The Authentic Leader Show: Recent Episodes

Christopher R Jones

I have found that when you are true to yourself and the people you lead, you are authentic in the way that you lead and as a result, create followers who want to follow you.

Throughout my decades-long career, I have experienced good leaders who people want to follow because of the person they are and how they lead. Of course, I have also experienced bad leaders who lead through their authoritative title, intimation, and demands. I bet you have also experienced good and bad leaders.

I have also been a good and a bad leader and have had to learn through trial and error, research, training, reading and other resources, what it takes to lead effectively. . . what it takes to lead authentically.

Leading authentically is leading in a way that is true to yourself and the people you lead so that people want to authentically follow you.

This show will provide content that will help you to learn leadership and management principles, high-performance tools, and, productivity tips.

Ever wonder why some leaders earn trust effortlessly, while others seem to struggle no matter how hard they try?

In this week’s episode of The Authentic Leader Show, I sat down with HR inspirer Mindy Flanigan to talk about the real traits that make leaders effective . . . and no, it’s not about titles or tactics.

We get into: * Why emotional awareness is a strategic leadership tool * How to hold high standards without micromanaging * A smarter way to develop future managers, before you promote them * The role of HR in shaping (not policing) workplace culture

Mindy doesn’t sugarcoat it, and I don’t either.

If you're committed to building a team that performs without you hovering, this episode will give you the clarity and tools to lead with confidence.

The Key to Thriving Teams: Preparing Leaders Before They Take the Role

About This Episode In this episode of The Authentic Leader Show, I share a challenge many organizations face: promoting star performers into management roles without preparing them for leadership.

Drawing from personal experience and proven strategies, I share how to equip new managers with the skills they need to succeed in their roles.

What You’ll Learn: * Why promoting star performers can sometimes backfire. * Critical skills new managers must develop. * Four actionable steps to prepare future leaders for success.

Episode Highlights: * Recognizing the Challenge: Star performers don’t always make great managers without proper preparation. * Four Steps for Success: 1. Identify potential early, looking beyond performance metrics. 2. Delegate small leadership tasks before formal promotions. 3. Invest in training and development, like the New Leader Lab program. 4. Understand the “why” behind career aspirations.

Growing leaders is like nurturing a garden. You must give it time, care, and the right environment.

An Actionable Tip: Schedule a one-on-one with a star performer this week to discuss their career goals and test their leadership potential.

Season 2 of The Authentic Leader Show is here!

In this introductory episode, Christopher R. Jones reflects on lessons from Season 1 and introduces the new focus for Season 2. This season is designed to help:

Leaders of management teams apply tools and systems to transform their managers into effective leaders.
HR professionals and executives of fast-growing companies develop high-performing teams.
New and struggling managers learn the foundational principles of leadership.

Christopher shares actionable strategies, personal stories, and a sneak peek into the framework that will shape this season:

Episode Highlights: * Why leadership is a choice, not a title. * The core principles of management and leadership that many new managers miss. * A preview of how this season will equip listeners to lead with confidence.

Take the Next Step If this episode resonates with you, here’s how you can get involved:

Subscribe to The Authentic Leader Show

Stay updated on future episodes filled with actionable insights. 2. Share This Episode

Share this episode with one person in your network who could benefit—and let them know why you thought of them. 3. Send Us Your Feedback

Have questions or suggestions for future episodes? Reach out! I’d love to hear from you.

For more resources and leadership insights, visit my website: ChristopherRJones.com.

Do you volunteer your time and expertise? Are you a leader in your professional or volunteer organization? This episode includes insights for volunteers and volunteer leaders.

In this episode, you'll learn:

The professional benefits of volunteering: Discover how volunteering your time can develop transferable skills that apply directly to your day job, including communication, delegation, relationship building, strategic thinking, and networking.
The importance of clear expectations and accountability: Learn why successful volunteer teams succeed on clear expectations and how to create an environment of accountability that engages the entire team.
The top reasons delegation fails (and how to fix them): Unclear expectations, lack of skills, and undefined deadlines are just a few reasons delegation goes wrong. This episode provides a simple 3-step process to ensure successful task assignments within your committee or team.
The power of actionable feedback: Effective leaders of volunteer groups provide clear and timely feedback. Discover how to deliver feedback that focuses on solutions and empowers individuals to take action.
Turning learnings into action: Attending conferences and training programs is valuable, but the true impact comes from putting what you learn into practice. Learn a simple framework to commit to actions and achieve results.

Whether you're a seasoned board member, volunteer leader of committees, or just starting your involvement in an association or organization, this episode offers insights and practical tips to:

Enhance your leadership skills through volunteering.
Foster successful and accountable volunteer teams.
Transfer your volunteer work to your professional environment.

Share your experience.

Have you ever been part of a high-performing volunteer team? What did you learn from the experience? Share your thoughts in the comments below!

Ready to gain practical leadership tips? Listen to this episode now!

Dr. Boyd brings a unique perspective to the table as the former dean of the Virginia Commonwealth University's School of Business and currently serves as a Professor of Finance at VCU's School of Business.

Her experiences and insights offer a wealth of knowledge for leaders at all levels.

This interview was recorded in front of a live audience and my once-a-quarter Authentic Interview Event. Dr. Boyd shares her personal journey of transitioning from the world of classical ballet to becoming a prominent academic leader. As a newcomer to her role as dean, Dr. Boyd encountered challenges, including perceptions that intimidated some. Dr. Boyd discusses the importance of providing radical candor in leadership and communication.

Unapologetically, Dr. Boyd describes what she believes are the long-term effects of the pandemic on students and the education system.

I chat with Terry Monroe, the Executive Director of the Virginia Society of Association Executives (VSAE) and President of Association Management Services with Eisenman and Associates.

I'm also excited to announce that I'll be presenting at the VSAE morning seminar and association lunch on March 7th. We'll touch on that program during this episode, but first, dive into Terry's insights:

What's cooking at VSAE? Terry unpacks the strategic thinking behind their popular programs, including the morning seminars and luncheons.
From new association manager to leader: New association managers, this one's for you! Terry sheds light on the unique challenges you might face in your transition and offers valuable advice.
The future of association leadership: What trends are shaping the landscape? Terry shares his expert perspective on what's ahead.
Real talk: Terry doesn't shy away from his own experiences. He opens up about the hurdles he faced early in his career, offering relatable lessons for all of us.

Don't miss this episode packed with wisdom and practical takeaways!

I am thrilled to bring you my interview with Scott Love, an award-winning recruiter, speaker, author, and host of The Rainmaking Podcast. After my recent appearance on Scott’s Rainmaking Podcast, we had such a great conversation that I invited him to join me for an Authentic Interview.

Here are some key insights Scott shared in this interview. * Scott shares his thoughts about being “followable”, earning trust, and becoming someone others want to follow. * He shares practical tips for new attorneys (or managers) on managing both external and internal relationships within the firm. * Scott provides details about why people are naturally attracted to those who can effectively solve problems. * We had an interesting discussion on the strategic placement of a Montessori school next to a hospice center and its implications. * Scott emphasizes the importance of discipline through consistent rituals and shares how they contribute to success.

What are your key takeaways from the interview? * Do you agree with Scott’s opinion that job changes are influenced by either strategy or leadership? * What problems do you solve for others, and do you believe people are attracted to problem solvers? * What are the rituals that contribute to your success?

Tune in to the episode now to gain valuable insights and practical tips from Scott Love!

This interview is recorded in front of a live audience who had just finished lunch at the Independence Golf Clubhouse. We had a terrific audience of business leaders who you will hear in the background during the interview. Since the last live Authentic Interview event 5 years ago, I turned those first interviews into this podcast The Authentic Leader Show and interviewed 70 additional people.

This interview with Boomer Muth, CEO and Co-founder of Koalafi (formally WestCreek Financial). Kaoalfi has partnerships with local and national Fortune 100 retailers. Their rapid growth has been acknowledged by Deloitte and Forbes has recognized Koalafi as one of the best startup employers.

Here is just a sample of what we discuss in this interview:

Boomer’s first management experience
Boomer’s leadership style and how it’s directed by a code that he lives by.
How aspiring to be a rock star has led to Boomer’s eventual start of a business and becoming CEO?
Why your business should not be a family.
How Boomer is using AI and how AI affects your cognitive load.
I share my story of one of my biggest failures when providing my services. And it happened with Koalafi.

In this podcast episode, we challenge the common practice of promoting top performers into managerial roles and highlight the potential pitfalls of this assumption. We explore five segments that dive into the complexities of transitioning from being an outstanding individual contributor to a successful manager.

The Assumption of Top Performers as Easy Choices There is a routine but often incorrect assumption that top performers will seamlessly transition into managerial roles. I share my personal example that underscores how this assumption can lead to disappointment and underperformance.

Identifying Interest and Providing Exposure It’s important to assess a top performer’s genuine interest in managing teams. I share the significance of conducting one-on-one meetings, offering low-risk assignments, and providing constructive feedback to help top performers gain valuable experience before promotion. I address the value of providing exposure to management and leadership skills.

The Critical First Steps in New Management Roles It’s critical to establish momentum at the beginning of a new management role. Training and coaching are essential to provide direction, eliminate guesswork, and prevent unnecessary failure. I share some valuable tips and strategies for new managers, emphasizing role clarity, advice-seeking, communication development, and what it means to be a role model.

Resources for Business Leaders Organizational leadership plays an important role in setting new managers up for success. It’s important to identify and prioritize managerial and leadership skill gaps. The Leadership Diagnostic Tool for New Managers is an effective tool for this assessment. The New Leader Lab 2-day workshop is also an important resource to equip new managers with foundational tools.

The Importance of Supportive Leadership Senior leaders and mentors also play a critical role in supporting new managers. I share a compelling story of how a skilled software engineer successfully transitioned into a managerial role with the support of proactive leadership development. It’s important to foster a culture of mentorship and continuous learning within organizations.

This podcast episode encourages us to rethink our approach to promoting and supporting leaders. By considering individual readiness, providing necessary resources, and fostering a culture of mentorship, organizations can ensure that top performers thrive in managerial roles and contribute to overall business success.

Welcome to "The Authentic Leader Show." The podcast for Leaders of Managers as they transform their New Managers into Authentic Leaders of Teams.

In today's episode, we're tackling a topic that resonates with countless leaders: "Mastering the Transformation - Six Essential Skills New Managers Need." If you're a new manager navigating the often turbulent waters of leadership, or if you lead management teams, this episode is made for you.

The Managerial Transition: Becoming a manager is an achievement in itself, but the transition from being an individual contributor to leading a team is a journey with challenges and self-discovery.

Many new managers find themselves realizing that the skills that earned them their promotion are not the same skills that will ensure their success as a leader. It's a transformation that's simple but far from easy.

As we explore this transformation today, we'll uncover the six essential skills that every new manager needs to steer their teams toward high performance.

The Six Essential Skills: This episode revolves around the ability to communicate effectively with team members, peers, and superiors, including delivering clear messages, building consensus, and active listening. Prioritization, delegation, and efficient workload management are vital to a manager's success. How new managers must motivate, inspire, set positive examples, and provide guidance to their teams. Identifying issues, crafting action plans, and implementing solutions are central to overcoming the myriad challenges new managers face. Building meaningful relationships with team members, peers, and senior managers, which involves empathy, active listening, conflict management, and genuine care for others' success. How new managers must make informed and timely decisions, gather and analyze data, consider various perspectives, and involve their teams in the decision-making process.

Embrace the Transformation: Mastering the transition from manager to leader is a journey that starts with honing these six skills. It demands continuous practice, self-reflection, and a willingness to learn and adapt. We encourage you to seek opportunities to develop these skills and seek guidance and feedback along the way.

Transforming from a new manager to an authentic leader involves embracing a coaching mindset. Guided by team goals, the leader as coach draws from sources like benchmarks and industry norms. Establishing personalized goals for each team member fosters a coaching role when discussing performance.

Setting performance expectations including defining the purpose of work assignments, clear results, and priorities are all tools for a leader as coach.

As with any sports team, feedback is also key for coaches in the work environment. In both cases, feedback conversations must focus on driving improvement and acknowledging strengths. Adapting your management and coaching style must also adjust to the skills, experience, and motivation of each person on the team.

Watch or listen to today’s sixteen-and-a-half-minute episode.

Sometimes the term “manager” can be unfairly vilified as being “bossy”. Boss and manager are not the same things.

Managers should lead their teams. The questions are “Can all managers be leaders?” And, “Can leaders also be managers?”

In this podcast, I’ll explain the difference between leadership and management and how the skills of each can complement each other.

I’ll also share the luxury manager and leaders have with their teams and what busy managers will say about their luxury.

Watch or listen to today’s fourteen-and-a-half-minute episode.

In today's podcast, I share five reasons first-time managers don't set clear performance expectations.

I also share how to help team members to understand what is expected and how they can improve their performance.

Watch or listen to today's twelve-and-a-half-minute episode.

Should you wait to start a meeting to allow latecomers to arrive or should they start on time? In today’s podcast, I share my thoughts about starting meetings on time along with a list of reasons why.

I also share how to best manage latecomers with a list of things NOT to do.

Lastly, I share additional “musts” when facilitating meetings.

In today's podcast, I share four reasons I hear leaders say that they are focusing on first-time managers.

I share each of these four reasons and why each is so important to the success of first-time managers and their teams.

You feel like your first-time manager isn’t making it. You aren’t sure why they aren’t more successful leading their team. In today’s podcast are FIVE signs your first-time manager may be failing and what to do.

We cover everything from asking for help, inconsistencies in results, and taking responsibility for mistakes, to how first-time managers are spending their time and their descriptions of their priorities.

In my first role as a manager, I couldn’t listen to my manager. I didn’t know it then but I later realized that I didn’t feel qualified to be a manager while at the same time wanted so bad to be a manager.

Taking advice/coaching from my boss made me feel inferior and it only proved that I didn’t know what I was doing.

This is exactly why I committed more than 25 years ago, to learning all that I could about what it takes to be an effective manager and leader.

For almost a decade now, I have been helping managers of first-time managers transform them into leaders of high-performing teams.

In this podcast, I share a story from when I taught swim lessons and how it correlates with first-time managers who don’t take advice from their bosses.

A study by Gartner showed that 60% of new managers fail within the first 24 months.

In the 10+ years of formally coaching managers (and observation throughout my career), in my professional opinion, that's about right.

First-Time managers are not set up to succeed, but not intentionally.

The managers of these first-time managers don't have time or a training curriculum to set them up for success.

Here are my 10 "whys" The First-Time Managers Summit is like no other.

Find out if your first-time manager is a good fit for this summit. Not all first-time managers are a fit for this summit. To find out if your first-time manager is a fit, go to: AuthenticSuccessOnline.com. With only 10 participants, you will want to get your manager's name on the list sooner than later.

The Two Ds for Emerging Leaders of High-Performing Teams
Emerging Leaders know that they need to assign work, but many times don’t have a framework for doing so.

Emerging Leaders are both frustrated and surprised that managing their team isn’t as easy as they thought it would be. Until they uncover key principles, starter strategies and systems, and tools, these leaders continue to struggle to lead their teams to high performance.

Today I’m sharing the connection between some of the key disciplines of Authentic Leaders with how they are applied to effective delegation.

In this episode I share:

How having a team direction can be an effective tool when delegating work.
How managers can strategically increase decision-making in their team.
How intentional communication helps to hold your team accountable for their work without conflict.
How feedback needs to be delivered so that the person receiving the feedback can both receive it and take action.

Delegation is a skill that most managers and leaders I work with struggle with most. Most assume delegation success and are often confused when delegation fails.

Most managers and leaders are so busy that they don’t make time to debrief and understand what went wrong in their delegation. So they delegate again and wonder why delegation isn’t more successful.

I shared 10 Reasons that Delegation Fails in episode 106. It’s about the deeper underlying root causes of delegation failure. I encourage you to listen to that episode too.

Today is a higher-level understanding of six simple activities you can do to make your delegation more successful and reduce delegation failure. Listen to today’s episode and go back to listen to episode 106 and see the difference.

Most managers who micromanage their team are unknowingly doing so. Most micromanagers would say that they aren’t micromanagers. You may be micromanaging and not realize it.

So, what’s so bad about micromanaging anyway?

If you are a micromanager, it can feel like you are taking control and ensuring that your team doesn’t mess something up.

If you are the team member being micromanaged, it can feel like your manager is getting in the way of your productivity. It can be suffocating and insulting. It can make you question, “if I am going to be micromanaged like this, why am I even doing this work?”

Today's episode is about recognizing if you are unknowingly micromanaging and how to eliminate micromanaging with confidence.

Leaders who attend my Delegation Master workshops learn about delegation so that they can make room for higher-level thinking.

But, sometimes these same leaders have gotten overeager and go beyond what they are actually able to delegate. When over delegating key responsibilities that the leader can’t delegate, it creates a real problem for the leader that can be hard to recover from.

Because when a leader crosses that line, the leader’s earned credibility and influence erodes. I want to keep you from delegating more than you are able to and ruining your earned influence as a leader.

Preventing erosion of your leadership from misguided delegation can be shown through examples. These 6 examples that I am going to share today are not comprehensive. In other words, I’m not saying, “If you don’t delegate these things, you don’t have to worry.” Rather, these examples are to get you thinking about other similar things that you can’t delegate.

Leaders continue to struggle with their delegation strategy.

Some may not realize that they even have a strategy, which ends up being haphazard delegation.
Some realize that delegation is necessary, but don’t know how to intentionally and strategically delegate.
Others, whom I call delegation masters, fully embrace a delegation strategy as a part of their leadership plan.

The problem comes when leaders want the immediate results of being a delegation master. Implementing your delegation strategy isn’t immediate. It’s an investment.

Just knowing the top reasons delegation fails can keep your next delegation of work from failing.

There is a lot at stake for leaders when delegating work. The ability for leaders to effectively delegate has a direct effect on a leaders ability to lead their team, get high priority work done, increase a team's productivity, identify better ways of getting work done, develop and uncover a team's capabilities, establish a team culture of creativity, innovation, & initiative, increase a team's morale, develop confidence among the team . . . the list goes on and on.

But failing to be effective at delegation, prevents everything I just listed from happening.

Leaders don’t understand what delegation really is and what it is not. Many leaders are already delegating without realizing it.

Every task completed by your team, every function they perform, and every project that they work on is a task that you delegated to them. If your team wasn’t performing these tasks, functions, or projects, you would be doing them.

The real problem comes when delegating new tasks, functions, and projects to your team. Are you delegating authority or accountability?

In today’s episode, I share how leaders can go too far when delegating to their technology teams and how to simply determine what you are really delegating.

Are you delegating accountability or responsibility?

Delegation not only gets work done, but it's also a strategy to be implemented for leading your team.

Without a delegation strategy, you will drift in your delegation methodology and in your leadership.
Without a delegation strategy, you will delegate to everyone the same way or you won't know how to delegate differently based on skill, experience, and motivation.
Without a delegation strategy, you will miss out on an effective tool to coach your team and increase their skills and experience.

In today's episode, I share 3 Delegation Strategies for Leading Technology Teams.

A repeated behavior by technology leaders when delegating work is because they see so many other leaders with this same behavior, feel they don’t have time for this step and have never made time to fix it or they don’t know how to fix it.

As a result, technology leaders continue to struggle to consistently delegate work. Less work will get done, as required, and on time. The influence of their team, peers, and others continues to deteriorate. Ultimately, the leader’s career success is impacted.

Take a few minutes to pause and think through your next delegation and see how a little planning can increase your delegation success.

In today’s episode, I’m going to share the most ignored critical delegation step and how to fix it.

Success-oriented professionals are typically pretty good about annual planning. It feels good to be organized. It can also feel great to think and plan for success. It also creates momentum and energy.

But, in January and February, your personal success plan begins to fail for a few key reasons. You miss some key and necessary components to carry your momentum through. You figure out your process for planning as you create your plan. Or, you haven't allocated enough time and attention necessary to create a solid plan.

You don't know what you are missing and wonder why you aren't creating the success you planned for. Your plan ends up disorganized and your priorities end up being sacrificed when very urgent and important issues surface in the reality of your work. You may have started your plan but at some point you announce, "this is good enough" not knowing if your plan really is good enough or not.

If you've ever had the habit of making annual plans but then honestly look in the mirror and have to say to yourself, "I'm not much farther than I was last year at this time", then this is for you.

I said earlier, that planners often miss some key and necessary components when planning for next year. Not everyone misses the same things. Everyone reading this post or listening to this podcast recording probably does one or more of these very well. But, today you will hear at least one or several that will cause you to say, "I need to add or step up my game on that". I don't want you to be lost in January and February when you start losing your momentum.

I love working with professionals to not only build their plans but also to continue the momentum that they create. I encourage you to comment below or DM me with your questions, challenges, and obstacles that keep you from realizing your success plan.

In today's episode, I'm going to share the seven components you need to successfully plan for next year.

When dealing with a sudden leadership vacancy, many senior leaders will pretend everything is okay "business as usual" or end up having informal conversations with some team members who want to discuss the situation or seclude themselves to avoid having to discuss the leadership issue with the team.

These same senior leaders are frustrated about restarting from the beginning to establish a new leader of the team. They're unsure about what really happened. And, of course, they are considering now how to reassure the team after the upheaval of losing their leader.

The problem for senior leaders is that they can unknowingly hinder the team from moving forward and erode their effectiveness as a leader.

Senior leaders who promote their star performers but end up watching them struggle with leading their technology team are typically doing one of these three things.

They are confused why a star performer is now a low performer as the new leader of their technology team.
They have decided to let their new leader "sink or swim", expecting that they will swim BUT they are drowning.
They are watching their new leader flounder and pretending to have it all together, but the team and even the senior leader can see that they are doing a terrible job pretending and losing credibility at the same time.

What do new leaders in technology need now? How can you prepare your star performer for a leadership role?

Senior leaders who are struggling with leading teams of technology managers and leaders typically want to reward their star performers with increased leadership responsibilities and promote them to a team-leading role.

The problem with filling the role quickly is that you are making a reactive decision rather than a strategic decision.

In today's podcast, I'll share an experience from one of my clients who promoted their star performer too quickly and didn't set their new leader up for success.

Are you uncomfortable with making changes? Do you feel like you can't fit anything more into your day? Without thinking much about it, do you go through your days getting things done, but 6 months later feel like you are where you were 6 months ago?

If you are going through your day "without thinking much about it", then you probably feel like you don't have much room for anything else.

The problem is that it's harder to achieve your aspirations.

Do you spend a lot of energy making goals fit into a goal-making formula?
Are you writing goals to impress your boss, your team, or someone else?

People who get burnt out on goals find the S.M.A.R.T. format is hard to meet the requirements of a "good" goal. Or, once carefully crafting the goals, it's time to jump back to the daily urgencies that take priority. Goals end up being put away to look at later.

The problem is that you fail to achieve or you are disappointed with the goals you set for yourself. Or, goals that you achieve are really someone else's goals and they don't fulfill you.

Have you ever wondered why others seem to have so much success with relative ease? Maybe "the career you are in" simply requires you to wait until the next opportunity presents itself. Are you bored because you don't have much to look forward to today?

If you don't recognize the mistakes I share in today's podcast, you will eventually look back and wonder why you didn't recognize them earlier or if you did, regret that you didn't take action earlier. I don't want that to happen to you.

Do you find yourself learning of one leadership idea, system, or philosophy and jump right to that new one forgetting the last one you jumped to?

If you are like I was, you also may be a frustrated leader jumping from one leadership idea, system, philosophy to the next without feeling improvement.

The problem with doing that you never give yourself a chance to create momentum and restart from ground zero again.

You are wasting money on training if you are choosing training based on the title of the training.

The problem is that you and your team start to see training as a waste of time and you not only spend your valuable budget but more importantly spend valuable time only to make little or no progress.

Frustrated leaders have begun to accept that all teams will always have a bell curve of performers (from poor performers to high performers).

The problem is that their effectiveness as a leader erodes over time because the team and others see the leader as avoiding the problem or worse, accepting poor performance.

What does it mean to be an Authentic Leader? How might you already be an Authentic Leader? Today I explain why I call you an Authentic Leader.

Frustrated leaders who are constantly defending their team's work to their boss, their clients, or other stakeholders begin to sound like they are making excuses for their team and their reputation as the leader of the team continues to erode.

The problem of doing this is that eventually, the reputation of the leader begins to erode, their team stops respecting them, and their influence with the team and others outside of the team diminishes.

Leadership and management
Personal productivity
Personal effectiveness
Dealing with conflict
Managing the financials in your business
Removing obstacles and limiting beliefs
Establishing routines and habits

I explain the bell-curve of teams and why you don't have to accept it.
I define the 4 types of performers on your team.
I also explain not only one of the most important functions as the leader of your team, but also how to apply the tool to use that function.

I explain why I often get called in by leaders before they fire a low performer.
I share the 6 factors that I ask leaders about to confirm they have done all that they can do.

I explain each of the four steps I found to be a surefire approach to delegation to your technical teams.
The magic question I ask anyone I am delegating work to that automatically increases accountability to get assignments done on time.
What to do once delegated work is complete.

Here are some of the highlights from this episode.
* What leaders must establish before giving feedback to anyone else.
* What your supervisor, team, peers, vendors, and clients/customers require of you as a leader.
* A very simple 5 step process to seek feedback.

Why the medium you choose to communicate is part of your communication.
I share the 7 levels of listening. What level are you listening right now?
I even share what's called Digital Body Language.

How being the Chief Decision Maker caused me to be the major bottleneck in my team's ability to succeed.
What to do when you don't have the luxury of making team decisions.
How decision-making and delegation work together.
Starting today, who on your team can you trust to make decisions.
Where are sources that you can confidently defend any decision.

I share the first and foundational discipline of authentic leaders and why this must be your foundation for leading your technical teams.
What is the most powerful phrase a leader can say to their team? Well, I tell you that phrase in the fifth discipline.

Here are some of the highlights from this episode.
- Knowing the difference between what you are concerned with vs. where you have influence and what increases your influence.
- How you can identify what might be time-wasting activities.
- I explain what happens after you let go of an arrow and how it relates to what you can control.

Chala shares the "magic formula" so that a prospective client never says "No, Thank You". * She also explains what it means to super niche, which is what every brand (including you) needs to do and how that leads to all content that you share. * I've struggled with being clear about my messaging in my business. Chala demonstrates how she helps her clients create clarity with their super niche. And, as you will hear, I have finally clarified mine now. * Chala even turns the table and begins interviewing me during this conversation.

We talk about her time helping TEDx speakers prepare for their big presentation and what one thing she says any speaker should want their audience to say. * Jennifer disagrees with me about what I think about intuition. * She also shares details of the 4 phases of design cycle thinking to solve big problems. * Jennifer also shares tips for creating memories while in the middle of a pandemic.

We start by talking about the immense headwinds and tailwinds of business in 2020, how leading now needs to be different.
How leaders can create confidence in what Daniel calls "Thinking Well".
How decision-making and influence alone isn't enough for today's leaders and how to go from leading from defense to offense.
Why intentional curiosity can be used to grow a leader's confidence in leading their team.
What must be answered at the end of any leadership meeting.
And, of course, Daniel details the 7 perspectives of effective leaders.
Daniel also shares what he believes are the hot topics for leaders in 2021.

Richard shares his story of leaving his successful role with the City of London to do his own thing and, how he determined that he needed to change at the age of 30 (10 years ago).
He talks about how he helps businesses too, what he calls, "hyper-niche" with three connecting circles in a Venn diagram.
How he intentionally shows up for his community every day.
Richard also shares what he sees sales leaders struggling with most right now.

Warwick explains how even with his Oxford degree and Harvard Business School education, in addition to experience on Wall Street, he still was destined for failure. * How filling a role that wasn't him helped him discover why authenticity is one of his highest values now. * Warwick gives advice for family businesses to consider to help make family members successful in the business. * How to build self-confidence when you have lost your self-confidence.

He explains why "Bold Brands Win" is more than a mantra or a tag line. * Why his business model prevents him from taking on a really big client. * Dave explains his 5A MarCom strategy when speaking to your target audience. * He also shares why the original 4Ps of marketing needs to be 7Ps. * What's working on Social Media right now.

In this episode: * Heather shares how she remains resilient with intention and what she is always thinking of. * What happens when you pay less attention to negative thoughts and what those new neural connections are replaced with. * What podcasts Heather is listening to now. * Heather's advice for leaders about why it's critically important for leaders to intentionally show up imperfectly. * The mindset for podcasters when hosting a podcast

Craig explains what he calls "Wisdom Based Methodology" to solve where organizations get stuck. * He describes what happened to him in the corporate elevator after he became CEO which catches many CEOs off guard. * Craig explains why he wrote his new book, "Unstuck; How to Unlock and Activate the Wisdom of Others" and of course, what it's about. * He shares what three steps every CEO needs to apply now so that the business can grow coming out of this pandemic.

Not only what Weaving Influence does for their author clients but also why a team was necessary to provide these services.
How she was able to leave her full-time job to start her own business.
Becky shares her communication rhythms with her team and team prompts through the week like, Make it Happen Monday, Team Tuesday, Wednesday Wins, Thankful Thursday, and Finish Friday.
She also shares 12 minutes that will change your day and will create momentum when you need it.

His story about how being stressed lead to him writing a book.
How saying that you are busy, actually over inflates and unknowingly deflates your relationships.
We deconstruct inhibiting beliefs and how to replace them with empowering truths.
What busy people have a hard time doing.
What productive people do that busy people won't do.
Examples of managing your margin.

We talk about Micah's TEDx performance where he explains a word I've never heard, "prana".
Micah shares an important life message that he shares with the kids he works with which equally applies to adults. He's also a volleyball coach.
Why living without pain may not be good for you.
Of the six instruments Micah plays, which one do Micah and I both play.
What's the most difficult thing as a successful comedian?
Micah also has a new podcast he's launched.

Here are some highlights, you will hear in this interview:
* How going on 95 blind dates has helped Steve in his networking for business strategy and how this strategy and mindset can help you too.
* How he re-branded himself after 30 years in one industry to now a career in a different industry.
* Steve's got some sound advice for non-profits to remain relevant when some non-profits are struggling in new ways.
* His part in helping his son (who is now a speaker on national stages) with overcoming severe bullying.
* Lastly, we discuss the term "expert" and how to effectively use the word. BTW - you may reconsider calling yourself an expert after this conversation.

In this episode: * We talk about Natalie's early start as a solopreneur and then her mind-shift moment that it took for her to establish a very strategic team. * Natalie shares the intentional culture she has purposefully created and how part of that culture helped to create flexibility during the work-from-home period of the pandemic. * She explains why starting with the first step is what allowed her to create her business and because she had no choice but to make it work, it helped to cause her success. * How some hard feedback from an attorney client expanded Natalie's approach to serving her clients today.

We talk about his podcast "Shark Tank Fan Podcast" and how that lead to his book "Could You Survive Shark Tank?" which includes the 7 questions business owners need to know. * Why Barbara Corcoran (one of the sharks) frames some of her business investments upside down and the one thing they all have in common. * The number one requirement all businesses must have in order to get a deal on Shark Tank. * What to be aware of when forming a partnership (which is what all Shark Tank deals are). * What Pierce has learned as a result of writing this book and what he does now with his clients.

We talk about his podcast "Shark Tank Fan Podcast" and how that lead to his book "Could You Survive Shark Tank?" which includes the 7 questions business owners need to know. * Why Barbara Corcoran (one of the sharks) frames some of her business investments upside down and the one thing they all have in common. * The number one requirement all businesses must have in order to get a deal on Shark Tank. * What to be aware of when forming a partnership (which is what all Shark Tank deals are). * What Pierce has learned as a result of writing this book and what he does now with his clients.

I ask Randy, why he felt the need to include the word "partners" in his company name Sklar Technology Partners which is when he told his dad (the founder) he was changing the company name.
How Randy has led his business through 3 recessions
How and why the business does not trade time for dollars.
Why Randy doesn't talk with his prospects or clients about technology, and what he talks to them about instead.
Randy also talks about how and why he treats the business like it's another person.

John explains the bad stress many of us are under is 'chronic stress' which is different than 'episodic stress' which is good for us. * Why your neighbors are taking walks and how petting puppies is one of the top 3 ways a study has proven that adults can recover from stress. * A key way (and a fun way) you can reframe your relationship with stress. * John shares a property that all organic things have which is a property that can help all organic things to grow. * The four steps to increase performance under stress.

Jennifer draws a simple diagram that helps illustrate how she defines authenticity.
She shares what she means by "Kitchen English".
Jennifer shares what she calls 3 characteristics of resiliency and her framework to become more resilient.
While it is hard to find one in the wild, she also describes what a perfectly resilient team looks like.
Jennifer even turns the tables and asks me a question when we discuss leadership vs. authority.

Dr. Darria and I talk about the badge-of-honor that some people wear when bragging about the stress they are under, and then she explains her goal to eradicate the phrase "crazy busy". * She's got a great way of explaining how even in the midst of chaos (like in an emergency room) how anyone can be ready for "whatever comes in". * We also talk about triaging priorities into three colors, how we sometimes prioritize everything to one color, and then I ask her about the fourth color (which is dark but an important reality). * She additionally provides real tips for handling COVID-19 risks with her 4-D framework, as we go out in public.

Greg explains what experiential learning is. * He's got a great story about a breakthrough moment of a participant in one of Greg's programs who had negative expectations. * How Greg and his team strategically determined how needed to pivot to virtual team building while maintaining their reputation for the high caliber programs that they have built over decades.

It's not an interview. It's just me talking about: When Your Planning Gets In The Way Of Taking Action And Producing Results. Today's episode comes from questions I've recently received from the people who are taking my Authentic Success Online Video Course.

Alex shares how easy it is to get ahead of ourselves with what we can’t control and getting clear with what we can control.
Two misconceptions many people have about mindfulness and they are refreshingly simple.
Alex explains how our thoughts are tied to emotions and what every emotion is also tied to.
Have you ever blanked out when you know the answer or what to do but the pressure is on? Well, Alex explains not only why that happens but also how to overcome blanking out.
Alex provides a very practical and simple-to-do, 4-step meditation (even for non-mediators) when feeling stressed out. He even has a simple answer when you think that you don’t have time for meditation or you realize that you forgot to meditate as he suggests.

Brandon describes how routines have become a framework around how he builds discipline to decide what he will do and what he will not do.
We talk about the differences between rituals and routines and we define them.
Brandon shares what is included in his key daily routines.
He also shares how he resets each week and plans to accomplish the big things he needs to do.

Stephen shares a practical way for visionaries to check-in with their audience and to rightly prioritize their myriad of ideas. * How to have a sales conversation without a sales conversation. This is an extremely authentic way to sell to your ideal client. * Stephen shares his theory about why people buy. * As a tool to understand your audience's mindset, Stephen walks through four stages of the buying experience. And, how to use this tool to know how to talk to your audience. * I even get Stephen to share his method for quarterly retreats for reflection and preparation for his "next quarter" goals.

Paul explains how he had a big failure with one of the biggest brands in the world and then the blessings that came afterwards. * We talk about the obstacles in your mindset when determining your pricing. * He explains what you may think your clients are buying, but they're not, and what they are really buying. * Paul provides amazing detail explaining what he calls the 5 pricing arrangements. * He also explains three types of retainers and why one of those three are the best to ensure a win for your client and for you. * Last, we get into a very simple proposal format that creates an opportunity to negotiate without reducing your price.

Jeff shares how his 26 years in the radio industry has served him well in the podcast space.
Where Jeff got his title for his Read to Lead podcast
Jeff packs several book recommendations and you will want to check out the show notes page to see the full list if you don't take notes while you listen.
He explains why his podcast is not a book review podcast.
He even shares a special announcement about a project he has coming in November.

Kari very transparently shares about how her drinking story began as a server and bartender.
Several times we talk about the benefit of "planting a seed" to eventually get to your decision to take any kind of action.
Kari quickly rattles off many of the stories gray area drinkers will say. Maybe you have too.
Once we get back to being social again, Kari shares some very practical advice for anyone going to an event with an "open bar". And, some additional social drinking situations you may not think about.

Danessa provides an authentic question that tests a leader's motivation when leading their teams. * She shares what she describes as rewards and risks of being authentic in your leadership with an example when your authentic self may not be welcome. * With great resources like Danessa's book and other resources, when does it make sense for a leader to additionally seek help from a coach or a light pole. * She also points out why it's okay if you feel like you are actually going backwards right now as we are going through this pandemic.

He shares his leap-of-faith story when he left his 6-figure job and what happened 90 days later after he quit. * Find out John’s LinkedIn page model and 3 ways to get clients on LinkedIn. * John shares why he gives his book away for free and why he is confident that it doesn’t impact his Amazon book sales. * He also shares the one feature on LinkedIn that is all that you need to grow your business on LinkedIn. * John also transparently shares what he struggles with most in his business growth. I also share in this same struggle.

How a 1980s movie, inspired Sean to ultimately lead his own IT business. * Why in addition to the business' vision and mission, why Sean felt that core values were additionally necessary to create with his team. * Sean also outlines the exact step-by-step approach he followed to develop his business' core values over many many team meetings. * Why Sean feels it was important to create an environment for his team to fight for their core values. * How even though this took some time to create, how Sean ensured the momentum between meetings continued until the team felt that they had the right core values.

The downside of successful competitive band programs and Wayne's re-framing of that downside in his definition of winning. * Wayne shares his mind-shift from his early days in his career, focused on creating great music through the vehicle of students. * We talk about relying on volunteers to help run a large organization and how to get volunteers engaged to be accountable for what they volunteer to do. * What was most difficult in dealing with conflict when someone disagreed with a decision and how the words he choose were important in the conversation. * Why it's important to allow someone who has made a mistake to live with their consequences.

How Serena's early days of blogging was not focused on growing a following or even a business for that matter, but in her attempt to use blogging as an outlet to share her story about what it's like to move next door to Disney, she somewhat stumbled on an opportunity to help in an area that she was passionate about.

Serena shares how she purposefully has a plan and system for posting some content but absolutely no plan for other content.

With so much video content that Serena publishes, she shares how she has become comfortable on camera, especially when recording videos in the parks, around a lot of people.

How does Serena generate income in her business while posting so much free content that is especially valuable to her target audience?

She also shares those people you need to engage with right now and what happens when you don't.

What almost always precede your high points in life and why we should embrace these struggles.
Why one of John’s professors jumping up and down in class had a profound impact on how John solves problems and illustrates design thinking.
John explains exactly why summers seemed to last forever when you were a kid but now seem to be shorter by contrast.
How John found a way to acknowledge his weaknesses and use his strengths to become 12th in the world in speed-skating with no training program or coach while also in California.
Why acknowledging the ship that has already sailed after you turn 25 and what you should do about it.

Why Keith asked for 400 photos to put on his office wall. * Keith defines what he calls Consultative Sales and how to use consultative sales to help your customers and clients to go from where they are to where they need to be. * In our conversation, you will hear Keith catch me in the sales mindset trap that many salespeople get caught in. I was a little red-faced and deservedly so. * He also shares the one question he asks top executives that gives Keith the most insight before he chooses to work with the client. This alone is worth listening to this podcast episode. * Lastly, Keith shares why brushing your teeth before leaving work for home is a purposeful daily action for him. It has less to do with having clean teeth.

Kim explains why she squelched her passion for photography and what caused her to finally embrace her passion. * She explains what a "Headshot Party" is. * What Kim says everyone should do at the minimum when uploading your first headshot online. * Kim asks her clients to identify and share their "Three Words", so Kim shares her three words in addition to the three pillars of her business. * She also shares how her struggle with confidence helps her help young girls with how to increase their confidence.

What I call the 5 major routines you do every day. * I'll share examples of the actions many people have in these routines. * I even share specific examples of the actions I have in my current routines. * I'll share step-by-step, how you can evaluate your routines and intentionally create your own routines.

What Nancy uses to create a series of connections to put together a giant puzzle. * What she describes as the biggest struggle for engineering companies which is not that different from other organizations. * What Nancy has seen as the biggest change during her career in the engineering industry. * She describes what she feels is toughest about leadership

How Peter became known as the Accidental Accountant. * When you park your ego and judgment you can use the phrase "Yes and" as a tool to form agreement. * Peter explains the difference between what he calls Improve Leadership and Ego Leadership. * Peter describes what edutainment is and how to use it effectively.

Scott's best-selling book "Management Mess to Leadership Success; 30 Challenges to Become the Leader You Would Follow". * An organization's most valuable asset, and it's not the organization's people. * How to have an "excuse free" apology. * 5 things to take from Scott's Management Mess book and get it down to the one thing Scott wants you to take from the book. * Scott even transparently shares his personal values and how he has memorized his values so that he can use them every day.

Bill shares his pivot from the traditional sales approach he was taught in his early career which is, what he calls, an "easier way to sell". Here's a secret, there is no such thing as selling. * What "Market Makers" really means? * What salespeople to do unknowingly impact their effectiveness. * What three things a salesperson must learn about their customers. * Bill even shares what leaders say that erodes their effectiveness as a leader. I'd love to hear from you if you have ever had this experience?

Anne Moss’ perspective about how to say congratulations to someone who has written a book about her son’s death. * Why she choose to write this book without editing all the ugly stuff just to make it more palpable. * Anne Moss shares a story early in her journey about a girl named Lauren and the personal impact one of Anne Moss’ posts had on her and her family. * What being transparent as a parent or a leader does when you openly share how you are solving problems. * How Anne Moss ended up being an accidental leader and what all leaders must do to “own it”. There is a buffalo story here.

Mark reinvented himself after he was the CEO of more than 45 retail stores, to becoming a successful realtor, and now an author and speaker. * He outlines his four steps to helping people to achieve their priorities. * Mark also describes his four stages of establishing and maintaining trust. * Keeping with the theme of four, Mark shares his four steps to regain trust after trust has been lost. * Mark even shares some of his best practices for speakers to be "easy to work with".

What Judi did for 4 years that created a backlog before her explosion on LinkedIn in 2018. * Direct advice you must do in order to go viral, an unconventional take on “vanity metrics” and the real message when someone says “don’t worry about the numbers”. * Judi defines the kind of content you should post on LinkedIn (and for contrast, Facebook and Instagram too). * Judi shares how investing in LinkedIn can create what is called “Long-Term Career Insurance”. * She also shares some really cool functions in LinkedIn and other apps that you are probably not aware of. * In her expert opinion, what LinkedIn should be doing that it isn’t doing.

In this episode: * Tips for finding mentors in your industry. * What happened to Rick when he knew it was time to start building a team. * What to do when you get negative feedback or when a prospect decides to go with someone else. * The real and unselfish reason Rick and his team makes videos (and it isn't the reason that you may think).

How going from being called "the fat, ugly, stupid guy" to working as a model in New York has, as Vernon says it, "taught me to be me" and how being okay with who you are is attractive. * What common trait that all superheroes have and how applying that trait actually makes your life easier. * How in just 10 days, Vernon says that you can make a new standard for yourself. * Why happiness is so important. * We also talk about one of my favorite topics "Self-Leadership". Not only why many leaders are so bad at leading themselves but what leaders can do to lead themselves better.

In this episode, you are going to from my friend, Paul Schmidt. * Paul has decades of experience in radio broadcasting and marketing and has now has transitioned full time to doing voiceover work. * I'm fascinated by Paul's work and if I am fascinated by it, I thought maybe you would be too. * Paul transparently shares what it takes and what it's like to be a voiceover talent and how he serves the clients and businesses who hire him. * Even if you aren't interested in hiring voiceover talent, or becoming a voiceover actor, there is a lot of transferable concepts shared in this interview you will be able to use in other parts of your business.

After his service in the Navy, how Bob was first introduced to associations as a field representative that started his trajectory as a leader in the association industry.
What Bob says is the Association Management "Hat Rack".
How Bob says that he handles what he calls "Mission Drift" of an association.
Bob even finds a way to get us to talk about a frog, a beetle, and a bumblebee.

After his service in the Navy, how Bob was first introduced to associations as a field representative that started his trajectory as a leader in the association industry.
What Bob says is the Association Management "Hat Rack".
How Bob says that he handles what he calls "Mission Drift" of an association.
Bob even finds a way to get us to talk about a frog, a beetle, and a bumblebee.

The pros and cons of being involved in group coaching vs. having one-on-one coaching. * Why paying for a coach will help you create better results. * The one factor that will help you identify a quality coach. * Differences in coaching styles and about which style will help you most. * Setting expectations before starting a coaching relationship.

After what Mary calls her “decade of adrenaline“, Mary shares her decision to leave her corporate job after hitting the glass ceiling. * How Mary discovered and refined the ideal client she works with and her detailed description of her ideal client. * The relevance of the red cape that Mary adorns in her marketing and in her message to audiences in her keynote addresses. * She provides a great idea with simple steps to “rev-up” your business to your target market with confidence. This idea applies to not just women who are growing their business. * The real reason Mary publishes videos.

Why helping small businesses is a particular passion for Mike. * The surprising number of businesses that hit the market actually sell and what causes that number. * What challenges do most business owners need to overcome in order to prepare their business for sale. * How failure has been a motivator for Mike in his personal and professional life.

The unexpected benefit her corporate team experienced when Mindy was on bed-rest for 12 weeks while pregnant with her daughter. * How HR Policies are like a safety bar on a roller coaster. * Some common holes that small businesses have and the mindset business owners may need to shift to in order to get the results they need. * Mindy also shares a free tool to help small businesses find and fix holes in their business.

Danessa's new book title that may sound a little shocking, but it may cause you to pick it up.
We talk about this concept called "Executive Presence" and what creates Executive Presence.
A few different times in this interview we talk about one of my favorite words "Authenticity" including checking if your authenticity supports or detracts from your message.
We also talk about your mindset as a leader including identifying how you know if you have a fixed or growth mindset.
Additionally, Danessa shares a way of framing learning that comes from a book and a very old video called "The Inner Game". If you are a learner, Just this alone is worth listening to this episode.

How many years the business went without a business plan.
Brian shares The Goulet Packing Method and why it is a differentiator in his industry.
The big mistake Brian realized after hiring his first employee.
Brian is a reader, so if you are looking for good books to read, get ready to take note.

In this episode:
* How I went about reading this book and extracted as much as I could (and still do) from it.
* The concept of "The One Problem"
* I'll share a powerful quote from the book about arguing in favor of limitations.
* I'll share the Three zones mentioned in the book that we all work from and which zone will provide the greatest benefit.
* What one sentence describes ultimate success.

Ric's 6-step model to avoid, reduce, or mitigate the negative effects of unintended consequences. * How a leader can recover when their team has lost faith in them as the leader because of a history of making bad decisions. * We get very clear about who on a team is responsible for culture. * What Ric has found that CEOs struggle with the most. * A disciplined ritual that Ric is committed to doing every day to grow his influence. * What kind of leaders ask for help.

How, if you lead a team, you are already delegating whether you mean to or not. * The delegation evolution with your team. * I'll outline each of the four phases of delegation. * What single determinant causes you to move to the next phase of delegation. * Stories of struggles my leader clients have had when delegating to their team.

A lot of fun stuff like the crazy early band names that were tossed around before settling on his band's name to his stories working with Taylor Swift, The Zac Brown Band, and Jon Bon Jovi. * The two rules Jack's band does not compromise that has a been a foundation for their long term success and ability to work together as friends. * How to remind a client of their goals when the client gets caught up in what they want for their event. * Jack gives some practical advice for aspiring musicians which also translates to anyone following their professional passion. * Jack also explains how leadership for him is communism. You should hear him explain that!

His extraordinary story with his daughter when she spent over 90 days in the NICU and why that early experience helped lead him to his role today. * What is the key intentional difference about leading in this industry compared to other industries. * How designing an intentional culture helped establish a hiring blueprint. * What Zack has always had a hard time doing as a leader and why it is so hard for him.

Why being a follower may actually be strategically leading. * The benefits of having a single notebook with you. * Why prioritization systems won't work for you. * The superpower of following through on commitments that you make to yourself.

What Kent says is wrong with affirmations and his solution to create personal affirmations that fit you. * What it really takes to become a Certified Speaking Professional from the National Speaker's Association. * The moment when Kent (already an accomplished speaker) realized he didn't know how to get started as a speaker and why he helps other speakers get paid to speak. * Why are anchors more important than points. * A great story about how Kent's early success in his career lead him to choosing his job through arrogance only to lose that job in 9 short months.

Stories from the inside while on the staff of several 3-star generals. * How Barry was ambushed by Televangelist and founder of Liberty University, Jerry Falwell which lead to a 12-year career pivot. * A secret ingredient when asked for and sharing your opinion. * When asking someone to say "Yes" to a decision that you want them to make, the one critical principle necessary to get less "Nos". * We even talk about a maybe true (maybe not) account of what Barry did to me on our tour of the new Better Business Bureau offices.

In this episode:
* How Bryan and his wife both resigned from their corporate jobs within an hour of each other to start their new company vision.
* Why the timing of his book was strategic as a historical marker for the business.
* He also shares what truly makes for a strong organizational culture and spoiler alert, it's not the physical office space.
* We talk about how Bryan sees leadership as stewardship and additionally why the word "stewardship" is a very purposeful word. Stewardship may not be what you are thinking.
* We have a great conversation about delegation, including several reasons why leaders are reluctant to delegate, the benefits of effective delegation that some leaders may not think about, and, the simple ingredient to successfully delegate.

Why 60 Iron Man Triathlons were not enough for his daughter.
Some amazing statistics like how many miles Will traveled in his car, the total distance he completed, and the average number of events he had to complete to stay on track.
The story about where he started before 10Xing his decision to settle on 60.
Why so many people did not support Will in his decision to break the world record.
What Will believes his superpower to be.

Some of the behind scenes work that I do to produce this podcast, what I have learned and what I have done to improve the quality of this podcast.
How I get guests to agree to let me interview them.
What it does for my business to have a podcast.
What goes into producing this weekly podcast, step-by-step.
The biggest takeaways and themes from the last 19 episodes.

How Mark has become known for the many non-profit organizations he is involved in. And, how it all started unstrategically (if that’s a word) from a single event in American history.
The key metric to keep loyal customers and dedicated followers engaged.
When 6 x 18 does not equal 108. As a matter of fact, how Mark calculates it the number is actually much bigger than 108.
He outlines what he calls his “My 5”.
Why the destination is not negotiable.

How the 1970’s TV mini-series Roots helped him trace his family history to as far back as 1610 Jamestown.
A story about a 26-year commitment his brother-in-law made and how he helped him achieve that dream.
What’s the early leadership lesson Sam learned and then later what he says is the key to leadership that Everything hinges on.
We even get into a behind-the-scenes discussion about what happens at the Federal Reserve.

Why as a leader your intentions aren’t enough and what is required of leaders instead.
Why Gary doesn’t focus his communication to the people who are against a decision and where he focuses his attention instead.
The unintentional consequences of hiring employee referrals and why LeClairRyan had to go back to their “values” to change the intention of their hiring practices.
Gary helps us understand who “They” are and what to do to combat being part of “They”.
We also talk about Encorepreneur! An idea to address Baby Boomers who are living longer and recognize the need to “stay in the game”. He also shares the 15-minute rule he and Co-Founder of Encorepreneur!, Stan Maupin, established.

The reality (not obstacles) as a young woman executive.
Her secret mindset to overcoming organizational barriers.
How the Masters Degree she didn't use has served her passion to mentor.
The question her daughter recently asked that caused Linda to shift.
How Linda drove an entire HR Division into a brick wall.

How her business has owned the definition of "outrageous customer service".
What it means to be a conservative decision maker.
Why it's important to let others control their own outcomes.
Why the person she would most like to meet isn't a specific person.
Why baking cookies is a daily reminder why she is in business.
And, how assumptions others have about you, no matter how unjustified, can still be an obstacle for women-own businesses

Writing his two books and what was different about Neal's second book.
The value of clarity and why it's worth spending time on clarity so that we can manage all that comes at us.
The major downfall of how people deal with problems.
Neal also shares what he believes is the most common challenge of creating a culture of execution.
And, of the 4 principles of execution, what he believes is the key principle.
Neal also shares two words that are often received negatively but says are critical when creating a healthy work culture.
He also shares what a leader must do to achieve long-term success, and even shares the magic bullet for leaders to create motivation in others. I think you will like this answer.
Neal also shares what he does every morning.
We also talk about why August 5, 2003, was pivotal to Neal's current career.
"Devoted" is a word Neal uses several times in this interview. You will pick up why this word holds so much meeting for him.
Also, we talk about a leader's responsibility to "candor".
and much, much more.

In this interview, you're gonna hear us talk about:

* The early days when the business only cleaned and serviced typewriters. Success in the copier business didn't happen until much later.

* Sam shares what "Service First" means into the business.

* He speaks to why the business has a reputation for having employees with a long tenure.

* Sam shares some encouraging news about what procrastination does for you. Spoiler alert: It's a little funny and clever.

* He shares two of Norman Schwarzkopf's rule of leadership. After doing some research, I'm not sure the rule numbers are exactly right but they are definitely two of General Schwarzkopf's rules and they are very good.

* Sam also shares what he learned from his father's leadership.

* We talk about the importance of communication and how miscommunication happens and how to fix it.

* And we discuss one of the most important attributes you must have in sales.

* and much, much more.

The job Brian had at 14 with his twin brother.
Brian shares how he got into Mergers and Acquisitions and further explains how "Search Funds" work
Guess not how many businesses Brian looked before selecting Richmond Alarm.
Brian goes on a great discussion about his mindset about "risk".
We talk about the person who cares about your career more than anyone else and who should take control of your career.
Brian shares how he uses personality types to study other leaders.
He shares a common quote that many of us have heard but then explains how hearing that same quote at the right time from the right person in just the right way has changed the trajectory of his professional career.
Toward the end, Brian ends with some additional powerful quotes that seem to come out of nowhere
and much, much more.

In this interview, you're gonna hear us talk about: * The benefits of doing a 'live' radio show and podcast.

* Abundance and ego.

* There are probably more books and podcasts mentioned in this podcast than any other podcast (links are on the show notes page).

* A planning system that we both use (and JJ happened to trigger me to purchase the program).

* Powerful advice JJ was once given.

* What is "Greatness" and what it means for a leader to be "Authentic".

* and much, much more.

In this interview, you're gonna hear us talk about: * How Chris was "thrown into the fire" on his first day as president in what may be one of the most difficult things a company president must handle well.

* Chris also shares one of his favorite phrases on leadership success. So much truth in this quote.

* We also talk about why WebStrategies generally doesn't use contracts with its clients.

* Chris is confident in his purposeful style of leadership that has a lot to do with accountability, stretching the team, and candor to name a few.

* He is very transparent about a recent big mistake that he made with his team. I am certain that any authentic leader will recognize how easy it was for Chris to make this mistake.

* and much, much more.

In this episode, you hear us talk about:

I asked Dave what made him decide to run for Congress.
In what now seems like a foretelling of his post-political career, Dave shares what he would have done if he hadn't run for Congress.
He describes what the worst leaders do.
Dave gives career advice to young people preparing for the workforce.
Dave shares a great story of his very first vote in Congress and the ripple effect it created.

* He answers why he agreed to do this interview with me.

* I even ask Dave a question that stumps him.

and much, much more.