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Gut + Science
43 minutes | 3 days ago
Episode 107: Leaders: Do You REALLY Work on You? | Tim Spiker
As leaders, we are often so focused on how to make our company or our employees better we forget to take time for our own development. Tim Spiker, President and CEO of The Aperio Group, is a speaker, author, leadership consultant, and experience-creator led by the mission of making better leaders. In this episode, Tim shares self-development techniques for leaders and answers the question, “As a leader, do you really work on you?” You’ll hear him discuss the importance of shifting our mindset to make sure we are constantly learning and developing, as well as how being trustworthy impacts employee engagement. If at any point in 2021 you decide to join Tim and his team for one of their leadership development journeys, use the code “Gut+Science” in the promo box at checkout to get $500 off. To claim this offer go to their website: https://www.theaperio.com/
2 minutes | 6 days ago
Monday Fire: Never Stop Building Relationships
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: How can you continue to build relationships? Subscribe to get your Monday Fired up.
4 minutes | 13 days ago
Monday Fire: Who Will Help You Reach Goals?
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: Who can help push you to reach your goals? Subscribe to get your Monday Fired up.
3 minutes | 20 days ago
Monday Fire: Maximize the Good to Better
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: What can you maximize your life? Subscribe to get your Monday Fired up.
29 minutes | 24 days ago
[Throwback] The Keys to Developing Effective Mentorship Programs | Alison Martin
Alison Martin is the Founder and CEO of Engage Mentoring, a mentoring movement seeking to elevate people in the workplace. She is also the author of Learning to Lead Through Mentoring: 8 Mentoring Lessons to Help You Pursue Meaningful Mentoring Relationships. Alison’s passion for mentorship comes from reflecting on the opportunities she had early in her career. She credits her success to the great mentors who helped her realize her leadership potential. Because of the positive effect mentorship has had on both her professional and personal life, she now strives to equip others with the opportunity for meaningful mentor relationships. In this throwback episode, listen as Alison and Nikki discuss how mentorship can increase employee engagement. Not only does it help transfer knowledge to help mold strong leaders, but Alison believes it gives employees a stronger sense of purpose knowing there’s someone else invested in their development.
25 minutes | a month ago
[Throwback] Healthcare Series: Employee Engagement in Healthcare | Vicki Hess
Vicki Hess is an engagement expert, author, thought-leader, and speaker, and she is passionate about inspiring healthcare leaders to take action and transform engagement. In this throwback episode, listen in as she and Nikki reveal the tools you need to create the environment you and your employees want to work in. Learn more about Vicki at vickihess.com.
3 minutes | a month ago
Monday Fire: Advancing Your Core Values
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: What steps can you take to advance your core values? Subscribe to get your Monday Fired up.
27 minutes | a month ago
[Throwback] Healthy Company Cultures: More Than Standing Desks and Yoga Classes | Rachel Druckenmiller
Rachel Druckenmiller is the founder of UNMUTED, where she works with leaders and their teams to build resilience and better relationships. When this throwback episode was first released Rachel was the Director of Wellbeing at SIG, where she acted as a catalyst in releasing possibilities for her people. Many people think a healthy company means promoting healthy food, standing desks, and yoga programs, but these important initiatives only scratch the surface. For Rachel, a true healthy culture is one with underlying values that give employees the opportunity to grow, learn, and contribute to something bigger than themselves.
36 minutes | 2 months ago
[Throwback] Healthcare Series: Leading with Gratitude from Within | Jill Kersh
Jill Kersh is the Owner of Thrive Unlimited and a certified life and career coach. She has a passion for equipping others to thrive through their own authentic connection to gratitude. In this episode you will hear Jill discuss focusing on what you have, not what’s missing, and how you can incorporate different routines in your day to help your gratitude practices.
2 minutes | 2 months ago
Monday Fire: Get Ahead of New Year Goals
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: How can you get ahead? Subscribe to get your Monday Fired up.
28 minutes | 2 months ago
[Throwback] 013: Employees First, Customers Second | Michael Crafton
Michael Crafton is the President and CEO of Nelbud Services Group. Founded in 2005, the company’s origins were humble to say the least, with only Michael’s pickup truck and $800 in hand. He has since grown the business into the largest self-performing kitchen exhaust hood cleaning company in the country and been recognized four times as an award-winning top workplace in Indiana. Michael strives to create a best-in-class employee experience and accomplishes this by creating sustainable careers that empower, attract, and promote an engaging culture. In this throwback episode, you’ll hear Michael emphasize how the happiness and satisfaction of employees directly impacts customer experience. Michael also shares ways to integrate the mindsets and cultures of different regions, based on his experiences supervising numerous mergers. Truth You Can Act On: 1. Happy Employees Create Happy Customers Supporting Quote: Micheal Crafton: “I may or may not have been accused of being survey happy, because I am.I absolutely love hearing how people are feeling and thinking. So we actually take legitimate and actionable steps when we do these surveys. And one of the things that we kind of preach is it's kind of like, you can't complain if you didn't vote, you know, please tell us what you're concerned with or what you're really happy with so we can make it better or we can continue doing it. We did a survey back in December of 2017, and the number one thing we got back was work-life balance, which was kind of expected. You know, you kind of expect it, but you also don't. I want to kind of realize it. And one thing we did from that survey, and I think it went a long way with the group, is we had two PTO days. We had a volunteer time, and then we kind of created this semi-flexible kind of emergency work time that they could use when they needed, and that was a direct reflection of that survey as a company.” 2. Rely on Employee Referrals When Hiring Supporting Quote: Michael Crafton: “So there was a time in our business life cycle where 100% of our employees were employee referrals, and I really wish that kind of pace continued because it was kind of a self-policing kind of set the expectation for all, for all new hires, but also current employees, because everybody was a friend, but also a friend of a friend. It is absolutely critical to the success of our business. We estimate that it costs us between six and $10,000 to hire a person that leaves within the first hundred days. So for us, it's important that we make the right hiring decisions at the right time for the right person, and we have, not a hundred percent, but I would say eight out of 10 employee referrals stay longer than 100 days. And typically, you know, two to three or four years or so we actually pay $250 every 30 days up to the hundredth day. So it's a thousand dollars for the employee that referred the new person. And then we actually pay the new person 250 bucks dollars as well on their hundredth day as a kind of a reward for making it to that point. We kind of take a chance on, you know, in taking the referral from their friends, which I think is important.” 3. Dynamic Company Culture Must Adapt Supporting Quote: Michael Crafton: “In January of 2015, we did a merger. It was actually the biggest merger we've ever done with a really large company on the East coast based out of Atlantic City. One of the things that we didn't anticipate, and especially I didn't anticipate, is both the East coast and the Midwest have really phenomenal, hardworking, passionate people who, I feel like are, you know, equals in the sense of characteristics, but on the East coast, the personalities are a lot different. The funny story I always tell is when I did the opening speech for the merger, you know, I'm from the Midwest born and raised and, you know, I'm typically really kind of flamboyant and I'm like happy and loud, and I like to hug people, and you know, on the East coast, it's a lot more guarded and people want to get to know you before they hopefully kind of reach in for the hug. It was just a really weird dynamic. And to be honest, the failure that we had is I just thought instantly everybody was just going to buy into the culture and kind of love the vision and the mission. And it wasn't like that. And it took us almost two entire calendar years to fully integrate and get that buy-in of especially the core values, which are in my opinion, the most important before we were able to kind of take that next step. And those first two years were very rocky. We went through a really unique time. Not that we performed poorly, we just didn't hit the growth targets that we had set for ourselves pre merger, and I think that a lot of it had to do with the culture. So it's been about three years now. We've beat budget every single month. We have more, our demand is so high that we're having a hard time with our supply, meaning we can't hire quick enough. Our customer service ratings are through the roof. We're integrating or innovating as fast as we humanly possibly can, and we've done multiple acquisitions in the last six months that we hadn't done in two years. So it's 100% a testament to complete and total company buy into what we're trying to accomplish as one team.” 4. Set Your Priorities Supporting Quote: Michael Crafton: “For us, it's really, really important that we focus on culture, talent skill, and in that order, because it's not that there's a lack of talented people out there. I think that there's a lack of skilled people. And because we obviously, I said before, we have to train our people internally. So as long as we can find a culture fit that is talented, we can teach the skill, whereas most companies, and where we were before, we would look for skilled people to fill roles, not paying any attention to the culture fit, or maybe the talent fit. To repeat, it’s culture, then talent, then skill third. So for us, as we continue to grow and as we focus on programs to not only teach that skill, but replicate the culture fit that they are to the team, it's just, again, it's really, really important that our senior managers stay engaged, and there has to be constant communication.” Book Recommendation: The New Gold Standard: 5 Leadership Principles for Creating a Legendary Customer Experience Courtesy of the Ritz-Carlton Hotel Company, by Joseph Michelli
3 minutes | 2 months ago
Monday Fire: Habit Stacking
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: What habits can you stack onto the routine you have? Subscribe to get your Monday Fired up.
45 minutes | 2 months ago
Healthcare Series: Building a Culture of Pride | Brian Helleland and Mary Ann Perez
Brian Helleland, CEO, and Mary Ann Perez, Director of Care Experience work at St. Jude Medical Center in Southern California. While they have different roles in the company, both are passionate about nurturing pride for their organization. In this episode Brian and Mary Ann speak to the importance of training and how it is the job of a leader to make culture tangible. Truth You Can Act On 1. Own Culture Initiatives Supporting Quote Brian Helleland: “We're not shy about talking about hashtag St. Jude pride or the St. Jude pride campaign. We're transparent about it. We're not trying to manipulate or trick anybody that we're creating this culture to make people happy to be here. We want our staff to be part of generating the pride and that we're all building this pride together. Not that we're trying to build it as leaders.” 2. Share Positive Stories Supporting Quote Mary Ann Perez: “I saw a lot of stories from our own caregivers with photos, maybe of a poster that a community member had left out in one of our parking areas. And just every time the caregiver posts, at the end they have #StJudePride. It’s not just the organization saying how important St.Jude pride is, but our own caregivers recognizing it and feeling it themselves. They don't feel like they can tell a story of St. Jude without including the hashtag St. Jude pride.” 3. Be Human-Centered Supporting Quote Mary Ann Perez: “We have an applause program, which actually generates about a thousand to 1400 per quarter of recognitions that come from patients and families. They go from caregiver to caregiver, from physicians. In addition, we have an online recognition form where we receive recognitions again from caregiver to caregiver, in addition to online stories. Another mechanism we have in place is our daily huddles, and our daily huddles occur in every department every day, and we highlight a different caregiver’s story.” Brian Helleland: “One of the other things that I use as a metric is how many of your caregivers do you know by name? Executives are embarrassed sometimes to go around and talk to people and are afraid to introduce themselves because they may not know the caregiver by name or the employee by name, and I'm like, that's fine. Go out in another couple of days and go out, and when you didn't know 50 people's names, maybe the next time you don't know 30 people's names. And at some point in time, you're going to know almost everybody's names, but those there's little things to just get over on employee relations and be a relationship driven organization.” 4. Make Your Rounds Supporting Quote Brian Helleland: “It starts with the leadership. You've got to invest, not just money, but you’ve got to invest time. You’ve got to walk the halls and talk to people. I tell our leadership all the time. If rounding is not your favorite part of the day, you're doing something wrong.” Book Recommendations The Mentor Leader by Tony Dungy Radical Candor by Kim Scott No Happy Endings by Nora McInerny Purmort Sponsor Wambi - Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.
3 minutes | 2 months ago
Monday Fire: Simple Gratitude Journaling
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: How can you incorporate gratitude journaling in your routine? Subscribe to get your Monday Fired up.
33 minutes | 2 months ago
106: Understanding the Coaching Effect | Bill Eckstrom
Bill Eckstrom is the Founder of EcSell Institute, a global research based organization that works with leaders to help them better understand, measure, and elevate coaching's impact on performance. Bill’s primary passion is growth, especially the growth that occurs in individuals and teams as a result of coaching. In this episode you’ll hear Bill discuss the different qualities and quantities of successful leading, and the importance of measuring the impact you want to have. Truth You Can Act On 1. Humanize One-on-One Meetings Supporting Quote Bill Eckstrom: “The biggest complaint people have about having one-on-one meetings with their boss is, ‘All my boss wants to talk about are the numbers. That's my one-on-one meetings. It's really a review of my pipeline. Nothing that my boss couldn't get, my manager coach couldn’t get from the CRM. They just want to talk about results.’ Here's what's interesting. The most critical component when we think of quality of coaching, the baseline, the foundation for growth and performance, is relationship and one-on-one meetings. The biggest sin we see within those is the manager. The coach is not using them to further perpetuate a relationship. That's the biggest mistake within the one-on-ones. The way they should be done is there should be a connectivity, a way to build trust, further relationship with initial personal updates. And as simple as they sound, you'd be shocked at the number of people who don't use a one-on-one to just take the time to say, ‘Hey, how was your weekend?’ That's really what’s needed.” 2. Make Feedback Constant Supporting Quote Bill Eckstrom: “Feedback should be woven into the fabric of any relationship between boss and employee. Feedback should be natural. It should always be there. It should not be always so formal that it means I have to sit down. No. Feedback should always be there, and that needs to look and take on more of a form of questions than anything else.” 3. Challenge Your Employees Supporting Quote Bill Eckstrom: “The catalytic factor is the ability of a leader to effectively challenge me and put me in a state of discomfort to create growth, because growth only occurs in a state of discomfort. So basically what that is saying is, I could be a wonderful meter in terms of creating relationships. I could do a lot of these things, but if I don't challenge my people, if I don't make them uncomfortable in a healthy way, we're not growing.” 4. Measure Impact Supporting Quote Bill Eckstrom: “Measure. It’s that simple. You know, you could teach all this. You could promote all this. You could try and bring this into your organization, but that's really insignificant if you're not measuring its impact. If you don't create a baseline of it, whether it's through engagement or some other way, if you don't create a baseline and understand it. It’s just logical. There should be a force to process or measure. Train, educate, implement, and track. And step number one is to measure. What I would tell people is, you can talk about it all you want, which is really insignificant because if you're not measuring it you have no idea if it's going up, down, or sideways.” Book Recommendations James Michner Man’s Search for Meaning by Viktor Frankl The Coaching Effect by Bill Eckstrom
3 minutes | 2 months ago
Monday Fire: Special Gratitude Touches
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: How can you recognize or thank a coworker? Subscribe to get your Monday Fired up.
36 minutes | 2 months ago
Healthcare Series: Using Reflection to Recharge | Maureen Fagan
Dr. Maureen Fagan is the Chief Nursing Executive at University of Miami Health System in Miami, FL. She is passionate about leading resilience and helping people recharge. In this episode, Maureen recounts her leadership journey this year on the frontlines of healthcare and shares best practices to help employees find their “reserves”. Truth You Can Act On 1. Listen to Hear and Empathize Supporting Quotes Maureen Fagan: “You see an executive that's on the floor in what we would call the trenches. That's our slang for being on the unit and seeing the patients and meeting the patients and hearing their stories, and I can see that when I do that nursing leadership in the end, the nurses on the frontline that are their staff step back and listen to me. They listened to me talking to the patient. And when I'm talking with the patient, I'm cognizant of the fact that I'm modeling the behavior, that I would like them to have the comportment of what I would like them to be providing.” Maureen Fagan: “You're staying on point with what the patient is explained to you. And if the patient is sad about, um, having gotten COVID and they just couldn't believe it, and that they didn't think it would happen to them, you're obviously saying, ‘I'm so sorry that this happened to you.’ You're being able to meet them where they are at this moment. So what you're doing is focusing the negative mindset that the patient is in currently, and then you're saying, in your mind, ‘How am I actually going to be focusing on something positive?’ So you're taking that mindset, that negative mindset, and giving it the reframe that we talked about to something positive.” 2. Don’t Take the Bait Supporting Quote Maureen Fagan: “I think if you reflect back and use the lens of objectivity, you know, I know I got triggered by when he, or she said this or that. And then that made me do what? I tell my staff, and I've told myself this for years, don't take the bait when something is happening right there. There might be somebody that you're having a conversation with and it's becoming provocative for some reason, and you want to make a point. I think if you actually respond back with, ‘Well, you know, I think that because ___,’, that actually just cascades. And so when you're looking back on this after the event is over or the conversation is over, I think when you reflect back that begins your process of how you restore and rejuvenate yourself based on your reflection.” 3. Take Time to Recharge Supporting Quote Maureen Fagan: “Part of my self-care is when I get home, I am quiet for a solid hour. I don't watch television. I don't read. I sit outside and I think sitting outside, no matter what the temperature is, if you're dressed the right way to be able to actually breathe without your mask outside, without anyone else being around you is a saving grace in this pandemic.” 4. Have Energizing Talks Supporting Quotes Maureen Fagan: “One of the things we like to do is to come on [Zoom] a little bit earlier and just chat it up. That's been fun because whoever is on early, you get to say hello to and talk about other things, too. And when the new folks come on, you can see them come on before they actually come on. So, if you're already talking, the other person realizes, ‘Oh, you know, I really want to talk to these people, too.’ And now we have another two minutes before we're actually going to start the Zoom. So I find that a lot of fun.” Maureen Fagan: “I think to be, to be a little silly changes the energy in a room and to be silly with, um, without hurting someone's feelings. So silly stays in a realm of being funny and being childlike in its environment. And that is a very high energy field to be like that it's like singing, singing is another very high energy field that you can capture. But silliness does that too.” Book Recommendations The Omnivore’s Dilemma by Michael Pollan Brené Brown Sponsor Wambi.org – Wambi is about human connections. We view feedback as the fuel for interpersonal growth and are always striving to achieve the highest versions of ourselves and to lift others up along the way.
2 minutes | 3 months ago
Monday Fire: Create a Vibe You Thrive In
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: What vibe can you create to help you thrive? Subscribe to get your Monday Fired up.
31 minutes | 3 months ago
105: Embracing a “Feed-Forward” Mentality | Bill Auxier
Bill Auxier is the President and CEO of Dynamic Leadership Academy where he specializes in executive coaching, specifically in the healthcare industry. In this episode, Bill breaks down the method called team stakeholder-centered executive coaching, and discusses the power of personal assessments and feedback. To learn more about Bill and team stakeholder-centered executive coaching, you can tune into his podcast Rural Health Leadership Radio at rhlradio.com or visit his website at billauxier.com Truth You Can Act On 1. Focus on One Thing to Make a Difference Supporting Quote Bill Auxier: “For the executive team, they felt like they needed to become better communicators, but one of their big picture objectives was improving employee engagement. So working with them, identifying a goal, a team goal around communication, and then working on that with each of the senior leadership team members, as well as a group. Each person created their own individual goal that contributed to the team goal, and through that stakeholder centered coaching process, we measure the results of their growth in their behavioral change and their growth and communication.” 2. Pivot Feedback to Feed-Forward Supporting Quote Bill Auxier: “Feedback is important to me because I can learn from it, but I can't change anything, whereas feed forward is a suggestion on how I can improve in the future. We can't change the past. We can learn from the past, but we're all striving to perform better in the future. And that's why we want to emphasize feed forward because to a certain extent, we got to let go of the past. The past is behind us. We learn from it, yes, but we need to let go of the past. Then in that moment live in the present and then work towards the future. And that's what feed forward is all about.” 3. Change Your Behavior Supporting Quote Bill Auxier: “If I told you that I was wanting to become a better listener, because I think I need to be a better listener, and I think it would make a big impact on our ability to work together. So occasionally I'd like to ask you for some feedback and feed forward. I can read all kinds of books, I can Google how to be a better listener. I can read all these articles. I can be doing all these trick things in my brain to be a better listener, but if I never asked you if I'm being a better listener, how am I going to know if I'm being a better listener? I can learn from that. I'm constantly asking you for feedback and feed forward, so after a while, you're going to say, ‘Hey, I guess they are taking this seriously, and he really does want to become a better listener.’ And then when I implement an idea that you suggested to me, you're actually going to notice it because you suggested it to me...And so not only am I changing my behavior, you're noticing how my behavior is changing because we're always talking about, and so that's how you can change behavior and the perception of that behavior simultaneously. 4. Say “Thank You” After Feedback Supporting Quote Bill Auxier: “When you ask someone for feedback, after someone tells you, you can only respond with two words, sometimes three words, but those two words are ‘Thank you’, or you could include their, their name, ‘Thank you, Nikki.’ The reasoning behind that is, has anyone ever asked you for feedback about something, you give them feedback and then they tell you why you’re wrong? Does that encourage you to give that person more feedback? No, because they didn't really want feedback. They want you to agree with whatever they did. So if you're going to ask for feedback, and if you're going to build trust, and if you're gonna encourage others to do this again, when you ask for feedback or when you ask for feeds forward, after you listen to what they say, you don't interrupt them. You let them tell you what they're going to tell you. You can only respond with two or three words. ‘Thank you’, or “Thank you, NAME.’ That's it.” Book Recommendations Triggers by Mark Reiter and Marshall Goldsmith What Got You Here Won't Get You There by Marshall Goldsmith
3 minutes | 3 months ago
Monday Fire: Build That Habit
Happy Monday! Every Monday we drop some #MondayFire to help you get excited about your week. Here we go! Our question for you today: What habit can you build today? Subscribe to get your Monday Fired up.
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