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

Notes:

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

Read my new book, The Pursuit Of Excellence

https://bit.ly/thepursuitofexcellence

Full show notes at www.LearningLeader.com

Text Hawk to 66866 for "Mindful Monday"
This episode starts with a short review of 2021 and I share my goals for 2022.

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

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

Notes:

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

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

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

Notes:

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

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

Notes:

• The 3 simple rules of the Mom Test:
  • Talk about their life instead of your idea
  • Ask about specifics in the past instead of generics or opinions about the future
  • Talk less and listen more
• How to run better meetings:
  • Focus on who will be in your meeting and how to maximize the value they receive while there
  • Think about learning outcomes - How will you (as the leader) help them be wiser by going to your meetings

Order my new book, The Pursuit Of Excellence https://bit.ly/thepursuitofexcellence

Full show notes at www.LearningLeader.com

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

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

Notes:

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

Order My Book, The Pursuit Of Excellence

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Full show notes at www.LearningLeader.com

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

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

Notes:

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

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

Notes:

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

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

Notes:

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

Text LEARNERS to 44222 to read my new book, The Pursuit of Excellence, early.

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

Notes:

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

Text LEARNERS to 44222 for more...

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

Notes:

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

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

Notes:

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

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

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

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

Notes:

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

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

Notes:

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

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

Notes:

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

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

Notes:

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

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

Notes:

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

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

Notes:

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

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

Notes:

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

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

Notes:

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

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

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

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

Notes:

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

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

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

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

Notes:

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

Text LEARNERS to 44222 for more...

Full show notes at www. LearningLeader.com

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

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

Notes:

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

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

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

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

Notes:

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

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

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

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

Notes:

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