Personal Journey
09:27 Understanding Validation
13:54 The Importance of Validation in the Workplace
20:48 Validation vs. Praise
26:27 Practical Validation Skills
28:34 The Importance of Dialogue in Today's Society
29:09 Effective Communication: Do You Want to Be Right or Effective?
30:37 Mindfulness Skills: Attending and Copying
33:30 The Power of Validation in Building Trust
36:25 Self-Compassion Through Validation
37:56 Techniques for Reducing Conflict in Collaborative Workplaces
42:05 The Impact of Technology on Empathy and Validation
45:52 Validation in Corporate Culture: Advice for CEOs
48:36 Speed Round: Personal Insights and Reflections
52:53 Final Thoughts and Takeaways

Conclusion:

Validation is a simple but powerful way to strengthen trust and connection in both work and personal relationships. When we listen to understand rather than fix, we make space for honesty and closeness. This shift encourages better communication and helps people feel respected and safe. In a world that often moves too fast, taking time to truly hear someone can make all the difference. It’s a skill that builds stronger teams, deeper bonds, and more thoughtful conversations.

Links/Resources:

Website: https://www.drcarolinefleck.com/

IG: https://www.instagram.com/

TikTok: https://www.tiktok.com/@drcarolinefleck

Link

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Episode recap:

Today’s show focused on workforce transformation and employee engagement, featuring lively discussions with Kristian Gaetano from Achievers and Janelle Jordan from GoDaddy. They explored the importance of recognition in driving employee engagement, the impact of AI-powered recognition tools on organizational culture, and strategies for creating inclusive work environments. The conversation covered personal leadership practices, successful recognition initiatives, and the transformative power of feedback in fostering a culture of diversity and inclusion.

Guest Bio:

As COO of Achievers, Kristian Gaetano leads all post-sales functions, ensuring customers receive exceptional experiences and long-term value. His focus is on delivering for customers, building a world-class team, and driving customer retention and growth

As Sr. Program Manager, Employee Experience, GoDaddy, Janelle Jordan is passionate about building positive workplace cultures. In her current role, she leads efforts to boost engagement, recognition, and diversity, including GoDaddy’s global recognition program, Everyday Champions (EDC), and its employee resource groups

Quotes:

“What gets recognized gets repeated... Recognition doesn’t just help us feel good—it actually helps employees feel and contribute more to their organization.” – Kristian Gaetano“Feedback is a gift, and it's also a skill. It’s powerful for leaders and individual contributors to learn how to be better at giving and receiving feedback—both positive.” – Janelle JordanKey Takeaways:

Practice daily recognition—even a simple message can have a big impact.
Ask team members how they prefer to be recognized for more personalized appreciation.
Reflect on your leadership style to identify triggers and lead with empathy.
Make recognition more visible and meaningful within your team or organization.
Start tracking the business impact of recognition on engagement, retention, and performance.

Timestamps:
00:00 Introduction and Book Announcement
00:47 Welcome to the Love in Action Podcast
01:21 Today's Topic: Workforce Transformation
01:53 Meet the Guests: Kristian and Janelle
03:46 Janelle's Leadership Journey
05:44 Kristian's Leadership Journey
07:07 The Importance of Recognition
09:30 Empathy and Leadership
12:38 GoDaddy's Values and Recognition
14:43 Challenges Faced by Managers
20:46 Success Stories and Impact of Recognition
27:20 The Role of ERGs at GoDaddy
30:03 Leading with Humanity, Love, and Trust
32:32 Final Thoughts and Takeaways
35:23 Closing Remarks

Conclusion:
Recognition isn’t just about feeling good—it’s a driver of performance, engagement, and retention. When people feel seen and appreciated, they’re more motivated, productive, and likely to support their peers. Empathetic leadership and consistent, meaningful feedback create the kind of culture where people thrive. Treat people like people—not just roles—and lasting success will follow.

Resources:

Achievers on LinkedIn
Achievers Website
GoDaddy
GoDaddy Life Blog
GoDaddy Life on Instagram
Kristian Gaetano on LinkedIn
Janelle Jordan on LinkedIn

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Episode recap:
Marcel highlights a growing trend of executives seeking coaching to align inner beliefs with outer success. He outlines steps to achieve congruence and invites listeners to explore congruence coaching—focused on inner alignment and purposeful leadership. A free discovery call is available for those wanting to lead from their core values and integrate purpose into work and life.

Book your free, 15-minute discovery call here:
https://calendly.com/marcelschwantes/15-minute-discovery-call?preview_source=et_card&month=2025-06

Bio:
Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care, connection, and belonging power companies to thrive and outperform the competition.

Key Quotes

“Congruence is the experience of being deeply aligned, where your inner world—meaning your values, beliefs, deep emotions, and purpose—is in sync with your outer world.”
“Authentic leadership isn’t about oversharing or emotional dumping. It’s about integrity—so your words and actions match your intentions.”
“The most powerful leaders are not the loudest, the most exuberant, or the most polished—they are the most congruent.”

Takeaways

Audit your calendar: Remove tasks that don’t align with your top 3 priorities.
Daily check-in: “Are my choices moving me closer to or further from my true purpose?”
Set boundaries: Say no to requests that drain your energy.
Spend 15 minutes each morning reflecting on your core values and checking if your actions match those values.

Timestamps
00:00 Introduction to the Love in Action Podcast
00:40 Today's Topic: Self-Awareness and Limiting Beliefs
02:18 Understanding Congruence in Leadership
04:51 Steps to Achieve Congruence
08:55 Aligning Inner and Outer Worlds
13:09 The Importance of Congruence
15:37 Invitation to Congruence Coaching
18:19 Closing Remarks and Call to Action

Conclusion

Real leadership begins when your actions reflect your inner values—not just external goals. It's not about image or performance, but showing up with honesty and clarity. Congruent leaders build trust that can’t be faked, prevent burnout, and lead with deeper meaning and lasting impact. Alignment is more than a buzzword—it’s your leadership foundation.

The book: Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss

Substack: https://marcelschwantes.substack.com/
LinkedIn: https://linkedin.com/in/marcelschwantes/
Twitter/X: https://x.com/MarcelSchwantes
YouTube: https://youtube.com/@MarcelSchwantes1
Instagram: https://instagram.com/marcel.schwantes/
Schedule a free call

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Episode Recap:

Tony Martignetti, a popular leadership coach, author and podcaster extraordinaire, joined Marcel to talk about his leadership journey. Tony talked about his book "Campfire Lessons for Leaders," exploring leadership topics such as curiosity, creativity, finding your purpose and embracing emotional courage. Both guest and host shared their personal journeys transitioning from traditional careers to leadership development roles, emphasizing the importance of authenticity and vulnerability in effective leadership. The conversation covered the transformative power of storytelling, the challenges of breaking free from traditional career paths, and the intersection of art and business in leadership development.

Guest Bio:

Tony Martignetti is the founder and Chief Inspiration Officer of Inspired Purpose Partners, a leadership development firm. Tony is a leadership advisor, best-selling author, podcast host, speaker, entrepreneur, idea generator, people connector, and a curious adventurer. Tony is the author of “Campfire Lessons for Leaders: How Uncovering Our Past Can Propel Us Forward.” He brings over 30 years of business and leadership experience and extreme curiosity to elevate leaders and equip them with the tools to navigate through change and unlock their true potential.

Quotes:

"If you're willing to feel everything, you can have anything."
"Leaders are shepherds for growth and the vision of the people around them, while also aligning them toward something bigger than they could achieve on their own."
"Curiosity is not just about the question—it's about listening to what happens when we ask the questions."

Takeaways:

Spend 30 minutes identifying the parts of yourself you’ve hidden in professional settings. How can you integrate them into your work?
Practice multi-dimensional curiosity: explore a completely unrelated field this month.
Ask three people in your circle what hidden potential they see in you.
Create a “focus and expansion” plan: brainstorm career experiments and test one within two weeks.
Reflect on a past experience and extract one lesson to support your current growth.

Timestamps:

00:00 Introduction and Book Announcement

00:47 Welcome to the Love in Action Podcast

01:22 Introducing Tony Martignetti

02:56 Tony's Journey from Art to Leadership

04:37 Finding Fulfillment in Leadership

08:46 Defining Leadership and Service

09:51 Campfire Lessons for Leaders

20:16 Embracing Emotional Courage with Peter Bregman

26:12 The Importance of Curiosity in Leadership

28:35 The Intersection of Art and Business

31:25 Final Thoughts and Takeaways

34:52 Closing Remarks and Contact Information

Conclusion:

Leadership is about more than skills—it’s about self-awareness, reflection, and the courage to show up fully. Growth often requires discomfort, but through curiosity, emotional honesty, and connection, leaders can inspire teams and create meaningful change. When leaders bring soul into business, they leave lasting impact.

Resources & Links:

Website: ipurposepartners.com
LinkedIn: Tony Martignetti
X: @TonyMartignett1
Instagram: @inspiredpurposecoach

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Episode Recap:

In this episode, we dive into Sabina Nawaz's new book You’re the Boss: Becoming the Manager You Want to Be (and Others Need), which offers fresh insights for managers looking to thrive in today’s high-pressure world. Nawaz, a global C-suite coach, shares her 20+ years of experience coaching top executives at companies like Amazon, Microsoft, and the United Nations. With proven strategies backed by thousands of 360° reviews, Nawaz reveals how pressure and power can derail even the most well-meaning managers. She explores key topics like managing yourself first, overcoming pressure pitfalls, the power of "Blank Space" for creativity, and why self-care is crucial for success. Tune in for actionable advice on how to be a more effective, balanced, and impactful leader.

Guest Bio:

Sabina Nawaz is the author of You’re the Boss: Becoming the Manager You Want to Be (and Others Need). She’s an elite executive coach who advises C-level executives and teams at Fortune 500 corporations, government agencies, nonprofits, and academic institutions around the world. Sabina teaches faculty at Northeastern and Drexel Universities. During her fourteen-year tenure at Microsoft, she went from managing software development teams to leading the company’s executive development and succession planning efforts for over 11,000 managers and nearly a thousand executives, advising Bill Gates and Steve Ballmer directly. She has written for and been featured in Harvard Business Review, Wall Street Journal, Forbes, Inc., Fast Company, among others.

Quotes:

"It is not power but pressure that corrupts—where we act out, raise our voice, yell, and scream under pressure."
"I am sufficient. Not all the garnishes and varnishes. Just show up with the mindset that you are sufficient, and it will work."

Key Takeaways:

Micro-habits matter: Start small—one push-up, one minute of meditation, 0.1 miles of running—to build consistency.
Invite perspective first: Ask “How do you think things are going?” before offering feedback.
Talk less, listen more: Be the third or fourth person to speak in meetings to allow space for other voices.

Timestamps:

00:00 Introduction and Book Announcement

01:20 The Role of Managers in Today's Economy

05:17 Sabina's Origin Story

08:09 The Inspiration Behind 'You’re the Boss'

11:51 New Rules for Modern Managers

17:02 The Toxic Boss Myth

21:11 The Power of Micro Habits

24:58 The Danger of the Singular Story

26:32 Pressure and Power in Leadership

30:07 The Importance of Multiple Perspectives

31:11 Effective Communication and Feedback

37:12 The Shut Up Muscle

38:55 Handling Pressure with Blank Space

39:34 Speed Round: Personal Insights

Conclusion:

Modern leadership is less about control and more about clarity, care, and courage. Sabina Nawaz shows that managing well under pressure starts with knowing yourself, creating room for others to be heard, and leading with presence and empathy. The strongest teams are built on daily habits, honest conversations, and a leader who shows up with both confidence and humility.

Resources & Links:

📘 Book: https://www.simonandschuster.com/books/Youre-the-Boss/Sabina-Nawaz/9781668023181
🌐 Website: https://sabinanawaz.com/
📰 Newsletter: https://growthroughpressure.substack.com/
🔗 LinkedIn: https://www.linkedin.com/in/sabinanawaz

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Episode recap:

Elina Teboul joined Marcel to discuss her groundbreaking work, as featured in her new book, Feminine Intelligence. Teboul reveals how feminine intelligence is the key to running some of the world's most successful companies ― with greater joy, authenticity, purpose and profit. Drawing on exclusive interviews with billionaire philanthropists, unicorn founders, and happiness pioneers, Feminine Intelligence uncovers the most powerful, often-overlooked traits that are driving the future of business.

Bio:

Elina Teboul is a leadership expert who coaches influential leaders globally. She is the author of Feminine Intelligence: How Visionary Leaders Can Reshape Business for Good. Elina holds advanced degrees in psychology and law from Columbia University. She specializes in helping leaders navigate challenges, cultivate authenticity, and lead with congruence and purpose.

Quotes:

"Feminine intelligence is about bringing in feminine values and principles and strengths into business leadership."
"Powerful leadership isn't about efficient machines. It's about engaging our hearts, our souls, and our vision to create a better way of doing business."
"You can only take other people as far as you've taken yourself."

Takeaways:

Reflect on your leadership style: Are you balancing masculine drive with feminine qualities like empathy and intuition?
Practice a loving-kindness meditation focused on self-love to unlock your capacity for authentic leadership.
Explore how you can reshape your workplace culture by introducing more playful, relationship-driven interactions that encourage genuine sharing.

Timestamps:

00:00 Introduction and Book Announcement
00:47 Welcome to the Love in Action Podcast
02:00 The Problem with Current Leadership
04:36 Introducing Elina Teboul and Feminine Intelligence
06:31 Elina Teboul's Personal Journey
10:07 Defining Feminine Intelligence
16:04 The Importance of Congruence in Leadership
20:36 Examples of Conscious Leadership
30:38 The Role of Purpose in Leadership
33:18 Crafting Purpose in the Workplace
35:34 Introducing Psychedelic Leadership
36:11 The Psychedelic Renaissance and Mental Health
38:27 Psychedelics and Self-Awareness
42:37 Personal Experience with Psychedelics
52:42 Feminine Intelligence in Leadership
59:03 Speed Round and Final Thoughts

Conclusion:

Strong leadership today calls for a balance of qualities often labeled as both masculine and feminine—like clarity, empathy, and adaptability. Moving past rigid, results-only thinking allows leaders to create work environments that value people as much as performance. Skills such as emotional awareness, collaboration, and thoughtful communication are no longer optional—they’re essential. The leaders who stand out are those willing to grow personally and rethink old models of power and success. Real change starts with those who lead by example, not just by title.

Links/Resources:

Book: https://feminineintelligencebook.com/
Website: http://www.elinateboul.com/
IG: https://www.instagram.com/elinateboul/
LinkedIn: https://www.linkedin.com/in/elinateboul/

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Episode recap:

Known as The Drop In CEO™, Deborah Coviello, a respected leadership consultant, joined Marcel to discuss her journey of self-discovery that led her to write her seminal book, The CEO’s Compass. She emphasized the importance of peace of mind, humility, and investing in mentoring and coaching programs to develop essential skills.
Guest Bio:

Known as The Drop In CEO™, Deb’s superpower is lowering the temperature and elevating conversations with empathy and patience. As a speaker, author, podcaster, and consultant, she teaches C-Suite leaders how to establish a “Lift, Light, Lead” environment and create calm amidst chaos or crisis. She is the author of “The CEO’s Compass: Your Guide to Get Back on Track” and “The NEW CEO Playbook: Stop Chasing Results and Start Pursuing Peace of Mind.”Her long-running podcast, The Drop-In CEO, ranks in the top1.5% globally among Apple Podcasts.

Quotes:

"If something doesn't feel right, it's probably not right. And if your heart is telling you to go in a certain direction, trust it."
"People are not transactions. We are humans. And when we can listen, show that we heard them, understand them, and see them for who they are, that is a way of showing practical love in the workplace."
"Slow down to speed up. Get to know the people and what made them great."

Takeaways:

Ask your team members how your company's purpose translates to their specific role and daily work.
Schedule monthly one-on-one meetings focused on personal development, not just project updates.
Reflect on your leadership style: Are you creating an environment where people feel seen, heard, and valued?
Identify one external mentor or coach who can help you develop essential leadership skills.

Timestamps:
[00:11] How Deb Stepped into Leadership Her Way
[03:22] The Wake-Up Call That Changed Deb’s Leadership Style
[08:08] How Deb Defuses Conflict with Just Her Presence
[10:52] Why The CEO’s Compass Starts with Peace of Mind
[14:46] What Happens When Mentorship Is Missing at Work
[16:42] Four Compass Points That Keep Teams on Track
[32:13] Making Purpose Tangible for Everyone on the Team
[35:35] How Humility and Curiosity Can Quiet Workplace Ego
[36:17] Why Leaders Need Outside Eyes to Grow Their Teams
[41:35] The Small Acts That Make a Leader Worth Following

Conclusion:
Good leadership begins with truly understanding the people you work with—not just their roles, but also their goals, strengths, and values. When leaders invest in mentoring, thoughtful coaching, and a supportive work place, they open the door for better ideas and stronger dedication. A calm, clear mind helps leaders listen more fully and respond with care. This kind of leadership builds trust and skill across the entire team. Over time, it creates a work culture where people feel motivated, capable, and proud of what they contribute.

Links/Resources:
Website: https://dropinceo.com/
LinkedIn: https://www.linkedin.com/in/deborahacoviello/
The CEO’s Compass–Your Guide to Get Back on Track on Amazon:
https://bit.ly/OrderCEOCompass

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Episode recap:

Marcel discusses the concept of kindness in leadership, focusing on empathetic interactions as one of two types of kindness that work well in the leadership trenches, backed by science. He explains that kindness can spread throughout an organization, creating a more civil work atmosphere. Marcel presents five practical ways to practice empathic leadership: active listening, showing genuine interest in team members, encouraging perspective-taking, maintaining open communication, and discussing empathy as a cultural value.

For bonus content of his book not available anywhere else, subscribe at Marcelschwantes.substack.com.

Bio:

Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care, connection, and belonging power companies to thrive and outperform the competition.

Quotes:

"Empathy is a competency that can be learned. When it's displayed among teams, it helps bring people together."
"When you interact with a colleague or a direct report, try to understand how the person is feeling, not how you would feel in the same situation."

Takeaways:

Practice active listening in your next three workplace conversations by focusing entirely on understanding the other person's feelings, not your own perspective.
Map out your team members' individual goals and interests, then intentionally match their upcoming work assignments to align with those personal objectives.
Conduct a quick self-audit: Ask your direct reports to rate your empathy on a scale of 1-10, and be prepared to hear honest feedback without becoming defensive.

Timestamps:

[00:09] How Kindness Actually Shapes Better Leadership

[02:35] What Gen Z Really Wants from Their Bosses

[04:54] Five Ways to Lead with Empathy That Stick

[07:40] Why Compassion Will Be the Next Big Topic

Conclusion:

Kindness in leadership isn’t just a personal trait—it’s a practical skill that shapes how teams work together. When leaders show empathy and take time to truly listen, they help build trust and stronger connections across the workplace. This approach not only improves morale but also supports long-term performance and retention, especially among younger employees. By making empathy part of everyday practice, organizations can become more adaptable, supportive, and effective.

Links/Resources:

The book: Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss

Substack: https://marcelschwantes.substack.com/

LinkedIn: https://linkedin.com/in/marcelschwantes/

Twitter/X: https://x.com/MarcelSchwantes

YouTube: https://youtube.com/@MarcelSchwantes1

Instagram: https://instagram.com/marcel.schwantes/

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Episode recap:

This week Marcel sits down with Dr. Jeff Wetzler, author of Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs In Leadership and Life. In this enlightening conversation, Marcel and Jeff discussed the importance of asking the right questions and being curious in leadership and life. Jeff introduces a powerful scientific method called The Ask Approach™, a practical framework for learning from others. They explored the challenges that prevent people from sharing insights and emphasized the need for creating psychological safety, posing quality questions, active listening, and reflection to unlock human potential. The conversation covered various aspects of effective communication and learning, highlighting the significance of curiosity, empathy, and gratitude in both personal and professional settings.

Bio:

Dr. Jeff Wetzler is an expert on adult learning and leadership development. He is co-founder and a board member of Transcend, a leader in education innovation. Transcend works with hundreds of schools and districts in over thirty U.S. states and has a vibrant network of 10,000+ innovators. Jeff is also former Chief Learning Officer of Teach For America, and is a two-time author. Jeff’s career is dedicated to unlocking human potential by helping people learn more deeply and transform their mindsets to realize bold new possibilities for themselves, their organizations, and their communities. Jeff holds a Doctorate in Adult Learning and Leadership from Columbia University.

Quotes:

"If you are not embarrassed by who you were last year, you're not learning fast enough."
"There is something important to learn from every single person—even people we disagree with, even people who are our enemies, even people we think are dangerous."

Takeaways:

Practice curiosity by asking "What might I be missing?" before jumping to conclusions about people or situations.
Create psychological safety in conversations by meeting people where they're comfortable and showing you genuinely want to learn from them.
Develop listening skills by paying attention to content, emotions, and actions during conversations, not just words.

Timestamps:

[00:08] Why We Struggle to Ask the Questions That Matter

[02:44] Meet the Mind Behind the Ask Approach to Learning

[05:01] What Drives Dr. Wetzler to Keep Learning

[06:11] Why People Hold Back What They Really Think

[11:51] Five Ways to Get Honest Insight from Others

[21:38] How to Make People Feel Safe Enough to Share

[25:17] Asking Better Questions That Actually Teach You

[28:42] Listening That Builds Trust Instead of Tension

[31:25] What to Do After Someone Opens Up to You

[35:00] How to Make Good Conversations Feel Natural

[37:42] Dr. Wetzler’s Biggest Hope for How We Grow Next

Conclusion:

The Ask approach shows that many communication problems come from fear, assumptions, and not taking time to understand others. When people feel safe to speak openly, real conversations can happen. Asking thoughtful questions and truly listening—not just to words, but to tone and body language—can lead to stronger trust and clarity. This kind of communication builds deeper connections and helps avoid misunderstandings. It's a simple but powerful shift in how we relate to one another.

Links/Resources:

Book website: https://www.askapproach.com/

LinkedIn: https://www.linkedin.com/in/jeff-wetzler-9ba3824/

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Episode recap:

Marcel discussed his new book, Humane Leadership and the spiritual/religious background of his principles of love and action, which he developed after experiencing poor management at a hospital. He emphasized the importance of leaders caring for their employees and shared research on how principles and practices from ancient religious traditions principles can be applied in leadership contexts. Marcel encouraged leaders to implement his five radical principles of love in action to maximize human potential and achieve business success.

For bonus content of the book not available anywhere else, visit Marcel’s Substack platform and subscribe at Marcelschwantes.substack.com.

Bio:

Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care, connection, and belonging power companies to thrive and outperform the competition.

Quotes:

"If engagement is high, you're going to have high performance, which is very good for business. Everything goes back to leading with love and care."
"Leadership is patient, kind, humble, advocates for people, and is trustworthy."
"Those at the top are the ones who care enough for people's well-being, mental health, and commitment to the job."

Takeaways:

Listeners to get curious about leadership practices in their organizations if they notice low employee motivation, high turnover, or decreased engagement.
Leaders and managers to assess how they are leading and caring for their people, especially if experiencing issues with retention or quiet quitting.
Organizations to consider implementing the 5 radical principles of love in action (patience, kindness, humility, advocacy, and trustworthiness) to improve leadership and employee experience.
Leaders to explore ways to create more actionable, practical love and care in their current situations to maximize human potential and improve business outcomes.

Timestamps:

[00:03] Why Toxic Leadership Nearly Broke Me at Work

[02:30] What Top-Down Workplaces Do to Your Body

[04:00] Why Love and Care Actually Boost Performance

[05:30] What Ancient Wisdom Teaches About Good Leaders

[06:45] Five Traits Every Great Leader Has in Common

[07:30] What Most Leaders Miss About Team Motivation

[08:30] How to Help People Do Their Best Work Every Day

Conclusion:

Leadership becomes more effective when it's rooted in care, respect, and a focus on people rather than control. Strong teams don't grow from rigid structures, but from spaces where people feel safe, heard, and trusted. When leaders prioritize connection and support, it encourages openness and better performance. The most productive workplaces are built on shared trust, not fear. It's through this kind of leadership that real progress happens.

Links/Resources:

The book:

Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss Substack: https://marcelschwantes.substack.com/

LinkedIn: https://linkedin.com/in/marcelschwantes/

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Episode recap:

Today’s guest is Siri Chilazi, a leading gender expert, Harvard researcher, and co-author of Make Work Fair: Data-Driven Design for Real Results. Marcel and Siri discussed gender equity in the workplace, highlighting progress made and challenges that remain in achieving fairness for all employees. They explored strategies for implementing gender equity, including the use of data-driven approaches, revising hiring practices, and adapting leadership criteria to reflect changing work environments. The conversation also touched on the impact of remote work, the importance of work-life balance, and the need for empathy and compassion in leadership to create more equitable workplaces.

Bio:

Siri Chilazi is a senior researcher at the Women and Public Policy Program at Harvard Kennedy School whose life’s work is to advance gender equality in the workplace. As a keynote speaker and strategic advisor, Siri collaborates with a wide range of organizations around the world. Her work regularly appears in leading media outlets. Siri has an MBA from Harvard Business School, a Master’s in Public Policy from Harvard Kennedy School, and a BA in Chemistry and Physics from Harvard College.

Quotes:

"We should be all have the same chance to show what we can do and what we're made of."
"Talent exists everywhere, and when we refuse to allow for the potential of talents based on things like ethnicity or extracurriculars that have nothing to do with the skills you bring to the table, we miss out on many really good people who could do excellent work in our organizations."

Takeaways:

Track gender representation in your team's work by spending just two minutes after each project to count participation percentages.
Redesign your hiring process using structured interviews with pre-determined questions and horizontal grading to reduce unconscious bias.
Rotate administrative tasks like note-taking and meeting scheduling to prevent one gender from consistently handling "office housework"

Timestamps:

[00:00] Why Fairness Still Matters More Than Ever at Work

[02:53] How Siri Went from Lab Coat to Leadership

[06:19] What Fair Work Really Looks Like in 2025 and Beyond

[09:31] Surprising Ways Bias Still Shows Up in Hiring Today

[16:11] Why Most DEI Programs Fail Inside the Day-to-Day

[22:30] How Tracking the Right Data Closes Fairness Gaps

[27:16] Changing Behavior Beats Changing Minds at Work

[30:42] Fixing How We Hire and Promote Without Bias

[39:45] What Remote Work Really Means for Women’s Growth

[45:48] Making Parental Leave Equal Changes Everything

[50:01] What CEOs Can Actually Do to Make Work More Fair

[51:58] How Small Changes Build More Fair Workplaces Fast

Conclusion:

Workplaces still reflect deep-rooted inequalities, especially in how people are hired, promoted, and evaluated. These patterns often hold back women and other underrepresented groups. Instead of trying to shift personal beliefs, lasting change comes from fixing the systems themselves. Clear, consistent practices—like fair assessments, equal chances for growth, and shared responsibilities—can help build a more level playing field. When fairness is built into everyday processes, everyone benefits.

Links/Resources:

Website: https://sirichilazi.com/

Book: https://makeworkfair.com/

LinkedIn: https://www.linkedin.com/in/sirichilazi/

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Episode recap:

Marcel discussed his new book, Humane Leadership, which emphasizes the importance of expressing actionable love in the workplace and the need for leaders to care for their employees. He also emphasized the importance of continuous learning and growth in leadership, as well as the necessity of developing people skills to achieve business success. Marcel also mentioned that he is offering bonus content, including chapters 3 and 4, on his Substack platform. Go to Marcelschwantes.substack.com and access the Humane Leadership tab for the bonus content.

Bio:

Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care, connection, and belonging power companies to thrive and outperform the competition.

Quotes:

"People want to feel cared for, but I call it for what it really is. People want to feel loved."
"Every employee is someone's daughter or son, spouse or partner, and each one depends on their leader for guidance, care, protection, and a sense of belonging within the community."
"Deep down, effective leadership is love practically demonstrated to achieve business success and leave a legacy."

Key Takeaways:

Reflect: Are you viewing your team as people—with hopes and fears—or simply as tools to hit business goals?
Practice agape love: Show loyalty, commitment, and genuine care for your team’s growth, not just their performance.
Build meaningful connections: Move from transactional interactions to real relationships built on trust and respect.
Shift your leadership style: Embrace a people-centered mindset instead of a results-only approach.
Take one small action today: Listen deeply, offer support, or recognize someone’s contribution—beyond the job title.

Timestamps:

[00:03] What Humane Leadership Really Looks Like
[01:58] Why Love Isn’t “Soft” in the Workplace
[03:19] Seeing People, Not Just Headcount
[06:44] How Love Gets Misunderstood in Business
[09:07] Agape Leadership in Real Life

Conclusion:

Great workplaces aren’t built on pressure—they’re built on people.
When leaders act with kindness and put people first, they create environments where teams feel safe, motivated, and empowered. Leadership is not about control; it’s about helping others grow. When employees feel genuinely valued, the business thrives too.

Resources

📘 Book: Humane Leadership
✍️ Substack: marcelschwantes.substack.com
💼 LinkedIn: linkedin.com/in/marcelschwantes
🐦 X/Twitter: @MarcelSchwantes
📺 YouTube: @MarcelSchwantes1
📸 Instagram: @marcel.schwantes

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Pre-order Marcel’s new book: Humane Leadership: Lead with Radical Love, Be a Kick-ass Boss

Episode recap:

Humane Leadership: 5 Key Principles

Marcel discussed his new book, Humane Leadership, which explores the connection between agape and effective leadership. He shared excerpts from the book, focusing on the 5 principles of humane leadership: patience, kindness, humility, advocacy, and trustworthiness. Marcel emphasized that these principles, rooted in science and best practices, can lead to a more productive and profitable workplace. He also highlighted the importance of understanding human needs and mastering people skills for effective leadership. The book is available for purchase.

Bio:

Marcel Schwantes is a speaker, author, and acclaimed executive coach with a global following. Marcel delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care, connection, and belonging power companies to thrive and outperform the competition.

Key Quotes:

"Effective leadership is love practically demonstrated to achieve business success."
"Humans are biologically wired to connect relationally and to feel they matter."
"Leadership effectiveness comes from demonstrating love through action."

Takeaways:

Implement patience, kindness, humility, advocacy, and trustworthiness in your leadership style.
Embrace the human side of leadership to foster better engagement and productivity.
Leadership must evolve to meet the emotional and relational needs of today’s workforce.

Timestamps:

[00:00] Introduction to Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss
[01:15] Marcel’s journey in writing the book
[02:30] The five principles of humane leadership
[03:45] Applying these principles to modern leadership
[04:50] Embracing emotional connection in remote work
[06:00] Final thoughts on leading with love

Conclusion:

Humane leadership focuses on understanding and meeting human needs, which can drive better business outcomes. Marcel Schwantes’ insights help leaders create environments where employees feel valued, leading to higher engagement, loyalty, and success.

Links/Resources:

Substack: marcelschwantes.substack.com/

LinkedIn: linkedin.com/in/marcelschwantes/

Twitter/X: x.com/MarcelSchwantes

YouTube: youtube.com/@MarcelSchwantes1

Instagram: instagram.com/marcel.schwantes/

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Pre-order Marcel’s new book: Humane Leadership: Lead with Radical Love, Be a Kick-ass Boss

Episode recap:

Marcel and David Bator of Achievers Workforce Institute discussed the importance of humane leadership and creating a sustainable work culture, emphasizing the need for employee engagement and a sense of belonging in the workplace. They explored strategies for improving workplace conditions, including frequent recognition, effective management practices, and implementing regular feedback methods. David also highlights four key factors for manager effectiveness: frequent contact, recognition, coaching, and career development. He suggests that companies should move beyond annual surveys and implement more frequent feedback methods such as one-on-ones, pulse surveys, and recognition programs. David also introduced the concept of the "5 pillars of belonging," which include feeling welcomed, known, included, supported, and connected at work. He stressed that investing in these conditions not only makes employees feel good but also drives business outcomes.

Bio:

David Bator is the Managing Director at Achievers Workforce Institute. He thinks and writes about how work should work. His primary focus in leading the Achievers Workforce Institute is Research, Community, and Advisory, assisting global executives with practical approaches to transforming how the world works. David is passionate about people and has spent the last 20 years collaborating closely with leaders in HR, IT, and Communications to develop programs that empower individuals, teams, and companies to grow.

Quotes:

"What gets recognized gets repeated. 72% of employees will repeat an action if they are recognized for that action."
"Employees with a strong sense of belonging are twice as engaged, twice as productive, twice more resilient, and twice more satisfied with their jobs."

Takeaways:

Evaluate your workplace across the five pillars of belonging: Are employees feeling welcomed, known, included, supported, and connected? Create specific strategies to improve each dimension.
Start a consistent habit of recognizing team members for their big and small contributions. Aim to provide meaningful, specific appreciation at least once daily and track how it impacts team morale and engagement.

Timestamps:

[00:00] Introduction to Marcel’s new book, Humane Leadership, and his guest, David Bator

[03:05] David’s passion for helping people through his work

[07:34] "The Great Resignation" and "The Great Detachment" and their implications for the current state of the workplace

[12:14] The Importance of Belonging and Employee Experience

[17:02] Strategies for Improving Employee Engagement

[25:33] Non-Monetary Strategies for Driving Engagement

[29:20] Leading with Humane Leadership

[35:50] The Role of Recognition in Shaping Culture

Conclusion:

Creating a culture of belonging, appreciation, and recognition boosts employee engagement, productivity, and retention. Leaders who make employees feel welcomed, known, included, supported, and connected drive positive outcomes. Regular non-monetary recognition and meaningful one-on-ones help employees feel valued and motivated to bring their best selves to work.

Links/Resources:

Achievers: https://www.achievers.com/

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Pre-order Marcel’s new book, “Humane Leadership: Lead with Radical Love, Be a Kick-ass Boss” → https://www.amazon.com/Humane-Leadership-Lead-Radical-Kick-Ass-ebook/dp/B0CWG3PTL4

Episode recap:

Zach Mercurio shared the importance of creating an atmosphere where people feel significant and can express their ideas openly instead of feeling ignored or underappreciated at work. The conversation also highlighted the significance of soft skills, and the concept of "mattering" in the context of job satisfaction and well-being. The conversation ended with discussions on strategies for better noticing and hearing people, the importance of psychological safety in the workplace, and the need to recognize the value of unsung heroes in an organization.

Bio:

Zach Mercurio is the author of The Power of Mattering: How Leaders Can Create a Culture of Significance, published by Harvard Business Review Press. He is a researcher, author, and speaker who works with hundreds of organizations to forge purposeful leaders who enable mattering, motivation, well-being, and performance. He also serves as one of author Simon Sinek’s “Optimist Instructors.” Zach earned his Ph.D. in Organizational Learning, Performance, and Change from Colorado State University. Zach lives in Fort Collins, CO, with his wife, two sons, and two adopted dogs.

Quotes:

"Think about what this person needs right now to best alleviate their struggle. Compassion is empathy in action, and it doesn’t have to be big."
"Anytime you evaluate somebody, they will be on the defensive and give you a self-protective answer. You won't get the full story."
"It is almost impossible psychologically for anything to matter to a person who doesn't first believe that they matter."

Takeaways:

Schedule a 3-minute personal check-in with each team member this week, asking about something specific they previously shared with you.
Reflect on your last interaction: Did you make the person feel noticed, affirmed, or needed? Write down one concrete way you could improve.
Pull engagement or performance data showing a team member's unique impact, then share it directly with them to demonstrate their significance.
Create a team agreement that establishes psychological safety rules for meetings (like no interrupting, pausing before responding).

Timestamps:

[00:01] Why Work Quality Means Nothing Without People First

[01:59] The Science Behind Feeling Valued at Work

[04:42] Three Things That Make People Feel Like They Matter

[07:55] Signs Your Workplace Makes People Feel Invisible

[12:35] How Leaders Can Truly See and Hear Their Employees

[29:29] Why Affirmation at Work Needs to Be Specific

[34:28] The Secret to Making People Feel Truly Needed

[41:59] How to Measure Whether Employees Feel Valued

[44:59] Simple Daily Actions That Make People Feel They Matter

[46:30] The Leadership Shift That Starts in Your Next Interaction

Conclusion:

A workplace thrives when employees know their contributions matter and feel genuinely appreciated. People are more engaged and motivated when they see that their work has purpose and their presence makes a difference. Building a culture where individuals feel recognized isn’t just good leadership—it’s the foundation of a strong, successful organization. When employees feel valued, they bring their best efforts, driving both personal and collective success.

Links/Resources:

Website - http://www.zachmercurio.com/

LinkedIn - https://www.linkedin.com/in/zachmercurio/

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Pre-order Marcel’s new book, “Humane Leadership: Lead with Radical Love, Be a Kick-ass Boss” → https://www.amazon.com/Humane-Leadership-Lead-Radical-Kick-Ass-ebook/dp/B0CWG3PTL4

Episode recap:

In this episode, Adam Galinsky discusses strategies for improving organizational culture, motivating employees, and overcoming challenges, emphasizing empathy, empowerment, and values. Through his experience with FBI agents, he explores how inspiration is universally understood and how leaders exist on a continuum between inspiring and infuriating. He identifies three core dimensions of inspiring leadership: being visionary, serving as a role model, and mentoring others. Recognizing this continuum, he argues, helps leaders refine their strengths and become more inspiring.

Bio:

Adam Galinsky, a renowned social psychologist and a professor of leadership and ethics at Columbia Business School, has integrated his quarter-century of scientific research to reveal what truly separates inspiring leaders from.... infuriating ones. In his latest book, INSPIRE: The Universal Path for Leading Yourself and Others, Adam establishes three universal characteristics of truly inspiring leaders. Adam’s research, which consists of over 1,000 studies published in over 200 scientific articles, has been cited more than 64,000 times. His TED Talk, “How to Speak Up For Yourself,” has been viewed more than 7.5 million times, and his previous book Friend and Foe was an audible and eBook bestseller.

Quotes:

"Leaders change us inside—they inspire us or infuriate us, but neutrality is rarely an option."
"The continuum always gives us a path backwards. If we recognize, 'I'm being anxious and cowardly here,' I know exactly what to do—calm myself down and take that courageous step forward."

Takeaways:

Spend 5 minutes recalling a time when you were at your best, which research shows physiologically calms you and makes your presence more positively contagious.
Replace abstract concepts with concrete images and repeat consistently (e.g., change "make customers satisfied" to "make customers smile").

Timestamps:

[00:00] Introduction and the discovery of the inspiring-infuriating continuum

[12:30] Personal stories of inspiring leadership and the three universal dimensions

[17:20] The "leader amplification effect" and becoming an exemplary leader

[27:40] Visionary leadership and mentorship: the three E's approach

[37:00] Making better decisions and giving feedback that inspires growth

[47:05] Overcoming insecurity and shame to become a more inspiring leader

[52:55] Leading with love and spreading seeds of inspiration through small actions

Conclusion:

Inspiring leadership isn’t about perfection but continuous growth. Adam Galinsky’s continuum offers a framework for becoming visionary, exemplary, and mentoring. Overcoming insecurity through reflection and small acts of recognition spreads positivity, transforming leadership and fostering a culture of inspiration.

Links/Resources:

Website: https://adamgalinsky.com/

LinkedIn: https://www.linkedin.com/in/adam-galinsky-05090a3/

Book: https://www.amazon.com/Inspire-Universal-Leading-Yourself-Others-ebook/dp/B0D3CCHW45

Are you an inspiring leader? Take Adam Galinsky’s “Am I Inspiring” Tool: https://adamgalinsky.com

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Episode recap:

Marcel and Justin Jones-Fosu discussed the importance of having difficult conversations in a divided world. Justin, the CEO of Work.Meaningful., shared his personal story of growing up in a challenging environment and how his mother's philosophy of experiencing the beauty of difference shaped his perspective. He emphasized the importance of pursuing other people's humanity even when disagreeing with their ideologies. Justin also shared that his book, "I Respectfully Disagree," was inspired by his sessions on creating inclusive cultures and how to passionately pursue someone's humanity while disagreeing with their ideology. The book aims to provide practical and research-based strategies for everyday people to navigate difficult conversations.

Bio:

Justin Jones-Fosu is a full-time daddy who also happens to be an international speaker, a social entrepreneur, a critically-acclaimed author, and mountain climber (he recently conquered one of the famed 7 Summits). His passion for elevation extends beyond trekking; it’s mirrored in his work as the CEO of Work. Meaningful. and in his writing. His book, I Respectfully Disagree (releasing April 2024), challenges the reader to focus on building bridges to people rather than barriers from them.

Quotes:

"We can vehemently disagree with someone's ideology and yet still passionately pursue their humanity."
"Curiosity fills in the gaps with curiosity, not conclusions. Conclusions killed the cat; it wasn't curiosity."
"You have no idea, whether in the workplace or at home, what's on the other side of respectful disagreement, even if it's simply just planting seeds of respect."

Takeaways:

Challenge yourself to a "birthday challenge" where you intentionally learn or try something completely new each year - pushing yourself out of comfort zones and maintaining a growth mindset that keeps you humble and curious about the world.
Practice the "power of three" in conversations by asking follow-up questions that go at least three levels deep, genuinely listening to understand someone's perspective rather than waiting to respond or prove your point.
Commit to one meaningful connection per week outside your typical social circle - seek out a conversation with someone from a different department, background, or perspective, specifically to hear their story without an agenda of changing their mind.

Timestamps:
[00:03] Introduction
[03:15] The Childhood Lessons That Shaped Justin’s Approach to Respect
[06:23] Why Justin Wrote ‘I Respectfully Disagree’ (And What It’s Really About)
[08:58] Why Social Media Is Making Conversations Worse
[12:18] The 4 Ways People Handle Conflict—Which One Are You?
[15:16] How Avoiding Conflict Is Hurting the Next Generation
[16:27] The 5 Rules for Disagreeing Without Losing Respect
[24:58] Understanding Perspective Through Curiosity
[33:35] Proximity Breeds Empathy
[40:35] Finding Common Ground in the Toughest Conversations
[51:05] How Respectful Disagreement Changed Justin’s Life and Career
[52:40] One Simple Challenge to Become a Better Listener

Conclusion:
Real communication isn’t about proving a point—it’s about truly hearing and understanding others. Approaching conversations with curiosity and empathy allows for deeper connections, even in moments of disagreement. Finding common ground doesn’t mean abandoning personal beliefs, but rather recognizing the value in different perspectives. When people listen with openness instead of defensiveness, discussions become more thoughtful and productive. Respecting others, even in difficult conversations, strengthens both relationships and ideas.

Links/Resources:
Website: https://workmea

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Episode recap:

Marcel and Dr. Christie Smith discuss the challenges of integrating technology, generational differences, and shifting demographics in the workplace, emphasizing the importance of human-centered leadership. They also highlight the need for a commitment to development and learning in organizations, the importance of human intelligence in a digital age, and the impact of the pandemic on social interactions and gender equality in the workplace. The conversation concluded with a discussion on the importance of emotional maturity in leadership, the need for leading with love and cultivating insatiable curiosity, and the importance of employee well-being in the workplace.

Bio:

Dr. Christie Smith is a voice in human-centered leadership and organizational strategy. Known as “The Humanity Expert,” Smith spent decades guiding Fortune 500 execs during her time at Apple, Deloitte, and Accenture through the complexities of modern leadership. She’s the co-author of ESSENTIAL: How Distributed Teams, Generative AI, and Global Shifts are Creating a New Human-Powered Leadership. Smith is the founder of The Humanity Studio, a research and advisory institute dedicated to improving the way we live by revolutionizing the way we work.

Quotes:

"We are at a unique time in history as leaders with this confluence of issues that we are meant to solve, not only within our organizations, but within the communities in which those organizations reside."
"Leadership is feeling paralyzed. Only 25% of leaders are thinking of doing something differently, and a single digit percentage are actually positioning to do something different within their organizations."

Takeaways:

Schedule weekly 30-minute "curiosity conversations" with team members where you ask open-ended questions about their work, challenges, and aspirations - without digital distractions.
Audit your organization's skill development programs: Are you truly investing in upskilling employees, or just paying lip service? Create a concrete plan to close skill gaps across generations.
Practice emotional agility by preparing mentally before each meeting, understanding the unique context and emotional needs of the participants - treat each interaction as a distinct human experience.

Timestamps:

[00:04] Introduction

[03:06] Growing Up in a Competitive Family Shaped My Leadership

[05:11] The Biggest Challenges Leaders Face (And How to Fix Them)

[11:42] Why Human Intelligence Still Beats AI in Leadership

[18:00] The Truth About Generational Gaps in the Workplace

[27:30] How the Pandemic Set Women in Leadership Back $2 Trillion

[35:05] Workplace Well-Being Isn’t Just Perks—Here’s What Matters

[45:08] The #1 Skill Every Manager Needs to Support Their Team

[47:29] These Three Leadership Skills Matter More Than Ever

[51:59] The Simple Leadership Shift That Changes Everything

Conclusion:

Real success comes from valuing employees as people, not just workers. When companies support their growth, well-being, and sense of purpose, they create stronger, more motivated teams. A workplace that fosters meaningful development and genuine connection leads to better outcomes than one focused only on output. Prioritizing people in this way doesn’t just improve morale—it builds lasting success for both individuals and the organization.

Links/Resources:

The Humanity Studio - https://thehumanitystudio.com/

LinkedIn - https://www.linkedin.com/in/christiesmithphd/

Book -

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Episode recap:

Dr. Yosi Amram, CEO coach and author of Spiritually Intelligent Leadership, shares insights on how spiritual intelligence (SI) enhances leadership by fostering purpose, compassion, and presence. SI isn’t about religion but about harnessing inner resources for clarity and impact. He breaks down seven core SI dimensions—like gratitude and wisdom—showing how they drive engagement and performance. Simple shifts, like active listening and aligning work with purpose, transform leadership.

Bio:

Dr. Yosi Amram is a pioneering researcher in the field of spiritual intelligence (SI), a CEO leadership coach, and a licensed clinical psychologist. He has coached over 100 CEOs, including leaders of multi-billion-dollar companies, and his groundbreaking research in SI has been cited over 1,000 times. He is the author of Spiritually Intelligent Leadership.

Quotes:

Spiritual intelligence is the ability to draw on and embody spiritual resources and qualities to enhance daily functioning and well-being.
When you have shared vision and purpose, and then you have joy, fun, appreciation, and gratitude among everyone, there's mutual caring, and that builds a sense of community.

Takeaways:

Cultivate a daily gratitude and appreciation practice - Recognize and verbalize the contributions and strengths of those around you to build a culture of positivity.
Implement regular self-care rituals - Engage in activities like meditation, exercise, and time in nature to reduce stress, enhance presence, and recharge your inner resources.
Identify your unique gifts and find ways to use them in service of others - Discover how you can leverage your talents to make a meaningful impact.

Timestamps:

[00:05] Introduction

[04:04] From military to Silicon Valley—Dr. Yosi Amram’s unexpected path

[08:07] How CEOs with spiritual intelligence build stronger teams

[10:10] The real meaning of spiritual intelligence (it’s not what you think)

[13:28] The 7 key traits of spiritually intelligent leaders

[17:29] How to bring spiritual intelligence into your daily life

[19:23] Simple practices to build spiritual intelligence (starting today)

[24:13] Why self-care is the foundation of great leadership

[29:50] The future of leadership: beyond ego to connection

[36:41] Final takeaways—practical steps to lead with spiritual intelligence

Conclusion:

Strengthening spiritual awareness allows leaders to move beyond self-interest and recognize their connection to a larger purpose. When decisions are guided by a sense of responsibility to others, success becomes more meaningful and sustainable. True leadership isn’t just about personal achievement but about creating a positive impact on communities and future generations. By shifting from a mindset of individual gain to one of collective well-being, leaders can foster lasting change.

Links/Resources:

Yosi Amram, PhD
https://yosiamram.net/

Spiritually Intelligent Leadership Book:
https://www.amazon.com/Spiritually-Intelligent-Leadership-Inspire-Inspired/dp/1960583697

For short fun videos to help awaken your SI subscribe to: https://www.youtube.com/@awakeningspiritualintelligence/shorts

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Episode recap:

Marcel’s guests, Tom Fishman and Jesús Mantas from the Builders—a nonpartisan, nonprofit organization—discussed strategies for overcoming toxic polarization by fostering constructive dialogue and bridging societal divides. The Builders empowers individuals through programs in media, civics, and education, believing that most people are flexible thinkers capable of respectful problem-solving. The conversation emphasized the importance of humility, empathy, and understanding in leading with love, creating positive work cultures, and building common ground. They highlighted the need for individuals to take responsibility for their actions, seek diverse perspectives, and engage in open dialogue to drive meaningful cultural change.

Bio:

Tom Fishman, CEO of Builders, has 15 years of experience building businesses and digital communities. He led MTV’s global digital strategy, growing its community to 250 million, and directed social video product strategy at Facebook’s Global Creative team. He also served as general manager at Eko, launching shoppable video experiences. Tom holds physics degrees from the University of Chicago and Columbia University.

Jesús Mantas, Global Managing Partner at IBM Consulting, leads a $10B business transformation unit. He is an Independent Director at Biogen, former member of the World Economic Forum’s Global AI Council, and supports minority-founded startups. He holds degrees in Telecommunications and Business Administration.

Quotes:

"Teams where people can talk to each other in environments where they can authentically consider different points of view and challenge each other constructively will continue to outperform teams that only look at one way." – Jesus Mantas
"When you actually seek out the other side of every decision, it's less likely that you'll take risks or be blindsided by risks you never considered." – Jesus Mantas

Takeaways:

Develop the habit of actively seeking out diverse perspectives, even on topics you strongly disagree with. Approach it with an open mind to understand their reasoning, rather than to argue.
Cultivate personal humility and recognize that your views and beliefs may not be 100% accurate. Be willing to change your mind when presented with new information.

Timestamps:

[00:05] Introduction

[03:58] How Tom is using media to fix America’s divides

[12:23] The 87% of people fed up with division—are you one of them?

[18:47] Is the media fueling division? Here’s what you can do about it

[35:22] Why humility and empathy are game changers in leadership

[55:02] Developing the muscle of empathy

[1:06:44] Final thoughts—how you can take action today

Conclusion:

Real change begins with personal responsibility. While large-scale shifts in systems and institutions matter, the most immediate impact comes from the choices individuals make every day. By shifting perspectives, adjusting habits, and taking intentional action, people can create meaningful progress in their own lives and communities. Waiting for external forces to solve problems only delays what can be changed from within. When individuals take ownership of their growth, they set the stage for lasting transformation.

Links/Resources:

Website: https://buildersmovement.org/

Instagram: https://www.instagram.com/builders/#

LinkedIn: https://www.linkedin.com/company/buildersmvt/posts/?feedView=all

Facebook: https://www

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Episode recap:

Samantha Thomas and Marcel Schwantes discussed Samantha's book on love and business and the broader role of love, trust, and faith in both personal and professional growth. They explored the importance of acknowledging others, fostering psychological safety, and balancing self-love with service to others. The conversation touched on trust’s role in relationships, the dangers of cancel culture, and the need for open-minded dialogue. They concluded with reflections on leadership, emphasizing the power of love over fear in shaping organizations.

Bio:

Samantha is a consultant, coach, and writer who has spent over a decade researching the motivators and barriers to love in human beings and exploring how these factors impact personal relationships and broader social structures.

Her work in love and the psychology of human behavior began with The Love Summit, a business and leadership conference she created while serving as Executive Director of Dream Change from 2012 to 2018. The event brought together business and government leaders to explore how love, as both an ethic and a practice, could heal the deepest emotional wounds of individuals and address society's most pressing social and economic challenges. Samantha was recognized as a Global Shaper by the World Economic Forum and featured in several prominent media outlets. She earned her MSc in Global Prosperity from University College London and a certification in Applied Compassion Training from Stanford University (2023).

Quotes:

"Love is about extending ourselves for the growth of ourselves or another, but it is really about going above and beyond the self."
"Faith is what allows us to keep going. Faith is what allows us to continue creating life because we believe there is meaning, a future, and possibilities. Without that, we have nothing."

Takeaways:

Reflect on past experiences and personal growth to better understand your purpose and how to lead with love.
Explore ways to build trust and psychological safety in your workplace to create a culture of love and growth.
Keep the faith and never give up - change and growth are always possible, even in difficult times.

Timestamps:

[00:05] Introduction
[03:50] From eco-fashion to leading a movement
[05:57] Writing a book on love, success, and purpose
[16:31] The hidden power of acknowledgment in work and life
[21:40] How mirroring love can change relationships
[37:51] Why faith and hope matter in leadership
[47:45] Trust and love—building a stronger workplace
[01:01:22] How leaders can remove fear from company culture
[01:12:20] Love vs. fear—the forces shaping leadership
[01:15:27] Practical ways to lead with love every day

Conclusion:
Love, when embraced as a guiding principle, has the power to shape both personal growth and professional success. It encourages resilience, strengthens relationships, and creates the foundation for meaningful change. Even in difficult times, choosing compassion and optimism can open new paths forward. Lasting progress begins with the belief that growth is always within reach, no matter the challenges faced.

Marcel Scwhantes' Substack

https://marcelschwantes.substack.com/

Links/Resources:
Website – www.justchooselove.com
Substack - https://justchooselove.substack.com/
Instagram - https://www.instagram.com/lovebyst/
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Episode recap:

Marcel and Heather Younger explored the crucial role of self-leadership in leading others effectively. Younger discussed her new book, The Art of Self-Leadership, emphasizing that self-leadership is the foundation of effective leadership and highlighting the importance of self-awareness, emotional resilience, and personal growth. Heather shared her journey from corporate challenges to entrepreneurship, underscoring the need to reframe setbacks as learning opportunities and prioritize self-care. They discussed the connection between mental health and leadership, drawing from personal experiences and high-profile examples like Simone Biles and Kevin Love. Recognizing fear-driven actions, setting clear expectations in relationships, and embracing self-love were key takeaways, reinforcing that strong leadership starts with mastering oneself.

Bio

Heather R Younger, J.D, CSP, is a former practicing lawyer who demonstrates how to put empathy into action through the power of Caring Leadership®.

She is the visionary Founder and CEO of Employee Fanatix, a preeminent employee engagement and workplace culture consulting firm to Fortune 100 companies.

Heather has been named to the Thinkers50 Radar 25, is an award-winning leader in the area of Employee Engagement as recognized by Inspiring Workplaces, is a LinkedIn Learning course partner, 3-time best-selling author, TEDx speaker, and the host of the popular Leadership With Heart podcast.

Quotes:

"If we don't get ourselves right, I don't care how big your team is. You're never going to be as effective as you want to be."
"Our behaviors and our intentional choices determine how we show up for others and for ourselves."
"We can't spill out into the world with all the love we really have inside of us unless we develop the love inside of us for ourselves."

Takeaways:

Conduct a self-audit on your personal values - identify the ones you truly believe in and assess how well you are living up to them on a daily basis.
Establish clear expectations and communication with your manager or team - don't wait for them to set the agenda, take initiative to drive your own progress.
Prioritize self-care practices that nurture your mental, physical, and emotional well-being - find activities that recharge and fortify you.
Approach feedback with an open mindset - view it as a gift, even if it's difficult to hear, and look for opportunities to grow.
Stop waiting for the "green lights" - take ownership of your personal journey and create the change you seek, rather than relying on others.

Timestamps:

[00:04] Introduction

[03:54] How a tough layoff led Heather to a new purpose

[06:24] Why self-leadership is the key to real success

[11:36] The link between self-awareness, fear, and confidence

[21:51] Small wins, self-care, and treating yourself like a brand

[44:01] How to stop fear from holding you back in work and life

[45:42] The secret to better communication and stronger influence

[51:21] Why self-advocacy matters and how to take control now

Links/Resources:

Buy The Art of Self-Leadership - https://www.caringleadershiplearning.com/selfleadershipbook

Heather Younger website - https://heatheryounger.com/

LinkedIn - https://www.linkedin.com/in/heatherryounger/

Instagram - https://www.instagram.com/heatherryoungerofficial/

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Episode recap:Sam Caster, a previous guest on episode 237, graciously offers to interview show host Marcel Schhwantes about his journey to becoming a go-to authority on Servant Leadership, highlighting the twists and turns, trials and tribulations of his professional path that led him to where he is today.

Guest Bio:Marcel Schwantes helps organizations create high-performing cultures where employees thrive and businesses grow. He is an international speaker, executive coach, and author who has been recognized by Inspiring Workplaces as a Top 101 Global Employee Engagement Influencer. His thought leadership reaches millions monthly through outlets like Inc., Time, Fast Company, and Forbes. For the past seven years, Marcel has hosted the Love in Action podcast, which is now heard in 160 countries. He is the author of the soon-to-be-released book Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss.

Marcel Schwantes revisiting a conversation with entrepreneur Sam Caster, founder of ALOVÉA, who shares his journey of building a successful company and the challenges of maintaining its culture after going public. As the company grew, the culture Sam cultivated began to erode due to silos, financial pressures, and a loss of connection—a common issue for leaders when rapid growth threatens core values.

Key Quotes:

"It doesn't start with serving shareholders first. It starts with implementing a vision, carrying it out, and differentiating yourself from competitors."
"Culture won't happen at the flip of a switch. It takes time and starts with leaders championing the call for that culture."

Takeaways:

Prioritize Values: Embed organizational values into daily operations, decision-making, and hiring. Consistently demonstrate how these values are lived out.
Align Leadership: Ensure your leadership team is committed to a people-first, servant leadership approach. Address resistance proactively to avoid undermining cultural transformation.
Expand Diversity: Go beyond race, gender, and ethnicity to build a workforce with diverse ages, backgrounds, and perspectives to drive innovation.

Conclusion:Organizations that embrace servant leadership principles can achieve lasting success, even in tough times. By prioritizing the well-being and growth of their people over short-term profits, they build resilient, trust-based teams with a shared sense of purpose. True leadership lies in uplifting others and creating a foundation for individual and collective success. Marcel Schwantes emphasizes that servant leadership, though challenging, is a transformative approach that fosters loyalty, innovation, and long-term impact.

Links/Resources:

Join the “From Boss to Leader” workshop here: https://www.marcelschwantes.com/frombosstoleader/

Website: www.marcelschwantes.com

LinkedIn: https://www.linkedin.com/in/marcelschwantes/

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Episode recap:

Marcel introduces Sam Caster, a renowned social entrepreneur and the founder and CEO of ALOVÉA, which provides nutritional technologies to tackle global health issues. He shared the challenges of being a social entrepreneur and the significance of social entrepreneurship in addressing pressing health challenges, such as diseases and malnutrition. Caster is recognized for discovering a powerful immune-optimizing molecule extracted from the aloe vera plant, and he describes how he faced extreme resistance from Big Pharma and the FDA. Additionally, Sam discussed his struggle to balance running a for-profit company with providing the same technology through a non-profit organization. He speaks about his passion for social entrepreneurship and how he has dedicated his life to this cause.

Sam Caster is a social entrepreneur who has leveraged his business skills and experiences in order to fund a sustainable contribution of advanced immune support to the world’s most vulnerable children through the Not-For-Profit organization he funded called MannaRelief. To date MannaRelief has donated over 250 million daily servings to children in over 90 countries of the world. He’s also the founder and CEO of ALOVÉA, which provides nutritional technologies that address the growing problems of poor health and diseases worldwide.

Sam shares his journey of leveraging advanced nutritional technologies to combat global health crises while navigating the complexities of regulatory systems. His resilience, purpose, and ability to make tough decisions—like starting over to pursue a greater mission—highlight the profound challenges and rewards of social entrepreneurship. He emphasizes the importance of combining business skills with social impact, creating a model that delivers value to consumers while addressing pressing societal needs.

Key takeaways from the episode include:

Purpose-Driven Business: Build products or services that enhance quality of life and align with personal passion.
Resilience in Challenges: Embrace resistance when challenging the status quo, using purpose to overcome obstacles.
Innovative Impact: Use unique technologies to drive consumer satisfaction while addressing societal needs.
Authentic Leadership: Inspire trust through authenticity, purpose, and alignment of vision, fostering loyalty from teams and consumers.
Global Change through Simple Models: Initiatives like “buy one, give one” demonstrate how sustainable business models can create significant global impact, especially in health-focused industries.

Sam’s story underscores the potential of social entrepreneurship to unite profitability with meaningful action, turning personal convictions into transformative change. Whether tackling systemic health crises or building purpose-driven businesses, his insights provide a powerful roadmap for aspiring entrepreneurs seeking to make a difference.

Links/Resources:

Join the “From Boss to Leader” workshop here: https://www.marcelschwantes.com/frombosstoleader/

Alovéa: https://alovea.com/

MannaRelief: https://www.mannarelief.org/

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In this episode, Hans-Werner Kaas, senior partner emeritus at McKinsey & Company and co-author of The Journey of Leadership: How CEOs Learn to Lead from the Inside Out, discusses how empathy, vulnerability, and purpose define successful leadership. Drawing from his decades of coaching global CEOs and his role in McKinsey's Bower Forum, Hans-Werner emphasizes that true leadership starts with self-awareness and the ability to form meaningful connections.

Hans-Werner challenges the outdated notion that leaders must always be the smartest or most authoritative. Instead, he argues that vulnerability is a strength, fostering trust and openness in teams. By sharing personal struggles, embracing feedback, and admitting mistakes, leaders build bonds that enhance collaboration and innovation. He also highlights the importance of empathy, noting that immersing oneself in others’ perspectives creates trust and inspires purpose-driven cultures.

The Bower Forum’s model is presented as a practical framework for leadership development. It encourages leaders to create personal “commitment plans” focused on self-growth, team leadership, and organizational impact. Hans-Werner shares stories of CEOs who transformed their leadership styles by adopting empathy and a willingness to learn from failures. He advocates for “fearless learning,” which involves questioning assumptions, adapting to new realities, and using setbacks as growth opportunities.

Key takeaways include:

Reflect on Leadership Style: Examine how you respond to mistakes and feedback. Identify one behavior to improve trust with your team.
Build Genuine Connections: Engage in meaningful conversations to understand team members’ perspectives and challenges.
Challenge Long-Held Beliefs: Reevaluate assumptions and explore how adapting them can lead to better decisions.
Practice Fearless Learning: Analyze setbacks without assigning blame and outline actionable steps to improve.
Create a Commitment Plan: Define goals for leading yourself, your team, and your organization, and revisit them regularly.

Hans-Werner’s insights demonstrate that leadership success today hinges on authenticity and emotional intelligence. By fostering a culture of care, trust, and adaptability, leaders can create resilient and high-performing organizations. Vulnerability, self-awareness, and empathy are not just traits of effective leaders—they are essential for building thriving teams and achieving sustainable success.

Links/Resources:

Website: https://www.mckinsey.com/

Bower Forum: https://www.mckinsey.com/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/executive-programs/bower-forum

Book: https://www.amazon.com/Journey-Leadership-CEOs-Learn-Inside/dp/0593714210/

LinkedIn: https://www.linkedin.com/in/hanswernerkaas/

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Why do some organizations thrive in collaboration, innovation, and resilience while others struggle with stagnation and silos? How can leaders build a culture that inspires risk-taking, fosters diversity, and drives ethical success?

In this episode, we have invited Dr. Mary Murphy, a social psychologist, Stanford graduate, and protégé of mindset pioneer Carol Dweck. Dr. Murphy's groundbreaking research builds on Dweck's work to explore how organizations, not just individuals, adopt mindsets that profoundly influence performance, motivation, and inclusion. She introduces the concept of "Cultures of Growth" versus "Cultures of Genius" and unpacks the transformative power of creating a learning-focused organizational culture. If you're ready to revolutionize your team's dynamics and embrace a sustainable path to growth, this episode is your blueprint.

Summary:

Dr. Mary Murphy explains that fixed mindset cultures focus on "star performers" and collecting top talent, while growth mindset cultures believe everyone can develop and contribute with the proper support. She discusses the negative consequences of a fixed mindset or "culture of genius" environments, such as risk aversion, lack of collaboration, and ethical issues. In contrast, growth mindset cultures are more inclusive, innovative, and supportive of employee development.

Dr. Murphy provides practical advice for leaders to foster a growth mindset culture. This includes understanding your and your team's mindset triggers, strategically using feedback and praise to encourage growth, and creating an environment where mistakes are seen as learning opportunities. She emphasizes the importance of equity, not just equality, in supporting the unique needs of each team member. Dr. Murphy also shares examples of strong growth mindset cultures, like Patagonia, that focus on sustainable and regenerative organizational practices. The key is continuous attention to culture to prevent regression to a fixed mindset environment.

Quotes:

● "Mindset isn't just located in our mind. As I said, it is influenced by the people in the situations around us. And so the solution changes to not just get people to change their minds, but to change the culture around them so that everyone is naturally moved more to their growth mindset most of the time."

● "In the culture of growth, we see that you can put in some learning structures so that we can understand the measured risks we want to take. We can create sort of small experiments along the way."

● "An equity lens means that we might be giving different things to different people. It's not equality, giving everyone the same thing. It's understanding where people are in the moment and what different individuals need to be successful to grow and develop maximally."

Takeaway:

● Identify your mindset triggers - the situations that tend to push you towards a fixed mindset. Be aware of these triggers so you can proactively manage them.

● Provide "wise feedback" to your team members - start by expressing your high standards and belief in their ability to meet those standards before providing specific, actionable feedback.

● Implement a "favorite mistakes" practice in your team meetings - have everyone share a mistake they made that led to valuable learning.

● Solicit critical feedback from your direct reports and model how to receive it with a growth mindset. Show them how you plan to use the feedback to improve.

● Focus on equity, not just equality, when developing your team. Provide different resources and support based on each person's unique needs and goals.

Timestamps:

[03:49] Dr. Murphy's story: How her multicultural upbringing shaped her research

[06:27] Cultures

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Quotes:

Marcel begins his conversation with world-renowned CEO Alan Mulally by exploring Alan’s background and upbringing, which heavily influenced his leadership style and life of service. As they dive into the slide stack, Alan shares pivotal lessons and words that shaped his early life and career at Boeing and Ford, including a statement that embodies his “Working Together” system: “By ‘working together’ with others, you can make the most positive contribution to the most people.” [18:47]
Alan Mulally and his trusted advisor Sarah McArthur designed the “Working Together” system to foster a connected and collaborative culture of love by design. Alan highlights the key elements of his operating system, starting with its most important principle: people first... love ‘em up. "Love" as a guiding word for organizational processes marks a profound shift from traditional leadership approaches. Alan clarifies his intention behind the word love, stating, “I’m not looking for a date... this means I LOVE humanity, and we’re going to work together and align around, including everybody, a compelling vision, a comprehensive strategy for achieving it, and relentless positive implementation.” [27:04]
Alan illustrates the transformative impact of the "Working Together" system with examples from his time at Boeing and Ford. One such example is the 1990 agreement for the development of the Boeing 777. This collaborative effort was so powerful that the first pilots of the plane requested it be named Working Together. Quoting the pilots, John Cashman and Kenny Higgins, Alan recalls: “We have never had a working together experience like this... This airplane is going to be phenomenal.” [37:39]
Alan clearly outlines the goals and expectations he sets with his teams at every step. For today’s listeners and viewers, he highlights the Ford Creating Value Roadmap included in the slides. Alan emphasizes that these expectations are always developed collaboratively. In this case, the team created an acronym—FORD—to outline the process, which culminates in the essence of his philosophy: “The essence of everything is working together globally using our expected behaviors.” [43:52]
Alan explains the “Working Together” leadership and management system as consisting of five key elements. It starts with the Principles and Practices discussed earlier in the episode, followed by implementation through Governance, Leadership Team, Creating Value Roadmap, and Business Plan Review. He describes this system as an ever-spinning circlerevisited weekly to ensure its effectiveness. “The reason this is called a system is because you need to do this over and over again.” [55:43]
Alan is also known for his remarkable work-life balance, which he attributes to the alignment of authentic leadership with the Be and Do of the “Working Together” system. He describes this alignment as an authentic, integrated One Life and Life’s Work of Service, calling it “our love made visible.” Alan challenges listeners to reflect by filling out a chart from one of the slides, identifying their Who, What, Why, and How. “This is one of the biggest contributions we can each make by moving in this direction, because we don’t have to go tell everybody about it... They can see it.” [1:04:34]

Key Takeaways:

Alan Mulally shares a heartfelt conclusion, tying together the Be and Do of “Working Together.” He leaves listeners with well wishes and advice: “Start in the morning with your partner [yourself]... and ask if there is anything else you need to do to serve as you live with humility and love. It’s amazing what it will mean to your life.” [1:24:22]

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Episode Recap:

Marcel speaks with Nathalie Gerschtein, President of L’Oréal’s Consumer Products Division in North America. Nathalie discussed her journey as a leader and her experiences moving up the ranks. They also explored topics such as psychological safety, unleashing human magic, and the concept of love as a leadership strategy, with Nathalie sharing her experiences as a mother working abroad and her journey to becoming the first woman to lead L'Oréal's Consumer Products Division in North America. Nathalie emphasized the need for women to remain ambitious and not apologize for their drive and to be open to learning from others. The conversation concluded with a discussion on the importance of leading with love and ambition in the workplace.

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Quotes:

The leaders that rose to the top during the pandemic are those who quickly figured out how to come together as a team, even in a remote setting. Guest Nathalie Gershetin explains how she adapted amidst the COVID-19 pandemic in 2020: “Sometimes pivot is perfection. We’re not going to get everything right, but we have to be really tight as a team.” [6:04]
Nathalie elaborates on the concept of the growth zone, emphasizing the importance of finding a balance between extending oneself to try new things and learning, even through failure, while maintaining grace and allowing time for growth. “If we stay static and remain always in our comfort zone, we don’t learn anything. But if we stretch ourselves too much, then we are in the panic zone all the time, and we won’t be able to learn as much.” [8:40]
Marcel poses an intriguing question to Nathalie: How does psychological safety within a corporate team affect the consumer? Nathalie reveals that psychological safety is the key to fostering innovation and creative thinking. “Either we get comfortable and we always use the same ‘recipe,’ but then we’re not going to give the best to our consumers OR we really debate ideas and decide if this is the best innovation.” [14:50]
What is "Love in Action" to Nathalie? She describes it as the concept of being a "Learn It All Leader," not a "Know It All Leader." Nathalie underscores the importance of empathetic leadership that integrates love and learning into practice. “I’m not here to explain to my team everything they should do, how they should do it, and what is the best way to get everything right. I am here to be wisdom on the journey of learning, and I am here to also learn from them.” [16:50]
Many leaders are parents, and being candid about that can make you a better leader! Nathalie shares how her vulnerability as a working and traveling mother empowers her team members facing similar challenges. “I talk about my daughter at the office, and I think it's good because it enables other women to talk about it. It is not a taboo…I am a mother.” [25:15]
Nathalie offers advice for young women entering the industry and pursuing leadership roles. She emphasizes the need to shift paradigms and encourage women to embrace boldness and imperfection. “Remain ambitious and don’t apologize for your ambition.” [27:50]
Key Takeaway: Nathalie inspires listeners to prioritize their employees as a cornerstone of success. “In order to be successful in the marketplace, you have to be successful in the workplace.” [33:16]

Mentioned in this episode:
Nathalie Gerschtein on LinkedIn

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Episode Recap:

Career development is broken, and our expectations have not kept pace with the reality of today’s workplace, according to today’s guest, Julie Winkle Giulioni. Julie co-authored the classic bestseller Help Them Grow or Watch Them Go, which has been re-released in an expanded version. Julie argues that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results, and she provides managers with the types of conversations they must have with their employees. Today, we’re talking about developing and growing employees.

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Quotes:

Treating development as an annual checkmark, an “I don’t have time” mentality, and talent scarcity—these are all common mistakes managers make when it comes to career development. Guest Julie Winkle Giulioni explains the challenges in organizational career development. “There are assumptions that lie under the surface, that drive behavior that is not in the leader, nor the employee, nor the organization's best interest.” [13:07]
Development is driven by relationships and conversations—small pockets of time already enveloped in the time we’re spending with our team. It’s all about conversation. Julie profoundly exclaims that it’s not about something on your to-do list; it's about who you are. “The key is to underburden ourselves as leaders when it comes to development.” [15:58]
It’s no secret that organizations have gone through a lot of changes since the pandemic. With more people working remotely, productivity and performance have continued to be maintained—but what about development? Julie dedicated an entire chapter to this quandary. After surveying, she found it’s all about intentionality—something as simple as weekly one-on-ones with five minutes centered on development. “There is no silver bullet. What you need to do is everything you would do with people who are co-located but do it with greater intention.” [22:40]
Straight up is not the only path for your development. Julie shares an analogy that compares the career ladder to rock climbing—the challenge and experience that comes from stretching out and trying something new right where you are, with and without support. “We are always feeling like growth looks like going somewhere else, when the truth is the only thing we have full control over in our work is our work... and there is so much room for improvement there.” [32:19]
The world is changing, and we are all aware of it. Roles are changing, jobs are changing, so how can we future-proof our careers? When Julie looks into her “crystal ball,” she shares her vision for the future of career development over the next decade. “Less of a focus on pathways, and more of a focus on possibilities.” [37:12]
Hopes, dreams, fears, aspirations… these are all parts of development and represent a truly intimate way we interact with our teams. Leaders who embody this—it’s love in action. “Attending someone's development is the most loving way we interact as leaders with those around us.” [40:00]
Key Takeaway: Julie brings home the episode with a final thought and the idea behind all her work: “Development is not a to-do. Development is a to-be. It’s a relationship. It’s how we show up day in and day out.” [40:40]

Mentioned in this episode:Website: Julie Winkle Giulioni

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Episode Recap:

Marcel and guest Mitch Warner discuss the impact of Arbinger Institute’s work, particularly the book "Leadership and Self-Deception," on organizational transformation and the importance of self-awareness and humility in leadership. They also explored the concept of self-deception and its impact on decision-making and relationships, emphasizing the need for accurate perception and the ability to see oneself and others clearly for effective leadership. Lastly, they discussed strategies for overcoming self-deception and improving workplace relationships, including adopting an “outward mindset.”

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Quotes:

“This new need in my life is all-consuming; it’s the need to be justified for not seeing you and responding to you truthfully, as a person. So how do I get that justification? In the very way I got it in that moment—by seeing you and me falsely, by deceiving myself.” [14:20] Guest Mitch Warner discusses self-deception across both the workplace and personal life. Self-deception is essentially lying to ourselves, often resulting in misplaced blame and sacrificing our happiness, success, and results.
“We will never see the lie that we’re telling ourselves, even though we’re the ones telling it. Because we need it and want it to be true, so we have to look for the red flags.” [19:10] Mitch emphasizes that we rarely recognize our own self-deception. Instead, we must stay vigilant for warning signs in our behavior. These red flags may appear in various forms, such as internally “lawyering up” to justify actions or avoiding others entirely. These signals suggest that something may be amiss, and we need the courage to follow them.
“Anytime I, as a leader, walk around with an image of myself, that will undermine and undercut my effectiveness in every single leadership situation.” [22:29] Holding onto a particular self-image limits effective leadership, as Mitch explains. True leadership is about being present with and responsive to those around us without the interference of ego.
“Anytime we encounter dysfunction, we find what we call collusion... groups that are mutually in self-destructive self-deception.” [30:24] This damaging behavior often permeates organizations at every level, creating a destructive “dance” in which self-deception feeds on itself across teams.
“Once I’ve regained a sense of the humanity of the people around me, then I regain my effectiveness. Because now we’re just together in a different kind of connected way.” [32:45] Mitch illustrates how adopting an “Outward Mindset” changes our behavior by enabling us to see people as inherently valuable, as we see ourselves.
Key Takeaway: “Go meet to learn, NOT meet to get.” [39:23] Mitch challenges listeners to schedule one meeting with no agenda—just genuine curiosity. This non-agenda conversation offers a chance to identify and address self-deception, fostering better understanding and collaboration

Mentioned in this episode:
Leadership and Self-Deception - Get the book from Arbinger
Arbinger Institute
Matt Warner on LinkedIn

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Quotes:

“This Venn diagram has been the story of my life. How do I achieve really cool, hard stuff and at the same time be the best human I can be?” [11:16] Urs Koenig has a diverse background in endurance sports and intense careers. Whether ultra biking or working as a NATO military peacekeeper, the most impactful part of his life was finding balance in being a good person—this inspired his book, Unlock Leadership’s Secret Weapon: Radical Humility.
“People often tell me, ‘If I show up with humility, I’m a pushover; I have no spine; I have no confidence.’” [22:28] Dispelling myths about humble leadership and moving away from the "heroic leader" model, Urs explains that humility is actually a prerequisite for confidence and a strong sense of self. It allows leaders to be vulnerable and open to feedback—critical components of humility.
“The soft stuff—building more self-awareness, showing up with vulnerability—it’s not soft. The soft stuff is tough.” [30:25] Urs shares a powerful story of vulnerability from the CEO of Intuit. Leading with humility requires immense courage, as well as the work involved in developing these "soft skills": journaling, reflection, accepting feedback, and applying the necessary focus and thought.
“The Platinum Rule requires me to really know my people on a meaningful level, so I can treat them the way they want to be treated.” [35:04] Urs contrasts the Golden Rule, "treat others the way you want to be treated," which he calls selfish, with the Platinum Rule. The latter encourages leaders and teams to have conversations about how they want to be treated and receive feedback.
“Humble leadership sometimes means raising your voice or giving clear, direct orders. Let me be very clear—this is not about name-calling or yelling. It's about being firm, direct, and inviting feedback, all with the goal of raising performance.” [46:23] Urs shares a story from his time as a NATO Peacekeeper Commander, explaining how strong, safe workplace cultures thrive on openness and feedback. It’s not about agreeing on everything, but about being receptive to criticism.
“Schedule one 'deepening the relationship’ meeting with one of your teammates.” [51:22] Marcel and Urs discuss humble leadership throughout the episode. To make the shift to Radical Humility, Urs suggests starting with a first step: strengthen the relationship with one teammate this week.
Key Takeaway: Urs Koenig closes the episode with this message: “Be tough on results, tender on people. The notion that we either have to be a good human or a tough leader is a false dichotomy. We can all courageously do hard things in a human way.” [53:52]

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Mentioned in this episode:
Urs Koenig
Urs Koenig on LinkedIn
Radical Humility: Be a Badass Leader and a Good Human: Urs Koenig
Marcel Schwantes
Ma

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Quotes:

“Othering is not according to someone else for expression, for dignity, for mutuality of their humanness. In some ways you’re saying they can be less than, conditional, or completely invisible and some way they don’t count.” [14:44] What is othering? john powell defines this important term and explains these expressions on a vast spectrum, from not acknowledging to genocide and ethnic cleansing. Othering happens on a gradient, being by one single person or entire groups like organizations and governments.
“Those that can fit into the environment, those species actually thrive. But what happens when the environment changes? Can those species adapt? When the change is slow, inevitably yes. When the change is fast, it's not clear. [19:12] In 2024, it's clear that while in many ways we have become more accepting, the world is changing rapidly, causing anxiety and stress that increases instances of an expanding othering.
“The driver is fear, and fear can be manipulated. Fear is not rational... How do you talk to the lizard brain? When fear is activated, it's not the prefrontal cortex; it's the amygdala, the part of the brain we share with the lizard…what this lizard is most afraid of? Not belonging. [50:43] As Marcel and john’s conversation shifts from othering to belonging, john explains that irrational part of our brain, “the lizard,” as the barrier we most often find to creating belonging.
“A leader has many roles. But one role is to hold the container that holds everybody else... and tell the story. What does the company stand for?” [56:20] How can leaders create more belonging in their organization? The answer is to reflect the values of the institution as a priority. Create an atmosphere that makes it clear that human dignity is at the forefront.
“Be hard on structures, and soft on people” [1:01:00] john brings attention to the need for systems and structures for harmony in the workplace, noting that too often it's the people we are hard on and the structures we let off softly.

Key Takeaway: Guest john a. powell closes out with a quote from Dr. Martin Luther King Jr.: “The arc of the moral universe is long, but it bends toward justice.” Commenting that it doesn’t just bend on its own; WE bend it, and even more so, we bend it toward belonging. As we move forward in history, we will move forward to a world where everyone belongs.

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Mentioned in this episode:

Book: Belonging without Othering How We Save Ourselves and the World
Othering & Belonging Institute
john a. powell
Eddie Pate and Jonathan Stutz: How to Build a Culture of Belonging with Small Daily Actions (Ep #226)
Marcel Schwantes on LinkedIn
Marcel Schwantes

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Quotes:

“This research is not to vindicate the bad apples; it is in fact to tell leaders you have to look inward and decide…is it me or my employees?” [14:25] As Marcel and his guests dive into the research, Charn explains the introspection required by good leaders to understand if their leadership might be causing workplace deviance and the necessary steps from that point instead of just passing blame.
“Are you socially aware enough of what is happening at work? The relationship between you and your employees? The relationship between the employees themselves? …If you’re really politically skilled, and if you’re a really good leader, you should be able to see the matrix.” [22:01] Parker Ellen discusses one of the foundations of political skill in a leader: social astuteness. This is all about taking a step back and seeing a different picture and how you may even be contributing to deviant behavior.
“This is a time of transition in the workplace; if we can come at it from a collaborative place, we’ll have a lot of success.” [33:35] Katie Alexander touches on the coach and team mindset that younger generations are longing for in the workplaces that can provide feedback when needed but also create growth. This idea promotes the importance of a caring, hands-on, and dedicated leader that in many ways prevents workplace deviance.
“Are they appearing like a ‘bad apple’ because I’m highlighting that aspect of them in the way that I lead?” [39:14] Parker challenges the idea that there are either good or bad ‘apples’ and extends the thought that there are tendencies to either have both deviant and compliant actions in many people. Moreover, on how your own tendencies to not be the best leader can react with that.
“Take a second to listen to your employees and recognize why something might be happening. Sometimes on small affronts, we can attribute major things, but it might not be anything. That doesn't mean we can’t correct the behavior, but it also means we’ll have the ability to give them grace as a leader because we spent that time upfront. ”[46:55] As all three guests share what love in action means to them, Charn shares a story from his time in the military exemplifying the need to give grace and again take a step back and see the whole picture in order to lead with love.

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Mentioned in this episode:

MIT Sloan Management Review article: Bad Apples or Bad Leaders?
Charn McAllister on LinkedIn
charn.mcallister@nau.edu
Charn McAllister: It’s Important To Be Likable (Episode #50)
Katie C. Alexander onLinkedIn
B. Parker Ellen III on LinkedIn
p.ellen@msstate.edu

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Quotes:

“The mind-heart connection is essential; we can’t expect that we’re just going to exercise, eat right, and be healthy, and run a multimillion dollar business and not avoid having a heart attack from all the stress we’re ignoring.” [11:45] Guest, Dr. Jonathan Fisher, describes the core message behind Just One Heart. Caring for the mind-heart connection within yourself AND between our peers with our physiological responses and influences.
“If I have to face you [a cardiologist], that means I’m having heart issues. But if I can manage the heart through those 4 dimensions—physical, emotional, social and spiritual—and live the kind of life, having the proper balance that addresses those 4 areas...this is life-changing.” [17:34] Host Marcel Schwantes responds to Dr. Fisher’s explanation on how cardiologists should be gauging heart health with their short 7 minutes of face-to-face time in the patient exam room.
“People who don't have a sense of their core purpose and meaning and transcendent sense of belonging in life... Those people are at higher risk of dying young from heart diseases.” [26:02] Dr. Fisher elaborates on the heart crisis of today riddled with obesity, depression, anxiety, loneliness, and loss of purpose. This ‘Doom and Gloom’ only proves to emphasize the extreme need to focus on multidimensional heart health.
“I didn’t want to just avoid being sick. I wanted to live a good life.” [30:55] As he sets up the support for the message in his book, Dr. Fisher explains the 7 traits of a healthy heart that go beyond physical health. All listed in an intentional and meaningful order: Steadiness, Wisdom, Openness, Wholeness, Courage, Lightness, and Warmth.
“We are often so harsh with ourselves... that it spills over and affects others negatively, and we don't know it until people tell us. So it begins by examining the way we speak to ourselves and treat ourselves. And we begin by treating ourselves with love and kindness.” [44:25] Working his way through the 7 traits from the book, Dr. Fisher poses step-by-step questions to assess and work on your heart.
“If I can just pause and be a little gentler to myself and treat myself with some ease and lightness, there’s this amazing spillover effect that everyone else around me can feel.” [48:12] As Marcel and Dr. Fisher close out their conversation, Dr. Fisher reminds and encourages listeners to be kind to yourself. It goes a long way.

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Subscribe to Marcel’s Substack and get exclusive access to the Green Room for post-episode conversations where Marcel and his guests give you practical advice to make you a better, more effective leader. Subscribers will also have access to live Green Room conversations and be able to interact with guests. Subscribe here. Mentioned in this episode:

Jonathan Fisher, MD, FACC
Instagram - @happyheartMD
Jonathan Fisher on LinkedIn
Just One Heart: A Cardiologist’s Guide to Healing, Health, and Happiness
Episode 223: Dr. James Doty: The Neuroscience of Manifestation

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“If you focus on just hiring a diversity of folks and you don’t focus on creating a culture of belonging, with inclusive leadership, people are going to come right in the front door and go right out the back door.” [20:03] That's what Jonathan Stutz calls a ‘leaky bucket’ when it comes to flipping the DEI (diversity, equity, inclusion) to ID&E, putting the priority on inclusion. Jonathan and Eddie Pate discuss why inclusivity in the workplace is so important. They take an important stance on the nuance of race and gender inclusion.
“The whole notion of micro inequities and micro advantages are these subtle actions, statements, or comments that significantly influence the way a person feels or how much they feel they belong. These are often targeted towards people who are underestimated—racial minorities, LGBTQ, and women in situations.” [37:45] Alongside micro vulnerabilities, microaggressions, and microinequities are actions that mute and remove talented individuals from a position of contribution. Eddie discusses how understanding these can help you and others around you see how micro-inequities and micro-advantages are being used and turn them around. He highlights The Platinum Rule, where instead of treating people how YOU want to be treated, treat them how THEY want to be treated.
“You’re always going to hire the best candidate for the job, but having that diversity is something that needs to be there.” [53:10] What is candidate slating? How can you have an inclusive hiring process? Jonathan shares some tips on how to create effective diverse hiring, like creating a diverse hiring board as well as casting a wide net, including multiple outgroups or minorities, and removing tokenistic diversity from the equation. Eddie reaffirms the importance of this process by adding the need for inclusive hiring training for leadership.
“How do we turn a meeting into a more inclusive meeting?” [56:21] Host Marcel Shwantes seeks ‘everyday pebbles’ tips to turn moments that everyone has across their workday into a more inclusive place, creating ripples through the organization. Eddie shares the ‘pause button’ as an agreed-upon process in a meeting to further discussion and slow down when it comes to hot topics. Jonathan dives into the importance of 1:1 meetings, a place to grow trust between manager and employee.
“You have to be very clear: you are not going to drive this yourself. ID&E is not a top-down endeavor, and that’s how this works. It's top-down, middle-out, bottom-up.” [1:04:20] Eddie State CEOs need to not call out but call in, opening up to learning and taking accountability. Jonathan chimes in that inclusion is a daily endeavor with lots of little things, changing processes like SMART goals to SMARTIE—adding inclusion and equity to the consideration of everything.
“This is a journey, not a destination. Inclusive leadership is leadership.” [1:10:55] As the three close out the episode, Jonathan and Eddie share their number one takeaways that drive home the point that inclusion is a non-negotiable priority as a leader of an organization, and the pebbles ripple throughout every employee's life.

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Mentioned in this episode:

Daily Practice of Inclusive Leaders
Eddie Pate
Jonathan Stutz : Global Diversity Partners
Marcel

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“The stories we tell are as, if not more, important than what happened” [8:29] As Peter Kim, introduces his research on trust, he discusses how the narratives we portray and the reasons behind actions are the key pieces behind trust. This couldn't be a more critical point when society is so divided.
“If I’m to take the stance, 'no, my initial trust should be 0’... that would have had an enormous effect on my life to a degree where I wouldn't have been able to enjoy the vast number of experiences I’ve been able to have.” [17:30] Where does trust start and build? Peter explains how a higher level of trust as a baseline is crucial to life experiences, whether that be to travel and try new foods or to build relationships. With no trust comes no experience. He says we are better off with a high level of trust because, in general, it ends up to our benefit by self fulfilling prophecy.
“What I’ve found is that as soon as you see it as a violation of integrity or an indication that they lack integrity… it’s almost impossible to repair that relationship.” [28:40] Is it possible to rebuild and repair trust? Peter explains that people in general do not believe that integrity can improve, but if they switch the lens of the reason for that breach of trust to be a competence issue like a lack of understanding or pressure from another factor, it is more likely for the trust to be repaired because we can see and believe that people can learn and increase competence.
“We see those in positions of power differently. We believe for example, that CEOs, if they are involved in a transgression, it’s more intentional.”[36:46] Similar to the way trust is perceived between outside groups, trust is more divided between positions of power and the people below them. CEOs face a difficult challenge of perception where people question their integrity and, even more so, the genuineness of their remorse when trying to correct transgressions. Peter explains how CEOs can rule out the idea or challenge of a ‘lack of integrity’ through their actions and the relationships they create with their followers and employees.
“Most people do want to do the right thing; [Netflix] has found [their HR policy] has been an extraordinarily helpful way of reducing bureaucracy, enabling freedom, creativity, and productivity at the organization. That is an approach based on seeing the good in people, believing people are trustworthy, and creating the atmosphere that allows that to flourish.” [42:02] Peter shares an example from the company Netflix in which their policy embodies the act of trust. Other organizations can also create this really effective environment of natural trust.

Mentioned in this episode:

Peter H. Kim, PhD, Author
Peter Kim - Professor - University of Southern California - Marshall School of Business | LinkedIn
Marcel Schwantes on LinkedIn
Marcel Schwantes

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Quotes:

“The heart has a causal role in modulating perception…how we think, how we feel.” [24:56] After Dr. Rollin McCraty walks us through his background and what brought him to HeartMath, we dive into the science of the heart. We all know the popular phrase I love you with all of my heart… It’s not I love you with all of my brain. In fact, there is a natural, scientific reason behind this simple expression of love. We have this sense that there is more to the heart, and science supports that.
“What we feel, whether we’re frustrated or angry or impatient OR we’re more calm, or compassionate, appreciative, these emotions are directly reflected in the rhythmic pattern that the heart is beating.” [29:53] Dr. McCraty gets into the science of how the heart transports information through the thalamus to the brain, and what it means for this rhythm to be incoherent disruption is transmission through the thalamus.
“The heart is carrying emotional state information…so what I’m saying, quite literally, is that we are broadcasting; we are radiating our emotions into the field. It doesn’t stop at the skin.” [42:57] You can feel the tension in the room. This is a familiar phrase that has more truth than we might realize. The truth is, we are emanating our feelings, and others can feel them too. The power this has over the energy of a room is palpable.
“You can learn a heart math technique on how to shift into coherence in minutes when you practice it, but how do you bring that in and sustain it within an organization?" [55:09] McCraty comments that it is not usually a culture shift that's needed, it's a climate shift. After today’s discussion about the way our emotions emanate around us, this makes perfect sense.
“This is a technique called Shift and Lift; it’s something you can do with your eyes open ( no one needs to know you’re doing it), right when you’re in a meeting or dealing with a difficult client to create a more coherent environment. This is where we are taking responsibility for what we are putting into that energetic field.” [58:45] McCraty walks Marcel through this exercise from a Heart Math program that involves breathing and shifting your thoughts to kindness, love, and appreciation. Marcel shares how he visualized his way through this exercise.
“If enough of us as individuals start taking that responsibility and adding that love, care, compassion, and kindness into the field, that makes it easier for others around us and globally to wake up their next level.” [1:10:33] As we close out our conversation, Dr. McCraty urges us to pause throughout the day and examine the feelings and emotions we’re holding onto. Are we putting out anger and frustration? Focus on how you can make that shift to love and care. The impact is one that will radiate around the world.

Mentioned in this episode:
HeartMath Institute
Science of the Heart | HeartMath Institute
Rollin McCraty - Research Director - HeartMath Institute | LinkedIn
The Business Plan for Peace: Building a World Without War: Elworthy, Dr Scilla: 9781999816438
Marcel Schwantes on LinkedIn
Marcel Schwantes

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The Business Plan for Peace: Building a World Without War

“You’re the only person that can accept yourself, forgive yourself, and understand that we are all frail, fragile human beings and nonetheless, we all deserve to be loved.” [18:58] Jim Doty, author of “Mind Magic” starts the episode with the story of how he was helped to overcome his childhood trauma by the woman from the magic shop. He explains how, in many ways, trauma and unconscious baggage cause people to lose their Self agency seeking external affirmation. This validation seeking becomes an unconscious driver of your behavior, even manifesting perhaps the “bad” things that happen to you.
“I realized my actions were fear based because of what I felt my deficiencies were, and I was masking them by showing off to other people. Once I reoriented myself after this period of reflection, I realized its not about me and what really makes a life is to be of service to others.” [25:38] As a seriously successful neurosurgeon with a plethora of high value material possessions, one might think Jim ‘had it all’, but left with an emptiness inside even among his success, he entered a period of reflection that pointed him in a new direction. He shares later in the episode that even though he had manifested everything he wanted, he had not manifested what he needed.
“When you don’t believe you deserve it, that limits you in achieving.” [36:40] What are you already manifesting? Jim explains how all of our habits and beliefs make up all of our decisions and actions, for good and for bad. You can use the power of the mind to change your life, whether that's your physiology or your intentions.
“Using these techniques, and the right mental framework greatly increases the likelihood of something manifesting if its going to manifest at all.” [43:47] Value Tagging is a technique Jim explains that acts as a filing system of your subconscious to assign value to your desires, dreams, and goals in the forefront of your mind. This isn’t a 100% ticket to reaching success, but it is highly more effective than living in a fear state or focusing and assigning mental value to things you don’t actually want.
“The electromagnetic energy [from your heart] emanates about 3 to 5 feet outside of your body, and people are attuned to that.” [49:28] There are far more electromagnetic energies that contribute to human presence than most of us realize. Jim uses the example of being able to understand how your partner is feeling without saying a word, or how you can sense kindness from a stranger after only being around them briefly. These electromagnetic energies are processed and sent to the brain, so that when you train your brain intentionally, it not only affects you physiologically but also how you actually walk and interact in the world.
“You have to love yourself to give love to others. There is this fear of being your authentic self, and when that fear is the driver, it blinds you.” [1:19:24] As Marcel and Jim wrap up this conversation, Jim speaks to the leaders about love and authenticity and the powerful impact they have on an organization.

Mentioned in this episode:
James Doty
Mind Magic by James R. Doty, MD: 9780593541142 | PenguinRandomHouse.com: Books
CCARE Stanford
jrdoty@stanford.edu
Happi.ai
Marcel Schwantes on LinkedIn
Marcel Schwantes

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Segment 1 featuring Gianpiero Petriglieri:

“We are neither incompetent or not malevolent, we are just caught within a model of leadership which really doesn't describe the sort of leadership we want to see in the world, and that we ourselves would like to see in the world. [9:10] The overwhelmingly used type of leadership is the dominant model. It is called this not just because it is a dominant form of leadership across organizations but also it is dominant in nature. Gianpiero Petriglieri calls out this model as narrow and deceiving focusing to much on attention and getting other people to do what you want. It’s used often but it is the base of every complaint people have with leadership. Why are we still using it?
“In my experience people don’t click when the see someone that fits a model, they click when they see someone that makes them feel understood and motivated.” [17:41] As Gianpiero discusses his perspective and research, he calls out that it’s not really about what people CALL leadership but WHAT people call leadership. Listen for that clear distinction…what makes people follow, listen, and trust in leader?
“Leadership is not inside people. It’s between people.” [22:21] Leadership is a relationship. Gianpiero comments, we are aspiring to be more caring and generous in other relationships, why wouldnt you want to integrate those as a leader?
“What is it that you’re worried about. What would it take for you to get less worried?” [34:49] What is holding us back from making the shift away from dominant leadership? Gianopiero challenges that we are afraid to be vulnerable, afraid to be hurt, and ultimately afraid people will think we are ‘soft’. He ends his segment calling out leaders to make love a part of the job, even if its scary and even if its hard.

Segment 2 featuring Joe Davis:

“You have to recognize that your people are humans. They are not cogs in the wheel.” [58:46] As Joe Davis explains the 7 ways ways to give of yourself from his book, The Generous Leader, Marcel and Joe dive into #2: Generous Communication. Here Marcel reads an email in which Joe generously and deeply connected to his employees amidst the pandemic, among this touching communication Joe also shares other practical tips; keep it short and accessible, ask questions, and listen.
“An Action Ally is someone who is paving the way, opening the door, and creating opportunities for someone else to walk through and perform.” [1:04:20] In chapter 5, Joe discusses allyship; you can wear the button, you can hit diversity metrics, but how can you be an action ally? Joe explains how you can support, mentor, and be an ally.
“If you are not inspiring them, they are gonna walk. You need more of the best to really drive results.” [1:10:20] How is Generous Leadership and the bottom line connected? Well, you need your employees and your team and you need to them to be all in, inspired, and motivated.
“It’s not all about you. You are not the solution to all the answers. You have to do it with and through leverage all of your people.” [1:13:13] How do make the transition to generous leadership? Ask questions, respect what your people have to say, and small acts of appreciation! The world is changing and the world is blurred…connection is more important than ever.

Mentioned in this episode:

Gianpiero Petriglieri
Leadership is a Kind of Love
Joe Davis
The Generous Leader: 7 Ways to Give of Yourself for Everyone’

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Samantha is a coach, consultant, writer, and the founder of The Love Summit Business and Leadership Conference. Through coaching and consulting, she helps individuals and businesses lead by an ethic of love for greater congruence in their lives and organizations. You can sign up for Samantha’s newsletter at Just Choose Love where you will get updates on her upcoming book and more.

Quotes:

“I was insistent we call it The Love Summit, because I thought it was important that we didn't shy away from using the word love. That’s part of our problem when we hide from things, then there is no way we can face them the way they need to be faced.” [11:06] Guest Samantha Thomas shares her story, research, and the creation of The Love Summit Business and Leadership Conference.

“Love is that extension of ourselves for the growth [of others], giving life to another or ourself.” [13.58] Samantha resonates the most with M. Scott Peck’s definition of love ‘Love is the will to extend one's self for the purpose of nurturing one's own or another's spiritual growth. Love is as love does. Love is an act of will — namely, both an intention and an action.’ The two refer frequently to the definition throughout the episode as an important way to see and provide love as a leader.

“When leaders lead like dictators, when they lead from the top down, people don’t want to support them. They are not inspired by them, they don't feel safe with them.” [29:10] Samantha says it herself, this is not news, people! Humans, employees, and individuals want to be loved. Consider icons like JFK or MLK; they led from a place of common interest, goals that would serve the people and in turn people followed them.

“What helps human beings to perform better? It’s not such a mystery; we just need to be treated like humans.” [37:21] We are overpathologizing ourselves instead of leaning into the humanness of life. Samantha explains the problems that can arise with pathologizing, not dealing with inner problems, and talking to our peers about what is causing their suffering.

“Changing our relationship to suffering, having the courage to face it and walk through the things that are causing our suffering. Rather than evading or taking the fearful route. That is where true wisdom comes from.” [42:35] Our personal experiences of suffering and changes in life are so valuable to ourselves and the people we work with. A common theme of this episode is not to shy away from the hard stuff, because the hard stuff makes the biggest impact.

“We grow through helping other people grow.” [50:39] As Marcel and Samantha close out the episode, Samantha shares some leaving sentiments and 4 shifts she encourages leaders to make for the growth in themself and their people; Perspective, Personal Growth, Narrow Mindness, and Relationship with pain.

Mentioned in this episode:Just Choose Love
Congruence Coaching, LLC
IG: @lovebyst
FB: facebook.com/justchooselove
LI: linkedin.com/in/samantha-thomas-56563b28
Marcel Schwantes - Ooltewah, Tennessee, Professional Profile | LinkedIn
Marcel Schwantes

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Quotes:

“It’s hard to believe I’m an expert in belonging when so long in my career...I didn’t belong.” [07:55] Guest Brad Deutser shares his diverse background that led to his company, Deutser Consulting Firm, all about human approach to change!
“What the research found is that belonging is actually above strategy AND culture.” [21:56] As Brad explains the levels of research that went into his book, Belonging Rules: Five Crucial Actions That Build Unity and Foster Performance, he shares this idea that belonging at work is a crucial purpose in society as a whole. He even found that people were able to work for LESS if they had more belonging at work!
“In our organization, in our families, in our communities... it doesn't matter where; there are power structures that impede our progress and our ability to win.” [25:45] Rule #1: Turn into the power, Brad dives into the first rule in his book explaining power structures and compliance that comes along with things like affirmative action, title 9, and DEI. How do we turn into the power? Pause. It’s not charging through but instead stopping, thinking, and asking questions.
“When we listen with labels, we diminish people… we diminish their thinking, their ideas.” [33:30] Brad’s Rule #2: Listen Without Labels serves as a message that yes, labels can be true, but they often don’t tell the complete story. Removing labels from listening allows you to see the big picture without bias and engage differently.
“Purpose alone doesn’t give the differentiation enough to where someone says, ‘I’m going to opt in to THAT’.” [38:57] Oranizational identity is made up of purpose (the why it exists), the values, and the behaviors expected, which comes back to Rule #3: Identity over Purpose. It’s about creating a space of shared importance.
“Challenge needs to be a bigger part of our society; how we challenge needs to be different.” [42:04] Too often people confuse conflict and challenge. Rule #4: Challenge Everything. Brad explains what an effective positive challenge versus a negative conflict. He outlines how to invite challenges to incite creativity with curious and human questioning. You need to stop coming to conversations with your boxing gloves on!
“Do you really tell 100% of the truth? Or do tell 100% of YOUR truth? It’s different than THE truth.” [49:45] The last rule is a tricky one, RULE #5: Demand 100% of the truth. Reject the 80% of the truth that is typical, and go after that additional 20%. There are things that our easier not to talk about; diversity, psychological safety, inclusion. These are the truths that are often not told. We don’t have to have the answers, but we do need to have the questions.
“Leadership doesn’t start at a certain time, later in our life. It starts early in our life.” [1:00:49] Brad is talking about the leadership tether, this is one of the exercises he encourages listeners to try as Brad and Marcel close out the episode. He asks listeners to go back as far as they can and create a timeline of events and opportunities where they were called on as a leader, and consider the commonalities and feelings of belonging associated with these events.

Mentioned in this episode:

Deutser
Cultivating Belonging In Leadership: Institute For Belonging
Brad Deutser on LinkedIn
Belonging Rules: Five Crucial Actions That Build Unity and Foster Performance: 9781637744024: Deutser, Brad: Books

None

“Patience gets a bad rap, because the doubters and skeptics tend to think that if you slow down, the flow of the business slows down.” [3:13] People too often mistake patient leaders for passive leaders. Marcel shares a real life example of how officers deescalated a dangerous situation with a slowed down, patient approach and how this translates into the workplace and high pressure environments.

“When you’re face with high-stake challenges, critical decisions that need to be made… take a moment to collect your thoughts and reflect on your perspective, rather than reacting impulsively.” [5:55] Marcel highlights the patience is a super power that leaders have that can actually prevent unnecessary conflict and make way for more effective solutions.

Mentioned in this episode:
Marcel Schwantes on LinkedIn
Marcel Schwantes

In this mini episode, Marcel shares quick insight on the impact of love and care throughout the leadership levels and how that impacts entire organizations inside and out. What’s next? You can look forward to upcoming content from Marcel's forthcoming book.

“Leaders have an enormous responsibility to care for their people, and in those truly human places…love and care show up at every leadership level through things like empathy, inclusion, belonging, and psychological safety.” [00:54] These might not be characteristically love traits, but Marcel challenges you to consider how these actions make people feel… the overwhelming answer? ACCEPTED. He highlights how love in action not only impacts groups, teams, and peer relationships but all the way to the customer. Be on the lookout for the content coming from Marcel’s forthcoming book in Winter 2024.

Mentioned in this episode:

Marcel Schwantes on LinkedIn
Marcel Schwantes

Robb Holman is an internationally recognized leadership expert, executive coach, keynote speaker, podcast host, and best-selling author who has a heart for authentic relationships and a true talent for equipping people with the skills and the knowledge necessary for their success.

Quotes:

“The book Lessons from Abdul, has everything to do with bringing a needed and timely balance to the receiving and the giving. But I highlight in the book the hidden power of receiving from anyone, anytime.” [15:59] Marcel Schwantes is interviewing friend, colleague, and esteemed leadership expert Robb Holman on his new book, Lessons from Abdul. Robb shares who exactly Abdul is, how he met him, and the inspiration for this important message.
“Receiving falls into three buckets: one is help or support, another could be opinions or perspectives, and the third would be praises or compliments”. [22:04] Robb and Marcel discuss what receiving looks like and some of the struggles that come with receiving. Marcel opens up about pride getting in the way of receiving affirming words. Later in the episode, Robb elaborates on the barriers to receiving and steps to work through them.
“There is study upon study that just shows that when you share stories, not just professional stories, when you share personal stories and you're committed to doing so on an ongoing basis with your team members, so much magic comes in and out of that place. [32:00] As Robb shares a story from his childhood working with his coach and namesake of the book, Abdul, he breaks into an important thing he learned about storytelling and building bonds. When you share stories with your team, an unwavering trust is built that is anchored in values. And when you have a true understanding or your own unique values, you are opening your mind to learn from others.
“This exchange of receiving leads to more selfless service, not selfish service…we receive deeply so we can give more greatly.”[43:20] Bringing home the interview, Robb shares a moving story about his wife ringing the bell for her last chemotherapy treatment. He explains how they have opened their hearts to receiving and have been able to receive in so many ways during this time. He explains that it is not selfish, even the opposite of that—that on the other side, he and his wife will be able to give like they have before, and that is the hidden power of receiving.

Mentioned in this episode:

Amazon.com: Lessons from Abdul: The Hidden Power of Receiving from Anyone, Anytime eBook : Holman, Robb: Kindle Store
Lessons from Abdul
Research Says Learning How to Receive, Not Just Give, Can Make You Happier | Inc.com
Robb Holman
Marcel Schwantes on LinkedIn
Marcel Schwantes

Quotes:

“There’s a growing body of research that finds organizational kindness, in how people treat each other, how leaders manage the workforce, how customer-facing employees interact with their clients....has enormous benefits. It’s just great for business.” [0:35] As Marcel opens the episode, he begins with an excerpt from his forthcoming book, expected Fall 2024. He discusses kindness and the difference it holds from just “being nice." It’s about intention, and it goes beyond surface level politeness. When you’re truly kind, it impacts everything.
“I'm going to take a break from the podcast to get this book project done and off my plate. We will be back at full strength with weekly episodes featuring world-renowned guests in April 2024.” [2:55] Marcel announces that the Love in Action Podcast will be taking a break while he puts in the work to finish the manuscript for his aforementioned book. The book is important for businesses and leaders around the world. Listeners can look forward to the podcast returning in April ‘24, until then, Marcel would love to hear from you about topics and guest suggestions for the future.

Mentioned in this episode:
Marcel Schwantes - Ooltewah, Tennessee, United States | LinkedIn
Marcel Schwantes

Erica Keswin is a globally renowned workplace strategist, consultant, speaker, best-selling author, and professional dot-connector. Her latest book is The Retention Revolution. Erica first joined Marcel in the very first episode of Love in Action. Now in a post pandemic world, she returns to share the “7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company” as written in her latest book.

Quotes:

“The world of work has changed, there is no going back.” [10:00] As Erica Keswin dives into the why now of her latest book, The Retention Revolution, she explains how these pretty standard ideas and predictions on how work would progress were accelerated due to the pandemic. One point being that the young members of the workforce are no longer staying at companies for their lives; they look at work differently than previous generations, and they expect their treatment to reflect that.
“[The book] is not necessarily tying them to the chair…it’s keeping them connected”. [14:50] In a 30,000 ft. view of her book, Erica gives a synopsis of the 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company. She compares the new ways of thinking to the old mindset when it comes to onboarding, autonomy, flexibility, professionalism, offboarding, and more.
“If you have intentional onboarding, it’s drastically related to your ability to retain your employees.” [15:45] Erica’s book explains 7 old ways of thinking and the new ideas that should replace them. She starts with something important but is often thought of as a thing before the work starts. Instead, intentional onboarding looks like strategic relationship building from recruitment and beyond. Erica shares really impactful ideas on the new way to onboard from major companies like Hulu and Gusto.
“There’s a need, AKA demand for leaders to be more human.” [25:18] During the pandemic, Erica says, leaders were defaulting to a more loving and caring management style. But now, a year later, we're all but forgetting that piece, no longer checking in or asking how the staff is truly doing. The problem is that employees still need this human professionalism from their leaders.
“The people are your work now, as it should be because expectations change when you’re elevated into a leader role.” [37:00] Marcel quotes Erica’s book with a story from OC Tanner, which explains the way culture must elevate and celebrate middle managers. Often, middle managers are on the front lines, in the mess of it all, but they have the power to influence the rest of the culture in an organization, and they need the support to do so.
“Left to our own devices we are not connecting, take some time and make sure that you’re connecting, especially as we celebrate Thanksgiving…that you’re connecting with others in your personal life, your work life, and also taking time to connect with yourself.” [44:40] Erica closes out this Thanksgiving (if you’re listening from America) holiday with a special and important sentiment about connection.

Mentioned in this episode:
Erica Keswin
Get your electronic copy of Erica’s first book, “Bring your Human to Work.” Email Erica for your free copy: erica@ericakeswin.com
The Retention Revolution: 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company
Erica Keswin on LinkedIn
Erica Keswin (@ericakeswin) on Instagram
Marcel Schwantes on LinkedIn
Marcel Schwantes

None

Dr. Michelle K. Johnston is a renowned executive coach and business professor. She is the author of The Seismic Shift in Leadership. Dr. Johnston is a champion of connection in the workplace. She talks with Marcel in this episode on how leaders can serve their team and ultimately how connection drives results.

Quotes:

“You have to figure out right now how you can communicate and lead in a way that makes your people feel seen, heard, valued, respected, and appreciated.” [11:51] Dr. Michelle K. Johnston dives right into the long list of expectations for our leaders in today’s world. The center of all of these important qualities: connection.
“If you really want to build trust and safety and team cohesion, then embed time to do an offsite with your team, bring in a facilitator and start with the question: what’s your story?” [18:11] Creating an environment of psychological safety is more than just blurting out your origin story. Dr. Johnston peels back the layers of what it really means to get to know your coworkers and how that builds true trust and community.
“Connecting with your team…the foundation of that is truly turning the speaking/listening equation on its head.” [29:13] Are you giving your team the space and the environment to be heard? She explains how leaders can do their job better by listening before speaking. As a servant leader, your job is to serve your team, helping them to do their job and hearing them out.
“He [Todd Graves] adds laughter and levity, he makes it fun.” [38:20] Speaking about fast food chains, Raising Cane's CEO, Todd Graves, and his success across the world, Dr. Johnston talks about his championing of what he wants to see in his organization. The future of work and leadership is encompassed by this idea of fun and enjoyment, making it more than ‘just work’.
“Connection drives results.” [42:20] This is the basis for Dr. Johnston and Marcel’s entire conversation today. She explains that result oriented leaders will only accomplish goals by going back and embedding time to connect.

Mentioned in this episode:
Dr. Michelle K. Johnston
The Seismic Shift In Leadership: How To Thrive In A New Era Of Connection
Michelle Johnston on LinkedIn
Communication Preference Profile Assessment | Dr. Michelle K. Johnston
Marcel Schwantes on LinkedIn
Marcel Schwantes

The Seismic Shift in Leadership: How to Thrive in a New Era of Connection

Kristina Mänd-Lakhiani is the co-founder of Mindvalley, the world’s most powerful life transformation platform. She’s the author of Becoming Flawsome: The Key to Living an Imperfectly Authentic Life. Kristina speaks about personal transformation, authenticity, understanding and accepting oneself and a path to happiness.

Quotes:

“Authenticity is the force without direction, because it’s your relationship with yourself. The moment you use authenticity in your relationship with the outside world, you give this force a direction.” [10:04] Authenticity is being true to yourself. Does this mean speaking the truth? Being blunt? Being rude? No. Kristina explains the difference between behaviors and authenticity, there is no particular behavior that is authentic because it will depend on the true value and self of an individual.
“There are so many facets and layers to living with perfectionism; it’s not just recognizing that you have it but actually being functional with it.” [21:09] As Kristina explains the barriers of perfectionism, she shares how to move past them. If you have lived all of your life as a perfectionist, this will not simply change overnight. She challenges you to consider your idea of failure. What is failure to you? Try to reconceptualize it.
“Honesty starts with the very simple realization... I may be wrong.” [26:32] Imposter syndrome is easily combated with the idea that you don’t know everything. Kristina says, when you realize that at any point in the day, about anything you can be wrong, a strong weight is lifted.
“For our society, vulnerability is the dose of medicine that we have to take because we have forgotten the true face behind our polished facade.” [39:15] Kristina speaks on the buzzword and quality everyone talks about, vulnerability. What is vulnerability, and why is it important? She explains the place and purpose of vulnerability. It’s more than sharing an inspiring story. It is being brave without certainty of the outcome.
“We don’t know how self love looks; we’re afraid of it; we don’t understand it. We confuse self love with self care, with selfishness, and with being self obsessed. We confuse self love with indulgence with complacency. We’re afraid of it; we don’t know how it looks. That’s why we do the rituals; it makes us feel a bit better." [55:25] What is the difference between self love? Kristina explains it as the complex relationship in which we care for ourselves. And in one of Marcel’s final questions about leading with practical love, she says that in order to bring more love and kindness into your organization or any other facet of your life, you must bring more love and kindness into your relationship with yourself.

Mentioned in this episode:
Kristina Mänd-Lakhiani
flawesomeb – Kristina Mänd-Lakhiani, Author & Mindvalley Co-Founder
Kristina Mänd-Lakhiani (@kristinamand) on Instagram
Kristina Mand-Lakhiani on LinkedIn
Mindvalley
Marcel Schwantes onLinkedIn
Marcel Schwantes

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, and is renowned for her research on psychological safety. She is the author of Right Kind of Wrong. In this interview, Amy sets the stage for how leaders can learn and thrive through intelligent failure.

Quotes:

“That is love in action, when you find work that you feel is almost meant for you and you can do it in a way that people seem to appreciate.” [13:04] Amy Edmondson shares her journey from engineer to her unlikely position at Harvard Business School where her work is world renowned.
“Mistakes are deviations from best practice in known territory whereas intelligent failures are an experiment that didn’t work out the way we’d hoped.” [17:41] Why are leaders afraid to fail? Amy explains the difference between mistakes and failures. To operate a failure free organization means there are no risks being taken. Leaders must embrace intelligent failure or fail to innovate and ultimately fail altogether.
“It’s good to have high standards, it’s good to pursue excellence but perfectionism is this crippling belief that ‘I cannot make mistakes, I cannot come up short or I'll die.’” [25:56] Explaining perfectionism, Amy draws this mode of thinking as a mindset at odds with healthy failure. Marcel and Amy discuss the small failures and how you react and respond can help perfectionist attitudes by relieving the pressure.
“If you’re a leader in an organization, get out ahead of these predictable failures in mindset and behavior that your employees and managers will fall prey to.” [37:27] Amy sets leaders up with the steps for setting up a culture that allows for healthy failure, by breaking the path to perfectionism. Leaders must start emphasizing purpose and encouraging curiosity.
“As soon as you remind yourself to be humble, you are almost naturally curious.” [42:47] How does humility connect to failure? Amy describes that humility allows the questions to arise that you don’t have all the answers. Providing opportunity for risks and chances to learn from these intelligent failures.
“We are all fallible human beings, that’s just a given. Now, how do we thrive?”[55:14] As Marcel and Amy close out the episode, she answers her own question connecting it all to love in action. We thrive through intelligent failure, with love, interconnectedness, facing an unknown future together.

Mentioned in this episode:
Right Kind of Wrong: The Science of Failing Well by Amy Edmondson
Amy Edmondson on LinkedIn
Amy Edmondson (@AmyCEdmondson) on X
Tomas Chamorro-Premuzic and Amy Edmondson (Episode #87)
Marcel Schwantes on LinkedIn
Marcel Schwantes

“Leadership and life is about human relationships.” [1:04] Servant leadership has emerged over the last 40-50 years as a solution for leaders in the business world changing their attitude when it comes to leading their organizations

“Listening lands first on my list because it’s a crucial yet frequently absent trait in leaders.” [3:08] Marcel credits Robert Greenleaf as responsible for the modern Servant Leadership movement as he dives into the characteristics of a servant leader.

“Empathy has been proven to drive performance.” [3:32] Listing empathy as the second characteristic of servant leaders, Marcel explains that it is an extension of listening. Where leaders are able to be understanding and listen to others without judgment.

“How have you been a servant leader?” [6:23] Marcel poses this question after he shares the other 3 characteristics of a servant leader: Self-Awareness, Foresight, and Commitment to the Development of people. Consider how you have modeled the traits of servant leadership. What would it do for your team if you were to think and act this way?

Mentioned in this episode:Marcel Schwantes - Ooltewah, Tennessee, United States | Professional Profile | LinkedIn
Marcel Schwantes

HUBERT JOLY is the former Chairman and Chief Executive Officer of Best Buy and is now a senior lecturer at Harvard Business School. He is also a member of the board of directors of Johnson & Johnson and Ralph Lauren Corporation, a member of the International Advisory Board of HEC Paris, and a Trustee of the Minneapolis Institute of Art. Joly has been recognized as one of the top 100 CEOs in the world by the Harvard Business Review, one of the top 30 CEOs in the world by Barron’s and one of the top 10 CEOs in the U.S. by Glassdoor.

Quotes:

Marcel asks Hubert what he believes business is about. “At the heart of business... is the pursuit of a noble purpose, putting people at the center, embracing all stakeholders, and treating profit as an outcome, not the goal,”[3:12] Hubert responds.
“There are three imperatives to an organization and tackling them in the correct sequence leads to optimal outcomes: a people imperative - having the right teams properly motivated and equipped; a business imperative - having happy customers who you sell good products to; and a financial imperative - about profit. [10:05]” Hubert shares how financial results have to be the end focus. First, you have to start with people; when you do this, the financial results will come.
“The old model of leadership portrayed a leader as a superhero here to save the day, probably the smartest person in the room, and, unfortunately, too driven by power, fame, money or glory,” Hubert claims. “This [type of leadership] doesn’t work... [people] want to be part of the journey and the solution.” [16:55] Hubert debunks the concept of perfectionism as a key to success; he shares how demonstrating his imperfection actually helped create the right environment for optimal performance at work.
“Operational progress creates routine degrees of freedom, so sometimes you have to start with the basics before you think about creating an amazing future,'' [35:47] Hubert advises. He describes the five ingredients for creating a fabulous work environment, which are: connecting dreams, developing authentic human connections, fostering autonomy, achieving mastery, and putting the wind at your back.
“Work is love made visible... Business is about embracing all stakeholders… This is a beautiful friendship you’re building with all stakeholders, treating all of them, in a sense, as customers.” [50:30] Hubert shares how he thinks leaders love in a practical way, day in and day out.

Mentioned in this episode:
Hubert Joly
Marcel Schwantes

Dr. Jennifer Nash, a leadership expert and consultant to Fortune 50 organizations, is the bestselling author of “Be Human, Lead Human”. She invites you to radically disrupt your leadership thinking and practice to lead effectively in a post COVID-19 world. She shares a research-based, actionable framework to transform leadership thinking and practice, engaging human connection as the cornerstone of organizational performance.

Quotes:

“There is no personal self and no professional self, we’re all one human being.” [6:50] We don’t leave part of ourselves at the door when we walk into work each morning, says Dr. Jennifer Nash, as she describes the power of innate curiosity to understand the way humans operate in the corporate world.
“We have leaders that for the most part want to do the right thing, they wanna lead well but they don't have the tools to do so”. [11:55] In a post COVID-19 world, Dr. Nash says we’ve been in a leadership pandemic. Leaders want to fall back to the old school mentality and old tools because they can't get comfortable in the new normal. She takes a look at what is driving this discomfort and what tools they need to make the change.
“The first part of that internal GPS, the ‘Leading Yourself’ is figuring out…what are your values?” [22:55] Dr. Nash discusses the Human Leading Operating Model, a triangle that features three legs: Self, Others, and Business. She explains the first step: determining the values that guide decision making. This model works together so that leaders can take a look at how they lead themselves so they may lead others and the business more successfully.
“There should be a lot more emphasis placed on building relationships in the workplace, because that is what helps work get done, it’s the glue that holds the social fabric of the organization together.” [27:00] It's not just the output or just the work employees are doing; who your people are and all of the different facets of their being are important. Dr. Nash explains the fuel and power that is relationship building in the workplace.
“The HUMANS Framework came out of all of the research that I did for the book, it addresses all of the needs that we all need as humans.” [30:00] Dr. Nash created the HUMANS framework to highlight 6 elements: Hearing, Understanding, Mattering, Appreciating, iNspiring, Seeing… all connected to these important dimensions of humans and powered by relationships.
“Where do you fall on this human leader paradigm?” [36:35] In Dr. Jennifer Nash’s book Be Human, Lead Human is the Human Leader Index, a 67 question assessment. You can also find this online on her website. Not only can you gauge where you are as a human leader, but if you want to move the needle and do the work, Dr. Nash has resources and activities as well.

Mentioned in this episode:
Dr. Jennifer Nash
Jennifer Nash, PhD, MBA, PCC on LinkedIn
Human Leader Index (HLI) Assessment | Dr. Jennifer Nash | Coaching and Consulting
Marcel Schwantes

When it comes to using love in the workplace, our guests on this podcast literally wrote the book. Zina Sutch and Patrick Malone are the co-authors of Leading with Love and Laughter. Zina has been leading development and diversity programs in the U.S. government for 20 years. Patrick Malone spent 23 years in the Navy, serving as an officer in the medical service corps. Today, Zina is also a faculty member of the key executive leadership program at American University, where Patrick is the director.

Quotes:

“I look for people having fun at work – laughing. If I see people in a staff meeting cracking up with each other… that’s a good team. So, why hasn’t anyone written a book about this?” [8:55] The two talk about how they decided to write a book about love, laughter, and the workplace.
“The perspective that we had on love was that it was a mutual admiration, respect, and care for one human being to another.” [10:54] It’s important to define ‘love’ early on – there are a lot of different types of love, after all.
“People have this false idea that having emotions in the workplace, feeling love and exuding that love for other people is a weakness.” [13:33] This isn’t true, as Zina says: “But the exact opposite is true: When you are so confident in yourself, in who you are, you know yourself well enough to know boundaries, to know what is right and wrong, how to approach people, what love feels like to you, what it should feel like to others, then you become the strongest person in the room.” [13:47]
“If you think you’re a leader, and you look over your shoulder and no one is following you… you’re just taking a walk.” [15:07] Patrick talks about how there are a lot of people in positions of leadership who can direct and tell people what to do, but are they really leading? This happens at all levels of an organization.
“The single most important factor for organizational success and accomplishment is psychological safety.” [17:42] Patrick shares the science that backs up Zina and Patrick’s book. Technology isn't the most important factor, according to Microsoft's research.
“Laughter in the workplace, people think, ‘OK, I’m going to be a joke teller’. But that’s not what it is at all. It’s much deeper than that.” [29:18] If you can develop environments where people feel free to laugh and love one another, you’re on the right path. If you walk into the room and everyone stops talking, there’s a problem. It’s important that your presence in the workplace breeds positivity and good feelings—in other words, love and laughter.
“Love starts with the self.” [39:46] Everyone, from the bottom of the corporate ladder to the very top, should focus on loving themselves. That’s how you really begin to love others. Take time out of your day to do self-analysis and determine what 'self love’ means for you.
“Don’t make it about work,” [41:02] Patrick says small, one-on-one interactions create love, and when you do that, don’t make it about work. Ask your employees or coworkers about their lives and what’s going on with them. That’s how you create real, authentic connections.

Mentioned in this episode:
Leading with Love and Laughter: Letting Go and Getting Real at WorkSutch & Malone
Zina Sutch - LinkedIn
Patrick Malone, PhD - Director - Key Executive Leadership Programs - American University | LinkedIn
Marcel Schwantes

Leading with Love and Laughter: Letting Go and Getting Real at Work

Dr. Natalie Baumgartner is Chief Research Officer and Partner at Contemporary Leadership Advisors (CLA) and Chief Workforce Scientist at Achievers. She has spent over a decade focused on driving the translation of culture research and theory into SaaS based software, working to help make it possible for organizations to solve problems and achieve goals that advance their performance. In this conversation, Dr. Baumgarnter brings home her passion for connection within organizations with the four pillars of manager effectiveness.

“It was very eye opening in terms of where managers are thriving and where they’re struggling, and how employees are feeling about all of the above." [9:52] Dr. Natalie Baumgartner is talking about the Achievers Report on The Foundations of Manager Effectiveness. Using a variety of factors of effectiveness, the report found that only 28% of employees would actually recommend their managers to others.
“Managers aren't getting the training, the support, the scaffolding that they need to deliver these really critical factors that employees need to receive." [13:01] It’s no surprise managers are not reaching their employees effectively; Dr. Baumgartner says 1 in 5 managers never received any training. So many employees are promoted to managers, but there is no clear guide on what it means to shift from an individual contributor to a manager. This lack of empowerment is creating a systemic issue of failure in management.
“There is no such thing as too much recognition as long as it’s meaningful”. [22:08] Recognition is one of the Four Pillars of Manager Effectiveness, in addition to meaningful contact, coaching, and development. Dr. Baumgartner speaks to the great impact of recognition. Managers must give some form of recognition once a month at the bare minimum, but she explains that weekly specific, individual recognition can make all the difference in manager effectiveness and team productivity.
“Manager effectiveness and manager empowerment are two different concepts that are linked. We must be empowering, supporting, developing, training our managers to deliver." [25:29] Dr. Baumgartner asks the question, How can we measure and monitor effectiveness if we are not first empowering? First, managers need to set themselves up for success with education, support, and empowerment, and then ask team members how they’re doing. When it comes to measuring effectiveness, the employees ARE the measuring stick.
“We’re seeing that female managers are struggling in even more ways than the general population of managers.” [35:17] In their report, findings showed an overall lack of development in managers, but Dr. Baumgartner was surprised to find just how lacking it was when it came specifically to women. She describes the challenge women managers face to move out of middle management and how they are deepening research in this area.
“We need to be creating connections inside our organizations. Between managers and employees, between one function and another function, up and down. We need that connection; people aren't getting it, and it’s hurting all of us.” [36:50] Throughout the conversation, Dr. Baumgartner shares the effects of isolation as it relates to this post pandemic era. Now more than ever, in our organizations, in order to be effective, connection is so important.

Mentioned in this episode:Achievers
Achievers Workforce Institute
The foundations of manager effectiveness report
Natalie Baumgartner, PhD - Member - Chief | LinkedIn

Todd Finkle, Gonzaga University Pigott Professor of Entrepreneurship, is the author of Warren Buffett: Investor and Entrepreneur. He was the entrepreneur of six ventures and obtained a PhD & MBA in Entrepreneurship & Strategic Management, and with over 250 books, articles, presentations, and scholarships.

Quotes:

“He [Warren Buffet] was doing so many entrepreneurial things through his youth that he made $76,000 by the time he graduated.” [15:08] By the age of 10, Warren Buffett already knew he wanted to be an entrepreneur. Warren started his businesses early with youthful ventures like lemonade stands, selling bubble gum and coca cola door to door, and barbershop pinball machines.
“In looking for people to hire, you look for three qualities: Integrity, intelligence, and energy. And if they don’t have the first, the other two will kill you.” [25:45] Marcel quotes Warren Buffett in this advice for hiring as a testament to Warren's good character. Todd Finkle, the guest and author of Warren Buffett: Investor and Entrepreneur, shares parts of Warren’s history that contributed to his value of integrity. Beginning with strong family values but continuing with big life events like his court testimony in the case against the Solomon Brothers.
What defines happiness? “Warren will tell you, it’s how many people that love him…he won't say how many houses he has or the kind of car he has.” [33:42] Todd comments on Warren’s philosophy of happiness, which revolves around love for others, generosity, and the people around you. For Warren, more important than money and success is leaving behind a legacy of love.
“They’re [Warren’s shareholder meetings] are kind of a combination of a rock concert…a carnival…and a cult. …The people that go there are the best part.” [38:35] Many of Todd’s insights on Warren come from his attendance at Warren’s shareholder meetings, where he got to be face to face with the legend. Beyond the words coming straight for Warren, Todd shares that the environment and community at these meetings with smart, like minded people from all over the world are invaluable.
“How to live a better life is so powerful and so important, if you’re doing that you won’t need as much money to be happy.” [42:06] Financial freedom, personal success, and living life to be happy—these are the lessons learned from Buffett and the takeaways author Todd Finkle hopes his readers will take to heart.

Mentioned in this episode:Todd Finkle - LinkedIn
Todd A. Finkle, Ph.D. | Gonzaga University
Warren Buffett | Columbia University Press
Marcel Schwantes

Amelia Dunlop is Deloitte Digital’s Chief Experience Officer and the author of Elevating The Human Experience. Amelia writes and speaks regularly on the topics of human experience, design, and customer strategy. In this episode of Love in Action, she touches on the three paths to elevate the human experience involving self love and worthiness at work and in life.

Quotes:

“So many traditions and philosophies teach that the fundamental human condition is one of suffering. There are many things you and I may not have in common, but [we can understand] that feeling of suffering we share.” [9:30] Why is elevating the human experience so necessary? Amelia shares the importance of helping people feel loved and worthy and the impact it has at work.
“If you're not putting human needs at the center, you feel burned out; if you’re not feeling heard, you feel gaslit, if you’re not feeling included, you feel excluded.” [12:43] There are many ‘trends’ of focus in the workplace right now, and as Marcel points out, burnout, loneliness, and isolation are not new concepts. Amelia turns these problems around and focuses on the cause: human needs and the human experience.
“The first path is the path of the self where we learn to see ourselves as inherently worthy of love.”[16:15] How often do you share love with yourself? Amelia explains the system of external affirmations in society through grades, gold stars, etc. It is the self love that comes from within that allows us to see that we are worthy. She challenges listeners to write down the reasons they are loveable and explore those answers.
“You could argue that doing the work on yourself is selfish. No, doing the work on yourself is critical as a leader in particular. You now have to mirror back the worth into somebody else, and that’s the second path.” [29:20] Amelia quotes Ian Forrester when she says, only connect. She explains how we cultivate worthiness as leaders within our employees. We can do this by showing up as allies at work: As a friend, as a mentor, as a sponsor, and as a benefactor. Consider not only who those people are for you but also who you are to others.
“What does it mean to leave someone better off, no matter how brief the interaction?” [37:37] As Amelia begins to discuss the third path, cultivating love in the community of work, she places importance on acknowledging the system that is there; even though it is invisible, it can be deconstructed and redesigned to support our human needs.
“The journey element is key, there is no point of arrival…we are always a work in progress." [41:48] Marcel and Amelia wind down there discussion on the three paths to elevate the human experience. Amelia notes that these paths are not always sequential and require a lifelong journey of work.
“We have about 40 years of research from Gallup that says [recognizing your employees’ contributions improves employee engagement]; it does something special to the human spirit when somebody lifts and builds you up through gratitude.” [43:30] Closing out their conversation, Marcel notes research that backs up Amelia’s tip for leaders: Catch your employees doing good work and let them know!

Mentioned in this episode:
Amelia Dunlop | LinkedIn
Marcel Schwantes

Julie Winkle Guilioni is the author of the international bestseller Promotions Are So Yesterday: Redefine Career Development. Help Employees Thrive. As a champion for workplace growth and development, she believes that everyone deserves the opportunity to reach their potential. Julie supports organizations and leaders who want to make that happen with keynote speeches, consulting, and training.

Quotes:

“It really does feel like Promotions Are So Yesterday is the sequel [to my previous book] because, as you know, Help the Grow really focused on the conversation, ‘How can we disarm this whole thing called career development?’.” [12:14] Before diving into her new book, Julie reiterates the message behind her first book and what that means for her research.
“The climb is listed as well as your other 7 discoveries for these new alternative ways people want to grow and develop.” [17:05] Marcel and Julie touch on the 7 dimensions of development in the book: Contribution, Competence, Confidence, Connection, Challenge, Contentment, and Choice.
“We found that contribution across ages, genders, levels - that was number one.” [23:21] Julie discusses the really positive meaning behind the number one dimension, contribution, as a top need for people in the workplace. A surprising yet comforting bottom dimension? The climb of the corporate ladder.
“This whole conversation around choice is really alive for a lot of employees, managers, and organizations alike, as we try to figure out: where does that decision-making lie?” [30:28] Julie explains how the ranking around choice fluctuates and has changed heavily based on COVID related shifts in the workplace.
“A facilitative mindset acknowledges there is wisdom, there are insights, there are brilliant ideas inside each person just waiting to find expression.” [34:59] Julie outlines how leaders can act as facilitators by asking great questions and, at the same time, cultivating silence to create a safe playing field for employees to share their contributions.
“The work becomes the development, the development becomes the work.” [47:00] Marcel drops a quote from the book that sums up the movement in which employees are shaping their work and the way leaders can seamlessly embed this intention of learning in any job.

Mentioned in this episode:
Marcel Schwantes
Julie Winkle Giulioni
Assessment - Julie Winkle Giulioni
Julie Winkle Giulioni, Author | Facebook
Julie Winkle Giulioni | LinkedIn

“To this day, Bruce is my favorite boss because of his penchant for leading with love.” [0:44] Marcel ‘introduces’ Bruce, a favorite boss from his corporate career. He explains the qualities of love Bruce led with and how they impacted him at work.
“While he was still "the boss," I was much more satisfied and engaged in that job than at any other time during my corporate career. The big difference? Bruce never managed people from the top down; instead, he led from the bottom up.” [1:30] When it comes to being “the boss” it doesn’t mean leading with high demands and personal gain; instead, it was the freedom and autonomy Bruce allowed his employees that made the difference.
“We had a higher level of commitment because we could see the relationship between the organization's direction and what we personally believed in and cared about.” [2:50] As Marcel closes out this excerpt from his book to be released in Fall of 2024, he shares exactly how the entire organization and the employees benefited from the leadership of Bruce and his focus on relationships and trust.

Mentioned in this episode:
Marcel Schwantes

“The way most Western businesses operate today can be traced back to Friedman’s essays. Love and care as business values were as distant to Friedman’s model as Pluto is to planet Earth.” [2:35] Marcel references Milton Friedman, a champion of free enterprise, and his NYT articles from the 1970s that share a doctrine of shareholder primacy and his ‘Greed is Good’ mentality.

“We will need to completely overhaul our selection process to identify, hire, and promote leaders and potential leaders who embody the principles of Love in Action.” [3:24] There is a clear shift and ‘Changing of the Guard’ so to speak, that Marcel explains in order to help this new vision of love and care create profit that is good for humanity

“Until we abandon systemic managerial thinking anchored in the industrial revolution, where autocrats hold control, power, and decisions at the top, we will hold back the workforce—our most valued employees—from reaching their fullest potential." [4:55] As Marcel closes out this sample of his future manuscript, he emphasizes the reason for the Love in Action podcast and the importance of these conversations that engage the idea that companies profit when the human lives supporting them flourish.

Mentioned in this episode:
Marcel Schwantes

Heather McGowan is one of the leading voices on the Future of Work. She’s the co-author of The Empathy Advantage. McGowan is a sense maker, a dot connector, a deep thinker, and a pattern matcher who sees things that others miss. Heather gives people the courage and insight that illuminates their path forward. She’s transforming mindsets and entire organizations around the globe with her message about how the next phase of work will focus on continuous learning and how leadership must shift to guide these expeditions.

Quotes:

“Leaders cannot be unquestioned experts making decisions in certainty and calling all the shots.” [8:39] As Heather McGowan joins Marcel to discuss the book she co-authored, The Empathy Advantage, she explains the purpose behind discussing this important topic. Leaders need to rely on their people in an ever changing workforce, and the only answer is empathy to access this human potential.
“We’re looking at about a 30% churn in the labor market. If that’s your new reality, you can’t lead the way you used to lead.” [11:03] People leaving jobs due to poor leadership and burnout was only catalyzed by the pandemic. 2021 was not the end of the great resignation, in fact it only increased in 2022 and 2023, people are continuing to leave jobs because they are empowered and need to be led better.
“If you’re hearing cynicism [in your organization], they don’t believe the things you're saying…they don’t believe you. You’ve lost trust. Your culture is gone.” [19:50] Culture is an important piece of the leadership puzzle. How do you know when you have a toxic culture or something is going wrong? Heather says the number 1 warning sign is cynicism.
“Most people at every level of an organization are leading people that have skills and knowledge that they do not.” [21:39] The old way of leading was born of a different generation and way of life, that just isn’t going to work anymore. Organizations are built differently and for good reason. To get through this and lead the way of today Heather explains 4 fundamental shifts: mindset, culture, approach, and behavior.
“Empathy is good for business because if you apply empathy to your customers that's the foundation of innovation…Empathy towards your employees means your focused on activating their human potential.” [25:59] As Heather and Marcel wind down the episode, she explains her ultimate hope for the readers of her book: Empathy is not something that diminishes performance.

Mentioned in this episode:Heather McGowan
Heather E. McGowan 🏳️‍🌈🏳️‍⚧️ | LinkedIn
Marcel Schwantes

Matt Poepsel hosts the “Lead the People” podcast and is the author of Expand the Circle. His mission is to help us liberate ourselves from outdated attitudes and behaviors that hold us back from our true potential. When working with organizations, Matt partners with HR Leaders, Executives, and Team Leaders who seek to help their leaders—and themselves—embody an enlightened leadership approach.

Quotes:

“We are grateful and honored that you choose to spend time with us every week...because there are literally millions of podcasts out there.”[2:12] Welcome to the 200th episode of Love in Action, this is no small feat and as he celebrates, Marcel Schwantes thanks his listeners from around the globe as well as his incredible guests.
“Leadership holds such potential for us to change our organizations for the better.” [9:54] As Marcel and Matt Poepsel, PhD dive into their discussion, Matt explains his love/hate relationship with leadership. He feels it has so much power and importance but as a whole it's not getting the development, attention, and service it deserves.
“How do we cast off these outdated notions, attitudes, and beliefs about what leadership is?” [12:05] The theme of Matt’s book, Expand the Circle…Enlightened Leadership is defined by Matt as a modern, contemporary, and less selfish version of leadership.
“Being, Belonging, and something Bigger than myself…we all want these things.” [24:24] Matt introduces the 3 B’s in a team context and how leaders can lead teams and help teams find identification and inclusivity.
“Leadership isn’t just the domain of the most senior person in the room.” [27:16]When talking about leading the organization, Marcel makes the point that not everyone wants to be in the C-Suite. Matt explains that anyone can influence the organization and the collective whole in many ways like reinforcing values and influencing the teams around them.
“When people feel connected to mission, and to one another, and to their own potential selves…that is the place of enlightened leadership and that is only gonna happen through love.” [37:29] Matt shares inspiring words when it comes to what Love in Action means to him.

Mentioned in this episode:
Matt Poepsel
Matt Poepsel, PhD | LinkedIn
Marcel Schwantes

“A toxic work culture was found to be 10.4 times greater than compensation in predicting a company's attrition rate relative to its industry average.” [2:44] Marcel explains the not so shocking reason why workers left jobs in droves in the 2021 Great Resignation.
“When leaders lack empathy, fail to communicate clearly, or prioritize their own interests over the well-being of their employees, it can lead to a toxic environment.”[3:27] As Marcel says, toxic work culture is not built overnight, it happens with consistently poor behavior in leadership that seeps into every aspect of the organization.
“It is about bringing our deepest sense of right, authentic caring, and highest ideals to business. It is about achieving success beyond success, measured in the flourishing of human lives.” [5:56] Marcel quotes CEO of Barry-Wehmiller, Bob Chapman, to emphasize his point on the importance of prioritizing people over profit.

Mentioned in this episode:
Marcel Schwantes

Marshall Goldsmith is a renowned executive coach recognized as the #1 Leadership Thinker in the World. His latest book is The Earned Life: Lose Regret, Choose Fulfillment.

Quotes:

“So if you’ve ever been caught in a cycle of regret—and I think that’s most of us—Marshall is here to tell us how to remove the obstacles that prevent us from creating our own fulfilling lives. And who better to help us remove those obstacles than the #1 ranked executive coach in the world.” [3:47] Dr. Marshall Goldsmith is an expert in building a fulfilling life. He joined us on the podcast to have this all-too-important conversation.
“A lot of my life is just great mentors." [5:47] Marshall took us through his story—how he got to where he is today, and what he learned along the way. It’s a true rags-to-riches story.
Marshall talks about how his book impacts already-successful people and what that has taught him about life. “Part of the problem with goal achievement is that you can forget your aspiration.” [10:19]
As Marshall says, achieving goals is important, but it’s critical not to overvalue these goals. If you stumble into that pitfall, you’ll find that: “You can forget to enjoy the process of life.” [10:28]
“Never become attached to achievement. Never become attached to results. It’s a fool's game for two reasons. One is, you don’t have total control over the results. Two is, let’s say, you achieve the results. How much satisfaction does that bring?” [13:00]
“An earned life makes only a few demands of us.” [18:47 Marshall points to the importance of living your own life and not living through social media or the internet.
Marshall discusses “the every breath paradigm.” [24:20] As a practicing Buddhist, Marshall holds the ‘every breath paradigm’ at the core of his day-to-day life. Every time you wake up, you get a fresh start. Life isn’t just a series of successes; you constantly get chances to start over and turn over a new leaf.
Marshall and I agree: “We choose to become who we want rather than holding on to our past.” [27:53]
At the end of the day, Marshall’s self-proclaimed mission is simple. “My bigger mission is to help people before I die and after I die.” [38:51]
We ended with some really profound advice from Marshall. “We’re going through hard times, and it’s important to have a support group.” [42:22] The past couple years have been tough on all of us. So it’s critical to have a support system around you for times like these.

Mentioned in this episode:
Marshall Goldsmith: www.marshallgoldsmith.com

Sally Helgesen is the world’s premier expert on women’s leadership and the author of Rising Together. She became the first person to write about inclusion in the workplace in 1995 with her book, The Web of Inclusion. In this episode of Love in Action, Sally and Marcel discuss the nuances of triggers and inclusive behaviors.

Quotes:

“A trigger is a situation, or person, or a comment that stirs an emotional response in us.” [15:15] Whether it’s anger, shock, resentment, or horror, these emotional responses can be triggered by many factors, including race, ethnicity, age, and much more. These triggers lie well outside our circle of control but can become a major concern. Sally Helgesen’s goal with her book, Rising Together, is to take a look at the workplace and answer the question: How do we find a positive path forward for ourselves and the co-worker who has triggered us?
“Telling ourselves this different story gives us a potential positive path forward.” [20:20] Visibility is one of the big triggers Sally talks about in her book. She explains many situations and reasons why one may become triggered by visibility. The solution: Rewrite the script. Put a positive spin on it (you don't even have to truly believe it) and come through to the colleague who triggered you in a way that validates your idea.
“Being professional in a situation, being clear about your intentions, and engaging from your heart is a lot more important than always trying to demonstrate your own authenticity.” [31:35] What are you trying to say?! This is a big trigger that comes from being around diverse groups in the workplace and not being comfortable. Whether it's understanding cultures and religions, learning pronouns, or remembering and pronouncing different names, it’s important to make the effort with clear and professional intentions.
“It’s not fair! We are so triggered by fairness. It really cuts to the bottom of our self esteem and our ability to make a contribution.” [35:20] Trigger number 5 from the book and the final one discussed in this episode is fairness. The reality is that it’s not a fair world, and it’s not a fair workplace. Sally shares how rewriting the script and opening dialogue in an “unfair” situation to get all the information before reacting.
“What can I do to offer this person the benefit of my good will?” [42:12] The steps to bridge the gap to a more inclusive workplace come from generosity, grace, and the benefit of your goodwill. This is the other half of writing those positive scripts, which involves building relationships and positivity across the lines of gender, race, age, or ethnicity.

Mentioned in this episode:
Sally Helgesen
Sally Helgesen on LinkedIn
All Rise with Sally Helgesen
RISING TOGETHER: How We Can Bridge Divides and Create a More Inclusive Workplace
Marcel Schwantes

Enjoy this sneak peek for Marcel Schwantes’s Fall 2024 upcoming book. Marcel shares something too many managers are missing, 3 attributes that make up the best leaders.

Show Notes:

“In transparent work cultures, you can count on the guardians of the culture, trusted team members and associates, to watch out for politics or favoritism behind the scenes and squash such behaviors as soon as it happens.” [2:54] Marcel starts his list of the three attributes of the best leaders with transparency. The best leaders are role models of transparency, allowing no room for toxic behavior.
“One-on-one meetings don't have to have an agenda. They're used mostly to find out how things are going and whether people have questions or concerns about the business or a particular strategy in play.” [5:20] Winning attribute number 2, The best leaders don't neglect the power of one-on-one meetings. Marcel shares two simple questions for these meetings that affirm the employee's value and voice and spawn great ideas for how to run the business better.
“Psychological safety curbs the fear that historically makes it difficult for workers to think clearly and act confidently on their own to make decisions. It helps to eliminate the authoritarian tactics of bosses yelling at workers for making mistakes or not knowing things." [7:10] The best leaders foster an environment of psychological safety. Marcel shares the research between this term coined by Harvard Business School professor Amy Edmondson, who explains it as ‘a shared belief that the team is safe for interpersonal risk-taking.’

Mentioned in this episode:
Marcel Schwantes

In a preview for his upcoming book in Fall 2024, Marcel Schwantes shares a personal story of the physical manifestation of stress and the adverse effects of a fear driven work relationship.

Show notes:

“After checking myself into the emergency department, the ER physician called my condition stress and anxiety related. He explained that people may experience psychological distress as physical pain, a process known as somatization.” [1:35] Marcel Schwantes shares an excerpt from his up-and-coming book, a personal story of pain and stress viewed by his boss as insubordination.
“Most of us have been in varying degrees of boss-to-subordinate relationships, reporting to managers with different experience levels, personality types, and ways of seeing the world around us. Many of us were adversely affected by those work relationships and even may have lost our jobs, health, or dignity. Or perhaps worse.”[3:13] These “People Challenges” as Marcel calls them have a deep effect on our wellbeing, and when they become negative it's not only our work performance that suffers.
“Feelings of connection, belonging, psychological safety, teamwork, and close bonds are what make the best work environments.”[7:13] Marcel gets honest about the work environment people need and it’s definitely not fear. Leaders who uphold these listed qualities foster better work environments and will have healthy and more productive employees.

Mentioned in this episode:
Marcel Schwantes

A look back at the stand out quotes from this special episode replay on Mark Crowley’s Lead From The Heart:

“I have science that proves that the heart actually plays an enormous role in influencing human behavior.” [8:23] Mark explains the sentiment behind his original book and new revision Lead From The Heart.
“The strength of a heart based leader is to see the potential in others and have the belief in them that they don’t have in themselves.” [15:18] Marcel comments on the change that can happen in an employee when working with a leader who truly believes in them and sees what they don’t see within themselves.
“The heart and the mind are actually connected and the heart actually sends more communication to the mind than the other way around.” [28:25] Mark gets into the science behind his idea of leading from the heart, in which feelings genuinely influence our minds. He shares research from Heart Math that explains that when people are working in a positive, appreciated environment, they operate at their most optimal performance in what they call coherence.
“Recognize that just because you have an opening, and someone comes who wants the job is the right fit for it.” [37:43] Mark explains the principle of Hiring from the Heart, having a high performing team is about using great discipline in how you hire.
“You have to adapt to your employees; so you have to know what’s important to them and know how to support them.” [39:50] Building a Relationship, Mark says, is not just spending time with your staff but getting to know their needs and wants and how you can help them be successful. That builds trust and provides a positive environment.
“If you’re a manager, you know something about what your employees do all day... So teach them, coach them, give them your time.” [40:50] Giving Time is an investment that Mark shares as an important responsibility and commitment for leaders.
“There is a significant gap between what people feel from their manager and what managers think they’re doing for them.” [42:20] Mark encourages leaders to make real Recognition a priority for their employees.
“Any act of kindness, coaching, validation, or appreciation… Is a micro manifestation of love.” [55:13] What does it mean to love your people? Mark wants leaders to know that these positive emotions are not the romantic version of love but real, authentic, professional ways to do business and lead.

Mentioned in this episode:
Mark C. Crowley
Mark C. Crowley & Associates on LinkedIn
Emotional: How Feelings Shape Our Thinking Hardcover
The Extended Mind: The Power of Thinking Outside the Brain: Paul, Annie Murphy
Influence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things Happen
Permission to Feel: Unlocking the Power of Emotions to Help Our Kids, Ourselves, and Our Society Thrive eBook : Brackett,Ph.D., Marc
Sigal Barsade: The Power of Emotions - Knowledge at Wharton

The Extended Mind: The Power of Thinking Outside the Brain

Permission to Feel: Unlocking the Power of Emotions to Help Our Kids, Ourselves, and Our Society Thrive

Influence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things Happen

Emotional: How Feelings Shape Our Thinking

Kathi Balasek is a grief literacy communication coach and widow advocate. Through her podcast, Well Widow, and being on the advisory board at Modern Widows Club, she stands up and fights for the rights of widows, their livelihood, and their financial future. Along with her mission driven business, Grief Smart Professional, she is a university professor, and currently she teaches at California State University, Chico, in the Department of Communication and Education. She has a passion for motivating leaders to develop communication skills that engage and connect.

Show-Notes:

“You need to grieve, you have to grieve, but where are you gonna find the time?” [9:26] Kathi Balasek shares her story and the painful loss of her husband. She describes one of the most challenging aspects of this time as finding the time to grieve amidst her ever growing todo list. But grieving is not a luxury; it’s a necessary part of life and loss.
“When we look at another griever, join them in where they are. That’s empathy.” [19:30] It can be difficult for some to break past the barrier of ‘I don’t know what they’re going through’. Kathi emphasizes that you don’t have to be a widow or walk in a widow’s shoes to connect emotionally and share empathy. Versus sympathy, a pity or sorrowful emotion that does not create connection or provide support.
“When we avoid grief, we dismiss it, we justify it…it causes disenfranchised grief and people think they aren’t allowed to heal." [29:28] Leaders, what is the first step to acknowledging and supporting your people through grief? Becoming aware of your unconscious bias. Kathi outlines three common areas where leaders might be biased toward loss in the unspoken ‘hierarchy of loss’; age, type of death, and relationship. Kathi also shares how she supports leaders to understand, support, and normalize a safe space to talk about these areas of loss.
“You will attract a team, employees, and clients with your company, but you will keep them when you connect with them on an emotional level in their deepest, darkest times." [35:51] Marcel asks Kathi to describe how CEOs and C-Suite leaders can make the value of the grief process an ingrained part of their culture. Kathi explains that grief language and grief and bereavement policies need to become part of the brand, a part of who they are and how they operate. Grief is a universal experience, and it deserves connection and understanding.
“Grief never goes away, we learn to wear it differently, we learn to walk along side it but when we have support and community, people around us support us in good times and bad." [38:45] Listening to this episode, if you, as a leader, are experiencing some form of grief or loss, Kathi has some advice for how to handle it and stay healthy. First, get permission to take time to deal with your grief. You cannot give from an empty cup. Next, find community and professional support. Last, remember your physical health; food, water, and exercise go a long way. Whatever you do, do not ignore grief; you have to face it head on and the people around you will be there for support.

Mentioned in this episode:
Kathi Balasek on LinkedIn
Kathi Balasek
Robb Holman
Marcel Schwantes

Mark Miller currently serves as Chick-fil-A’s Vice President of High Performance Leadership. He is the author of Culture Rules: The Leader's Guide to Creating the Ultimate Competitive Advantage. He shares his interesting and inspiring employment journey with Chick-fil-A and his thought provoking process for researching and impacting leaders in their organization and organizations all over the world.

“As we saw issues and challenges in our organization and organizations around the planet, we believe that if you pull back the curtain, the root cause was actually a cultural issue." [9:40] On a mission to serve leaders and solve problems, the topic of culture came up more and more with Mark Miller and his colleagues.
“Culture is the cumulative effect of what people see, hear, experience, and believe." [13:08] Culture is a powerful element in an organization, but it's also unique and invisible, so Mark brings forward a new working definition for the term culture. In writing this definition, he had an important realization…who has the biggest impact on what people see, hear, experience, and believe? Leaders.
“Rule number 1 is Aspire: The leader must share their hopes and dreams for their culture.” [26:02] This might seem like a no-brainer, but there are too many leaders in the world who aren't doing this. It has to move out of your head and your heart so that others around you can collaborate on your vision. It’s got to be clear, simple, and repeatable.
“The second rule is to Amplify: always look for ways to amplify the aspiration.” [26:52] Mark and his team chose the word amplify very purposefully to break past the noise. The aspiration HAS to have staying power; it needs life, flavor, and amplification. The best way to amplify your aspiration is to model with your daily actions.
“The third rule is to adapt: to constantly work to enhance the culture.” [28:38] You cannot declare victory. The work on culture is never over; it is never perfect. You have to consistently and continuously adapt it to your changing organization; without this rule, you will certainly face defeat. The key to adapting well is listening well.

“I came for the job, but I stayed for what I might become.” [45:15] Throughout this episode, Mark speaks about his journey of employment with Chick-fil-A. He shares this statement inspired by a quote from Ready Player One, a movie and book of the same title, about the impact the culture can have on the inspiration of who someone can become in your organization. He experienced it in his own employment journey, and it can be a valuable aspiration for any leader in their own organization.

Mentioned in this episode:
Text BESMART to 66866 for the assessment
Mark Miller - Leadership
Culture Rules
Marcel Schwantes

Joshua Freedman is the co-founder and CEO of Six Seconds, a global non-profit dedicated to teaching people how to use emotional intelligence (EQ). He is a master certified coach, an instructor for Columbia Teachers College Summer Principals Academy, and for Antioch University. He is also the author of 5 emotional intelligence books, including the best-selling At the Heart of Leadership: How to Get Results with Emotional Intelligence.

Show-Notes:
“Emotional Intelligence is about getting this emotional data and using it to effectively solve problems.” [9:56] What is emotional intelligence? What is it not? EQ expert Josh Freedman dispels the myths and explains how emotional intelligence is more than just being nice and positive. There is not one single way to be emotionally intelligent; there are many ways to find resolutions—confronting, ignoring, and working through—all of which are unique to the problem and other emotional factors.

“When people feel more anxious and isolated, they move into more primal reactions… This kind of tribalism is part of what we’re seeing in polarization, not just in the US but all over the world.” [20:22] Josh comments on the problems and difficulties caused by these tribal reactions, as seen in the decline of EQ in the last two years. It’s hard to love, to lead, to collaborate… Making the presence of EQ more valuable and important than ever before.

“I’m not saying change who you are; I’m saying use who you are and use it better to get the results you’re really looking for. Not just short term wins.” [27:28] We all have the ability to learn and grow. It may take time and maybe be a big shift, but Josh says with work, it is possible. And as Marcel says, you need to exercise those emotional muscles, to create new synapses and increase emotional intelligence.

“[As leaders, we need to think], let me understand what’s going on for this person or this group of people and figure out what’s going on and how we can overcome that so we can work together and get results.” [35:14] There is no denying that there is a great generational difference in EQ. Josh dives into the research of State of the Heart, where he explains that post pandemic the younger generations, Gen Z and Millennials experience the greatest loss in connection. This creates a big emotional barrier at work, especially when generations are coming into the same place of work on different playing fields.

“EQ values have to become part of the DNA of how you work.” [38:22] Okay, leaders, you're all in and ready to invest in the EQ of your organization… Josh tells you what not to do, slap a training on the sign or haphazardly invest in an external coach. While coaching and training are important, Josh and Marcel agree that the values and actions of emotional intelligence must be reinforced and become ingrained in the organization.

“That little pivot from I to WE (I’m seeing this; how can WE work on it?) will totally shift your conversations around performance and motivation.” [42:16] Josh has a practical tip for leaders on employee motivation. You don’t have to sacrifice performance for EQ; instead, you will find greater performance. The key is to think….are we leading tasks or are we leading people?

Mentioned in this episode:
State of the Heart EQ Research
Six Seconds
Six Seconds | LinkedIn
Six Seconds (@6secondseq) on Instagram
Six Seconds (@6secondseq) on Twitter
Six Seconds on Facebook

Show Notes:

“People want to feel loved.” [1:38] As Marcel begins to dive into this sneak peek of his upcoming book, he explains exactly why he focuses on love. Every employee is someone's sister, brother, son, daughter, mother, or father, and they need and deserve to be cared for. That caring is love, and it’s a founding principle in the work and research Marcel is working toward.
“Love begins as a human development process in the brain as infants are exposed to positive bonding experiences in loving homes. As we mature, hopefully, into healthy adults, we remain social animals, requiring the need to receive social and emotional stability through relationships and community.” [2:40] Why is love so important? It's been a part of us from the very beginning. And as Marcel says, the opposite of love results in extreme problems like superficiality, narcissism, and even psychopathy. These are all common problems in current management thinking and practice around the world.
“Love is a human requirement for our very survival. Our need for it transcends countries, cultures, generations, and the human race. Religions understand the importance of love.” [4:30] Marcel covers a variety of culturally diverse religions and their relationships to love, from Christianity to Judaism, Buddhism, and Islam.
“Religion, outside the context of dogma and fundamentalism, has defined the most altruistic human traits for people belonging in faith communities, in relationship to each other. Science has demonstrated the evidence for raising the bar on leadership, organizational, and human performance to energize teams and maximize profit." [6:45] Marcel takes a different approach than many, combining the values of both religion and science. He found that the discoveries of both of these pillars are incredibly aligned.
“Work is human. And for organizations to survive and thrive, love—the most powerful force on the planet—is the overlooked machine that powers teams and whole organizations to outperform the competition. The future of leadership is love in action.” [7:44] Marcel brings it home to the purpose and foundation of his book, all about humanity and love as the most powerful force.

Mentioned in this episode:
Marcel Schwantes

Show Notes:

“I see purpose as being the engine that drives meaning”. [15:48] There is no transcendent singular purpose in life, there are many levels, for example, transformative and transactional, like in our work and relationships. Stephen Van Valin, author of The Search for Meaning at Work, explains how as we make progress toward these purposes, a sense of meaning kicks in, furthering motivation towards the purpose.
“How do you become friends with your co-workers when you gotta get stuff done!?” [27:00] Co-Host Robb Holman asks this facetious question when it comes to one of the 11 amplifiers of meaning, a work partner. Steve says creating relationships needs to be purposeful; we need to make connections, whether we’re virtual or in the office. He has some great personal and work questions to get those connections going, like, what gets you stressed at work?
“Clear goals, hardstop deadlines, and being communicative and recognizing when they happen will set you up for success when you have even bigger challenges the next time.” [33:41] How do you amplify the team? Steve makes the analogy of a work team to a sports team, showing how they rally together and galvanize toward a common goal. The bottom line is doing the job together while having fun and enjoying each other to be unified.
“It’s about managers realizing that people wanna please them, and then being able to play that back to people… by really thinking about what difference did it make that will help people feel like they matter in this equation.” [39:53] So many of our listeners are leaders in their organizations, so really tune into the manager amplifier. Steve brings up a popular phrase, ‘catch people doing good’. So many employees want to be noticed, given respect, and appreciated. By catching the good managers, they are perpetuating and continuing that winning behavior.
“You can’t just check your soul at the door and come to work for someplace that is not aligned with your values.” [44:55] As Steve says, the spirituality amplifier guides all decisions in our lives. If it's not at least in alignment at work, those with a strong tie to spirituality or faith will be the first to leave.
“Step outside yourself as a leader and think about the purpose of those people within your purview and the purpose they have for their life whether it's transactional, transformational, or even transcendent and then how you can amplify that back to them to help them feel the meaning at work.” [50:43] Challenging you to step outside yourself, Steve explains that by amplifying your employee, co-worker, and team's purposes, you are not only getting a lot done but also creating a sustainable relationship in the workplace.

Mentioned in this episode:www.amplifymeaning.com
The Search for Meaning at Work: Unleashing the Hidden Power of Purpose to Engage and Fulfill Your Workforce
Steve Van Valin on LinkedIn
Robb Holman
Marcel Schwantes

Show-Notes:

“We’ve gotten to a state that I see as toxic… it’s an environment where half of Americans have become estranged from someone in their own family over politics… That trickles into the workplace, neighborhoods, buildings and communities.” [12:50] Dr. Peter T. Coleman, author of The Way Out, explains what Political Polarization is. A little polarization, choice, and differing views are healthy and even good for change and progression. BUT we have gone beyond ‘a little polarization’ through media, the internet, and current society; we have gotten completely toxic.
“The shocks that took place in the 60’s set us off on a path and there hasn’t been a real correction since then.” [21:58] How did we get here? How did we get to such a place of division and polarization? Dr. Coleman brings it back to the 60’s, a time of major shocks from assassinations and anti-government movements. Events like 9/11 or even COVID, which should have united us and brought us together, have further separated and divided us, creating further contention.
“We all end up living in these parallel universes where we can believe what they believe, and vice versa.” [23:54] My reality versus your reality— Dr. Coleman calls this ‘American Psychosis’. This is a broken and disillusioned mindset that has occurred due to the isolation, segregation, and extreme polarization characterized by extreme differing political views.
“So many of us feel powerless because we can't change structures at the government level, we can't change the way the media follows a narrative, or the algorithms in social media.” [38:14] Marcel brings to light the feelings of so many who are stuck and feel miserable with this current division. But how can we make change? How can we nudge forward?
“We get comfortable in our story, our narrative, our values. You have to push yourself to branch out and get other voices.” [40:30] What’s a step toward the way out of toxic polarization? Dr. Coleman suggests finding three ‘frenemies’, trusted people on the other side, and those with differing points of view. You don’t have to understand or agree, but you need to hear them out and make space for differing perspectives. This helps you break past your limited reality.
“Can you find somebody… it might be in your family, it might be at work, or in your community... that you can reach out to and just listen?” [47:53] Among some of the systems used week by week to break through the polarization, Dr. Coleman encourages you to seek out someone you may know who you don’t see eye to eye with. You can end the meeting agreeing to disagree, but take a walk, get out in nature, and just listen. You may find out you have something to learn on both sides!
“If you can try and get a sense of ‘I can do this... I can try this out...,’ that gives people a sense of hope. It gives people a sense of efficacy that they can actually do something.” [53:00] Dr. Coleman hopes his readers find hope in his book. We all feel miserable, anxious and lost and it’s important to have a sense of hope and possibility.

Mentioned in this episode:
The Way Out
Peter T. Coleman (@PeterTColeman1) on Twitter
How to Save the U.S. From a Second Civil War | Time
Political Courage Challenge
Starts With Us
Bridging Divides Initiative
Marcel Schwantes

Show Notes:

“Really what I focus my work on is helping people and helping companies figure out, in the very crowded marketplace, how they can get their best ideas heard.” [8:08] Dorie Clark introduces the inspiration behind her work and her book, The Long Game.
“During COVID, it’s almost like forget the long term game, everybody’s all of a sudden in reactionary mode. How do we pivot!?” [10:50] Marcel comments on the broad shift in short term versus long term thinking due to COVID-19 and changes necessary from the pandemic shutdown.
“We’re forced into doing long term thinking if there are specific goals we want to attain.” [14:50] Why is long term thinking so hard? Dorie shares a quote she included in her book as she explains the motivation and pain points surrounding long term thinking.
“Why is it that we can’t stop this relentless, short term, crazy busy, ‘FOMO’. ‘I can’t measure myself up to the standards of these celebrities’ that causes a lot of anxiety for me, and unrealistic expectations. We just get busier and busier and busier. So how do we stop this pursuit?” [16:37] Marcel questions why we, as a culture, feel the need to be unrealistically busy.
“I threw myself into work, as a way of just distracting myself. The way that I think about it is like how they put patients into a medically induced coma so that their bodies can heal, because if they were awake, they just couldn’t take it. So work can be like your medically induced coma.” [21:48] Dorie shares a personal experience as part of her reasoning for throwing herself into work and staying busy, making the comparison to overworking as a “medically induced coma”.
“All the forces are going to be mitigating against it because it's always more convenient for other people if you say yes to them. So nobody is going to help you with this.” [24:22] It’s easy and sometimes the right thing to say yes often when you’re early in your career. But Dorie stresses that at a pivotal point in your business, you have to start farming the things that are already working and no longer hoping that every small opportunity might turn into something.
“So one of the ways that we can really focus on the long term is having a clear, defining North Star.” [27:28] Marcel asks Dorie to elaborate on what it means to find your North Star—the idea of reinventing yourself or instead remaining stagnant.
“The strength that we have as professionals, and the thing that actually makes us valuable, is understanding that different things, different skills, are called for at different times. And you have to be smart enough to understand when and how to apply those skills. ” [32:00] Dorie explains the 4 career waves in her book: Learning, Creating, Connecting and Reaping.
“What I think is a valuable thing for us to notice, and to recognize, and to reward is oftentimes in any journey that is a fairly significant one, there is a vast distance between the time when you commit to something and the time you reap the reward for doing it. And in between it is NOT a steady progression.” [41:35] Dorie, in closing, highlights the remarkability of being the kind of person who can preserve under the conditions of long term thinking. She shares about her free self assessment for Long Game Strategic Thinking.

Mentioned in this episode:
Download the free Long Game Strategic Thinking Self-AssessmentDorie ClarkDorie Clark (@dorieclark) on TwitterDorie Clark on FacebookDorie Clark (@dorieclark) on Instagram

Show Notes:

“In You, Me, We, what we’re doing is empowering all of us to go first. Instead of asking, “Do I have a best friend at work?" ask the question, "Am I a friend at work?” [14:55] Morag talks about her reframing of the Gallup question, "Do you have a best friend at work?” and puts the emphasis on the individual to ensure friendship at work by BEING a friend.
“Being a friend at work does not mean I want to take you home to meet my mother. It means that for this project in this organization, we can work respectfully together to achieve the same result that ultimately means success for all.” [19:19]A lot of people might be turned off by the term “best friend” at work, but it doesn’t have to mean anything outside of work. If your work friendship bleeds into your outside friendship, great, but if not, that’s okay too.
“When you leave the room or announce you’re moving on to pastures new, is there a collective sigh of relief from your team or a sigh of, I’m gonna miss you?” [22:53] Marcel asks Morag about what an ally is or how one can be a best friend at work. Morag talks about the two parts of knowing if people consider you an ally at work.
“Give to help make other people better.” [29:59] The first practice of the Ally Mindset is abundance and generosity. How can we give in a way that fits in our priorities to enable you and others to be the best? What’s a great way for a leader to give? Mentorship - just like Marcel’s old boss Bruce.
“Being able to ask for help, being able to give help and accept it…that only comes when we have human connection.” [34:50]The second practice of the Ally Mindset is Connection and Compassion, in the ebb and flow of colleague needs and struggles, how are you easing their load? Knowing your co-workers' stories and their backgrounds helps you connect to them on a deeper level and not only helps you see their strengths and assets to be used as a team but also the areas in which you can step up and help them.
“What have we agreed to do? How are you moving forward? And taking personal accountability?” [40:55] The last practice of the Ally Mindset is Action and Accountability. The previous ideas are easy to talk about, but putting them into action consistently is where the work comes in. Morag elaborates on this practice as a way to keep accountability sans the dreaded passive aggression.
“I’ve learned that bringing my human to work, letting that mask fall down, is the differentiator.” [42:38] How do we lead with practical, actionable, and professional love in the workplace as leaders? Morag presents a challenge to the listeners to LOOK UP, SHOW UP and STEP UP one day, one conversation at a time.
“We have to come to the table. We have to begin to listen to each other. We have to at least be present with one another to understand someone else’s perspective and show up with our empathy.” [45:35] Marcel echoes Morag’s final thoughts about the divisiveness, not just in the workplace, but also in the world.

Mentioned in this episode:
Ally Mindset™ Profile
You, Me, We - SkyeTeam
Morag Barrett on LinkedIn
Marcel Schwantes

Show Notes:

“The business world wrongly assumes love to be an emotion rather than a behavior or an action that leads to tangible results.” [00:53] Love is not just a fuzzy emotion; when used as a business strategy, it is a powerful agent of change and growth. This is the force behind Love in Action and Marcel’s work to promote leadership practices founded in love.
“As the workplace becomes steeped in the digital age, as AI and Chat GPT become ever-present, and as human-like robots and automation begin to change every industry around the world, here’s a reality check: the workplace has changed forever. We are never going back." [1:45] Regardless of our technological advances, humans are, at our core, designed to connect relationally. Leaders must adapt accordingly and continue to operate with humanity, even in the digital age.
“In one study, researchers also found that a culture of love led to higher levels of employee engagement, greater teamwork, and employee satisfaction... This kind of love in action improves performance and leads to better results for everyone. It is truly the future of work.” [3:30] Marcel announces his new book, The Future of Work is Human, to be released in the fall of 2024. Packed in this book will be six Love in Action principles backed by research and studies just like this one.

Mentioned in this episode:
Marcel Schwantes

Show Notes:

“Harvard Business Review found that half of millennials and 75% of Gen Z’s have quit their job for mental health reasons”. [2:50] Regardless of generation, the mental health epidemic is a huge problem. Robb Holman quotes this study and discusses the impact leaders must have to not only keep these groups from quitting their jobs but also help them thrive and succeed in the workplace.
“As leaders and managers, we’ve got to know... We’ve got to have a finger on the pulse of how our people are doing and opening up conversations.” [6:09] Robb talks about how genuine connection happens when leaders open up the highway of communication that release transparency.
“Our human nature is that we long for connection, and we want to feel connected to our peers, co-workers, and especially our bosses." [8:10] Post COVID we are reeling from the effects of being disconnected in the workplace. Marcel points back to science, and research supports the need for relational aspects at work.
“In order to boost the mental health of your employees, you need to take care of yourself first if you’re a leader.” [11:22] How can managers and CEOs lead others if they themselves are dysregulated? Modeling the way to highly engaged, motivated, and emotional wellbeing has to, as Marcel says, start at the top of the hierarchy.
“We need to take a 10-minute break to calm down our brain activity.” [17:30] Neuroscience says that when working intensely for 80 to 120 minutes, we need to de-stimulate for about 10 minutes. Marcel recommends that leaders not only practice themselves but encourage employees to do the same.
“How do I build a great leadership team to take our company forward?” [21:59] In the Mailbag segment, Robin from Vancouver, Canada, shares how, as her company is growing, leadership problems are arising. Robb and Marcel talk through her challenges. From Robb, he encourages that once she has the right people in the right places to allow voices to be heard and valued. Marcel talks about the importance of modeling organizational values and virtues and finding people or leaders who embodies those values and virtues.

Mentioned in this episode:
Robb Holman
Marcel Schwantes

Show Notes:

“In a deep moment of introspection, I realized [the business failure] wasn’t the market conditions, this wasn’t our customers, this wasn’t our team; this was actually MY fault.” [07:21] When his company, Softway, was just about to go bankrupt, Mohammad sought advice in an unexpected place, football. It is via an interview with Houston’s coach that he discovered the impact of love in a team that could truly transform his leadership and his business.
“I asked at a town hall meeting of 100+ employees, if trust had improved between them and I...and only two people raised their hands''. [24:55] A year and a half into his journey of changing his ways, policies, and behavior as a person and a leader, this was a wake up call response. Mohammad, after deep reflection, realized he could not build trust until he sought forgiveness for the leader he once was, and that was when it all shifted.
“You might have coworkers who mistreat you, bosses who mistreat you, but you look at all the perks and benefits, and those are just temporary golden handcuffs on your wrists.” [30:20] Take a look at companies with infamously good culture offerings: free food, leisure activities, etc. Are these contributing to a positive culture, or are they, as Mohammad calls them, "golden handcuffs" - benefits and perks that allow employees to overlook toxic workplace habits?
“Culture is nothing but the emotional environment of how we feel about one another, how we treat one another, and how we behave with one another." [30:40] Mohammad shares an impactful definition of culture, and it all goes back to the impact your behavior has. If you want to change culture, you must change your behavior, and it starts all the way at the top with the CEO and founder
“We realized that the secret sauce was that these 6 behaviors were exhibited by everyone in the company: inclusion, empathy, vulnerability, trust, empowerment, and forgiveness.” [34:20] Mohammad looked into the success of his company to see what was truly working and making all this success come together after his leadership shift. He wrote in his book, Love as a Business Strategy, about these six pillars he found in his workplace that work together like the cylinders of a car engine toward harmony and high performance.
“As leaders, we have to build self awareness of our own behaviors and understand how we think we are coming across versus how people are actually experiencing us.” [49:33] Mohammad’s journey, at its core, is all about self awareness; he noticed his behavior and how it was impacting his team and his company, and he changed. Many believe toxic leaders can’t change and that it won’t have an impact, but he is proof that the culture and behaviors present in your business will affect the bottom line every time.

Mentioned in this episode:
Mohammad Anwar on LinkedIn
Mohammad Anwar on Facebook
Mohammad Anwar (@mfanwar) on Instagram
Culture+
Softway Solutions
Love as a Business Strategy Podcast
Marcel Schwantes

Robb Holman is back to co-host alongside Marcel Schwantes as they go through the rarely discussed business topic of grief. Grief has a big effect on employees at work, and Robb gives helpful tips on how organizations can be more helpful during this time.

"The true cost of grief in the workplace is often underestimated." [4:55] Robb walks through what The Recovery Village has to say about grieving at work. Employees need to schedule support and flexibility around grief, but many workplaces fail to address these needs openly. Daily stress levels of grieving employees can lead to poor decision-making and increased risk for things like addiction and injury.
"In order for people to be productive, we’ve got to nurture the heart." [8:53] Robb and Marcel discuss a real-life example of how grief affected a manager at work and the importance of bereavement leave policies. Grieving people need the time and space to get well. In a healthy workplace, people huddle around and support those in need.
"If we want to be resilient, grieving is a topic of conversation that needs to be infused into that. If we don’t, if we just continue in the name of resilience, we will run dry." [12:02] Robb discusses the importance of leaders being in touch with their own grief and mental health. When leaders have a handle on what’s going on in their personal lives, they can show up better and provide more support for their staff.
"I think everyone grieves differently." [13:29] Robb highlights four unique ways people react to and deal with grief in their lives. For some, it is a very physical process. Others prefer talking to a friend or a professional or grieving through prayer and meditation. Marcel touches on the importance of finding a supportive community.
"The biggest resource I can offer somebody right now... is to find a support community." [14:34] Marcel talks about what someone can find by coming to an environment where there are people to support them and love on them through the grieving process.
"If we want to make sure to greatly serve, encourage, and support those on our team and in our lives, it starts with each one of us." [16:42] It’s important to be aware of the different types of grieving, some of which are more subtle. Grieving doesn’t always mean someone died. Layoffs and job losses can be a tragic event to process, especially if you’re the primary earner in the family. Other tragic non-death events include divorce, moving to a new location, and drastic workplace changes.
"The most aspirational aspect of leadership is to look at the whole person and not just as an employee." [21:34] Marcel talks about how a leader shouldn’t look at employees as an 8 am–5 pm transaction. If things aren’t going well at home, chances are it’s going to disrupt them in the workplace. Taking the time to find out what’s going on in their employees’ lives helps leaders be better sources of support.
"Remain committed with your team members, with your people, to engage in an ongoing process of how they’re feeling throughout the change." [25:24] Robb answers the mailbag segment about how to support employees through a merger or an acquisition. A willingness to be honest with emotions allows leaders to enter into a shared space with their team, which helps them feel less alone. Marcel touches on how leaders sometimes lose their identity and the importance of coming back to shared values.

Mentioned In This Episode:
Robb Holman
The Recovery Village article on Grief
Marcel Schwantes

Thousands of the world’s leading brands and retailers trust Bazaarvoice technology, services, and expertise to drive revenue, extend reach, gain actionable insights, and create loyal advocates. Visit bazaarvoice.com to learn more about how they can help your brand with user-generated content solutions, sampling campaigns, social media commerce and publishing, and more.

Show-Notes:
“We had to talk about mental, physical, and emotional health. It wasn’t easy at first, but it was so worth it.” [12:45] Keith Nealon talks about how he, as the CEO of Bazaarvoice, acknowledged mental health challenges. He focused on vulnerability and different employee situations to make sure no employee felt alone.

“We’ve had a lot of discussions on finding those things that fill your cup or fill your soul, not simply occupying the mind.” [18:25] Creating outlets, supplying mental health support services, and clearly defining priorities are some of the ways, among many others, that Bazaarvoice is using to support their employees against burnout.

“You have to normalize this issue of mental health and well-being, and bring it into every conversation.” [30:14] This important idea cannot come out of nowhere; it needs to be intentional and talked about. Keith shares how he related and shared his personal experiences and toolbox with his staff. The offering of helpful apps, services, and policies like “no meeting therapy” helps normalize this initiative.

“If folks see the CEO is human and not superhuman, there is less fear about admitting the issues.” [32:40] Keith is setting an example as a CEO of his humanness and how it's okay to talk about this topic. It is the leader's responsibility to break the stigma and create an environment where employees feel safe to open up.

“There is culture, and then there is connection.” [35:34] How do you keep up with company culture when everyone is spread out and working remotely? Keith names many ways they create connections, including company all-hands meetings, department all-hands meetings, in-office events, fun-focused Slack chats, and an employee-led “culture crew”. All of these feed into the positive human connection and fun environment at Bazaarvoice.

“The leadership of the company is a reflection of that love that I want to bring into the organization.” [40:27] From the familiar saying, ‘people leave managers, not jobs’, Keith highlights the importance of choosing caring, empathetic leaders to reach the employees. With over 1300 employees across the globe, Keith can be with everyone, so by making choosing the right leaders a focus in his role, he can greatly impact his staff with love.

Mentioned in this episode:

BazaarvoiceBazaarvoice ROI Calculatorkeith.nealon@bazaarvoice.comKeith Nealon @keithnealon on TwitterForrester Consulting Study Modern HealthMarcel Schwantes

Show Notes:

“You don’t just wake up one day and say hey I’m gonna go rob a bank, there are things that kind of ultimately ease you up to that space.” [18:42] As Fox and Rob tell the story of how they met, their future seems so bright. When did robbing a bank become a considerable option and what happens to take your mind to go to such an extreme place? Rob explains all of the circumstances and exhausted options that derailed their family plans.
“The American Dream Syndrome is a science, it’s the foolish desire to achieve the American Dream by all means necessary”. [22:10] Rob's story is like many others, who are fueled by success with clouded judgment. An explanation for their choice to Rob a bank is bound in this definition of what he also calls Urban Survival Syndrome.
“Everything that we needed, we already had. We had each other and we had our freedom.” [24:12] Fox shares that it was an immediate realization that they had just destroyed the very thing they had been trying to save. Not days later, or at sentencing but as soon as she heard the sirens that day.
“This is the 21st century, in the United States of America, and Systemic Racism is still going on”[33:30] Fox and Rob were college-educated individuals, Rob prior to the US Navy, and this crime was his first offense. Yet he was still sentenced to 60 years in prison. The sentencing story is one that will shock and enrage you at the injustices still present.
“Wherever he was, is where our family was. Being able to keep the ties between his children and him and us, it gave his children a solid foundation of family and love, despite the incarceration.” [42:59] For 21 years, Fox kept her family strong throughout Rob’s incarceration. She supported and fought for her family, and always set an example of love for her sons.
“To be free is to free others''. [54:57] Rich Family Ministries is the social justice ministry that Fox and Rob began after his release, helping others with law education and information that may have found themselves in a similar situation. No one better than this family can prove that time is valuable, and since beginning the ministry they have saved a collective 3300 years of served prison sentences.
3300 years, time is valuable
“Love conquers all, it is the most divine chemical in the universe.”[58:50] Their new book, Time, is Fox and Rob’s untold story about love and strength. And while this interview might not be like others, the message of love is more powerful than ever.

Mentioned in this episode:
FoxandRob
Fox and Rob Rich (@foxandrob) on Instagram
FoxandRob on Facebook
FoxandRob - YouTube
Rich Family Ministries
Marcel Schwantes

Show notes:

“Beyond the definition, Psychological Safety is a deeply human feeling.” [11:21] Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. Minnette Norman explains what psychological safety is and the immense benefit this environment brings to an organization.

“Psychological Safety is not what happens by default.” [13:26] Karolin Helbig explains the two big barriers when it comes to understanding and implementing Psychological Safety. Firstly, we are biologically wired to avoid risk, it’s not easy to speak up. Secondly, the traditional model of leadership; we have been conditioned to view vulnerability as weakness.

“Courage, to me, is one of the most fundamental skills that a leader has to have in order to create a psychologically safe environment” [20:40] Marcel speaks on Play #1 from The Psychological Safety Playbook. While any of these plays can be learned and implemented in any order, and you can use them at your will BUT Karolin and Minette chose Communicate Courageously to be first because of the fundamental basis of courage as a leader.

“Really truly listening with the intent of understanding the other person is an art” [26:45] How often are you wholeheartedly listening with no distractions? Karolin explains, Play #2: The Art of Listening, and how to practice this muscle of listening and learning to be committed to understanding others, without the need to be right. Closing down external distractions is the first step, but what is more tricky is going internal and clearing the distractions from our minds.

“There is a stigma often in business settings to acknowledge that we’re going to fail on the way” [34:10] When it comes to Play #4: Embrace Risk and Failure, Minnete explains that in order to be innovative and be successful, there will be failure. It is crucial that leaders talk about failure openly and not be afraid of it and instead say, what can we learn from it?

“Suffering at work…we spend most of our waking hours at work, that means suffering at life” [42:05] Suffering is real on many levels. Creating Psychological Safety in your organization can create more positivity. It is Karolin and Minette’s hope in their contribution with this book to reduce suffering and create value in the lives of leaders and their teams.

Mentioned in this episode:
The Psychological Safety Playbook
Karolin Helbig
Karolin Helbig on LinkedIn
Minette Norman
Minette Norman on LinkedIn
Marcel Schwantes

Show-Notes:

“When I think of leadership, I think of a very effective shepherd. A really good shepherd is there to guide, protect, and correct.” [3:00] What does it mean to be a good leader? Robb Holman helps Marcel kick off the episode by discussing the elements of good leadership.
"Whatever you can do to remain committed in a place and foster a culture within your team dynamics of getting to know the person before the professional, leads to a more unified team."[11:44] Robb shares his thoughts on the mailbag segment question leading into Marcel's point about healthy working relationships and culture where it's safe to ask for help.
“Emotional Intelligence is the ability to accurately perceive, understand, use, and manage our own emotions and those of other people.” [21:58] It’s a buzzword, overused and with some controversy but guest and author Cary Cherniss clears the air with a definition of Emotional Intelligence, as he and Marcel discuss its application in leadership.
“It’s not just being aware of your emotional surroundings…outstanding leaders [monitor the emotional climate] periodically.” [25:10] If a leader is not able to “read the room” and monitor the emotional climate, no intervention can lead to tension and larger problems in the workplace allowing negative emotions or conflict to grow.
“Enthusiasm is probably the most important [feeling that leaders should be showing more of].” [33:51] What does Enthusiasm really mean? A genuine expression of enthusiasm as a leader is not only about showing your excitement but your authentic positive mindset and optimism. Regardless of your personality type whether introvert or extrovert you can express enthusiasm in your own way to impact the people around you.
“Keep in mind that the people who are looking up to you are going to imitate how you’re feeling.” [39:45] For leaders who are experiencing a difficult time like extensive layoffs, your remaining staff will feed off of your emotions. Cary shares a story from the book about how one leader gave space for herself and her team to discuss their feelings about a big layoff and then influenced a positive shift by looking to the future with a discussion on what was next for the company.

Mentioned in this episode:
Leading with Feeling - Cary Cherniss; Cornelia Roche - Oxford University Press
Cary Cherniss | GSAPP
Robb Holman
Marcel Schwantes

Show Notes:

“There is a natural tension between serving people and doing everything needed to get them engaged and the reality of the results and mission of the organization.” [8:19] What does the subtitle ‘Beyond Servant Leadership’ from Bob DeKoch and Phil Clampitt’s book mean? Bob describes “beyond” as bringing that tension together, where motivating and serving meet.
“We propose the side of caring that we call, deep caring.” [9:42] There are varying levels of caring and Bob briefly explains the discussion of these levels in the book as shallow vs deep caring. Shallow caring places focus on the short term like perks with birthday celebrations, or pool tables in the break room. Deep caring lives in the long term with more focus on goals, development, and self-actualization. Deep caring is less about appeasement and more about growth.
“We have to have a respect for continuous learning not only through on-the-job experience but through coursework, seminars, working in organizations, and other methods.” [14:25] Marcel comments on the value of lifelong learning Bob and Phil highlight in the book. Bob explains it as a need for the best of the best and they can only be a lifelong learner. Leaders cannot be stuck in their ways; they have to have the willingness to grow leadership skills. And when you don’t your people feel that lack of commitment.
“The kind of kindness that’s important has an empathetic factor, a listening factor, and an understanding factor. That’s necessary to engage people but it’s not an indication you’re soft.” [19:03] Too often people think kindness is soft or weak, but Bob gives examples of the impact of kindness in the workplace. The communication in making choices and decisions in an organization is a big part of that kindness and a benefit as well.
“It takes self-reflection and honesty with yourself about how you’re coming across.” [20:43] When you become a leader you don’t check your humanity at the door. Through coaching, reflection, and self-awareness, leaders can change their behavior to become kinder if they understand what they’re doing and how it's affecting their organization. At times leadership feels like a race to check off the boxes, but it’s important to slow down and reflect on how you’re doing that.
“The command style might be necessary sometimes but in a caring environment…not often” [24:16] Caring leaders coach not command, is one of the 9 principles from the book, Leading with Care in a Tough World. Bob explains that subtle coaching happens every day by listening and having conversations work out a path. Caring and coaching are about making suggestions, helping overcome barriers, creating action plans, and facilitating employees in success.
“Leaders have to listen, but they have to accomplish the organizational mission as well.” [28:49] Marcel brings the questions to the current landscape in the workplace with hot-button topics when it comes to political activism. How should leaders respond? Bob says it’s about listening to differing points of view, and finding balance and respect on both sides. But it’s also important to maintain the objective of the organization and where that comes into play with the employees.

Mentioned in this episode:Leading with Care in a Tough World
Phil Clampitt on LinkedIn
Bob DeKoch on LinkedIn
Marcel Schwantes

Show Notes:

“Valuing your people…what exactly does it mean?” [7:16] Valuing your people is more than just a raise or promotion, or mutual respect. Marcel asks Rob what it really means, sparking a discussion that goes deeper than the value of our title but is built on our humanity, relationships, and trust.
“How would you rate your self-worth (your value), if you were stripped of everything you know?” [8:25] Rob proposes a hypothetical situation for the listeners in a challenge to rate themselves just as their unique self, the way a young child might. We are much more than our titles, of leader, co-worker, brother, sister, etc. We have a lot of value to give and leaders need to dig deep beyond the surface to value their employees with relationships.
“One of the tenants I see people failing in to truly value people is….they have to listen to them RECEPTIVELY” [11:44] Too often as Marcel reminds us, we speak more than we listen. Rob and Marcel discuss listening receptively as a way to build trust and community with our teams.
“You have to be able to reach out to people and get to know them on a personal level, to build that trust for them to feel valued.” [14:15] It all comes back to relationships, Marcel explains how only when you make the effort to get to know your people can all of the other tenants of leadership come into play.
“When you get to where people trust each other in the workplace…it brings people together to do great work.” [15:50] Trust and value go hand in hand. In order to value your people, you have to trust them and they have to trust you. This is the hallmark of Marcel and Rob's conversation: building trust is essential in valuing your people, and there are limitless benefits from this culture in the workplace.
“You don’t want to micromanage but you do want to be present with your people, especially when it counts.” [25:50] To round out the show, Marcel and Rob take a question from the “Mailbag” from Javier, a listener in L.A. who asks how to balance employer autonomy and leadership presence. Marcel and Rob walk this line and talk about what really matters when it comes to being present as a leader.

Mentioned in this episode:
Robb Holman
Marcel Schwantes

This episode is brought to you by Businessolver. Since 1998, Businessolver has delivered market-changing benefits technology, and services supported by an intrinsic responsiveness to client needs. The company creates client programs that maximize benefits program investment, minimize risk exposure, and engage employees with easy-to-use solutions and communication tools to assist them in making wise and cost-efficient benefits selections. Founded by HR professionals, Business solver's unwavering service-oriented culture and secure SaaS platform provide measurable success in its mission to provide complete client delight.

Clean Up Your Side of the Street
When it comes to workplace relationships, Amy shares foundational tips that will apply to working with all of the archetypes. Raise your self-awareness, get the big picture, and ask yourself, “How can I make sure my thoughts, actions, and behaviors are aligned with my values and goals in my relationships” [15:12] Be cognizant of how you can be inviting or triggering behavior of the “difficult people” you may face at work.

The Archetypes
In this episode, Amy and Marcel cover three archetypes:

The Passive Aggressive Peer
When working with a co-worker demonstrating passive-aggressive behavior, consider “What is the underlying message?”. [21:36] Oftentimes passive aggressive behaviors come from a place of fear, insecurity, or desire to avoid conflict. Frame conversations and interactions in a way that may open up their true thoughts or message and invite a safe place.

The Pessimist
Working with a pessimist co-worker can create a negative fog in the workplace. It’s important to validate their feelings, find a place for their “risk assessment”, and especially set forth a practice that invites positivity and support. “If you set boundaries against extreme pessimists, that dark cloud over their head might change.” [30:35] They might not become ultra-positive with these practices but their self-awareness might rise and they can heavily affect future interactions and the environment.

The Know-it-all
When it comes to the American workplace, “we tend to value confidence over competence”. [35:00] This is how incompetent, narcissistic individuals often come into leadership positions. Hold your ground and pocket some phrases to protect your voice and knowledge when it comes to meetings. Invite in peer support if your own voice isn’t doing the trick.

Protect Yourself
“Sometimes we put in our best effort, and the behavior just doesn’t change, then it’s a matter of protecting yourself.” [41:27] Amy has some great tips for keeping yourself and your position safe: Document everything so that should you need to escalate the situation you have the details. Don’t dwell, make sure these difficult people aren’t all you’re thinking about. Limit interactions, you don’t have to spend too much work time with these people outside of direct work. Keep some phrases handy so you can keep the conversations moving peacefully.

Mentioned in this episode:
Women at Work
Amy E. Gallo
Getting Along: How to Work with Anyone (Even Difficult People)
Amy Gallo @amyegallo on Twitter
Amy Gallo on LinkedIn
Amy Gallo (@amyegallo) on Instagram

Lisa Anna Palmer is an author, speaker, and leadership coach. She is the author of "Light a Fire in Their Hearts: How to Inspire and Lead Teams to Phenomenal Success." With over 20 years of experience in leadership, Palmer helps organizations and individuals improve their leadership skills and achieve their goals. Through her writing and speaking, she emphasizes the importance of servant leadership and inspiring and empowering teams.

Show-Notes:

The Effects of Poor Leadership on Health
“Let’s look at each other as human beings, let’s connect at that level” [10:00] Lisa Anna Palmer talks about the ability to unleash potential when we treat our employees with respect and dignity. It’s better for everyone, even ourselves as leaders. But what happens when we don’t? Marcel and Lisa connect on their major health scares that brought them to servant leadership practice and they discuss staggering risks associated with poor leadership like increased risks in cardiovascular health.

Once a Bad leader, Always a Bad Leader?
“Leadership is hard, it's a higher aspiration role to take on” [18:22] Marcel positions that leadership isn't for everyone, especially those with no desire to grow and change. As Lisa breaks it down with the age-old saying, when there’s a will there's a way. When leaders put conscious thought into their leadership and are open to change, accepting feedback and seeing it as an opportunity for growth, they can begin to positively affect the lives of their staff.

Misconceptions of Servant Leadership
“Servant leadership is about being the best version of yourself and to be of service to others” [22:39] To be a servant leader is not a martyr, Lisa explains what servant leadership is and how really loving yourself and being your best self and then turning that same love and acceptance outward can be the best example. Marcel and Lisa discuss some common misconceptions of servant leadership, like being completely selfless, only considering others' needs, and abandoning your needs and wants. These are not a part of servant leadership at all!

Is Servant Leadership Still Relevant?
Marcel claims some are reporting the ‘death’ of servant leadership as Gen Z moves into new positions and remote working becomes more prevalent. But Lisa explains just why Servant Leadership is here to stay, “The element of treating people like human beings is going to stay forever” [32:24]. Going virtual is not an excuse, because even digital tone and connection are important. There are ways to make an impact and embrace Servant Leadership in this new context.

Mentioned in this episode:
Light Your Leadership Inc.
Light a Fire in Their Hearts: The Truth About Leadership: Palmer, Lisa Anna
Lisa Anna Palmer on LinkedIn

This episode is brought to you by Businessolver. Since 1998, Businessolver has delivered market-changing benefits technology and services supported by an intrinsic responsiveness to client needs. The company creates client programs that maximize benefits program investment, minimize risk exposure, and engage employees with easy-to-use solutions and communication tools to assist them in making wise and cost-efficient benefits selections. Founded by HR professionals, Businessolver's unwavering service-oriented culture and secure SaaS platform provide measurable success in its mission to provide complete client delight.

Show-Notes:

Leaders, the “Coach” in Business
“Empathy is about understanding people and where they need to be met” [5:04] Rae Shanahan, CSO of Businessolver, opens the interview with Marcel sharing a great analogy of leadership and coaching. Coaches don’t practice with the team and leave them during the game when it really counts, and neither do good empathic leaders. They are there with support, understanding, and motivation through every step of the way.

Chief Empathy Officer
“Every layer within the organization needs to focus on empathy” [18:32] Empathy is important at every level, including at the top with our CEOs. Rae explains the traditional saying of treating others how you want to be treated and instead looking at it through the lens of everyone's unique situations.

Empathy and Psychological Safety
“You cannot have a fear-based environment and foster empathy and the heart of leadership” [22:58] “Blue Sparkle” is an initiative that Rae began 10 years ago at Businessolver, where employees share positivity from work or their personal life each day. Marcel connects this to Amy Edmondson’s work in psychological safety, and how it is truly needed for effective empathy.

Financial Impact of Empathy
“Grow our business, delight our clients” [31:50] This statement is part of the mission at Businessolver. Rae explains how this simply can’t be possible without the culture they’ve created with their employees. When employees feel delighted and supported at work they will do the same for the clients and in turn, grow the business. Marcel reminds listeners, this isn’t just empathy for empathy's sake, it’s the right thing to do and has an important impact on your business.

Mentioned in this episode:
Businessolver
Workplace Empathy | Businessolver
Rae Shanahan - Chief Strategy Officer - Businessolver on LinkedIn
rshanahan@businessolver.com

Culture of Shared Leadership“The reason so many managers fail is often attributed to the idea that if they share their leadership with others they will lose their power or authority” [1:33] Shared leadership is an impactful way to develop shared trust but leaders are often held back by a fear of failure or weak perception, and as Robb and Marcel say, that can be scary. When you’re focused on a top-down leadership structure, you’re going to get low performance from your worker bees, who are not empowered to grow and shine. To create this shared leadership culture, leaders need to release that fear and believe in their people.

What do you have to learn?“Look at your team, as small or as large as they may be, and spend time in reflection looking at the strengths of each team member.”[6:20] Robb encourages leaders to look at every meeting with the lens of not what you have to give but instead what you have to learn. When leaders realize the powerful skill sets and gifts they have, they will be surprised and encouraged. Remember this is why you hired these people because they have talents and skills that can serve you, you just need to submit and speak encouragement into them.

The MailbagSamantha from El Paso wrote in, “I am about to get promoted to manager. I’ve been an individual contributor for the last 5 years. Now I find myself having to manage the people I used to work with, my peers and former co-workers. Any advice?” [12:55]

Robb shares an example from the start of his professional basketball career, and relates to Samantha in how entering new moments can come with feelings of hesitancy, and anxiety. He encourages her to enter with ease and be ready to serve those around her. Marcel encourages her that she deserves this job because obviously, her superiors have seen something in her. He reminds her and any new leader to come in confident and with initiative. Take the first meeting to set expectations, things will change and your team needs to know what that will look like but additionally, as a leader you’re there to support them, let them know you’re here to look after them, and build them up as well.

Humble LeadersContinuing in his series of providing a sneak peek of his book manuscript, Marcel has been sharing the 7 practical principles of love in action. The focus of today: Humility.
“Humble leaders achieve greatness without arrogance, they shift from ego to humility which can drastically alter your advantage.” [26:23] So what are three ways humble leaders get this done?

They Give Others Credit
They Speak Their Truth
They Are Teachable

Mentioned in this episode:Robb Holman
Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes

Christina Maslach is the foremost expert and pioneer of research on job burnout. She is an American Social Psychology and professor emerita at UC-Berkeley, she also is the creator of the Maslach Burnout Inventory (MBI). Christina joins host Marcel Schwantes to discuss the book, The Burnout Challenge, which she co-authored. She provides a working definition for workplace burnout, which plays a big part in the 3 dimensions of the 6 job mismatches. As she explains these mismatches she also encourages ways to pivot from these chronic stressors, and help leaders become engaged.

The Burnout Challenge
As Marcel Schwantez and Christina Maslach dive into their discussion, The Burnout Challenge they talk about the real target of the book, “The way human beings function, depends on a relationship between the person and their environment.”[6:52] Christina comments on how too often people focus on just one part of that relationship, the person but what about the role the environment plays? How do we improve the relationship between the job and the people working? She then lays the groundwork for their discussion with a definition for Burnout in the workplace, a response to chronic job stressors that haven't been well managed. In this case, chronic is a very important word because these stressors become too frequent to cope with on a normal basis.

Job Mismatches
Christina overviews the 6 mismatches at work that lead to burnout: work overload, lack of control, insufficient reward, breakdown of community, absence of fairness, and conflicting values. “These are the chronic job stressors, that are there all the time, that are annoying, that are hurtful, that get in the way, that are obstacles…that if you just didn't have them, you could get your job done and feel good about it.”[23:57] These are as she refers to as pebbles in the shoe, small but not trivial things that have a large impact on your ability to do your job.

The Three C’s
Collaborate, Customize, and Commit are the “Three C’s” Christina shares that leaders of organizations and their teams need to work on to move past and pivot away from the mismatches. She emphasizes the need to make it a we, not an I, and focus on bringing everyone to the table to come to a solution that does not have to be perfect, but can be better. Too often leaders and higher-ups are adding and adding more to their teams' plates but Christina says we need to rethink, redesign, and come up with something different but doable. “You have to do subtraction if you’re going to do addition in order to keep a relatively good balance between people and the job” [42:06]

Be an Engaged Leader
“People are capable of really good things…we ought to be able to figure out how to help more of that happen on a regular basis” [52:18] Christina makes an analogy about a beautiful flower plant on her deck, she could have paid a lot of money for it but that means nothing if she puts it in a broken pot, with bad soil, and gives it no water or sunlight…those are not the conditions for it to thrive. The same goes for leaders and their employees, they have to work to provide them with conditions that will help them thrive which is a major part of their role. She encourages leaders to be engaged, walk the floor, get to know their people and their needs so that they can be a part of the collaborative voice to help make things better.

Mentioned in this episode:
The Burnout Challenge
maslach@berkeley.edu
Christina Maslach | UC Psych
Marcel Schwantes on LinkedIn
Marcel Schwantes

A Team Who Believes
“Do we have a vision that is anchored in purpose and is somewhat tangible, that is larger than any member of the team and the team in its entirety”? [7:39] Inspired by the recent NFL tragedy and ongoing medical recovery of Damar Hamlin, Rob and Marcel draw a comparison to the feeling of believing in something larger. As players, coaches, and spectators banded together to pray to someone higher regardless of religious beliefs, it speaks to the fact that leaders have the power and the obligation to create this feeling of belief within their teams and the positive impact it will have.

Believing in Potential
“The essence of leadership is being able to care for one another, develop their skills, meet their needs…but what if you added an extension to that and began to see the potential in each person.” [10:32] Marcel extends this idea of belief in something greater than yourself, as a belief in the potential of those surrounding you. He calls it a mindset of trust, and an extension of trust and faith as a gift!

Mail Bag
In this co-host segment, Marcel and Rob answer a question that has been sent in by a listener. John asked in relation to a new leadership position, how can he connect in the first week. “Spend that first week asking more questions than trying to give answers”[14:55], Rob drives home the point that even though as a leader has a lot to offer, they should take it easy and remain the ‘student’. Marcel goes further with some advice for specific questions to ask: What are your strengths? What are your interests? How can I help support you and set you up for success? If you want to send in your questions, you can visit Marcel’s website for the information!

A Culture of Kindness
“A study by the University of California at CocaCola’s Madrid site, researchers there found that workers who were the receivers of kindness reported experiencing 10 times more prosocial behaviors than the control group...examples of prosocial behaviors include activities such as empathy, altruism, sharing, cooperation, self-sacrifice, and helpfulness.” [23:11] Marcel quotes this study and explains how great it is to receive kindness, but that the givers of kindness have an even more durable effect, including great life and job satisfaction.

Cyclical Kindness
“Kindness, when you encourage it as a corporate value and norm, it creates virtuous cycles within teams benefiting recipients and givers alike, but especially the organization as a whole.” [24:58] When one random act of kindness is initiated in an organization it creates a cycle that continuously benefits the team and even the company. This is a reference from the manuscript of Marcel’s book in the works!

Mentioned in this episode:
Robb HolmanMarcel Schwantes on LinkedInMarcel Schwantes

“Patience can be one of the hardest traits to master personally and professionally because of the intense pressure put on leaders to generate quick and effective results.” [00:55] Marcel introduces one of the important traits of a leader who leads with love, a focal point of what he has planned for his book in the works.

How often are you slowing down to work through a problem or get to a decison? Marcel comments on this common problem that is truly a lack of patience. “Faster isn't always better. When times get stressful, it can be easy to rush through things, like decision-making. Making quick decisions may remove the problem short-term, but has the potential to create an even bigger issue down the road.” [1:29]

It’s not all talk, Marcel has research and science to back up the power of patience. “In one 2012 study published in the Journal of Positive Psychology, researchers found that patient people made more progress toward their goals and were more satisfied when they achieved them, especially if those goals were difficult, compared with less patient people.” [2:56]

What does a patient leader look like? like? What type of qualities do they have? Marcel explains what it means to be a patient leader and the clear edge they get from that patience. “People who exercise patience, plain and simple, have self-control....their conduct is steady, rational, and manageable. In conflict situations, they seek to understand first before being understood; they listen more than they speak, giving them a clear edge in communicating and diffusing someone else's anger.” [3:20]

Mentioned in this episode:
An examination of patience and well-being
Four Reasons to Cultivate Patience
Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes

Marcel discusses with guest and author of You're the Leader, Now What?, Dr. Richard Winters, how leaders need to invite the discovery of other perspectives.

Overplaying Expertise
In chapter 1 of his book, You're the Leader, Now What?, Dr. Richard Winters calls out leaders as having a decision-making flaw, we overplay our expertise and at times wrongly let that guide our actions. Dr. Winters shares stories from his personal and professional life that lean into solving this blind spot. "Look for these moments where we're uncomfortable, those moments where we feel others are being mean to us are oftentimes the moments where maybe we're not being the best way we can to them." [16:00]

The Need to Be Right
Who doesn't like to be right? Dr. Winters nails it with this description, "I like to feel like I'm adding something to the world, and I like to have a sense that my expertise matters, my experience matters." [17:28] In chapter 3 of Dr. Winters' book he talks about getting off the dancefloor and stepping up to the balcony. He explains this metaphor as removing yourself from your reflexive 'in the moment' input and rising above to the balcony where you can see other perspectives and understand more than you might right away. Not only can leaders step up to the balcony but they can bring others up to see a wider perspective.

Burnout and Wellbeing
"I think it's important to think things from multiple levels as opposed to just us or just the boss."[26:48] When it comes to burnout, Dr. Winters explains that it comes down to three levels. Organizational, in which you look at the organization you're working with... do they respect you and your time? Interpersonal, in which you look at how you interact with each other, do you have a voice and positive relationships? And lastly, which most people tend to start with…Individual, in which you look at how you're taking care of your personal well-being. He also shares the acronym from Carol Riff's Psychological Well-being research...PAGERS.
Purpose - A sense that the organization is aligned with our purpose, values, and mission.
Autonomy - A sense that what we say is being heard.
Growth - A sense that we're in a place to get better.
Environmental Mastery - A sense that we have the resources we need.
Relationships - A sense that our relationships are overall positive.
Self-acceptance - A sense of acceptance of our decisions, forgiving poor decisions.

Engagement
In chapter 5, Dr. Winters lists key drivers of engagement for leadership: Develop, recognize, inform, value, engage, respect, and supervise. He shares a statistic that shows just how much these drivers matter in which for every one-point change, the burnout rate went down 9% "Just some small incremental change in the ability to engage with someone from a personal growth perspective or to help them feel safe about having conversations… Just one incremental point of change can have a huge effect on individuals and organizations." [32:17]

Fears and Worries
Addressing fears and worries is an important part of decision-making. "If you're not listening to the fears and worries while you are trying to figure out the solution to the problem, your strategy is going to be shot." [35:17] One great thing about fears and worries, Dr. Winters explains they can be the motivation and energy to cause everyone to come together to work toward the right solution. Many times this can be a fear of vulnerability, but leaders can invoke the strategies of engagement to bring people together and bring the fears and worries to light for the benefit of the organization.

Mentioned in this episode:

Richard Winters MD
Richard Winter

Marcel Schwantes and guest, Heather Hanson Wickman, are aligned on their messages of how practical love works to serve people well and help organizations to thrive and profit. They expand on the principles of “love in action” through the guest’s compelling 2018 book, The Evolved Executive, whose sub-title inspired the creation of the Love in Action podcast.

Show-Notes:

Optimism Vs. Pessimism; Is there room for both?So often leaders and individuals feel the only way to present feelings is in the form of optimism. But are they honoring their real, true feelings? Cohost Robb Holman, references the Harvard Health article, An Outlook Better Than Optimism?, and discusses the importance of being aware of your feelings and mindset especially when grief or pessimistic associated feelings are necessary. “We need to acknowledge and embrace how we really feel and in the midst of that there is beauty, there’s intimacy, power.” [5:18]

Suffering
Heather shares the very real and painful elements of her own suffering, and the point in which the tension became too much, something had to give. Marcel points out that many people believe since the pandemic suffering has decreased with an increased level of equity and awareness. And while the work landscape has changed and shifted, Heather believes the suffering has not decreased but rather changed and presented in different ways. “Care, Candor, Connection, and Change…I don’t think these have really shifted based on the pandemic, if anything when we think about connection maybe we’re even at a place that’s worse.” [28:18]
The Evolved Executive
The title of Heather Hanson Wickman’s book is The Evolved Executive but who is the Evolved Executive? “An Evolved Executive is the individual that really draws into the idea of servant leadership, that we are here are as stewards of the people that are working for us and the organization that we’re a part of” [30:00] Heather defines this person with this scientific definition but also an as she says “artistic definition”, in which there is the idea where the individual as a deep drive to continue to look inward and constantly change and be better.
Operating from love NOT fear
“Fear is really allusive in terms of the ways in which it shows up at work… the hoarding of information, the secrecy, the gossip… those are the things that get in the way of us stepping into the space of love”[32:04] Heather’s top signs of fear in the workplace are Gossip, Secrecy, Not Speaking the Truth, and ‘Yes Boss’. Most of the time people aren't even aware they are doing these things, these are just the way they’ve been taught. Moving to a space of love starts with a place of deep self-awareness as a leader in how you are creating or allowing fear in the workplace.

Deeper Level of ConsciousnessDeeper Consciousness, it’s not metaphysical mumbo-jumbo. Heather explains that as someone (like an ‘Evolved Executive’) who is evolving, raising their awareness, and constantly looking at how they are serving others will naturally expand into their consciousness.“We are all mirroring and magnifying different parts of who we are…as we raise our awareness we begin to see differently.” [44:31]

Mentioned in this episode:
Robb Holman
An outlook better than optimism? - Harvard Health
Untethered
Heather Hanson Wickman on LinkedIn
hello@beuntethered.com

Alex Budak is a social entrepreneur and professor at UC Berkeley's Haas School of Business. He teaches, speaks, consults, and advises organizations around the world, with the mission of helping people from all walks of life, become changemakers. He’s a graduate of Georgetown University and UCLA and received UCLA’s recent graduate of the year award. He loves spending time with his two favorite changemakers: his wife, Rebecca, and their baby son. Alex teaches one of the most popular courses at Berkeley, the namesake of his book, “Becoming a Changemaker.” Together Marcel and Alex discuss the 3 parts of becoming a changemaker: Mindset, Leadership, and Action with interesting anecdotes from his class and student experiences!

Humility
“We’re all attracted to confidence in great leaders…but yet if you take one wrong turn it becomes overconfidence and then people look at you as arrogant.” [4:08] Co-host Robb Holman and Marcel discuss the perfect paradox in leadership which is humility and confidence. Humility is often seen as a weakness yet it instead has immense power for gaining trust and respect. Humble leaders put their egos to the side, spotlight their employees, and give credit where credit is due.

Changemaker Mindset
Marcel and Alex discuss the mindsets involved in becoming a changemaker, including the importance of failure. How can failing actually be a good thing? Alex shares about an incredible teaching opportunity where he requires his students to go out and fail on purpose and all of the shifts and mindset changes that occur when they do this. “The data shows that those who succeed the most, also fail the most. Sometimes it's not about one stroke of genius but rather having that willingness to keep going again, and again, and again.” [54:37]

Changemaker Leadership
When Alex works through leadership with his class, he has his students list all of the traits of the bad leaders they’ve encountered. How do you change these traits? Reinvent leadership, led as a changemaker. Stop waiting for permission to lead, start asking the right questions, and see leadership in its simplest form, leadership moments. “I think we so often look at these courageous, heroic leaders and we say if that’s what leadership is and I am not naturally as charismatic as this…does that mean I can’t be a leader? I think absolutely not..there is an opportunity for us to shift from thinking of leadership as a title to leadership as an act.” [1:02:08]

Changemaker Action
“The sum of your mindset and your leadership, multiplied by your action…that’s how you have impact as a changemaker….It doesn’t take a math Ph.D. to know that if you multiply a number by 0 the result is 0….Even if you have that mindset, even if you have that leadership, if you just sit on it and never do anything with it, you will never have any impact as a changemaker. Impact is driven by action.”[1:04:06] Alex explains how changemakers should see themselves as scientists, constantly learning from unplanned outcomes and failures, running tests and experiments, and keep moving forward.

Mentioned in this episode:
Alex Budak - Helping People Become Changemakers
Becoming a Changemaker
Alex Budak on LinkedIn
Robb Holman
Marcel Schwantes on LinkedIn
Marcel Schwantes

David Achata is the author of Embrace What You Don’t Know, as well as a coach, trainer, facilitator, and speaker. Living in the mountains of Tennessee with his wife and two children, he brings over 20 years of leadership experience. Marcel and David dive into his book and the idea of asking the right questions instead of having the right answers. David gets real about toxic shame, how to combat it, and the impact of leadership orientation.

Stewardship
Robb Holman and Marcel break the ice with today’s co-host segment on stewardship. Being a good steward of your organization is important to leaders but too often personal stewardship is neglected. A good caring heart can cause leaders to become stretched too thin. Robb and Marcel discuss setting boundaries, getting focused, and embracing your unique identity to not only impact personal stewardship but stewardship across all of your leadership. “When we understand and embrace being the best version of ourselves, this has everything to do with stewardship.” [4:00]

Embracing What You Don't know
Marcel quotes guest David Achata, “What sets leaders apart is not having the right answers, it’s learning to ask all the right questions.”[21:55] David explains that embracing what you don’t know is all about understanding these categorical blindspots, first personally, secondly in our leadership, and thirdly in our organizations. If you can learn to ask questions in these facets of your life, leadership, and organization you can gain a lot of clarity.

The Shame Leaders Carry
“Shame is whenever we feel inadequate, the feeling that we’re not enough.” [39:00] David jokes that we need just enough shame to not go to the store naked, shame helps us understand our boundaries and our limits. However, toxic shame can make us feel like failures, and we compensate by puffing out our chests and bringing out our egos. David says that when leaders show this toxic shame, they are trying to overcome inadequacy by posturing themselves as something that they’re not. To combat this shame it is critical to address the blindspots David mentions, get to the root of shame, and be vulnerable.

Leadership Orientation
It’s important to understand and ask, ‘What kind of leader am I?’ David says that it's not better or worse but about understanding your influence, and what you’re influencing your people toward. Influence is about your power and voice in the world and how it expresses yourself in the world, and your orientation. “Understanding these pieces about orientation help make up the matrix of who a leader is.” [53:06]

Mentioned in this episode:
David Achata Coaching
Leadership Books by David Achata
Embrace What You Don't Know: A Stupid Guide to Smart Business Leadership
David Achata - LinkedIn
Robb Holman
Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes

Seth Goldenberg is the author of Radical Curiosity: Questioning Commonly Held Beliefs to Imagine Flourishing Futures. In his book he explains how to reignite curiosity, today he talks with Marcel about what Radical Curiosity really means and how people can improve their ability to be curious. Goldenberg's approach to stimulating curiosity was launched by a re-interpretation of the 18th and
early 20th-century Salons. These informal gatherings were forums that advanced feminism, the Enlightenment, informal learning sciences, and the notion of the “public sphere”. Seth and Marcel discuss curiosity and activism, systemic prevention of curiosity, and some of the 28 building blocks for curiosity he includes in the book.
Show-Notes:

Well-Being

To kick off the episode, Marcel Schwantes brought on co-host Robb Holman. Robb brings up the idea surrounding so many reasons for changing workplaces, the environment, or leaders not prioritizing the well-being of their staff. But what really is well-being, “When I think of well-being I think of physical, spiritual, emotional, mental, there are so many aspects that makeup who we are.” [6:00] Robb defines well-being as this holistic view of ourselves, and too often leaders are looking only at the professional view and not even making time for their own well-being.

Radical Curiosity

Seth Goldenberg is the author of Radical Curiosity: Questioning Commonly Held Beliefs to Imagine Flourishing Futures. “What's holding us back..from being curious, asking questions, and digging down into the roots to find the answers to our problems.” [25:27] Marcel asks Seth about the barriers keeping us from being more curious, because as a whole, we are not collaborating, getting together, and asking questions to solve core problems.

Improving Curiosity

So if we’re not being curious…can we get better? Seth says, “Curiosity is an innate capability in all of us” [36:29] Just like breathing, we are born with the ability to be curious but with the right work and focus, we can hone in and refine our curiosity to be better. In the book, Seth has 28 building blocks to improve curiosity, he discusses a few of his favorites at the end of the episode.

Exploring What You Don’t Know

This podcast is all about leading with love, and empathy…Seth proposes that a systemic prevention of curiosity is actually eliminating love and empathy. He explains how curiosity and breaking the path of prevention is the way to successful leadership. “That origin point of how to zero in and figure out what a great question is, to really unleash value… that is the leadership practice of the 21st century.” [48:10]

Curiosity is Activism

Seth in his book describes that curiosity can be a form of activism, in the way of unlearning. “So many core ideas are getting rewritten, we don’t have to make a new product…we have to actually unlearn.” [54:29] We are moving forward from many ideas in the past and keep this momentum and live successfully in this new era, we must unwind our minds and unlearn ideas so that we can be curious again.

Mentioned in this episode:
Curiosity & Co.
Radical Curiosity - Bookshop.org
Seth Goldenberg - Founder & CEO - Epic Decade | LinkedIn
Robb Holman
Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes

This Thanksgiving, embrace the spirit of gratitude and take these activities back to work with you to spread more gratitude after the holiday. [00:49]

For You, I Am Thankful

For the first activity, write down 5 people you are thankful for. These five people should be people who report to you and have a relationship with you that you value. [1:35]

Gratitude Reflection

For the second activity, think back on the key contributions, accomplishments, projects, and other things that have happened during the year involving these people. Relive these moments involving your 5 people in your heart and mind. [2:10]

Let Your People Know

In whatever method you can, let these people know how special they are. Let them know how much you value them, their character, their work, and what their relationship means to you! [3:00]

The Science

This isn’t just lovey-dovey gratitude, there is real science behind these three activities. Positive psychology research states that by simply expressing gratitude for two minutes a day for a period of 21 straight days is the fastest way to learn optimism and increase brain productivity by 31%. These activities train your brain to scan for positives instead of negatives. It will significantly improve your optimism even six months later, and raise your success rates significantly. [3:50]

Mentioned in this episode:

Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes

Dr. Hitendra Wadhwa, Adjunct Professor at Columbia Business School, is the author of Inner Mastery, Outer Impact. Dr. Wadhwa joins Marcel to discuss where everyone’s success truly comes from our Inner Core. He explains his story behind the inspiration for his latest book, and unpacks a few of the 5 Core Energies to mastering your Inner Core; Purpose, Wisdom, Growth, Love, and Self-Realization.

The Inner Core
Dr. Hitendra Wadhwa discusses the book Inner Mastery, Outer Impact. The Inner Core is a place we can all find success, when focused on it and living truly from your Inner Core you will see from faith that the opportunities on the outside will manifest. The Inner Core can be fully accessed by activating these 5 Core Energies: Purpose, Wisdom, Growth, Love, and Self- Realization. While we unpack several energies, Dr. Wadhwa details all of the 5 stages for each of these energies in the book, “The essence of the book is inviting us to become familiar, and activate and to let our Inner Core shine through by putting these energies in action in everything we do.” [34:00]

Purpose
The first stage of purpose Dr. Wadhwa calls a “Stirring” in which people hunger to get more out of life or from a crisis mode that changes your outlook or circumstance. This first stage leads to the following 4 stages: searching for the answers, defining values, focusing and affirming yourself by living by the things you’ve discovered, and finally fusion where you create a magical moment of living your purpose in all facets of your life. Can anyone pursue their purpose? Dr. Wadhwa says, “We may be restricted by our own imagination. What is it that we can manifest and do in the present moment in the circumstances that the universe has put us in?” [31:30]

Love
You do this by putting love into action. This core energy utilizes this beautiful analogy of love as a flower. Stage 1: Prepare the Soil. Dr. Wadhwa explains that the research says you must get to a place where you yourself feel adequately and fully loved because you cannot give what you do not have. Stage 2: Sew the Seeds. Look for the virtues, strengths, and beauty in life with appreciation, gratitude, abundance, and empathy. Stage 3: Remove the Weeds. In love, this means removing the hatred, grudges, and judgment from all places in your life. Stage 4: Prune the Branches. This critical piece in which you must take care of yourself even when it comes to the hard decisions. Stage 5: Make Love Bloom. Dr. Wadwha says, “The way I define love is, it’s about taking joy in other people's joy, and taking success in other people’s success… You are not meant to sit in splendid isolation from the rest of humanity but you’re meant to be intertwined with them in beautiful ways.” [34:40]

Removing the Weeds
Commenting on Stage 3 of the Love Core Energy, Marcel comments that there are a lot of weeds, and the weeds are so tall we aren't able to see over them to the other side. He seeks tips from Dr. Wadhwa about truly removing judgment and hatred given the circumstances of our world. Dr. Wadhwa challenges the idea of Heroes versus Villains, and how we view the people who agree and disagree with us and reframes the way we think about the “Villains” with a lens to see them as “Heros”. “There is value in seeing things from a place of humble curiosity, and recognize that truth is more nuanced than a quick atomization and polarization of the world.” [54:25]

Mentioned in this episode:
Hitendra Wadhwa
Hitendra Wadhwa (@HitendraWadhwa) on Twitter
Mentora Institute
Mentora Foundation

Marcel shares a compelling leadership model that will get results for leaders and the best out of their employees. These are six building blocks you want to develop in your leaders to create a high-performing organization.

Highlights:

1. Display AuthenticityDr. Laub’s research shows that the best leaders display authenticity by being learners. Meaning they are open to input from others, they are transparent, and they are self-aware. ”By showing up daily with their most authentic selves, they generate trust seamlessly and develop more productive relationships than their less authentic counterparts.”[3:20]

2. Value PeopleTrue leaders value their people by putting others (their employees!!) before themselves. They believe and trust in their people as well as their strengths, abilities, potential, and commitment to the job. “These leaders value people by maintaining a high view of them, showing them respect, and listening receptively to their needs in a nonjudgmental way.” [4:10]

3. Develop PeopleIn our research, we found that they provide for learning and growth, and develop potential and career paths for others. They also model appropriate behavior and build up their people through encouragement and affirmation. “Developing people is a key strength of great leaders.” [5:10]

4. Provide Leadership“Providing leadership is pointing the way forward.”[5:40] Dr. Laub noticed that they will envision the future and use foresight to direct the organization. These leaders take initiative, move out ahead, and they consistently clarify goals and expectations to get to the vision.

5. Share LeadershipThe strength of great leaders comes from sharing power and decision-making and pushing authority down to empower others. We found in the research that because of their selfless nature, sharing status in relation to position or honor is a given. “Leaders that share leadership use persuasion to influence others instead of coercion.” [6:22]

6. Build Community“Building community can only happen through fostering positive relationships at work.”[7:04] Dr. Laub said that great leaders relate well to others at all levels. They promote a sense of belonging and connection for all team members, they work collaboratively and emphasize teamwork, and they value the differences of others differing strengths, expressions, ideas, personalities, and viewpoints.

Mentioned in this episode:
Servant Leadership Training Course Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes

Highlights:
A Pioneer in Servant LeadershipFormer CEO and global thought leader, Gary Ridge, has retired and he can be noted as the catalyst for the incredible culture and employee engagement at the iconic company WD-40. Gary, as a leader and role model, provided mentorship to Steve Brass since he was 25 years old. As Steve takes over as CEO, how will he follow? "My role is about sustaining success going forward, there is nothing that needs to be fixed. It's really about taking this wonderful business, this wonderful culture, and building on this huge legacy." [11:08]

Succession Planning"If it's not properly executed, then the culture suffers." [14:42] Marcel explains how well-planned and executed succession is so important in leadership transitions for huge companies like WD-40. Steve Brass calls this process "Talent Management". Where high-level leaders nurture, grow, and support the talent of their teams. Steve explains the direct transition with Gary Ridge and how the planning, training, and responsibility began over 8 years ago!

CultureWhat makes the WD-40 Company culture so special and a competitive advantage? "We have clearly articulated and lived values, the critical piece is in living them and leaders demonstrating them." [21:05] Steve shares how leaders quarterly write down and discuss how they are living and demonstrating the company values. He explains the inverted organization at the heart of the Servant Leadership Mentality, where the CEO is at the bottom of the structure serving all of the stakeholders above them.

Learning MomentSteve explains the way Gary Ridge created immense psychological safety in this global company with "Learning Moments". At WD-40 they don't play the blame game, when mistakes are made there is something to be learned. Marcel agrees that the evidence behind the learning culture, "One of the top reasons people come to your company [WD-40], is because they are seeking career growth and development." [23:50]

Leadership in the Pandemic"Looking back at the pandemic, it's going to be one of the biggest periods of learning we've ever had. The agility we've learned by pivoting on a daily basis to meet the challenges of the pandemic is just incredible, and we're a better business because of it."[28:46] Steve explains the changes, adaptations, and challenges they faced during the Pandemic. Now post-pandemic during the Great Resignation, Steve explains they have not experienced a loss of employees because of their positive culture and highlight on employee growth. They have in fact actually strengthened because of remote tools and hiring possibilities.

WD-40, Weird HacksDuring his research for the episode, Marcel found the WD-40 Fan Club in which they shared over 2000 uses for the product. One is removing pythons from a bus in Thailand!! Steve shares his favorite WD-40 hacks, some recommended and others not so much. "We get people writing in, they use it for arthritis, they use it for their joints…that is not a recommended use by WD-40" [32:55]. Some more practical uses…removing crayon marks from your walls, and bugs from the front of your car!

Mentioned in this episode:
Steve Brass on LinkedIn
WD-40 Company

Highlights:

The Journey Behind Leading with HeartWhat makes the difference between great leaders and mediocre leaders? In their research Edward Sullivan and coauthor, John Baird found that the nuts and bolts behind effective leaders are authentic connections. Edward Sullivan says, “We found that leaders who are very successful lead with heart and leading with heart isn’t simply being a good guy or it’s not simply caring with a capital C. We found that there are actual specific conversations that people have to create the connective tissue in the workplace that lead to better results.” [9:45]

Organic ConversationThe way Leading with Heart was written, is to be used as a tool. These conversations and questions are organic, it's more about the conversations than one-liner questions. The book includes conversation starters to create ongoing conversations and dig into the richness behind them. “At the end of the day, leading with heart is about engagement. It’s about conversation. It’s not about interrogation.”, Edward explains the way the book can be used by teams. [15:23]

Heart Centered QuestionsWhat do you need to be at your best? People like their work when they are treated like individuals and feel seen and as a member of the team. Leaders who promote this check in with their team, assessing and providing what each member might need to do their best work. “You can tell when people like their work… and it’s not because of those superficial benefits.” [19:53]Edward shares the powerful question leaders can ask to support their team.

What fears are holding you back? A fear-run organization is going to cause more turnover, less transparency, more politics, and all of the other negativity that is commonly seen in the workplace. Edwards provides a powerful analogy from the book, “If your team is afraid to tell you when they smell smoke, you’re always going to be putting out fires.”[22:08]

What desires drive you, and which might derail you? This is the “gas pedal” conversation… It’s the leader's responsibility to ask the questions and start the conversations to figure out what is going to motivate their team and get them going but also be conscious of what might get them off track. Leaders naturally desire acceptance and belonging but can also face the struggle of connection versus having difficult conversations. Edward reiterates by saying, “We can’t let the maintaining the relationship get in the way of maintaining effective performance of the team.” [31:32]

What are your greatest gifts? This is the question that gets leaders and team members lighting up. Our gift is something that often goes unappreciated, something that comes so naturally but we don’t value it the way other people might. “As soon as you gain awareness of your gift you start seeing applications for it in many other places in your life, and many other places in the business” [35:24] Edward explains how great leaders can see gifts and use them to add value to not only the business but by allowing their team member to see the gift for themselves as well.

What is your purpose? In Leading with Heart, all the previous four questions lead to the why. Get all the other information and feelings out there so that you can determine a real why and a real purpose. To Edward, purpose means how do you wanna leave the world? Who do you want to serve? What impact do you want to have? Edward defines this as, “Ultimately purpose comes down to figuring out how to use your gifts to their highest and best use. In service of something bigger than yourself.” [44:26]

Mentioned in this episode:Leading with HeartVelocity Coaching

25 years ago, my leadership skills were on life support, but over time my toxic patterns were broken as I repeatedly chose to perform actions that created value, built community, and increased my influence. Neuroscience and positive psychology research have led us to a better understanding of how to improve our leadership behaviors and shift from a fixed to a growth mindset. To take neuroscience for a test drive and begin to reshape your own brain to become a better leader, there are three time-tested decisions you must make:

1. Practice New Behaviors

You become a leader by first unlearning and subtracting old habits. Then shift to a growth mindset, showing curiosity and openness. When you surround yourself with leaders exhibiting character and emotional intelligence — soak up their wisdom, and model new habits and behaviors. Then apply your new learning and knowledge, and add experience to your everyday life. “Application and practice is the key.” [3:40]

2. Change

“You must be willing and motivated to change and grow as a leader.” [4:30] Your intentions to become a great leader someday have to be heart-based. In other words, great leaders connect to the hearts of their followers to gain their trust. Both the head and heart need to be in the game. Without the heart, you’re stuck in autocracyland — focusing heavily on the end results while treating people like cogs — and forgetting the relationships that will achieve even greater results while making people’s lives better.

3. Seek Feedback

“To develop leadership skills, you must be motivated to seek out and receive feedback from others to see yourself more clearly.” [5:54] This will take great courage. You have to be willing to go down deep to explore old habits and behaviors below the surface that need to be identified and changed. In other words, unlearning and subtracting old behaviors and learning and adding new habits.

Which of these ideas do you agree with? What would you add?
I’d love for you to continue the conversation on LinkedIn. Tag my name and use #loveinactionpodcast. Let’s keep it going.

Mentioned in this episode:
Marcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

Highlights:

Leadership and Empowering People
True leadership extends beyond being in the trenches. It’s about the ability to empower people even when you’re not around - even after you’re no longer in the company permanently, your influence remains. “Leadership is about empowering other people as a result of your presence and making sure that impact continues into your absence.” [5:46]

Empowerment Leadership as a Target
Empowerment leadership can be represented by a target - the bullseye being TRUST which is the foundation. Leaders move outward with each ring representing an element that empowers people. The first ring is LOVE with the idea of: How can I set up one other person for success? The next ring is BELONGING: What can I do for a varied group? The next rings are STRATEGY & CULTURE where you truly make a difference with your influence going past the bounds of the organization, rippling out to the customers and the clients where strategy is silent. "It starts with ourselves with trust and it goes all the way past the bounds of the organization with culture." [8:38]

Building a Trustworthy Culture
Trust is broken down into 3 traits: authenticity, logic & empathy. Each component has a role and what’s prescribed for the lack of empathy cannot cure the diagnosis for authenticity. If your culture is broken, start with trust. Frances describes the role of each component in building a trustworthy culture. “The reason that people haven’t been able to make much progress on trust is they kept trying to move to trust without understanding its very different but comprehensive component parts.” [18:40]

Love By Setting High Standards
Love is empowering people by setting high standards and revealing deep devotion to them. To bring out someone’s best, they have to feel your high standards as much as your devotion to them. Marcel comments that people often forget the leadership part of servant leadership: high standards and accountability are as important as caring. Both are necessary for a great leader. "Servant leadership in its definition, people only focus on the servant part and forget that the leadership part is setting those high standards and holding people accountable." [23:44]

Diversity and Inclusivity in the WorkplaceOne of the strategies that often fails in making a workplace more diverse and inclusive — especially for women — is the recruitment process. Frances shares why the recruitment process fails - they fail to acknowledge that their recruitment system fails in attracting. Frances stresses that if an organization’s recruitment system is great for attracting men, keep doing that. But if an organization is looking to attract highly qualified women using the same recruitment system, it’s not going to work. Acknowledging who your system attracts is the first step in creating diversity and inclusivity in the workplace. "If women are not applying, your systems are great for attracting men. Keep doing it every time you want to attract men but acknowledge that it's failing at attracting women. So now, how do you recruit differently for different demographics?" [42:31]

A Leader’s TakeawayFrances wants leaders to take away this point: if you notice something wrong, address it now. “Meaningful change only happens quickly,” she argues. “Meaningful change happens when the thing you want to change is your number one priority…So when you see something, address it; address it with all your might, close it, and move on to the next thing.” [51:06]

Mentioned in this episode:

Frances Frei on LinkedIn
Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around

Unleashed: The Unapologetic Leader's Guide to Empowering Everyone Around You

Cynthia Covey Haller is an author, teacher, speaker, and active community member. She has contributed to the writing of several books and articles, most recently she co-authored her late father, Stephen Covey’s final book, “Live Life in Crescendo”. Cynthia has held leadership positions in women’s organizations, served as a PTSA president, was an organizer for refugee aid and food pantry volunteer, and she is currently working as a service volunteer helping with employment needs. She graduated from BYU and lives with her family in Salt Lake City, Utah.

Highlights:

Live Life in CRESCENDO

This musical symbol builds with energy and passion and keeps getting louder and stronger. The physical symbol starts at a small point and spreads out. This idea represents The Crescendo Mentality, we should always be growing and striving to do more, as Cynthia quotes her late father, “Don’t look in the rearview mirror at what you’ve accomplished, look ahead”. [11:38]

The Midlife

At this point in life are you where you want to be? The Midlife is defined in the book in two perspectives: Being successful in your most important roles beyond monetary gain and Using resourcefulness and initiative to take control of your life. These perspectives as a part of the crescendo mentality is to not accept your life for what it is, you have the power to change it and make it what you want. Marcel summarizes this point as “The Crescendo Mentality is really a mindset shift to see your life differently”. [20:59]

The Paradigm

At every age and stage in your life, you handle what comes with a paradigm shift. Cynthia shares a story from the book about a horrible crime and false conviction, and the person convicted begins to live in diminuendo but breaks his three years in silence, to comfort a convict in the neighboring cell. And he shifted and chose to live in crescendo, with this power and beacon of life he was able to eventually prove his innocence and be released after 30 years in prison. Stephen Covey originally said, “If you wanna make small changes in your life, change your attitude. If you wanna make large and primary changes, work on your paradigm”. [23:00]

The Pinnacle of Success

You think you’ve done it all, are you going to rest on your laurels and go enjoy the warm sunny retirement community in Florida? Most people that are successful, if they don’t continue to serve people all along, they don’t feel much meaning in their lives. At the pinnacle of success, there is so much to continue to contribute, even as a regular person without the resources of past presidents. Every person no matter the means has what it takes to meet someone's need, one kindness and act of service at a time. Cynthia explains, “My father taught that life is about contribution, not accumulation”. [32:42]

The Ultimate Hope

Your most important work and contributions can still be ahead of you. If you do decide to retire, continue to look forward and make contributions around you. Look down deep, what is your mission? Stephen Covey taught as relayed by his daughter Cynthia, “Life is a mission, not a career”. [39:10]

Mentioned in this episode:

Live Life in Crescendo: Your Most Important Work Is Always Ahead of You (The Covey Habits Series)
Cynthia Covey Haller on LinkedIn
Cynthia Covey Haller on Instagram

None

Mark C. Crowley is a renowned global thought leader, speaker, and the author of the leadership classic, “Lead From The Heart.”

Highlights:
“I have science that proves that the heart actually plays an enormous role in influencing human behavior.” [7:45] Mark explains the sentiment behind his original book and new revision Lead From The Heart.

“The strength of a heart-based leader is to see the potential in others and have the belief in them that they don’t have in themselves.” [14:40] Marcel comments on the change that can happen in an employee when working with a leader who truly believes in them and sees what they don’t see within themself.

“The heart and the mind are actually connected and the heart actually sends more communication to the mind than the other way around.” [27:50] Mark gets into the science behind his idea of leading from the heart in which feelings genuinely influence our mind. He shares research from Heart Math that explains when people are working in a positive, appreciated environment they operate in their most optimal performance in what they call coherence.

“Recognize that just because you have an opening, and someone comes who wants the job is the right fit for it.” [37:08] Mark explains the principle of Hiring from the Heart, having a high-performing team is about using great discipline in how you hire.

“You have to adapt to your employees; so you have to know what it’s important to them and know how to support them.” [37:11] Building a Relationship Mark says is not just spending time with your staff but getting to know their needs and wants and how you can help them be successful, that builds trust and provides a positive environment.

“If you’re a manager, you know something about what your employees do all day…so teach them, coach them, give them your time.” [40:15] Giving Time is an investment that Mark shares as an important responsibility and commitment for leaders.

“There is a significant gap between what people feel from their manager and what managers think they’re doing for them.” [41:45] Mark encourages leaders to make real Recognition a priority for their employees.

“Any act of kindness, coaching, validation, or appreciation….is a micro manifestation of love.”[54:38] What does it mean to love your people? Mark wants leaders to know that these positive emotions are not the romantic version of love but real authentic professional ways to do business and lead.

Mentioned in this episode:

Mark C. Crowley
Leadership & Sales Management Consultant, Professional Speaker - Mark C. Crowley & Associates | LinkedIn
Emotional: How Feelings Shape Our Thinking Hardcover
The Extended Mind: The Power of Thinking Outside the Brain: Paul, Annie Murphy
Influence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things Happen
Permission to Feel: Unlocking the Power of Emotions to Help Our Kids, Ourselves, and Our Society Thrive eBook: Brackett, Ph.D., Marc
Sigal Barsade: The Power of Emotions - Knowledge at Wharton
Love 2.0: Creating Happiness and Health in Moments of Connection Paperback by Barbara L. Fredrickson Ph.D.

Influence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things Happen

The Extended Mind: The Power of Thinking Outside the Brain

Love 2.0: How Our Supreme Emotion Affects Everything We Feel, Think, Do, and Become

Emotional: How Feelings Shape Our Thinking

Permission to Feel: Unlocking the Power of Emotions to Help Our Kids, Ourselves, and Our Society Thrive

Authenticity may be a big buzzword in the leadership space, but what does it mean? Marcel Schwantes breaks down what it means and why it’s important to be an authentic leader in 8 simple points.

Highlights:

“They Show Up with Their True Selves: Authenticity is showing up with your best self. It's leading from your mind and your heart.” [2:33] Marcel explains that leaders with authenticity show up with emotional honesty, excellence in everything they do, a great attitude, openness to receiving feedback, and self-awareness.
“They Treat Themselves (and Others) as Human Beings: Great leaders display authenticity by making room daily for laughter and joy while accepting that they're not perfect and that they make mistakes.” [3:45] Marcel highlights that leaders create a safe environment to display trust for admitting mistakes themselves AND their teams
“They Approach Conflict by Looking at All Sides: Authentic leaders don't assume and jump to conclusions. They look at difficult situations from several angles.” [4:20] Marcel explains that authentic leaders make educated decisions by getting clarity and multiple perspectives.
“They Speak Their Truth: Being authentic means you don't say things to sugarcoat, to try to please others or to try to look good in front of your peers.” [5:10] Authentic leaders have great reputations because as Marcel says, they speak clearly, honestly, and with integrity.
“They Are Teachable: Another way of being authentic is to gladly accept the role of a learner.” [5:43] Marcel reminds listeners that good leaders are willing to ask questions and have a genuine interest in the answers.
“They Listen to Understand: Authentic leaders listen to understand, which is a rare and forgotten leadership skill.” [6:12] Marcel shares that these leaders reflect back on their employees with a goal of connection and helping them succeed.
“They Are Accessible: Authentic leaders are out in front of the organization sharing plans for the future, and being open and transparent even during hard times.” [7:10] Marcel explains here that authentic leaders are out in front, communicating.
“They Promote Trust: In trustworthy organizations, people respond to leaders they can trust and are motivated to another stratosphere because they feel safe.” [7:37] The previous seven points from Marcel culminate with this ultimate leadership practice.

Mentioned in this episode:
Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes

Emotional Intelligence is an integral part of leadership and navigating business. Marcel Schwantes shares 9 Questions from Daniel Goleman, for a self-assessment on Emotional intelligence.

Highlights:

“Emotional intelligence does its best work to get you promoted to the next level when the stakes are higher.” [1:57] Marcel Schwantes presents the research behind the importance of Emotional Intelligence.
“To get a better understanding of where you measure up against the high bar of emotional intelligence, I will leave you today....with nine questions that Daniel Goleman, the foremost authority on emotional intelligence, has offered for your own self-assessment. Your only job is to answer with an honest ‘yes’ or ‘no.’” [3:20] Marcel shares the 9 questions you need to ask when it comes to assessing Emotional Intelligence.
Are you usually aware of your feelings and why you feel that way?
Are you aware of your limitations, as well as your personal strengths, as a leader?
Can you manage your distressing emotions well -- e.g., recover quickly when you get upset or stressed?
Can you adapt smoothly to changing realities?
Do you keep your focus on your main goals, and know the steps it takes to get there?
Can you usually sense the feelings of the people you interact with and understand their way of seeing things?
Do you have a knack for persuasion and using your influence effectively?
Can you guide a negotiation to a satisfactory agreement, and help settle conflicts?
Do you work well in a team setting?
“As you think about improving your leadership for the rest of 2022, which of these questions can you confidently answer with a resounding "yes"? And which do you feel are a work in progress or an area for growth?” [5:40] Join Marcel on LinkedIn to continue the conversation!

Mentioned in this episode:

Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes
Daniel Goleman - Senior Consultant

Emotional Intelligence is an integral part of leadership and navigating business. Marcel Schwantes shares 9 Questions from Daniel Goleman, for a self-assessment on Emotional intelligence.

Highlights:

“Emotional intelligence does its best work to get you promoted to the next level when the stakes are higher.” [1:57] Marcel Schwantes presents the research behind the importance of Emotional Intelligence.
“To get a better understanding of where you measure up against the high bar of emotional intelligence, I will leave you today....with nine questions that Daniel Goleman, the foremost authority on emotional intelligence, has offered for your own self-assessment. Your only job is to answer with an honest ‘yes’ or ‘no.’” [3:20] Marcel shares the 9 questions you need to ask when it comes to assessing Emotional Intelligence.
Are you usually aware of your feelings and why you feel that way?
Are you aware of your limitations, as well as your personal strengths, as a leader?
Can you manage your distressing emotions well -- e.g., recover quickly when you get upset or stressed?
Can you adapt smoothly to changing realities?
Do you keep your focus on your main goals, and know the steps it takes to get there?
Can you usually sense the feelings of the people you interact with and understand their way of seeing things?
Do you have a knack for persuasion and using your influence effectively?
Can you guide a negotiation to a satisfactory agreement, and help settle conflicts?
Do you work well in a team setting?
“As you think about improving your leadership for the rest of 2022, which of these questions can you confidently answer with a resounding "yes"? And which do you feel are a work in progress or an area for growth?” [5:40] Join Marcel on LinkedIn to continue the conversation!

Mentioned in this episode:

Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes
Daniel Goleman - Senior Consultant

Closing the loop on the recent discussion of vulnerability on the Love in Action podcast, Marcel Schwantes reflects on past interviews. Marcel quotes past guests and business leaders to prove why Vulnerability is not a weakness but instead a strength and a realistic approach to the reality of life and business.

Highlights

“Some welcome it [vulnerability] as an emotional leadership strength to build trust and connect with people, while others see it as a weakness and they reject it as a leadership practice deemed as too emotional, too touchy-feely for people in positions of power.” [1:10] Which is it? Marcel begs the question: is vulnerability a strength or a weakness?
“In my study, observations, and interviews of leaders, I have found that when leaders model vulnerability, whether it's by admitting blind spots or truly listening to the views of others, it creates a culture where everyone feels empowered to bring ideas forward that will grow the business.” [1:50] Over the course of Marcel’s research he has discovered the importance and powerful impact leaders with vulnerability have.
"Our jobs make up a large portion of our lives, and to turn off your emotions for eight hours every day invites emotional disconnectedness in all aspects of life, and undermines self-confidence” [2:48] Marcel quotes Jason Tan, CEO of Sift, on why he finds Vulnerability to be not only an important part of leadership but an important part of life.
“I asked Amy Edmondson to define vulnerability in her own terms, as the word has undesirable connotations. She says ‘To me, vulnerability is a simple statement of fact; If you are a vulnerable leader, you are simply willing to acknowledge reality.’” [3:50] In episode 87, linked in the show notes, Marcel interviewed Amy Edmonson and Dr. Tomas Chamorro-Premuzic, two of the foremost organizational psychologists of our time. Marcel quotes Amy in her striking statement equating vulnerable leadership to recognizing reality.

Mentioned in this episode:

Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes
Love in Action: Vulnerability, Not Bravado with Dr. Tomas Chamorro-Premuzic and Amy Edmondson on Apple Podcasts
Jason Tan - San Francisco, California, United States | Professional Profile | LinkedIn
Sift
Dr. Tomas Chamorro-Premuzic - Chief Innovation Officer - ManpowerGroup | LinkedIn
Amy Edmondson - Novartis Professor of Leadership and Management - Harvard Business School | LinkedIn

Sabrina Horn is an award-winning CEO, communications expert, and author. Sabrina is an advisory board member to several organizations and founded Horn Group, becoming one of the few female CEOs in Silicon Valley in the early 90’s. Her book, Make It, Don’t Fake It: Leading with Authenticity for Real Business Success, aims to help executives make the right decisions as they start and grow their businesses for long-term success.

Highlights: (THIS IS A REPLAY OF OUR 4TH MOST LISTENED-TO EPISODE)

The phrase ‘fake it til you make it’ has bred and normalized dishonesty to get ahead, Marcel says. It encourages people to lie or twist the truth for personal gain, which sabotages your success and destroys your reputation. [3:17]
“Technology is often misunderstood or not understood,” Sabrina claims. “I made a living out of helping people who would otherwise never meet, connect with each other; and making complex things simple to move things forward. That’s essentially an act of love to me because you’re making the world a better place that way.” [7:42]
Running a business with integrity and authenticity is difficult because taking the shortcuts to avoid that is easier, Sabrina says. By definition, integrity means truth, but the reality is that sometimes truth hurts. “If your product has a flaw and you have to do a recall or if the market’s turning sour and you have to do a layoff, that’s hard to face,” she remarks. [13:00]
Marcel asks Sabrina to discuss why core values and transforming your workplace and brand are important. “My advice to every entrepreneur is to determine what you stand for and what your company has to offer before you start,” she replies. “Think about every business process you’ll have in your company and how your values will integrate into them.” [21:00]
In recreating and revamping your company culture, you should first elaborate on how your values manifest through the culture and what you will and will not tolerate. You must also lead by example. “I also suggest that leaders overcommunicate with their teams, especially coming out of the pandemic,” she adds. “In the midst of all this uncertainty and doubt, you need to know what is unknown. You need to acquire a bias for information and overcommunicate with your people to remove that uncertainty and doubt.” [25:46]
Marcel asks Sabrina how leaders can show love at work. “A leader loves well by creating an environment where values and culture matter, where people feel like they can stay and grow and build their careers, where they feel like they can be themselves… when you give that kind of care [to your people], that ultimately translates into better financial performance, more employee retention, and a stronger brand; all of it pointing to a more successful business,” she responds. [33:12]

Mentioned in this episode:

Sabrina Horn on LinkedIn
SabrinaHorn.com
Make It, Don’t Fake It

Bill George is former CEO of Medtronic and currently a professor at Harvard Business School. He’s written two leadership classics of all time: Authentic Leadership and True North.

Highlights:

“Why shouldn’t we lead with our hearts in business, and bring our whole humanity there?” [5:25] Bill George shares the heart and inspiration of True North: Emerging Leaders Edition, as today’s leadership moves from past eras of leading with your hands or head and instead from the heart.
“Employee’s today have agency. They say if you don’t care about me…I don’t wanna work here.” [20:53] Bill comments on the shift in our workforce that has led to the so-called ‘Great Resignation.’ His ideas and motivation for his new edition of True North is to inspire emerging leaders to create an environment that cares for everyone.
“Leading with your True North means to know what that sense is of who you are and being real AND then enabling everyone around you to be real.” [23:31] How has leading with True North changed in 2022? Bill reminds that leadership is no longer about command and control but instead realness and vulnerability.
“The key for people to understand is they first have to discover themselves and be introspective to arrive at this point in leadership.” [24:57] Marcel questions that this level of realness in leadership requires personal work. Bill recommends spending 20 minutes every day to reflect and learn who you are so that you can go out and inspire other people.
“The three great seducers are money, fame, and power.” [26:46] Bill George lists the forces that drive many leaders away from their True North. Bill shares illustrations of leaders without a True North and the consequences of that.
“What does it mean to have an integrated life? Think of your life in four buckets: Worklife, Family, Personal, and Friends/Community.” [37:30] The key to success and fulfillment is an integrated life. Bill elaborates that there is no such thing as the “perfect balance” but encourages to question if you can lead with integrity and in the same way in all four buckets of your life?
“Think of yourself as COACHing other people, to be a leader of leaders.” [42:42] Bill explains COACH, the acronym from the book. Care about your people. Organizing your team into their sweet spot. Alignment of your team into the mission and values. Challenge and encourage your team members to do better. Help your team solve problems.

Mentioned in this episode:

Bill George
William(Bill) George on LinkedIn
Mark Zuckerburg, Facebook
Elizabeth Holmes, Theranos
Rye Barcott – Co-Founder and CEO – With Honor
Team – With Honor
Jennifer Hyman – CEO, Co-Founder and Chair of the Board – Rent the Runway
Rent the Runway
Ken Frazier, CEO, Merck
Jonathan Lee Kelly, Founder, Asymmetric Holdings

“Dr. Brown's viral Ted Talk, The Power of Vulnerability, has already solidified the importance of vulnerability in the workplace, and how critical it is for leaders to connect with and inspire others.” [00:45] Marcel shares Dr. Brene Brown’s philosophy on the virtue of Vulnerability as ‘the birthplace of innovation, creativity, and change.’
“Employees and leaders who trust one another learn to be comfortable being open to one another around their failures, disappointments, weaknesses, even fears.” [1:25] Marcel explains that vulnerability-based trust is the backbone of successful leadership.
“Courage sets vulnerability apart as a major strength of leadership.....so now it’s no longer weak, soft, and fuzzy.” [2:30] Sadly, many teams work together for years and still distrust one another, and others only together a short amount of time display an incredible amount of trust. Marcel drives home that the difference is having the courage to show up with emotional honesty, acceptance of shortcomings, release perfections, and have open dialogue.
“Increase self-awareness, Lead from the heart, Listen to understand, Be ‘present’ with your feelings.” [3:52] How can you lead with more vulnerability? Marcel gives 4 big ideas and actions to practice becoming a model of vulnerability.

Mentioned in this episode:

Marcel Schwantes | Professional Profile | LinkedIn
Marcel Schwantes
The Power of Vulnerability TED Talk

Highlights:

“When you focus on the needs of your employees, growing and empowering them, we can agree that this cannot be properly done without good listening skills.” [1:48] An often neglected, rarely mastered art form, Marcel explains that listening is the foundation of human communication.

“Authentic listening is the ability to understand what's happening on the other side of the fence; to identify the will of a group and help to clarify that will if you’re a leader” [3:25] Marcel defines authentic listening as selfless, begging one overarching theme: how can I help the other person?

“If you place yourself in the position of listening to feedback for your own good, to further your development...I promise you things will change in a positive direction.” [5:40] Marcel relates to leaders in that it is hard to listen to feedback. But it is SO important for yourself and for your team.

“Be open. Listen without interruption, objections, or defensiveness. Be responsive. Listen without turning the table. Ask questions for clarification. Be accountable. Seek to understand the effects and consequences of your behavior. Be self-aware. Be aware of your own emotional reactions, body language, and how you're coming across in the listening. Be quiet. Refrain from making or preparing to make a response, or trying to explain, defend, or fix. Just stay....quiet.” [6:05] If you're stuck feeling hesitant about feedback, Marcel provides 5 tips for setting yourself up to successfully receive feedback to your benefit.

Mentioned in this episode:

Marcel Schwantes | Professional Profile | LinkedIn

Marcel Schwantes

Talk, Inc.: How Trusted Leaders Use Conversation to Power their Organizations Hardcover – June 19, 2012

Leadership Is a Conversation

Jacqueline Carter is a partner and North American Director for Potential Project, and the co-author of Compassionate Leader: How to do Hard Things in a Human Way. Highlights:

“Not only is it possible to do hard things in a human way, but when we do…our people thrive.” [9:50] Jacqueline Carter dives into the data behind her new book Compassionate Leader, delighted to find this human way of doing the hard things that solves the leadership challenge of better well-being and better performance.

“How does being rated high on compassion help with our stress and anxiety levels, which are off the charts?” [10:55] Marcel, taking note of the rising stress levels post pandemic, asks Jacqueline how compassionate leadership changes that…interestingly enough, it benefits both the leader and the staff.

“There are many leaders that are smart…being smart means you have the answer to the question; being wise is knowing when not to give the answer to the question.” [13:40] Not only is compassion important but Jacqueline drives home the point of the importance of wisdom in that equation. A wise leader can bring together the greatest potential of the team.

“Empathy can lead to empathetic burnout; we can care SO much that we can get stuck and then we can’t do anything.” [21:20] Don’t let empathy hijack your brain. Jacqueline encourages leaders to ask the question, how can I be of benefit…to drive and influence their ability to lead with compassion.

“Compassionate action can be no action, so long as it is done with wisdom.” [23:31] Leading with compassion can sometimes mean taking a step back. Jacqueline explains the need for space in decisions and actions…at times doing nothing at all.

“Before we lead others with compassion, we must first learn to lead ourselves with compassion.” [23:45] Marcel quotes Jacqueline’s principle of ‘Oxygen Mask First’: a critical point for leaders to meet their needs and take care of themselves first so they can then be of service to others.

“Busyness does not equal productivity” [25:30] Jacqueline’s tip for leaders is to stop wearing busyness as a badge of honor and instead pause and approach tasks with a calmness and understanding of what is possible and reasonable to do.

“Wouldn’t it be amazing if as a culture, we valued our downtime as a restorative opportunity for us to be able to show up as a better version of ourselves.” [28:00] What does it mean to appreciate the "busylessness"? Jacqueline encourages an emphasis on creating space in your life and mind for actual downtime, where you are present as an individual.

“It takes an immense amount of courage to see vulnerability as a leadership strength and not as a weakness.” [32:45] Marcel comments on the principle of ‘Courage over Comfort’ in which Jacqueline explains the hard stuff, that requires courage and uncomfortability where leaders should embrace the fear and tame it.

“We can both be hard and human. We can focus on results and care. Not only is that better for ourselves, for our people, but also for our business.” [36:55] Rounding out the discussion on the 6 principles, Jacqueline parts with what she hopes listeners and readers will take away from her book, Compassionate Leader.

Resources:

Potential Project

Jacqueline Carter - Senior Partner & North America Director - Potential Project | LinkedIn

Harvard Business School

Columbia Business School

Berkeley Haas

Amsterdam Business School

Jenn Lim is the CEO of Delivering Happiness (DH), a company she and Tony Hsieh (the late CEO of Zappos.com) cofounded to create happier company cultures for a more profitable and sustainable approach to business.

Highlights:

“A big part of happiness is not just our highs but it’s also our lows…and I did not know that at the time I would be experiencing one of the biggest lows in my life.” [8:45] Jenn Lim reflects upon the loss of Tony Hsieh during the publishing of her book, Beyond Happiness.

“I started doing really purposeful work on how you can create organizations with scientific happiness, positive psychology, and be profitable too.” [12:50] After a series of profound life events, Jenn experienced a shift where her work with Tony Hseih and Delivering Happiness began.

“A sense of authentic self, pleasure and higher purpose are essentially the three elements of happiness.” [14:05] Jenn provides a brief definition of happiness and Marcel challenges the meaning of the book title, Beyond Happiness. Going beyond creates deeper conversation on the highs and lows, mental health, and “shadow sides”.

“Did the pandemic affect how we were able to connect and relate to each other and raise our happiness? We are kind of post-pandemic now, but we’re never really past it. So how has that changed how we should look at happiness and business?” [18:27] Marcel brings a connection to the pandemic...the time in which Jenn was working on the book. Jenn comments on how we are seeing that shift in attention to happiness with the “Great Resignation”, what she refers to as a “Great Awakening”.

“They realized their whole entire purpose, which was to ripple out impact and happiness, to their customers and community.” [23:30] Mountain View Egypt is a client of Delivering Happiness, Jenn shares their journey in and outcome in shifting their practices surrounding culture and happiness in their business.

“If you think about these different levels of happiness all of us as leaders can embed these things in our systems and know that if we give people more autonomy; we give people more sense of progress and connectedness and a higher purpose that they align to their personal purpose. That’s where the magic happens. ” [27:00] What can leaders do to improve happiness in their organization? Jenn discusses the impact that can happen.

“It’s great to have a mission statement on the wall, but what does it actually mean?” [29:00] Jenn challenges leaders to hone and develop their purpose and how they are embedding these practices of happiness by attaching meaning and value to their people’s work.

Mentioned in this episode:

Jenn Lim

Beyond Happiness: Inside the Book

Jenn Lim - Emeryville, California, United States | Professional Profile | LinkedIn

Mountain View

Highlights:

“Good leaders are not afraid to be long” [2:00] Marcel reminds listeners that confident, strong leaders are less concerned with being right and more so with getting to the right answer.

“Confident leaders are unassuming, they already know what they think; they want to know what you think.” [3:55] Listening more than speaking is a hallmark of a good leader. Marcel says leaders with the loyal following are curious and ask questions because they seek to know more.

“They avoid the spotlight, and they shine it on others.” [4:50] This is the third thing that Marcel shares that good leaders do day in and day out; they acknowledge, celebrate, and boost the confidence of others!

“A truly confident and humble leader stays away from gossip, or the need to speak badly of others to make themselves appear better by comparison.” [5:30] Marcel explains why you won’t find good leaders putting others down. These leaders are most concerned with being a better person tomorrow than they were the day before.

Mentioned in this episode:

Marcel Schwantes | Professional Profile | LinkedIn

Marcel Schwantes

Donato J. Tramuto is a global health activist and founder of the Tramuto Foundation and Health eVillages. He is the author of The Double Bottom Line: How compassionate leaders captivate hearts and deliver results.

Highlights:

“Compassionate leadership is empathy in action.” [11:28] Donato J. Tramuto gets started by breaking down the definition of compassion. It’s no longer enough to just say ‘I feel your pain’, you have to put something into action.

“When you lack empathy, you lose your ability to adapt your approach because you can’t see further than your own point of you.” [12:13] Donato points out the problems created by not using empathy in leadership and in your everyday perspective.

“84% of the workers surveyed believed that a compassionate workplace encourages cooperation, which leads to greater productivity and profitability.” [14:50] Marcel gets into the research with Donato. Why is compassionate leadership important and it is really making an impact in the workplace?

“The double bottom line says it doesn’t have to be an OR it should be an AND. You can be profitable AND you can insert a soul into the company.” [17:00] What does the title of Donato’s book actually mean? Anyone in business knows the bottom line, but Donato uses this common phrase to infuse profit AND compassion.

“Start off with Tenderness…then you can be tenacious. Too many leaders start off with tenacity and then they have to pick up the mess and they’ve lost the trust.” [18:10] This is the concept of the “Three T’s”, Donato’s model for embedding compassion into management while building trust but being firm.

“One of the components of compassionate leadership is your willingness to be vulnerable and your willingness to self-reflect every day.” [23:00] We have got to walk the talk and lead by example. Donato believes when we hurt people it is unintentional, but how are you reflecting on that and making it right?

“We have to listen to understand, not listen to react.” [26:45] Donato rebuts the “Great Resignation” as a time of “Great Reflection”. People want to be heard and they want more than just a paycheck, they want community. Leaders need to listen to understand these employees.

“We have got to get back to leading with the heart. Leading with passion. Leading by caring for your employees.” [29:55] What are these key components of compassionate leadership? Donato encourages leaders to put authenticity and vulnerability into how they lead because employees do not leave their values at the door when they begin their workday.

“When you create a diverse workforce, you are sending the message that you care about the notion that we are going to live by example to embrace everyone.” [32:00] Donato confirms for Marcel that Compassion = Diversity. A compassionate workplace begins with an intentionally diverse and supported workforce.

Resources: Donato Tramuto

Julie is the co-author of the international bestseller, Help Them Grow or Watch Them Go, translated into seven languages, and Promotions Are So Yesterday: Redefine Career Development. Help Employees Thrive. She leads DesignArounds, a firm that creates and offers training to organizations worldwide.

Highlights:

“My story has this through line of learning and development…that throughline is helping people to grow.” [10:25] Julie Giulioni shares her story and her passion for working with people on growth and development, both in the workplace and outside of work.

“It really does feel like Promotions Are So Yesterday, is the sequel [to my previous book] because as you know, Help the Grow really focused on the conversation, ‘how can we disarm this whole thing called career development?’.” [12:50] Before diving into her new book, Julie reiterates the message behind her first book and what that means to her research.

“The climb is listed as well as your other 7 discoveries for these new alternative ways people want to grow and develop.” [17:35] Marcel and Julie touch on the 7 dimensions of development in the book: Contribution, Competence, Confidence, Connection, Challenge, Contentment, and Choice.

“We found that contribution across ages, genders, levels - that was number one.” [23:30] Julie discusses the really positive meaning behind the number one dimension, Contribution, as a top need for people in the workplace. A surprising yet comforting bottom dimension? The climb of the corporate ladder.

“This whole conversation around choice is really alive for a lot of employees, managers, and organizations, alike, as we try to figure out where does that decision-making lie.” [30:55] Julie explains how the ranking around choice fluctuates and has changed heavily based on COVID related shifts in the workplace.

“A facilitative mindset acknowledges there is wisdom, there are insights, there are brilliant ideas inside each person just waiting to find expression” [35:25] Julie outlines how leaders can act as a facilitator by asking great questions and at the same time cultivating a silence for a safe playing field for employees to share their contributions.

“With people being so busy these days, adding one more thing, to their list, to their brains….it’s gotta be really high value” [44:20] Intrinsic motivation and desire is key for employees and adding to their competence. Julie stresses that leaders and employers putting together plans need to be real in consideration of what is truly possible.

“The work becomes the development, the development becomes the work.” [47:14] Marcel sums up the movement in which employees are shaping their work and the way leaders can seamlessly embed this intention of learning in any job.

Resources:

Julie Winkle Giulioni

Assessment - Julie Winkle Giulioni

Julie Winkle Giulioni, Author - Home | Facebook

Julie Winkle Giulioni - LinkedIn

Dorie Clark is a consultant and keynote speaker who teaches executive education at Duke University's Fuqua School of Business and Columbia University's Graduate School of Business. She has been named one of the top fifty business thinkers in the world by Thinkers50 and the #1 Communication Coach in the world by the Marshall Goldsmith Leading Global Coaches Awards. Clark is a frequent contributor to Harvard Business Review and is the author of Entrepreneurial You, Reinventing You, and Stand Out. Her books have been translated into eleven languages. Highlights:

“Really what I focus my work on is helping people and helping companies, figure out in the very crowded marketplace, how they can get their best ideas heard.” [7:20] Dorie Clark introduces the inspiration behind her work and her book, The Long Game.

“During COVID, it’s almost like forget the long term game, everybody’s all of a sudden in reactionary mode. How do we pivot!?” [10:05] Marcel comments on the broad shift in short term versus long term thinking due to COVID-19 and changes necessary from the pandemic shutdown.

“We’re forced into doing long term thinking, if there are specific goals we want to attain.” [14:10] Why is long term thinking so hard? Dorie shares a quote she included in her book as she explains the motivation and pain points surrounding long term thinking.

“Why is it that we can’t stop this relentless, short term, crazy busy, ‘FOMO’. ‘I can’t measure myself up to the standards of these celebrities’ that causes a lot of anxiety for me, and unrealistic expectations. We just get busier, and busier, and busier. So how do we stop this pursuit?” [16:00] Marcel questions why we as a culture feel the need to be unrealistically busy.

“I threw myself into work, as a way of just distracting myself. The way that I think about it is like how they put patients into a medically induced coma so that their body can heal, because if they were awake they just couldn’t take it. So work can be like your medically induced coma.” [21:12] Dorie shares a personal experience in her reasoning for throwing herself into work and staying busy. Making the comparison to overworking as a “medically induced coma”.

“All the forces are going to be mitigating against it. Because it's always more convenient for other people if you say yes to them. So nobody is going to help you with this.” [23:48] It’s easy and sometimes the right thing to say yes often when you’re early on in your career. But Dorie stresses that at a pivotal point in your business you have to start farming the things that are already working and no longer hoping that every small opportunity might turn into something.

“So one of the ways that we can really focus on the long term, is having a clear, defining...North Star.” [26:51] Marcel asks Dorie to elaborate on what it means to find your North Star, the idea of reinventing yourself or instead remaining stagnant.

“The strength that we have as professionals, and the thing that actually makes us valuable, is understanding that different things, different skills, are called for at different times. And you have to be smart enough to understand when and how to apply those skills. ”[31:20] Dorie explains the 4 career waves in her book: Learning, Creating, Connecting and Reaping.

Resources:

Download the free Long Game Strategic Thinking Self-Assessment

Dorie Clark

Dorie Clark - Top 50 Business Thinker in the World - Thinkers50 | LinkedIn

Guest Bio: Christine Porath is a tenured professor at Georgetown University’s McDonough School of Business. She’s the author of Mastering Civility and co-author of The Cost of Bad Behavior. She is also a consultant working with leading organizations to help people and communities thrive. Her speaking and consulting clients include Google, United Nations, World Bank, Microsoft, Genentech, Marriott, 3M, Verizon, Ford, World Health Organization, and Cleveland Clinic.

Highlights

“What are the costs of these small interactions between people, that can make them feel disrespected or small?” [6:44] Christine Porath asks the big question that makes up research on the need for community in the workplace.

“I stepped out of the shower and my back went out...I could not move, and it ended up being that the stress was exacerbated by toxic management. This fear based, intense pressure cooker that put unrealistic expectations on me.” [7:29] Marcel shares a story from his personal past and how toxic management caused physical injury due to stress.

“We looked at witnesses, and it was taking them off track just as much. Their performance was declining by about 33%.” [16:42] When discussing the consequences in her research, Christine shares some statistics on productivity all the way down to the witnesses of negative interactions beyond those directly involved.

“Nearly 50% said because they would be at a disadvantage if they were civil or respectful at work. They thought they would be less leader like.” [18:14] Christine shares some interesting insights on the reason behind rude or negative behavior in the workplace.

“I’m really curious, on what you saw as maybe one or two of the worst examples of incivility in the research.” [20:46] Marcel, intrigued by Christine's research in negative behavior in the workplace, lines up space for Christine to share some examples involving public belittling of employees during meetings.

“74% of people are actually more engaged, 81% are more likely to stay with the company…83% reported higher thriving at work and a sense of being more energized, alive, and growing.” [24:14] Marcel lists some eye-opening stats on the positive impact of a strong community at work. Christine comments on the difference it would make for employees to prioritize working in an environment with a sense of community.

“Everyday they would meet in this film room, and it wouldn’t be about the X’s and O’s, the strategies, the game. It was this idea of sharing information, and being vulnerable, and talking about things that mattered.”[31:10] Christine explains an example of Uniting People, with a story of coach Phil Jackson and the Chicago Bulls.

“It’s these moments, that if you're mindful which is hard these days, can really make a difference to people.” [38:49] Christine talks about the impact of small moments in acknowledging and respecting people, like with her story of Empathy at Cleveland Clinic.

“Given how important culture is whether you’re PTA, or a school, or a local organization, we should prioritize culture and think about how do we continue to strive to get better?” [43:01] Sharing about Boosting Wellness, Christine gives examples of small but impactful ways to improve culture in the workplace.

“There’s community in so many ways, but people don’t think about community in a work sense.” [49:00] Closing out today’s episode, Marcel connects community as an important extension of love in the workplace.

Resources:

Christine Porath

Christine Porath (@PorathC) / Twitter

Christine Porath - Professor of Management - Georgetown University | LinkedIn

Mastering Community: The Surprising Ways Coming Together Moves Us from Surviving to Thriving

The authors of Connectable, Ryan Jenkins, CSP, and Steven Van Cohen, MSOD, are founders of LessLonely.com, the world’s #1 resource for addressing workplace loneliness and creating more belonging at work. Collectively they have over 20 years of experience helping organizations like FedEx, Coca-Cola, The Home Depot, Salesforce, Wells Fargo, State Farm, John Deere, and Delta Air Lines improve their teams. Their work has been featured in Fast Company, Forbes, Wall Street Journal, SUCCESS, Inc., and Entrepreneur Magazine. When they are not writing and speaking, you can find them sampling craft beers, attempting to play golf together, and spending quality time with their respective families. Stay connected with them on social media @RyanAndSteven.

Highlights:

“One of our primary goals is to destigmatize loneliness, and to make it much more accessible because it’s a universal human condition and we all experience it. So it shouldn’t be shameful, it's simply a signal.” [8:10] Ryan explains the stigma of loneliness and how he and his co-author, Steven Van Cohen, want to help.

“Let’s bring the book front and center; Connectable, what’s the big idea behind it? It's not just a book about loneliness…is it?” [11:52] Marcel introduces Ryan’s book, ready to dive deep about the meaning of loneliness in the workplace.

“Work is the most fertile ground to lessen loneliness because there is routine, and there’s meaningful relationships that can occur, there’s purpose, there’s learning. There’s all these loneliness lifelines that we can all grasp onto.” [12:22] Ryan shares the thinking behind his book why connection is important and how work can make the difference.

“This is so real for people that are listening, they understand ‘oh this is happening right now’....let’s start with the why…why are so many workers suffering right now from loneliness?’ [15:00] As Marcel relates the rising loneliness rates to his audience, Ryan explains the big ticket reasons as busyness and social media!

“Loneliness was an epidemic pre COVID, and then COVID comes along…BAM...now we’re in crisis, there is an increase in loneliness and isolation. People go remote for the first time, they don’t know how to manage…that work life blend.” [18:30] Acknowledging the escalation of loneliness caused by the pandemic and the increase of remote work, Marcel challenges how to engage isolated workers.

“If we experience loneliness our reaction should be to reach out and connect with others but what happens is we turn inward and it just creates this downward spiral where we isolate further.” [26:46] In Connectable, Ryan and his co-author share 10 ways to identify signals of loneliness, here he shares a few ways to see this in your co-workers or friends.

“Even as an introvert, you still need to connect as well. It is in your human design to do that.” [32:50] Marcel recognizes that there are some personality types that may be assumed to prefer less connection, but still genuinely benefit from interaction.

“Leaders at any level of the organization, one of the best ways is to communicate clearly. Make sure everyone knows what's going on: What we’re doing in the organization, why we’re doing things in the organization. For every leader, they should make sure that people know how they’re fitting into that bigger picture.” [43:30] What can leader’s do to create belonging in the work environment? Ryan shares some closing advice for leaders to foster connection in their organizations.

Resources: Less Lonely Connectable: How Leaders Can Move Teams From Isolated to All In

G. Richard Shell is a global thought leader and senior faculty member at one of the world’s leading business schools, the Wharton School at the University of Pennsylvania. His forthcoming book, The Conscience Code: Lead with Your Values. Advance Your Career, addresses an increasingly urgent problem in today’s workplace: standing up for core values such as honesty, fairness, personal dignity, and justice when the pressure is on to look the other way.

Highlights:

“Nobody has prepared these people that are in career transitions. This is becoming an increasing problem in professional life.” [2:46] Marcel leads into the discussion surrounding big asks in the professional world that go against morals and conscience.

“Most people perceive value based moral conflicts at work as career OR conscience. This book and my work is to show how we can have career AND conscience...I’m trying to help people learn how to stand and fight.” [11:27] Richard explains the reasoning and need behind his teaching and his book.

“Why do scandals keep happening? Regardless of what generation you grow in, it’s almost like we expect it to happen.” [17:27] Marcel comments on how moral conflicts are challenged in a very common way.

“This is the secret of why it happens...they can access a face-saving rationalization for doing it and the rationalization the mind is trying to promote on interest, the greedy part of our minds. It’s like a mechanism and depending on how much power you have, you can draw others in.” [18:10] Richard talks about the motivation that creates conflict are values in the professional world.

“In the end, moral injury is what creates burn out. When you’re sliced and diced enough at work that you no longer recognize yourself as a moral person. So it really is a matter of protecting yourself.” [27:31] Richards gives a profound statement surrounding moral injury, supporting the need to face conflict and make changes.

“What role does our personality play in ethical conflict? Because we’re all different.” [31:45] Marcel comments on how an individual's personality & values affect how they respond to conflict.

“So personality in terms of how you process conflict, and some people over-do it, it’s not just under doing it. Self-awareness in terms of how you manage conflict is a really important starter in becoming effective. I’m trying to help people think not conscience or career but career AND conscience.” [33:16] Richard knows that everyone responds differently to conflict but the ultimate goal is to choose career and conscience.

“Don’t be a loan ranger. You’ve got to bring in people that share your values with you, that will help you stand up to things that are going on that are unethical.” [34:47] Marcel points out to involve allies to help you stand up to conflict and provide support.

“The template, I borrow from the fighter pilot strategy book, it’s called the OODA Loop and the letter stands for first Observe, and that’s face the conflict. Second O - own it, make it your responsibility. Third, Decide, survey the options. Then A is Act… and then start the loop again.” [36:10] Richard explains his simple template for helping his students make the plan to tackle these moral conflicts.

“The last rule that I’m gonna jump right to is rule number ten, and that’s ‘Choose to Lead’ and it seems appropriate to me because everything rises and falls on leadership. This is how you end your book, so when we choose to lead with our values, lead with courage, you’re saying we advance our career and achieve success?” [39:25] Marcel gets Richard to explain the importance of leadership.

Resources:

The Conscience Code: Lead with Your Values. Advance Your Career.

Richard Shell - LinkedIn

G. Richard Shell

Conflict Styles Assessment

WorkStep

This episode is proudly sponsored by WorkStep. WorkStep makes the supply chain a better place to work. WorkStep’s leading software empowers companies to hire and retain their hourly workforce for the long run, while improving outcomes for critical frontline workers. For more information on WorkStep, visit www.workstep.com

Dan Johnston is the co-founder and CEO of WorkStep. He’s worked with some of the largest companies in the world to help them transform their approach to workforce management with cutting-edge technology.

Highlights

“The shortage of these frontline workers is a real thing and it’s reached critical mass.” [2:27] Marcel opens by discussing how important frontline workers are – and why today’s conversation is more relevant than ever.

“At WorkStep, we help large companies better hire and, most critically, retain the frontline workforce across their supply chain. We empower companies with software that helps them source better fit hires and help them understand why their employees are leaving, what they can do about it, and how they can measure the impact of those initiatives… It’s a win for both sides,” [9:51] says Dan, discussing the role of his company WorkStep.

“The top driver of turnover is career growth. Those employees who don’t feel like their company is investing in them in the same way they are investing in the company, who don’t feel there are opportunities to grow their skills, grow their wages, and grow their careers within an organization, are the employees who are most likely to quit. Those workers who are most aligned to that growth pathway are most likely to stay,” [13:25] Dan says. According to WorkStep research, the desire for career growth is the number one driver of employee turnover.

“What’s interesting about those findings is that the pay is important now, but it wasn’t the top factor.”[16:09] Marcel points out that pay, while important, isn’t the leading cause of turnover.

“What tends to drive people to quit is when things are different than what they expected.”[18:33] Dan remarks that problems arise when employees encounter unforeseen issues in new roles.

“Especially when we’re talking about the frontline industries, with very high turnover, that new hire period is going to be very critical. Many organizations lose half of their new employees during those first 90 days.” [28:55] Dan points this out to discuss how leaders should focus on the new hire period.

“Whether you buy from WorkStep or not, ensure that you’re listening to the voice of your frontline associates, analyzing what they’re saying objectively (and ideally, in real-time), and acting on the true drivers of turnover.”[34:40] Dan recognizes that this is the singular strategy for fighting turnover.

“We want our workers to succeed, even to the extent that we may lose them to a competitor. But while they’re under our care, we’re gonna do whatever it takes to empower the heck out of them. It makes business sense because if we are empowering them, and loving them well, and caring for their needs, of course, there’s gonna be a higher return on their energy and of course productivity,” [37:20] Marcel says, pointing to the importance of nurturing talent.

“You can save money on turnover… But it’s also the right thing to do. You, as a leader, have the opportunity to do something that improves the job (and therefore the life) of thousands, tens of thousands, hundreds of thousands of workers.” [42:00] Dan ends with some important info – fighting turnover is a good business decision, and an ethical one too.

Resources

Marcel Schwantes: www.Marcelschwantes.com

Inc. article: https://www.inc.com/marcel-schwantes/why-are-frontline-workers-really-quitting-you-can-boil-it-down-to1-simple-fact.html

WorkStep: https://www.workstep.com/

WorkStep RETAIN: https://go.workstep.com/retain/

Contact Dan: dan@workstep.com

Dr. Tim Elmore is the founder and CEO of Growing Leaders, an Atlanta-based nonprofit organization created to develop emerging leaders. Since founding Growing Leaders, Elmore has spoken to more than 500,000 students, faculty, and staff on hundreds of campuses across the country. Elmore has also provided leadership training and resources for multiple athletic programs, including the University of Texas, the University of Miami, the University of Alabama, The Ohio State University, and the Kansas City Royals Baseball team. Tim's expertise on emerging generations and generational diversity in the workplace has led to media coverage in The Wall Street Journal, Forbes.com, and more.

Highlights:

“I needed to develop off-the-platform charisma.” [6:20] Tim shared a story of one of his first criticisms and pointed to the importance of being authentic and ‘on’ all of the time.

“When we are on a platform speaking to a group of people, as the leader, if we will pull back the curtain and share a window to our own soul – maybe even our own struggle – we provide a mirror for them to see their own. We give them a window, they see a mirror.”[9:35] Tim discussed the importance of letting people see the authentic, true you. In a world of alpha males, some may mistake this openness for weakness. But when you allow people to see your genuine self, they feel inspired. They see themselves, and can improve their own lives.

“Great leaders are both confident and humble,” [14:25] Tim says. This is one of the paradoxes of leadership. How can we balance both confidence and humility? Tim shares a story about Disney that shows exactly how it’s done.

“Confidence makes our leadership believable but humility makes our confidence believable” [15:30] This quote from Tim really spoke volumes. When leading, you need confidence – but your team also needs to buy into your vision. Carrying yourself with humility is the way to make that happen.

“I want to speak like I believe I’m right and listen as if I believe I’m wrong.” [25:00] Tim says he’s currently working on this one, and discusses it along with other leadership paradoxes.

“We have to kind of lean on our employees and relinquish the control and the idea that ‘I have all the answers and I’m smarter’, because there might be smarter people in the room,” [27:30] Marcel pointed out, discussing the importance of recognizing your own weaknesses.

“I’m challenging you to be a follower while being a leader… I think I’ve identified in all my team members what they do better than me.” [28:50] Tim went on to expound on this point – it’s critical that we empower people to do what they do best.

“Feeling heard is so close to feeling loved that it’s almost indistinguishable.” [45:30] Tim talked about the importance of feeling heard in an organization.

[48:35] Context, Application, and Belief. We ended on the importance of these three things. Those three things are what everyone needs, and can be described by another term, too: Love in Action.

Resources:

Marcel Schwantes: www.Marcelschwantes.com

Tim Elmore: www.timelmore.com

Growing Leaders: www.growingleaders.com

Tim Elmore on Facebook: https://www.facebook.com/drtimelmore/

Tim Elmore on Twitter: https://twitter.com/timelmore

Tim Elmore on LinkedIn: https://www.linkedin.com/in/timothyelmore/detail/recent-activity/

Today’s show is proudly sponsored by CAI Neurodiverse Solutions. Are you prepared for the rising demand for neurodiverse talent? As the need for highly-skilled, top talent grows exponentially across most industries, CAI Neurodiverse Solutions recruits, assesses, and manages neurodivergent individuals, while creating rewarding, long-lasting careers. For more information, contact: CAINeurodiverseSolutions@cai.io. Anthony Pacilio is an expert in neurodiverse employment and currently serves as the vice president of CAI Neurodiverse Solutions. There, he helps neurodiverse candidates find roles, as well as helps businesses maintain best practices when working with neurodiverse employees. In the past, Anthony has worked in the finance and healthcare industries with similar missions. Highlights:

“You’re getting a set of individuals who have different thinking patterns, who recognize different processes, and can actually broaden companies’ returns on investment.” [11:45] Anthony tells us how hiring neurodiverse candidates can actually make your organization more money.

“It’s not just finding an individual to put in a job. It’s making sure the individual we are putting in that job is going to have support systems, is gonna have mentors, is gonna have everything they need to be successful.” [12:53] Anthony described the CAI’s strategy and how it’s about more than simply putting people in jobs.

“Neurodiversity in the workplace is building a program that takes individuals that have these extremely valuable skillsets and putting them in a place where they’re able to succeed, but also be able to give a return on investment. And that’s the business case. We’re not doing this for charity. This is a business case.” [18:07]

The first step to hiring more neurodiverse candidates? “The first shift we need to experience is a shift of the mind. It’s a mindset to want to be more curious, rather than make your general assumptions and lean on that bias that says ‘no they’re not going to be right for our organization.” [21:30]

“A neurodivergent employee has unique strengths in areas that we may not even be aware of. It behooves every leader to pull that out of that person, so that they can make an impact for the organization.” [28:55]

“Everybody thinks that support mechanisms are costly, that they’re thousands of dollars, and I can tell you that they’re not.” [38:03] Anthony talked about how accommodating neurodiverse people isn’t as difficult as some people think.

Anthony shared a poignant story about how families react to CAI’s work. “Parents are always worried about their children – what’s gonna happen after they’re gone, if they didn’t have their independence? Well, not anymore. ” [43:00]

“When you’re speaking of what we’re trying to do and leading by example in this particular space… you’re missing a whole lot of opportunity if you haven't developed empathy.” [47:02]

Resources

Email CAI Neurodiverse Solutions

CAI Neurodiverse Solutions

Neurodiversity Career Connector

Gene Boes is President and CEO of Northwest Center, where he has served since 2018. Northwest Center works to promote DE&I: Diversity, Equity, and Inclusion. Started in 1965, the Northwest Center has spent over 50 years serving children and adults with disabilities. Prior to his work with Northwest Center, Gene had an impressive and successful career. He worked in consulting and leadership roles for Loft9, Microsoft, Deloitte, as well as serving in the US Navy and holding an adjunct professorship at Seattle Pacific University and Seattle University. Visit Northwest Center to learn more about their services.

Highlights:

As Gene says, “Until everyone is allowed to engage and contribute, none of us reach our potential.” [7:30] That’s the mission and the core belief of the Northwest Center. The organization works for full inclusivity because that’s ultimately how everyone succeeds.

“The four founding mothers continue to impact every zip code in the United States.” [9:50] Gene told a great story about the founding of the Northwest Center, and how the organization got nationwide legislation passed.

“The truth of it is disability is not always visible.” [11:45] The fact is, we need to examine our definition of disability. It’s important that we understand disabilities aren’t always clear to the naked eye. Gene talked a little bit about this and how crucial it is.

“People with disability are not broken. They don’t need to be fixed.” [12:20] quote for the thing

“There’s an obstacle. There’s a challenge that they have to overcome to live successfully through everyday life. But the truth is we, the abled, put those obstacles in place and it’s really our responsibility to take those obstacles away through accommodation and being more thoughtful.” [12:26]

“A lot of effort with Northwest Center is around education.” [17:30] The Northwest Center knows that education fuels change. So, they practice constant outreach to improve the lives of DE&I people around the nation.

“Disability hiring is good for business. Don’t do this because it’s socially responsible. Certainly don’t think of it as charity – it’s not.” [21:28] Gene told me how disability hiring can benefit businesses. All too often, business owners think of hiring DE&I people as just a ‘good deed.’ That’s the wrong way to look at things.

“It’s an enormous business benefit to be inclusive, but it’s not easy.” [31:20] Ultimately, hiring DE&I is hugely beneficial for a variety of reasons. But that doesn’t mean it’s simple – Gene tells me why.

“At Northwest Center, we have nearly 1,000 employees. I work for 1,000 people. They don’t work for me, I work for them. So when you think about having the biggest impact as a leader, I think listening is an incredibly important trait.” [42:17]

“To lead with practical love day in and day out is to remind yourself at the start of every day what you’re there for: to lift other people up.” [43:35] We ended with Gene’s thoughts on practical love and love in action. These were some tremendously insightful words on the importance of carrying love with you during your workday.

Resources: Inc. article mentioned: https://www.inc.com/marcel-schwantes/5-ways-to-make-your-workplace-more-inclusive-for-what-is-now-largest-minority-population.html Northwest Center on Facebook: https://www.facebook.com/nwcenter Northwest Center on LinkedIn: https://www.linkedin.com/company/northwest-center/ Northwest Center on YouTube: https://www.youtube.com/user/nwcenter

Dr. Marshall Goldsmith is a New York Times #1 bestselling author, having sold over 2.5 million copies of his works worldwide. His books “Triggers” and “What Got You Here Won’t Get You There” were recently recognized on Amazon’s list of the ‘100 Best Leadership & Success Books Ever Written.’ He’s also won the Harvard Institute of Coaching’s Lifetime Award for Leadership.

Highlights:

“So if you’ve ever been caught in a cycle of regret... and I think that’s most of us....Marshall is here to tell us how to remove the obstacles that prevent us from creating our own fulfilling lives. And who better to help us remove those obstacles than the #1 ranked executive coach in the world.“ [2:25] Dr. Marshall Goldsmith is an expert in building a fulfilling life. He joined us on the podcast to have this all-too-important conversation.

“A lot of my life is just great mentors.”[4:30] Marshall took us through his story – how he got to where he is today, and what he learned along the way. It’s a true rags-to-riches story.

Marshall talks about how his book impacts already-successful people – and what that has taught him about life. “Part of the problem with goal achievement is that you can forget your aspiration” [9:00] As Marshall says, achieving goals is important, but it’s critical not to overvalue these goals. If you stumble into that pitfall, you’ll find that: “You can forget to enjoy the process of life.” [9:11]

“Never become attached to achievement. Never become attached to results. It’s a fools’ game for two reasons. One is, you don’t have total control over the results. Two is, let’s say you achieve the results. How much satisfaction does that bring?” [11:45]

“An earned life makes only a few demands of us.” [16:29] Marshall points to the importance of living your own life – not living through social media or the internet.

Marshall discusses “the every breath paradigm.” [20:07] As a practicing Buddhist, Marshall holds the ‘every breath paradigm’ at the core of his day-to-day life. Every time you wake up, you get a fresh start. Life isn’t just a series of successes, but you constantly get chances to start over and turn over a new leaf.

Marshall and I agree: “We choose to become who we want, rather than holding on to our past.” [25:35]

At the end of the day, Marshall’s self-proclaimed mission is simple. “My bigger mission is to help people before I die and after I die.” [36:42]

We ended with some really profound advice from Marshall. “We’re going through hard times and it’s important to have a support group.” [40:10] The past couple years have been tough on all of us. So it’s critical to have a support system around you for times like these.

Resources: Marshall Goldsmith: www.marshallgoldsmith.com

Dr. Nathan Long is the president of Saybrook University. With 25 years of experience in higher education, Dr. Long oversees all strategic and operational aspects of the university. He holds a Doctorate and Masters of Education in interdisciplinary studies. Saybrook University is an online, private, non-profit graduate university and the premier institution for humanistic scholarship and practice. Founded by luminary psychologists, for 50 years, Saybrook has offered advanced degrees, currently offering programs in psychology, integrative medicine and health sciences, business administration, counseling, and transformative social change. The institution is committed to helping students develop as whole individuals– mind, body, and spirit – and to relentlessly pursuing a more socially just and sustainable world. With low residency requirements for master’s and doctoral degrees, students can earn an online graduate degree and meet their personal and professional needs as adult learners servicing their communities. Highlights:

“We are a humanistically focused institution of higher learning with an emphasis on social justice and sustainability.” [10:55] Dr. Long talked a bit about Saybrook’s mission and how the university uses love to support its students and alumni. This all stems from a desire to help, and you can hear the passion in Dr. Long’s voice.

“The humanistic psychologist is not saying ‘here’s what I’m going to do to fix you’.” [17:23] We discussed humanistic psychology and how Saybrook puts that methodology at the core of its operations. According to the humanistic approach, the therapist doesn’t just label the patient and try to change them. Instead, the therapist and the individual are on a journey together. Each person is different, so applying labels isn’t entirely helpful.

According to Dr. Long, the principles of humanistic psychology thread through almost every other discipline. Alumni can take lessons learned from Saybrook into virtually any career they choose.

Dr. Long went on to discuss a few alumni success stories. He talked about how Saybrook’s humanistic ideas and philosophy can be applied to executive and leadership success.

As Dr. Long says: “We’re not here to judge you.” Saybrook teaches that the therapist’s mission is to help the individual, not judge them. Leaders and therapists alike should identify what a person wants out of life, rather than label them with a disorder or diagnosis.

We talked a little bit about leadership, and Dr. Long made the point that “if you’re not present, you’re going to be less effective as a leader.” [32:33] One of the top qualities of being an effective leader is simply being present.

Dr. Long also stressed the importance of being “open to the journey, the possibility, and the prospects.” [36:28] It’s critical to approach situations or leadership roles with an open mind.

“I lead with love… by celebrating our team here at Saybrook.” [37:45] We finished with these words by Dr. Long. He talked about how he puts love in action at Saybrook.

Resources: Saybrook University: https://www.saybrook.edu/

Best-selling author Stephen M. R. Covey is the former president and CEO of The Covey Leadership Center, where he increased shareholder value by 67 times. Through his methods, he led The Covey Leadership Center to be the #1 leadership group in the world. He’s a Harvard MBA, who founded and currently leads Franklin Covey’s global speed of trust practice.

“I saw firsthand the high cost of low trust,” [7:40] says Stephen. He points out the toxicity of a low-trust environment from his own personal experience: “We became aware that we need to build trust with each other intentionally.” [8:00]

“Trust matters. It impacts everything.” [9:50] As Stephen says, trust is a performance multiplier and a leadership creator. It impacts organizations at virtually every level, creating benefits big, small, and everywhere in between.

“My work on trust is ten times better because I also experienced the negative side. I experienced what it was like to not be trusted and to have a low-trust culture,” [12:05] Stephen says. His book isn’t just based on theory: Stephen has experienced low-trust work environments, and he’s seen firsthand how that quality can cripple an organization.

“The world has changed but our style of leadership has not.” [13:03] One of the man great insights that Stephen provides is the world’s need for a new style of leadership.

“This is not just a book on trust. This is a book on a new kind of leadership that is needed to succeed in our world today.” [14:41] It’s important to remember that Stephen’s book isn’t just about the idea of trust, or even the idea of trust in the workplace. The book can be applied to every aspect of your life.

Stephen emphasizes the importance of elevating caring above competing. In business, it’s easy to fall into the trap of scarcity. But Stephen believes in an abundance mentality, and discusses how this can create trust in an organization.

Stephen pointed to Satya Nadella as an example of a trust hero. He describes how Nadella changed Microsoft from a company on the decline to an innovative leader in their industry.

“We need to become more trusting in our world, not less,” [37:45] says Stephen. There are a lot of doubters, saying that there’s too much risk in trusting. But Stephen always concludes that we need more trust, and that there’s some risk involved in trusting people, but there’s more risk in not trusting people.

Resources From Boss to Leader: https://www.marcelschwantes.com/ Trust and Inspire Book: www.trustandinspire.com Stephen on LinkedIn: https://www.linkedin.com/in/stephen-m-r-covey-6400191a5/ Stephen on Twitter: https://twitter.com/stephenmrcovey

When it comes to using love in the workplace, our guests on this podcast literally wrote the book. Zina Sutch and Patrick Malone are the co-authors of Leading with Love and Laughter. Zina has been leading development and diversity programs in the U.S. government for 20 years. Patrick Malone spent 23 years in the Navy, serving as an officer in the medical service corps. Today, she is also a faculty member of the key executive leadership program at American University, where Patrick is the director.

“I look for people having fun at work – laughing. If I see people in a staff meeting cracking up with each other… that’s a good team. So, why hasn’t anyone written a book about this?” [9:05] The two talk about how they decided to write a book about love, laughter, and the workplace.

“The perspective that we had on love was that it was a mutual admiration, respect, and care for one human being to another.” [11:00] It’s important to define ‘love’ early on – there are a lot of different types of love, after all.

“People have this false idea that having emotions in the workplace, feeling love, and exuding that love for other people is a weakness.” [13:50] This isn’t true, as Zina says: “But the exact opposite is true: When you are so confident in yourself, in who you are, you know yourself well enough to know boundaries, to know what is right and wrong, how to approach people, what love feels like to you, what it should feel like to others, then you become the strongest person in the room.” [14:05]

If you think you’re a leader, and you look over your shoulder and no one is following you… you’re just taking a walk. This happens at all levels of an organization.

The science backs up Zina and Patrick’s book. According to research from Microsoft, the single most important factor for organization success and mission accomplishment is psychological safety. Check out the book for more deep dives into the science of love and laughter in the workplace.

“Laughter in the workplace, people think ‘OK, I’m going to be a joke teller. But that’s not what it is at all. It’s much deeper than that.” [29:50] If you can develop environments where people feel free to laugh and love one another, you’re on the right path.

If you walk into the room and everyone stops talking, there’s a problem. It’s important that your presence in the workplace breeds positivity and good feelings: or, love and laughter in other words.

Love starts with self, as Zina says. Everyone, from the bottom of the corporate ladder to the very top, should focus on loving themselves. That’s how you really begin to love others. Take time out of your day to self-analysis, and determine what ‘self-love’ means for you.

Small, one-on-one interactions create love. “Don’t make it about work,” [41:24] as Patrick says. Ask your employees or coworkers about their lives, about what’s going on with them. That’s how you create real, authentic connections.

Resources From Boss to Leader: https://www.marcelschwantes.com/ Zina Sutch and Patrick Malone: www.sutchmalone.com

Mark Minukas is the co-author of the book Unfear: Transform Your Organization to Create Breakthrough Performance and Employee Wellbeing. He’s the managing partner of Co-Creation Partners and an engineer by trade. He began his career as a Navy officer, before working as a consultant at Mackenzie and Company. There, he mastered the art of transforming teams and creating success. He has worked across multiple industries to build high-performing operations.

“Even the most profitable companies on the planet aren’t fear-free. But here’s what makes them different: Those companies know how to transform that negative energy of fear and anxiety and uncertainty into opportunities for learning and growth and development.” [3:20]

“Sometimes we see fear and love as two completely separate things. But part of what we want to communicate to the world is that fear can actually be this amazing cue for learning and growth.” [6:55]

“I looked around and had this intense experience that it was all a mirage.” [9:45] After striving for the approval of other people, forces, or circumstances, Mark remembers an intense realization that would change his life forever.

There’s the Fight Club and the Nice Club. Each of these groups represents different peoples’ approaches to life. The Fight Clubs needs to stand out and be special. The Nice Club, by contrast, are people that just keep their heads down. Likeables, minions, sticklers – people that shy away from conflict.

“How can you drive performance and human well-being at the same time?” [20:00] is one of the questions Mark tackles in his book. All too often, leaders think it’s one or the other – it doesn’t have to be.

“There’s a few key mindsets we talk about in our book. One of those is that you are infinite potential.” [24:22]

“Shifting from a knower to a learner mindset” [25:45] is a critical part of Mark’s strategy. He affirms that we should go into situations ready to learn and ready to ask questions, rather than assuming we already know what to do.

“Almost always we live through our assumptions and interpretations of the world… Oftentimes we engage with people without acknowledging the difference between observation and interpretation.” [36:15]

“Organizations don’t transform, people do.” [39:05] “When a critical mass of people start shifting what they’re believing you can get the whole system to tip over.” [39:12] Mark says that this is how you enact true, meaningful change in an organization.

Resources www.cocreationpartners.com www.unfearbook.com

In this mini-episode, Marcel Schwantes shares practical insights on how to lead with integrity. He discusses the impact this has on an organization.

Jennifer Moss is a burnout expert. She is also an international speaker, award-winning journalist and author, and a frequent writer for Harvard Business Review and SHRM. As a nationally syndicated radio columnist, she reports on topics related to happiness and workplace well-being. Her articles have been featured in publications such as Forbes, Fortune, and The Huffington Post. Her most recent book, The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It, emphasizes the impact of corporate burnout and shares steps organizations can take to mitigate this crisis. She is Marcel Schwantes’ guest this week on Love In Action.

Marcel asks Jennifer to share her story. “Happiness is in love and action; it’s about resetting priorities and understanding what makes us happy,” she claims. “We spend about 50% of our waking hours at work, and it’s really depleting us. How do we make sure that the place where we spend so much of our time is happy and healthy?” [3:48]

Jennifer had the privilege of working with the world’s leading experts in her research on burnout, collecting thousands of qualitative responses through WHO from 46 different countries. She was able to hear, in their own words, how people were feeling, and the results were devastating: 89% said their well being had declined; 85% said their job demands had increased and were getting worse; 67% were unable to talk about their mental health at work. “Only 2% of people in our data across 46 different countries said that their well-being was excellent,” she remarks, “so you imagine most people are really unwell.” [8:37]

Burnout has been especially hard on women during the pandemic, Jennifer’s research shows. One respondent resumed working but had no assistance in caring for her eight-month-old baby while attending to her duties. Her husband couldn’t even help her, as he was backed up with work as well. [11:04]

“Workload is the leading cause of burnout,” she cites. “Overwork is responsible for the deaths of over 2.8 million workers per year.” Industries like tech, finance, education, and healthcare are where people are extremely burnt out, to the point where there are trickle-down effects. For example, hospitals are shutting down due to a lack of available nurses who can support people in their communities. People are burning out this year from too many unsustainable workloads, Jennifer adds. [16:31]

The transition from the face-to-face, physical workplace to the virtual one has forced leaders to assume their responsibilities from afar, but this has led to people feeling micromanaged. This is especially the case for the employees who remained working from home when restrictions were relaxed and the workplace became a hybrid of onsite and remote. [20:30]

“We constantly recognize people for growth or revenue, and we don’t recognize them for going above and beyond for a fellow coworker in a time of need,” Jennifer comments. “We need to think about changing the reward metrics… sometimes those metrics have biases that we don't realize. We need to change the bias in our metrics so that we are creating a more diverse group of people that we are recognizing in our organizations.” [26:48]

When making policies, we should consider equitable paternity and maternity leave; that way, we make family planning a socially accepted part of the way we work. Additionally, we should advocate for extra leave days for emergencies, in the event that time needs to be taken off for domestic duties. [34:41]

“Organizations that embrace vulnerability in leadership are faring way better than those organizations that aren’t,” Jennifer affirms. “They’re saying… ‘I’m also feeling stressed out, so please give me grace,’ [and] that’s all people want.” [40:00]

Resources Jennifer Moss on LinkedIn | Twitter Jennifer-Moss.com

The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It

In this mini-episode, Marcel Schwantes discusses the importance of psychological safety at the workplace. He explains why fear is not a valid motivator, and shares three action items leaders can use to foster psychological safety.

Robb Holman is a thought-provoking global keynote speaker, and the founder and CEO of Holman International, a global leadership consultancy. In 2022, he was named as one of the Top 30 World’s Leadership Gurus. He is also the founder of Meeting House Ministries, and a best-selling author whose work has been featured in Inc, Forbes, and Fast Company. Robb’s most recent book, Move the Needle: How Inside Out Leaders Influence Organizational Culture, takes a deep dive into why we must prioritize people over procedures to get better results. He is Marcel Schwantes’ guest this week on Love In Action.

Though many of us have lived through some kind of trauma, many of us don’t have the mindset or awareness to work on healing the hurt that came from these traumatic events, Robb claims. “The trauma manifests itself in things like fear, shame, guilt, or grief that we haven't dealt with, and we carry that through our lives, [which] impacts how we lead people and our relationships with others.” [8:35]

“The greatest dreams, accomplishments, and goals come out of [a] place of genuine community; we have to get past the [notion] that asking for help is weak,” Robb advises. “Asking for help is an act of vulnerability that some people can’t [bring themselves to do],” Marcel adds. “[In a previous episode], Ken Blanchard said that people aren’t willing to be vulnerable leaders because of ego; if it’s not your true self, you are leading through arrogance and not authenticity.” [11:09]

“We’ve been given our gifts, our skill sets, our personality, and our life experience as a gift to be used to benefit other people,” Robb says. “We [need] to get out of our own way and channel our significance and uniqueness to serve other people.” [15:02]

There are many ways to serve, but whichever path you choose, make sure that you serve your team members personally and professionally. Are you spending time on a consistent and intentional basis with your team members? Do you know what makes them come alive? Do you know their hobbies, interests, and life milestones? You must commit to the process of learning these things, Robb shares. [19:01]

Leaders often make decisions based on their gut, Robb claims. Undoubtedly, having the facts and the truth is important, but how do you make the right choice when the facts are pointing in one direction and your gut is leading you to the other? “The accuracy of going with your gut goes up drastically when your team members [focus] on their areas of expertise,” he comments. He explains why. [24:54]

“Servant leadership is about getting under a team member only to elevate them above you… In my estimation, the greatest and most effective leaders are ones that get out of the way [of recognition]; they’re looking to serve faithfully through guidance, encouragement, correction, and love,” Robb remarks. [35:46]

Marcel asks Robb why leaders prioritize processes, procedures, and policies over people. “We want quick fixes,” Robb replies. “We want to reach the goals yesterday ... But I believe that slow is the new fast. With anything [that’s] great and long-lasting, we need to slow down in order to learn what speeding up is all about.” [39:13]

Robb talks about leaving a legacy. “When we start with the end in mind and re-engineer this thing, we could be much more intentional about the people we spend time with, and the reasons behind that. In the first place, I think we give too much attention to things that don’t matter.” [46:50]

The more we practice servant leadership in and out of the home, the smoother we will lead in service within our sphere of influence in the workplace, our culture, and society, Robb affirms. [52:01]

Resources Robb Holman on LinkedIn | Twitter RobbHolman.com

Move the Needle: How Inside Out Leaders Influence Organizational Culture

Amelia Dunlop is Chief Experience Officer and US Customer Strategy and Applied Design Leader at Deloitte. Her core belief is that before we are consumers, we are humans with values and emotions. She uses that belief to influence how she connects businesses with their customers. As a regular contributor to the Wall Street Journal’s CMO Journal and Adweek, Amelia holds a deep passion for the written word. Her first book, Elevating the Human Experience: Three Paths to Love and Worth at Work, tells the story of how Amelia discovered her own sense of love at work, and embraces the readers who may be struggling with that very same thing. She is Marcel Schwantes’ guest this week on Love In Action.

Elevating the human experience is fundamentally about acknowledging human work and nurturing growth through love, Amelia says. “So many traditions and philosophies teach that the human condition is one of suffering,” she remarks. “There are many things you and I may not have in common but [we can understand] that feeling of suffering we share, and so that’s why I believe every experience could be made just a little bit better.” [7:56]

Burnout, loneliness and isolation are not new concepts, Marcel comments. People were burning out pre-pandemic, but it’s at the forefront now. Amelia shares how workplaces have created these problems, and how they intersect with lack of self-worth. The increasing amount of attention around burnout, DE&I, purpose and well-being shows that we all want to feel loved and worthy, she explains. When you don’t put the human at the center, these problems arise. [10:21]

The first path to elevating the human experience is the path of the self; you must see yourself as inherently worthy of love. “For me, one of the struggles growing up is that all we were taught about external affirmation… Everything you do is graded, and so we have this mindset that we’re only worthy when we get a certain letter grade,” Amelia claims. She talks about how this translates into the workplace. [14:17]

In order to continue growing professionally, we need to learn to grow personally, Amelia quotes. It takes the whole head and heart to show up equally. She recalls how she learned to understand herself in the context of an obstacle. [19:46]

Amelia describes the four ways we can show up as allies at work. “The first is as a friend, [who] just wants to be there on your journey with you; the second is as a mentor, who offers you a short way to see the world a little differently; third is as a sponsor, who uses their power, formal or informal, to remove obstacles for someone else; and fourth is as a benefactor, which is the combination of the first three.” [27:26]

When workers feel like they belong, are respected, and are psychologically safe, it creates the ideal work environment, which translates to better results and productivity, Marcel cites. “Some of these things seem intuitive [in that] it’s definitely the type of world I want to live in and the workplace I want to be a part of, but we’ve also done the research to demonstrate,” Amelia adds. “Organizations that focus on this human experience are twice as likely to outperform their peers over a three year period.” [31:04]

“We have about 40 years of research from Gallup that says [recognizing your employees’ contributions improves employee engagement,” Marcel affirms. “It does something special to the human spirit when somebody lifts and builds you up through gratitude.” [37:00]

Resources Amelia Dunlop on LinkedIn

In this mini-episode, Marcel Schwantes discusses what makes good leaders memorable and more effective. He asks listeners, “Are you approachable?”

In this mini-episode, Marcel Schwantes explores the three worst management habits: self-service, spotlight-hogging, and a lack of direction.

A prominent, sought-after author, speaker, and business consultant, Dr. Ken Blanchard is respected for his lifetime of groundbreaking research and thought leadership that has influenced the day-to-day management and leadership of people and companies throughout the world. With a passion to turn every leader into a servant leader, Ken Blanchard shares his insightful and powerful message with audiences around the world through speeches, consulting services, and bestselling books. When Ken speaks, he speaks from the heart with warmth and humor. His most recent book, Simple Truths of Leadership: 52 Ways to Be a Servant Leader and Build Trust, compiles decades of simple truths about leadership into actionable insights to turn common sense into common practice. He is Marcel Scwantes’ guest this week on Love In Action.

Servant leadership consists of two parts, according to Ken. “The vision, direction, values, and goals… are the leadership part,” he explains. Such is the responsibility of the hierarchy; people need to know what good behavior looks like, and what they’re held accountable for. The service part of servant leadership involves “helping them win.” Servant leaders work to help their people accomplish their goals and live according to the vision. [7:15]

Are you here to serve or be served? Ken describes how effective leadership is an inside job. “When I ask people how many of them want to be a servant leader versus a self-serving leader, everyone puts their hands up, but when I ask how many are servant leaders, they hunch down in their chairs,” he shares. “When you’re a servant leader, it’s really about we, not me. You’re there for your people.” [11:03]

Marcel asks Ken to talk about “turning the traditional pyramid upside down.” Implementing this counterintuitive way of thinking can work for every organization, says Ken, but the human ego gets in the way. What prevents people from being servant leaders is either a more-than philosophy, where people believe they shine brighter than others, or a less-than philosophy, where they ruminate on their faults and doubt themselves. “In both of them, they’re focusing on themselves,” he adds. “The cure for false pride is humility… and the way you deal with feelings of inferiority is to realize that God didn’t make any junk.” [15:42]

Every one of us is a leader, and no-one can avoid that. Leadership is an influence process; by simply having a relationship of any nature with someone, you have the potential to lead them. Therefore, servant leadership is about becoming a better human being. Great human beings don’t center their lives on themselves, they center it on others. [21:15]

“You can’t know how to apply a situational style of leadership to one employee versus another employee, and the circumstances that they're under, unless you understand who they are as a human being,” Marcel quotes. He and Ken explore the importance of relationships. [25:13]

Ken believes servant leadership is love in action. “Love is patient, kind, does not envy, and all those wonderful characteristics,” he remarks. “To be a great servant leader, you have to be patient, kind, and all of those characteristics… It’s not soft at all because it’s very powerful. Love means ‘I care about you, I want you to win…’ Love is about both people and results.” When people realize you truly cherish them, they want you to win too, Marcel adds. [32:12]

“My hope for people who read this book is that they will use it with their people, because simple truths are not to be done to people; they are to be done with people,” Ken comments. “If you are a leader who wants to serve instead of be served, and build trust with you people, you’re gonna go up the hierarchy like crazy and win.” [36:49]

Resources Ken Blanchard on LinkedIn | Twitter KenBlanchard.com HowWeLead.org

Simple Truths of Leadership

Helping People Win at Work: A Business Philosophy Called "Don't Mark My Paper, Help Me Get an A"

The Mulligan Movie

Helping People Win at Work: A Business Philosophy Called "Don't Mark My Paper, Help Me Get an A"

Jacqueline Novogratz is founder and CEO of Acumen, a not-for-profit organization dedicated to changing the way the world tackles poverty. Under Jacqueline’s leadership, Acumen has invested over $132 million to build 136 social enterprises across Africa, Latin America, South Asia, and the US. Her most recent book, Manifesto for a Moral Revolution: Practices to Build a Better World, highlights 12 leadership practices for those eager to change the world for the better. She is Marcel Schwantes’ guest this week on Love In Action.

Jacqueline to share her story. “When I was about 10 years old my uncle Ed gave me a blue sweater that had a zebra in the front and mountains across the chest. I wore this sweater which I cherished all the time. My high school nemesis made a very lewd and inappropriate comment about my sweater, and I ran home, yelled at mom, and we ceremoniously dumped it in Goodwill. Fast forward 10 years, I’ve left a career on Wall Street. I’m jogging through the hills of Kigali when I see this little boy about 10 feet in front of me wearing my sweater. I have held that story as my story of understanding how interconnected our world is, and how our action and our inaction can impact people every day all around the world,” she says. [5:28]

Too often, markets overlook, underestimate, and sometimes exploit the poor. “I thought if you could give people access to markets, it was enough,” Jacqueline admits, “but if people don't have the capability to interact with those markets, it's not enough.” However, too much aid from the top down creates dependencies. [8:35]

Jacqueline talks about co-founding a microfinance institution in Rwanda. “When I first moved to Africa, I had this idea that I was going to save… a little corner of the world. I was firmly and flatly rejected, and got a quick lesson in humility: most people do not want saving, particularly by people that don't fully understand who they are,” she claims. Two women from Rwanda approached her when she was working in Kenya and asked for her assistance in doing a feasibility study, as a law had just passed that gave women the right to open a bank account without their husband’s signature. With that clarity of vision, she went on to build the first financial institution in Rwanda for women. [11:54]

According to Jacqueline, one of her proudest investments was in the founders of the company currently known as d.light design, Inc - Sam Goldman and Ned Tozun. They had a solar lamp they wanted to sell to low-income people as an alternative to kerosene. Now, they have brought affordable light and electricity to over 100 million low-income people, and helped spawn an off-grid solar energy revolution. [16:11]

Jacqueline defines the term ‘moral imagination.’ “Too many people use the lens of only their own imagination, even when solving problems for people whose lives are completely different from their own,” she explains. [22:55]

“We need to recreate mindsets,” Marcel comments. “In the US, we live in such a self-centered, self-focused society, we may not even know how to extend that kind of love outwardly, to see the world beyond your own immediate needs.” [25:25]

The exciting conversation at this moment in history, Jacqueline remarks, is about how we will use our tools, skills, and moral imagination to solve the biggest problems of our time. These problems cannot be solved by the nonprofit sector alone, nor corporate, nor government. “It will take all of us.” [32:57]

Empathy alone reinforces the status quo, but cynicism is its best friend. “If we can dare to look for beauty and not just focus on how hard everything is, we may find that things feel just a little bit easier,” Jacqueline advises. [36:47]

Resources Jacqueline Novogratz on LinkedIn | Twitter Acumen.org Manifesto for a Moral Revolution: Practices to Build a Better World Everytable Food Store d.light design, inc.

Scott O’Neil is an author and the former CEO of both the Philadelphia 76ers NBA Team and the New Jersey Devils NHL Team. He is cofounder of Elevate Sports Ventures, Board Advisor at Myota, and is on the Board of Directors at Zooi, Inc. Scott’s recent book, Be Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and Thriving, is a practical guide filled with actionable lessons and candid stories of his own struggles and successes. He is Marcel Schwantes’ guest this week on Love In Action.

“You have to love each other but you don’t have to like each other,” Scott says. In a family, you may not always like your relatives, but you always love them. If you can create that type of connection and teamwork at your workplace, life gets “pretty good, pretty quickly.” Leaders demonstrate love through action, he adds. It’s less about the telling and more about the showing. [3:47]

Marcel asks Scott to talk about his motivation for writing his book. “I wrote this book after my best friend unfortunately took his own life… I spiraled into a really bad place… I would just tuck myself in my little office and write on my iPad. A lot of it was nonsense, but the stuff that did make sense was about lessons I learned… from asking friends about their experiences,” he shares. “My wife brought her friend [in my office]... he gave me some wonderful counseling advice and asked to see what I had written… he said ‘Scott, can you imagine if you publish this and influence one person?’” [9:21]

Scott’s book is the kind of raw and vulnerable honesty that’s true to life. “The world is wobbly and life is messy,” he claims. “The more we can talk about [that] and get comfortable, the better off we’ll be.” [12:57]

Practicing gratitude is an important part of living your best life. Scott implores listeners to do a 30 day gratitude challenge: each morning, send a message to a different person expressing how grateful you are for their impact in your life. “The world will send you people that need to hear from you and you'll get a response [that says] ‘Wow, I really needed to hear this today.’ And for me being in a dark place at one time, I needed to hear it, and so I will tell you there are people in your life that need to hear it,” he remarks. [16:32]

Marcel asks Scott to define a leadership constitution. “[It’s] who you are at your core,” he responds. “Not what you aspire to be.” Scott explains how leaders commit to creating their own leadership constitution, and shares his own. [24:12]

There is an epidemic of loneliness in the workplace, Marcel comments. “Isolation is today’s kryptonite.” He and Scott discuss how fostering a sense of community can cut through the transactional atmosphere of the virtual workplace and get rid of the disconnect. [27: 41]

What’s most important will be different for every person, but as a leader who prioritizes a healthy work culture, you should think about how to create environments for connection and community, Scott says. “I wanted to be intentional about my WMI, about the way I spend my time, about who I am and how I show up, about the relationships,” he adds. [37:31]

Scott advises listeners to think about being their authentic self. “Find out who you are, and surround yourself with people to fill your gaps,” he shares. “If your glass is full and you're doing wonderful, I encourage you to reach out and help others who don’t have their video on in the next Zoom, whose voice mailbox is full, who's not responding to texts… the world is better when love is in action.” [39:47]

Resources Scott O’Neil on LinkedIn | Twitter

Be Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and Thriving

Be Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and Thriving

Omer Glass is CEO and cofounder of GrowthSpace, the world's leading employee development platform. GrowthSpace was founded on the belief that the future of learning and development is data driven, measurable, and personalized for every employee. Prior to GrowthSpace, Omer was Management Consultant at Shaldor, one of Israel’s leading management consultancies. He is also the chairman of Hands of Light, a nonprofit dedicated to supporting ALS and cancer patients. He is Marcel Schwantes’ guest this week on Love In Action.

GrowthSpace is a platform that connects thousands of people with over 1000 experts from over 40 different countries. Its goal is to help clients achieve the ultimate development opportunity by matching them with the right expert who specializes in their intended area of growth. Omer shares how GrowthSpace helps scale employee development. [4:39]

Marcel asks Omer to talk about the inspiration behind GrowthSpace. “[The company I was working for] got acquired by another company and people were leaving… [the CEO] did surveys to understand why and [discovered] that people didn’t feel like they had enough employment development opportunities… so [my cofounder and I] basically said ‘let’s create [a tool] for employee development,’” Omer responds. [9:14]

“In business, especially startups, if you think you know everything, you will fail eventually,” Omer advises. “In order to really succeed, we need to grow. If you’re not open to feedback, your product will be bad. As an executive, you will not feed the next stage if you are not open to feedback,” he adds. [14:08]

Data is the source of truth, Omer says. As a company driven by values of growth and care, GrowthSpace is dedicated to making an impact. They determine whether they succeed in that goal by using data to get to the truth. Additionally, Omer embodies the phrase ‘strong opinions, loosely held.’ Growth is the priority, so if his employees have opinions or ideas that are better suited for getting to the truth, he’ll favor those ideas over his. [18:42]

Marcel asks Omer what he thinks is causing the Great Resignation. “It’s a combination of three things,” Omer claims. “Number one is the COVID-19 crisis: people were afraid to be laid off, so if they had a job, they’d just keep it; when the crisis was over, a lot of people that should have left their job [hadn’t done it]. Number two is the demand for talent; where there is a high demand, the conditions are better, so people are looking for better opportunities. [Number three is the] generation shift; people are less patient in environments where they cannot express themselves fully.” [23:27]

“Resignation is a symptom of something wrong,” Omer adds. “Sometimes people just want to leave, which is okay. Sometimes you don’t get enough opportunities where you are, which is also okay. But if the culture is good, you’re investing in your people, and you create a culture of openness and transparency rather than fear, people will stay, and you will retain your talent.” [26:45]

“The question you need to ask yourself [as a leader] facing any situation with your employees is: ‘What can I do in order for them to succeed?’” Omer shares. “You need to focus on what [each employee] needs for them to understand you.” [28:43]

Resources Omer Glass on LinkedIn

Fred Reichheld is creator of the Net Promoter System, and the founder of Bain & Company’s loyalty practice. He is the author of five books, including the New York Times bestseller, The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World. Fred is currently a fellow and senior advisory partner at Bain & Company, and his work on customer loyalty has been widely covered in the Wall Street Journal, New York Times, Financial Times, Fortune, and other media outlets. His most recent book, Winning on Purpose: The Unbeatable Strategy of Loving Customers, shows that enriching the lives of customers through love and care is the primary purpose of business. It is also the best way to ensure sustainable growth, happily fulfilled employees, and robust investor returns. He is Marcel Schwantes’s guest this week on Love In Action.

“Financials is what we guide our lives and measure our success by, pay bonuses on, and communicate to investors through, but it doesn’t tell us when we’ve done meaningful work that’s enriched the lives of our customers,” Fred shares. “It doesn’t give us a balance sheet of all the lives we’ve enriched or diminished.” [6:39]

According to a survey conducted by Bain, only 10% of senior executives surveyed said their business’ primary purpose was their customers. “I’m stunned; the evidence is so clear that unless leaders inspire their teams to enrich the lives of customers, they’re not going to [make things better],” Fred says. [10:19]

Marcel asks Fred to define loving your customers. “I think love [is when] your happiness is primarily driven by the happiness you can create in your partner,” he responds. “‘Love thy neighbor as you love yourself’ [means] your happiness comes out of your ability to make your neighbor happy… The Jesus idea of love is pretty close to the business idea of love: the more we can care for others and make their lives better, the happier we are. In a well-run business, the wealthier we get.” [14:34]

When employees feel loved and cared for, they translate that into their performance, which leads to happy and satisfied customers, Marcel comments. Fred talks about how and why leaders should help their employees earn happiness through the reactions of their customers. [18:27]

“The leader’s primary job is to create a culture where the golden rule is dominant, and where people understand that winning is only going to happen for anyone when teams treat customers right and earn their loyalty,” Fred remarks. “Additionally, the teams are empowered to speak up when they see something going on that doesn't feel like it's consistent with their values.” [21:16]

Marcel and Fred explore why ‘bad profits’ are so prevalent. “It's because [leaders] are indicating that the reason we exist is to make shareholders rich; profits is our purpose,” Fred explains. “Or if they understand that customers are their purpose, they don't have the courage to speak up and say these things are toxic.” [23:14]

“Net promoter is a tool to make teams happier,” Fred says. “It’s a framework to think about living by the Golden Rule and choosing which people you want to have relationships with… if you choose your loyalties wisely, they shape your life and they define your legacy.” [30:47]

Resources Fred Reichheld on LinkedIn | Twitter NetPromoterSystem.com

Winning on Purpose: The Unbeatable Strategy of Loving Customers

Winning on Purpose: The Unbeatable Strategy of Loving Customers

Paul Zak is a professor at Claremont Graduate University, founder and Chief Immersion Officer at Immersion Neuroscience, and Senior Scientific Advisor at CancerLife. Over a decade ago, Paul and his team discovered that the neurochemical oxytocin was the driver of trust, love, and morality that distinguish our humanity. In his quest to understand the neuroscience of human connection and happiness, he dedicated two decades of his life to brain research, which took him from the Pentagon, to Fortune 50 boardrooms, and the rainforests of Papua New Guinea. Paul is also an accomplished speaker and author. His second book, Trust Factor: The Science of Creating High Performance Companies, explores the neurochemistry behind toxic organizational cultures, and how we can harness that neurochemistry to build effective workplaces with trust, joy, and commitment.

Marcel Schwantes asks Paul to talk about his background. “My goal in my professional life is to create technologies and knowledge to help people curate their lives for greater happiness,” Paul shares. [3:22]

Oxytocin has numerous effects on our behavior, Paul finds. The more you trust someone, the more oxytocin your brain produces, and that prompts you to reciprocate good deeds and hospitality. Additionally, oxytocin increases your sense of empathy and reduces physiological stress. It allows you to feel comfortable within a group or community, which lends itself spectacularly to teamwork and organizational performance. [6:44]

“Trust is a set of behaviors, not a feeling state,” Paul clarifies. Marcel asks him to describe how he and his team created the survey instrument they used to study several thousand companies. “Once we identified the sets of behaviors that were relevant to trust within organizations, we created this survey… [a lot of] companies let us come in and take blood from their employees to measure oxytocin levels. Then, we collected data from a huge swath of the US population to identify how these behaviors improved the performance of those organizations,” he explains. [12:14]

We’re not out of the pandemic yet, Marcel comments. Research proves that the sudden shift to remote work and all the challenges it entails has had negative effects on people’s mental health, making it a crucial issue for organizations to address. He asks Paul where holistic development falls under the oxytocin umbrella. “The precursor for trust is psychological safety,” Paul replies. “If I am so stressed out that I'm just holding on with my fingernails, I'm not going to connect to those around me or have the bandwidth to be an effective employee.” He discusses how a high trust model influences holistic development. [20:15]

According to Paul, building caring relationships at work is an opportunity to expand your social network, which is where most of life’s satisfaction comes from. He explores the concept of trust and accountability, and why one does not negate the other. [26:31]

Uncertainty manifests itself in the brain exactly like stress, which is an inhibitor of trust. “Humans don’t like uncertainty… if they don’t [have the relevant information], humans [run the rumor mill] and use bandwidth on that rather than focusing on creating value for the organization,” Paul claims. “I can reduce that rumor mill if I share information broadly.” [28:04]

“If you think about the investment you can make to improve performance, trust is a fairly inexpensive dimension with high returns,” Paul advises. “Think about creating a culture where your high performers can thrive, grow, feel recognized and have the opportunity to control their work lives.” He shares why leaders should personalize their efforts to recognize high performers. [31:50]

Resources Paul Zak on LinkedIn | Twitter

Trust Factor: The Science of Creating High Performance Companies

Trust Factor: The Science of Creating High-Performance Companies

Jim Detert is this week’s guest on Love In Action. He is a Professor at the University of Virginia's Darden School of Business Administration and the world’s foremost expert on workplace courage. Jim discovered that courage is a skill that anyone can learn and develop over time. Jim’s new book, Choosing Courage: The Everyday Guide to Being Brave at Work, explores why people speak up or stay silent at work, and teaches you how to channel your emotions and take action with the right attitude and approach.

Jim defines courageous acts. “A courageous act at work is something you do for a worthy cause despite perceived risk, and those risks might be career [related], economic, social or psychological.” [6:45]

Marcel asks Jim to share how he conducted his research. “I used all kinds of methods in a lot of cases,” he replies. “I collected deep, rich stories from the actors themselves, and sometimes I asked people to report on others’ courageous acts… I surveyed thousands of people to understand what kinds of behaviors were at play, why people behave how they do, and what skills seem to make a difference in how the acts go.” [15:17]

Whistleblowers are workers that take internal problems external, Jim says. Despite laws against retaliation, whistleblowers tend to get “clobbered emotionally” and often lose their careers, reputation, friendships, and relationships, as well as their jobs. Yet even after all this, they confidently say they would do it again. “We have a code that tells us what’s right and wrong, and there seem to be very few people who regret it in the long term after they stand up for who they are,” he claims. [23:37]

According to Jim, there are a number of factors to consider when choosing battles at work. One such factor is how important an issue is to you and others. “I can notice 42 things a day that irritate me about my work environment and that I could speak up about, but if I overdo it on Monday about a couple of relatively trivial things, when the big one comes on Thursday, nobody wants to hear me anymore,” he explains. [31:19]

In most cultures, especially for men, anger is the acceptable way of expressing hurt or pain. If you see someone acting with anger, as a leader you owe it to them to investigate the root of their anger and display care, rather than dismissing them immediately. Not being bothered to even try finding out what may be wrong is not a sign of a caring leader. Jim and Marcel explore how fear influences leadership. [36:56]

“Reasonable people adapt to the world around them; unreasonable people try to change the world around them. That's why all change depends on unreasonable people,” Jim quotes. “My calling in life is to be functionally unreasonable. We can’t change systems and long embedded beliefs without having the courage to challenge them and push for something that might seem crazy or outlandish at first.” [44:36]

Resources Jim Detert on LinkedIn

Heather Younger is on a mission to ensure leaders use their power to make the workplace a safe space. An experienced keynote speaker, trainer, and consultant, her recent book, The Art of Caring Leadership: How Leading With Heart Uplifts Teams & Organizations, emphasizes the need for leaders to model kindness, compassion and empathy, and outlines nine ways to manifest the radical power of caring support in the workplace. She is Marcel Schwantes’ guest this week on Love In Action.

Heather talks about the experience at a previous job that inspired her to pursue leadership development and employee engagement as a career. “I realized I needed to be … that voice for those who didn't ordinarily have a voice at the table, who often felt like they were hopeless and helpless,” she shares. [3:31]

If the top leadership isn’t open and humble enough to recognize and accept they may be responsible for their company’s issues, half the battle is already lost, Marcel says. “They have to champion the change management. They have to champion a new way of doing things,” he adds. [10:12]

Heather shares the story of WD-40’s CEO’s pivot to leading with care, and why it’s a business imperative. After changing the way he viewed and interacted with employees, the bottom line of their company increased exponentially. By putting care into the workforce, he created a vision that rallied shareholders, stakeholders and customers and significantly improved performance. WD-40’s employee engagement scores reach 96% year after year. [14:37]

Soft skills are the new hard skills. Leaders that think empathy, compassion, and kindness are ‘too squishy’ are the ones that fail to step up with courage, Marcel remarks. He and Heather discuss the importance of cultivating self-leadership skills as a prerequisite to being a leader. [23:00]

Listening is an important part of leading with care, according to Heather. “In order for [listening] to be effective, it has to be bidirectional,” she claims.”It’s not just you sitting and hearing; it’s you asking the right questions, going back and forth [with] dialogue. Most people think listening is shutting up, but not always. In fact, the most effective listening [involves] asking the right questions, open and closed.” [29:34]

“How do you get people to go above and beyond in an environment [that bred] the Great Resignation?” Heather explores ways to motivate your employees. While money and bonuses are good incentives, they can only go so far in encouraging people to actively engage and perform at their best ability in an otherwise toxic environment. “Do they feel like they're on a mission that is bigger than themselves? Do they feel like they're involved in meaningful work? If the answer to both is no, money [as an incentive] isn’t going to last.” [34:29]

Resources Heather Younger on LinkedIn | Twitter HeatherYounger.com

Jennifer Musselman is a globally recognized executive coach and a licensed marriage and family therapist for high-performing executives and entrepreneurs. She has been featured on Psychology Today, Forbes, and Huffington Post. She specializes in emotional intelligence, navigating conflict among leaders and couples, anxiety, burnout, and stress and depression management. With 20 years of experience as an executive at Fortune 500 companies, Jennifer intimately understands the pressures her clients face in having to do a balancing act with their professional goals and their personal life. She is this week’s guest on this special episode of Love In Action, which is both an interview and a live consultation.

Jennifer recalls her negative experiences within a toxic workplace. “There was a change in leadership at the top that completely altered how people started connecting and relating with each other,” she says. “What I didn’t understand was the workplace trauma… even my personal therapist didn’t know how to handle it because therapists aren’t trained for that.” She describes the harmful effects that followed in her personal life, and how it motivated her to study organizational psychology. [5:07]

Marcel asks Jennifer for tips on how to manage our emotions during a state of languishing. Self-care through self-reflection can help you recenter yourself, she replies, and doing so with a trained professional is even better. “Sometimes we need someone to get us out of our bodies and heads.” [10:18]

Leadership is about modeling the behavior that you espouse across the board, Jennifer defines. A good leader actively practices the values of their family, their company, and their country. [16:17]

Jennifer shares a recording of a live consultation with one of her clients, a CEO of a technology company. She helps her client explore the ups and downs of the recent happenings in his life, and how he has been mitigating them. They discuss:

When conflicts in your personal life clash with your professional life. “I need to be focused for the team, and I can’t let personal things seep into how I present myself in the business, but unfortunately it has,” her client shares. “It’s been a challenge in the last few weeks.” [19:05]

How to pull yourself out of a low-energy slump. “Everyone needs their own process of self-reflection,” Jennifer advises. “Find moments of personal reflection, which includes your thoughts… and then pay attention to how you behave. Having a chart of that gives you a better understanding of yourself and how you handle these moments.” [26:42]

Mastering self-efficacy. “[Self-efficacy] is embracing that [you] don’t have to have all the answers; [you’re] in process. The answers will come, and you’ve created the network of people to lean on,” Jennifer remarks. [33:37]

Jennifer rejoins Marcel to talk about key takeaways from her session with her client.

According to Jennifer, there’s a fear of being perceived as weak when you’re in a position of power, particularly in men. People see when you’re struggling and can create their own narratives about what might be happening, so it would be beneficial to be a little transparent with them. Expressing vulnerability creates a bond with your coworkers, and gives people the opportunity to support you. [42:48]

“Our minds, hearts, and bodies are connected,” Jennifer says. “When we start to feel emotional, there’s a physiological reaction… The first thing you have to do is get a hold of that sensation in your body… deep breathing connects you to your heart.” [45:00]

Leaders need to allow employees to have a voice, Marcel comments. It’s not just handing down decisions from the mountain top; employees should be able to voice their concerns, input, and even ideas. That’s the caring part of leadership, he adds. [49:23]

Resources Jennifer Musselman on LinkedIn | Twitter JenniferMusselman.com

A special thanks to our sponsor, Phenom, for making this episode possible. Building an inclusive workplace that truly puts employees first doesn’t happen overnight. To help employers get started, the team at Phenom created The Definitive Guide to Diversity, Equity & Inclusion for HR. In it, HR leaders and practitioners will learn how to build and implement creative — and authentic — DE&I strategies that connect with employees. Check it out at phenom.com/blog/diversity-and-inclusion-guide.

Mahe Bayireddi is CEO and co-founder of Phenom, a global leader in the HR technology space with a mission to help a billion people find the right job. Their AI-based SaaS platform, TXM, connects all stakeholders in the hiring cycle for a personalized talent acquisition experience. Also an official member of Forbes Technology Council and serial entrepreneur, Mahe is passionate about using software to fundamentally transform the talent journey. He is this week’s guest on Love in Action, sponsored by Phenom.

In the age of the Great Resignation, COVID-19, and the rapid transition to a virtual workplace, leaders need to step up and demonstrate care in a business context more than ever before, Marcel Schwantes comments. He asks Mahe to talk about his background. “My story consists of three things: my family, Phenom, and my spiritual evolution. Those are my priorities,” Mahe shares. [1:58]

“The core principle of meditation is being quiet so you can control your thoughts… That quiet place [allows] you to reflect on who you want to be. [By doing that], I can lead [Phenom] better,” Mahe remarks. That quiet place can also enable you to drown out noise you don’t need and orient yourself to one direction, Marcel adds. [5:47]

Mahe discusses Phenom’s mission. For Phenom, ‘right’ isn’t about just getting a job; it’s about connecting with the purpose of the company, actualizing your full potential, and becoming the best person you can be. It’s a journey, not a destination, Mahe says. He talks about the culture at Phenom and his definition of leadership. “Leadership, to me, is ruthless compassion. You should be ruthless in delivering results, but compassionate for those you work with.” [14:24]

According to Mahe, everything happens for a reason. “Nothing happens to screw you up,” he claims. The toughest parts of your life are opportunities to learn and grow, and being positive enables you to tap into that. “When we interview people, we ask them to start with a story, and we look at how they construct it. We don’t mind if they’re skeptical; as long as they’re not cynical.” [17:18]

The Great Resignation is less about remote work, and more about people reflecting on their fulfillment at their places of employment, Mahe says. Every generation has a different set of expectations, and things like CSR and ESG are timely concerns in today’s age. The Great Resignation is a result of those concerns coming to the forefront. [25:58]

Leadership involves compassion and ruthlessness. The ruthlessness is for the greater purpose, and the compassion is for the individuals who contribute to that purpose. Being a good leader is like being a parent, Mahe asserts. “A lot of leaders prefer to be good uncles rather than parents. It’s easy to be a good uncle, but it’s much harder to be an average parent.” [30:58]

Resources Mahe Bayireddi on LinkedIn | Twitter PhenomPeople.com

Jen Fisher is Marcel Schwantes’ guest this week on the Love In Action podcast. Jen is Chief Well-being Officer at Deloitte, where she evolved the health and wellness program into a first-of-its-kind holistic and inclusive well-being strategy. Jen empowers Deloitte's people to prioritize their well-being so they can be at their best in both their professional and personal lives. In her role, she drives the strategy and innovation around work, life, health, and wellness. Jen is the co-author of the bestselling book, Work Better Together: How to Cultivate Strong Relationships to Maximize Well-Being and Boost Bottom Lines.

Jen shares her experience as a working employee going through chemotherapy and the valuable lesson she learned in those difficult times. “Why do we give ourselves permission to set boundaries when we're sick, but not when we're well?” [4:07]

“We’ve adopted all this technology, but we haven’t adapted to it very well,” Jen claims. “In my own words, the technology is using us, not the other way around. ... It’s more about how we, as human beings, choose to use it in our lives that has a negative impact. Our society has become this ‘always on 24/7, constantly connected’ society.” [10:21]

Skills like empathy, compassion, authenticity, and emotional intelligence are not “soft”; they’re essential. According to Jen, they play a key role in the future of work because they cannot be replicated by machines or AI. Instead of fearing that technology is going to put us out of work, we should be celebrating that we can focus on humanizing the workplace. [17:27]

Marcel asks Jen what organizations can do to maximize their employees’ well-being, to decrease burnout, and increase engagement and productivity. “The area you want to get to is trusted teams, which value human connection, relationships, and individual well-being,” she responds. “You achieve that through creating a culture of psychological safety, where people feel like they can show up as their authentic selves and ask for what they need.” [23:45]

Essential skills are the skill set of the future. They can and need to be learned, taught, and brought into organizations by leaders who are tuned into them. These organizations are the ones that will truly thrive, Jen comments. [31:32]

“The mascot we assigned for trusted teams is a dolphin, so [my co-author and I] want everyone to be a dolphin,” Jen encourages. “Communication and relationships are really important to dolphins; they do things in packs but they're also really great individual performers; they hunt, and they take care of their kids, but they're also very playful in their spirit… Be a dolphin not just at the workplace, but also in your personal life.” [34:56]

Resources Jen Fisher on LinkedIn

Work Better Together: How to Cultivate Strong Relationships to Maximize Well-Being and Boost Bottom Lines.

Work Better Together: How to Cultivate Strong Relationships to Maximize Well-Being and Boost Bottom Lines

Robin Ganzert is President and CEO at American Humane, an organization dedicated to ensuring the welfare and safety of animals while strengthening the bond between them and humans. She is a global nonprofit executive and has been featured on CNN, World News Tonight, Fox Business News, and other notable media outlets. Robin is also an author, radio host, and the Executive Producer of the hit television show: Hallmark Channel’s American Humane Hero Dog Awards. Her recent book, Mission Metamorphosis: Leadership for a Humane World, is an inspiration guide to increasing business revenue and efficiency while effecting positive change in the world. She is this week’s guest on this episode of Love In Action, sponsored by Duck Creek Technologies.

American Humane was founded in 1877 and is America’s oldest national humane organization. They were behind every major advancement for animals and children from then to modern times, Robin claims. [6:46]

Marcel asks Robin to explain the idea behind Mission Metamorphosis and why she wrote it. “We rebuilt this incredible crown jewel in America’s humane movement, and I thought that story had to be told,” she responds. “Often, when people start working in a philanthropic organization, they’re so in love with the mission that they forget there’s a business that is needed behind running the mission. That’s when they can lose their way. That story about marrying the mission to a business model was necessary to tell.” [14:59]

You can have a great business strategy, but if your organizational culture is one that doesn’t support the organization’s mission, it will be all for naught, Robin advises. When people aren’t inspired to do work that is noble and excellent, they lose their sense of pride, and the culture suffers. [19:46]

Robin shares some of the tough decisions she’s had to make over the years as leader of American Humane. “When you're a CEO, a leader, you have to have moral courage to make those tough decisions in the toughest times when you're really being tested, and you have to have a [strong] belief in the mission and your own vision,” she adds. [22:30]

There were many institutional obstacles in Robin’s professional journey by virtue of her gender alone. She talks about the challenges she faced being a woman in the Southern workforce. [26:40]

While it’s easier to break the glass ceiling in the nonprofit world, it doesn’t mean it’s a walk in the park. When Robin was hired at American Humane, there was a huge gap between her salary and the salary of the interim CEO. Robin also addresses the lesser-known acts committed against women leaders, including online sexual harassment. [32:05]

“I believe that we can all build a more humane world for people, animals, and the world we share,” Robin remarks. “I would like everyone to join that effort.” [38:42]

A special thanks to our sponsor, Duck Creek Technologies for making the episode possible. Built for insurance, by insurance. Duck Creek Technologies offers the vision and tools you need to drive your business in 2021 and beyond. Visit www.duckcreek.com to learn more. Resources Robin Ganzert on LinkedIn | Twitter AmericanHumane.org | RobinGanzert.com

Mission Metamorphosis: Leadership for a Humane World

Mission Metamorphosis: Leadership for a Humane World

A special thanks to our sponsor, Duck Creek Technologies for making the episode possible. Built for insurance, by insurance. Duck Creek Technologies offers the vision and tools you need to drive your business in 2021 and beyond. Visit www.duckcreek.com to learn more.

Colleen Ammerman is the Director of Gender Initiative at Harvard Business School. She has authored various articles and teaching materials on gender and work, and her research with Harvard Business School Alumni examines how race, gender, and other factors shaped their life and career experiences after grad school.

Her colleague is Boris Groysberg, Professor of Business Administration. He is the author of the award-winning book Chasing Stars: The Myth of Talent. A frequent contributor to Harvard Business Review, Boris has written more than 100 articles and case studies on how firms hire, engage, develop, retain, and communicate with diverse talents to create inclusive cultures.

Their book, Glass Half Broken: Shattering the Barriers That Still Hold Women Back at Work, aims to peel open the curtain on the pervasive managerial actions and organizational obstacles that perpetuate the gender gap. They are joint guests in this week’s episode of Love In Action, sponsored by Duck Creek Technologies.

We’ve made high strides in the fight for gender equality for the last 10-15 years, Marcel says. The gap between the percentage of men and women in the workplace has been the lowest in history as of two years ago. However, women remain underrepresented in positions of authority, despite making up roughly half (and sometimes the majority) of the workforce. [1:32]

“It can be easy to be a little cynical and pessimistic when you realize how far we have to go even though we’ve made so much progress,” Colleen comments. “But doing the research for the book made me feel inspired and hopeful, after talking to a lot of people who were committed to being change agents.” [10:02]

“[In writing the book], we were trying to do something that would be [both] rigorous and actionable,” Boris shares. “We were determined to write a book that will have practical implications for organizations [and] managers. The other thing that we were trying to do was… see if we could actually get men involved in creating more diverse and more inclusive organizations. If the [specific] group of people is not involved [in that process]... we will only make minimalistic progress, at best.” [11:07]

Colleen witnessed first-hand how many women’s self-confidence had been chipped away when they realized their path to success was littered with seemingly impossible hurdles and obstacles. It’s a loss of human potential, she adds. Even women with advantages like an education from Harvard were finding their paths blocked. [15:50]

The main difference between men and women is sociological in nature, not biological, Colleen claims. Their behavior looks different, but if you investigate it, you will find that it’s because they are experiencing a different environment, even on the same team or in the same organization. The difficulties women face in moving up the ranks is due to how they are treated, and not caused by gender makeup. [19:26]

Women fall through the cracks in moving up the ranks at every level, according to Boris. It happens in hiring, integration, development, promotions, compensations, and across the board. “This cumulative effect is why we have organizations that still aren’t very inclusive,” he remarks. “Additionally, many companies are more focused on the D in D and I. Diversity is about counting the numbers, but inclusiveness is about making the numbers count.” [29:27]

Resources Colleen Ammerman on LinkedIn | Twitter Boris Groysberg on LinkedIn Glass Half Broken: Shattering the Barriers That Still Hold Women Back at Work

Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work

A special thanks to our sponsor, Duck Creek Technologies for making the episode possible. Built for insurance, by insurance. Duck Creek Technologies offers the vision and tools you need to drive your business in 2021 and beyond. Visit www.duckcreek.com to learn more.

Robert Glazer is the founder and CEO of global partnership marketing agency Acceleration Partners. A serial entrepreneur, award-winning executive, and accomplished operator, Bob has a passion for helping individuals and organizations build their capacity and elevate their performance. Bob is a Wall Street Journal and USA Today international bestselling author of four books, his most recent being How To Thrive In The Virtual Workplace: Simple and Effective Tips For Successful, Productive and Empowered Remote Work. He is this week’s guest on this episode of Love In Action, sponsored by Duck Creek Technologies.

Marcel asks Bob about how he started his newsletter, Friday Forward. “I had a folder of just some quotes and some stories and things that I liked, so I started to fire off an email to my team… it's like spicy chicken soup for the soul [that] challenges you or pushes you to consider something… I don't know if anyone was even reading it but I was enjoying the process of thinking about these things and writing about them. And then 5 to 6 weeks later I heard from people that they really liked it… they were sharing it outside the company,” Bob shares. [5:58]

People who oppose remote work may find themselves facing difficulties later down the line. “A notable CEO called remote work ‘an aberration that needs to be corrected as soon as possible,’ yet when the company released their earnings for the quarter with employees remote, it was recorded as the single highest revenue and profitability in the history of the company,” Bob remarks. “So clearly, something is working.” [13:55]

Managers aren’t good at delegating, according to Bob. When a new manager comes in, they are rewarded for doing work, and their delegation skills suffer for it. [19:39]

“When you get promoted to manager… you are now rewarded for how good your people are; you should be feeling that warm, fuzzy feeling when someone says ‘your team is crushing it,’ not ‘you were crushing it.’ You are the conductor, you're not playing the instruments,” Bob warns. [22:09]

Marcel asks Bob what the secrets to his success are. “I try… to be consistent between what we believe, what we say, and what we do,” he responds. “I spent a lot of my time focusing on developing our people; it's what I enjoy. There's probably other aspects of being a CEO that I'm not as good at… I think what really frustrates people about leadership is people not being authentic,” he adds. [28:46]

“My dominant core value is ‘find a better way and share it,’” Bob comments. “Self-reliance, respectful authenticity, long term orientation and health and vitality… I make decisions based on these things. The company values are own it, embrace relationships, excel, and improve.” [33:28]

Leaders that want to reform their company culture should first work on their core values, Bob advises. “Figure out your personal core values and what the organization wants; be radically honest with the world about that and get the right people on board,” he says. [39:12]

“I always find that [change] is not about committing to a huge [goal] on January 1st. I'm more likely to believe in the person that starts doing one or two little things than the one who says they’re going to change their life and lose 30 pounds,” Bob muses. “I always say to do the 1% rule: do just one thing better. 1% a day in that direction rather than stressing yourself out making huge changes is more likely to give you better outcomes.”

Resources Robert Glazer on LinkedIn

How To Thrive In The Virtual Workplace: Simple and Effective Tips For Successful, Productive and Empowered Remote Work

As Chief Strategy Officer at Duck Creek Technologies, Eva Huston is responsible for building value for the technology and spearheading corporate strategy on a global scale. She is also an independent board member at E2open and previously served as CFO at Verisk Analytics, as well as Managing Director at JPMorgan. Eva is Marcel Schwantes’s guest on this episode of Love In Action.

“I think that whenever you can bring your whole self [to work] ... you're just going to be better. Regardless of your background, everybody has something special to bring to the table,” Eva comments. [7:10]

Marcel asks Eva to share lessons she learned moving up the ranks as a woman in a male dominated industry. “You'll hear that a theme in my career is that I would create a role that didn’t exist... It's finding new ways to bring value to a company,” she replies. “I tried to look for creative ways to approach things and some ways that might be more traditionally female.” [10:11]

Leading with love starts by seeing and honoring the people on your team, Eva says. You would think that you would automatically do that while spending time with them, but it’s common to be around someone for a long time and still not truly see or honor them. Practical love starts when you look at who your team is, what motivates them, and what lies in their hearts. By doing that, you validate them as people. [17:37]

“As you go up the leadership ranks, I think that you have to find ways to show your strength that are more indirect so people feel like they have that freedom to grow and flourish,” Eva shares. [21:38]

Marcel asks Eva what leadership trait is the hardest to internalize and carry out. “Patience,” she responds. “It's hard for leaders because a person who views themselves as a leader wants to run forward and go fast and get things done. You almost have to counterbalance that with that patience and say like ‘Who's on my team? What do they have to bring?,’ and ‘Let's not start running at a target before we know what we've got here.’” [26:32]

It’s hard to be soft, Eva claims, which is why soft skills are so hard to grasp. “That's just something that we as leaders have to realize: that being soft, being human, and being down to earth and approachable is what's going to make our businesses perform the best.” [30:42]

A special thanks to our sponsor, Duck Creek Technologies for making the episode possible. Built for insurance, by insurance. Duck Creek Technologies offers the vision and tools you need to drive your business in 2021 and beyond. Visit www.duckcreek.com to learn more.

Resources Eva Huston on LinkedIn Duck Creek Technologies | LinkedIn | Twitter

Marcel Schwantes’ guest on this episode of Love In Action is Susan McPherson, founder, and CEO of McPherson Strategies. A renowned keynote speaker and facilitator at American Speakers Bureau, Susan is also a founding member of Kindred, and a board member at THE LIST and The 19th. She has over 25 years of experience in marketing, PR, and sustainability communications. Her most recent book - The Lost Art of Connecting: The Gather, Ask, Do Method for Building Meaningful Business Relationships - provides insights on how to forge lasting relationships and foster value-based connections.

Technology is a tool that helps us connect, but we tend to measure connection by clicks, likes, and followers, according to Susan. [9:06]

Marcel shares his experience of seemingly genuine attempts at connection which turned out to be someone trying to sell him something. “When we reach out to others,” Susan advises, “lead with how you can be helpful; go as far as doing a little bit of research about the person before you reach out to them.” [12:49]

We are now more wired than ever before, but somehow we're more disconnected from each other, Marcel claims. He asks Susan how we can address the current ‘loneliness epidemic.’ "I think intentionality has broken down the loneliness during this pandemic,” Susan replies. “One of the ways we can help ourselves be less lonely is by reaching out to the people that we know.” [19:05]

“From a professional perspective, I learned early on that if you don’t have a seat at the table, you have to make your own. If you invite two people and ask them to bring two people, guess what: you're the convener, you're bringing the people together. There’s joy, love, and power in that,” Susan remarks. [23:30]

Research shows that friendships and meaningful connections at work directly impact an organization’s performance. Productivity skyrockets, turnover rates decrease, and people are more likely to recommend the company to someone they know and admire, Susan shares. [27:02]

Marcel asks Susan how leaders can show love in the workplace. “I think we have to look inside ourselves and think about what our superpowers are, what our strengths are, and what we can do to help others. When we can find that, then we can share those with the people that we care about, the people that help us succeed,” she says. [31:59]

Resources Susan McPherson on LinkedIn | Twitter | Instagram

The Lost Art of Connecting: The Gather, Ask, Do Method for Building Meaningful Business Relationships

Marcel Schwantes’ guest on this week’s episode of Love In Action is Erica Dhawan, founder and CEO of Cotential Group, a global consulting firm that transforms the way companies work through 21st-century collaboration. She is a keynote speaker and expert on 21st-century collaboration skills and behaviors. Her most recent book, Digital Body Language: How to Build Trust and Connection, No Matter the Distance, educates and instructs readers on how to translate traditional body language to the digital world.

Currently, body language is a popular topic among leaders. They want to know how to communicate better nonverbally. There are many subtle things that leaders do or neglect to do that send messages, whether they want to or not. For example, Marcel shares, leaning forward when someone is speaking to you conveys that you are listening attentively to what they are saying. [1:22]

“You have to build trust in order to have a healthy culture and high performing organization,” Marcel says. “I think that in a virtual setting especially, trust can make or break teams.” Erica talks about the current crisis of misunderstanding that the virtual nature of the workplace is creating, and how it impacts productivity, collaboration, and profits. [8:10]

People read and interpret messages very differently, so we need a new set of common rules to root out miscommunication. According to Erica, research has shown that placing a period at the end of a sentence can signify frustration or anger for the younger generation, but people who learned digital communication in adulthood may interpret it as good grammar. [12:36]

“[A] key piece of misunderstanding is how much it's shaped by the power and trust gaps with the other person,” Erica claims. “We are always reading into others’ digital body language based on two questions: ‘Who has more or less power?’ and ‘How much do you trust each other?’” [18:20]

Erica shares things you consider when conducting a virtual meeting. Leaders should be mindful of the various personality types in their teams. The extroverts of the team may find it easy to speak up and contribute to discussions, but the introverts may face difficulties and will subsequently be spoken over. Facilitating accommodations like chat tools and small breakout rooms to combat this issue will ensure that everyone has an opportunity to let their voice be heard. [27:07]

“Listening [as a skill] today is not only being thoughtful and responsive, but it's also being conscious and careful in the words…” Erica remarks. “Reading carefully is about taking the time to make sure you're reading by assuming good intent, you're reading for how you can add value and respond to them thoughtfully.” [33:34]

“I think what is most exciting about leadership in a digital era is how much more geographically inclusive and less visually biased we can be,” Erica comments. “We can truly allow anyone into our space and I think that is the full extension of love and the human spirit.” [40:38]

Resources Erica Dhawan on LinkedIn | Twitter EricaDhawan.com

Digital Body Language: How to Build Trust and Connection, No Matter the Distance

Digital Body Language: How to Build Trust and Connection, No Matter the Distance

Marcel Schwantes’ guest on this episode of Love In Action is Sabrina Horn, an award-winning CEO, communications expert, and author. Sabrina is an advisory board member to several organizations and founded Horn Group, becoming one of the few female CEOs in Silicon Valley in the early 90’s. Her most recent book, Make It, Don't Fake It: Leading with Authenticity for Real Business Success, aims to help executives make the right decisions as they start and grow their businesses for long term success.

The phrase ‘fake it til you make it’ has bred and normalized dishonesty to get ahead, Marcel says. It encourages people to lie or twist the truth for personal gain, which sabotages your success and destroys your reputation. [3:04]

“Technology is often misunderstood or not understood,” Sabrina claims. “I made a living out of helping people who would otherwise never meet, connect with each other; and making complex things simple to move things forward. That’s essentially an act of love to me because you're making the world a better place that way.” [7:28]

Running a business with integrity and authenticity is difficult because taking the shortcuts to avoid that is easier, Sabrina says. By definition, integrity means truth, but the reality is that sometimes truth hurts. “If your product has a flaw and you have to do a recall or if the market's turning sour and you have to do a layoff, that’s hard to face,” she remarks. [12:26]

Marcel asks Sabrina to discuss why core values and transforming your workplace and brand are important. “My advice to every entrepreneur is to determine what you stand for and what your company has to offer before you start,” she replies. “Think about every business process you’ll have in your company and how your values will integrate into them.” [20:43]

In recreating and revamping your company culture, you should first elaborate on how your values manifest through the culture and what you will and will not tolerate. You must also lead by example. “I also suggest that leaders overcommunicate with their teams, especially coming out of the pandemic,” she adds. “In the midst of all this uncertainty and doubt, you need to know what is unknown. You need to acquire a bias for information and overcommunicate with your people to remove that uncertainty and doubt.” [25:33]

Marcel asks Sabrina how leaders can show love at work. “A leader loves well by creating an environment where values and culture matter, where people feel like they can stay and grow and build their careers, where they feel like they can be themselves… when you give that kind of care [to your people], that ultimately translates into better financial performance, more employee retention, and a stronger brand; all of it pointing to a more successful business,” she responds. [33:22]

Resources Sabrina Horn on LinkedIn SabrinaHorn.com

Make It, Don't Fake It: Leading with Authenticity for Real Business Success

Make It, Don't Fake It: Leading with Authenticity for Real Business Success

On this episode of the Love in Action Podcast, Marcel Schwantes is talking to Helena Clayton, a researcher who focuses on the practical application of love in the workplace. Helena has been working as a coach and facilitator for 25 years, helping organizations through struggles and challenges from a foundation of love. They talk about what is possible in organizations when you lead with love – and what it looks like when you do. · Helena has found that as a coach, you get access and information about difficulties and pain that people usually keep to themselves – and when you approach them with love, and bring them to the group, healing can happen. She eventually asked: “How can the love in practice that happens individually find its way into organizations?” Marcel notes that this is critical because fear, pain and toxicity at work can lead to poor health outcomes for workers [03:25] · Marcel asks Helena what made her decide that her research was really needed now, and she shares that when she told her colleagues she was going to be focused on love, people were skeptical. Although the idea has gained more traction, there is still resistance to the concept. “The word love comes with connotations of religion, romance, inappropriate sexual conduct, or sentiment.” Different definitions are needed, and she has uncovered several high-level strands of how people think about love in the workplace: care, listening, holding strong boundaries, and acceptance. [06:00] · One of the questions Helene explored in her research was “What would it be like if love were present in the workplace?” She and Marcel discuss the responses to that question, noting that people believe they would benefit hugely if it was the case – bringing their best selves to work, being less fearful, being more able to collaborate, and ultimately be more creative and innovative. [12:10] · Getting down to brass tacks, Marcel points out that there are still many people who say: “This will never work for my company,” and asks Helena what she would say to those people about the difference that love can make. She says it’s a question of leadership philosophy, what are the assumptions we make about what work is? [18:40] · Helena and Marcel talk about masculine vs. feminine traits in leadership, and how they don’t really align with gender – all people have the capacity for all traits, even if they display some more than others. Helena reminds us that “Love is a core human need,” and Marcel adds that we have the capacity to love people at work – it’s only that modern workplace culture dictates we suppress it. [25:20] · If we talk about love, we might end up developing practices that are about empathy, compassion and nurturing. If we start with a big word like love, we end up with that, but if we start with a smaller word like compassion we get something watered down. This is why intentionally talking about love is so important. Helena recommends just start the conversations: “what we think about, we bring about.” [31:20]

Resources: Twitter: @HelenaClayton HelenaClayton.co.uk

This week’s show is one of the best yet! Dr. Nate Regier gives Marcel Schwantes and listeners a new way to think about conflict, calling it the greatest untapped energy resource in the world. Considering that Gallup estimates that negative conflict costs the US economy $350 billion a year, Nate’s statement seems doubly shocking. He joins Marcel to discuss this counterintuitive idea as well as his new book, Conflict Without Casualties: A Field Guide For Compassionate Accountability.

Dr. Nate Regier is the co-founder and CEO of Next Element, a global leadership training and certification company specializing in communication and conflict skills. He is an expert in positive conflict, social and emotional intelligence and leadership, neuropsychology, and group dynamics. [2:00]

Conflict Without Casualties is a field guide that covers actionable techniques and strategies to deal with conflict, based on Nate’s years of research and experience. [4:42]

Mediation, management and reduction are some of the most popular terms associated with conflict, Nate says. This implies that conflict is the bad guy. Quite the opposite, he believes that conflict is simply a gap between what we want and what we’re experiencing. It’s neither good nor bad. [6:45]

Conflict is like the grain of sand in an oyster shell, Nate says. Without it there wouldn’t be a pearl. Conflict has a purpose and a reason so it can have a productive outcome. As such, conflict should be stewarded and leveraged. [9:19]

Marcel asks Nate to talk about the drama triangle. Nate describes the three roles in the drama triangle and argues that it’s actually the rescuer who does the most harm. [12:52]

Diversity is part of the grand design of the universe, and where there is diversity there will be conflict. Therefore, conflict must be by design as well, Nate posits. The only question is how are we going to use it. [17:35]

Conflict is the energy source, but compassion is how we turn that energy into something positive. Compassion means to struggle with, to be with people in the suffering. Our purpose is not to alleviate suffering, but to struggle purposefully with others to create amazing things, Nate says. That’s when conflict can do miracles. [18:05]

Compassionate accountability is the art and science of struggling with people in a spirit of dignity to create something amazing. Compassion drives inclusion and engagement, and coupled with accountability, it helps people achieve. [19:53]

Compassion is a cycle of three interrelated skills that happen in order. These skills are openness, resourcefulness and persistence. The most effective strategy for communicating through conflict is the ORPO (open, resourceful, persistent, open) strategy. Nate describes the ORPO strategy and explains how it works in everyday practice. [21:50]

Marcel comments that this approach to conflict is based on authentic communication. When leaders model it, it filters down throughout the organization and creates a positive culture. [28:00]

Nate’s mission is to bring compassion to every workplace in the world through simple, elegant, powerful and scalable methodologies that anybody can learn and use. [31:05]

One of the most powerful things leaders can do is to start at open by disclosing their motives. [34:46]

Resources TheCompassionMindset.com Next-Element.com Dr. Nate Regier on LinkedIn | Facebook | Twitter | Instagram

The Los Angeles Times describes Frances Frei as “the go-to woman for companies like Uber who are looking to improve their image.” Frances is a Harvard Business School (HBS) professor who is credited with making HBS more gender-inclusive. She also served recently as Uber’s first VP of Leadership and Strategy, brought in to turn around its toxic culture. Along with co-author Anne Morriss, she has written Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You. She chats with Marcel Schwantes about her book and how to unleash the potential of those you lead by applying practical love.

Marcel quotes Frances’ book: “Leadership is about empowering other people as a result of your presence and making sure that impact continues into your absence.” [5:46]

Empowerment leadership can be represented by a target, the bullseye of which is trust. As a leader moves outward with each ring, they gain the skills to empower more and more people. The next ring is love: How can I set up one other person for success? Belonging is next: What can I do for a varied group? Influencing others is the next step, which entails combining strategy and culture to influence people even in your absence. [6:52]

Frances recounts how she helped change the culture of Uber. [9:50]

If your culture is broken, start with trust. [18:00]

“The reason that people haven't been able to make much progress on trust is they kept trying to move to trust without understanding its very different but comprehensive component parts,” Frances explains. These components are authenticity, logic and empathy. She describes the role of each component in building a trustworthy culture. [18:40]

Love is empowering people by setting high standards and revealing deep devotion to them. To bring out someone’s best, they have to feel your high standards as much as your devotion to them. Marcel comments that people often forget the leadership part of servant leadership: high standards and accountability are as important as caring. Both are necessary in a great leader. [23:20]

Two practical ways to be more loving by setting high standards are: set better goals and celebrate wins. Two ways to show devotion are: proactively help, and fulfill people’s basic needs. [25:05]

Marcel and Frances talk about how she helped make HBS more gender-inclusive. [28:39]

“If there are demographic tendencies associated with who's thriving, your culture is broken,” Frances says. [30:54]

“If you only give me an hour to diagnose whether the culture has a problem, I'm going to do two things. I'm going to listen to see if any of the cultural values are weaponized, and I'm going to look at the data to see if women and men are thriving at the same rates,” says Frances.

Marcel asks, “One of the strategies that often fails in making a workplace more diverse and inclusive - especially for women looking to move up into the higher ranks - is the recruitment process. So what are some ways we can improve it to promote more diversity?” Frances responds with practical advice. [41:20]

The most important thing to do for our employees during this pandemic, Frances says, is to enrich them by helping them develop. [46:48]

Frances wants leaders to take away this point: if you notice something wrong, address it now. “Meaningful change only happens quickly,” she argues. “Meaningful change happens when the thing you want to change is your number one priority… So when you see something, address it; address it with all your might, close it, and move on to the next thing.” [51:06]

Marcel walks listeners through the Leadership Performance Curve exercise from Frances’ book. [53:36]

Resources Frances Frei on LinkedIn TheLeadersGuide.com Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You TED Talk: How to Build (and Rebuild) Trust

MarcelShwantes.com

Unleashed: The Unapologetic Leader's Guide to Empowering Everyone Around You

Marcel Schwantes calls this episode “one of the most authentic and real and raw conversations” he has ever had. His guest, JT McCormick, is the CEO of Scribe Media, a multimillion-dollar publishing company that has been ranked the number one Top Company Culture in America by Entrepreneur magazine, and number two Best Place to Work in Texas. JT is the author of I Got There: How a Mixed Race Kid Overcame Racism, Poverty and Abuse to Arrive at The American Dream. He joins Marcel to chat about his amazing life story - his journey from scrubbing toilets at a restaurant to becoming President of a million-dollar software company, and now CEO of Scribe Media - and to share the lessons he learned along the way.

JT says, “If you wake up in the morning and your feet hit the ground, you’ve got to be excellent… Anything that’s not excellent in my life I’m the only one that can change it, so there’s no need to complain about it, just get to work.” [3:45]

“My why is to be a phenomenal husband, a phenomenal father, a phenomenal CEO. And then I would say fourth on the list is to give back to the communities which I came from.” [5:07]

Marcel asks JT how he overcame all the adversity of his early life. He replies that he refused to be a victim. He decided, at age eight, not to spend his time trying to get everyone to like him, because some people just would not. This early lesson spared him years of grief. Another fundamental lesson he learned was to believe in himself. [8:38]

“I just tend to look at things from a positive standpoint… I choose to figure out, How can we make a positive out of a negative situation?” [10:20]

JT shares his journey from scrubbing toilets to President of a software company. Two lessons he learned were to be the best at whatever he did, and the magic of compound interest. [12:22]

When JT was promoted to President, it struck him that he was only as good as the people he surrounded himself with. As such, his focus shifted to finding the greatest people to surround the company and himself with. [17:03]

“If you are in a leadership position, you're only a leader if you serve,” JT argues. He describes how the principle of putting people first is lived out at Scribe Media. [18:05]

Marcel asks, “How does a company become number one in the category of culture?” JT responds that it’s a matter of the little actions taken every day to live out your principles. At Scribe Media, they work with each other, not for JT. They bring their whole selves to work: he doesn’t believe in a work self vs a home self. He shares several practices they adopt at the company that build the culture. [22:37]

JT and Marcel discuss Scribe Media’s Culture Bible, which is freely accessible to the public. They talk about three of the principles listed in the Culture Bible:

Do right by people;

Bring your whole self to work;

Ask questions. [26:46]

“A lot of times you can eliminate questions in transparency,” JT points out. [33:21]

JT explains why he disagrees with the remote work trend. [35:37]

“What’s your best advice for business owners trying to stay resilient during these crazy stressful times?” Marcel asks. JT advises leaders to put their people first, be transparent, be visible and let people know where they stand. Let people feel safe, he adds, and if you have to pivot or make other tough decisions, make them early and let people know so that you can set their expectations. [39:35]

JT teaches through sharing his mistakes. [44:19]

“I can't become something that I don't even know exists,” JT says. “...I believe if people just know what's possible they can strive to achieve that.” [46:19]

“I live by a formula: Mindset, choices and hard work equals success.” [48:48]

Resources JT McCormick on LinkedIn JT@ScribeMedia.com I Got There: How a Mixed Race Kid Overcame Racism, Poverty and Abuse to Arrive at The American Dream

I Got There: How a Mixed-Race Kid Overcame Racism, Poverty, and Abuse to Arrive at the American Dream

Walt Rakowich is the former CEO of Prologis. He is a member of the Board of Directors at Host Hotels & Resorts, Iron Mountain and Ventas, Inc., and an Advisory Council member at Gender Fair. He is also an author, and a speaker at The Center for Heart Led Leadership. Walt joins Marcel Schwantes to discuss how he managed to keep his former company afloat during the great recession of 2008.

Walt’s book, Transfluence: How to Lead with Transformative Influence in Today's Climates of Change, is a practical guide teaching leaders how to overcome the obstacles that prevent them from having transformative influence in the workplace. [4:17]

Leaders often wonder whether they are capable enough to lead and/or turn a company around from low to high success. However, Walt believes the real focus should be on how they can work with their fellow employees. “The most important thing you have to remember is that it’s not about you, it’s about the influence you have on other people.” [11:52]

Marcel asks Walt about his experience with fear. Walt shares how his imposter syndrome impacted his professional life, and made his employees wary of approaching him. A coach he hired made him realize that he was taking on too much of the burdens of work by himself. [19:14]

According to Walt, leaders must build a strong microclimate to set themselves up for success and destroy the fear and pride that hold them back. A strong microclimate consists of the three-H core: humility, honesty, and heart. [27:59]

Walt shares how he managed to turn the organizational culture of Prologis around from toxic to uplifting. He comments that COVID-19 presents many challenges for leadership and managing that challenge starts from the heart. [38:11]

“Consider this [crisis] your crucible moment and step up to become the best leader you can be,” Walt advises listeners. “I know it’s not fun, it never is, but make it about other people. If you do that, you will build trust in your organization.” [48:25]

Resources Walt Rakowich on LinkedIn | Twitter WaltRakowich.com

Transfluence: How to Lead with Transformative Influence in Today's Climates of Change

Transfluence: How to Lead with Transformative Influence in Today's Climates of Change

Hubert Joly is a senior lecturer of Business Administration at Harvard Business School and former Chairman and CEO of Best Buy. He is also a member on the board of directors at Johnson & Johnson and at Ralph Lauren. He has been recognized as one of the top 100 CEOs in the world by Harvard Business Review, one of the top 30 by Barron’s, and one of the 10 in the US by Glassdoor. His most recent book, The Heart of Business: Leadership Principles for the Next Era of Capitalism, is a playbook for facilitating the re-foundation of business and capitalism. It chronicles his journey turning Best Buy around from the brink of extinction to being ranked 75 on the Fortune 500 list. Hubert joins Marcel Schwantes to discuss what lies at the heart of business, and how to foster a good work environment.

Marcel asks Hubert what he believes business is about. “At the heart of business… is the pursuit of a noble purpose, putting people at the center, embracing all stakeholders, and treating profit as an outcome, not the goal,” Hubert responds. [2:56]

There are three imperatives to an organization and tackling them in the correct sequence leads to optimal outcomes:

a people imperative - having the right teams properly motivated and equipped;

a business imperative - having happy customers who you sell good products to;

a financial imperative - about profit. [9:35]

“The old model of leadership portrayed a leader as a superhero here to save the day, probably the smartest person in the room, and, unfortunately, too driven by power, fame, money or glory,” Hubert claims. “This [type of leadership] doesn’t work… [people] want to be part of the journey and the solution.” [15:45]

Hubert debunks the concept of perfectionism as a key to success; he shares how demonstrating his imperfection actually helped create the right environment for optimal performance at work. “The quest for perfection is evil. Seeing imperfections as an obstacle to perfection, which was the goal, creates an inhuman environment that destroys the heart of your business,” he remarks. [19:04]

Marcel asks Hubert about the formula for turning around a company in financial distress. Hubert breaks down his strategy for rescuing Best Buy. “Sometimes the approach to change management is to change [the] management,” he adds. [26:58]

“Operational progress creates routine degrees of freedom, so sometimes you have to start with the basics before you think about creating an amazing future,'' Hubert advises. He describes the five ingredients for creating a fabulous work environment, which are: connecting dreams, developing authentic human connections, fostering autonomy, achieving mastery, and putting the wind at your back. [31:52]

Marcel asks Hubert how he thinks a leader loves. “Work is love made visible… Business is about embracing all stakeholders… This is a beautiful friendship you’re building with all stakeholders, treating all of them, in a sense, as customers.” [45:15]

Resources Hubert Joly on LinkedIn The Heart of Business: Leadership Principles for the Next Era of Capitalism

The Heart of Business: Leadership Principles for the Next Era of Capitalism

Kim Loh is a conflict resolution and negotiation specialist, leadership coach, and co-author of the book Compassionate Conversations: How to Speak and Listen from the Heart. Her book is viewed as the definitive guide to learning effective strategies for engaging in open and honest conversations about divisive issues. Previously, she worked in peacebuilding and mediation research for the United Nations, as well as writing and advocacy for international NGOs and academic institutions. A lawyer by profession, she is an expert in international arbitration and litigation. Her work today centers on serving conscious leaders to up-level their human relationships and harness the true power of their teams. She joins Marcel Schwantes to discuss what drives conflict and share strategies for peaceful resolution.

Marcel asks Kim to unpack the term “difference equals threat.” Humans are surrounded by similarities and differences, and are constantly balancing between the two, Kim explains. “If, through our own limitations, we cannot accommodate what’s happening [around us], we are likely to perceive it as a threat, which activates the flight or fight response,” she comments. [6:25]

Kim shares tips for peaceful conflict resolution and reduction. The first thing you need to do when faced with conflict is to be aware of your role in it. You must take responsibility for yourself and your actions before analyzing the external factors of the conflict that need to change. [10:34]

“All conversations about differences should begin and end with what we have in common,” Kim advises. She briefly describes strategies for eliminating division in conversation. [14:12]

‘Talking straight’ is less about being blunt and more about having the courage to speak from the heart in goodwill and with good intentions, Marcel says. Kim believes that we are plagued by the things we don’t know how to say. When we listen well and talk straight, we create the freedom to be more truthful in conversation. [18:24]

Though society as a whole is cognitively focused, our hearts are what will allow us to make sense of and peace with things that our minds cannot, Kim remarks. [20:34]

Resources Kimberly Loh on LinkedIn | Twitter KimberlyLoh.com

Compassionate Conversations: How to Speak and Listen from the Heart

Compassionate Conversations: How to Speak and Listen from the Heart

Houston Kraft is CEO and co-founder of CharacterStrong, an organization dedicated to infusing character, empathy, and connection into education. He is an author, keynote speaker, and curriculum developer. A self-proclaimed kindness advocate, he is passionate about spreading it in meaningful ways. His most recent book, Deep Kindness: A Revolutionary Guide for the Way We Think, Talk, and Act in Kindness, explores kindness as a skill set and competency that can bring revolutionary change. He joins Marcel Schwantes to discuss how kindness can improve our quality of life and shares actionable tips to help us be more kind every day.

Marcel asks Houston why he wrote his recent book. Houston explains that it’s because he appreciates how much words shape our lives. “Language is the vehicle to experiences, emotions, and memories inside our brains, so it stands to reason that the way we think about things is a huge indicator of how we act.” [6:52]

Our culture views kindness as a nice-to-have instead of a must-have, according to Houston. We see it as fluffy, so we don’t see the need to develop it in ourselves as a skill. [9:14]

“We are experiencing an increase in accountability. People are being seen, watched, exposed, listened to and critiqued more deeply than they have in the past,” Houston remarks. “The bridge that we are now tasked to cross is how to show loving accountability. Accountability without love is condescending; it creates friction without room for growth,” he adds. [15:45]

Houston defines forgiveness and describes what it entails. “By extending forgiveness, you’re setting yourself free from holding on to anger and resentment while also setting clear boundaries around the behavior of [who you are forgiving] so it doesn’t violate you again,” Marcel comments. [18:19]

Provide a specific constraint to make your goal of kindness more actionable. For example, asking ‘How do I be kind today towards my mom?’ may yield more actionable answers than simply asking ‘How do I be kind today?’ [25:08]

“There’s power in scheduling time to worry,” Houston quotes. “Give yourself 15 minutes a day to worry and only do so during that time. So many of us let worry bleed throughout our day which makes the stuff in the background seem bigger and more monstrous.” [33:33]

“My mom wrote notes in my lunchbox from kindergarten to 12th grade. They took her 2 minutes every day, and when I look back and add it up, [I realize] it’s the most profound action of love I’ve experienced. The little things are the big things,” Houston shares. [39:39]

Marcel welcomes Tom Geraghty, the creator of the Psychological Safety Toolkit, to share insights about the importance of psychological safety in the workplace and why it’s good for business.

Resources Houston Kraft on LinkedIn | Twitter HoustonKraft.com

Deep Kindness: A Revolutionary Guide for the Way We Think, Talk, and Act in Kindness

Tom Geraghty on LinkedIn | Twitter PsychSafety.co.uk

Deep Kindness: A Revolutionary Guide for the Way We Think, Talk, and Act in Kindness

Love In Action is celebrating 100 episodes!

In this 100th edition of Love In Action, four specially invited mystery guests join Marcel Schwantes. They share stories of their career development and give insights about workplace rituals, anxiety and happiness at work, and COVID-19’s impact on workplace culture.

Marcel welcomes Erica Keswin, who was the very first guest in the pilot episode of Love In Action. She is a speaker and strategist and has recently written a new book, Rituals Roadmap: The Human Way to Transform Everyday Routines into Workplace Magic. She shares what prompted her to write the book and why she believes it needed to be written. [2:04]

Workplace rituals give us a sense of psychological safety, an opportunity to connect to purpose and values, and a performance boost. Erica distinguishes the difference between a ritual and a routine and shares the three components of a ritual. [5:09]

The second mystery guest is Chester Elton, who is an advisor, executive coach, mentor, and third-time guest on Love In Action. He is the co-author of Anxiety at Work: Eight Strategies to Help Teams Build Resilience, Handle Uncertainty, and Get Stuff Done. Chester talks about anxiety and its effects in the workplace. [13:48]

“Until you, as the leader, give your people permission to be vulnerable, they won’t be,” Chester claims. “The way you do that is to be vulnerable yourself. [When you say] ‘Hey, we’ve all been through a lot, and I am burnt out, I’m going to take a mental health day, and I encourage you all to do the same if you need to,’ you give your employees permission.” [19:19]

Mystery guest number three is Richard Sheridan, who featured on the fifth episode of Love In Action. Richard is the CEO and Chief Storyteller at Menlo Innovations, and the author of Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear. Rich and Marcel discuss the impact of the COVID-19 pandemic. [24:54]

The workplace rituals at Menlo have mostly remained the same since the pandemic, with modifications to accommodate remote work, Rich says. [27:53]

Annie McKee is an advisor, executive coach, speaker, and author of How to Be Happy at Work: The Power of Purpose, Hope, and Friendship. Annie was the featured speaker on the 14th episode of Love In Action. She describes why happiness at work, especially currently, is so elusive. [31:40]

According to Annie, the three key elements that must be present in order for there to be happiness at work are a sense of purpose in our work; a sense of hope and optimism about our lives and careers; and friends at work. [32:52]

Marcel hosts a mini Q&A session with the four guests. Annie asks Chester how we can combat the lesser-known pandemic of stress and burnout. “I believe one of the cures [we need] is to bring civility back to the workplace and to our communities… we need to be kinder to each other,” Chester responds. [40:26]

“I honestly believe this movement for a kinder, gentler, more meaningful, purpose-driven workplace is not just a better way to work; it’s a better way to live,” Chester remarks. “This isn’t something you leave at work, it's something you carry with you in every phase of your life.” [49:33]

Resources Erica Keswin on LinkedIn | Twitter EricaKeswin.com

Rituals Roadmap: The Human Way to Transform Everyday Routines into Workplace Magic

Chester Elton on LinkedIn | Twitter ChesterElton.com

Anxiety at Work: Eight Strategies to Help Teams Build Resilience, Handle Uncertainty, and Get Stuff Done

Richard Sheridan on LinkedIn | Twitter MenloInnovations.com

Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear

Annie McKee on LinkedIn | Twitter AnnieMcKee.com

How to Be Happy at Work: The Power of Purpose, Hope, and Friendship

Anxiety at Work: 8 Strategies to Help Teams Build Resilience, Handle Uncertainty, and Get Stuff Done

Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear

Rituals Roadmap: The Human Way to Transform Everyday Routines into Workplace Magic

Eryn Eddy is a social entrepreneur, author, speaker, and the founder of So Worth Loving, a lifestyle clothing brand and community of passionate and original individuals that exists to embrace the past and empower the future. She and her work have been featured on CNN, MSNBC, and even the Oprah Magazine. Her book, So Worth Loving: How Discovering Your True Value Changes Everything, is a reminder that to be human is to be imperfect. She joins Marcel Schwantes to share insights about her personal struggle, community, empathy, and the power of honest conversations. She talks about entrepreneurship and the impact of self-doubt on our ability to work and lead others.

Marcel asks Eryn to describe the big idea behind her book. “[My book] is not a memoir or a self-help book… it’s an invitation to learn that struggling is human, doubt is human,” Eryn shares. “It’s a matter of [learning] how to face those things and [surrounding yourself with the right people] to help walk you through that.” [6:01]

Introspection is necessary for the process of self-discovery, Marcel claims. It’s important for people to look inside themselves, honestly inspect their hearts, and address their blind spots, because that’s where the work begins. [12:29]

Imposter syndrome can be a serious hindrance for a leader. “Believing [in your imposter syndrome] will cause you to disqualify yourself to lead. You’ll have that conversation in your head... which will hold you back from stepping in and stepping up to do what is required of you,” Eryn explains. [15:24]

Many people in positions of leadership often experience failure and setbacks. Marcel asks Eryn how leaders can bounce back from this, especially if they are experiencing it for the first time. We rarely give ourselves permission to be still in our failures, she responds, but we must learn how to. Failure is an excellent teacher and understanding why it happens can prepare us for the future. [21:04]

“It’s very easy to be a destructive critic of yourself,” Eryn remarks. “Treating yourself with patience and kindness, constructive criticism can be hard, but once you learn how to do it, you will naturally know how to treat your team the same way.” [29:02]

While self-care is important, it is equally important to avoid overindulgence in activities that feel good in the moment but are more harmful than good over time. There must be a balance between relaxation and discipline, Eryn comments, even when discipline feels draining. [33:29]

“The lines of work and [personal] life are now blended because of the pandemic,” Marcel says. “Now more than ever, you should start meetings with your employees and team members by checking in with everyone… Someone may be struggling [with something] that the community at work can help with, which would lead to better business outcomes.” [37:38]

Eryn advises leaders to give themselves permission to rest for a day. [44:22]

Resources Eryn Eddy on LinkedIn ErynEddy.com | SoWorthLoving.com

So Worth Loving: How Discovering Your True Value Changes Everything

Adam Bryant is Managing Director at Merryck & Co, as well as Senior Advisor to the Reuben Mark Initiative for Organizational Character and Leadership at Columbia University. He is the former “Corner Office” columnist for the New York Times. His recent book, The CEO Test: Master the Challenges That Make Or Break All Leaders, is a practical playbook for executives of all levels, sharing the seven key reasons why leaders succeed or fail in their roles. He joins Marcel Schwantes today to discuss his book and how leaders can apply its principles in the workplace.

Adam says that the Corner Office came from his interest in CEOs as humans. “What I realized [from years of interviewing CEOs] is that [CEOs] in the business press are always interviewed in the same way, as strategists” he shares. “The more time I spent with them, the more I became intrigued with them as people.” [4:40]

If leaders want to build a good culture, they need to start from the ground up. Company values should be addressed, discussed, and implemented at every level. People become cynical if company behavior contradicts its stated values, and cynicism can be cancerous to an organization, Adam explains. [12:13]

“You cannot tolerate the high-performing jerk.” Regardless of someone’s extreme competence in their job, they cannot be made an exception to the values of an organization. “If you don’t let them go [you allow] the cynicism to creep in.” [14:09]

Often leaders overlook the fact that they are responsible for setting the tone and rules when a team is dysfunctional. Leaders must be intentional about stating their role and the roles in a team, as well as the expected behavior, Adam states. This eliminates the creation of silos, Marcel adds, which causes competition rather than collaboration. [19:20]

“The higher up you go in the [organizational] hierarchy, the less accountability you receive,” Marcel cites. “The reason is obviously because you’re listening to less and less people the higher you go. Those of us that are just command and control [oriented] are not going to want to listen to many different perspectives.” [23:47]

Adam lists the different aspects of leadership. Leadership is about humility, but you also have to be confident; leadership is about being compassionate, but you need to hold people accountable; leadership is about patience, but it also involves urgency. [27:02]

“I think American society is a pendulum that swings back and forth… I’m hoping [the pendulum] can get back to us seeing each other as human beings,” Adam shares. “Listening… is a lost art in our society… not only is it a superpower for leaders, but I think it sets you apart in your career.” [33:06]

Resources Adam Bryant on LinkedIn | Twitter AdamBryantBooks.com

The CEO Test: Master the Challenges That Make Or Break All Leaders

The CEO Test: Master the Challenges That Make or Break All Leaders

Mita Mallick is Head of Inclusion, Equity, and Impact at Carta, a contributor at Entrepreneur Media, and the author of the popular “Please don’t” column at SWAAY. Additionally, her work has been featured in Harvard Business Review. She has led iconic brands like AVEENO, Suave, Dove, and Vaseline, where she signed Viola Davis to be the Vaseline Healing Project Ambassador. She joins Marcel Schwantes to discuss the biases against working mothers in organizations and how to combat them.

Paid time off is not enough to support women, Mita says, because there is a common social bias which affects them during their maternity leave. Unfair treatment persists after they return and holds them back. [2:37]

Mita shares her experience with unfair treatment on the job during her maternity leave. Her employer offered her position to another worker, even after assuring her she would retain her role in the organization when she returned. “This is [not just] my story,” she says, “it’s the story of so many women and this happens every day.” [6:42]

Mita talks about the conversations managers should be having with employees going on maternity leave. Managers should provide employees with feedback on their performance and the state of their assignments, so they know where they are leaving things and do not have to worry about work on their time off. [10:23]

“I strongly believe our employees are our forgotten consumers,” Mita claims. “As companies, we spend so much time thinking externally about who we sell to and how we get them to try our products. [We need to also] ask [our employees] what they want and need, and provide it for them.” [15:25]

Women have been disproportionately affected by the COVID-19 pandemic. Since the start of the pandemic, five million women have lost their jobs, and 2 million have permanently left the workforce. Additionally, there are 3 unemployed working mothers to every father who has lost his job. Black and brown women are even more affected by their job losses. [17:41]

Having a gap in your resume makes it more likely for you to be seen as lazy, incompetent, and unambitious, Mita remarks. Because of this, it may be difficult for women who have been forced out of employment due to the pandemic to find new work. “When advertising, companies need to be open about them being okay with prospective employees having a gap in their resume,” she adds. [21:21]

Marcel asks Mita why the role of a Chief Diversity Officer is important to an organization. She responds that it’s to ensure that employees’ needs are met, so it enhances the organization’s overall performance and strategy. [24:41]

“Kindness is such an underdeveloped, underutilized, and underrated leadership trait,” Mita comments. “Kindness and love are connected. [Leaders can] show love at the workplace by honoring their employees’ experiences and contributions.” [30:24]

Resources Mita Mallick on LinkedIn

Maternity Leave Isn’t Enough to Retain New Moms

Pamela Fuller is the Global Managing Client Partner on the Public Sector team and Thought Leader on Inclusion & Bias at FranklinCovey. She is also a speaker and co-author of The Leader's Guide to Unconscious Bias: How to Reframe Bias, Cultivate Connection and Build High-Performing Teams. Her passion for issues of inclusion has fueled her commitment to diversity and the empowerment of historically marginalized groups, which have always been factors in her personal and professional endeavors. She joins Marcel Scwantes today to talk about how leaders and team members can challenge their unconscious biases to promote a healthier organizational culture.

According to a study done by Deloitte Human Capital Trends, only 12% of the 71% of companies that aspire to have an inclusive and diverse culture actually have practices in place to reach that goal, Marcel cites. Leaders and team members are often primed to rely on their unconscious bias, which impedes the creation of inclusive and diverse environments. [1:15]

Bias permeates all important decisions in the talent lifecycle, including how people are hired, how work is delegated, and how people move through the ranks or build their influence, Pamela shares. “Even as organizations push diversity efforts… they struggle to retain and promote diverse talent,” she comments. “[This is why] in many organizations, we still see a large gap between the diversity at the front line and the diversity at the leadership table.” [6:42]

Biases affect people financially as well as psychologically. In Western society, biases against body image are so severe that there is a 10.5% decrease in pay for every 1% increase in a woman’s body mass. Even babies that are perceived as “pretty” are spoken to twice as much as babies who are considered “unpretty,” which gives them an unfair social advantage. [8:29]

Pamela shares how other people’s unconscious biases have affected her, as a colored woman, during her professional career and how she was forced to overcome them. Being subjected to other people’s biases places you in the limiting zone, she explains, where conditions do not exist for you to perform at your best. [12:37]

“We often take any sort of difference and penalize it, rather than addressing the reality that people are different, because it’s more convenient for us,” Pamela remarks. [19:11]

Organizations with a diverse C-suite and board of directors post better financial results because of their different experiences. Having a team of people with different experiences promotes innovation because there will be variety in the ways problems are solved and solutions are thought up. [24:08]

“We have natural empathy when we see similarities,” Pamela claims. “It’s part of the hardwiring of the brain. Empathy is the interpersonal art of connection, a natural vibration that we feel with people.” [29:28]

Marcel asks Pamela how leaders can identify their biases. When we engage with people and our biases act up, they are almost always based on strong feelings with no little to no evidence. One thought exercise that helps with identifying biases is a mental T chart, with one column being ‘fact’ and the other being ‘feelings.’ The exercise forces you to think about what evidence you have to validate your assumptions, and match them to a column. It challenges your value and belief system, but it doesn’t happen overnight, Pamela warns. [32:29]

“Many of the behaviors we recommend for building an inclusive organization are really about blowing up the organizational hierarchy,” Pamela says. “Recognize that a leader at the top can talk to somebody at the front line. It’s the way to cultivate connection in the organization and give everyone a voice.” [37:46]

Resources Pamela Fuller on LinkedIn | Twitter Pamela’s Personal Blog

The Leader's Guide to Unconscious Bias: How to Reframe Bias, Cultivate Connection and Build High-Performing Teams

Mark Brouker is a retired captain from the US Navy, a published author, Executive Coach at The Honor Foundation, and the founder and President of Brouker Leadership Solutions. He is also a keynote speaker and consultant dedicated to helping businesses and Fortune 500 companies using principles he learned from his time as a Navy officer. He joins Marcel Schwantes to discuss his most recent book, Lessons From the Navy: How to Earn Trust, Lead Teams, and Achieve Organizational Excellence, and leadership strategies that work.

After discovering inconsistencies in his motivation for work, Mark discovered that the cause was not the job itself, but his boss. “I read a lot of books and observed… when people know their boss cares for their well being, they work really hard for [them],” he remarks. [4:17]

The best leaders get to know their people as human beings first and employees second, build trust within their organizations and treat their people with respect, which is one of the most important behaviors a leader can convey to his or her team members. Additionally, good leaders address and acknowledge both good and bad performance. [9:52]

Marcel asks Mark what the pathway is to building trust in organizations. “There are different aspects of trust… you have to have some modicum of competency… keep your word… [and] care for your people,” he replies. “Of the three, caring for your people is the most important.” [14:13]

Marcel comments on the prevalence of fear-based management. “Cultures of fear breed bad decisions,” Mark states. The cumulative behaviors of the leaders determine whether an organization’s culture is built from fear or trust. More specifically, how a leader reacts to bad news often sets the tone for how they will be perceived. [20:20]

The primary job of a CEO is to create a culture, Mark points out. Half of their work is individual contribution, but the other half is supposed to be dedicated to creating the culture of their team. When leaders understand that, they are more likely to pay extra care to the way they interact with their people. [25:18]

Walking around inquiring about people’s well-being and being visible are important keys to establishing good relationships as leaders, as opposed to only making your presence known to inspect things. Having established relationships makes people more receptive to correction and creates high-performing teams. [28:14]

“Everyone's got potential,” Mark says, “and great leaders find things in people that they didn't even know they had…. What’s beautiful about leadership is [the ability to] help people maximize their potential, help them along their journey and make their day.” [31:14]

Resources Capt. Mark Brouker on LinkedIn BroukerLeadershipSolutions.com

Kevin Eikenberry is the founder, owner, and Chief Potential Officer of The Kevin Eikenberry Group. He is also a virtual speaker, trainer, author, and member of the Forbes Coaches Council. He is a world expert on thought leadership, development and learning, as well as the co-founder of the Remote Leadership Institute. His most recent book, The Long-Distance Teammate: Stay Engaged and Connected While Working Anywhere, is a practical guide to navigating the personal and interpersonal, growing the skills to be productive, and communicating effectively. He joins Marcel Schwantes to discuss his book and how to apply its principles to the virtual workplace.

Marcel asks Kevin about the reason for writing his book. “There's a big difference between working from home and being an effective member of a team or a remote teammate,” Kevin remarks. “Thinking about it as ‘I work from home’ [is] a different mindset than ‘I’m part of a team that’s not next to me.’ Changing our mindset is a huge part of us being more successful, feeling more connected, and having less stress.” [5:04]

Employees have a certain degree of responsibility for their own engagement, Kevin says. Leaders set the conditions, but at the end of the day it’s up to an employee to decide whether or not their work matters enough for them to say “I’m in.” Engagement is about a choice we make. [9:51]

The three-P model that facilitates success as a remote teammate is: productivity, proactivity, and potential. Kevin briefly describes each component of the model and the roles they play. They are coachable attributes, he adds. Anyone can learn skills that promote these three P’s. [14:03]

Marcel asks Kevin how leaders can motivate their remote teams. “Motivation is largely internal,” he replies. “[As a leader] you can persuade, influence and help your team choose [to be motivated]. One way to do this is to spend more time talking to them.” [18:19]

“As leaders and team members, we need to grant each other some grace,” Marcel comments. “If stuff like a dog barking or a child interrup meetings, we should be understanding. I’m not saying granting people grace means that everything goes, but I think many people are overwhelmed because they’re worried about that stuff.” [23:25]

“Sixty percent of social interactions happen at work and much of that has vanished due to recent events,” Kevin cites. “I believe as leaders we have a moral, ethical, and organizational responsibility to understand and recognize that, and while we aren’t psychologists, we can recognize that we have folks who are hurting. I believe if we apply some of the things we've been talking about today, we can have a positive impact and make it better.” [27:38]

Resources Kevin Eikenberry on LinkedIn | Twitter | Instagram | Facebook KevinEikenberry.com

The Long-Distance Teammate: Stay Engaged and Connected While Working Anywhere

The Long-Distance Teammate: Stay Engaged and Connected While Working Anywhere

Kevin Oakes is an author, the CEO and co-founder of The Institute for Corporate Productivity, and is on the Board of Directors at Performativ. He has been a pioneer in the human capital field for the past 25 years and is an international keynote speaker on culture, leadership and talent management. His most recent book, Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company, is a practical guide to forging organizational cultures that re-humanize work. He joins Marcel Schwantes to discuss how to successfully facilitate culture change.

According to Kevin, 85% of organizations that attempt to improve their organizational culture fail. A common misstep is that they do not acquire the cooperation of the whole organization, nor create the mentality needed to bring about a culture change. [4:54]

Marcel asks Kevin how the pandemic has affected organizational cultures. “There's no escaping the reality that cultures have changed during the pandemic, and that change wasn't necessarily [started by the leaders],” he replies. “Many organizations are recognizing that we need to be a little more proactive about the culture that we want going forward.” [8:25]

In every organization, there is a certain person (or people) along the chain of command that everyone goes to for information, answers and assistance. “[They are] internal rock stars that everything seems to pass through,” Kevin says. “While those people are usually invaluable to a company, they also are possibly suffering from collaborative overload.” He explains the effects of collaborative overload on the victims as well as the organization. [12:56]

“For the sake of the employees’ psyches, [leaders] should settle on the communication channels that they are going to use internally,” Kevin comments. Oftentimes different departments will use different communications channels, and employees get stretched thin across many platforms because they are never sure who is going to want to communicate with them. [16:35]

Organizations with the most successful culture changes and initiatives are those who train their leaders in all five types of leadership behaviors, research shows. [21:10]

Marcel asks Kevin to share tips for leaders on communicating change during times of uncertainty. Leaders need to speak up during periods of societal unrest, Kevin responds. “Internally, your workforce is going to reflect the external environment. Reinforce your values and purpose, and affirm that differences in opinions is okay as long as there is mutual respect. A team wins when it’s united.” [23:37]

“[On an individual and organizational level], we listen merely to reply, not to understand,” Kevin remarks. “The first step in all of the 18 action steps [from my book] is to develop and deploy a comprehensive listening strategy.” Many executives assume they understand the culture of their organization before they attempt to change it and often make mistakes, he adds. [30:01]

A lot of things try to divide us, but when we take the time to listen to each other, the divisiveness goes away, Kevin advises. He urges listeners to focus on listening to understand and not just to reply. [39:17]

Resources Kevin Oakes on LinkedIn | Twitter i4cp.com

Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company

Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company

Ken Rusk is President at Rusk Industries and the author of Blue-Collar Cash: Love Your Work, Secure Your Future, and Find Happiness for Life. Ken is a blue-collar construction business entrepreneur who has launched multiple successful endeavors over the last three decades. He coaches and trains job seekers to take control of their lives; especially those without college degrees. He joins Marcel Schwantes to talk about his professional journey and how he gained control of his destiny despite his humble beginnings.

Ken was motivated to pursue coaching after realizing that people were not as prepared for life as they should be. In the process of growing his business, he met countless individuals who weren’t taught basic necessities to deal with the challenges of life and resolved that he would do his part to rectify it. [2:45]

The three tenets to success are comfort, peace, and freedom. Ken remarks that these tenets are interdependent on each other and encapsulate the true purpose of life. They are all that you need to be successful; however, because everyone requires different things to achieve comfort, peace and freedom, success will look different for each person. [5:21]

Marcel asks Ken to give insights about the crisis that the American workforce is facing. He argues that removing shop class from the high school curriculum has prevented millions of children from discovering trades like carpentry, plumbing, and electrical engineering. Replacing it with college prep has only saturated the market with too many college graduates and not enough workers to do jobs where they would have already acquired the technical skills necessary. [7:06]

People overlook blue-collar jobs because society focuses on college, Ken claims. Roughly 70 million out of the 165 million working people in the US work with their hands, which is proof of the need for blue-collar workers, but society is white-collar oriented. [9:33]

Marcel asks Ken if he believes going to college is necessary in 2021. “If you have an absolute reason to go to college, [you should]... but it if you're going for one of those bland business degrees, you may want to reconsider,” Ken says. He explains why investing in a college degree may leave you worse off than you were without one. [11:13]

Ken shares insights about lucrative blue-collar jobs. “Sometimes you just need to be willing to do something that other people aren’t,” he advises. [13:24]

A key part of achieving any goal is creating certainty. “To change your goal from an ‘if’ to a ‘when,’ you need to have an absolute start date and an absolute end date. If you put yourself in the position to see the end in mind at the beginning, you will certainly get there,” Ken says. [18:22]

Marcel asks Ken how he thinks leaders can show love at the workplace. “First off, we need to get rid of our preconceived notions about what a boss is. Just make sure that you are as excited and involved in the goals and futures of the people that work for you as you are for yourself,” Ken replies. [22:50]

Resources Ken Rusk on LinkedIn | Website

Blue-Collar Cash: Love Your Work, Secure Your Future, and Find Happiness for Life

Blue-Collar Cash: Love Your Work, Secure Your Future, and Find Happiness for Life

Dan Foxx is an executive coach, keynote speaker, author, and the founder and owner of Unlock Your Leadership. He has coached over 5000 top executives from America's finest companies; from high techs in the Silicon Valley to promising startups. His most recent book, Confessions from the Heart of an Executive Coach, is a collection of Dan’s observations and stories based on notable experiences throughout his career. He joins Marcel Schwantes to share insights he has gleaned from his 23 years of executive coaching.

Marcel asks Dan why he wrote the book. “Most people are striving to matter, be accepted [and] get respect,” Dan begins. “They want to be successful in their heart, and what holds them back is fear.” His aim is to help leaders understand the psychology behind leveraging outcomes, and how they can use that psychology to their benefit. [6:35]

Shifting your perspective about failure is key to achieving true success, as it is a necessary tool for learning how to improve. Most people look at failure in a negative light because it affects their self-esteem. However, Dan has observed that every success story has had its share of setbacks. “Failure is the foundation for success,” Marcel sums up. [12:13]

Dan shares that his entire approach to business changed after meeting someone he looked up to, who gave him valuable advice: that all his clients had one common need, and that need is love. He incorporated more compassion and kindness in his interactions with his clients, and his business began gaining traction as a result. “[Everyone] is craving to matter to someone, to be able to be vulnerable… and not have to put up a facade,” he says. [15:55]

Marcel has observed that openness and vulnerability transfers to clients when coaches are willing to first take the risk. In these trusting environments, more impactful work is done and issues are tackled at the roots. [23:41]

Dan shares practical ways in which members of an organization can show love to one another. These include small but meaningful acts of appreciation, like personally greeting each other and expressing gratitude for each person’s unique contributions to the organization. [25:12]

“Almost everyone is suffering from past emotional wounds that they keep buried because they don’t know how to reconcile themselves to it and heal,” Dan claims. “It creates a hole in their heart that is supposed to be filled by human connection, relationships, and a sense of being valued and appreciated. So when they are given that, they want more.” [30:02]

A leader loves by first acknowledging that a position of leadership is not a position of privilege, but a responsibility of service. The higher up you are in the chain of command, the more people you are in service of. [35:28]

Fear is what usually drives our lives. Dan comments that the more we focus on our fears, the larger they become. In order to overcome our fears, we must shift our focus to love, which pushes fear to the corner where it doesn’t dominate our attitudes and decision-making. [42:12]

Resources Dan Foxx on LinkedIn UnlockYourLeadership.com

Confessions from the Heart of an Executive Coach: True Stories Behind Closed Doors: Why Some CEOs Win Big, While Others Crash and Burn

Confessions from the Heart of an Executive Coach: True Stories Behind Closed Doors: Why Some CEOs Win Big, While Others Crash and Burn

Martin Lindstrom is the founder and owner of Lindstrom Company, for which he is a Branding Expert and Consultant. He was named as one of the Top 100 Most Influential People by Time Magazine, and was chosen, by Thinkers50, to be among the world’s Top 50 Business Thinkers for three consecutive years. He is a best-selling author and columnist, earning features as a collaborating writer in various publications like Fast Company and Forbes, to name a few. His most recent book, The Ministry of Common Sense: How to Eliminate Bureaucratic Red Tape, Bad Excuses, and Corporate Bullshit, is a humorous yet practical guide to eradicating the excessively complicated administrative procedures present in every organization. He joins Marcel Schwantes to discuss the erasure of common sense in the workplace, and what needs to be done to bring it back.

Through his work, Martin has discovered that there is a direct correlation between common sense and empathy. “Empathy is the ability to put yourself in another person’s shoes… common sense is… seeing the world from another person’s point of view, [because] it’s a common area.” He explains why common sense seems to be lacking in many organizations. [4:38]

“Technology is increasingly removing the empathy from our world,” Martin claims. Communication through technology limits the scope of information that is being conveyed, as only 10% of communication is verbal. Communicating via technology doesn’t allow you to pick up on all the social cues that are present. This is one reason why employees are becoming less able to empathize with one another, Martin points out. [11:08]

Marcel asks Martin how corporate politics destroy common sense. “Politics is all about getting things through a system with only you as the person interested in the outcome, and then you get people to buy into it… If the company is not aligned with where it wants to go, or if [all the different departments] start to protect themselves too much… to save their own back, they’re not interested in the bigger perspective,” he replies. [17:36]

Martin shares an example of shaping regulations around empathy instead of placing regulatory issues at the center. “Politics is there when [the company] loses sight of reality, when you only have a one-way street and [your own] point of view,” he says. [18:31]

“Technology has stripped our common sense, [and] we have lost a human touch,” Marcel paraphrases. He asks Martin what would happen if organizations didn’t have technology for a while. Martin shares a story where an organization lost control of their technology for six weeks, forcing them to use WhatsApp to run things. Sometime later, he asked 1000 employees how their experience was. He expected them to complain, but to his surprise they enjoyed it: they felt like there was new life in the company, and had a lot of fun. [24:17]

“Boredom is the foundation for creativity,” Martin muses. “Being bored allows you to take a pause in your life, ...and see everything you do in perspective, and start to connect dots in ways you’ve never done before,” he says. [28:55]

Martin shares some common-sense rules for running successful Zoom meetings. Having team members socialize and communicate with each other in informal ways is productive, as these interactions create the emotional glue and culture of the company. Leaders should allot time to conduct breakout rooms, where these informal interactions can be replicated. [31:42]

Marcel asks Martin what steps should be taken by leaders to restore common sense to their organizations. “You must first ask yourselves what the most frustrating thing for you customers is,” Martin advises. [37:24]

Resources Martin Lindstrom on LinkedIn | Twitter MartinLindstrom.com

The Ministry of Common Sense: How to Eliminate Bureaucratic Red Tape, Bad Excuses, and Corporate Bullshit

Dr. Jim Loehr is a world-renowned performance psychologist, speaker, and executive coach. His groundbreaking energy management training has received worldwide recognition, appearing in national publications such as Harvard Business Review, Time, and Newsweek. Dr. Loehr has also appeared on national TV shows, including The Oprah Winfrey Show. Prior to its acquisition by Johnson and Johnson, he was the chairman and CEO of the Human Performance Institute (HPI), which he co-founded. In addition to his innovative contributions to sport, business, medicine, and law enforcement, Dr. Loehr is also a New York Times bestselling author. His most recent book, Leading with Character: 10 Minutes a Day to a Brilliant Legacy, details the importance of character-based leadership for personal and professional advancement, backed by scientific research. He joins Marcel Schwantes to discuss his book and how they apply to businesses today.

“My life isn’t mine,” Dr. Loehr claims. “My life is a gift, and I get fulfillment when I give it away.” He describes his life’s purpose as making a difference, researching, and advancing knowledge to help others fulfill their missions, and being an agent of fulfillment in the lives of others. [3:26]

Marcel asks Dr. Loehr if character still matters. He responds that there are two types of competencies when it comes to character: performance competencies, which include focus, ambition, and discipline, and help drive success in extrinsic ways; and ethical and moral competencies, which relate to one’s treatment of other human beings. “Performance competencies drive what you do, and ethical and moral competencies drive how you do it,” he explains. [7:05]

Dr. Loehr says that the hypermasculine, tough guy persona that is seen as the ideal leader is a tragic misrepresentation of great leadership. While an analytical, strong, and decisive mind is a necessity, so is empathy and consideration of others. [11:29]

“We’re all vulnerable to a number of glitches in our moral reasoning that hijack our ability to make good, solid decisions,” he claims, “and for the most part, they operate out of our awareness.” [15:16]

Dr. Loehr talks about the accompanying journal in his book. Journaling on a regular basis and recording their aspirations had powerful impacts on the way his clients wanted to live and move forward. “What this book represents… [is] writing out some of the most important answers to the questions of life… to feed those muscles of character directly,” he explains. [18:51]

Dr. Loehr shares an exercise he facilitated, where participants were required to list six words that describe them when they are the best version of themselves, and then list six more words they believe would be inscribed on their tombstones. They were asked to read their answers aloud in groups, and were startled to discover that everyone shared similar answers in both activities. The common theme that recurred through everyone’s answers was their connection to other people. [23:45]

Marcel asks Dr. Loehr how to convince reluctant executives to place more emphasis and value on character as it relates to organizational culture. “One of the things I would have a CEO think about is how they like to be treated by people of higher authority,” Dr. Loehr says. Additionally, “what was it that you admire most about the people who led you?” [29:33]

“Care about your people more than the results, and they will do everything that they humanly can to make your business work,” Dr. Loehr advises leaders. “Caring for others is an active process… a leader who understands leadership at its core loves their people because of what they do… they give life to your business. Without them, you have nothing.” [33:11]

Resources Jim Loehr on LinkedIn Jim-Loehr.com

Leading with Character: 10 Minutes a Day to a Brilliant Legacy

Leading with Character: 10 Minutes a Day to a Brilliant Legacy Set

Glenn and Michael Parker are a father-son duo and the authors of The Positive Influence Leader: Helping People Become Their Best Self, which is a practical guide to transformative leadership. Glenn is an internationally recognized speaker, consultant, and author. Micheal is the Managing Director for Rockefeller Capital Management and a senior executive with over 25 years of experience in financial services. They join Marcel Schwantes to discuss the power and value of influence.

Marcel asks Micheal and Glenn what inspired them to write their book. Glenn talks about the influence one of his former mentors left on him and how it impacted his life. Marcel shares his own story of his positive influence leader. [3:14]

According to Micheal, the four types of positive influence leaders are: the supportive leader; the teacher leader; the motivating leader; and the role model. He gives examples of each archetype. [8:26]

The transformational positive influence leader is a leader who is capable of embodying all four types. They’re able to identify and embody the appropriate type of leader in each situation. “All of us have the capacity within us to use all four types,” Glenn claims. “We may tend to use one or two more than others, but the ones that use all are the better leaders.” [15:02]

“We've all had negative influences or experiences under the wrong type of leader or boss,” Marcel says. He asks Glenn to give details about coping strategies for dealing with a negative influence. “There are many people in life who think they’re being helpful [by telling us discouraging things] but their words are just code for ‘I don’t think you can do it,’” Glenn replies. He divulges some helpful strategies that interviewees for their book used. [18:33]

Micheal shares how the current pandemic affected their release of The Positive Influence Leader. “At first, we thought the timing wasn’t right and that there were more important things to focus on,” he says. “A week or so later, [Glenn] said that we should turn this crisis into an opportunity we can leverage for however long it takes to observe leaders stepping up and evolving into positive influences.” The pandemic provided them with the opportunity to see in real-time how leaders lead in times of crisis. [23:38]

Micheal talks about what they learned during the pandemic. “Leaders in a time of crisis must be open and authentic; authentic leaders don’t deny, deceive, or deflect,” he advises. Even when they don’t have all the information, authentic leaders are honest, clear and specific. They say things like “This is what we know as of this moment, but the situation is fluid and things can change.” [25:11]

Marcel asks Glenn how leaders can implement the strategies written in their book. Glenn suggests that leadership teams can discuss the discussion questions at the end of each chapter. Additionally, there is a self-assessment survey they can take to discover their preferred style of leadership, which identifies the styles in which they need improvement. [28:07]

Resources Glenn Parker on LinkedIn | Twitter Email: glenn@thepositiveinfluenceleader.com

Michael Parker on LinkedIn Email: michael@thepositiveinfluenceleader.com

The Positive Influence Leader: Helping People Become Their Best Self | ThePositiveInfluenceLeader.com

The Positive Influence Leader: Helping People Become Their Best Self

Dr. Tomas Chamorro-Premuzic is the Chief Talent Scientist at ManpowerGroup, and an international authority in psychological profiling, talent management, leadership development, and people analytics. He is also Professor of Business Psychology at University College London and Columbia University. Amy Edmondson is an author and the Novartis Professor of Leadership and Management at Harvard Business School. Her work on teams, psychological safety, and leadership has influenced corporate and academic audiences all over the world, and she was recently honored with the Breakthrough Idea Award by Thinkers50 in 2019. Together, they authored the article “Today’s Leaders Need Vulnerability, Not Bravado” in the Harvard Business Review. They join Marcel Schwantes to talk about the paradox of finding strength in vulnerability.

Leaders who lead with bravado want to be perceived as tough: they have an aversion to displaying weakness or “soft” emotions and are confident even when they are wrong, according to Dr. Tomas. [8:51]

Amy says that a characteristic of bravado is an unwillingness to listen to others. As such, bravado-based leadership falls short in situations where science, facts, or expertise really matter. “You have to say ‘I’m all-knowing, and I don’t need others’ because that’s the whole idea of being strong,” she says of bravado-based leaders. [10:34]

Marcel asks them to define vulnerability in their own terms, as the word has undesirable connotations. “To me,” Amy starts, “vulnerability is a simple statement of fact; it just means ‘I am at risk of being wounded.’ If you are a vulnerable leader, you are simply willing to acknowledge reality.” Additionally, vulnerability in leadership allows leaders to be emotionally honest, authentic, and real. [11:39]

“A BBC journalist once asked me ‘But who wants to follow a leader that says they don’t know?’ And I said, ‘Maybe a rational and mature person,’” Dr. Tomas shares. He explains that those who follow leaders also need to be intelligent and rational enough to understand that difficult challenges may be ahead. [15:58]

Amy advises leaders to ask for help. You can reach out to the experts on your team and be clear about the assistance you require. Approaching them for help also brings recognition and appreciation for their skills and abilities. [20:26]

Dr. Tomas comments that leaders with big egos are usually overconfident and deluded; they never take responsibility for their mistakes because they never think they are at fault. Furthermore, they will not apologize. On the flip-side, leaders who are self-critical are more likely to be vulnerable and acknowledge their mistakes. [23:56]

Vulnerability becomes a weakness when the system or culture you are immersed in does not tolerate displays of openness, kindness, or doubts. In such cultures, doubts or self-criticism are seen as an indication of incompetence. [29:25]

Marcel asks Amy what some of the most difficult obstacles are for psychological safety. “Leadership bravado is a big one,” she replies. She explains how this stymies building a psychologically safe workplace. [34:11]

To Amy and Dr. Tomas, leaders display love at work by caring for and connecting with their teams. Love is a transformational, gravitational force that draws people in and enables them to become their best selves. [39:18]

Resources Dr. Tomas Chamorro-Premuzic on LinkedIn | Twitter DrTomasCP.com

Amy Edmondson on LinkedIn | Twitter

Today’s Leaders Need Vulnerability, Not Bravado

How can we restore peace this holiday season? That is the question Marcel Schwantes poses today to his guests Chester Elton and Adrian Gostick. Chester and Adrian are the authors of Leading with Gratitude (and many other best-selling management and leadership books!), and Co-Founders of The Culture Works, a global training firm that counsels the leadership of fortune 500 companies. They and Marcel talk about bringing gratitude into our homes and our workplaces. · Marcel starts the conversation by asking Chester and Adrian what they’re grateful for. Chester keeps a quotation from Russel M. Nelson near his desk: “Counting our blessings is far better than recounting our problems.” This is particularly important to remember during years like this one, when it can be harder than usual to find things to be grateful. Adrian adds that he’s grateful for the opportunity to think about things in different ways. [05:45] · When we’re in the middle of so much conflict and divisiveness, Marcel asks what needs to happen for us to be more grateful during the Christmas season. Adrian talks about the upcoming virtual or socially distanced gatherings and families who have residual political differences. The important thing according to Adrian, is “to treat people fairly.” Chester comments that we should “focus on what unites us.” [09:00] · Marcel notes that Adrian and Chester are really digging deep into empathy – and he asks what connection empathy has to gratitude. Chester notes that often when we enter into conflict we want to win, which isn’t effective. He quotes Adrian: “Take a beat. Listen more.” [13:45] · Adrian reminds everyone that “you really need to do something.” We take for granted that the people we love know how we feel about them. “Tell them specifically why you love them. That specificity is really necessary.” [19:45] · Marcel asks Adrian and Chester to get into how to actually implement a culture of gratitude. Speaking to the HR or leadership of an organization. Chester says the first thing you need to do is talk about it – identify where you are, where you want to be and how you’re going to get there, and the role that rituals can play in a company. Adrian talks about the importance of looking for small wins, which are really signposts that you’re on the right path. [25:05] · Chester mentions that one of the benefits of the pandemic is that we’re all working remotely, and leaders have developed much more empathy, since we’re all going through the same things. He talks about 3 of the questions he and Adrian encourage managers to ask their team members. [29:00] · Adrian reminds us that fairness and equity are not the same. People need to be treated differently, and managers need to know what motivates each of the people you lead. Chester says it all comes back to caring, and knowing that your boss cares about you. [32:15] · Chester says start and end your day on a positive note, and gives some strategies for how we can do that. [36:40] Listen to Marcel’s Action steps for this episode at 39:05 Join the conversation on Twitter by joining the hashtag #LoveInActionPodcast Resources: Chester Elton / LinkedIn Adrian Gostick / LinkedIn / Forbes Leading With Gratitude

Michael Canic is the President of Making Strategy Happen, and Bridgeway Leadership, a strategy and execution consultant, speaker, and an author. His book, Ruthless Consistency: How Committed Leaders Execute Strategy, Implement Change, and Build Organizations That Win, is a practical guide to implementing an intuitive yet comprehensive model for success in any organization. He joins Marcel Schwantes to discuss his book and how to apply its principles to your business in these unprecedented times.

Michael talks about the experience of winning the college football National Championship with the University of British Columbia in Canada. “Having a group of people with that intense shared focus on a common goal, and ensuring that, as coaches, we aligned everything to support achieving that goal was a tremendously gratifying experience,” he shares, “and that can be applied to any organization.” [3:01]

Marcel asks Michael what happens when leaders are inconsistent. Michael responds, “It’s when leaders trumpet excellence but tolerate mediocrity, or when they say we’ll fly to the moon but don’t give their teams the resources to get there,” he says. The mixed messages kill leaders’ credibility and undermine efforts. [5:45]

Strategic planning often focuses more on the planning part, and less on putting the plan into action. Michael says leaders should focus on executing the plan to get the desired results. [8:08]

Many people often confuse confidence with arrogance. Confidence is good and healthy, but arrogance is a detriment to your leadership. The antidote to arrogance is realizing and accepting that you’re not the purpose, you only facilitate it, Michael notes. “If you’re leading but no one is following you, you’re just going for a walk,” he quotes. [11:26]

Michael defines culture as “a byproduct of the processes we create, the practices we employ, and the interactions and conversations we have.” He describes the effects that inconsistency has on employees. [14:04]

Leaders must be coaches and not managers. “The difference is that coaches take responsibility for the performance of their people,” Micheal states. “Managers just say ‘Here’s your job, do it,’ and then come back to evaluate performance a year later.” Leaders need to make sure they are regularly giving people meaningful feedback and guidance about their performance. Additionally, leaders help create the right environment by holding people accountable. [17:09]

Valuing people is about respect, trust, and care. You engage people at a deeper level when they feel as though you respect them, trust them, and care about them as individuals. “[Now] more than ever, it is critical that leaders consistently convey that they value their people as human beings and not as objects of productions,” Micheal adds. [20:03]

While having skills and experience is the ideal, we need to look at people’s traits as well before we hire them. Having the traits to be successful make up for lack of experience or skills. [22:44]

“Right now, we have a great need for leadership at all levels and in all kinds of institutions,” Michael observes. “I implore people to be aware that the higher calling of leadership is not just for today, but for the future as well.” [26:18]

Resources Michael Canic on LinkedIn | Twitter MakingStrategyHappen.com

David Sluss is an executive educator, scholar, and Associate Professor of Organizational Behavior at Georgia Institute of Technology Scheller College of Business. He joins Marcel Schwantes to explore the virtue of patience and why it is something we need to actively practice.

Kelly Merbler, Gallup Certified Strengths Coach, leadership development consultant, keynote speaker, and principal of The Kelly Merbler Company, joins Marcel for post-conversation commentary.

We often talk about patience as an abstract concept. However, patience is a leadership powerhouse. Unfortunately, instead of modeling patience, most leaders value speed and urgency. This makes them demand unrealistic deadlines of themselves and their employees, causing unnecessary stress. [2:30]

Good leaders are creative, collaborative, and productive. Patience amplifies these positive traits. According to David’s research, without patience there is no relationship between being a visionary leader (task-focused) and a participative leader (relational-focused). [6:00]

David defines patience as “the propensity to act calmly in the face of frustration and adversity... “Patience within leadership [means] you’re still acting, engaging and doing things, but you’re doing them calmly [in the face of frustration and adversity].” [11:00]

The best way to come up with ideas in a remote workplace environment is to have each individual contributor brainstorm on their own and then pool everyone’s ideas together. [15:45]

David talks about what patience looks like in leadership. During mid-April, “my manager specifically allowed each contributor to speak with him one on one to address any concerns,” David shares. “He allowed us to relax deadlines and constraints that wouldn’t normally be relaxed… patience meant we focused on what was prioritized and needed to go slow [in order] to go fast.” [19:00]

A lack of impulse control is what usually leads to impatience, David claims. “We’re just waiting, not acting calmly, and we’re not doing anything,” he says. This lack of action urges us to want to act and so we move forward without control. [23:15]

Marcel asks David how leaders can design a team for patience. David advises leaders to implement check-ins into team processes. This allows team members to slow down to go fast, and encourages them to act calm when conflict arises. Additionally, these check-ins provide opportunities to consistently re-prioritize tasks to ensure that the purpose or vision is being adjusted as time goes on, which is beneficial in times of crisis. [29:30]

Kelly talks about her personal struggle with being patient. “I have a high sense of urgency,” she shares, “and when patience comes in it takes me off the natural flow [I have] of creating momentum.” [42:35]

Marcel comments that losing your patience is detrimental, because it drudges up other emotions like anger and resentment, and that can cause people to lose trust in you. [46:30]

As leaders, you don’t attract what you want; you attract who you are. If you are impatient, you attract more impatience to your team. [48:20]

Resources David Sluss on LinkedIn Becoming a More Patient Leader

Kelly Merbler on LinkedIn KellyMerblerCo.com

Dave McKeown is a renowned author, speaker, and executive coach. He is also a podcast host, the Program Leader of Box of Crayons, and the founder of Outfield Leadership. His book, The Self-Evolved Leader, is a practical roadmap to achieving leadership excellence, doing more with less, and developing the perfect team. He joins Marcel Schwantes to discuss the contents of the book and how they apply to the workplace.

A self-evolved leader views leadership as a calling and a craft that needs to be mastered. “They push for their own growth and development… they have a number of characteristics and behaviors that end up pushing them towards excellence...” says Dave. [4:34]

Dave names some ideas in our current leadership models that hinder effectiveness: the fallacy of certainty, an over-reliance on the concept of the “visionary leader,” and the notion that we must lead through acts of heroism. [6:27]

Marcel asks Dave about the mindset of a self-evolved leader. He responds that leaders cannot rely on their past experiences to push them into success. Instead, they must focus on helping their team members achieve shared goals. In doing so, they develop into the best versions of themselves. [10:51]

Teams that co-develop their vision together are more successful. Even if they disagree in certain areas, they are still more likely to achieve their vision because they have the same end-goals. [14:05]

The six micro-disciplines of leadership are: taking a pause, existing in the present, focusing, intentionality, listening, and pushing for clarity. Leaders should focus on developing these skills, as they contribute significantly to effectiveness. [21:57]

Some leaders just aren’t good at relinquishing control, Marcel muses. “We tell ourselves it’s not, but it’s an ego thing,” Dave replies. “We use excuses like ‘it’ll take me longer to delegate than it will to do it myself,’ ‘they won’t do it right anyway and/or I’ll have to fix it later’.” Training your employees to do tasks you’ve delegated saves you hours of work, he shares. [26:10]

Marcel asks Dave how fear affects performance. Fear makes people feel restricted in their choices. It makes performance dip because people feel like they have no control over certain aspects in their life. They buy in to loops of negativity which eventually becomes a self-fulfilling prophecy. [35:24]

“Define what success means to you,” Dave advises listeners. “Map out an opportunity for you to work on [success], break it down into key steps, execute them, and then review what’s working and what’s not. Rinse, and repeat.” [39:15]

Resources Dave McKeown on LinkedIn | Twitter OutfieldLeadership.com

The Self-Evolved Leader

Brad Johnson is Professor of Psychology in the Department of Leadership, Ethics and Law at the United States Naval Academy, a Faculty Associate in the Graduate School of Education at Johns Hopkins University, and an author. David Smith is an Associate Professor of Sociology at the US Naval War College, a gender, work and family researcher, a speaker and an author. Their book, titled Good Guys: How Men Can Be Better Allies for Women in the Workplace, is a practical, research-based guide on male allyship for gender equality at work. They join Marcel Schwantes to discuss how men can become gender equality allies at home and at work.

Evidence reveals that the #MeToo movement has increased the likelihood of men avoiding women entirely at work. [1:48]

If men are not involved in the process of creating gender equality in the workplace, David argues, it becomes difficult for women to make a difference by themselves because men are usually the majority. [5:50]

Marcel, Brad and David talk about obstacles in the way of male allyship. Statistics say that 60% of men in corporate America now feel less comfortable about having a mentoring relationship or coffee meeting with women at the workplace since the advent of the #MeToo movement. “There are a lot of false narratives around [the #MeToo movement], mostly perpetuated by men, that women are now dangerous writers, but there’s no evidence to support that,” Brad says. [9:55]

“Guys, you can’t throw on your ally cape at work when you’re not showing up as an ally at home,” Brad advises. Step up as an ally at home, before you step up at work. Women are being disproportionately affected by the pandemic; on average, women have twice as many domestic responsibilities and do twice as much child care as men do. [15:42]

David and Brad share important strategies with Marcel and listeners about how allies should interact with women at work. [23:11]

Gender equality and gender inclusion affect the bottom line. Companies that have gender balance all the way up to the executive boards, make more money, are more creative, and achieve more mission success. [31:40]

Resources Brad Johnson on LinkedIn WBradJohnson.com

David Smith on LinkedIn | Twitter WorkplaceAllies.com

Good Guys: How Men Can Be Better Allies for Women in the Workplace

Good Guys: How Men Can Be Better Allies for Women in the Workplace

Walt Rakowich is the former CEO of Prologis. He is a member of the Board of Directors at Host Hotels & Resorts, Iron Mountain and Ventas, Inc., and an Advisory Council member at Gender Fair. He is also an author, and a speaker at The Center for Heart Led Leadership. Walt joins Marcel Schwantes to discuss how he managed to keep his former company afloat during the great recession of 2008.

Walt’s book, Transfluence: How to Lead with Transformative Influence in Today's Climates of Change, is a practical guide teaching leaders how to overcome the obstacles that prevent them from having transformative influence in the workplace. [4:17]

Leaders often wonder whether they are capable enough to lead and/or turn a company around from low to high success. However, Walt believes the real focus should be on how they can work with their fellow employees. “The most important thing you have to remember is that it’s not about you, it’s about the influence you have on other people.” [11:52]

Marcel asks Walt about his experience with fear. Walt shares how his imposter syndrome impacted his professional life, and made his employees wary of approaching him. A coach he hired made him realize that he was taking on too much of the burdens of work by himself. [19:14]

According to Walt, leaders must build a strong microclimate to set themselves up for success and destroy the fear and pride that hold them back. A strong microclimate consists of the three-H core: humility, honesty, and heart. [27:59]

Walt shares how he managed to turn the organizational culture of Prologis around from toxic to uplifting. He comments that COVID-19 presents many challenges for leadership and managing that challenge starts from the heart. [38:11]

“Consider this [crisis] your crucible moment and step up to become the best leader you can be,” Walt advises listeners. “I know it’s not fun, it never is, but make it about other people. If you do that, you will build trust in your organization.” [48:25]

Resources Walt Rakowich on LinkedIn | Twitter WaltRakowich.com

Transfluence: How to Lead with Transformative Influence in Today's Climates of Change

Transfluence: How to Lead with Transformative Influence in Today's Climates of Change

Shasta Nelson is an author, keynote speaker, and the Founder and CEO of GirlFriendCircles. An expert on friendships and healthy relationships, she has written several books covering how they impact all facets of life. She has been featured in many magazines, TV shows, and newspapers, including Good Housekeeping, The Today Show, The New York Times, and The Washington Post. Her most recent book - The Business of Friendship: Making Most of Our Friendships Where We Spend Most of Our Time - is a guide to developing deeper connections with your colleagues. She joins Marcel Schwantes to discuss the power of friendship, and why it's important for the workplace.

Marcel asks Shasta what inspired her to write her recent book. "I would often ask why businesses aren't taking all the research surrounding the importance of friendships among employees seriously. It seemed that people would only take it seriously if there was a book about it as a business subject," she replies. [4:07]

The results of a Myers Briggs Institute survey about job satisfaction suggest that the bottom line for job satisfaction is having closer relationships with your coworkers. Socialization is a human need, which is why we function best when we feel like we belong to a community. [12:09]

Friendship is a triangle of three requirements, which are: positivity, consistency, and vulnerability. Positivity is the foundation of the triangle. Every relationship starts with low levels of consistency, and therefore low levels of vulnerability. As consistency increases, so should vulnerability. [16:15]

Marcel asks Shasta what leaders should be doing to counter loneliness at work. There is a prevalent belief that managers do not want friendships among coworkers. Shasta remarks that the first thing leaders should do is dismantle that belief, and make it explicit that they encourage close relationships in the workplace. [21:45]

The biggest obstacle preventing an organizational culture of friendship is the mental block we have against it. Another big obstacle is a lack of positivity in the workplace. [33:35]

Marcel asks Shasta why she thinks fear-based management styles are still prevalent. "Fear [levels are] high in all of us individually, so it makes sense why it's affecting us collectively. Much of our lives are controlled by fear, and we are affected by each other's mood." [37:01]

Resources Shasta Nelson on LinkedIn | Twitter ShastaNelson.com The Business of Friendship: Making Most of Our Friendships Where We Spend Most of Our Time

Kevin Monroe is a globally recognized thought leader, consultant, and self-proclaimed perpetual optimist. He is dedicated to “helping people flourish on the road less traveled in business, leadership and life.” He is the host of the This ExtraOrdinary Life Community and Podcast, and a longtime friend of Marcel Schwantes. He joins Marcel to talk about his journey in podcasting, what makes life extraordinary, and belonging.

Kevin believes that the world needs more gratitude. Gratitude is the most fertile soil in which to begin any plan or endeavor. [3:37]

Kevin shares his journey into podcasting. His very first podcast was started on a whim, with no clear strategy or prior knowledge of how podcasting even worked. Though it was sporadic and not properly planned out, Kevin developed relationships with many successful individuals due to that initial podcast. [6:42]

The difference we want to make in the world is really achieved by doing ordinary things with extra focus, flavor, and flair, which transforms the ordinary into the extraordinary. [12:58]

The little things can have a great impact on people. In one instance, Kevin shares, he was meeting a sceptical executive to do a presentation about the value of servant leadership and why it should be at the core of business. At the end of the presentation, the executive told Kevin that the most impactful part of the experience was the way Kevin greeted him and said that he would begin greeting his employees in the same manner. [21:49]

There is a key difference between belonging and fitting in. Kevin defines fitting in as compromising aspects of yourself to conform to pre-existent norms. Cultures of belonging promote autonomy and flourish, Marcel adds. He sees fitting in as just going through the motions, and belonging as what lends to growth and thriving environments. [30:27]

Kevin shares how leaders can foster environments of belonging in their workplace, even if they don’t have much authority. You must first have the conversation about belonging and authenticity with yourself, and then start talking with your team. [38:28]

Marcel asks Kevin why he thinks fear is still prevalent in the workplace. “Belonging is linked to a whopping 56% increase in job performance, a 50% drop in turnover, and a 75% reduction in sick days,” he replies. “Employees with higher workplace belonging also showed a 167% increase in their employees promoter score. I have a hunch that a high percentage of those who are actively disengaged have a sense of unbelonging so great that they are willing to sabotage their own organization.” [41:13]

Resources Kevin Monroe on LinkedIn | Twitter Email: kevin@kevindmonroe.com Call or text Kevin at +1-404-713-0713 KevinDMonroe.com | ThisExtraordinary.life

Harvard Business Review- The Value of Belonging at Work TheGratitudeChallenge.community GratitudeEncounter.com The Boy, The Mole, The Fox and The Horse video The Boy, The Mole, The Fox and The Horse book

Kerry Wekelo is the Chief Operating Officer of the Culture Infusion program for Actualize Consulting, and an author. Her latest book, Gratitude Infusion: Workplace Strategies for a Thriving Organizational Culture, delivers practical strategies to develop a gratitude-based work climate and improve the efficacy of organizations. She joins Marcel Schwantes to discuss how you can infuse more gratitude into your leadership practices and organizational culture.

Research has shown that people who are grieving loss or going through difficult periods in their lives have used gratitude as a coping method, and it has worked well and helped them move on. Gratitude is a really easy way to pivot your emotional state, according to Robert Emmons. [5:05]

Actualized Consulting went from a 33% turnover rate to less than 4% by infusing gratitude into their culture, claims Kerry. The first 5 years were more focused on financial and operational stability, and not on their people, but they quickly discovered the value in expressing gratitude, and implemented practices into their regular internal operations. [7:24]

Marcel asks Kerry what the obstacles may be for leaders who are sceptical about the outcomes of gratitude. “People are so busy and feel like they have to be doing so much that they don’t take a moment to pause and realize that gratitude doesn’t take much time,” she responds. They don’t prioritize it because they may not believe in it, Marcel adds. [10:40]

Kerry and Marcel discuss how gratitude works in times of uncertainty. Kerry shares how she has been using gratitude as a coping tool to stay grounded. Marcel advises listeners to also use gratitude whenever they are experiencing difficult times. [13:24]

Marcel asks Kerry why she thinks some leaders still lead through fear. “They just haven’t experienced or been exposed to it [love],” she replies. “People don’t think it’s numbers driven, but if you think about it, it can reduce your turnover and have higher productivity.” [19:39]

Resources Kerry Wekelo on LinkedIn | Twitter KerryAlison.com ActualizeConsulting.com

Gratitude Infusion: Workplace Strategies for a Thriving Organizational Culture

Gratitude Infusion: Workplace Strategies for a Thriving Organizational Culture

Deborah Smith Pegues is a Maxwell Leadership Coach, award-winning author, and TV host on the TBN Salsa Network. As a former VP of a Fortune 500 company, Deborah has extensive knowledge and experience in leadership. She is a global speaker delivering advice on relational, financial, physical, and emotional freedom. Her most recent book entitled Lead Like a Woman, is a manual of empowerment and a practical guide for women who dream of being leaders. She joins Marcel Schwantes to discuss gender inequality in the workplace and how women can rise up to senior management roles.

Women make up almost half the workforce in the US and hold over half of the country's middle management positions, but they only account for 5% of the most executive positions in the top 500 companies listed on the New York Stock Exchange, research says. [1:17]

Marcel asks about the purpose of Lead Like a Woman. Deborah explains that she wants to teach women how to bring what they have to offer to the table. "We need to stop the hand-to-hand combat and work hand-in-hand together," she says. [4:30]

Marcel comments that one of the best traits of a leader is curiosity. Curiosity manifests itself as intuition in women. [8:45]

Leaders need to let go of their tendency to pursue perfection as it is counterproductive.. [13:00]

Marcel asks Deborah what she thinks may be the most common obstacle female leaders face today. She replies that one such obstacle is lack of confidence and cites a Harvard study proving it. Many women don't aspire to achieve high positions because they don't believe they can, so they don't apply for them. [17:44]

Deborah talks about her journey, from her humble beginnings as a Southern maid to climbing the corporate ladder. "You've got to ask for what you want and not be shy about it," she says. [21:36]

"There's been a recent push to make corporations more diverse, but it feels disingenuous and has become more cliche than actual practice," Marcel comments. He asks Deborah to explain why diversification should be more than just a checkbox to tick. She talks about the value of having diverse opinions and perspectives on a team, and discusses how unconscious bias and white privilege affect hiring practices and promoting women up the ranks. [28:59]

Marcel asks Deborah why she thinks some leaders still lead through fear. Fear is a good motivator and it makes people get the job done, she replies. She talks about the negative impact that fear-based leadership has on employees, and how leaders should show love. [32:08]

Resources DeborahPegues.com Deborah Smith Pegues on LinkedIn | Twitter Lead Like A Woman: Gain Confidence, Navigate Obstacles, Empower Others

Lead Like a Woman: Gain Confidence, Navigate Obstacles, Empower Others

Today’s guests come from 3 different continents, but they all believe in servant leadership. Dirk van Dierendonck is Dean of Faculty/ Vice Dean of Rotterdam School of Management at Erasmus University in the Netherlands. Vincent Giolito is an Associate Professor and the Director of Executive Education at Emlyon Business School in Morocco. Bob Liden is Associate Dean of College of Business Doctoral Programs and Professor of Management at the University of Illinois at Chicago. In this special episode of the Love In Action podcast, Marcel Schwantes speaks with this panel of expert educators about servant leadership, why it works, and the impact it has on organizations.

Dirk explains that servant leadership is other-oriented leadership, but it’s also about the impact that your organization has on the world. Bob adds that servant leadership is most effective when coming from a place of genuineness. [4:29]

Dirk, Vincent and Bob dispel some assumptions about servant leadership. “There is a misconception that servant leaders are just leaders who are nice to work with. No, these are people who are very concerned with attaining organizational objectives, but they think about those objectives through people first,” claims Vincent. [7:33]

According to Dirk’s research, empowerment is important in an organization. Servant leadership opens up more opportunities for shared leadership; teams with shared leadership are statistically the most productive teams. [13:00]

Marcel asks what the best approach may be to servant leadership during the current global health and economic crisis. “Servant leadership relies on close personal interaction with followers, and it involves listening, understanding people’s desires and fears, and perspective taking. The challenge comes with doing it virtually,” Bob comments. He adds that the most challenging trait to fight off as a servant leader is the pursuit of one’s self interest. [21:02]

Servant leadership is a mindset. It takes time to grow. [28:11]

A top-down approach to transforming organizational culture into one of servant leadership will not work, claims Vincent. The transformation must happen at all levels of the organization for any lasting effect to take place. [30:30]

Marcel asks them why they think some leaders still lead through fear. “People don’t seem to understand that management is a skill that needs to be developed,” Bob says, “yelling at people and leading through fear is much easier than listening, understanding and practicing compassion.” [35:59]

Resources Dirk van Dierendonck on LinkedIn Prof. Dirk van Dierendonck at Rotterdam School of Management

Vincent Giolito on LinkedIn

Robert Liden on LinkedIn Robert Liden at University of Illinois Email: bobliden@uic.edu

Marcel is offering listeners a chance to be a beta group member of his exciting leadership course “From Boss to Leader.” Beta group members get access to the course at up to 60% off the normal price! Contact Marcel today!

Marcel Schwantes welcomes this week’s guest, Dr. Stephen Trzeciak, to the Love In Action Podcast. Dr. Trzeciak is Chief of Medicine at Cooper University Healthcare, and Professor and Chair of Medicine at Cooper Medical School. His research has been featured in prominent medical journals, including the Journal of the American Medical Association and the New England Journal of Medicine. He is the bestselling author of Compassionomics: The Revolutionary Scientific Evidence That Caring Makes a Difference. Dr. Trzeciak was granted the 2019 Influencers of Healthcare Award by the Philadelphia Inquirer.

Stephen’s mission is to make healthcare more compassionate through science. [3:11]

An unexpected question from his 12-year-old-son changed the trajectory of Stephen’s research. [7:33]

“I ended up coming to the conclusion that the most pressing problem of our time is the lack of compassion,” Stephen says. “And I believe that transcends almost everything that we’re seeing in society today.” [9:58]

Physicians miss 60-90% of opportunities to treat patients with compassion. [13:07]

“We're testing the hypothesis that compassion isn't just a nice to have, that it's literally part of the therapeutic relationship itself,” Stephen says. [14:38]

Marcel and Stephen discuss how compassion improves patient outcomes. Stephen points out that if you care about your patients, you’re more likely to be meticulous about the technical aspects of patient care. He shares how depersonalization, a major indicator of burnout, is associated with medical and surgical errors. [18:03]

Marcel asks how compassion benefits the patient as well as the healthcare provider. [22:48]

The three domains of burnout are depersonalization, emotional exhaustion, and feeling unable to make a difference. [23:15]

There’s an inverse relationship between burnout and compassion, Stephen argues. People who have more compassion are more resistant to burnout. “The preponderance of evidence in the literature suggests that compassion can actually be protective; and perhaps compassion is actually an antidote to burnout…” [25:25]

“40 seconds of compassion was all it took to make a measurable difference in the anxiety levels of patients who had gone through cancer,” Stephen says, “...a meaningful compassionate intervention takes less than 60 seconds.” [31:00]

You can become more compassionate if you believe you can, and if you work at it. [35:00]

Helping others helps you become more successful, Stephen argues. On the other hand, people who are only focused on themselves are more likely to be depressed, anxious, unfulfilled and unhappy. [37:50]

Stephen comments, “The three most important things in success is people, people and people. So if you have the people that are going to be modeling behavior that gives other people elevation and that upliftment of witnessing moral excellence, that's just going to be a chain reaction.” [41:25]

Stephen advises listeners to “Find the greatest need that you possibly can and then go fill that need in service to others. And the science shows that that is much more likely to give you your true fulfillment.” [43:21]

Resources Compassionomics.com

Alain Hunkins is a best-selling author and the CEO of Hunkins Leadership Group. He is also a Senior Facilitator for Eagle’s Flight, The Energy Project, and futurethink, as well as a Senior Consultant for JMReid Group. He is a professional with over two decades of experience in leadership training, facilitation, and organizational development. He joins Marcel Schwantes to discuss the three foundational competencies of good leadership.

According to research, only 23% of people think that their leaders are leading well. When the wrong people are put into positions of leadership, it results in disengagement, turnover, poor performance, anxiety and stress, Marcel cites. [00:43]

Because of the power differential, most people don’t feel comfortable speaking up and telling their leaders the truth about their leadership. Alain claims that this allows bad leadership to perpetuate itself. [6:33]

Charisma and confidence are good, but they don't make leaders. Ultimately, leadership is a skill that can be cultivated and improved when you practice the three competencies of a good leader, which are: connection, communication, and collaboration. [11:46]

At its core, leadership is a relationship between a leader and a follower, and what creates that strong relationship is connection. Empathy forms the basis of connection. Alain defines empathy as showing people you understand them. [16:49]

Communication is a means to an end. The goal of communication is to create a shared, accurate understanding. Understanding is seeing reality the way someone else sees it, Alain explains. The reason shared understanding is so critical is because it is the platform on which we stand to take all future action, he adds. [21:24]

We have to fulfill four fundamental needs in order to achieve optimal performance, Alain shares. These are physical and psychological safety, energy, ownership, and purpose. [28:16]

Marcel asks Alain why he thinks some people still lead through fear. “It’s less work,” Alain replies. It takes a certain level of maturity to move beyond fear. When we have been raised on fear, it is an easy go-to strategy of leadership because humans copy the behaviors of those before and around them. [32:52]

Join the 30 Day Challenge! Alain is offering two complimentary sports to listeners of Love in Action! Email Alain@alainhunkins.com, and let him know you heard about the challenge on the show. Resources Alain Hunkins on LinkedIn AlainHunkins.com Cracking the Leadership Code: Three Secrets to Building Strong Leaders

Cracking the Leadership Code: Three Secrets to Building Strong Leaders

Rob Chesnut is a former federal prosecutor, an author, General Counsel of Airbnb, and one of the most influential voices in business ethics in the USA. His recent book, Intentional Integrity: How Smart Companies Can Lead An Ethical Revolution, is a manual for cultivating integrous cultures in six steps. He joins Marcel Schwantes to discuss the importance of integrity in business, and how a lack of it leads to one’s own detriment.

Rob’s purpose is to help companies be a force of good in the world. He believes that companies can play a part in solving many of the world’s existing issues. [4:19]

Leaders are the thermostats for integrity within their companies: by their words and actions, leaders create the environment in which everyone operates. [7:12]

Data shows that organizations that are perceived to act with integrity are outperforming their competitors. Consumers favor business with companies whose values align with theirs, Rob points out. [11:22]

Marcel asks Rob how leaders can demonstrate integrity when laying people off. Rob responds that leaders must be the first ones to make the sacrifice of a salary deduction. Also, they should exemplify humility, servanthood and compassion in helping former employees transition. [17:21]

Intentional integrity involves talking openly about uncomfortable subjects, being clear about what expectations are and removing ambiguity. Rob explains why every company should live by a code of ethics: it reflects your company’s values. He and Marcel discuss the six Cs of intentional integrity. [23:44]

“If you make a mistake as a company,” Rob says, “you can't bury it, ignore it, or pretend it didn’t happen. You need to have the self-awareness to acknowledge that you made a mistake and talk openly about where you failed. Once you’ve done that you can set a new path forward to how you’re going to get back on track, but it needs to be done in a clean way. You can’t just change your behavior suddenly and hope people notice; you need to have that conversation.” [36:00]

Rob offers advice to leaders who want to start having the difficult conversations. “Recognize that integrity is not an optional subject anymore. You’ve got to get over your discomfort as a leader and recognize that silence and ambiguity are the enemies of integrity. This is part of the leadership that your employees and the world need from you.” [41:18]

Resources Rob Chesnut on LinkedIn | Twitter IntentionalIntegrity.com Intentional Integrity: How Smart Companies Can Lead An Ethical Revolution

Intentional Integrity: How Smart Companies Can Lead an Ethical Revolution

Jim Kouzes is the Dean's Executive Fellow of Leadership at the Leavey School of Business at Santa Clara University. He is also a lecturer and the co-author of the best-selling book, The Leadership Challenge. He has been cited by The Wall Street Journal as one of the 12 best executive educators in the US, and ranked by Leadership Excellence magazine as 16th on their list of the top 100 thought leaders. He joins Marcel Schwantes to talk about the relationship between leadership and adversity.

Historically, many leaders who changed and shaped the world did so in the face of adversity and unfortunate circumstances. Jim defines leadership as the art of mobilizing others to want to struggle for shared aspirations. [6:23]

At Marcel’s request, Jim condenses his years of research and data into three lessons: leadership is a set of skills and abilities; leadership is everyone’s business; and leadership is a relationship between those who aspire to lead and those who choose to follow. The five practices of exemplary leadership are: model the way; inspire a shared vision; challenge the process; enable others to act; and encourage the heart. [9:58]

“Adversity is the opportunity for greatness,” Marcel quotes from one of Jim’s books. He asks Jim to explain the meaning. Adversity forces you to do things differently, Jim argues. He observed that most people credit their personal best to a challenge they overcame. [13:36]

Studies show that leaders who display more empathy and compassion are better able to: walk in another person’s shoes, act on their understanding of others, and have higher levels of commitment to their organizations. Jim gives an example of a micro-action that leaders can do to demonstrate these positive traits. [17:41]

Marcel asks Jim why he thinks some leaders still lead through fear. Jim says it may be because of belief: those with fixed mindsets are less likely to engage in exemplary leadership practices. Additionally, one of the ways people learn how to lead is by observing others. If leaders model tactics of fear and intimidation and they seem to work, their successors are likely to lead the same way. However, this kind of leadership is not sustainable, he points out. [24:50]

One of the ten truths of leadership is that a leader’s behavior matters, as it has a direct impact over employee engagement. The most challenging exemplary leadership practice is inspiring a shared vision, Jim adds. Many leaders find it difficult to communicate their ideas in a way that they are confident their constituents understand. [30:26]

Jim says, “The secret to success is staying in love. Staying in love gives you the fire to ignite a flame in others and have a greater sense of purpose. A person who is not in love does not feel the kind of excitement necessary to get ahead and to lead others. There is no other thing in life that is more positive and exhilarating than love.” [35:56]

Resources Jim Kouzes on LinkedIn | Twitter

Marcel Schwantes shares a preview of his exclusive leadership training course in this solo episode of Love In Action.

Marcel describes the reason behind starting the Love In Action podcast. He says he’s tired of living in a world where organizations see their people as objects or functions to be used for profit, while disregarding their livelihoods. [2:48]

Leaders have a responsibility to take care of people. When people feel cared for, amazing things happen in the workplace. [5:13]

75% of people who leave a company voluntarily do so because of their manager. A good job - which entails a sense of self-worth, purpose, and belonging, in a caring community of shared values, that is moving towards a fulfilling mission - is the number one determinant of happiness for employees. [9:51]

The traditional workplace has been set up for over a century to serve those in positions of power. That model is no longer sustainable. We are in a different era, where people are recognizing their worth and expect to grow and thrive in caring cultures. If they don’t, they will take their services elsewhere. [10:49]

Two practices of the traditional workplace that are no longer working in 2020 are the annual performance review, which disengages employees and displays an apathetic approach to ensuring things are in order, and micromanagement, which shows a lack of trust in the capabilities and skills of the employees. [12:04]

Marcel proposes three questions for managers to use to reflect on their performance as leaders: As a manager, how may I be contributing to disengaging my employees? How is my leadership team or current company culture contributing to the problem of disengaging our employees? How is my hiring strategy contributing to the problem? [15:33]

Resources Marcel is offering listeners a chance to be a beta group member of his leadership course “From Boss to Leader.” Beta group members get access to the course at half-price.

Marcel Schwantes on LinkedIn Email: info@marcelschwhantes.com MarcelSchwantes.com

Dr. David Schramm is a family scholar at Utah State University, and a TEDx speaker, consultant and trainer. His research centers on couples, relationships, parenting, and flourishing at home and at work. He joins Marcel Schwantes in this week’s show to prove that successful business culture and outcomes are founded in family science.

“Family for me is everything,” David says. “...I want to help other people have wonderful family and relationships just like I did.” [3:50]

Marcel featured David in an Inc Magazine article recently. [4:25]

Marcel asks, “How did a family scholar find his way into business leadership and work culture?” David explains what led him to this field. [4:35]

David’s analysis of research on the top places to work showed that the ninth most frequently used word to describe them was family. [7:12]

Humans thrive when three fundamental needs are met: safety, satisfaction and connection. David says that connection is the secret sauce for workplaces to flourish. [10:00]

“Fear cripples connection, and it kills creativity. And those are essential in the workplace,” David remarks. He explains what happens in the brain when fear is activated. He adds that fear also cripples trust. Marcel shares his own experience working in a fear-based culture and the devastating effect it wreaked on his health and wellbeing. [13:00]

Workplaces built on family culture thrive financially. Employees feel safe expressing their creativity and taking risks, as they know they will be rewarded even if things don’t work out. David says that there is an upward spiral, a spillover effect, when employees are doing well: “...a happy brain turns on all the learning centers in the brain… It spills over into the workplace because creativity, intelligence rises, energy rises.” [17:18]

Building a family culture in the workplace comes down to small, consistent, day-to-day positive interactions. [20:38]

“Managers who do well, they care about the personal lives of their employees,” David says. [20:55]

Strong companies build their culture on a foundation of connection, direction then correction. “When companies get those out of order, and they focus on correction as their foundation, you see all kinds of issues and struggles,” David remarks. [24:05]

David shares some tips for managers to help them build connection. These include recognition and showing care and respect for their employees. The top two tips, he comments, are showing gratitude and kindness. He quotes Martin Seligman, “A single act of kindness produces the single most reliable momentary increase in wellbeing…” [25:05]

Marcel asks, “I want to begin the process of becoming a more family-oriented culture; is there a first step?” David gives him some practical advice. [27:47]

David wants listeners to remember that people are more important than problems. [30:47]

This is David’s formula for happiness and success: “Search inward, turn outward, look upward, and press forward.” [31:25]

Resources Dr David Schramm on LinkedIn TEDx Talk: Family Fundamentals: The Secret Sauce to Booming Business Inc Magazine: This Rare Workplace Strategy May Be the Secret Sauce to Booming Business MarcelSchwantes.com Marcel Schwantes on LinkedIn Email: info@marcelschwhantes.com

Karin Hurt is a former Verizon Wireless executive, an accomplished author, and an international keynote speaker. She has over 20 years of experience in customer service, sales, and human resources. She inspires transformational change around the world through her leadership training and consulting firm, Let's Grow Leaders, of which she is the CEO and co-founder. Her newest book, Courageous Cultures, is a practical manual to building an open environment in which ideas are cultivated at every level in an organization. She joins Marcel Schwantes to discuss her work.

Many leaders believe that they have an open environment where their employees can speak up, feel heard and understood. They are shocked when they learn employees are holding back. [1:13]

Karin shares that getting consistent critique has ensured that her book is thorough and practical. [6:06]

According to Karin, 49% of people said they don’t share their ideas because no one asks; 50% don’t because they don’t believe anything would come out of it; and 40% said they lack confidence to share an idea. The number one reason why employees don’t share ideas, the research reveals, is that they don’t believe they would get the credit. [12:27]

In the long run, the companies that will have high retention and creativity are those who are connecting humanly and empathetically during the current global crisis. [16:30]

The three most toxic behaviors some leaders participate in that are being tolerated and even rewarded are shaming, blaming, and intimidation. These behaviors typically occur in dehumanizing cultures of fear, modeled from the top down. [21:30]

Karin offers advice for leaders who want to cultivate courageous cultures. Leaders should use tools provided in the book to proactively ask people for ideas, then respond to those ideas with feedback and gratitude, and suggest another area where new ideas are needed. It doesn’t have to be a grand cultural change strategy, Karin points out. Focus first on making things practical, and then you can move on to the strategy. [27:59]

Being vulnerable and asking for suggestions from new employees on how to improve allows for trust to be built, because they see you are willing to let your guard down and actually ask for help instead of just pushing your authority down on them and imposing rigid policies and procedures. [32:11]

Resources Karin Hurt on LinkedIn | Twitter LetsGrowLeaders.com

Courageous Cultures by Karin Hurt and David Dye

MarcelSchwantes.com Marcel Schwantes on LinkedIn

Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates

“If there’s ever a Mount Rushmore of leadership thinkers and experts that have changed the world,” Marcel Schwantes says, “...I believe that the bust of Edgar Schein should be deserving of a spot.” Edgar Schein is the world’s foremost expert on humble leadership. He is also the author of the Humble Leadership series, the first two of which are Humble Inquiry and Humble Consulting. The most recent addition to the series is Humble Leadership, which he co-wrote with his son Peter Schein, a leadership expert in his own right. Both Edgar and Peter join Marcel to discuss what makes a humble leader.

Edgar defines leadership as an activity “that somehow produces something new and different that is actually better.” [4:38]

“Here and now humility means embracing that idea that I don't know, I'm gonna have to trust the people I work with, and together we can figure it out,” Peter says. [6:32]

Humble leadership requires a level two relationship: subordinates, peers and leaders get to know each other as whole human beings. This type of relationship makes it easy to ask for and tell one another the truth. [8:10]

Effective leaders do not maintain a level one transactional role, they build more personal relationships. “They collapse the psychological distance and thereby enable themselves to be more humble and their subordinates to be more open and honest,” Edgar remarks. [9:56]

Peter says that many companies are realizing that building open trusting relationships makes their hierarchy work better. [12:07]

“Evolving organizations need to continue to emphasize these… personalized relationships between people that have to work together… Sharing information outside of your box is how you innovate, it’s how you prevent accidents, it’s how you grow the organization,” says Peter. [15:15]

Edgar says that the purpose of his work is to help leaders become aware of their limitations without taking away their role as a leader. They need to understand that “this future world” demands a different way of thinking. [17:28]

Marcel, Edgar and Peter discuss why management still favors command and control leadership. Peter believes that it’s because of job security as well as job insecurity. Edgar distinguishes between hierarchy and command and control: hierarchy is important for society to function, while command and control is when you use your position inappropriately in a hierarchy. [18:02]

“What I am most impressed with is that the modern world is a multi-force, global, interdependent system in which figuring out what's right to do is intrinsically impossible,” Edgar says. [23:35]

Edgar and Peter share how they think humble leadership will impact the future. [26:35]

Marcel asks the guests to share some practical tips leaders should adopt habitually to become better humble leaders. Edgar replies, “I have truly discovered that good and evil is in my daily actions, not in some set of principles or codes… Every human relationship can start with a constructive intent...” [30:40]

Edgar suggests that leading through fear comes in part from the US culture of dominance as well as fear of losing its position in the world. Peter adds that leaders fear being out-innovated. They both agree that leaders have to learn to compete as well as collaborate. [34:45]

“Situational awareness,” Edgar comments, “...flows from the fact that the world is a complicated place and you have to be very conceptually and emotionally agile in the complex world.” [40:18]

Peter emphasizes the distinction between transparency and openness. He shares why openness should be substituted for transparency. [41:38]

Edgar wants listeners to embrace humble inquiry as it builds better relationships and allows you to figure out what’s going on and what you should do about it. [43:20]

Resources OCLI.org ScheinE@comcast.net Peter Schein on LinkedIn

MarcelSchwantes.com Marcel Schwantes on LinkedIn

Marcel Schwantes calls this episode “one of the most authentic and real and raw conversations” he has ever had. His guest, JT McCormick, is the CEO of Scribe Media, a multimillion dollar publishing company which has been ranked the number one Top Company Culture in America by Entrepreneur magazine, and number two Best Place to Work in Texas. JT is the author of I Got There: How a Mixed Race Kid Overcame Racism, Poverty and Abuse to Arrive at The American Dream. He joins Marcel to chat about his amazing life story - his journey from scrubbing toilets at a restaurant to becoming President of a million dollar software company, and now CEO of Scribe Media - and to share the lessons he learned along the way.

JT says, “If you wake up in the morning and your feet hit the ground, you’ve got to be excellent… Anything that’s not excellent in my life I’m the only one that can change it, so there’s no need to complain about it, just get to work.” [3:45]

“My why is to be a phenomenal husband, a phenomenal father, a phenomenal CEO. And then I would say fourth on the list is to give back to the communities which I came from.” [5:07]

Marcel asks JT how he overcame all the adversity of his early life. He replies that he refused to be a victim. He decided, at age eight, not to spend his time trying to get everyone to like him, because some people just would not. This early lesson spared him years of grief. Another fundamental lesson he learned was to believe in himself. [8:38]

“I just tend to look at things from a positive standpoint… I choose to figure out, How can we make a positive out of a negative situation?” [10:20]

JT shares his journey from scrubbing toilets to President of a software company. Two lessons he learned were to be the best at whatever he did, and the magic of compound interest. [12:22]

When JT was promoted to President, it struck him that he was only as good as the people he surrounded himself with. As such, his focus shifted to finding the greatest people to surround the company and himself with. [17:03]

“If you are in a leadership position, you're only a leader if you serve,” JT argues. He describes how the principle of putting people first is lived out at Scribe Media. [18:05]

Marcel asks, “How does a company become number one in the category of culture?” JT responds that it’s a matter of the little actions taken every day to live out your principles. At Scribe Media, they work with each other, not for JT. They bring their whole selves to work: he doesn’t believe in a work self vs a home self. He shares several practices they adopt at the company that build the culture. [22:37]

JT and Marcel discuss Scribe Media’s Culture Bible, which is freely accessible to the public. They talk about three of the principles listed in the Culture Bible:

Do right by people;

Bring your whole self to work;

Ask questions. [26:46]

“A lot of times you can eliminate questions in transparency,” JT points out. [33:21]

JT explains why he disagrees with the remote work trend. [35:37]

“What’s your best advice for business owners trying to stay resilient during these crazy stressful times?” Marcel asks. JT advises leaders to put their people first, be transparent, be visible and let people know where they stand. Let people feel safe, he adds, and if you have to pivot or make other tough decisions, make them early and let people know so that you can set their expectations. [39:35]

JT teaches through sharing his mistakes. [44:19]

“I can't become something that I don't even know exists,” JT says. “...I believe if people just know what's possible they can strive to achieve that.” [46:19]

“I live by a formula: Mindset, choices and hard work equals success.” [48:48]

Resources JT McCormick on LinkedIn JT@ScribeMedia.com I Got There: How a Mixed Race Kid Overcame Racism, Poverty and Abuse to Arrive at The American Dream

I Got There: How a Mixed-Race Kid Overcame Racism, Poverty, and Abuse to Arrive at the American Dream

Gary Hamel is a world-renowned influential business thinker, a consultant, the Director and co-founder of Management Lab, and a visiting Professor at the London Business School. His newest book, Humanocracy: Creating Organizations as Amazing as the People Inside Them, is a practical guide to dismantling business bureaucracy and replacing it with a much more human-centered and effective system. He and Marcel Schwantes discuss the book and how leaders can apply the principles of ‘humanocracy’.

Many organizations struggle to adapt to change: it’s usually new businesses who create new business models. Gary remarks that deep change is usually episodic and crisis driven, due in part to pre-existing old bureaucratic structures. Those responsible for seeing and anticipating the future and change are at the top, and by the time an issue is big enough to cross their notice it is often too late. [8:18]

Bureaucracy was invented for a reason and it was one of the most important human inventions. It was beneficial in bringing people together to do work at scale and improve productivity. However, like all technologies, it was a product of its time, and isn’t suited for the advanced modern world. [12:48]

Bureaucracy was intended to maximize control, while humanocracy is aimed at maximizing contribution. There is still control and boundaries in humanocracy, while amplifying people’s capacities to grow and learn. [18:10]

“Leaders are people who know how to make a catalytic effort with others not on the basis of positional authority, but rather through the ability to cast the vision and bring people together,” Gary says. “A leader seeks power with, not power over. If you have to use your bureaucratic power to get things done then you are eroding your real leadership capital.” Gary believes we must redefine leadership as an ability instead of a position. [25:22]

“An organization has little to fear from the future or its competitors when it’s brimming with self-managing micropreneurs,” Marcel quotes from Gary’s book. He asks him to elaborate. Management pundits have claimed that building a large organization that is entrepreneurial at its core is impossible. Gary gives an example of a company that successfully proves them wrong. [30:33]

Marcel asks Gary about the risks of a culture of too much humanocracy. He lists rushing into dismantling bureaucracy too quickly. Though imperfect, Gary says, bureaucracy has many benefits. Modern organizations need paradoxical characteristics, such as extreme discipline and control but enormous freedom. Gary believes human beings are good at handling paradox. To him, the definition of a successful organization is “one that is constantly optimizing and redefining those trade offs in the best possible way.” [40:05]

Marcel asks Gary why he thinks some leaders still lead through fear. In the industrial age, the goal was to turn humans into literal machines, Gary posits. German sociologist Max Weber said, “Bureaucracy succeeds to the extent it is dehumanized,” so in a bureaucracy there was no room for what makes us human, including love. Gary believes that the problems of the modern world require every ounce of human initiative and ingenuity to be solved. An assumption exists that love and accountability are mutually exclusive, he adds. “Real love understands that for people to succeed, there must be discipline.” [48:12]

Resources Gary Hamel on LinkedIn | Twitter GaryHamel.com Humanocracy: Creating Organizations as Amazing as the People Inside Them

Humanocracy: Creating Organizations as Amazing as the People Inside Them

This week’s guest on the Love In Action podcast, Robert (Bob) Quinn, believes that purpose has a positive influence on a company’s financial health and competitiveness. In addition, on a personal level, purpose helps people grow and thrive. Bob is the Margaret Elliot Tracy Collegiate Professor Emeritus at Michigan Ross School of Business. A prolific author and revered teacher and speaker, he has published 18 books and has been named one of the top speakers in the world on organizational culture. He is among the top 1% of professors cited in organizational behavior textbooks. His viral Google talk on personal purpose has amassed over 16 million views. Bob joins Marcel Schwantes to talk about his book, The Economics of Higher Purpose: Eight Counterintuitive Steps for Creating a Purpose-Driven Organization, including how to shift from a transaction-oriented to a purpose-oriented mindset.

Bob’s purpose is to inspire positive change. [5:58]

Once the central focus switches from external rewards to higher purpose, the workforce transforms from agents into owners. [9:01]

Marcel asks, “What difference does higher purpose make in people's lives?” Bob responds, “To have a higher purpose is to have a calling in life. Your work becomes your purpose. The moment that happens everything changes because you're now living from intrinsic rather than extrinsic motivation, and at that point - Maslow said this years ago - labour becomes love.” [10:21]

Purpose-driven people live longer, are less prone to many diseases, have better relationships, and make more money. [11:20]

“Purpose-driven organizations have highly engaged workforces, and they make more money,” Bob says. When you pair profit with relationships, it leads to impressive results at work. [12:05]

Marcel quotes Bob’s recent blog post, “How an organization responds in a crisis is a function of the culture created prior to the crisis… Those organizations are harvesting their rewards.” Bob gives an example of a company whose culture helped them recover from a crisis. [16:04]

These are extraordinary times, Marcel says. “So we got a global pandemic, economic hardship as a result, and then on top of that throw in racial injustice. And that's just in the last five months!” Bob comments that it’s the most tumultuous period he has lived through. [19:42]

“In a crisis we desperately need a leader to do something,” Bob argues. “The purpose of a leader is to connect people to their purpose; it's to tie and bind people together in pursuit of a new and better future.” [20:31]

Marcel and Bob discuss some counterintuitive steps for creating a purpose-driven organization, as detailed in Bob’s book. [22:39]

“Purpose holds us accountable to do hard things, not convenient things,” Bob remarks. “But when we do hard things those are very powerful signals to the culture that it's changing and moving in a positive direction.” [28:19]

Bob explains the role authenticity plays in high performance organizations. [28:47]

Bob’s book lays out the counterintuitive process of connecting people to purpose. [35:34]

Bob wants listeners to take away these four questions, which will instantaneously transform us if we answer them honestly:

What result do I want to create?

Am I internally directed?

Am I other-focused?

Am I externally open? [42:20]

This episode is proudly sponsored by Ally Business Coaching. Visit them at https://lnkd.in/eTzc7Hx

Resources RobertEQuinn.com RobertEQuinn.com/Blog The Economics of Higher Purpose: Eight Counterintuitive Steps for Creating a Purpose-Driven Organization book Becoming Who You Really Are course

The Economics of Higher Purpose: Eight Counterintuitive Steps for Creating a Purpose-Driven Organization

Dr. Amy Bradley is a senior faculty member of Hult International Business School. She was chosen as a member of the Thinkers50 Radar Class of 2020 and her work has been published in the Harvard Business Review, Forbes, and The Guardian. Her recent book, The Human Moment: The Positive Power of Compassion in the Workplace, is a hands-on manual to cultivating a culture in the workplace that practices and supports compassion. She joins Marcel Schwantes to discuss the book, and how its principles apply in today’s world.

Amy wrote her book to accomplish three goals: to teach leaders to practice self care so they can better care for those around them; to give leaders knowledge and confidence in attending to employees who may be going through difficult experiences; and to provide the tools for creating environments where compassion is both systemic and systematic. [9:09]

Marcel asks Amy why she thinks the workplace is dehumanized. Our relationship dynamic with work has been unhealthy long before the current crisis, Amy claims. We prioritized tasks over relationships, which drove self-focused individualism instead of other-focused collectivism. The pandemic is giving us the opportunity to step back and reset the way we view ourselves and our relationship with work. [10:52]

Marcel asks Amy to define compassion. She responds that compassion is noticing and responding to the suffering of others and ourselves with kindness, care, generosity, and non-judgment. Different types of compassion are relevant for different environments, but the bottom line is that human beings want to feel loved and cared for. [12:53]

“Companies, organizations and institutions can have the brightest visions, but if the culture isn’t conducive, compassion will never flourish,” Amy remarks. Organizational culture is most powerfully demonstrated through the testimonies of those within the organization about how they are treated. Culture is intangible, but it is felt and experienced by all employees. [17:52]

The four domains of growth are: appreciation of life; new possibilities; personal strength; and managerial growth. Amy’s research observed that leaders acquired these types of personal development post-trauma. She gives details and examples for each domain. “People need time, space and support to see their growth from these experiences,” she adds, “otherwise the impact goes unrealized.” [23:03]

When fostering compassion in the workplace, leaders must be aware that they set the emotional tone in the organization, and should lead by example. Leaders that take the time to make connections and prioritize wellbeing over business outcomes set the tone and context for compassion. [27:27]

Marcel advises listeners to be mindful of how they express compassion and to be introspective about how compassionate you are when listening to others. “Compassionate listening is being able to not just hear, but listen with the intent to meet someone’s needs or remove their suffering,” he says. Amy comments that a human moment is the act of making the time each day to connect with someone on a basic human level. [32:01]

Amy believes that some leaders still lead through fear because of an internal drive that stimulates both fear and satisfaction in their brains, causing them to exist in a constant state of anxiety. That drive produces results in the short term, which satisfies the system that perpetuates it, but is not sustainable in the long term. [36:30]

Resources Dr. Amy Bradley on LinkedIn The Human Moment: The Positive Power of Compassion in the Workplace

The Human Moment: The Positive Power of Compassion in the Workplace

Jay Perry is the Founder and CEO of Ally Business Coaching, co-author of Success Manifesto with Brian Tracy, and a certified Birkman consultant. He joins Marcel Schwantes to discuss leadership, communication, and perceptions. This episode is proudly sponsored by Ally Business Coaching. Visit them at www.allybusinesscoaching.com

“Leadership is simple in theory but tricky in execution,” Jay says. He defines leadership as helping people towards being the best version of themselves. Before they are able to do so, however, leaders must first be their best selves. They can then transfer the knowledge and guidance they received to those in their care in order to help them work on their varying strengths. [8:22]

There will always be emotional content once there is interaction with people. Jay says that everyone has an optimal state at which they are at their best. The leader’s responsibility is to help people reach and maintain that optimal state. Having respect for each other’s strengths and weaknesses is crucial in building an optimized team. [11:30]

Marcel asks Jay what characteristics people should be looking for in leaders during this time of crisis and they discuss how leaders must communicate with clarity and urgency, setting the right expectations. [15:25]

There is a prevalence of assumptions during communication: we assume we understand what people mean and their intentions. When someone asks us a question, we stop actively listening when our minds automatically go into solution mode and search for an answer that we assume we have. Additionally, we all have a bias and approach all situations through one perspective, which affects how we interact with others and handle situations. Creativity flourishes when we can control our biases and get to a place of learning. [16:43]

Marcel asks Jay about the obstacles that hold leaders back. According to Jay, ego is a large hurdle that leaders must overcome. Other obstacles include assumption-making, a lack of clarity, and addressing realities instead of perceptions. “A person’s perception is more important than their reality,” Jay says. If you perceive something as a threat, you will behave as if you are threatened. [23:26]

Marcel asks Jay why he thinks some leaders still lead through fear. “We underestimate the power of fear,” Jay replies. It runs deeper than simply holding us back; leaders themselves are fearful of leading through a way that is unfamiliar to them, and so they continue to use fear as a method of leadership. [27:51]

The desired characteristics that the follower group wants their leadership to have include authenticity, confidence and modesty, and leading by example. Furthermore, leadership must be responsive to change, but hold fast to their core values. A good question leaders can ask themselves as a “self-check” is whether they are making those around them more powerful. [31:12]

Resources Jay Perry on LinkedIn | Twitter Call or text Jay: 416 587 1748 AllyBusinessCoaching.com Success Manifesto by Brian Tracy and Jay Perry

Success Manifesto

Moshe Engelberg is an author and the Founder and CEO of ResearchWorks, Inc. His recent book, The Amare Wave: Uplifting Business by Putting Love to Work (The Amare Way), is a practical guide to leading through love, deeply rooted in behavioral science and diverse wisdom traditions. He joins Marcel Schwantes to discuss his book and how its principles apply to the current global climate.

The word “amare” is Latin for “love,” says Moshe, when Marcel asks about the motivation behind the title. There were several other prospective titles for the book, including Making Business Love, but they were dismissed in favor of using a substitute for the word “love”. [3:15]

Moshe defines love as “energy that uplifts and connects.” He claims that it is the antidote to the problems within the world of work. We confuse business with war, he says. He and Marcel share examples of war terms that are so frequently used in business. While this may seem like a small concern, it is harmful because it dehumanizes customers and competition. [8:18]

The seven principles of the Amare philosophy are: treat one another well; inspire connection; get on purpose; respect money; choose love over fear; take the long view; and prioritize relationships. Marcel asks Moshe to elaborate on the fifth principle: choose love over fear. Fear constricts us, he replies, and narrows our view of possibilities as we operate on survival mode. Love, however, is expansive, creates openness and awareness of possibilities, and does not limit you like fear. [14:21]

“What is honored in a company is cultivated there,” Moshe quotes. If there is no alignment between a company’s stated values and their words, actions and priorities, then they are creating a culture in which those values are neither practiced nor essential. [22:36]

The seven principles have three foundational pillars, called the ABC’s of the Amare Way philosophy. They are authenticity, belonging, and collaboration. Moshe gives details about each pillar and examples of how they apply in the world of work. [25:25]

Significant evidence reveals that putting love in action at work makes more money. Companies that operate through the same concepts and principles of the Amare Way are significantly more profitable than their competitors who do not, a study shows. Moshe gives advice to encourage those who may doubt the prospects of establishing a culture that supports the Amare philosophy. [31:00]

Marcel asks Moshe why he thinks some leaders still lead through fear. It’s what they were taught, Moshe suggests, as a result of a misinterpretation of one tenet of Darwin’s survival of the fittest philosophy. He urges listeners to have courage and do the right thing by putting love to work, saying that sometimes action needs to be taken first in order to change the attitude. [37:23]

Resources Moshe Engelberg on LinkedIn | Twitter ResearchWorks.com MosheEngelberg.com TheAmareWay.com The Amare Wave: Uplifting Business by Putting Love to Work (The Amare Way) MarcelSchwantes.com

The Amare Wave: Uplift Your Business by Putting Love to Work (The Amare Way)

Adam Waytz is an award winning social psychologist, and Associate Professor at Northwestern University’s Kellogg School of Management. His work has been published in The New York Times, Harvard Business Review, and The Wall Street Journal. He joins Marcel Schwantes on this week’s show to discuss his new book, The Power of Human: How Our Shared Humanity Can Help Us Create a Better World. They chat about our innate need for human interaction, and why we need to see each other as fully human.

Marcel calls Adam’s book “timely and crucial.” [2:30]

Adam does research about “how thinking people think about other thinking people.” He is trying to understand why we treat others kindly or aggressively based on how much we consider their humanity. [5:00]

Active dehumanization is seeing another person or social group as non-human (the rationale for slavery, genocide, and ethnic cleansing). Passive dehumanization, which is more widespread today, is just overlooking other people or groups as thinking, feeling human beings. [6:50]

Adam describes four pillars of dehumanization:

Political polarization - “People on the political left and people on the political right see less eye-to-eye, have more dehumanizing depictions of each other, are less inclined to mingle with each other, have less interest in each other,” Adam explains. [10:30]

Social stratification - people of different socioeconomic classes have less in common with one another, which often breeds animosity. [11:36]

The rise of automation - more technology means that we rely on humans less and as such we don’t see each other as often. [12:17]

Growing marketization - Adam says that our interactions with one another nowadays is moving away from community and more toward buyer-seller relationships. [13:49]

“The presence of humans is psychologically important and powerful,” Adam argues. He explains how human touch enhances trust and empathy. We place more value on objects made by human hands. The more we perceive humanness in others, the more we care about them. Humans influence us to do positive things and engage in sometimes difficult collective actions, Adam says. We’re inclined to work harder for the benefit of others than for our own self-interest. [17:30]

Marcel and Adam discuss the power of daughters. Research proves that leaders with daughters are more concerned about gender equality and tend to invest more in corporate social responsibility. Adam says that it demonstrates the power humans have to influence you to change your mind and become interested in their wellbeing. [20:11]

“...there's a tremendous benefit to getting employees to recognize the beneficiaries of their work,” Adam comments. Knowing that their work has impact and that their company cares about impacting others does more for employee engagement than even a pay raise, he adds. [23:19]

Marcel asks Adam to explain his counterintuitive recommendation to increase employee disengagement to humanize the workplace. [24:45]

“In virtually any conflict you have a power disparity. ...I think the way forward to increase common humanity is not to start with this idea that we're all humans, but to be really comfortable with saying we have differences, and because we have differences, we have different goals,” says Adam. “...We have divergent opinions, and we have to work within those different ways of resolving conflict… High power groups really benefit from listening; low power groups really benefit from expressing hurt.” [29:03]

Adam feels that the issues going on in the world today are forcing us to think about what a better society would look like. He advises listeners to reconnect with someone they haven’t spoken to in a while. [35:14]

Marcel cites Adam’s book: “Let robots do the robotic work and let humans do the rest.” [38:33]

Resources AdamWaytz.com The Power of Human: How Our Shared Humanity Can Help Us Create a Better World MarcelSchwantes.com

These are extraordinary times. In addition to the devastating effects of the COVID-19 pandemic, we are once again experiencing the pain and conflict arising from the killing of an unarmed black man at the hands of a white police officer. The country is yet again being forced to face its painful history of systemic racial prejudice towards people of color, and people everywhere are rightfully demanding meaningful change. The issue of racism goes beyond the killing of George Floyd, however. It is a “we” problem, and it's going to take all of us to speak up, speak out, and be a voice for change. As business leaders, we have to confront the injustices that we see at work and put the spotlight on what's happening inside our corporate walls. This week’s show is a replay of an episode in which Laura Morgan Roberts addresses the issue of racism in corporate America, and offers powerful solutions for all of us.

Professor Laura Morgan Roberts is an expert in diversity, inclusion, authenticity and identity development. She chats with Marcel Schwantes about her recent article, Toward a Racially Just Workplace, and tackles what is seemingly the most uncomfortable conversation in the work environment.

After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. [4:37]

Research shows that only 8% of managers and 3.8% of CEO’s are of African American descent, which is concerning as it does not reflect the global population. [7:29]

Marcel asks Laura why she thinks there is such a small percentage of black leaders. “What has been persistent over time is a practice of sort of betting on familiarity… giving those new opportunities… to people who remind us of our younger selves. And so when the people who are in the leadership positions are the ones we're doling out those opportunities to… they're also more likely to be alarmed… when someone who doesn’t share aspects of their experience messes up… You’re not given the same freedom to fail when you’re a person who exists on the margins,” she explains. [10:08]

Two key dynamics that pose challenges for black leaders in the workplace are authenticity and authority. [12:38]

Many black leaders have stories in which people in mentorship roles have tried to steer them in completely different paths, “with very little knowledge or data of what they were truly capable of,” Laura adds. [16:51]

Laura admonishes leaders to “get real”: external occurrences affect organizations internally. “There's no… concrete wall that sort of segments the organization and protects it from whatever is happening in society around inequality and exclusion and oppression.” [20:30]

Oftentimes conversations about diversity and inclusion initiatives turn into ego defensive arguments, which inhibits exploration of avenues for productive coexistence. [26:19]

“If you want to understand how to be more inclusive, you can’t just sit around and talk to the people who already feel included,” Laura says. Leaders should take themselves back to experiences where they felt excluded and ask themselves what others could have done to make them feel included. [37:27]

The “secret sauce” in truly promoting greater racial diversity, inclusion and equity is the heart. [41:15]

Laura offers advice for the African American professional wanting to grow as a leader. [43:27]

Marcel asks Laura why she thinks fear is so prevalent in the workplace. She replies, “We structure our organizations in ways that trigger people's feelings of scarcity… and when people are operating in that dimension of scarcity they’re triggered… they're really afraid because they're feeling incredibly vulnerable.” [46:40]

Laura wants race to no longer be associated with fear, problems and challenges, and would much rather it be embraced. [50:26]

Resources Toward a Racially Just Workplace Advancing Black Leaders Laura Morgan Roberts on LinkedIn | Twitter LauraMorganRoberts.com

The Los Angeles Times describes Frances Frei as “the go-to woman for companies like Uber who are looking to improve their image.” Frances is a Harvard Business School (HBS) professor who is credited with making HBS more gender-inclusive. She also served recently as Uber’s first VP of Leadership and Strategy, brought in to turn around its toxic culture. Along with co-author Anne Morriss, she has written Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You. She chats with Marcel Schwantes about her book and how to unleash the potential of those you lead by applying practical love.

Marcel quotes Frances’ book: “Leadership is about empowering other people as a result of your presence and making sure that impact continues into your absence.” [5:46]

Empowerment leadership can be represented by a target, the bullseye of which is trust. As a leader moves outward with each ring, they gain the skills to empower more and more people. The next ring is love: How can I set up one other person for success? Belonging is next: What can I do for a varied group? Influencing others is the next step, which entails combining strategy and culture to influence people even in your absence. [6:52]

Frances recounts how she helped change the culture of Uber. [9:50]

If your culture is broken, start with trust. [18:00]

“The reason that people haven't been able to make much progress on trust is they kept trying to move to trust without understanding its very different but comprehensive component parts,” Frances explains. These components are authenticity, logic and empathy. She describes the role of each component in building a trustworthy culture. [18:40]

Love is empowering people by setting high standards and revealing deep devotion to them. To bring out someone’s best, they have to feel your high standards as much as your devotion to them. Marcel comments that people often forget the leadership part of servant leadership: high standards and accountability are as important as caring. Both are necessary in a great leader. [23:20]

Two practical ways to be more loving by setting high standards are: set better goals and celebrate wins. Two ways to show devotion are: proactively help, and fulfill people’s basic needs. [25:05]

Marcel and Frances talk about how she helped make HBS more gender-inclusive. [28:39]

“If there are demographic tendencies associated with who's thriving, your culture is broken,” Frances says. [30:54]

“If you only give me an hour to diagnose whether the culture has a problem, I'm going to do two things. I'm going to listen to see if any of the cultural values are weaponized, and I'm going to look at the data to see if women and men are thriving at the same rates,” says Frances.

Marcel asks, “One of the strategies that often fails in making a workplace more diverse and inclusive - especially for women looking to move up into the higher ranks - is the recruitment process. So what are some ways we can improve it to promote more diversity?” Frances responds with practical advice. [41:20]

The most important thing to do for our employees during this pandemic, Frances says, is to enrich them by helping them develop. [46:48]

Frances wants leaders to take away this point: if you notice something wrong, address it now. “Meaningful change only happens quickly,” she argues. “Meaningful change happens when the thing you want to change is your number one priority… So when you see something, address it; address it with all your might, close it, and move on to the next thing.” [51:06]

Marcel walks listeners through the Leadership Performance Curve exercise from Frances’ book. [53:36]

Resources Frances Frei on LinkedIn TheLeadersGuide.com Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You TED Talk: How to Build (and Rebuild) Trust

MarcelShwantes.com

Unleashed: The Unapologetic Leader's Guide to Empowering Everyone Around You

Marc Lesser is a speaker, executive coach, and the founder and CEO of ZBA Associates, a consulting company specializing in executive development and leadership. He joins Marcel to discuss his recent book, Seven Practices of a Mindful Leader: Lessons from Google and a Zen Monastery Kitchen, which offers readers a practical framework that they can apply to leadership regardless of their level. The book provides the tools to eliminate fear and self-doubt, shift one’s awareness, and cut out workplace drama.

Mindful leadership involves practicing self-awareness of your feelings and proclivities, as well as becoming comfortable in your own skin, while engaging compassionately with others. “All of business and leadership is essentially helping others,” Marc says. [5:46]

The seven practices of a mindful leader are: love the work; do the work; don’t be an expert; connect to your pain; connect to the pain of others; depend on others; and keep making it simpler. [9:25]

Marc argues that we should not avoid difficult things or challenging circumstances, but rather acknowledge them. By connecting with our pain, we find the real jewels within ourselves and gain freedom. It also allows us to better empathize with the pain of others. Marcel shares an experience in which connecting with his pain enabled him to let go of his frustrations. [11:31]

Marcel and Marc discuss the individualism of American society and the value of depending on others in the workplace. He notes that cultivating trust and depending on others are related. If trust is not being cultivated, then cynicism is. “Under the veneer of strength and independence, we smell a lack of authenticity,” Marc says, “we can smell when someone’s words and actions are not aligned.” [15:57]

A silver lining of the global pandemic is that it has forced people to slow down, accept uncertainty, and go back to what really matters. According to Marc, there is simplicity in accepting what we can’t control. He discusses the value and benefits of meditation. [21:26]

Levels of stress accentuates trust in workplaces: in environments where there was little trust, there will be less when people go back out to work, and vice versa. Two important things to consider when building trust are the body and skill. Your words, actions, and body language must align as people will be less likely to trust you if they perceive that you are not genuine. In addition, good communications skills, as well as skills for managing your own emotions, help you to relate better to those in your care. [32:16]

Marcel asks Marc why he thinks some leaders still lead through fear. Marc suggests that natural selection allowed for the more cautious apes to evolve into humans, resulting in deep-rooted internalized fear. Mindfulness evolved as a way to cultivate freedom from being driven by fear and desires. Switching from a fear-driven leadership approach to mindful leadership requires highlighting your intentions, noticing how well they align with your actions, and being aware of how others perceive you. [36:00]

Resources Marc Lesser on LinkedIn | Twitter | Facebook | Instagram MarcLesser.net

Seven Practices of a Mindful Leader: Lessons from Google and a Zen Monastery Kitchen

Seven Practices of a Mindful Leader: Lessons from Google and a Zen Monastery Kitchen

This week’s Love In Action podcast is sponsored by ALEU - The Leadership Development Company. Founder Monte Williams believes that “When you lead yourself with passion, you inspire others; and when you inspire others, anything is possible.” His personal mission is to inspire passion through the leadership of self and others. Monte also serves as Senior Director of Client Services at TaskUs, and over the course of his career he has built many high performing teams which have generated millions of dollars in revenue. He is an executive coach and speaker; he recently delivered an inspiring TEDx talk entitled, Get In The C.A.R. - The Keys To Sustainable Leadership. He joins Marcel Schwantes to talk about his company’s mission and how leading others must be preceded by leading yourself.

Every business problem can be solved by investing in the growth and development of people, because when your people succeed your business succeeds. [1:43]

Monte describes what inspired his mission statement. [5:10]

Monte recounts his most trying leadership moment: “...it was the most just deflating, empowering conversation I think I've ever had in my career, because she was able to dig deep and pull out something that I had been battling with all my life… But if I wanted to make this leap into the next stage of my career I had to deal… with Monte.” [8:26]

Monte posits that these three principles can simplify leadership:

We are all human.

We are all leaders.

We are all connected by the human experience. [12:31]

Monte says that three core principles bring success: Courage, Agility and Resilience, or C.A.R. Courage is “the ability to make the necessary changes within ourselves to inspire the most favorable outcome in our environment.” Mohandas Gandhi is a great example of courage, Monte says. Agility is “the ability to respond to real life stimuli... while still maintaining focus on the greater goal.” He cites Chesley Sullenberger III as an example of agility. Resilience is the ability to “weather difficult environments long enough to achieve whatever goal it is that you're trying to achieve.” A prime example of resilience is Nelson Mandela, Monte says. [16:18]

“There is a human element to leadership that cannot be ignored or denied,” Monte says. “People don't work for companies. They never have, they never will. People work for people.” [29:30]

The things that bring success in personal relationships, such as honesty, appreciation, trust and security, are the same things people want in their business relationships. [31:43]

“You cannot ignore the human element,” Monte argues. “You can't ignore the emotional piece of leadership because when you ignore the emotional piece of leadership you can never help somebody reach their potential and you can never maximize your potential in your business.” [32:05]

Marcel points out that this pandemic is a great opportunity “to pivot away from the transactional leadership model to more of a transformational servant-leadership model.” [ 33:50]

ALEU offers executive coaching, where they help leaders develop a framework and culture for leadership and development. The company also helps businesses refine their organizational architecture so that everyone is positioned for success and growth. Another service ALEU offers is leadership coaching for the workforce. [40:39]

Monte wants listeners to understand that their people are their most valuable asset, so people should come first no matter what. [43:40]

Monte’s takeaway for listeners is: “If we're able to look at leadership from that perspective [that we’re all leaders] and help people get to wherever they want to get to in their journey, we will create a better world, create a better society, and we will create more profitable businesses.” [46:16]

If you want to learn more about solving problems by investing in people, Contact Monte Williams at monte@aleu.co for more information.

Resources MonteWilliams.co Monte@aleu.co

Dr. Monica Worline is the founder and CEO of EnlivenWork, an organization that teaches other organizations how to use compassionate leadership to humanize and energize the workplace. In addition, she is a research scientist and the Executive Director of Compassion Lab. Her book, Awakening Compassion at Work: The Quiet Power That Elevates People and Organizations, is a practical guide to practicing compassion on the job. She joins Marcel to discuss the book and how its principles apply to all organizations.

Compassion is often misunderstood as a four-part human experience which unfolds in relation to suffering or pain. The four parts are: notice someone’s pain; interpret their pain as worth one’s time, attention and action; empathize; and take action to alleviate or address the pain. Marcel adds that people believe the fourth step is the most crucial since they think that true compassion is removing the burden from someone’s shoulders. [7:29]

Kindness and compassion are often mixed up together. The key differentiator, Monica says, is that kindness is a voluntary activity that helps another person flourish, whether there is suffering or not. [9:10]

Humans have an innate instinct to help those who are suffering, but we unlearn it through institutions and/or family structures. [12:58]

There is a cultural and normative bias built into the word ‘compassion’ as it is most often associated with words like ‘nurture’ and ‘care.’ These connotations make compassion seem like “women’s work” and only fit for caregiving institutions, Monica argues. This may hold people back from speaking about or practicing compassion in the workplace for fear of being perceived as ‘weak’ or ‘soft.’ [17:44]

Companies lose billions of dollars every month due to a lack of compassion, Monica says. Marcel shares his experience in a toxic work environment where he was sent to the ER due to stress-related back pain. [20:17]

Commitment and retention are two major benefits of building a compassionate culture at work. Compassion is essential in the trial and error world of the innovation industry. [25:44]

A powerhouse leader is someone who prioritizes connecting with human beings over strategic aims. [31:00]

Leaders should make space in their organizations for compassion so that it becomes part of the fabric of the organization. This can be designed within the organization’s networks, roles, routines, and culture. [33:23]

The main obstacle to interpersonal compassion is fear: we fear giving compassion because we believe we would be perceived as weak, and we fear receiving it because we believe we would be taken advantage of. [41:33]

Monica shares a sociological theory that argues that people will take advantage of you at any given opportunity. Western capitalism is rooted in this theory; the structure of the economic system is based on it. As such, leaders born into this system are more inclined to lead through fear. [43:16]

Resources Dr. Monica C. Worline on LinkedIn | Facebook CompassionLab.com

Awakening Compassion at Work: The Quiet Power That Elevates People and Organizations

Awakening Compassion at Work: The Quiet Power That Elevates People and Organizations

This year marks the 30th anniversary of the seminal book, The 7 Habits of Highly Effective People, by the late great Stephen Covey. A special 30th Anniversary Edition is to be released later this month, with new content and personal insights from Stephen Covey’s son, Sean Covey. Another of Stephen’s sons, Stephen M.R. Covey joins Marcel Schwantes on this week's show to discuss his father's work, including the reasons why the book has stood the test of time. Stephen M.R. Covey is co-founder of Covey Link and Franklin Covey Global Speed of Trust, as well as the bestselling author of The Speed of Trust.

Marcel describes the 7 Habits of Highly Effective People as a masterpiece. It has been called the number one Most Influential Book of the 20th century and one of the best selling books of all time by Fortune Magazine. “When I read it it changed my life for the better,” Marcel says. [1:28]

His father lived out the 7 habits at home, Stephen says, because his premise was that the principles should not only work with leaders and organizations, but they should also work at home. Stephen pays tribute to his father: “As good as he was in public, he was even better in private, as a husband to my mother, as a father to us kids. He was who you thought he was. He was the real deal.” [5:03]

Life is about contribution not accumulation. [9:16]

Marcel and Stephen revisit the 7 habits and how new research has further supported these principles. Some of the ideas they talk about are:

Happiness comes from focusing on your circle of influence.

If you want to gain influence with others, seek to understand them first. This is giving them a gift of understanding, care, concern, empathy and love.

Never be too busy to take time to sharpen the saw. Renew and develop your body, heart, mind and spirit. Start with yourself first. [10:13]

The 7 Habits book has withstood the test of time because it’s based on timeless principles of effectiveness. Also, it builds the reader from the inside out. Finally, Stephen points out, his father made its principles practical and accessible to the reader. [21:52]

Trust is a learnable skill. [24:58]

“Trust affects the speed at which we can move and the cost of everything,” Stephen says. When trust is low, everything takes longer to do and it costs more. On the other hand, when there is high trust, things move faster and cost less. It's also energizing and joyful, and there are huge dividends, he adds. [25:32]

Marcel and Stephen discuss why trust is common sense but not common practice. [ 27:19]

Three behaviors that help to build a culture of trust are: straight talk, creating transparency, and extending trust first. Stephen also describes the counterfeit behaviors that destroy trust. [30:38]

Stephen advises leaders to declare their intent to create a high trust culture. He gives insights about how to measure trust within an organization. [43:00]

Many leaders lead through fear because it’s what they know, Stephen posits. Also, they may have a need to be in control, or they may have a scarcity mentality. [45:40]

“We need to shift the mindset of ...what a true leader is,” Marcel argues. We should also stop rewarding the command and control behaviors. Stephen adds that we should prove that leading with love is not only the right thing to do, but also the economic thing to do. “We need to create models under the trust and inspire style where they get results and build the culture, and you have the engagement and the inspiration, and they start to say, ‘This is a better way to lead, and if he or she could do it then I can do it too’,” Stephen says.[49:43]

Stephen challenges listeners to start with themselves to bring about a renaissance of trust. [56:40]

Resources SpeedOfTrust.com Stephen M.R. Covey on LinkedIn | Twitter Get the 30th Anniversary Edition of The 7 Habits of Highly Effective People

Marcel@LoveInAction.club

The 7 Habits of Highly Effective People: 30th Anniversary Edition

Dr. Timothy Clark is an Oxford-trained social scientist, author, and international authority in the fields of psychological safety and innovation, large scale change and transformation, and senior leadership development. He is the Founder and CEO at LeaderFactor, and is a highly sought-after advisor, coach and facilitator to CEOs around the globe. His latest book, The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation, guides leaders through the process of building psychological safety in their organizations. He joins Marcel Schwantes to share how leaders can create an environment where employees feel included, fully engaged, and encouraged to do their best.

Marcel is grateful for the spirit of humanity and how resilient humans are in the face of adversity. His home was recently adversely affected by a tornado, and his friends, relatives, neighbors and even strangers offered whatever they could to assist him and his family. The best of what humanity had to offer showed up and came to his aid, he says. The human spirit in our DNA rises up with strength and courage in this time of crisis to help others in need. [4:16]

Principles are aspects or elements of truth in leadership; they are eternal and unchanging constants. [8:24]

Psychological safety is inexpensive authenticity: being yourself without any economic, emotional, social and political expense. [12:13]

Safety is holistic, Tim says. After a devastating experience early in his career, he realized it was his stewardship to help create, curate and protect a culture that would provide psychological safety to the members of an organization. It’s a sacred stewardship every leader has, he adds. [14:51]

“Innovation is never easy to think of; it requires creative abrasion and constructive dissent processes that rely on high intellectual friction and low social friction,” Marcel quotes from Tim’s book. Tim describes the terms and shares that each one builds on the next. [16:16]

The four stages of psychological safety are: Inclusion Safety, Learner Safety, Contributor Safety, and Challenger Safety. Tim describes and explains each stage, sharing the research behind them.[19:18]

The absence of psychological safety eventually negatively affects one’s mental health and emotional well-being. It poses a hindrance to personal and professional development, which profoundly impacts one’s overall sense of self. [30:50]

Marcel asks if there can be too much unhealthy psychological safety. Tim responds that sometimes people misinterpret psychological safety as absence of accountability. Rather, it involves a high tolerance for candor, and maintains respect and mutual accountability. [31:32]

Psychological safety is a form of industrialized love. [37:09]

Leading a team in a virtual environment requires a high tolerance for candor. [40:01]

“I know of no rights of race that are superior to the rights of humanity,” Tim quotes. We divide ourselves by differences which are arbitrary distinctions that we need to get rid of. [43:50]

A leader is not based on title or position or authority; leaders must recognize that their influence is profound and that if they do not lead the way, then they will only get in the way. [44:29]

Resources Dr. Timothy Clark on LinkedIn | Twitter LeaderFactor.com

The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation The 4 Stages of Psychological Safety: Guide

The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation

In this week’s memorable and uplifting show, Marcel Schwantes chats with Kevin Hancock, who shares his inspirational story of finding purpose in the midst of adversity, and re-scripting his definition of leadership as a result. They also discuss his new book, The Seventh Power: One CEO’s Journey into the Business of Shared Leadership.

Kevin is the CEO of Hancock Lumber Company, one of the oldest and best known family businesses in America, and six-time recipient of the Best Places To Work In Maine. Kevin has been awarded the Ed Muskie Access to Justice Award, the Habitat for Humanity Spirit of Humanity Award, the Boy Scouts of America Distinguished Citizen Award, and the Timber Processing Magazine Person of the Year award. [2:08]

Kevin’s ‘why’ is self-awareness: “... to come to know my own true voice and to follow it as best as I can.” [4:00]

Marcel asks Kevin to share his personal story. Kevin relates the personal tragedy that struck him in 2010 and his struggle to lead his company in the wake of it. He soon realized, however, that what he initially saw as a loss was actually an incredible gift. How he viewed leadership was completely changed because of it. [4:32]

“Everyone has a valuable, powerful, unique, never to be repeated voice and the best cultural model for an organization is to release those voices, not restrict them,” Kevin says. He sees his experience as an invitation to strengthen the voices of others. [10:49]

Marcel and Kevin discuss his book. Kevin says that the seventh power is the power of the individual human spirit. His book is “an invitation to turn inward for strength and meaning and purpose, and for leaders to create cultures that make it safe for people to do that.” [15:45]

The seven lessons for the age of shared leadership include:

Great people are everywhere.

Culture makes the difference.

Real change is created first from within.

In the 21st century, leadership will be about localizing power and shrinking the center.

Listen for understanding not judgment.

Overreaching has consequences: it collapses back upon the people that do it.

An invitation for places of work to broaden their mission. [18:41]

“If you were a manager or a supervisor, leadership was something to be shared and dispersed; and if you were an employee within the company, leadership was something to be accepted and embraced... The invitation was for everybody to share the responsibilities of leading,” Kevin says. [23:51]

“People are more apt to support authentically that which they helped to create.” [24:49]

Kevin’s philosophy is that work should take less time as productivity expands. His company has revamped its compensation system in line with this principle. [25:44]

Leaders who want to create a culture of shared leadership should talk less, sit still more, have faith in their people and engage their power. The way to get people to pick up more, he says, is simply to occupy less. “...the power of them all leading is just immeasurably greater than anything I could do on my own,” he comments. [29:43]

Marcel says that “fear and in control are relics of the industrial age that have been passed on from generation to generation.” [34:46]

When leaders focus on becoming the change they want to see, the effects ripple throughout the organization. [36:00]

Kevin wants listeners to take away these ideas:

It takes everyone to lead to defeat the virus.

We need a new definition of winning.

We have to start thinking more about our shared collective humanity.

“Your voice is unique by design. It will never be repeated, and your gift to humanity is to do the best you can to release it and share it and bring it forth into this world.”

In nature, power is meant to be dispersed. [38:30]

Resources KevinDHancock.com

Matthew Emerzian is an author, keynote speaker, and the founder and CEO of Every Monday Matters, a non-profit organization committed to helping others understand their value and purpose. His work has been featured in Fast Company, Oprah.com, The Today Show, and the Hallmark Channel. He joins Marcel Schwantes to share a powerful and timely message about why we all matter.

Marcel asks Matthew what he hopes comes as a result of current events. Matthew responds: that we continue to operate on our “human spirit” even after the coronavirus is gone. [4:30]

Live a life that’s not about you. Matthew talks about the life motto given to him by his therapist that completely changed his world view. He shares how doing community service every Saturday morning helped him redefine what mattered to him. [11:48]

Matthew’s book, Every Monday Matters, was used as part of a restorative justice program for convicted felons. After speaking to a group of them at a prison, one man tearfully commented that not being told he mattered was what got him into his position. [18:19]

Marcel shares that Every Monday Matters the book is broken down into three sections: I Matter, You Matter, and We Matter. He asks Matthew to explain how they interconnect. Matthew describes it as a Venn Diagram with three circles, where each circle represents one section of the book and they all share an intersection. [21:38]

People should be themselves authentically and unapologetically. They should not put filters on their lives like they do to social media posts in an attempt to reach perfection, because every individual is already uniquely perfect. [23:52]

The silver lining in the current pandemic is that people are being forced to be their true selves; the masks are being torn off because we are all in a mutual state of suffering. [26:19]

Some argue that doing selfless things is selfish because it only makes you feel good about yourself. If being selfless is actually being selfish, then we should create a selfish world, Matthew jokes. [31:22]

We are wired to serve others. A life of service fulfills you in ways that material success cannot, and you find a sense of inner peace when you dedicate yourself to it. [34:39]

Marcel asks Matthew how we can emerge from the global pandemic as better people. Before the coronavirus hit, we were suffering from a human virus of unkindness, Matthew says. We were not treating each other with compassion. When the virus goes away, in order to emerge as better people we must continue to embrace our humanity as we are doing currently. [36:21]

Matthew believes that to create a world where everyone is aware of why and how much they matter, education must start with the youth. Every Monday Matters has a social and emotional learning program in six countries that has reached two million students worldwide. They are also providing free lessons and live classes on Zoom due to the pandemic. [38:38]

Every day we wake up, we can make a choice to be someone who gives to the world, or someone who takes from it. [44:16]

I matter, you matter, we matter. Marcel asks Matthew to explain how everybody matters. I Matter involves coming to terms with your own worth in all your imperfections and uniqueness. You Matter involves expanding your awareness to acknowledge and celebrate the value of those around you. We Matter explores how powerful we are together in impacting lives and communities. [46:44]

Resources Matthew Emerzian on LinkedIn | Twitter | Instagram | Facebook | Youtube MatthewEmerzian.com Every Monday Matters: 52 Ways to Make a Difference You Matter: Learning to Love Who You Really Are EveryMondayMatters.com

You Matter.: Learning to Love Who You Really Are

Every Monday Matters: 52 Ways to Make a Difference

This week’s guest on the Love In Action podcast is Michael Hyatt, CEO and founder of Michael Hyatt & Company, and the former Chairman and CEO of Thomas Nelson Publishers. Michael Hyatt & Company has been featured in the Inc 5000 list of the fastest growing companies in America for three consecutive years. Michael is also a bestselling author. He joins Marcel Schwantes to discuss his new book, The Vision Driven Leader: 10 Questions to Focus Your Efforts, Energize Your Team and Scale Your Business, and to explain how leaders can design an irresistible vision and rally their teams to achieve it.

Marcel quotes from Michael’s new book: “Vision is the essential ingredient for successful leadership. There's no substitute... Unless you as a leader have a clear picture of the destination where you want your company to be in 3 to 5 years, you've got nothing that will inspire people to follow you.” [1:30]

Michael says, “...in moments of crisis our character is proven.” People who survive a crisis are those who are willing to face the reality of their situation, and who have faith that they would prevail in the end. [3:58]

It’s possible to win at work and succeed in life as long as you have a vision. [5:28]

Michael lists how vision helps leaders become better: [6:15]

Vision gives you confidence. [6:22]

Vision accelerates your momentum. [6:42]

A clear vision is a filter to differentiate between opportunities and distraction. [7:01]

Vision drives execution and reduces overwhelm. [7:29]

A clear vision aligns your organization and ensures that you're driving towards the things that bring success. [7:42]

A clear vision helps you attract the right teammates and repel the wrong ones. [7:58]

“Mission and vision are very different,” Michael points out. “Mission is about your purpose; it answers the question, Why? Vision is about your destination and it answers the question, What?” [8:50]

Michael defines vision as “a clear, inspiring, practical and attractive picture of your organization’s future and it has to be superior to the present. It's got to be written down...and it's going to be written in the present tense as though it's actually already achieved.” His company has created a Vision Scriptor tool to walk users through the process of creating a vision. [9:13]

Marcel and Michael discuss the qualities of a vision driven leader, as well as leaders who are vision deficient. Michael illustrates the difference between leaders and managers, and emphasizes that both roles are essential. [12:07]

“One of the things that happens in a crisis,” Michael says, “is that people lose connection with that larger story... because it's a lot of...daily tasks that have to be done. So it's up to the leader to be refilling the vision bucket that everybody is carrying around, so that they can find meaning in their work, and so they have hope for the future.” [17:20]

The long-term vision of most organizations would not change in a crisis; the thing that has to change is strategy. [17:47]

Loving customers and employees means serving them well. Creating a culture where people flourish starts with the leader. [20:14]

Marcel asks why some people still lead through fear. Michael believes that such people have a scarcity mindset. [23:22]

Michael gives practical tips about working remotely, including two useful online tools. [25:44]

Creating a winning culture begins with the leader’s vision. What would serve the people we want to serve? How can we help our employees get the “double win”? [31:08]

Michael believes that “this is the moment for entrepreneurs for leaders to rise up as an army and really deliver the future that all of us need and want.” [32:58]

Listeners should know that they have what it takes, according to Michael. “This moment will bring out the best in your leadership if you let it.” [33:30]

Resources MichaelHyatt.com VisionDrivenLeader.com/core

MarcelSchwantes.com

Charn McAllister is an Assistant Professor of Management and Organizational Development at D’Amore-McKim School of Business at Northeastern University. Earlier in his career, Charn served in the US Army as a helicopter pilot and troop commander during two deployments in Iraq. He joins Marcel Schwantes on this week’s show to talk about why being a likable leader matters and how it leads to results.

“Really good leadership,” Charn argues, “involves being liked… treating [your subordinates] with respect and being a good person, which leads to being liked.” [6:00]

Likability undercuts every leadership theory, Charn points out. If your subordinates like you, they rate you as a better leader. [7:00]

The Leadership Affect Questionnaire (LAQ) measures how much subordinates like their leaders. Marcel and Charn discuss how the LAQ works. [8:41]

If your leader scores low on the LAQ, think about what they do to merit such a low score, and endeavor not to repeat those behaviors in your own leadership style, Charn advises. Bad leaders teach us what not to do. Also, if you can find a kind way to give feedback, take the opportunity, Charn advises. Many leaders aren’t aware of what they’re doing wrong, so your feedback can help them correct their path. [11:46]

Everyone can be likable, Charn believes. “It’s somewhat of a choice… Treat people as we would want to be treated…we become more likable by treating people with respect and treating them as people.” [13:33]

“If all you are is a transaction between you and your subordinates, that’s all that relationship will ever become. When you actually create care for each other and understanding between the two, that’s how you become likable... We want to like the person who we know and understand and they understand us in return,” Charn says. [15:45]

Marcel comments that research proves that soft skills such as empathy lead to high achievement in the workplace. He quotes author Tom Peters, “Soft skills are the new hard skills.” [16:57]

Charn describes leadership as a tightrope. Treating people with respect sometimes means making concessions; however, a good relationship with your subordinates also puts them under the obligation to perform at their best. “By creating these relationships and becoming likable, I think you're increasing the performance of the entire team,” Charn says. [18:08]

Marcel and Charn discuss being a likable leader in challenging times such as the current pandemic. Charn advocates having the difficult conversations about the next steps. Let your employees know that you’re thinking about them and you care for them. Marcel agrees that radical honesty about what's happening - even if it's bad news - is vital. “But,” he says, “also be there to let them know that you are backing them up, You are supporting them along the way until this thing is over.” [19:33]

Leadership is about unlocking potential. People want to be part of something bigger than themselves. Leaders can help give them that sense of purpose. [24:48]

Having a mutually respectful relationship with your subordinates makes them respect you more, not less. [27:50]

The first step a leader should take to build a relationship with subordinates is to humbly ask for feedback, and then take action on it. This builds trust, Charn points out. Eventually both parties will feel committed to each other’s success. [30:51]

Charn advises listeners to have empathy for each other. “We’re all people. We all have these battles and struggles that we're going through,” he reminds us. [35:12]

Marcel’s takeaway for listeners is: “We are in a soft skills economy, especially now with the spread of the virus.You have to respond with empathy, kindness, respect, flexibility, and meet people's needs where they're at. Those are the leaders that are going to rise up in the face of crisis.” [37:10]

Resources Charn McAllister on LinkedIn ProfessorMcAllister@gmail.com

Marcel@LoveInAction.club

Marcel Schwantes welcomes Dr. Wayne Baker to this week’s Love In Action show. Wayne is the co-founder and board member of Give and Take Inc. He also serves as the Faculty Director of the Center for Positive Organizations at the University of Michigan Ross School of Business. His work has been published in Harvard Business Review, Chief Executive Magazine, and Sloan Management Review. His teaching and research focus on social capital, social networks, generosity and positive organizations. He chats with Marcel about the art of making strategic asks as detailed in his new book, All You Have To Do Is Ask: How to Master the Most Important Skill for Success.

Generalized reciprocity is when one person helps another, and that person is motivated to pay it forward. The cycle of reciprocity eventually comes back around to the person who started it. [7:11]

Wayne realized that people had no problem being generous; however, many people struggle with asking for help. This is problematic because it is the request that drives the process of giving and receiving. [7:51]

Marcel asks about the barriers that cause us to be reluctant to ask for help. Wayne answers: [8:40]

We think we’d look incompetent. Making a thoughtful request however, makes us seem more competent. [9:00]

We think no one can help. Wayne counters that you never know what or who people know until you ask. [9:25]

We’re too self-reliant. In the real world, work is a team sport. [10:16]

We don’t feel psychologically safe. The leader should be the chief help seeker, Wayne says. He or she should model the behavior that makes a psychologically safe workplace. [11:00]

Fear is also a barrier. Wayne advocates the behavior first principle: it’s hard to change people’s beliefs and then their behavior; instead, get them to do something different, and they’ll update their beliefs as a result. [12:54]

Bureaucracy, in particular organizational silos or excessive rules and regulations, is another reason. Wayne shares how cross collaboration can help break these barriers down. [13:40]

Wayne describes his company’s digital platform, Givitas. He says it’s “based on the principle of enabling people to ask for what they need.” [15:40]

Marcel asks Wayne to explain why asking for help can mean the difference between success and failure. Wayne replies that when an individual asks for help, he/she is more productive, performs better, has higher job satisfaction and less stress. He also describes the benefits of asking for help on the team and organizational levels. [16:15]

A thoughtful request is SMART:

Specific

Meaningful

Action - you should ask for something to be done.

Realistic

Time - set a specific deadline. [18:27]

You should only think about who you should ask after you know what you want to accomplish and the resources you need, and you’ve formulated a SMART request. [20:08]

Marcel asks Wayne to define and describe the Reciprocity Ring. Wayne explains that it came out of a discussion with his wife 21 years ago. He describes how using it leads to positive attitude and behavior change. [28:05]

“People are more likely to do what is recognized and rewarded,” Wayne says. As such, he advocates rewarding those who make requests. [32:04]

Wayne shares a miracle that happened because someone gave themselves permission to ask. [35:05]

Wayne wants listeners to …”give yourself permission to ask, to think about what you need personally, what you might need professionally that will help you be more effective, more successful, and to make that request.” [39:30]

Marcel’s takeaways from this episode include:

“Make asking a personal and organizational habit and a cultural expectation in your workplace, and also have the tools and strategies in place to support asking.”

“...asking is the key to giving at work, at home or anywhere in your life.”

Resources AllYouHaveToDoIsAsk.com

Ankur Gopal is the CEO of Interapt, an award-winning mobile and wearable technology solutions innovation partner. He was named one of Business’ First 40 Business Leaders Under 40 and inducted into the Kentucky Entrepreneur Hall of Fame in 2014. He joins Marcel Schwantes to discuss talent acquisition and what he’s doing to make it easier.

Interapt is an IT services firm that provides solutions primarily for large enterprises but meets with small businesses as well. [2:53]

Ankur hadn’t intended to start an impactful movement in helping the community when he moved back to Kentucky; it happened organically. [6:05]

Ankur started off acquiring talent by having a heart. [8:02]

We can either take the onus of building our own talent, or go out and buy it in an already flourishing market, Ankur says. [11:43]

People can’t take breaks from life when you ask them to retool themselves, and they certainly can’t do that without a paycheck. [14:12]

There’s a bias against a non-traditional hire without a college degree. [18:01]

Ankur’s paid apprenticeship program is intended to launch unskilled workers and those with minimal digital literacy into a future in the tech industry. [21:23]

We tend to associate low income with low functioning. [24:56]

Giving someone a first chance or letting them know that they’re supported can lead to a ripple effect of monumental outcomes. [30:41]

Ankur quotes his late mentor’s advice to him during difficult times: “If you’re not ticking people off then you’re not pushing hard enough.” [36:38]

Apprentices are given a month per year to learn something new, with fully funded training as long as they continue to do their jobs efficiently. [38:40]

Everyone has value and skills that they bring to the table. [42:28]

There are both business oriented and altruistic reasons for Ankur’s program. [46:35]

Leaders need to create an environment where employees feel safe sharing their problems. [50:33]

Give people first chances and you’ll be surprised at what they can do. [53:30]

Resources Interapt.com Interapt on Facebook Ankur Gopal on LinkedIn | Twitter | Facebook

Marcel Schwantes welcomes Todd Palmer to this week’s Love In Action show. Todd is the CEO of Extraordinary Advisors, a renowned executive coach and author of The Job Search Process: Find and Land a Great Job in Six Weeks or Less. He shares how he went from being $600,000 in debt to making the Inc 5000 list six times! He and Marcel chat about his amazing story and his proven framework for helping business owners achieve success through authenticity, transparency, and vulnerability.

The impostor syndrome is real, Todd says. It shows up in every part of our lives and it goes wherever we go. [2:45]

Todd would not have made the Inc 5000 list had he not dealt with his impostor syndrome. He describes the feeling of empowerment when he made the transformative decision to “...take the wheel of my life again.” [3:52]

Marcel quotes Todd’s book, “Growth happens only when we lean into the uncomfortable.” [6:07]

“In order for me to lean into the uncomfortable ...the first person I would have had the conversation with was myself, and to look deep within, to do an inventory of how I got there. It was so incredibly painful but the flip side of it is, it was transformative,” says Todd. [7:00]

Fixing your business is an inside out process, according to Todd. You have to work on yourself first. [9:13]

Marcel comments that working on yourself requires self-awareness, as well as a level of authenticity, transparency and vulnerability not everyone is naturally wired to do. [11:40]

You can’t take care of your business if you don’t take care of you. [12:59]

Todd describes how he helps his clients lean into the uncomfortable. [13:15]

Storytelling is the new business currency, according to Todd. He and Marcel discuss the impact of stories on businesses and lives. While telling your own story is good, it’s much more powerful to tell other people’s stories, especially how your work has impacted their lives. People resonate with the stories they hear, Todd adds. They see themselves in the arc of the story. [14:56]

Marcel asks Todd to define psychological safety. [18:35]

Todd comments, “If you have the best talent going in the right direction because they feel cared for, they feel heard, they feel validated and they feel rewarded to grow that organization as a collective team, it gives you the power of many.” [20:20]

Todd shares an interesting story about what he learned from prisoners. He applauds the Hustle 2.0 program. [22:28]

Ditching your comfort zone is a disciplined, methodical process that requires commitment. [25:00]

Marcel asks Todd, “Is it fair to say that the impostor syndrome is basically wearing false masks?” Todd agrees and adds that it has been programmed in us to not show up authentically. However, if we have enough courage to put away the masks, we’d be amazed how much people want to help us. When we collaborate with others, we get the best ideas. [26:39]

Leaders who accept themselves, who acknowledge that they are a work in progress, allow that acceptance to come out in their teams, Todd says. “Sometimes the hardest part though is to authentically see ourselves.” [28:24]

Todd wants listeners to know that the real differentiator in life is people. “The better the people are in your life, the better you show up for other people.” [33:55]

“Look within before blaming the rest of the world for your challenges,” Todd urges listeners. [35:27]

Resources ExtraordinaryAdvisors.com Todd Palmer on Facebook | Instagram Hustle 2.0 program

Love In Action now has listeners in 100 countries! That means that people around the world tune in every week to learn how to become the best version of themselves as a leader and as a person of extreme positive influence. This week’s honored guest is Chester Elton, one of the world’s top leadership and organizational culture experts, and co-author of multiple bestselling books. Chester is also the co-founder of The Culture Works, a global training firm that counsels Fortune 500 companies on employee engagement issues. He chats with Marcel Schwantes about his new book, Leading with Gratitude: Eight Leadership Practices for Extraordinary Business Results. They also talk about several gratitude practices that boost team performance, engagement and morale, while reducing turnover.

Chester believes that when you're happy and feel valued at work, you're happy and engaged in your personal life. [6:10]

Over 70% of workers are disengaged at work. [7:20]

A highly engaged culture, or a culture of gratitude is “...a work group or an organization or group of people that … feel valued and rewarded when they make a difference,” Chester explains. Recognition means celebrating with someone in a way that’s meaningful to them. [7:33]

Marcel asks why gratitude - something that is so necessary for human interaction - is missing in the workplace. Chester shares two reasons. [8:12]

Chester shares an important lesson his father taught him: “Excuses, even when valid, are never impressive.” [11:17]

The more you make time to praise and recognize the little things that are going well every day, the less time you have to spend replacing employees who disengage and ultimately leave. [12:10]

Chester shares several stories of extraordinary leaders who incorporate gratitude into their leadership styles. [13:00]

Leading with gratitude doesn’t mean letting people get away with things, Chester points out. “It's about having great conversations, putting people in a position to succeed. And when they succeed, reinforcing that great behavior with a simple thank you.” [18:25]

Marcel and Chester discuss five of the eight gratitude practices in Chester’s book. Marcel urges listeners to practice them every day and how they lead people will improve. Two of these principles are:

Walk in their shoes.

Make gratitude peer to peer - allow your employees to recognize each other. [19:47]

Gratitude is contagious. When people feel valued they want to be around the people that value them, and they also want to value others. [32:10]

One very important leadership principle Chester emphasizes is, “The way you act as a leader gives everybody on your team permission to act the same way.” [32:28]

Marcel and Chester talk about why leading through fear is still so prevalent. Chester shares a common misconception about leading with love and gratitude. 83% of employees would work harder for a leader that values and appreciates them, in contrast to just 30% who would work harder if they feared for their job. [33:25]

“Don’t leave your best self at work,” Chester tells listeners. “Don’t leave your best self at home. Just be your best self.” [37:45]

You can change your workplace culture from fear to love in the work by just starting, Chester says. He gives some simple and practical tips that leaders can implement at once. [38:15]

Marcel quotes Chester’s book about taking gratitude home with us. Chester shares a few favorite gratitude practices such as journaling, and random acts of kindness. [41:57]

Chester talks about two causes that are dear to his heart. [46:26]

“Gratitude has nothing to do with your circumstances and everything to do with your heart,” Chester says. [48:15]

Just be kind. [50:07]

Resources TheCultureWorks.com LeadingWithGratitudeBook.com Camp Corral Mentor International

Laura Morgan Roberts is a Professor of Practice at the University of Virginia's Darden School of Business and a visiting scholar at Harvard Business School's Gender Initiative. As an expert in diversity, inclusion, authenticity and identity development, Laura's extensive research formed the basis for her study of the influence of African American business leaders. She chats with Marcel Schwantes about her recent article, Toward a Racially Just Workplace, and tackles what is seemingly the most uncomfortable conversation in the work environment.

Laura loves the genuine affirmation of affection from her children that reminds her why life is sacred. [3:36]

After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. “I think what we saw was more of a hope than a conclusion… that Barack Obama’s election sort of symbolized that this was a harbinger of things to come,” Laura comments. [4:37]

Research shows that only 8% of managers and 3.8% of CEO’s are of African American descent, which is concerning as it does not reflect the global population. [7:29]

Marcel asks Laura why she thinks there is such a small percentage of black leaders. “What has been persistent over time is a practice of sort of betting on familiarity… giving those new opportunities… to people who remind us of our younger selves. And so when the people who are in the leadership positions are the ones we're doling out those opportunities to… they're also more likely to be alarmed… when someone who doesn’t share aspects of their experience messes up… You’re not given the same freedom to fail when you’re a person who exists on the margins,” she explains. [10:08]

Two key dynamics that pose challenges for black leaders in the workplace are authenticity and authority. [12:38]

Many black leaders have stories in which people in mentorship roles have tried to steer them in completely different paths, “with very little knowledge or data of what they were truly capable of,” Laura adds. [16:51]

Laura admonishes leaders to “get real” about recognizing that external occurrences affect organizations internally. “There's no… concrete wall that sort of segments the organization and protects it from whatever is happening in society around inequality and exclusion and oppression.” [20:30]

Our egos are tied up especially when workplace issues are concerned. [23:51]

Oftentimes conversations about diversity and inclusion initiatives turn into ego defensive arguments, which inhibits exploration of avenues for productive coexistence. [26:19]

“If you want to understand how to be more inclusive, you can’t just sit around and talk to the people who already feel included,” Laura says. Leaders should take themselves back to experiences where they felt excluded and ask themselves what others could have done to make them feel included. [37:27]

The “secret sauce” in truly promoting greater racial diversity, inclusion and equity is the heart. [41:15]

Laura offers advice for the African American professional wanting to grow as a leader. [43:27]

Marcel asks Laura why she thinks fear is so prevalent in the workplace. “We structure our organizations and in ways that trigger people's feelings of scarcity… and when people are operating in that dimension of scarcity they’re triggered… they're really afraid because they're feeling incredibly vulnerable.” Marcel comments that Laura’s answer is the most scholarly one he’s received yet. [46:40]

Laura wants race to no longer be associated with fear, problems and challenges, and would much rather it be embraced. [50:26]

Resources Toward a Racially Just Workplace Advancing Black Leaders Laura Morgan Roberts on LinkedIn | Twitter LauraMorganRoberts.com

Marcel Schwantes’ guest on this week’s Love In Action show is internationally renowned leadership coach, speaker and bestselling author, Robb Holman. Robb’s recently released book, All In: How Impactful Teams Build Trust From The Inside Out, takes leaders on an inspirational and practical journey of learning. When there is trust, he says, teams can accomplish the impossible together. He and Marcel chat about his book, including his proprietary Inside Out leadership coaching method.

Robb loves having the opportunity to positively influence leaders around the world with what’s deep on his heart. [3:38]

Robb shares a deeply personal story that is foundational to how he now lives his life. [4:25]

The big idea of All In is that meaningful, lasting relationships begin and end with trust. [9:40]

“Trust is assured reliance on one another: we feel that we have each other, we’re with each other, we’re in step.” [10:10]

Marcel asks Robb where trust comes from. Robb responds that trust comes from an exchange of humanity and of life. The magic happens when we make intentional and consistent effort to understand each other and be present with each other. We begin to communicate and collaborate on a human level. [11:30]

Inside Out leadership is about purpose: understanding and communicating your own purpose, as well as others’. "Creativity and inspiration comes from that place," Robb declares. When a leader taps into the purpose-driven aspect of who you are, you’re compelled to action. [14:46]

There is always something new to discover or rediscover about yourself and others. When we are committed to getting to know one another, we see one another as human beings, and we become more aware of how much we’ve been through together. Robb says that it’s an opportunity to become one another’s cheerleader and supporter. Teams that embody this culture are truly empowered. [17:12]

“Conflict is not a bad word!... [It] is a wonderfully powerful thing… If we're committed to engaging in healthy conflict and healthy conflict resolution, there's an opportunity for a depth of relationship and deeper trust within team members that would never be there otherwise,” Robb says. [25:14]

Robb explains how self-assertion, active listening, and healthy collaboration can turn conflict into a creative superpower. [26:49]

There is power in storytelling. Leaders can set the stage by sharing their own stories: this role models to their employees that they are willing to be vulnerable and transparent, and that they are committed to being known, which encourages their people to do the same. Stories make us feel connected. Marcel adds that sharing stories humanizes the environment; it disarms people and brings hope. Robb comments that stories also help us to be present in the moment and builds trust in a short period of time. [30:10]

Robb explains what it means to have a culture of honor. We need to honor people while they are with us. Teams should be committed to honoring one another in various ways, he points out. [34:15]

Robb shares a counterintuitive method to help people improve their performance. [37:27]

Let people in; also let them know your boundaries based on what matters to you. Respect their boundaries as well. This is how to be efficient at what you’re called to do and hired to do at the same time. [42:00]

“Being all in means you’re fully committed to live these Inside Out principles consistently and intentionally,” Robb says. [42:50]

Robb reminds listeners, “Much of the world sees the glass half empty or half full but I always see it overflowing. There's always an opportunity to have a higher perspective on ourselves, on the people around us, on our circumstances, and I believe we can tap into that higher perspective and see our minds renewed.” [49:23]

Resources RobbHolman.com GetAllInBook.com

Dr Mara Klemich is a consulting psychologist with degrees in clinical psychology and neuropsychology. She is also the co-founder of Heart Styles. For over 30 years Mara and her husband Stephen Klemich have drawn upon their expertise in psychology, neuroscience and leadership to help people become the best version of themselves. They have developed a radical approach to identifying what drives human behavior, and have outlined those principles in their newly-released book, Above The Line: Living and Leading With Heart.

Mara says: “I wanted to see what human beings can do with their lives when they've got all of their brain intact and the only thing that's holding them back is their own fear.” [5:38]

The book examines why we do the things we do, how it influences our behavior, and how to develop. [8:13]

Mara gives a formula to help us understand why we do the things we do: S+T=B. S stands for situation; T is for thinking; B stands for behavior. Our behavior is determined by our thinking in any situation, she explains. [9:41]

The templates in our subconscious may be driving our fear-based or pride-based behavior to protect ourselves. [13:00]

Whenever you have a change in your emotions as well as in your physical body, it’s likely that a template is being triggered. Get familiar with your own physiological responses and what usually triggers your defensive mode, so you can preempt them and make different choices. [17:00]

All human beings operate out of either love and security, or fear and insecurity. When we feel insecure, we try to hold on to our security through external means. [23:35]

Love, authenticity, integrity and building character is about courageous humility, Mara says. [25:00]

In their 4-quadrant model, Mara says that “courageous humility and growth-driven love are above the line, whereas self-limiting fear and ego-driven pride are below the line.” [25:40]

Marcel asks Mara to share some insights from her research about how the principles of humility and love can transform how we lead and work. She shares an interesting anecdote in response. [29:14]

The Heart Styles Indicator is an online assessment that shows you the gap between how you want to be and your present self, and gives you a personalized action plan to help you improve. [35:42]

Marcel asks how we can be the best version of ourselves. Mara responds that we have to start with self-awareness. We must have the courage to face the parts of ourselves that we are not satisfied with. When we look at our faults honestly we can start to grow our true character. [39:15]

“Real character strength is not hardening your heart,” Mara says. “True character is actually facing your fear and having the courage to actually walk through it.” [46:25]

Mara urges listeners to have compassion for others, and not just themselves. [47:32]

Resources HeartStyles.com Stephen and Mara Klemich on Facebook | LinkedIn | Instagram Above The Line: Living and Leading With Heart

Above the Line: Living and Leading with Heart

Michael Ventura is the founder and CEO of award-winning strategy and design practice Sub Rosa. He has worked with some of the world's largest and most important brands such as GE, TED and the White House; and has served as a board member and advisor to a variety of organizations. He is a visiting lecturer at Princeton University and West Point, where he teaches design thinking and how to integrate empathy into the creative process. He joins Marcel Schwantes on this week’s show to discuss his book, Applied Empathy: The New Language of Leadership; in particular, how empathy can spark innovation and solve tough challenges that we face as leaders.

Sub Rosa is a multi-disciplinary team that provides upstream strategic consulting for its clients, and also helps them bring the recommended strategies to life. [3:50]

Michael realized that when they were exercising empathy, their work was always more successful and more effective. They decided to make empathy their differentiator. [5:00]

Empathy is the act of perspective taking. Michael describes several subsets of empathy:

Affective empathy - you treat others how you would want to be treated.

Somatic empathy - physically embodying the feelings of others.

Cognitive empathy - applied empathy or perspective taking. It is doing unto others as they would have you do unto them. [6:50]

Marcel wants to know why empathy is such a valuable skill for leaders to have. Michael answers that the only way to build resilient and collaborative teams is by practicing empathy. [9:20]

Michael shares how putting empathy into practice transformed GE’s health care business. [11:45]

We all have the capacity to operate across all seven empathetic archetypes. Good empaths shift from one archetype to another depending on which is best suited to the context. [19:00]

Michael says that you can use their diagnostic tool to assess your strengths across the seven empathetic archetypes. He points out that the test is important individually, but more so across the organization to see where your company’s strengths and deficits are. [20:00]

Marcel asks how top-down organizations can apply empathy. Michael shares two strategies these types of organizations can implement. [22:25]

Marcel says, “...empathy is a muscle that you train and anybody can learn, but it takes practice and dedication.” [24:35]

Michael gives listeners some practical tips on how to apply empathy in their daily interactions. Be generous and selfless, he advises; be curious and open-minded; and stick with it even when it’s hard. [24:50]

Ruinous empathy is when empathy takes over how you operate and homogenizes too much of your decision making and leadership. Empathy should be done in a measured way when running a business. [26:30]

While you can’t measure empathy, you can measure its effects: high-functioning teams emerge, they work well together and produce better, faster work. Companies are more resilient and responsive in the market. Decision making becomes more collaborative. [27:30]

When you operate with positivity and encouragement and you build on one another’s strengths, you build resilience and profitability and long term value into your organization. [33:15]

Start by asking questions and being a good listener, Michael advises. That’s the gateway to deeper empathy. [38:05]

Resources AppliedEmpathy.com Michael Ventura on LinkedIn

This week’s show is one of the best yet! Dr. Nate Regier gives Marcel Schwantes and listeners a new way to think about conflict, calling it the greatest untapped energy resource in the world. Considering that Gallup estimates that negative conflict costs the US economy $350 billion a year, Nate’s statement seems doubly shocking. He joins Marcel to discuss this counterintuitive idea as well as his new book, Conflict Without Casualties: A Field Guide For Compassionate Accountability.

Dr. Nate Regier is the co-founder and CEO of Next Element, a global leadership training and certification company specializing in communication and conflict skills. He is an expert in positive conflict, social and emotional intelligence and leadership, neuropsychology, and group dynamics. [2:00]

Conflict Without Casualties is a field guide that covers actionable techniques and strategies to deal with conflict, based on Nate’s years of research and experience. [4:42]

Mediation, management and reduction are some of the most popular terms associated with conflict, Nate says. This implies that conflict is the bad guy. Quite the opposite, he believes that conflict is simply a gap between what we want and what we’re experiencing. It’s neither good nor bad. [6:45]

Conflict is like the grain of sand in an oyster shell, Nate says. Without it there wouldn’t be a pearl. Conflict has a purpose and a reason so it can have a productive outcome. As such, conflict should be stewarded and leveraged. [9:19]

Marcel asks Nate to talk about the drama triangle. Nate describes the three roles in the drama triangle and argues that it’s actually the rescuer who does the most harm. [12:52]

Diversity is part of the grand design of the universe, and where there is diversity there will be conflict. Therefore, conflict must be by design as well, Nate posits. The only question is how are we going to use it. [17:35]

Conflict is the energy source, but compassion is how we turn that energy into something positive. Compassion means to struggle with, to be with people in the suffering. Our purpose is not to alleviate suffering, but to struggle purposefully with others to create amazing things, Nate says. That’s when conflict can do miracles. [18:05]

Compassionate accountability is the art and science of struggling with people in a spirit of dignity to create something amazing. Compassion drives inclusion and engagement, and coupled with accountability, it helps people achieve. [19:53]

Compassion is a cycle of three interrelated skills that happen in order. These skills are openness, resourcefulness and persistence. The most effective strategy for communicating through conflict is the ORPO (open, resourceful, persistent, open) strategy. Nate describes the ORPO strategy and explains how it works in everyday practice. [21:50]

Marcel comments that this approach to conflict is based on authentic communication. When leaders model it, it filters down throughout the organization and creates a positive culture. [28:00]

Nate’s mission is to bring compassion to every workplace in the world through simple, elegant, powerful and scalable methodologies that anybody can learn and use. [31:05]

One of the most powerful things leaders can do is to start at open by disclosing their motives. [34:46]

Resources TheCompassionMindset.com Next-Element.com Dr. Nate Regier on LinkedIn | Facebook | Twitter | Instagram

Mikaela Kiner has over 15 years experience in HR leadership roles at major companies such as Microsoft, Starbucks and Amazon. She is a certified executive coach and the founder of Reverb, a HR consulting and leadership development company which helps their clients create healthy, inclusive cultures. She joins Marcel Schwantes on this week’s show to discuss her powerful new book, Female Firebrands.

Female Firebrands is a solutions-oriented guide for dealing with workplace issues that affect women. Marcel says that it should be mandatory reading for men in leadership positions. [1:39]

Mikaela uses the term ‘firebrand’ to describe women who are successful professionally as well as mission-driven to leave the world a better place. [4:37]

The #MeToo movement uncovered the bad behaviors and stereotypes that have long existed in the workplace; however, much more needs to change, Mikaela laments. Nevertheless, she takes a positive view because the movement has given both women and men the tools to speak out and effect change. [6:05]

The leader sets the tone for the organization. Good leaders have a no-nonsense culture with regard to inappropriate behavior: you will be held to account no matter your position in the company. [8:08]

“The way to share stories that the most people could resonate with was by sharing the stories of a diverse group of women,” Mikaela says. [11:00]

Society’s classic double bind is that when men and women behave the same way, they don’t receive the same feedback. Women are usually perceived negatively. [14:55]

Marcel asks Mikaela to define ‘unconscious bias‘, one of several terms used in her book. We all have some, she responds. The goal is to become aware of them (the free online Implicit Association Test can help) so you can recognize them when they come up and move forward. Marcel adds that our unconscious bias can hold us back because of how we perceive our own limitations. [17:15]

Consider the diversity of the team around you. Who is not represented? Seek them out and invite them in. Then pay attention to inclusion: make sure everyone feels welcome and recognized, Mikaela advises leaders. [23:35]

Male privilege is a fact, not a criticism. The systems and structure of the workplace, and what leadership is perceived to be, all favor male attributes. Mikaela advises men how they can use their privilege for good. [24:50]

Marcel and Mikaela discuss the ‘glass cliff’ and how women can safeguard themselves. [27:05]

One of the reasons women don’t fight for equal pay is that they were never taught to negotiate. [30:50]

Mikaela shares several tips about how both men and women can fight pay inequality. One important tip for women is to always, always negotiate the first offer. [32:38]

When there’s only one seat at the table for women, we look at each other as the enemy, Mikaela explains. [36:18]

Mikaela shares three ways men can be advocates for women. [38:31]

When the ‘hot moment’ comes, be ready with a response that’s comfortable for you. [45:50]

Resources Mikaela Kiner on Linkedin | Twitter Reverb Female Firebrands book Implicit Association Test (IAT)

Female Firebrands: Stories and Techniques to Ignite Change, Take Control, and Succeed in the Workplace

Times are changing. There is a movement happening: are you in? Joining us today is Mike Vacanti, the founder of the HumansFirst Club, and today we’re talking about the hope of being able to create positive change in the workplace, and how to lead from a humans first perspective. The HumansFirst Club Movement: We are at an inflection point where we’re realizing we can do better. The HumansFirst Club is an opportunity to have positive, constructive dialogue around what it is we’re experiencing now in the workplace, and the ideas we can share and build upon as a community to take the steps forward toward a future that really does value people first. What happens at a HumansFirst Club event: At HumansFirst Club events, we have people from all different perspectives and job roles, from business leaders, to HR, to authors, and instructors. They have unique and proven ideas and these ideas are gaining traction. At the center of it all, these people and their audiences have that great need of wanting to be happier and better. Business benefits of the movement: Given the opportunity, people will amaze you. By putting in a lot of the processes and operations and controls we feel are there to drive business results, we’re actually creating barriers to things that would happen naturally if we empowered people to deliver. If we create this transparency where our employees can attach their beliefs to the company beliefs, what they will contribute will far exceed what we could demand that they contribute. Leadership the HumansFirst way: We’re taught to look at the quantitative measures of people: what are they capable of from a statistical standpoint? But what about looking at the core of who our people are? What drives them? What are their true values? How are they influencing other people around them? What type of energy do they show up with during the day? How much do they smile? Do they lift the energy of other people? From a leadership standpoint, one of the most important things we can do is choose what to stop doing. What we stop doing is probably more important than what we do next. Take away the historic processes that may actually be barriers to high achievement — don’t add more to the bucket. Make sure you have the right things in the bucket. Why people lead with fear: Mike puts forward three theories. First, people think: this works because I experienced this, because I’ve now risen to a level of authority. This is the path to leadership and achievement. Second, there’s not much incentive to let go of it. To protect pride and ego, people cast fear so they can’t be challenged on their position and authority. Finally, laziness. It’s just easier to throw fear out there. You can detract, deflect, and don’t ever have to be vulnerable and be exposed for your insecurities. It’s a wall people hide behind. Final thoughts: We all have the ability for deep thinking, higher consciousness, and the opportunity to create positive change for at least one other person. We need to get rid of our limiting beliefs, choose what to stop doing, and fill in those gaps with things we know are important — so we can enhance our lives, and the interactions and relationships we have with others. Know that you’re part of something bigger than yourself. Resources for Mike Vacanti: LinkedIn | Twitter | Facebook | Website | HumansFirst Club | Brave Leadership

Mike Vacanti returns to the Love In Action podcast this week after the successful launch of his new book Believership: The Superpower Beyond Leadership. In his previous executive roles, Mike has managed mergers and acquisitions and integrated companies with hundreds of millions of dollars of revenue and thousands of people on global teams. Today he is an in-demand speaker and consultant, and the founder of the Humans First Club, the worldwide movement to make humans first in the workplace and in our communities. Mike chats with Marcel Schwantes about his book as well as the work the Humans First Club is doing around the world.

Marcel calls love the new competitive advantage. He defines love as action that is packed with positive energy, intent, purpose and connection. This love empowers people to be and do their very best so that businesses thrive and profit. [1:08]

We succeed even in the tough times because we believe in each other. [6:43]

Mike defines ‘believership’ as a belief in everyone moving together in the best direction. It’s when you can attach yourself to the vision by choice rather than command, and do your best work. [7:31]

“Believership is the superpower beyond leadership,” Mike says, because when we get past the traditional thinking of what makes a leader, we find that all human beings have their own innate superpowers. When we combine them it becomes something much more powerful than one person’s talent. [9:35]

Marcel quotes Mike: “We need to shift from extracting value to creating value.” Creating value is helping people understand how they continually progress to be their best selves. Extracting value is when leaders take what they need from workers and demand more without giving more in return. The transaction becomes one-sided. [11:17]

Marcel and Mike discuss what needs to be fixed in HR, and why. [19:15]

70% of people are disengaged at work. The first step towards employee engagement, according to Believership, is for leaders to listen to and address the experience people are actually having at work. [29:37]

Companies who succeed over the next decade will be those who focus on human relationships. Mike argues that we need to fix how we select leaders. Change, like a river, will flow more rapidly than ever before so leaders need to be navigators rather than commanders. “We need to learn how to have people find self-leadership, to willfully attach themselves and commit and navigate those waters together,” Mike says. “Leadership is actually what people will believe in and attach themselves and commit to, rather than how well they'll follow the command that's given them.” [35:14]

True transformation is a consecutive series of tweaks that add up to new habits over time. [38:44]

“Sometimes best practice gets in the way of best possibility.” [43:47]

Marcel asks about the Humans First Club. Mike shares how the club began and how it has spread around the world. It’s now in its second year and expanding so fast that he is rethinking how to multiply it so more people can take part. [49:00]

Participants testify that the Humans First Club events have been life-changing for them. Mike loves seeing people re-imagine the possibilities of what work could be like if we bring our real selves. [52:46]

There will be Humans First Club events every month in cities around the world, including a 2-day leadership retreat in England. Mike is listening to the demand and letting the club expand and go in the direction that it’s supposed to go naturally. [57:36]

Mike’s theme for 2020 is to live inside out. Marcel invites listeners to comment on Mike’s LinkedIn post about this idea. [1:01:26]

Mike advises you to invest in relationships that fill your tank because you deserve it. [1:06:15]

In addition to being a sought-after speaker, Dr. Jennifer Goldman-Wetzler is the founder and CEO of Alignment Strategies Group, a premier consulting firm based in New York City. She is also the author of a new book, Optimal Outcomes: Free Yourself From Conflict At Work, at Home and In Life. Jennifer joins Marcel Schwantes on this week’s show to show us how we can experience conflict freedom.

Jennifer defines a conflict loop as a vicious cycle of conflict that usually occurs because of family cycles. In her own case, her grandfather’s angry response to conflict influenced how she responds in similar circumstances. Now her understanding of conflict cycles helps her help others deal with their anger. [5:36]

40 years of research suggests that we have conflict habits. When our conflict habits interact with other people's, it forms a pattern of interaction that keeps us stuck in the conflict loop. Jennifer identifies four conflict habits in her book:

Blame others - one person blames the other, and that person blames the first person.

Shut down - we avoid conflict to the extent that we stop communicating.

Blame and shame oneself - your knee-jerk reaction in any conflict is that it must be your fault.

Relentlessly collaborate - continuously trying to be kind, generous and collaborative when the other party is not interested in collaborating. [7:40]

There are 16 variations of conflict patterns. Jennifer names 5 of the most common patterns in her book. [14:46]

Conflict that can be resolved efficiently within a relatively short period of time can be healthy conflict. [16:05]

When you try over and over to resolve a conflict and you keep failing, Jennifer says stop the madness! Acknowledge that the issue is not likely to be resolved. It doesn’t mean the situation is hopeless, rather that you need to apply a different approach. You can free yourself from the situation, Jennifer says. [19:03]

“If you're someone who has anger issues or you're dealing with someone else who tends to get angry, the work begins by looking inside of yourself,” Jennifer says. [24:00]

Marcel asks about practical ways of freedom ourselves from conflict, in particular, the mindfulness practice of pausing. Jennifer recommends that we all practice pausing every day. She describes the difference between a reactive pause and a proactive pause. The more we practice proactive pausing, the better we would be able to catch ourselves when we’re about to fall into a trap in conflict, she says. [25:06]

The most important thing to do when you’re stuck in a conflict loop is something pattern breaking. First, acknowledge what pattern you’re in - you can use the free assessment on Jennifer’s website to find out your primary conflict habit. Once you identify your habit, try to identify the other person’s habit. Then, do something pattern-breaking which can be anything besides what you usually do! [29:01]

Marcel comments that you need to have intentionality and courage in order to do many of the practices in the book. Jennifer says that the book is for people who are ready to make the mindset and skillset changes necessary to experience conflict freedom. They are called practices because you need to do them on a regular basis, she points out. [33:31]

Marcel and Jennifer discuss how values play a role in conflict. [35:07]

“Empathy doesn’t mean you let someone off the hook for bad behavior,” Jennifer says. It simply means taking the time and effort to understand why they are the way they are. As a leader, having empathy towards your employees means that you can take a step back and recognize that it’s not about you. This new insight could be the thing that breaks the pattern of interaction and frees you from conflict. [44:33]

Resources OptimalOutcomesBook.com Free Conflict Habit Assessment Dr. Jennifer Goldman-Wetzler on Twitter | LinkedIn | Facebook MarcelSchwantes.com

This week’s distinguished guest is Raj Sisodia, Conscious Capitalism thought leader, international speaker, and bestselling author. Raj is the F.W. Olin Distinguished Professor of Global Business and Whole Foods Market Research Scholar in Conscious Capitalism at Babson College. He has co-authored a new book with organizational innovation expert Michael J Gelb, entitled The Healing Organization: Awakening The Conscience Of Business To Help Save The World. Raj chats with Marcel Schwantes about how for-profit businesses can become agents of healing for their employees, customers and communities.

The word healing comes from two root words: wholeness and holy. Healing, therefore, is about reducing suffering, elevating joy and promoting healthy growth. [4:27]

Work, as it’s traditionally viewed, has a high human cost. Raj is on a mission to show that we don’t have to kill people to make money. In fact, when our employees are happy and thriving, our businesses will prosper. [ 6:15]

An example of a healing organization in Raj’s book is Greyston Bakery. Its founder Bernie Glassman started the bakery to “give people a first chance.” Their model is that they don’t hire people to bake brownies, they bake brownies to hire people. This open hiring policy has transformed the lives of countless people. [10:29]

Raj says that we were put on this planet to care for one another. It’s what gives us the deepest satisfaction and happiness; it helps us heal. Business gives us the opportunity to care for each other at scale. [15:02]

“Unexpressed love is the greatest untapped resource on this planet,” says Raj. [17:50]

We should allow people to express love and be vulnerable about their challenges, Raj advises. Leaders modeling this make their employees comfortable to do the same. Suffering would then be replaced with joy and healing. [18:38]

Strength, courage, focus, resilience, and discipline are desirable masculine qualities but they should be counterbalanced by feminine traits. “Out of balance masculine traits have caused a lot of devastation in the world,” Raj comments. We should be both tough-minded and tender-hearted, as Martin Luther King Jr said. [24:53]

Raj says that the ultimate message of his book is to invite leaders to heal themselves. [26:00]

It’s deeply ingrained in our culture to consider anything feminine as being weak. However, there is a strong correlation between so-called ‘feminine qualities’ and the traits of great leaders. When we elevate the feminine we will see many of our challenges go away. [28:05]

Marcel asks if any for-profit company can become a healing organization. Raj says that they can by selling to their customers in a way that serves their wellbeing. Internally, a healing organization’s purpose should be to improve the lives of their own people, their families, and the community. [31:21]

Raj talks about how his mentor Bob Chapman transformed over 100 businesses through his mission to touch the lives of as many people as possible. He says that when Bob Chapman shows up to invest in your business, you know there’s hope and a future for your company. Raj describes Bob’s work as a healing ministry. [32:33]

Raj explains why he believes leaders still lead through fear. [40:09]

Marcel and Raj discuss NKC, who says that: “Leaders driven by love will bring sustainability and healing to the business as well as for themselves.” [44:20]

Healing organizations lead with love, innocence, simplicity, and truth. [46:12]

A healing organization helps its customers engage in meaningful consumption. [48:04]

Raj wants you to think about your own need for healing. “You are your most important stakeholder,” he says. Heal yourself and then bring that into the world. [50:15]

This week’s guest, together with his co-founder Chuck Runyon, made the bold decision to reinvent the culture of work in their business. Today their company, Anytime Fitness, is the world’s largest and fastest-growing coed fitness club franchise and has earned numerous industry awards including Top Global Franchise and one of America’s Most Promising Companies. Dave Mortensen is the President of Self Esteem Brands, the parent company of Anytime Fitness. He has been featured on ABC’s Secret Millionaire and Be The Boss Canada. He is a sought after speaker on leadership culture and employee engagement. He and his partner have also written a book, Love Work, about how to inspire a high performing culture at the center of people, purpose, profits and play.

Marcel says that Dave and Chuck have revolutionized the fitness industry. He asks Dave to share how they did it. Dave replies they saw a gap in the industry and thought about how they fill that need by making fitness more accessible to people. He describes the changes they made to help their members make fitness a part of their lifestyle. Their franchise operates in 35 countries today and continues to grow. [4:52]

“If you can’t lead the same way you want to be an example of your life, then how can you call yourself a leader?” Dave asks. [8:43]

We all have challenging moments and those times impact our ability to be productive. Dave says that your team should be able to share their personal and work-related challenges so that you can help them grow in life. [9:45]

Real love is being willing to provide some tough love along the way. When you love someone enough to be willing to tell someone what they need to hear, it’s amazing what they will do for themselves, which will, in turn, help you build a great organization. [12:39]

Dave says that their business is built around the four P’s:

People: The most important part of the business is their staff. They invest 50% of time and energy on performance. The other 50% centers around their staff’s personal development. [14:52]

Purpose: People want to work in an organization with a purpose. Start living out your purpose one person at a time, and it will spread until you have a movement. Speak your purpose, act on it, and live it. [15:46]

Profits: A business cannot survive without profits. If you can drive profits, you can make a difference. Profit can be emotional as well as financial. Dave talks about ROEI - Return on Emotional Investment. You should invest your time in something that you love doing and you’re happy with. [16:40]

Play: Don’t take yourself too seriously, Dave says. [17:47]

Marcel asks: “Is it appropriate to express that much emotion in the workplace…?” Dave responds that it’s appropriate to be who you are as a person. People filter information either with their head first or their heart first. No matter which is true for you, the important thing is to be authentic. [20:38]

Vulnerability is being open about the challenges you face. You grow and learn by being real about them. If a leader is vulnerable with his or her team, they will reciprocate. You can’t force vulnerability though. You can only ask great questions to draw vulnerability out of others. [22:54]

Dave shares why he thinks there is still so much fear-based leadership in the workplace. He also gives advice about how to combat the fear. [25:04]

People don’t give themselves enough credit, Dave finds. He wants to help people see themselves as great people that bring a lot in life. He urges listeners to put love in action, to believe in themselves and to love themselves first. “You’ll find great things that surround you,” he promises. [31:00]

Marcel comments, “A healthy ROEI makes for a healthy bottom line and that is what creates a strong and healthy culture that's able to grow into the future.” [33:08]

John Eades is the CEO of LearnLoft, a leadership development company that transforms managers into leaders. In 2017 he was named a LinkedIn Top Voice in Management and Workplace. He is also a renowned speaker and host of the Follow My Lead podcast. He joins Marcel Schwantes on this week’s show to talk about his new book, Building the Best: Eight Proven Leadership Principles to Elevate Others to Success, and to equip you with the tools you need to become the kind of leader the world needs today.

John describes his book as a collection of stories, principles and best practices to help elevate the way you lead. He specifically included tools in the book to help readers apply the principles in their daily leadership practice. [4:23]

Marcel cites a line from John’s book: “The most effective leaders who elevate others, lead with high levels of love and discipline.” John defines love as ‘to contribute to someone’s long-term success and wellbeing.’ But there also needs to be discipline. Discipline, in this case, means to promote standards so that those we lead can choose to be at their best. [5:16]

John has created an assessment tool to measure both love and discipline. He cites statistics from his research that proves that leaders who use high levels of love and discipline get better business results. [7:37]

If as a leader you only look at results, John says, your people will start to cut corners to get the results you want. Instead, you should focus on the daily behaviors and habits that live out your core values. The more your employees buy into your values, the more you will see the desired results. [12:52]

John lists the five leadership styles in his book. The top-level leadership style is called Elevate, which entails high levels of love and discipline. He says that you can put this type of leader in any company and they will elevate others. The performance will also elevate. [14:00]

Leadership is a journey. We can all develop our skills and become better leaders. [15:58]

Once we set high standards we have to hold ourselves and others accountable. John comments that we shouldn’t look at accountability as negative; it also means that giving praise and recognition when standards are exceeded. [17:44]

Marcel asks John to share one love competency. John chooses trust because there is no effective leadership without mutual trust. He quotes an old saying, “Rules without relationship lead to rebellion.” You build trust by putting competence and care at the center of your relationships. It takes time though, so you have to be willing to put in the effort. [19:41]

John says that it’s a leader’s responsibility to understand the purpose behind the work and communicate that purpose to the team repeatedly. When work is tied to purpose, employees are more engaged and less likely to leave. [23:51]

“What are the core responsibilities of a modern leader?” Marcel asks. John responds that a true leader elevates others by inspiring, empowering and serving them. He defines what each of these words mean for a leader. His definition of ‘inspire’ in particular, resonates with Marcel. [25:47]

John explains why leading with fear is still so rampant in the workplace. Leaders need to combat fear by choosing to be courageous, he says. [31:16]

Marcel comments that great leaders surround themselves with a team of mentors. John names several of his mentors and points out that you have to seek out people who you want to learn and grow from. He wants listeners to actively seek out good mentors because they add so much value. [33:57]

John wants you to know that the most faithful wins. He encourages you to do your best wherever you are to elevate others, and don’t give up. In due time you will be rewarded. [40:42]

Resources Take the Leadership Style assessment BuildingTheBestBook.com John Eades on LinkedIn | Instagram | Twitter

Marcel Schwantes reflects on the biggest lessons he learned in 2019 from his guests about being a better leader. His mission to spread the Love In Action message is the Why behind this podcast, and the reason he spends most of his time interviewing the world's top leaders and influencers as well as writing, speaking and coaching leaders.

Marcel once landed in the ER because of stress due to toxic work conditions. [3:15]

What if you really connected with your co-workers at work? What if you felt safe to experiment and fail and not feel ashamed? What if you worked alongside others who share your values and you achieved great things together? If people came to work and felt those positive things, the dynamic in the workplace would be radically different. [4:00]

Businesses that truly put people first are more profitable. Love in action shows up at every leadership level. Marcel stresses that it’s your duty as a leader to take care of your people. Amazing things happen for your business when you do. [4:45]

Marcel shares his top 10 takeaways for 2019, including:

Erica Keswin in episode 2 - The ability to connect on a human level, experience emotions and display the best of our humanity are going to become the clear differentiators in this age of technology. [6:18]

Ken Blanchard in episode 3 - The key to creating a great organization is to catch people doing things right so you can praise, encourage and celebrate them. When you do this you're reinforcing those right behaviors systematically and you’re showing unconditional love. [7:01]

Steve Farber in episode 26 - When love is baked into the employee experience, the customer experience is gonna be off the charts. Your customers are going to reciprocate with loyalty and referrals. That's the impact of love all the way around. [9:00]

Kristen Hadeed in episode 18 - The more you invest in people the more engaged they are on the job because they know that the organization cares about them. That does something to a person's heart.

Bob Chapman in episode 5 - Business can be the most powerful force for good in the world if we simply cared about the people we have the opportunity to lead. [17:08]

Resources Love In Action podcast

We’ve moved from the Information Age into the Imagination Age, and creative thinking skills are now just as important as the so-called ‘hard’ business skills. Imagination plus leadership is the formula to unleash all kinds of potential. So says Brian Paradis, author of the compelling new book Lead With Imagination. Brian is a senior partner of C-Suite Solutions, a national advisory firm that helps health care organizations move from volume to value. He served previously as President of Florida Hospital’s central region, a $4 billion enterprise, and under his leadership it became the number one ranked hospital in Florida for three years. Enter to win a free copy of Lead with Imagination by filling out the survey here: https://www.surveymonkey.com/r/8MKBJSK

Brian has always wanted to be a difference-maker, to help others find their God-given potential and all they’re capable of being. [8:11]

Brian wanted to make Florida Hospital, a gigantic organization, human and liveable. He asked himself how he could think and do differently, and when he saw the difference it made, he wanted to share his experience in case it could be helpful to others. [12:10]

Marcel asks what makes Brian’s book different from other books on leadership. He responds that it’s more of a journey than a topical discussion, that he shares real stories of successes and failures. It’s got some humor, so it’s an easy read with some practical advice. Overall, it inspires leaders to build something different that affects the cultures they lead and the people they care about. [12:49]

Seven principles kept recurring as Brian was trying to figure out the process to lead with imagination, including:

Love is the root of it all;

Authenticity and humility;

Tolerating curiosity;

Humor. [17:10]

The bottom line is that as a leader, you’re the servant and you need to do whatever it takes to help your people succeed. The success of your organization is ultimately what you do as a leader. [21:09]

By design we want to love other people, Marcel says, but the business of business gets in the way. If you put loving your employees first, your business results are going to be better. [24:51]

In his book, Brian describes ego as a disease. Marcel asks him to explain that statement. Brian shares his experience of dealing with chronic heart disease and says that ego is very similar. It’s there and denying it doesn’t make it go away. You have to take your medicine or it will kill you. [30:05]

Brian’s ‘medicine’ for ego is saying sorry, having a trusted person call him out, and practicing a spiritual discipline. He also stays humble by admitting when he doesn’t know something. He says that everyone has to figure out their unique medicine for ego. [34:29]

Brian shares a story from his tenure at Florida Hospital to illustrate what a high trust organization looks like. [38:00]

You build trust when you’re consistent, Brian says. It also comes down to being proactive, fostering curiosity and accountability, staying focused and keeping your integrity. If you’re doing otherwise, it’s not love. [41:40]

Love is powerful and when you infuse it into anything, that thing gets better. [47:17]

Brian says that it takes courage to lead with love. Leading with fear allows you the illusion that your weaknesses won’t be exposed. [48:46]

When things go wrong, the first thing a leader should ask him or herself is, what am I doing that’s in the way of what I want? [53:33]

Tapping into our imagination to create something different is not just a matter of good business, it’s a matter of a good life. [55:13]

Your imagination is the beginning of your victory. If you can’t see it be different, it’s hard to make it be different. [56:02]

Resources Imagination Works Media on Facebook | Instagram | Twitter Win a free copy of Brian’s book! Submit your story of love and fear.

Marcel’s guest on this week’s Love In Action show is Jacqueline Carter. Jacqueline is the international partner and the North American director for Potential Project. She has over 20 years of experience working with organizations around the globe, including Cisco, Marriott and Google, to improve performance. She is also the co-author along with Rasmus Hougaard, of the exciting new book, The Mind of a Leader: How to Lead Yourself, Your People and Your Organization For Extraordinary Results. The book is based on extensive research, including assessments of more than 35,000 leaders, and reveals how leaders can disrupt how they lead by training their brains.

Most leaders are overwhelmed and overworked. Jacqueline calls it a leadership crisis. She says that it’s tough to be a leader today and it’s not getting easier. [4:30]

Her research gave three major insights:

The workplace has dramatically changed - people are looking for meaning, purpose and happiness in their jobs. Creating an environment where people feel happy is a big task for leaders, and most feel ill-equipped to do it. [5:41]

Leadership is an inner game - it starts with understanding, managing and leading your own mind before you can lead others. [6:30]

Mindfulness, selflessness and compassion are the three core qualities that make great leaders. [6:43]

We’re most stressed first thing in the morning because of cortisol spikes, so it’s the most important time to do mind training practices which will help settle the mind and give us more clarity. [8:17]

If you don’t set an intention, your day will just happen. [9:00]

Because of its neuroplasticity, we can change the way our brain looks and functions. [9:52]

Mindfulness is the ability to be present in the moment, to be focused on the task at hand and aware of what’s going on around us. Our mind has a natural tendency to wander, and research shows that our attention span is getting smaller over time. However, attention matters in business. Mindfulness training helps to train the attentional muscles so we can be more focused and more effective. [13:33]

Marcel asks Jacqueline how to practice mindfulness. She shares a simple A-B-C-D technique and invites listeners to join in. [16:25]

The main reason meetings are not as effective as they can be, Jacqueline says, is because people are not paying attention, their minds are wandering. She shares how practicing mindfulness helped one organization decrease their meeting time by 35% and become more efficient. [22:47]

Marcel asks what to do with our devices so we can be more mindful. Jacqueline comments that even the mere presence of a smartphone during a conversation negatively impacts our ability to feel connected with each other. She shares some practical tips to help us get the best of technology without letting it get the best of us. [28:10]

Selflessness is not allowing our natural egoistic tendencies to get in the way of being a good leader. We naturally see the world from our own point of view. Selflessness asks us to be more intentional about others and their needs and how we can best be of service. The foundation of selflessness is bringing more humility and gratitude into our leadership. [30:35]

Empathy is when we feel with someone. Compassion is more focused on how we can make their life easier. If as a leader, you can help to alleviate some of the unnecessary stress and pressure your workers face, you will be able to create a kinder and more effective workplace. [35:23]

Jacqueline appeals to listeners to put your own oxygen mask on first. You can’t take care of other people if you’re not taking good care of yourself. Her research has proven that the most successful leaders are disciplined about taking care of themselves. [41:14]

Resources PotentialProject.com Email: jacqueline.carter@potentialproject.com

Whitney Johnson has been recognized as one of the world’s foremost management thought leaders by Thinkers 50 and Fortune magazine. She is an advisor, speaker and host of the weekly podcast, Disrupt Yourself. She joins Marcel Schwantes to discuss her recent book, Build An A-Team: Play to Their Strengths and Lead Them Up the Learning Curve, in which she shows leaders and managers how to reduce turnover and enhance loyalty by leading their team members up their current learning curve and designing their jobs to maximize learning and engagement.

High growth organizations need high growth individuals. Whitney’s why is to provide ideas to make it less scary to continue to grow and develop. When you’re learning and growing, you are happy. [4:02]

Marcel asks how music has influenced Whitney’s work. She responds that when she’s writing or giving a speech, she infuses musicality and structure. Also, music has taught her how to listen and interact deeply with others. This impacts her speeches and her coaching. [5:23]

We disrupt ourselves many times throughout our lives. The difference between business and personal disruption is that with personal disruption you're both the disrupter and the incumbent. [8:09]

If leaders allow their people to disrupt themselves, to learn and leap, these employees will help the business be a high growth organization. If you let them disrupt themselves, you as an organization will not get disrupted, Whitney says. [8:52]

The S-curve of learning is a framework for high employee engagement. Disruption is really about people. Whitney describes the S-curve framework and what managers can do at each point to lead their team along. [10:00]

Whitney lists the seven accelerants for leading people along the S-curve of learning:

Take the right risks;

Know your distinctive strengths;

Embrace constraints or impose the right constraints;

Battle entitlement;

Step back in order to grow;

Give failure its due;

Be driven by discovery. [13:00]

This framework of personal destruction allows you to accelerate and move up the S-curve quickly so that you can learn, leap and repeat quickly. The faster you can do that, the higher growth individual you become. [21:01]

When someone you’re managing is at the top of the curve, you can help push them back into the sweet spot by either getting them a coach, letting them mentor others or by stretching them. [21:35]

Marcel asks how fear-based management styles affect the learning curve. Whitney says that fear means that there isn’t enough for me as a manager. "So when I have people on an S-curve and they're in the sweet spot, I might start to feel threatened by them." Another way that fear affects the learning curve is when a leader has a high performer on his team who is ready to leap forward, the leader may not want to allow the team member to do so because it would affect his or her future prospects. [25:19]

Organizations whose business models are built on command and control find it hard to create a sense of belonging because the structure itself does not allow for it. [27:25]

The best advice Whitney would give to managers is to understand where your people are on the S-curve and manage them accordingly. When you do that, you will find that everyone is a high performer. [30:42]

Resources WhitneyJohnson.com Disrupt Yourself Podcast, episode 120 Email Marcel: marcel@loveinaction.club

Bestselling author Dan Cable is this week’s guest on the Love in Action podcast. Dan is a social psychologist and Professor of Organizational Behavior at the London Business School. He has also been ranked among the top 25 most influential management scholars in the world. His teaching and work are focused on culture and employee engagement, and the link between brands and employee behaviors. His research has been featured in the Wall Street Journal, the New York Times, and Business Week and his clients include some of the biggest brands on the planet including Coca Cola, Estee Lauder, and Twitter. Dan joins host Marcel Schwantes to discuss his research as detailed in his book, Alive at Work: The Neuroscience of Helping Your People Love What They Do.

The big idea in Dan’s book is that the emotions of winning have changed. Fear is not the emotion that leads to change agility, innovation, and creativity. The book is a quest to understand how leaders can activate the emotions of competitive advantage. [3:50]

The seeking system in our brain causes us to want to learn from and experiment with the environment to see how it responds to us. When we follow this urge to experiment and learn, our brain rewards us with dopamine. [5:55]

Marcel asks what playfulness in the workplace looks like in a way that makes business sense. Dan responds that it is freedom within a frame. If we're only being playful and experimenting without minding our existing business, we don't have much of a business. Leadership is about welcoming playfulness and ambiguity in constrained ways that help us learn, grow, and stay relevant without sinking the ship that we're on. [7:36]

Emotions are our feelings that motivate behavior. They solve problems which help our survival. If leaders want to encourage employees to try new things or take risks, they need to activate emotions such as curiosity, excitement, and enthusiasm. These are the emotions of competitive advantage today. Fear is stronger than these emotions, so if you activate fear, you quelch the curiosity or enthusiasm. [10:21]

Dopamine opens up our learning centers, Dan says. It causes the feeling of zest, where life feels like an adventure we get to do. It’s a brain chemical that makes us feel enthusiastic about working and about life in general. [12:46]

Dan explains that leaders can encourage curiosity, enthusiasm, and excitement in three ways:

Highlight people's unique strengths and what they bring to the table;

Prompt curiosity by making a safe place to experiment and learn;

Personalize purpose: each employee should know how and whom their work is impacting.

He relates how KLM became one of the top 5 social media savvy companies in the world by using these three strategies. [14:10]

Marcel asks how a job seeker can know if the company they’re interested in is the kind of employer that activates the seeking system of their workers. Dan shares a few tips that a prospective employee can use to determine this. [19:00]

The faster the world changes, the more the seeking system becomes the solution to organizational problems, Dan says. Artificial Intelligence cannot replace the human element of understanding the customer’s needs and strategizing new solutions. [23:41]

If leaders can activate positive emotions at work, they will put more life into their employees. [27:28]

Resources Dan Cable on Twitter | LinkedIn

Marcel welcomes Dr. Randy Ross, Founder and Chief Enthusiasm Officer at Remarkable, to the show. Randy is a master of cultural transformation who has traveled internationally as a speaker, coach and Fortune 500 consultant, building teams and developing leaders. He has a unique understanding of employee engagement and he offers practical solutions for increasing both team morale and performance in his new book Relationomics: Business Powered by Relationships.

Few business books have been written about building healthy relationships in the workplace, even though people and organizations thrive in relationally-rich environments. Randy wrote his book to help leaders use principles that foster good relationships among their teams. [5:09]

Marcel asks Randy about the four principles that cultivate healthy relationships. Randy says that these principles are:

Intentionality - making relationships a priority;

Humility - being honest about yourself with yourself;

Accountability - creating continuous feedback loops to get the information you need to grow;

Sustainability - leading in a way that deeply connects with your people. [6:15]

Randy defines culture as the collective expression of the values, beliefs and behaviors that individuals brings to any endeavor. If we build teams that embrace and embed our values within their very core, it will flow over into our beliefs, which will then impact our behavior. [10:40]

The deeper the connectivity within an organization, the stronger the return on equity. [13:17]

The great deception is that we can elevate ourselves to our highest potential without anyone else’s influence. This is a lie, Randy emphasizes, because we all have blind spots that other people see but we can’t. We need feedback from others to grow. [18:03]

Randy shares three questions people ask themselves before they choose to follow someone: Can I trust this person? Can I count on this person? Does this person have my best interest at heart? [21:47]

Humility is just being real: it’s being comfortable with who you are, leveraging your strengths and acknowledging your weaknesses. [28:55]

Marcel asks how leaders can practice humility without coming across as soft or weak. Randy responds that humility means that I'm not only comfortable with myself, but I'm comfortable with you. It’s acknowledging that everyone brings their own mix of talents and experience to the table, and that I welcome those gifts. If I lead with humility, I bring out the best in my people and I can rally them to bring more to the table than they take away and create value for others. [32:11]

One of the things that breed toxicity in the workplace is unresolved conflict, Randy says. He gives five rules of engagement that help to resolve workplace conflict and build healthy relationships. [35:44]

Leading with love is about having someone’s interest at heart. Leaders can demonstrate love by sharing their time, their knowledge, their relationships, and their affection and appreciation. [46:31]

Creating open loops of continuous feedback throughout an organization will create organizations that become self-coaching and self-correcting. Performance will shoot through the roof as a result. [52:19]

75 years of research proves that good relationships keep us healthy and happy. [53:40]

Resources DrRandyRoss.com CreateRemarkable.com

Marcel Schwantes talks with author Dr. Melanie Katzman about her book, Connect First: 52 Ways to Ignite Success, Meaning and Joy at Work. Melanie is a psychologist and executive coach to the world's top organizations and government agencies. She is also the founder of Katzman Consulting and a founding partner of the global nonprofit Leader's Quest. She has been featured in The Financial Times, New York Times, Vanity Fair among others, and has made numerous television appearances on ABC, CBS and Lifetime. The big idea in Melanie’s book is that we should stop and take a look at the many things that can be done on a daily basis to improve our lives and the lives of the people that we work with. Her book gives practical, actionable ideas to improve our lives. [4:14]If we don’t change ourselves, we can’t change anything around us. [4:59]Smiling is a neuro hack: if you smile at someone, they smile back at you. A smile ignites engagement with others immediately. [5:24]Marcel asks why connecting matters from a business standpoint. Melanie responds that it matters because it’s the way to get the highest quality information as quickly and frequently as possible. If you alienate people they will not perform for you. [7:30]Engaging all your senses means being attentive to people. See the people around you, smile, talk with them. Listen to them: focus on understanding the message they are trying to communicate to you. Share food together to get to know them and understand their culture. [8:15]Melanie explains that being popular means being the person who people want to be with. People respond to people who show an interest in them, she says. This is important to help you advance in your career. [10:56]One of the best ways to connect with others is to tell stories. Stories reduce your listener’s defenses, makes them calm down and listen to you, and taps into the part of our biology that helps us connect. [12:10]Marcel says that handling conflict takes skill, and not having that skill can cause damage. He asks Melanie to share how we can resolve conflict amicably without losing connection. [12:39]Melanie says that you don’t have a real relationship unless you’ve handled conflict and come through it successfully together. She shares how to handle conflict successfully, including advice on how to apologize the right way. [13:07]Two trends that are causing people to forget how to connect in the workplace are our focus on our technological devices and the speed associated with technology. We’ve come to expect instant responses and results, and are so busy we brush aside the human to human connection we all need. [17:14]The lack of human connection leads to a lot of conversation in our heads with ourselves, in which we develop a whole narrative about what the other person thinks or feels about us. Oftentimes we’re wrong. [19:03]Melanie explains the science of why we need human connection and the positive outcomes when we connect. [20:00]They discuss love and fear in the workplace. Melanie shares why she believes people lead from fear, and the benefits of leading with love. [23:40]Melanie wants us to realize that no matter your situation, what you do and how you do it makes all the difference for yourself and for others and for the community around you. So don't be paralyzed. Take action and recognize that we all have a platform, and we should leverage it with intention. [32:56] Resources:Melanie Katzman on LinkedIn | Twitter | Facebook Connect First

Connect First: 52 Simple Ways to Ignite Success, Meaning, and Joy at Work

This week’s guest is executive coach and thought leader, Steve Farber, who teaches that love, rather than being a soft skill as it’s widely considered, is a hard-core leadership principle that helps shape winning businesses and elevates the customer and employee experience. Steve authored the seminal book, The Radical Leap - widely considered one of the top 100 business books ever written. He is the President of Extreme Leadership Inc., and he recently released another book, Love is Just Damn Good Business. He chats with host Marcel Schwantes about his latest work. At work, we have the opportunity to create a transformative culture and quality experience. If we do, we can impact our businesses, our customer experience, and our lives, for the better. [5:19]Love is the core of great leadership and it's at the foundation of any thriving competitive business. [6:32]Steve presents the business case for love as a strategic advantage. We need our customers to love what we do for them because that’s our competitive advantage. The only way to create that kind of experience for our customers is to create an environment where employees love working. [8:04]I can't create or contribute to a culture that people love working in unless I first love it myself. [9:04]Marcel asks Steve to unpack the formula for putting love into action: Do what you love in the service of people who love what you do. Steve explains that this means doing what you love, to serve people in such a profound way that they love you in return. [9:43]Steve explains the LEAP model of leadership: cultivate Love, generate Energy, inspire Audacity, and provide Proof. Love is not just the first element of LEAP, it makes the other elements possible. [13:00]Leadership is not about your position or title, it's about the way you engage in the world around you and your ability to influence people to change things for the better. Leadership by its nature is extreme because you're involved in the act of transformation in some way. You're stretching and growing your own skills and capabilities and doing that for the people around you. [15:23]Love is a must-have. It affects our bottom line, our productivity, our profitability; it gives us a better chance of increasing market share and reducing turnover. [20:27]Applying the principles of love means raising expectations and standards; at the same time, your tolerance for substandard behavior goes down. [22:50]Ask yourself: Why do I love this place? Is there something in this experience that I love? How do I show it, or how do I show it better? [23:02]Marcel asks, Why do so many leaders still lead with an iron fist instead of love and compassion? Steve thinks it’s because it’s easy to leverage your position of authority; that some people enjoy having power over others; and many people think that’s the way a leader is supposed to be. [36:21]A leadership question anyone can ask themselves: What can I do right now, regardless of what anybody else around here is not doing, to change my piece of this organization for the better? [40:38]Marcel adds that regardless of your position or status, you can impact your surrounding environment. [42:50]Steve encourages listeners to find something in your life that you love doing, and do it just because. That simple action will spark joy in your life. [44:00] Marcel reminds us that when love is baked into the employee experience, the customer experience is going to be off the charts and they will reciprocate with loyalty and referrals. [48:37] ResourcesSteveFarber.comLinkedIn Twitter Instagram Facebook Win a free copy of Steve’s book!Contribute your stories of love and fear. The first 15 people to do so will be mailed a free copy of Steve’s book.

This week's show is sponsored by TDIndustries, a legendary Fortune magazine Best Companies to Work For. Like Joel Peterson's message in his book The 10 Laws of Trust, TD has made trusting relationships the foundation of its success. To learn more about TDIndustries visit TDIndustries.com or listen to episode 19 featuring CEO Harold McDowell.

Marcel chats with Joel Peterson in this week’s show. Joel is the Chairman of JetBlue and author of the recently re-released book The 10 Laws of Trust: Building the Bonds That Make a Business Great. Listen in to learn how you can build a high trust organization.When there's trust with teams, things go more rapidly, you innovate more, people are more flexible and innovative, and they just have more fun! When you’re in a turnaround where things aren’t going well for your company, you better have high trust or your turnaround won’t succeed. [3:34]Marcel asks, How big a problem is a lack of trust? Joel responds that trust is at risk in society as well as in organizations. As a result, politics takes over and people jostle for power. People operate by fear and greed rather than duty or love. [4:27]You can use the diagnostic tool in Joel's book to measure the level of trust in your company, and start applying the 10 laws to build a high trust organization. [6:36]Changing a culture of mistrust is very difficult: it happens one conversation at a time, one person at a time, and it starts with you. [ 7:32] What needs to be removed from the path for trust to happen, Marcel asks. We build trust by delivering on promises, Joel responds. Transparency, clarity and constant feedback are also vital.[ 8:30]Joel explains how a high trust culture saves a company money. [12:32]Law 2 is Invest in Respect. If you want to build a great culture you need to have respected people on a winning team doing something meaningful. [14:56]Law 8 is Show Humility. People don't trust leaders who never admit a mistake or show vulnerability. Humble leaders allow themselves to be influenced, they take feedback seriously. [17:05]There are two levels of betrayal. Joel advises how to deal with each type. He emphasizes that where there is a values dispute, remove yourself from the situation. People will compromise on many things, but not their values. [18:16]Marcel wants to know how leading from fear destroys trust. Fear is a strong motivator, Joel explains, but it's not viable long-term. Once you scare someone into doing something, they will do it as long as they feel afraid; the minute they're no longer scared, they will either leave or get back at you. [21:53]Love is the most powerful motivating force in the universe. Plus it's completely durable. If you can build an organization rooted in love, where you care deeply for one another, your company’s potential is limitless. [ 23:00] ResourcesJoel’s book: The 10 Laws of Trust: Building the Bonds That Make a Business Great JoelCPeterson.com To see how Love in Action works at TDIndustries, visit TDIndustries.com Subscribe to the TD Talks blog

The 10 Laws of Trust: Building the Bonds That Make a Business Great

This week’s guest on the Love In Action podcast is Richard Boyatzis, a renowned expert on emotional intelligence and bestselling author. Richard and his colleagues at Case Western University have recently released a new book entitled Helping People Change, which reveals their findings about a more effective approach to helping people learn and change behaviors.The big idea in the book is that we want to help others learn or change, but how we go about it causes them to close down to new ideas, which is the opposite of what we’re aiming for. The way to help people open up to change is to inspire them into the psychophysiological state he calls the Positive Emotional Attractor (PEA). Richard advocates the Coaching With Compassion approach. [04:55] Marcel asks why we tend to try to fix people or coach for compliance. Richard lists both negative and positive reasons why we tend to do this. One negative reason is if we’re in a position of authority, we may think we know what other people should do and we try to make them do it. A positive reason is that we may really care for the person. [06:58]Coaching with compassion is a way of approaching someone that helps to stimulate a psychological state of mood that focuses on more positive than negative. It allows you to ameliorate the ravages of stress and, being more in the empathic network of your brain, makes you open to new ideas and people. This state can be invoked through two main approaches:asking a person about their dreams, which makes them feel hopeful;building and maintaining more caring relationships with other people which stimulates compassion and gratitude. [12:08]The PEA state is when a person is open to new ideas, people and emotion. Before any learning or change can happen, you need to be in this state because it helps to create the Tipping Point. You want to go into this state periodically every day to tone down the stresses of life. [16:05] Richard says that it's the responsibility of every leader or manager to understand the dreams of the people who report to them. Most organizations are sub-optimizing their human capital. If you activate your human capital by understanding and inspiring them, they will make magic for your organization. [18:22]Marcel asks Richard to unpack an interesting story from his book about diabetic patients. Richard describes how a shared vision of their long-term future with their physicians, increased patients’ treatment adherence. This research can be translated into the workplace, he agrees. [25:25]No organization in the world exists to make money, Richard says. They exist to serve people. Making money is how to measure how effectively you're doing that. [33:15]Instead of focusing on the task, focus on engaging the person doing the task. [36:15]You can create a sustainable culture of caring in your organization by helping your people to form coaching groups where they care for and rely on each other. [ 37:18]Richard shares how our minds and bodies react in a fear-based environment versus a loving one. [38:30]Marcel asks the question "Why do people still lead through fear?" Richard shares his thoughts on narcissism and it's impacts. [43:50] Resourcesrichard.boyatzis@case.eduBook: Helping People Change

Helping People Change: Coaching with Compassion for Lifelong Learning and Growth

As you seek to rise to the next level — whether that means a new job, a challenging promotion, an entrepreneurial venture, or a whole new direction — it’s often the case that the skills that got you here won’t necessarily get you where you want to go. In fact, the very behaviors that served you well in the past may be in your way. Sally Helgesen has been cited in Forbes as the world’s premier expert on women’s leadership. She is a best-selling author, speaker and leadership coach and has been ranked among the world’s top 20 leadership thinkers by Global Gurus. She joins Marcel Schwantes to talk about some of the most common habits that undermine women in their quest to become more successful, and what she has found gets in the way of women reaching their fullest potential. Sally has had the same twofold mission for over 30 years: to help present and aspiring women leaders to recognize, articulate, and act on their greatest strengths; and to help organizations develop more inclusive cultures where women can thrive and realize their best talent. [4:15]Marshall Goldsmith’s book, What Got You Here Won't Get You There, identified the behaviors most likely to get in the way of successful people. Sally was very influenced by the book, but noticed that some of the behaviors that Marshall focused on were distinctive to his male CEO coaching base. She suggested that they collaborate on a book with the same theme but adapted to identifying the behaviors and habits most likely to get in the way of successful women. The resulting book, How Women Rise, seems to resonate in a deeply personal way with women leaders around the world. [5:07]Sally describes two behaviors that hold women back in their careers. She states, By proving that you're the best for the job you have, you are proving that you are perfect for the job you have. You need to be competent at your present job, while also keeping your eye on where you want to go. [7:40]There is an inverse correlation between competence and confidence, according to Argentinian sociologist Dr. Tomas Chamorro, guest on Episode 12 of this podcast. People tend to think that men who are extremely confident are competent which is often not true. On the other hand, women tend to lack confidence when they are in fact very competent. [13:00]People change their minds when they change their behavior and get different results. Sally has been advocating for leaders to demonstrate inclusive behaviors because this is how to create a more inclusive culture. [16:48]Leaders become better by focusing on their strengths, and assessing their vulnerabilities and weaknesses. Some of the greatest strengths of successful women leaders are:putting themselves in the center of things;valuing relationships and attending to building the details of relationships;communicating across levels rather than always up and down; bringing information from their personal lives into the work lives;understanding the value of a diverse workforce. [22:53] More women need to position themselves as visionaries. This will help increase the number of women in the C-Suite. [26:06]People in a knowledge economy need to be engaged in order to produce, and fear does not engage. [33:22] The people most successful in making long-term positive change in their lives are those who engage others. Don't try to do it alone. [37:17] Resources SallyHelgesen.comSally on LinkedInContribute your story of love and fear

Dr. Carol Grannis is the Chief Self-Esteem Officer for Self Esteem Brands, the parent company of the Anytime Fitness franchise system which is the fastest-growing franchise in the country. She has 28 years of experience in HR, Employee Engagement, and Training and Development. She is also a speaker, lecturer and facilitator for groups all over the world. She chats with host Marcel Schwantes about vulnerability in this week's show. Vulnerability is self-disclosure. It is being courageous about disclosing a mistake, something personal about yourself that's hard, or an emotion. There is a palpable, resonant feeling among people in the room when leaders are vulnerable. [5:10]Trust is built when a leader shares a mistake or something personal. Another outcome is that people see you as human. [6:33]You can be too vulnerable. Carol says that when you share your mistakes without also sharing a solution and what you learned from your mistakes, your team may doubt your capability as a leader. The pivot point is to share your mistake and then say, “here's what I've learned about it and this is what I'm going to do differently.” [8:48]Self-disclosure can be planned or unplanned. Most leaders plan to share a story about their vulnerability as a trust-building strategy. They find that when they share, people are in the moment, and there is a sense of relief and connection. [10:40]Our culture teaches us to be tough and competitive. This is why it's so hard for people to be vulnerable, Carol says. We also fear how we would be perceived as a leader if we display vulnerability. [15:09]It is a myth that self-disclosure comes easier for women than for men. Carol finds that when asked intentional questions, men show up just as much as women do. [17:22] Marcel asks why people still lead with the iron fist instead of love and care? Carol responds that it is because leaders are rewarded for financial or sales outcomes. Iron fist leadership may get you short-term results but will eventually burn you out. [19:20]Carol shares her stories of when she felt love and fear at work. [24:52] It is important for leaders to show love by acknowledging, caring about and understanding their employees. It is just as important for leaders to show love to themselves. [30:28]Carol challenges listeners to do the Personal Histories Exercise at their next team meeting. Leaders should go first and practice vulnerability. She promises that the tenor, resonance, and relationship of your team will change. [32:20] ResourcesCarol’s Twitter: @CarolGrannisCarol’s Instagram: @carol.grannisEmail: carol.grannis@sebrands.comContribute your story of love and fear

Marcel Schwantes chats with Dr. Melissa Hughes about how the brain works and how to make it work better. Dr. Hughes, a neuroscience expert, is the author of Happy Hour With Einstein, as well as a keynote speaker and thought leader. She shares practical applications of neuroscience to help leaders learn habits that lead to positive work cultures of belonging, psychological safety and gratitude.Learning is not confined to the classroom. Everyone wants to know how to make their brain work better. What differentiates one company from the other is the ability to learn together. [4:00]Companies implement many initiatives to increase employee engagement. However, research shows that the biggest reward comes when people feel valued and respected. We all want to know that what we do matters. [5:40]Psychological safety is very important: employees need to feel safe enough to take risks, and be authentic and vulnerable without fear of negative consequences. In psychologically safe teams, members feel respected and accepted. These teams perform better. [6:26]We all need to feel a sense of belonging at work. When we do, our brain generates neurotransmitters to facilitate activity in the prefrontal cortex. When we feel that we don't fit in, our brain releases stress chemicals to activate the fear-threat center. Belonging is the foundation for culture and culture is the foundation for engagement. The leader’s job, therefore, is to make people feel connected, happy and satisfied. [11:00]Instead of asking how to increase engagement, leaders should ask how to decrease cortisol and increase dopamine, oxytocin and serotonin, the good neurotransmitters that make people feel connected and creative. [14:00]Melissa explains how oxytocin, serotonin and dopamine affects our emotions. She shares simple ways how leaders can create experiences for their employees that generate these feel-good brain chemicals. [16:06]Gratitude is a natural antidepressant. It elevates our mood, lowers blood pressure and heart rate, and gives us a greater sense of belonging. When we practice gratitude we release dopamine and serotonin which travels to the bliss center of our brain. The more these neural pathways are stimulated, the stronger and more automatic they become. [28:49]Increasing productivity does not start with how to do the work. It starts by treating people with the same care and compassion as those we love. When we do this, we create a better work environment with higher productivity because everyone is invested emotionally in what they are doing. [40:20]When we learn how to trigger positive emotions we can reach our highest potential and find purpose, success and satisfaction. [42:35] ResourcesMelissaHughes.rocks

Marcel Schwantes chats with Harold MacDowell, an icon in the servant-leadership movement. Harold is the CEO of TD Industries, a $631M company with over 2600 employees, called partners in the company. TD Industries has made the Fortune Magazine Best Companies to Work For list for 17 consecutive years under Harold’s leadership. Marcel and Harold discuss the two sides of servant-leadership, and its personal as well as business impact.Servant-leadership stems from a genuine desire to help others grow. It is placing the growth of other people above your own personal growth. Helping others grow creates more opportunities for the servant-leader. [3:41]Servant-leadership is a two-sided coin. Many people struggle to reconcile the two ideas because servant is equated with being soft, while leader connotes being tough and sometimes even mean. Unless they have had a role model, leaders find it hard to be comfortable with being transparent, showing vulnerability, and asking others to do the same. However, a servant leader must be willing to listen and empathize, while at the same time setting clear expectations and holding others accountable. [ 5:35]The most important questions leaders should ask employees are, Are you getting regular feedback from your supervisor? Are they telling you what they appreciate, but also what you need to do to be more effective? [7:56]Haroldemphasizes that the only thing TD has to sell is the gifts and talents of its people. They use an upside-down organizational chart to help them remember that the most important people inside TD are the frontline partners, the skilled tradespeople who do the most difficult jobs for the company every day. Without them, Harold says, he doesn't have a job. [10:00]Harold explains why TD has not gone public. [12:23]Marcel quotes Ken Blanchard: “ Servant-leadership is love in action.” Love is manifested through growing your people, developing them, respecting them, and providing for their needs. Fear, on the other hand, is the barrier that causes people not to feel valued or give their best effort. Harold adds that the secret to improving the work environment is to drive out fear. When we get fear out of the environment and get everyone to open up and share their best ideas, we can all find the answers together. [14:10]Our most precious resource is our time. Harold divides his week into 5 appointment buckets, and details what those buckets are. [16:18] Our political leaders can benefit from using Robert Greenleaf’s best test. We can begin to resolve our political differences by asking these questions from the test:Do those served grow as persons?Do they, while being served, become healthier, wiser, freer, more autonomous, and more likely themselves to become servants? Servant-leadership has enormous personal impact and a ripple effect on families and the community. It positively impacts future generations. On the business side, Harold finds that when we grow great servant-leaders, we grow people faster, we grow our business faster and we see great returns for our stockholders. [20:06] Resources TD Industries harold.macdowell@tdindustries.com

Marcel Schwantes chats with coach and author Jerry Colonna about his new book, Reboot. They discuss Jerry’s concept of Radical Self-Inquiry and how shame and fear keep us from being happy and fulfilled at work and in life.Leadership represents the opportunity to complete the process of becoming the adult you are born to be. Leaders who do this, lead better and create space for those they lead to complete their own growth process. [4:36] We learn best through stories, examples and modeling rather than being told what to do. Jerry shares his own story of how he hit emotional rock-bottom in 2002 and how he reinvented his life thereafter. [5:40]Radical Self-Inquiry is a process in which we strip away all delusions, masks and play-acting, with compassion. It is radical because we tend to go along with the masks. Jerry admonishes us to stop! Let's be human beings together. The first step is to acknowledge where we are and how we truly feel. Also, be gentle with yourself. [10:23]Dropping the mask is crucial in leadership. Jerry asks, how can you build trust in a company if those who have power are not telling the truth? When facts are spoken and the feelings implied do not match, dissonance emerges and trust is eroded. The collective delusions organizations operate under are rooted in the fact that those who hold power are scared to confront themselves with the basic truth that they are, like the rest of us, just human beings. [22:50]Many leaders experience a Reboot awakening, usually after some devastation or loss, when the facade of their lives start to crack and fall apart. This is a crucible moment where who they are as a person emerges. Jerry shares the story of Chad Dickerson, former CEO of Etsy, whose crucible moment helped him emerge stronger and more true to himself than he was before. [29:50]Shame is one of the most insidious forces that gets us to be complicit and compliant. As leaders we think we are supposed to have all the answers all the time. When we fall short of this mythical standard, we feel shame, which threatens our love, safety and belonging. The shame drives a lot of the mask and story-making that passes for leadership. [34:13] Do we believe, as Machiavelli did, that it is better to be feared than to be loved? Or, like Plato, do we believe in wise leadership, because humans are basically good? If we believe that people are basically good, then our job as a leader is to bring out the best in them. Fear does not do that. [38:15]The polarization that exists in our society today concerns Jerry. He gives advice about how to bridge the divide between ‘Them’ and ‘Us’. There is no ‘Them’: there is only the ‘Us’ who believe this, and the ‘Us’ who believe that. When we understand that we are all broken humans who just want to feel love, safety and belonging, we can bridge the divide in our organizations and in our society. [41:39] Resources Reboot Work with Jerry

Today, Marcel Schwantes talks to Kristen Hadeed, founder of Student Maid, a cleaning company that has employed thousands of students all around the world. This is a challenging industry, but Kristen blew industry standards out of the water with her innovative ideas, company culture and by focusing on love. Marcel and Kristen talk about some of the challenges of running a company, and what Kristen does to keep positive and motivated throughout the day. They recommend a book and strategy that can help you transform your feelings about your life. [02:50]We don’t always end up where we think we’re going to! Kristen talks about her company, Student Maid, how she came up with the idea, and what role a pair of jeans played in building her business empire. [04:30]If you’ve run a business, you’ve experienced staff turnover - but Kristen had to deal with 45 out of a team of 60 walking out on no notice. She talks about what she didn’t know going into her business, and how she became obsessed with becoming a leader people wanted to follow. She and Marcel talk about what leadership is, and how to let go of the ‘standard’ definition. [7:30]In a world where retention is the gold standard, Kristen supports her people leaving to do other things. She actively shares her knowledge with people, and formally trains her employees on the kinds of skills they’ll need throughout their careers. [12:25]Cleaning is NOT an easy (or always pleasant) job, but Kristen’s team is motivated to do it. Marcel wonders about the different generations she works with, and she talks about her outlook on what makes people tick - regardless of when they were born. [16:30]Marcel notes that vulnerability is a word that scares a lot of leaders. Kristen shares what it means to her, and the different ways you can practice it to connect with your people. Often, that means making mistakes and Kristen talks about her most epic screw up, and what she learned because of it. [21:00]Compassion is being considered more and more important in professional relationships. Marcel and Kristen talk about what compassion looks like in the workplace, and how to navigate situations where being compassionate isn’t the same as being nice. Marcel notes that compassion can take the form of tough love. [26:00]As part of the research Marcel is conducting, he and Kristen talk about fear and love in leadership. They get into what success means, being afraid at work, the impacts of experiencing fear and difficulties, and those wonderful times when you get to feel love at work. At the end of the day, Kristen thinks that having a team you can trust and rely on makes a world of difference. [29:45]Kristen talks about one of the challenges many leaders experience - and all dread. Losing one of your top people always hurts, and it can have effects similar to grieving. She also talks about a statistic that is tugging at her heart. [36:30]Marcel asks Kristen to talk about what she thinks will make a difference in people’s lives. She shares something she thinks is critical for every business owner, and other kinds of leaders should try to do. [38:00] ResourcesStudent Maid Permission to Screw UpKristenHadeed.com

Permission to Screw Up: How I Learned to Lead by Doing (Almost) Everything Wrong

What would be the outcome if we all had a more loving, safe and human workplace? Renée Smith is today's guest on the Love in Action Podcast and she is going to share with us the benefits of bringing more love into the workplace. Renée is the founder of A Human Workplace: Make Work More Human. She is a writer and speaker who lectures about the cost of fear and the benefits of love in the workplace. She is also the Director of Workplace Transformation at Results Washington in the Office of the Governor, where she applies these principles to make government more human.Renée talks about the origins of her human-centered philosophy of work. She believes that people need to feel safe and supported and that they belong so that they engage in the way we want them to at work. She was inspired by the words of Chris Lou, who stated that the most important job of a leader is to eliminate fear in the workplace. [05:48]Renée shares the five most common stories of fear in the workplace from her research. She concludes that fear is not a good management strategy. [11:25]Marcel asks Renée, why do leaders lead through fear? She answers that we are conditioned to be afraid of love. From our earliest age, we are trained to think that our humanity needs to be put away in social settings. It is ingrained in us that dominance is how leadership happens. However, we need to feel care and inclusion so that we can speak up and do our very best work. [16:12]Marcel shares his story about when he felt fear at work. He describes the physical and emotional implications of that stressful experience. Renée interjects that humans are resilient and that we draw meanings from these bad experiences: some people go on to become great leaders and others turn a corner and find more satisfying work. [20:10]Marcel shares his story about when he felt love at work. His boss was a servant-leader with a growth mindset. His goal was to make people around him better, so he made himself available and set clear expectations. He stretched Marcel to give him extra exposure but was right there alongside him. Marcel felt set up for success from day one. His performance was top-notch and he was willing to go all out for his boss. [25:00]Renée talks about the three most common stories of love in the workplace. She shares the words of one person who felt loved by her colleagues during a personal crisis. Renée says that the best thing about implementing love in the workplace is that it is simple and does not cost anything. [28:00]If we choose to lead with love and eliminate fear in the workplace, we must choose to show love even in the midst of mistakes and challenges. Renée talks about the responsibility model which is based on commitment. [38:10] Renée shares her thoughts about the role and importance of emotions in the human experience. [52:20] Resources Website (Share your love and fear story): A Human Workplace Email: renee@makeworkmorehuman.com

Today Marcel Schwantes gets to talk to one of the legends of the Gallup Organization, Jim Harter to discuss Gallup’s new book: It’s the Manager. This was the largest global study in the future of work. Jim shares that the whole world is interested in and talking about where work is going, and what the new workforce is asking about. With this book, they aimed to really identify what it is that people are looking for. The Role of the ManagerManagers’ jobs are extremely complex, and they have much higher stress than the people they manage. They also tend to have less clear expectations than the people they manage. One of the main reasons people join (or leave!) companies is the availability (or lack thereof) of career development. Managers are in the best position to develop people, but that’s not often a clear instruction. Jim shares what managers can do - and how the priority is going to shift from delegation and review to a coaching model that takes into account the specific needs, talents, and interests of team members. The Building Blocks of CultureJim talks about how critical the executive team is, in terms of creating an organizational culture. It starts with the company's goals and becomes a process of determining what you’re aiming for, and how that compares to what you’re doing. It's what creates a reputation over time. Marcel mentions that people are less interested in climbing the corporate ladder - and Jim explains what that means. The opportunity for development and growth also has a huge impact on people’s perception of their pay. Setting clear expectations, and making growth personal to a specific employee makes a huge difference in employee satisfaction. Remote WorkforcesWhether you’re a remote or on-site worker, you have the same basic needs as an employee. Jim discusses how management can ensure remote team members connect to their colleagues on a personal level. The New Critical SkillsJim talks about the data they’ve gathered, which has resulted in 7 expectations or competencies that all employees need to have, all very important in a changing technological environment. People will come to a role with varying levels of ability in each of these - but can all be improved. Jim talks about what they are, and how people should prioritize improving them. Managers can take regular actions and have specific kinds of conversations to make sure their team members are getting the support and the feedback that they need. Building trust is number one. Patterns for EngagementCompanies with great engagement have 4 things in common. Jim tells us what they are, and how organizations make each of them their own. No matter how employee engagement happens, it needs to come from the top, and be consistently deployed throughout the company. Making sure managers are engaged is important as well! Managers need coaching, the way we expect them to coach. A lot of this requires a real focus on coaching managers and helping them to become coaches. Jim explains what that means, and how it can be executed, as well as the potential obstacles that might be in the way. People Leading PeopleJim talks about how important it is to avoid leading through fear. People will perform better and be happier when a more human-focused approach is taken. Being in a developmental state rather than one of fear - every metric improves. Getting people in the habit to think about helping, supporting and collaborating with their colleagues, rather than obeying orders and completing tasks. Knowing your strengths those of your team is the most important thing you can do as a manager. Resources: It’s the Manager

It's the Manager: Moving From Boss to Coach

How do you lead well, or love well, when you come from a dysfunctional home? It isn’t easy - but today’s guest on the Love in Action Podcast, Mark C. Crowley, author of Lead From the Heart knows it’s possible - and knows how to make it happen. From Difficult Beginnings Mark’s mother passed away when he was young, and his father seemed intent on destroying Mark’s self-esteem and emotional well-being. It’s hard to imagine a parent treating a child this way - but we all know it does happen, and the children have to find their own way forward. After his father kicked him out of the family home, Mark had a few dark years, but a powerful drive to prove his father wrong, succeed and make an impact on the world. While in college, Mark noticed how different his peers were in terms of how they seemed prepared for the world in a way that he wasn’t. Mark turned his own experience around, and realized that if he had had more coaching, support, mentoring and love - his life would have been better and easier - so he decided to give those things to the people he was leading as a manager. Science Meets Philosophy When Mark started writing his book, it was to fulfill a personal dream, to articulate his philosophy, and help other managers. And then a friend asked him if he was going to explain how it works, scientifically. This meant that Mark had to dig into the physiological reasons that, leading from the heart, make you an effective manager. So he wrote to world-class cardiologists to find scientific evidence. They all ignored him, until, while having a test run, he met a new doctor who was able to connect him with the professionals he needed to bring the weight of science to his thesis of management. It’s been found that the human heart has intelligence, of a kind - and this is awesome news for the business community. The cardiac surgeon Mark consulted told him that with his book, he’d figured out something that the medical community was just beginning to understand: your biography - what happens to you, affects your biology. As in medicine, in management: more often than not - it's how we feel that makes us decide how to behave at work. It Isn’t Always An Easy Sell Love can be evidenced in a lot of ways: setting expectations, sharing heartfelt feedback, getting to know people as people. You can’t manage people if you don’t know their story. How can you support someone, and give them what they need if you don’t know the realities of their life, their motivations, and their priorities? When so many people absolutely dread going to work in the morning, and we KNOW that lack of recognition and appreciation is a huge cause of that, why do so many managers think they need to be sparing with praise, appreciation and great feedback? It should be constant - a part of the culture. Fear Works - But Not Forever The people who work for you don’t want you to be the boss ALL the time. Sometimes you should just have a regular, normal conversation. It’s not a waste of time - it’s where the heart gets its energy. But all too often, managers feel like they have to always be authoritative, and use fear to get things done. The thing is - fear works. It helps people hit numbers and milestones. But what’s the coast? Is it sustainable? What is the COST of using fear to lead, and is it worth it? After graduating, Mark’s son told him that there was “no way in hell I want your career.” And while that sounds like the kid is a jerk - what he was actually saying was that “I’ve seen how you were treated and what it did to you. I want something different.” Younger generations are refusing to live and work in fear. That can only be a good thing - and we should do the same. Resources Leadfromtheheart.com | Markccrowley.com

Being happy at work isn’t something most people expect. But today’s guest, Dr. Annie McKee, believes it’s possible. In fact, she wrote a book on it, called “How to be Happy At Work,” published by Harvard Business Review Press. According to Annie, there are three key factors: hope, purpose, friendship, and in this episode, we dive into how to be happy at work. Why She Wrote the Book Annie has spent every day after earning her doctorate studying, teaching, and consulting on leadership, although she never intended to write a book on happiness. But then something happened. She and her team helped so many organizations but she could never shake the feeling that something was missing. She Annie and her team went back to the research, reports, and conversations to discover what it was. Regardless of where a person works, they want, beyond a shadow of a doubt, to be happy at work. The Myth About Work Annie meets more unhappy people than happy people in her line of work, and to her, it’s unacceptable. So she took a look at why. Annie found that our happiness - or lack thereof - comes from a historic era: the industrial revolution. Bosses then were most concerned with how they could get the most out of every person every day. Annie talks about how this inhumane drive has carried over and how leaders need a new way of thinking. The Definition of Happiness at Work The attention on happiness, not just in life, but also in work, has exploded recently. Annie isn’t talking about the hedonistic view of happiness, but rather, what the people she worked with were telling her. Here’s Annie’s take on the definition: a sense of fulfillment as a result of purposeful, meaningful work, a hopeful outlook about the future, and good friends in the workplace. In fact, that’s the framework for her book: hope, purpose, and friendship. The Happiness-Engagement Link As you know, employee engagement is low across the board. While there hasn’t been a lot of research on the link between happiness and engagement, there have been many done on engagement and productivity in the workplace. Annie talks about why the link between happiness and engagement leads to greater productivity. She shares some examples of how leaders can build environments that create happiness, and it all comes back to hope, purpose, and friendship. She and Marcel break down each of those. The core of it all is love. Happiness Traps A lot of people don’t think they SHOULD be happy in the workplace. It’s beliefs like this, paired with outdated management styles, that stand in the way of happiness, and by extension, productivity. Annie reveals other happiness traps, things that prevent us from being happy like bad managers and toxic cultures. But we also set traps for ourselves, and first among those is the ‘overwork’ trap. Annie talks about how to disarm overwork and other traps. Leading Through Fear We’ve made it a point to ask all our guests about the phenomenon of leading through fear and why they think it happens. Annie has a very good idea why: insecurity. It’s an odd thing, she points out, that when people are at the top of their game and the top of their organization, why they’d be insecure. Annie knows the answer to the question: we haven’t been prepared to deal with the grain of insecurity we ALL have. Resources Website | Annie’s Books | Work is Love Made Visible

Work is Love Made Visible: A Collection of Essays About the Power of Finding Your Purpose From the World's Greatest Thought Leaders (Frances Hesselbein Leadership Forum)

Career development is broken and our expectations have not kept pace with the reality of today’s workplace, according to today’s guest, Julie Winkle Giulioni. Julie co-authored the book, Help Them Grow or Watch Them Go, and works with organizations world-wide to improve performance through leadership and learning. Today, she’s talking about developing and growing employees. Why She Wrote the Book Julie believes one of the primary ways we can put humans first is by recognizing and honoring our human drive to learn, grow, and contribute. Enabling development empowers the whole person, in the workplace and beyond. In this way, career development is broken, and that’s one of the main reasons people join organizations. Julie explains why she wrote Help Them Grow or Watch Them Go, and why it’s like a Swiss Army Knife for leaders. The Nature of Work is Changing The way we work is much more organic than ever before. Projects, opportunities, initiatives: they’re all formulated around customer needs and competitive challenges. This makes the workplace very different than 10 or even 5 years ago. The problem lies in the fact that our expectations of what career development should look like are not lining up with the reality of the workplace today. Julie talks about how the ladder is broken and why the word ‘career’ might be a liability. What Employees Really Want The Millennials aren’t the only ones in the workforce ranks. Generation D is nipping at their heels while Boomers are holding on to management positions far longer than anyone expected. But we’re viewing this through the lens of each generation wanting something different. According to Julie’s research, this just isn’t the case. Employees as a whole want generally the same thing, and it’s very different than what leaders believe they want. Julie shares what leaders and managers can do to make a difference for their employees and keep them longer, and it begins with reviews being an ongoing, more holistic process. She thinks of career development moving from an annual event to a ‘subscription model.’ This moves toward a more agile workforce, which in turn helps create an agile company. Common Career Development Myths There’s a disconnect between ideation and action in development. An idea may be great and exciting, but the its execution is severely lacking. How do you take a great idea from the head and heart and move it to the hands and feet? Julie says part of it is building a plan collaboratively with employees. The other side of that is accountability and support. Julie shares how she thinks we can revolutionize career development. Fear-Based Management Why do managers and leaders still lead by instilling fear when there is obviously a better way? It comes down to something very mundane: habit. As children, we grew up with fear: don’t touch that, don’t do that, and so we carry that fear into the workplace. Ideas like ‘fear is a motivator that drives results’ are far too prevalent. Julie talks about how this management style is directly linked to overwhelm and how we can start to chip away at it: self-awareness and positive modeling. “People have an innate desire to learn and grow, and organizations face increasing pressures to deliver more. So rather than treating these things as separate, and as competing priorities, it’s time to bring them together. Helping people to develop and grow serves them in their human drive to do and be more, and it also serves the organization as it needs to be and do more as well.” Resources for Julie Website | LinkedIn | Help Them Grow or Watch Them Go

Are women better leaders than men? Tomas Chamorro-Premuzic is an international authority on psychoanalysis, talent management, leadership development, and people analytics. He’s also an author, and his latest book is rather controversial. He asks the question: Why so many incompetent men become leaders? And why are women so good at it? The Controversy That Isn’t Tomas’s book sparks controversy as soon as you read the title: Why Do So Many Incompetent Men Become Leaders? (and how to fix it). He notes there are 3 general reactions: those who immediately approve, those who are scandalized and defensive, and those who are willing to read and understand the argument, whether they agree or not. Those who read it realize it’s really a book about leadership and competence, and not quite as divisive as the title suggests. It’s about how we mistake confidence for competence, and Tomas explains what that means and how it affects work. Incompetent Leadership Traits There are three traits that lead to poor leadership: overconfidence, charisma, and narcissism. Often, there is no skill or ability to back them up, but because we reward these traits by assuming there must be, we end up putting the wrong people in leadership roles. Consider the ‘charisma’ myth. Many leaders have the power of drawing people in and persuading them, but it certainly doesn’t make them good leaders. Mentally Ill Leadership How do you recognize when you’re working for a leader with psychopath or narcissist tendencies? These people - in differing degrees - lack empathy, have a strong desire to break rules and defy status quo, are likely to engage in manipulation to advance themselves at the cost of others and are extremely socially skilled with aggressive underpinning motives. There are some surprising qualities here that, when the ‘dark side’ is kept in check, make for great leaders, and Tomas reveals what they are. Replace Men With Women… Or Not It seems like the easy answer is to remove incompetent men with these traits and replace them with women. But that’s not the correct way to look at solving the problem and for larger corporations, it actually hurts women. Instead, Tomas proposes a true meritocracy where we pay more attention to skills rather than traits, and he explains what that looks like and why more women will naturally rise to the top. He also explains why we’ll have a different type of men rise with them. Universal Qualities of Good Leaders Tomas wrote that the very traits that propel more men into leadership are the same traits that get them fired. In other words, what it takes to get a leadership role are nearly opposite of what it takes to do it well and keep the role. Tomas goes into more detail about the universal qualities that make all leaders more effective: competence, people skills, integrity. He also dives into the topic of IQ and how it relates to good leadership. Tools for Selecting Better Leaders Development is super-important for leaders, but selecting good leaders to start with is key. Sure, you can always work with people to make them better, but your return on investment will be substantially higher when you select great people, to begin with. Tomas reveals several of the tools he teaches to other companies, some of which have been around for decades, yet no one uses. He points out an interesting trend: the people who most need coaching and development will be the least likely to accept it. Resources Website | Twitter | LinkedIn | Forbes

Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It)

What does it take to reboot a company from the ground up? Joining us on this episode is Doug Conant, the Founder of ConantLeadership and Former CEO of the Campbell Soup Company. Today, Doug is sharing about how he turned Campbell around, and how he’s able to create leadership connections in the smallest of moments. Campbell before and after When Doug entered, Campbell had lost half its market value in one year, they were under investigation by the SEC and the Justice Department, and many people were being let go. Business was not good, morale was not good, and it was a toxic environment. Doug’s core belief is that leadership is all about the art and science of influencing others in a specific direction. It’s all about the people and nothing to do with him. He could not expect the employees to value their agenda as a company until they tangibly demonstrate to them that they value their agenda as people. The challenge was to step up and start demonstrating that. They went from having the worst employee engagement in the Fortune 500 to having the best employee engagement — something that had never been done before over that timeframe. Campbell Success Model You cannot win in the marketplace if you don’t first create a winning workplace. And when you begin to win in the marketplace, you’re going to be able to win with your community. And underneath winning in the workplace, marketplace, and community, you need to be winning with integrity. Doug quotes Stephen Covey: ‘You cannot talk your way out of things you behaved your way into. You’ve just got to behave your way out.’ And so as a management team, they had to behave their way out with the people that worked there. Play the long game In any position you go into, you have three years. The first year, it’s the other guy’s fault, and you’re doing the best you can with what you’ve been dealt with. The second year, you’re learning. And by year three, you’re supposed to have it. With every job you go into, take the long view. It’s never going to be a one-year wonder turnaround; it has to be a culture of continuous improvement. TouchPoints The world is now morphing into a place where you have to be very fluent in very small interactions: touchpoints. For the most part, we all do this by the seat of our pants. But we’re best served if we don’t — and we can learn how to be powerful and effective in these micro-moments. There is a simple process for getting good at managing the small moments: enter the moment with a “How can I help?” mentality, and exit with a, “How did it go?” mentality. You can process almost anything in one to two minutes, which is important, because you need to be ready to talk when your people are ready to talk. People have to know you’re really listening, that you understand what they’re saying, and that you want to see them make progress. Head, heart, and hands Be tough-minded on standards, and tender-hearted with people. Head: make sure there is a logic to what you do because your people are hungry for consistent thinking. Heart: show up with great authenticity. Hands: develop the practices that allow you to bring your logic and authenticity to life when you show up in these moments. Resources for Doug Conant Twitter | LinkedIn | Facebook | ConantLeadership | TouchPoints

How many conventional leadership ideas do we take as the truth but turn out to be lies? We’re joined today by Ashley Goodall, the author of Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, and the Senior Vice President Leadership and Team Intelligence at Cisco. Ashley separates fact from fiction in the realm of workplace and leadership misconceptions, and what the truths really are. The premise There are a few themes that run through the book that really resonate with an audience who is jaded about conventional wisdom at work. They can see with their own eyes it’s not true. (1) We’ve lost sight of individual human beings at work. We all feel like we’re meant to be cogs in a machine. (2) Small, good things become big, bad things when we try to scale them and turn them into systems. All of a sudden, the humanness is gone. (3) We seem to pay much more attention to what doesn’t work in the world. But what does work? It’s better to focus on that than on our shortcomings. Lie: people care which company they work for A large company can have tens of thousands of employees. You’re never going to know them all. The reality is, when you join any large group, your experience is always a local experience — and that experience lives in your team. Your company culture is abstract and distant. The experience of the team always trumps the experience in the company. You can’t get work right if you can’t get teams right. Lie: people need feedback This lie comes from the fear that, if we don’t give people feedback, they might not do their job. And if they don’t do their job, our teams will fail, then we as leaders will fail. But when you look at what people do need to get better, feedback does the opposite. When people feel like they’re about to be judged, their brain leaves the conversation and it’s no longer around to do learning. People learn best when you pay attention to them and, especially, to what worked. You should stay on your side of the conversation. React to what they did, without judgment, and it serves to help them uncover what they did well so they can lean into it. Leadership What is the thing we call leadership? We might enumerate characteristics that leaders have, but if we were to look at any accomplished leader in the real world, you’ll find exception after exception. What leaders have in common are not a set of characteristics. There's just one thing: followers. If you want to answer the question, “Am I a leader?” — look behind you. Is there anyone there? If yes, then you’re a leader. If no, you’re not. It’s a very simple test. This means that leadership isn’t about leaders. It’s about followers. We humans are fearful of the future, and we follow people who help lessen that uncertainty. That bit of confidence is worth a lot. The Quote: "The set of characteristics of who you are, what you have to contribute, and how you acknowledge other people around you: those are the characteristics we need to build more of and allow to flourish." Resources LinkedIn | Website | Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Amazon)Freethinking Leader Coalition

Nine Lies About Work: A Freethinking Leader’s Guide to the Real World

What does “we’re all in this together” look like? Join us on this episode as we sit with Terry Turner, the President and CEO of Pinnacle Financial Partners. Today we’re talking about cultivating a culture of ownership, keeping employees engaged, and how love can still manifest in action — even at companies like banks. Ownership Pinnacle associates are treated like they’re owners — because they are. Everybody wants to feel valued, included, and that they’re part of the company, so it’s been an important concept at Pinnacle to give shares to all associates in the firm. It gives them a sense of being in the game, a part of the family, a part of the team. Everyone is pulling in the same direction. Engagement Engagement begins with who you hire. If you want happy, successful people in your firm, then make it a point to hire happy and successful people. They also have employees go through a three-day orientation process where they take the time to explain the company’s values and what they’re trying to achieve. Another thing they do is hold the leaders accountable for engagement. You can fill a company up with good people, but the question for leaders is: have you done what is necessary to engage your people? That’s a crucial relationship, because people leave managers, not companies. Live life with your associates This idea builds on the sense of family. If we’re all in it together, then I’m excited about what you’re excited about, and hurting and concerned whenever you are. It’s company culture to be in touch with the people you work with and what their life situations are. Leading with love at a bank As mentioned earlier, Pinnacle grants its associates equity — today, to the tune of 400 million dollars. People’s lives have been changed by that, and it’s what Terry calls a compassionate system. They also include 100% of their associates in annual cash incentives, and the way those incentives are earned is based on corporate results, not individual scorecards. If the team succeeds, then everyone succeeds. But what really makes Pinnacle a great place to work is how well you love each other, picking up the phone when somebody needs help. It's not the kind of systems you have running. The Wow Budget You can’t treat your associates like dogs and have them run out and give unparalleled service. That’s not going to happen. One of the things they try to get right is the associate experience, like, for example, with the Wow Budget. It’s money that can be spent to wow a client: no guidelines, no script. They simply hire people who have a heart, tell them to act like it’s their money (“Does this make sense to you? Is this an appropriate amount to spend? If it is, spend it”) and turn them loose. Turn the command and control management style around The first step, says Terry, is to research and find out if leading with care and kindness really works. It sounds counterintuitive, but the reason he says to start there is because you can’t fake it. You have to believe that it works. Invest the time to develop a genuine and firm commitment to it before you launch. Resources M. Terry Turner | Love Works: Seven Timeless Principles for Effective Leaders | Sacred Marriage: What If God Designed Marriage to Make Us Holy More Than to Make Us Happy?

Love Works: Seven Timeless Principles for Effective Leaders by Joel Manby (2012-04-30)

Sacred Marriage: What If God Designed Marriage to Make Us Holy More Than to Make Us Happy

Times are changing. There is a movement happening: are you in? Joining us today is Mike Vacanti, the founder of the HumansFirst Club, and today we’re talking about the hope of being able to create positive change in the workplace, and how to lead from a humans first perspective. The HumansFirst Club Movement: We are at an inflection point where we’re realizing we can do better. The HumansFirst Club is an opportunity to have positive, constructive dialogue around what it is we’re experiencing now in the workplace, and the ideas we can share and build upon as a community to take the steps forward toward a future that really does value people first. What happens at a HumansFirst Club event: At HumansFirst Club events, we have people from all different perspectives and job roles, from business leaders, to HR, to authors, and instructors. They have unique and proven ideas and these ideas are gaining traction. At the center of it all, these people and their audiences have that great need of wanting to be happier and better. Business benefits of the movement: Given the opportunity, people will amaze you. By putting in a lot of the processes and operations and controls we feel are there to drive business results, we’re actually creating barriers to things that would happen naturally if we empowered people to deliver. If we create this transparency where our employees can attach their beliefs to the company beliefs, what they will contribute will far exceed what we could demand that they contribute. Leadership the HumansFirst way: We’re taught to look at the quantitative measures of people: what are they capable of from a statistical standpoint? But what about looking at the core of who our people are? What drives them? What are their true values? How are they influencing other people around them? What type of energy do they show up with during the day? How much do they smile? Do they lift the energy of other people? From a leadership standpoint, one of the most important things we can do is choose what to stop doing. What we stop doing is probably more important than what we do next. Take away the historic processes that may actually be barriers to high achievement — don’t add more to the bucket. Make sure you have the right things in the bucket. Why people lead with fear: Mike puts forward three theories. First, people think: this works because I experienced this, because I’ve now risen to a level of authority. This is the path to leadership and achievement. Second, there’s not much incentive to let go of it. To protect pride and ego, people cast fear so they can’t be challenged on their position and authority. Finally, laziness. It’s just easier to throw fear out there. You can detract, deflect, and don’t ever have to be vulnerable and be exposed for your insecurities. It’s a wall people hide behind. Final thoughts: We all have the ability for deep thinking, higher consciousness, and the opportunity to create positive change for at least one other person. We need to get rid of our limiting beliefs, choose what to stop doing, and fill in those gaps with things we know are important — so we can enhance our lives, and the interactions and relationships we have with others. Know that you’re part of something bigger than yourself. Resources for Mike Vacanti: LinkedIn | Twitter | Facebook | Website | HumansFirst Club | Brave Leadership

How do you help people bring their whole selves to work? Just ask Claude Silver, the Chief Heart Officer at VaynerMedia. She oversees wonderful people and their heartbeats, and the experience they have within the four walls of the office and even in life. What happens when you make people feel like they belong, that they’re appreciated, and that they’re here to do some incredible, innovative work that excites them? More than you can imagine. Connecting one on one Part of the job description of Chief Heart Officer is, naturally, spending time with people. Claude will either proactively reach out to people, or they will reach out to her, and they spend 15 minutes together. She asks how it’s going, what’s going on, what they’re excited about, and, most importantly, if there’s anything she can help them with, because that’s where curiosity and creativity comes into play. Usually, conversations are about challenges they’re facing, so she goes into every conversation holding two things in her hands: in one hand, non-judgment. In the other, action. Killing cultures “On or off the island,” i.e. favoritism, kills cultures. If you’re saying you’re good today, and today you’re on my island, but tomorrow I kick you out for no reason, it breeds toxicity, gossip, cynicism, and negativity that your people will most definitely feel. It affects people. A lot of what drives this is fear that stems from a lack of self-awareness. We’re worried that if we’re ‘found out’ for who we really are, we’ll be made to leave. This situation leads to hostile, secret-keeping behavior, where everyone keeps their guards up because we’re’re in a workplace that won’t accept us. It’s heartbreaking. Long ago, jobs were about muscle. Today, you need brains. But tomorrow, they’ll be about heart. And tomorrow is here. Tough love When there are disciplinary issues and it’s time for tough love, Claude shares that she practices radical candor. She’s going to give it to you straight, and she’s going to give it to you nicely. You can still be a kind human being and tell people specifically what’s up — and then together, work out a specific action plan. If we put our hearts and minds into our human beings, we will have a knock on success. Not just internally, but to our consumers as well. The HumansFirst Movement The idea of opening your heart at work is very relevant today. It is just what works. And people are clamoring for HumansFirst to come to their cities because they haven’t had the bravery yet: they haven’t found their voices, or they have, and nobody is listening. So a call for HumansFirst is people’s first step in finding ways to have that conversation with their board, CEO, or managers. Final thoughts As leaders, we are guides, not heroes. If you’re in a leadership role, it isn’t your show. You’re there to coach the people around you. Resources for Claude Silver LinkedIn | Instagram | Twitter | Job openings at VaynerMedia

What if someone tapped you on the shoulder and asked if you liked your job. Would you say you loved it? Today on the podcast we have Bob Chapman, the author of Everybody Matters, and we’re talking about the extraordinary power of caring: what happens to a workplace when people are cared for and care for others in return? What kind of impact will that make? The journey Bob began his career the traditional way. He had a management degree, so thought his job was to manage people and tell them what to do in order to be successful. He was by no means oppressive, but he saw people as functions: operator, assembly worker, store clerk, engineer. And then he asked himself: why can’t business be fun? Why do we call it work? It occurred to him that we have people in our care for 40 hours a week. Everybody is somebody’s precious child placed in our care, and we are the most significant influence on their sense of purpose and self-worth. The bus If you can build a safe bus (your business model), and find drivers who can drive it safely (your leaders), then anybody who gets on that bus is going to be fine. Leadership is about allowing people to rise to the level of their ability and letting them feel appreciated for whatever that is. Business could be the most powerful force for good if we cared about the people we had the opportunity and privilege of leading. Transforming managers Bob’s greatest fear is to create something great, but be too dependent upon him that if something were to happen to him, it would fall apart. So they created a university to transform managers into leaders — because you can’t manage people. But you can care for them and make sure they succeed in the same way a parent would for their child. It’s stewardship of these precious lives that walk into our buildings every day and they simply want to know that who they are and what they do matters. It’s about sending people home fulfilled and cared for. Care is contagious Caring for people has a ripple effect that extends way beyond the office. When people don’t feel cared for, it’s hard for them to care for others. But when they do feel cared for, it’s contagious. Bob shares the personal story of Steve, who said, “My wife is talking to me.” That’s the difference it made in his life. Because when Bob embraced these practices that made people feel like they were being listened to, and that they were contributing, Steve went home feeling better about himself. When he feels better about himself, he’s nicer to his wife. And when he’s nicer to his wife, she talks to him. The way people are treated for 40 hours a week matters. It’s not about pumping fear out of the room — it’s not even thinking of fear in the first place, and leading out inspiration instead. Justifying care Treat people like you would like your son and daughter treated. Even if they’re not your son or daughter, they’re somebody’s son or daughter, and that should make no difference. Someone once asked Bob how they can show a return on investment of caring for people. Incredulous, Bob asked back why they needed a return on investment to start caring for people. What do you mean, how do you justify caring? How can you justify not caring? Resources Bob Chapman (LinkedIn) | Everybody Matters | The One Minute Manager (Amazon)

The One Minute Manager

Everybody Matters: The Extraordinary Power of Caring for Your People Like Family

When you think about work, do you think about joy as well? Joining us on this episode is Rich Sheridan, the author of Joy, Inc. and most recently Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear. He leads Menlo Innovations as their co-founder and CEO, and the company has won the Alfred P. Sloan Award for Business Excellence in Workplace Flexibility for 11 straight years. Today we’re talking about how you can bring more joy into your work — and what can happen when you do. Defining Joy At Menlo, Rich shares that their mission from day one is to end human suffering in the world as it relates to technology. And their goal inside of that, since their founding, was to return joy to technology. If you’re going to embark on a joyful journey, ask yourself two questions. Who do you serve? And what would delight look like for them? They may look simple, but Rich warns against picking the easy answers. Fear in the workplace The natural fear in the workplace for any employee is that something bad is going to happen to them: they’re going to lose their jobs, miss the next promotion, or be overlooked for a key assignment. There’s a brand of management that sees that as a good thing … but what kind of culture is that creating? With fear, work is no longer about contributing, it’s about being better than the other guy just so you get to stay. That creates a very debilitating culture. Systems, not bureaucracy Bureaucracy manifests itself as a lot of waiting: waiting for decisions to be made, or answers to be had, or a sign off on an approval. All of this waiting weighs an organization down and robs the energy of your team. After a while, they disengage. But Rich shares the story of his eldest child’s pediatrician. A truly wonderful doctor, yet somehow, he had no patients in his waiting room every time they visited. Was he just bad at business? This place should be filled with patients. It turns out no. He was amazing at systems. One of the most important things we can do as joyful leaders is think about the systems that keep chaos out of our world so we can lift the human energy of our team and keep the weight of our human aircraft as light as possible and fly to heights and distances. The competitive advantage of love Think of what you could accomplish if instead of only 30% of your employees were engaged, 70% of them were? If these people came in every day with a spring in their step, a dedication in their energy, and they engaged in a fundamentally different way? Think about the value that would bring to your organization, how much more output you would get, the quality of the output they would produce, and how much better a reputation you would have, not just with your customers but with the others you’re trying to recruit into your organization. Legacy Family is of the utmost importance. During Rich’s disillusionment days, he was coming home late having accomplished nothing, and realized the thing that mattered most to him was slipping out of his grasp. Time will pass, and it will pass regardless of whether you’ve enjoyed your work life or you haven’t. Rich wants to be a good example to his kids, to show them that it is possible to have the kind of joyous work life that everyone dreams of. Rich Sheridan: LinkedIn | Twitter | Menlo Innovations | Joy, Inc.: How We Built a Workplace | People Love | Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear

Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear

Joy, Inc.: How We Built a Workplace People Love

On this episode of Love in Action, we have Howard Behar, the former president of Starbucks. During his tenure, Howard grew the coffee company from 28 stores to over 50,000 locations, and he’s the author of It’s Not About The Coffee and The Magic Cup. Today we’re talking about servant leadership, how to lead with love, and the power of putting people and values first. The Magic Cup The core message of the book is that, as a leader, you need to be focused on what your values are. Live up to those values no matter what your fears are, and get back on track if you ever lose your way. We all have a magic cup, and the cup represents your life. What you put into your cup is what you get out of it, so do we fill it with greed and ambition? Or are we going to fill it with the things we do to help others? Servant leadership Our primary responsibility in life no matter what we do is to serve others. And sometimes leaders forget that. The goal of any leader should be to help his or her people achieve what they want in their lives, and in so doing, have the people help you achieve what you want in your organization. But you have to serve your people first. You have to give love before you get love. You have to give trust before you get trust. Some people think servant leadership is a “soft skill” and it’s just “being nice.” It’s anything but that. It's still about holding people accountable for their performance, but doing it in a way that builds people up instead of tearing them down. It’s loving, caring, direct conversations, holding each other accountable, and achieving results. As an example, Howard shares the story of Jim and the daily messages on his cups of coffee — and how something so small can mean so much. Love in business When we talk about love, we’re not talking about the same kind of love you might have for your spouse or children. We’re talking about the love that we give to all human beings because they’re human beings. People lead with fear in the workplace, most likely because they’ve never been loved. That’s how they’ve been treated. They learned that yelling, screaming, and blaming are what get people motivated, and if they create fear in their team, people will produce results. That’s certainly something that can happen in the short term. But over the long term? Impossible. Changing our workplace culturesThe first step is to have a leader who wants to be a servant leader. It’s not an overnight process. You have to practice. You have to allow people to hold you accountable. You have to hold yourself accountable. Change yourself first before changing your organization. Advice Know who you are, know what your values are, live your life by those values, and understand that in order to have a productive, fulfilling life, you have to learn to serve yourself first, and then serve others. It’s not about being greedy. It’s about being okay with you. If you’re not okay with you, you can’t be okay with others. Resources Howard Behar | Website | hb@howardbehar.com | It’s Not About The Coffee | The Magic Cup

Join us on this episode of Love in Action as we unpack the true meaning of customer service and servant leadership with Ken Blanchard: consultant, speaker, Chief Spiritual Officer and Co-Founder of The Ken Blanchard Companies, and author of the classics The One Minute Manager and The Simple Truth of Service. Creating raving fans Ken shares his three secrets to creating raving fans from a customer service-facing role: (1) Decide what experience you want your customers to have. (2) Listen to your customers to discover what else might make them happy. (3) Deliver. He shares two stories: that of Johnny the grocery bagger who proves anybody can make a difference in their customers’ lives, and another illustrating the significant difference between ducks and eagles. Servant leadership There are two parts to servant leadership. The leadership part is about vision, direction, values, and goals, because leadership is about going somewhere else, and the responsibility of that goes with the hierarchy. The servant part is more philosophical. Turn the pyramid upside down: you work for your people, who work for their people, who eventually work for your customers. It’s not about you, it’s about them. When you serve first and lead second, people feel empowered and important, and they will go out of their way to take care of your customers. Or: “profit is the applause you get for creating a motivating environment for your people.” You want your people to win, and Ken tells the story of how he started doing this as a college professor by giving his students the final exam questionnaire on the first day of class. Love in action Wander around and see if you can catch people doing things right, and praise them and encourage them for it. Listen more than you speak. Ask more than you tell. And should anyone question whether this approach is too soft, Ken is writing a new book that asks, why isn’t common sense common practice? If you create an environment where you’re cheering your people on, they’re going to cheer your customers on, and it works. Hence the working title: “Duh.” Leading with love instead of fear The biggest addictions you see in organizations is the human ego, and there are two ways ego usually gets in the way: (1) false pride and thinking you’re smarter than everyone else, and (2) self-doubt, because when you’re doubtful and fearful, you’re focusing on yourself. CS Lewis said it well years ago: “True humility is not thinking less of yourself; it is thinking of yourself less.” People admire your skills, but they love your vulnerability. It’s okay not to have all the answers. And if you need their help — asking for it and giving them a chance to contribute is extremely empowering. Final thoughts Don’t you act like you’re better than anyone else. But don’t you let anyone else act like they’re better than you. God didn’t make any junk. And The most fun in life is when you’re confused about the difference between work and play. Resources LinkedInWebsiteThe One Minute ManagerThe Simple Truths of Service: Inspired by Johnny the Bagger

The One Minute Manager

The Simple Truths of Service: Inspired by Johnny the Bagger

Welcome to the Love in Action Podcast, and we’re launching today with someone I deeply admire: Erica Keswin, the author of “Bring Your Human to Work.” Join us as we talk about the book, and dive deep into real-life examples of designing workplaces that are good for people, great for business, and just might change the world. The Big Idea When people ask Erica what it means to bring your human to work, she boils it down to this one phrase: honoring relationships. So, the big idea behind the book is that we need to be intentional in honoring these relationships — with our colleagues, with our boss, with ourselves — otherwise, it’s not going to happen. When we invest time to make connections, the science shows that it’s good for us as people, it’s good for business, and it’s good for the world. Erica shares stories of what inspired her to write the book, which drove her to say: I want to look at this in a deeper way and provide a roadmap for leaders. We need strategies and protocols to create a more human workplace for ourselves and for our team. Be Real: Speak in a Human Voice If you’re going to start anywhere, Erica recommends starting with Chapter 1, which is the first chapter for a reason. Chapter 1 is divided into three sections: 1) Know your values. 2) Think about communication on a continuum from instant messaging on one end, to picking up the phone, to connecting with people face to face. 3) Empowering people to live the values. Living the values: Jet Gray During their employee orientation, JetBlue tells their new hires: Life is not always black and white. It’s often gray, especially when you’re 37,000 feet above ground. They put the idea of Jet Gray into their employee handbook, saying that they trust and are empowering their employees to live the values. Living the values: Lyft One of Lyft’s values is to "uplift others.” Erica shares the story of a Lyft driver who, on Valentine’s Day, pulled the car over to console a weeping passenger for fifteen minutes. A few weeks later, the CEO of Lyft received an email saying that that driver potentially saved her friend’s life because she was depressed and contemplating suicide, but connecting with her in that way kept her alive. Once a month, Lyft shares stories like these to all its employees at their all hands meetings, so they have the opportunity to become uplifted. Living the values: Away The luggage company Away is so focused on culture that they have a Slack channel called #teamlove. They tell people that whenever they see someone living out the values to please share the story in the channel. What that does is create a living repository of all these examples of what it means to live the values and be part of the culture, which is a gold mine for things like hiring and onboarding new people. It’s a very quick way to bring them up to speed on what it looks and feels like — and it costs nothing! Final thoughts Pause and match your message to the medium. Are you running 10 minutes late for lunch? Great, send a text. But do you have an employee who seems off? Or a client who isn’t returning your calls? A family member where you get the feeling that something is going on? Think about the best ways to move your communication goals forward. Don’t default to the tech end of the spectrum. Resources

Erica Keswin | Erica Keswin | Bring Your Human to Work (Amazon) | Back to Human (Amazon)

Bring Your Human to Work: 10 Surefire Ways to Design a Workplace That Is Good for People, Great for Business, and Just Might Change the World

Back to Human: How Great Leaders Create Connection in the Age of Isolation

Through decades of research, interviews with hundreds of global leaders, and coaching and training his own clients, Marcel Schwantes found that the best organizations on the planet care about and value the whole person — their emotional, mental, physical, financial, and even spiritual well-being — to achieve outstanding business outcomes. In essence, the leaders of these "best places" to work unleash the human spirit to reach its full potential through "Love in Action.” Love in this sense is a verb, not a feeling. It’s packed with pro-social behaviors and positive intent on behalf of serving the needs of all stakeholders, especially employees on the frontlines. The evidence overwhelmingly asserts that a more humane and human-centered approach to leadership — serving the needs of others — will produce great results. This is Love in Action. Subscribe and never miss an episode with the world's top leadership experts and thought-leaders.