Choosing Leadership with Sumit Gupta: Recent Episodes

Sumit Gupta

As a leader, you are always making choices. Even when you think you have no choice.

And if you are unable to make a decision, you are choosing to stay in a state of indecision.

The only question is - are your choices taking you where you want to go?

I am Sumit Gupta, and this is "Choosing Leadership" - a podcast for high performers with big dreams - who know deep inside that there is more. This is a podcast for people who know they are more powerful than the level they are currently playing.

I have spent a long time feeling powerless, and that is why I see where you are powerful even when you cannot. I dare to say what most people would not. I dare to speak to the "tremendous power" which you already have rather than what you believe are your strengths and limitations.

This podcast is called "choosing leadership" - because that is what leadership is - a choice. The choice to step into the unknown. The choice to see fear as a friend. The choice to take courageous action rather than waiting for readiness.

Join Sumit in exploring this question when it comes to your leadership.

In each moment of life, are you Deploying Yourself or not?

In each moment of life, are you Choosing Leadership or not?

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In this captivating interview, meet Sanjay Kaul, a seasoned entrepreneur with over two decades of experience in the ever-evolving world of startups.

From a first-generation entrepreneur to founding India's leading marcom company for rural marketing, Sanjay shares his journey that defies convention.

Tune in to discover how he tackled challenges that pushed him to the brink, the power of building a team that brings fresh perspectives, and his knack for curating content and conferences.

Whether you're an aspiring entrepreneur or a seasoned leader, his insights will inspire and equip you to navigate the dynamic landscape of business with unwavering confidence.

Join us for a candid conversation that's equal parts wisdom and warmth!

You can find Sanjay at the below links

https://www.linkedin.com/in/sanjay-kaul-3581332/

In the interview, Sanjay shares

"I'm a first-generation entrepreneur, and I started my entrepreneurship journey in 1999, so almost 25 years into the entrepreneurship journey."
"The startup bug caught me at 60. Now I am running a startup called LMC, which focuses on rural channel enhancement."
"I founded Impact Communications in 1999, India's leading marcom company for rural marketing."
"I see myself not here by design, but by default."
"Creating a good team is essential. I hire people who bring something new to the table, beyond what I already know."
"In my journey, there have been near-death situations, but I've always managed to navigate through challenges."
"When facing pressure, I don't tremble. I lead the front, energize the team, and trust them to succeed."
"As a leader, I've learned to address challenges by partnering with my team's worries and allowing them to contribute solutions."
"My passion for curating content and being actively involved with the industry has taught me valuable leadership lessons."
"Weekends are family time; it's essential to completely shut off for two days and spend quality time with loved ones."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Get ready for an insightful journey into the dynamic world of startup leadership! In this episode, we sit down with Sufiyan, a trailblazing entrepreneur and head of people, partnerships, and community at the innovative product-led growth startup, Toplyne.

Join us as Sufiyan shares his captivating story of transitioning from a thriving consulting career to becoming an integral part of a game-changing startup.

Discover the secrets behind nurturing a vibrant company culture, scaling teams with finesse, and unleashing the power of authentic leadership.

If you're seeking inspiration to navigate the challenges of building and leading a startup, tune in and absorb Sufiyan's valuable insights that will leave you motivated and armed with practical strategies for your leadership journey.

You can find Sufiyan at the below links

https://www.linkedin.com/in/sufiyansait/

In the interview, Sufiyan shares

"I wanted to be a large part of something too small. I wanted to see visible impact in front of my eyes."
"I thrive in uncertainty. I like having no structure. I can play around, and it just makes more sense for me to be in that setup."
"The delta between your expectations and reality is inversely proportional to happiness."
"I'm at a stage of life where I want to experiment as much as possible. I want to do all it takes and then figure out my niche."
"Performance is a byproduct of culture. Can you create a culture where people can come and be their true selves?"
"Growing in the right way is the biggest challenge. Can you walk into the office and say, 'I gave my true self today'?"
"Leadership 101: You walk the talk. You cannot expect your team to be there if you are not available."
"A leader is also human. Show your true side to your team. Admit when you've gone wrong. The buck stops at you."
"Everyone should be great at sales. It's not just for your job; it's a great life skill."
"Give more as much as you can. Be a great listener. Help people in every small way you can, and you'll compound more than you can even imagine."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Tune in to our latest podcast episode as we sit down with Karoli, the brilliant mind behind Jobbatical, a game-changing company using automation and AI to revolutionize the way we navigate the often bewildering world of visas and relocations.

In this captivating interview, she shares her remarkable journey from accidental inventor to becoming the youngest inventor in her country.

Her insights into leadership and growth are invaluable, as she candidly discusses her transformation from a micromanaging CEO to a visionary leader who embraces transparency and continuous self-improvement.

Discover how Karoli's unique morning routine and executive coaching have equipped her to navigate the challenges of heading a global team while remaining centered and energized.

Don't miss out on this conversation that delves into entrepreneurship, embracing change, and the exciting future of immigration and travel.

You can find Karoli at the below links

https://www.linkedin.com/in/karolihindriks/
https://twitter.com/karolihindriks

In the interview, Karoli shares

We're using automation and AI to make the hideous visa and relocation process for employees faster, so twice faster and three times lower costs."
"With the time I have on planet Earth, I only want to make a difference."
"Starting early gave me the advantage to make a lot of mistakes and learn from them."
"It was such a great idea. Why don't you go to the patent office? Karoli recalling her father's support"
"Being a CEO is very lonely. You have your investors, your team, but everybody has their stakeholders. Getting an executive coach was one of the best decisions I've made."
"Owning your weaknesses is the first step to growth."
"Scheduling yourself will help you take care of yourself, even amidst the CEO's busy schedule."
"The slowdown in the economy and the hiring going down created challenges, but it also pushed us to innovate and make some of our best product decisions."
"Taking care of yourself physically makes you a happier and more efficient leader."
"We're working towards making moving to a new country as easy as booking a flight."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Uncover the Inspiring Leadership Journey of Blake Hutcherson, CEO of Flippa.com!

Join us in this captivating interview as Blake shares his leap from a corporate giant to a startup founder, revealing the pivotal moments that shaped his dynamic leadership style.

Tune in to discover how embracing innovation and rapid change became Blake's secret sauce for success, and learn how he harnesses customer insights and data to make informed decisions.

Dive into his unique approach to team building, where aligning individual strengths with company goals is the key to a thriving workplace.

Don't miss this engaging conversation that's packed with actionable insights for leaders navigating the ever-evolving business landscape

You can find Blake at the below links

https://www.linkedin.com/in/blakehutchison/
http://flippa.com/

In the interview, Blake shares

"Flippa is a worldwide marketplace to buy and sell online businesses and digital assets."
"Moving from an established corporate entity into my first startup was a crucial decision that gave me the confidence to dive in deep and take risks."
"I learned to love innovation and speed of change. I thrive in innovation-based environments where change is a part of the culture."
"Customer happiness is reflected in the number of deals we do successfully on our platform each quarter and each year."
"We do 10-week sprint cycles: two weeks planning, eight weeks execution. That goes on for the entirety of a full calendar year."
"Listen to your customers, develop a strong gut feel, and use data to make informed decisions."
"We like to profile the right Flippa employee by looking at our existing cultural DNA and the people within it who are having the most success."
"We are a mass change environment, so we look for people who are adaptable."
"Our biggest challenge is driving matching at scale and pinpointing the right buyers for the right assets."
"It's more about trying to remove the outside noise and focusing all of your energy on the noise that you can generate to drive the behaviors you want."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Discover the inspiring journey of Ajay, a visionary entrepreneur who transformed challenges into opportunities and created a thriving business empire.

With over a decade in HR, including tenures at Nokia and Vodafone, Ajay's ambition led him to co-found the successful startup happylocate.com.

His drive to break free from limitations and his middle-class upbringing fueled his journey into entrepreneurship. Ajay's candid approach and transparent communication have been his guiding principles, enabling him to weather storms, including the impact of Covid-19.

Through innovation, Ajay pivoted during the pandemic, launching an asset delivery vertical that became a significant revenue source. With an eye on the future, Ajay envisions his startup evolving to handle even more complex relocations and is driven by an unwavering commitment to creating value for employees, partners, and clients.

His story is a testament to the power of intent, resilience, and visionary leadership.

You can find Ajay at the below links

https://www.linkedin.com/in/ajay-tiwari/
ajaytiwarihr@gmail.com

In the interview, Ajay shares

"I've always believed that ambition is the driving force that propels us to unexpected heights and compels us to embrace the unplanned."
"Entrepreneurship is more than a career choice; it's an attitude, a mindset that encourages autonomy and the pursuit of significant value."
"From a middle-class background, I understood the true value of money, and that propelled me to become ambitious and explore the path of entrepreneurship."
"In the face of challenges, pain brings us closer to reality, driving us to explore opportunities and pushing us to succeed."
"Finding comfort in discomfort is the turning point where ambition meets determination, and where diplomacy gives way to authenticity."
"Ambition is the compass guiding us, pushing us beyond our limits, and making us explore options we may never have considered."
"During times of crisis, the challenge becomes an opportunity to prove our resilience and adaptability, and to emerge as the fittest."
"Transparency, ethical intent, and candid communication lay the foundation for solving problems, building trust, and achieving success."
"Leadership isn't about managing tasks alone; it's about developing people, creating value, and driving growth through collaborative effort."
"In moments of pressure, we must remember that our capacity to handle smaller challenges is what prepares us to tackle larger obstacles."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Step into the captivating world of Paul, a seasoned entrepreneur with over 70 years of life's wisdom and business acumen. From the bustling streets of New York to the serene shores of Wilmington, North Carolina, Paul serves as the President, CEO, and visionary founder of the innovative Wall Printer venture.

His journey is a symphony of peaks and valleys, with each note playing a part in crafting his resounding success today. With a passion for promoting entrepreneurship, his mission is to ignite dreams and empower individuals to seize business opportunities they are passionate about.

The Wall Printer, a cutting-edge vertical printing technology, stands as a testament to Paul's ingenuity. Imagine transforming any surface, from walls to floors, into vibrant canvases for art and expression. It's more than just a product; it's a gateway to realizing aspirations.

His wisdom is distilled into a powerful message: success hinges on relationships. Whether he's creating partnerships, guiding budding entrepreneurs, or building a dedicated team, his ethos is rooted in authenticity and trust.

A community of dreamers turned doers, painting success stories one wall at a time. Amidst this quest, he remains grounded, finding gratitude not only in business triumphs but in the harmonious balance of work, life, and personal passions that define his remarkable tale.

You can find Paul at the below links

https://www.linkedin.com/in/pbbaron/
https://thewallprinter.com/en/

In the interview, Paul shares

"Entrepreneurship is about realizing hopes and dreams through passion-aligned products."
"Life's journey is filled with peaks and valleys; success is about how many times you rise."
"The Wall Printer: Transforming walls into canvases of innovation."
"Success is built on relationships, understanding customer needs and being a trusted resource."
"Balancing short-term goals with long-term success requires a strong team and wise leadership."
"Creating opportunities for others to realize their dreams is the essence of The Wall Printer's mission."
"Innovation is painting a brighter future, one wall at a time."
"A lesson learned: Be a trusted resource even when your product isn't the solution."
"Building a strong team and letting them thrive is a hallmark of great leadership."
"Gratitude is found in the balance between work, passions, and enriching lives."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Step into the world of Chandan, the co-founder and head of UX design at Coditas, a dynamic software development company shaping the digital landscape.

With a team of 80 design practitioners, his leadership journey is a masterclass in bridging tech and design. Hailing from a small town near Varanasi, his life's tapestry is woven with lessons of empathy and perseverance, a bedrock for his career evolution.

His passion for design, sparked during his college years, has grown into a guiding light for his team. Amidst the fast-paced tech realm, Chandan's unique blend of spirituality and meditation keeps him centered, nurturing both personal growth and professional excellence.

As Coditas soars, Chandan faces a challenge that resonates with every leader – cultivating curiosity and encouraging a culture of questioning.

His secret? Fostering an environment where mistakes are embraced as stepping stones to success. His journey is an ode to growth, an invitation to step out of comfort zones, and a reminder that genuine connections shape remarkable futures.

You can find Chandan at the below links

https://www.linkedin.com/in/thechandan/
chandan@coditas.com

In the interview, Chandan shares

"I am currently working as the co-founder and head of UX design at Coditas, where we offer everything from UX strategy to AI-driven software development."
"From my small-town upbringing near Varanasi, I imbibed the values of hard work and valuing what you have."
"I started enjoying design, and today, if there's one thing I could do my entire life for free, it's design."
"In dealing with high-pressure situations and people, meditation and spirituality have played a pivotal role in keeping me grounded."
"As my company grows, I've realized the importance of maintaining a balance between business and people."
"I consistently learned the value of upgrading your own skills, no matter at what position I reach."
"As a leader, my focus is on enabling my team to develop new AI-driven thinking, ensuring their success even beyond our company."
"The biggest organizational challenge we face is cultivating curiosity and encouraging our team to question the norm."
"I channelize my emotions into productive outlets, making sure they contribute positively to my work."
"If I could wake up with a new skill, it would be the ability to understand people beyond their words."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Step into the captivating world of Avnish, a trailblazer whose journey from the corporate maze to the helm of CaratLane, India's foremost omnichannel jewelry giant, is a testament to resilience and daring optimism.

With a knack for recognizing opportunity where others see impossibility, he unveils his narrative of evolution. From the tenacious days at Onida where he almost walked away but found his grounding, to the fateful encounter that paved his path to entrepreneurship, his story is one of transformation against the odds.

His leadership prowess shines as he divulges his guiding principles – the alchemy of reflection, the power of empathy, and the art of balancing risk and realism. Through his eyes, we glimpse the artistry of understanding human behavior, the fuel that ignites innovation.

He opens the door to his treasured library, revealing profound reads like "Think Again" by Adam Grant and insightful biographies of trailblazers, offering readers a compass for navigating leadership challenges.

His tale is a symphony of unwavering positivity, a testament that the road less traveled can lead to the extraordinary.

You can find Avnish at the below links

https://www.linkedin.com/in/avnishanand/

In the interview, Avnish shares

"CaratLane is India's first and largest omnichannel jewelry company, a wonderful opportunity I could have asked for in life."
"I've been through rejection, difficult jobs, and the shock of the real world; overcoming fear changed my perspective."
"Reflecting on longer-term windows helped me overcome rejection and focus on winning the wars, not just battles."
"I'm delusionally optimistic; optimism is good for the uncertainty of entrepreneurship."
"Understanding human behavior is key; what does a person really want and how does it benefit both parties?"
"Bias for action and valuing both outcomes and inputs are essential for innovation and effective leadership."
"Books like 'Think Again' by Adam Grant and biographies of leaders offer valuable insights into leadership and reflection."
"Radical Candor, 'A Brave New World' by Adam, and books on the human aspect of business are highly recommended."
"Balance optimism with the ability to recognize risks and when to quit; self-awareness is essential."
"A combination of family, personal interests, and professional growth is my future vision, along with making a positive impact."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Step into the captivating world of Marina, a visionary leader on a mission to reshape humanity's trajectory. An enigmatic blend of a scientist's curiosity and a diplomat's acumen, Marina's journey unfolds across continents, languages, and cultures.

From an early age, she defied norms, embracing challenges that propelled her into diverse realms, from academia to the event and fashion industries.

Guided by unshakable ethics, she steered clear of paths misaligned with her values, forging a luminous trail through the intricate landscape of leadership.

Her story is a symphony of resilience, a testament to the power of listening. Her keen perception, honed through encounters with CEOs and navigating uncharted territories, highlights the magic of understanding others.

With an unwavering commitment to positive reinforcement and a conviction that being rich transcends financial gain, she envisions a future where humanity slows down, savors its advancements, and charts a harmonious course with the planet.

You can find Marina at the below links

https://www.linkedin.com/in/marina-narishkin/

In the interview, Marina shares

"I'm probably a frustrated scientist, pushed into diplomatic services instead of scientific studies."
"I've learned that listening is magical; it taught me more than all my education and cultural experiences combined."
"Leadership is not about being born or becoming one, but about staying true to yourself through humility and audacity."
"Fear is a dominant factor in decision-making; I choose to listen to the call of good instead."
"Being rich has nothing to do with money; it's about finding contentment and learning from the simple joys of life."
"We're living on a ball that's running around the galaxy; we need to stop taking ourselves so seriously."
"Leadership is about embracing diverse forms of intelligence, from academic to emotional, to foster growth."
"Authenticity shatters stereotypes; leadership transcends gender norms and empowers each individual's unique qualities."
"In a world racing toward the finish line, we must learn from history and slow down to appreciate our advancements."
"Education is the key to humanity's survival, addressing ecological, financial, and poverty-related challenges."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Anthony is the Founder and Co-Chair of NEXT powered by Shulman Rogers where they are innovating in delivering legal services to startup and emerging growth companies.

Join us in this insightful and engaging interview with a seasoned entrepreneur, startup attorney, and investor, as he shares his incredible journey in the startup ecosystem spanning over 25 years.

Discover how he transformed his passion for innovation into a thriving platform, Next Powered by Schulman Rogers, revolutionizing the way legal services are delivered to startups.

Gain valuable leadership insights on maintaining culture in a distributed workforce, navigating global markets, and staying resilient in the face of challenges.

If you're looking for inspiration and practical advice on entrepreneurship and building a successful venture, this interview is a must-listen.

You can find Anthony at the below links

https://twitter.com/sanketnadhani
https://www.linkedin.com/in/sanketnadhani/

In the interview, Anthony shares

"For me, my journey with entrepreneurship started in college and high school where friends were getting traditional jobs, but I was already starting my first company—a small publishing business."
"Every challenge you overcome, every failure you experience, provides an opportunity for personal growth and development in the entrepreneurial journey."
"At Next Powered by Schulman Rogers, we are innovating the way legal services are provided to startups, focusing on predictability and a customer-centric experience."
"Our mission at Next Power is all about empowering success, and we've launched initiatives like Startup U and Next Raise to support founders in building and scaling their companies."
"As we continue to grow and work with global startups, maintaining culture and building a distributed remote workforce become some of the key leadership challenges."
"I believe that stepping back to gain perspective during challenging times is crucial, and having a great team around you helps address and solve any crisis."
"My unique background as an entrepreneur, startup attorney, and investor gives me a unique perspective on what we are trying to achieve at Next Power."
"Outside of work, my family is the most important aspect of my life, and I also enjoy swimming and constantly improving my sports and exercise routines."
"To aspiring entrepreneurs, I would emphasize the importance of perseverance and agility—the ability to quickly iterate and make decisions with imperfect information."
"Entrepreneurship is not an easy road, but the rewards and fulfillment it brings make it a journey worth embarking on for those with a passion for creating something new."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Adam is the Owner at Hite Digital - St. Louis with a focus on family, growing people, and delivering excellence.

In this captivating interview, Adam shares his transformation from a successful medical device salesperson to a thriving business owner running a full-service digital marketing agency called Hite Digital.

Learn how Adam's family background in entrepreneurship and his passion for sports influenced his competitive edge in the business world.

Discover the secrets behind building strong partnerships, empowering remote teams, and navigating the highs and lows of entrepreneurship with grace.

Tune in for valuable insights on setting clear goals, achieving peace of mind, and creating a remarkable legacy as a leader.

This episode is a must-listen for anyone seeking to grow and scale their business while prioritizing family, faith, and personal growth.

You can find Adam at the below links

https://www.instagram.com/adamlmcchesney/
https://www.linkedin.com/in/adam-mcchesney-b21b1256/

In the interview, Adam shares

"I run a full-service digital marketing agency called Hite Digital, so I'm a partner over there. We do everything from logo, branding, web design, search engine optimization, Google ads, Facebook ads, all that good stuff."
"Entrepreneurship just has a very competitive edge, and it's a continuous self-development journey."
"I built 200 websites on my own before I ever actually sold one, and just had a ton of experience and built that up on the side in medical device sales."
"I'd rather have a smaller piece of a much bigger pie. Find the right people, align on core values, and have strengths in areas that you have weaknesses."
"Right now, we're really focused on growth, building out a sales division to impact more people, both on our employees and their families, but more importantly, impact small businesses around the world."
"Finding the right people and getting them aligned with the mission and culture is the biggest challenge in scaling a remote-based organization."
"New levels just bring new devils. The higher you get, the more impact you have, the more success you have. It doesn't get easier; you just get better at navigating those things."
"Training in a remote environment gets extremely tough, so investing in online training platforms and QA departments becomes essential."
"Setting the right expectations and aligning with core values is crucial in managing a business focused on family and faith first."
"Start with the end in mind. Define what success and growth mean to you and reverse engineer what you need to do today in order to get there."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Kilian is the co-founder and COO of Refurbed, which is the fastest growing online-marketplace for sustainable products in Europe.

In this inspiring interview, Killian shares his journey from a sustainable startup in Shanghai to building a leading marketplace for refurbished products in Europe.

He reveals the challenges he faced while convincing investors about the power of sustainability as a driving force for their business.

Learn how he strategically balances supply and demand to create a seamless experience for both customers and suppliers, and how he adapted his leadership style while scaling from a small team to 300 employees.

Discover valuable insights and personal development tips that will empower you to drive positive change and embrace sustainability in your leadership journey.

You can find Kilian at the below links

https://www.linkedin.com/in/kiliankaminski/
Refurbed

In the interview, Kilian shares

"Our mission is to make sustainable consumption easier for both end customers and businesses."
"The first touchpoint of being in a startup showed me the strong ownership one can have in driving positive change."
"Launching the Amazon Renewed program opened my eyes to the benefits of refurbished products: lower prices, sustainability, and warranties."
"Joining forces with my co-founder Peter, we saw a huge market for a marketplace focusing solely on refurbished products."
"Our vision is to create a new normal in society where the circular economy and sustainable consumption are at the core of all decisions."
"One of our biggest challenges was convincing investors that sustainability could be a driving force for our business."
"Balancing supply and demand has been a constant challenge for our marketplace model, but we strive to create a great experience for both customers and suppliers."
"As we continue to scale, we are focusing on profitability to ensure a sustainable future for the company and the environment."
"The journey from a small startup to a team of 300 has required constant learning and adaptation as a leader."
"Personal development and seeking feedback have been essential in shaping my leadership style and guiding our company towards a more sustainable future."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Mihails is a Scientist turned entrepreneur and the co-founder and CEO at Cenos, which is simplifying simulation-based design for every engineer.

With over six and a half years of experience in the startup world, Mihails shares his fascinating journey from building a scientific career to founding his own engineering simulation software company.

Discover how he navigated the challenges of transitioning from scientist to entrepreneur, the power of making decisions that embrace the future vision, and valuable insights on maintaining motivation and trust in uncertain times.

This candid conversation is filled with wisdom and practical takeaways that will inspire and empower leaders facing their own growth challenges. 🚀

You can find Mihails at the below links

https://www.linkedin.com/in/mihails-scepanskis/

In the interview, Mihails shares

"I am Mihails Scepanskis, a scientist turned entrepreneur. My journey from academia to founding a startup has been a visionary quest to revolutionize engineering through simulation software."
"As an entrepreneur, I learned that taking risks and daring to speak beyond what you can prove is the essence of visionary thinking. We sell the future, not just the present."
"Starting my own company was driven by a realization that my consultancy work was often unnecessary for my customers. It sparked the desire to create a solution that would empower engineers in smaller companies."
"The journey from scientist to entrepreneur has been filled with challenges and tough choices. Refusing an investor's offer may seem emotional, but sometimes it's about finding the right fit for the long-term vision."
"In decision-making, it's crucial to trust data, but simplicity and beauty also matter. Easy and beautiful solutions tend to find their applications in the future."
"Motivation and trust in the future are critical for an entrepreneur. I maintain trust by being transparent with my team about challenges and opportunities, allowing them to be proactive."
"For the next 12 months, our biggest challenge is sustaining growth without external funding. We're focused on making our business more capital efficient to maintain steady progress."
"Our growth strategy is sales-driven, but it's also a careful combination of sales and product development. Delegating sales and documenting processes has helped us scale effectively."
"Being an entrepreneur taught me to make decisions that embrace the future vision, not just immediate survival. Thinking beyond the present enriches both personal and professional aspects of life."
"Transitioning from scientist to entrepreneur has empowered me to take visionary steps, like going electric with my family car. Embracing the future has made life more beautiful and fulfilling."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Join us in this captivating interview with Sanket, co-founder of Super Gaming, as he shares his inspiring journey of building an empire in the gaming industry.

From humble beginnings to becoming a leading game development company in India, Sanket's story is a testament to the power of passion and perseverance.

Discover how he and his team are revolutionizing the gaming landscape by creating immersive experiences that showcase India's rich art, culture, and history.

Gain valuable insights on entrepreneurship, overcoming challenges, and the importance of stepping outside your comfort zone.

Whether you're a gaming enthusiast or a leader seeking inspiration, this conversation will leave you motivated to embrace new possibilities and unleash your full potential.

You can find Sanket at the below links

https://twitter.com/sanketnadhani
https://www.linkedin.com/in/sanketnadhani/

In the interview, Sanket shares

"Super Gaming is on a mission to put India on the global gaming map by creating great games built in India, made for the world."
"We are building one of India's most ambitious titles, an end futuristic battle royal that combines Indian art and culture projected 2,500 years into the future."
"I started my entrepreneurial journey at a young age, co-founding Fusion Chart, a charting library that became a successful bootstrap SaaS company."
"After taking a sabbatical to travel and explore, I realized the importance of having the courage to step out of my comfort zone and try new things."
"Building games is an intellectual challenge that opens up horizons and allows for continuous learning and personal growth."
"Our biggest opportunity lies in fulfilling the demand for Indian content in gaming and leveraging India's rich culture and history."
"Being a game developer in India was not widely accepted until recently, but the passion for gaming has always driven us to overcome challenges."
"As we focus on building great games and creating a sustainable business, we aim to grow a large community and establish India as a force in the global gaming industry."
"One of the key challenges is building the right organizational structure and career paths within the company to support our goals."
"Embracing new skills and breaking mental roadblocks can lead to surprising achievements. Don't limit yourself—continuously learn and adapt to succeed."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Derren is a serial entrepreneur and currently the Managing Director of Kinescope, which is Enabling high quality video embedding and streaming at the lowest prices.

With a charming and relatable personality, Darren shares his inspiring path from a hobbyist copywriter to a thriving tech leader, shedding light on the driving forces behind his success.

As he delves into the challenges faced during his transition from law studies to entrepreneurship, Darren imparts invaluable wisdom on identifying new opportunities, bringing people together, and fostering a culture of autonomy and flexibility.

Discover the transformative power of prioritizing mental health, finding work-life balance, and embracing the freedom to shape your own path.

Get ready to be motivated, gain actionable insights, and embark on your own journey of leadership and growth.

You can find Derren at the below links

https://www.linkedin.com/in/derrendejong/?originalSubdomain=nl
derren@kinescope.io

In the interview, Derren shares

"Since 2013, I've embarked on an entrepreneurial journey, starting as a copywriter and venturing into various domains."
"In addition to my tech company, I serve on the board of the expert committee responsible for allocating innovation subsidies in the northern Netherlands."
"From copywriting to entrepreneurship, my journey began with a translation request that led to writing content for multiple clients and eventually growing my business."
"Transitioning from studying law to entrepreneurship was a tough decision, but I realized my passion lay in autonomy and freedom rather than a corporate career."
"Discovering my talent for bringing people together around common ideas and identifying new opportunities has been key to my success."
"Through my experience, I've learned the importance of balancing individuality and teamwork, giving autonomy while ensuring introverted team members have space to contribute."
"Freedom has been the driving force behind my varied endeavors, seeking flexibility and autonomy to shape my own path."
"As I continue to explore new possibilities, my future remains uncertain, whether it's starting another venture, joining a co-founder role, or managing a larger company."
"Prioritizing mental health and avoiding burnout is crucial, and my advice is to measure your activity, set clear expectations, and find a work-life balance that suits your well-being."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Deepti is a co-founder of Spyne, which is transforming the way businesses create their catalog using state-of-the-art AI technology without any studio, photography skills, or complex processes.

In this inspiring interview, Deepti shares her journey into entrepreneurship and how she defied societal norms to pursue her passion for making a real impact.

As a woman leader, she discusses the challenges she faced and offers valuable insights on how to overcome biases and build a strong support system.

Join us as we delve into her vision for Spine, their groundbreaking product that revolutionizes cataloging for industries like automotive and e-commerce.

Whether you're an aspiring entrepreneur or a leader seeking inspiration, this interview is packed with practical advice and a refreshing perspective that will leave you motivated to embrace your own journey of growth and success.

You can find Deepti at the below links

https://www.linkedin.com/in/deepti-prasad-ba1741a/
deepti.pd.dse@gmail.com

In the interview, Deepti shares

"At Spine, our mission is to transform cataloging in industries like automotive, food, and e-commerce using AI and machine learning."
"We empower small businesses and enterprises to create studio-quality product images instantly, eliminating the need for third-party services."
"My journey into entrepreneurship wasn't planned; I always wanted to do something impactful and eventually found my passion aligning with Spine."
"Growing up, my parents instilled in me the value of thinking outside the box and taking risks, which shaped my entrepreneurial mindset."
"During my maternity leave, I delved into exploring Instagram marketing and the photography industry, which led me to launch Spine."
"Being a woman leader comes with challenges, but surrounding yourself with supportive people who believe in your vision is crucial."
"As a leader, it's important to connect with your team and ensure they align with the company's vision, especially during growth stages."
"Spine is currently a team of nearly 100 people, and our focus is on expanding our product's reach before further scaling our team."
"The US market presents a significant opportunity for us, and our recent exhibition received positive feedback, driving our expansion plans."
"Believing in yourself, staying optimistic, and finding moments of rest and reflection are vital for navigating the fast-paced startup world."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

George is the Chief Executive Officer at Opal. He started as a web designer and his journey has led to him being the co-founder of a few really great companies.

With valuable insights drawn from his own experiences, he candidly discusses the trials and tribulations he faced in building his company from the ground up.

From embracing the challenges of starting his first business to transitioning into the CEO role, he offers practical advice on overcoming imposter syndrome and finding confidence in the face of uncertainty.

Discover the power of empowering leaders, maintaining a sense of challenge, and embracing innovation to create a thriving organization.

Whether you're a seasoned entrepreneur or aspiring leader, this interview is packed with wisdom that will motivate and equip you to navigate your own leadership challenges with resilience and determination.

You can find George at the below links

https://www.linkedin.com/in/georgehuff/
http://www.workwithopal.com/

In the interview, George shares

"Being an entrepreneur means navigating the ups and downs of the journey, embracing the trials and tribulations along the way."
"My entrepreneurial drive was sparked by the booming internet industry in the late nineties, fueling my passion for technology and business."
"Facing the challenge of starting my first business, I constantly felt the pressure of making it up as I went along, but it ultimately led to valuable experience and growth."
"Experiencing the highs and lows of my father's fishing business taught me the importance of financial stability and the motivation to build something successful."
"Transitioning from witnessing my father's journey to starting my own business was a unique experience, where I realized the need to find my own path and overcome obstacles."
"As a leader, faking confidence and imposter syndrome can be exhausting, but with experience and self-awareness, it becomes easier to trust your instincts and react to challenges."
"Empowering and supporting leaders within the organization can unlock tremendous potential and drive innovation, creating a culture of ownership and execution."
"Maintaining a sense of challenge and avoiding complacency is crucial for personal and organizational growth, pushing boundaries and continuously iterating."
"The next phase for our organization lies in integrating AI into our marketing strategy platform, offering a unique solution for large-scale organizations worldwide."
"Balancing product improvement and growth challenges is a constant endeavor, requiring leadership autonomy and the ability to work on multiple fronts simultaneously."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

John is Transforming Talent for the Future of Work as the co-founder and CEO of Enparadigm, which is one of the world's leading experiential learning and talent intelligence companies.

In this captivating interview, John, takes us on a journey from his humble beginnings as a computer science engineer to becoming a leading figure in the world of experiential learning.

With a passion for simplifying complex concepts, John and his team have developed innovative technology platforms that allow individuals to learn by immersing themselves in various simulations and scenarios.

As he shares his personal story, he reveals valuable insights for leaders facing common challenges in today's fast-paced business landscape.

Join us as we explore the power of starting small, the importance of building a synergistic team, and the constant pursuit of balance in entrepreneurship.

Get ready to be inspired and equipped with practical wisdom from a seasoned entrepreneur in this thought-provoking conversation.

You can find John at the below links

https://www.linkedin.com/in/johncherian1/
john.cheria@enparadigm.com

In the interview, John shares

"We are one of the world's leading experiential learning players, providing technology platforms that allow people to learn through different situations, scenarios, and simulations."
"Our passion for simplifying complex concepts led us to start a company focused on making learning more accessible and understandable."
"Starting small and gradually raising the bar is key to overcoming the challenge of starting your own venture."
"Opting out of the conventional path and committing to a one-way street of entrepreneurship requires courage and a long-term mindset."
"Business school provided a solid foundation in business acumen, but understanding the real dynamics of companies and their functioning required additional learning."
"Building a synergistic team that combines left brain and right brain thinking was crucial in our journey."
"Entrepreneurship is a continuous challenge, and balancing different aspects of life is essential for sustainable growth."
"Our mission is to build a global business that addresses the talent management needs of large corporations across various industries."
"As a leader, managing emotions and decision-making processes while staying balanced is critical for effective leadership."
"While AI can automate many tasks, there will always be a need for human leaders to make critical purpose-driven decisions."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Gabriel is the Founder/CEO of Tutti. His expertise lies at the intersection of creativity and technology, which has inspired Tutti: a tech company that gives creators more time to create.

In this inspiring interview, the founder of Tutti, often referred to as the "Airbnb for creative spaces," shares his compelling backstory and the challenges they encountered along the way.

Gain valuable insights into the intersection of creativity and entrepreneurship, as our guest reveals how their diverse background in film, programming, theater, and photography shaped their unique perspective on life and business.

Discover how their passion for providing creators with more time to create led to the development of groundbreaking technology that automates administrative tasks in the creative industries.

Get ready to be inspired, challenged, and equipped with practical wisdom as you embark on this enlightening leadership journey with our remarkable guest.

You can find Gabriel at the below links

https://www.linkedin.com/in/gmisserlis/
gabriel@tutti.space

In the interview, Gabriel shares

"We are essentially Airbnb for creative spaces."
"Our mission is to give creators more time to create."
"I have a vision for 10, 20 years in the future, but how we get there is not roadmap mapped at all."
"The creative industries require a lot of admin, and we're building technology to automate and simplify that."
"There's no real, very good technology for the creative industries, so creators use generic platforms and mix and match them in ways they aren't designed for."
"We started as Airbnb for creative space, but we realized venues also lacked software to manage their bookings."
"We're building software for our venues to run all inquiries, no matter where they come from."
"Expansion plans include moving beyond the UK and scaling globally in the next two years."
"One of the biggest challenges is hiring and defining the company's culture."
"Taking breaks and consuming non-business content is essential for mental health and inspiration."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Erik Norberg is the CEO, Co-founder and Portfolio Manager at Nyfikna Investerare, one the Sweden’s fastest growing investor networks.

In this captivating interview, a seasoned CEO turned investor and entrepreneur shares his transformative journey and sheds light on the traits that drive success in the startup and entrepreneur world.

Having transitioned from leading large corporations to the fast-paced world of startups, he reveals the motivation behind his shift and the value he finds in being closer to the action. With a passion for making an impact and seeing immediate results, he explains how the agility and speed of startups captivated his interest.

Drawing from his experience, he highlights the importance of vision, confidence, and empathy for entrepreneurs, while also discussing the challenges of decision-making and providing valuable feedback.

Looking ahead, he talks about the exciting opportunities presented by emerging technologies and the role of skilled individuals in capitalizing on them. With his investment company, Curious Investors, he aims to support and nurture promising startups, leveraging his expertise and fostering growth in a rapidly changing business landscape.

You can find Erik at the below links

https://www.linkedin.com/in/erik-norberg-3a893b1/
norberg.erik@gmail.com

In the interview, Erik shares

"I've spent a major part of my career as a CEO in different medium tech companies."
"I run an investment company called Curious Investors, which combines a syndicate and educational network for early-stage startups."
"I made the tough decision to transition from being a CEO in large corporations to working as an investor and entrepreneur."
"My interest in leadership started at an early age when I worked in the Swedish Navy."
"Working in fast-moving environments with international markets nurtured my leadership journey."
"I wanted to use my experience in leadership and big corporations to support entrepreneurs in their growth journeys."
"As an investor, I prioritize keeping the energy and traction up in startup and entrepreneur ventures."
"A good investor or board advisor can help entrepreneurs navigate challenges and make informed decisions."
"It's important to balance confidence and empathy as a leader in the startup world."
"I shifted to investing in early-stage companies to be closer to making an impact and seeing results."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Anup Jain is the Managing Partner at Orios Venture Partners, with previous leadership stints in Bata and Yum Restaurants.

In this captivating interview, we meet a venture capitalist who is dedicated to making India's entrepreneurial dreams come true, particularly in the technology-led business sector. With a background in corporate marketing and experience in both startups and established companies, they bring a unique perspective to the world of investing.

They emphasize the importance of leading by example, inspiring teams, and creating a collaborative and non-hierarchical work environment. They believe that founders' journeys are filled with challenges, humbling experiences, and valuable lessons.

They highlight the significance of building a strong support system within the ecosystem, including fellow founders, coaches, and investors who genuinely care about the founder's success.

Finally, they share their investment focus, which spans across sectors such as regional entertainment, financial services, healthcare, climate, and education, all with a strong emphasis on catering to the unique needs of Indian consumers and businesses.

You can find Anup at the below links

https://www.linkedin.com/in/anuporiosvp/

In the interview, Anup shares

"My dream is to make India's entrepreneurs' dreams possible, especially in the area of technology-led businesses because this is where India is strong."
"Being part of startups, growing from zero to one, one to a hundred, interests me a whole lot."
"Leadership, irrespective of organization size, should always lead by example and bring their best to work."
"Founders' journey is humbling and full of acceptance and realization. Holding the core team together is crucial for progress."
"Cultivating a positive culture within organizations is more important than any strategy for growth."
"The wider ecosystem plays a vital role in supporting founders through challenges, successes, and failures."
"Networking with other founders and sharing references, vendors, and legal advice is essential for startup growth."
"Being a sounding board and listening post for founders can provide fruitful support during their journey."
"Investors who genuinely have the founders' best interests at heart are preferred by founders."
"Investment focus on regional entertainment, financial services, health, and climate reflects the needs and opportunities in the Indian market."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Subrata Patra is the Managing Partner at IdeaCapital Ventures and an Alumnus of UC Berkeley Haas School of Business, IIT Delhi, and Jadavpur University.

Join us for an insightful and engaging conversation with Subrata Patra, as he shares his remarkable journey and invaluable leadership lessons.

With over two decades of experience spanning diverse industries, Subrata's perspective on leadership has evolved, emphasizing the importance of being a good follower before becoming a great leader.

Discover how leadership styles have transformed from authoritative to coaching, with an emphasis on leading by example. Gain practical advice on navigating challenges, fostering authenticity, and developing a purpose-driven approach.

Don't miss this friendly and value-packed interview that will inspire you to embrace resilience, mindfulness, and continuous learning in your leadership journey.

You can find Subrata at the below links

https://www.linkedin.com/in/subratapatra1/
subrata@berkeley.edu

In the interview, Subrata shares

"Leadership has evolved from being authoritative to being a coach, employing different styles to solve problems and lead by example."
"To become a good leader, one must first be a good follower, understanding the nuances of being a team player."
"Authenticity, purpose, and leading by example are key traits of effective leadership in today's organizations."
"Leadership is difficult to define because it is vast and unique in its meaning, making it an interesting and challenging concept."
"Taking failure positively is crucial to personal and professional growth, embracing the lessons it offers."
"In our firm, we back purpose-driven founders and entrepreneurs who are solving important problems, with a particular focus on climate tech and health tech."
"Resilience, passion, and the ability to be dispassionate are essential traits we look for in founders."
"Mindfulness and strong cultural values create a solid foundation for successful startups."
"Investing in the right team is crucial, and we focus heavily on understanding the founders, the senior team, and the organizational dynamics."
"Keeping our ears and minds open allows us to learn from both good and bad experiences, embracing the idea of continuous learning."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Mark Kahn is a Mark is a Managing Partner at Omnivore based in India. He is funding entrepreneurs building the future of agriculture and food systems.

In this thought-provoking conversation, Mark shares his remarkable journey from the United States to India, driven by a passion for agribusiness and the pursuit of transformative solutions for agriculture and rural economies.

Discover how his experiences shaped him as a leader, why he believes the most successful entrepreneurs possess a unique darkness within them, and the crucial traits he seeks in founders before making investment decisions.

Gain valuable insights on navigating success and failure, understanding the impermanence of triumph, and building resilience in the face of uncertainty. Mark's vision for Omnivore and their commitment to backing disruptors and visionaries in the agri-food sector will inspire and ignite your own leadership aspirations.

Don't miss out on this engaging conversation that will leave you inspired and ready to take on your own leadership challenges.

You can find Mark at the below links

https://www.linkedin.com/in/mark-kahn-20490a/
https://www.linkedin.com/company/omnivore-partners/

In the interview, Mark shares

"We support entrepreneurs building breakthrough technologies for agriculture, food climate, and the rural economy."
"India is a unique agricultural ecosystem with a tremendous number of farmers. Solving the problem of Indian agriculture can build a better, more equal India."
"The most successful entrepreneurs have some tremendous darkness in them, some void they are filling through their work."
"Intentionality is crucial. Founders need a real motivation to survive, not just to start up."
"Leaders should be secure in themselves and not need to be the smartest person in the room on everything."
"Resilience is more important than external validation. Success and failure are temporary imposters."
"Success and failure both have pitfalls. It's important to understand that they are fleeting moments in the journey."
"We look for founders who have a deep, psychological motivation for entrepreneurship, not just superficial reasons."
"Avoid the 'rich kid startup' syndrome where founders offload risk on institutional investors instead of investing their own family money."
"The real joy of being a VC is seeing ideas transform into scalable solutions through execution and witnessing the impact on rural India."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Tom Horsey is a Business Angel and very early stage VC investor focused on founding teams based in Spain from any sector. He is also a co-founder of StartupLabs Spain and Malta which is an accelerator program focused on growth stage startups.

Based in Southern Europe, Tom has been an active investor in early-stage startups, particularly in Spain, Malta, and Portugal. With his wealth of experience, he understands the challenges faced by leaders—dealing with people, handling uncertainty, and managing pressure.

He recognizes the crucial role leadership plays in the success (or lack thereof) of founders. Having learned from his own experiences, he emphasizes the shift from being an executor to being a leader as a startup evolves and grows. When investing in founders, he looks for ambitious individuals who possess strong execution skills, whether it's in marketing, technology, or overall leadership.

He values the ability to make things happen and considers ambition and capacity as key indicators of success. Conversely, red flags include founders who struggle with execution and lack ambition.

He believes that success lies in taking action and not being afraid to fail. He encourages founders to try, as the only true failure is never attempting something in the first place. Passionate about supporting others, Tom finds fulfillment in creating opportunities for startups and the jobs they generate.

He believes in solving problems and making the world a better place through entrepreneurship. His friendly and humorous approach to leadership takes the pressure off and fosters an environment that motivates both himself and those around him.

You can find Tom at the below links

https://www.linkedin.com/in/tomhorsey/
http://www.startuplabsspain.com/

In the interview, Tom shares

"I've set up 16 different companies in my lifetime, just over half of which have been successful."
"As an entrepreneur, I realized the importance of balancing leadership and operational focus for sustainable growth."
"In early-stage startups, the shift from operational focus to leadership becomes crucial as the team expands."
"To attract high-quality team members, founders must demonstrate leadership skills and create an environment for growth."
"Successful founders excel not only as executors but also as good leaders who can drive their vision forward."
"When investing in founders, we look for execution skills, ambition, and the capacity to make things happen."
"Creating milestones, building a strong team, and achieving growth are indicators of a founder's ability to execute."
"Past experiences and early entrepreneurial traits can reveal a founder's potential and entrepreneurial spirit."
"Failure is only not trying in the first place. Taking action and making things happen is crucial for success."
"Investing in startups is a way to support entrepreneurs and contribute to job creation and making a positive impact."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Vignesh Shankar is a Managing Partner at Artha99 Investment Partners with a background in Strategy, M&A, and Corporate Finance.

Step into the captivating world of an interview with a dynamic entrepreneur and investor. Meet the seasoned professional who, despite a background in finance, dared to venture into the world of entrepreneurship.

From working in top firms like Pricewaterhouse and HP Emphasis, this individual craved more than just numbers and spreadsheets. Eager to break free from the confines of a closed environment, they fearlessly established their own boutique investment advisory firm back in 2008.

With an insatiable entrepreneurial spirit and a thirst for growth, they took on a remarkable challenge: not only to advise on acquisitions but also to step into the shoes of running the business itself.

Join this interview to uncover the entrepreneur's reflections on the importance of humility, constant learning, and being open to help. Discover their unique approach to investing, where synchronizing with founders, people skills, and unwavering ethics take precedence.

Gain insights into their views on sales, the lifeblood of business, and the critical role it plays in building relationships, understanding customer pain points, and embodying a company's brand.

You can find Vignesh at the below links

https://www.linkedin.com/in/vigneshshankar/
vignesh.mkd@gmail.com

In the interview, Vignesh shares

"Never assume that you know everything and always be open to the fact that there is much you don't know. Seeking help and being receptive to it will always benefit you."
"Having the openness to learn while being confident in your vision is crucial for founders and leaders. It allows for growth and adaptability in the market."
"When considering investments, the synchronization with founders, their people skills, and ethics are essential factors. These determine whether we invest or not, even if the business itself is promising."
"Red flags in investment opportunities include founders solely focused on an exit strategy without considering long-term growth, and a lack of openness to bringing in key team members for vital segments of the business."
"Sales is one of the most critical functions in a business, as it ultimately brings in the money. Exceptional people skills, understanding the customer's pain points, and being the brand ambassador are crucial for sales success."
"Cash flow is the oxygen for a business. Without a plan to bring in cash, there are hard questions to face. Acknowledging this fundamental aspect is vital for CEOs and business owners."
"Salespeople often show empathy toward business owners since they understand the challenges of investing in and growing a business. They play a crucial role in driving growth and building relationships."
"Dealing with both successes and failures requires leaders to remain humble, take responsibility, and exhibit a willingness to learn from their experiences. Being honest about failures and analyzing successes with logic are important traits."
"Supporting founders' growth in human skills that aren't typically taught in business schools is essential. As passive investors, we provide a support system to help founders with various aspects, such as networking, business planning, and funding."
"Building relationships with founders involves difficult and uncomfortable moments, but they are crucial for growth. Open communication, reasonable demands, and respectful reasoning are essential to maintain a strong relationship."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Raja Skogland is the founder at the Visionary Company & VC and an Advisor at Antler. She is an exited founder, an investor in 70+ startups, and one of the TOP 100 most influential women in the European VC & Startup space.

In this captivating interview, join us as we dive into the remarkable journey of Raja, a tenacious founder who overcame numerous obstacles to build a thriving entrepreneurial career.

From a background in private banking to becoming a respected investor and startup advisor, Raja shares her invaluable insights and hard-earned wisdom.

Discover how her resilience, determination, and continuous learning paved the path to success. With candid anecdotes, Raja reveals the transformative moments that shaped him as a leader, emphasizing the importance of never giving up while also recognizing when to pivot.

Uncover practical advice for new founders, learn how to navigate difficult conversations, and explore the power of respecting others and fostering emotional intelligence.

Join us as we explore the delicate art of balancing ambition with self-care and find out how slowing down can actually accelerate personal and professional growth.

You can find Raja at the below links

https://www.linkedin.com/in/rajaskogland/

In the interview, Raja shares

"I persevered and I feel like I'm still on a journey as a founder. It's never built. A business is never built."
"It's a combination of never giving up, but also knowing when to give up. When to pivot, when to stop."
"Help founders figure out the high impact activities and work smarter, not harder."
"Respecting others, treating them as human beings and valuing their input are essential traits of successful leaders."
"Good founders have emotional intelligence and empathy, while bad founders are selfish, egocentric, and lack respect."
"Assess the pros and cons, prioritize your mental health, and choose whether it's worth your time working with a difficult founder."
"Navigate difficult conversations by adapting your communication style to the founder's needs and establishing a professional board."
"My drive today is to find a balance between helping founders and moving away from the hustle culture."
"Simplifying processes and focusing on the right companies has increased our revenue and impact."
"Enjoy the simple things in life, be present, and prioritize time for yourself. It's the ultimate luxury."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviours, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Anoop Mohan is the Managing Partner at Freespirit Ventures. He has successfully exited 3 ventures, and invests in early stage FinTech, Media, Gaming and Crypto based startups.

Discover the fascinating journey of Anoop, with 14 years of corporate experience, he ventured into the startup world, experiencing three successful exits along the way.

Free Spirit Ventures, his brainchild, represents his unrestricted approach to investing, where risk capital is injected at the early stages to shape innovative ideas.

His leadership philosophy revolves around adaptability, recognizing that different situations demand different leadership styles. He supports founders in navigating challenges and shares invaluable insights gained from his own past failures and setbacks.

In the ever-changing landscape of finance and entrepreneurship, he emphasizes the importance of being agile, flexible, and prepared for both successes and downturns.

You can find Anoop at the below links

https://www.linkedin.com/in/anoopmohan79/
https://freespirit.ventures/

In the interview, Anoop shares

"Prescreen Venture, a London-based investment firm, specializes in portfolio investments across FinTech, tech, web three, gaming, and media."
"At Free Spirit Ventures, we invest in early-stage ideas and work closely with founders to shape and develop their products."
"The name 'Free Spirit Ventures' reflects our risk-taking approach and our willingness to embrace new opportunities."
"In the investment field, adaptability is crucial. We navigate the diverse worlds of finance and entrepreneurship by adjusting our strategies to fit each unique situation."
"Leadership skills are important, but situational leadership is key. We help founders adapt their leadership styles to the specific challenges they face."
"Learning from failures is vital, but success can also present challenges. Allocating resources for both good and bad times is essential for sustainability."
"In times of success, it's important to strike a balance. Enjoy the moment, but also allocate resources for future expansion or unforeseen challenges."
"Building a sustainable business requires a strong network. Supporting and helping each other within the same network can make navigating tough times easier."
"Coaches and advisors play a crucial role in helping founders navigate challenges. Today's coaches and advisors bring a wide range of networks and connections to provide effective support."
"As an investment firm, our vision is to carefully manage our current investments while seeking new opportunities that align with our expertise and commitment to growth."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviours, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Bala Kamallakharan is the Founder of Startup Iceland and Managing Director at Iceland Venture Studio. He is also a startup coach, speaker, and 8 time marathon runner.

Step into the world of Bala as he shares his journey and insights on leadership challenges. His story began when he made a life-changing decision to move from the US to Iceland, seeking a closer connection to family.

After the Icelandic financial collapse, he took the leap to start his own venture and support founders in building companies. His leadership style is rooted in the idea of servant leadership, where leaders work alongside their team, clearing obstacles and inspiring others to walk the right path.

As an investor, He emphasizes aligning with founders' visions and providing support without imposing his own agenda. He values genuine authenticity and aims to build trust with the founders he works with.

He recognizes that leadership traits are shaped by culture, yet he believes in inspiring others to act and encouraging their growth, regardless of their background. His vision is driven by the joy of seeing the teams he mentors succeed in the marketplace, grow as leaders themselves, and contribute to the betterment of humanity.

Join Bala on his mission to empower and uplift founders as they navigate the challenging yet rewarding world of entrepreneurship.

You can find Bala at the below links

https://www.linkedin.com/in/balakamallakharan/
http://startupiceland.com/

In the interview, Bala shares

"I moved to Iceland, not doing what I do now. I used to work for one of the Icelandic banks. And then the Icelandic financial collapse happened, and then I decided to start my own thing."
"Technology will be a huge leverage, just like capital was. And I felt that, at least to my mind, it was very clear that technology will be a huge leverage."
"Leadership is always about standing in front, inspiring others to walk the way you are walking, or inspiring them to walk the way that you think is right for whatever the context."
"I'm a big fan of the servant leader model. That means you serve them by actually working, not just giving directions."
"Leadership is about inspiring people to volunteer their heart and their mind, and that takes trust and building a genuine relationship."
"In Iceland, captains are not just standing up and giving orders. They actually work with everybody because when you are on the boat in the ocean, you can't just stand and give orders."
"Leadership is about absorbing a lot of things, pushing forward, and inspiring people to act and move forward. You can't do that with fear."
"The first rule of investing in venture is you need to have an open mind. There are certain things you know, and there are certain things you don't know."
"We only work with founders who are mission-driven and are working on hard problems. Our job is to find them, back them, and help them achieve those things."
"What gives me the most joy and satisfaction at the end of the day is to see the teams we work with win in the marketplace and make progress as leaders, creating a self-fulfilling prophecy."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviours, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Francisco Badia is the Managing Partner at Grow Venture Partners and the author of "Meaningful Entrepreneurship”. he enjoys helping Founders create and grow their companies especially in their early stages.

Step into the fascinating world of venture capital with an insightful interview featuring a seasoned leader, discussing the importance of purpose-driven entrepreneurship and meaningful leadership.

Meet the charismatic founder of Grow Venture Partners, a Barcelona-based VC firm specializing in tech transfer. With a focus on helping scientists transition from academia to entrepreneurs, their purpose lies in shaping better founders who create both wealth and jobs with a positive impact.

As you delve deeper, discover the pivotal role of purpose in startup success and failure. Explore the power of listening, bringing people together, and embracing resilience on the entrepreneurial journey. Uncover the unexpected link between meditation, gratitude, and building meaningful companies.

Gain a glimpse into the investment criteria of Grow Venture Partners, emphasizing deep tech, sustainability, and MedTech. Finally, find out how to reach out to this passionate leader and explore potential collaborations.

Embark on this captivating interview and gain valuable insights for your own leadership challenges in a friendly and engaging tone.

You can find Francisco at the below links

https://www.linkedin.com/in/franciscobadia/
http://www.growventurepartners.com/

In the interview, Francisco shares

"Our purpose is to shape better founders, helping scientists transition from academia to entrepreneurs, creating wealth and jobs with a positive impact in our world."
"Good leaders have a clear purpose and the ability to transmit that meaningfulness to their team, fostering a collective sense of purpose."
"Leadership is about listening, bringing people together, and empowering those who can do things better than you."
"Startups driven by meaningfulness and purpose exhibit resilience in the face of challenges, setting them apart from those solely motivated by financial gain."
"Understanding an entrepreneur's why is crucial in discerning whether they are driven by purpose or material success."
"Encouraging founders to write down the purpose of their company and regularly revisit it helps align decision-making and navigate challenging situations."
"Meditation and finding meaning can be transformative for entrepreneurs, providing clarity, resilience, and gratitude."
"Living with thankfulness and adopting a service-oriented mindset is crucial for effective leadership."
"Our venture capital firm invests in deep tech, sustainability energy, and MedTech companies with a focus on impact investing and positive societal change."
"Real transformation requires emotional engagement and action, going beyond intellectual understanding and reading alone."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviours, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Paulina Jansch is the Founding Partner at Leanox Impact Capital and one of the TOP 100 most influential women in the European VC and startup space.

In this engaging conversation, she shares her journey and the organic growth of Leanox, a startup consultancy turned venture capital firm. With a background in finance and project management, Paulina brings people together, organizes processes, and evaluates companies based on facts and figures.

Paulina's drive to make a difference comes from her involvement in female empowerment, having worked with human trafficked women. The realization that female founders were not getting equal opportunities led her to establish Leanox's vision of a balanced ecosystem where both male and female founders thrive.

She emphasizes the importance of education, dialogue, and unlearning biases to achieve equality. The challenges they face include creating a mindset shift and navigating cultural differences when giving feedback.

Join this insightful interview to gain valuable insights on leadership challenges, impact investing, gender parity, and fostering a culture of open communication. Get inspired to make a difference and contribute to a more inclusive and equitable world.

You can find Paulina at the below links

https://www.linkedin.com/in/paulinajaensch/
http://www.leanox.eu/

In the interview, Paulina shares

"We started Leanox because we wanted to become founders again and support startups with financial planning, fundraising strategies, and valuations."
"At Leanox, we invest in early-stage startups that have impact at their core."
"Our vision at Leanox is to achieve gender parity in the startup ecosystem by investing 50% in female founders and raising capital from 50% female investors."
"We believe in educating people about discrimination and biases to create a more inclusive society."
"Supporting each other and seeking mentorship is crucial in fighting against gender inequality and empowering women."
"We support our founders both financially and through our expertise in impact investing."
"Navigating difficult conversations with founders requires cultural sensitivity and adapting feedback styles."
"We create a feedback culture that focuses on highlighting successes and providing constructive feedback for growth."
"Building relationships based on listening and understanding is key to effective communication and collaboration."
"The joy and satisfaction come from working with courageous individuals who strive to make a positive change in the world and seeing our company grow from scratch."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Rajiv Vaishnav is the co-founder and Managing Partner at Cornerstone Venture Partners Fund. He is the Honorary Executive Chairman of Start-ups council of India, and was an integral part of NASSCOM’s senior management team for 13+ years.

From humble beginnings to working with renowned organizations like Reliance and NASSCOM, Raji's career has been defined by seizing opportunities and making a difference. With an entrepreneurial spirit, he co-founded Thai, an organization that empowered entrepreneurs in India.

Rajiv's leadership evolved through the challenges of working with both small startups and big conglomerates, giving him a unique perspective on leadership. His experiences have shaped his approach to working with founders, emphasizing the importance of self-monitoring, accountability, and taking ownership.

His management style is rooted in storytelling, using anecdotes and experiences to inspire and guide others. He believes in the power of faith, confidence, and trusting mentors to navigate the unpredictable path of success.

With a focus on passion, problem-solving, and societal impact, he encourages aspiring entrepreneurs to embark on an inside-out journey, where fulfillment comes hand-in-hand with financial success.

You can find Rajiv at the below links

https://www.linkedin.com/in/rajivvaishnav/
rajiv@csvpfund.com

In the interview, Rajiv shares

"I had a very humble beginning coming from a middle-class background, and I always wanted to do some business of my own."
"I have gone with the flow and have no regrets. I was at the right time with the right set of people, and those people have really changed my life."
"Every job I've done, I was either the first person in that organization or my boss was not sitting in the next cabin."
"Confidence in yourself and belief in yourself are key factors in leadership and personal growth."
"Leadership and mentorship may sound pompous, but for me, it's about taking ownership, being self-monitoring, and being accountable for your actions."
"Having faith and trusting your mentors' advice, even when it seems unconventional, can lead to unexpected opportunities."
"Management by storytelling is my style. I love sharing anecdotes and experiences of life to inspire and guide others."
"The difference between an entrepreneur and an employee lies in the mindset. An entrepreneur is driven by passion to solve societal problems, while an employee's focus is often on money and fulfillment."
"Success doesn't come from rushing. It requires balance, faith, and the ability to adapt to unexpected situations."
"The entrepreneurial journey involves co-creating, building products, working with people, and finding solutions that customers are willing to pay for."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviours, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Bryony Cooper is a startup enthusiast and serial founder-turned-investor. She has led a few tech startups, a venture builder, an accelerator program, and is now a Managing Partner at Arkley Brinc VC.

Get ready to be inspired by Bryony Cooper, with a background as a tech startup founder and experience in helping startups go from concept to commercialization, she brings a unique perspective to the table.

Her unconventional journey, rooted in a creative background as a professional singer and writer, sets her apart in the world of venture capitalists.

Drawing from her own experiences and observations, Bryony underscores the significance of broad skill sets in founders and the value of interpersonal skills in addition to technical expertise. Mapping out a clear framework for growth, maintaining open communication, and aligning on company values are key aspects she highlights.

For individuals struggling with confidence, Bryony encourages deliberate practice and stepping outside comfort zones. Understanding one's worth, believing in oneself, and exuding confidence while remaining humble are crucial factors she advises.

Join Bryony Cooper on her remarkable journey and gain valuable insights to overcome leadership challenges, foster company culture, navigate success and failure, and embrace your own creativity in the ever-evolving startup landscape.

You can find Bryony at the below links

https://www.linkedin.com/in/bryonycooper/
https://www.bryonycooper.com/

In the interview, Bryony shares

"I ran three tech companies by the age of 30 as CEO, and in between, I also ran a venture builder program helping other early-stage startups."
"In the tech startup world, you can grow very quickly, and it's important to establish a company culture early on." - Bryony Cooper
"Having open communication and shared vision with co-founders or management is crucial for the growth and success of a company."
"Failing makes you learn much faster, and experienced founders who have learned from failure are valuable in the startup ecosystem."
"Success can be more challenging than failure because it brings new responsibilities and expectations." - Bryony Cooper
"Knowing your own worth, believing in yourself, and carrying confidence into the room are essential for leadership."
"Practicing pitching, presenting, and public speaking builds confidence and improves communication skills."
"Humility is just as important as confidence, especially when seeking investments or support for your company."
"Creativity can be an outlet and a source of energy replenishment for leaders in the business world."
"Body language plays a significant role in effective communication, and power poses can boost confidence and presence."

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviors, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Anil Joshi is the Managing Partner at Unicorn India Ventures. Previously, he was heading operations at Mumbai Angels and Bangalore Angels, leading Angel Investment forums in India as President. He is also a mentor with various incubation centres and a speaker on startups and early stage investment.

In this insightful interview, we delve into the extraordinary journey of our guest, who stumbled into the world of startups and strategic investments by accident, only to discover a deep passion for supporting and nurturing innovative ventures.

From working in India's largest engine network to collaborating with thought leaders and assisting international businesses in entering the Indian market, their wealth of experience brings invaluable lessons for leaders facing diverse challenges.

Discover the contrasting leadership styles required in large organizations versus startups, as well as the unique qualities that founders bring to the table, whether they're seasoned professionals or fresh graduates.

Get ready to be inspired as we explore the accidental path to success and the joy found in navigating the dynamic startup ecosystem.

Tune in for a friendly and engaging conversation that will leave you motivated and armed with practical insights for your own leadership journey.

You can find Anil at the below links

https://www.linkedin.com/in/aniljoshi74/
https://www.linkedin.com/company/unicornivc/

In the interview, Anil shares

"My journey to where I am today was unplanned and accidental, transitioning from a successful corporate career to strategic investments and becoming part of Mumbai Angels."
"I've had a diverse professional background, ranging from working in India's largest engine network to being a consultant and eventually finding my passion in the startup world."
"I had the opportunity to interact with thought leaders and assist international businesses in establishing their presence in India, which provided invaluable learning experiences."
"I was exposed to the startup ecosystem in India even before it gained significant momentum, giving me a unique perspective on its growth and development."
"As an investor, I've witnessed the contrasting leadership styles required in large organizations versus startups, and understand the challenges faced by founders in building effective leadership teams."
"In startups, founders often play multiple roles, taking on responsibilities from CEO and CMO to HR and finance, until the organization matures and a proper leadership structure can be established."
"Supporting young founders, who may lack experience but possess great potential, is a crucial aspect of my role as an investor. Providing guidance and acting as a sounding board helps them navigate the challenges of entrepreneurship."
"Every founder brings unique qualities to the table, whether they have years of industry experience or are fresh out of college. Both groups benefit from learning, making mistakes, and developing their leadership skills over time."
"My current role in strategic investment and being part of Mumbai Angels was never planned, but it has become my passion. The accidental nature of my journey has allowed me to thrive in identifying promising ventures and working with them."
"Being exposed to the startup world and witnessing the growth and success of innovative companies brings me immense joy and a sense of gratitude. It's a reminder that when you love what you do, excellence follows naturally."

This is the Investor's Lens series on the Choosing Leadership Podcast.

This series will look at leadership from the point of view of an investor or VC.

In each episode of this series, we will explore what traits, behaviours, or red flags investors see in the leaders that they work with - and how founders evolve over time as they become better leaders.

Suresh Narasimha is an idea-stage investor in student startups. He helps student entrepreneurs with funding, resources, and connections; and believes in co-creating rather than mentoring or advising.

Join us in this captivating interview as we dive deep into the remarkable journey of an entrepreneur turned investor, who has paved a unique path in the world of startups. Discover how this visionary leader, with a strong sense of purpose, has dedicated himself to nurturing the brightest minds of the next generation.

From motivating college students to become entrepreneurs while pursuing their education, his approach challenges the traditional norms of leadership. Uncover the power of purpose, flexibility, and emotional balance in driving teams towards success.

Explore the intriguing dynamics of gender diversity and how having women in leadership positions has proven to be a game-changer. With thought-provoking anecdotes and practical wisdom, this interview will inspire and empower you on your own leadership journey.

You can find Suresh at the below links

https://www.linkedin.com/in/cocreator/
https://www.cocreate.ventures/

In the interview, Suresh shares

"I started as a deep tech entrepreneur and built several startups before transitioning to becoming an investor with a purpose."
"I believe the best thing for the country and the world is when bright youngsters become entrepreneurs and solve real problems."
"My role is to motivate and support young college students to become entrepreneurs while continuing their education."
"In the past two years, we have invested in around 45 startups, with 60% of them being led by female entrepreneurs."
"Leadership requires a strong vision and purpose to drive change in the world."
"I emphasize the importance of sticking to purpose rather than being fixated on specific solutions."
"When working with young and inexperienced individuals, I focus on co-creating rather than just mentoring them."
"I trust in the capabilities of youngsters and believe there is much to learn from them."
"In my investment decisions, I look for disciplined and innovative students who are deeply committed to solving complex problems."
"Having female leaders in startups has proven to be beneficial, as teams with women in leadership positions tend to perform exceptionally well."

This is the Can't Stay Silent series on the Choosing Leadership Podcast.

For most of my life, I have kept my voice buried beneath layers of fear and insecurity. In each episode of this series, I will find the strength to express myself from the bottom of my heart.

These short episodes will be filled with honest reflections, simple stories and metaphors, and some gentle provocations - all to help you Deploy Yourself in your own life.

Together, we'll discover how we can create a world where all of us can show up as leaders. So, if you are ready to allow the leader in you to bravely listen to my call of leadership, join me on Can’t Stay Silent.

You can find more about me & the Deploy Yourself School of Leadership

https://www.deployyourself.com/
https://www.deployyourself.com/podcast/
https://deployyourself.com/newsletter
https://www.linkedin.com/in/sumit4all/
https://twitter.com/sumitgupta4all
https://www.youtube.com/@leadership-sumit
https://www.tiktok.com/@sumitguptacoach

Show Notes

How being smart and intelligent leads you to never having enough time?
He said that my biggest challenge is time. Or my biggest enemy is time. He said that I am super ambitious. I have this drive, this energy. I'm very smart. I know what to do, but I never have enough time.
What if being smart and very good with planning leads you to never having enough time?
normally we see time as a horizontal time shift. Like we see time as something which is coming from the past and going to the future. We see time on the calendar. We see time as a minutes, we see time as hours and seconds. And we also, we always see time on this dimension right. That it is running out.
as long as we have this mindset about time. It only means that there is limited time. That's one. Naturally. way for dealing with time horizontally. That there is only limited time.
They will never be enough time. In fact, there cannot ever be enough time For your dreams for your potential, for your leadership, which are infinite as they should be.
What if there's also a vertical dimension to time, which is not finite, which is infinite. And which is always available to us. And which is a never-ending.
It's a choice that we always have. To continue operating the way that we have been in the horizontal dimension of time driving. Thinking overthinking with our brains. And always ending up with time as an enemy, with never having enough time.
Or we can slow down. We can stop. We can sense we can listen. We can go deep and we can see what is an oppurtunity, which is here. What is an opportunity that can lead to those big exponential results.
it is very important to recognize when your strengths are becoming a liability. Any strength. Even of being. Super smart or having an . High IQ. If you cannot choose to when to use it. And when not to use it. It becomes a liability.
you're totally missing out on playing some shots. which can give exponential results, but which are only accessible when you access the vertical dimension of time.
It requires you to be present. It requires you to slow down the rush.
When you get this, your life will never be the same again.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In this interview, Abdul shares how he took inspiration and lessons from his father and became an entrepreneur. He trusts people and believes in giving them full responsibility, and he also shared the importance of prayer, meditation, and journaling to his leadership and day to day activities as an entrepreneur.

You can find Abdul at the below links

https://www.linkedin.com/in/abdul-salim-83413015/

In the interview, Abdul shares

my father was a very successful entrepreneur. So as a kid, I've tagged along with him, wherever he has done business, be it a small business or he was doing multiple businesses, right?
I was always with him and just to see his his persistence and passion, the way he used to work. It always inspired me, right? My father is my motivation and I'm following his footstep.
I worked in large companies where people would want to give their arms and legs to be in companies like infosys, HP or even Target, but I was never content there. I always wanted to be entrepreneur.
I start very early, right? Like, I typically wake up by six o'clock every day. So first three hours is for myself, right? So that's completely divided for myself. It could be my mind. It could be my body, it could be my learning, right? This three hours is completely, I will work out, I will do meditation
It helped me schedule my day pretty well. And then I don't react for every little thing, right? because of meditation. It's helped me for sure.
I've hired some smart people and then we have completely given them the freedom, where they can manage their work.
Whenever I think of a idea or anybody in my team, comes up with the idea and I feel that this is a good idea. We implement immediately so that freedom I've got being an entrepreneur we've seen a lot of ups and down, but then somehow manage to survive in this 10 years.
Everybody deserves respect and when you do that, the team members always perform

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In this conversation, Tom shares how he started his company while still in college and how that has been an advantage - when it comes to culture, leadership, and working remotely. He reflects about the difficult times he faced early on and the important role of transparency in organisations.

You can find Tom at the below links

https://www.linkedin.com/in/tomcoburn/
tom@jebbit.com

In the interview, Tom shares

So this has been my only real job to date. I was not one of those kids growing up that like always knew I was gonna be an entrepreneur.
I always wanted to be a doctor. My grandfather's a doctor. He's 82 years old and still practices in his small town outside of Boston where he grew up. And I always loved science and school.
I went to college in Boston, at Boston College. I got there in 2009 and I was, I, pre-med major, working in the lab, getting ready to take the MCATs. All of those things you've gotta do to go become a doctor in the US.
my roommates were in the business school, and our business school had a business plan competition. You could pitch a Shark Tank style pitch in front of judges and you could win $10,000 for your business idea. And so I decided to do that competition with my friends just for fun
freshman year, we submitted our first year of college, we submitted an idea to the business bank competition, and we didn't make it past the first round. Our second year, we came back with a new idea, which ended up being the start of the idea for Jebbit, although we changed the idea a lot and we ended up winning the competition with that idea.
I was mentally ready to drop outta school after that summer and go do the business full-time. And the thing that made it an easy decision for me was I talked to both my dean at my college and I talked to the dean I was gonna have at the medical. And I just asked them both for a one year leave of absence and they both said, sure
My current challenge is everything around culture and communication and getting everyone internally at Jebbit g rowing in the same direction, fully in sync with each other.
One of the things I hear a lot from new employees when I get their feedback is they're shocked at how transparent me and my management team are.
We spend a lot of time trying to get people in person and getting the right combos of people in person. So we get the whole company together twice a year now for a three day offsite. Once in January and once in July.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In this interview, Abhijit opens up about how lonely it can get as a founder and the toll it can take on your wellbeing and health. He also shared his decision making process - and how every decision in the company depends on how it impacts the bottom line, the top line, and the company’s reputation. He also shared how he plans his day, stays productive, and how gardening teaches him patience and tenacity.

You can find Abhijit at the below links

https://www.linkedin.com/in/abanand/
abhi@zindagi.tech

In the interview, Abhijit shares

I'm a first generation entrepreneur. My dad is a doctor, he's been a government servant. And my mom's been a teacher all her life.
one thing I've realized is that cash is king. The moment cash disappears, the company will cease to exist.
my number one priority is to make sure that there is enough cash in the company to keep us liquid for at least the next three quarters. That is the number one priority. Number two I've, both me and my wife, we've decided. that Every single decision that we take in our company will have a three-pronged approach. That decision will be a yes or a no, depending upon how well it improves the company's top line. How well it improves the company's bottom line, and does it impact the company's reputation in a positive way or a negative way?
From a sales point of view, I've realized that, a small customer and a large customer, They'll take the same amount of time. They demand the same kind of attention. So I've decided to focus on some very large customers who, from whom we keep getting big projects
one key thing that we did was we kept on we kept our focus on customer satisfaction. Number two, we've managed our finances very tightly. And number three, I think We've tried to make sure that we treat our employees with the same respect as what we would do to our customers and to our vendors.
Richard Branson's book, losing my virginity, somebody asked him a question that you look like a quintessential entrepreneur, in your opinion, how would you define a business? And his response was, I'm paraphrasing, but his response was, A business is nothing else but an idea that will improve people's lives. So that's how the name Zindagi, which is Hindi the way of life. That's how the name started.
one key mission statement that we have is to ensure that we leave this earth better than the, where, how we found it.
from a personal point of view, I can tell you that It becomes hard sometimes because I feel that there is nobody to talk to.
I think one thing that, that I'm trying to learn even now is, Don't dilute responsibility. Give one task to one person, let him make it his baby and let him own it completely end to end.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In this heartfelt conversation, Paddy shares his passion for startups and how he moved from technology to entrepreneurship. He shared the powerful yet simple lesson of “nishkama karma” or detached action - and how he applies that in his role as the CEO. He shares how he had to take a big risk and pledge his property to pay salaries in his previous startup.

You can find Paddy at the below links

https://www.linkedin.com/in/paddyraghavan/

In the interview, Paddy shares

I don't know, somewhere in my life somewhere I got this entrepreneurial, bug it's something that I've had right from my college days. Multipl is my third StartUp
I always wanted to build something on my own that was on the cards, but it wasn't, I wasn't really desperate or I wasn't, not every day that I wake up that I start thinking about, or I should be starting something.
I mean it's always especially when you're actually interacting with someone who's fairly successful, which I would call myself and you would only see the positive side of it. And people tend to think that, yeah it's a nice journey. It's good we should become entrepreneurs. But I've definitely had my fair share of challenges.
I literally had to pledge my property and to pay the salaries in the previous startup it was at a point where we had very difficult situation in terms of you know, raising capital and paying the salary
I must be grateful to a lot of people. You know, my family has been very supportive. My wife has been very supportive throughout because that is very important. You can't have a you know, if you have a family you need the support because that could definitely take away a lot of your Focus if it is not in the right frame.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, Pavel shared how his journey as an entrepreneur has evolved over the years. We talk about the importance of believing in ourselves, and how he has established teams in different countries that can work independently without his direct involvement. He also shares his love for flying and how he experiences freedom when in flight.

You can find Pavel at the below links

https://www.linkedin.com/in/vspavel/
http://solar-staff.com/

In the interview, Pavel shares

I was interested in technical issues and legal issues and both together helped me to open the private legal practice for the internet companies in Ukraine.
I decided to move to international law and international taxation and help Russian based internet companies to move abroad to open the subsidiary companies anywhere in the world.
I went to the chief of the office I was working in and told him of the future of internet business. He listened to me but didn't believe that was a good solution. I was invented by that Idea and I took on that step and just followed my idea and my dream.
When I was a child I read a book written by the Russian famous authors. And there was a phrase, if you want to pass through the wall, you need only two things. You need to believe in yourself and do not look at the barrier. If you do not look at the barrier and look through that if you can, and if you believe in you, in yourself, you can go through the world.
The first five years I worked really hard in Solar Staff and I almost had no time to have any kind of hobbies maybe except swimming in a pool or some kind of sports.
I'm starting piloting. I will start my career as a private pilot next year in Oakland. I feel very excited about flying. Flying is like having freedom.
I'll also start my first art project. I'll work together with a team of AIs to create an art. An abstract art, abstract portraits of the personalities.
I allow my company and my team to make mistakes and and to learn from their own experience on those mistakes.
Now I'm focused on the human and AI collaboration and sometimes it scares me. I start to learn A lot of subjects, a lot of terms about the philosophy of AI systems, and I start to know a bit more about that.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In our conversation, we spoke about how moving from Macedonia to the UK has shaped her as a leader. We talked about resilience, persistence, and the difficult choice she had to make once she moved to the UK. We speak about how people are often surprised by her determination, and how she has learned to show vulnerability as well as be open to criticism.

You can find Radmila at the below links

https://www.linkedin.com/in/radmilablazeska/

In the interview, Radmila shares

Even if you are a successful person at what you did, There's always something that you can train and do a little bit better.
If you have a passion, if you have ambition, don't give up on it. It doesn't matter when it's gonna pan out, it will pan out in the end.
I also show that I'm vulnerable as well. I do mistakes and I honor them, and I also am open to criticism whether it's negative, positive criticism. I'm open to it.
I am looking at everyone's on a level that we are all people, whether we are leaders, whether we are all working together for someone's objective.
If there is a friction. You need to work on that section. Never let it go. Never let it just under the carpet because at some point in your life or your working career will come back and bite you.
I guess the combination of my determination and openness to listen to other people in their opinion, I think that's the combination that makes me a good leader.
And I think one of the key things is that also, even if you are in a boardroom and you're talking to your board and you know that you want to say something, but you are fearing to say that, say it's better to be said and done rather than keep it to yourself.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, David shares how he grew up with a love for Math and Physics, and how that changed once he started managing people. We spoke about mentoring and coaching, and the important role of emotions and empathy in building strong relationships. He shared an example of how playing football led to a breakthrough in conversation which was not happening otherwise, and that led to an interesting conversation.

You can find David at the below links

https://www.linkedin.com/in/david-jayatillake-9962748a/

In the interview, David shares

A lot of people who go into leadership for the first time still think they need to be firing on all cylinders as an individual contributor as well. And really, once you've got a team of three or four, that's actually the minority of your time, the majority of your time is looking after your team.
And then, suddenly I'm looking after a team of three or four, and I've learned to that I'm supposed to be delegating a fair amount. I think that was helpful for me.
You need to be doing organizational impact work. And if that's not there, you begin to feel a bit lost.
if you're not involved, you just get isolated. There's, it's very difficult.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, Jami shares about the people who have impacted his journey, the importance of clarity and self-leadership, and how that allows you to move forward with purpose and courage. We spoke about his dreams and ambitions, how he deals with change, and the power of choosing to do something instead of it being an obligation.

You can find Jami at the below links

https://www.linkedin.com/in/jami-kiran-7a0b1324/

In the interview, Jami shares

We have to have very good clarity. Clarity is very important and having core clarity helps us to understand who we are while we are, making choices.
Leadership is part of life, it is not only related to the business layer but also to the personal layer and on the social and civic and every aspect of it.
Leadership is not only from driving value, it's also about the identity and also how you advocate your ideas and how you boldly take the decisions and how you stand for yourself and for others, and how you develop and hope you double up and drive the influence, not only with your connection, with your community, but also how you support to build trust, which will act as an enabler.
Multi-lateral communication is vital.
Leadership need two things. One is mind and heart, but now it is heart and mind together.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Kevin spoke about the lessons he learnt from that experience, the value of transparency and honesty, and putting people first. He shares his vision for Nostra for the next 10-15 years, while at the same time expressing gratitude to his family and everybody he works with.

You can find Kevin at the below links

https://www.linkedin.com/in/kevino11
http://www.nostra.ie/

In the interview, Kevin shares

Our key strategy has been getting a customer, look after everything to do with it, including the supply of people, if they're required and then keeping the customer for as long as you possibly can.
We very rarely lose a customer.
I've learned that my wife and kids are far more important than any of those things.
People's happiness comes from the people that are around them. And one of the things, that I'm blessed with is having a great family, a very supportive wife, and amazing kids who are all flying.
Every business is about people and you have to get yourself in a place that you're in a good place personally. And then you can grow a business
The number of times that the directors and the company had to have their salaries delayed for the following couple of years, it was very difficult, but the learning, it was, we learned. How to survive. We learned how to negotiate. We didn't lose any people during that period. And, we even had some of the internal staff saying, listen, I've got a credit card. If we need to use it to buy things, I had unbelievable support from everybody.
One of the reasons our accounts were so bad was I wanted to look after the people. So at no point was I gonna let good people go that I cared about, we would carry everyone.
There are lots in companies that is left unsaid and left undone. And for me, it's, if you're not enjoying leadership, there's something wrong. Go find it, figure it out, have the conversation and deal with things as they come up.
We said we would get through which we did. And then we'd move on. And that's something I'm very proud of.
No matter what challenge or headwind comes out at an organization, there is always a way out.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, she talks about being a women in a male-dominated tech world, and how her mother inspired her to be her own self. We discussed how knowing who you are and trusting yourself first is the key to move forward in a world where you do not feel like you fit in or understand what you are permitted to do. She gave a powerful message of not giving anybody else the permission to make you upset, stressed, or impact your mental health. I loved interviewing her, and I am sure you - the listener - will take a lot away too from this interview.

You can find Nermeen at the below links

https://www.linkedin.com/in/nermenghoniem/
https://helloada.ai/

In the interview, Nermeen shares

I've continued to live my life from a very young age being a hybrid between I like to be involved in storytelling and impacting people's life.
At the same time, I'm also very much a scientist at heart and to sit down and really nerd out the technologies. So I think I have always been balancing these two
The technology world is very male dominated and I'm also currently based now in Silicon valley and it's also very male dominated.
I realized that there is a really big gap in how we communicate these fields to women.
I want more women in technology and especially more women in AI engineering
More women are working and more women are taking into leadership positions. And a lot of men are welcoming to it and some are less welcoming to it. But that's part of the journey.
Unapologetically, be yourself because I think confidence comes up from within. And you can strongly believe that you are being your best self and at the same time also allow room for constructive criticism.
I cannot dictate what other people will say to me. I cannot dictate how people feel about me, but I can dictate how I react to it.
I don't think it's worth getting personal
You can control how things affect you. You can control what you want to hear, and if it doesn't serve your purpose, if it doesn't serve your growth, it's not worth putting your energy in.
We become too sensitive as the generation sometimes. And if we consider everything to be a negative message, then we will not grow.
And if you trust a little bit more, I think you were able to do whatever you put your heart to.
You are also much more powerful than you think you are. I think a lot of women sometimes put themselves down and don't think they're good enough for the job or good enough to get into the engineering field or good enough to start their dream.
I can do whatever I want.
I think people don't realize that I am a work in progress to get to this place. And there are moments where I feel insecure and where I'm like, I don't know what I'm doing, where I'm going and it's okay.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In our conversation, we talk about nature vs nurture, how we are shaped as individuals, and how growing up in an entrepreneurial family shaped him. He shared a couple of serendipitous moments which have turned out to be instrumental in his journey. We touched upon the important role of meditation in helping him stay balanced as a leader, and how his leadership style has evolved over the years.

You can find Ennio at the below links

https://www.linkedin.com/in/enniosenese/
https://twitter.com/enniosn

In the interview, Ennio shares

I believe that people have to be self-supportive. But if we can't be, if they can't be self-supportive, then we as a state or as a society needs need to help those people in moving along.
There are so many books about leadership. If you have read them all, the risk is that by the end, you still don't know what leadership is.
Some bits of an ego you need to have in order to move on because otherwise, it becomes a very passive life,
So I'm very grateful for the fact that I've been able to fail. On a couple of occasions, which gave me the opportunity to learn and to see that there are better ways to move on.
I think it's about balance first thing. So that's a key word balance.
In the end, you need to ask yourself, what am I doing? Is that what I'm contributing to? Is that really something that is contributing to, the better of mankind, to improve the world to have some, another type of gold than just purely commercial?
Those types of existential questions. I think if people would dedicate more time without having their relatives or loved and dying around them but dedicate more time to think about those types of existential questions. I think, first of all, we would live in a better world for sure.
I always recommend also to people who work with me to do a bit of a retreat for a couple of days in complete silence and just think about, the purpose of life, things that you are grateful for, things that you have experienced, lessons learned, over a period of time.
I meditate but sometimes events happen. Also, unexpected events, which basically prevent you from, from staying calm because it's easy to stay calm in a very calm environment where there is no pressure, et cetera, et cetera.
In the end, it's always about reflection and the ability to see how unimportant you really are. at the end.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, we speak about how starting JetRockets was not planned but accidental, and why she is running a TEAL self-managed organisation. We spoke about her views on leaders, some of the recent mistakes she had made, and her commitment to her employees was evident from how they moved their employees out of Russia because “it was the right thing to do”.

You can find Natalie at the below links

https://www.linkedin.com/in/nataliekaminski/
https://jetrockets.com/

In the interview, Natalie shares

I had to take a step back and learn to delegate. And to learn to focus on working on the business, not in the business.
You can accomplish a lot more by being an empathetic leader as opposed to being a demanding manager
if a mistake is made, it's okay. It's a learning, it's a learning opportunity and I actually encourage my people, my employees, to go outside of their box, their thinking box, to try new things because that's what contributes to creativity and improvement over time.
You have to treat your employees as children in a right and you allow your children to make mistakes, and that's how to learn to walk.
I've learned a lesson never to try and address the issue immediately. So if something were to happen, you gotta take a break of a few minutes, 15 minutes, 30 minutes, or even an hour is not going to change anything dramatically in terms of your response, but it will definitely, in terms of your response time, but it'll definitely have a drastic effect and quality of your response.
I want to understand what happened instead of coming to that employee and being, How could you have done this? The question is, what do you think went wrong? What could you have done differently?
If they take ownership, There are two things that happen. First of all, they see that you're trying to help them grow. Second of all, they remember that lesson and it, they retain it in their mind. So the likelihood of the same issue occurring again decreases dramatically.
Ultimately your goal as a leader is to build that relationship with your team so that they come to you. It has nothing to do with fear of punishment or repercussion or anything like that.
We're business. We're not an army.
So it's my job to serve them, to empower them to then service our clients, which in turn helps me accomplish my goal of building a, larger and more successful organization.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, Tauseef opens up about the very personal loss of his mother and cousin and how that inspired him to start a company to make healthcare easier to access for people from their homes. The conviction in his voice, despite all his challenges, was very strong and decisive, and that is a lesson in the embodiment of a purpose for anybody listening.

You can find Tauseef at the below links

https://www.linkedin.com/in/tauseefahmad1/
https://sprintmedical.in/

In the interview, Tauseef shares

We have a great mission. And that mission Is the only fuel that we have right now.
I am changing The culture and the standard of healthcare in, especially in my community. And I think I will continue to do that. No matter
Capital deprived? Yes, we are. Are we worried? No, we are not
My biggest fear is if you raise venture capital dollars, okay. And five years down the line, I will. I'm sure that we will be very valuable. Okay. And there would be times when people want to acquire us. People wanted to change the direction that we are presently in right now.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, he spoke about growing up in Iran and the importance of a multicultural approach to leadership today. We talked about the role of chance and serendipity in our journeys, the new skills required when any individual contributor grows to be a manager, and the importance of balance in life.

You can find Shahram at the below links

https://www.linkedin.com/in/shahrammaralani/
https://www.amazon.com/Shahram-G.-Maralani/e/B08FCN8GFN

In the interview, Shahram shares

The balance between taking the opportunities as they unfold, But also planning your career properly is quite important in shaping a successful career.
You will never be a hundred per cent correct. Maybe you are only 50, 60% correct. But being able to assume how people perceive how people are seeing their own situation and what are their opportunities and challenges is quite important as an authentic leader.
Culture is like the operating system of our brain
On the other hand, the operating system, which is loaded in our body, which is our culture and the way we grow up and what we experience in life shapes most of who we become as a person, as a professional, but also as a leader.
But I think in, as a leader, if you want to be successful, maybe the exact opposite is the honest advice because you need to a bit dismantle yourself from the culture you belong to and analyze the situation with the different views you have.
And as a leader, you need to understand that and be flexible and allow people to basically express themselves properly.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

Vinod shares in the interview how he and his wife started a coffee house in 2015 to provide a sip of happiness to every customer, and to enhance the experience around coffee. He shares how they navigated covid and are now looking to expand, and how they have leveraged technology during covid. He also talks about caring for people and building a team on a solid foundation of values.

You can find Vinod at the below links

https://www.linkedin.com/in/kvinod77/
https://www.vinodkumar.me/

In the interview, Vinod shares

We knew immediately that was the first opportunity that we gotta pursue it. So we put our eggs in that basket and we went forward with it.
It took me five years to find the connection and when I found it, It clicked immediately because we were then able to leverage my background.
Most business schools don't necessarily focus on running a small business. This is what we realized.
only when you make an attempt to actually get closer to the customer, understand the customer, you understand the challenges in it and the actual value of why it is so important.
We never thought we will be delivering a cup of cappuccino. Pizza is one thing. But delivering a cappuccino is a totally different problem that we never thought we'd be delivering a cappuccino, but now we do.
In hindsight, everything is easy and clear, but when you're going through the process it's a mess.
The second thing that motivates us is we feel like we need to take care of the people That work for us. And it's important to take care of them because quite literally, their livelihood is dependent on the business.
an entrepreneur needs to be very comfortable with ambiguity. I think that's the thing. You have to be comfortable with ambiguity and you have to be comfortable with things going wrong and things not going according to plan.
And you have to know what the non-negotiables are, You have to pick the right fight, cuz when things go wrong and you have to fight the circumstances, it's easy to lose energy.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, Raymond shares about his journey of being 100k dollars in debt before becoming a teacher, coach, and successful businessman. He also shares that he only does what he loves to do, and spoke a bit about some of his crazy adventures - including a 350-mile foot race to the North Pole. We spoke about leadership, growth, commitment, and how to have more than 24 hours in a day.

You can find Raymond at the below links

https://www.linkedin.com/in/raymondaaron/

In the interview, Raymond shares

People typically underguess my age by five to 15 years, and my secret is that I do only what I love.
I tried all these businesses and they all failed, and I did extremely well as a salaried employee in math and computer. But I didn't enjoy it, and so at age 39, I was a 39-year-old life loser. I was a hundred thousand dollars in debt, completely broke.
My boss had just fired me. I told my wife I got fired, and she did the only thing a reasonable woman could do. She dumped me out of our marriage and I was depressed. I didn't know what to do.
It just exploded because I was meant to be a teacher. And so if you want to know how it all really got started, it's the day I found out that I was supposed to be a teacher.
Once you commit the resources come to you. Once you commit, the physical universe gets pushed to the side and the spiritual universe delivers to you whatever you want.
You can't know what's gonna happen. You have to be able to allow chance encounters.
Not only should you burn plan B and C, which I really love, I've never heard that before, but I say you should burn Plan A, and just go for it. Ready, Fire, aim.
It's wonderful to have intentions because that's the fuel of the soul.
If you don't have an assistant, you are one.
There are always ways to have people help you.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In the interview, Silvia shares how she is empowering women and couples by translating medical research into valuable information for family planning. She shares how the mission of her startup is also her personal mission, how similar leadership is to parenting, and the challenges of convincing investors as well as other stakeholders about what they are doing and why.

You can find Silvia at the below links

https://www.linkedin.com/in/silvia-hecher-b637b598/
https://www.levy.health/

In the interview, Silvia shares

When you're struggling to conceive, it's not just women who are part of the equation, but also men.
Part of my life that led me here was wanting to be a mom for a long time.
And you wanna have kids and then it didn't work. And I was overwhelmed by that sense of urgency, that belonging, or that desire to have a child. Was so strong all of a sudden, and then realizing that you want something badly, then not able to get it. That like really sparked something in me and gave me the energy to do something about that.
There are so many hundreds and thousands of clinical studies where issues regarding fertility diagnostics and fertility therapy are discussed. Are found great results, but they're not made available to the people who really need them.
Patients typically think that doctors should have all the answers. They should know everything, but that is an unrealistic expectation from my point of view.
We have to empower women to make good decisions for family planning and for diagnosing fertility and addressing fertility issues.
I wouldn't say that it's so niche because every sixth to seventh, a couple struggles to conceive it really depends on who, and how open your friends and family are.
People just don't open up that they're doing IVF because they're embarrassed. Very few couples share fertility struggles openly, or even with their family and friends.
It's impossible to know everything.
When it comes to coaches the important thing is to not get a coach when everything is falling apart, but to get a coach way before and when you're doing well.
many people tell you no, you can't do this. No, this can't be done. No, you're too early for this. No, you're not the right person. And I think having a coach helps you navigate all the different responses from your environment and the different expectations from customers and the expectations from your team and how you grow with that and how you struggle with that.
I see a coach like a mirror on the wall, really reflecting things and pushing back things to me and giving me things to think about. And to question not as somebody who's giving me the solutions.
Motherhood for me is challenging just like, for everybody, I would say it is very fulfilling. It is a lot of fun. I just love the directness and the honesty that you get from your kids.
I struggle to be a mother and have a startup at the same time, I feel like I'm never doing enough on the one end and I'm never doing enough on the other. I always would like to have more time for my children more quality time. And I always have things for my startup at the end of the day.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing. If you know a leader whom you would like to see celebrated on the show, please send me a message on LinkedIn with their name.

In a very candid conversation, I don’t even want to call it an interview, Chris shares so much of his life that we normally keep hidden - not just from others but also from ourselves. He opens up and shares about his childhood, his tryst with entrepreneurship, failure, success, mental heath challenges, and what gives his life meaning. Listen to this conversation to understand who Chris is and his story. We talk about material success as well as meditation, doing more as well as doing nothing, and fear as well as courage.

You can find Chris at the below links

https://www.linkedin.com/in/chrisfederspiel/
https://blackthorn.io/

In the interview, Chris shares

I ended up spending a lot of time after my parents split and got divorced when I was very depressed, just sitting at my computer and it helped me be very comfortable with computers.
And I ended up finding computers to be very safe. There was nothing that could like physically or emotionally hurt me with a computer.
I got diagnosed with bipolar two when I was 20 or 21.
Whenever I had to do something interpersonal, I did not deal with it very well. I tended to be very abrupt or brash when talking to people like they were a computer I wasn't empathetic and I tended to type strong messages
It was very painful. Going through therapy sucks. I don't enjoy one bit of it, but the benefits of it really helped me in my life.
If anyone has a mental illness where there's like heavy anxiety, it helps to do a lot of exercises to manage that it helps to level it out.
From the base of the mountain, you can see the mountain, but from the top of the mountain, you can no longer see the mountain. And the concept is about the journey. It's not about achieving the thing in the end. And there's something rewarding about the journey that I look forward to.
Boys are taught to not talk about their emotions and girls are taught to shut up. And it's interesting the struggles that men and women have after getting a bit older
The last company I co-founded, when I sold it when I sold my interest, it really hurt because this thing that I had devoted, like almost every waking hour or two for a year and a half, it was suddenly gone.
And it made me realize one, one day, I want to be able to change that dynamic if I can because you hear all these things. If you had a day to live, what would you do? And if your company's gonna go away from you, what would you do? It was a big lesson I learned.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, we talk about how that led him to create a software solution to fix communication breakdowns. Brian shared how any corporate group behaves like a larger organism. We spoke about the transition from working in a company to starting your own thing, and how that requires stopping being anonymous and becoming comfortable with being in the limelight.

You can find Brian at the below links

https://www.linkedin.com/in/brian-curtis-78842358/
https://decentralizedsystems.net

In the interview, Brian shares

What happens is there's this slow disengagement of the employee over a long period of time.
The decentralized process has more to do with the efficiency of creating better relationships than it does, even information because information only travels when the relationships are in a growth cycle.
You have to put yourself out there and say, Hey, this is what I've got. This is who I am. And it's a totally different process. You become a promoter of yourself and then you're creating, new relationships constantly on the outside.
We're all part of basically the same growing organism, and that organism works better when our relationships work better.
COVID pulled us apart. And we saw the, I think we're seeing the after-effects of that.
Unfortunately, sometimes it takes an accident before people realized how important they are to one another.
A bigger group has an emotional body and a mental body just like you.
Organizations are built like a tree.
I don't think anybody wants to be in a state of conflict. So any system that we can put in place where. We get out of that state of conflict. All you have to do is start the growing cycle.
Conflict is a negative growing cycle where you're, you're growing up apart. You just have to overcome that negative growing cycle.
Nobody grows without failures. And well, what we conceive as failures actually tell us more about ourselves in order for us to keep moving forward. So I think I'm grateful for all those experiences

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to celebrate leaders for the choices they have made, which are not always easy or comfortable, and for all of us to learn from their generous sharing.

In the interview, Yasmina spoke about the power of being yourself and then demonstrated it wonderfully by being her wonderful self. We talked about thinking outside the box, connecting with people as human beings first, and her journey from her roots in Africa to working in many male-dominated industries. She shares with us the valuable lesson she learned from her dad about working for passion and not for making money.

You can find Yasmina Kazitani at the below links

https://www.linkedin.com/in/yasmina-kazitani-mba-ms-52576bb/
https://twitter.com/ferielyasmina

In the interview, Yasmina shares

We are doing it because we love doing it. And we impress people because we are driven by our passion. So passion is, again, all about your leadership.
I do not consider my teams like team members. I always keep them as a family because we grow together. We nurture together. I'm not your leader or your manager. I'm the person who's just having the job title.
When we talk about leadership. It's tribal, it's really, tribal's ways of doing.
Don't be nice. Be yourself because you have your ups and downs.
As a leader, you can not fear being wrong or being not knowing.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Gilad talks about how he spent 25 years of his life doing M&As and realised he doesn’t want to spend the rest of his career making rich people richer. He now works to solve the biggest challenge humanity faces - climate change - through a rewards based approach. Listen to this episode as we discuss fear, ego, greed, taking responsibility without burden, seeing money as energy, and the importance of our body when it comes to leadership.

You can find Gilad at the below links

https://www.linkedin.com/in/gilad-regev/

In the interview, Gilad shares

The way to scale up climate action is through changing of the economy.
I started many years ago to work on my fears. I didn't want my fears to control me. And then suddenly I realized that there is another guy that controls my life and that's the ego. And. I see by the way, ego and fear as a ying-yang
And then once you start to look at your ego, it's much easier for you to look at the mirror and say, Hey where is my responsibility?
There was less and less resistance from my being for me to ask these questions. It was less and less. I could be more and more honest with myself because that ego, that small devil did not take over and reject those thoughts. And I think that really what helped a lot.
Fear can be my friend, which means I'm not trying to control my fear. I also don't try to control my ego. When they're popping out, I look at them, they look at me, and I get the information from them but I'm not trying to suppress them.
I physically felt that money is energy. Because when you're practising Tai Chi, you're practising on energies.
I'm more in harmony with myself. Hence I'm not afraid of letting go.
Maybe the best advice I can give is if any person can, from time to time, just stop all the noise. We have so much noise around. It's coming from all directions. And just try to be with oneself and try to become observant. It doesn't have to be meditation, people sometimes afraid, but just to breathe, just to turn off everything, for five minutes or for seven minutes, and maybe that's can be the starting of the process.
Everything is in front of you, but because you are not stopping or you are always in that rush, you're not seeing it. And sometimes by just stopping pausing, and allowing things to settle down, you will see it for yourself.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Anshul shares how his life took a sudden turn from the world of corporates and finance when he listened to a deep inner voice and pursued the unknown path. We talk about how that path led him to many serendipitous moments - including meeting many coaches and mentors who have taught him how to listen to the deep wisdom and intelligence of our intuition and body - and the science behind it.

You can find Anshul at the below links

https://www.linkedin.com/in/anshulkamath/

In the interview, Anshul shares

at some point, you start to pay attention to some of the subtler signs. It's very hard to describe it, but there is just an internal feeling that feels this is not right.
I know how you just tune in and listen in to yourself and understand what your body's really telling you.
There are three kinds of lives people lead, which are survival, success and significance.
Ever since I left. I was very clear that I'm just gonna pave my own path. And there is no set path for me in front of me.
This is scientific stuff. 75% of the communication that happens is actually your body trying to tell your mind something. And only 25% is your mind actually trying to tell your body, but we only pay attention to that 25%.
The answers don't come to your mind because a lot of times we will tell ourselves the stories we want to listen to in our mind.
The best decisions when you are actually listening to yourself come from a place of absolute common stillness.
I've always believed in authenticity. One of the defining kinds of quotes, I remember when I was when I just left shell and started this sort of unknown path and life was the privilege of a lifetime is to discover who you truly are.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Laimonas shares how he is building his 10th company, and how being bullied at school gave him the drive to succeed and prove others wrong. He also talks about family and the importance of placing people first, and how business is only a reflection of the energy of its people. He also shares how he has learned to hire people smarter than himself and not try to do everything by himself - which was limiting his growth at one point.

You can find Arturs at the below links

https://www.linkedin.com/in/laimonasnoreika/

In the interview, Laimonas shares

While you're actually failing you're learning a lot. That's what created me as an entrepreneur,
I was bullied at school and that made me a bit angry with the world. So I have to go and prove things.
I really want to show that it's possible to seek success while you're smiling while you're good to people while you are helping. And don't be that douchebag businessman who is mean and really controlling things.
I want to prove the other way of doing business. That it's fun. It's pleasant and it's doable
Business is just a reflection of people and the energy people create.
When I started my business, I tried to do everything myself. Like I did marketing, I did sales. I did a one-man show, but that limited my organization from growing.
when you go to do business, you expect stressful situations. You expect things to change super fast. So if you expect that, so why stress then? Why would you stress? This is the normal life of the startup things change so fast. So just don't stress about it.
a lot of times people sometimes think that I'm, too relaxed too optimistic, but it's just me being myself
if you want to outshine in this world, be yourself.
focus on building something meaningful provide results for yourself, and your team and keep building,
you can be a leader and still be yourself.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

Henny is someone who doesn’t follow the normal route in life. She lost both her parents at an early age and learnt quickly that life is too short to not make your own decisions. She wants to be happy and also create an environment where her teams can also learn, grow, and be happy at work. She acknowledges that she can be too hard on herself, and tries to let things go and find a balance.

You can find Henny at the below links

https://www.linkedin.com/in/hennyhoekstra/

In the interview, Henny shares

Life is too short to make decisions that you don't want to have.
I also feel like no matter what happens, if I die out, I will be happy because I have the feeling that I created a positive impact on the world.
If you look at leaders there they're mostly like very angry or tough people. Not exactly, always vulnerable. I do believe that people that are able to show vulnerability make sense because we're all human beings. And if, and then we connect with each other when we're trying to be vulnerable, when we try to open up with each other, we get more connected.
Our emotions and our inclusion play a bigger role in our decision-making than our rational minds.
it is better to also take the time for yourself. So when you're working you're doing the right things, because if you're very tired, you make bad decisions and that's not what you want to do as a leader.
almost all choices are reversible. So it is worse to not choose.
Always be learning. Always develop yourself. Always you can learn something from someone. Everybody can teach you something, be open to it, keep developing yourself, and they will also keep developing everything around you.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into Focus for leaders and teams. How to stay focused and get quality work done in the age of distraction? How to train your mind to get into a state of flow without getting interrupted every now and then?

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Leslie - "coming back to the why and why am I doing this is really what has helped me generate more focus. "
Sumit - "before we talk about focus, it's very important to identify what to focus on and not just focus for the sake of focus, but focus always for the sake of producing a result."
Sumit - "we have to choose because if you try to focus on everything in a way you're not focused on anything, "
Sumit - "focus is also very closely tied to being committed, being responsible for what big responsibility that you have taken on."
Leslie - "not only does productivity go down because you're flipping back and forth and then you're slower. Your risk of errors is greater. "
Sumit - "So if you're driving, you can keep the whole route in your mind, but you have to focus on the road in front of you. So focusing on the present moment or the today is very important. "
Leslie - "You think you need to do more, but that's not necessarily how it pays off."
Sumit - "Does the phone owns you or do you own the phone? So again, as you said just because you have a phone doesn't mean that you have to answer every call or you don't mean that you have to keep it on at all times."
Sumit - "It's just not healthy to hear a ping sound every five seconds or every five minutes, even, it's just, or brains or bodies are not built for that. "
Sumit - " It's not just about productivity. It's also about health and wellbeing, which is so much more important. "
Sumit - "You're choosing at any moment. If you're in a meeting and your phone rings, you're choosing to answer that phone, right? If you're in a meeting and your boss suddenly calls you, you're choosing to answer your boss or choosing not to, but all of these are choices and we get away. We make it easier psychologically by using these like defence mechanisms or escapist language. Like I did not have a choice or I have been trying, but I have not been able to."
Leslie - "There are those moments of when and what suits, your kind of biological clock. So paying attention to it is really important. And, my way of doing that is noticing it and capturing it and journaling it and then adjusting my schedule so that I can take advantage of when suits me the best."
Sumit - "Multitasking is a myth. "
Sumit - "the human brain is just not capable of doing two things at a time. You can do as many things as you want, but in any given moment, you can only focus on one thing."
Leslie - "you can quickly see how slow you are when you're switching back and forth, as opposed to accomplishing one and then accomplishing the other task."
Sumit - "focus requires energy."
Leslie - "Just like your windows browsers, and you have too many tabs open, I have too many tabs open in my brain and I need to shut them down so that I can focus."
Sumit - " we can hold only five to seven things in our short-term memory at a time."
Sumit - "If you take a bike and load it with so much stuff that it can't move, that's not the problem of the bike."
Leslie - " I've now gone back to, headphones free and just enjoy the sight and sounds of nature."
Sumit - "there is also that notion associated that if I take time for myself then to feel guilty about that, that's wrong or that's selfish. But again, coming back to the metaphor of you always putting your own oxygen mask first, and in fact, that is necessary."

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into how to prioritise the long-term and short-term as a leader. How to find the critical balance in business as leaders - where we are responsible for short-term metrics - and yet also for the long-term growth and sustainability of our business?

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Sumit - "we all agree on this is a big problem but we still can't agree on what to do because the structures of the world we live in is still derived or run by a lot of short-term thinking"
Leslie - " it's really, what is that most important thing of where we're going? So that then as a leader, you can help decide for your team, how. Support the organization in getting there. I think the first is to have courage and ask specific questions to get that direction. "
Sumit - " if you realize something is missing from a long-term point of view, The way to do it is not to do it alone, but to build a consensus so that the team or the company can do it as a group, as a unit."
Leslie - "Having the courage to ask, and then when you get the answer of the direction, ensuring that's something that you feel passionate about and is the right thing to do, and you want to do it so that you can convey that to your team."
Leslie - "To step into that space and maybe not know how we're gonna get there. But this is where we know we should be going."
Sumit - "it shouldn't become a match like somebody needs to win and somebody needs to lose. It needs to become a partnership. It needs to become a team effort."
Sumit - "it's very important to measure numbers in the short term, but not to see those numbers going up and down as a direct measure of the performance of your people, of your teams. Because then there is a lot of hidden elements."
Sumit - "What if you like hit your numbers, but destroy your reputation in the market, in the industry. So there's a lot of things which you cannot measure like trust. What if you like, you certainly go through a downturn. And to save cost in the short term you do a round of layoffs, but it destroys the culture and the trust in the organization."
Sumit - "If leaders who want to focus on the short term will not get followers, they will automatically have to change."
Leslie - "It requires courage and trust in self to know what is right for you."
Sumit - "Nothing stops you from sending an email to the CEO or sending an email to, to your high people, higher up in your hierarchy or to or to find them somewhere and to engage them in a conversation."
Sumit - "There are many places that you can find help if you go looking for it."
Sumit - "That's the definition of courage, right? Courage is not about giving up at the first disappointment, but courage is about trusting that this is important and then moving forward, no matter how slow or fast the progress is."

Asquoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into how to keep oneself motivated as a leader. If we are not motivated ourselves, it shows its impact on everything we do and every responsibility we have. Leadership starts with finding and staying connected with our own motivation first.

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Sumit - "if we get our body moving, it lifts our moods, it lifts our spirits."
Leslie - "my personal practice is sitting with coffee and enjoying a bit of cosy time and journaling, and that helps me reflect on yesterday and set the intention for what today is."
Sumit - "another practice which works very well for me is to just highlight three or four areas where I want to complete something today"
Sumit - "anybody can build a new practice, even if that is uncomfortable for them."
Sumit - "motivation is it's it's connecting to that fire, which is within you and then giving it a little bit of air so that it becomes like a flame"
Sumit - "You don't have to do anything as an obligation. Because that's, again, going against motivation, right? Motivation is when you are free to choose and do something."
Leslie - "Some other ways are just taking that time to pause and maybe asking for help, as a leader that could be. An opportunity, not only for yourself but the team as well ask for help. "
Sumit - "sitting in silence or sometimes taking a break allows all of those matters, which we deeply care about, but we don't really address because we are so busy, just having that moment of peace allows them to come up and then we can listen to them and actually put it into our actions and practices."
Leslie - "going for a walking meeting together is a great way to combine a lot of what we've talked about when it comes to finding that motivation"
Sumit - "I think an overcrowded mind sometimes can stop us from being motivated. And once we empty our mind, either through reflection or through journaling, it allows us to touch those deep levels of feelings, which actually is motivation. Motivation is not a thought process. It's not something you can reason yourself into it. It's a feeling that you already have. But sometimes the mind is so cluttered that you get lost or you'd lost touch with it"
Leslie - "it is different for everyone and the leader can't take sole responsibility for motivating each person on the team. It's each of the individual's responsibility to find that too, but there is value in communicating what motivates."
Sumit - "there is no such thing as a motivated or a demotivated person. There are only moments in which you are motivated and demotivated. And then every moment is a new opportunity,"
Sumit - "every moment is basically telling you that if you're demotivated, that something is missing, either you need to say no to something, or you need to do something differently that you can make the experience fun"
Sumit - "Motivation is not something which you can design or control. You can only create the conditions for motivation to happen, but not really directly motivate somebody. You can direct somebody or force somebody to be motivated."
Leslie - "One of my suggestions, which I got from another organization was let someone from the team lead, let them bring a topic, let them change the format. So again, creating that space and really injecting some air back into it, to give motivation and really the opportunity for that motivation all over again, as a team."
Sumit - "if you don't take a shower, that doesn't mean that you're a bad person or something is wrong. You just take a shower, if you wash your hands and they become dirty again, you simply wash your hands again. Similarly with motivation, right? If you're not motivated or if you don't feel that energy, it's not like something is wrong or something is missing. You just shift. Connect with something and then you're motivated again."

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Arturs shares his vision for the future and how he plans to take his company from 15 to 50 people. He is a leader who is not afraid to get his hands dirty and he is ready to do any job in his company. He has no false pride of being a CEO, and yet, at the same time, takes time to step way from the day-to-day to focus on the long-term strategy for his company, and then supporting his team to execute on that.

You can find Arturs at the below links

https://www.linkedin.com/in/aburnins/
https://atommobility.com/

In the interview, Arturs shares

I always wanted to do things my way. And do the things that I believe it's the right thing to do.
Nothing happens in weeks or months. it usually takes years. Or at least half a year to see some initial result. You need to work hard and at least for some time you need to work on idea on a project before you see any reasonable results.
Energy is a limited resource. You cannot utilize your energy forever without any recharge. you sometimes to recharge your battery to get new energy and new ideas.
The thing that's helped me probably the most, I think it's doing sports. I personally play football. During this one to hour session with the team, you physically cannot think about the business. You cannot think about the problems you just focus on the ball on the team, on the situation on the field. So basically the moment when you basically recharge your mind.
That's probably challenge number one. How do we keep everything on the same page? When we have 15 people versus when we have 50 people in a team.
So how you communicate, how you make a decision. So that's one of the challenges to making it very transparent. And not over-micromanage everybody to achieve that.
I feel comfortable doing any work which is good for the company. Some people think that okay, the CEO should only basically lead or show the vision and don't do some not CEO stuff. In my opinion, like as far as it's a company if it helps. I can do any part of the job as far as it helps

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Bhav shares not just his leadership style but also the madman part of him. He talks about the incredible role luck plays in our journeys, and how he uses drawing to bring a deep focus to his work - and how that helps him stay balanced as a leader.

You can find Bhav at the below links

https://www.linkedin.com/in/dodonerd

In the interview, Bhav shares

I've always put a lot of my journey down to luck. Like just having been at the right place at the right time with the right manager who was able to guide me into the role.
I certainly try to think about decisions I make that impact the company that impacts the team. Just like the bigger picture, as opposed to always just focusing on the team.
I talk about this with my team constantly when we have career development conversations generally. What gives you energy? Like, what is it that gets you up? What do you enjoy?
Energy is like a balance. There's gonna be things that give you energy and things that drain you on an adventure.
A large part of like my early influence has always been maths, science, and believe it or not, art. I feel like between those three subjects, you kind of get to see the world with different lenses. So from the math and science perspective, you get to see the world from a very quantitative matter-of-fact, point of view, then from art, you kind of have this very abstract interpretation of what things mean and how people interpret them.
Everyone's different. And people react to situations very differently.
I like to paint and draw when I'm not working. Obviously I've got two kids, which means that my free time is limited and precious. Sitting down and painting or drawing helps me take my mind off things and just focus on being in the moment.
When I focus, I can, I'll put myself into almost a meditative state where it's nothing but the problem I'm working on.
I'll split my week between like being really close to the problems and what my team working on, but also then taking a huge step back to actually, are we as a team heading on the right track?
If you don't want to be misinterpreted or you want to get to some outcome. You have to recognize who you're speaking to. Adopt and adapt the way you talk to their style.
If you adopt the right style for your audience. You at least minimize the risk of something being lost in translation.
I think there is this distinct lack of training in all organizations, even in education, which prepares people for these non-technical skills. That's also critical as you progress into leadership positions.
We communicate in so many different ways that people sometimes forget.
If I'm being completely honest. I don't know what the answer is, what the future holds.
I use the expression we're so focused on the gravestone. We forget the graveyard.
It's easy to be a good leader when things are looking great. It's only when you know, you're staring down the barrel of a gun and you have to make like big decisions and know, you have to prioritize ruthlessly and you have to, you're going to disappoint people that actually your skills as a leader and your authenticity and your concept communications, they really started to show themselves in you your true character is revealed.
I've said it before and I'll say again, I think people often forget. Yes, of course you've earned your right to be, uh in a position of leadership, but there's an incredible amount of luck for every person who makes it into a management position, probably like 10X who don't.
It took me a while to recognize that I can't solve every problem. I can't, I'm not supposed to. I'm supposed to be the advocate. I'm supposed to have the hard conversations when I need to. I need to motivate them when I need to. I need to praise them.
All of the skills that got me into this position are not going to be the skillset that will make me successful moving forward.
I think having a network of peers, people who are at the same level as you don't have to be in your discipline, Talking to them, understanding what the challenges are, reaching out to people, and understanding what you need to develop a service mindset sooner. It's going to be super helpful.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In this interview, which is one of the longest ones I have done because both of us were having so much fun, Bart talks about his goal to offer meaningful and fun work to a thousand people. We also talk about the value of stopping and celebrating and what all happens under the surface of spoken words when it comes to people, conversations, and leadership. You do not want to miss listening to this one.

You can find Bart at the below links

https://www.linkedin.com/in/snijdersbart/
https://twitter.com/Bart_Snijders

In the interview, Bart shares

A big part of my life is my family. So it's definitely worth mentioning. And, uh, yeah, there's no book words written how to raise a kid.
I try to create like a unique company culture and create a legacy with it can inspire other companies as well, how we work together.
I believe that people can do everything if they want it bad enough.
We don't really judge on what you can do at this point, but we look at people at the potential. Like the learning capacity, how fast can they learn something? How willing are they to go the next mile and, and to really push towards the result? And I think that's failure is a big part of our culture here.
I am nothing more than anyone else here. It doesn't matter if you're like, if you have a hundred million or not, if you have super smart, super, pretty like rural people. And I think that's the base of the culture here under leadership, uh, how we try to do it and try to help each other.
I want to offer a thousand people meaningful and fun work. 'cause I think for a lot of people, work is something you need to do to get paid for. And I really believe that it should be a lot of fun and it should be meaningful.
Psychological safety is one of the most important things for high-performance teams.
I don't offer people work, but offer people meaning. I give them the opportunity to do meaningful work and contribute like, if you look back in 10 years or 20 years, and even like at the end of your life, you can look back and say, Hey, you know, this is what I left behind. This is how I changed the world a bit.
Most people in my team understand that having fun and meaningful work is way more important than having a high salary.
You can never put revenue in front of mental or like even physical health in any way.
I think we're the top 50 fastest-growing companies in the Netherlands. And, uh, this is something that we can really be proud of. So I'm really thankful.
I try to be a good example. So to my teams, uh, I tried to walk in the office like at a different time. Just to, to, to show them that you don't have to be at nine, like nine to five now, please. Now. And I go to the gym in the middle of the day to show them, and I try not to send slack messages in a weekend or evenings, but to give you the example as well, and, and to, to have that flexibility and to, to be in control of your own life.
Working for 14 hours straight - that's the stupidest thing you can do.
I think in general, like if you can do six hours really productive work a day, and I think you're very busy and then you can do some like email stuff around it. Please like go to the gym and then work because you will be way more effective and. Yeah, which I do try to support that in older, all the way we can similar as mental health.
Life is - you cannot, you can never put a filter on everything. I thought it was also stuff that you need to deal with. And people that say that they don't have any issue. Like. They're lying because everybody has their own sort of shit.
I think being a, being a parent is kind of very related to being a leader. because it helps you, first of all, focus on something bigger than yourself. It helps you focus on long term rather than just thinking of short term, uh, many times the way children deal with things. It teaches you a lot.
If you really look at communication, then words might be the least important thing. You can feel so many different things when you communicate and when you're leading. And I'm very aware of that energy that I bring.
Recently I went to a colleague and, and when I was at a desk, she starts crying and I just, I, I saw it. I felt that I needed to be there, but in the past I would never have been capable of doing this because I was not aware of, uh, I was just listening to words, looking at people.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In our interview, Sandeep talks about his career as a series of base-camps on the way to the summit. He spoke about his learnings from his father, shared his views on leadership - and how leadership all starts with being authentic. He also gave some advice on trust, building relationships, and putting down the weight or burden we unnecessarily put on your shoulders - as a leader. Those who are listening, this is going to be an inspirational listen for you.

You can find Sandeep at the below links

https://www.linkedin.com/in/sandeepbsharma

In the interview, Sandeep shares

You believe in people they believe in you and that's when great things happen. And that's when trust builds.
People recognize me for my smile and I keep smiling, even during the toughest of my days.
A lot of times in leadership, people say that to hide their emotions, they need to read a mask. And I don't think so. Those times are there right now. Post the pandemic, you need to be authentic, you need to be truthful.
I've always, probably been in the background, not confident about myself. To now be in the foreground um, is been conscious of not being it's taken a lot of hard work and effort work.
When people are able to express themselves, that is a validation of a leader. I think that's what we need to be.
You just be what you are. I don't think so. You need to fake it. Because people will see it if you fake it.
Fundamentally, if you do three things that 1) give people clarity, 2) enable them to do the job and 3) keep motivating them, you will be successful in anything which you do. You don't have to reinvent the wheel.
I'm happy at the end of the day when you yourself are happy and the people we're supporting are happy.
Nobody's perfect in this world actually its imperfections are what makes us so human beings.
What got you here will not get you there. we had to shed some weight because when the oxygen would be less, the lighter you are, the better you walk.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Thomas opens up about realising how he was living a life that was not what he really wanted. We talk about the importance of focusing on yourself first, and the importance of happiness, friendships, experiences, and relationships. He shares the wisdom of doing nothing, and the important role sports and exercise play in his life. In addition to leading his company, he climbs mountains, does kickboxing, races cycles, and has plans to make a movie. He knows he is more than what he does and doesn’t let work define him.

You can find Thomas at the below links

https://twitter.com/thomasvles
https://www.linkedin.com/in/thomasvles/

In the interview, Thomas shares

I realized about myself that I was living a life that was actually the life that I thought I wanted, but not the life I really wanted.
Later on I realized that's actually it's more important to also focus on yourself. Having the quality of life, happiness, friendships, relationships, experience and yeah, that, that sort of you have changed the whole ambitions that I had.
If you ask people, then they would probably describe me as being very ambitious, but for me, work is lower on the priority list
I think it's very important to live your life like that you take, most of life gives you, and I think that's the responsibility to everybody, as you can not change what happens to a person, but you can still change the way you respond to things that happen.
In the weekend, I really try to focus on not working. I tried to keep the weekend really private.
My team gives me a lot of energy. everybody takes ownership. Everybody feels as if you're on a mission and that's, I think very special.
I believe that every person is interesting and has a story, so I always am keen to hear about that.
I'm currently here and enjoying it, so there's no need for me to really look ahead in life.
I really enjoy doing something for the first time.
I try to put myself in places where I can really take everything out of myself and full myself and grow a lot
He basically helped me out in a very difficult period of my life by sharing with me his wisdom about doing nothing and letting everything go for a while in order to to find what you need to do. that advice is advice that actually led to where I am today.
I think it's going to sound very egoistic, but let's say this, the first thing you need to worry about is yourself. If you are not in touch with yourself, then how can you love work?
People would describe me as being super ambitious. So it's, I think it's about seeing the relevance in it and also not letting things define you. Like it doesn't make me a better person to have a great job, but it does put me in a position where I can have an impact on leadership.
I think gratitude is key in life, for sure. I'm really grateful for the people around me for the blessings because I'm very privileged in life. And also I was lucky sometimes. But mainly also about let's say how amazing I'm healthy. I have a beautiful wife and a good life. Everything is really good.
I do think that if you can create an environment in your office where you have the feeling that you were friends with everybody and it's a fun experience for everybody. And I think that's very important also for your success as a company.
You need to be basically naive enough to believe in your own dreams. And then really go for it.
If you have a product start selling it before you have it and see if people like it.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Prakash opens up about his early childhood filled with struggles, and how he had no choice but to succeed. He shares how he created a life for himself through hard work and never giving up, and how he started his own company to give back to others like him. We talk about leadership and responsibility, and he surprises me by sharing that he feels no pressure as a leader because everyone in his team takes equal responsibility. His leadership style, in his own words, is “people come first, everything else follows”.

You can find Prakash at the below links

https://www.linkedin.com/in/prakash-palani-68067620/
https://www.basiscloudsolutions.com/

In the interview, Prakash shares

When I was a kid, my father was a rickshaw man, so that's how I had my school days and so on. So I quit the schooling and the age of 17, I think, after, right after the 12th grade in India and I started working.
If you take a look at our company, we'll see a lot of ESE graduates become graduates, diploma graduates, and not necessarily from the city, the major cities they come from. Various backgrounds, basically rural areas. They don't speak English.
If you go to marriage halls, you'll see people serving you and making food. So that was my first job.
I used to go to all the interviews, but I was rejected because I could not speak English.
I did not have a choice. I had to fight hard
We have an employee-first policy. So we have a belief that if you take care of your employees, Then they will take care of your customer
Our first customer is still our customer
People ask me, what is your leadership style? My leadership style is basically, that people come first, and everything else follows.
Three things I do carefully is to eat, sleep and do some exercise. These are the three things. Everything else is work.
We have a partner here, they came to our partnership only because we take care of people. They really value what we are doing for the people because they are also a people-driven company.
we have people, for example, one was running a pawn shop. Today he is a software engineer who's really doing a fantastic job for us.
It's not just, that we start a company and you deviate from your purpose. We are very strong in our purpose. We have also ensured that purpose has been transitioned into the people. Because I alone cannot do this. My next level alone cannot do this alone. This purpose goes into the roots of people.
My responsibility - It's not totally on my shoulder. So here the culture, like when I say people-first culture, we also don't go there and do micromanagement.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Theo shares how he has been exposed to a very multi-cultural environment ever since he was a child. We talk about the importance of building a great organisation instead of just building a great product, and the difference between urgent and important things. We talk about transparency, courage, and loneliness as a leader; and how perfectionism is not a scalable strategy, and the value of thinking long-term.

You can find Theo at the below links

https://www.linkedin.com/in/theorozen/
https://www.d2x.com/

In the interview, Theo shares

So moving around is not something I decided myself. It was mainly driven by my parents back in the day. But I think I'm quite grateful for all of these experiences because I got to see quite a lot of different environments. So I was always exposed to a very multicultural environment.
I would say more than particular events, it was more the people that I met. So I've been surrounded, I think by entrepreneurs which came in all sorts of well different kinds. Some had this entrepreneurial mindset but we're effectively building new businesses as part of a larger organization. Some were really starting their own businesses and that was really an, in very different industries. I have three siblings. Two of them are also entrepreneurs. So I think maybe there's something and then the upbringing as well.
I think it always gave me lots of adrenaline in a good way in the sense that was always super excited to wake up in the morning and catch up with everything that was going on
It's one thing to build a great exchange or a great product in general, but it's something completely different to build a great organization around it.
As an early stage company CEO there's a lot of urgent things, but it's important to still find the time to work on the important things.
We spend a lot of time thinking about how we want to structure the organization, how we want to structure the dynamic between people.
I consider myself very lucky and I'm very grateful to be working with people who I also really look up to in terms of their expertise, skillset and in a way we're also very much like-minded.
We like to foster an environment where basically it doesn't matter whether you're a founder or an intern, but we need the best arguments should win in a debate and that's how decisions are made.
I've never learned as much in such a short amount of time because as a founder, as a CEO you basically have to do everything. So I find myself doing things that I never thought I would ever have to even think about. But that's actually the part that I enjoyed the most coming from a mathematical slash finance background. I never thought I would have to deal with HR matters, which I now found extremely interesting, for example, again, that comes back to concept of building an organization.
I try to surround myself with people who can and are willing to give me advice. So that can come in the form of advisors to the company. It's also our investors. So we raised two funding rounds and I have these bi-weekly calls with them that are that take the form of a sort of feedback session, but we're basically, I'm mostly able to express my challenges and hear their take on it because they also have a different perspective.
I'm a big believer in transparency and that's also, again, an environment we try to foster here at D2X.
A lot of courage is needed and I do have to get out of my comfort zone. But I wouldn't have it any other way.
While it does get lonely sometimes I still feel that as an organization we're really in this together. And I try not to be a leader who just dictates what people should do. I really try to empower people as much as possible. I think that's probably something a lot of CEOs would say, I'm not sure if we all do but at least it's really one of my guiding principles.
With giving freedom comes the responsibility of letting people make their mistakes
I think especially as a, as an organization when you're growing fast if you basically decide to micromanage. It's not going to be a good outcome in most situations just because it's not possible.
I personally had my fair share of challenges when it comes to delegating tasks. I'm a bit of a perfectionist in certain things and I think I used to be a bit of a control freak in certain ways. but I've been working a lot on that. I think it's not a scalable strategy. So the sooner you realize that the better off you are. What really made the difference was surrounding myself with people that I could trust.
Instead of basically surrounding myself with lots of people, I would rather surround myself with a smaller number of people. I look up to so that I can fully trust them and that they will actually deliver a good output in terms of quality in terms of time.
Being able to take a step back and see that the big picture is really helpful.
It's still something I'm working on. It's still a big challenge. I think the pressure is constant. I used to see entrepreneurship as as a marathon rather than a sprint. And then I realized it's actually probably a marathon, but at the pace of a sprint.
It is really important to be able to release some of the pressure But I've found it extremely challenging, especially at the start was disconnecting. But I think it's necessary. If you're able to disconnect, then you can basically keep up
At some point decided to basically stop looking at my phone during the day, I was also able to achieve a lot more because I was able to focus.
We all think or at least most of us think we're super humans when we started these things and we think we sometimes overlook the mental health component. But again, this is a long-term thing. You want to build a lifestyle that is healthy and sustainable.
To me, success will really happen when we have an organization where people are fulfilled where we are, we're all great performers and we're achieving great things together. I see this more and more as as a people's experience rather than just a personal one. And yeah, so I'm really committed to making that happen.
That's really the difference between urgent and important and you need to do both right. Urgent needs to be done now, but important. It needs to be done. Nonetheless so again, it's finding this balance.
Being scared is absolutely normal. I was extremely scared when I did it. I remember the day I resigned from my previous job. I think 15 minutes later, I was almost shaking thinking, oh my God, what have I just done? Am I really doing this?
I think fundamentally there's never a perfect time to start, but if you're really driven if something really drives you there's something you really want to do.
All of these experience basically they make sense in hindsight. But yeah, it's impossible to have everything figured out in the present.
The moment you say that this is what I'm feeling, that makes it easier for you to actually move forward from that.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into the performance and value of teams - which is the second of two episodes we are recording on teams. Nobody is paid for doing more or working hard. People are paid for producing results that matter.

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Leslie - "What makes up trust and why is that so special in a team and looking at it from the four components of sincerity, reliability, competence, and care and that, it's not my language, it's from the thin book of trust"
Sumit - "a caveat with any request is that people have the like people should have the permission to say no. Because if people can say no then you cannot trust any yes."
Leslie - "in order to have trust, I feel like you have to be vulnerable."
Sumit - " if people do not feel there is enough space for them to be open either with their emotions, with their ideas or , just what is happening in their physical body, it will impact performance "
Sumit - "most of what we call us trust or psychological, emotional safety is created not by doing something extra, but by stepping back and giving space for silence. Like that uncomfortable silence, which allows the safety and space to emerge. "
Leslie - "another thing that I've become so aware of in that is the value of actually declaring that there's been a breakdown, whether that's been a breakdown in communication or process procedure, or even a breakdown in the team."
Sumit - "I think we all know what is not working or what is wrong or what will create a breakdown in results in the future. But we do not have that openness of, we do not feel free to talk about it. And that's the value of declaring a breakdown."
Sumit - "slowing down sometimes can actually allow us to work on these foundational elements, which makes everything else much more easier and much more productive."
Leslie - "slow down to either speed up or slow down to be more successful, whichever way you want to look at it. Really. Has some power behind it. "
Sumit - "The foundational elements are not just meant to be understood as concepts like checking tick boxes. they are meant to be embodied in the team leader, but also then everybody else in the team, which will make any misalignment or any lack of clarity in that embodiment, very visible for people."
Sumit - "it's also the commitment to not just doing more producing more results, but it's also the commitment to the purpose, to the standards, to the values and to the ways of behavior that the team has set. "
Sumit - "Every team has a customer and are we really taking care of their concerns and producing value and sometimes doing more or being busy is not directly correlated to that."
Leslie - "our work fills the time we have available"
Sumit - "I have seen people being very relaxed, very calm, not busy, and still producing more than what they were doing earlier"
Leslie - "You're not going to have a great day every day. So the other option is sharing that too. Look team. I know today I may be a little off my apologies for that."
Sumit - "If people don't have the context and they cannot suggest a better idea or they cannot suggest if something is totally not aligned with the long-term vision, the long-term purpose of the company team, or of the customer."
Leslie - "Your culture is almost like the secret sauce of your organization. Words, actions, behaviors, and you're clarifying and reinforcing, what's truly valued in an organization."
Sumit - " the specifics of what is expected from whom to whom by when and for what reasons - is very important in every request."
Leslie - " continuous learning helps the team and individuals in general also helps the organizations retain their people because they know that they're being invested in their own growth and development."
Sumit - "as leaders, it's very important to be conscious of. What mood am I creating in my team? And is my language, is my tone of voice, is my physical posture, reflecting that accurately or not?"
Sumit - "if you notice two, two different companies with two different cultures, what you will see is very different conversations happening. once you identify what are the conversations, which create a particular culture, then the access to you is to shift those conversations. "
Leslie - "And your culture is never going to be all things to all people. It shouldn't. Your culture should be unique to your organization and to what you want it to be, what you want to create, and the people that align with that will want to be part of it. "
Sumit - "You cannot plan or enforce a culture. A culture is like something which is out of providing space for a particular kind of conversation, connecting with people, then listening with them, addressing their concerns."
Leslie - "A high-performance team is not a checklist to go down. It's a fluid, circular process. It's like dancing. You might step on your partner's feet every now and then or you might fumble a little bit. You just say I'm sorry. And how do we get back on track and keep rolling ahead? But it's definitely not a checklist."
Sumit - "A high-performing team is not like an objective to reach and the team remains high-performing forever. It's a journey."

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into the foundations of teams - which is the first of 2 episodes we are recording on teams. All work gets done in teams, so it is very important that we spend enough time ensuring we have a "team" before talking about performance.

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Leslie - "we need a team so that we can have all those different components working together towards that common goal or purpose."
Sumit - "we need teams because we cannot do everything alone."
Sumit - " if everybody in a company in an organization is moving in one direction as a team, Then that company will leave everybody behind irrespective of the market, irrespective of the product, irrespective of the economic situation."
Sumit - "what makes a team is a set of conversations, not just a hierarchical relationship, are not just something on paper"
Leslie - "Sometimes it's qualified as like the fluffy extra stuff. Instead of seeing it as the essential foundation to lead to success."
Sumit - "Almost everybody I talked to has this reflection that they know that what they do is not all productive, that there is wastage there, that they are working on things which don't matter."
Sumit - " if you can get the conversations, right. what I have seen is that you can produce more value. You can get more done, like not done as in time spent or tasks completed, but more done for the actual stakeholders for the team in less amount of time."
Leslie - "When you're in any team, you need to know who you're serving, what does that look like?"
Sumit - "a team exists, not in a vacuum. But to serve somebody either it could be an external customer of our company, but it could also be internal stakeholders"
Leslie - "conflict or any sort of bump in the road, is inevitable. We're not all perfect. What keeps a team is that if something does happen where someone is not aligned, or they have done something to hurt the team or an individual that it's addressed and held accountable so that you can return to that state of alignment "
Sumit - "when these foundational alignments are not in place, what happens is it results in gossip? It results in disengagement. People get disconnected. People know what is wrong, but they don't speak about it. And people know where the team is faltering, but they don't bring it up."
Leslie - "it reminded me of a quote and it's from Julio Olalla. And any problem in an organization or relationship is directly related to a conversation not being held or one being held poorly."
Sumit - "Everybody should be committed. And somebody, if somebody is not committed, then the team leader needs to have those conversations to get that commitment."
Leslie - "if you're resisting communication for fear or blame, or that you're going to ruffle some feathers, it's likely that not having that conversation is going to cause more harm than actually having the conversation."
Sumit - "The commitment and the choice part is very important because you cannot force people to be a part of a team. "
Sumit - "what happens when you create a team with all superstars, it creates entitlement. It creates competition because now everybody wants to one-up the other person."
Sumit - "this is a huge blind spot. that we see responsibility as a burden, taking responsibility as taking the blame for what goes wrong. Nothing could be further from the truth. responsibility is it's like a privilege. It's like a choice,"
Leslie - "If you, as a team member are seeing something not going right with someone else in the team, it's not blame it is responsibility, but it's out of care of wanting the team. To succeed and do better. So sharing that is important and it is a caring act as opposed to one of blame"
Sumit - "this foundation level is where everything else becomes easier. without the foundation, everything else becomes harder. "

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into overwhelm - the feeling of too much to do and too little time - which is a very timely one as we find ourselves in new ways of working. Co-hosted with Leslie Wireback on the Choosing Leadership podcast

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Sumit - "we see doing more as a badge of honour. we feel that if we are not doing more, if you're not doing more than our peers, then that's somehow a weakness or a sign of not being a good professional."
Sumit - "overwhelm and having this sense of too much to do is basically an invitation to ask better questions"
Leslie - "What do you care about? What are your priorities, really stepping back and looking at that whole big picture and making adjustments - not just once but regularly"
Sumit - "What I've found is that I do not have time is always a lie. I think a better, more accurate representation, would be that this is not my priority. "
Sumit - "I do not have time is never the whole truth. There is something deeper beyond that. "
Leslie - "I fell in the trap of my work hours needed to be eight to four, eight to five something typical, whereas that doesn't necessarily work well or serve me well each and every day"
Sumit - "the first element of really asking ourselves what is the cost of operating this way? And is that okay with me? And if that's okay with you, then yes, wonderful. Continue on that journey. But if you identify that something is missing and that is not okay. Then the question is staring in your face."
Leslie - "saying no feels rude. And so then I don't want to say no, I care too much. And I want to help people and saying no is going to disappoint them. Whereas., if I don't say no, I may be disappointing myself or someone else because of I'm creating a conflict and an inability to manage all that I have to do."
Sumit - "No, is the most powerful word. And also one which most people find it difficult to speak."
Sumit - "A NO doesn't mean that you are rude doesn't mean that you are polite. Doesn't mean that you're hardworking doesn't mean that you're not hardworking. It doesn't mean anything unless you make it mean, meaning something. So a no is a simple word. No is a full sentence in itself. "
Leslie - "it might take the leader being vulnerable and saying I can't get it all done. I need help. And that. Your team might finally say, thank you for admitting this, that as a team, they're all drowning too."
Sumit - "It's only about managing your priorities and then your energy"
Sumit - "To realize that everybody has 24 hours, no matter what they do, whether I am an employee as an individual contributor, whether I am a manager of whether I am a president of a country, everybody has 24 hours, not a second more, not a second less for me, realizing that is a very empowering and liberating feeling."
Sumit - "is it that my time owns me? What is it that I own my time? I do. I get to choose what, and where I spend my time because everybody has 24 hours. The only question. How are you prioritizing? What are you saying? Yes. To what are you saying No to"
Leslie - "as a leader, do you look at the gifts of the individuals on your team and kind of reshuffle responsibilities?"
Leslie - "the stories you tell yourself on the assessment you're making of, I'm not good at my time management or I'm not good at saying no, all of that, questioning it and changing it to have a different perception"
Sumit - " every courageous act is a vulnerable act as well."

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Lars shares how he has built his company around the values of transparency and learning. He shared what he learned from working for others - and how that shaped his unique way of doing business. He encourages everyone to come up with suggestions and new ideas as long as people back them up with facts. He shares how openly talking about his values allows him to attract the right kind of employees and clients. He vulnerably opens up about his fears and challenges and yet how he feels in gratitude for the impact he is having on others’ lives through his work.

You can find Lars at the below links

https://www.linkedin.com/in/larsmaat/
https://www.maatwerkonline.nl/

In the interview, Lars shares

We combined the businesses in 2018. At that point, we had six people and here we are four years later we grew from 6 to 30.
The first thing that I wanted in the company is complete transparency. All of us staff at the moment know what they are earning, know what the colleagues are earning. They know how much we ask for our clients, how many hours that I was at work that, that represents and same applies to the clients.
In our company, everybody has an opinion. Everybody can come up with improvements or with their reasoning. How they are thinking we basically have one rule and that is okay. You can say everything you want, but you need to back it up with arguments or facts. And whether it's senior staff or union or trainee or intern, as long as they came up with some good ideas, they can back them up with facts or arguments. We as management or we as a company, owners are willing to listen to that.
Our core values are something that really separates us from a lot of other companies. So it helps us to generate not only clients but also the clients that are thinking the same way as we are which results in. the same applies for getting the right people on the job.
My role has completely changed because I'm not working for clients anymore. I'm there for my staff and I need to help them as soon as they have some problems or as soon as our clients have one of the problems with the work that we are delivering.
Some of the jobs that we are having at this moment, may be gone in, in one or two years or maybe even faster (due to artificial intelligence). We need to make sure that everybody knows what is going on and how do you keep up with that and how to cope with that, to just make sure that everybody keeps, it keeps a job and we still have our clients and have value for our clients.
Everybody in the company has an unlimited study budget, which basically means if you want to go to a seminar and events follow a course, read a book or anything you can just go. We will pay for that. This basically means that I've got some colleagues who spent like 30 euros a year on developing while their neighbour is spending like 5,000 euros a year for also developing.
And I think that's really important because as long as everybody is developing their skills, they will get smarter and better, and it will result in better work for our clients. And it results for a better name for our company. Let's be honest, as soon as you, as a person stop developing then how do you go forward in life?
One of the things that most people will not know is the fact that in the beginning, I was really scared to do these kinds of talks. And everybody was like how can you do that? But now when, once you've done it, a couple of times, you're not nervous anymore.
The fact that we are able to make an impact on the lives of others. That is the thing that we are most grateful for.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Eddie shares with us the difference between TedX like speeches and impromptu speaking, and how to prepare for both. He highlights the importance of storytelling and the power of practice when it comes to becoming good at public speaking, among other lessons he has learned from writing speeches for CEOs. He also talks about the importance of having a team in accomplishing anything worthwhile.

You can find Eddie at the below links

https://www.linkedin.com/in/eddie-rice/
https://www.ricespeechwriting.com/

In the interview, Eddie shares

There's no straight line to success. I think if you ask anyone, it's very much a very squiggly line with lots of lefts and rights, turns and circles, and trying to find out where it is that you want to be.
And too often, we don't see the amount of practice that goes into a really good keynote speech or really good TEDx talk. We only see the finished product.
if I could tell anyone out there to get over your fear of public speaking, you have to seek out opportunities to practice your public speaking skills rather than waiting until an opportunity comes up.
I think a lot of people think that impromptu speeches are really, truly off the top of someone's head and what's actually going on. Is that someone is reaching into past material that they've prepared and they're just recalling it and they're ready to go.
So it's very similar to stand up comedians. It looks like it's all impromptu, but they've been rehearsing that material over and over again to get it down. And it's just a matter of recall when they're on the stage.
You're trying to tell a story, not to boast, but to be instructive, to be a teacher.
I get to really work with very smart, intelligent people that have great stories to tell. And I'm always learning something new with every speech that I get to write for somebody it's always a new industry. It's always a new area that I get to learn and grow in.
I have a front-row seat to what these CEOs are telling their companies, and what these keynote speakers are telling their audiences. So I almost get it for free. It's given me a mini MBA almost in how business works, especially in the areas of leadership and community.
I've really developed my conversation skills and ability to ask questions. And that's really, truly impacted me in terms of being able to talk with almost anyone that I come across.
You need a team behind you in any endeavour to help you succeed in any goal, you do what you are really good at and then let everyone else help you out in the areas where you need the help.
I like to change my environment. And that really helps me think in new ways when I can be around different people and do the work that needs to get done.
You want to seek out people who have already done it and asked them how they accomplished it. So in any type of like large endeavour, you don't want to go it alone. Find the people that have already done it, find the coaches that are out there, try them out and see who resonates with you.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Gastón shares about growing up in a family of entrepreneurs in Argentina, and how that led him to start his own company - but in the Netherlands. He talks about not being afraid of making mistakes, and the importance of listening in his work. He also shares how he has learned to delegate as a leader which has led to lowering the burden he has faced as a founder and CEO on his shoulders.

You can find Gastón at the below links

https://www.linkedin.com/in/gastonkauferbarbe/
https://www.toucaninsights.com/

In the interview, Gaston says

I come from a family of entrepreneurs, so I always have this heritage, like listening to my father and my grandfather, all the things that they studied or the, that they decide to take the risk and do things. I inherited from them from a family perspective.
Amongst the companies that I worked for before, one was Avon cosmetics. So my boss there, he was extremely straightforward. He was very kind in sharing his learnings.
Don't be afraid of committing mistakes. Take decisions.
Sometimes they don't go as expected. So you feel like you're like this sort of crashing a car constantly until you realize what you have to do. And you are able to turn the wheel and put the car in the right direction. I think you're doing the things that the market needs that you identify, what are your strengths, and then you're able to offer that.
I'm a big fan of Argentina entrepreneurs starting businesses. I bow to them. The main difference is that the conditions to start a business in Argentina are extremely difficult.
I'm extremely passionate about identifying gaps in the market and identifying in what way companies can provide a better service.
I'm extremely passionate about that is it's about people and understanding people. It's something that I find extremely interesting differences in cultures, in countries.
People are extremely intelligent, but they also like processes.
Listening is absolutely key to not only really understanding what they want to say. And, but also to identify what are the fears that they have, what are they really looking for?
Listening is where the real deal is happening. And as you said it's when done it's transparent, it's not like the visible, but it's a, especially as a leader, if you put your attention on the listening, then you can change you and the quality of a conversation.
If you're really listening to what they have to say, you can really identify way more things in an extremely broad range of aspects that talk in the conversation but they are there and they need to be addressed. And that's the main difference as you were saying, like between a leader or someone that just is like addressing needs.
I'm always paying attention and I'm always learning. So listening and learning from everyone, it's something that I always put in practice.
With time, I've learned that we have grown the team. So I realize that. Delegating in a smart way is extremely key to growth. It provides confidence to the rest of the team. It boosts their confidence. It makes them feel very responsible and accountable for what they are doing.
The first challenge, I think almost everybody is facing is, that the speed of change has increased. And then there is a lot of uncertainty. Almost everybody has to continuously learn and adapt.
I know the effect. Probably situations that we have never thought could happen or never thought that it would affect us suddenly you're experiencing it and you need to basically serve the way in the best possible way that you can.
Start small, focus and really understand the inside out of that niche. Really understand what your target is looking for. Be extremely critical.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

Marleen did the interview from a houseboat over the canals of Amsterdam where she was for a management off-site. In the interview, she spoke about her love for mountain climbing, and how that has taught her persistence and patience. She also shares how growing up in Curacao - in the Caribbean - and then moving to Amsterdam at 19 - made her feel like a stranger in her own country - and how that has shaped her as a person and a leader.

You can find Marleen at the below links

https://www.linkedin.com/in/marleen-evertsz-811544/
https://twitter.com/MarleenEvertsz

In the interview, we talk about

"So when I was young, I really got used to getting to know new people, but also saying goodbye again, because every person who get to Curacao, stayed at between one and two years. So you would get very good friends and then they move out again to all kinds of regions of the world."
"My father was an entrepreneur. He always stimulated me to be very independent. And yeah, I think for me, I don't necessarily need to be an entrepreneur. Now I enjoy it because I have a lot of freedom."
"I didn't realize that, but gold is the best product to what we now call tokenize. Why? Because every gold bar is a unique gold bar. It has a number stamped into it. And because of that. It can change ownership at a distance."
"I think we actually are in a situation where our resources are basically getting finished. So it (impact investing) is a no brainer that we need to do something about it. Energy prices are going through the roof, et cetera, but you also see if you look at the market, if it's, if you try to predict where it's going to be going and what is happening in the rules, then it's no brainer. Those are the startups that probably has the highest innovation levels and that they get the highest returns in the future."
"I'm good with numbers. That's for sure. And I love to build scalable solutions that solve problems. "
"I define freedom as I am in charge and in control. And doing what I feel is necessary to do"
"when something is developed enough, then I can hand it over to a team and move over to the next step. So I do have quite a lot of time. I don't feel busy. "
"Physically it (mountain climbing) is very hard. At high altitude, your body doesn't react in a way that you are normally used to how it should react and that's tough. It's basically your body against nature and there's only a limit as to how you can influence that but the beauty of a mountain and how quiet it is. And yeah, I think that the culmination of the two is that it's amazing. And that is something that triggers me."
"I strongly believe sitting behind the television doesn't bring you anything."
"It is. always important, even if you would have no clue how you're going to resolve something, that you keep on moving and that's the same with climbing. If you stop, if you get out of your motion.... So that's how I think my biggest learning from the mountain. "
"And then next to that, it all sounds very beautiful, but sometimes climbing is days of waiting and boring and seeing feeling crap. And it's like also doing something with death. How do you structure your thoughts and what do you do with that? So it's this strange combination of persistency and also finding space. "
"I think my previous CEO at Optiver Randall Meyer shaped a lot in my life because I never wanted to be there in the beginning. I was way too creative to work in the financial sector. But he always supported me and pushed me forwards and he knew that this was my loyalty I would stay. But because of that, I got so many chances in life."
"I'm usually a very transparent person so I share what I feel and what I think. And what I've learned to do is to trust until the opposite is proven."
"I don't do things as everybody expects to do it, or according to the rules and sometimes it's weird but for me, it works."
"I learned that sometimes you just have to accept that you're different, but that you can also trust your guts and follow it and do it. And it will be okay. "
"Do what you love and love what you do, but probably that sounds so simple, but it's so super important and nothing happens out of nothing."

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into coaching as a leadership skill - and a very timely one for leaders as we find ourselves in new ways of working. Co-hosted with Leslie Wireback on the Choosing Leadership podcast

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Leslie - "Coaching helps people create lasting change and long-term impact and really is about empowering the coachee to create their own path forward."
Sumit - "A coach helps the coaches see where they want to go. What stands in their way. And once people see what stands in their way, they also know what to do about it,"
Leslie - "one of my mentors always shared the beautiful analogy of, the Lily pads on the surface of the water. Beautiful flowers come from that, but they have. Come up from the deep murky bottom of the water to come through and shine their light as a beautiful flower. So sometimes what's stopping an individual or getting in the way is it's down there deep in the murky, muddy mess, and a coach can help go through there and part the way for the growth to move forward and for others to see that."
Sumit - "Coaching is showing people the mirror. And what happens when we see the mirror. is we get to see what we cannot see on our own."
Leslie - "you don't need to spend years being trained as a coach. One of the keys is listening and asking questions and anyone can do that."
Sumit - "there is no one style of leadership which fits every person, every situation, every organization and coaching, I think, might be the leadership style of the future."
Leslie - "One of the most rewarding things in coaching is when you ask a question and the other person says, wow, that's a really great question. Or I've never thought about that right there. It's an opportunity for that person to change and look at something differently. "
Sumit - "a fear-based management style can create compliance. It can create obedience. But it cannot create the kind of creativity and innovation that we require from our leaders today. And coaching can actually make that happen naturally. So as a style, coaching is not fear-based or not based on incentives, but getting somebody to connect very deeply with what is it that you care about and then how do you want to lead?"
Leslie - "As the manager, you don't always have all the answers often. They think you do because you're in charge of the department, the function, whatever that may be, but you don't have to have all the answers and you don't have to have walked the journey before them. That's where shifting into a coaching conversation really creates so many more possibilities because you don't have to have the answer"
Sumit - "What coaching does is basically allows or honours that there is more to being human than our brains and analytical minds and create space for all of those emotions to be expressed, honoured, acknowledged, and that immediately shifts the well being, because then that creates a space for listening."
Leslie - "You don't know what you don't know. And sometimes you really just need to experience it."
Sumit - "the kind of people I am coaching are high-level executives and leaders. What I've seen is the most use of coaching can be taken by high performers. People who are already performing or who are already ambitious, they can take their performance and the results they produce to a totally different level, a totally unheard-of level through the process of coaching."
Leslie - " in those high performers, coaching is incredibly effective because they continually want to advance themselves. They always want to learn. They always want to do better."
Sumit - "every business team and every business leader will have a coach in the future because it's quite natural that if something can help you move towards your future and you get more productive at the same time, and more happy and joyful. Why wouldn't you have that resource why wouldn't you avail of that?"

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into Mental Health and Burnout - a huge challenge for leaders and everyone else in the era of Covid-19, hybrid work, sudden changes, and all the uncertainty.

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Leslie - "The key theme is taking that moment to pause, whatever that may be, pause to find out what your emotion or your reaction is positive for you. Pause before you react."
Sumit - "Everybody is different. Every family is different. Every society and every group is different. So there is also that something very localized, very personal. , To this challenge, we cannot really predict. We cannot really guess what is happening to somebody. "
Sumit - "what makes it, I think even worse or what compounds the problem is, we don't talk about all of this stuff. This is very human stuff. This is not alien stuff, This is very human stuff. And yet we don't talk about it."
Leslie - "And because we don't talk about it. We don't even know how to talk about it. And the sensitivity around that creates even more hesitation."
Sumit - " It takes a moment to shift ourselves to do, to bring up a smile on our faces."
Leslie - "just as we learn and grow all throughout our lives and career, this is another step in the journey and another opportunity to change how we work moving forward, how our world is moving forward."
Sumit - "there are a lot of things which we are on top of it, but at the same time to make it an assumption that I can be on top of everything can become a very heavy place to operate from. It can almost become self-defeating."
Sumit - "letting go of control is actually not anxiety is actually curiosity."
Leslie - "The individual may have depression or anxiety, but that doesn't shape everything. That's not who they are. They are not a depressed and anxious person. They are someone who has depression and anxiety."
Sumit - " The external does not control the internal in a deterministic way. So we still do have a choice, to choose how to react to situations. And our well-being is not a function of what is happening outside. Nobody can take that away from us."
Leslie - "Creating the space to talk about mental health and wellbeing. And allowing that to be accepted is a powerful piece of what each and every one of us brings to every day and every conversation."
Sumit - "the neutral state of any human being is wellbeing is peace. That's a neutral state. It's not like jumping with joy, but it's also not being depressed or sad, the neutral state. We don't really have to do anything if we just let things go that we are trying to control. That's where (the neutral state) we will land automatically."

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into Hiring, engaging and retaining people - a huge challenge for leaders in the era of the great resignation and talent shortages.

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Leslie - "Everyone wants to be valued and to have a purpose in their work"
Sumit - "Communication is not only about what is being said. Communication is also about what is not being said, which needs to be said, and what is being said, but which you are not hearing."
Sumit - "Good leadership improves the productivity of those people you already have. Hiring is a challenge because there is more demand for work. But another way to address it rather than just adding more people is to increase the productivity and wellbeing of those whom you already have and good leadership skills, good listening skills, especially coaching as a skill for managers become very important."
Leslie - "You can't have the typical water cooler conversation that you may have had around the coffee pot in the morning. How do you create the space for that?"
Sumit - "People are also demanding fairness, honesty and transparency, and equal pay for equal work."
Leslie - "It really is about creating space. Before you created that space physically, you created a lunchroom, you created a little lounge, and you created some space built within your culture that fostered that. Now that space needs to be created virtually or in a hybrid format to be able to continue to cultivate those relationships and conversations."
Sumit - "People do not just want a place to work or a place to get a salary. They want meaning, purpose and they want to work in a company where they feel loved and valued."
Leslie - "The leader doesn't have to have those solutions. The leader needs to create the environment, to have the conversations, to be able to come up with those solutions."
Sumit - "If we can help leaders get better at the conversations they are having that will also solve not just the productivity problem, but also the hiring problem. Coaching is just a way to have conversations more effectively."
Sumit - "The point of feedback is not to show people where they are wrong. It's not to fix them. It's not to put them into boxes of underperforming, exceeding expectations, and so on. It's to help them get better so that the team gets better and so that the company gets better."
Sumit - "This is also an opportunity to involve people and to listen to, and do and implement what they feel is the right thing to do rather than what you can plan or devise as a leader."
Sumit - "Vacation should not be taken to distress or to avoid burnout. Everybody should be free to use their vacation days for travelling, practising their hobbies, any other passions, spending time with family. But if you use vacation for de-stressing. Then it means that something is wrong in the workplace itself. And that's where we can focus our attention."
Leslie - "When your talented employees and the driven ones become silent, that's the really scary moment because something is wrong."

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Humble Inquiries series. In this episode, Leslie joins me as my co-host to humbly inquire into Change, Pressure, and Uncertainty - which is one of the most pressing challenges leaders are facing today.

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

Show Notes

Leslie - "There's no script for how to manage this"
Sumit - "Rather than falling back to the old patterns which might have worked pretty well for a different era, for the 21st century, we need a new way of doing business and leading people."
Leslie - "You have to be humble to be able to do that with your team, with your whole organization, no matter what your role may be to open up and be a little vulnerable and create that space so that everyone else knows it's okay."
Sumit - " the first step is to acknowledge what it is and what it is not."
Leslie - "Grief happens with any change and ending really. There is no normal, that normal has ended and we all have experienced grief. Some of us are still in it, some of us are moving through it."
Leslie - "You have to allow the space and acknowledge what's happening and still trying to work through it, not just wallowing in it, but giving space for it. And moving ahead. "
Sumit - "Any emotion is not the problem. The problem is that we block the emotion. We don't create a space to talk about it, to express it, whether it is with fear or anger or sadness."
Sumit - "The key thing here is taking responsibility doesn't mean that you have to take a burden."
Sumit - "These are very small steps, but they can make a huge difference over a period of time. "
Leslie - "silence is okay. "

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Humble Inquiries series. In this series, Leslie joins me as my co-host to humbly inquire into some of the most pressing challenges leaders are facing today. We have curated these challenges from conversations with hundreds of leaders in the past few months.

In each episode of Humble Inquiries, we are deliberately going to put ourselves in the uncomfortable space of not knowing the answer and humbly inquiring about these challenges - with the aim to provoke new thoughts, actions, and practices - to help us better serve our coaching clients, and also to help the leader in you navigate the biggest challenges - at life and at work.

As quoted by Edgar Schein in his book Humble Inquiry, an humble inquiry is recognizing that insights most often come from conversations and relationships in which we have learned to listen to each other and have learned to respond appropriately, to make joint sense out of our shared context, rather than arguing with each other into submission.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, John talks about how can we make work a place where people can seek and find dignity, uncover who they are and find joy in what they do, in addition to just making a living. He opens up about his faith, about our tricky relationship with money, and he shares that what he does today is the reason he is here. We also talk about the importance of having people to lean back on and of celebration in the context of leadership.

You can find John at the below links

https://www.linkedin.com/in/johnfeatherby/
https://twitter.com/shoremount

In the interview, we talk about

How do we kind of rescue the company in a way and provide a place where people can seek and find dignity and who they are and joy in what they do and as well as making a living?
It's more that we lost our way and we forgot, what was important or we separated what we felt was important from what we actually did.
I think the pandemic has accelerated this question around that people wants to do meaningful things with their time.
The company of the future is going to be quite different, but for a number of different reasons, not just meaningful work, The family structure has changed. People who go to work have changed and digital, the digital landscape has changed. The regulatory landscape is changing. Almost everything has changed except for the structure of a company.
A very rampant individualism has made people feel like I can force my will on the world. And the companies have felt the same, but I think are increasingly finding that it's not quite as forward. And you're not quite as in control as you thought.
Our purpose is to restore joy, meaning and freedom to every workplace.
It is starting to see money as a tool, as opposed to something that you have rather than it has you.
How do we use money more wisely? How can we redirect its energy and power in a positive direction as opposed to just being captured by it all the time?
I think trade has always been part of the human experience and it always will be, but I think we are perhaps moving beyond the sort of obsession with consumerism and material identification.
The real problem is in people. It's in their hearts and souls and that spirit, why do I do this? What matters to me? How am I going to treat people? What level of courage do I have? How much sacrifice could I cope with?
You might need some painkillers, but long term, if you really want to change, you're going to have to put in the effort.
I have a faith myself I do lean on that and have my kind of rituals or prayer or whatever that helps me feel.
The bigger that responsibility gets the lonelier. And with it comes more wealth and in the world's eyes, more power, but it can be extremely isolating.
It is really important to, even with the small things, to take time out, to feast and celebrate and find gratitude and joy in what you're doing.
I quite like challenging the stereotype of who I am, I come from a particular background and, sometimes that means in some situations, people make assumptions about how you're going to see the world. And I enjoy sometimes disrupting those and then being surprised at what my perspective on something might be or what I might say.
How do we design education to support children becoming adults for jobs that are not only very different from the average professional of my age, but potentially not just companies that aren't there, but whole sectors that might show up?
When big companies start talking about questions of purpose and meaning in work, these are such deep human questions that I think it is a mistake for them to imagine that they can control those in a kind of manufactured and corporate way.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Roei opens up about his views on entrepreneurship, leadership, and his relationship with money. We also talk about how our early experiences shape us in subtle ways we do not realise, and the importance of vulnerability, transparency, and caring for people. We also discuss the responsibility of an early-stage startup leader to their team and investors - and how that is paramount.

You can find Roei at the below links

https://www.linkedin.com/in/roei-samuel-b2a7016a/

In the interview, we talk about

It's easy to see entrepreneurialism to see, leadership and think, oh, that looks great and looks really attractive, but it doesn't all the time. And when it is not always a success, it can have real impacts.
My experience growing up as a child, teenager was one of, whatever you get in your life, you're going to have to work for, there wasn't going to be any handouts.
If you did have that experience growing up, I think you mature at a much quicker rate. So I think if you, at eight years old, 10 years old, whatever, it might be, start having to face those realities of, what the real world is. I think it definitely means that when you come into 18, 19 years old, you're already a few years ahead
I've got a very strange relationship with money and it's not been a good one for a long time.
That was a really great learning experience for me that, you back people because you want to be involved with the right people and want to support the right people.
What I'm learning is you have really got to nurture all of your people to go on, not just the journey for the company, but their own. And you really got to help those people achieve what they want to do because ultimately unless you've got the right team to execute on things, that is just not going to work. People are everything.
So making sure that you put an arm around everyone and give everyone their own personal plan. It's so important, but it's a difficult thing to do.
Your job as a CEO in many ways is to protect your time to spend with your core team. So bringing in an EA has massively helped on that side and trying to limit the amount of time I spend on smaller tasks.
I don't buy into this idea of if you're a founder of a business, you could do a four-day working week. I think your responsibility is to your team and to your investors.
I'm very fortunate as well that my girlfriend understands the entrepreneurial journey. Her brother's an entrepreneur. She's seen it from a very early age where means to have that commitment. If you're with someone who doesn't understand, it can be very difficult.
It's about transparency as well. Being transparent with your team of being authentic and saying, look, guys, I'm struggling with the idea of this. That I'm just going, to be honest with you guys. It's super important, but, and it's one of the most difficult things to strike the balance because you need to show and truthfully be very considerate, very open to what other people think about.
But you also need to be decisive enough that people have faith in you as a leader. So it's getting that balance of saying, I want to listen to everyone and I want to take on board all of your ideas and manage that with, but don't worry, guys, this is the decision. This is what we're going to do.
My mum grew up in communist Hungary and they escaped and she ended up in a refugee camp and, all, but then they were sent back and then when they got send back to hungry, people had taken over that house. So I also think it's one of the reasons I'm such a hard worker is, from where they've come from and it transcends through the way that they brought me up and everything else.
I think that so much of life is luck. I'm very grateful that, with real support, we got the right thing at the right time and I'd be so grateful for so many opportunities.
I'm still learning so much that I feel like my journey in a leadership position, my journey as a leader is so at the beginning that I still feel like every day I'm learning so much about what I mean.
No matter what's going on in business, if you're flying and you've got a hundred employees and you're about to do a big fundraiser, you still got to do the dishes at home there. You still got to help out around the house. If you want to have a happy home life.
I think success is doing everything you can to reach your potential. Whatever that means, that could be financial, it could be creative. It could be raising a family who are happy, many different people have different views on that. But I think that you need to go for it, whatever your view on success is.
You just got to love the journey because you'll always be on the journey. The second you stop loving the job, you need to evaluate whether it's a journey you want to be on, or if there's something else that would make you happy.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Catherine shares how she had very humble beginnings growing up just outside Kampala, Uganda, and how she learned so much from her parents - who were very resourceful despite having very little resources. She talked about her openness to learn and build new things, and also shares the value of speaking in a language your audience understands. We also discussed how acknowledging that “I do not know” is often what allows growth to happen.

You can find Catherine at the below links

https://www.catherinenakalembe.com/
https://www.linkedin.com/in/catherinenakalembe/

In the interview, we talk about

"I really enjoyed badminton. I taught myself how to teach aerobics. I was a games prefect when I was in high school. And for some reason that I can't really pinpoint, it kept me together and I liked doing it also kept me and my sisters really close because we all played it."
"I always loved math. I did do pretty well at math and I loved geography. And so those two things coming together allow me to be able to do this environmental science program. And that's how I took the path into. Environmental science."
"I liked computers so much that I bought my first computer with what would have been my housing stipend. I made a deal with my mom that I'd like to use that money to buy a computer."
"I didn't have access to books and stuff like that growing up. So like my view or perception of the world was, it was very limited. And so going to university and finding out all these other things you can study made me think that I need to do more of it."
"Just like with discovering more and more stars and stuff like that, it's there's more after this is more, there's more."
"It was in the city, but we lived in a mudhouse and I wanted to my primary school does not exist anymore. It was very small, it's a place called Katwe. There's a market there and it's a slum. And yeah, it was very simple. To watch television I'd have to go to the neighbours."
"I walked to school from when I was three, at least six or seven kilometres from home where I went to like kindergarten. And yeah, so it was like that."
"It is in my nature maybe want to build on things. When I was five. I didn't think I was going to be a rocket scientist. I didn't even know what a rocket scientist or I didn't say I wanted to be a doctor or I didn't have that kind of mind frame, but what I had was what I had with me, I would make something."
"So like with what I have, I tried to do something with and that, because of that, I discovered more and more which I think opened up more and more doors. I bought a computer, which was dead, had making that computer work, buying additional drives and stuff like that. So that taught me about IT."
"It's just being open and being, having that, the mindset of, if a window opened, you can look in and then see how far you can look at."
"You find that there are some people who can do something so quickly and it's better that they do it. And that makes it makes it a better fit and a better outcome."
"I like to communicate as effectively as possible. Trying to sound like a very good scientist when I'm talking to a farmer is completely pointless."
"I'm also really grateful for my husband, and my kids that give me I'm blown away by my kids. I'm learning so much through them, which is so exciting."
"I try to be present when I'm doing a task. I can tell when I'm not like when I'm supposed to be watching my sons, but I get distracted. I can tell that I get angry really quickly when they ask me something, which as kids they should. Recognizing that helps me like switch off immediately."
"The advice that I would give, have given to myself was to keep exploring, even with the limited things that that I had, I liked creating and creating with nothing. Kids learn things from touching and moulding from putting blocks together, it gives them they learn a lot of things and it doesn't have to be anything special. It doesn't have to be Legos. You could just be like regular blocks that they made with boxes and things like that."
"With very little, you can do so much. No work is beneath you as long as you learn something from it, nothing is beneath anybody."
"I listened to some of your podcasts. I've listened to, three or four episodes. And it's just incredible how people reflect on this place and what they do. And it's, there's just so much to learn and I learn a lot by listening."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Moky talks about her trust in the universe, and how that allows her to take risks and venture into very different territories. We talk about how growing up in Nigeria gave her such a boost of confidence that she doesn’t see “failure” as anything except learning. She also highlighted how her parents never told her that she can not do this or that - and which allowed her to take big risks in her career.

You can find Christian at the below links

https://www.linkedin.com/in/moky-makura-04b64a1/
https://twitter.com/mokymakura

In the interview, we talk about

"Our theory of change is that in order to shift or change the narrative, you've got to introduce new different stories."
"Where do you want to be buried? And when I think about that, I won't be buried in Nigeria or my ashes sprinkled in Nigeria that's home. So I think first and foremost, I am Nigerian and second be I am an African"
"I used to have a talk about my career, which is called jumping trees. And the reason why I use that analogy was that I never climbed the tree to get to the top of it. I went to the top of one. To the top of another, to the top of another. So I was jumping trees."
I went from never being an actress to having been a lead on a what turned out to be a really groundbreaking, a major drama series in Africa. So I went straight from never having gone to drama school to being in a top drama that required a lot of being brave because I'd never acted before. You've just got to trust the universe that when you do these things, when you jump onto a tree or you jump from one thing to another, I just trust the universe, which requires a lot of confidence in both yourself and the universe."
"There was this image that, because you're black, you weren't as good. And you were African, you were even not really not as good because I've always said there's a hierarchy. It's probably white men at the top, then black men, then white women and then black women.
And then at the bottom of that is African women"
"my formative years were, spent in Nigeria and there was something about that continent that. Us all such a boost of confidence. I stepped out in the world as if I was in first class and the world had to fall behind me. I grew up believing I was a proud Nigerian and still am, and that makes a very big difference."
"Failure is part and parcel of who I am, because I don't see it as failure. I just see it as, the experience. And I think that is a huge sort of difference in confidence booster because I never failed. I just learnt. "
"Storytelling is powerful. It is the single thing that can inform, educate, influence. If you think about, for example, how you got your impression about America? It wasn't probably because you went there. It was because you watched the American movies, then you figured out that's, you know who they are."
"It's not about, fighting the issue. It's about putting out stories that counter the issue because people's beliefs do not come from facts. It comes from perceptions and an ideology and all these other soft things. You can present the facts, but it's actually the stories that change people. "
"I think we need to learn to embrace diversity because we are not very good at it. It's actually why there is so much polarization because people want us all to be the same. Nobody's allowing that truth that you live, let me live. For me, it's really not about, one, anything it's about, embracing the diversity of this globe."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Christian and I spoke about our common love for technology and leadership, about computers and people, and about artificial and human intelligence. We talk about the importance of listening with empathy, understanding the cultural assumptions that lie behind all conversations, and the important role of curiosity when it comes to leadership.

You can find Christian at the below links

https://www.linkedin.com/in/guttmann/
https://en.wikipedia.org/wiki/Christian_Guttmann

In the interview, we talk about

I think I realized early on my big ambition of seeing big AI projects turning into something requires you to work very closely together with lots and lots of other experts with great people. All sorts of qualities that they can bring to the table. And of course, each of these individuals have different backgrounds, different ambitions, different ways of communicating a different view on the world.
If you understand where people come from, if you can connect to those individuals. That's a different quality that you need to bring in as a leader.
Regardless of how big the company is, your responsibility at the end of the day is to really make sure you're viable as a business.
If you're lucky, you also understand the assumptions, the underlying life assumptions of the other individual that you see that still today, clearly in the bigger setup where culture in which individuals or operating, plays a big role in how people make decisions and how they be
It's a good level of curiosity. I'm genuinely curious about another person, how they think what's the background, what's the interest, what's the ambition. How do they want to change the world? What do they see as being responsible for which role. In this big theater we call life, do they consider it being their role, right?
If you manage to have followers, it is important to have empathy, to put yourself into the shoes of those that you want to inspire, that you want to help and want to lead and want to manage and want to give a perspective.
Focus on the purpose, focus on the meaning of doing this type of work. It's answering that question. "Why am I here?"
The expectation for me is not only to know the latest algorithm but to actually also understand how do I attract the people that know the latest algorithm, how do I keep them all happy and meaningful?

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Nina shares how losing her mother inspired her to start Pink Week. She opens up and talks about how bad things hurt her heart, and how knowing that has shaped her career. She also talks about the importance of working in a company where you feel comfortable expressing your voice, which I think is one of the main tasks of any leader in any organisation.

You can find Nina at the below links

https://www.linkedin.com/in/nina-rauch/

In the interview, we talk about

I was really inspired by my mother. She passed away when I was young. Gosh, she had breast cancer for around three years.
It was really important to me to just say, why don't we just bring that awareness level a few years earlier? Why do we have to wait until we reach an age where we are vulnerable to breast cancer? And why can't we like look at a preventative away?
I really hate seeing bad things happen. It really hurts my heart. And I think that's very much why it ended up in the nonprofit sector, because I just feel like a real connection with giving back and facilitating other people.
I think for-profits are the organizations that need to pave the way for a new kind of giving, engaging a completely new consumer set, and a target audience that could be interested in giving back and perhaps becoming more dedicated to these nonprofits as they.
I think all corporations should be B Corps, because I think it's really the best way to do business nowadays.
I think that if you have a job that you're passionate about and that you're focused on, it really helps to calm the nubs and decrease some of that intense pressure because you're going in the right direction.
I think when you come to a leadership role at a young age, then everybody struggles with this kind of imposter syndrome. And that's something that I definitely feel.
I think, so many people appear confident, there's really always something going on behind closed doors. So I think everyone should be more open about how they're really feeling. And then live in a much more transparent environment.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

In the interview, Jason shares how playing and coaching team sports like Rugby has shaped his leadership. He talks about how as a leader, you do not have to be the most clever person in the room with all the answers, and how he sees listening to different perspectives as a superpower. He told me his leadership is not about him, but about his teams. And I found that very powerful.

You can find Jason at the below links

https://www.linkedin.com/in/jasrees/
https://twitter.com/jrees006

In the interview, we talk about

I would say a lot of reasons I've shaped by that is I've played team sports. Like rugby is the sort of sport I played the most.
The feedback is not "you've done this wrong." It's much more. "What did you observe? What went well, what didn't go well"
"I try to actually put the time in my diary to take a step back. There's a danger that we are operational all the time, we're hitting our KPIs, our targets, whatever we measure our business by and what that means is, and again, especially in the current work. People get burnt out. I think people get burnt out by just getting the tasks done."
Everyone wants to feel relevant. Everyone wants to feel, they understand why a big company or a small company quite frankly, is going in the direction is doing going.
You don't have to be the cleverest person in the room. What you need to do is make sure that you have people with diverse backgrounds, diverse experiences who are all able to look at problems in different ways. And sometimes the problem can be solved in a totally different way. And I think that's that for me is the superpower.
I don't care where people come from. I think it's just better that we've got diverse ideas.
Leaders need to tap into what that person's passion is, and if we can get it aligned to our company goals the corporate goals, then you create high performing team.
I think it's not about the quantity of communication. It's about the quality of communication. And then listening basically plays a huge part.
Don't be held back by the fear of failure, just be excited by what you can do.

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

What stood out during our interview with Bojana was how she dedicates time for her “Walk and talk”, which is, in her own words, “a gift of her presence that she voluntarily gives others”. She has done over 400 of these in the last few years, where she would walk and talk in the woods or in a park in Amsterdam with the other person.

You can find Bojana at the below links

https://www.linkedin.com/in/bojanaduovskidjuricic/
http://www.conciergeamsterdam.nl/

In the interview, we talk about

I have an 11-year-old daughter and I’m actually aiming to be the example I have never had to her. That’s my biggest goal in life.”
“I always question the status quo, because I love to explore boundaries and where possible to colour outside the lines. If a framework is there, I always go to the edges.”
“I invest in others, because I missed that in life, I really think paying forward is the way to go. To give people something more as a human being and as a leader. “
“I learned over time to see the power of asking for help. I was very much aware that people in my teams are smarter and better at certain things. I am there to guide them towards an end goal and the full potential of themselves.”
“I don’t need a lot of influence from outside to feel okay with myself. “
“Whatever you say or whatever you do, people are listening through the filter of their own needs. They always reflect with their own framework, so actually, they are not listening to you and as a leader it’s also important to take responsibility for the interpretation people make”.
“With the war in my home-country it was my goal to earn money and there was no room for self-reflection in that period, so it didn’t matter which route I would take to get to my goal. From the very lowest position in advertising, I grew to managing director within 10 years. And actually when I reached this position, I was thinking: ‘What am I doing here?’”

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

Yarrow opened up about his childhood and shares how he was bullied at school where he was the only white boy. He speaks about how this experience allowed him to build empathy later on and understand his own privilege as a white man. He shared how this led him to start an organisation looking to find the superhero in every person, and how it continues to shape his leadership.

You can find Yarrow at the below links

https://www.linkedin.com/in/yarrowkraner/
https://twitter.com/yarrowkraner
http://www.yarrowkraner.com/

In the interview, we talk about

"I grew up in Montana in the U S which is a very small population in the middle of nowhere. Big skies, vast horizons. I think it sort of inspired me to dream"
"I got beat up every, every other day, anytime that they could catch me before I could get home. And so I started growing this chip on my shoulder. "
"And to take the moment or to really sort of sit and ask the question of why this person is feeling like that in that moment, you know, I just recognize like, It's not really me, that they're angry at the sort of, you know, I'm a stand-in for a lot of injustices that have occurred and, you know, moving, moving kind of through life."
"We're bringing a hundred or so right people together that can lead to collaborations that could impact the lives of a hundred million. But those are sort of seeds. The seeds that are planted."
"How do we say the world? It's like, we have to start with ourselves inside. We can be as great of service to the rest of the world without truly knowing ourselves and working on ourselves and in our work."
"I have to sit with things for a while. The lessons that I've learned in the last couple of years is to be patient and I'm not a very patient person."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

What I found fascinating in Stuart's story is how he reflects on his childhood and credits his mother for everything he has done and achieved. He shares a simple story of his mother teaching him to color outside the lines, and how that lesson to be brave and think outside of the box, stayed with him in all his endeavours.

You can find Stuart at the below links

https://www.linkedin.com/in/stuart-m-williams/
https://twitter.com/PeoplePlanetPft
https://www.inplaceimpact.com/

In the interview, we talk about

"You absolutely have to have a passion in your heart for what you're doing"
"Ever since I was a young child, my mother taught me to color outside the lines, do not cover inside the lines, because then you're part of the establishment color, outside the lines, be brave, they'll create something, you know, literally, you know, create the future. You'd like to see. And, and so. I I've never had to think outside the box because I was never put in a box in the first place."
"Have the courage of your convictions, but you better be prepared to actually do the work right now."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

Vicky shares how it was rattling for her to be laid off from a job where she had worked for 10 years. What surprised me was that, on top of that, she decided to switch her industry and city when that happened. She packed her bags and move from Florida to New York City to find work in a totally new industry. In the episode, she shares what gave her the courage to make such a massive shift.

You can find Vicky at the below links

https://www.linkedin.com/in/vickykennedy/
https://twitter.com/VickyKennedyNYC
https://www.intellum.com/blog/customer-education-needs-more-introducing-the-intellum-framework
https://linktr.ee/Vickykennedy

In the interview, we talk about

how getting laid off was quite shocking and a bit rattling for her because she had worked there for 10 years
how she took this opportunity to basically reset her whole professional life move to New York city with nothing other than what fit in her car and three pets
"I had people to sort of lean on and ask for direction or guidance, suggestions on how to navigate different things"
"I also really did learn to be my own advocate and take those risks.
"Sometimes we can feel stuck in a story, we can feel stuck in a path. But there's a lot of opportunities out there.
"If someone who is listening has a desire to shake it up, try something new, do not worry about perception or what you are supposed to do, or what is the next logical step, but to consider taking calculated risks and to be your own advocate with that."

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

Kate opens up about growing up in a very isolated town with a population of only 432, and how that created a hunger to go out and experience the world. She talks about studying in Italy and later Ireland and then working in South Africa and Dubai on international aid programs. She talks about how leaving her country taught her the value of empathy and seeing the different ways people do things in different places.

You can find Kate at the below links

https://www.linkedin.com/in/kate-sharum/

In the interview, we talk about

the experience that helped her realize that there were a lot of exciting things going on outside of the US and she wanted to be part of it.
"I would argue that companies that have a responsible orientation and strong ESG standards and sort of an impact orientation into their DNA from the beginning are companies who are going to do better financially as well."
"Environmental, social and governance information makes for more robust investment decision-making. And I also think that ESG kind of serves as a proxy indicator for leadership"
"I want to live in a world where all companies are B corporations and all investments are impact investments."
"I think one of the most important things I ever did was leave my country. There's something very powerful and beautiful about studying abroad. There's something very powerful about being a foreigner in a foreign lens and having to negotiate and figure that out."
"there's real value in exposing ourselves to ways of thinking or to worldviews that don't reflect our own."
"the more that one can slow down and ask questions and listen and engage in informal connection with other human beings, the more effective he or she is going to be at getting it done, whatever it is that they want to get done"
"As I work with people in companies and organizations across the world is that we have so much more in common than we do not in common. And I think that's perhaps a bit trite and perhaps a bit, bit of a, you know, sort of aphorism, but it's also true"

This is the Leadership Journey series on the Choosing Leadership Podcast.

I believe we all have a lot to learn from each other's stories - of where we started, where we are now, and our successes and struggles on the way. With this series of interviews, my attempt is to give leaders an opportunity to share their stories and for all of us to learn from their generous sharing.

Ramon shares his journey of coming from an immigrant family, and how losing his grandfather to cancer allowed him to experience and later shape the role of healthcare in society. Today he empowers individuals to take ownership and be more proactive when it comes to health. Treating everybody with dignity is one of his core values, and he is giving dignity back by focusing on public health in underserved populations.

You can find Ramon at the below links

https://www.linkedin.com/in/ramonpllamasmph/
https://flipaswitchblog.wordpress.com/
https://medium.com/@ramon.p.llamas
https://twitter.com/randomRPL

In the interview, we talk about

how to empower and encourage individuals to take ownership of their own health and be more proactive
how to ensure productivity and manage your day?
the core value of "we want to treat everybody with dignity"
labels have associations with it. And what we're trying to do is give dignity back
how our metrics of success are not calibrated for social impact

What most people know about me is that I have spent 20 years doing computer programming, 8 years doing photography, and started 2 companies, 1 non-profit organisation and a few social initiatives in the past. What most people don't know about me is that I have spent a lifetime staying invisible. I have used my computer and camera as tools to hide behind.

This podcast is titled "Choosing Leadership" because I believe that is what leadership is. Yes, you heard it right. Leadership is a choice and we all have this choice in every moment of our lives - to choose leadership or not. In fact, I am choosing leadership right now as I record this podcast, as I have been procrastinating on it for more than a year.