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

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

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

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

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