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Full show notes at www.LearningLeader.com

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

Sebastian Junger is the #1 New York Times Bestselling author of THE PERFECT STORM, FIRE, A DEATH IN BELMONT, WAR, TRIBE, and FREEDOM. As an award-winning journalist, a contributing editor to Vanity Fair, and a special correspondent at ABC News, he has covered major international news stories around the world and has received both a National Magazine Award and a Peabody Award. Junger is also a documentary filmmaker whose debut film "Restrepo", a feature-length documentary (co-directed with Tim Hetherington), was nominated for an Academy Award and won the Grand Jury Prize at Sundance.

Notes:

• Human beings need three basic things in order to be content: they need to feel competent at what they do; they need to feel authentic in their lives, and they need to feel connected to others.
• Definition of Freedom: “We walked 400 miles, and most nights we were the only people who knew where we were. There are many definitions of freedom, but surely that’s one of them.”
• Running a company versus LEADING a company -- “You can run a company or lead a company. If you want to lead a company, you have to make sure that when things take a downturn, as the leader you’ll be the first to experience the downside. Before jobs get cut, you’ll take a pay cut, you will suffer with the people you lead.” One great example of this is Chobani founder Hamdi Ulukaya. All employees are part owners of the company. He comes from a family of Nomadic Sheep farmers from the Turkish mountains. He learned a collective approach to life and work where he grew up.
• “When people are actively engaged in a cause their lives have more purpose... with a resulting improvement in mental health."
• How becoming a dad (at age 55) changed his life: "they are the point of life."
• Sebastian's dad was a refugee from two wars... War has had a significant impact on his life.
• As Sebastian grew up, he decided he wanted to be a journalist and cover wars. He went to the Civil war in Bosnia.
• Guts - "Most scary things are more frightening before you go. I have a formidable capacity for denial."
• People want to feel like they have agency. They're more scared when they feel that they don't have it.
  • Front line vs backline soldiers - The backline soldiers are scared because they feel like they don't have as much agency as the front line (even though the front line is more dangerous). Uncertainty is scary.
• To help with fear, go in front of your mirror and make the "fear grimace" face...
• When Sebastian was competing in track events for the 1500m race, he would yawn in the faces of his opponents to intimidate them
• Freedom - We aren't subject to the whims of the largest male in a group anymore... You remain free by being mobile
• He organized his new book, Freedom, in three parts: Run -- Fight -- Think
• Sebastian went on a walking trip and called it, "The Last Patrol." - They walked on a railroad from Washington DC to Philadelphia and then Pittsburgh
  • "Met America from inside-out"
• What did he think about at night when he went to sleep outside during "The Last Patrol?"
  • "Always thought safety first." "The most meaningful experiences happen when I'm physically dirty and security wasn't guaranteed."
• How to help your children push their edges?
  • "We traveled to Liberia with our daughter."
  • "The core value children value is closeness. We sleep on a mattress on the floor with our daughters. They want to be close."
• Collaboration/Working together -- Football and the military. The football locker room is a beautiful place. It’s democratic. People join from diverse backgrounds. And create a common goal. A theme of collaboration. A “we can’t win games without each other.” And when it comes together it’s a magical feeling. 
  • There must be a core commitment to the group. "Being ego-driven is an emotional burden."
• Commonalities of leaders who sustain excellence:
  • Principle driven - In politics, democracy should be #1
  • Sacrifice own interest for the group
• Life/Career Advice -- FAIL. If you’re only doing things you know you can do then you’re never near your limits. In order to grow, you have to push those limits. And sometimes that means you’ll fail. That’s ok.

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

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

Sean Covey is President of FranklinCovey Education. He is a New York Times best-selling author and has written several books, including The 6 Most Important Decisions You’ll Ever Make, The 7 Habits of Happy Kids, and The 7 Habits of Highly Effective Teens, which has been translated into 20 languages and sold over 4 million copies worldwide. Sean's dad is Stephen R. Covey, the author of one of the most sold books of all time (more than 30 million copies), The 7 Habits of Highly Effective People.

Notes:

• Sean played Quarterback at BYU -- Led the team to two bowl games and twice selected as ESPN’s Most Valuable Player of the Game.
  • What he learned from his time as a QB:
    • How to prepare
    • How to "do hard things" - "Your zone of comfort expands because the hard things aren't as hard anymore."
    • Importance of a system - Rigorous practice, filming of the practice, reviewing of the work. Daily.
• The 7 Habits of Highly Effective People came out in 1989... It had a tepid release and then exploded. It changed the lives of the Covey family. Sean said his dad Stephen (the author of The 7 Habits) was "very genuine... A better husband and dad than a writer. H was very congruent. He had the power of principles. There was no hypocrisy."
• How do you handle yourself when talking to a person who has a powerful position?
  • "Treat the garbage collector and the CEO with an equal amount of respect."
• 4 Disciplines of Execution:
  • Focusing On The Wildly Important Goals (WIG) - Exceptional execution starts with narrowing the focus— clearly identifying what must be done, or nothing else you achieve really matters much.  -- Example: JFK has one of the best examples ever: "Send a man to the moon and return him home safely by the end of the decade." It was one goal. There was a starting line and a finish line.
  • Act on Lead Measures – Golden rule of execution: Identify lead measures. Twenty percent of activities produce eighty percent of results. The highest predictors of goal achievement are the 80/20 activities that are identified and codified into individual actions and tracked fanatically. Lag Measures are the end goal.
  • Keep A Compelling Scoreboard -People and teams play differently when they are keeping score, and the right kind of scoreboards motivate the players to win.
  • Create A Cadence of Accountability -Each team engages in a simple weekly process that highlights successes, analyzes failures, and course-corrects as necessary, creating the ultimate performance-management system.
• Goal setting - There are two kinds of strategies:
  • Deliberate strategies
  • Emergent strategies - "Be ready for waves that might hit you... And knock you in a better position."
• With goal setting, remember the phrase "No Involvement, No Commitment." Involve your team to set their own goals. Don't set the goals for them.
• Advice to parents with teenagers:
  • Have a purpose as a family
    • Set values
    • Write a mission statement
  • Have 1:1 time with kids
• Career/Life advice:
  • Have a plan... But be flexible
  • Live according to your principles, values, and mission statement
  • Create a credo of your own

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

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

The 3 things Scott told his daughter Kiraat a YPO event...

• Family, Family, Family
• It will always be ok. Things will go bad. It will be ok.
• Anything, anytime - "you can always call, text, FaceTime, no matter what. I am here for you."

• Scott's 4-part process to become more present:
  • Find perspective
  • Seek authentic feedback
  • Cultivate reflective strength
  • Love your leadership constitution
• Public failure: Scott started a business with Seth Berger, founder of AND1, basketball shoes. HoopsTV. Raised $14 million from investors… Eventually failed, had to lay off 50 people, including his own brother(!)
• The good old days are today (scene from the office (Ed Helms)  Andy Bernard: “I wish there was a way to know you're in "the good old days" before you've actually left them.”
• Scott got fired from his role as President of Madison Square Garden. He says it was because he was "too busy being right instead of being effective."
• Scott is a change agent and values performance more than experience
• Watch the Battle at Kruger video (Scott shared this with the team)
• "To do great things, you have to be confident"
• Need to focus on "WMI." What's Most Important
• "Work-life balance does not exist. Beware of the mediocre middle."
  • "Life is about tradeoffs"
• The most effective leaders seek authentic feedback and are able to hear it.
• Ask yourself, "Who have you connected to in the last month?"
• Behaviors of Excellence:
  • Be your authentic self - "Be you. People follow authenticity."
  • Work unreasonably hard.
  • Intellectually curious - "The world is changing so fast."
  • Passionate - "Fall in love with it."
• All executives at the Philadelphia 76ers are challenged to declare who they are at their core in the form of a leadership constitution. Anyone can—and should—create one by answering the following two questions: 1. I declare that I am... and 2. You can count on me to...
• Scott's leadership constitution:
  • I declare that I am a passionate and authentic leader of leaders who feels a gravitational pull towards talent and character. I wear my heart on my sleeve. I love people and being part of a team. I get energy from helping others and would give the shirt off my back to a stranger and anything, anytime to a friend. I am family first, high integrity, and surprisingly sensitive change agent who is confident, caring, and intellectually curious. This fuels a competitive drive that at times feels like a chip on my shoulder.
  • You can count on me to bring positive energy into my space. Exude urgency and push you, challenge you, nudge you and raise the bar beyond your expectations, and sometimes what you think reasonable. Laugh with you, cry with you, love you even when you won’t laugh, haven’t cried, and don’t feel loved. Root for you today, every day, and always. Share the most personal of thoughts, emotions, stories, highs, and lows because I am okay with it and who I am. Enjoy the rollercoaster of life, whether we are going forward, backwards and upside down. Drive hard to reach the summit and then quickly start on another mountain. Share wins and take hits for losses

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

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

Mark Scharenbroich is an Emmy award winner, best-selling author, and hall of fame keynote speaker. He is known for his authentic delivery, his talent for delivering unique stories, and his comedic timing. He's the author of Nice Bike: Making Meaningful Connections on The Road of Life.

Notes:

• Nice Bike. It’s not a technique, it’s a genuine interest in others and the willingness to acknowledge the talents and accomplishments of everyone.
• The three parts to story-telling: Stories need to be unpredictable, they need to have a hook, and they have to have a cast of characters.
• While in college at St Cloud State, Mark toured high schools and colleges with a comedy troupe called Mom’s Apple Pie which helped him develop his comedic timing and ability to improv.
• While on a trip to Washington DC with his dad, Mark witnessed his dad walking up to a couple of Vietnam veterans and saying, "Thank ya fellas. Welcome home." The moment was unforgettable to Mark as he witnessed what it meant to be grateful for others and to connect with them.
• The "dark chocolate" that Mark's daughter gave to a struggling stranger at the airport. "We don't have to fix all the problems, but acknowledge others, see them, and try to connect with them."
• The CEO of Cargill said it's not a secret what leaders need to do:
  • State where we're going
  • State how we're going to get there
  • Show that you have your team's back
  • Show that you care about your team as people
• Leaders must always be in the trenches and learning... And work to create memorable experiences for the people they are leading
• How to give a great toast at a wedding or eulogy at a funeral?
  • Remember it's not about you, it's about the bride and groom
  • Be story-driven
  • The power of three - "She's about faith, family, and friends" and then tell a short story about each of the three
• What Mark learned from a "meat raffle"
  • You have to buy a ticket for a shot to win
  • You must be present to win
• The same is true for leadership. You have to be engaged and take the chance to do it. You must be present with your team.
• Be a "day-maker." Instead of just being a barber or a stylist, work to make your client's day by giving them an amazing haircut.
• BWCA - Leave the area better than you found it... A great rule for life.
• Core values - "When your core values are clear, decisions are easier."
• Comparison - Compare yourself to your previous self. Be grateful for what you have. Someone else will always have more crayons. Focus on your crayons.
• Advice to those who think they aren't creative. You are... You have to find the stories. Focus on four columns
  • People you've had experiences with
  • Experiences you've had
  • Lessons learned
  • Application to the lives of others
• Roberta Jordan: "It's more important to be interested than interesting."
• Life advice -- "Leave a tip for the staff who cleans your hotel room."

Text LEARNERS to 44222 for more

Full show notes at www.LearningLeader.com

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

Hubert Joly is a senior lecturer at the Harvard Business School and the former Chairman and CEO of Best Buy.
He is the author of the upcoming book “The Heart of Business – Leadership Principles for the Next Era of Capitalism.”

Notes:

• In May 2012. Jim Citrin, the leader of the CEO practice at Spencer Stuart, the global executive search company, asked Hubert, “Would you be interested in being the next CEO of Best Buy? 
• Issues at Best Buy were all self-inflicted. Hubert realized there was an opportunity to fix it...
• Hubert's "5 Be's" of leadership are purpose, values, clarity, authenticity, and service.
• "My purpose in life is to make a positive difference on people around me." - Hubert Joly
• "If you cannot go outside, go inside. Leadership starts from within."
  • Work to be the best version of yourself
• Ask your people, "What is your dream?" -- "My job as a leader is to help you achieve your dreams."
• "We're the captains of our lives."
• "Profit should be an outcome, not a goal."
• The 3 imperatives in sequential order:
  • Great people
  • Great customers
  • Make money
• Remember that 98% of questions that are either/or should be AND's...
• Key Philosophy:
  • Pursue a noble purpose
  • Put people at the center
  • Embrace all stakeholders
  • Leaders must create the environment to unleash the magic
• What Hubert learned at McKinsey:
  • The emphasis in the early years was on solving problems.
• In 2012, when Hubert joined Best Buy, he hired an executive coach. Why? "100% of the top 100 tennis players have a coach." We all need a coach.
• "It sends a powerful message when the CEO has a coach." It shows that he understands he needs help. We all do.
• Must-Have leadership qualities:
  • Knowing people... Who are they? What drives them? How do they want to be remembered?
  • "Tell me about your soul" --
• Accept imperfections of self and others
• How to turn around a business by putting people first and reducing headcount as a last resort.
• How to unleash “human magic” for outcomes that defy logic. This includes an actionable commitment to diversity and inclusion, such as the “reverse” mentor program that pairs Best Buy executives with employees who help broaden their understanding of differences and issues they face.
• How to become a purposeful leader focused on creating an environment in which others can flourish and perform at their best, and who inspires by showing vulnerability and embracing their and your humanity.
• How to place a noble purpose as the cornerstone of a company’s strategy and concretely embrace and align all stakeholders around that purpose. For Best Buy, that purpose is enriching people’s lives through technology. And it allowed them to form genuine partnerships with the world’s foremost companies, including unlikely allies like Amazon, to the benefit of all. Jeff Bezos, founder, and CEO of Amazon: “Best Buy’s turnaround under Hubert Joly’s leadership was remarkable—a case study that should and will be taught in business schools around the world. Bold and thoughtful—he has a lot to teach.