The Learning Leader Show With Ryan Hawk

Full show notes can be found at www.LearningLeader.com

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Episode #331: Ryan Holiday - Stillness Is The Key

RYAN HOLIDAY is one of the world's foremost thinkers and writers on ancient philosophy and its place in everyday life. He is a sought-after speaker, strategist, and the author of many bestselling books including The Obstacle Is the Way; Ego Is the Enemy; and The Daily Stoic. His books have been translated into over 30 languages and sold over two million copies worldwide. He lives outside Austin, Texas, with his family. His latest book is called Stillness Is The Key.

Notes:

• Commonalities of leaders who sustain excellence =
  • They look at the whole picture
  • They have the ability to zoom out
  • They have balance
    • Driven, skilled at what they do, but they do not run unchecked.  This creates happiness.
  • Highly disciplined
  • Temperance - Integrated into life
• The word enough:
  • Balance - "We're definitely going to be forgotten." 
  • It's important to have the quiet time to do the work.  And you have to love doing it.
• Michael Jordan's hall of fame speech:
  • "It's so misguided.  The problem with proving people wrong is eventually you do it.  And it's never enough.  Rather, you should choose to prove your own potential right.  Did I leave it all on the page?  Did I fulfill my own standards?"
  • I choose to prove my supporters right instead of allowing detractors to take up space in my head
• The higher power was the logos - the path of the universe... The stoics acknowledged fate and fortune and the power these forces had over them.
  • Marcus Lattimore (RB from South Carolina and the NFL) - He said, "The career ending injury I had was the best thing that ever happened to me."
    • Decide how you will choose to respond.  Make the choice to make a positive difference in people's lives.
• The impact of father hood has had on Ryan:
  • "You realize how powerless you are as a parent.  It's humbling and eye opening."
• The WHO - the power of relationships
  • It's a team.  It requires balance.  Both players must flourish independently:
    • "Accomplishments are not part of the identity of the relationship I have with Sam (his wife).  She doesn't give a shit how many books I sell."
    • "I have an inner scoreboard and hold myself to those standards."
• The value of a daily journal - The process, the ritual, the routine is helpful.
  • The act of the devotion.  Quiet time everyday, provides energy in the morning.  "A routine becomes a ritual over time."
  • Journaling one line a day for five years: It's the process of warming up, talking to self, verbalizing fears
• Thoughtfulness - "Interrogate yourself at the end of each day." -- This is what Churchill did
• Hitler said, "I recognized the correctness of my views."  That's not wisdom, it's insanity.  Don't do that.
• Privately, Abraham Lincoln with racked with doubt.
• The epidemic of ego easily mistakes for confidence and strength
• Stillness - What we're working towards.  We need it to think clearly.  We need to rest.
  • Must be fully in the moment
• Momento Mori - "Get in the moment"
• Speaking routine - Wear the same clothes, workout before, listen to the same music, manage energy, funnel focus, and know that the material helps people
• Use the "Get To Know You Document"
• Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk

#330: Deconstructing The Art & Science Of Interviewing With Jay Acunzo

Full show notes can be found at www.LearningLeader.com

This is a special bonus episode focusing on deconstructing the art and science of interviewing.  You will hear learning happening in real time.  Jay Acunzo and I go a meta-level to better understand how to better improve our conversation ability, how to be better in an interview.  "Interviewing is a skill that enhances your life in a pleasant and unexpected way."  This is focused on how you can ask better questions, be more interesting and more interested, and become a better conversationalist.

Notes: 

• The meta level of deconstructing the process of making the work is rare...
• "I experience the most flow when it's quiet, nitty-gritty work.  Those minute are profoundly rewarding for me."
• What makes a great interview?
• An open loop -- Start telling the story, but wait to close the loop until later to build intrigue...
• The difference between a narrative style show and an interview getting to know someone:
  • A story is three parts - The intent of the story: The "Joseph Campbell Heroes Journey" 1) Status Quo 2) Conflict 3) Resolution
  • Bucket of questions:
    • "Tell me about X..."
    • "How did it make you feel?"
    • The analysis and the reflection
• Change your mindset: "You're not an interviewer, you're a dance partner."
  • "The only thing that matters is that you lead.  Everything else is little subtle moves to get people to go to where you want to go."
• "It's not a constant march forward. Instead, think of it like a dance. There are some steps back, steps forward, steps to the side — all packaged together in one coherent experience, with lots of zig-zagging and subtle steps inside those boundaries."
• Open ended questions: “Tell me about X” gets you story details, while “how did it feel when” gets you key moments of reflection and analysis. Both are crucial.
• Clip #1 -- JJ Redick 
  • He says “great question” — what would make someone interviewed as often as a pro athlete say that?
  • How to prep for an interview for someone who is interviewed all the time?
    • Built a basic rapport leading up to the interview -- Discussed sports, restaurants, podcasting, interviewing.  Developed a "friend" level of communication
      • Create an environment where the guest wants it to be a great show
  • Good follow up questions: Ask for an example... Asking, "How did that make you feel?" "What's your process?" --> Then be a deep, thoughtful listener to ask a follow up.
  • Stay on the same level with your dance partner - Don't be a guest "worshiper"
  • When following up, there are a few things you can do: 1) Distill 2) Disagree 3) Ask the next question...
  • During an interview, the best question you can ask: "How did that make you feel?" It enables them to get in an emotional lane (away from canned responses)
  • Testing the levels on the microphone -- Don't waste that opportunity.  Engineer the guest, the human -- You need them to feel like we're hanging out and excited about the interview.  Make it fun.  What to ask instead: "I'm going to check your levels, do you have any pets at home?" "What would be your last meal on earth?" -- It helps people break out of their corporate drone mode.  The question is about the person, on a human plane.
  • Create a safe space for them to share their truth. "I'm not a journalist, I'm a conversationalist."
• Clip #2 -- Adam Savage
  • How did he get on the show? Working with a PR firm to book a guest -- A great PR person like Brent Underwood only recommends guests that are a good fit for the show.
  • Ask questions that you are genuinely curious about -- I am curious about someone's process and it's always led me to a useful follow up...
  • The issue is sometimes a "process" oriented question is the guest can answer with a generality... How to wiggle out of that?
    • Look at the acknowledgement section of their book to get ideas for important people/events in their life to ask about...
  • Mental Heuristics: Tell me about, 30,000 feet, go to a specific example... The third question is "Putting them in a box:" -- "
• From Jay: Heuristics to tell great AUDIO stories:
  • Tell me about...
  • How did you feel when (or, how did that feel?)
  • Can you give me an example?
  • (Superlatives) Best, worst, funniest, scariest, hardest, least certain, favorite, etc...
  • (Dig for emotional moments)
• Clip #3 -- Brian Koppelman
  • How to handle nerves -- Work to get settled in.  Get through the initial conversation point...
  • Give people a genuine compliment for why you like their work -- Tell people why their work helps you
• Hidden Gems:
  • Interplay between your intent for the work and your framework for it:
    • "My goal is to engineer an outcome, but I have an intent I don't want to become The Bachelor in Paradise."
      • Have self and situational awareness.  We carry with us good intent to serve the audience.  Don't let the framework or engineering supersede the original intent.
  • The two types of interviews: 1) The person, their story... 2) Their content
    • The best conversations are able to weave both together and smoothly bounce back and forth
    • Learn about the person AND learn about the topic that he has mastered -- Master that dance between both -- I need to give you something that is going to make you better.
• Use the "Get To Know You Document"
• Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk

Ep #329: Kindra Hall

Full show notes can be found at www.LearningLeader.com 

Kindra Hall is President and Chief Storytelling Officer at Steller Collective, a consulting firm focused on the strategic application of storytelling to today’s communication challenges. Kindra is one of the most sought after keynote speakers trusted by global brands to deliver presentations that inspire teams and individuals to better communicate the value of their company, their products and their individuality through strategic storytelling.  Kindra is a former Director of Marketing and VP of Sales. Her much anticipated book, Stories That Stick, will be published on September 24, 2019.

Notes:

• Why is storytelling so important?
  • It's how we learn, how we connect
  • Your team needs to know you, and like you (stories do that when you tell them well)
  • You can learn breadth/depth of a person through a story
• A story is NOT:
  • A bullet point resume
  • A list of information
  • Stating the mission statement
  • The objective
• A story = The small moments when mission is in a specific place and time... When something happens.
• The four components of a story:
  • Place and time: "a moment"
  • Identifiable characters - must see people
  • Authentic emotion - Relatable to audience
  • Specific details - Draw audience in to the co-creative process
• Opening story of her book: In Slovenia at Thanksgiving:
  • The power of the sales clerk's ability to tell a story compelled Kindra and her husband to buy
• Why did the story work?
  • It drew you in with powerful moments and emotion
  • It had suspense - "I want to know what's going to happen..."
  • People will give you their attention when you're telling a compelling story
  • It brought them to places through vivid descriptions
• How to better start a meet at work:
  • First, realize it's a skill you can develop
  • Take a step back, think of the higher level message -- "What's the overall theme?"
    • "When have I seen this in action?"  Why was it compelling?
• Make a list of nouns: People in life you've had to communicate with (bosses, friends, colleagues)
  • Find moments and stories from those people... Understand the characters of the story
• Think: "What do I want my audience to think, feel, know, and do at the end of this story?"
• Use the "bystander story" - Stories of others that you make yours
  • Remember the goal is to create connection
  • This becomes your story... Through your eyes
• How to handle price conversations?
  • Move from dollars and cents to value -- "They need to feel the pain of if they didn't have this thing I'm selling."
  • Our decisions are not always based on logic, they are based on ideas
• Use the "Get To Know You Document"
• Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk

Full show notes can be found at www.LearningLeader.com

Text LEARNERS to 44222

#328: Joel Peterson -- Joel Peterson is the Chairman of the Board at JetBlue Airways. He has served on more than three dozen boards over the past 45 years.  Joel is also the Founding Partner and Chairman of Peterson Partners, a Salt Lake City-based investment management firm with $1 billion under management. Peterson Partners has invested in over 200 companies through 13 funds in four primary asset classes: growth-oriented private equity, venture capital, real estate, and search funds.  Since 1992, Joel Peterson has taught courses in real estate, entrepreneurship, and leadership at the Graduate School of Business, Stanford University. 

• Sustaining excellence =
  • They are trusted, credible, and dependable -- They "build a high trust organization"
  • It doesn't happen naturally.  You must be intentional about it
• Why is it so hard to build a trusting organization?
  • "People are weary.  Trust is critical.  You must do what you say you are going to do."
• "Trust is not being gullible.  Trust is a hard edged concept."
• It's three parts:
  • Character
  • Competence
  • Authority
• How to build a culture of trust?
  • Listen -- Capture what your team is saying through 1 on 1 conversations.  Understand common values, goals, strategies
  • Reframe the dashboard -- What does winning look like? Make sure it is clearly defined.  What's the current level of trust in the organization?
• How to run an effective meeting:
  • Have a purpose, the right people in the room, and follow up assignments.
  • Have pre-work.  It must be done.  Go through each individual member.  "Build trust by the process."
• How to run a town-hall:
  • Listen carefully, repeat it.  FOLLOW UP and take action.
• How to handle broken trust?
  • Fix breaches immediately. "Bad news doesn't get better with age." -- "Don't let grass grown under your feet."
• "Trust decreases transaction costs." -- Everything is faster when there is trust.
• "You can't do good business with bad people."
• Interview process:
  • Understand the decision points
  • Determine roles/responsibilities as a team
  • Check references
  • The most important decisions you will make is who you hire and who you fire
• There must be a vividly clear picture of what success is:
  • Break down the details: Who is the champion? Time frame? Budget? -- Measure all of them to ensure all involved know what success is.
  • Do a post-mortem: What went well? What didn't? Why?
• Keep your team informed:
  • "Err on the side of over-communication."
  • "Write a partner letter every two weeks.  Keep everyone updated."
  • For JetBlue, there is a weekly meeting update -- a "State of the Union" for the 24,000 employees
• Create a learning organization -- Foster an environment where there is a love for learning.
• Strive for win-win negotiations
  • Each is part of a series -- Think long term
  • You must be fair in order to do many deals
  • Art of the compromise -- Don't be zero sum.  You'll build a reputation and nobody will want to work with you.
• Embrace respectful conflict -- Create an environment where people can open disagree.  This helps people refine their ideas and make them better.
• Advice for husbands/dads:
  • Be there as a cheerleader, not a policeman
  • Be a listener, make sure you understand
  • "Love is the most powerful force in the world."
• Use the "Get To Know You Document"
• Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk

#327: Marc Roberge

Full show notes can be found at www.LearningLeader.com

Marc Roberge is lead singer and rhythm guitar player for O.A.R. (Of A Revolution).  He also is their primary songwriter and has been described by his band-mates as, "Our Leader." He formed the band with his best friend (and drummer) Chris Culos for an 8th grade talent show 23 years ago in Rockville, Maryland.  I first saw him play at a college bar called "First Run" on the Miami University campus in Oxford, OH my freshman year (2000).  Since then, O.A.R. has gone on to sell out Madison Square Garden.  We recorded this episode in Austin, Texas next to the stage at Stubb's Waller Creek Amphitheater.

Notes:

• The importance of persistence and why
• Our 20-year history – Watch them playing at First Run in Oxford, OH – The journey from small college bars to selling out Madison Square Garden
• Chose Ohio State because they have the most bars in a small area – Earned the Buckeye National Scholarship
• “Money was not part of the equation at the beginning.  We just needed enough to keep the van gassed up.”
• The primary reason why you’re so happy it goes well is so you get to keep doing it.
• Two initial goals: Finish college and build the band. – The band started in 8^th grade for a talent show.
• “We wanted to get on the road, scrape our knee, and build to sustain. It was never about money; it was about gaining ground.  Moving forward, progressing.”
• The first word to describe Marc from other members of the band: “Leader.” – What it means to be a leader of creative people…
• The stages of Marc’s leadership: 1^st Stage: Driven completely by the vision of wanting to make music out wandering the world.  “I wanted to make these songs because they made me feel good.  I wanted to be out with my friends and empower each other.” 2^nd Stage: “It becomes our vision.” – “You may no longer provide the best leadership, so you need to empower people in your camp to lead.  In order to be in the drier seat, you have to know what other people’s superpowers are so each one can flourish.  3^rd Stage: Chris (the drummer) – He nudged the group forward to a rebirth.  Became motivated to get back in the driver seat and now he had amazing co-pilots who had their own creative genius.  “Realize the powers of those around you and harness that. That was the afterburners for us.  It’s built out of mutual respect and admiration for each other.”  “Being a leader has to show that things aren’t always going to go great.  You must maintain, be composed, don’t flail your arms around.  Move forward.”
• Respectful disagreement:  How to decide which song to open with at Madison Square Garden… How to make decisions through disagreement?  “I know when I’m wrong, I know when I’m right too.  Good ideas… It’s a self-filtering system.  You have to listen, be open to others.  In that moment, it was perfect.”
• “A part of leadership is knowing when you’re wrong and when the other idea is better and move on.”
• “When one of your heroes is standing next to you and says, “I really like this,” that impacts you.  “I was wrong and wasn’t thinking of the big picture. It was selfish.”
• How to handle people who don’t like your work? Story: Opening for Dave Matthews Band at The Gorge – The entire front row turned their back in protest of the opening act.  “I get angry.  My new goal was to get them to turn around.  It’s a lesson: You can either get hurt or say, “I get to play my songs at the Gorge.  Eventually they will respect us.”
• Giving a TED Talk: Authenticity – Being real, true to yourself.  “Everything I’ve created has stemmed from a few nostalgic pin-pointed childhood memories. I’ve tried to build my whole life to tell those stories of what we can do when we’re together.”  Fans for Life: “We were living a life we’ve dreamt of.”
• The resistance of chasing approval of others – “That theme is rooted in unabashedly telling a story about where you come from.  Sticking to the same morals we were instilled with since growing up.”  “I’m not seeking approval because we aren’t adjusting music to fit in, we play what makes us feel good.”
• Chasing your curiosity and obsessions with great rigor – How to create a life to do that?  “My dream is we’ve built something that allows us something time to create.  Keep working on live shows to continue to play them.  We love them.  If you don’t play 5 nights a week, it won’t be there for you.  You have to get the reps.
• Sustained excellence:  Commonalities: 1) Drive 2) Social – Able to work a room, communicate well with others. 3) Willingness to fail – “If you aren’t willing to jump off that edge, you don’t deserve to get it.”
• Song writing process: “Each song has a different method for me.” “There are moments when I’m walking down the street in NYC and it comes to me.  I’ll run to the studio and quickly record it.  There are so many different styles, but it all has to come from being inspired.”
• The creative process:  Working with Greg Wattenberg to be a sounding board and offer honest feedback.  “We’ve never changed what we’re doing.  We’ve only built upon it and have always focused on our story.”
• “People get so confused, they want everything, they want a boat, a house, so much.  We just want to keep going.”
• Celebrating the 25^th anniversary of the band.  “We want to celebrate the fact of a few buddies being together for that time.”
• “Tell your story.  Don’t be afraid to tell your story.”
• How to not get complacent and conservative after success?  For fear of failure?  “We take risks every year.  We book a year in advance and we book some locations that we know might not work.  We maintain pressure at all times.” “You have to take calculated risks and create things that may make you a little uncomfortable at first... To move the art form forward.”
• Gratitude – The importance of John Lampley being added to the band.  “John Lampley is magic.  He brought joy in the room.  His life gratitude, how he looks at opportunity of everything: meals, being alive, we just exercised in the truck and he keeps talking about how good he feels.”  It’s about being grateful for what you have and what you get to do on a daily basis.
• Practicing all day long – Love the craft.  Loving the process of working on it.  “This is what we do, this is how we operate.”  The mindset of daily improvement. “We feel very lucky to be doing this.  You better earn it and keep it.” Don’t pay attention to what others are doing, Focus on improving your craft.
• “What they really like about your group is how it makes them feel?
• General life advice: 46:45 – 47:27 (HERO) “Find something that you truly feel connected to… there’s energy in this world that will tell you when you’re in the right spot. And then work. A lot of people want to be famous, how you going to get there. And then grind.”  Bring joy to yourself and others is life.
• “Be willing to play anywhere.  Just keep going.” – It’s all about getting the reps. “What you love, go love it.  You might be broke for a while, but you’ll be fulfilled.  It will fill you up.”
• “Everyone carries around a bucket.  You can fill it up or empty it.”
• “Find what you love and chase it down.”
• Preshow ritual: “What is going through your mind the 90 seconds before you go on stage?” – “We have a group huddle.” – “Remember when we were in the basement and we said, one day we’re going to do this.  Remember how happy we were.  We’re here.  Go be a Rockstar.”
• The feedback received from fans/listeners – That’s the juice that fuels you.
• Use the "Get To Know You Document"
• Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk

#326: Jason Zook

TEXT: LEARNERS to 44222

For full shownotes, go to www.LearningLeader.com

Jason Zook is an unconventional entrepreneur. Tired of living a life that felt prescribed to him by society, Jason used his out-of-the-box thinking and ingenuity to create multiple profitable Internet-based businesses.  His most-notable business was IWearYourShirt, a company that generated over $1,000,000 by wearing sponsored t-shirts to promote over 1,600 businesses on social media from 2008-2013 before "influencer" was a mainstream term. If that wasn't weird enough, from 2012 and 2013, Jason auctioned off his last name to the highest bidders and made nearly $100,000 doing it. Jason's second book is titled "Own Your Weird." Jason has been featured by The Today Show, CBS Evening News, USA Today, and The New York Times.

Notes: 

• The importance of reviewing previous work... And why it should embarrass you.  That is growth.
  • "Don't compare your starting line to someone else's finish line."  We all started somewhere.  It is a progression.
  • It's important to understand context.
• Leaders who sustain excellence =
  • They test all of their assumptions on a regular basis
    • They don't accept things as they are... Always trying something new
  • They are extremely curious
  • Have an experimenters mindset
  • They are validated internally -- They don't seek the validation externally.  They are fulfilled from the inside.
• How to create a mindset to not worry about hitting a best-seller list?
  • Set a low goal (getting the book published) and a high goal (selling 10K copies).  Understand that there is so much out of your control and celebrate hitting the goals that are within your control (writing and publishing the book).  You can't control how many people choose to buy it.
  • The emails received from fans/listeners are the fuel that keeps you going.  The feedback from people you're positively impacting.
• Properly define success for yourself:
  • You spend a third of your life working.  Make it count.
  • Figure out a way to be see as excellent, out of the box thinker
• Have a mindset of, "How can I make this better?"
• Present your plan to your boss/leaders in the company: "Here's my plan, here is how we will do it..."
  • Be proactive.  Make your boss's life easier.  Help them succeed.
• Rejection:  "When someone says no to you, it doesn't mean you're a bad person.  It's not a reflection of who you are as a person."
  • Understand that "No" means "not yet" most of the time.
• "Choose Adventure"
  • Not wanting to live the same life that others have lived
  • Example: Moving to a sweet house in Southern California with another couple
• Challenge assumptions:
  • You don't have to do it the way it's always been done
  • Experiment -- Test --> Reflect, analyze.  Understand what worked, what didn't, and why?
• Working to live, not living to work
  • How do you schedule your days?
    • Start with living
  • Define what really fills you up --> Prioritize that first.  Put it on your calendar first.
• Every six months, sit down and prioritize what's important to you.
  • Constraints can be a powerful force.  Parkinson's Law.
• Set your "enough goals."  -->  "Getting to this number will be enough."
  • "There's always more.  What about enough?"
  • "We don't need to grow our business for growth's sake."
  • "$33,000/month is our enough goal." -- "It's clearly defined.  It's right for us."
• The process of writing a book live -- Jason learned a lot about himself writing while others were watching.
• The end of the podcast club:  Email us (Ryan@LearningLeader.com) -- When was the last time you truly showed up as yourself?