Text Hawk to 66866 for "Mindful Monday"

Full show notes at www.LearningLeader.com

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

Max Lugavere is the author of the New York Times best-seller Genius Foods: Become Smarter, Happier, and More Productive While Protecting Your Brain for Life. He appears regularly on the Dr. Oz Show, the Rachael Ray Show, and The Doctors. His latest book is called Genius Kitchen - Over 100 Easy & Delicious Recipes to make your brain sharp, body strong, and taste buds happy.

• "A healthy person has 100 wishes. A sick person has 1."
• This subject became personal for Max when his mother, Kathy, was given a diagnosis of dementia, and he devoted himself to her care. She died in 2018. “Now that Mom is gone, I am even more obsessed with the topic.”
• Shop in the perimeter of the supermarket. Reach for nutrient-dense foods.
• Lifestyle changes that will 10x the quality of your life:
  • Getting 8-9 hours of sleep instead of 4-6
  • Eating more animal protein (especially beef and eggs)
  • Less cardio, more strength training
  • Regular heat (sauna) and cold (ice bath/cold shower) stress
  • Daily sunlight
• Intermittent fasting – instead of eating 16 hours a day, eat 8.
• Drinking caffeine is “taking a loan out on energy from later in the day?” – Cortisol peaks in the AM. Wait 45 minutes after you wake up to drink caffeine. Stop drinking caffeine from time to time so that your body can reset.
• Willpower is a finite resource. Create your environment to make good decisions.
• Whole Foods - 3 Things to think about:
  • Protein - #1 satiating piece. Greek yogurt, beef jerky, eggs
  • Fiber - It stretches out your stomach. Helps fill you up. Greens, broccoli, whole fruit.
  • Water - Get hydrated.
• Supplements - Protein shakes. Whey isolate. He uses muscle feast.
• Most bread is not useful. It's ultra-processed food.
• Alcohol - Most wine has a lot of sugar. Most alcohol does. Max drinks tequila.
• Wake up, hydrate... "I’m up somewhere between 7 and 8. I don’t use an alarm clock. I go straight into the kitchen and drink a tall glass of room-temperature water. I may sprinkle a bit of mineral salt in it which replenishes electrolytes."
• Light... Air... "Whether it’s winter or summer, I go out onto my terrace and do a few minutes of deep breathing, stretching, and meditation. I’m a big believer in getting in natural light in the morning because it aligns my circadian rhythm for the day.

Text Hawk to 66866 for "Mindful Monday"

Full show notes at www.LearningLeader.com

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

Brad Meltzer is the #1 New York Times bestselling author of The Inner Circle, The Book of Fate, and ten other bestselling thrillers. He also writes non-fiction books like The First Conspiracy, about a secret plot to kill George Washington – and the Ordinary People Change the World kids book series. His newest thriller, The Escape Artist, debuted at #1 on the bestseller list. Brad is also responsible for helping find the missing 9/11 flag that the firefighters raised at Ground Zero, making national news on the 15th anniversary of 9/11. Former President George H.W. Bush also gave Brad, for the very first time, the secret letter he left for President Bill Clinton in the Oval Office desk. If you need a good cry, read this story about Brad reading to President Bush before he died. The Hollywood Reporter put him on their list of the 25 Most Powerful Authors, and he’s been asked to serve as a member of the America250 Council, to celebrate the upcoming 250th birthday of the country.

Notes:

• “Stories aren’t the beauty of what did happen. They’re the beauty of what could happen.”
• “For me, Superman's greatest contribution has never been the superhero part: it's the Clark Kent part - the idea that any of us, in all our ordinariness, can change the world.”
• The 3 things he tells his kids each night when he tucks them into bed:
  • Dream Big - Young people have the biggest and best dreams.
  • Work Hard - Your first book got 24 rejection letters. And in your TED Talk, you share the story of your Dad and how hard he worked (maybe open with this?). When you were writing your 9th book, your book of heroes for your soon. A story about The Wright Brothers… Every time The Wright Brothers would go out to fly their plane, they would bring enough extra materials for multiple crashes. Every time they went out, they knew they would fail. And they would crash and rebuild, and crash and rebuild. And that’s why they took off.
  • Stay Humble - Noone likes a jerk. When Thomas Jefferson wrote the Declaration of Independence, he never took credit for it. It was announced when he died and it was in his obituary.
• All history ever is, is a bunch of stories. How to change history, all you have to do is write your story. History is a selection process. It chooses every single one of us, every single day. You will change history.
• “Brad’s meticulous research and interviews with top-level government sources — including U.S. Presidents — fill each page with authenticity and make his characters come alive.”
• His belief is that ordinary people change the world. It is that core belief that runs through every one of his projects.
• How to respond from rejection? Brad’s first book was rejected 24 times… And then later that book went on to become a bestseller.
• As a culture, we're starving for heroes
• “We are all ordinary. We are all boring. We are all spectacular. We are all shy. We are all bold. We are all heroes. We are all helpless. It just depends on the day.”
• “There's nothing more intimate in life than simply being understood. And understanding someone else.”
• “In this world, there was nothing scarier than trusting someone. But there was also nothing more rewarding.”
• “No matter how far we come, our parents are always in us.”
• “The worst lies in life are the ones we tell ourselves.”
• From Brad's book to his daughter: “As your father, my instinct is to protect you ... Other people will want to protect you too. But remember that you are not a damsel in distress, waiting for some prince to rescue you. Forget the prince. With your brain and your resourcefulness, you can rescue yourself.”
• “You need to understand something... In this world, we're not humans having a divine experience. We're divine beings having a human experience.”

Text HAWK to 66866 for "Mindful Monday"

Full show notes at www.LearningLeader.com

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

Jane McGonigal, PhD is a world-renowned designer of alternate reality games — or, games that are designed to improve real lives and solve real problems. She believes game designers are on a humanitarian mission — and her #1 goal in life is to see a game developer win a Nobel Peace Prize. She is a two-time New York Times bestselling author: Reality is Broken: Why Games Make Us Better and How They Can Change the World and SuperBetter: The Power of Living Gamefully. Her TED talks on how games can make a better world and the game that can give you 10 extra years of life, are among the all-time most popular TED talks, and have more than 15 million views.

• Jane dedicates this book to her sister Kelly... "who lives six minutes in the future." They are twins.
  • "It's so helpful having her. If she can achieve something (TED Talks, Books), I could do it too."
• Being able to predict the future is not enough. You have to be bale to pre-feel it.
• Write down your long term plans. "Talk about a world you want to wake up in."
• "Any useful idea about the future should sound rediculous initially."
• "The best way to predict the future is to invent it."
• How to think like a futurist?
  • In the corporate world... Carve out a role for yourself to fight short-terminism. Fight short term thinking. Play the long game.
  • Create future planning habits in your organization.
• Dare to daydream.
• Take ownership - Create moments of joy... Be of service to others.
• A 30 second practical activity:
  • Imagine 10 years from now... Where are you? What woke you up? Who are you with?
• The 3 questions to give you a baseline sense of your “future mindset”
  • When you think about the next 10 years, do you think things will mostly stay the same and go on as normal? Or do you expect that most of us will dramatically rethink and reinvent how we do things?
  • When you think about how the world and your life will change over the next 10 years, are you mostly worried or mostly optimistic?
  • How much control or influence do you feel you personally have in determining how the world and your life change over the next 10 years?
• How to predict the future?
  • Unstick your mind
  • Think The Unthinkable
  • Imagine the Unimaginable
• Imaginable - How to see the future coming and feel ready for anything– even things that seem impossible today
• One of the issues that cause depression is it doesn’t allow you to imagine a future. For us as leaders, we need to be able to imagine a positive future for ourselves and our team.
• Be a spotlight for other people’s good ideas. Bring attention to it. Be known as someone who spreads positive gossip
• Living in the present. Giannis – "When you focus on the past, that's your ego... And when I focus on the future it's my pride... And I kind of like to focus in the moment, in the present. And that's humility. That's being humble."

Text Hawk to 66866 for "Mindful Monday"

Full show notes at www.LearningLeader.com

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

Josh Peck is an actor, comedian, author, entrepreneur, and YouTuber. He began his career as a child actor in the late 1990s and early 2000s and had an early role on The Amanda Show from 2000 to 2002. Josh rose to prominence for his role as Josh Nichols alongside Drake Bell's character in the Nickelodeon sitcom Drake & Josh. Josh Peck provided the voice of Eddie in the Ice Age franchise since Ice Age: The Meltdown and voiced Casey Jones in the Nickelodeon animated series Teenage Mutant Ninja Turtles. He also starred with John Stamos in the Fox comedy series Grandfathered. In 2017, Josh started a comedic lifestyle YouTube channel, Shua Vlogs, featuring his wife Paige O'Brien, David Dobrik, and many of the vlogsquad members. His new book is called Happy People Are Annoying.

Notes:

• "Do good things and don't get caught doing them."
  • Be of service to others. It seems when we focus on doing good things, good things seem to happen.
• When Josh was 8 years old, he felt powerless, insecure, and uncomfortable. He was having a family dinner during the holidays... He decided to commit fully to telling a joke. And he earned his first real laugh from his family. At that moment he said, "I decided what I wanted to do with my life." He became a stand-up comedian and eventually an actor.
• "Laughing is uncontrollable. It's so honest."
• How to add humor to your business meetings?
  • "The only thing more compelling than a joke is honest vulnerability. Being willing to call yourself. Be human."
    • That vulnerability will bring people closer to you.
• The power of listening:
  • It helps you constantly make adjustments. Be open, free in the moment.
• Humor, acting, or leadership... All of those are acquired skills. You have to have the willingness to be bad at it first to get good at it later.
• Using a chip on your shoulder as motivation?
  • It can work in the short term but doesn't typically work in the long term.
    • "It was the wrong fuel for my engine."
• "You gotta ask:" When he was 12 years old, he found himself on set telling jokes to an older man. He was cracking the guy up. He didn't realize that person was the President of Nickelodeon. Josh then asked him to be on one of the hit Nickelodeon shows. He eventually got a call that changed his life. After that call, Josh and his mom moved to Los Angeles where he's worked as an actor ever since.
  • You have to be willing to ask. You have to be willing to face rejection or embarrassment.
  • Aaron Sorkin said you can make the hall of fame in baseball striking out 2 out of 3 times. The same is true in life.
• One of the first people Josh called when he was launching his podcast was Bob Saget. Bob was one of the more famous people he knew. And he immediately responded and said he would record the following week. There are hundreds of stories like this about him. We all should be more like him.
• Ryan Holiday advice - Get really honest and tell your story. Your journey can help other people.
• As a dad, Josh wants to correct the trauma of the past... He never met his dad.
• "Do good things and don't get caught doing them." Be in service of others.

Read my new book: The Pursuit Of Excellence

https://bit.ly/excellencebulk

Text Hawk to 66866 for "Mindful Monday"

Full show notes at www.LearningLeader.com

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

Gary Burnison is the CEO of Korn Ferry. Under his leadership, Korn Ferry has been transformed into a global organizational consulting firm with nearly 9,000 colleagues. Burnison is the author of seven leadership and career development books, including a New York Times bestseller.

Notes:

• In his early days as a CEO, a member of Gary's board who was mentoring him, looked him in the eye and said, “I don’t just want you to be successful—I am going to ensure that you are successful.” Gary was moved by words. Looking back now, he sees that moment as a gift of grace.
• How he built a career from an entry-level worker to the CEO of a 9,000 person company:
  • Humility and hustle drive careers forward
  • To learn, you must be humble and self-aware.
• Hiring decisions:
  • "I higher for hunger over pedigree."
• The Five Graces of Leadership:
  • Gratitude―the attitude that elevates our spirits, boosts morale, and lifts our hearts
  • Resilience―the quality that allows us to achieve beyond our wildest dreams
  • Aspiration―the knowledge that we can make tomorrow better than today
  • Courage―the ability to understand and move beyond our fears
  • Empathy―the understanding needed to connect with others from their perspectives
• The most impactful leaders have four key skills:
  • Adaptability: Being comfortable with unanticipated changes and diverse situations; being able to adjust to constraints and rebound from adversity.
  • Curiosity: Approaching problems in novel ways; seeing patterns and understanding how to synthesize complex information; having the desire to achieve a deep understanding of things.
  • Detail-oriented: Having the ability to systematically carry out tasks as assigned, with an understanding of the procedures and the importance of exactitude.
  • Tolerance of ambiguity: Being comfortable with uncertainty and willing to make decisions and plans in the face of incomplete information
• “In today’s world, leadership is all about establishing community and connectivity so everyone can be part of something bigger than themselves.”
  • “To have the grace to create this kind of leadership, we need greater self-awareness and genuine connection to others – particularly in this hybrid work environment where connections are increasingly more challenging to come by.”
• The #1 predictor of a candidate being effective?
  • Learning agility
    • "Humility is key for lifelong learning."
• Gary wrote a book called, "Lose The Resume, Land The Job." - Target the opportunity you want. Work to earn a warm introduction.
• A day in the life as the CEO of Korn Ferry:
  • "You suddenly stop being a person and you start being a function."
  • "Leadership is about inspiring others to believe."
• How he earned the role of CEO:
  • Continuity helped (he was already working at the company)
  • Vision, purpose, "the why," and the 4 or 5 parts of the strategy laid out moving forward
• When you're going for a VP role:
  • Make sure it is a fit for you
  • You are interviewing them as much as they are interviewing you
  • Have purpose and passion for the role
• Why Gary writes so much:
  • "It's therapeutic for me."
  • He likes to write with others to learn from them and gain clarity. "I like to get their point of view and listen to them."
• How he's built confidence:
  • It comes from life experiences.
    • When Gary was 11 years old, he lived in the middle of Kansas. The moving vans showed up and took their furniture away. His family went bankrupt. In times of crisis, it's critical for the leader to step up.

Read my new book, The Pursuit Of Excellence

https://bit.ly/excellencehawk

Full show notes at www.LearningLeader.com

Text Hawk to 66866 for "Mindful Monday"

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

Dr. Ken Blanchard is one of the most influential leadership experts in the world and is respected for his years of groundbreaking work in the fields of leadership and management. He's written 60+ published books... Most notably, The One Minute Manager has sold over 15 million copies. 

Notes:

T

• he One Minute Manager:
  • 1 Minute goals – All struggles go back to one simple thing: communication. Set 3 goals for each employee. Write each of them down in 350 words or less.
  • 1 Minute praisings (“catch people doing the right things”) – Do this immediately following good work. Don’t wait (you might forget). Be specific in your praise.
  • 1 Minute reprimands (later changed to 1 Minute re-directs) - Address this immediately after it happens. Be very specific.
• "Teach people the power of love instead of the love of power."
• "Life is what happens to you when you're planning on doing something else."
• What made The One Minute Manager catch on?
  • It was a parable. Those were rare at that time. It was a short book. A quick read.
• He started his company in 1979. Charles Schwab told him to name the company after himself... Thus, "The Ken Blanchard Companies" was started.
  • It helped that YPO adopted them quickly.
• "All good performance starts with clear goals."
• Create magical moments – For his wife, Margie’s 80th birthday party, They rented a big house in Hawaii for a week surrounded by the people they love. How can you create magical moments?
• Ken has written 65 books... Only 2 of them by himself. He likes to write with others.
• Profit is the applause you get for creating a great environment for your people.
• Expectations:
  • You get what you expect.
• Humility - Be there to serve others. Humility does not mean you think less of yourself. It means you think of yourself less.
• Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.
• Leadership is not something you do to people. It's something you do with people.
• Vision is knowing who you are, where you're going, and what will guide your journey.
• "Many people measure their success by wealth, recognition, power, and status. There's nothing wrong with those, but if that's all you're focused on, you're missing the boat...if you focus on significance -using your time and talent to serve others -that's when truly meaningful success can come your way.:
• If becoming a high-performing organization is the destination, leadership is the engine.
• Sustained excellence:
  • They realize it's not all about them
  • They have a sense of humor
  • They listen more than they speak
• Feedback is the breakfast of champions
• Get to D4 -- The highest level of development: Competent and Committed.
• Life/Career Advice:
  • Be a lifetime learner
  • Look for good leaders... Ask them to lunch

Read my new book, The Pursuit of Excellence https://bit.ly/excellencehawk

Full show notes at www.LearningLeader.com

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

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Daniel H. Pink is the author of seven books, including the forthcoming The Power of Regret: How Looking Backward Moves Us Forward (Riverhead, 2022).  His other books include the New York Times bestsellers When and A Whole New Mind — as well as the #1 New York Times bestsellers Drive and To Sell is Human. Dan’s books have won multiple awards, have been translated into 42 languages, and have sold millions of copies around the world.

Notes:

• The truth: We regret inactions much more than actions.The lesson: Be bold. Take that chance. In a world full of talkers, be a doer. Have a bias for action.
• The 3 keys to a productive achiever: empathy/compassion, curiosity, doggedness (consistency).
• We overvalue intensity and undervalue consistency and doggedness. Continue to show up and do the work.
• The four core regrets:
  • Foundation regrets - People want stability. (save money, plan for the future)
  • Boldness regrets - "If only I'd taken that chance." People regret not taking the chance.
  • Moral regrets
  • Connection regrets
• The truth: We deeply regret not asserting ourselves. The lesson: Speak up.
• Optimizing Regret: Our goal should not be to always minimize regret. Our goal should be to optimize it. By combining the science of anticipated regret with the new deep structure of regret, we can refine our mental model. 
• “Regret makes me human. Regret makes me better. Regret gives me hope.”
• This is a great exercise. Instead of a New Year's resolution, choose a single word to guide your 2022. After 2 years of upheaval, it can help you focus on the goals & changes most important to you. Dan's choice? Restore.
• The Dan Pink family acronym: HAHU - Hustle. Anticipate. Heads up.
• Big life decisions:
  • Maximizers and satisficers
    • Know when to maximize and when to satisfy. For low stakes decisions (the color of your car), you don't have to maximize
• Regret is part of the human condition. We all have regrets. Disclose it. Lift the burden.
  • Someone that says they have "No Regrets" is either lying or they are a sociopath.
• Disclose lessons from your regrets. Ask yourself, "What did I learn from it?"
• Does everything happen for a reason?
  • The lesson to be learned from it is understanding what we have control over and what we don't.
• Regret depends on storytelling. And that raises a question: In these stories, are we the creator or the character, the playwright or the performer? The answer is... YES. We are both.
  • We are both the authors and the actors. We can shape the plot but not fully. We can toss aside the script but not always. We live at the intersection of free will and circumstance.
• "Our everyday lives consist of hundreds of decisions—some of them crucial to our well-being, many of them inconsequential. Understanding the difference can make all the difference. If we know what we truly regret, we know what we truly value. Regret— that maddening, perplexing, and undeniably real emotion—points the way to a life well-lived."
• Career/Life advice:
  • Doggedness is important. Be a person of action. Be willing to try stuff. "We learn who we are in practice, not in theory." Doing something helps you figure it out.

Read my new book, The Pursuit Of Excellence https://bit.ly/excellencehawk

Text Hawk to 66866 for "Mindful Monday"

Full show notes at www.LearningLeader.com

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

Oliver Burkeman is the author of Four Thousand Weeks: Time Management For Mortals. It's a book that has become an international best-seller. 

• The final person Oliver thanked in his book? His grandmother: “My dear grandmother Erica Burkeman, whose childhood departure from Nazi Germany I describe in chapter 7, died in 2019 at the age of 96. I don’t know whether she would have read this book, but she would definitely have told everyone she met that I had written it.”
• The average human lifespan is absurdly, insultingly brief.
  • If you live to be 80, you’ll have had about 4,000 weeks. But that’s no reason for despair.
  • Confronting our radical finitude – and how little control we really have – is the key to a fulfilling and meaningfully productive life.
• When someone close to you dies, Oliver writes, “Such experiences, however wholly unwelcome, often appear to leave those who undergo them in a new and more honest relationship with time. The question is whether we might attain at least a little of that same outlook in the absence of the experience of the agonizing loss.”
• When stumped by a life choice, choose “enlargement” over happiness. Don’t ask: Will this make me happy?”, but “Will this choice enlarge me or diminish me?”
• The future will never provide the reassurance you seek from it. (This is why it’s wrong to say we live in especially uncertain times. The future is always uncertain; it’s just that we’re currently very aware of it.)
• Embrace radical incrementalism - People who work a little bit every day tend to cultivate the patience it takes to get good.
• Oliver tells the old parable about a vacationing New York businessman who meets a Mexican fisherman…
• The capacity to tolerate minor discomfort is a superpower.
• The solution to imposter syndrome is to see that you are one - Everyone is totally “winging it.” The lesson to be drawn isn’t that we’re doomed to chaos. It’s that you – unconfident, self-conscious, all-too-aware-of-your-flaws – potentially have as much to contribute to your field, or the world, as anyone else.
• The original Latin word for “decide” was decidere which means “to cut off” as in slicing away alternatives.
• The sooner you welcome uncertainty and not knowing as normal ways of being, the better off you’ll be.
• People who work a little bit every day tend to cultivate the patience it takes to get good. These people also quit their day’s work when it’s finished: they identify what their chunk of time or task is per day, they do that and only that, and save more for tomorrow.
• “More often than not, originality lies on the far side of unoriginality.”
  • To illustrate this point, Burkeman uses The Helsinki Bus Station Theory. As the photographer Arno Minkkinen explained, Helsinki bus lines start out traveling the same path but then diverge at different points in the route, spreading out to far and wide locales. When you find your work resembles someone else’s, or you’re on someone else’s bus, traveling someone else’s path, don’t try to go back to the bus station at the very beginning and completely reinvent yourself and start from scratch, keep working and “stay on the bus!” At a certain point, your path will split off into something new.
• The central challenge of time management isn’t becoming more efficient, but deciding what to neglect.
• In an accelerating world, patience – letting things take the time they take – is a superpower.
• In conditions of limitless choice, burning your bridges beats keeping your options open.
• The need to control events is unhelpful. There is too much uncertainty for that.
• Is "follow your passion" good advice?
  • Find something you're good at instead.
• Do things "daily-ish"
  • Harness the power of patience as a force for daily life. Relish the value of consistency.
• Goal setting: "We are incapable of living goalless lives."
  • With that said, "a plan is just a thought."
• Excellence:
  • A willingness to accept the truth of their present situation and not wear blinders. They are clear-eyed.
  • Generosity to other people. They have a basic assumption of a non-zero-sum world.
• Four Thousand Weeks is an entertaining and philosophical but ultimately deeply practical guide to the alternative path of embracing your limits: dropping back down into reality, defying cultural pressures to attempt the impossible, and getting started on what’s gloriously possible instead. It’s about actually getting meaningful things done, here and now, in our work and our lives together – in the clear-eyed understanding that there won’t be time for everything, and that we’ll never eliminate life’s uncertainties.

Read my new book, The Pursuit Of Excellence

https://bit.ly/excellencehawk

Full show notes at www.LearningLeader.com

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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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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

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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…

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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.

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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

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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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Full show notes at www.LearningLeader.com

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

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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Full show notes at www.LearningLeader.com

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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Full show notes at www.LearningLeader.com

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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Full show notes at www.LearningLeader.com

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

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

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

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