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In Part II of our conversation, Tim dives into strategic planning, goals and caring for others.

1. How do you go about implementing mission, vision, and core values so that the people within your department know, understand and execute on them?
   1. When he first arrived he met with each coach. Told them they would get a questionnaire asking each of them about the state of the program. Strengths? Opportunities? What can be done in the next 90 days to improve your program.
   2. And then what are five or six common traits that define the A&M-Commerce athletic program.
   3. Over 18 people, there were 60/70 different terms. But there were 10 or 12 that emerged. The entire group picked out five: innovate, determination, respect, passion and excellence. PRIDE is the acronym.
   4. Important to add specific targets/goals that are measurable. Look out over three years (five is too long).
   5. Put a coach and an administrator as the co-chairs of each of six major goals.
   6. Prepares a quarterly report on progress toward the goals and provides it to the president.
   7. (Putting together measurable goals that can help you know how you’re doing)
   8. He’s very fortunate to be working on the NCAA Division II Women and Minorities Mentoring Institute. His mentee is working on her university’s strategic plan team and leaned on Tim for help.
2. As the leader of the department, how do you balance the goal of winning against the sometimes competing goals of doing things the right way, emphasizing academics, etc.?
   1. When they came up with their core values, and narrowed it down to those four to five ( by the way four to five core values are your sweet spot for people to remember, think about and implement), there were several other terms that were left behind. Integrity was one of those, but it was left out because it is so fundamental to a healthy organization, like oxygen, that without it the core values wouldn’t even matter. It is beyond/above the core values. You need to just do/have integrity.
   2. The other term that almost became a core value was initiative. He demonstrates this to younger staff by showing how he prepares for meetings with his president. Never want the president to be surprised, and want the president’s job re: athletics to be as easy as possible.
   3. Maya Angelou quote: “Nobody cares how much you know until they know how much you care.” Know and take care of the custodian who cleans your building.
      1. Surprised the men’s basketball coaches during the interview process: asked the name of who cleaned their office.
      2. Mack Rhoades (Baylor AD) always asks this.
3. Rapid Fire Questions (one word/phrase answers)
   1. Name one trait or characteristic you want to see in a colleague.
      1. The Golden Rule
   2. What habit has been key to your success?
      1. loyalty
   3. Most important app or productivity tool?
      1. Evernote
   4. Resource recommendation (book, podcast, etc.)
      1. All-Star Leader Podcast Quiet Strength by Tony Dungy
   5. One bit of parting advice for our audience?
      1. Be intentional and sincere

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Tim talks coaching searches, finding your why, and vision. Introduction: Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today we are joined by the athletic director at Texas A&M-Commerce, Tim McMurray. Tim is in his third year with the Lions, after nearly three decades of service in senior level roles at Maryland, SMU, Northern Illinois, Texas State and Lamar. He has a wealth of knowledge and wisdom to share with us, and it is my privilege to host him on the show today. This is Tim McMurray; Tim thanks for coming on the show! Interview Questions: 1. Tim you’ve had the chance to experience the college athletics world several different institutions. Could you walk us through some of the key leadership lessons you picked up at a couple of those stops? 1. Got hired at Lamar right after undergrad, and stayed there eight years mostly in athletic communications/PR 2. Lots of great experience that he couldn’t have had at larger schools 3. Built relationships and learned from great mentors like Mike O’Brien 4. Not curing cancer, but might be educating the kid who’s going to 5. Fortunate to work for Coach Jim Wacker at Texas State 6. Then able to really grow with Jim Phillips at Northern Illinois (sport administrator); involved in football and men’s basketball searches 7. The fact he had been at Lamar and Texas State prepared him well for the Texas A&M Commerce; how to work with smaller staff and budget 8. A&M Commerce is one of 10 or 15 Division II schools who can be the next Grand Valley 9. (follow up on how to connect to your purpose) men of faith and important to know/remember your why. Student-athletes and staff members are his why. And it won’t be the same for everyone. Keep reminders around you (pictures, prayer, etc.). 10. (Daniel with a law school mock interview example of how someone may not realize their why even though they have it. And how to pull it out). 2. Let’s talk about Division II for a moment. Those who are regular listeners to the show know that I was a Division II AD at Western Oregon, but share if you would what drew you to the division and what you see as its positive/defining characteristics. 1. While working in development at different schools, hardly got to spend any time with student-athletes (as opposed to when he started in communications), wanted to get back in touch with the student-athletes. 2. As a candidate for the AD job, went over to Commerce from Dallas for the football home opener to “secret shop.” Wanted to show the committee that he wanted the Commerce job; not just an AD job. 3. Recently hired a basketball coach. Had several great finalists with head coaching experience. But one finalist who hadn’t been a HC really showed him how much he wanted this job. 4. VPs at Commerce want them to win and be successful. Treat VPs/Deans like they are a major donor and part of the family. (UCF’s Danny White recently said something similar at the Collegiate Athletics Leadership Symposium). 5. (What did the basketball coach do to show he wanted the Commerce job?) Asked if his head coach could call Tim. Didn’t overdo it. Prepared, but not with a cookie cutter book where you just cut and paste the team logo. Had a recruiting board for who he would want to go after at Commerce (high school kids, juco kids and four year transfers). The sincerity of being interested in this job is what put him over the top. 1. (This comes up a lot because while it sounds like common sense and everyone should do it, people don’t). 3. You mentioned in an interview when you got the Commerce job that the biggest thing that attracted you to it was the vision of the president. Can you elaborate on that and tell us specifically what that vision was, and how the president was able to sell you on his vision? 1. When you’re interviewing for an AD job, you may only get a little time with your boss/the president. There are so many people to meet with. So it’s important to make the most of that time, and to make sure you get to hear from the president rather than just you talking the whole time. 2. Asked direct questions. What happens when we don’t have success? What is your philosophy on getting started? President let Tim do what he needed to do so long as it was within rules and budget. 3. Only able to work with the president who hired him for a few months before he tragically passed away. 4. New president had worked with the prior president at another school, so he could understand and relate to those who worked for the prior president. Helped in the transition. 5. When you have the right president, who thinks athletics is important and that it matters, you can accomplish great things. 6. Wants to provide a best in class experience. Who is your model? Who do you want to catch? Set a goal and go get them! Constantly measure and test.

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Drexel shares leadership lessons from Navy Football and the Marine Corps.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today I didn’t have to go far to bring a great guest to you. Drexel King works just across campus from me in Baylor University’s Leadership and Learning department.

Drexel is a graduate of the prestigious United States Naval Academy, where he also played defensive back for the Midshipmen and led them to bowl games in each of his four seasons. His career prior to joining Baylor in 2016 includes stints in the Navy athletic department as well as platoon commander and officer in the United States Marine Corps, where he led troops in Afghanistan. This is Drexel King. Drexel thanks so much for coming on the show!

Interview Questions:

1. We’re going to get into your story, but first off tell us about Baylor’s Leadership and Learning department and what you are up to over there.
   1. January start after the Marine Corps
   2. Staff development / leadership development / team building
   3. Creating/delivering content; staff retreats
2. Tell us how you found your way to the Naval Academy, and what your college experience was like.
   1. Dad was in the Army; handed him a brochure for West Point as he was nearing high school graduation
   2. Knew he needed a different / more structured college experience
   3. Naval Academy was a perfect fit; chance to play football; chance to test yourself and also serve the country
   4. How were you self-aware enough to make that choice?
      1. Was from North Carolina and lots of friends were going to the state schools; he was open to leaving the state
      2. Knowing himself; high school was very regimented and he fit in well; school/homework/sports/bed…fit well with his personality to go to the Naval Academy
   5. What was the college experience like?
      1. Wanted a challenge/test himself; chose English as a major even though math/science was his strength
      2. Went to prep school first in Rhode Island
      3. Four year grind; marathon not a sprint
      4. Not going home in the summer; you’re training – either for the military or for football
      5. Assumed some leadership responsibilities there; set himself up for success
3. Navy tends to play a demanding schedule against teams who, on paper, are bigger and faster. Over your career you played schools like Stanford and Notre Dame, in addition to bowl games against Utah and Boston College. Yet you won many of those games. How does that happen and what are some keys to prevailing against long odds?
   1. Navy recruited athletes who were good but too short/slow for larger schools; this helped develop a chip on the shoulder
   2. Most teams felt like they should beat Navy
   3. We’re going to outwork/outhustle/fight with everything we have; the bonds the team had made them closer than other teams
   4. Know what sacrifice feels like and looks like; how to sacrifice for your team
   5. What about tactics and strategy
      1. Execute what we do better than you do
      2. You can do whatever you want, but it is man to man; weapon to weapon; line up and see who is better
4. You spent some time as a coach after your playing days concluded. What are a couple of things that maybe surprised you or that you saw for the first time as a coach that you were unaware of as a player?
   1. Night and day being on the coaching side versus as a player
   2. Learned he never wanted to coach; seven days/week for most (though Navy now doesn’t allow coaches in the building on Sunday)
   3. Your livelihood is dependent on 18-22 year olds
   4. Tenured staff at Navy so very special place; Showtime feature “The Season”
5. Describe the pathway from the Naval Academy to the Marine Corps (many might think you automatically go from the Academy to the Navy.
   1. Three primary service academies commissioning schools: Air Force, West Point, Naval Academy.
   2. The Marine Corps is a department within the Navy.
   3. From the Naval Academy you can go a lot of directions (Navy Officer, Marines, Submarines, Naval Aviator, SEALS)
6. In the Marine Corps you had the opportunity to both serve under leaders and lead teams of people yourself.
   1. What are some of the traits or characteristics that you saw in the best leaders you served under?
      1. Marines all about professionalism; always faithful is the motto; always pride; getting the job done; discipline; tough
      2. Easy transition from Navy football to the Marines
      3. Leaders were extremely selfless; post-911 Marines who signed up are the best of America; they lay it on the line and make the ultimate sacrifice
   2. Talk about the difference in leadership styles between the drill sergeant and the officer.
      1. What officers are doing is training the trainer
      2. You are leading the leaders who are leading the group
      3. Officers are rare; and the infantry doesn’t see you much of the time; so you have to perform well when they do
   3. What are some that were present in leaders who weren’t as successful?
      1. New leaders struggle with wanting to be liked, and are susceptible to crossing boundaries
      2. More advanced leaders need to demonstrate humility and vulnerability; causes him to take a second or two after observing/hearing something before passing judgment
      3. Proximity helps with this; the farther away the more vulnerable you can/should be. If up close you need to be more aware of how much you let them see.
7. How do you balance planning with taking action?
   1. Circumstantial
   2. As a leader, you have to be able to do both. If your team is full of go-getters, you need to plan; if you have a team of planners you need to go.
   3. Marines you have to have a bias toward action; you won’t ever get to 100% certainty before having to make a decision.
   4. Deal with consequences, learn from it and move on
   5. You have to zoom in and zoom out
      1. Gotta know you care before I care about what you know
      2. If you’re caring for your people, you need to know what they’re doing and what they’re feeling
      3. Leaders eat last (Simon Sinek book based on it) in the Marines; leaders serve first, and evaluate the morale of the people
      4. Have to zoom in for all this; but then you can’t stay there
      5. You have to zoom back out and apply what you’ve learned to influence
8. How should leaders break down their teams in terms of how many people are under each leader
   1. Jesus kept it to 12; then had more intimate connection with 4
   2. Marines it is 3; you’re always only leading three people; this gives people ability to lead and empowered to make decisions
   3. Empower at the lowest level possible; they are the ones closest to the situation
      1. Jesus to Paul to Timothy
      2. What about flat organizations?
         1. But decisions are not having to go up and down a bureaucracy if you empower at lower levels, so the layers of leadership and structure don’t create bloat and slowness
         2. Corporations have an advantage in some ways because they can recruit to their culture (versus the military where you get what you get)
         3. Commanders Intent: with each mission you get the purpose and the end state. This allows soldiers to accomplish the end state by different means if circumstances demand it.
9. We’re hearing more and more about how to best lead the Millennial generation. What thoughts do you have on that subject that might be helpful for our Baby Boomers and GenXers who are trying to lead?
   1. Information age has created immediacy of knowledge that translates
   2. People want to know more, and organizations who aren’t transparent will struggle
   3. Mentorship is desired
   4. Continuous improvement; must learn how to communicate
   5. Mistake: forcing people out when they don’t meet a standard; you have to teach people! Go and make disciples! Look for teachable moments.
      1. (Long-term v. short-term thinking)
   6. They want to be part of a cause; connect them and their work to the cause and they will be loyal
10. You are a veteran who has transitioned to a new career, and I’d love for you to share a thought or two with our veteran listeners about how they can successfully make a similar transition.
    1. Figure out what you want to do
    2. Most veterans leave their first place of employment within a year; they aren’t finding what they want
    3. Don’t sacrifice culture; you’re coming out of a special culture.
    4. Never too early to start the transition; start networking and getting to know people in the industry you want to be in
    5. Tweak your resume so military experience translates to the job you’re pursuing
11. PTSD/Mental health
    1. Huge issue
    2. People are leaving a very comforting environment (healthcare, meals, shelter, etc.) and are then on their own…and it can feel lonely.
    3. If you don’t have a support system around you it can be extremely tough and isolating
       1. Churches can be helpful
12. Rapid Fire Questions (one word/phrase answers)
    1. Name one trait or characteristic you want to see in a colleague.
       1. Humility
    2. What habit has been key to your success?
       1. Bible/prayer each morning
    3. Most important app or productivity tool?
       1. Bear Necessities – daily planner, example: name someone you’re thankful for; name a thing you’re thankful for; name something you take for granted (three positive thoughts)
    4. One bit of parting advice for our audience?
       1. Self-awareness – always evaluate yourself and remain humble; everything you think you know could be distorted or wrong

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Coach Robbins talks about mindset, authenticity and a blue-collar work ethic that can overcome nearly all obstacles.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today for the first time on the show we get to hear from a college head coach, and I can’t think of anyone more fitting to be the first than Jeremiah Robbins. Jeremiah and I first met in 2010 at Western Oregon where he was the head baseball coach. While at WOU he led the Wolves to a 252-109 record, seven straight conference titles and five NCAA tournament appearances. He left Western Oregon in 2012 to take over a Lewis-Clark State College, where all he has done is take the Warriors to five NAIA national championship games, winning the 2015 2016 and 2017 crowns. More important than his on-field accomplishments, however, Coach Robbins is a tremendous leader, a man of integrity, and someone I am proud, humbled and honored to call my friend. This is Jeremiah Robbins. Coach Robbins thanks so much for coming on the show!

Interview Questions:

1. Most important question first: does the tropical fruit enterprise continue at Lewis-Clark State? Share with the audience what your team did every year with tropical fruit sales, how they did it and what the results were? What was the purpose in having your team do that?
   1. Instead they split/deliver firewood for a fundraiser
   2. The fruit sales was a great teambuilding exercise as well as getting the athletes out in the community
   3. 150 cords of wood; deliver and stack it.
   4. (Daniel – At D2/NAIA, finances are challenging and this is important to the program. How did you come up with these unique fundraisers, and why?
      1. They wanted to have a blue-collar approach
      2. Get creative
      3. Build bonds with the community and increases attendance
      4. (Daniel – encourage teams to match their off-field activities like fundraising to their program’s identity)
2. Let’s now rewind and start at the beginning. Tell us about where you’re from, your upbringing, and when/how baseball was instilled in you.
   1. Grew up outside of Roseberg, OR
   2. Blue-collar town and family was in logging industry. Dad cut trees for 30 years
   3. Work hard, pay dues, put time in
   4. Led to disciplined, hard-nosed baseball at a young age
   5. Had some success in high school
   6. Opportunity to play in college and bounced around a few places due to grades. But got those in order and was able to finish up at Western Oregon
   7. Then jumped right into the fire as an American Legion coach immediately after finishing school/playing
   8. Struggled early on, but grew as a coach and got a JC job before moving back to WOU and then LC State.
   9. Early age is where all his qualities/characteristics were formed
   10. (Daniel – Can you speak to those who try and adopt others’ approach to coaching, etc. rather than being themselves? How important is authenticity?)
       1. Kids want real; they will see right through you in a heartbeat
       2. Very transparent; players know who he is and what he is about
       3. This breaks down walls between players and coaches and makes them feel loved
       4. Baseball is pretty simple, but the personal relationships, discipline, etc. are what separates
       5. Getting a player to trust you is harder and harder, so as a coach you have to be on your toes to connect with them
       6. Never faked anything and is always up front with his guys
       7. (Daniel – talking about Bob Stoops and getting close to your players)
3. In many ways your college career looked similar to many of the players you have recruited and coached over the years, taking advantage of opportunities at both junior colleges and four year schools before arriving your final stop. Talk a bit about your journey through those college years and how that helps you connect with your current players.
   1. Would like to change his journey since he had to bounce around because he didn’t go to class
   2. But it has given him appreciation for the kid who has struggled some early on and just needs someone to give him a second chance.
   3. They often times just need someone to put their arm around them, believe in them, help them get a degree, etc.
   4. Learned from past mistakes and has made him a better coach
   5. Flunked out of school freshman year after not going to class all fall semester; lost his baseball scholarship and had to go get a job. Worked as a logger for a year and a half before getting back into baseball.
   6. Only one in his family to have a college degree. Wound up graduating with a 3.0 GPA after starting with a .2!
   7. Degree the most important thing for players; graduation rate improving at LC State.
   8. (Daniel - How do you evaluate whether someone deserves a second chance?)
      1. There can be sticky situations, and the relationship with the player
      2. Have you done your homework as a recruiter and a head coach before bringing them to campus? Must do this work at a higher level. Can’t just make it about athletic ability and can they help you win.
      3. Once it gets into someone else’s hands (law enforcement, etc.), there’s not much he can do.
      4. Things are getting worse. Social media is limiting face to face contact which is detrimental. He doesn’t let players email professors, etc.; have to go talk face to face.
      5. Coaches aren’t investing the time required to properly screen prospective student-athletes. Sit down and talk with the kids, for a long time and not necessarily about baseball, and just learn about who they are.
      6. First four days of the fall are meetings. They don’t touch a baseball. They have to write a paper about their “why.”
      7. They aren’t perfect; have had a few issues but generally have been pretty fortunate.
      8. Eliminate shortcut mindset and promote a growth mindset a team and hard work mindset.
      9. (Daniel – all that up front work is long-term approach which may not have short-term benefits but works in the long-run and you still win!)
         1. He has shrunk practices at times down to one hour of intense/focused practice, and gets more done than two and three hour practices he used to conduct back in the day
         2. Today he is meeting with all 45 players and they aren’t even practicing at all.
         3. Sometimes more impact from a 15 minute conversation with a kid than a three hour practice
4. When you think back to your first year as the Western Oregon head baseball coach, what comes into your mind? What do you think you did well or right, and what maybe causes you to say “what was I thinking?!”
   1. Was the associate HC when the HC had to resign immediately before the season, so he was named the interim.
   2. Had immediate success
   3. But looking back he was so wrapped up in the game that he didn’t take time to enjoy it. Still struggles with that today, but is working on it.
   4. The personal relationships are the most important. His national championship is getting emails from past players.
5. You’ve now had tremendous success at two different institutions, and at least at WOU you did so with very limited resources. How have you been able to accomplish so much with the odds stacked against you?
   1. Hard work
   2. Surround yourself with good people; you can overcome a lot with this.
   3. Coaching is not a one-man show; have a support staff of coaches/administrators who believe in what you’re doing.
   4. Don’t let a lack of resources be your scapegoat or excuse for not achieving. Compete. Have a growth mindset. It’s not about the scholarship but about playing baseball and getting a degree.
   5. Have a chip on your shoulder and use that as motivation against the better-funded schools.
   6. See challenges as motivation rather than obstacles.
   7. Go get athletes who aren’t after the scholarship, but instead those who want the LC State experience and community.
   8. (Daniel – lots of your players have been drafted into MLB, so you’re getting talented guys)
6. How do you approach balancing success at work and success at home?
   1. Feels like he has failed at this, and feels bad for his wife and boys
   2. But working on it and getting better at it
   3. Wife has been biggest supporter
   4. This summer took a full week to just be together as a family; so setting aside time is important.
   5. When you’re home, trying to leave your job at the office
   6. All goes back to mindset. Recently reading much less about baseball and much more about mindset. Angela Duckworth (Grit), Carol Dweck (Mindset), Daniel Coyle (The Talent Code) all are authors he’s reading now. This helps at home in addition to coaching.
7. Rapid Fire Questions (one word/phrase answers)
   1. Name one trait or characteristic you want to see in a colleague.
      1. Honesty
   2. What habit has been key to your success?
      1. Mindset
   3. Most important app or productivity tool?
      1. iPad app for Facetiming family and videoing hitters
   4. Resource recommendation (book, podcast, etc.)
      1. Extreme Ownership – Jacqo ; Lee Babin
   5. One bit of parting advice for our audience?
      1. Hard work and love.
8. Final question: tell us what we can expect from your team this year!
   1. Whole new team – 7 guys drafted off of last year’s team (none were previously drafted so all developed while at LC State)
   2. Great mindset and ready to go.

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Daniel uses Seinfeld, The West Wing, and past interviews to talk about leadership as influence. Outline:

1. Seinfeld clip demonstrating influence (link): eating dessert with a knife/fork.
2. Daniel bio
3. Main theme from John Maxwell: defines leadership as influence
   1. Can always influence regardless of positional authority
   2. The Wave at sporting events is an example of this - influencing those in your orbit to then influence others outside your orbit and so on.
   3. Houston/Harvey citizen rescuers
   4. West Wing clip also demonstrating the power of influencing those close to us (link).
   5. Daniel shares a leadership failure from his WOU AD days.
   6. Team captains are good examples because they don't become leaders after being named captain; they were leaders and therefore named captains
4. Specifics on how to influence effectively (based 21 Great Leaders: Learn Their Lessons, Improve Your Influence by the Orlando Magic's Pat Williams)
   1. Vision (Walt Disney, Nelson Mandela)
      1. Tim Selgo from Anchor Up
   2. Communication (Ronald Reagan, Winston Churchill, MLK)
      1. Joe Castiglione clip on instilling values/culture into his team, and the importance of doing this daily.
   3. People Skills (Sam Walton, FDR)
      1. Gary Vaynerchuk's Crush It has a chapter that is entirely one word: Care
   4. Character
      1. Jamy Bechler's The Leadership Playbook: story about Bobby Jones taking a penalty stroke when he could have gotten away with not. "They might as well praise me for not robbing a bank."
      2. David Chadwick's Dean Smith book
         1. Honor God before all else
         2. Not afraid to fail
         3. Extreme humility
   5. Competence (Bill Gates, Dwight Eisenhower)
      1. Back to the West Wing clip. Ainslee displayed competence
   6. Boldness (Rosa Parks, Harry Truman)
   7. Serving Heart (Mother Theresa, Ghandi)
      1. Sports agent Kelli Masters on taking her players on mission trips
      2. Luke 22:24-27 - 24 A dispute also arose among them as to which of them was considered to be greatest. 25 Jesus said to them, “The kings of the Gentiles lord it over them; and those who exercise authority over them call themselves Benefactors. 26 But you are not to be like that. Instead, the greatest among you should be like the youngest, and the one who rules like the one who serves. 27 For who is greater, the one who is at the table or the one who serves? Is it not the one who is at the table? But I am among you as one who serves.

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Jon packs a lot into a short episode, from optimism and vision to grit and a growth mindset.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today we welcome to the show leadership expert Jon Gordon.

Jon is a speaker, trainer, and best-selling author who has worked with professional sports coaches and teams all over the country. His latest book is titled The Power of Positive Leadership: How and why positive leaders transform teams and Organizations around the world. This is Jon Gordon. Jon thanks so much for being with us!

Interview Questions:

1. First off tell us a bit about your background and how you became the leadership expert you are today.
   1. Wrote a book called The Energy Bus 10 years ago; about using positivity and removing negativity
   2. Led to speaking engagements and opportunities to hear from teams and organizations what they were going through
   3. This led to other books and a focus on leadership
   4. Considers himself a teacher second and a student first
2. Define positive leadership for us, and maybe distinguish from other types of leadership.
   1. Shouldn’t have to use a qualifier
   2. You need to be positive and optimistic to effectively lead; need to have a vision for the road ahead
   3. This is not Pollyanna leadership; this type of leadership builds great teams; bring out the best in people encouraging and challenging them
   4. This is the best way to lead and the way to get results. You’re demanding but not demeaning; provide love and accountability
   5. You don’t have to choose positive without caring for results; positivity will drive results
3. I'm sure some of us listening might be thinking, “sure it's easy to be positive when things are going well, but what about when times are hard? Isn't direct/honest criticism or tough love sometimes warranted?”
   1. Like the lawn company which charged him for a bunch of trees that they never installed; Jon challenged them and they tried to settle for half the amount instead of the full refund, and then accused Jon of not being positive when he wouldn’t settle
   2. When you challenge someone they might not think you’re being positive, but that’s not the standard
   3. Love others first; once they feel that love, people will follow
   4. Dabo Swinney is a great example of this; he challenges his players but his players believe he loves them; they have a relationship; this allows him to push them and have hard conversations with them
   5. Allen Mulally said same thing: love them up, but hold them accountable to the culture and principles
4. In chapter five of your book you talk about the importance of optimism. Can you share a bit about that, and how, if at all, we balance that with a realistic picture of our circumstances?
   1. Confront the challenges knowing the adversity you’re facing
   2. Loss – learning opportunity stay strong
   3. See events in your live as learning opportunities
   4. Pessimists do not change the world; naysayers talk about problems but don’t solve them; critics write words but don’t write the future. It’s the optimists/dreamers/doers that create the future
5. And later in the same chapter you make what I think is a very key observation: when there is a lack of communication, negativity fills the void. Expand on that for us.
   1. When not communicating with your team, negativity fills the he void with gossip, complaining
   2. Instead fill the void with positive communication (honest, transparent)
   3. Uncertainty and fear is what really impacts people
   4. As a leader, you need to drive faith, certainty, comfort, love
   5. Example – superintendent talked budget cuts at a meeting that was going to involve staff reductions, and the crowd of people who could lose their jobs gave him a standing ovation. They trusted him and knew he was being transparent with them. Helped prevent negativity from seeping in.
6. Having a purpose is something that all leaders need in order to inspire others. You suggest a technique called One Word to assist with this. Tell us about that.
   1. One word will change your life. Pick a word for the year that drives you, gives you purpose, inspires you
   2. Amazing how the word shapes you and helps you live with more purpose
7. Studies are now saying that grit is the best predictor of success. How have you seen that play out work the teams you've worked with?
   1. Not talent, not title, not wealth, not looks. Grit is the number one factor. Angela Duckworth wrote a book and gave a Ted Talk about this.
   2. Positive leaders have grit; they will move forward through adversity and obstacles and will not let things stop them.
   3. Essential for leadership/success
   4. Dabo, Allen Mulally, Sara Blakely from Spanx…all display grit
   5. Can’t allow nos to hold you back; you have to move forward
   6. The Energy Bus (Jon’s first book) was rejected over 30 times; finally the book got made/carried; five years’ later it was a best seller
8. How, if at all, can we increase our grittiness? You've talked about embracing failure and I would love to hear how we do that and what its impact can be.
   1. We all have grit
   2. It’s about recognizing it in yourself
   3. It’s like growth mindset – we’re all born with it. Our circumstances change these for the negative if we let them.
   4. When Superman took off his outfit, he’s not Clark Kent, he’s always Superman because it is inside him
   5. Loving what you’re doing is a big help in bringing out our grit
9. Could you share a word with those in our audience who might just feel stuck. If they wanted to start becoming that positive leader today, what are one or two practical steps you would encourage them to take?
   1. Pull out your telescope and your microscope
   2. Telescope – big picture of what you want to do and where you want to go; vision; what’s your why?
   3. Microscope – Something tangible/practical that you can do to bring the telescope image into focus. What moves you along the journey. Without this you’re dreaming without creating.
   4. The two together are key.
   5. Gary Vaynerchuck’s Clouds and Dirt
10. Jon thank you so much for joining us today. Where can people go to connect with you and learn more about what you have going on?
    1. www.jongordon.com
    2. @jongordon11 on Twitter
    3. Book: The Power of Positive Leadership

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Chris shares the keys to winning a football national championship, why it's so important as a leader to have your financial house in order, and how to buy your houses and cars.

Introduction: Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and I am more than excited to bring you today’s guest. Chris Hogan is a financial coach, best-selling author, motivational speaker, a leader within Dave Ramsey’s organization Ramsey Solutions, and a former college football national champion. He released his first book in January of 2016 titled Retire Inspired: It’s Not an Age It’s a Financial Number. I looked just before this conversation and 19 months after the release the book it continues to rank #6 in its category on Amazon. This is Chris Hogan. Chris thanks so much for being with us!

Interview Questions:

1. First of all, Chris tell us a bit of your story. What was growing up like for you, and how did you find your way to playing football at Georgetown College?
   1. Grew up in big family; close-knit; competitive; lots of love/care/concern
   2. Pastor helped him find his college, which was close to home
   3. Loved the coaches and campus, and appreciated the smaller school
2. You all won a national title during your time there, which is a remarkable accomplishment. What are two or three keys that made that team special and propelled you to that level of success?
   1. Starts with the leaders; phenomenal coaches (head coach to grad assistants)
   2. Everyone was on the same page
   3. Incredible culture of winning; looked for certain individuals with certain skills/mindsets/coachability
   4. Talent! Players who could have played at larger schools
   5. Appreciation from seniors to freshman of what they were trying to accomplish; everyone knew their value and role
3. And now you’re writing bestsellers, headlining events alongside Dave Ramsey and others, and coaching everyone from young/struggling families to celebrities in their financial journeys…share with us how you got where you are today.
   1. Worked in banking and wealth management and became connected to a number of influential individuals
   2. Got to know Dave, which then led to the opportunity to join the team
   3. Trying to empower people that better is available, and give them a plan to achieve it
4. Before we go any deeper into your financial teachings, I don’t want to lose my leadership purists. Can you speak to why it is so important for leaders to get their financial house in order? Also how the principles you teach apply to other areas of a leader’s life?
   1. Money permeates all areas; impacts your business, relationship with team members and how you do business
   2. You don’t want to be needy in business, where you begin to look at customers as transactions instead of relationships
   3. If you’re focused on relationships, you’re looking to serve customers. But if purely transactional, you’re just trying to push products.
   4. So if you’re healthy financially, you can stay focused on building people
   5. You’re not just running an organization or team, your job is to help build people and help them perform better in what they do.
5. How would you describe your philosophy on money and finances? What are the key principles?
   1. Live on less than you make
   2. Have a plan for every dollar that comes in
   3. Your confidence will grow and you understand the path you’re on
   4. Be intentional; boss your money around and don’t let it control you
   5. Many people say they will wait until they make more money before they get serious; but they won’t. Your lifestyle will grow along with your income, and you’ll continue to spend more than you make.
6. What does it mean when you say retirement is not an age but rather a financial number?
   1. As he was working as a financial coach with Dave, he kept hearing people talk about an age for retirement (65, 60, etc.)
   2. But he had met a 41-year-old who had worked and saved for 24 years and was set to retire; this was an epiphany that no, retirement isn’t an age, but instead the financial number needed to allow you to do exactly what you want to do.
7. As Dave Ramsey outlines in his foreword to your book, the foundation for building toward retirement are the Baby Steps he has taught for years (disclaimer: going through Financial Peace University was required by my wife and I’s pre-marriage counselors!). Let’s highlight those real quick for those who aren’t familiar, and along the way please share why these steps are so important.
   1. Money fights are the number one cause of divorce; so we need this
   2. The baby steps are a clear road map for you to gain control of your money
      1. $1,000 emergency fund
      2. Pay off all debt with the debt snowball
      3. Save 3-6 months of expenses
      4. 10%-15% into retirement
      5. Save/pay for kids’ college
      6. Attack house
      7. Build wealth/give
   3. (Daniel – cannot out-Give God, and encourage others to give)
      1. As a Christian, resources aren’t mine and we’re just managing it
      2. Many things that you can give: talent, time
8. Another key foundation for your book are the statistics on how unprepared people are for retirement and how dependent they are upon others (whether that means family, the government, charities, etc.). Can you talk more about that and why it’s important we take control of our retirement destiny?
   1. 52% of American workers have less than $10k saved for retirement
   2. Social Security is barely enough to make a house payment
   3. We have an epidemic: people are working longer/harder than ever, and don’t have much to show for it. Debt is stealing from people’s financial future.
   4. We have to take steps to help ourselves and not hope the government will save us.
9. You refer to a Herm Edwards quote where he says that a dream without a plan isn’t a plan at all, but rather a wish. I think this is so helpful not only in finances but in any goal we’re trying to accomplish. Can you elaborate on the difference between a dream and a wish.
   1. Wishing is the sitting back/non-proactive way
   2. Dreaming is based on action, but we need a plan
   3. What am I willing to give up, in exchange for what I want to gain
10. Something your coaches used to tell you, and probably some who listen to this show use with their teams today, is “it’s not about the last play; it’s about the next play.” People will sometimes beat themselves up for past mistakes or even what they see as unbreakable flaws or bad habits, but you have something else to say to them don’t you?!
    1. It’s never too late
    2. We’ve all made mistakes; we’re all human; but don’t stare back at those mistakes
    3. Windshield is bigger than rearview mirror
    4. More opportunities ahead than what are behind
    5. Be proactive and use the time ahead of us
    6. Never too late to make a decision for your future
11. Talk to us about the importance of budgeting, and a tip or two that could help us put that piece of the puzzle into place.
    1. The budget is the roadmap to you making progress
    2. He was able to give himself a raise just by putting a budget into place and taking control of the money
    3. What do we need to live on month in/month out; what are our spending habits? Set limits on groceries/gift buying/etc.
       1. Story – took cash to the grocery store and knew exactly had much he had to spend ($150). Had a calculator with him to add up his costs through the aisles. Gets halfway through the store and accidentally clears the calculator. GROW UP MOMENT! Put everything back on the shelves and started over!
       2. Checked out at $136
    4. (Daniel talking about buying online and picking up curbside to avoid picking up unnecessary items)
       1. Chris agrees, but warns that in-home shopping generally can cause us to overspend
12. You describe five fundamentals for retiring inspired: dreaming, planning, execution, commitment and vigilance. Can you talk about the importance of dreaming about our retirement, and how to then translate that dream into a plan we can execute on?
    1. Dreaming is important because it helps us set our sights on what it is we’re working toward
    2. Is it hang out on the lake? Start a dream business? Spend more time with family? Do mission work?
    3. Getting people to tap into that and understand what they want to do and who they want to do it for; dreams motivate us more than fear prevents us
13. I love the story about your grandmother’s chili: can you relay that story and how it applies to our lives both in finances and becoming successful leaders as well?
    1. Grandmother made incredible chili
    2. One day Chris decided he was going to make it, but didn’t have the recipe and wasn’t sure of the ingredients
    3. Went and got what he thought went in it and basically made chili-colored glue; it was terrible
    4. He called her and she laughed; she gave him the recipe and also coached him as to the timing – helped him vastly improve his chili
    5. We have to follow a plan in order to succeed; if I don’t control my finances, I could end up anywhere
14. I want our audience to walk away from this show with specific/practical advice they can apply to major expenditures most of us have. The first is housing and the second is cars
    1. Housing – What should we be thinking when it comes to renting versus buying our homes, and if buying, how to finance it.
       1. Renting is not a bad thing; allows you to save up to buy a home the right way
       2. When you buy, and something breaks, you get to fix it
       3. If buying, only do 15 year fixed rate mortgage; don’t just do what the mortgage company says; do your research
    2. Regarding cars, can you talk about leasing versus buying, buying new versus buying used, and the impact these decisions can have on our long-term retirement situation?
       1. Cars are a depreciating asset; with each year, they drop in value
       2. Average new car payment is over $500
       3. Pay cash for a used car
       4. Leasing is very expensive and you are limited on the amount of mileage you can use
       5. Pay yourself each month to save up for the used car repairs and to replace it; this helps you upgrade over time as well
15. There is so much more we could go into, and I would encourage anyone interested in learning more to commit to studying and utilizing the tools you provide in your book and various other platforms. Where can people go to connect with you and take any next steps regarding their own finances?
    1. chrishogan360.com
    2. Smart money events in Indy, St. Louis, Kansas City, others
    3. Retire Inspired book (Affiliate Link)

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Business and life coach Aaron Walker returns to the show to talk about living a life of significance, and his new book View From Top.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today we are once again joined by a returning guest who has recently authored a book!

You’ll remember Aaron Walker from episode 11 of the podcast, and I encourage if you didn’t catch that episode to pause this one, go back and listen to episode 11, and then come back to this conversation.

We’re going to skip through much of the typical intro/bio since we all know Aaron and get right into his new book, View From The Top: Living a life of significance. This is Aaron Walker. Aaron welcome back to the show!

Interview Questions:

1. Tell us how you’ve been what’s new in your world.
   1. Grueling exercise and a lot of time; 38 years of entrepreneurship to build the stories that are in the book
   2. 10% writing and 90% marketing is a truism!
   3. Lots of interviews and marketing/promotions; purpose is to help people learn how to live a life of significance.
2. Let’s get right into this. On page 10 you say something I think is critical: “I knew that in order to be good at any one thing, it takes total commitment and a sense of devotion, and I was willing to do that.” Can you speak to the importance of that statement in relation to how some of us might get distracted by different/new things, or just try to do too many different things at one time?
   1. Important (Greg McKowen “Essentialism” – inch deep/mile wide…should be an inch wide and mile deep) not to have so many things going on that we can’t be good at any one thing. “The One Thing” another great book on this.
3. Following up on that, you recently ended one of your coaching programs, The Community, much for the reasons we’re discussing here. Could you take our audience into how focusing on certain things necessarily means excluding (perhaps even profitable/good) others?
   1. Two years ago began “The Community” as a lower price point for people to interact with him and his coaching programs
   2. But realized he was devoting a huge amount of time in the community, while figuring out his strength was in facilitating mastermind groups
   3. After months of prayer and evaluation, he decided to stop the community and devote entirely to the masterminds. Though it was profitable and enjoyable, the Community had to go.
   4. (Daniel – encouragement for people to taking that hard step of eliminating things): money won’t keep you in the game; passion might get you started but won’t last either; you need purpose. Two buildings side by side with a board across; for $10 you wouldn’t do it; to save your child, you would. That’s the purpose we need. So evaluate where you’re spending your time and determine if it’s your purpose. If you’re not doing anything that fulfills your purpose, try something else!
4. You talk in chapter two of the book about delayed gratification; can you share some thoughts on that subject?
   1. Aaron and his wife Robin both came from poor/humble beginnings
   2. As he got started, he gave up 2/3rds of the business in order to get it going since they didn’t have any money – was willing to give up that much to get it started
   3. They committed to live on a very modest salary while building the company up, and putting all the profits back into the business.
   4. That resulted in him paying off a ten year loan in 36 months, and buying out his financial partners, leaving him with a paid-for business.
   5. Did the same thing again with another store…kept adding stores and doing the same things.
   6. This led to a Fortune 500 company wanting to buy his company
   7. The problem today is we want it now and aren’t willing to be patient. We shouldn’t compare our beginning to our parents’ middle, or our middle to our parents’ end.
   8. Live like no one else today, so tomorrow you can live like no one else – Dave Ramsey
5. You retired from your first business at the age of 27. For the leaders in our audience, who are scattered among a number of industries from business to education, the ministry and more, what are one or two keys you can share about how you created that type of success in such a relatively short amount of time.
   1. Started business at 18 (no college)
   2. But even graduated high school early by going to summer school and night school
   3. You’ve got to have the grit, the perseverance and the determination to get whatever it is you wanted
   4. Delayed gratification in other areas (e.g. sports) – wanted to work more than he wanted to be an athlete.
   5. What is it for you that you want bad enough to give up other things?
   6. Got rid of all naysayers from his circle
   7. Recent study that the most common trait of multi-millionaires is grit
   8. You have to develop a mindset of I can do this – “can’t couldn’t do it and can did it all.”
   9. Failure is in not trying, not in not succeeding
   10. Growth mindset as Carol Dweck talks about in “Mindset.”
   11. (Daniel – how do you pass on this mindset to others?) – you can’t impose something on someone that doesn’t want it. You can’t force it. You can lead by example and show people the way, but ultimately they have to want it. Model it and look for the people taking it, and then pour your energy into those people.
6. In chapter four (Breaking Free), you talk about seeking balance in your life, which is certainly a popular topic right now. Specifically, you say “Embrace the tension; it’s never going away completely.” What do you mean by embracing the tension?
   1. There’s no such thing as work/life balance
   2. We have to prioritize our priorities
   3. For Aaron: 1) believer/Christ follower; 2) Robin; 3) daughters; 4) grandchildren; 5) business
   4. Don’t come home with a pocket full of money and a house full of strangers
   5. Regardless of how much money you have, there will always be tension.
7. In the same chapter you tell the story about first meeting Dave Ramsey, how you came to be in a mastermind group with him, and the impact that group has had on you over the years. There is so much there and I encourage people to get the book and read all of it, but share with us what you consider to be the critical point about surrounding yourself with the right people.
   1. Met Dave in 1995 at a Nashville Chamber of Commerce Luncheon with 25 people in attendance.
   2. Dave had yet to launch his first show, but talked Aaron into advertising on it
   3. After three days of a trial period, it was clear the investment would pay off
   4. 21 straight years as a sponsor of the show
   5. Dave then invited him to be in a mastermind group, which Aaron had never heard of
   6. It was uncomfortable at first, but he fell in love with it; having his own board of directors.
   7. This group went on for 12 years until Aaron retired.
   8. Now Aaron facilitates a number of mastermind groups.
   9. The enemy to excellence is isolation; if you want your life to go to the next level, you need to surround yourself with the right people.
8. At the beginning of Chapter Eight you tell the story of one of your mastermind members James Ryle calling you out on something. Share anything about that you want, but I’d like for you to challenge our audience to have someone in their life who could do what James did for you.
   1. Aaron was in a dark spot at this point in his life; each week he would share in the mastermind how he couldn’t get out of the rut
   2. Weekends were generally off limits, but one Saturday his phone rang and it was James.
   3. James said God gave him a word for Aaron, and it was that he was worrying the hell out of everyone in the group.
   4. He said the group is getting sick and tired of you coming into
   5. He then quoted Isaiah 52:2 – Shake off your dust; rise up, sit enthroned, Jerusalem. Free yourself from the chains on your neck, Daughter Zion, now a captive. Then he hung up.
   6. Aaron was mad at first; but then realized James loved him enough to tell him the truth.
   7. That moment changed his life; it was time to move on.
   8. If you don’t have people in your life willing to do that, how are you going to face the troubles of this world?
9. We already said you retired once at 27. Then you built another successful business before retiring a second time. And what I found fascinating was reading your thought process behind jumping into your third business, construction, which you had zero experience in. Walk us through that decision, and why you believe you were able to succeed in a brand new business, and what you learned about yourself that ultimately led to you retiring for a third time (from Chapter Ten – Choose Wisely)?
   1. After a major car accident that sidelined him for about five years, Aaron befriended the guy building their house.
   2. The builder was a master craftsman, but didn’t have any business experience.
   3. So Aaron proposed that they partner up and take advantage of both their strengths.
   4. Took the company to #1 for six consecutive years
   5. But it was all a mistake; there was no purpose in mind and no passion. It became a drudgery toward the end. And it was things that were just part of the industry that you couldn’t change.
   6. Robin knew he had quit when he came home at 3pm one day.
   7. Don’t let your life get to that point where you’re not excited/happy to get up and go to work.
   8. He loves how now he impacts others through his business.
   9. (Daniel – for more about the car accident check out Episode 11)
10. You say that we should “always be in a state of personal assessment.” What does that look like for you and how can we implement that in our own lives?
    1. After retiring from the construction business he was planning to stop working.
    2. Dan Miller told him he needed to coach, and it made him rethink his plan.
    3. He went to Entreleadership Master Series (gift from Dave) and wound up with a couple of entrepreneurs to coach.
    4. The rest is history.
    5. He got the boat out of the harbor, where it’s much easier to move it.
    6. If you’re stuck or not clear about the path forward, get moving! Much easier to adapt once moving.
11. You are a man of faith, and the book is filled with scriptures which speak to the lessons and topics you write about. Can you talk about how your relationship with Jesus has impacted your life and business over the years?
    1. Accepted Christ at 9 years old after growing up in Christian home
    2. Got a little off track early in business and caring only about himself and stuff
    3. But after going through struggles and then ultimately the car accident, radically transformed his mindset from taker to giver, humbling himself and trying to life not a successful life but a life of significance.
    4. Faith is priority: number one. Can’t separate business and faith.
    5. Don’t force anything on people, but be genuine to who you are and what you stand for.
12. Where can people go to connect with you and find out more about the book?
    1. All major bookstores and viewfromthetop.com/book; Email aaron@viewfromthetop.com
    2. @vftcoach on Twitter
    3. viewfromthetop.com for all contact/resources and mastermind groups

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and I am excited to say that we are back! I hope you had a great summer and are as fired up as I am to hear more insightful leadership lessons through the prism of sports.

Today we are fortunate to visit with Jamy Bechler. You might remember Jamy was a guest on episode 31 of the podcast, and I encourage if you didn’t catch that episode to pause this one, go back and listen to episode 31, and then come back to this conversation. We’re going to skip through much of the typical intro/bio since we all know Jamy and get right into his new book, The Leadership Playbook: Become Your Team’s Most Valuable Leader. The book shot up to #1 New Release on Amazon’s list of basketball coaching books, and #2 in the category overall. This is Jamy Bechler. Jamy welcome back to the show!

Interview Questions:

1. How have you been and what have you been up to over the summer?
   1. 7/25 – book came out
   2. Family moved from Atlanta to Akron, OH
   3. Conferences
2. Tell us about how the book came to be. Where did the idea come from? How long did you work on it?, etc.
   1. Last year was his first as a leadership trainer/speaker and figuring out how to be an entrepreneur/self-employed
   2. Figured out how to create a work environment that worked for him
   3. Put together an editing/advising team to help re-write and edit the book
   4. Had been writing the book over two years by way of giving speeches to student-athletes
3. Who is the book for, and what are you hoping the reader will take away from the book?
   1. For the benefit of student-athletes and would love them to read it
   2. But recognizes that young people don’t read as much, so the book is designed in a way to appeal to them (each chapter has a specific story tied to it)
   3. Wants to impact them in a way a coach/parent would want them to
   4. These student-athletes are our future leaders, and what are we doing to help them
   5. Ronald Reagan – “you can’t do everything but you can do something.”
4. How did you decide to publish the book?
   1. Self-publishing because you have more control and it is less expensive
   2. Traditional doesn’t really make sense unless you are a big-time author
   3. Spent time figuring out what the actual product would look like (study book v. actual book etc.)
   4. Added handouts and materials to an online resource for practical application
   5. There is a paperback and kindle version
   6. The cover is a photo of Indiana Wesleyan basketball
5. Right out of the gate in chapter one you talk about positional leadership, and how successful teams can’t/don’t rely on just that type of leadership. Can you explain what positional leadership is, relative to other types of leadership, and why it’s important to have the other?
   1. Positional leadership – upper classmen, captains, star players, coaches – if your organization is set up to rely on those people for leadership, it can be used as a crutch by the other people who aren’t expected to lead
   2. All players should think/believe they are a leader
   3. Telling the positional people you have to be THE leader
   4. But also telling everyone else you have to be A leader
   5. The numbers dictate that the non-positional leaders can have a significant impact on their teams
   6. Kevin Durant speech showed how it is important to recognize your platform and take advantage of the opportunity to lead in a positive manner
6. You said something in chapter two about integrity that caught my eye. You said, “integrity is the sum total of all our everyday choices.” What did you mean by that?
   1. When looking at building blocks to be a leader, integrity has to be there before anything else
   2. We make choices every day that impact our integrity
   3. Sports not only builds character; it also reveals character
   4. Legendary golfer Bobby Jones story about taking a penalty when nobody but him had seen it; as he was later praised, he said you might as well praise me for not robbing a bank today. – that’s integrity.
   5. As a leader, people will follow you if they see you have integrity and you are who you say you are
7. Building on that idea, you have an encouragement in the book for those who don’t feel their position or status provides people for them to influence. What would/do you say to that person?
   1. You won’t always be able to person to influence the star, especially if you are the last person on the bench; but you can be a friend.
   2. And though you may not be able to influence the star, you can influence those right next to you (i.e. your friends on the team); they can influence others and eventually you can influence the positional leaders
   3. Harriet Tubman example – not a positional leader at all, but able to influence the people around her to the point she had a tremendous impact on people’s lives.
8. Later in the book you give an example talking about former Arizona walk-on basketball player and current Georgia Tech head coach Josh Pastner. Can you tell that story for us?
   1. Came to Arizona as a walk on, but was friends with Bibby, Simon, Dickerson and Terry – all NBA guys.
   2. He had a key to the gym, and late at night he would get them in and rebound for them; he built them up by saying they were going to win a championship and be talked about.
   3. They won the national title in 1997
   4. His secret was adding value and helping the starters get better
   5. (Daniel) we may experience seasons of leading from different places – now Josh does have positional leadership
   6. Jason Terry went from a sixth-man on the Arizona team to a star, to a solid NBA player to a star player and is now more of a role player. But very respected by the NBA community.
9. Can you speak to the power of patience? Chapter Four on Leading Yourself is full of great examples of patience paying off; would you share one or two?
   1. Not sure if any of us are good at patience
   2. Leading yourself has to come before leading others, and patience is a key
   3. Luck = opportunity + preparation
   4. Bill Walsh with the 49ers had a player who would get frustrated because they weren’t making progress – won very few games. But they went from being the worst 2-14 team ever to the best 2-14 team ever. The rest is history.
10. You talk about the impact Larry Fitzgerald’s work ethic had on others in the Arizona Cardinal’s lockerroom in Chapter Five: Leading Others. Tell us more about that, and in particular, encourage the quite/introverted types in the audience who might be feeling like they can’t lead because they aren’t the dynamic, loud, public speaking type.
    1. Great example of someone who provides a great example
    2. Goes about his business
    3. First one there/last to leave/dives for balls/ plays the way you want stars to
    4. Doesn’t do a lot of the talking, but lets his actions speak
    5. But don’t let your introversion be a crutch to give you permission not to talk; be a verbal leader with those close to you who you talk most with
11. Where can people go to connect with you and find out more about the book?
    1. theleadershipplaybook.com – bulk orders; additional resources
    2. amazon.com as well

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Pat shares his wisdom on the topics of leadership, parenting and how to accomplish your goals by prioritizing them!

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today we have with us a giant in the sports and leadership space. I could probably fill an entire episode with just his introduction, but instead I’ll be brief now and let you hear more of his bio throughout the interview.

Pat Williams is the co-founder and senior vice president of the NBA’s Orlando Magic, author of more than 100 books, a former GM for several NBA franchises, the father of 19 children (14 adopted), a U.S. Army veteran and former professional baseball player, and much more if you can believe it! In 2015 he authored 21 Great Leaders: Learn Their Lessons, Improve Your Influence, and we’re going to dive into that one today.

His most recent work was released in January titled The Success Intersection: What Happens When Your Talent Meets Your Passion. This is Pat Williams; hey Pat thanks so much for coming on the show!

Interview Questions:

1. Before we get too deep into the substance of your incredible contributions to the topic of leadership, after briefly letting our audience know who you are and what you’ve done, I have to ask whether you’ve found an extra 12 hours in the day the rest of us weren’t aware of, and if not, how do you manage to successfully take on all that you do both in your work and personal life?
   1. Prioritizing and self-discipline
   2. Sleep 8 hours; 16 hours left and you can get a lot done if you don’t watch TV, play golf or fish
   3. Stay closely focused on those things of vital importance: (for him) reading, writing and speaking, family
   4. Many distractions, so self-discipline is the key; saying no to things that are good but not great; learn to say no
2. I want to spend much of our time on your book 21 Great Leaders (Affiliate Link).
   1. First, this book is framed around what you call the seven sides of leadership, which are Vision, Communication, People Skills, Character, Competence, Boldness, and A Serving Heart. We’ll get into each specifically in a moment, but how did you come to identify those seven, and what would have been the eighth (i.e. who missed the cut?!)?
      1. As he began to read and study great leaders, it was amazing how there were seven ingredients/qualities that the great leaders possessed (Lincoln, Washington, MLK…)
      2. This is the centerpiece of his writing and speaking
      3. Underneath those seven, there are sub-points, but he addresses them as part of the seven
   2. Let’s talk about Vision. Here you profile Walt Disney, Nelson Mandela and Steve Jobs. I was struck by how you described Nelson Mandela’s unwavering commitment to his vision of a unified South Africa, and yet at the same time his flexibility and even willingness to change his mind on (my words) “the how.” The example you gave was his views on economic policy. Could you talk about vision and what it means to hold true to it while maintaining flexibility on how we get there?
      1. Every great leader is driven and moved and held firm by a vision
      2. The vision keeps them going
      3. During the eight years of the revolutionary war, George Washington had a vision of a new nation independent of Great Britain
      4. Lincoln’s vision: one nation
      5. Churchill's vision: a world free of Nazi tyranny
      6. MLK: world where we are judged by the character in our heart and not the color of our skin
      7. This drives them and doesn’t let them quit
      8. Walt Disney another great example; he had a vision of another theme park in the eastern U.S.; didn’t live to see it but his vision made it happen
      9. “He saw it; that’s why it’s here.”
      10. Encourages leaders to think hard about the vision
   3. Sticking with Vision, you talk about the vision of Steve Jobs which vaulted him to the all-time leader he was, but at the same time how he was hampered by his lack of the other sides of leadership in the way he treated people. What should we learn from someone like a Steve Jobs?
      1. No question he was a visionary
      2. Also no question he could be rough on people
      3. All in all he could imagine things that were not there; he had flaws/faults, but our world has been changed by his vision
      4. He had weak areas in other leadership sides, but his vision was so big that he belonged in the group.
   4. Moving on to People Skills, I thought the peak into how Sam Walton led his company was inspiring. Can you share about his management by walking around style and the importance of how he interacted with his employees?
      1. He was just a regular guy with a store
      2. But he had big goals and dreams
      3. He would go out and visit competing stores and bring back the good ideas and implement them
      4. “Communicate as much as you can with your associates; the more you communicate, the more they understand; the more they understand the more they care; once they care there is no stopping them.” – Sam Walton
      5. “Amazing what people can accomplish when they feel good about themselves.” – Sam Walton
      6. They still try to emulate what Sam wanted done in the early days; it’s harder now with how large the company is.
   5. When discussing the fourth side of leadership, Character, you featured George Washington. In today’s political climate, I find it refreshing and hopeful to consider his rise to the presidency and how he comported himself while in office. What should we take away from Washington when evaluating and working on our own character?
      1. When looking at the two most important periods in the country’s history (Revolutionary War and Civil War), it’s a gift from God that we had Washington and Lincoln – men of great character. They weren’t flawless, but they were of humble spirit, honest, had integrity.
      2. Washington was a farmer at heart; but his nation needed him
      3. He was always out among the troops
      4. He would have been content to go back to the farm after the war, but the nation called again
      5. He could have continued another eighth years, but he was done.
      6. He set the precedent for what an American president should be
      7. Incredible how books keep coming out about Washington; just study him for a year and go visit Mount Vernon and you’ll be inspired. Listeners you were challenged
   6. Sticking with military leaders, Dwight Eisenhower was an example of the fifth side of leadership, Competence. Encouraging was the story of how he was essentially undervalued/used while working under General Douglas MacAurther, but worked hard to learn his craft before then rapidly moving up the ranks under Army Chief of Staff George Marshall. Speak if you could to those of us who might be feeling like Eisenhower must have during those years?
      1. Eisenhower knew he had skill/talent and that he should be moving at a faster clip
      2. He respected MacAurther, but was frustrated as well
      3. Promoted and moved into key role of overseeing the war in Europe (though Marshall should have had that role, but FDR couldn’t let Marshall leave his side during that time).
      4. George Marshall was a humble giant to allow Eisenhower to flourish
   7. The final side of leadership you discuss is A Serving Heart. What I was reminded of in this section was how serving others is not weak nor is it for the faint of heart. Mother Teresa displayed boldness, shrewdness and tenacity that we might not immediately think of when we hear her name. Can you talk about why adopting a serving mindset is so important, and how Mother Teresa paired it with such strength?
      1. The mindset of a serving hearted leader: it’s not about me, it’s about you; it’s not about building my resume, it’s about building yours; it’s not about my success, it’s about the success of the company/organization; that’s how a serving hearted leader thinks.
      2. Jesus, Ghandi, Wilberforce, MLK, Billy Graham, Eleanor Roosevelt, John Wooden all led with this mindset
      3. This is a leadership quality we all can practice
      4. All seven sides need to be there:
         1. “Seven things one must do to be a leader right and true: have vision that is strong and clear, communicate so they can here, have people skills based in love, and character that’s far in love, the competence to solve and teach, and boldness that has fearless reach, a serving heart that stands close by, to help, assist and edify.”
      5. Something that struck me from the book was how many of these great leaders had experiences or people in their lives as very young children, which made an impression on them that led to their eventual greatness. Bill Gates’ opportunity to learn computing through the foresight and donations of the Lakeside Mothers Club is just one example. How should we as parents and citizens think about our responsibility to inspire and empower our children?
         1. We do have an enormous impact on our children
         2. Must constantly invest in them and get them ready
         3. Book: Coaching Your Kids To Be Leaders (Affiliate Link) – adults are investing in the lives of youngsters getting them ready for a life to leadership. This will change the way you parent, coach and teach.
         4. Every leader we write about had a key person at some step along the way that was a big influence on them.
         5. Is it true there is a poem that ties the seven sides of leadership together? Would you mind sharing it with us?
3. In response to the question what is the secret of success, you said “When your greatest talent intersects with your strongest passion, you’ve discovered your sweet spot in life.” That really is the jumping off point for your latest book The Success Intersection: What Happens When Your Talent Meets Your Passion (Affiliate Link). Tell us what we can expect to learn about our talents and passions in this book.
   1. We’re all asked, what’s your secret of success? Pat says when your greatest talent intersects with your greatest passion, you have found your sweet spot in life. That’s where you want to stay; that’s where you want to get your education.
   2. The younger in life you can figure this out the better.
4. My final question before we end our time with rapid fire: I am a husband and father of three kids 5, 3 and 2. Your best advice for success at home?
   1. Your kids need your time; need you to be involved in their life
   2. Must find the right balance between love and discipline: too much discipline you’ll crush them; all love/no discipline and the kids will run wild
   3. Very early you have to break their will without breaking their spirit. They have to know they are not running the show and are not in charge.
   4. A child running around without an unbroken will is an absolute nightmare; but not their spirit. A kid’s spirit is what makes them unique special and creative.
   5. They must also follow teaches, coaches, authority and not think they are running the place
   6. At 18 they leave: we’re preparing them for an independent life. They are going to college, the military or working. They are not going to stay at home, play video games and live off mom/dad. He stressed this to his kids early on. (Don’t spring this on them during their senior year; start at age five with what happens out of school).
   7. One of his boys came to him at 25 and said he wanted to live at home and save money; Pat said it’s a great idea and he wants to find someone to pick up his rent as well; so it was a no. That was the last kid to ask that.
5. Rapid Fire Questions (one word/phrase answers)
   1. Name one trait or characteristic you want to see in a colleague.
      1. Honesty
   2. What habit has been key to your success?
      1. Self-discipline
   3. Most important app or productivity tool?
      1. (Real) books
   4. Resource recommendation (book, podcast, etc.)
      1. Lincoln’s Lieutenants; Revolution of Robert Kennedy; Coach Bruce Aryan’s The Quarterback Whisperer; The Streak
      2. He tries to finish one book a day
      3. Thanks Jeff Brown from the Read to Lead Podcast for connecting Pat and me!
   5. One bit of parting advice for our audience?
      1. Read an hour a day from a book your interested in
      2. Do this for a year and that’s 52 books you’ll read
      3. After 10 years, that’s 520 books. If you read the right five books in any one subject, you’ll be considered a world leading authority in that subject. So you can be an authority in over 100 subjects if you do this.
6. Where can people go to access your books, and where can they connect with you (social media, etc.)?
   1. PatWilliams.com
   2. @orlandomagicpat
   3. pwilliams@orlandomagic.com
   4. 21 Great Leaders: Learn Their Lessons, Improve Your Influence (Affiliate Link)
   5. The Success Intersection: What Happens When Your Talent Meets Your Passion (Affiliate Link)
   6. Pat’s Amazon Author Page

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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How to ensure you hire, retain and develop ideal team players, by making sure they are hungry, humble and smart. pisode Notes, Links and Resources

1. What are the "Five Dysfunctions Of A Team?"
   1. Dysfunction #1: Absence of Trust The fear of being vulnerable with team members prevents the building of trust within the team.
   2. Dysfunction #2: Fear of Conflict The desire to preserve artificial harmony stifles the occurrence of productive ideological conflict.
   3. Dysfunction #3: Lack of Commitment The lack of clarity or buy-in prevents team members from making decisions they will stick to.
   4. Dysfunction #4: Avoidance of Accountability The need to avoid interpersonal discomfort prevents team members from holding one another accountable.
   5. Dysfunction #5: Inattention to Results The pursuit of individual goals and personal status erodes the focus on collective success.
2. What are the three characteristics of "The Ideal Team Player?"
   1. Humble - Ideal team players are humble. They lack excessive ego or concerns about status. Humble people are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self and define success collectively rather than individually.
   2. Hungry - Ideal team players are hungry. They are always looking for more. More things to do. More to learn. More responsibility to take on. Hungry people almost never have to be pushed by a manager to work harder because they are self-motivated and diligent. They are constantly thinking about the next step and the next opportunity.
   3. Smart - Ideal team players are smart. They have common sense about people. Smart people tend to know what is happening in a group situation and how to deal with others in the most effective way. They have good judgment and intuition around the subtleties of group dynamics and the impact of their words and actions.
3. What does it look like when team members have one of the three?
4. What does it looks like when team members have two of the three?
5. How can you identify candidates who are humble, hungry and smart in the hiring process?
   1. By asking specific questions in the interview for the purpose of learning whether the candidate possesses each trait.
   2. Samples
6. Resources
   1. The book: The Ideal Team Player (AFFILIATE)
   2. The book: The Five Dysfunctions of a Team (AFFILIATE)
   3. How to overcome the five dysfunctions with the ideal team player
   4. Ideal Team Player Resources Homepage (free tools and resources including self-assessments, manager assessments, the interview guide and more).
   5. About the author Pat Lencioni

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

I’m your host Daniel Hare, and today we are privileged to be joined by the Executive Director of the Center for Sports Leadership at Virginia Commonwealth University, Dr. Carrie LeCrom.

Dr. LeCrom has published in a number of academic journals including the Journal of Sport Management and Sport in Society, and much of her research centers around the role of sport in diplomacy and developing social change. She also authored a paper in 2016 which we’ll get into titled Exploring Interactions Between NCAA Division I Athletic Directors and University Presidents: A Qualitative Study From Athletic Directors’ Perspective.

Dr. LeCrom was herself a student-athlete, earning both athletic and academic All-American honors while competing in soccer at Lynchburg College. This is Dr. Carrie LeCrom; Dr. LeCrom thank you so much for joining us!

Interview Questions:

1. So first things first how much soccer do you get to play these days?
   1. Rusty
   2. Stopped playing a couple of years back; all running now
2. As we alluded to in the intro, you’ve led some remarkable initiatives using sports as a vehicle to engage with other countries and cultures. Can you tell us more about that?
   1. One of the best parts of the job
   2. 2006 – friend brought some Ethiopia coaches to the U.S. and asked her to do some leadership training with them; taken off from there
   3. Many are funded by the State Department
   4. Four part project in August: Kazakhstan, Nepal, Sri Lanka, India
   5. (Prior episodes with guests doing international/sports work: Craig Esherick, Kelli Masters, Alicia Jessop)
3. What has been the most gratifying accomplishment or moment of those initiatives?
   1. Started as coaches training (train the trainer model)
   2. Now helping people use sports to impact their community
      1. Worked with coaches/sport administrators in South Africa
      2. Programs deal with teen pregnancy, HIV/AIDS
      3. See programs take off
4. Working in sports has become more and more popular over the years, with graduate and undergraduate programs popping up all over the country. Tell us a bit about how you see the sports leadership/management field, and talk about what’s unique about the Sports Leadership program at VCU.
   1. Who doesn’t want to work in sports?
   2. Concerning because there are so many programs educating more students than the market can support
   3. VCU is masters/doctoral program only; so focused only on grad students, all of whom have graduate assistantships (i.e. getting hands on work experience)
   4. This makes you look better, and makes you a better candidate
   5. Make course content super practical; most students are wanting to work in the industry. Partner with organization who needs some consulting work, and turn the students into consultants. This requires students to be professional and put together a practical work product.
5. For those listening who might be future VCU students, what traits do the successful students you have had possess, and what advice would you give them?
   1. Highly self-motivated
   2. Willing to try new things
   3. Positive/good attitude
   4. Book resource: Carol Dweck – Mindset (AFFILIATE) – nobody likes everything about their job, so how you approach those things you don’t love is really important
   5. Communicate via writing
   6. Soft skills are controllable
6. I want to let you teach us a bit out of one of your recent publications. I mentioned in the intro you wrote an article in 2016 titled Exploring Interactions Between NCAA Division I Athletic Directors and University Presidents: A Qualitative Study From Athletic Directors’ Perspective. (Link to the full study – requires account); Abstract/Summary.
   1. First of all give us the broad overview of this paper, and what you were looking at.
      1. Very little research on these individuals who are the leaders of the field
      2. NCAA was moving into stronger presidential/institutional control at this time
      3. How do you create a strong relationship between presidents and ADs?
      4. Interviewed ADs for this paper; working on a second paper based on interviews with presidents
      5. (Principles applicable to various types of relationships)
   2. Something caught my eye in the context you established early on in the paper that I thought was worth exploring further before getting into the main point. Could you go into transformational leadership vs. servant leadership, and why the research points toward one in athletic directors as potentially more effective?
      1. Came from past research on college athletics
      2. She doesn’t love characterizing leadership into these defined buckets
      3. Transformational leadership focuses on the good of the organization over your own interest, whereas Servant Leadership focuses on the need of the followers
         1. Servant leadership brings more ethics and you don’t lose sight of who your serving, so this type has been shown recently as the preferred type
   3. After interviewing these ADs and analyzing their responses, there were four themes that emerged. What were the four themes and then let’s talk about each of them?
      1. Trust/Communication – It was interesting how “Walter” described developing trust/communication the same way a coach does with a kid. Can you expand on that?
         1. You can’t just give directives and expect trust to be there; rare for a coach to go into a practice and just start directing.
         2. Coaches need to establish relationship of trust and open communication before you start directing.
      2. Trust/Communication – What is the “no surprise” rule?
         1. Came up over and over again
         2. President doesn’t want to learn about some major athletics issue from someone else
         3. Don’t want president to be caught off guard by something they haven’t already heard from the AD
         4. Social media makes this a bit trickier with how fast news can fly, and it can be hard to figure out which items are big enough to share with the president.
         5. Important to communicate so they can figure out how this rule works for them.
      3. Alignment – Talk about alignment and how the ADs viewed getting on the same page with the president’s vision.
         1. Sometimes athletics gets a bad rap for being a rouge department; but every AD mentioned how athletics is just one part of the bigger picture of the university, and how they have to be in alignment with what the presidents want for the university
         2. If they know what the president wants, the AD can make better decisions
      4. Respect for expertise – What does it mean to “stay in your lane?”
         1. Another term that came up multiple times
         2. You hire me to do this job, so let me do it
         3. ADs don’t go over to the Deans and tell them how to run their colleges, and expect to be treated likewise; ADs are the experts and should be empowered to work in their lane.
         4. This goes both ways.
         5. Many campuses have a President’s Council where there is planning amongst the leaders of campus including both academics and athletics, so there can be a place for that.
      5. Formal and Informal Relationships – How were the ADs defining each type and what is important about each?
         1. Formal – AD report to president, so regular meetings and reports
         2. Informal – AD and president have a relationship outside the formal structure; play pickup basketball, meals, etc. Not necessarily friends, just more time together than what the formal structure would generally provide.
   4. What was the biggest surprise you found in this research? What are some key takeaways?
      1. Consistency of the message from the ADs
      2. Relationships are complex and are hard to implement, though the big picture might appear simple
7. Rapid Fire Questions (one word/phrase answers)
   1. Name one trait or characteristic you want to see in a colleague.
      1. Respect for each other
   2. What habit has been key to your success?
      1. Showing up and following through / consistency and reliability are undervalued
   3. Most important app or productivity tool?
      1. Google Drive/shared drives
   4. Resource recommendation (book, podcast, etc.)
      1. Harvard Business Review IdeaCast
   5. One bit of parting advice for our audience?
      1. Two things she has found in successful leaders: never stop learning and value relationships over everything else

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Chris talks Division III v. Division II, treatment of officials, and the fastest growing sport.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today we are talking with the Commissioner of the Rocky Mountain Athletic Conference, Chris Graham.

Chris is in his fourth year at the RMAC after serving 14 years at the Midwest Conference, most recently as its Executive Director. Chris was also an all-conference baseball and basketball player at Ripon College in Ripon, WI, before beginning his journey up the college athletics ladder in the field of sports information. This is Chris Graham. Chris thanks so much for coming on the show!

Interview Questions:

1. Tell us first about Ripon College. How did you get there and what was the experience like?
   1. Harrison Ford is most famous alum
   2. Small/private liberal arts college; in the Midwest Conference
   3. Rich athletic tradition; worked on campus there for several years before getting into conference work
2. You’ve now had significant experience at both the Division II and Division III level. What distinguishes the two, and if you were looking to advance in a college athletics career, how would you go about determining which was best suited for you?
   1. Very different from D1 where money and legal issues prevail
   2. Some anonymity depending on where you are, though Division II more and more has exposure through television and being the largest school in its region.
   3. Amateurism works and is special and there’s a place for it. D3 and D2 are secure in that; the partial athletic scholarship model of Division II sets it apart.
   4. Tweet which said D3 athletes should stop talking about accepting offers, but in fact that is what they are doing, even though there isn’t athletic scholarship. There is plenty of opportunity for financial aid, including academic.
   5. Most parents putting money into summer and club sports for their young kids are not going to see a return on that investment, and would be better off pursuing academic aid. Creates an identity for the young person defined entirely by their sport.
3. Among the various schools and athletic departments you have the opportunity to observe over the years, what are some of the traits you’ve noticed in those who are regularly successful?
   1. Take the finance piece out of it
   2. Someone who can inspire, who has a consistent model they believe in, and can get kids to believe in you and your system
   3. Believe/trust in their people
   4. You sell folks on the opportunity to do something special
4. You began your career in the sports information / media relations side of the house. And now with social/digital media there is both pressure to and opportunity in shifting skills, resources and priorities to those emerging tools and platforms. How have you seen that play out in your conference office as well as on campuses from a culture change standpoint, and what can our audience learn about how best to address a changing landscape?
   1. When he started in D3 he used a mimeograph
   2. Now infographics are big; get photo from website, add graphics, etc. The student-athletes deserve that
   3. You almost have to have a full-time video person in the office, but few have the resources to do that.
   4. Good but challenging stress on campus sports information departments because of the new tools
   5. Control and target your content; getting it out in greater depth with the audience.
   6. Dallas Stars guy was let go from ESPN and is now doing content directly for the Stars
5. When you first became the Commissioner of the Midwest Conference, what was the most important initiative or goal you pursued and how did you accomplish it?
   1. First full-time employee the league had ever had
   2. Goal to get policies/procedures that would enhance student-athlete experience at events, etc.
6. Same question but at the RMAC.
   1. Different situation
   2. Things were in pretty good shape; did want to attack issues with officiating; Similar concerns across the division at other conferences; lack of people willing to do it and not enough training;
   3. Think about how we treat officials…do we treat anyone else or any other profession that way
   4. Our expectations are too high for officials; we expect them to be perfect; and even more than that, we don’t know what the right call is but think we do
   5. (How are you treating people; that’s really what this is about)
7. Something I like to ask all our guests who have worked in conference offices: how do you go about getting individual schools to put their own best interest aside for the greater good of the conference? (if at all?!)
   1. Delicate process
   2. Fortunate to have good presidents and ADs who are reasonable and buy in
   3. Make sure that everyone understands the conference mission statement and values; mission statement is on the back of name tents
   4. Ask the question: what are we here for? Can’t we agree on…?
   5. ADs have to advocate for their coaches and programs, but then look at the best interest of the conference.
   6. Flip the roles and consider whether you would go for what the other coach/program is saying
8. Before we wind up with our rapid fire questions, I do want to ask you about the United States Intercollegiate Lacrosse Association. How did you get involved with that and what does the organization do? Can you speak to the growth trajectory of lacrosse and where it’s heading as a sport over the next 10 to 20 years?
   1. Fastest growing sports on the women’s side
   2. Officials needed!
9. Five rapid fire questions
   1. Name one trait or characteristic you look for when you hire someone.
      1. commitment
   2. What habit has been key to your success?
      1. listening
   3. Most important app or productivity tool?
      1. Jpeg to PDF app: camera 2 PDF
   4. Resource recommendation (book, podcast, etc.)
      1. @jonsolomonaspen on Twitter
   5. One parting bit of advice for our audience?
      1. It’s a game.

Find Chris on Twitter at @CMGrahamRMAC.

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Vincent and I talk about goal setting, engaging one another in community, and the impact of former Baylor football coach Grant Teaff.

Introduction:

Hey everyone and welcome to today’s episode of the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m Daniel Hare, and today we are blessed to be joined by a former collegiate football and track & field standout turned pastor Vincent Carpenter.

Vincent spent his early career working in a variety of roles at his alma mater Baylor University before returning to school to pursue full-time ministry, which he has done for the past 12 years at my home church, Antioch Community Church in Waco, TX. Vincent is a faith-filled teacher, communicator, organizer and most of all, a leader. This is Vincent Carpenter. Hey Vincent thank you for being with us today!

Interview Questions:

1. Vincent most of the people listening right now are not familiar with you or your story, so if you could take just a few minutes and tell us a bit about who you are, where you’re from and what you do.
   1. From La Marque, TX
   2. Mom involved in local church so met Jesus there
   3. Football/Track too at La Marque High School; led to Baylor scholarship
   4. Grew in faith at Baylor
   5. Went home right after college to work as a sports reporter, but then returned to Baylor
   6. Bi-vocational during those years
2. You were a high school athlete and then a two-sport college athlete. What lessons did you learn playing sports that continue to impact how you lead today?
   1. Goalsetting: putting them down on paper; intermediary steps to get there
   2. Discipline of staying on a routine
   3. Whenever disciplined in one area of life, disciplined in others
   4. (Goalsetting tips)
      1. Accountability – even the most motivated of us tend to fall away from goals, so find someone likeminded to help you
      2. Flexibility/variation – circumstances and things in life might change, and having a check-in period every now and then will help you stay on course for the goal rather than give up after three months when you’ve missed a timeline. That also keeps the goals fresh.
      3. In Track/Field, results were a little more under his control, but in team sports, ministry and many others are not in your control. So while you might have a goal/result, the process and what is happening in the moment will be more important to God, while we are thinking about the end result.
      4. As much or more satisfaction in the workouts and getting ready to compete than the actual games. The process and moment by moment experience was the most impactful.
3. What former coach of yours do you most admire and why?
   1. Baylor football coach Grant Teaff
   2. He is the same person up close as what you see in the media
   3. He taught Vincent about goal setting
   4. He put big expectations on the team, and then laid out a plan to get there
   5. “I Believe” (Buy on Amazon; AFFILIATE) is an autobiography that illustrates how he walks the talk
   6. After loss to Georgia, went to USC and Coach Teaff believed they could win; Baylor did win; it struck Vincent that he really believed and had confidence, and it spread to the players.
4. During and immediately after college you pursued the journalism and communications field. What attracted you to that area and what skills did you develop that you still rely on today?
   1. As a freshman, he started off pursuing photography. Baylor didn’t have that major, but a journalism program did have some photography classes
   2. He had been good in English and could write, so it made sense
   3. First job out of college he worked at a small town newspaper; did everything (wrote, took pictures, etc. and covered the school board and did obituaries).
   4. The education writing that he did helped prepare him for the next step
   5. As he was praying about his next steps, a postman knocked on the door and had a letter from Baylor asking him to apply for an education writing position (perhaps a professor had recommended him).
   6. (Chip Brown reference about how we may not see how something we’re doing now is preparing us for the future) – Vincent did a lot of interaction with a community, learned about communicating with parents, etc.
5. Ministry is really a second career for you. Talk to us a bit about your journey through your first career on staff at Baylor and how you came to the realization that God was calling you into full-time ministry.
   1. Had been serving in churches while working at Baylor
   2. Got talked into being a youth pastor
   3. But was also pursuing graduate school at Baylor in order to advance in his role there. He got a great new administration job, moved into a nice new office and thought he was set for life.
   4. As soon as he thought that, he had an encounter with God and felt like He was saying “Baylor is not your security blanket.” Which was tough because he was going to put his kids through school at Baylor and everything else, but ultimately he recognized he could trust God with his life and his family.
   5. Baylor had been pushing a theme of students thinking about their job/career as a calling, and that was what Vincent was sharing with students in his role as an advisor. But at the same time he wasn’t applying the same standard to himself.
   6. When he went to his wife to ask about going to seminary he was worried because they had already spent time/money on graduate school, and now to go back for more was a big commitment.
6. Your boss and our pastor Jimmy Seibert was on episode eight of the show last fall. How did you first meet Jimmy and how did it come to pass that he wound up hiring you to join the leadership at Antioch.
   1. Vincent’s academic advisor at Baylor Ed Mooney would ask students to write on an index card anything he could do for them or that they wanted to accomplish.
   2. The thing Vincent wrote was to grow in his walk with God, and the advisor suggested a discipleship group.
   3. The advisor really invested in Vincent. He introduced him to a man named Bill Adams with Athletes-In-Action.
   4. Did a sports outreach in Ulan-Ude, Russia and ran into Antioch missionaries, including pastor Jimmy Seibert
   5. Once Vincent’s transition career transition started, he really felt drawn to a diverse congregation
   6. But there was one step in between; before he had found a full-time ministry position, he received a job offer to do sports ministry/chaplain. But his mentor Bill Adams through him off by saying he shouldn’t do the sports position but rather should become a church planter.
   7. Meanwhile Bill was talking to Jimmy about finding a place for Vincent, which soon happened.
   8. God uses people around us to guide and direct our lives.
7. During your time at Antioch, the church as grown at a rapid pace to its current 4500 weekly attendance. And I think many of us experience challenges when trying to lead through a growth phase of any entity or organization. What is the biggest challenge from a leadership standpoint you have faced in the midst of that growth, and how are you working through it?
   1. Antioch is very broad and diverse across all categories; this is great, but it also makes it more difficult to land one message that has an impact
   2. The diversity also requires many more ministries to serve the needs of the different people groups
   3. Back in the day, the rule was don’t have back to back weekends when we’re inviting people to the church. Now the rule is same day!
   4. He has really learned to hear God in the moment, because when there are many competing interests and viewpoints, how else are you going to make a decision?!
   5. Be sensitive to the still, quiet voice of God
   6. (Successes in establishing values/culture) – Jimmy’s gift is as a visionary, while Vincent is an organizer/administrator. Bill Hybels says “vision leaks.” Always important to be reminded of the purpose.
      1. If things aren’t going right, tactics/process shouldn’t be the first place to look; make sure people are clear on the vision
      2. We’re all part of God’s process; he wants us to partner with him.
8. Part of being a great leader is the ability to communicate. You are clearly an excellent communicator; what tips can you share on how to improve our communication skills?
   1. Pray like it depends on God and prepare like it depends on you
   2. Also important to have a team around you that helps bring the message to life
   3. (Who do you have around you?!)
9. One of your primary charges over the years has been regarding community engagement. Can you speak to what you’re seeing in our culture today when it comes to person-to-person interaction, caring for people around us, and how we can practically engage in our own communities?
   1. The old days we might remember as better, though it was really just different
   2. We can communicate through social media
   3. Antioch moved into a specific, low-income and disadvantaged neighborhood in order to have relationship with people
   4. Whether we have more neighborhood time or not, the issue is how we value people. It might seem like talking through a smartphone isn’t as good, but it can be if we value the other person.
   5. The Community Feast ministry is a good example because there we invite people from all over the neighborhood for a meal and to hear about Jesus, and even after the food is long gone and message is over, the people still hang around because they are starving for community. So volunteer role is not just to serve a meal, but to listen to people and their story.
10. Five rapid fire questions:
    1. Name one trait or characteristic you want to see in a colleague.
       1. Responsibility
    2. What habit has been key to your success?
       1. Discipline
    3. Most important app or productivity tool?
       1. Outlook
    4. A resource recommendation (book/podcast/etc.)
       1. Divided by Faith (AFFILIATE)
    5. One sentence of advice for our audience of leaders?
       1. God loves us, partners with us and wants to speak with us and be with us on a day to day basis, and in the day to day grind of life; letting God be part of that is critical to life success.

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Tim returns to the show to talk about his new book Anchor Up, which details five key steps to leading a successful organization.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today we have our first returning guest on the show.

Former Director of Athletics at Grand Valley State University Tim Selgo appeared on Episode 007 of the podcast, and he is back to talk about his new book Anchor Up: Competitive Greatness The Grand Valley Way. This is Tim Selgo; hey Tim welcome back to the show!

Interview Questions:

1. Before we jump into the book remind our listeners who you are and what you’re up to.
   1. Retired July 2016 after 20 years as AD at Grand Valley; former coach prior to that
   2. Ready for second career: Athletics Staffing and Consulting, author, speaker and teacher
   3. Blog: tumbler.com/TheSelgoStop
   4. Now has four grandkids so that’s his other role
   5. Episode007 – Tim’s first visit to the show
2. Let’s get right into the book because there is a ton you’ve packed in here that I think is just gold.
   1. First, why did you decide to write the book, and what is it you are hoping to accomplish?
      1. There was a story to tell after 15 years as the dominant Division II program
      2. Wanted to write the story of building the program
      3. Audience is anyone in athletics, as well as anyone leading/managing an organization
      4. Really a book about leadership and about how to build a team and lead the team
   2. We should mention that the foreword is provided by the former football coach at Grand Valley and the current Notre Dame head football coach Brian Kelly. He talks about the vision you had for Grand Valley Athletics; could you share with us the importance of vision and how we can find one and communicate it?
      1. Step One – must establish a vision of what you want to accomplish
      2. Athletics is nice because there’s a built in measure of success
      3. Grand Valley had been described as a sleeping giant before he got there; it had not won the president’s cup (the conference all-sports trophy) since 1979
      4. Won it in 1999 and haven’t lost it since
      5. Important about vision: how are we going to get there? Focus on process.
      6. Three fundamentals: 1) create best learning environment possible; 2) challenge teams to competitive greatness (best effort/best performance when it is most needed – direct from John Wooden’s pyramid of success); and 3) commit the energy necessary for success.
      7. (How to handle skeptics to the vision) – stay focused on the process not the result. Build the vision around the process; what’s going to happen daily.
   3. A large portion of the book is divided into what you call The Five Leadership Steps. We already talked a bit about vision, which is the first. So let’s talk about the remaining four:
      1. Number Two: Align your vision with that of your company or organization – what do we need to know about that?
         1. Two examples: a) before you take a position with an organization, you have to do your homework and learn everything you can about that organization. At Grand Valley, the president had a vision for the university regarding students living on campus that Tim bought into and fit his values as well; and a vision for raising academic standards, which Tim was able to get an academic advisor to go along with them; and b) his wife had to sync up her values/goals as an injectionist with a clinic.
      2. Number three: Set ambitious yet realistic goals and expectations. What do you mean by that and how do we balance this with dreaming / long-term vision?
         1. “When you’re through improving, you through.”
         2. Doesn’t buy into the shoot for the stars approach to goal setting; it needs to be achievable in someone’s mind
         3. Never set a goal such as winning a national championship or the Director’s Cup (there’s too much subjectivity in that); but if get to the tournament, goal to advance as far as possible
         4. (Talk about the faculty member who freaked out when they didn’t win the Director’s Cup) – finished second by just a few crazy last minute circumstances, so Tim was not disappointed. But a sign of respect/compliment that the program was at that point of high expectations.
      3. Number Four: Surround yourself with good people. How are you defining good? And how do you go about ensuring you attract and retain good people.
         1. You should be an expert of the organization; freedom in not worrying about what other people (students/parents)
         2. High character and hardworking is key
         3. Find out what they have done (not philosophy); tell us what you’ve done in the past to make us believe you’re the person to fix out problem.
         4. Usually best to hire people on their way up when they’re hungry for a new challenge
            1. Example of hiring women’s soccer coach Dave Dilanni from the high school ranks who is not the head coach at Iowa
            2. Example of Jerry Baltes who coaches track/field/cross-country; positive energy; Tim recruited he and his family every day to keep him from leaving
         5. Commitment from the top will help you keep great people
      4. Number Five: Earn trust from those you report to and those who report to you. How do we go about that?
         1. Develop and grow relationships; people make you successful
         2. This is true in athletics and business
         3. People produce and sell products
         4. Must show genuine care/concern for people
         5. Wanted to take athletics off the plate of his president/vice-president so they could enjoy it; but also stood up for the people below him with the leadership which built trust with the people below
         6. Must be honest and forthright
         7. Must have courage to stand up for moral right/wrong – example about applying new/extra scholarship dollars to current athletes rather than new recruits (leadership didn’t understand this at first). But Tim was ready to walk away from the additional dollars.
         8. Many times people want to earn fame rather than respect; don’t be like that.
3. Where can people go to get the book, and where can they connect with you (social media, etc.)?
   1. Amazon (affiliate)
   2. Five Count Publishing
   3. @TimSelgo: the first five to tweet at both @timselgo and @DanielHare that you want the book you’ll get it as a gift!
   4. The Selgo Stop on Tumblr

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Coach Philbrick talks 1995 Edmond Santa Fe football, how to overcome adversity, and making where you're at the "big-time."

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

I’m your host Daniel Hare, and today is an extra special episode. We’re joined today by my high school football coach Blair Philbrick. Coach Philbrick led the Santa Fe High School Wolves to an 11-2 record and the state semi-finals in 1995, before moving on to coach at several other high schools.

He then jumped back to the college level at the University of Tulsa and University of Pittsburgh. In 2012 he left athletics for private business where he has served as a corporate executive coach and a sales director. This is Coach Blair Philbrick. Hey Coach thank you so much for joining us!

Interview Questions:

1. Let’s start off by talking about the really important stuff: 1995 Santa Fe High School football.
   1. What jumps into your mind when you reflect on that season?
      1. Was kind of a Remember the Titans type season
      2. Still just a brand new school and this was his first head job, so not being sure if he was ready to be a head coach
      3. We had a little chip on our shoulder after dividing Edmond into three high schools and wanting to establish who we were
   2. When did you know we had something special, and what was it that made that team special?
      1. University of Tulsa team camp; really bonded
      2. After week one when we lost our starting tailback Ben Satterfield for the season, and how the team responded to that adversity; lost two other key players soon after
   3. Even as we were winning, it seemed like we faced significant adversity nearly every week particularly with devastating injuries. What do you remember about that and how did you approach getting us through it?
      1. Great coaching staff that was always positive
      2. Rory Laisle’s injury (severed pancreas) was life/death; lost John Hoeh to a knee injury as well
      3. Important to prepare for the adversity, so when it comes it isn’t surprising
      4. There was a level of naivety he had that we were going to keep going and nothing could happen to us that would cap our potential
      5. Awesome to have Rory come back to kick extra points in the playoffs
      6. (Daniel: that youth/inexperience/naivety from coach was never felt by the players – we were bought in and assumed he knew what he was doing because it sure looked like he believed it!)
      7. He credits the coaching staff which he really relied on; great collaboration and ownership for each coach to coach their own position
      8. (Daniel: also faced adversity late in the year when taking our first loss after nine straight wins to open the season)
         1. Treated that final regular season game week as a special one; charter bus, etc.; and got it handed to us!
         2. Maybe the best lesson prior to the playoffs
         3. First playoff game was crazy; significant weather change from 2:30pm (65 F) and then at kickoff it was a blizzard. Got down 10-0 at half before rallying in the second half to win 20-10.
   4. We blocked what seemed like a ridiculous number of extra points and field goals; one in particular which essentially led to a come-from-behind first round playoff game. How did we do that?!
      1. We blocked eleven kicks that year
      2. Had made special teams a priority; given equal time in practice
      3. Bryan Houck had a knack for it
   5. Season ended with semi-final loss to Lawton McArthur
      1. Coach learned a lesson about not overcoaching and changing up what was working
      2. Feels responsible
      3. (Daniel: If you’re a coach, hopefully this conversation reminds you of the impact you have on young people and the great work you’re doing.)
2. Okay let’s back up a bit and give our audience some context. Tell us a bit about how/where you grew up, and how you got into football and coaching?
   1. Fortunate to grow up in a great home; father retired Air Force pilot who taught him well
   2. Knew early on that he wanted to be a coach
   3. Played five sports in Altus, OK before football/track at Southwestern Oklahoma State University.
   4. Taught high school science
   5. Raised a family (kids are 27 and 24)
   6. Had a Forest Gump life; lots of amazing experiences with amazing people
   7. Faith/family has been key
3. You went from coaching in college to coaching in high school, then back to college. Talk to us about the major differences and what you enjoyed most about each.
   1. The difference between college and high school is the skill level
   2. The transitions back and forth weren’t too difficult
   3. Players at each level wanted the same things, and the coaches were faced with many of the same things
   4. The “big-time” is where you’re at (i.e. don’t worry about what level you’re at).
      1. (Daniel: how to do this) – Be the hardest worker and trust that the future/career will take care of itself
   5. Enjoyed building relationships with players at all levels; guys who have gone on to the NFL will tell him their favorite time in football was high school.
4. You had the opportunity to work closely with Millennials and Gen-Zers. We know what’s written and said about them, but I’m wondering what your first-hand experience has been.
   1. Didn’t see a change in players from one generation to the next
   2. Always great energy
   3. Most of what has happened is parenting has changed – kids have been great
   4. Be positive/relatable, and learn about your people on a personal level
5. Special questions from former Santa Fe players!
   1. Bobby Soltani – The ability to adapt to change is something great leaders tend to have in common. How did your approach to coaching or your coaching style change over the years?
      1. Adapt and understand what is important to your organization/players
      2. Know your team and have the willingness to want to get to know them
      3. Watch other leaders and observe how they adapt to change.
      4. (Daniel: did you ever have to change up your coaching style as the game changed) – Defining moment when he recognized the power running game was no longer the most effective strategy and had to adapt.
   2. Bryan Dearing – What advice or stories do you tell athletes who are not starters yet but could be? How do you help them reach that goal?
      1. One day Bryan asked coach to take him home from practice one day, and he used the opportunity to ask coach what he needs to do in order to play
      2. Coach said you have to prepare for a moment that may never come; and then one week later an injury created an opportunity for Bryan to start, which he did the rest of the year (at 5’7”, 140 lbs.)
   3. Jake Turner – What would you tell parents who are concerned about their children’s safety playing football?
      1. Wish we could evolve football to a place with equipment/tech that would make the game safer
      2. But players are faster, bigger and stronger, and the physics of the collisions are tough to overcome
      3. He advocates middle school as the earliest to start playing, and to learn the fundamentals; until then play flag football
      4. Still one of the greatest games and greatest teachers of life / teamwork / family / brotherhood
6. Five rapid fire questions:
   1. Name one trait or characteristic you want to see in a colleague.
      1. Enthusiasm/passion
   2. What habit has been key to your success?
      1. Persistence; empathy/emotional intelligence
   3. Most important app or productivity tool?
      1. Powerpoint/Outlook calendar
   4. A resource recommendation (book/podcast/etc.)
      1. Bob Beaudine books: The Power of Who (guest on Episode 014)
      2. Drive by Daniel Pink
      3. The Bible
   5. One sentence of advice for our audience of leaders?
      1. Never give up. Stay hungry and humble. With God all things are possible

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Alicia goes deep into the state of media and journalism in 2017, what the great leaders have in common, and how to get perspective on our problems.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today we are joined by Alicia Jessop.

Alicia is a professor of sports law at the University of Miami, though she’ll be relocating to California in August to teach at Pepperdine University. She writes for SI.com in addition to her own site rulingsports.com.

n addition to her professional success, she gives back through multiple charities, including I’mMe, which focuses on ending the orphan crisis in Haiti. This is Alicia Jessop. Alicia thanks so much for coming on the show!

Interview Questions:

1. You had a proud moment recently in watching a couple of your students get drafted into the NFL; tell us about that and what you were feeling watching their names get called!
   1. David Njoku - #29 to the Cleveland Browns
   2. Closest to Brad Kaaya who was taken in the 6th round by the Lions
   3. Adam White took the video of David’s draft; founder of FrontOfficeSports; started the site as a sophomore in college and it’s now got tens of thousands of visitors
2. ESPN recently let go a huge group of journalists, and I’m curious to get your take on that situation and what it says about where we are with sports and media in 2017.
   1. Unfortunate because some of the greatest sports journalists in the world lost their jobs
   2. There aren’t many landing places for them
   3. Newspapers are in trouble; media in general are in a scary state
   4. Social media allows everyone to be a pseudo journalist, pushing out the traditional journalists
   5. Losing the pure journalist who have to uphold standards/ethics
   6. Dana O’Neil one of the best sports writers of this generation, and she inspired/motivated Alicia to pursue her writing career
   7. Do we really understand the 1st Amendment and what it does for us? Do we not care about the journalist anymore?
   8. Gen Z has an attention span of eight seconds, so how can we make sure they get facts and truth when so much is entertainment?
3. Okay now that we’ve got the current events out of the way, tell us a bit of your background and how you first got into the world of sports law and journalism.
   1. Is a young millennial and much like her generation, isn’t following a straight line path
   2. Went to law school thinking music or sports agent
   3. Had a real world moment with her assistant when the market crashed in 2008 and wiped out her retirement
   4. Graduated law school at the height of the recession in 2009
   5. She’s a devout Christian and prayed for her job and career as she watched her classmates struggle to find employment
   6. She was blessed to always have a job, but it just was never one she was passionate about
   7. Part of her died every day at this job (which was a good job!), though she knew she was fortunate to have it.
   8. Her dad said not to call her again until she had something positive to say
   9. Would work efficiently in her law office to give herself time to study and read about sports; that’s when she discovered Dana O’Neil
   10. That’s when she started her sports law blog, Ruling Sports
   11. Then, right place/right time, the NBA locked out their players, and was one of the only ones
   12. Got called by an agency; then got called by Forbes
   13. She struck what she was supposed to find; she has a calling as a writer looking for truth and positive stories
   14. Essays from Katy Couric / The only way to not get to the highest level of success is to quit; you have to believe in what you’re creating and tell the market why it’s important
   15. You have to follow and listen to the market; she watched and read and listened for six months before starting her blog
   16. Her agent told her she needed to be an expert in everything; she can talk business of the major sports which has widened her readership and opened up new opportunities
   17. So she niched down on the one hand (sports law), but then broadened out in the application (multiple sports)
4. You have observed and written about leaders in the sports world; what are one or two common traits or approaches you see in the great leaders?
   1. Fearlessness; put yourself out there on the line; utter belief that you’re going to succeed
   2. She sees this in her students at Miami
   3. Also had opportunity to cover the Heat (Dwayne Wade, Chris Bosh and LeBron) and has interviewed Steph Curry for his Nothing But Nets malaria prevention project
5. We’ve asked a number of guests on this show about the Millennial generation, but as a college professor you are starting to see the next generation, Gen Z, come through the doors. What can you tell us about them?!
   1. GenZ is also known as the Boomlets
   2. Biggest difference between Y and Z; Zs don’t know a world without the smart phone
   3. You have to meet Z where they are – smart phone
   4. Most spend over 10 hours per day there; attention span is short (eight seconds v. 12 for Millennials)
   5. You have to reach them in a visual way; get message out in short time; have to create digital messaging
   6. Best part of being a professor is you get to stay young by connecting with the students
   7. Whisper is an anonymous messaging system where you can post text/pictures that disappears
   8. Artist who took pictures of couples at different places and removed the phone from their hands (link here; it’s creepy!).
   9. We are losing face to face communication and just want to talk through our phones; leading to lower marriage and fertility rates!
6. Tell us about your work in Haiti and how people can get involved.
   1. Got involved in 2014
   2. Friend had rescued nine kids in Haiti and wanted to jump in as a sponsor
   3. Tough point in her life, and focused on Jeremiah 29:11 which talks about God having plans to “prosper” you. One of the nine Haitian kids who needed a sponsors was named Prosper.
   4. The issue in Haiti is beyond orphan care; it’s job development, so she’s helping that initiative out
   5. Planning a computer programming course in Haiti through her own non-profit; once she is out of school debt, she would pack up and move there tomorrow. It’s the most important work that she does.
   6. She was always passionate about giving back; thought she would go into public interest law at one point
   7. We are so blessed in the U.S.; need to keep perspective, work together/collaborate
   8. Your passion is your gift to the world; must give freely of yourself
   9. May not be good to compare your problems to others, but since getting back from Haiti hasn’t had a bad day because of the perspective gained – when an eight-year-old looks one because he is malnourished, you get it real quick.

7. Five rapid fire questions

   1. Name one trait or characteristic you want to see in a colleague.
      1. loyal
   2. What habit has been key to your success?
      1. dedication
   3. Most important app or productivity tool?
      1. Feedly
   4. Most influential leader you’ve personally been around?
      1. (I skipped this one!)
   5. One sentence of advice for emerging leaders?
      1. Do what you want to do and have fun every single day

8. Where can people find you? How can they connect?

   1. @rulingsports on Twitter
   2. @rulingsports on Instagram

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Ray brings a ton of energy to the show and we talk about living your dream, doing the opposite, and injecting fun into your work day.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

Today we are joined by Ray Matz, an entrepreneur, author, speaker, coach and hockey player. In fact his is a three-time World Champion in the sport of Roller Hockey. You can see his work, including a podcast of his own, over at gamechangingdads.com This is Ray Matz. Hey Ray thanks for coming on the show!erview Questions:

1. First off why don’t you share a little about yourself and what you’re up to.
   1. Started gamechangingdads two years ago after attending the Dan Miller leadership seminar
   2. Loves pouring into fathers and husbands and coaching them through life
2. You were a hockey player in college and your early years; talk to us about that experience and how it has impacted who you are today.
   1. Born/raised in Kensington, PA
   2. The Philadelphia Flyers were on their way to winning the Stanley Cup, and it was a beacon of positivity among difficult circumstances
   3. Hockey was always in him.
   4. Played junior A hockey up in Canada, and realized the hard work/talent of those teams were incredible.
   5. Seven years later, high school friend called him and asked him to play roller hockey.
   6. Enjoyed the sport immediately and then made the US championship team
   7. Gave him the opportunity to train teams in other countries
3. And you’ve since coached kids as an instructor at the Team USA Hockey Clinics; what has that experience been like and what leadership skills or techniques do you tend to use with the kids that carries over into the other areas of your life?
   1. Peter Dale was a teammate, and he asked Ray to help
   2. Great experience to give back
   3. Important to lead by example; coaches and kids are looking up at him
4. You owned a landscaping business for many years; what was that like and what did you discover then about how to lead people?
   1. Started his first business at 19; always encouraged by parents to do their own thing
   2. Got into real estate in Vegas
   3. Then vending company
   4. Just walking through and learning
   5. Then got involved with a network marketing company and was pushed toward growing in his leadership through books by John Maxwell and Robert Kiwosaki
   6. (what about risk taking?) He and mom had a talk, and she told him he would be criticized and people would say he’s crazy. Mom would affirm him then when this happened.
      1. The more criticism you get the more successful you’ll be
      2. Girlfriend didn’t want him driving her around in his truck since it had his name on it
      3. We’re getting too comfortable like in a lazy river at the water park
      4. The older he gets, the more inspired he is to go do stuff!
5. Parenting is something we touch on now and again on this show. I know you both teach and speak on parenting, and are raising three kids of your own. What advice do you have for those of us who are raising kids in 2017?
   1. Gamechangingdads came from a deep root created when he was a kid
   2. Dad was always working hard, so not a deep relationship
   3. Knew he wanted to have the relationship with his kids that he had with his mom
   4. Don’t miss time with your kids! Would not do anything different, even though there have been tough financial years by trying to build businesses and do it from home.
   5. (easy to fall into comparison trap) – count your blessings; pray for others; transparency/honesty is a key to avoiding these traps
6. You’ve spoken about how to make time for fun during the work day. What can you share with us about that?
   1. Big fan of doing the complete opposite of what everyone else is doing in order to be successful (a la George Costanza!)
   2. Everyone checking their phone at the park with kids? Jump in and play!
   3. Vegas partner at the park example; just making time to have fun and relax
   4. Get your blood flowing/exercise/stretching if you’re stuck in an office all day
   5. Does podcast standing up and it gives him more energy and better tonality
7. What does it mean to love the job you have?
   1. Follow your passion/dream, and if something isn’t right, time to go
   2. Life goes way too fast
   3. Figure out how to serve others
8. During an interview with ESPN you removed your teeth upon request; it was a funny moment, but there’s a deeper lesson about taking immediate action isn’t there?
   1. Link to the interview!
   2. Opportunities will come and you have to be willing to say yes and take action
9. Five rapid fire questions
   1. Name one trait or characteristic you want to see in a colleague.
      1. Handshake is good enough
   2. What habit has been key to your success?
      1. Staying in the fight
   3. Most important app or productivity tool?
      1. Podcasts
   4. Most influential leader you’ve personally been around?
      1. Robert Kiyosaki – Rich Dad/Poor Dad
   5. One sentence of advice for the leaders in our audience?
      1. Enjoy the valleys; things will be tough, but learn and move on
10. Where can people connect with you and learn about masterminds?
    1. gamechangingdads.com
    2. Facebook: Ray Matz

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Lynn and I talk Gonzaga hoops, Kansas State's Bramlage Coliseum, and the importance of people and relationships to an organization's success.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports! I’m your host Daniel Hare, and today we are talking with Lynn Holzman.

Lynn is the Commissioner of the West Coast Conference, headquartered in San Bruno, California in the San Francisco Bay area. The WCC is home to men’s basketball powerhouse and national runner up Gonzaga, as well as BYU and Pepperdine among others. Prior to joining the WCC as a senior Associate Commissioner in 2012, Lynn spent 16 years at the NCAA. This is Lynn Holzman. Lynn thanks so much for coming on the show!

rview Questions:

1. Before we get too far along would you share some thoughts on Gonzaga men’s basketball, Mark Few, and the remarkable season they just had? What do you think it says about the state of Division I athletics that a small school from a smaller conference can play for the national title and very easily could have won it?
   1. Didn’t happen over night; 20 years ago the school committed itself to its athletic program and especially men’s basketball
   2. Back then Gonzaga was having serious enrollment/financial issues and were considering closing down. But the president saw the opportunity in men’s basketball and invested in it.
   3. Diligently worked to build a culture of success and family
   4. They are a university/program where there has been stability in leadership (president / athletic director / head coach); they were clear about who they are and what types of student-athletes fit their culture
   5. They’ve been knocking on the door for awhile no
   6. This wasn’t a fluke; they were persistent and tenacious
   7. Studies show that success in high profile sports really can positively impact universities in terms
   8. Basketball v football playoff: from an optimistic side, the Hoosiers / Cinderella model makes it possible. But it is so tough.
   9. The ongoing commitment is so big. You see it with St. Mary’s who has consistently improved, made the NCAA Tournament and had stability in their leadership, but it’s been hard. The gap in financial investment in the top schools v the rest of the Division I membership makes it very tough.
2. One other bit of recent news that caught my eye. The state of Oklahoma passed a law (Georgia has something similar) which allows for schools to recover damages through a lawsuit from donors who cause an NCAA violation to take place and cost the school money (e.g. missing a bowl game). As a former NCAA official and now a conference commissioner, what are your thoughts on these types of laws?
   1. Interesting intersection between federal/state/local and NCAA laws and rules
   2. Demonstrates the high value we place on sports and college sports; if politicians are taking time to address these issues…
   3. Looks well intended to be a deterrent
   4. NCAA is limited in how they can respond to certain situations because of lack of jurisdiction, and laws like this might allow these governments to come along side the NCAA with complimentary regulations
   5. Is it an appropriate role for government?
   6. In California, laws are being proposed regarding health and safety of student-athletes
3. Tell us a bit about your background and how you got into college athletics administration.
   1. Entire life revolved around sports from a young age
   2. She and her brother would play in the backyard
   3. Played college basketball at Kansas State and originally thought about pursuing sports medicine
   4. Went to UNC-Chapel Hill for masters in sports administration, and got hired on as an intern at the NCAA; then hired full-time
   5. Promoted within the NCAA and spent 16 years there while also getting an MBA from Purdue
   6. Always had a deep desire to stay involved
   7. Did all types of odd jobs within the athletics department at Kansas State which opened up her eyes to the opportunities
   8. Bramlage a very tough place to play; active student section; now known as the Octagon of Doom
4. You’ve mentioned that playing and working in sports has taught you a number of skills and values which impact you today, and I wanted to talk about a few of those specifically: 1) accountability; 2) overcoming adversity; and 3) communication.
   1. Overcoming adversity – recognition that things are not always going to go your way; any progress is progress (marathon not a sprint); persistent and stick with it
   2. Accountability – delivering on what you say you’re going to deliver; if you aren’t, you have to communicate; when working closely with ADs, coaches and presidents, there is a personal accountability that comes with that; be responsive to those we are leading and serving
5. We’ve had several current/former NCAA staff on the show in the past, all who valued different aspects of the organization and took away different things. Looking back now what do feel you learned about yourself and about how to lead from your time at the NCAA.
   1. Leading by example is only a small part of leadership; her personality/core is about hard work and perfectionism, but that’s just a part
   2. If you are the leader and people look to you, there’s a responsibility that comes with it in terms of relationships / people; action and inaction both matter
   3. Leadership is about setting out to make a difference, and people need to feel appreciated
   4. Must acknowledge and recognize when you don’t have all the answers; must surround yourself with great people
   5. Leadership not about title; there were times at the NCAA when she was calling together VPs to address an issue
   6. Communication/people/relationship are what it’s all about; we have common goals; listening is important and making sure people are heard; adaptable; also a recognition that it’s not about “me” but it’s about the student-athletes
   7. There’s an unselfishness that comes with great leaders; get motivated by the success of letters
6. You’re deeply involved in several organizations promoting the advancement of women within the college athletics industry and sports more generally. Could you tell us one area where we’ve seen significant improvement when it comes to women in sports, and one area where we are stuck and need to make more progress?
   1. Improvement with women and women of color in conference commissioner positions, though still work to do in the Autonomy Five leagues
   2. Progress still needed in women and men of color in leadership positions
   3. There needs to be more opportunities for women to coach men
   4. The challenges facing college athletics are not that unlike other industries
   5. However, college athletics serves a very diverse constituency of student-athletes (female, minority, poor), so critical for the industry to advance
   6. Important for people to see others who look like them in these leadership roles (“if you can see them you can be them”)
7. Something I like to ask all our guests who have worked in conference offices: how do you go about getting individual schools to put their own best interest aside for the greater good of the conference? (if at all?!)
   1. It’s an art and a science; no two situations are the same
   2. Learn about the people, their interests and motivations
   3. The science part is presenting facts/data
   4. It’s okay for leaders of programs/schools to advocate for their own program; the challenge is to get them to rise above that if in the long run there will be a benefit
   5. Get coaches / ADs to spend time thinking about the greater good of the conference
8. What is a significant leadership mistake you’ve made, and what did you learn from it?
   1. Trying to be everything to everyone; there’s a responsibility you take on for others, but you’re not good for anyone when you do that
9. Five rapid fire questions
   1. Name one trait or characteristic you want to see in a colleague.
      1. Positive/optimistic energy
   2. What habit has been key to your success?
      1. organized
   3. Most important app or productivity tool?
      1. iCloud
   4. Most influential leader you’ve personally been around?
      1. Myles Brand, former NCAA president
   5. One sentence of advice for emerging leaders?
      1. Seize and create your own opportunities

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

From world class baton twirling to Miss Oklahoma and law school to sports agent, Kelli Masters has found her purpose.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

I’m your host Daniel Hare, and today we are joined by one of the top sports agents in the country, Kelli Masters. Kelli is an attorney, and the owner of KMM Sports, an agency representing athletes in the NFL, Major League Baseball, the Olympics and even the MMA.

Kelli is also a five-time world champion baton twirler, and many Oklahoma football fans will remember her and twin sister Kim, who in the 90s graced the lawn of then-Owen Field as the OU baton twirlers. As if all this isn’t enough, she is a former Miss Oklahoma. This is Kelli Masters. Hey Kelli thanks for coming on the show!

Interview Questions:

1. So let’s start the way most leadership/sports podcast interviews do: with baton twirling. How did you get into it and when did you realize it was something you were gifted at?
   1. April 10th is World Baton Twirling Day
   2. At 4/5, went to OU games and watched the baton twirler on the field; wanted to do that. Mom was a majorette in high school but didn’t want her to do it.
   3. Soon though they were twirling and by age eight competing all over the country, world championships at 14, retired at 22.
   4. Very tough training regimen; 3-4 hours/day 6/7 days per week. Lots of injuries and challenges. No scholarship. Given her great perspective as an agent.
2. Are there skills or traits you learned as a twirler that you feel made you who are today? What are they?
3. Before we get to the sports agent questions, let’s talk first about the time you spent as a full-time practicing lawyer. You handled some high level cases and even had one which went all the way up to the United States Supreme Court. Reflect a bit on those years and what stands out to you as important steps to get where you are today.
   1. Practicing law gave her great perspective to look at problems and issues in a productive, critical way.
   2. Learned to be thorough and an effective advocate.
   3. Didn’t start off wanting to litigate and wasn’t in her comfort zone. She didn’t like conflict. But it has been great for her.
   4. Sports agency was not a part of her practice the first five years; it was her non-profit practice which first exposed her to the sports world, setting up non-profits for athletes.
   5. Practicing law teaches you diligence and how to work hard when no one is paying attention.
   6. Argued and won a case at the 10th Circuit Court of Appeals in front of Neil Gorsuch, now a Supreme Court justice.
4. As an associate and then partner at your law firm, you undoubtedly witnessed and implemented a variety of leadership styles and effectiveness. Can you talk a bit about what you learned from your time there?
   1. Answer is different than it would have been five years ago
   2. Culture is key. People who work together to accomplish great things must be in a culture where they feel valued, appreciated and listened to. There is value in pouring time into people that is not work related. Building others up, improving morale, are very important. Must prioritize time for this.
   3. You have to have both trust and communication in order to develop this type of culture. When things are left undiscussed, issues arise.
   4. Leaders may default to acting strong and unphased, but better to be vulnerable and transparent.
5. And as you transitioned into more and more of your work involving athletes and sports agency, how would you say your experience as a practicing lawyer contributed to the success you’re now having in the sports agent world?
   1. She sees it both when working with the teams directly, and then through her players’ experiences once they are in the team.
   2. The top organizations have a winning culture. Spend time valuing people. Patriots and Seahawks are great examples; they reward and value employees.
6. We talk a lot on this show about the importance of organizational culture. You get to see every NFL team in a way most of us don’t. What have you observed about the way successful franchises are run?
7. We also talk a lot about the importance of leading yourself. What have you found to be helpful with your athletes who struggle in this area? How are you able to help them lead themselves (which of course then helps them lead others)?
   1. Used to think players would listen to her and respond
   2. Has learned that developing trust is first. Be vulnerable and authentic. Create high level of expectations, but don’t expect perfection.
   3. Help them understand and reach their purpose. This is an ongoing conversation.
   4. Examples?
      1. Cody Hodges at Texas Tech – undrafted but signed as a free agent with the Titans; got to final cuts but didn’t wind up sticking in the NFL; played in Europe/Canada/Arena before retiring
      2. Along the way Kelli encouraged him to speak to groups; he joined up with Rachel’s Challenge based on the Columbine tragedy and grew into a fantastic speaker
      3. It was a tough journey for him, but he battled through
      4. Talk about “who” they want to be not “what” they want to be.
8. How did you get the first client / break into the sports agent world?
   1. Was told at the beginning if she was not willing to break the rules she wouldn’t succeed as an agent, but she took that as a challenge
   2. Has not wavered from that, though it has been even harder than she thought
   3. It is both what you know and who you know; you need to know more than the person on the other side of the table, as well as developing relationships
   4. Began working with an Olympic athlete on some endorsement contracts; when that athlete found out Kelli was looking for her first NFL player, he connected her with Cody Hodges, who he had been friends with and shared a youth pastor with.
   5. Opportunities always come through people!!
9. You mention your faith quite a bit in your public statements and on your website. Talk about the role your faith plays in your professional life.
   1. Growing up in Oklahoma, everyone says they are a Christian, though for many it is just a social thing
   2. It never became personal for her until later, after she spent years trying to fill the void inside with accomplishments…but it was never enough
   3. At 23, put it all together and was relieved that it wasn’t too late to connect with God.
   4. Then she thought she was supposed to be a missionary and go take care of orphans in the jungle; but in seeking God’s will for her life she discovered the path of law and sports.
   5. Faith is just expecting God is going to do what he says he’s going to do.
   6. This led her to a place she never would have predicted.
   7. Even on the tough days, she knows she is where she is supposed to be. This isn’t just about chasing happiness, but rather fulfilling a purpose.
   8. She’s not preachy, though she will encourage them/pray for them/etc. But she does not limit her practice to Christian athletes.
10. Could you share a bit about the mission trips to Haiti. Who goes? Why you do it?
    1. Teamed up with Mission of Hope Haiti, and brings her athletes to serve during their offseason
    2. Fulfillment of all her dreams to serve as a missionary and to expose her athletes to a life changing experience
    3. Her athletes were all going through some tough times, but when they arrived they realized how blessed they are and were grateful.
11. What is a significant professional mistake you have made and what did you learn from it?
    1. Grew up terrified of failure
    2. When she switched from being fear driven to purpose driven, that changed everything for her
    3. Now failure/mistakes are for learning
    4. Realized that by doing more than she should for her clients, she is doing them a disservice as well as herself and other clients.
12. Five rapid fire questions
    1. Name one trait or characteristic you look for when you hire someone.
       1. Go-getter
    2. What habit has been key to your success?
       1. Making her bed each morning – discipline each day in the little things…
    3. Most important app or productivity tool?
       1. Outlook calendar
    4. Book/podcast recommendation?
       1. Anything by Andy Andrews – The Little Things: Why You Really Should Sweat The Small Stuff
    5. One sentence of advice for the leaders in our audience?
       1. Be willing to be broken and vulnerable; be real and authentic
13. Draft Day
    1. David Moore / WR / East Central (OK) – (update: drafted in the seventh round / pick no. 226 by the Seattle Seahawks)
    2. Blake Jarwin / TE / Oklahoma State – (update: signed free agent deal with the Dallas Cowboys)

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Daniel preview's Tim Selgo's new book Anchor Up, and provides listeners with time slots to visit one-on-one throughout the month of April.

April is the month for one-on-ones!

I've been talking to you all as a big group for 47 episodes now, and it's time we talk one-on-one. Do you have questions about a topic we've covered? A leadership issue you want to visit about? An idea you want to kick around? Maybe you're looking to make a career move and just want to bounce some ideas off someone. Whether it's leadership, career, interviewing, resumes, team building, law, faith, podcasting, or anything else we've covered on the show, I'm game to talk about it with you!

So how does it work? Easy. If you are already on the email list, or you entered your email list on the splash page that came up when you first came to the website, you should have an email shortly with instructions on how to schedule your time with me. If you haven't entered your email, you can go to the very top of this webpage and see a box prompting you to enter your email address. Do that and you'll receive more instructions via email. For now the time slots are 20 minutes in length, and we'll limit it to one block per person. Perhaps we'll open up more next month if you all want more!

How Do You Have Time For This?!

I don't! So to make time, we're going to go on a brief hiatus from the podcast for the month of April. We'll be back on Thursday, May 4th with all new episodes.

Get This Book!

In today's episode I previewed Tim Selgo's new book, Anchor Up. You need to pre-order this book today (Book website; Amazon)! Tim is the now-retired Director Athletics at Grand Valley State University, and was our guest on episode 007 of the podcast. He'll be back in May to dive deep into the book with us, but for now today's preview should give you some great nuggets to get started with!

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Keith demonstrates the importance of culture, the advantages of empowering people around you, and what's in a wardrobe!

Intro/Bio:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

I’m your host Daniel Hare, and today our guest is University of Richmond Director of Athletics Keith Gill. Keith is in his fifth year with the Spiders, and prior to that spent five years in the same role at American University. Keith has also made stops at the University of Oklahoma, Vanderbilt University and the NCAA national office.

He also served as the Vice-Chair of the NCAA Division I Council. He is a graduate of Duke University where he lettered four years as a member of the Blue Devil football team. This is Keith Gill. Hey Keith thanks for coming on the show!

Interview Questions:

1. Keith share with us a bit about your early years; where did you grow up and who was the first impactful leader you spent time around.
   1. Grew up in Orlando; dad was in the Navy so lots of moving around
   2. Played four sports in high school
   3. Then on to Duke
   4. NCAA Internship
   5. (Are kids still playing lots of sports or are they specializing early?) – more specialization now, though he got a lot out of the multiple sports.
   6. Football coach Larry Gurley and baseball coach Bob King were influential leaders in his life. They were very different and highly successful. They shared common threads of successful leaders, but great leaders do what works for them and are true to themselves. You can’t emulate someone; you have to be who you are and apply those principles appropriately.
   7. Setting expectations is very important, along with accountability. Must be able to connect; must be able to listen. Let ideas percolate from the bottom up and facilitate conversations where everyone has a voice and feels invested.
   8. (practical way to be intentional about facilitating these conversations?) – culture is key; do people feel like they can speak up? Structure is key too; one on ones with direct reports. Also getting out of your office, bouncing around and popping your head in is a great way to connect and pick up pieces of information.
2. What did you learn about leadership from your time playing football at Duke?
   1. Such a gift
   2. Tries to create the same experience for today’s student-athletes that he had
   3. Learned how to write; was challenged; learned he could handle more than he thought he could.
   4. Learned life lessons (i.e. how to hail a cab!) which are simple once you learn them, but if nobody teaches them to you, you won’t know! Learned these at Duke.
   5. (And how do you handle playing a sport that is not the priority): there’s an adjustment; as a 19-year-old, it’s hard to see other athletes on TV and with the best gear. But there’s always someone who has it better, and others who have it worse (the cross-country team v. football). Focus on trying to get the most you can out of the opportunities you do have. If you get the degree you’ve won, and it doesn’t matter how many sweatshirts you have.
3. You spent a number of years at the NCAA. How would you describe the strengths of that organization that the leaders in our audience could implement within their own organizations?
   1. Incredible experience; learned how to be a professional; had a mentor and a director of the program who were great influences
   2. Of course, once he got hired full-time by the NCAA, his mentor told him he had to upgrade his wardrobe!
   3. Able to see presidents and ADs work
4. You no doubt worked with a number of committees while at the NCAA; what did you notice about presidents, ADs, etc. who were able to influence and lead other presidents and ADs in those committees?
   1. Had the opportunity to see that a lot!
   2. Some people get their work done during breaks
   3. Others speak rarely, but when they do the respect is so great people listen
5. We’ve heard from former University of Oklahoma administrators-now-ADs Kirby Hocutt and Rick Hart, so it’s your turn to tell us what you learned from your time working with Joe Casiglione about how to lead a department and staff.
   1. Joe empowers his staff and gives them a lot of responsibility, opportunity and access to himself
   2. He listens to his staff; he gives lots of his own thoughts as well.
6. When you first became an AD at American University, what surprised you the most and how did you respond to that surprise?
   1. How relevant are we to the institution? If athletics went away, would we be missed? It didn’t seem like it in the beginning. We didn’t have much of an impact on the life of the institution.
   2. So that was much of the focus early on: to integrate athletics into the life of the institution
   3. Engaged faculty: for example created a faculty/staff basketball game, with a banner in honor of the winner hanging in the gym rafters
   4. (That issue is even more difficult than just succeeding on the field): relevance is hard because so many things are competing for people’s time/money/effort
7. Let’s talk about culture. How do you go about creating a culture and how do you maintain it?
   1. You have to model the behavior you seek
   2. You have to define your values (ground rules and principles that are agreed to)
   3. With such decentralized operations among the teams, the culture is critical
8. How would you advise young leaders to make an impact on their organizations when they don’t yet have the title/authority?
   1. Think of themselves as a leader; it’s a mindset; every day they are an agent for their department/school/team/company
   2. They need to be willing to take on challenges; step up when asked; volunteer
   3. He used to volunteer to pick up the SEC commish when he would come into town; that allowed him to get to know him; the contact has paid off over the years
   4. Finding opportunity everywhere it’s presented is big; you don’t know where your next opportunity is coming from; while at the NCAA he went on campus at Stanford for some work, and met Todd Turner which led to Keith getting hired at Vanderbilt.
9. What is the biggest mistake you have made as a leader, and what did you learn from it?
   1. Made a bunch
   2. Not understanding the power of words: left someone off a list when making a presentation, and made an off-hand joke about it in public; the person was embarrassed and it created an issue.
   3. Though the culture was such that the person felt comfortable coming to Keith and explaining how that made them feel. So that was a silver lining.
   4. Very cognizant now as to the words he uses about others in public.
   5. Be introspective enough to learn from them; goal should be not to repeat them.
10. Five rapid fire questions
    1. Name one trait or characteristic you look for when you hire someone.
       1. People skills
    2. What habit has been key to your success?
       1. Walking
    3. Most important app or productivity tool?
       1. Washington Post
    4. Most influential leader you’ve personally been around?
       1. Brother
    5. One sentence of advice for the leaders in our audience?
       1. Find the balance between what you want out of your career and life, and focus on where you are right now

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Brian talks Lubbock to L.A. and back, the humble transition from NFL player to broadcaster, and a little Socrates for the exclamation point.

Introduction / Bio:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

I’m your host Daniel Hare, and I am very excited about today’s show! Our guest is a familiar voice to college football fans everywhere. Brian Jones is a CBS Sports College Football Studio Analyst and host of the Gio and Jones Show on CBS Radio.

Brian played six seasons in the NFL after a college football career at both UCLA and The University of Texas.

This is Brian Jones. Hey Brian thank you so much for joining us!

Interview Questions:

1. So first of all now that college football is over give us a little behind the scenes into what you’re up to during the offseason? Combine? NFL draft?
   1. Focusing on the radio job Gio and Jones, 6-9am EST M-F
   2. Draft shows from the college side
   3. Travel now that the weekends are free
2. This past season we saw an incredible championship game with Clemson knocking off Alabama. We’ve talked on this show before about Nick Saban’s leadership style, but I’d like to hear your thoughts on Dabo Swinney’s leadership, and what we can learn from the two of them.
   1. Everyone has a process; it’s how you go about implementing that process
   2. Different approaches: Saban – stoic, business-like; Swinney – folksy, Mack Brown-ish, shaking hands/kissing babies
   3. There is a myriad of styles that can work; Brian likes a more hands-on/assertive approach
   4. Authenticity is the key; players can see through you. If you aren’t true to yourself, it will not work.
   5. Socrates quote: a life not self-examined is a life not worth living. (Or So-Crates as pronounced in West Texas)
3. Let’s talk a bit about growing up in Lubbock and playing high school football in Texas. What did you learn from those days that shaped who you are today?
   1. Grandmother raised him; neither mom or dad were around. Another lady from the neighborhood helped as well
   2. Grandmother loved sports and that’s where it started
   3. Played neighborhood football on a concrete pad
   4. High school football in Texas is like religion; grew up in the Friday Night Lights era with Odessa-Permian; that really motivated you to do better; the conference was referred to as the little Southwest Conference
4. You chose UCLA when coming out of high school before coming back to UT to finish up your college career; what went into those decisions and how do you look back on them now?
   1. Graduated high school 1986; SMU just got the death penalty; Every SWC school seemed to being investigated
   2. Went on recruiting trip to L.A. where it’s 75 degrees (and Lubbock was in the 20s)
   3. UCLA was coming off a Rose Bowl win against Iowa
   4. Fell in love with it; a whole other planet
   5. UT was always on his mind, though he did well at UCLA and enjoyed it
   6. There’s too much transferring now for the wrong reasons (playing time)
   7. Tough because he had great relationships with tremendous players/leaders at UCLA: Ken Norton, Jr., Frank Cornish, James Washington, Troy Aikman
   8. Also in 1984 was the Summer Olympics in L.A., so all these big-time track athletes would train at UCLA
   9. And lots going on with social issues on campus, including protests to divest in South Africa (response to apartheid)
   10. Go see the world; you can always return home; experience other cultures
5. Who were leaders on those teams that you looked up to and why?
   1. A difficult dynamic that exists on a college campus many times is a new recruit joining the team and his relationship with the established player at that position
   2. Ken Norton, on the other hand, took Brian under his wing and was a great mentor and friend. He never felt threatened by Brian.
   3. James Primus mixed joking with serious
   4. Troy Aikman – so tough. Nebraska really gave him a beating but Troy kept getting up. How he went about his business as well.
   5. How they practiced, how they talked to teammates were all things Brian picked up on
6. You then made it to the NFL; drafted by the Raiders in the 8th What surprised you the most when you transitioned from college to pro?
   1. Not as much politics at the pro level that you could sometimes experience in the collegiate game
   2. What shocked him was how different the league was in how stars were treated within the team. (Guys hanging out with Al Davis on the sideline during practice smoking cigarettes)
   3. House and Jerry Robinson took him under his wing. Winston Moss as well. Joe Kelly
   4. His rookie year they played a game over in Japan, and he was having a bit too much fun…Tim Brown and Marcus Allen pulled Brian to the side and said “Listen up young buck, you need to chill you’re a** out!”
   5. As wild as the Raiders were, still disciplined enough to win championships
   6. Vince Evans was a great leader as well.
7. Who are some guys you played with or against that weren’t necessarily the best players, but were incredible leaders, and why?
   1. You have to have drive
   2. The skills translate to other walks of life as well
   3. Drive, determination, self-motivation
   4. Don’t talk about it, be about it. People don’t care what you say, they care what you do
   5. CBS Sports Radio boss Mark Chernoff. Gets there at 5am. Has already made a big name for himself in the industry. He empties trashcans, will B.S. with the guys. He could have a corner office with his feet kicked up, but he doesn’t
   6. Brian tries to know everyone in the building regardless of position, etc.; create a fun environment to work with
   7. Jerry Lee was his high school coach and would really drive them; tough, tough; when he thought he couldn’t keep going he found a way. That helps him today. So you have to balance that drive and motivation with the fun and warm environment.
8. The transition out of playing professional sports can be tough on guys who have committed their entire lives to the game up to that point. Talk about how that process was for you.
   1. Difficult; athletes die twice: the first when their playing career ends
   2. What can you do to replace the rush and adrenaline that comes from playing? Guys try everything (drugs, women, etc.)
   3. Kenyon Rasheed (former OU and NFLer) would say you have to reinvent yourself.
   4. You can’t walk into a place of business quoting your stats and expect anything; how does that help their bottom line?
   5. Brian went back to school and got his degree after about a year in the wilderness
   6. Then he had an opportunity to join the Longhorn broadcast team, though as the parabolic mic holder
   7. That was humbling
   8. Helped him strip down his identity away from the number on his NFL jersey and focus on what it would be going forward
   9. Broadcast career took off after that; did sidelines the next year and hosted coaches’ shows
   10. Played in a golf tournament one time where the Fox Sports SW GM was playing as well. Brian had sent in his tape but hadn’t heard anything. He went up to him and asked if he would watch his tape. GM said he would check it out. That led to an audition and then a job.
   11. Then a job at CSTV (former guests Scottie Rodgers and Craig Esherick worked with me there!!)
   12. Fun to help a startup build something
   13. No self-entitlement or ego!! You have to work!
9. Five rapid fire questions:
   1. Name one trait or characteristic you want to see in a colleague.
      1. Work ethic and no excuses
   2. What habit has been key to your success?
      1. Being honest with youself
   3. Most important app or productivity tool?
      1. Wireless headphones
   4. Most influential leader you’ve personally been around?
      1. Jerry Lee – high school coach
   5. One sentence of advice for emerging leaders?
      1. Don’t let others or societal norms define you. You define you.
10. Where can people listen, watch, and connect with you?!
    1. Gio and Jones – CBS Radio on Sirius/XM, 6am-9am EST, M-F
    2. Twitter: @JonesN4Mo
    3. Yoga apparel – Yoga is my gym – ymg.yoga

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Daniel uses Biblical examples to talk about "leading without authority," by caring about people, offering to help and praising in public.

1. Leading without Authority
   1. Jamy Bechler episode (27:50 through 31:11) (think in terms of your colleagues when talking teammates)
      1. John Maxwell quote: Leadership is influence
      2. Harriet Tubbman
      3. Lead yourself first
   2. Dave Stachowiak
      1. Chief Navy Officer who never gave an order; it was all about influence
      2. Difference between leadership/management/position authority
      3. Leadership definition – is anyone following?
      4. Most leadership research is focused on political leaders because you don’t have to follow them
      5. Volunteer. Show up. Solve problems.
      6. Leadership is about the influence
2. 8 Ways To Influence Without Authority
   1. Stop Wishing for control / Move beyond compliance
      1. The greatest among you should be like the youngest, and the one who rules like the one who serves” (Luke 22:26)
      2. John Maxwell wrote, “off
      3. Joshua 24:14-28
         1. “Now fear the Lord and serve him with all faithfulness. Throw away the gods your ancestors worshiped beyond the Euphrates River and in Egypt, and serve the Lord. 15 But if serving the Lord seems undesirable to you, then choose for yourselves this day whom you will serve, whether the gods your ancestors served beyond the Euphrates, or the gods of the Amorites, in whose land you are living. But as for me and my household, we will serve the Lord.”16 Then the people answered, “Far be it from us to forsake the Lord to serve other gods! 17 It was the Lord our God himself who brought us and our parents up out of Egypt, from that land of slavery, and performed those great signs before our eyes. He protected us on our entire journey and among all the nations through which we traveled. 18 And the Lord drove out before us all the nations, including the Amorites, who lived in the land. We too will serve the Lord, because he is our God.”19 Joshua said to the people, “You are not able to serve the Lord. He is a holy God; he is a jealous God. He will not forgive your rebellion and your sins. 20 If you forsake the Lord and serve foreign gods, he will turn and bring disaster on you and make an end of you, after he has been good to you.”21 But the people said to Joshua, “No! We will serve the Lord.”22 Then Joshua said, “You are witnesses against yourselves that you have chosen to serve the Lord.” “Yes, we are witnesses,” they replied. 23 “Now then,” said Joshua, “throw away the foreign gods that are among you and yield your hearts to the Lord, the God of Israel.” 24 And the people said to Joshua, “We will serve the Lord our God and obey him.” 25 On that day Joshua made a covenant for the people, and there at Shechem he reaffirmed for them decrees and laws. 26 And Joshua recorded these things in the Book of the Law of God. Then he took a large stone and set it up there under the oak near the holy place of the Lord.27 “See!” he said to all the people. “This stone will be a witness against us. It has heard all the words the Lord has said to us. It will be a witness against you if you are untrue to your God.” 28 Then Joshua dismissed the people, each to their own inheritance.
         2. Joshua doesn’t dictate or rule by fiat
         3. He lays out his view and then gives them the choice
         4. When they choose God he takes them further down the road to commitment
         5. Only after they are "in" does Joshua issue rules/standards/etc.
      4. My own experience – Jeremiah Robbins
         1. Won the conference title in all seven seasons as head coach and let them to the NCAA tournament five times.
         2. Didn’t have to yell/scream/dictate. Created a culture where players held each other accountable.
         3. When the time came for myself, the conference or the NCAA to solicit feedback about an issue, or recruit someone to serve on a committee, Jeremiah was first on the list.
   2. Care / Offer to help - Nehemiah
      1. 1:3-4 – sad/fasted/prayed
      2. 2:5 – asked king to let him rebuild
      3. Professor Stephen Dempster: Nehemiah is regarded as the wall builder in Jerusalem, and this is the theme that resonates in the book. But his story is not only about building the physical walls of Jerusalem for physical protection, it is also a story of building spiritual walls around the people with the Word of God and thus building up the people as well.
      4. 2:17,20 – note the use of we/us
      5. 5:1-13 – eating with the workers; advocating on their behalf to relieve their plight
      6. 5:14-19 – his generosity once he became governor (he now has actual authority, but behaves as if he doesn’t)
      7. (caveat – this is also a book about God’s providence when it comes to leadership; he called Nehemiah and rose him up, as he did Abraham, Moses, David, and others.)
      8. My own experience – worked with a guy at OU basketball like this, good friend and guest on episode 15 Josh Prock; cared so much about people, the players, those he worked with; and there was never a task he didn’t offer to take on or help with. He’s now the head coach of a women’s college basketball team, won their league and they are making their first NCAA tournament appearance.
   3. Thank people in public / Nehemiah continued
      1. Lead from a place of humility, which means giving credit where it is due and shining the spotlight on God and others.
      2. Psalm 115:1 - Not to us, Lord, not to us but to your name be the glory, because of your love and faithfulness.
      3. Nehemiah 3 – literally documents who all should get credit; it is movie credits
      4. My own experience – observing that the great players, Peyton Manning, Tom Brady, etc. are always quick to dish out the credit to teammates and coaches after wins, and take the blame when they lose (even if it wasn’t their fault).

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Kevin and I discuss which golf courses to put on your bucket list, leadership lessons we can take away from Nick Saban, and how to become an effective listener.

Introduction/Bio:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

Today we are joined by Kevin Thompson, a pastor who also writes on the topics of leadership, marriage and parenting. He is also a scratch golfer, having competed in college at Oklahoma Baptist University.

Kevin has a new book about marriage that will hit the shelves May 2nd titled Friends, Partners and Lovers. This is Kevin Thompson. Hey Kevin thanks for coming on the show!

Interview:

1. Let’s talk some golf first. How did you get introduced to the game, and when did you start to figure out you could actually play well enough to make a college team?
   1. Family vacation as a kid with another family; the dads/sons played and he was hooked
   2. Really liked basketball/baseball better, but in high school started focusing more on golf
   3. Didn’t ever consider playing in college
   4. After deciding to attend Oklahoma Baptist (which didn’t offer golf), schools started offering him scholarships
   5. But he decided to stick with OBU, who then added back the program
   6. (Talking OBU hoops as well with coach Bob Hoffman)
2. What has the game of golf taught you about life?
   1. Golf and tennis are unique because you can play them your entire life
   2. Golf is about relationships; plays every Friday with college kids, then goes into the clubhouse and eats lunch with guys in their 80s
   3. Also great to teach the game by playing alongside (as opposed to coaching baseball, etc. with a clear coach/player role)
   4. Dealing with adversity
3. Favorite course you’ve ever played?
   1. Southern Hills (Tulsa, OK; host of several major championships)
   2. The Alotian (Roland, AR; mimics Augusta National)
   3. Pebble Beach
   4. Plantation Course at Kapalua (Maui, HI)
4. Tell us a bit about the nature of your work and how you came upon it.
   1. Loves to write, but had gotten away from it
   2. Started a blog to get into the habit of writing
   3. Also wanted to start writing books, and began with the book U-Turn
   4. Likes the idea of legacy through books, so that kids/grandkids can learn from him after he is gone, in addition to the other lives you get to impact
5. Your write quite a bit about leadership, which is truly the core of what this show is about. In fact you wrote recently about the one habit (binary listening) that is killing our leadership. Can you tell us about that?
   1. Gets to be around lots of leaders as a pastor, so he gets to observe leadership all the time
   2. Listening is under-thought of; we are listening before we are born, and hearing is the last sense to go
   3. But we’re really never trained to listen
   4. We tend to listen in a binary way: we either agree/disagree, we like it or we don’t. As soon as we make that judgment, everything else we hear is filtered through that lens
   5. Example: when people are provided a statement from a politician, they will say they like it or not based upon whether the identity of the politician (or party).
   6. If we will truly listen to what is being said and look for areas
   7. Steven Sample from USC authored The Contrarian’s Guide to Leadership; in it he encourages people to think grey, and to hold off for as long as possible to form an opinion, because after that everything you hear will be filtered through that opinion
   8. (Daniel with example from how health care is presented in surveys: if referred to as Obamacare, the numbers are one way and if the Affordable Care Act, the numbers change)
6. You also wrote about Nick Saban’s five leadership lessons, and I’d like to go through those with you and have you explain them to us:
   1. Make routine decisions habitual so they don’t require mental energy.
      1. Our mental resources are not unlimited, and every decision we make takes energy.
      2. He has the same breakfast/lunch every day, because he wants to save the time/energy from those decisions.
      3. Automate and make a habit of everything you can, especially on decisions that don’t matter
   2. Focus on the process over the outcome
      1. (John Wooden emphasized this as well)
      2. Focusing on the outcome can happen in all areas of life
      3. Arkanasas QB Tyler Wilson example; didn’t necessarily make a bad decision to return for senior year, but didn’t get the outcome he wanted
      4. Sometimes you didn’t do the process right, but you just got lucky; so focusing on the outcome can mislead you
      5. Focusing on the outcome can lead to jumping from process to process to process
      6. (Daniel follow up on how this impacts strategic planning, goal setting, etc.)
         1. Not wrong to think about the outcome or the goals
         2. Just don’t assume you did the process right/wrong based on the outcome; give it more thought than that
      7. We can learn from leaders, but must fit our personality and values
7. You wrote an interesting piece about how to place value on a championship, which I would suggest could be broadened to include any kind of professional or personal success.
   1. Let’s talk first about the things that are worth it which come from a championship: hard work, sacrifice of other dreams and the struggle
      1. We don’t all get those moments where there is a clear winner; we don’t all have scoreboards to give us that feedback and provide moments of celebration
      2. Kirby Puckett lockerroom story after winning the World Series; he was crying and said it was because all the sacrifice was for this trophy
   2. Now for the things that aren’t worth it: the ending of a marriage, missing your kids grow up and your soul.
   3. He tells his church staff that he hopes they are not quite as effective as they could be, because they all have healthy lives, relationships, etc.
      1. Kevin interviewed Gus Malzahn (Auburn football head coach) and he talked about how you need rings to remember the wins, but the losses stick with you forever
      2. (Daniel talks about how healthy people will in the long run make the organization more successful than if the people were giving all of themselves at the expense of outside health)
8. Before we go tell us a bit about your new book Friends, Partners and Lovers, and how those three roles are key to a healthy marriage.
   1. Amazon link for pre-orders; available May 2, 2017
   2. What is it a spouse is supposed to do? It’s not always intuitive or clear. The book attempts to answer that question by focusing on these three roles
   3. KevinAThompson.com
   4. @KevinAThompson on Twitter
   5. KevinThompsonAR on Facebook

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Mark talks about overcoming adversity, putting people in your life to support you and the importance of accepting the hand your dealt but then responding to it.

Introduction/Bio:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

Today we are privileged to be joined by someone who knows how to overcome adversity, and who will teach us just how to do it. Mark Goblowsky is a martial arts expert, author, business owner, coach, podcast host and father.

His upcoming book, Strength Through the Struggle, is due out this spring. Mark thanks so much for coming on the show!

Interview Questions:

1. Tell us first of all how you came to focus your work on this area of overcoming adversity.
   1. There are about 7 billion people who will face adversity at some time in their lives, so a big market!
   2. His son was hurt in a hit/run car accident; he felt alone; wasn’t sure how to deal with it
   3. Wanted to create something that others could have as a resource when they were confronted with adversity; to let them know they aren’t alone
2. Many of us look for ways to avoid adversity; how do we know when that’s the right course or when we need to face something head on?
   1. There are lots of people who actively look for adversity (ultramarathon runners; climbers; etc.)
   2. Most of us are not like that
   3. However, many of us are looking for an effortless life, and we’re trying to avoid the pain that is necessary to get that growth
   4. So look at adversity as whether it’s going to serve me that is going to make me a better version of myself (lawyer example; athlete example)
   5. As a parent, we wish raising kids was easy, but it’s not. And those struggles are opportunities for us to become better versions of ourselves.
   6. When we press into those adversities, we gain strength and can serve others
3. How do we do it?! What does it look like or what are helpful tools to use when we face those situations?
   1. Life deals what it deals, and we have to come to terms with reality
   2. Important to embrace the fact we don’t have control over the hand dealt to us; we can only control how we respond
   3. He has failed at this in the past and got caught up in how the situation happened
   4. (Daniel asks about Mark’s martial arts) – Mark had a tough upbringing; was molested as a child; but when Kung-Fu came out, he admired the main character’s peace and power, the strength and ability to protect himself; didn’t pursue it until he was in his 20s and by that time he had been attacked, stabbed, etc. so he knew how to scrap; Realized the pain of being afraid the rest of his life was greater than any pain that would come from learning Kung-Fu
   5. Kung-Fe became something Mark could fall back on when his son was hurt
   6. There was so much uncertainty and so much fear; sitting next to his bed that first night, holding his hand, thought if he held his hand, he could keep him here on the earth and prevent him from dying
   7. (Daniel shares about his own situation with his infant daughter)
4. When you teach or coach someone who is going through a tough time, what are some of the common mistakes you see people make when trying to get through it?
   1. Right that they’re not really mistakes; there are a lot of unknowns, so you’re just learning along the way
   2. People try to make too many changes at once, and that is a very difficult thing to do; we didn’t get unhealthy overnight, and we’re not going to fix it overnight either
   3. We don’t take very good care of ourselves, so we need to show some self-leadership; he should have gotten some help; tried to gut his way through it and shouldn’t have done that; gotta find a way to hang on to hope
5. How important is having a support network around you? Family/friends?
   1. No man is an island; we really need each other; men aren’t good at reaching out and being honest about how we feel on the inside
   2. There is an increase in the suicide rate of men in the U.S., and that’s scary
   3. Men don’t have other men around them to share the tough conversations with; we’re scared
   4. He stepped out and went to a conference at one point that really helped him connect with others going through traumatic situations, and it was a tremendous help
   5. His encouragement for people who are struggling is to find someone you can trust, start to connect with them, and have the honest conversations about what is going on
   6. (Daniel follows up with encouragement to get people around you)
   7. Men be vulnerable with your wife; they are in your corner but we need to trust them and give them the benefit of the doubt
6. You have a remarkable podcast of your own, and I’d like to ask you to share a few stories from your show to help bring this home.
   1. Ray Edwards is well-known in the copywriting and sales world and is a massive success by most measures, but he shared a significant struggle on your show. What can you tell us about that.
      1. Recommend everyone connect with Ray
      2. Very gifted/skilled copywriter; has written for Tony Robbins
      3. He has gone through Parkinson’s Disease; he taught about reframing your thoughts and that you continue to have a choice how you will respond
      4. Ray’s podcast.
   2. Jim Harshaw was an All-American wrestler who lost control of his life in his 30s; that’s something I’m sure hits close to home with many in our audience who were or are athletes. What is Jim’s story and what can we learn?
      1. Jim was confronted with life not turning out how he expected
      2. But then he accepted his reality
      3. Is now helping others
7. Where can people go to learn more about you, the book and the work you’re doing?
   1. markgoblowsky.com
   2. Strength Through The Struggle
   3. Memoir of this process of experiencing the tragedy with his son and the journey after
   4. Due out this spring
   5. Podcast is stories of people who have gone through challenges and adversity

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Jared shares the biggest myths about Millennials, what really motivates them, and how to improve your Emotional Intelligence.

Introduction/Bio:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

Today our guest is Jared Buckley, a pastor, coach, speaker and now entrepreneur who helps organizations teach and develop soft skills and Emotional Intelligence to their Millennial workforce.

Jared authored a book in 2016 titled “Career OnRamp: 19 Career Options for College Graduates.” This is Jared Buckley. Hey Jared thanks for coming on the show!

Interview Questions:

1. How did you first become interested in Millennials and what is it you are hoping to accomplish with your work?
   1. Began in 2000 when he got to college; was working to become a pastor; they gave him a book about Millennials
   2. Wasn’t really a topic to him, it was just who he was working with in his normal life
   3. Then a few years ago, it dawned on him he had an expertise in working with Millennials, and people began seeking him out
2. What would you say are some of the biggest myths about Millennials, and what are the truths?
   1. Entitlement: it’s not entitlement, it’s an expectation; they come to the table with a set expectation that is fast; technology is a bit part of this; because they are fast, they expect fast things (promotions, raises, etc.); this gets translated as entitled, but it’s more an expectation based on speed
   2. Disloyalty: Facebook study debunking this and talking about the uniqueness of Millennials’ loyalty; they can come across disloyal, but that’s not really what is going on; Millennials are loyal to a reason, and they will become more loyal than other generations
   3. (Daniel follows up on entitlement/expectation, and how managers of Millennials can connect and meet or help adjust their expectations):
      1. If you’re going down the road at 85 MPH and see a deer in the road, you aren’t supposed to slam on the brakes (though that’s the tendency)
      2. You have to tap the brakes and slow the car down
      3. Same thing with Millennials, you can’t slam on the brakes
      4. You have to tap the brakes; teach them what expectations are for you, your team, etc.; they have to learn these expectations
      5. But the problem is most organizations just want them to adapt and learn those expectations on the fly
      6. You can tweak processes like promotions: maybe give a bit more responsibility without a raise (if you can’t afford it). Break up a once in five year promotion to several micro-promotions
      7. Go one step further: this is a leadership development plan by giving them these roles over time
3. Simon Sinek had a video go viral recently where he went on a 15 minute exposition of what’s going on with Millennials in the workplace. Was there anything that resonated with you his analysis?
   1. Link to video clip
   2. Got asked a lot about it
   3. Simon attempted to dissect a generation based on personal experiences, which is a big no-no
   4. You can’t label an entire generation
   5. He has a valid point about issues like parenting, but everyone didn’t have bad parenting
   6. At the end of the day, we’re still talking about people, and you have to take the time to listen and understand them. That’s what leadership is all about.
4. Let’s talk about Emotional Intelligence, or EQ.
   1. How do you define it? An emotional ability to take productive action; this is not kumbaya; how do you react in certain situations
   2. Why is it important? Huge in sports; “emotional hijacking” short circuits the process of making a decision; explains how a baseball player can hit a baseball, when other than by reaction it isn’t possible
   3. (Daniel asks for an example/hypothetical) – emotional intelligence is how you encounter that person and problem in the situation; you have to be able to regulate emotions in that situation so you can get production; steadiness; prioritize developing people rather than just getting the job done; also keep in mind that people respond differently to different types of motivators
      1. Jared has an assessment for this that he is willing to give away to our audience: http://www.jaredbuckley.com/allstar. He’s also giving away a reading/analysis of the results!
   4. If it can be developed, how can we do that?
      1. Different from IQ which is pretty well locked in
      2. EQ can go up and down
      3. Your emotions are like a muscle, and you have to exercise them; spend time with self-awareness and figure out who God made you to be; what makes you tick? Journal, meditate, pray, are all ways to go about this
5. You wrote a piece titled “8.5 steps to train Millennials for Leadership.”:
   1. First, let’s talk about what Millennials are saying are the top drivers of a “perfect job environment.” What can we learn from that?
      1. All free food and bean bags? Not necessarily
      2. Best thing we can do is invest in the Millennials; that we believe in them; create a family environment that is filled with trust; that lets you speak into them in good times and bad
   2. So the best environment is where they believe that the leaders believe in them; and there is trust; mentorship is big; this will lead to greater loyalty
   3. You pointed out that older Millennials are now 36 and ready, if not overdue for management positions, whereas the perception of them is still based on their 23-year-old basement living recent graduate brethren. Why do you think that is happening and why is it important?
      1. Much of this is based on the stereotypical Millennial and how its marketed
      2. Advancing Millennials who are now executives think a bit differently
      3. Multi-generational workforces are big right now
6. Let’s talk about your book, “Career OnRamp: 19 Career Options for College Graduates.”
   1. What motivated you to write the book, and who is it for?
      1. Came out of discovering questions and from coaching Millennials; a common conversation with those clients are dealing with what they’re going to do in their career
   2. Who is the Professional Student? What can we learn from her?
      1. Have a purpose; there must be a reason to go back to school
      2. Don’t just assume having a masters is going to help you get a job
      3. If your vocation requires it, or you need it for licensure, then great.
      4. But otherwise, learn through experience and getting paid
7. Where can people go to learn more about you, the book and the work you’re doing?
   1. jaredbuckley.com
   2. jaredbuckley.com/allstar - assessment for the audience
   3. LinkedIn
   4. Twitter

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Dave talks Maryland hoops, the future of sports information work in a SnapChat world, and how to foster an ideas driven office culture.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

I’m your host Daniel Hare, and today we are talking with the Commissioner of the Great Northwest Athletic Conference, Dave Haglund. Dave is in his fifth year at the GNAC after serving in the same role at the Cascade Collegiate Conference, and prior to that spent a combined 27 years in media relations at the University of Maryland and Fresno State University.

This is Dave Haglund. Dave thanks so much for coming on the show!

Interview Questions:

1. So I don’t think we’ve talked about this before, but if my timing is right I was on the basketball staff at Oklahoma and you were at Maryland when we played in 2001 in Cole Fieldhouse. Maryland won in a very good, rare out-of-conference February game. What do you remember about that one?!
   1. First year Maryland went to the Final Four; Juan Dixon was scoreless in the first half, changed shoes and led
2. Now that we have that out of the way, let’s start at the beginning. You grew up in Portland; so you’re back in your hometown. What was it like growing up there and what were some of your early interactions with the sports world?
   1. Grew up an Oregon State fan; Portland Timbers were big and he went to some of those playoff games; and then Trailblazers were big as well
   2. Always devoured the sports page; after high school got a sports clerk job at a local newspaper The Oregon Journal which launched his career
3. You went to Oregon State for college; what was that experience like and how did it move you closer to the career you ultimately decided on?
   1. The ability to make connections were big, which led to more opportunities; Oregon Journal editor called the Oregon State SID and helped Dave get a job there as a student
   2. Big round table in the Oregon State SID room where Dave worked; and Ralph Miller (OSU men’s basketball coach) would use that table and Dave’s chair to talk to the media after games
4. How did you wind up at Fresno State? Who had an impact on you during your time there and how? What did you learn from a leadership standpoint during your time at Fresno State that still impacts you today.
   1. Scott Johnson was assistant SID at Oregon State and got hired at Fresno State as the head SID; offered Dave a job, and he had a job from Oregon State upon graduation as well
   2. Three coaches: men’s soccer coach Jose Elgorriaga helped him with his confidence; baseball coach Bob Bennett taught him hard work and standing up for your program; football coach Jim Sweeney too.
5. You were at Fresno for a couple of years of Jerry Tarkanian. What can you share about him and his leadership style?
   1. Enjoyed working with Tark; easy to work with
   2. He was a celebrity coach, and he returned to Fresno which was his hometown after a long, stellar career
   3. As a PR person, having someone the media wanted to talk to all the time was great for the job and career
   4. There was always controversy that followed him and his program that you had to deal with
6. What drew you to Maryland? Same question: Who had an impact on you during your time there and how? What did you learn from a leadership standpoint during your time at Fresno State that still impacts you today.
   1. Leap of faith to move to a new part of the country and a new conference, etc.
   2. Hired Ralph Friedgen and went to an Orange Bowl
   3. Back to back final fours and a national championship in 2002
7. As a media relations professional, what were the benefits and challenges of being in the massive media market of Washington, D.C.?
   1. Number one benefit was the exposure because of the number of media outlets that were covering you
   2. When men’s basketball went to the NCAA Tournament, they would take 80 media members along with them
   3. Always in the public eye; USA Today, CNN, PBS are right there, so anything a national sports news issue arose, those outlets would want to interview Maryland athletics’ staff
8. Let’s pause here and drill down on your area of expertise for a moment. Where do you think the traditional area of media relations/sports information is going in the age of SnapChat, Instagram and Facebook?
   1. Wishes he was an SID with all the new media
   2. Athletic departments and coaches can communicate directly with their fans; this is a great thing!
   3. Create your own content in different forms and deliver it, and not need the media
   4. Balance between the old and new; the old doesn’t totally go away; example is the hardcopy media guides are now gone
9. You left Maryland to take the Commissioner position at the Cascade Conference. Can you talk a little about the motivations behind that move out of major Division I athletics and also out of media relations? Who are a few of the Cascade schools so our audience has some frame of reference?
   1. Always thought the Maryland time was temporary and would want to go back home
   2. Took a risk by leaving Division I and taking on a commissioner role of an NAIA league
   3. Was a one-man band and worked out of his home
   4. Was able to bring several national championships to the Portland area
   5. 11 institutions in three states: Oregon, Washington and Idaho; supportive presidents and good ADs; Oregon Tech won the men’s basketball national championship
   6. (Daniel asks about future of NAIA) – they have lost 50+ schools to NCAA Division II in recent years but this has slowed; and Dave thinks there is a place for the NAIA; they are at 240 or 250 schools right now.
10. Then we stole you away at the GNAC in 2011; talk about taking over that role and some of the challenges you’ve faced.
    1. The vast footprint: Alaska, Oregon, Montana, Idaho and Alaska; plus Canada; there’s a lot of travel and air travel
    2. There was only one postseason championship at the time, and he added baseball, softball and soccer
    3. Small college football in the west is very challenging; there just aren’t many schools playing; GNAC has five members and plays a double round robin
    4. Next year, men’s women’s basketball championship will be in Alaska this year
    5. The air/long-trip leagues are financially challenging because it really is a cost of living increase to compete at the same level
11. Something I like to ask all our guests who have worked in conference offices: how do you go about getting individual schools to put their own best interest aside for the greater good of the conference? (if at all?!)
    1. Teamwork; everyone matters
    2. ADs have an understanding of what it takes to make the conference work; they are collegial and know there are times when what’s good for the group might not be good for them as an individual school, and they are okay with that.
12. Audience question from John Owen: How do you communicate so your team feels welcome to talk to you and bring new ideas? (from email list daniel@allstarleaderpodcast.com)
    1. Keep an open door; pop into people’s offices and shoot the breeze; when you’re relaxed and talking about what’s going on, new ideas will come that are worthy
13. Five rapid fire questions
    1. Name one trait or characteristic you look for when you hire someone.
       1. Work ethic and desire
    2. What habit has been key to your success?
       1. Underpromise and overdeliver
    3. Most important app or productivity tool?
       1. iPhone and Dropbox
    4. Most influential leader you’ve personally been around?
       1. Debbie Yow (N.C. State AD)
    5. One sentence of advice for emerging leaders?
       1. Don’t remain in your comfort zone too long.
14. GNAC happenings
    1. Four final fours in 2016; three teams reached the national championship; Western Washington won the women’s soccer national championship
    2. Women in Sports Career Seminar – Saturday, April 8th, Portland (3rd annual)
       1. 10-15 panelists of women working in sports industry
       2. Open to high school/college students interested in pursuing a career in sports
       3. WOU Director of Sports Performance Cori Metzgar (Episode 3 guest) has been a panelist
    3. @davehaglundgnac on Twitter; @gnacsports

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Professor Lysko talks about growing up around sports in Canada, careers in agencies and event planning, and the ups and downs of leading the Canadian Football League.

Introduction:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

I’m your host Daniel Hare, and today we are fortunate to be joined by Michael Lysko, the former commissioner of the Canadian Football League, and current Director and a Professor of Practice in the Sport Management Program at Southern Methodist University in Dallas, TX.

In addition to those roles Mike has served as a university athletic director, and prior to joining SMU was the Vice President for Marketing and Partnerships at Intersport in Chicago. This is Professor Michael Lysko.

Interview Questions:

1. I know I just barely touched on a few points in your impressive bio, so let’s fill in some gaps so our audience can get to know you.
   1. Where did you grow up, and what was your early exposure to the sports world?
      1. Small town Aylmer, Ontario Canada
      2. Sports always part of his life; played hockey, swam, wrestling and football
      3. Saturday night sports were big on TV in Canada – following Hee Haw!
   2. When did you recognize you wanted a career in sports, and what was the first thing you did about it?
      1. As a kid, dream sports career was to play
      2. High school assessment and interests said history/political science, but hard to make a career of that. Focused on business and marketing in college.
   3. Tell us about some of your early jobs within the sports marketing realm; what did you learn from them?
      1. Began with a hockey agency, founded by Bill Waters. Connected to Bobby Orr.
   4. You then become the commissioner of the Canadian Football League (And we’ll talk about your tenure there a bit later)
   5. You then served as an athletic director; how would you describe the differences between Canadian and American college athletics?
      1. 2nd biggest land mass in the world with the population of California. Most are concentrated around Toronto.
      2. Up until ’96, there were no college athletics scholarships
      3. Level of play in football compares to Group of Five teams
      4. (Daniel talking about Canadian university Simon Fraser coming into the NCAA)
         1. Makes sense because Canada is so vast, Simon Fraser (Vancouver) is much closer to the U.S. school to its south.
   6. What is Intersport Chicago and what did you do for them?
      1. Charlie Besser founded
      2. Partnered with major networks to produce sports programming (e.g. UA High School football game; Final Four ancillary events)
      3. NACDA events
   7. Now you’re at the SMU sports management program; tell us about that?
      1. Both undergraduate and graduate programs
      2. Only program in Dallas-Fort Worth
      3. Faculty have at least 15 years in the industry
      4. Lots of great major events for students to partner with and get experience
      5. (Daniel asked about job market for sports management students)
         1. SMU is a small school and there is a 30/semester cap; you have to apply to get into the major program; 70% of applicants are turned down.
         2. Focus is on experiential learning, and putting people into position where they can get jobs.
         3. 95% to 100% employment rates
         4. Once you get in and do good work for seven to 10 years and stay in, you’ll do well
         5. Good number of graduates go into sales for their entry-level position
         6. Lots of opportunities in agencies which are connected to the major leagues, teams and athletes
         7. Dallas-Fort Worth Metroplex is huge and includes Frisco, Plano, Arlington, Irving, etc.
         8. Graduate program priority deadline is 2/15 – smu.edu/sportsmanagement; final deadline 4/30
            1. More SMU Materials (Work in Sports; Sports Business Journal Feature; Alumni logos)
            2. Not as important which school you’re based in (i.e. business, education), more important to focus on the curriculum
   8. Let’s talk a bit about your CFL commissioner tenure and have you teach us a few lessons learned from that experience.
      1. First just tell us about the interview process, getting hired, and those first few days on the job.
         1. Was in Chicago working and got called by an executive recruiter
         2. CFL had issues and had been without a commissioner for five years
         3. After the interview with the selection committee he was selected as the guy; but prior to a formal announcement his name was leaked, which sped up the process
         4. First few weeks, tried to get a lay of the land; but nothing really added up even though the perception in public was the financials are good
         5. He brought in a third party to audit the league’s finances and went about fixing the broken pieces from there
   9. What people might not realize is you said those things in the course of litigation following your separation from the CFL in 2002. What would you like to share with us about the circumstances under which you left the CFL, and what do you feel are lessons that we can all learn from what you went through?
      1. CFL is a small league; 8 teams
      2. Pushed owners to pay back outstanding loans
      3. 9/11 – postponed all games in the face of opposition
      4. There have been four more commissioners since he left
   10. What can we take away about the importance of building trust with colleagues, and how to go about doing that?
       1. Be inclusive and listen; servant leadership and doing what’s best for the collective/league
       2. Hire people good at what they do and empower them to do their job
       3. Honor your word
       4. Can’t always find consensus; must do what you think is right based on the information you have at the time

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Rick shares about his college sports roots, strategic planning, finding the best talent and what athletics marketing looks like in 2017 and beyond.

Introduction and Bio:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

Continuing with our recent lineup of university athletic directors, we are privileged today to be joined by the director of athletics at Southern Methodist University, Rick Hart.

Rick has been around college athletics his entire life, and prior to coming to SMU spent time as the AD at the University of Tennessee at Chattanooga and on the staff at the University of Oklahoma.

This is Rick Hart. Hey Rick thanks for coming on the show!

Interview Questions:

1. I mentioned that you grew up around college athletics; tell us about that and what you learned during those years which still informs how you lead today?
   1. Didn’t realize it at the time, but very special experience
   2. Dad was high school coach/teacher early on and mom was teacher; grew up around educators and sports
   3. Went to Dad’s practices, camps, games, etc. and was around the coaches
   4. grandfather was the AD at Louisville and Missouri
   5. Dad went into college athletics at East Carolina, and it continued and shaped him
   6. While in college he figured out that combining sports and education was what he wanted to do; learning through sports
   7. You can do that without compromising your values/ethics
2. You spent a number of years at the University of Oklahoma working in marketing, promotions and external affairs. How have you seen those areas change since those early days, and how do you see them changing in the future.
   1. Started at UNC in the ticket office before Joe Castiglione called and asked him to join the marketing department at OU
   2. Joe hired Matt Trantham around the same time for development, but soon moved over to join Rick in marketing. The two of them were able to build that department from scratch.
   3. Of course now there are 12 people doing those jobs that the two of them were doing at the time. There is more specialization now and there is more on your plate. Technology has changed and you have to manage that. And you have to be adding new revenue streams and enhancing the fan experience and engaging the community.
   4. Joe knows how to do these things and he is the best at it. External roles will continue to grow and become more important.
   5. (Daniel following up on TV attacking attendance) – always been competition but now you are competing against yourself. So how can you differentiate the in-venue experience and offer exclusive access/atmosphere. Different seat types is one way you’re seeing now (verandas; beaches). Know your audiences/fans and address their desires for a social experience.
   6. (Daniel following up on process to identify how to differentiate) – You have to engage those constituents. Sometimes he might think something is important, but when you ask you find out it wasn’t that important. You have to gather feedback (surveys, focus groups, etc.). Millennials want something different than the traditional fans, and you have to address both even though right now most of the revenue comes from the traditional fans. You have to prepare and build for the future.
   7. Think about factors and tradeoffs. TV is big for rights fees, but gametimes aren’t convenient for fans and therefore discourages attendance. His kids are in high school and he watches how they consume their entertainment.
   8. (Daniel follow up on Joe C’s leadership style of throwing Rick/Matt into the fire) – One of Joe’s greatest strengths is his ability to identify talent and get the right people in the right places doing the right things at the right time. He trusted Rick to get the job done. And when Joe hired him, he knew he didn’t have marketing experience, but knew Rick could learn the job. He was hired based on his character and values. So many resumes look similar; it’s about finding out who the person is. You hire the person based on who they are and not just what they’ve done.
3. What was the biggest challenge facing you when you arrived at SMU, and how did you go about addressing it?
   1. Challenges range from personal to professional. Personal when it comes to work/life balance since there really is none in college athletics.
   2. Challenges professionally were often made easier with a good set of mentors.
   3. Accept challenges are a big part of the job; he doesn’t catalog them though. He learns from mistakes/shortcomings/failures, but don’t dwell on them. Make sure you know who you are, so that with each challenge if you operate within that framework you can live with the results no matter what they are. To pursue excellence you’re going to make mistakes.
4. How do you handle conflict between two (or more) of your staff?
   1. There’s some soft skill and emotional intelligence involved
   2. One of their values is respect
   3. Tweaked the golden rule: treat others the way they want to be treated – everyone is different and to respect someone is to be aware that everyone doesn’t want to be treated the same way you do. Try to operate in an environment where you can challenge ideas, but know there are limits in how you interact with one another.
   4. Also the better the relationship is leading into a conflict, the smoother the process to resolve the conflict
5. How do you approach trying to achieve some work/life balance?
   1. Communicate expectations
   2. Schedule family events/time along with your work appointments; make a commitment
   3. Use technology to your advantage, but understand you are always on the job with a cell phone in your pocket.
   4. You have to integrate the work/life, because they really become one
   5. (Daniel following up with the Coach Stoops/family night) – you have to create a culture where the kids can be part of what’s going on. It’s good for the student-athletes to see healthy family interaction and relationships, levity, casual atmosphere. You have to integrate the kids where you can, and it’s a healthy way for kids to grow up. They see young men/women mastering their sport and their studies. It’s also a great retention tool to hang on to your staff.
6. You initiated a strategic plan titled “The SMU Advantage.” Can you tell us how you put that plan together, and offer advice on how to put together a strategic plan that will be effective?
   1. First exposure to strategic planning was at OU, and then at Chattanooga installed a plan and learned more about how to do it
   2. At SMU, you can’t start from zero and get everyone involved or it won’t get done. So there needs to be a framework to begin with. Then you can bring people in to get ownership.
   3. Met individually with staff to ask key questions and develop some themes; based upon who everyone thinks the department is and who they want to me, here is the plan – to achieve the mission, goals and values.
   4. Then you have to determine the role everyone has in contributing to the plan.

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Kirby and I talk about the Bill Snyder turnaround at Kansas State, how to create a great culture and of course, whether the playoff will ever expand.

Intro:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

If you are a fan of college football our guest today will certainly be someone you have come to know over the past few months.

Kirby Hocutt is the Director of Athletics at Texas Tech University, and also serves as the chair of the College Football Playoff Committee.

We have a ton to cover so let’s get right into it. Kirby thank you so much for coming on the program!

Interview:

1. (Open by talking about the championship game between Clemson and Alabama which occurred days prior to the interview)
2. You’re from Sherman, Texas – a midsized town about an hour north of Dallas. What was it like growing up there, and tell us about your most notable experiences with athletics.
   1. Sherman was a town of 30k when he lived there; small town feel but a class 5A high school
   2. Played HS football for two very successful coaches – G.A. Moore and John Outlaw (there’s a new documentary out about him)
   3. Played a HS playoff game in the old Dallas Cowboy stadium
3. You then made it to Kansas State as a football student-athlete. Tell us about your recruiting process and those early experiences with Coach Bill Snyder.
   1. Was in Coach Snyder’s second recruiting class at Kansas State
   2. Sports Illustrated had recently put them on the cover as the worst football program, referring to them as Futility U
   3. Coach Snyder had a vision and put a great coaching staff around him; recruited small/slow guys but who were blue-collar/high character/great work ethic.
   4. During the in-home visit, he didn’t talk about football, talked leadership and life
4. People might not remember that you joined K-State at a time when throughout the 80s it had been one of the worst football programs in all of Division I, and helped lead it to its first winning season and then first bowl game. Tell us what that was like and how you did it!
   1. Beating Oklahoma was huge, though not necessarily one moment
   2. It’s the commitment to the process
   3. But 1993, his junior year, they went to a bowl game for the first time since the 70s and second all-time. Copper Bowl in Tucson, AZ. Big crowd from K-State traveled to the game, and it felt like they had arrived and done something special.
5. We talked with Joe Parker who you know and worked with about the advantage that comes from having been a student-athlete. How would you say that experience has helped or influenced you as you have moved into the role of Athletic Director?
   1. Significant impact and influence on who he his and his approach to being and AD
   2. Being a student-athlete is hard – meeting the academic requirements with social life and athletics; the commitment to compete in athletics at the highest level and the physical pain and stress that you go through.
   3. Understands what drives a coach and why they think/act how they do.
   4. Student-athletes are students first
   5. Unique feature of our education system that is so great
   6. (Daniel follow up on how legal employers often mention how former athletes make better attorneys)
6. You began your administrative career at Kansas State then at the NCAA. What stands out to you from those early years in terms of lessons or principles that remain with you today?
   1. Early days with the College Football Association and working for Chuck Neinas; he never wore a watch because he loved his job so much he would work until the job was done
   2. Worked in marketing/promotions at K-State, and got his first glimpse at what happens behind the scenes to make it all happen
   3. Enlightening to understand that there were donors making contributions to allow him to have a scholarship
   4. At the NCAA, got to see how complex it all is; saw enforcement, legislative, endorsement, licensing/marketing
   5. Then Joe Castiglione at Oklahoma took him under his wing
7. Then comes your long, successful stint at the University of Oklahoma working under a prior guest of the podcast Joe Castiglione. When he was on the show Joe and I talked at length about culture. What do you recall about how the culture at OU was set and emphasized day to day?
   1. You have to have a vision – Joe always talked about his vision for Oklahoma and returning it to its glory days
   2. Hire great people – Joe was a master at surrounding himself with the best people
   3. Trust/Accountability – Joe trusts his coaches and staff to do the right things and pursue the vision
   4. You’ve got to continue to emphasize each of these; and it can’t be just his vision, it must be shared by the coaches, staff and student-athletes
   5. (Back and forth about Bob Knight, who still lives in Lubbock and hangs around the program)
8. You got your first opportunity to be an AD at the very young age of 33 at Ohio University. What was it like stepping in and leading those who were older, had more experience, and maybe looked at you as still a kid?!
   1. Frank Solich was/is the football coach there
   2. He took the approach of we’re a team and all in this together; through that passion/vision/work ethic, it’s teamwork
   3. Never looked at it as I’m 33 and working with an experienced, successful coach; we’re in this together and we’re going to work to move this program forward
   4. More of a shared buy-in rather than a top-down approach
9. You then moved on to the U (Miami) before landing at Texas Tech in 2011. When it comes to your career moves, did you have a process you went through to determine whether the opportunity was the right one? The timing?
   1. Never spent much time thinking about the next step
   2. Philosophy: If I am the very best at doing what I’m doing, people will notice and I’ll have opportunities; be unique and stand out to create an incremental advantage
   3. Kids/family played into returning to Texas
10. What was the biggest challenge facing you when you arrived at Texas Tech, and how did you go about addressing it?
    1. Came into a fortunate situation following the great Gerald Meyers – nothing was broken
    2. West Texans are humble people; the nicest people; don’t like to boast/brag; but Lubbock is the third largest city in the Big 12; second highest enrollment; has a law school and medical school; can be great; looking to change perception and start showing the country who we are
11. What is the largest mistake you have made as a leader, and what did you learn from it?
    1. Always try to look forward yet reflect and learn from the past
    2. At 33 going to Ohio as the AD, looking back could have been more patience and take time to make decisions based on your own formed opinions with no distractions.
12. Let’s talk a bit about the CFP.
    1. How would you describe your approach to leading that committee?
       1. It was a ton of fun; the people were amazing and developing those relationships
    2. How did it compare to other committees you’ve served on?
       1. Those committees act very, very slowly, and action taken is in the distance
       2. The CFP had a deadline for action each week
    3. This was the most respectful committee even when there was disagreement; this was more of an art than a science and it helps to have such varied viewpoints
    4. Did you get Joe C’s advice on handling the hot seat with the media?
       1. Joe had it easy only having to sit with the media once
       2. But college football is for the fans
    5. There was a story this week about some leaders in the Group of Five desiring their own playoff and championship, citing the impossibility under the current format for one of its members to crack the top four. And when you look at undefeated Western Michigan this year coming in at #14 behind a four-loss Auburn, you can see where those folks are coming from. Do you feel it is possible for a Group of Five school to compete for a top four slot under the current format? If so, how? If not, how if at all should the system adjust to allow for that scenario?
       1. Absolutely think it’s possible; you have to schedule appropriately and win games
       2. Houston had an opportunity after beating Oklahoma to do it
       3. Western Michigan’s non-conference wins against Minnesota and Northwestern didn’t stack up
       4. Would hate to see a separation
    6. Do you foresee a time when the field expands beyond the current four teams? If not, why not? If so, how?
       1. No appetite for it; four is the right number
       2. Asking the players to play more games is not right; it’s a violent game
       3. When you’re playing 12 regular season games and then a conference championship game, a semi-final and then a title game, that’s enough
       4. If there’s talk of a reduction of regular season games or not having conference championship games, then maybe the dialog changes
       5. We’re three years into a 12 year deal

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
   2. WORLD MANDATE CONFERENCE - JANUARY 27TH AND 28TH!
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Ken helps us understand the magic of questions, from conversations with our spouse or coworker, to interviews with Coach K and President Jimmy Carter.

Intro:

Hey everyone and welcome to the All-Star Leader Podcast, where together we learn about leadership from the best and brightest, and keep it fun by connecting it to our passion for sports!

Today it is my honor and privilege to have the opportunity to interview someone who Duke Coach Mike Krzyzewski called “a young Charlie Rose,” and Dave Ramsey has labeled “one of the best interviewers in the country. So no pressure on me right?

Ken Coleman is the host of the top rated EntreLeadership Podcast, a show that is part of the Ramsey Solutions organization, and carries the tagline “of leaders, by leaders, and for leaders…”

He is not a fan of bios so we’re not going to spend any more time here except to say welcome. Ken thanks for coming on the show!

Interview:

1. As I mentioned in your introduction, your calling card is asking great questions. When did you become interested in asking questions, and what have you learned is the key to getting the best responses?
   1. Not a specific life moment
   2. Every human being comes into the world with curiosity; look at toddlers!
   3. He is unsatisfied with a lack of answers; his father and now he loves history and loves to learn
   4. A big moment came when he wound up interviewing Mike Krzyzewski at the last minute, when Coach K interrupted him and paid him a compliment with his interviewing
   5. Really, all questions are is a conversation. Maybe the stature of the guest is different and the questions are more specific, but really they’re just conversations
   6. The world would be a better place if we were having more specific conversations on purpose
   7. When we’re learning we’re growing and when we’re growing we’re doing good things
   8. (Daniel follow up on the Coach K interview – when it was clear he was saying something totally new)
      1. Ken asked him a question that took him down a rabbit trail on purpose; and he was engaging with him
      2. This gave him the confidence to ask a follow up question rather than simply read the next question on the card
   9. Ken went with his guest somewhere he was already going
   10. The lesson is: when you notice something in the client, child, spouse, team, the art of listening is absolutely crucial. You have to notice body language, intonation.
2. You mentioned recently that one of the recent biographies you read was American Lion, about Andrew Jackson while in the White House. As a fan of the TV show The West Wing, my natural question is can you shed any light on Big Block of Cheese Day? But more seriously, what is it about biographies you find instructive and helpful?
   1. Usually about high achievers, notable, greats
   2. Focus on the humanness of these people; before they were who they became
   3. Normal people who took chances, made decisions, then stepped up to a good opportunity
   4. Likes to get the backstory
   5. Reading American Ulysses right now on the iPad, but does love hard copies. Favorite biographies are hard copies for sure
3. In the same interview you mentioned your need for conversations, specifying several types that were key: challenging, encouraging, and laughing. It reminded me of Jim Valvano in his famous ESPY speech when he said if you can laugh, think and cry every day, that’s a heck of a day. Why are conversations so important for you and why each of those types of conversations?
   1. The three Es – Equipping, Encouraging, Entertaining
   2. Help people, make them feel better, and then make it enjoyable
   3. Doesn’t always have to be funny, but it definitively needs to be enjoyable
   4. If you have a staff meeting or a sales pitch to a client, these three Es will help
4. Let’s dig into your 2013 book One Question:
   1. Why did you write the book and who is it for?
      1. For someone who wants to make a difference with their life
      2. Highlight the power of a question
      3. Highlight the power of a great answer
      4. Important to have the right person to answer the questions; he’s a bit skeptical of experts and instead is looking for experience. Experience defines expertise.
   2. You asked Pat Summit about handling failure, and her response focused on the importance of people. Tell us about that. (p. 65-68)
      1. Very simple yet powerful wisdom
      2. The great winners in life are actually great losers
      3. They hate it so much that they don’t ever want it to happen again, and they learn from it
      4. After a loss, she called her dad and asked what he thought, he said: “You can’t take donkeys to the Kentucky Derby.” Figure out how to get thoroughbreds and you can win championships.
      5. Same thing in business: get/develop great people and you’ll win
      6. Your company will never outgrow your own leadership; the great ones never stop growing
   3. You asked Tony Dungy how he maintained his integrity as he promoted up through the ranks of NFL coaching. Recall for us his response about accountability. (p. 133).
      1. Making sure that you have a strong system of accountability through people, practices
      2. People can look into your life in every area; don’t allow yourself to operate without people knowing what you’re doing
      3. Processes/principles are great guardrails to keep me out of the ditch
      4. You have to give people permission to ask you the hard questions and to kick you in the butt when you need it
      5. In the book you also connected this with the Penn State saga, and in 2016 you could certainly view the Baylor situation through the same prism. Connect the dots for us on that if you could.
   4. You asked Jimmy Carter about reinvention and he made a remarkable statement I would like to quote and then have you comment on: “One thing that I realized was that God gives every one of us adequate talent, ability, education, or wealth to conform to God’s will.” What did you take from that? (p. 181)
      1. He is a man with tremendous perspective, and that allowed him to rebrand himself (though that’s not what he was trying to do)
      2. Though history will not remember his presidency well, people will remember him well.
      3. He did not retreat; did not quit; gave his life to causes he believed in
      4. This can apply whether you have failed at something or if a wave of success has subsided
5. Who have you not yet interviewed that you want to?
   1. Tiger Woods
   2. He hasn’t really ever done a definitive conversation that addresses his career from mountaintop to valley and trying to climb back up the mountain
   3. Would be fun to try and get that out of him
   4. He is guarded in interviews and it would be a huge professional challenge to try and get him to drop his guard and get answers we’ve never heard
   5. There’s a potential great redemption story in him
6. Where can people go to learn more about you and The EntreLeadership Podcast?
   1. Facebook
   2. Twitter
   3. EntreLeadership.com
   4. iTunes
   5. EntreLeadership Summit in May (Robert Herjavec, Lou Holtz, Simon Sinek, Dave Ramsey)
   6. One Question Book

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Chris joins us to talk the early days as a sports information director, building the Big East Conference, USA Basketball and of course, the University of Texas athletics juggernaut.

Bio: Today we are joined by someone who has quite literally done it all in athletics administration. Christine Plonsky is the Women’s Athletic Director and the Executive Senior Associate Athletics Director for External Services at the University of Texas.

Chris has worked in collegiate athletics for 40 years, spending 28 of those years with the Longhorns. She holds (or has held) leadership positions with numerous organizations including the NCAA, USA Basketball and the National Association for Collegiate Directors of Athletics or NACDA, an organization for which she serves as the 2016-17 chair.

Interview:

1. You have such an interesting background with so many leadership positions to your credit, I thought it would be fun and useful to spend the majority of our time weaving through those roles and having you share a leadership moment or lesson you recall from each.
   1. Very fortunate. Blessed with parents who encouraged her to pursue her passions. Sports was one of those, along with education. Title IX opened up opportunities at the time she was getting going.
2. You got your start working in sports information at your undergraduate institution Kent State; what do you most recall from those early days and is there anything you learned then that you still rely on today?
   1. First behind the scenes look at athletics programs
   2. Her coach sent her to the Sports Information office to offer to help with stats and publicity for her team; learned about media coverage too
   3. Dave Gavitt was a mentor; Providence basketball coach and Big East founder – learned from him that a publicist must know everything but not talk about everything; must be ahead of the media; build confidence and trust with coaches and student athletes; be honest with people
   4. Enjoyed melding journalism training with publicity training; she really wanted to be a sports writer, and sort of fell into writing for the sports teams instead of a newspaper
   5. (Daniel asking about quick pace of change in communications) – She still misses the print days, but now truth is more valuable, viral and universal. So if you do great work, it can get large exposure quickly and shared.
3. From there you moved on to Iowa State and the University of Texas, continuing to move up in the sports information world. What stands out as career impacting from either of those stops?
   1. Proud of UT – began there in the Darrell Royal, Earl Campbell era; was a juggernaut in women’s athletics; worked for Donna Lopiano who established the women’s athletics department and was a trailblazer; admired for graduation rates, fundraising, competitive success; led to Barbara Jordan, Ann Richards, Jayne Mitchner (big Texas politicians who were plugged into the program)
4. You then spend seven years with the Big East Conference. Talk to us about the transition from a position within a single university to advocating on behalf of a group of universities.
   1. The Big East was a manna from heaven opportunity. She was a basketball junkie and admired Villanova ’85 and their victory over Georgetown.
   2. Got an interview in the summer of ’86 and got the job to go work for Gavitt
   3. Schools were small, but the TV markets were large, conference was born for basketball at the right time, when ESPN was young and growing
   4. Dave would remind them that they were only as strong as the weakest link. Seton Hall was struggling at that time, but within a few years P.J. Carlesimo had them in the NCAA final. The league had a huge role in that. UConn too! Make your weakest link stronger, and your schools will be stronger. Your large schools will usually be fine.
   5. Everybody pulls on the same wagon when you’re in a conference. Gavitt pushed new ideas like the ACC/Big East challenge – the coaches didn’t want one more hard game, but he knew it would be great TV and good for the league, and therefore the teams.
   6. Led to international trips as well which are great cultural experiences for the student-athletes and great alumni rally opportunities.
5. It was also during this time you became involved with USA Basketball; how did that come about and what was the experience like?
   1. Owe Dave this again! He was head of the USA Basketball’s predecessor. John Thompson was the coach of the ’88 team which was the last amateur team before the pros took over in ’92 (Dream Team).
   2. She was involved primarily with the women’s program in addition to being a publicist for the men’s program.
   3. Jerry Colangelo has been amazing the past two cycles alongside Mike Krzyzewski
   4. The women have continued their excellence as well – winning gold each Olympics since ’92.
   5. (Daniel asking about keys to the men’s program resurgence) – Starting at ground zero and talking about patriotism; appealing to player’s sense of duty; women’s program winning too.
6. You then make your return to the University of Texas, this time as an Associate AD over external operations and then after a promotion the Director of Women’s Athletics; talk to us about the structure of UT’s athletic department since many of us likely aren’t familiar with it, and how you and your counterpart on the men’s side work together.
   1. Unique structure
   2. She never thought about being an AD; DeLoss Dodds hired her to look for new revenue generation opportunities (corporate sponsorship, licensing, broadcast rights); also needed her to implement the addition of female sports which was a response to a Title IX lawsuit
   3. Operational areas at Texas, which had been completely separate between men/women, began to consolidate and not are completely consolidated; worked on revenue channels which are now managed by IMG, including the Longhorn Network/ESPN.
   4. So now she reports to the president for the 11 female sports she oversees, and to the Men’s AD Mike Perin for the operational/revenue/external areas.
   5. Iowa, Arkansas, Tennessee and BYU were
7. You are currently serving as the chair of the National Association of Collegiate Directors of Athletics (NACDA); tell us what that has been like and why it is important for us to not only participate in industry organizations, but invest our time in leadership roles as well?
   1. These are the people who make the industry tick
   2. The expertise on these boards are the great passionate leaders of college athletics
   3. Tim Selgo (Grand Valley AD/2015-16 NACDA chair) preceded Chris as the chair
8. Rapid fire questions
   1. Name one trait or characteristic you look for when you hire someone, and one you try to avoid?
      1. Dedication/passion, once the mental capacity/skill set is there
   2. What habit has been key to your success?
      1. Enjoying the grind; going to work every day and trying to get better
   3. One sentence of advice for emerging young leaders?
      1. Do the right thing even when no one is looking; leaders are people who innately make good decisions based on good preparation and good knowledge, but they don’t need a publicist beside them to make a good/right decision; good leaders inspire, and they inspire when they do the right and fair thing by virtue of their decision making.

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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David shows us how to discover our Why, and gives examples of companies and people leading with their Why before their How or What.

Bio:

David Mead has spent time as a corporate trainer, and then a few years ago partnered with Simon Sinek and the Start With Why team.

David now utilizes his tools and expertise to spread the Why message at scale across North America and beyond, and we are thrilled to have him join us.

Interview:

1. Before we get to your work with Simon Sinek and Start With Why, tell us how you got your start in the field.
   1. Graduated from college with a communications degree, where you can do both everything and nothing
   2. He then went into corporate training (after watching his dad’s similar career)
2. When you would go speak to companies and organizations, what were they most wanting to get out of their sessions? What were they are struggling with the most?
   1. Was in sales training and so the goal was simply to increase sales
   2. But there was a missing piece for him, which was the purpose behind the sales
   3. He liked his job, but that missing piece prevented him from loving it.
3. I read where you are a “serial optimist.” Is that true? How would you define that? How can we gain optimism in our lives if that’s something we lack?
   1. Serial optimist is when you make the choice to be grateful for what you have and look to the future rather than the bad from the past
   2. Didn’t always have this approach, but more recently hast lived this way
   3. Practical: For 30 (50?) days, every day, write down every single thing you are grateful for, and you can’t repeat yourself. We take a ton for granted, and it helps to stop and recognize those things.
   4. (Daniel) Gratefulness has been a recurring theme on the show; recent research backs this up
4. Let’s talk about Simon Sinek and your work with Start With Why.
   1. Who is Simon and what is his message?
      1. Simon has the third most viewed Ted Talk; he owned an ad agency and realized he wasn’t fulfilled with his work. He understood what he did and how he did it, but he didn’t know why he was doing it. Just making more money wasn’t fulfilling. He then thought of the Golden Circle composed of three rings: what how and why.
      2. Simon’s “Why” is to inspire people to do the things that inspire them
   2. He started telling others about it, and a friend suggested he present the idea to his company, and it grew exponentially since.
   3. How do we know what our WHY is? How do we discover it?
      1. There’s a “Why” at the organizational level, and then an individual “Why”
      2. Very hard to be objective with ourselves; we might think we know who were are, but we need others to help us
      3. There is an online Why Discovery course, as well as a “friends exercise” to help you
      4. Simple definition: the meaningful contribution that we make to the lives of people, and the impact that contribution has.
      5. This is how you show up at home, work, with friends, everywhere.
      6. Balance is between two opposing forces, and work/life should not be opposing forces. They are both part of who we are. If we are different at work than at home, we’re lying because we aren’t being true to who we are.
         1. This isn’t necessarily the individual’s fault; it’s sometimes the nature of the environment differences between work/home
      7. Is there an organizational WHY and an individual WHY? If so how do they interact with one another when presumably individuals within an organization have various WHYs?
         1. Within an organization there are really three Why’s: The organization Why, Department/Division Whys (needs to be under the umbrella of the organization why), Individual Why
         2. When someone doesn’t seem to be working out or that they aren’t a great fit, it might be they are a good fit with the organization, but not within the division/unit they are in, so the answer is not to let that person go but rather to move them to another area.
      8. Can we test to make sure we know what our Why is?
         1. Our Why comes from our past, so it’s not aspirational it is who we already are
         2. Whatever you come up with, the next time you have an incredible experience, think about that against what you came up with and see if they match
      9. What is it that ties all your stories together? There are patterns that it’s easier for outsiders to pick up on
      10. How does our WHY interact with our HOW and our WHAT? (outside/in v. inside/out)
          1. The How is the action component for bringing the Why to life; how are you different/special; what are the core values/principles you live by
          2. Everyone knows What they do, some know the How, but few understand Why
          3. Language does not live in the limbic brain, so most organizations communicate from the outside in: they talk about What they do, give a little bit about How, but nothing about the Why
          4. This doesn’t provide for opportunities to build trust
      11. Can you give us a couple of examples of people or companies that have implemented this model and are clear and successful with their WHY/HOW/WHAT?
          1. Start with the reason they exist/what they stand for/cause/purpose, then they talk about How they are bringing that to light and What their products are that are simply the vehicle or the way they are living for the Why
          2. Disney, Lego, the Virgin Companies, Apple, Trader Joes, CostCo
          3. Even though they sell similar products/services to other competitors, they stand out and we are more loyal to them; we are drawn to them; it’s not because of what they sell, it is because of what they believe
          4. Think about T.V. commercials: cars/cell phones are good examples. The ad starts with the product and tells you the features, costs, etc., but nothing much more.
          5. Tesla, on the other hand, sells electric cars (like many others do); if it were like the rest, they would start with their car, say how it reduces pollution and makes innovate technology available to the market.”
          6. But instead, they say “everything we do, we believe in creating a happy sustainable future for humanity. The way we do that is reducing our dependency on fossil fuels and making the most advanced technology available to the market. We happen to make electric cars.
          7. Tesla has 400k deposits/preorders for a model that hasn’t been finished yet
          8. Elon Musk gave a presentation where he spend the first 17 minutes on the Why, more on the How, then in the final three minutes said: want to see the car?!
          9. (Daniel – the Why is static while the What can change or be multiplied)
          10. Tesla v. SpaceX v. Solar City – all different Whats brought together by the same cause/purpose. When you are clear on why you do what you do, you can do whatever you want.
          11. Richard Branson/Virgin too. – His planes feel the same as the record stores; fun, etc.
      12. Can this work for a toothpaste company as opposed to more exciting products?
          1. You don’t need a sexy product to have a Why
          2. The Why doesn’t Have to be tied to the product/service; that’s not necessarily the case
          3. Barry Waymiller in St. Louis builds production machines for food products; their Why has nothing to do with the difference their product makes in the world. It measures its success by the way it touches people.
          4. So if you’re having trouble connecting your What, that’s okay!
   4. As leaders within our organizations, what is your advice on how we should implement Start with Why and use it with our teams?
      1. The place to start is to shift the perspective of leadership away from a title/role, and leadership is about creating a space where people belong, are safe and are real human beings. Treat people well and start to talk about Why the organization exists.
      2. That will help getting people act in a different way. Tell stories about when the organization was at its best. Those moments will come down to when the have directly impacted people.
   5. Where can people go to connect with you and learn more about what you have going on?
      1. StartWithWhy.com
      2. Simon Sinek
      3. New book: Together is Better

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Bill gives us the truth! From FCS football to hiring the right fit to selecting the color (RED!) of your turf field.

Bio:

Today we are privileged to be joined by two-time Athletic Director of the Year Bill Chaves.

Bill serves as the Director of Athletics at Eastern Washington University, a positions he has held for 10 years. His tenure with the Eagles is noted most often by one of two landmark achievements: a football national championship in 2010, and a first of its kind red synthetic turf installed on their football field.

Bill has spent time at Baylor where we first connected, as well as University of Massachusetts-Amherst and Northeastern University.

Bill is a massive Red Sox fan and is likely lamenting the World Series that Theo Epstein recently delivered to the Cubs.

Interview:

1. Why don’t we start by having you fill in a few of the gaps in your bio I just referenced, and tell us how you got where you are today.
   1. Grew up in the “external” world.
   2. Began in sports information/media relations at Quinnipiac
   3. Progress through various tasks to a point where you are no longer doing the tasks so much as leading a team who were doing the tasks
   4. Remembers a moment at Baylor when he asked himself what he actually did that day, because he wasn’t doing the tasks anymore; felt strange.
2. Let’s talk about Division I FCS football. For many in the audience that follow the NFL or Power 5 college football, give us some context around what makes FCS football special and unique.
   1. Been at several levels in D1 and DII; this is his third FCS school
   2. Ultimately perplexed why FCS football hasn’t taken off in a greater way than it does; there are great players who will go to the NFL; there’s a 24 team playoff/the March Madness of football
   3. Similar to the CFL; a great/niche following in Canada; similar in the FCS where there is quality football
   4. (Daniel) Even at DII Western Oregon we had several NFL players come through, and going against EWU, Montana, etc. we saw big-time football.
   5. Joe Flacco/Tony Romo/etc. all FCS players
3. Having been around multiple levels of athletic programs, did you notice anything different about the leadership traits or tactics that an FCS program demanded (both from an AD standpoint as well as from a coaches’ standpoint)?
   1. Default to your principles
   2. When you’re looking to hire people, look for great character and a good moral compass to go along with a level of competence; and then a level of energy
   3. Comes down to fit: you can be the greatest candidate but the wrong fit; this is the difference between whether someone succeeds or not
   4. You see this in MLB free agents all the time; some players just aren’t a good fit with NYC or Boston
   5. Bill tries to lead with optimism and not fear / glass half full / how do we figure it out?
   6. (How do you identify fit?) – be as honest with the candidate as possible; there is a reality aspect after the initial recruiting/wooing part of the process; he needs the candidate eyes wide open; this leads to a lot of self-selecting
   7. That tracks with what Joe Castiglione said about how candidates look when the reality of the job sets in on them
   8. (Daniel brings in a conversation between Jerry Seinfeld and Howard Stern that is somewhat relevant!)
   9. What is the best job you have? It’s the one you have. If you do well with that job, you might have opportunities for other jobs.
4. Tell us how the red turf idea came about, what the process was like to rally people around the idea, and maybe some hurdles you had to overcome to get it done.
   1. Needed turf and had to raise the funds externally
   2. Went with some friends to Boise one summer and watched people taking pictures on the Blue turf
   3. Brought the vision back and got half the funds from one alumni couple
   4. Has become a calling card for the university; that is what athletics can do
   5. (Daniel asks about any odd side effects) – people like to say it will turn pink, but it won’t (though it does look like it when there is snow on the ground)
5. What is the greatest leadership challenge you have faced as an athletic director and how did you handle it? What did you learn from it/would you do anything different?
   1. Challenged when his leadership style isn’t the same as other leaders at the university; because his job is to make sure his boss (the president) and the university is doing the best it can, and all functions of the university must work/come together for that purpose.
6. How do you go about implementing mission, vision, core values, etc. so that they aren’t just platitudes or quotes on a wall, but are actually lived out by everyone in the department?
   1. Every once in awhile you have to hit a reset to make sure the core tenants are what we are living on a day to day basis
   2. Is it good for our student-athletes? Is it good for our department? Is it good for our university? Put everything through that prism and you’ll make the right call.
   3. What the leader is working on speaks volumes as to what is important.
   4. Dialog among staff about these issues is what is important; we’re better off if we know the other programs are doing well, because that will make my program better too
   5. Crossover between Joe Parker last week and Bill is the simplification.
7. As the leader of the department, how do you balance the goal of winning against the sometimes competing goals of doing things the right way, emphasizing academics, etc.?
   1. Nick Saban says it’s the process
   2. We all want to win, but that’s not his focus. Focus is on what are we doing on a day-to-day basis to give ourselves the opportunity to win.
   3. If you spend too much time worrying about the result, you forget about the important process in the middle
   4. Their football coach says panic = defeat. Doesn’t mean not panicking = winning, it just means you won’t lose.
   5. Stay between the 45s; the seasons administratively never ends
   6. (Daniel recalls the conversations we’ve had about John Wooden’s Pyramid of Success and its focus on the process rather than the results)
   7. As an AD, you can set the tone; no panic and we’ll handle issues
8. Is the customer (e.g. donor, ticket holder, fan) always right? Why or why not?
   1. The customer certainly always thinks they are right; and they might be right, because what they think is probably what transpired
   2. We may not have communicated well; or we may not have anticipated how people would react.
   3. There is so much passion, so you have to be cognizant of that; it’s a good thing if someone cares enough to give you feedback, so don’t worry too much about the fact you’re getting it, and see if it’s something worth acting on.
9. You have the opportunity to work with Millennials day in day out, both with your younger staff members and the student-athletes. What advice do you have for Boomers/Xers on leading/working with Millennials? And what advice do you have to Millennials for working with and being led by Boomers/Xers?
   1. Every generation is the product of inventions and what have come out in their world
   2. You have to adapt to how it is that communication can occur
   3. How do you normalize communication so we’re all on the same page?
   4. At EWU there are people who have been in the department for 35 years, and others who are 17 years old!
   5. Don’t get too caught up in the mode/method of communication; there is no right/wrong with this
   6. Doing good / doing the right thing is not limited to one generation
   7. Whatever you’re going to do, do it as well as you can possibly do it
   8. This generation should have a voice at the table, because you can lead from any chair; he is happy to take a back seat if someone else is in control and has responsibility
   9. “I don’t give my advice; I give my opinion.” Be clear. To be unclear is to be unkind. Clarity is key. A diverse group of individuals will make your organization stronger / more creative / etc., but requires effort to be clear.
10. What habit or productivity tool has been key to your success?
    1. Thirst of always trying to find something out there that will fit in our world
    2. He’s pretty imbalanced and treats his vocation as an invocation; so he is looking to EPL and CFL to see what can be learned and see if it will work here
    3. Then try it! Don’t be afraid to try things!
11. Can you share something interesting about your well known alum and redturf donor Colin Cowherd?
    1. Colin likes to say that he wouldn’t have had the opportunities he had if he went to a larger school
    2. The difference between the first and last tapes he did while at Eastern were huge, and that couldn’t have happened with

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Joe talks about why less is more with your mission statement, the importance of empowering the entire team to think and take action, and why collaboration is the key.

Bio:

Today our guest is the Director of Athletics at Colorado State University Joe Parker.

Joe joined the Rams in March of 2015 following a successful administrative career spanning elite programs such as Texas Tech, Michigan and Oklahoma, where he and I first connected, among others.

Joe was a three time All-America swimmer at the University of Michigan, and was referred to as a Zen Master in a recent article by the hometown newspaper.

Interview:

1. First Joe is it true that you are Zen Master?
   1. Coloradoan article
   2. VB coach Tom Hilbert
2. Why don’t we start by having you fill in a few of the gaps in your bio I just referenced, and tell us how you got where you are today.
   1. Didn’t discover athletics as a career until late 20s
   2. Did a bunch of informational interviews with the Texas Associate ADs
   3. Worked as an intern in development and was off to the races
      1. Customer care
      2. Event set up
   4. Donor benefits such as tickets/parking
   5. Had worked between undergrad and grad in the private sector
   6. The career fit with him
   7. This is a give-back profession; more experienced people are almost always happy to share thoughts/advice with those just coming up or interested in the profession
3. What did you learn about leadership as a student-athlete at Michigan that continues to impact how you lead today?
   1. Not everyone in athletics was a student-athlete; presents some advantages in that you realize and understand that it’s not easy to be a student-athlete
   2. Build core of who he was as a person; knowing your role in a team; supporting those around you; accrues to the betterment of the entire team
   3. Often draw on those experiences as a student-athlete; understand what it takes for those student-athletes to be successful
4. You were handed a fairly sizable task when you first came aboard at Colorado State, and that was building a new football stadium. What was that like to walk into and tell us about a few of the challenges and successes you’ve experienced.
   1. Context: CSU liked that he has been part of large capital projects at Texas, Oklahoma and Michigan when they hired him; so he understood what it took to go from start to finish
   2. He joined four months after the university decided to move forward; didn’t have all the fundraising in place yet nor was there a shovel in the ground
   3. Negotiated new multimedia rights deal with Learfield
   4. Secured several naming rights within the stadium
   5. Sold out 100% of premium seating/clubs
   6. At the beginning there was a lump in the throat not knowing whether the stakeholders would participate
   7. On-campus stadium is so key to interaction with the main campus and the university
5. How would you describe your leadership philosophy, and where did that come from/how did it develop?
   1. Over time he has had great mentors who have given him a lot of autonomy to develop his own way
   2. Very collaborative, though he knows ultimate decisions will be his; he likes to delegate as much as possible to those closest to the action – everyone is a leader
   3. Seek input from as many people as possible; then get three/four key people in the room and get their thoughts and work toward a consensus; then advance it
   4. Always like to have partners in decisions; particularly your president
   5. He tells people they have ability to take action because many will sit back and wait if they don’t have the title
   6. He can’t be everywhere at every moment and can’t think about everything that needs to be thought about.
6. You also came to CSU replacing someone who was in many ways your opposite; how did you approach that dynamic and how would you advise us to handle similar circumstances?
   1. Hard to speak to the past sometimes
   2. There are lots of effective leadership styles
   3. Just be you; can’t present yourself any differently or people will see through it
   4. Didn’t really have to sell that to the staff; but you do need to be patient and demonstrate a level of competency
7. What is the greatest leadership challenge you have faced as an athletic director and how did you handle it? What did you learn from it/would you do anything different?
   1. When you encounter a moment where someone hasn’t been able to meet expectations and you haven’t been able to get them up to where they should be
   2. There has to be a separation and that’s a very difficult call
   3. You can’t hesitate when you see someone making a misstep; you have to be candid and let people know what you think; address it early
   4. It’s unfair to let a lot of issues to accumulate without them being addressed and then it’s too late; that’s when people feel blindsided
8. You spent a number of years at schools that were THE #1 show in town. Most of us do not have that luxury and now you are in a crowded market with Colorado, the Denver professional teams, etc. How do you go about distinguishing yourself among the competition for attention?
   1. Wonderful thing about intercollegiate athletics – you have students with an affinity for your program and want a good experience; this is the most important piece, because students in the building has the largest impact on the environment
   2. Next you have alumni who also have an affinity for your school and programs; and they usually live nearby as well
   3. Then a focus on the local community
   4. The Broncos have done a great job engaging the entire state, but CSU has worked with them as well
   5. The motivations between what you do on the professional level v. college are very different; mission statements will be very different
   6. (Jeremy Darlow book Brands Win Championships – not getting distracted by trying to have mass appeal but instead focus on those close to you)
   7. Must constantly work hard to encourage students to participate; the in-game experience is critical to how people engage with your program and university
9. Have you identified a secret sauce when it comes to recruiting and hiring the best people for your team (coaches and/or staff)?
   1. The process is key
   2. Collaboration is an important part of the process
   3. Put a diverse group together so you can see things from all sides and then start narrowing the pool
   4. Bring a few on campus for face to face, and create a broad experience for the candidates when they come on campus
   5. (What about advice for candidates to prepare) – Core competencies for whatever the role is; someone who can articulate their passion for the role; experience should be conversational; not overly rehearsed; carry the vocabulary of the job; authentic in who they are and how they present themselves
10. What is your take on mission statements, values statements, etc.? How, if at all, should we implement them into our organizations effectively?
    1. Most mission statements are too verbose; they need to be concise and memorable; they have to articular the purpose of the organization
    2. Dave Brandon at Michigan really showed him how to make missions statements/strategy/guiding principles/long-range goals into objectives that worked and made sense; very simple approach
    3. They did have a 44 word mission statement when he first arrived; nobody knew it or could recite it or get close
    4. “To educate, engage and excel” is what they wound up with after 1.5 days of discussion
    5. (Jimmy Seibert on Episode 008 did something similar and narrowed their value words from 15 down to three)
    6. You want people to be able to embed the thoughts into their daily work life
11. What advice do you have for young professionals who are striving to be better leaders or maybe even trying to get that first opportunity to lead?
    1. More important than just getting a job is to understand your passion and connect it with the job you’re seeking
    2. If you weren’t getting paid, would you enjoy what you’re doing?
12. What habit or productivity tool has been key to your success?
    1. At the end of a day, when you’re done, do three other things before you go home
    2. Write a list of three things you want to accomplish the next morning when you first get in
    3. These were from former Michigan AD Bill Martin

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Jamy talks John Wooden, solving the actual problem rather than just treating the symptoms and how to lead an organization simply by leading the person next to you.

Bio: Jamy Bechler is the Senior Director of Leader Engagement for The Guidestone Group in Atlanta, GA, where he organizes and teaches leadership seminars for businesses and organizations from all over the country.

Jamy is also a John Maxwell certified leadership coach, a husband and a father, and I am excited to introduce him to you right now.

Interview:

1. Before we get too deep into our subject matter for the day, fill in some of the gaps in your bio there and share with us some of your path to get where you are today.
   1. Since realizing the NBA wasn’t an option, wanted to be a basketball coach
   2. Began as a GA at Kent State; Became a head coach at 27
   3. Desired to be an athletics administrator and became an athletic director at an Indiana high school
   4. Had been dabbling in public speaking/leadership training and got certified by John Maxwell, and then went full-time into that world
2. Who were your mentors or people you looked up to in the coaching world and how did they impact you?
   1. Huge student of coaches
   2. Growing up, John Wooden was the first coach who inspired him – from the book “They Call Me Coach.”
      1. Did senior research project on him, and sent a follow up letter to UCLA requesting more information
      2. Weeks later Coach Wooden called Jamy in his dormroom and spend 30 minutes on the phone
      3. His paper was “Could Coach Wooden’s methods work today?”
      4. The great coaches adapt (Coach K has different teams every three or four years)
   3. Tom Landry and Tony Dungy were two others that Jamy desired to be like; calm/cool/even-keeled. They cared about their players.
3. When you speak to companies and organizations, what are the one or two things from a leadership standpoint they are struggling with the most.
   1. Many times they know what they want, but it isn’t necessarily what they need
   2. They want to solve short-term symptoms rather than the deeper rooted illness
   3. You can see this in sports all the time; the Cleveland Browns can change head coaches every three years but they still lose. It’s a system issue that requires more than a band-aid.
   4. You have to connect with the key decision makers and get them to see what the real problem is.
   5. As leaders, our attitude is contagious and those we lead may/will often reflect our own attitude. It’s up to us as leaders.
4. How do you help them work through those challenges?
   1. Where they haven’t connected with people around them; look at themselves as positional authority and they are leaders in title, and therefore think they can’t learn from the people they lead
   2. Much like a general who refuses to learn from a sergeant who knows more about what’s going on on the front lines because they are there.
   3. Need to acknowledge the other person’s perspective; we can’t perceive there is another side.
   4. Key is to ask the leaders a lot of questions to clarify the problem; many times the original problem they stated is not what is going on.
   5. Also key for leaders to be able to acknowledge different perspectives (don’t have to agree, but just start from a place of recognizing it)
      1. We see this disconnect in the political realm, when you can hear pundits on the various cable networks interpret the same news in completely different ways
5. How have you found your coaching experience translates into the work you are doing now?
   1. Enterprise used to run commercials promoting how many of their employees were college athletes and how that has prepared them to be successful in their careers.
   2. Coaching has a similar impact – make lots of quick, high-pressure decisions; work with diverse groups of constituents
   3. Working right now with a $2B company that makes airplane parts which needed training for their managers working with Millennials; also helping their employees who work within teams; coaching helped him prepare for each of these
   4. Millennials – many of his sessions start the same way with the older generations complaining; but then he gets them to recall what the prior generation thought of them. Each generation thinks the one after them is “name your pejorative!”
      1. You can use the unique characteristics of Millennials as a positive
   5. As a basketball coach and in business, the job is to maximize strengths and minimize weaknesses
6. You spoke recently to the University of Illinois student-athletes, and something you said caught my attention. You emphasized that each individual player is a leader (not just the captains or starters). Can you expand out that for audience because that is something we talk about quite a bit.
   1. John Maxwell: “leadership isn’t about titles, position or flow charts, it’s about one life influencing another. Leadership is influence, nothing more nothing less.”
   2. Think about Harriet Tubman – she didn’t have a position or a title. People respected her for her character and what she was able to do for people, so she was a leader and now is heading for the $20 bill.
   3. You can lead yourself first
   4. So when a freshman says, “I can’t influence the team,” that’s mistaken. The freshman can influence himself, and then those close friends around him. That can start a ripple effect which can impact the larger team/organization.
   5. Don’t wait for the coach or upperclassman. We have to do it first.
   6. The traditional way of thinking about leadership is flawed: it gives those who don’t play or aren’t the captain a cop out for not leading.
   7. (Daniel) This should take some pressure off those trying to lead without a title/rank; that they don’t have to lead the entire organization, but rather just the person next to them and start that ripple effect.
   8. Ghandi says be the change you want to see in the world. It can start with you first. Don’t wait for someone else to do something right. There’s not a bad time to do what is right. Don’t let what you can’t do interfere with what you can do. – John Wooden
7. You recently wrote about seven tips to get your next job, and I get asked about job searching from the audience so I thought we should dive into that a bit.
   1. Read the job posting and do what it says
      1. If it says email or postal mail only or has a deadline, then do what it says! You don’t want to lose your opportunity just because you didn’t follow instructions.
   2. Personalize your cover letter
      1. Make it sound like the job is special, and it’s the only one you want
      2. Doesn’t mean this always works, but it will help more than it hurts
      3. You can also take some chances to stand out, knowing it will eliminate some who will not respond, but attract the attention of at least a few employers
   3. Don’t wait
      1. Almost every posting has a deadline, but they will often begin going through the applications and may even know who they want to hire before the deadline hits
      2. So if you wait until the deadline you are likely too late
8. You are a John Maxwell certified trainer, and even edited and published an ebook based on his principles. What are a couple of the highlights you want people to know about John Maxwell’s leadership message?
9. Talk about being a leader within your family and in the home. How, if at all, is it different from leading in a work environment?
   1. New blog article about his son – That time my wife was right, and I was glad.
   2. Not a whole lot different from how we work with our colleagues and teams in terms of principles
   3. Everyone Communicates, But Few Connect – John Maxwell – We don’t put forth the effort to prioritize our relationships, which leads to not connecting, leads to not having the right perspective
   4. We choose how we prioritize our family; look at where we spend our time and money.
   5. “It doesn’t make sense to come home with a pocketful of money to a house full of strangers” – Aaron Walker on Episode 11
10. Where can people go to connect with you and learn more about what you have going on?
    1. Twitter: @coachbechler
    2. coachbechler.com
    3. Does a lot of talks with schools, in addition to corporate training.
    4. Retreat center nearby where he hosts companies and organizations for staff retreats

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Craig talks Trump, Olympic hoops, sports and the State Department, and the importance of education.

Bio:

Today we get to visit with another of my former CSTV colleagues, former Georgetown Basketball player, assistant coach and Head Coach Craig Esherick.

Since leaving the coaching world Coach Esherick has joined the academy as Associate Professor as well as the Associate Director for the Center for Sport Management at George Mason University.

You can also hear Craig providing commentary for college basketball on the MidAtlantic Sports Network.

Interview:

1. We spoke with former Oklahoma Congressman J.C. Watts last week and the first question I asked him is the first one I have to ask you. How is your community there in the greater Washington D.C. area reacting to President-Elect Donald Trump.
   1. His area was very pro-Clinton
   2. Walkout in a nearby school
   3. No shortage of politics to talk, which he enjoys doing having grown up in the area and lived there his whole life
2. Tell us about growing up in the D.C. area; Silver Spring, MD, and how you first discovered your interest in and talent for basketball.
   1. Played football, baseball and basketball as a kid
   2. Gradually focused on basketball
   3. Would go down to the University of Maryland and play against their players
3. What are a couple of lessons you learned from the great John Thompson?
   1. Spent a bunch of time around John Thompson, who emphasized loyalty and the importance of defense
   2. Defense is hard to play; you have to drill it and try to make it fun
4. What was it like to work with the 1988 Olympic team, which of course set up the dramatic entrance of the Dream Team in 1992.
   1. The single best experience he has had in the sport of basketball (and he won a national championship at Georgetown in 1984)
   2. Two years of putting together and implementing a plan
   3. Prompted his interest in sport development in other countries
   4. Had some of the all-time great players on that team, though they were disappointed with the Bronze medal – those players were professionals
   5. If you played in the CBA, NBA or Philipine Basketball Association, you were considered professional an ineligible for the Olympics
   6. Now those rules are gone, though the US voted against the change to allow NBA players participate
   7. 1992 was the first year with American professionals; and not one of those games on the Gold Medal march were close
   8. Interesting watching this year’s Olympics because most of the games weren’t close again (after going through a few cycles when games were close). Also the shooting skill of American professionals has improved dramatically due to the Olympics.
   9. Jerry Coloangelo and Mike Krzyzewski did a great job, and Coach Popovich will do great taking over.
5. How would you describe your coaching philosophy and leadership style?
   1. Direct and honest with the players
   2. Focus on what they do well
   3. Talk about defense a lot
   4. Stress importance of academic achievement and performance in the classroom; you’re getting a free education.
6. Tell our audience about CSTV and how you came to work with them.
   1. VP for Biz Dev – went around talking to the ADs who did business with them
   2. Also did a weekly college basketball podcast
   3. Culture shock to move from college athletics to the business world
   4. Grew to appreciate New York
   5. Met Bob Bowland at NYU, who helped him get his position at George Mason
   6. CSTV has since been folded into CBS College Sports
7. Then much like me your family was a major factor in returning to the D.C. area. Talk about that a bit because I think it is important for people to hear how the realities of your personal or family life can, do and should impact your career decisions.
   1. Worked in New York at CSTV while his wife was working as a district attorney in D.C., and she was running for office, so she wasn’t in a position to move
   2. He didn’t want to move his family all over the country like most college coaches have to do
   3. Made the decision to plant in the D.C. area, and his wife has won two elections since
   4. Now completely committed to his professor role, looking to write a few more books before he retires
8. What is the difference between teaching in a classroom and coaching on a court?
   1. Kids are the same age, but the pressures of college athletics are much greater than the pressures in the classroom
   2. Pressure on the coach much greater than on him as a professor
   3. In terms of actual teaching, there are some commonalities, but don’t have to have conversations with parents about playing time!
   4. Kind of misses talking to the press
9. How, if at all, have you used your legal training and skills in any of the non-lawyer jobs you’ve held since leaving law school?
   1. From a practical standpoint, JD is terminal degree which helps when teaching in a university
   2. Teaches sport governance and policy so the JD helps
   3. JD taught him to communicate in the written and spoken word
10. Tell us about your role with the State Department and promoting sports around the world.
    1. For the last five years, involved in a grant with the State Dept, which brings athletes/coaches from around the world into the States
    2. Then he and his team introduces tools, theories, resources about our sports to them
    3. Almost every group is surprised at how friendly and open the US is
    4. He did not send Dennis Rodman to North Korea!
11. You are coming out with a new book soon about sports diplomacy; what can you tell us about that?
    1. Editing it right now with three other authors
    2. Writers from all over the world contributed
    3. First three chapters are about sport diplomacy and what it is, then about US sport diplomacy
    4. Culture Connect is a General Colin Powell invention while he was Secretary of State, and has built some of these diplomacy programs
    5. Out anytime!
    6. Case Studies in Sport Diplomacy
12. I read where you still play hoops on a regular basis; what is your strength as a player these days?
    1. Every Saturday morning
    2. Though he is a better defensive player now
    3. Success is not getting hurt
13. Where can people go to connect with you and learn more about what you have going on, the sport management program at GMU, etc.?
    1. gmu.edu--> sport management
    2. cesheric@gmu.edu

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Former CSTV colleague goes deep into his career path, the power and best approaches to networking, and how to thrive in organizations large and small.

Bio (for more):

Scottie has done it all in the world of college athletics. He spent five years with the SEC office, and then five years with the NCAA as its Associate Director for the Division I Women’s Basketball Championship.

He had a stop at CBS Sports Digital where he and I first connected, before moving on to the Ivy League as its Associate Executive Director, Communications and External Relations.

This fall, Scottie began a new chapter in his career when he went on campus at Tulane University to serve as its Associate Athletic Director for Strategic Communications.

Interview:

1. You’ve worked for a conference, the NCAA, a business partner and now on campus. Talk about how you got each of those opportunities and fill in your career path for us a bit.
   1. Most of the opportunities came organically
   2. There wasn’t a plan to go to each of these stops
   3. Began by working the athletic department at the University of Alabama, at the right time (1992) when UA won the national championship in football
   4. (Daniel recalling the UA/Miami championship game)
   5. Follow up talking about the importance of working for nothing/little early on
   6. How the dominos fell for him to land the full-time gig with the SEC one year out of college
   7. (Daniel on the key of doing excellent work to position yourself for opportunities)
   8. Started a networking group while on the NCAA staff
2. (17:00) Can you give some examples of extraordinary leaders or leadership moments you’ve witnessed and what made them unique?
   1. Roy Kramer – Vanderbilt AD; SEC commish who went from 10 to 12 schools and started the conference championship game trend and also the BCS model/formula
      1. Relied on his coaching instincts (won a football national championship)
      2. People saw his vision and wanted to get behind it
      3. He said jump and Scottie would say “how hi?”
   2. Tom Jernstedt – father of the NCAA tournament; president of USA basketball
      1. Lived nearby the NCAA office
      2. Scottie learned Tom would be in the office on Saturday, and started coming in Saturdays to do extra work and get some time with him
   3. Bill Hancock
      1. Riding the Blue Moth
3. (26:15) How does leadership change, if at all, when you are talking about a large organization like the NCAA, to a small organization like a conference office?
   1. In a large organization, it is critical to get to know people
      1. On certain days, he would take a walk up and down a hallway and just start to talking to people
      2. Before long he became known as the guy who knew everyone in the building
      3. Would take different/long routes to his office from a meeting or on the way in/out to facilitate interacting with people
      4. Networking lunches
   2. In a smaller organization, didn’t do as much of that since you naturally got to know everyone much quicker
   3. (35:15 follow up about networking)
      1. Don’t network just for the sake of networking; look to add value
      2. He likes connecting people and putting people together who will do great things
      3. When at conferences, don’t sit with/talk to the people from your organization; meet new people!
      4. Work an NCAA championship; great way to meet people.
      5. Goal should be to get to a point in your career when you don’t have to seek out new opportunities; they will come to you based on the work you are doing.
      6. (Daniel follow up on the CALS conference re: Will Reece, and how true networking is about relationship building with the purpose of adding value to others)
      7. Athletics (and many other industries) are relatively small worlds, and you don’t know who is connected to who. Those relationships can make/brake whether you get a job/opportunity.
4. Where can people go to learn more about you, Tulane athletics, or anything else you have going on?
   1. LinkedIn
   2. Twitter @SFRodgers

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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From football to ministry to Congress and more, J.C. Watts has led and inspired millions.

Bio:

Our guest is J.C. Watts. Over the course of his distinguished career, Mr. Watts has served as a Baptist minister, a state-wide office holder in Oklahoma (the first African-American to do that), and a four-term United States Congressman from the fourth district of Oklahoma, where he was elected the first-ever African-American chair of the House Republican Conference.

Since retiring from Congress in 2003 he started a lobbying and consulting firm, contributed to various media outlets and served on several corporate boards.

Mr. Watts was a star quarterback at the University of Oklahoma and then in the Canadian Football League.

Interview:

1. I don’t think I could open this conversation with anything other than asking you for your thoughts on the election results and President-Elect Donald Trump.
   1. An earthquake hit
   2. Not shocked, but surprised
   3. Didn’t vote for either Hillary Clinton or Donald Trump
   4. When a candidate acts in a way that would cause you as a parent to send your kid to their room with no dinner, can’t vote for that
   5. But he’s the president-elect and owe him support and not wanting him to fail
   6. You can’t sink the captain’s quarters without sinking the crew’s quarters
   7. Hopefully he will govern differently than he campaigned
   8. President Obama and Secretary Clinton have acted like adults in the wake of defeat
   9. Will pray for Mr. Trump and his advisers, cabinet, etc.
   10. We are a racial powder keg waiting to explode; the sticks/stones/words won’t hurt mantra is a lie; words matter
2. You grew up in Eufaula, Oklahoma on the eastern side of the state. Tell us about growing up there and maybe lesson or two that you learned that still impacts you today.
   1. There was a time when he couldn’t swim in the public pool; had to sit in the balcony at the theater
   2. New book: Dig Deep: 7 Truths to Finding the Strength Within
      1. Men of all races have sewed into his life
      2. Not angry about past
      3. Got a perspective that allowed him to succeed beyond pedigree, education and abilities
      4. We’ve lost that community spirit these days; to invest in kids
   3. In politics, the new theory is do unto others before they do unto you
   4. Values come from faith and growing up in small town Oklahoma
3. What was it like to play football at Oklahoma for Barry Switzer in the late 70s?
   1. Began career there in 1976
   2. Quite twice his freshman year
   3. Coach Switzer called him back before spring practice and talked to him and said if you stay, you’ll play
   4. He believed Coach and decided to stay; it turned out just like he said
   5. C. got married, matured, had two kids all while there and then starting his last two years
   6. Life is like a puzzle; if you just look at one piece in 1000 piece puzzle it doesn’t make much sense; but once you get to the end, “now I see.”
   7. Life is a process; you have to get up every day and chip away at it; be conscious of getting better and doing it better
   8. (Daniel follow up) what was it about Coach Switzer that convinced you he was telling the truth and convinced you to return?
      1. Back then, coaches were huge
      2. With him, what you saw was what you get
      3. No reason not to believe him
      4. Just needed to bide time and do what was expected
      5. That experience game him a better insight on how important getting an education was
      6. “Don’t waste your pain” – grow from it; get better from it; his grandmother would say “there’s no education in the second kick of the mule.” Learn from the first kick!
      7. All that has made him a better person
      8. We’re all dysfunctional to some degree; but when we allow that to become our normal is when there’s a problem; that person isn’t interested in growing personally
      9. Had to grind to get there.
4. Soon after graduating college you went into the family business: ministry. What are the similarities and differences you’ve noticed between leading a congregation and leading constituents?
   1. Trying to separate leadership and management is like trying to separate the water from the wet; difficult to do
   2. Leaders don’t create followers; leaders create more leaders
   3. Backup QB is going to pay attention to what the starting QB is doing
   4. The great leaders all have one thing in common: they were not group thinkers. They were willing to challenge the status quo; they thought about 100 years from now
   5. Sometimes we pay so much attention to the right/left wing that the whole bird is dying
   6. The 2016 campaign was not very future oriented; we are on the cusp of curing several major diseases but that wasn’t talked about; no talk about R&D no talk about what we want to be as we grow up as a nation
   7. As FDR said, we all have a rendezvous with destiny; we have to think to the future
5. You were the first African-American Republican from the South since Reconstruction; what was it like to be the tip of that spear? And where do you think we are today when it comes to Black representation in government
   1. His uncle was state president of Oklahoma NAACP for 18 years
   2. When he switched from Democrat to Republican it was a big deal; most of the state was Democrat at the time
   3. Did it out of conviction; felt the Democrat leadership had left him economically and socially
   4. Didn’t run to be the first African-American for those roles; just wanted to serve; if one runs for any other reason, it’s the wrong one
   5. He term limited himself after four terms
   6. He has been after the Republican party to do things to establish a deeper relationship with the Black community; Hispanics, poor White too
   7. Concerned about this because of his faith, not party affiliation
   8. His church is very diverse; didn’t choose a church filled with people that looked just like him or any other trait; wanted a church that looked like Heaven – every tongue, tribe and nation; doesn’t mean that when he talks diversity or minority outreach that it excludes someone else
   9. The thing God gave us that holds us together (our skin) is the thing that divides us
   10. But God made all of us the race/color; he didn’t mean for us to be color blind, if so he would have made us all one race/color
   11. (Daniel praising Congressman Watts for term-limiting himself)
       1. The strength in politics is not in hanging-on, but in letting go
       2. Easy to slip into living in the bubble
       3. The cheer of the crowd can be so intoxicating and seductive; exists in lots of arenas, but none bigger than in politics
       4. Remember Grandma “…you may be some of that, but you ain’t all of that.
6. How many yards and touchdowns do you think you would have thrown for had you played in Bob Stoops’ offense in 2016?
   1. Threw the ball 81 times in 12 games one year
   2. Then in the CFL threw it 50+ times in one game
   3. Feels like standing up and saluting whenever he sees an option or wishbone play
7. Get more J.C.
   1. Dig Deep: 7 Truths to Finding the Strength Within

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Will talks about coaching hundreds of basketball games before graduating high school, transitioning from coaching to the world of sports agents, and how empathy is the key to networking and building relationships.

Bio:

Will Reece is the co-founder of Next Level Sports, a sports agency representing mostly Division I basketball coaches.

He also founded the Collegiate Athletics Leadership Symposium (CALS) in 2011, an invitation only networking and learning opportunity for athletics administrators.

Will is an Oklahoma guy who began his career coaching basketball before transitioning into entrepreneurship.

Interview:

1. Will first off tell us a bit about your first career as a coach and just how you got into the sports world to begin with.
   1. Always dreamed of being a professional athlete, then once that wasn’t going to happen, transitioned to coaching
   2. Coached his first basketball team at 14; AAU 12 year old team
   3. As a high school sophomore, helped coach the freshmen, and as an upperclassman coached the JV team
   4. Coached summer league games
   5. By the time he graduated high school, had coached hundreds of games
   6. Coached through college as a high school assistant
   7. Never thought he would do anything else
   8. (Daniel follow up on getting those opportunities) – Had a friend/mentor/high school coach at Tulsa Memorial High school, Robert Sprague; took him under his wing.
   9. (Daniel follow up on who is the best player he ever coached) – Played against Renzi Stone’s Jenks team in the high school state championship. Brandon Lloyd was their best player, who went on to play at UCLA.
2. Why did you decide to make a transition to entrepreneurship and the world of sports agency?
   1. After college was a graduate assistant for Bob Hoffman at Oklahoma Baptist
   2. Was an AD/Coach, then was the head coach at Tulsa Metro
   3. Always interested in the philosophy of why you do things, and how you communicate those to potential employers
   4. Led to the creation of a book that he would take on job interviews with plans, strategy, philosophy
   5. A few friends started asking him to put together similar books for other coaches, and his first business was born
   6. 2005-06 went to be an operations guy with Doug Wojcik/men’s basketball at the University of Tulsa
   7. Felt a change in his spirit from being a coach to doing something else. And it was shocking and dramatic, because coaching was the only thing he ever wanted to do.
   8. Decided then to get out of coaching, but didn’t know what he was going to.
   9. Looked for a way to live where he wanted to live, with the life he/family could enjoy and do something he was passionate about
   10. So he began to go have lunch and meetings with people in town who knew him and asked what they thought he would be good at
   11. Led to three months of selling insurance
   12. Then the opportunity came along to launch what is now NextLevel
   13. Looking back there were entrepreneurial touchpoints which demonstrate abilities to start a business, but it was tough at the time because you feel locked into your identity as a coach/teacher since you’ve done it so long and it’s all you ever wanted to do
   14. (Daniel follow up) – As guys we have a tendency to equate our job with our identity, and it’s important to separate those.
3. How do you describe what it is that you do now? Many of us may think we know what a sports agent does from Hollywood or wherever, but set us straight on what it actually looks like.
   1. (17:15) – Everyone talks about the line “Show me the money,” but the line that he sees a lot in his business is “Help me help you!”
   2. He works specifically with college coaches (mostly basketball) rather than as a player agent
   3. Pillar One – Career Management and Advancement; Pillar Two – Contract Negotiations
   4. During basketball season, spends a lot of time on the road visiting clients, ADs, search firms and keeping up relationships and developing new ones
   5. Mid-Feb through end of May it’s crazy season!
   6. Different approach you have to take with ADs and presidents than if you were a player agent dealing with GMs and owners
4. What are the top issues that your clients are dealing with when they come to you for career help?
   1. (24:15) Many clients are frustrated because they haven’t been able to break through
   2. It would be great if coaches could get the jobs they deserve, but it doesn’t work that way; they need to be put in position to be seen and interviewed
   3. That’s where NextLevel comes into play
   4. (Daniel follow up) – how just getting a law degree doesn’t result in a job without doing the legwork to put yourself into position
   5. Some clients will get it and eat everything up you advise them, but others will fight it
   6. The ones who get it know how to hustle and execute
5. What are you seeing from schools (ADs and presidents) in terms of what they are looking for in their head coaching hires?
   1. (30:15) They are looking for a CEO
   2. You don’t spend as much time on the “game” as you think you might; you have to raise money, market the program, recruit, etc. You also have a staff to manage in addition to the roster of players
   3. Aware of social media landscape
6. Tell us about the Collegiate Athletics Leadership Symposium. What made you want to start that in 2011
   1. (33:45) Professional development and networking event for college athletics administrators
   2. As a coach, always liked going to clinics, and this is in that mold
   3. The first one was in 2011, hosted in Tulsa with then-AD Bubba Cunningham (now at UNC-Chapel Hill
   4. It is by invitation only just based on who the most recent attendees think should be invited
7. Many of us are familiar with NACDA and other industry conferences. What makes CALS different? Should it be thought of as a substitute or a complement?
   1. (38:15) Complement – NACDA has 6k – 8k attendees; the NACDA #2 has been to CALS several times
   2. Time of year (October) is a bit different; go Sunday night through Tuesday noon
   3. Had about 40 Division I ADs on panels as speakers
   4. Had search firms there too which helps them find up/coming talent
   5. The number one thing he wanted to do was add value to college athletics
   6. (Daniel follow up at 41:45 asking about the hot topics) – They really like AD panels talking about their career paths; crisis communications also big
8. You are an expert in networking. What are some myths associate with networking and how can we do it the right way?
   1. (45:00) – “networking” almost a dirty word in college athletics; but inevitably it’s being discussed with three or four coaches who are networking themselves!
   2. Empathy is huge; put yourself in other people’s shoes
   3. Goal should be to build authentic relationships
9. Where can people go to learn more about you and Next Level Sports?
   1. LinkedIn
   2. CALS
   3. Twitter
   4. Email

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Operating as an owner, process v. bureaucracy, veto power in hiring and outlawed PowerPoint!

Bio: John Rossman is the managing director at business consulting firm Alvarez & Marsal. Prior to that he spent four years at Amazon, where he launched and scaled the third party selling platform, and also the enterprise services business.

In 2014 John wrote a book reflecting on the lessons learned at Amazon titled The Amazon Way: 14 Leadership Principles Behind the World’s Most Disruptive Company.

Interview:

1. First things first. You are the father to two teenage boys who play sports. Tell us a little bit about the role you’ve seen sports play in their lives and maybe a life lesson they have learned through sports.
   1. Helped develop passion and discipline
   2. What is the secondary trait that different sports present to you? The underlying emotional/leadership/mental aspect?
2. We’ll spend the bulk of our time going through your book and the leadership lessons you write about, but if you would take a minute or two to share your journey and how you came to work at Amazon in the first place.
   1. Been in consulting entire career
   2. Efficiency; integrations to help things work across company
   3. Through a connection came on board to help develop Amazon’s third party platform, which is now over 50% of their business
3. As we get into the book and your time at Amazon, describe the culture of the company from the time you were there, and what makes them a leading company in the world today?
   1. 2002 the company was much different
   2. Bubble had just burst
   3. Amazon was being questioned regarding whether it was viable
   4. They have always been frugal; strategic because they believe you have to invent your way out of tough spots
   5. In 2002, Amazon only sold books, music and video; and Amazon actually sold each of those; so the marketplace allowed it to expand into new categories (sporting goods, musical instruments, etc.), and to do so without having to carry that inventory
   6. Allowed Amazon to expand depth/breadth of what they sold
   7. Every category other than books, music, movies, electronics started as a third party seller
   8. While almost all retail growth is online, only 10-12% of all retail sales is online; so still very early
4. Let’s get into the book.
   1. First of all why did you write it and how do you think it can help young leaders as they mature and grow in their leadership skills?
      1. Didn’t write it immediately after leaving Amazon
      2. But when applying lessons from Amazon to his consulting clients, a client suggested he put the Amazon lessons in a book
      3. Seven years after leaving Amazon when he wrote the book
      4. Relationship with that client came about from kids on the same baseball team
      5. (Daniel) book allows readers to see practical/concrete ways that leadership skills play out in the real world
   2. The second principle is to “Take Ownership of Results.” You say that leaders at Amazon are “owners.” Can you go into that a bit and specifically talk about how this mentality was encouraged?
      1. Core concept at Amazon
      2. An owner thinks much differently than a renter
   3. Everyone at Amazon has stock in the company to encourage this
      1. Also the results are bigger than your job/department; think of your customer and the overall experience and not just your piece of it
      2. Ownership avoids bureaucracy and finger pointing
      3. So you can make a bigger impact than your own area’s results
   4. In the section on principle three, Invent and Simplify, you talk about the importance of good processes without bureaucracy. How do you go about that? And why do you say this is key to retain the A players and avoid C and D players?
      1. In most companies, people confuse bureaucracy with process, when actually process prevents bureaucracy
      2. Creates accountability
      3. Sometimes we hide bureaucracy by calling it process
      4. The best performers want to be in a place where they can get things done and make a difference, without having to fight against the bureaucracy machine, while B/C players like to hide behind it.
      5. So As will leave and B/Cs will stay.
   5. Can you talk about the process you went through to get hired at Amazon and why you believe it is that way? I think people would be amazed at the number and intensity of the hiring/interview process.
      1. Focus on fungible skills; the best athlete mentality
      2. Special role called a bar raiser – they aren’t part of the hiring team; is the candidate going to help raise the bar? The bar raiser has complete veto power over the hire with no questions asked
      3. All the interviews are based off of these leadership principles: customer obsession; using data to drive results; collaborate well
      4. Tons of time invested into hiring process; John was interviewed 23 times before being hired
      5. (Daniel) advice on how to implement? Get your definitions clears; what are you looking for? How are you evaluating talent? Don’t compromise! Especially not based on speed. Have thoughtful interviewing approaches.
         1. Past behavior based interviewing is the best way to identify what candidates are capable of in the future
         2. No softball interviews!
      6. My impression of the Amazon culture after reading your book is one of extreme pressure and intensity, but not to the point that it repelled good people or stifled their innovation. Is that a fair categorization? If so, how does this work?
         1. It is a high intensity, high expectations, high performing environment
         2. Retains and grows great talent
         3. Most high performing teams have the same type of culture
         4. Starts with talent selection, but goes throughout the entire cycle of the employee
         5. Allows you to get big things done without a lot of overhead/bureaucracy
      7. I was struck by the no Powerpoint rule when presenting ideas, and also the future press release technique. Can you talk about those?
         1. Writing a narrative v. building a powerpoint is trying to get clarity and being specific about what is being proposed
         2. Ambiguity is always on the edge, so specifics matter
         3. Must get clarity and scale it across more people, so the knowledge isn’t just with one person
         4. Narratives are either 2 or 6 pages in nature, and instead of a Powerpoint, you have to write it out; audience must “get it”
         5. Future press release makes you put yourself in the customer’s shoes about whey they love the product; also what were the challenges that were overcome in order to achieve the result
         6. (Daniel) Talking about the mistaken use of Powerpoint as the primary (or only) communication method rather than just a tool to efficiently share a more thought out set of ideas (the narrative)
         7. Powerpoint in some ways has dumbed down the content
      8. Why are real-time metrics far superior to traditional weekly/monthly/quarterly/annual metrics?
         1. You can do things with real-time data you can never do with batch data, like real-time adjustments
      9. You mention a quote from former NFL head coach Bill Parcells, “Blame Nobody. Expect Nothing. Do Something.” and conclude he would make an excellent leader at Amazon. Why?
         1. Because it’s the no victim mentality, and that we are here to solve problems. I am an owner and I need to solve the problem, regardless of who created the problem.
         2. There is no “no.” Figure out a way to get to “yes,” and to come to a solution
         3. (Daniel) Referring to Second City/Improv “Yes, and” games/training
      10. How do we make simple things hard? How can we avoid it? And why is that important?
          1. Human/Corporate nature that because we all want to get along/be polite, sometimes we let simple things become hard
          2. It takes wisdom to know what should be hard, and call something that is hard but should be simple for what it is
      11. The ninth principle is to “Earn the trust of others.” You borrow from Michael Hyatt a set of six keys to earning trust. Talk about one of two of those you feel are most important for us to know.
          1. Be self-critical – willing to lead with where you failed/fell short, and always followed up with how you’re going to fix that
          2. Sets a tone of humility/learning
          3. Allows others to be vulnerable as well
          4. Blue Angels debrief sessions (“Safeties”) – takes longer than the show; pilots share what their safeties were, which then allows others to chime in
          5. People do a good job of planning and execution, but do a terrible job of debrief
          6. (Daniel) important to do it very soon after the project/event
      12. The thirteenth principle, “Have Backbone,” I think can be a challenge for many of us who don’t want to cause problems or rock the boat. Can you dispel us of that tendency?
          1. About having (business) courage – knowing the right thing and being committed to doing it
          2. Even if it’s a risk
          3. Jeff Bezos – create an environment where we resist social cohesion
      13. Is there anything from the book we haven’t covered you want to mention before we wrap up?
          1. The principles aren’t in any order
          2. The first one is about leadership obsession – where you always put the customer/organization first and work back from that
          3. The last one is deliver results – leaders must do this regardless of circumstances
          4. Those are the bookends
   6. Where can people go to learn more about you and where can they pick up the book?
      1. The Amazon Way (book)
      2. John’s new book – The Amazon Way on IoT
      3. The-Amazon-Way.com – John’s blog focused on disruption
      4. John is not in the Beta test group for Drone Delivery! Too bad!

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Pat talks about EQ v. IQ, a modified golden rule and how to maximize your time.

Bio: Today our guest is a former Baylor men’s basketball player, the current radio color commentator, an attorney and a partner with Athens Partners.

After 25 years of practicing law, Pat thought he would try his hand at something challenging, and since leaving his law practice in 2009 has worked with professional services firms as a business development consultant and coach.

Interview:

1. Important issues first: can you give us a lay of the land when it comes to Big 12 basketball this year?
   1. As usual, Kansas leads the way
   2. Three new coaches in the league – Jamie Dixon/TCU, Chris Beard/Texas Tech and Brad Underwood/Oklahoma State
   3. Lost three great players – Buddy Hield/Oklahoma, Georges Niang/Iowa State and Perry Ellis/Kansas
2. Why don’t you take a few minutes and take our audience into your journey, and in particular how you wound up doing the coaching of professionals you do today.
   1. Played basketball at Baylor
   2. Law school at Baylor; clerked for the largest central Texas law firm, Naman Howell Smith & Lee
   3. After 25 years of a great experience, was ready for a new challenge
   4. Always felt client development, working with teams, mentoring young lawyers were the things he was best at
3. What is Athens Partners?
   1. Growth consultants
   2. Work with professional services firms (accountants, lawyers, etc.) to help them embrace selling as helping
4. Let’s go back a bit and I want to ask you to recount maybe one or two leadership lessons you learned as a student-athlete at Baylor that you feel has application today.
   1. Leadership matters - lots of people are good, and often the differentiator is leadership
   2. Focus wins – Nobody has enough time, and you have to focus
   3. Effectiveness – you don’t have to be domineering or in others’ faces, but effective through strength and competent performance
5. Law firms are not unlike many professional services (doctors, dentists) in terms of the way they are sometimes mis-managed or not managed at all. What were your observations of how leadership manifested itself (or not) in the legal field?
   1. Lawyers are generally siloed and not usually wired to be team players
   2. But growth is a team sport; you can’t grow the way a firm needs/wants to grow if everyone is doing their own thing
   3. Book – Herding Cats
   4. Firms that are well led put teams together and invest in growth
   5. Cutting costs are more an exercise in hygiene than health
6. You have created and helped implement coaching and facilitation tools that help clients define their message and goals, and create a roadmap for pursuing them. Can you take us into what that looks like?
   1. They work with high performers
   2. However, they don’t think much about the future
   3. Help them think down the road a couple of years and to put plan in place to build the way there
   4. Lawyers are reactive, which is needed many times in the practice of law, but it doesn’t serve them well when it comes to growing their practice
   5. (Daniel) Refers back to Ryan Hansen in episode 12 and the idea of working “on” your business versus “in” your business, and how you have to make time for the “on.”
   6. Coach Drew has rebuilt the program based on focus and knowing where they are going
7. We have a number of young professionals who listen to the show; what is your advice to them about how they can position themselves for leadership opportunities?
   1. Make it known that they want leadership opportunities
   2. As a partner, Pat appreciates younger associates who want to make an impact
   3. Be trustworthy; you cannot lead if you can’t be trusted; this includes being effective
   4. EQ rather than IQ – ability to perceive assess and manage the emotions of others and yourself
   5. Books – Emotional Intelligence by Daniel Goman
      1. Importance of EQ v. IQ in the workplace; 66 to 34; for leaders it’s 85 to 15
      2. Campbell Law School Dean Melissa Essary book recommendations
         1. The Language of Emotional Intelligence: The Five Essential Tools for Building Powerful and Effective Relationships by Jeanne Segal
         2. Reclaiming Conversation: The Power of Talk in a Digital Age by Sherry Turkle
         3. Performing Under Pressure: The Science of Doing Your Best When It Matters Most by Hendrie Weisinger
      3. Integrity: The Courage to Meet the Demands of Reality by Dr. Henry Cloud
   6. Work on yourselves (can be your version of working on the business when you aren’t in management positions yet)
   7. We best demonstrate our qualifications by the questions we ask rather than the answers we give
8. Over the years you have no doubt recruited and hired, as well as counseled others in their recruiting and hiring; what are some of the keys you’ve seen from candidates both to do and not to do.
   1. Be curious – interviews are two party discussions not a one way street
   2. Most of the time candidates are at the interview if they are capable, and the interview is to consider alignment/fit
   3. What is your “Why”? – check out Simon Sinek Ted Talk and his books
   4. Don’t be nervous
   5. Don’t try to be someone else
   6. Don’t try so hard to make an impression that it isn’t genuine
9. When you coach individual professionals, what are the one or two things they tend to struggle with the most, and what are some of the tools you provide them to progress toward their goals?
   1. Biggest struggle is time
      1. Anything that’s not billable they struggle with
      2. Tools: help with focus; have good ROI
         1. For professionals in mid-career, there are 15-20 relationships that account for 80% of success/growth
         2. Who are those 15-20? Focus there and not on chamber meetings, etc. that you don’t have time for
      3. Next struggle is not wanting to “sell”
      4. Can’t outperform your self-image (which often prevents them from being focused outward and on the future)
10. As leaders we all make mistakes. Can you recall a leadership mistake you have made, and what you learned from it?
    1. Myth is that the Golden Rule applies
    2. The truism is to treat people the way THEY want to be treated
    3. This is work and takes time to engage someone around how they want to be treated
    4. Example of a time he was mentoring a young associate, and never understood that the associates’ goal wasn’t just maximizing the bottom line or making partner, but rather to develop relationships. Once that became apparent, Pat adjusted his mentorship to meet the associate at the place of need and desire.
    5. Managing is not leading, and leading is not managing (Pat was managing in the example above rather than leading him)
11. How, if at all, do you see leadership differing when it comes to our roles in the community, our families, etc., as opposed to our workplace?
    1. Don’t see a whole lot of difference
    2. Leadership is an attitude and a mindset
    3. Comes out through engagement, impact, action
12. What habits or productivity tools have been key to your success?
    1. Structures
    2. Not process or check the box, but something that keeps you focused
    3. Team meetings are important, and must be done well – deep communication
    4. Quiet time to get recharge
13. Where can people go to learn more about you and Athens Partners?
    1. AthensPartners.com

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Daniel goes solo in a special Thanksgiving episode, talking about why and how to make gratefulness and thankfulness a part of your everyday life.

Notes/Outline:

1. Where we're going with this episode - make gratefulness and thanksgiving a year-round thing that will help you personally and as a leader
2. Marissa Levin in Inc.com talking about the best ways to start your day
   1. I often ask our guests how they like to start their day, and this has come up as an answer

   2. 2 is Practice Gratitude

   3. Starting with gratitude doesn't remove the challenges that are ahead of us, but help us get into the right mindset to take them on
3. Lifehack.org article
   1. Gratitude is the number one ritual to empower your day and change your life
   2. It is not happy people who are thankful, but thankful people who are happy
4. Brian Biro (Episode 002) - When asked how he starts his day, responded that he asks himself what he's thankful for and says thanks.
5. Lewis Howes on Gratitude
   1. Turns what we have into being enough
6. Avoid comparison and relativity
   1. Always someone with more than us
   2. As a leader, always someone more successful
   3. But gratefulness for what you do have is empowering, no matter how small
7. Gary Vaynerchuck - "my energy, every single ounce of it, comes from gratitude."
   1. Born in former Soviet Union and parents moved here when he was a kid
   2. Now a superstar in his space
   3. Grateful knowing where he could have lived
8. President John F. Kennedy - As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them.
   1. How can we act with gratitude/thankfulness?
   2. Tell people your thankful for them
   3. Do an act of kindness
9. Zig Ziglar - Gratitude is the healthiest of all human emotions. The more you express gratitude for what you have, the more likely you will have even more to express gratitude for.
   1. Ties into the idea that if you are faithful with little you'll be blessed with alot
   2. There is a cycle that can develop where you more you are grateful the more you'll receive and the more you'll be grateful.
10. What does the Bible say about gratefulness and thanksgiving?
    1. 1 Thes. 5:18 - give thanks in all circumstances; for this is God’s will for you in Christ Jesus.
    2. Personal growth experts, life coaches, etc. are all emphasizing gratefulness, and there is a reason it works - because that's how God made us!
    3. Philippians 4:12 - I know what it is to be in need, and I know what it is to have plenty. I have learned the secret of being content in any and every situation, whether well fed or hungry, whether living in plenty or in want.
    4. If you're in a tough season and need something to be thankful for, Psalms 139:14 - I praise you because I am fearfully and wonderfully made; your works are wonderful, I know that full well.
       1. You are created by God
       2. He loves you
       3. He made a way for you to spend eternity with him through his son Jesus
       4. All of the Earthly blessings God has given are temporary and can be taken away at any time, so putting all our worth/value/hope in those things is a mistake. Put your hope in Him!
11. Closing
    1. Don't just give thanks once per year on Thanksgiving
    2. Use today as a reason to start a 21 or 30 day challenge to start each day being grateful
    3. I'm thankful for you the listener!
    4. Happy Thanksgiving to each of you!
    5. Next week - Pat Nunley, former Baylor basketball player and current radio commentator; attorney; leadership and executive consultant

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Andreas and I get into how military leadership translates to the civilian world, the lessons of Teddy Roosevelt and of course, Jamaican Olympians!

Bio (full bio):

Today our guest is Andreas Jones, a veteran of the United States Army, a John Maxwell certified business coach and the author of the bestselling book Business Leader Combat.

Andreas works with businesses in a number of areas, including leadership development. He translates many techniques learned in the military to the civilian and business world to help his clients.

Interview:

1. Why don’t you take a few minutes and take our audience into your journey, and how you got where you are today.
   1. Born in Jamaica
   2. 80%-85% poverty
   3. Both parents were small business owners; job market was very difficult; dad owned auto repair shop and mom owned a restaurant
   4. Created fun summer jobs!
   5. Came to U.S./Florida and enlisted in Army. Served nine years.
   6. Went into the corporate world and worked up to a VP and then started a consulting/coaching practice
2. Reflect on Jamaican Olympians and what they mean for the country?
   1. Having athletes representing country on the world stage is huge
   2. Jamaica is only as a large as an average American city, so it’s a big deal
   3. Sports is another way of life in the country; can also be a great escape from the poverty for a moment
3. What is it mean to be a John Maxwell certified coach?
   1. Was introduced to him while in the corporate world and developing as a leader/manager
   2. Met personally with Maxwell; he recommended 21 Irrefutable Laws of Leadership
   3. They all lined up with what he had seen in his military training
   4. Had an opportunity to be mentored by him
   5. He is the same in person as he is on state or in his books
   6. He uses the same principles in his own business as what he teaches
   7. When he moved his HQ from San Diego to Atlanta, all but three moved with him
4. Let’s talk about your book, Business Leader Combat: How To Get And Keep An Edge Over Your Competitors And Win On The Business Battlefield
   1. Why did you decide to write the book, and who is it for?
      1. Initially he wrote the book for himself
      2. There is a manual in the military for everything you do, and after starting his business, he wanted to put together his own manual
      3. After writing it, he shared it with a friend who encouraged him to release it as a book
      4. Hit #1 bestseller in U.S. and Canada, #4 in U.K.
      5. For business owners/leaders who are wanting to take the next step, building teams, adding new products/services
   2. You talk about basic training and advanced training in the military. What are the leadership lessons taught in those environments that translate civilian life?
      1. Bootcamp is groundzero – take responsibility for yourself; take ownership; integrity
      2. Advanced training – specific job training; you’re only as good as the next person on your team; goal is to develop that person so that there is no fall off if you lose a leader or someone at the top
         1. (Daniel) Referred to Second City leadership training heard on EntreLeadership – You’re only as strong as your ability to lift up your weakest ink
   3. You reference the perception of military leaders as harsh and punitive, but go on to say the best leaders succeed when they treat people with genuine respect. Can you go into that a bit?
      1. Perception of military leadership is drill sergeant, but that’s not representative
      2. Respect is integral to bring people from across cultures/beliefs/values to focus on the mission
   4. Can you tell us about the various levels of intelligence and how we should be thinking about them in our organizations?
      1. Market intelligence - Getting to know what you’re heading into before you go there (e.g. market research)
      2. Competitor intelligence – are there others out there doing what we’re doing? How will we differentiate?
   5. You differentiate between mentors, business coaches and consultants. Help us understand the difference, and then let’s talk about the importance of mentorship in particular.
      1. Mentor – someone who has been down the path you are wanting to go down; you’re gleaning from their experience/knowledge
      2. Coach – don’t have to have gone down the same path, though there should be some similarities; mixture of mentoring and consulting
      3. Consultant – will have their own competencies to deploy for your benefit rather than guiding you toward developing them yourselves.
   6. How do we develop a “coalition” to solve specific problems or accomplish specific goals?
      1. What makes U.S. military great? Ability to form coalitions
      2. What successful war have we fought without other countries as part of the coalition?
      3. It’s finding others who can help you solve problems
      4. Apple sources their processors from Intel; that’s a coalition
      5. Who else can help me get to my end goal?
   7. You compare a good leader to that of a good physician. Tell us about that.
      1. When you go to the doctor and say your head is hurting, the doctor doesn’t immediately say take some ibuprofen; instead they look for the root of the problem
      2. If you lead a team of five people, they will likely all be different; so you as the leader have to diagnose what is going on with the team
   8. What is your definition of transformational leadership, and how can we develop it?
      1. Taking what you already have, and transforming it into something that is better, without losing the essence of why you’re doing it
      2. Look at your baseline and see if there is another way to approach something that will get us a different/better result
   9. In the section on communication, you talk about the effectiveness of storytelling. How can we use storytelling to motivate and lead our teams?
      1. When you use a story, words create immediate connection/association with intentional reference points connected to the message you are trying to convey
5. You wrote an article recently where you state that dependability is one of the most admired leadership traits. Talk to us about that.
   1. You must have your team members knowing they can count on their boss/leader to stand up for me, fight for me, guide me through what’s coming
   2. If people can’t count on you, they will leave; they won’t settle
6. Why does being vulnerable make us better leaders?
   1. One of the most frequent issues that comes up is people just not connecting
   2. But leaders must let people in and get to know you a bit, or there won’t be any foundational trust
   3. Leadership is not a position/title, but the ability to influence built on trust
7. It’s a presidential election year and that often reminds us of the great presidents in our history. You wrote recently about the leadership of Teddy Roosevelt in times of defeat or failure; can you expand on that for us?
   1. If you’re striving after any level of greatness/significance, you’re going to fail
   2. Roosevelt said it’s the person who at the end either achieves something great or fails trying to that will be most satisfied.
   3. You have to find a way through the failure
   4. Dwayne Wade commercial – fall seven times and get up eight
   5. (Daniel) – referencing PBS special on the Roosevelts
8. Where can people go to learn more about you and Combat Business Coaching?
   1. LinkedIn
   2. Facebook
   3. Twitter
   4. Combat Business Coaching.com
   5. Other Book – Distinguished Men: Grow in Influence, Success and Significance

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Steph drops absolute networking gold, then we go deep on the topic of men and women in the workplace!

Bio:

Stephanie Grace currently serves as the Assistant Director for Academic and Membership Affairs at the NCAA, where in addition to her day-to-day duties is the lead for the LGBTQA employee resource group.

Prior to that she worked on both Division I and Division II campuses in an NCAA compliance role, including Western Oregon where she and I first connected.

Stephanie is also a former student-athlete and coach in the sport of rowing, and is a lawyer on top of all that. She is someone I have a tremendous amount of respect for, and I am excited for her to share some of her wisdom with you today.

Interview:

1. Steph before we get started, I gotta ask how much you miss Oregon in August.
   1. A bunch - go back every year!
2. If you would, give us a little bit of your backstory and fill us in on where you got started in your career and how you made your way to the NCAA.
   1. University of Tampa; sports management major; rowing team
   2. Coached there before moving on to Lehigh
   3. Masters in sports administration and law degree at the same time
   4. Got called about a compliance job at Univ. of Jacksonville; coached there too
   5. Hired by me at Western Oregon
   6. Then East Tennesee State before joining the NCAA; been there the past four years
3. Who (e.g. mentor, coach) has had the biggest impact on you and your career, and why?
   1. AD at Univ. of Tampa Larry Marfise - Emphasized for her the importance of finishing her degree
4. What leadership qualities or styles did you develop as a rower and/or rowing coach that you have now adapted to use in your job and environment today?
   1. Taught her how to read people
   2. Have to put your people first
   3. In rowing with eight or nine people you have to be able to read people and be completely in sync
   4. Ex. Rowing in a pair
      1. Everything you do is dependent on the other person
      2. Sometimes she and her partner would show up in practice wearing the exact same thing – they were that connected
      3. Critical to read non-verbal cues
5. You have had the opportunity to observe a number of leaders at all levels of competition and in organizations. Who and/or what stands out to as some of the best examples of leadership you have seen?
   1. People that understand people, and that the team is the greatest resource
   2. If you can help people fulfill their potential and get them what they need to do their best, that’s leadership
6. Something we’ve talked a lot about on this show is culture. But we haven’t talked much about change and adapting to changes in leadership, organizations and culture. What have you learned about this over the years and how would you advise people who are going through difficult changes within their organizations?
   1. She has gone through lots of changes in leadership over the years
   2. Be as informed as possible; be part of the process as much as possible
   3. Nothing wrong with asking questions and doing research; and realizing that the change may result in the place not being right for us anymore
   4. (Daniel) – change is inevitable; much of it you have no control over; need to expect it and be prepared for it
7. What is your advice to young people looking to get on the fast track (i.e. in a positive way; not shortcuts) in their careers?
   1. Networking – but there is a difference between “networking” and “valuable networking”
   2. After joining the NCAA, she got a lot of requests from young people on LinkedIn
   3. Quality over quantity – figure out the people who can and want to help you
   4. She gets to work with the Student-Athlete Advisory Committee and is able to help/mentor them
   5. (Follow up on how to network)
      1. One of all those people who reached out on LinkedIn did it the right way; she called Steph; had a few specific questions; respected her time; referred to their common experience in the same graduate program; then she reached out via LinkedIn
      2. Steph now feels comfortable advocating for her in job searches
      3. Tech is great, but opens up opportunity to stand out in old ways of connecting (phone; mail)
8. What would you want the women in the audience to hear about how to succeed and earn respect in a male-dominated environment?
   1. Rely on the women who went before you and get them to mentor you
   2. You don’t have to be one of the guys; you can embrace the fact that you’re a woman
   3. Steph is not a big football or basketball fan, and that comes as a surprise to those she works with – but she doesn’t have to fake that in order to fit in
9. What should men know about how to work with, manage or be managed by women?
   1. Men need to understand the concept of privilege
   2. If you’re a man that doesn’t understand why support groups (women’s, minority, etc.) need to exist, that is step one
   3. Still far from a place where there is parity in the workplace
10. The Millennial generation is now the largest in the entire workforce. What have you found to be the best techniques to communicate and work with today’s young adults?
    1. Understanding the differences in background and personalities
    2. DISC assessment can help
    3. Recognizing differences in communication methods – some people will read an email differently if it’s not addressed with the recipient’s name and a comma, and then signed with a salutation
    4. Millennials shouldn’t be afraid to connect with people
       1. Often they don’t take time to get to know people who have been there for a while
       2. Don’t just stay in your office, do work and go home. Get out and meet and get to know people
       3. Assumption from employer is either they don’t want to do the work (so we shouldn’t care about you) or you’re not ready
11. You are involved in several professional organizations. Can you talk about why that is important to you and how young leaders can start plugging into their own industry organizations?
    1. Very good opportunities to network, but also to provide spaces to talk and work through issues
    2. Internal groups are huge and can be a great tool for employee camaraderie and attracting talent to the organization
    3. (Daniel) – Benefits mental health and personal growth
12. What habits have been key to your success? (e.g. morning routine? Eating? Quiet Time?)
    1. After ten years of rowing, now taking advantage of sleeping later! So no early morning routine
    2. Important to set aside time to unplug; can be taking a day away from your phone/emails; clear expectation of not responding to emails/calls during vacations
    3. Stick to those!
    4. (Daniel) – Aaron Walker just challenged us to set aside a day and rest; Sabbath days are for our benefit and health; long-term game
13. What is the It’s On Us initiative?
    1. Whitehouse initiative that student-athletes are a part of
    2. Pledge/personal commitment to keep women safe from sexual assault
    3. Got to itsonus.org; take the pledge; you are not going to be a bystander to sexual violence
14. Where can people go to connect or learn more about you, the NCAA or anything else you have going on
    1. LinkedIn – let her know you heard her on the podcast and she’ll definitely reply to you!
    2. NCAA.com has the sports scores, etc., but NCAA.org is more about the organization
    3. @metzylvania on Twitter

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Jeff helps us understand why reading is critical to our growth as leaders, how to read efficiently and the authors you should never miss!

Bio:

Jeff Brown is the host of the Read to Lead Podcast, which has been in the top ten in all of iTunes for business podcasts.

Each week Jeff interviews a different author who has written about leadership, personal growth, marketing, entrepreneurship and other related topics.

Previous guests on his show include John Maxwell, Seth Godin and Simon Sinek.

Jeff has been a leader and mentor to me in getting this show up and running, and I am proud to be able to introduce him to each of you today.

Interview:

1. Before we get too far along can you take just a minute or two and tell us about your career path?
   1. Spent much of career in radio/broadcasting
   2. Co-hosted a nationally syndicated show for six years
   3. Then worked off-air producing/mentoring
   4. After facing a layoff, went into business for himself
   5. Important to be ready for curveballs in life before you need it.
   6. Began the Read to Lead podcast and a side hustle while at the radio station, so it wasn’t a total shock when had to go full-time
2. Everyone is busy. Information is everywhere. So why do you feel reading books is key to becoming a great leader?
   1. No better way to continually grow
   2. Best way to learn from someone in a specific topic
   3. Challenge worldview and take you out of your comfort zone
   4. If you get one great idea from a book, that’s $20 well spent
   5. It’s not enough just to read regularly; you have to be someone who can take the knowledge and put it into action
3. How would you advise people to start adding reading books into their lives? (time per day? Time of the day for best results? Etc.)
   1. What gets scheduled gets done
   2. Set aside an hour several days per week to read; put it in your calendar
   3. With business/non-fiction books, you don’t have to read the entire thing; just read chapters that apply to you (i.e. it’s not like a novel that has to be read from beginning to end)
   4. So read the introduction, the first chapter, and the last chapter; get a full idea of where the book is going to go; then look at chapter titles and pick/choose
   5. Looking for the key insights from the book
4. How do you suggest we use the various formats of books like ebooks, audible, etc.? Have you found tools that can help us get more out of our reading time?
   1. Blinkist (app) – 15 to 20 minute summaries of business books
   2. Preference for physical book
      1. Write/underline in book
      2. Notes in margin; dogear pages
      3. Brain thinks about things in relation to where they physically were in the book (i.e. that quote was about 1/3 in and top/right)
      4. More difficult to retain audiobooks; better than nothing but not as easy to remember
   3. (Daniel talking about Don Yaeger book Great Teams: 16 Things High Performing Organizations Do Differently example)
5. If we haven’t read anything about leadership before, what are the two or three books you would suggest we start with?
   1. Multipliers: how the best leaders make everyone smarter – Liz Wiseman
      1. Someone who isn’t threatened by people on the team who may be better or smarter than they are about a particular thing (v. Diminisher)
      2. Will go out of their way to hire and empower people who knew more than the leader
   2. The Five Dysfunctions of a Team – Pat Lencioni
      1. Lack of trust
      2. Encourage healthy conflict to get the best ideas
6. Similarly who are the two or three authors we ought to just bookmark and buy their new book as soon as it comes out?
   1. Seth Godin
      1. Purple Cow helped Jeff move down the road in his reading
      2. (Daniel referring to Start-Up School Podcast)
   2. John Maxwell
7. There are a couple of authors I want to ask you about because they have a sports background and that’s the common thread to our study here:
   1. Chris Hogan – former football player, team member of Dave Ramsey’s company Ramsey Solutions, and author of Retire Inspired. What can you tell us about Chris and his book?
      1. Puts an emphasis on the fundamentals
      2. Intentional about surrounding yourself with cheerleaders who want to see you succeed; limit those who will be negative influencers
         1. Jim Rohn says you are the average of the five people you spend the most time with
   2. Pat Williams – founder and senior VP of the Orlando Magic, author of 100 books, Army vet, pro baseball player, marathoner. Tell us about Pat and his book(s).
      1. Authored The Difference You Make: Changing Your World Through The Impact of Your Influence which is the book Jeff talked with him about on Episode 15.
      2. Think of leadership like a three-legged stool:
         1. Identify yourself as a leader (before others will see you as a leader, you have to see yourself that way; Jeff Goins and Seth Godin examples)
         2. Prepare by spending time with people you want to emulate (in person; read books; listen to podcasts; etc.)
         3. Do it! (Leadership is influence and we all influence others, so we’re all leaders.
8. At your 100 episode mark you identified the top 10 leadership lessons you had learned from your guests at that point. You’re at episode 157 now, so I assume you’ve added to that list. If you would pick maybe one or two that stick out to you and teach us those lessons.
   1. Stop thinking you have to please everyone; it’s okay to say no; if we try to make something for everyone, we’ve made it for no one
   2. It’s not what you know; it’s how fast you can learn; reading five books on a topic doesn’t make you an expert, but it does give you a headstart on 95% of the population
9. Who have you not yet interviewed that you want to?
   1. Megyn Kelly – The Kelly File on Fox; has a new book Settle For More
10. You are also involved in mentoring and coaching. Can you talk a little about the importance those have been in your own career, and how we can use them to become better leaders?
    1. Just emailed his audience this week on this topic
    2. Sometimes we need someone who can help us get unstuck; usually that person has been where we are and done what we want to do; they can help us take the next step
    3. (Daniel on the importance of being mentored; participating in a peer group and mentoring others)
11. Do you have any habits or routines that have been key to your success?
    1. Running – missed only three days in the past 60/70; has to be the first thing done in the morning; so by the time he’s getting started working, there’s already a feeling of accomplishment and that the hardest part of the day is behind him
12. Where can people go to learn more about you and Read to Lead?
    1. Readtoleadpodcast.com

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Dr. Bass and I discuss transformational leadership, Sport Employee Idenfitication (SEI) and key traits in successful young professionals.

Bio:

Today we’re going to get a little academic. Our guest is the Associate Chair and Sport Management Program Director and an Assistant Professor in the Health, Sport, and Exercise Sciences department at the University of Kansas, Jordan Bass.

Dr. Bass has published in a number of academic journals, and focuses his research on organizational behavior of athletic programs, athletics place in a higher education setting, and social issues in intercollegiate athletics. Dr. Bass is an athlete himself and is a former college tennis player, and I’m excited to bring him on the show today.

Interview:

1. So how much tennis do you get to play these days?
   1. Serves as faculty mentor for women’s tennis team, so still get to be around it
   2. Talking up college tennis as a spectator sport
      1. You can cheer in the Big XII, so it’s fun to be a fan
      2. Team atmosphere – momentum across courts where all six singles matches are going on at the same time
      3. As a spectator, you get really close to the action
2. Tell us a bit about how you see the sports management field. There seems to have been an explosion of sports management programs in the last 15 years, and I’m curious:
   1. what is the state of things?
      1. Very eastern and southern program (not much west)
      2. It’s a popular program so expect to see continued growth
      3. More niche programs/sub-disciplines coming online (sales; branding; college v. pro)
   2. Job market? Are we setting up students for failure?
      1. Not any more competitive than any other field
      2. More and more jobs popping up as communities see the value (e.g. minor league sports; parks and rec; etc.)
      3. The broad based program is not the best way to serve the students
      4. Key is not to limit yourself to pro sports or D1 college sports; there are plenty of opportunities
   3. Does it really matter if you get a Sport Management degree v. standard business/MBA?
      1. So much uniqueness about working in sports (ex. your product is created and consumed at the same time)
      2. Passion of the fans different from consumers of standard products
      3. Skills are transferable out of sports too
   4. Housed in business schools, kinesiology, education?
      1. This needs to be figured out
      2. Natural because many of these programs were birthed out of physical education
         1. James Naismith and Phog Allen were the first two directors at KU
      3. Students shouldn’t worry too much about this; just make sure the faculty in the program are working in the areas you’re interested in
3. What traits to the successful students you have had possess that our audience can learn from?
   1. Be able to talk to anyone; be adaptable; there are a lot of stakeholders
   2. Be able to communicate your skills/experiences to employers
   3. Soft skills are critical
4. I want to let you teach us a bit out of one of your recent publications. You wrote an article in 2014 titled Conceptualizing employee identification with sport organizations: Sport Employee Identification (SEI) (LINK TO FULL ARTICLE)
   1. First of all give us the broad overview of this paper, and what you were looking at.
      1. Wrote this with Brent Oja and Brian Gordon
      2. Typical organizational behavior wasn’t representative in sport organizations
      3. Debate over whether to include your love/passion for sports in cover letters – strong opinions on each side
      4. Look at how employees identify with their sport employers; specifically middle management (Directors, Assistant Ads, etc.)
   2. You mention three (what you call) antecedents (i.e. factors) that impact sport employee identification, individual, organizational and leadership. Let’s focus on the leadership antecedent.
      1. Individual
         1. How long there;
         2. Fit with organization
         3. Relationships with other employees
         4. General sport interests
      2. Organizational
         1. What about the organization?
         2. Successful? Prestigious? Known?
      3. Leadership
         1. Charisma, intellectual stimulation, etc.
         2. What is transformational leadership, and how can we obtain or exercise it?
            1. Lead through getting everyone to buy in to your vision
            2. Not top-down
            3. We’re all at the same level and I will guide you in a direction
            4. As opposed to transactional leadership (e.g. do this and you get a raise)
            5. Ex. When grad students were on a different floor than the faculty, led to more transactional; then they moved the students into the faculty suite and transformational leadership was the result because they could see the vision and interact more
            6. (Daniel gift to the audience: Text the word STAR to 444999)
         3. What are the four dimensions of transformational leadership and what is their impact on organizations?
            1. Charisma – having the vision and sense of mission you can instill in others; get others to follow you
            2. Inspiration – communicate and instill high expectations in others
            3. Intellectual stimulation – match tasks and projects with what makes people excited
            4. Individual consideration – treat people with respect/care
               1. Easy example: how you sign your emails (salutation v. none)
      4. Talk about Gary and Max’s leadership styles and the impact on their teams.
         1. Two competing leaders:
            1. Gary – transactional; no relationship
            2. Max – transformational; made people feel important
         2. Example
            1. Max worked for Gary. During an evaluation meeting he went to all eight employees and said something they did extra as a way to show he had their back.
      5. What was your ultimate conclusion, and what can we as leaders learn about how to connect our people to the organization, its mission and its values?
         1. Sport employees are attracted to the industry because of the competition involved
         2. This has implications for leaders in the industry; if you know that’s what motivates them, how do we use that information?
         3. Also like the visual/public competition (i.e. Texas instead of Dell)
         4. They like being a “we” when the team wins; feel a part of what’s happening
5. Where can people go to learn more about you and the sport management programs offered at the University of Kansas?
   1. American Sport Research Center (ASRC) on Facebook:
   2. HSES.KU.edu
   3. @JordanRBass on Twitter
   4. jrbass@ku.edu

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Leadership lessons from Dean Smith, applying faith-based principles while leading in a secular environment, the importance of failing and more!

Bio:

When you think about leaders throughout the history of sports, it wouldn’t take very long to get to University of North Carolina Men’s Basketball Coach Dean Smith.

And today, we have a guest with us who not only played for Coach Smith, but has become an extraordinary leader in his own right. David Chadwick is the senior pastor at Forest Hill Church in Charlotte, North Carolina, a church that has grown to over 6,000 congregants on multiple campuses since he first arrived in 1980.

He hosts a weekly radio show, and is also the author of: “It’s How You Play The Game – The 12 Leadership Principles of Dean Smith,” as well as his newest book: “Hearing the Voice of God.”

David and his wife Marilynn have three children and four grand-children.

Interview:

1. Let’s get the important things out of the way first: how do you expect the Tar Heels to do this season?
   1. Three starters back and three reserves back, so should be pretty good
   2. Freshman Tony Bradley is expected to be great
2. We have a relatively young audience, many of whom didn’t have the opportunity to observe Dean Smith while he was still coaching. Can you tell us about him both as a man and as a coach?
   1. Began at UNC in 1962
   2. Lost a lot early; student body wanted him gone twice
   3. Brought in a great class in ’65, including the first African-American player at UNC and in the ACC – Charlie Scott; Coach felt program integration was important based on his Christian beliefs
   4. Led to three straight final fours in ’66-69
   5. The 70s were huge with great players before winning his first NCAA title in 1982 with Michael Jordan
   6. Won the title again in ’93, before retiring in ‘97
   7. ESPN studied the greatest coaches (all sports) between 1975 and 2000, and Dean Smith was #1
   8. Won more against Coach K than Coach K did against him
   9. Won 879 games, two national titles, Olympic Gold Medal (1976), NIT title
3. Let’s talk about your book It’s How You Play The Game.
   1. Since we won’t have time to go into all 12 principles, could you mention each of them here at the top so our listeners know what we’re leaving out if they want to go get the book and fill in the gaps.
      1. Be loyal, Provide a family environment, Be a friend forever, Put the team before the individual, Be flexible with your vision, Get better, and the team gets better, Speak positive words, Pass on what you know, Be a person of good character, Make failure your friend, Know who really is in control, Commit yourself for the long haul
      2. Three overarching core principles
         1. People are first
         2. Mark 10:45 – “Son of man didn’t come to be served but to serve.”
         3. Coach Smith gave himself to his players
         4. Creating family environment
         5. Example with starting point guard accused of some trouble; Coach played him and kept him in the game even though he didn’t play well at all. Lost the game and was okay with that in order to build up that player.
      3. Be Loyal (p. 31-32) I was struck by Ademola Okulaja’s quote when talking about how Coach Smith would encourage players who were ready to go ahead and leave, even though the team would take a short term hit: “It’s different here…coaches really do put us number one…Many programs squeeze the players out like an orange and then throw them away. But there is respect and honor here…therefore, there is a certain obligation not to let each other down.” Talk if you would about that culture Ademola is highlighting.
         1. Coach Smith always said if IBM offered you $10M for three years I would say go and set yourself up for life, and then come back for your degree.
         2. He encouraged players to do what was best for them, even though it would hurt the team in the short term
         3. But that created loyalty from the players to the coach, and the team was better, and he was able to recruit other players
      4. Provide a family environment (p. 57) – Could you tell us a bit about the relationship between Coach Smith and Pat Sullivan, as it pertains to Pat’s father?
         1. Michael Jordan quote – “Other than my parents, there is no one bigger influence in my life than Coach Smith.”
         2. Pat’s father was an alcoholic and was not part of Pat’s life
         3. But when his father was going through a difficult time and Pat was struggling with whether to help him out, Coach Smith encouraged him to do so; to love his dad even if it wasn’t earned
   2. Put the team before the individual – In some ways this may seem to contradict some of the prior discussion about championing the wishes of the individual players (i.e. going pro early). Can you talk about how those two work together?
      1. Not a contradiction
      2. Overarching core value is people are first, but then also the team is first
      3. If he gives loyalty to the individual, they know it is there, and then they play harder than ever for the team
      4. Empowering the individuals create such a loyalty among the players that they play harder for him and go through a brick wall
      5. (follow-up) re: taking standing by your players to far?
         1. Leads to third overarching core value – character first
         2. Believes that a person’s name is more valuable than anything else
         3. Must honor God before anything else
         4. Not afraid to fail
         5. Extreme humility
         6. Would never operate in a way that would impugn his character or his faith in God that would make God look bad; so when confronted with those tough situations, he would work it out in a way to support his player but do so in an open/honest way; this would teach the player to operate with character as well
      6. Make failure your friend – Talk a bit about how Coach Smith viewed failure, but also if you could share some of the personal story you tell in the book about the transition you attempted at your church.
         1. In third overarching core value of character first, he though one of the ways character was formed was through failure
         2. Believed failure only bad if you didn’t get back up and learn from it
         3. 1964 team – question was whether Coach Smith would make it through the season. He said your reputation is what other people think of you; your character is what you think of yourself; Coach Smith then went home and read “Beyond Ourselves” by Catherine Marshall. Much of life is out of our control
         4. When he realized he couldn’t control how others thought of his coaching, it was profound, and all he could do was trust God through failures, and trust the results would come.
         5. And think about that it was 18 years from 1964 to his first national title in 1982…so that is long time of living by faith and through failures before seeing the ultimate goal achieved.
         6. When David led his church through a transition:
            1. Hear your people, learn from them, keep moving forward
            2. Celebrate the process once completed
            3. Make failure your friend; only a problem if you refuse to get up again
      7. Know who really is in control
         1. This may be a tough one for many of our Type A leaders out there. Walk us through what this looks like.
         2. Focus on process and not outcomes
         3. Day-in/day-out disciplines, principles and choices
         4. If you do the right thing over and over again, trust God with the outcome
         5. Avoid the snare to compare
   3. How should our faith impact or influence how we lead, particularly in a secular organization?
      1. Jesus is the example
      2. If you are one of his followers, we are called to follow/imitate him
      3. Mark 10: 35-45 – when James and Mark asked to sit at his right hand; Jesus told them to serve
         1. John 13: 1-13 – when disciples are arguing over who is the greatest; Jesus came in and washed their feet (served them)
      4. Jesus submitting himself to his Father by coming to earth as a human man in order to serve
      5. Our call is to use our position to serve people and help them to be the fullness of Christ in their positions and their jobs as best you can; to wash their feet; to discover their gift and help them succeed in that gift
      6. They will then want to work hard for you to help the organization be the best it can be
   4. You have a new book out Hearing the Voice of God. Why did you write the book and what can we expect from it?
      1. Purpose is to use the gospel of John as a daily devotional to hear the voice of God
      2. Best way to know whether God is speaking to you is through his Word
      3. Divided the book into a four month devotional
      4. Reflection of David’s heart
      5. Help people sit down and listen to God each day.
   5. Do you have any habits or routines that have been key to your success?
      1. Daily protocol that builds healthy habits
      2. Habit of hope in your heart is key
      3. David’s morning routine
         1. Exercise/job – just 30 minutes means a lot
         2. Quiet time – 30 minutes with the Lord; reading scripture; what is this saying? What is it saying specifically to me?
         3. Breakfast
         4. This creates physical, spiritual and mental health
         5. (follow up – Daniel asking about whether David is the ringer on the staff basketball team)
   6. Where can people go to learn more about you and where can they pick up the books?
      1. Foresthill.org
      2. Books
         1. It's How You Play The Game: The 12 Leadership Principles of Dean Smith
         2. Hearing the Voice of God
         3. Eight Great Ways To Honor Your Wife
         4. Eight Great Ways To Honor Your Husband

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over
4. Ken Lorenz - a mentor and friend who introduced me to David Chadwick and facilitated today's interview!

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1. Where I’m coming from; my biases
   1. Voted for Rs and Ds
   2. TX-17 District Leader for No-Labels
2. Comparison of the candidates’ leadership styles and effectiveness
   1. Wendy Capland analysis in Inc.
      1. Envisioner
      2. Analyzer
      3. Feeler – says this is Hillary
      4. Doer – says this is Trump
   2. Steve Tobak at Fox Business
      1. Favorable to Trump looking at his decision making
3. Leaders reflect us
   1. We get the leaders we deserve (often attributed to DeTocqueville and/or Lincoln, the quote apparently originates with Joseph de Maistre
4. Other links/resources
   1. Donald Trump at No Labels (C-SPAN video)

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Kevin shares his insights on student-athletes and social media, how to identify and use the five leadership voices, downsides to our Pioneer culture and leadership style, and the importance of maintaining our leadership mindset when we leave work and go home.

Bio (Full bio): Author of iAthlete: Impacting Student-Athletes of a Digital Generation, Kevin DeShazo is the founder of Fieldhouse Media. He is a sought after speaker, having presented on over 80 campuses and is a regular presenter at conferences and conventions, including NACDA, CoSIDA, the NCAA Convention and the Collegiate Athletics Leadership Symposium.

He has been quoted on ESPN.com, The New York Times, USA Today, Forbes, Bleacher Report, Sports Business Journal and is a contributor to Sporting News.

Kevin is also the founder of Fieldhouse Leadership, raising the capacity of leaders in collegiate athletics. Oklahoma City is home for Kevin along with his wife and three boys. Interview Questions:

1. (Breaking News on NLRB instruction to private colleges re: social media)
   1. They cannot restrict their student-athletes from social media
   2. Cannot restrict their access to the media
   3. Referred to the student-athletes as employees – this is BIG
   4. This reversed policies that schools have which prevent and punish student-athletes for certain social media posts or even banning social media altogether
   5. revents requirements of student-athletes to turn over login usernames and passwords
   6. Interesting moving forward re: employment status
   7. Schools usually have these guidelines for a good reason; they are typically looking to help keep the student-athletes out of trouble
2. Why don’t you take a few minutes and take our audience into your journey, and how you got where you are today.
   1. Background in healthcare staffing
   2. Became frustrated with corporate America
   3. Noticed as the industry was changing how his colleagues spent a ton of time on Facebook; saw potential in using Facebook for a recruiting tool within their company; it worked!
   4. Got hooked on Twitter immediately
   5. Left his job and started his own healthcare staffing company; it did not go well
   6. On the side, was doing social media consulting
   7. Noticed how student-athletes were having a tough time using social media; always getting in trouble
   8. Finally a friend told him he should go fix it
   9. Went for it five years ago without a single college athletics contact
   10. Now been on over 100 campuses; trains coaches and staff in addition to the student-athletes in all student-athletes
   11. KEY: not just learning how not to make mistakes on social media, but rather how can you use it for your benefit
3. What is Fieldhouse Media and Fieldhouse Leadership, and what do you do on a day-to-day basis?
   1. FieldHouse Media – Social media firm; how/why to use social media well; to stop using it inappropriately does not mean they are using it well
   2. FieldHouse Leadership – was an email service at the start; a way to challenge/encourage athletic department administrators
      1. Jeremie Kubicek – Giant Worldwide
      2. Be a leader people want to follow
4. What are the most common leadership issues university athletic departments are struggling with?
   1. Pioneer Culture/Leader – futurist; strategic thinker; military style thinker; visionaries; the downside is it can be win-at-all-costs; can be a dominating personality and can shut other voices out; many people under this leadership will feel misunderstood; so the goal may be achieved, but at too high a cost
   2. Insecurity – people constantly feel like they need to prove themselves to someone; lots of comparison to others; leads to burnout;
   3. What have you found to be the most effective techniques or tools to help them work through those issues?
      1. Lots of visual tools
      2. Support Challenge Matrix
      3. [caption id="" align="alignnone" width="792"] (Support Challenge Matrix from FieldHouse Leadership and GiANT Worldwide)[/caption]
      4. What kind of culture are you creating? Leave the room and have your staff place you.
      5. Most are Dominator or Protector
      6. Under stress, culture trumps strategy all day every day; important to develop culture and challenge in good times, it will last through stressful times as well
   4. Talk about the five leadership voices. What are those and why are they important?
      1. Builds off of Myers-Briggs; simplifies
         1. Pioneer – futurist/military/strategic
         2. Nurturer – caretaker/champion relational harmony/impact on people
         3. Guardian – champion of logic/systems; is the structure and money there to execute? Is this even necessary?
         4. Creative – champion of innovation/can see opportunities and threats/struggle with status quo/can often have a hard time explaining what’s in their head
         5. Connector – Champion of relationships/collaboration/branding/passionate salesperson
      2. If you can understand you natural voice and where you struggle, it will help you communicate with others
      3. We need every voice!
      4. 73% of people are nurturers are guardians; means most people don’t want to move forward; keep things as they are; that has to factor in when leading people through change and into the future
   5. You tweeted recently that “too many leaders do a 180 once they are in a position of power.” What do you mean by that and how can we prevent it?
      1. When we’re trying to move up the ladder, we have humility and want to serve; we realize we have to go above/beyond to get to the next step
      2. When we get there, now we want to be served; now we have power and we’re for ourselves instead
      3. Leaders burnout or undermine their positions because of this
      4. People don’t want to follow leaders who are for themselves
      5. Book recommendation: Ego is the Enemy by Ryan Holiday
   6. What advice do you have for young professionals who are striving to be better leaders or maybe even trying to get that first opportunity to lead?
      1. Lead now! Don’t wait for a title!
      2. Lead yourself; be the leader now that you would want
      3. Treat people around you the way you would as the leader
      4. Prohibition v. inhibition: who is stopping you from leading now?
   7. How do you approach leadership within your family? How, if at all, does it differ from the way you lead in your company?
      1. Being intentional
      2. Leadership is not a professional thing; it’s not something you leave at the office when you come home to your role as husband/wife/father/mother
      3. Have a vision for how you want your family and your kids to be, and put structures in place to make that happen; hope is not a strategy
   8. What habits have been key to your success?
      1. Networking – in the best sense of the word; he likes to meet people and help people; wanting to genuinely serve people; has served him well
      2. Scheduling detail time in the day – not a strength, so something that must be addressed with structure
   9. Where can people go to learn more about you or Fieldhouse Media/Leadership?
      1. @kevindeshazo on Twitter
      2. @fieldhousemedia
      3. @fieldhousedaily
      4. Fieldhousemedia.net
      5. Fieldhouseleadership.co
      6. Fivevoices.com (free assessment)
      7. kevin@fieldhousemedia.net

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Bryan and I talk about how the Oklahoma City Thunder leadership are handling the loss of Kevin Durant, the Big 12 meltdown, and how former Oklahoma State basketball coach Eddie Sutton helped a state heal in the wake of tragedy.

Bio: Bryan Keating is the Sports Director for Oklahoma City’s ABC affiliate KOCO-TV. Bryan has covered some of the sports world’s top teams and athletes, from Tony Romo and the Dallas Cowboys, to Kevin Durant and the Oklahoma City Thunder.

Bryan worked his way up the ranks from Victoria, TX to Abilene, TX, before joining KOCO as their weekend anchor and now as the weeknight anchor and director.

Bryan and I have known each other since grade school, played high school baseball together, and though distance and years have made it tough, he is someone I still consider a great friend.

You can find him on Twitter @KOCOKeating.

Interview:

1. Bryan I know it’s a bit of old news now, but the major story of the summer for you had to be the move by Kevin Durant to leave the Thunder and to join Golden State. What are your thoughts on that decision?
   1. Growing up in OKC, there is big disappointment
   2. On the verge of a championship, and that opportunity looks to be gone
   3. Understand why Kevin did what he did, but thought he had a bit more competitor / dog in him
   4. But we live in a “ring” culture right now, and he put himself in a situation to get some rings
   5. (Daniel recounts story of attending the 2007 NBA Draft in New York when Durant was drafted)
2. How have leaders in the Thunder organization handled the situation; I’m thinking specifically about Clay Bennett the owner, GM Sam Presti and Russell Westbrook.
   1. Built a culture in OKC to be successful for the long haul
   2. That should continue, even if not at the championship level
   3. You can’t pretend you can just replace one of the world’s best players
   4. But you can dam up the bad situation, and they did that by convincing Russell Westbrook to stick around
   5. They’ve reset the organization
   6. Sam Presti has made the team younger
3. What is their goal now? How do you reset the goals when such a key component has been removed?
   1. Hard
   2. Especially for Westbrook
   3. You have to reshuffle the deck; can’t just have the same core guys minus Durant
   4. Bring in a Victor Oladipo
   5. They don’t have the right pieces for a championship, but Sam identifies talent that work in his system
   6. These are good people who work hard, and are team players; Thunder players aren’t in the news for bad reasons
   7. (Daniel reiterates this point of mixing up the team to break out)
   8. They’ve drafted well and have lots of talent, and set things up for bringing in a big free agent or trade in order to make another title run
4. We spoke with Chip Brown recently from hornsdigest.com about Big 12 realignment, and I’m curious what your view is on how the presidents, ADs and commissioner have handled things this time around?
   1. Really tough on Big 12; they have been the loser of the shifting conference alignments
   2. Leadership has let down the league
   3. Very reactionary
   4. Allowed Texas to control much of this; the Longhorn Network chased Nebraska, Colorado, A&M and Missouri out
   5. West Virginia and TCU have been nice fill-in pieces, but no good options
   6. Louisville wanted to come to the Big 12, but the league said no…all they’ve done is win big in the ACC
   7. Only looking at the money upside in the short term; not looking long-term
   8. Conference is in danger of ultimately dissolving
   9. Best for everyone to stay together if possible, but doesn’t look feasible
5. (Follow-up) about lack of true leader of the conference
   1. Texas v. everyone else
   2. David Boren (OU president; former Oklahoma governor) – probably the leader for everyone not in Texas
   3. But there just aren’t many options for the remaining 10 schools
6. You covered the Dallas Cowboys for a number of years; what can you tell us about the leadership style of Jerry Jones, and how the coaches, staff and players respond to him?
   1. Perhaps the most visible of all professional sports owners
   2. Very hands-on
   3. Been extremely successful in putting on a show; understands this is the entertainment business
   4. Got a stadium built
   5. Leader with the corporate sponsorship deals
   6. Team hasn’t been as successful
   7. Jerry says every decision the organization makes ultimately he has his hands in, which puts people like Head Coach Jason Garrett in interesting positions of not having the final say in certain matters
7. (Follow-up) Sometimes competing priorities between winning and business
   1. Jerry wants to win as bad or worse than anyone else, just hasn’t figured out the best route to do so
   2. Overall the organization is the most successful franchise in the world
8. (Follow-up) Jerry Jones’ influence among the NFL owners
   1. Absolutely; both he and Robert Kraft
9. Who is the greatest sports leader you have covered, and why?
   1. Bob Stoops
      1. Can’t argue with is success between all the conference titles; national title
      2. He’s going to fight for his guys
      3. Easy to see why his guys like playing for him
      4. He’s going to fall on his sword for anything that goes on in his program; this is hard to do but he’s willing to do it
      5. (Daniel follow-up) – Dean Smith example with players winning games and coaches losing them
      6. (Daniel follow-up) – Family night during the season every Wednesday
      7. Find really good people to put around you and let them coach; hired a bunch of different personalities from Mike Leach to Lincoln Riley
   2. Eddie Sutton
      1. Lots of success while plenty of personal ups and downs
      2. But the way he handled the plane crash in 2001 stands out
      3. He was able to bear the burden for everyone, and allow the entire university and state to heal
      4. Had to have been so difficult on him
      5. He allowed everyone to rally around him; he tried to feel everyone’s pain and take it away from them; let them know it was okay to be hurt
      6. He then had to have his team pivot to playing for something greater than what they thought they were playing for a week ago
      7. Bubble team with a chance to make the NCAA Tournament, then tragedy strikes, and how do you build back a university through a basketball team
      8. Ex: Allow players to wear the shorts of the fallen players during a game
10. Something that has come up on this show a number of times is the importance of authenticity. In your role I imagine you get to see leaders who possess this quality and others who don’t. How would you rank authenticity as an important leadership trait and who are some examples of those who are authentic leaders?
    1. For Bryan, this is one of the most important things he does
    2. Greatest compliment after watching him on TV is that in person you are the same guy as you are on TV
    3. People can tell if you’re faking it
    4. Covering people, you don’t really get to see them as they are. Bob Stoops is a good example where you just see the combative side
    5. Mike Gundy (Oklahoma State head football coach) used to be very combative as well, but has changed in recent years to more of a genuine person; that seems to have helped in recruiting and in his relationship with the media
    6. Russell Westbrook has historically been the combative one, but since becoming the leader of the team, appears to be transitioning to showing more of himself.
11. We mentioned that you worked your way up in the TV sports industry. What did you learn in your previous stops that impacts how you lead your sports team today?
    1. First stop – Victoria, then Abilene before Oklahoma City
    2. Victoria – just one station; no competition; didn’t have to innovate or grow because of that; but learned that he wanted someone to mentor him and teach him and help him grow; started to think about how he would do things if he were the boss
    3. He became good at knowing what people were interested in; this is an entertainment business; how can he keep people’s attention for the three minutes of the show
    4. In Abilene, got to experiment, learn and grow; also had a staff who he could invest in, train and help develop. He would get 200 resume tapes for a reporter position. He tried to hire people who will learn through making mistakes. And hire people who are way smarter than him. Send people back to watch the tape and see where you can get better. Proud to now have former staff all over the country working in sports media.
    5. (Daniel follow-up) – Quoting Zig Ziglar: You can have everything in life you want, if you will just help others get what they want.
    6. If all the people who work for me have opportunities to go on to huge jobs, we’re being successful.
12. What did you learn from playing high school sports that impacts how you lead today?
    1. Working on a team; no better classroom for teamwork than playing sports
    2. You learn to win; you learn to lose; how to work together for a common goal; how to manage the emotions
    3. It would be hard for him to hire someone that didn’t have some sort of sports background, because that teamwork is so important.
    4. We learned how to lose a lot! And tried to stay positive every day, because in baseball you have a new game every day
    5. Same thing happens when you have a bad broadcast; you have to go back on air 24 hours later
    6. Doesn’t have to be a sports team, could be debate, or band or anything like that.
    7. A downside of coming up through that structure is learning not to really question the coach, and that’s something now he’s having to learn is how/when to challenge authority.
13. Where can people go to connect with you? (social media in addition to main platforms)
    1. @kocokeating on Twitter
    2. KOCO.com

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Josh and I talk about the importance of adapting your leadership style, what made the 2002 Oklahoma Final Four team great, and tips for communicating with the younger generation.

Bio: Josh Prock is beginning his fourth season with the Greyhounds, and led them to 10 wins a year ago after the program lost every game it played just a year before his arrival.

Prior to Eastern New Mexico, Josh spend five seasons at Howard Payne University, where his teams went 108-31. He had a few other stops along the way as well, most notably at the University of Oklahoma where the two of us first met. Josh was on the staff when the Sooners went to the Final Four in 2002.

Josh is not only a great basketball coach, but also a man of character and faith. He has been around outstanding leaders in his career, and is clearly a great leader in his own right.

Interview:

1. Josh why don’t you give a few minutes of your personal story so people can get some context before we dive in here.
   1. Grew up a preacher’s kid
   2. Church every Sunday and Wednesday night
   3. Lived all over the southwest, from Arizona to Oklahoma
   4. Became a Christian as a young man
   5. Wanted to become a coach
   6. Worked his way up from student manager at University of Oklahoma and the rest is history
   7. Married 12 years; 7 year old twins and a 3 year old
   8. Went to high school 20 minutes from his current school
2. (follow up) The importance of family on coaches
3. My recollection is you have a strong bond with your parents, and in particular you dad. Talk about how that relationship and he has impacted you throughout your career.
   1. Always looked up to dad
   2. Great role model and who he wanted to become
   3. Dad “The world is not about us, but what you can do to give back to others.”
   4. Ex. Early high school – dad was preaching each Sunday
      1. 7pm that night, dad took the kids back up to the church to clean; it was a large church and would take until midnight to do
      2. Dad wanted to teach the kids a lesson about how to give back and to serve
   5. Both parents also taught him to fight his own battles, because mom and dad won’t always be there
      1. H.S. basketball coach didn’t play him much and he went to dad (booster club president) to see if he could talk to some people and increase his playing time.
      2. Dad turned his head and said “what did you just ask me?” Said that’s a battle you need to fight on your own.
   6. Mom is one of the most mentally tough people he’s ever known.
4. What would you say is the trait or characteristic that you took from Coach Sampson that is part of your team and your program today?
   1. Toughness – mental and physical
   2. You can have the Xs and Os, but the toughest teams win
   3. He has tried to apply that to his teams; though of course there are some differences when coaching women vs. men
   4. At Eastern New Mexico, it’s a lot like Oklahoma where you aren’t the top program in the conference historically, so convincing your team you can overachieve and compete with those schools does boil done to toughness.
5. You worked with some great Oklahoma teams over the years. What made the 2002 team special?
   1. Feel like there are 70,000 people watching you
   2. One obvious trait: chemistry and togetherness; great leadership too – Hollis Price, Aaron McGhee, Quannas White
      1. Not one NBA player on the team
      2. Toughness again
   3. Oklahoma beat the eventual national champion Maryland by 20 earlier that year
   4. Coaching staff bonded
      1. After beating Texas, the entire staff was hanging out enjoying the victory, and it was incredibly late when he remembered he had a paper for his masters due the next day!
      2. Coach Sampson’s dad health issues during the Sweet 16/Elite 8 round in San Jose
6. You have coached high school, small college, major university, men’s and women’s. What have you learned adapting to the various people you are leading?
   1. You HAVE to adapt
   2. Understand the difference between emotions of men and women
   3. You can do anything as long as you are grounded in who you are
   4. Coaching style has changed over the years because of the kids on his team
7. What would you want the women in the audience to hear about how to succeed and earn respect in a male-dominated environment?
   1. The women that are going on to be successful see themselves at the same level as men
   2. The more successful teams he has had, more of the women have had that mindset
   3. Be confident in who you are and in what you’re doing. Women are just as capable as men.
   4. The mentally tough people are who will make it in this world.
8. What have you found to be the best techniques to communicate with today’s young adults?
   1. Be very clear about expectations and very specific
   2. You can’t speak in round-about terms (“hopefully we can do this, etc.”)
      1. Nick Saban is a good example of communicating with young people to get them to focus, especially on one thing at a time.
      2. Bill Belichick
   3. Every year he has a coaches meeting
      1. Go over expectations with what the specific goals are
9. You have had the opportunity to observe other coaches and administrators with their teams every single day; what sticks out to you as something that the great leaders do or have in common? (Both coach and admin)
   1. Some of the greatest leaders he has been around are confident (not cocky/arrogant)
   2. They have a plan – know exactly what they want to do
      1. Example – one of his players had a plan to run her own nursing home. At 30 she already owns her own.
      2. Example – Joe Castiglione; always has a plan
   3. Great leaders also know there is a process and they understand what it will take to get the job done.
   4. Coaching involves more working with young people every day, while the other administrators are mostly working with various adult constituencies.
10. Who are your mentors or people you look up to today and why are they your mentors?
    1. Mentors play such a key role
    2. Dad
    3. Father-in-law
    4. Coach Sampson
    5. Dan Hays – now-retired and long-time Oklahoma Christian basketball coach
    6. Doug Shumpert – Anadarko (OK) High School coach
    7. Tim Skaggs – pastor
    8. (Josh is now a deacon in his church)
11. (Daniel follow up encouragement) – Don’t feel pressure to do everything by yourself. Get some people around you!
12. You are one of the few people I know who is regularly reaching out to his network. How did you get into that, what are the reasons/benefits, and how do you recommend we do it?
    1. Dad always followed up with people; hand-written thank you notes, etc.
    2. Buzz Williams, Virginia Tech head coach told him a long time ago that “you never know whose path you might cross that might be able to help you one day.”
    3. Simple emails of “hey how are you” mean a lot to people
13. (Daniel follow up on practicals for this)
    1. Every time he meets someone, send a follow up email or note
    2. Everyone he comes across from business or colleague will be added to his email list
    3. (Daniel talks about how Joe Castiglione always bringing up that Josh is in touch with him regularly – so it stands out!)
       1. Joe responds to his email every time; nobody is too small or little for him.
14. What habits have been key to your success? (e.g. morning routine? Eating? Quiet Time?)
    1. Working toward balance by putting faith first through spending time in the word
    2. Also running every day; that time clears his head and helps him focus for the day
15. How do you approach balancing success at work and success at home?
    1. Bob Stoops set a great example
    2. Silo your time; when you leave work and it’s family time, prioritize that. When it’s husband/wife time, make it happen. Set it up ahead of time
    3. Kids are going to know who their dad is; wife is going to know who her husband it
    4. (Daniel follow up on exactly what Coach Stoops does)
       1. Wednesday night is family night
       2. Eat together and no work talk
       3. Has led to stability in the coaching staff over the years
       4. (Daniel recalls Ryan Hansen on no-device rule in the house)
16. Where can people go to learn more about you, the team or anything else you have going on?
    1. www.enmu.edu
    2. www.goeasternathletics.com
    3. Facebook page
    4. Josh's Facebook
    5. Twitter page

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Bob pulls back the curtain on executive searches, then talks about his new book on talking with God.

Bio (Full Bio):

Bob Beaudine has led searches for some of the most high profile athletic directors and head coaches in the country. He is also a bestselling author, having written The Power of Who back in 2009, and he has a new book out right now titled 2 Chairs: The Secret That Changes Everything.

Interview:

1. Peel back the curtain a bit for us on what a typical high profile head football coaching search looks like.
   1. Clients hires us exclusively to find a particular job that they want (usually top five or six jobs in the organization)
   2. Meet with owner/president about what they are really looking for
   3. First role is as management consultant to figure out where the organization is going; what success looks like
   4. Also provide confidentiality
      1. The candidates for most of the jobs are not actively seeking.
      2. They are doing well and are happy at their current role
      3. Search firm has to convince them why it makes sense to make a move
      4. The other piece is these people can’t afford to put their name in for a job and lose/not get it. Alums/fans/sponsors would be upset if they found out the candidate was looking.
   5. Job is IDd, then job description, then small committee, then identify the top 20 who could do it, get it down to five for interviews, and then make recommendations of the top three or four and then help in the negotiation.
   6. Everything is done clandestine in order to not lose any candidates because it goes public.
2. What are a few things that you see regularly from job candidates that are major mistakes?
   1. That you just want to be in a job
   2. You just want your name up, but not really interested in
   3. Doing it for flattering, not for love
   4. Consider why you want the job and will it be one you can see yourself doing long-term
3. Let’s talk about your first book The Power of Who.
   1. What is the premise and why did you write that book?
      1. When looking for goals/dreams, how can I get there when I don’t know someone
      2. WHO – the people who matter most
      3. Networking today is faceless and it isn’t working. Sending generic letters and buckets of resumes will not work. You should stop.
      4. First thought should be your own network (100/40 strategy)
         1. 100 – family/close friends/people who already know you and want what’s best for you
         2. 40 – what it is you want in life –
         3. Most people don’t go for their dreams because they don’t believe their family and friends could possibly know people that could help them
         4. What if God gave you people to help you in ways you never imagined? Strategically given to you to help you find that place in life you dream about?
         5. You can get your dream, but not by going to someone you have never met and who doesn’t know you and asking them to do something for you. That makes no sense.
         6. If you want something you never had, you’re going to have to do some things you’ve never done
            1. Try Power of Who
            2. Who are the people in your life? Write them down
            3. What do you want to do? Write it down?
      5. 87% of all jobs are introduced to people by friends (references, referrals)
      6. 80% of country not using their talent; 69% believe bad day at the beach is better than a good day at work; 60% is getting divorced
      7. We need a better mechanism than cold calls
         1. Start with friends (12, 3 close and 1 best works pretty well – Jesus)
      8. Many people believe current circumstances disqualify them from their dream. Stop that! You can get your dream; need to quiet your mind and think about some of these things.
   2. (Daniel) Common issue for people is they want to do things on their own.
      1. Parents aren’t going to do the job for you; they aren’t qualified to do the job
      2. Two parts of our brains and they drop endorphins that make me happy – gratitude and giving
         1. So if I ask you for help, would you help? Of course.
         2. When you let others help you, those people are getting a buzz! And if you try to do things all alone you’re stopping people from that joy!
         3. You were created one cup short of greatness. With other people we’re great. Together, two are better than one.
4. Let’s finish by talking about your new book 2 Chairs: The Secret that Changes Everything
   1. Why did you decide to write this book, and what is the premise?
      1. All great subjects come to moments in your life when you’re asking better questions. Lots of why questions.
      2. At the end of his junior year in college, was asking questions about career, finding a wife, etc.
      3. His mom gave him the best advice. She said she doesn’t have the answers, but know who does. Three questions:
         1. Does God know your situation?
            1. Yes, and also God wants us to know he knows
            2. People think God only has a few phone lines for 7 billion people, and he’s only paying attention to ISIS, major disasters, etc. No, he can talk to all of us at once!
            3. He’s not bothered by you, not mad he made you.
         2. Is this too hard for Him to handle?
            1. God is not overwhelmed by your trouble; really comforting when the trouble is big
            2. There are some problems in life that can be overwhelming, but they aren’t for Him.
         3. Does God have a plan for you?
      4. Two Chairs – one for you and one for God
         1. Not the same as reading the bible or praying
         2. This is having a personal relationship with him
            1. Why would God say renew your mind daily if he really meant just Sundays? (Romans 12:1-2)
            2. Why would he say ask, seek and knock if he didn’t have something to say? (Matthew 7:7-8)
            3. Why would he say seek him first and all these other things are added if he wanted you to do it seventh? (Matthew 6:33)
         3. So set up one chair for you and one for God; do this in your house (literal; not mental exercise)
         4. You get to talk for one minute and he gets to talk for four
         5. Common approaches
            1. Treat God a bit like an appellate judge
            2. Focused only on reading, praying, etc. – not spending time with him like a friend. Not providing a space for us to hear him; all we do is inform him.
               1. Why would God say “let those who have ears hear” and “Be still and know that I am God” if he didn’t want to say something.
               2. Numbers 11:17 “I will come down and speak with you.” Jeremiah 29:11 “I have plans for you…” He wants to talk to us! Proverbs 1:23 “If you would have heard my rebuke, I would have shared all my thoughts and given you all my counsel.” Even 5 minutes in the presence of God changes everything.
   2. You reference the Who’s on First Abbott and Costello routine when describing how we confuse the subject of talking and listening to God. Explain that to us.
      1. They took something that was simple and made it confusing, just like we do with talking to God.
      2. He’s always wanted to talk just like you and I are talking.
      3. We run past first base where he is; he wants to talk with us. We’re on second base saying “what?”…we keep running and we’re on third saying “I don’t know.”
      4. What if God had plans for you today? His word says he does.
      5. The greatest people he has interviewed have said these three things that changed their life.
         1. They have an assignment, purpose and a destiny
         2. Someone told them they believed in them
         3. Activated it
      6. What is our assignment? People fall into three buckets
         1. Believers – trying to do this
         2. Seekers – people who hope it works
         3. Skeptics – think it is fantastical
      7. Challenge to all three – if there’s a one percent chance if you set up two chairs that God would show up, would you go? All three groups answer yes.
      8. Why wait to talk to jobs about our dreams and goals? If he is real, he must reveal himself and tell us! It has to be now! 5 minutes is all it takes – four for him one for you.
      9. He will meet you tomorrow; he will not be bothered by anything in your past. He is going to sit down and talk with you. Been doing this 40 years.
      10. You get to meet with the king of kings; your creator!
      11. Will it be an audible voice is a common question. Not that relevant. When your spouse calls you on the phone, do you need to ask who it is? No because you know her voice. God says “my sheep no my voice."
   3. What is the 80/20 rule?
      1. One minute of you talking, saying good morning and give him your trouble.
         1. God can do amazing things through you; no one listening that he doesn’t know your situation.
         2. You may want to be alone and this is trouble for him, but it’s not. It’s not overwhelming for him.
      2. Four minutes of just listening.
         1. Comes in lots of ways. God has amazing capabilities. He’s the master ninja.
         2. Example.
   4. P. 32 – “When you allow others to teach, mentor and manage you, you are seen as a person with great leadership capability.” What do you mean by that?
      1. It is so humble to sit at two chairs when the other is empty.
      2. You will seem foolish by most. But it’s the King.
      3. Power of Who Story about Steven Spielberg
         1. Taking the director coffee and picking up laundry on set
         2. Associate producer doesn’t show up one day, and Spielberg gets hired and gets his start.
      4. If you were in the garage with Bill Gates when he started his company (12 stayed 4 left; the 12 are billionaires), what would you have done?
      5. Must humble yourself to listen.
      6. These are keys to success; you don’t have to be seen and all of a sudden you may find yourself where you want to be.
   5. What is a WHO friend?
      1. Goal of friendship is to be able to sing the song of your heart, so when you don’t know the words I can sing it back to you.
      2. If you want a WHO friend, be one first!
      3. But you probably have some already. Parents, family.
      4. There’s great counsel in the people God gave you. Mentors, teachers, parents, coaches, life coaches. They help you on the path.
         1. If you get detoured, you’re not in the consolation round. There is no plan B
         2. It’s plan A, detour, plan A detour.
         3. God doesn’t make mistakes.
         4. He uses these times to show up and show off on your behalf.
5. Where can people connect with you and find the books?
   1. 2chairsbook.com
   2. @yougotwho on Twitter
   3. LinkedIn

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Joe and I talk about his year as NCAA Tournament Selection Committee Chair, what he looks for when hiring coaches, his biggest leadership failure and establishing culture in an organization.

Bio (full bio here):

Joe has served at OU since 1998, taking over a department and program that was at a low point, and restoring it to respectability, then greatness, and now to among the best in the country.

Prior to OU he served as Director of Athletics at the University of Missouri.

He was awarded national athletic director of the year honors numerous times by a variety of organizations, and this past year served as the chair of the NCAA Division I Men’s Basketball Committee.

Interview:

1. Let’s talk first about that experience as chair of the basketball selection committee.
   1. What was it like both throughout the year, and then particularly in the final days and hours of the selection?
      1. Easily one of the biggest personal and professional privilege
      2. Rare opportunity
      3. Prepare for leadership experiences like that even though you know there’s not guarantee you’ll get the opportunity to do it
      4. But it is still baptism by fire; and there was a lot of fire
      5. One thing to watch the chair have to answer for the selections as a member of the committee; whole different thing to be the one in the chair answering the questions
   2. How would you describe your approach to leading that committee?
      1. Starts before season gets underway
      2. Process is key – what people should focus on; data that will be collected through the season
         1. Important to not pay too much attention to the pundits
         2. Committee members aren’t told not to use individual metrics
         3. Pay attention to where games are played; injuries; look for contextual factors
         4. Communicate with committee how the process will go
         5. Mock selection in February
         6. So by the time the voting starts, the committee members have a good idea how the process is going to go
      3. Tried to get committee members to verbalize their thoughts – wanted to hear from everyone
         1. Never know what someone might say that could influence others in their thinking
2. What was the greatest leadership challenge you faced when you first took over at OU and how did you work through it?
   1. Challenges
      1. The perception of the program and the various external/internal factions
      2. Morale issues
      3. Lack of identity
      4. Not a very strong connection with the institution’s mission
      5. Finances were in bad shape and the faculty didn’t like money going to athletics from the university
      6. Factions of former players in certain sports
   2. How he responded
      1. Had to deliver
      2. Went to the faculty senate meeting (against some faculty recommendations that it would be hostile)
         1. Thought it was critical to go to them
         2. Talked classroom performance, partnership with academics
         3. These were rough meetings in the beginning – fire, ready aim was their approach
         4. Still goes to the faculty senate once or twice per year
3. Arguably the most significant successful moment you’ve had as AD at OU is when you hired Bob Stoops as the head football coach. We’re now almost 18 years since that day. When you think back what was it about him that made you say “that’s our guy.”
   1. Character
   2. Competency
      1. Not necessarily head coaching experience
      2. He had done all the right things to prepare for the roll when the time came
   3. Confidence
      1. Not arrogance
      2. Confidence in his skill, the plan, the ability to hire a staff and in taking over this situation
      3. You would be surprised how often (confidence in taking over this situation) is the tipping point
         1. Many who pursue a job; want it; maybe because of the name, the success, the type of program; they want to be the guy/woman, and when you start talking about the reality of what it would look like to start doing the job, you get a good luck and whether they are fully prepared
         2. They want the role, but they’re not fully prepared to do the job
         3. There is a wave of accountability that washes over them; facing the expectations
         4. So when they talk about the number of years, and what all they need, they are equivocating that they’re not that confident
         5. If you have to start making conditions and excuses before taking the job, you probably aren’t ready for that job
         6. Several times this has happened in head coaching searches; people aren’t who they say they are
         7. They might be the one people are speculating about
         8. His search process is all behind closed doors; then makes a recommendation to President Boren.
         9. Remember interviews are a two-way form of communication; you can interview the perspective employer as much as they are interviewing you. It might be that the interview convinces you as the candidate that it is not the best job for you.
4. On the OU Athletics website is a section with the mission statement, core values, philosophy and operating principles. How do you go about implementing these and engraining them into the culture of the department
   1. Daily
   2. The process to be successful doesn’t happen in a day; it happens daily
   3. Purpose of the core values are part of every decision that is made, and how jobs are conducted
   4. Intentional about the process and the culture; what is tolerated and what isn’t
   5. Find people who are great examples of those values and put them up for everybody to see
   6. Has had a mission statement and values since the beginning
   7. Two years ago went out to staff and student-athletes, and tried to go about a different way to approach and celebrating culture; tied it to SOONER MAGIC
      1. Chemistry of people doing what they supposed to do when they’re supposed to do it
      2. (in coaches’ terms) making a play
      3. Extension of a belief system, and a process by which things come together
      4. Accountability is the basis of all of these
      5. Masterful
      6. Accountable
      7. Gracious
      8. Inclusivity
      9. Competitive
   8. Start, middle and end – always talking about the mission and values
   9. Tactics and tools are great, but at the end of the day the culture is what makes things happen. Culture eats strategy for breakfast. The culture of people will overcome.
   10. Once he gets people in the right place and believes in them, then empowers them to be part of the plan and solution; motivating and gives him chills to think about how successful they are at people excelling in what they were hired, trained to do. This is a huge source of motivation.
5. Don Yaeger in his book says there are four leadership types: command and control, relational, expert, and charismatic, with a fifth/synergistic being some combination of the best of the other types. How would you describe your leadership style?
   1. Humbly, a little bit of all
   2. Certain situations call for certain styles
   3. Certain people respond to certain styles
      1. Sometimes people need an authoritarian figure; need to be directed and know the outcome will be measured
      2. Some are more self-starters; just tell them what is being asked and the expectation and they are down the road doing their job
      3. Some may have the skillset, but they don’t want to work with others; thinking about themselves; Joe doesn’t believe everything is a democracy; but does believe there is a role for everyone and it’s important to get them to buy in and take ownership.
         1. Further, if all you ever do is dictate how things are to be done, your team might do it, but hold back on letting you know of a potentially better way
         2. And why wouldn’t you want to give them that opportunity to
         3. That adds accountability on them and their idea
         4. Better all around because
      4. Visionary leadership is collaborative; but very specific on doing it this way as part of the culture
      5. But when dealing with large number of people (250+ staff; 600+ student-athletes)
      6. Situational leadership styles are not the same as situational ethics
         1. Core values are front and center in every single thing they do
         2. Unwavering bone deep conviction to the core values
6. Thoughts on Millennials and how they should be approaching their work with those of other generations?
   1. Observations of millenials
      1. Do best when they understand what is being asked of them
      2. Very experiential; imagery is important
      3. Exceedingly bright
   2. Teaches a graduate level class and gets to be with them; leadership and ethical decision making
      1. Classes are very interactive
      2. Tries to provide them with skills and personal development that they will take with them
      3. Most of the material is not from a textbook, but from everyday life – how someone has ruined their lives and careers by not making ethical choices.
         1. Didn’t respect the culture or brand
         2. Didn’t make decisions grounded in the right values
      4. The insightful questions asked make it one of his favorite things to do
7. Can you describe an initiative or circumstance when you failed or underperformed, and what you learned from it?
   1. Several even in spite of best intentions and preparation
   2. Made a few hires that didn’t work out as he would have liked
      1. But his gut told him that was the case and he kept thinking things would be okay; can work with the person; but not fully sure they could do the job
      2. Hiring good people more an art than a science
      3. Even after doing all the checking and references, etc., you can still get a hunch that the person isn’t quite right, but the other candidates weren’t strong enough to beat that person out, the mind starts to play tricks and telling you well this is the best you’re going to get; the better choice would have been to stop, not hire either, not settle for second, and take some more time.
      4. The part that disappointed him was the thing he had a hunch about was the thing that came back as the issue.
      5. Tough because you’re dealing with people, and people aren’t perfect, so
   3. Stick to what you believe (Ohio State football scheduling example)
      1. Two top five teams in the first three games
      2. Look for a balance and historically Houston was not top 5, so got a bit unlucky
      3. Everyone gets excited about the game appearing on the schedule, until you don’t win it
      4. Walking out of the stadium the night following the Ohio State loss, people were yelling saying don’t schedule these games anymore. He responded that they were talking to the wrong person because these are the types of games we’re going to play.
      5. If you believe, and the reasons are right, and the purpose behind doing it is right, and there is a risk associated but you go and do it to the best of your ability but it doesn’t work out, you can’t look back and say you shouldn’t have done it…it may not have worked out that time, but it will if you keep pursuing that level of an expectation.
      6. So the scheduling issue this year didn’t work out as they would have liked, but knowing what he knew then, wouldn’t make a different decision
      7. Would they have been better if scheduled two opponents that weren’t competitive? No, just got exposed earlier.
      8. Whose expectations were on these kids anyway?
8. What habits have been key to your success?
   1. 5:30am workout every day; has tried to do the middle or end of day, but something always got in the way
   2. Helpful to workout around the student-athletes; provides some interactive opportunities
   3. Staff is small by nature and they are crazy busy, so first thing each morning brings issues and tasks that need to be dealt with
   4. He uses the evening hours to unwind, but also to put some thoughts down about how the day went, and what he needs to do tomorrow. Did the day follow a plan?
   5. Constantly reflecting on what he did
   6. Very intentional about communication; did I get the information to as many people as we should have?
9. Closing remarks
   1. People must feel appreciated
   2. Could be just a note/call
   3. You never know when a staff member is going through a tough time, and what a little word of respect/admiration will mean
   4. Does the same thing with donors
   5. Must stay grounded and let people know that they play a big role, and be intentional

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Ryan and I talk Miles Simon, Lute Olson, duties NOT assigned and Tahiti.

Before we get to the episode, congratulations to Jenny Laisle, winner of our book giveaway - Great Teams: 16 Things High Performing Organizations Do Differently by Don Yaeger. Jenny was randomly drawn from all of you who left an iTunes rating/review! Thanks to all of you!

Bio:

Ryan Hansen is a president/COO of Bon Voyage Travel, a radio basketball analyst for the University of Arizona, and was a member of the Arizona basketball staff which won the national title in 1997.

Interview:

1. So before we go any further why don’t you take a few minutes and take our audience into your journey for a bit.
   1. Out of high school, realized pro athlete wasn’t going to happen, but wanted to stay connected to sports
   2. Became a student manager for men’s basketball
      1. Then Dir. Of Operations
      2. Then Associate AD
   3. Worked for Lute Olsen and then with Sean Miller
      1. Great training ground for learning to do things the right way
   4. Business mentor then gave Ryan the chance to manage a travel agency
      1. Looked at the group of people around him and asked who he would like to spend time with and become more like as he grows
      2. Friendship developed from talking Arizona hoops to business
         1. Find common ground; make personal connection; then grow understanding of each other
         2. Then he handpicked Ryan for the opportunity
2. I want to ask you first about Arizona basketball in the mid/late 90s.
   1. Tell us about coach Lute Olsen and what you learned from him in terms of leadership?
      1. Best teacher Ryan has ever been around
      2. Going into a season in Nov/Dec; not a more prepared team than Arizona
      3. Stick to fundamentals; practice and drill them; don’t forget them after you’re into the season
         1. 40th day of practice still doing passing and ball handling drills
         2. Preaching these over and over
      4. Three big things
         1. Great preparation
         2. Surround yourself with great people
         3. Do the right thing the first time, because you’ll have to do the right thing eventually!
   2. How about from the players on the championship team? Who were the leaders and how were they able to be effective?
      1. 1993-2011 is when Ryan was close to the program
      2. Three Final Fours and one national title
      3. The best leader of all was Miles Simon
         1. Wanted to win everything, and he did
            1. 3 on 3 drill in November
            2. Summer pickup game
            3. Scout team leader
         2. Rally people around you
         3. Inspire them to be better than they are
         4. Leadership styles (figurative not literal)
            1. Use fear to drive people to kill for you
            2. Inspire people who would die for you
               1. This was Miles
      4. Mike Bibby was the best player, not Miles
      5. Miles didn’t lead the team in scoring (Michael Dickerson)
      6. Best NBA career? Jason Terry coming off the bench as a 6th man
   3. Arizona alumni doing great things
      1. Steve Kerr
      2. Andre Iguodala
      3. Luke Walton
      4. Harvey Mason
      5. Josh Pastner
3. You now get to observe Coach Sean Miller fairly close up by virtue of your radio announcing. What stands out to you about how he operates and leads his team?
   1. Tough to take over a legendary coach
   2. Pressure on new coach to put his stamp on the program and make it his
   3. Coach Miller doesn’t do that
      1. Respectful of the past
      2. Uses it to his advantage in recruiting
      3. Not afraid of it
      4. Embrace it – isn’t that why you wanted to work with that organization to begin with?!
   4. Meticulous prior to any situation (practice; speech; halftime talk)
      1. Nothing off the cuff
      2. Prepares for every word
      3. Example – 2011 (5) Arizona v. (1) Duke in the NCAA Tournament Sweet 16
         1. Arizona blows Duke out to go to Elite 8
         2. On the way to the locker room; he stops and collects himself for about 30 seconds to prepare for the postgame speech
            1. We haven’t arrived yet; there’s a bigger purpose
            2. Celebrate this moment, but move ahead
         3. You can be prepared and be authentic at the same time
4. What was the greatest challenge you faced when transitioning out of university/athletics life to the corporate world?
   1. When you’re on campus working with student-athletes, there is an energy that comes from working with young people pursuing their dreams
   2. In the corporate world you have to create that
      1. People are sometimes there just to collect a check, not wanting to get better
      2. Range of people from entry level to near/at retirement
   3. Goals in athletics were pretty easy to come up with; not as easy in the corporate world
   4. Overseeing 50+ people changes things; responding to the daily demands/requests on your time
   5. Good advice – find time to work on the business rather than in the business
      1. 5 year plans
      2. Staffing/personnel
      3. Infrastructure
      4. Business relationships
      5. Open door policy not always the best way; you’ll always be in the business rather than on it
5. As leaders we all make mistakes. Can you recall a leadership mistake you have made, and what you learned from it?
   1. Bon Voyage
      1. Introduced new ways to do things to employees
      2. Didn’t do it the best way
         1. Need to show your team why it will benefit them
         2. Not just the value to the company
      3. Still something he has to consciously think about when making changes
6. What advice do you have for young professionals who are striving to be better leaders or maybe even trying to get that first opportunity to lead?
   1. Just attended a conference with some of the best travel agents in the country
   2. Speaker talked about the generations
      1. What is one piece of advice for a millennial on their first day of work?
         1. Be on time – shows the person you’re meeting that you care
         2. Make yourself invaluable
            1. Started for him as camp counselor at Arizona
            2. Determined to be the best counselor; to go above and beyond
            3. Other duties NOT ASSIGNED; rather than other duties as assigned
            4. Can’t be easily replaced; need three people to replace him
   3. Don’t ask team to do things you aren’t willing to do (clean break rooms; more chairs; document
7. What habits have been key to your success?
   1. When he’s home from work, the cell phone is off until the kids go to bed (between 6pm and 8 or 8:30pm
      1. Recharges batteries
      2. Have passions outside of work, and make commitment to them
      3. 6pm-8pm emails can wait and be resolved at 8pm, almost always
   2. Jim Rosborough quote: “If you make yourself completely accessible, you end up being inaccessible to the people that you care about.”
8. Best travel destinations
   1. To unplug and getaway – Tahiti
      1. Hawaii of 50 years ago
      2. Oasis
   2. For history - China
      1. Great Wall
      2. Forbidden City
      3. Xi'an – Terracotta Warriors (spelling?)
9. Where can people go to learn more about you or Bon Voyage Travel?
   1. Bvtravel.com
   2. Tunein radio; Arizona basketball for all the games
   3. @uaryno

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Aaron teaches leadership qualities for a life of significance.

Bio:

Aaron Walker is an entrepreneur who has started and sold several successful businesses. After retiring for the third time, a friend convinced him he needed to start coaching young, up and coming entrepreneurs, which led him to one of his current ventures, View From The Top.

Aaron is a business leader, a mentor, a coach and a teacher. He is also a leader in his family which consists of his wife of 36 years Robin, two daughters and one son-in-law, and five grandchildren.

Interview:

1. I hit a few highlights about you in the introduction, but give us a little backstory and what your journey has looked like to get where you are today.
   1. Started at 18 with some business partners who had money
   2. He didn’t have much at all. 600 sf home; parents didn’t make much money
   3. Grew four companies over nine years and sold them; retired at 27
   4. 18 months later he was bored, and his wife Robin said you gotta do something!
   5. Launched a new business and grew it by 4x
   6. But then 8/1/01, car accident changed everything; Aaron hit a pedestrian with his car, and that person died from the injuries.
   7. Led to a five year hiatus from business
      1. Traveled
      2. Built a house
   8. Robin told him again to go back to work
   9. Partnered with a construction company and grew it to the best builder in Nashville
   10. Retired again at age 50
   11. Guys in his mastermind (Dave Ramsey, Ken Abraham, Dan Miller) suggested that he coach
       1. Dave Ramsey EntreLeadership Mastery
       2. Dan Miller Elevate
          1. Challenged him to inspire young men to reach their potential
   12. So new business i. Mastermind groups ii. Coaching iii. View from the Top community
   13. (Follow up Q from Daniel - What is with Nashville and entrepreneurs?)
       1. Demos/location good
       2. Entrepreneur center
       3. 6 miles from 2 coasts
       4. 80,000/year moving to Nashville
       5. Talking about the growth of Nashville, Austin, Waco
          1. Robin and friends are coming to see the “Flip or Flop”!! (Fixer Upper / Magnolia / Chip and Joanna Gaines)
2. What does it mean to grow from success to significance?
   1. Deals with guys ranging from massively successful financially to those just getting started
   2. Need those with same objective even if in different places and different ideas
   3. Looking to develop great husbands, fathers, business leaders
   4. What is success?
      1. Most people are reactive rather than proactive
      2. Just want more, bigger, shinier
      3. But what if that’s not really what you want? Content v. complacent
      4. For him, it was
         1. Choosing his own schedule
         2. Financial freedom – important (not shying away from that) but don’t make it your God, paramount or your only focus
         3. Have an engaging family
            1. Both of his daughters work with him
            2. Meaningful relationships and a clear conscience
         4. Content not complacent
            1. Be happy where you are now
            2. Choose happiness (not a trait; a choice)
            3. But keep the pedal down and keep growing and moving forward
         5. Faith is important – trust in higher power
         6. Legacy – there is a man with great wisdom
            1. Car accident changed his view on this, from just making a bunch of money to
            2. Meeting the needs of others and engaging with other people
         7. Do things for people anonymously so people can’t repay or even acknowledge
            1. Gratitude day at restaurants, nursing homes, etc.
         8. Invest in others that might trickle down and impact the masses
3. You have said that you fear missing an opportunity more than you fear failure.
   1. Fear is the biggest enemy we have
   2. Failure is in not trying; not in not succeeding
      1. If you don’t attempt it, it’s guaranteed you won’t be successful
      2. You either succeed or you learn
      3. Just don’t repeat the things that don’t work, and do more of the things that do
   3. We can get paralyzed in the fear of failure
      1. Pushes us to average – just as close to the bottom as the top
      2. Inch wide and mile deep – Greg McKeown in Essentialism
      3. Do the best you can do with everything; don’t have to be the best at everything
      4. Don’t leave anything on the field
      5. Be exhausted at night!
      6. Gave all he had to his business
      7. Naysayers are everywhere, but you can’t listen to them
         1. Carol Dweck – Mindset – either have growth or fixed mindset. Fixed mindset people say “well I can’t do it”
         2. Mom’s saying: Can’t couldn’t do it and could did it all
         3. Some confidence leads to some success which leads to more confidence and more success.
         4. Get the word “can’t” out of your vocabulary
      8. The answer is always “no” if you don’t ask
         1. John Lee Dumas / Entrepreneur on Fire example about asking
         2. The Big Leap by Gay Hendricks – overcoming upper limit challenges
4. Can you tell us about a business you started that wasn’t as successful, why you think that was the case, and what you learned from it?
   1. We need to be a constant student
   2. About 80% of business people read just one book per year
   3. Excuse is don’t have time; Darren Hardy says invest 10% of personal revenue into personal development
   4. His mastermind groups read books every month
   5. Helps you mitigate against challenges
   6. Stay on the cutting edge of technology
   7. Lots of reading and lots of conferences to get exposed to what you do not know.
   8. Dr. David Krueger at Baylor was Aaron’s personal coach – he hires lots of coaches
5. Great companies and organizations rely on great people. What was and is your hiring process like and what do you prioritize in order to recruit the best people?
   1. Hire slow / fire fast
   2. Vanderbilt baseball won the world series recently; the coach is well respected
   3. Coach interviewed some of his players
      1. I can teach you the game of baseball, but I can’t teach you character
   4. What are the mission, vision, moral standard, core values? Do they align?
      1. Make decisions based on that
      2. Don’t just base decisions on your gut
   5. Dave Ramsey example
      1. Over a dozen interviews now
      2. Very strategic hiring
   6. Cody Foster – Advisors Excel in Topeka, KS (400 people; $5.5B)
      1. One of the largest mistakes he made was not firing people fast enough
      2. A toxic employee will destroy the chemistry of the team
   7. (Daniel follow up on values; how do you communicate them and not let them collect dust?)
      1. Chikfila example
         1. Friend was owner/operator
         2. No matter which location you go to, everything is the same.
            1. My Pleasure
            2. All based on intense training
      2. Must incorporate into training that is done on a regular basis
         1. If you don’t use it, you lose it
      3. Must have systems and processes
6. How can those of us who are in entry or mid-level roles in our organizations influence those above us? i.e. How can we lead up?
   1. Attitude is everything
      1. Only thing you are in total control over
      2. Adam Grant – Give and Take
         1. Be a giver and not a taker
         2. Bring value to the company
            1. How can I bring more value than what the company is paying for
            2. How can I make this a pleasant experience
         3. Bosses would pass out if an employee came to them and said they want to move up, they are willing to invest, here is my skillset, willing to do more.
            1. I’ll help promote you and make you look good so you will benefit too
         4. Help bosses, clients, etc. achieve their results
         5. David Novak; CEO of YUM?
            1. Took his employees with him and recognize and honor them
            2. Pictures all over his office of his employees
            3. Focused outward
7. How can those of us interested in broad-based success—at work, home, and in our faith and community, allocate our time, thoughts and resources?
   1. We’re all faced with this
   2. It’s not about time management; you can’t manage it; it happens regardless
   3. But you can manage your priorities
      1. Procrastinate On Purpose – Rory Vaden
         1. Priority dilution – we’ve made priority plural when it’s singular
         2. What is your priority? Faith, Spouse, Children, family, job
   4. We try to do too many things, and wind up an inch deep and mile wide
   5. What if we flipped that and became an inch wide but several miles deep?
   6. The job doesn’t have a memory but your family does.
   7. It’s always just one more email, one more call, etc. and you wind up working right through family time
   8. The only way to protect against this is to set up boundaries.
   9. Could always make more money by giving up everything else, but why? To what end?
   10. Resources – viewfromthetop.com/allstarleader (everything is free for our audience)
       1. Personal Assessment – deals with identity, ideals, relationships
       2. What Do I Want? – Helps you proactively live rather than just reacting
       3. Steps to a productive day – helps you get situated and you have methodical schedules
   11. Want to know more about masterminds and accountability groups? Listen to episode 006 with Dave Stachowiak or episode 010 with Tom Schwab.
8. What habits have been key to your success?
   1. Morning routine is catalyst
      1. 5 days per week
      2. 1 or 1.5 hours in the morning – quiet time with scripture, prayer, meditation and worship music
      3. Helps to acclimate to the day
      4. Lots of books too
   2. Personal development
      1. Ted Talks
      2. Podcasts
      3. Positive things
      4. (rare for him to tell this) – turned the news off 14 years ago because of the negative energy
         1. Want to spend time on things he can impact and those around him
9. How can people connect with you and also learn more about your coaching and mentoring programs?
   1. Viewfromthetop.com
   2. The Community is a great place to start and take a first step
   3. @vftcoach on Twitter
   4. View From The Top book in 1Q 2017

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Former Navy officer and current CEO Tom Schwab talks leadership, how to praise people, and of course, Midshipmen football.

Bio: He was an officer in the United States Navy before embarking on a successful career in medical device sales; Tom Schwab currently is COO of View from the Top, a business and life coaching business, and is the founder and CEO of Interview Valet, a white glove concierge podcast booking service.

Tom is an expert in the inbound marketing space, and he has a wealth of leadership experience and wisdom to impart to us today.

Interview:

1. Navy is 2-0 on the season and has a tough one with Tulane tonight; can the Midshipmen take care of business?
   1. Always look good!
2. You served as a Nuclear Surface Warfare Officer aboard the USS Abraham Lincoln and in Operation Desert Storm. What did you do and how did that experience set the course for what you would go on to do?
   1. Naval Academy as mechanical engineer
   2. Nuclear power school
      1. Learned how to run a nuclear power plant
   3. Average age of people on that ship is 21
   4. Systems are what are key to that being a success
   5. He’s run a nuclear power plant and run a small business, and one of them was easy because it came with an instruction manual
   6. When something doesn’t go right in the military, it’s what is wrong with the system rather than what is wrong with the person. That translates.
   7. When mistakes are made, there is a debrief. Everyone is transparent about what happened and the lessons were shared throughout the organization. No shame in a mistake, but there is shame if it happens more than once.
   8. Some mistakes are ignorant, but those that are made after making decisions will happen.
   9. Failure is not making a mistake; failure is not learning from your mistakes
3. Tell us about the medical device industry and some of the leaders in that field that made an impression on you.
   1. Leadership traits were similar
      1. Sharing vision of where we were going
      2. Could tell managers v leaders
      3. Not reacting to every fire that comes up
      4. Exuding confidence which is inspiring
   2. Great leaders he had
      1. Captain Haden of the aircraft carrier
         1. Praise in public, reprimand in private
         2. Only two or three years in my life I’ll get to do this; don’t want to waste a day of it by being negative
      2. John Brown of Stryker Corporation
      3. Honor to be in position they were in
      4. Excited and biggest organizational cheerleader
      5. Public praise
         1. It’s where your heart is
         2. If only done when you need something, then it comes across inauthentic
         3. Leaders don’t take praise for themselves; they give it away to their people
         4. Give it with something tangible if possible, but if not, just appreciation goes a long way
         5. Do this well, and people will stay and be loyal to your organization
4. What were some of the lessons you learned about being a leader early in your career?
   1. Getting other people around you to get better ideas from; to get leverage
   2. Sometimes leaders early on get a Superman syndrome where they think they can do everything
   3. The smartest leaders empower people and get different ideas
   4. The limiting factor in any organization is the leader
   5. If you think you are the smartest people in the organization or that you are leading, then the people you are leading are in trouble
   6. When something needed to be done quickly, rather than taking it on by myself, I learned to get the team involved. (still a work in progress since a high D on the DISC chart!)
   7. (Daniel encourages you to put great people around you and empower them)
5. Something I’ve been thinking a lot about lately and want to get your take on is the difference between leadership and management. How do you see those two terms? How are they different and how do they work together?
   1. You manage things; you lead people
   2. When you start viewing people as things to be managed, it is dehumanizing
   3. You hire a mule for his back, and hire a man for his mind
   4. Leadership mentality in people where know and understand the vision and where we’re going; they don’t need to be managed. If something happens to the manager, you’re in trouble. If something happens to the leader, others step up and lead.
   5. Mike Tyson: everyone has a plan until they get punched in the face. So you have to build an organization that can respond…that takes leadership.
   6. There are a lot of people with titles that aren’t leaders, and a lot of people without titles who are leaders
   7. Leaders are determined by the followers
      1. To say you don’t have the title or position is a cop out
      2. Show up at an accident scene, you can be a leader
      3. In your family, in sports teams, etc. you can be a leader
      4. Often nobody wants to be, but the true leaders step up
6. How have you gone about recruiting, building and retaining people in your various roles and companies?
   1. The Science of Success – Charles Koch – you hire for character
      1. If I hire people for character, I can teach them the skills
      2. Simon Sinek says start with why
      3. Every resume looks good/the same, but what do you love doing? What do you hate doing? Do you have passion for the job?
      4. (Daniel) Most employers flip the order and look at skills first and then the character
      5. If I wouldn’t trust them around my wallet or my family, then I won’t trust them in my business.
      6. (Daniel) you can wind up trying to rationalize away yellow/red flags on character/passion to hire someone with stellar skills/resume
      7. If someone comes just with skills, that is their limit, but if someone comes with character and passion, you can add to them with skills training
   2. What advice do you have both for interviewers and for interviewees to have success in their job/employee search?
      1. Have a story to tell; what makes you different?
      2. Where do you get your passion from? What do you want to go after?
      3. It’s easy to get a job and make money; it’s hard to find a job you love and that there is no dreaded Mondays
      4. The person who inspired the most in an interview were those who knew themselves well
      5. Example: orthopedic surgeons have a high churn rate, and within two years are making big career changes. The job just wasn’t a good fit for them; better to find that out as early as possible.
7. You are big on mentorship, accountability groups, and mastermind groups. Can you describe what those look like for you and why you feel they are important?
   1. How Tom and I met
   2. Bible says not good for men to be alone, and that’s not just about marriage. It’s about humans not being isolated but being social.
   3. Happens normally in sports or school as a kid, but it’s harder and not as common to do as a adult
   4. Jim Rohn – you are the average of the five people you spend the most time with
   5. Groups can be around any time of common theme – husbands, fathers, entrepreneurs
      1. Accountability is a big part of this; you can’t get away with not
         1. Sometimes we start businesses so we don’t have to be accountable to anyone but ourselves, but the reality is we need to be accountable to our people (employees) and clients/customers.
   6. Important to share ideas/frustrations and get honest feedback
   7. Families/friends just want you to be happy and often times won’t rock the boat or challenge you; but accountability/mastermind groups just want you to be better
   8. (Daniel) We grow and become closer to what God created us to be when we live life in community.
      1. How effective are online meetings versus in-person?
   9. How can we go about forming these in our own communities?
8. What advice do you have for young professionals who are striving to be better leaders or maybe even trying to get that first opportunity to lead?
   1. Don’t have to be limited any more to your local community; online community broadens the possible groups of people you can lead
   2. Servant leadership with the right heart and courage to step up and lead
      1. So many have the talents and skills, but are too scared to lead
      2. Similar to fear of public speaking – worse than the fear of death
         1. (Daniel) Jerry Seinfeld joke about if you have to go to a funeral you’d rather be in the casket than doing the eulogy
   3. There is no ideal time or age to step up and lead
      1. (Daniel) – some of the greatest leaders led while they were young (ex. Jesus, MLK)
   4. Another way to step into leading is to offer to help a current leader; they need help and sidekicks. And that’s a great place to learn and get an early taste of leadership
9. What habits have been key to your success?
   1. Persistence – if you are persistent you can do anything
      1. If you have a goal, go for it
      2. When getting started in sales, a potential client commented that he didn’t know whether I was the stupidest person he had met or the most persistent, and eventually he decided to throw me a bone, and after that was never going away
      3. Married up / out of my league
   2. Focus – if you are always going after a new thing, you’ll never get success with it
      1. Instant gratification and fast cycle times are hurting people because they give up too quickly
      2. No overnight successes; lots of work went in (ex. Athletes earning gold medals)
10. You are well known for your expertise in inbound marketing. Can you tell us exactly what inbound marketing is, why it is important and how we can take steps toward becoming proficient at it?
    1. Inbound marketing is permission based marketing
    2. Nobody likes to be sold by being interrupted
    3. Helping people make a buying decision
       1. Ex. Nobody says I want to be sold on the internet. They say “I need to fix this”
       2. Ex. Podcast is giving helpful information and not shouting advertisements at people
11. Tell us about Interview Valet and the services you offer both to podcast hosts AND most importantly potential podcast guests.
    1. Inbound marketing agency – starting a conversation with a potentially ideal customer
    2. Could a business owner get on podcasts with targeted audiences that are potential customers?
    3. Podcasts convert 25x better than blogs
    4. Would you drive across town to speak to 10 ideal customers? Would you get on a plane and fly somewhere to speak to 1000? The answer is usually yes, and you could get on a podcast and wind up talking to thousands of people who are great clients/customers for the guest
12. How can people connect with you and learn about your companies and programs?
    1. Interviewvalet.com/allstars

Action Items:

1. Whether you are looking for a new employer/job, or looking for a new employee, see if you can use shared values, character, fit and similar qualities as the FIRST screening mechanism, before moving on to credentials, skills and experience. I'm betting you'll be more successful in finding the right match.
2. Claim your spot in a drawing for Don Yaeger's book (episode 005) Great Teams: 16 Things High Performing Organizations Do Differently. Just go to iTunes and Subscribe, Rate and Review the show. Next Thursday the 13th we'll draw from those who participated!
3. Recall from episode 004 with Renzi Stone that my wife Adrienne and I are matching donations to the Isaiah Stone Foundation for epilepsy research. We'd love to match your gift!

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Chip stops by to talk crisis leadership and the role of the media, from SMU's football scandal in the 80s to the Big 12 conference near collapse in 2010.

Bio:

Chip Brown is the go to man when you talk about Big 12 athletics. He rose from the SMU school newspaper to the Associated Press, the Dallas Morning News, Orangebloods.com, and now is a writer for Scout at HornsDigest.com.

Chip broke through in a big way during the Big 12 realignment story of 2010, and has remained a source of incredible information for all things Big 12, and in particular, the University of Texas.

You can hear him Monday through Friday mornings on The Bottom Line AM 1300 THE ZONE in Austin as well as on the iHeartRadio app.

He is a leader in many ways himself, and he also has a front row seat to observe and comment on some of the most prominent leaders in sports on a day to day basis.

Interview:

1. Breaking News! Shaka Smart contract extension at the University of Texas (SI Story 8/26 - My interview with Chip occurred 8/25)
2. Chip take a moment if you would and give us a bit more of your journey, particularly for the listeners outside our area who are listening.
   1. Walkon tennis player at SMU
   2. Started to write about the team; tennis coach was coaching Chris Everett
   3. Then SMU football story broke
   4. AP clerk job led to probationary reporter, then correspondent in West Texas
      1. 10 years as news reporter
      2. Covered legislature and UT sports
   5. DMN hired him in 1998. 10 years with them; covered UT, Cowboys, pro tennis and golf
   6. Crossed over to the online world in 2008 – Orangebloods on Rivals
   7. 2013 – HornsDigest on Scout network
3. What did you take from the hard news experience?
   1. Learned how to be a good phone reporter
      1. If something happened on your watch, you had to call everyone involved to put the story together
      2. Make people feel comfortable on the phone and collect information, even when people don’t want to talk
      3. 9/11 he was assigned to Flight 93 (Let’s Roll).
         1. Contacted families
         2. Loved ones were happy to tell story so their family could be remembered
      4. Covered the Branch Dividian story; lived in his car for 40+ days; was there for the fire and then also covered the trial
4. One of the first major stories you covered was as a college student at SMU when they were given the death penalty in football. What sticks out to you from that episode as lessons to be learned?
   1. Obvious as a student; in classes with football seniors who would leave class in a red Nissan 300 ZX with personalized plates
   2. When David Stanley started talking with WFAA channel 8 / Dale Hansen, Chip started going to professors and team members
   3. School paper was independent, and was able to do some good reporting
      1. Discovered condos, cars, money that were set up for players
      2. Started to see stories on the school newspaper about how far should they go to turn in your own school
      3. SMU admin resented the paper
         1. Used to make it easy to buy publications and it was taken away
         2. Student life had to pay its own advertising after that
5. What was the reaction like from your colleagues in the hard news/mainstream media when you first ventured out into the blogosphere/messageboard world?
   1. Colleagues thought he was crazy
   2. But he knew the model was feast/famine, and you could control that by being narrow and deep on the subject matter
   3. Jeff Ketchum (started Orangebloods) saw value of Chip as a newsbreaker to bring people into the inside
   4. Realignment
      1. Grew 1800 subscribers in 14 days
      2. Chip’s Twitter went from 1,200 to 12,000 in two weeks
      3. Was digging around about a TV deal between conferences, but then started hearing more on other things / realignment
         1. Traded information about Larry Scott being in Austin
         2. Was able to triangulate
         3. Clear Pac 10 was going after six schools
      4. Things were changing all the time, so when people would accuse him of getting something wrong, the reality was it was correct at the time, and then something changed
      5. Told his wife as the story unfolded to just pretend that he was at Wimbledon, because he couldn’t leave his phone. It had to stay charged and he had to keep talking to his sources, which began with two and grew to 13 over the course of the two weeks.
         1. As soon as you finish calling the 13, you had to start over and call them again
         2. He lost 12 pounds because he couldn’t do anything else like eat!
         3. Important decision was made to make all the realignment stories free
         4. Picked up memberships from all the schools’ fans
6. Sticking with realignment, what are your observations about the leadership that was displayed in 2010, 2013 and now here in 2016?
   1. Gutsy decisions made.
      1. Number one was decision by Baylor to threaten to sue the SEC. Board of Regents insisted, though Judge Starr wasn’t really wanting to. Baylor benefited tremendously and bought them time. Allowed Big 12 to get its bearings.
      2. Texas A&M along with Rick Perry and Mike McKinney. They were not going to the Pac 10 even though most thought it was done. Learned fans were interested in SEC and getting away from Texas. Bold move.
   2. Texas’ DeLoss Dodds has a mild-mannered leadership style though the president at the time, Bill Powers, was different. Others felt he was talking down to them and trying to tell them how things were going to be.
      1. Also interesting how Dodds talked Powers out of the Pac 10 when he really wanted to go
      2. And how Dodds worked the Pac 10 for incentives to leave (even though they ultimately did not)
7. How have you seen coaches change their leadership style over the years in order to connect with this generation of athletes?
   1. Dabo Sweeny at Clemson – dances with players; puts his arm around them; defends them. Connects with players and they have a shot at the title this year.
   2. Nick Saban hasn’t really changed. But players adapt to his ways because of his success.
      1. Told his AD early on to tell the boosters they can’t come to practice, but they will like what they see on Saturdays
      2. Has convinced Alabama to fund an NFL level front office / coaching staff
      3. He had hired a strength/conditioning coach for each position before the NCAA put a cap on it, and then he hired Quality Control questions instead.
   3. Jim Harbaugh
      1. Pushing the bounds by spending the night at recruits’ houses, climbing trees with them; recruiting parties with Tom Brady and Derek Jeter
8. As the writer or on-air personality, how to you approach leading those who are behind the scenes (producers, board operators, cameramen, etc.) so they buy in and give you their best effort?
   1. How can I help you do better at your job? How can I help you be successful? Because if I do that, it’s going to come back and help me.
   2. Make it about each other, and we both go up.
   3. If it’s work, it may not be a career, it may just be a job
   4. If you’re passionate about what you’re doing and you love what you’re doing, then it is a career
9. What habits have been key to your success?
   1. As a reporter, he tries to make a new source every day
      1. Causes you to be a great listener and ask the extra question
      2. To be able to communicate and build relationships, you have to be a good listener; if you are fake or annoying, people aren’t going to take your call
      3. You have to have an interest in it
      4. Some people collect coins, stamps or wine, I collect phone numbers
10. Where can people go to read your work and find out more about you?
    1. Weekday mornings; AM 1300 The Zone in Austin; iHeart Radio App
    2. Hornsdigest.com for blogs and messageboards
    3. @Chipbrownhd on Twitter

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

View Details

Jimmy talks values training, prayer and action working together and leading in the middle.

Bio: Jimmy Seibert is the Senior Pastor at Antioch Community Church in Waco, Texas. He and his wife Laura founded the church in 1999, and it has since grown to a network of over 100 churches around the United States and the world.

Jimmy has authored several books including Passion and Purpose: Believing the Church Can Still Change The World, The Three Loves and his most recent that he wrote along with Laura, Parenting Without Regret.

Interview:

1. Jimmy for listeners who aren’t familiar with you and your story, let’s fill them in a bit. Where do you come from and how did you arrive at this place of leadership at Antioch?
   1. Came to college as a new believer
   2. Girl broke up with him which was huge and brought him to grips with his own faith…was God enough
   3. Started reading Matthew and committed to figuring it out
   4. Figured out the importance and rarity of authenticity in church leadership
      1. People want to believe that the guy preaching at the front is living it out
2. Talk if you would about how you build trust among both your congregants and your staff.
   1. People trust people who know their story and care about their lives (sounds like Don Yaeger!)
   2. Otherwise all you know is their behavior
   3. Until someone believes you care about them, they won’t let you lead them
3. How is culture developed in a workplace, and how do you go about recruiting the right people to fit that culture?
   1. Every culture has a set of values (spoken or unspoken)
   2. At Antioch, it began with 11 values. But nobody could remember them. Got it down to eight and then five and then three.
      1. Love God, Love Others, and Love those who don’t know Jesus
      2. Staff meetings begin with the core values, and someone is asked how they lived those out this week. Get testimonies around that value
      3. People tend to do what is celebrated
   3. Hit the values from every angle
      1. Books
      2. Podcast
      3. Values training
         1. All staff goes through two week training; without it we can’t be who we are
         2. Here is our value; here is our practice around our value; is this what you want to do?
         3. Waste Management company example
            1. Would ask about past employment experiences, what they liked/didn’t like about it
            2. If they had problems with authority, he wouldn’t hire them
4. In 2001 you led the church through a difficult and public real-life drama of the capture, arrest and eventual release of two college-age women who had been taken by the Taliban in Afghanistan. Can you tell us about that experience and what you learned from a leadership perspective?
   1. Authenticity again
   2. CNN’s People in the News came to spend time with the church and he and Laura
      1. At the end of their time, anchor said:
      2. “Why do Christians think the media is out to get you”
      3. Jimmy, “Because it seems like you are!”
      4. Anchor: “That’s not the angle. We are training to smell duplicity, and when we smell it, we go after it like white on rice. So when faith leaders are trying to play a game with us we can’t let them get away with it. But that’s not you.”
5. Political leaders offer up prayers in times of tragedy, often to the criticism of people who think that's a cop out for not taking "action." Your book Passion and Purpose is filled with examples of fervent prayer leading to breakthroughs. How should leaders incorporate prayer?
   1. Not either/or, it’s both/and; not called to be monastics and pull away from society to just pray
   2. Our own best efforts don’t get to the best; we are limited; so we rely on a higher power
   3. Example from the girls in prison
      1. 9/11 happens and media picks up on situation
      2. Prayer
      3. But also working the situation
      4. Media asked him what his message was to people watching around the world, and his answer was to pray
         1. Most people don’t have a way to practically/directly help, but they can ask God to
      5. Austin American Statesman helped get message out to ask for prayer; Drudge picks it up
         1. 80+ nations sent notes of prayer
      6. One of the captured women said that God saw orphan/widow were being oppressed by Taliban, and allowed two of his kids to be captured so that the whole world pray, to bring down this evil regime so that the orphan/widow could be cared for again
   4. These things all connect, God is at work and doing good, but it takes people to pray to bring that good to pass. All the work of our hands is limited, but with God it is unlimited.
   5. Daniel tells story of daughter having seizures at 6 months and the tangible feeling of all the prayers from people all over.
   6. At the very least there is comfort, love, grace and help
      1. Patients in hospitals do better when being prayed for, or at least are thankful they were prayed for
6. You recently led the church on a journey to expand the footprint of Antioch Waco by building a new auditorium, and to do it debt free. Six years later here we sit. It was a bold vision and a massive undertaking that I think many listeners could relate to in their world and learn from. So what are one or two things you learned about leadership going through that process?
   1. Leaders must make a decision on what hill you’re going to die on
   2. People must know you are willing to do what it takes to follow through
   3. God gives the vision and then he shapes you and changes you so that the vision can be fulfilled
   4. Lessons
      1. In big financial journey, people will jump in journey early because it is exciting, and people at the end when it’s almost done. But the wilderness is in the middle.
      2. Leading in the middle
         1. Keep the main thing the main thing
         2. Couldn’t let the financial/building need overcome the core values
         3. Tendency is to be too fixated on project v. the process/people
         4. Had to communicate the why behind the what; can never communicate the why enough
         5. Temptation to take on debt to finish the project, which was a legitimate question/suggestion – integrity and authenticity to the vision said stay the course
         6. Often the biggest naysayers will be the first to celebrate when it’s over
7. Part of being a great leader is the ability to communicate. You are clearly an excellent communicator, and I wonder is that something you were born with? Or did you have to work at it? And what tips can you share on how to improve our communication skills?
   1. Are leaders born or made? Both!
   2. Everyone can learn to communicate; even those with the gift can lose effectiveness if it isn’t exercised
   3. Always a team around him to evaluate him and give feedback
   4. 25 year olds on the staff give feedback to make sure he is communicating to the next generation
   5. Without feedback, you can lose touch with the audience you are trying to reach
   6. The more effective communicator you are, you eventually lose touch and you don’t even know it
8. You mentioned in a message one Sunday how one of your staff wanted an opportunity to preach early on and you had to explain there were chairs he should be setting up as a first step. Talk about how those of us just getting started in an organization, job or career can lead where we are.
   1. If you don’t learn how to serve, not good to be in front
   2. People know whether you are in it for them or for yourself.
   3. Death, burial and resurrection principle from the bible – you must give something over to die and be buried so that it can resurrect stronger than before
      1. Trials turn people from selfish/narcissistic to those who relate to pains/struggles are others.
      2. Great leaders are born in the crucible of the trial
      3. If a potential leader hasn’t been through a trial yet, it is good to let it happen so they can come out stronger
      4. You don’t want people leading who are half-baked.
         1. Do jobs you are leading others to do
         2. Learn to serve in imperfect situations
         3. In midst of trials, coming out the other side learning rather than being taken out by them
      5. Always in need of great leaders, but must be tempered and transformed so they can be effective for the long haul
      6. So start by serving and doing the small stuff, so you can then be made a ruler over much (He who is faithful in little is ruler over much – Matthew 25:21)
      7. Christine Cain/Hillsong example
      8. Jimmy didn’t become a senior pastor until age 35, though had opportunities prior to that. Didn’t take them because:
         1. Wasn’t ready
         2. By the time he started Antioch, he had done every job on the staff
         3. This gave him great compassion for his staff
         4. If you haven’t walked in someone’s shoes, it is hard to lead them well
9. What are some things we should be thinking about when trying to lead in our marriages? With our kids?
   1. Authenticity – kids know who you are.
      1. If we want kids to spend time with God, we need to do it
      2. If we want kids to have healthy habits with media, we need to do it
      3. If we want kids to be loving, kind and honoring to others, we need to do it
   2. People learn side by side, and that’s the purpose of family
      1. To have someone model life for you from a place just a bit ahead
10. Another leadership note I heard you hit in a recent message was the story about AAA baseball tryouts, and the power that exists when someone believes in us enough to choose is. Could you tell that story because I think it is so important for leaders to recognize the influence they can have on people.
    1. Little league coach believed in him
    2. HS football example
       1. Coach said Seibert you have a great arm but you are too slow
       2. Moved him to offensive line
       3. Started partying and getting in with the wrong crowd
       4. Coach confronted him and said you’re drifting and are going to destroy your life; said he believed in him and that if he would make changes to his life, coach would have his back
       5. 155 lbs guard in 6A Texas football; and they did well!
       6. That coach shaped the trajectory of his life; would have gone a different direction and dealt with a lot more pain if that coach had not said he believed in him.

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Leaders are teachers, recruiting great talent and balancing career and family.

Tim Selgo Bio:

Retired this year after twenty years as the Director of Athletics at Grand Valley State University. Grand Valley has been nothing short of a powerhouse at the NCAA Division II level, claiming the Directors’ Cup as the top overall athletic program ten times.

Under Tim’s leadership, Laker teams have won 161 conference championships, 74 NCAA regional championships and 18 national championships. Tim was named Division II AD of the Year three times by the National Association of Collegiate Directors of Athletics (NACDA), and this past year he became the first Division II athletic director selected to serve as president of that organization in its over 50 year existence.

Though retired as an AD, Tim is now a consultant with Athletics Staffing and Consultants, where he advises athletic departments on leadership training and staffing. He will be inducted into the Grand Rapids Sports Hall of Fame this fall.

Interview Notes:

1. Introduce yourself and give some background
   1. Pettisville, OH
   2. Father teacher/coach; brothers were D1 athletes; mother and father athletes as well and in bowling hall of fames
   3. Bob Nichols at Toledo gave him scholarship to play basketball, and then hired him as a G.A. and then assistant coach; led to being head women’s coach
   4. Quickly realized the importance of recruiting great talent if you want to be successful
   5. Moved from coaching to administration at Toledo
      1. They both Nick Saban and Gary Pinkel as football coaches in the early 90s
2. Talk about the change in the industry for where administrators come from
   1. Changed as more money came in and it became an entertainment industry
   2. Working in athletics is a lot like farming, it’s not a job as much as it is a way of life
   3. Advice for being an AD – get some coaching experience. The best coaches are the best teachers, and that skill translates well to administration.
   4. This isn’t fantasy sports; you can’t point and click your way to succes
3. How did you approach the hiring of coaches and staff? What were you looking for, both positively and negatively?
   1. Must surround yourself with the best people
   2. As AD you’re the coach of the coaches, staff and student-athletes; it’s a teaching position…true in many leadership positions in/out of athletics
   3. Mistake early on to be the “change agent” prior to observing/listening
   4. You have to have patience if you want to build something that will last
      1. Hiring people is a leader’s most important job
      2. It took time with Brian Kelly; people wanted him gone
         1. He was 5-5 in his tenth year at GVSU
         2. Went and fought to get him a new four year contract that year
   5. Be open to all types of candidates; the best could come from anywhere
      1. Prefers those coming up through the ranks
      2. (Examples in volleyball, soccer, track/field)
      3. Easy to make the sexy hire to win the press conference, but that is almost always meaningless
4. You have talked about how proud you are of the success across all of your programs. How did you create a culture where that was valued, when I’m sure it would have been easy to make things all about football?
   1. (went back to prior question)
      1. Critical to develop those best people
   2. That was GVSU’s philosophy when he arrived, and that was important to him taking the job
   3. More than resources, which are important, people want to know you care
   4. Be there/present, especially when it matters most – in competition
   5. All the kids work hard
   6. Exit surveys ask whether kids felt they had admin support
      1. Said yes because admin was there; not because of material support
5. From our interactions at NACDA, you were always a great connector of people. How did you develop that skill or is it something you have always had?
   1. People will make you successful, and I love people and being part of a team
   2. Ex. Steve Payne, Manistee, MI office furniture
6. You talk a lot about family and I know that spending more time with your kids and grandkids is a priority for you. How did you go about maintaining your family relationships while in such a high demand job?
   1. Athletics is a way of life, and it’s important to be there for your people
   2. Gave up personal life and only focused on faith, family and work
      1. Exception being reading, which he does very early in the morning, and exercise.
      2. The best leaders have some type of balance, and if it is out of balance, it is so for the good things like family
7. What can you tell us about your new book, and where people can connect with you?
   1. Memoir as GVSU AD; leadership instruction; entertaining stories; November release
   2. Athletic Staffing and Consulting – ASCwinners.com
   3. Teaching at Davenport University in sports management

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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The state of leadership, mastermind groups and leadership v. management with Coaching for Leaders Podcast host Dave Stachowiak.

Bio: Dave Stachowiak serves as the Executive Vice President for Talent Development for Dale Carnegie of Southern Los Angeles, and is also the host of the highly rated Coaching for Leaders Podcast.

Through his work at Dale Carnegie, Dave has served such clients as Boeing, ExxonMobil, The United States Air Force and American Honda, and was named by his clients as a top 20 Dale Carnegie instructor in the world.

Dave launched the Coaching for Leaders Podcast in 2011, filling a void he noticed where most business and leadership podcasts were aimed exclusively at online entrepreneurs and not everyday people looking to grow in their leadership skills. Dave has a PhD in organizational leadership from Pepperdine University.

Interview:

1. For those of us who aren’t familiar with you or your work, can you fill us in a bit on your journey and how you found yourself drawn to this field of training leaders?
   1. Not a confident person through high school, but made a pact to put himself out there when he reached college
      1. Nominated for homecoming court at the end of senior year
      2. Hired personal coaches; worked on himself
2. You have the rare combination of academic AND experiential credentials on the topic of leadership; how have those two worked together to form how you look at leadership?
   1. Leverage the best of both
   2. At Dale Carnegie, has the opportunity to hear what leaders are dealing with on day to day basis
   3. Always be learning; act as the student along with the rest of us and bring experts to the show
3. What do we know about leadership in 2016 that we didn’t know 10, 20 or 50 years ago?
   1. Fundamentals haven’t changed
   2. But, in practice some things are different
      1. Command and Control doesn’t work
      2. Access to information; glassdoor, etc. means people will know how your organization treat others
   3. Broader sense of what life is about
      1. Less about money and titles
      2. More about work/life balance and quality of life
      3. (Resource: Daniel Pink – Human Motivation)
   4. Starting to move away from traditional ways to do performance reviews, raises (but still a struggle)
   5. Important for job candidates to raise work/life balance issues during the hiring process if they are important to them
      1. You’re not going to change the culture of the employer as a new employee
      2. (Resource: Scott Barlow – Happen To Your Career Podcast)
         1. Career = Carriage/Journey
4. We have a lot of folks listening who, by title or job description, do not have leadership authority. They are early in their careers or the newest volunteer in a charity, etc. Can we lead and influence people and organizations from those roles, and if so, how?
   1. Retired Admiral Verne Clark, U.S. Navy – After a point in time in his leadership, he ceased giving orders – his leadership was via influence
   2. True leadership doesn’t come from formal authority, but rather whether people are willing to follow you
   3. Favorite definition of leadership – people follow you!
      1. If they don’t have a choice (i.e. in a boss/employee relationship) are they really following you?
      2. Political leaders great case study because we don’t have to follow them
   4. Chris Voss (Resource: Never Split The Difference)
   5. If you can lead and influence in a volunteer capacity, imagine what you can do if you actually have some of the position and/or management authority
   6. Resource: Eight Ways To Influence Without Authority
   7. Resource: Coaching for Leaders Episode with John Kotter – Leadership v. Management
      1. Leadership is about direction; management is about execution
      2. One is not good and the other bad; they are distinct, complimentary and important skills
5. I mentioned in the intro one reason you started Coaching for Leaders was a lack of content for those of us who weren’t online entrepreneurs; why is that distinction important? What do we who aren’t online entrepreneurs need to learn about leadership that is different?
   1. Leadership usually not top of mind for an online entrepreneur, especially one in startup phase when there may not even be a team yet
   2. Nobody really doing this!
   3. Senior people in small/medium size organizations are typical listeners, and there isn’t much in the way of formal leadership training they offer
   4. Leadership can be very lonely; helpful to have resources
6. What is a mastermind group and what does it look like?
   1. Peers get together with a facilitator
   2. Great relationships not bound by political issues within an organization
   3. Twice monthly online meeting where they talk though leadership challenges
   4. Used to just be for the wealthy, but now have become more mainstream and accessible with technology
   5. Need to be consistent, committed
7. In a more recent episode, you discussed the topic of how to go about managing your former peers after being promoted. I think many in our audience are experience that or will very soon. What can you tell us about that difficult leadership task?
   1. First need to acknowledge it is a big transition!
   2. Sit down and have a conversation with your former peers who you now lead; ask how they feel about it and then LISTEN!
   3. Resource: The Look and Sound of Leadership (podcast; Tom Henschel)
   4. 20/60/20: 20% are excited for you; 60% not sure/don’t care; 20% frustrated/animus (just assume this will be the case)
   5. Airplane analogy for the importance of diversifying your relationships – have a lot of engines on your plane, so when one goes down, the whole plane doesn’t go down. If all your relationships are at work, and there is a big transition there, it’s a lot to handle because ALL of your relationships were impacted.
8. You are in the process of updating your tagline to Coaching for Leaders; the current one is Leaders Aren’t Born, They’re Made.
   1. Can you expand on that line how you came to believe that?
   2. Why did you decide to update the tag line and where is that headed?
      1. One of my mastermind members mentioned that the tag line was fine, but didn’t connect to what the show delivered. So it will likely be more along the lines of actionable, expertise, access.
9. You have created a wonderful bank of resources at your website coachingforleaders.com, including a list of your Top Ten Leadership books. Can you tell us about that list and maybe one or two specific books that we should start with if we are wanting to build a foundation of leadership knowledge?
   1. Seven Habits of Highly Effective People – Steven Covey
      1. The best way to be a great leader is to start leading yourself well
   2. How to Win Friends and Influence People – Dale Carnegie
      1. How to have great relationships, which results in leading well
      2. Focus on seeing things from the other person’s perspective
10. You have studied leadership, talked about it with other experts, trained others in it. If you were to write a book about leadership, what would its title be?
    1. The Listener’s Guide to Coaching For Leaders – so people could go right to a particular episode/guest to learn about the topic or issue they are interested in or going through.
11. Where can people go to learn more about you and how can they discover Coaching for Leaders?
    1. Coachingforleaders.com
12. Thank Yous/Acknowledgements:
    1. Antioch Live/Clear Day Media Group – music
       1. More here.
    2. Jonathan Davis – production
    3. Clint Musslewhite – voice over

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New York Times bestselling author Don Yaeger, who recently published Great Teams: 16 Things High Performing Organizations Do Differently, stops by to talk leadership styles, adapting to change and lessons from John Wooden, Pete Carroll and Mike Krzyzewski.

Bio:

Our guest today has studied and written about the most successful performers, leaders and teams in both sports and business over his long career as a journalist, author and speaker.

Don Yaeger is an eight-time New York Times bestselling author, and a longtime writer and editor for Sports Illustrated. Don is also an in-demand public speaker, and is brought in by some of the largest and most successful organizations on the topics of leadership and greatness, and similar to what we do here, calls upon the lessons that can be learned in the sports world and applies them to all types of organizations.

Don’s most recent book, Great Teams: 16 Things High Performing Organizations Do Differently, identifies and highlights characteristics found in both the great sports teams and great businesses. It is tremendous and I highly recommend it. In addition to his writing and speaking activity, Don also owns a political consulting business and public relations firm.

Interview Questions:

1) First things first. We just wrapped up the Rio Olympics, and I’m curious as a writer and story teller what stood out to you from these games in terms of a compelling story.

a. Blogged about Usain Bolt – disappointed he didn’t break the record in the 200, and said he didn’t have anyone to push him. We are better when we are being pushed beyond what we’re capable of.

2) Getting into the book Great Teams: 16 Things High Performing Organizations Do Differently

a. You talk about the different types of leaders, can you tells us about those and then I have a follow up about one of the types specifically.

i. Command and control – can still be useful in certain situations, but not typically in day-to-day situations ii. Expert iii. Relational iv. Charismatic v. Synergestic - several or all of these working together. vi. Pluses and minus to each of these

b. Email don@team180.com for free tool

c. Can the command and control approach work in 2016? We hear all the time in the sports world that the game passed by old-school coaches who never adapted from that type.

i. It can in certain circumstances (e.g. times of crises), but not usually in an every day scenario

d. Simon Sinek wrote a great book called “Start With Why,” where he says in a nutshell that people will respond to you if they understand why you do what you do, rather than how you do it or even what it is you do. You take that idea further and more practically talk about the importance of teams or organizations feeling their “why.” Can you help us understand what that looks like and why it is important?

i. Simon talks most about individual whys, but Don is more interested in team/organizational whys ii. Team has to know the organization’s why; not just the leader

1. Create a moment (Make a Wish example of mission moments) (could be 10 seconder)

e. What does it mean to recruit to the culture?

i. Not recruiting to the resume for one! ii. Great teams say here’s what fits in our environment iii. Employees at Don’s company create a culture document they use in interviews

1. Share with candidates so they can make an informed decision 2. This only works if the people within the organization knows what the culture is 3. Example where he did this with a company with 47 executives, and each of the 47 gave a different response to WHY the company did what it does.

f. Can you talk about the differences between a mission statement, values and a road map?

i. Mission statement is reducing to a few sentences what the mission of the company is ii. Values are simply a set of terms the organization has decided to prioritize. Integrity is the most common one and so doesn’t really say a whole lot iii. Road map is how you’re going to get someplace that is not driven by traditional values of the world today

1. Examples

a. Think John Wooden’s Pyramid of Success – not about winning but about the process b. Nick Saban’s five things – it’s about process and not the end result c. Bill Snyder 16 steps

1. Road Map is directional toward improvement and advancement

g. You talk about the importance of adapting to change. How have you found leaders or teams improving their capacity for this?

i. Coach K’s favorite word is adapt ii. The best at this don’t allow the phrase “that’s how we used to do it” or “that’s how we’ve always done it” to be proof of anything. iii. Too many people are afraid to adapt because it makes them uncomfortable, and greatness really begins where comfort ends.

h. What does it look like when a leader fosters a communication culture focused on strengths and positives. To some of us it might sound a little fluffy or idealistic without realism or accountability.

i. Successful organizations talk to people differently. The days of yelling/screaming are over, particularly when it comes to the Millennials ii. Pete Carroll example

1. Start with the premise that no one makes a mistake on purpose 2. Incorporates into his assistant coach hiring process – no yellers/screamers 3. Specific example of wide receiver dropping a pass in practice and the assistant coach addressing it in a completely different way.

i. Talk about the danger of past or current success. How do the great teams battle complacency?

i. It’s the greatest killer of sustained success ii. Saban/Wooden say it’s hard enough to win once; it takes true character to win more than once iii. Mike Ditka: On the way to success it’s all about we. When success happens it becomes all about me iv. Key is to stop talking about yesterday

1. 10-time national champion Penn State volleyball coach Russ Rose has no memorabilia/hardware in his office from his success; only relationships. His grandson took one of his championship rings and traded it for a [listen to find out what!!]. 2. UNC soccer coach Anson Dorrance gives out roses rather than jewelry for championships, because the roses are going to die; gotta go out and grow new roses

3) Do you have any habits or routines that have been key to your success?

a. Can’t lead people you don’t know, so each day find ways to engage with the people you are leading and learn about their lives

6) Where can people go to learn more about you and where can they pick up the book?

a. All fine book stores! b. Donyaeger.com

Thank Yous/Acknowledgements:

Antioch Live/Clear Day Media Group – music More here. Jonathan Davis – production Clint Musslewhite – voice over

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Former OU basketball player turned entrepreneur Renzi Stone joins us to talk company values, importance of team, and doing that one thing today that's most important.

Bio:

Renzi Stone is a former University of Oklahoma basketball player turned entrepreneur, whose integrated marketing communications company has been on Inc. magazine’s fastest growing companies multiple times. He has served as president for the Americas for a global network of independent marketing and PR firms. And in the spring of 2015, Renzi was appointed by Oklahoma governor Mary Fallin to the University of Oklahoma Board of Regents.

Interview:

• Okay Renzi first things first, Olympics are wrapping up. What are your thoughts on what we’ve seen?

  1. Great to watch athletes meet their moment when they have trained so long, fought through injuries and challenges.
  2. Brings country together during a divided time.

• I hit a few highlights about you in the introduction, but give us a little backstory and what your journey has looked like to get where you are today.

  1. Wrote down things good at in one column and things not good at in the other
     1. Have to be honest with yourself
     2. Ask people;
  2. Get mentors
     1. Best way to get a mentor: ask them about them and how they did something
     2. Know the answer to the question before you ask
  3. Oprah’s CEO Eric Logan: for every 15 minutes he was going to spend with Oprah, he would prepare for an hour
  4. Put a team around you to balance out your weaknesses
  5. Long hours in the early years; takes time and there’s no magic bullet
  6. Couldn’t be built on just his capability; had to build a team
     1. He’s been the leading scorer at SAXUM since he founded it, but knows the company will only be great when that is no longer the case

• I remember sitting with you in your first house talking about what you wanted to do and how to go about starting a new company. We may have aspiring entrepreneurs here right now who are in the same place you were. Can you tell the story of how Saxum got started, and give some advice to those of us thinking about or just starting a new venture?

  1. You can’t ask for permission
  2. If it’s disruptive, there will be naysayers
  3. You have to be honest with yourself about the opportunity
     1. Underserved market
     2. Applied what he was best at against that market
     3. Caught a wave in OKC
  4. Deciding what the most important thing TODAY to get business going
     1. GET A CLIENT!
     2. Especially if it’s something you’re not good at – figure it out!

• My observation is you have built a great team of people at Saxum over the years. And you have grown relatively quickly. How would you describe the culture of your company, and how do you go about implementing and maintaining it along with the growth?

  1. Business is about clients and people
  2. Clients come and go, but people can be forever
  3. Values based on B-O-L-D
     1. Brave
     2. Original
     3. Lively
     4. Driven
     5. Values like integrity aren’t unique for a company worth anything; price of admissions
     6. If your value words are uniquely tied to your company’s value proposition, you haven’t thought of them very closely

• How can those of us who are in entry or mid-level roles in our organizations influence those above us? e. How can we lead up?

  1. We take a tour here where Renzi interviews me (bear with us!!)
  2. Best thing to build a team is help them know/understand themselves
     1. Talk less, smile more – lesson from Burr to Hamilton in “Hamilton”

• You've been around great leaders much of your life. What have you learned about leadership from some of them?

  1. Three great lessons from Kelvin Sampson
     1. Touch the line
     2. Diversity uniting around a common goal
     3. Resilience, commitment, grit, determination to overcome challenges

• What habits have been key to your success?

  • Balance – tough to find
  • Committed to being great husband/father
  • Community and church – results in making less money, but it’s more important

• I do have one more important question to ask you, but first where can people go to learn more about you or Saxum?

  1. Renzistone33 on twitter and
  2. LinkedIn,
  3. saxum.com

• You have a beautiful family. Your wife LeeAnne is a dear friend of ours. Your boys Jackson and Walker are incredible. And yet in 2010 you lost your middle son, Isaiah, to epilepsy when he was just 11 months old. As a parent I cannot even begin to imagine what that was like, and what it is like even today. But in response to that loss you and LeeAnne launched the Isaiah Stone Foundation, and I want to give you an opportunity to tell us about that organization, who it serves, and how we can help.

  1. Epilepsy research
  2. Help for underprivileged kids dealing with seizures
  3. isaiahstonefoundation.com (Daniel and Adrienne Hare will match gifts from the audience up to $500! Just enter "All-Star" in front of your name when you make the donation.
  4. cureepilepsy.org

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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I ask Cori what it takes to earn the trust of student-athletes and coaches, communicating with Millennials and more!

Bio:

Current: Director of Sports Performance at Western Oregon University where she oversees the strength, conditioning, nutrition and all-around well-being of over 400 student athletes in 13 sports.

Past: Spent five years at Washington State University in addition to stops at Colorado State, Ohio State and Western Michigan.

In the spring of 2015 she achieved the distinction of Master Strength and Conditioning Coach, one of only 160 in the nation, less than 20 of whom are female.

Interview Notes

1. Cori I know I left a lot out of your journey to WOU, so tells us a bit about where you’re from and how you got to where you are now.
   1. Active family
   2. Dad was a coach
   3. From Juneau, AK and became a competitive skier and soccer player
   4. Broke two vertebrae in her back while competing in college (Fort Lewis College); let to an interest in strength/conditioning
   5. Coach Dale Lloyd approached her about pursuing strength/conditioning as a career; set her on the path to where she is now
      1. Long-lost Facebook message from Coach Lloyd to her saying how proud he was of her highlights the impact of a mentor’s word
2. What was your dad like as a coach, and what did you learn from him about how to lead a team?
   1. Consistency
   2. High standards
   3. Long-lasting relationships with his athletes
   4. How to stay strong in the face of circumstances
3. Talk about the importance of developing trust in order to impact and influence
   1. the student-athletes you lead; and
      1. won’t give 100% until they know you know what you’re talking about; need to have confidence in yourself without being cocky
      2. consistency – senior with a good relationship with her faces the same consequences for mistakes as a freshman
      3. fairness
   2. the head coaches who are your colleagues
      1. harder road than the athletes
      2. this is their livelihood
      3. will follow their lead as long as within my philosophies
      4. Get some quick wins; show progress early
4. What would you want the men in the audience to know or understand about what it is like for a female working in the strength/conditioning profession?
   1. Always healthy to put yourself in other people’s shoes
   2. Always having to prove myself
   3. Three females in the country overseeing strength/conditioning for football, all Division II
   4. Can’t internalize critical comments/conduct; let it roll off; realize it says more about them than you
   5. Must find a way to move on/forward from criticism
5. What have you found to be the best techniques to communicate with today’s young adults?
   1. Don’t take yourself too seriously
   2. Must be approachable. In the past, wouldn’t let student-athletes in to personal life. That won’t work now.
   3. They need to know that you’re not perfect; that you have had failures.
6. You get to observe other coaches interact with their teams every single day; what sticks out to you as something that the great leaders do or have in common?
   1. Sonny Lubick – Colorado State football coach – organized, consistent, cared for you, gave her a chance to lead football summer training
   2. Fear of disappointing a person more powerful that fear of the person
7. Can you help us sift through the various popular exercise programs (e.g. P90X, cross-fit) and what should those of us just trying to lead healthy lifestyles should be doing?
   1. Moderation and consistency
   2. Find what works for you
   3. Think carefully about the training/background of who is leading the training
8. What habits have been key to your success?
   1. Eat in the morning; same thing each day
   2. Have a routine, whatever it is that works for you
9. How do you approach balancing success at work and success at home?
   1. Incorporate kids into your work if you can
   2. Don’t wast
10. Where can people go to learn more about you or I?
    1. WOUWolves.com
    2. @corisuemetzgar on Twitter
    3. Collegiate Strength and Conditioning Coaches Association

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
   1. More here.
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Brian talks Phelps, servant leadership and Pygmalion!

Bio:

Corporate vice-president and a wildly successful private swimming coach.

Over the past 24 years he has made over 1500 presentations on the topics of leadership, possibility thinking, thriving on change and team building. His impressive client list includes companies such as Microsoft, Lockheed Martin and Starbucks.

Very close to one of the all-time great leaders in sports, former UCLA men’s basketball coach John Wooden, and in 1997 authored the book Beyond Success, building upon Coach Wooden’s Pyramid of Success.

Author of nine other books including his latest in 2014 titled Loving Life Lessons for my Daughters.

Interview Questions:

1. First things first as a former elite level swimming coach, what were your thoughts on what we saw in the 2016 Olympics? What can we learn from Bob Bowman and Michael Phelps?
   1. Phelps is greatest athlete of all-time; and that a human being can change.
2. What leadership skills did you learn as a swimming coach that translates into how you teach leadership today?
   1. Coach each individual differently and according to how they respond.
   2. Pygmalion effect.
      1. 56% of communication is body language
      2. 37% is tone
3. How did you first meet Coach John Wooden and how did you come by the opportunity to work with him on Beyond Success?
   1. Called him up on his home phone line; he answered and was willing to meet with me!
   2. Credit is something you give; responsibility is something you take
      1. Our culture has this backwards
   3. “It’s what you learn after you know everything that makes the difference.” – John Wooden

From the book Beyond Success

1. Who was Pygmalion and what can we learn from him about leadership?
   1. Our thoughts, expectations and beliefs about others are magnetic.
   2. Harvard research – kids identified as “spurters” spurted, regardless of ability
2. What is the difference between being willing to support and give yourself to your team, and being eager? How you can instill eagerness in your teams?
   1. No overachievers; we’re all underachievers
   2. Good or average teams – willingness is there; great teams – eager
      1. Willing – like when a teenager cleans their room
      2. Eager – Can’t wait to do it
   3. Get rid of the words “I have to”
      1. Puts yourself at the effect rather than the cause, which leads to less enthusiasm

3. What is servant leadership and why is it important?

   1. What we should all aspire to
   2. No job too big, no job too small
   3. You notice them (servant leaders) the most when they aren’t there – what seemed previously to be magically held together now starts to fall apart
   4. Bear Bryant – “when things go great, they (the team) did it; when things go pretty good, we did it; if things go bad, I did it.”
   5. The meaning of my communication is the response I get

4. If there were a 2016 version of Beyond Success, what would be the first new chapter you would write?

   1. Be East To Impress, But Hard To Offend
      1. Jack Nicklaus – gained respect, then was liked, now revered
5. Many of us have admired and respected Coach Wooden; what can you tell us about the man himself that we may not know?
   1. Love of learning; would show up at a high school coaches' clinic to hear someone talk on a new way to teach rebounding
6. Talk about the connection between vision and reality.
   1. Vision becomes reality; what we focus on is what we create
   2. Manage around weaknesses; manage towards strengths
7. How can people lead or influence those who are above them?
   1. Don’t look at how you rate v. others – success is peace of mind knowing you’ve given the best of what you have
   2. Most debilitating need – for external approval – put yourself at the effect instead of the cause
8. How do you start your day?
   1. Ask what am I grateful for today and say thanks
   2. St. Francis prayer for peace
   3. Exercise
      1. People remember your energy
9. What advice do you have for young professionals who are striving to be better leaders or maybe even trying to get that first opportunity to lead?
   1. You’re already a leader; CEO of your own life
   2. Be a blame buster – blame is about the past
10. Where can people go to learn more about you?
    1. brianbiro.com
    2. Beyond Success - The 15 Secrets to Effective Leadership and Life Based on Legendary Coach John Wooden's Pyramid of Success

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group – music
2. Jonathan Davis – production
3. Clint Musslewhite – voice over

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Dan talks motivation, lists and treating every day like gameday.

Bio:

Vice President at IMG College, after recently moving over from his role as Vice President and General Manager of USC Sports Properties, a division of Fox Sports.

Coached men's basketball at St. Mary's College and the University of Oklahoma.

Former General Manager of IMG College - West Coast Conference.

In 2015 he was named by Street & Smith’s Sports Business Journal as one of the Forty Under 40.

Interview Notes:

1. You have had the privilege to work under some incredible leaders: what did you learn from them about leadership?
   1. Randy Bennett (St. Mary's College men's basketball coach) – Work Ethic
   2. Randy Freer (Fox Sports) – Both sides winning makes the best deals
2. Tell us about how you landed a title sponsorship with Zappos when you were with the West Coast Conference.
   1. Following Randy Freer's advice/model
   2. Not the largest deal I've done, but the one I'm the most proud of.
3. How do you approach hiring and putting together your team?
   1. Best person for the job
   2. Best fit
   3. Careful not to just hire someone you know
4. I read where you have a different strategy for motivating sales people: can you tell us more about that?
   1. Sales team doesn't compete for commissions. When one person makes a sale, the entire team is rewarded.
   2. People are more motivated by whether they are benefiting or costing the team than they are any other type.
5. Who are your mentors or people you look up to today?
   1. Already mentioned Randy Bennett and Randy Freer
   2. Jeff Shell (brother) -
6. When did you learn a big leadership lesson, and what was it?
   1. Kelvin Sampson at University of Oklahoma - Treat every day like it’s a game
7. What habits have been key to your success?
   1. Make Lists!
8. What advice do you have for young professionals who are striving to be better leaders or maybe even trying to get that first opportunity to lead?
   1. Relationships matter – key inner circle v. network/contact/acquaintance
9. Where can people go to learn more about you or IMG?
   1. IMG College
   2. LinkedIn
   3. Twitter

Thank Yous/Acknowledgements:

1. Antioch Live/Clear Day Media Group - music
2. Jonathan Davis - production
3. Clint Musslewhite - voice over

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An introduction to the podcast: 1. Why? 1. Nothing out there speaking to this audience on the topic of leadership 2. Expand leadership out of just career/vocation to family, community, faith 3. Make the topic more fun and easily digestible 2. How? 1. Use sports as the vehicle for delivering the content 2. Speak to those who want to maximize their God-given leadership abilities in all areas of their life 3. What? 1. New episodes twice per week - Monday/Thursday 2. Interview experts and practitioners who can bring great value 4. Why me? 1. About me page.