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Show Up as a Leader with Dr. Rosie Ward
36 minutes | Jan 20, 2022
Leading with the Heart with Rebecca Metter
Leading with the Heart with Rebecca Metter Focusing on what is going well is a beautiful way to remind people of their ‘why’ - what is it that drew them to their profession in the first place. That’s the driving concept behind Wambi, an employee recognition platform for the healthcare industry. Wambi is a deeply emotional company and that’s why CEO Rebecca Metter is dedicated to leading it with heart. In this episode, Rebecca talks about the importance of showing your human side as a leader. Along the way, you’ll learn different ways to connect with your team and why love is an essential business principle. Guest Info Rebecca Metter, CEO & Co-Founder - Wambi, LLC Rebecca’s life’s work has been finding ways to prioritize and improve human connection. As CEO of Wambi, Rebecca realizes her mission by transforming Wambi from an in-house solution to a national offering across hospitals, health systems, and home care settings as a means to improve human experience in healthcare. Rebecca’s background includes experience in sales, technology, and law. She spent eight years at LexisNexis, serving a variety of roles, which culminated in leading Sales for its Managed Technology Services division. Rebecca has a Bachelor of Science, magna cum laude from New York University and a Juris Doctor from Rutgers University School of Law. Guest Resources Wambi on YouTube - learn more about Rebecca's company and the difference Wambi is making. Moments That Move Us - Check out Rebecca's new podcast where she features healthcare leaders sharing transformative stories about impactful moments of human connection. Moments That Move Us YouTube Channel - if video is your preferred medium, check out Rebecca's podcast YouTube channel. Show Notes Key takeaways from this episode: - When in doubt, go back to your ‘why’ - A leader’s number one job is to connect with their team - Turn up, be present, tell your truth, and let go of the outcome What to listen for: [01:23] The story behind Wambi [04:19] Getting people back to their ‘why’ [06:28] In the mundane lies the exceptional [08:24] Leading in a fully present, authentic way [11:51] Love as a business principle [13:10] A leader’s number one job [14:15] Preserving culture during the pandemic [18:58] Why leaders should tap into the depths of who they are [23:44] Rebecca’s self-limiting story [28:43] Looking at failure as an opportunity [32:35] Quick questions with Rebecca [35:46] Rebecca’s challenge to other leaders Follow Rebecca Metter and Wambi on Social Media The post Leading with the Heart with Rebecca Metter appeared first on Dr Rosie Ward.
32 minutes | Jan 6, 2022
Episode 32: Julie Bartkus on Detoxifying Your Organization
Episode 32: Julie Bartkus on Detoxifying Your Organization What pain points do you have in your organization that are holding you back? Julie Bartkus, a workplace transformation consultant, says to move forward you need to root out the cause of that pain. If you’re willing to be vulnerable and take a hard look at your organization, then you can put yourself in a position to change your business for the better. In this episode, Julie breaks down what it means to “detox” an organization. As you listen you’ll learn how to identify and eliminate the things that de-motivate your staff and get to a place where you can fall in love with your business all over again. Guest Info Julie Bartkus, Founder & President - Motivate Teachers Julie helps leaders create the positive and productive workplace that they desire and deserve. She has extensive experience helping leaders eliminate the destructive communication patterns (such as workplace gossip) and mindsets that keep their teams stuck. Julie has interviewed thousands of staff members and their leaders to find out what the "demotivators" are in the workplace and what the motivators are. Her finding are incorporated into the step-by-step systems that she shares with leaders today. Julie Helps: Business owners who study personal development attract and retain a team that will help them bring their business to the next level. Overworked business owners who are stuck in a repeating pattern of hiring the same types of people over and over again break free. Entrepreneurs who want to achieve the supportive and motivating workforce culture crucial to attracting an hiring your ideal people. Guest Resources “Getting Unstuck” Consultation - this is where you can schedule a free, no-cost getting unstuck consultation with Julie. Show Notes Key takeaways from this episode: - If you don’t connect to your vision, no one else will - Identify what’s causing the pain in your organization and eliminate it - Learn to let go of the things that aren’t working What to listen for: [01:36] Developing and cultivating your vision [04:42] Doing away with judgmental thoughts [06:53] Knowing who “your people” are [09:52] What it means to detox an organization [13:46] Identify what’s causing pain in your organization [17:10] Creating a more human workplace [20:16] Removing what no longer serves us [23:38] Having the people you need to bring your vision to life [25:11] Julie’s self-limiting story [28:09] Quick questions with Julie [30:51] Julie’s challenge to other leaders Follow Julie Bartkus on Social Media The post Episode 32: Julie Bartkus on Detoxifying Your Organization appeared first on Dr Rosie Ward.
13 minutes | Jan 3, 2022
Episode 31: An End-of-Year Reflection
Episode 31: An End-of-Year Reflection “Sometimes it's in the stillness, the spaces in between, where we find our most creative thoughts, our clearest thinking, our ideas, our commitment to what's next." That’s why Rosie is taking a moment to pause and reflect on all of the things she’s learned from a year of wonderful guests. Take a listen to hear what you might consider implementing in your leadership journey in 2022. Guest Info Rosie Ward, Ph.D., MPH, MCHES, BCC, CEO & Co-Founder - Salveo Partners Dr. Rosie Ward is an energetic, passionate, compassionate leader, consultant, coach, speaker and author who focuses on transformation from the inside out. Her mission started over 20 years ago when she experienced firsthand the ill effects of working in a toxic work environment and found her wellbeing eroding. Since then, she has worked tirelessly to find a solution so this experience is no longer the norm. She is sought after to help rehumanize workplaces so that people are freed, fueled and inspired to bring their best selves to work – and home – each day. Rosie serves as CEO and co-founder of Salveo Partners, LLC, a professional consulting and training company focused on equipping organizations to find success while putting people back at the forefront of their business. They focus on leveraging The Fusion (the inextricable interconnectedness of organizational and employee wellbeing) to help transform workplaces and support people in integrating their personal and professional lives. A fierce advocate for humanity, Rosie consults with organizations of all sizes and industries, coaches leaders to be more effective, develops a growing community of Paradigm Pioneers, and serves on the leadership team for the Twin Cities chapter of Conscious Capitalism. Her first book, How to Build a Thriving Culture at Work: Featuring the 7 Points of Transformation, has served as a blueprint for hundreds of organizations to break past old, outdated paradigms and rehumanize their workplace. She is honored to be among the founding authors of Conscious Capitalism Press for her latest book, Rehumanizing the Workplace: Future-proofing your organization while restoring hope, wellbeing and performance. A lifelong learner, Rosie devotes herself to her own ongoing development and sharing her insights with others. In addition to having a Ph.D. and numerous coaching, assessment and program delivery certifications, Rosie was trained by Dr. Brené Brown as a Certified Dare to Lead™ Facilitator. She is often referred to as a “Ph.D. with a personality” and is known for challenging and inspiring people to think differently about what it takes to become the best version of themselves and for organizations to foster their growth and development. She has an incredible gift for taking complex ideas about culture, leadership, behavior change, and what it means to be human and synthesizing them in a way that makes them relevant, understandable, and meaningful for people. Rosie currently lives in Minneapolis with her husband and son. Follow Rosie Ward on Social Media The post Episode 31: An End-of-Year Reflection appeared first on Dr Rosie Ward.
29 minutes | Dec 9, 2021
Episode 30: Vasavi Kumar on the Power of Leading with Our Authentic Selves
Episode 30: Vasavi Kumar on the Power of Leading with Our Authentic Selves Vasavi Kumar, a coach and licensed therapist, says real leaders show their full selves - the good, the bad, and the ugly. Sharing your messy parts can open doors in others they didn’t even know were closed. While that level of vulnerability isn’t for everyone, Vasavi and I talk about how it leads to unexpected and meaningful connections. As you listen you’ll learn why showing up as your authentic self allows you to skip the drama and how sharing what you're struggling with can be a valuable teaching moment. Guest Info Vasavi Kumar, Founder - Real Rich Community Vasavi Kumar is a Visibility and Confidence Expert, and Founder of the Real Rich community. Through her membership community and podcast, Being Human with Vasavi, she helps thought leaders and expert feel more confident on camera and clear in their creative process. She’s been featured in the Wall Street Journal, FOX, VH1, and was a regular on NBC’s Kansas City Live as the “Keepin’ It Real” guru. For more from Vasavi and to learn more about how you can stop hiding and start shining in your business, stop by her Instagram @mynameisvasavi or vasavikumar.com. Guest Resources Vasavi's Website - this is where you can learn more about Vasavi, find her Being Human podcast episodes and more. Show Notes In this episode, you'll learn to: - Show up as your full self—the good, the bad, and the ugly - Never stop working on yourself - Be okay with not being for everyone What to listen for: [02:18] Leading with your full self [07:24] Owning and sharing your humanity [13:14] The dangers of living out of alignment [16:41] Listening to the energy behind words [17:52] The difference between vulnerability and oversharing [23:17] Vasavi’s self-limiting story [24:37] Sharing the mess [26:03] Quick questions with Vasavi [29:41] Vasavi’s challenge to other leaders Follow Vasavi Kumar on Social Media The post Episode 30: Vasavi Kumar on the Power of Leading with Our Authentic Selves appeared first on Dr Rosie Ward.
35 minutes | Nov 24, 2021
Episode 29 – Brandon Hatton on Having an Abundance Mindset and Healing Our Money Memory
Episode 29 – Brandon Hatton on Having an Abundance Mindset and Healing Our Money Memory You have to work on yourself before you can show up for others. Something easier said than done. Brandon Hatton, the author of Conscious Wealth, says one place you can start is your relationship with money. In his book, he describes why a recalibration of your views on your finances can put things into perspective and help you focus on what really matters. Listen to this episode to hear how Brandon was able to create a sense of abundance in his life and what kind of impact you can make on others by doing the same. Guest Info Brandon Hatton CAP®, CRCP® Investment Advisor Representative - The Hatton Group of Raymond James Brandon is an investment advisor who endeavors to help his clients live abundant, intentional lives. He specializes in family dynamics around multi-generational wealth and advises clients who seek to use their financial assets to help make a positive impact through investments and philanthropy. Brandon understands the constructive nature of wealth when all family members are engaged and working collaboratively. To this end, he guides families in estate planning, business exit strategy, and general financial preparedness for future generations. Brandon enjoys the fulfillment that working with people brings, including the creative, methodical nature of portfolio creation and wealth maintenance based on Conscious Wealth principles. Brandon has traveled the world many times over, opened a school in Egypt with a team of four co-founders, and taught history in Lebanon and Brazil. He enjoys sailing, reading poetry, and cooking whenever he has a chance. Guest Resources Conscious Wealth: Money, Investing, and a Financial Awakening for the Person Who Has it All by Brandon Hatton This book is for those who wake up one day and realize they have everything they always wanted and yet discover that it is not enough. Those with unlimited financial means are, ironically, often still operating from a place of scarcity. They are unaware of the negative stories they have built up around money and are unable to differentiate between being rich (having a lot of money) and being wealthy (having money but also a positive connection with self, with others, and with the bigger world). Falling back on the lessons learned during his own journey, Brandon provides a clearly illustrated mindset around money and a framework around investments, both of which allow readers to focus on what matters most during their wealth creation journey. Conscious Wealth helps readers achieve not only family communication and healthy personal interactions with money but also a means to greater impact the world through investments and a Conscious Wealth philosophy. BrandonHatton.com - this is where you can learn more about Brandon, including his blog, book, speaking services and Conscious Wealth management. Show Notes In this episode, you'll learn to: - Create a sense of abundance in your life - Transform money into purpose - Be intentional with your money in order to make an impact What to listen for: - [02:19] The purpose of finance - [04:04] The dichotomy of consciousness and wealth - [07:34] How to create a sense of abundance - [09:28] Reframing beliefs that no longer serve you - [11:33] Doing the inner work - [13:57] Transforming money into purpose - [21:17] Using money to make an impact - [23:05] How money can unite us - [24:29] Investing in social change through your business - [27:06] Questioning your narratives around money - [31:38] Being a leader who teaches - [33:04] Quick questions with Brandon - [35:31] Brandon's challenge to himself and other leaders Follow Brandon Hatton on Social Media The post Episode 29 – Brandon Hatton on Having an Abundance Mindset and Healing Our Money Memory appeared first on Dr Rosie Ward.
33 minutes | Nov 11, 2021
Episode 28 – Michael Crafton on Removing Hierarchies, Ego and Nurturing a Humane Workplace
Episode 28 – Michael Crafton on Removing Hierarchies, Ego and Nurturing a Humane Workplace Our multi-tasking, results-focused world makes it easy to prioritize metrics over people. Michael Crafton, CEO of Nelbud Services, shares why taking a counter-cultural approach matters, and how it's benefited his organization. He gives practical advice, discusses how he overcomes his own self-doubt, and motivates listeners to flip traditional org charts upside down. Join us for an inspirational, action-oriented episode that will help you show up as a servant leader. Guest Info Michael Crafton, CEO - Nelbud Services Michael Crafton is an entrepreneur, CEO, and industry disruptor. He started his company on December 1st, 2005 with $800 and an old pickup truck. Now, it's the largest self-performing Kitchen Exhaust Hood Cleaning company in the country. Michael’s career reflects his passion for driving his “Employees First, Customers Second” belief growing and mentoring people who in turn provide outstanding service to their customers. Exceeding expectations is the hallmark upon which he builds his people and business strategies. His mission to change the way people interact with a service provider by utilizing ground-breaking technology has resulted in growing from an old pickup truck to 20 regional offices, over 30,000 customers, and a 20 State coverage area. He has successfully scaled and pivoted his business through the economic downturn of 2008 and more recently the Pandemic of 2020. From under $400K in revenue in 2006, Nelbud is approaching $30M in 2021. Nelbud is a seven-time winner of the Distinguished Top Workplace award in Indiana and has won many other awards, including: Indiana Company to Watch, Blue Chip Business Award, Top Service Company in Indiana, Spotlight Award, and Michael has been named as a 40 Under 40 Award winner. When the Covid-19 pandemic hit, Nelbud lost 70% of all revenue in a single day in March 2020 due to the lockdown. In keeping true to their "Employee First" mission, Michael flipped the company within 72 hours from commercial kitchen cleaning to disinfection. As a result, Nelbud was able to grow revenue in 2020 - more than in 2019 despite the pandemic challenges. Michael earned his Bachelor of Science degree in Marketing from Indiana University. He has completed events such as Sealfit KOKORO, “Running of with the Bulls” in Pamplona, Spain, backpacked Europe, attended many world championship sporting events including the Soccer and Rugby World Cup, bungee jumped, sky dived, with more to come. Guest Resources Nelbud - this is where you can learn more about Michael's company. "Grease Cleaner" CEO - this is another interview Michael did on the Ditch Digger CEO podcast. Show Notes In this episode, you'll learn to: - Cultivate an employee-first culture - Embrace employees as people - Invite transparent communication What to listen for: • [03:00] Nurturing an employee-first culture • [05:30] Understanding employees as humans • [07:00] Crossing traditional boundaries • [09:30] Investing in employees • [12:00] Being present in relationships • [14:00] Opening lines of communication • [15:30] Sharing financial information transparently • [19:00] Reversing the org chart • [22:30] Inviting conversation across roles • [26:00] Moving beyond self-doubt Follow Michael Crafton on Social Media Episode Transcript Rosie: This is Show Up As a Leader, a show from people forward network, helping you maximize your positive impact on the world by becoming your best, fully authentic self. So you are going to love this conversation that I had with Michael Crafton, the CEO of Nelbud, completely turning business upside down - culture and humanity before it was cool. And you're going to be blown away with how he describes their interview process, their org chart, and the challenge that he puts out to leaders everywhere to create more human workplaces and equip everyone to show up as a leader. All right. So Michael, I have to dive right in because I'm uber excited to talk to you. And what I love so much about everything that you have shared with me is your incredible focus on giving people opportunities and giving them second chances. And I think that this gets missed. We talk about this in our book Rehumanizing the Workplace, how important it is. So I would love it. If you would share a little with me about why this is so important to you, and then some of the deliberate practices that you have in place to really foster this at Nelbud. Michael: Nelbud is a company, it's actually a 40 year old brand that started in 1981, but Nova is a brand that I acquired in 2015, which is a long story. But the company that I started back in 2005, I started genuinely as a mission-based business to give people opportunities that didn't otherwise have opportunities for multitude of reasons: bad upbringings, born into bad socioeconomic environments, just they made mistakes, or there was some challenges when they were younger. Because I truly felt that there was an underserved population that just society just beat down for no reason. Uh, and this was pre social media. This was pre political media overemphasizing, everything that was happening in culture. And I just, I genuinely wanted to do the right thing and help people; and at the same time, build a great business; let people have the white picket fence and half of a dog and three kids and everything that they said that you should have in the United States. And it actually took on a mind of its own, because what I didn't realize is how impactful it had on individuals, but also communities and families. And at the beginning, what was really special and why we got so much attention nationally as we grew the business, cause we came out of nowhere, is we were incredibly successful. It was by accident, but it wasn't by accident, because we were all aligned with a vision. We were all part of this little snow globe, I would call it, and everybody had a story. And that story resonated. We went through a phase where a hundred percent of our employees were referrals. We had zero turnover. Our customer base loved what we were doing because they could trust and rely on the same people coming to their facilities, providing a life safety services on a very strict routine schedule by code. And it was just really funny, great experience. Fast forward nine years into the business, we did a capital raise, got involved with private equity. Purchased some really great brands like Nelbud and the rest is history. We're now the largest provider of life safety services, in-house in the United States. We're part of a global company now called Holton group and hoping to take our model and employee first culture and motto to all over the world. Rosie: You said something in there that I think is really important. So many businesses will say our employees are our most valued asset, which don't get me started because people aren't assets. But I hear all the time in healthcare or patient first and customer first. And it's always the focus on whoever that stakeholder is that the business exists to serve. And so many business businesses and leaders focus on that. Yet are very deliberate that yeah, our customers are important, but our employees come first. Can you speak a little bit more to that and how you nurture that and how it serves. Michael: I think there's a lot in there. And unfortunately, and fortunately, because it started the conversation most recently is that it's a topic, right? Everyone currently is talking about HR and how important people are. And there's this great resignation in the United States. And people are just fed up with poor working conditions, being micromanaged and just. That environments that they thought they had to stay in that cycle. I think what's unique is we have never not been that way. Literally. I was the only employee of the company in 2005, 2006, and I was saying employees first customer second, not truly understanding where it would go. So we have always preached that. We've always had it in our DNA. It's always been a Bart part of our culture or our employer brand. It's a part of our interview process or recruiting process. We even lead with it in our sales process for customers. So I think because of that, Indoctrination of our entire employee base and they hear it before they even accept a job with no Melba. It brings them into that circle and they start to expect specific things from the company, from our management team, from our benefits, from every level of the organization to follow that mantra. And it all feeds into our core values, our vision mission, and a lot of our systems and policies. So I think for one it's always been there. It's not something we made up because of the last couple of years. But it's not a campaign we're doing because we want to hire a bunch of people to continue our incredible growth and demand of our services. It's always been there because of that. People believe it and they want to be a part of it. So that's number one. Number two is when you say those. It comes with a lot of responsibility. We have 20 offices across the United States. We're starting to get pushed into Canada and we're going to Europe and people will literally email me directly. They'll describe a situation. And then they'll say, Michael, how is this employees first customers second? Like, how is this treating your employees first? And it's, it could be something that their supervisor did or their manager did. And it's a valid point. So we address those things head on there's two sides to every story, but we work through those issues. And we asked the same question and then again, people start to understand it and think that way. Another thing that I think is really incredibly important is there are things that happen inside of Melbourne, but also outside of Melbourne that are incredibly impactful to somebody just wellbeing. So we spend a lot of time. 50% of our wake hours working on people's personal development, as well as our professional development. And that's sometimes is fleeting to a lot of companies is they're always worried about how can we make you a better employee? How can we drive your efficiency? How can we make. Uh, more capable and knowledgeable about what you're providing or the job you're doing, or how do we promote you? Thing gets you on this career path. And they just forget that those things are fantastic, but a lot of the mood, a lot of people's drive and energy and just wellbeing comes from at home or away from work. And if somebody is in a bad mood is when's the last time they've eaten. That sounds crazy. There's a hunger problem in the United States and that's real, or did they get in a fight with their significant other, or are they having a behavioral problems with their children and that they're dealing with and they're not sleeping. And so I think for us, we really try to drive home and understand the why of why things are happening to individuals and 99% of the time. It's not perfect. 99% of the time. If you go back farther far enough and address issues that have nothing to do with the business, the person is. Which internally makes them more appreciative, loyal, and a longterm employee that provides really great service next. Rosie: there's so much in that I want to unpack. My head is spinning. So one, I love that. First of all, we're a whole person. We bring that whole person to work and I love that you're looking beyond the, oh, you're behaving badly today or what the heck's wrong with you, or that you're supposed to suck it up and somehow come to work and be a work robot versus your human beings. I'm curious because so many organizations, when I talked to them about, you need to nurture the whole person, you need to really think about this. They get all, we don't want to go there, all boundary issues over. So how do you want to have those types of conversations to find out what's going on? And then two, how are you supporting them in that personal development, in that wellbeing? Michael: Yeah, absolutely. So I'm gonna address the first comment, uh, which wasn't part of your question, but I learned a long time ago that we don't manage by fear. If somebody is going to be litigious, they're going to be litigious, no matter what you do. And it's really hard. The tradition in HR as a department has changed dramatically over the years, but the traditional HR thinking and what I have been taught over my career, Through our legal partners, who are our HR department internally is don't ask, don't tell you, can't ask specific questions. You can't even get involved because it's going to end up messy. And then there's all this liability. And I'm just saying, listen, we're all in this together. If it happens. And I'm going to tell you, we've gotten burned way more than we probably have one, but the people that we win with it's worth it, it's worth all the bad things. That's the first thing of it is what it is, right? Like you're going to be in trouble no matter what you do, you might as well help somebody along the way. If that's, what's going to end up happening. So for us. We work with a very blue collar workforce and we intentionally target the demographic that needs that stability and that support structure to build the career that they're capable of. They just don't have that confidence within themselves. And the only way for us to do that, and it goes back to, I'm not going to pretend like it's not selfish, but we want people to be good employees, the amount of people. And I always have the saying and people like. If you learn a skill here and this isn't for you, when you go off and do something else and are wildly successful, and I will still meet you out for your birthday. That makes me happy. Use this as a launch pad. If this isn't your really your career, a lot of people take us up on that. You know what I mean? That's okay. Cause we have this incredible alumni network of really great people that just, they just needed that, that boost. And they just needed somebody to believe in them. So for us to actually get people through that career path and show them that their self-worth is more than what they sometimes see in themselves. We got to start at the very beginning of times, like I said, for us, it was a no brainer. We've always done it. So it's part of our DNA, but because of that blue collar workforce, because of that socioeconomic environment, that cycle, that people get into that. Necessarily deserve or wasn't really there. They don't see in themselves what's possible. And when we have HR issues or we have conflict within the organization, we tell people, listen, we hired you because we saw something in you that you may not see yet. And we're going to do everything we possibly can to bring that out. Is this the funnest job in the. Probably not. We're cleaning grease in the middle of the night in the freezing cold. But remember, this is your stepping stone. This is how you get to the next level. This is how you get to the next step. What, what is happening. And then you find out that their lease is up and they, their landlord didn't renew it. They got two kids at home. One's an infant. Like you just go through this, but nobody's ever asked a question and then you just, people just, they just talk to you because they just aren't used to that genuine care. Rosie: You're right. When people feel seen and heard, that's a core human need. We want to feel like we matter. We want to feel like we're seen and heard. And so when somebody honors that it's a gift and for people who maybe don't get that regularly, if ever it's even more of a gift. And yeah, it reminds me of when Kristen Hadeed started at student made and they evolved the company, but it was a cleaning company for students and they knew they were only going to have them for a short period of time. And, oh, do you want to go clean rat droppings and this and that, but really that was a con. For them to actually be trained, job skills, life skills, leadership skills. This just happens to be the work they do. And it sounds similar. Like you're investing in them and helping them build life skills and wellbeing skills and, and believe in themselves and invest in themselves while they happen to be cleaning grease and whatever else. Michael: Everybody has the same issues, whether or not they pretend that they're not there, or they're hiding behind some sort of fancy car, or they have a position where they dress up every day. Everybody has those same issues. And when you can actually have empathy and relate and say, listen, I'm dealing with that as well. Cause we. Our COO any different than we treat our entry-level grease cleaning technician, because that, I'm not saying our CEO is incredible. He's the one of the greatest in the world, but theory, he's dealing with the same thing just on a different level. And I think because of that, we teach people to think about themselves when they're managing, when they're supervising, when they're dealing with conflict resolution, when they're understanding training complaints and all these different things, because they were there once or they're there. Rosie: that's a great segue into there's just so much humanity in the way you go about business and you were nurturing culture and humanity before it was cool. So I love that. So what do you think is the most profound way for leaders to show their humans? Michael: So you touched on it earlier, just listen, just shut your mouth, sit down and just hear people. Like, I can't remember pulp fiction is you hear the music, but you didn't listen or you listen to the music. Didn't hear it. And that is absolutely critical because this world that we live in is so multitasking. Right. Everybody's got their. Everybody's got a TV in the background. Everybody's having 15 conversations worrying about what they're watching and you can just, you may hear the noise come out of somebody's mouth, but you're not actually listening. And I read a really good quote of, I don't even know what it was or who said it, but be the person that, that others forget, they have a phone when they're with you, because you're just, you're so engaged in the conversation you're having. It's just, you just forget that you have all these distractions all around you, you got apple watches and cell phones and ear pods and all this stuff. And I've always, really took that to heart, right? If somebody, if I'm with somebody and they are distracted, it means I'm not doing my job of keeping them engaged with whatever I'm doing and me too. I have three very young kids and my wife and I talk about all the time. We need to be really careful because we're always on our phone. We'll run our kids. And my son one time asked me if I love my phone more than I loved him. And he didn't know what that meant, but it was like it was eyeopening. And what he was saying was you're, it's always you and your phone and me, but I heard him. Right. And we made dramatic changes and it's like, we were very conscious about it. So it's the same thing in business. So I just feel like you just, you have to actually listen to what people are saying. Don't just hear the noise coming out. Rosie: 100%. I love that. And you know, what made me think of is it's not even just, it's not even just our kids. We got puppies during COVID and literally they'll sit and bad at me or bad at the phone. Like, why are you not paying attention to me? I think it's a universal mammal made. I don't know. So I love that. I love that so much. So with that, Tell me, what are some of the deliberate practices you've put in place from a people leadership standpoint that help nurture that, that help people feel listened to that help them feel seen in that kind of reverse hierarchical structure, if you will, but our reverse orchestra. Michael: As servant leadership kind of mentality. We do, we have a lot of communication channels and unfortunately, titles are very important to just people at times, which I don't believe in titles. I don't have one on my email. I would just agree with clear at the end of the day, but we make others respect their titles accessible and available all the time. So one of the things we do is we have multiple communication channels that you can go direct without feeling like. Jumping over and getting in trouble. One of the ways we get out of that mindset, a political mindset is we have a divisional meetings every week with every division. So finance, HR, senior management, our executive team, they all meet once a week. And then depending on the schedule and who is in those meetings, different people from, without the organization will attend a meeting. That's not part of their division. So like my senior leaders will jump on the. Call and they'll answer questions or just sit in and listen and interact and be human. And then monthly, we have all company, a live town halls where people come from all over the country and it's just basically a state of the union for me talking about what we're doing. Good, what we're not doing good. And we take live questions and a lot of people cringe and everybody that starts the organization cringe. When they hear that we have a live Q a. With the entire organization on the phone, literally assuming that they show up, but a hundred percent of our employees on the phone, because some of the questions are pretty aggressive, but they need to be asked and I dress. So I address them head on and there's no, it's like a safe zone right. Level for any repair for any Rosie: reason. What's the craziest question someone's asked you or the hardest question? Michael: Most of the questions always revolve somehow around money. You know what I mean? And a long time ago, I was really not secretive, but protective of a financial performance of the company. Cause I didn't want people to get caught up and scared if things weren't good, but I also didn't want people to think that if things were really good. They were somehow not making what they needed to make because they don't people. Sometimes you don't understand there was a cycle there, like it's a long journey. It's not just a short-term journey. But what I realized is that actually is really bad for culture. So we're very open about everything. We talk about our total revenue. We talk about gross or gross margins, our net margins. We talk about when we have bad cashflow issues and we do it in a way that's not over complicated. So people don't feel uncomfortable or they don't feel. I have no idea what he's talking about, or I've never heard that word before. We make things that we talk about things in ways that I would understand it. And don't forget I'm a grease cleaner to try to have everybody relate to the current state of the business so that they can be part of the solution or they can be part of the victory. Rosie: And I think transparency is so huge and what's coming up for me, as you're saying that is, it's also an educational thing, because I'll tell you that I do work with all kinds of very white collar professionals, as well as blue collar. But they, a lot of them don't know finance basics 1 0 1, they maybe had a class here or there, but they actually really don't understand how the business makes money. They don't understand how it works. And there's so many people where, unless they took formal training in some way, shape or form, they really don't understand finances. And so that's also an educational opportunity to help them. Become more savvy maybe in their personal life, but also from a business day. Michael: Absolutely. And it's part of orientation for everybody in the company goes through the same orientation. It's not specialized by position because we want everyone to understand what we do and how we do it and how we make money and how that money supports their personal growth. And we have a saying that profits are power, right? Unfortunately, and fortunately we're not a huge corporate giant with billions and billions of dollars in cash in the bank where we can be lavish, but profits are power and we tell people. The only way that we get better is by that we're profitable because we buy new trucks. We do raises bonuses. We create positions and create opportunities, and we grow into new geographies for where you people can relocate and be closer to the families. So all those things going to be unprofitable and people finally start to understand. Every nickel that doesn't go into their paycheck, doesn't go into some fancy car or a private jet. It actually goes back into their pocket somehow, or at least gives them a better work environment. That's what really magic really starts to happen. And it's hard to get people there. It really is because there's so much corporate greed on the news and everybody consumes their news on Facebook. And that's not reality, right. That's just such a rare occurrence, but that's all. Rosie: Totally. And I think when we've done purpose work with organizations and one that's coming to mind, they're an employee owned and everyone has a vested interest. And they're like, why are we spending money on this? Why are we doing this? And trying to help them understand it's an investment, it's not an expense, but also recognizing that everything you do to invest back in the company, to invest in your people, to invest in the culture actually will pay off in the long run. And so it's really shifting that perspective and saying that our purpose is not to make money. Our purpose is this, and this is the future. That allows us to do that. And guess what, the more fuel we have, the more we're able to do this, right? So you said that the profit is power. I think I stole this one from Kristen hoodie, but she calls it difference dollars in her company. You know what, when we do this, we can make a bigger difference. And so getting people in that mentality. So it's away from that greed terminology into no this connection make a difference. This can actually positively impact my family, my community. I just, I love that. So I have to ask you, speaking of sir, servant leadership, cause as you were talking about the reverse org chart, it actually reminded me of Barry. Waymiller where they have their CEO at the bottom and say I'm in service. It's people within my span of care, not people who report to me or on my team. So tell me how that came about and how that functions. I know you said it's open door, but that's so counter to how most people run a business yet you're highly successful. I would love to hear more Michael: about. Fought tooth and nail with multiple private equity companies, quality of earnings consultants. We've gone through this. They're like, Hey, you know that you can, you just give it to us normal? And we're like, that's normal for us. I don't understand. You know, I mean, like we always argue, always arguing. I genuinely, this is like sincere. I genuinely feel. That I, I am no different than anyone else around me. Like, I always feel like I'm looking up to others, how just incredible people can be. And that's why I never had, we didn't have titles in the business too. Like you're seven. And the only reason we started it is because it gave, we were growing and people needed that upward mobility and LinkedIn started to start and everybody wanted to have that for themselves. And I think that's great. We've been successful with it and without it this whole time, but as a CEO, you have there's this week. What's it. What's the word or not? Oh yeah. There's this weird aura, right? It's scary. Oh, that's the CEO or that's the president or that's the chief operating officer and I've just made sure that we've survived. I've surrounded myself with very humble people who understand the employees first mantra. So when we started doing that upside down org chart, it was really natural for us because it was in response to me constantly saying the most important people in this organization are our technical. Right. They're customer facing. They generate the revenue without that group. We are not a business. So what can we do? And how can I, I work for you. So you tell me what you need. I will do anything you ask is within reason, right? I want to make your job as fun and exciting as possible. And we were always asking those questions and we are trying to break down those barriers of that office is the CEO's office. Don't go near it, right? Like it's scary. And it's this big, important. Fake room. And I don't even know what that means, but, and you'd be surprised like again, all new people that come into the organization, they'll see people in and out of my office back before COVID and our COO he's the same way we are cut from the same cloth or president's the same way. And it's just uncomfortable, man. Like, why were they in your office? I'm like, they were just saying hi. So we did, you're getting Rosie: called to the principal's office and they assume it's human you're in trouble or something. Michael: Yeah. Yeah. Like that. Yeah. My biggest, this is a side story, but the funniest thing ever is when you ask somebody to come to your office and their first question, when they walk in as am I getting fired, I'm like, whoa, did you do something that I don't know about? What's what do you feel guilty about? But that's natural and we always joke about it. And it's funny, but, and I know I'm going around in a million circles, but yes. So the upside down org chart, how do we put that in place again? It's talked to people in orientation. We talk about it every day when I'm on my senior leadership team meetings and I'm having conversations. I talk about different divisions as if I'm talking up to my, my supervisor, because I'm trying to let people understand that they are. People that work for them on an org chart or their customers. And it's important that they serve them no different than if a customer called and was mad about a service or needed some special favor. There, no difference there. Right? They are part of that whole kind of. Rosie: I love everything about that. One of the things that you told me about in a previous conversation that I think exemplifies this, and I would love for you to expand on this as, so when would that upside on org chart? Talk to me about how you've asked your leaders to have meetings with people. Like you have some guidelines about them, like not sitting across from a desk from each other, and really how to even model that in just day to day practice. Michael: Yeah. So one of the things that I like to do, and I'm very intentional about, and it starts really, and we'll go back to the beginning of the interview process, right? We don't have traditional interviews at Melbourne, so you don't come in and sit in the lobby with your resume, a nervous dressed in your best clothes. And you wait for somebody to call you down the hall and you sit at somebody's desk and answer some, some cliche questions. So we actually start way before. Our interviews are relatively casual because the majority of our workforce, it's not the position that they're being hired to be in the field technician that drives a truck and gets dirty. Right. Even our sales team, right? Like they're in the facilities crawling around the ceiling, getting dirty. Cause we have to get estimates and stuff like that. The way we do our interviews is we do walking interview. Uh, so we walk the facility, we go out to the warehouse and show trucks and we introduce the candidate to different employees, just in their natural working environment. And it's not even a stage thing anymore because it happens so often. It's just part of us in Texas. We get so many tours, whether it's to a candidate and outside community organization and investor group, our board of directors or whoever that nobody really knows who these people are at this point. It's just natural. We just introduce everybody to everybody. And it's just this great, happy environment at that level. We ask that when we walk past somebody and say, Hey Michelle, this is John. He's applying for a job. Kitchen cleaning department, Michelle, assuming she's not on the phone, which we wouldn't stop. If she was literally would get up, walk out from around her desk, even if it's for two seconds, introduce herself, shake their hand again, reliving COVID now, but she can't shake hands it's like Rosie: you bumped all bowsers or air, or was it someone said they were going to bring back to David Hasselhoff, finger guns. Michael: And it's those little touches that people don't even understand. We're doing for them, that they remember over a long period of time. So they're already conditioning to that personal touch. And then when we have meetings, whether it's a disciplinary meeting, a social meeting, a review or good things are happening, I always ask that people don't sit behind their desk. Every most of our offices have a common area, very close to theirs, or they have the. Like out in front or in the corner. Am I always ask that people come out from around pay special attention, don't be on your phone. Don't be reading emails at the same time. You're trying to listen to something that somebody has to say, and it's really that personal touch and that eye contact. It goes back to be the person that people forget. They have their phone because they wouldn't bother you. If it wasn't for it. Wasn't very purposeful, not bothered is not the right word, but they wouldn't come to you if they didn't have something important to say. And if it's not important to you, it's important to them. Right. Perception is always reality. And I think that's a very. Rosie: I agree. And what I also love about that is that especially if it's a difficult conversation, it takes away that power differential. It takes away that combativeness and more of I'm here to sit with you rather than across from you. And I can deliver this feedback and be side by side with you and not be blaming and shaming. All of that stuff. So one of the things that speaking of humanity that I love to do, and you've been so gracious in all of this is, you know, people might be listening to this and then go, oh yeah. But even though you consider yourself a grease cleaner, you're a successful CEO. And I think so many times I hear people get nervous about somebody who has been successful or they go, I could never do that. They think that somehow people who have been successful, it's been a nice straight line and they don't ever struggle. And so I always love to show the human side of my gas. And so if you're willing, I would love you to share what is a self-limiting story that you still tell yourself sometimes. And when it shows up, how do you move beyond it so that you can still show up as a leader and make a positive impact around you? Michael: So I think my journey. Has been very unique. I started the business with $800 on a pickup truck. That's a true story, not on food stamps, but basically on food stamps, I lost 40 pounds in my first year, I was living in poverty. I was cleaning kitchen exhaust, grease hoods every night, seven days a week. I was trying to figure out how to do QuickBooks during the day. And I wasn't very, I'm not still not good at math. I didn't have any formal training in leadership or management, finance. I didn't know, financial stuff. But I was really good at, I was a hard worker and I was decent at sales. So I just, I had to learn all that stuff on the fly while being like in the field. So I was in the field on a truck for almost five years now. That's true. Before I actually was able to build up and hire lots of people and become like functioning business, I guess you can say. So I cut my teeth and learned the business and. Through that time period. I was always looked at as the grease cleaner businessperson, but the grease cleaner was always first. So when I would go into rooms or talk about the business, the first question out of people's mouth was, is when did your dad start the business? Or how long have you been working with your family business? That just, it was natural and I was always the youngest in the room. And that became part of my thing. I just embraced it. I started at five years ago or 10 years ago or whatever. So I still to this day look up to everyone. Whether that's real or not real, whether or not I'm perceived as more successful or less successful, I'm still this just a screen cleaner. Who's working really hard to try to make it someday. And there's one funny thing that my wife hates, but when people ask me what I do, I always say I'm a grease cleaner, and everybody laughs and they're like, oh, how, what do you really do? I'm like, no, I'm a grease cleaner. And then the next words out of their mouth is, oh, that's really cool. I'm like, is it like, do you really? Because just to get people uncomfortable, get them off their. Um, and then when we talk through, it becomes very evident and clear that this is an industry and it's great, and blah, blah, blah. Uh, so I'm always, I always look at others as being significantly more successful and more capable than I am. And how I get through that is just talking and talking through that with them, trying to relate with what their kind of story is. And I always want to know people's story because it's, you never know what's behind the curtain. And typically you'd be surprised there is an incorrect. Community of human beings that are incredibly successful, that you would never know, and I'm not successful yet. So don't take that. Don't take that as if I'm saying I am, I'm working towards that level, but if you don't know their story, you don't whether they are or aren't. So I think how I get through it is just open communication. I always remember that. Yes, we've accomplished things, but we haven't accomplished the ultimate goal and that's to create an amazing amount of sustainable. For every community community that we serve, because there's still a lot of people out there that need a career like this, but just understanding that, you know, being a grease cleaner, isn't the worst thing in the world. And we have accomplished, we've started to accomplish things and just relating to others through that. Rosie: We all have a story. And is someone curious enough to inquire about it or ask about, or do we have opportunities to tell it? And we're not what we do. We're not our job. We're not our titles. We're not our health risks. We're so much more than that. So that's fantastic. So I like to have this little quick questions segment, just fire, rapid fire, if you're game, please. All right. Fill in the blank. Living authentically is. When the world is presenting an opening, but you don't feel like showing up as a leader. What do you do run to it? What's something people would be surprised to know about you. Michael: I love art. What's your favorite art? That's a good question. I like all types of creativity, probably paintings is something that I'm very attracted to just in general. And I don't have a special period. I just like all day. My tastes are all over the place. And that goes to my kids finger paintings that are terrible, but awesome to, I have the lube or whatever. So yeah, I'm all over the place. Rosie: What's your favorite go-to Michael: movie? Boiler room is my favorite movie. What's your go-to song? Welcome to the jungle. Yes, Rosie: what's something. And I say something lightly. It doesn't have to be a thing. What's something you can't live Michael: without my. Rosie: What's something in your ordinary daily life that makes your heart happy Michael: morning workouts. What's your favorite workout? Um, I go through phases right now. I'm in a functional workout phase where it's like a military Navy seal kind of mentality. So I've been doing a lot of like CrossFit MIRVs and there's a new workout called the chat and pushups, pull ups, all those things. But I go through the gamut, free weights, all that stuff running. I'm going to love Rosie: running and last but not least. What are you grateful for right Michael: now? No, bud was just acquired by a global company based out of Finland, which is extremely exciting for us back in August. And they're giving us the opportunity to expand nationally in the United States, but more importantly, extend globally into Europe, Asia in the middle east, where I think our mentality, our model and our kind of ethos can really help a lot with. That's Rosie: so fantastic. My closing question for you, Michael, if you could challenge leaders everywhere to practice this one behavior that would create more human workplaces and equip everybody regardless of their title or role to show up as a leader, what would that be? Michael: I'm going to say two things. Empathy is incredibly important because not every situation is the same and not everybody is the same. So perception is reality, whether or not somebody's perception is right or wrong, it's how they perceive situations happening. And you've got to have empathy and understand in order to have empathy, you need to listen. Don't just hear the vibrations coming out of their mouth. You have to actually listen to what they're saying, which all kind of ties itself together. So I always challenge my leaders to take a deep. Think about what people are telling you understand it's their perception, not yours that really matters in this situation and have empathy for what they're going through, whether it's good or bad, or whether you believe that they're justified. It doesn't matter because they think they're justified. And it's your job to close that gap and kind of understand the situation with. Rosie: I couldn't agree more if everyone did that, man, we would have such better workplaces. So I just, oh my God. I could talk to you for hours. Thank you so much for everything you're doing. I am super excited that you get to expand your reach globally because it's just so needed. And God, if we had more leaders like you, I wouldn't be, I wouldn't have a job, but I'm Rosie ward and this is show up. To learn more head over to people forward network.com and of course hit that follow button. The post Episode 28 – Michael Crafton on Removing Hierarchies, Ego and Nurturing a Humane Workplace appeared first on Dr Rosie Ward.
34 minutes | Oct 28, 2021
Episode 27 – Jethro Lloyd on Why it’s Necessary for Leaders to Show Their Human Side
Episode 27 – Jethro Lloyd on Why it’s Necessary for Leaders to Show Their Human Side There's a lot to love about the '80s, but there are a few things we're glad are gone. For example, the "superhero" approach to leadership. Jethro Lloyd, CEO and President of iLAB, digs into the shortfalls of leaders who try to seem invincible and explains why vulnerability is critical to leading well. Listen to learn why showing up as a leader means embracing your humanity. Guest Info Jethro Lloyd, CEO & President - iLAB Jethro Lloyd spent twenty years leading his team in setting and raising the global standard for software quality assurance. Under his leadership, iLAB has grown from a small 15-person team of Quality Assurance Professionals to a robust organization of over 800 innovators, strategists, and quality leaders. Lloyd started a software quality assurance internship program in South Africa that has been recognized and accredited by the Skills Education and Training Authority of South Africa. Developing this program led to his invitation to sit on the Rhodes University Advisory Board. He uses this position to bring career development and opportunity to professionals in South Africa and is looking forward to his plan of expanding the internship program on a global level. Lloyd has spearheaded iLAB’s involvement with Elephants, Rhinos, and People (ERP), an organization that seeks to alleviate poverty in rural South Africa through education. This preserves and protects elephants and rhinos that are threatened due to poaching and habitat depletion. He has set the example for his staff when it comes to understanding clients’ diverse industries today and anticipating their needs tomorrow. His commitment to prioritizing the human element above dollars and cents empowers iLAB to foster healthy long-term relationships with his clients and staff. Lloyd believes it is his mutual respect and care for one another that ultimately allows us to protect our clients’ reputations and ensure they develop and deploy quality software. This philosophy of servant leadership is a core element of Lloyd’s personality, nurtured and encouraged at a young age by my meeting Nelson Mandela. As a native South African, this experience inspires him to this day. Faced with an impossibility, he chooses instead to see opportunity. When he is not working, Lloyd enjoys physical activities like scuba, skiing, martial arts, traveling with his wife and kids, and more. Guest Resources iLAB - this is where you can learn more about Jethro's company. Engaging and Retaining Millennials - This is another podcast interview Jethro did on Gut+Science. Show Notes In this episode, you'll learn to: - Reveal your vulnerabilities as a leader - Listen without ego - Elevate other people's gifts What to listen for: • [01:00] Why vulnerability matters in leadership • [06:30] Creating an environment of psychological safety • [13:00] Balancing vulnerability with strength • [16:30] Leaning on community to uncover your blind spots • [20:00] Taking responsibility for your failures • [24:00] Building a culture of purpose Follow Jethro Lloyd on Social Media Episode Transcript Rosie Ward This is Show Up As a Leader, a show from people forward network, helping you maximize your positive impact on the world by becoming your best, fully authentic self. All right, strap on your bootstraps for an incredible conversation that I had with Jethro Lloyd, CEO President of iLab. Tere is such great nuggets in this conversation. And wait till you hear how he talks about in his passion about why it is necessary for leaders today to show their human side versus trying to be a superhero. And you're also going to love how he talks about. Rallying the wisdom and the talents and the gifts of everybody in the organization and how to do that. And we had some good times during the quick question section, I think you're going to walk away inspired. You are going to walk away with a new appreciation. Your journey as a leader moment by moment, embracing the squiggles, embracing the detours and showing up as your real authentic self Jethro. The first question I have to ask you, because I know there's such energy and passion behind it is why do you think it is necessary for leaders today to show their human side versus trying to be. For many of Jethro Lloyd: us that grew up maybe in the eighties and the nineties, I think the image or the notion of a superhero was one with art, the ability to fail and the biggest problem with the superhero images, if you are inspirational and you try to lead the next generation, or you try to inspire people, if you do not have any ability to fail or show some kind of vulnerability people can't connect. So you remain so separate and so segregated from your team members and maybe those people that you really try to inspire because they're looking at you and they're saying this person never fails. This person is perfect. They get everything right. A hundred percent of the time. And, and I think if you don't show your human side, they need to understand your story because there is no. That has been successful a hundred percent of the time. And truthfully success is a series of failures until you reach success. It's like great ideas. Everybody has this assumption, that all great ideas come from a single moment. That is single event. I remember growing up thinking about our communities and this crazy insane Greek fella running through the streets, naked screaming, Eureka, because he had discovered something, but he'd probably been thinking. For months on end and never could articulate it. And then a single moment in time gave him that idea. So for me, showing some level of vulnerability and the ability for you to show that you don't get everything right. A welcomes people into your world. So it allows them to be part of your solution or part of your business or part of what your company. It doesn't make you less inspirational. It makes you more inspirational. It makes you somebody more likely to follow. All the greatest leaders have failed. All the greatest leaders are human, and it's how they express that humanity is really how much you get inspired. Rosie Ward There's so much about that, that I just love. And I think with Bernay Brown's popularity increasing and showing that vulnerability isn't weakness and that we do need a different type of leadership style than we had in the eighties. What's so interesting though, is I run across so many people who conceptually they get it, but then they think vulnerability is a weakness or they think that well it's okay for other people, but it's not okay for me. So what would you say to those people, or how do you inspire people to. Show that human side that might be a little scared of it Jethro Lloyd: grew up in South Africa way boys don't cry. So it was very much that day. We are lining up to, to run into a rugby field, but if. Throw ourselves at each other and be very physical integrative with each other and Sydney, the opposite side of that as well. You don't cry. Okay. So real men don't cry. Okay. And that's what we were raised with. I don't think vulnerability is the excuse to cry at everything. I think vulnerability is about showing what you really strong at, what you're really good at and being able to be vulnerable to express your. Inability or something that you can't do. And I don't think vulnerability is a sign of weakness if expressed in a manner in which you showing that you're welcoming somebody in to support you to lift up that vulnerability or that potential shortfall. Because if you're a leader and you have a perception, you do the best kid in the classroom. You're wrong. You're the leader because you've stepped up with certain abilities and characteristics that define you as a leader, but the bigger part of your leadership is the vulnerability to say, maybe I'm not really good at the people management components, or really, maybe I'm not a good guy when it comes to the planning part of my business and expressing that it'd be able to express it as opposed to having that attitude good at everything. And everybody is subservient to me and. Allowed them to beat it. I think that's where the failing is. I think it's the ability to connect with people on a layer below sort of the transactional layer that we tend to connect in prisons in vulnerability is also the ability to have some level of empathy, to understand where somebody might come from or why they've assessed the situation a certain way or solve the problem. So my advice to those people that have a struggle with, with vulnerabilities, you've got to try it first before you quit on it. And you've got to give it a chance. And as much as we expecting our employees to trust us, you have to take the chance to trust them and how they going to express themselves with. Rosie Ward Oh, absolutely. If we want people to be showing up and speaking up and sharing the ideas and all those things that actually are hugely vulnerable at work, but the people leaders in the organization aren't willing to make it safe to do so, or they aren't doing that. It's not going to happen. So speaking of speaking up, and this is a good segue, you talk about needing to create an environment where people can speak through failures and you talk about being able to fail. And it reminds me of. When it comes up for me is that you're talking about really creating this environment of psychological safety. Why is that so important for you? The Jethro Lloyd: military designs, the structures for a reason because they designed these structures for a specific purpose and a specific design. And in that the concept of somebody taking orders when given an order and executing an order, I understand the value in the port and the criticality of that kind of design, I think in business, Not every problem is a massive problem, but the business is a series of small events that occurred conspire against each other. Some massive failure or some massive event I've never, ever heard of anybody saying that. The reason why we failed was because we didn't listen to that guy who was the intern, but the truth of the matter is they probably fired because they didn't listen to that. The third intern, all the lady, Rosie who was standing there and had this great idea, it was a whole series of bad communication. Or should I say the lack of allowing communication or the lack of allowing presenting ideas? We've all worked in it. We've set an environment. Somebody says let's hear everybody's ideas. And then the first person that says something, somebody next to them or somebody else's, that's a rubbish idea. You can't do that. And they dismiss it. But the principle of irrespective of what you still dismiss. And if you do not create an environment where you actively believe in yourself, and it's not only me as a leader, but it's everybody that calls themselves a leader or somebody that's responsible to taking care of people in the organization. If they're not. And actively creating an environment. People come up with ideas, the choosing the mandates, some of the best ideas come from people that are at the coalface, some of the best ideas and some of the most simplistic ideas come from those people that are absolutely immersed in experiencing what you debating and if you're not listening to them. And what I mean by listening to genuinely. You have to listen without ego. And that's the other thing. Cause you know what, there's going to be people who can come up with better ideas. And if you can't get over there, then you have no business leading. So from my perspective, one of the biggest reasons I to learn and I was not good at it when I first started, because I was a young, a young man was all ego and no brains and people would come up with ideas and I probably dismissed so many great ideas because it was almost why didn't I come up with that idea. So I'm not going to listen to it. My belief is, and I don't get it a hundred percent right to this day. And I try every day is you've got to listen. You've got to listen with the genuine ear. I'm listening because that's what the playbooks is. I must do if I'm in need of, Rosie Ward so you said you didn't always lead this way and growing up in not having vulnerability be something that was embraced. So what was the turning point for you? Or how did you shift in terms of how you're showing up as a leader and the things you're speaking about? Jethro Lloyd: When you young, you tend to be all about yourself and then you do crazy things and get married and have kids. And then your kid comes along and your kid shows you that actually you're their leader. So you're responsible for everything, their food, their lodging, and quite importantly, ironically enough, their emotional wellbeing, because it turns out that you talk about a superhero for your kid. When they look at you, you're wearing a Cape and you've got a shield and you're like, amazing. It was a combination of that. And some of the, the closest people that I work with realizing how lucky I was to have them in my life. And I have to change the way I work with them to get the best out of them because I'm missing out as much as the company's missing out. So why briefings my child was that's the vulnerability part. So the importance of thinking about vulnerability. Your kid's not impressed with the car that you drive or what your position might be in your company, or how much money you think you worth or not worth or whatever it might be. They don't care about any of that. They really only care what you think about that moment. How are you assessing something that's important to them? And not that your colleagues are the same, but all of us work on that same. Rosie Ward It's creating an environment where people can break past their barriers and show upgrade and make an impact. And there's a lot that goes into that, right? We have to make it safe. We have to model the way which gets into the, this whole podcast is about showing up as a leader. And really we firmly believe that leadership is not a title or a role. It is really a set of behaviors and it's about how we lead ourselves. And then how do we create that space for others and people who actually are leaders? Have an additional level of responsibility, right? Because you have all these people within your span of care. And when you were talking about parenting, it reminds me of Bob Chapman, the CEO, Barry Waymiller always talks about everybody is somebody's precious child. And are we viewing people like that in our organization? However many hours a day, whether virtually or in person, you have these people within your span of care and they're somebody's precious child. And would you want your child. Right. Being treated that way. And he was my first interview on this podcast over a year ago. So it just makes me think about the mindset that we have of, yeah. You know, what, if we surround ourselves with greatness and we let other people's greatness shine, it's not about us when we can elevate that in others and give that space. Like, man, there's a lot of good stuff that can be. Jethro Lloyd: I have a mentor and a friend that I work with, although we don't work in the same company, we work in the same group. And he's adamant about the concept of title versus. And I think you've touched on it, where leaders is responsible is showing up as that leader is expressing themselves and behaving accordingly. And his argument was too many people are too busy, adding titles and great narratives to the back of the name as to what am I, who am I? And everybody must know that in their behaviors, they're not behaving accordingly. And I've always kept that close bond. And I say to my team, say, if you're going to be. I understand that you crossing over into space where now you're responsible. Now, the care you have a duty and Kay to everybody that you have not chosen to leave. That's your primary responsibility? Not did they rock up to work at eight o'clock in the morning? And did they leave at five and I'm monitoring. Because it's not eight o'clock and it's now five. And if that's the way you doing stuff you failed before you've even started, because that's not where we work today. But I like the concept that it's somebody's child. The only negative thing is there's a specific of this. What is a precious child? These are strong adults that are probably highly qualified in many instances. And I think where I agree is we tend to forget that. And for some reason we were so conscientious of the way we treat children, but yet we become adult. And we don't become conscientious of the way we treat our peers or our people that we work with. And we very callous and, and I think the mindset of saying, if you're a Nita, you've gotta be cognizant of that. You're important. You're important to them and they should be important to you. Rosie Ward So, how do you instill that mindset and those behaviors across your organization? Because a lot of it's to your point, it's a journey and it's learned, and in many cases it's counterintuitive from what many of us learned growing up. So we have to unlearn things and we have to relearn things to be able to show up and show our humanity and to make it not about us and to elevate the gifts of others and not be threatened by it. And the list goes on. Yeah. Jethro Lloyd: That's what you're doing every single day. So that's the entire reason why you exist as a leader. That's the entire reason what should get you up in the morning. It doesn't come natural for people. Some people may introverts, but great leaders. Some people are great extroverts, but very selfish. So it depends. You have to, ACP example is best that you can, and you've got to reiterate. The balancing of the conversation with it's numbers, it's targets, it's op cams, but it's also people it's well-being it's responsibility. And if you forget all those metrics, if you only focus on a numbers metric, which is common, we're going to make profits, which is what she did for it's a business we've got to make margins, we've got to meet those deadlines. All those are very important, but. Look at the other side of that scale and don't balance the two, you will not meet your numbers. You will never meet your goals. You'll never hit your deadlines. You've got to set the example, but you've got to reiterate and you've got to work at it. And everything is a relationship for many of us. We're in a relationship. It's an active process. And again, your kids don't care what you are feeling or how tired you might be. They need you. They want. Tell you something they want to impress you. There's so many things that they'd happened. And as a leader, unfortunately, you can show the vulnerability, but you still have to be that leader for those people. And you have to be there for your team Rosie Ward showing your vulnerability. I think that some of the things that you said. So appreciate one, that success, isn't a straight line. It's a series of multiple events. I would say it's a very squiggly line detour. And I would say once you get to whatever you call success, right? However you define it. It's still like a squiggly journey, right? It's oh, you get to a spot and you check the box and you've made it. I think we, to your point, we just keep getting better. We become better versions of ourselves. Hopefully each day we become, you know, have a better impact. On the world today than we did yesterday. And we just keep looking for ways to be better. That being said, one of the things that I've also learned in my work is that no matter how much work we've done in ourselves, no matter how much we believe in being human and being vulnerable and listening, it gets hard sometimes. And we can get in our own way. So what I'm curious about Jethro is what is a self limiting story that. Sometimes still tell yourself. And when it shows up, how do you move beyond it? So you can still show up as a leader. Jethro Lloyd: The biggest thing that happens to you is you get bogged down with the day to day or what your job entails or what the company has and a self-reflection or the ability to take a step back and say, am I doing this the best way I could or whatever it is. I don't know if it's true for all, but there are many moments, not many, but there are few moments that happen over the year when things are pretty tough. Cause everybody has those tough days or whatever it is, where you look at yourself in the mirror and say, have you actually done. No, you still that 25 year old kid who, you know, you need to find somebody to help you. You need a mentor, you need to ask somebody, you need to, you can't do this. You're not good enough. And I don't think I've ever met anybody that's accused of successful. Then after maybe a few drinks or a moment of vulnerability, doesn't admit the days that they wake up and they're like, I don't know how to solve this problem. I didn't even have the first clue of where to start. The self limiting is the belief in. And I think that goes for everybody. So whether you're starting out your career, where you look up that ladder and you see how far you got to go to maybe achieve your goals, the reality is every time you get up the ladder you look up and it seems like it's as far as it was when you were younger. And what I will do when I'm lucky is I've got enough friends that have been printed for many years and family that will always ground me and remind me. Looking back at the things that you have gotten and what you facing forward, you will get. But as a self limited for myself, um, it's just that self doc that then on the odd occasion sits in that little terrible little voice that says no, but you've got to surround yourself with the people that will remind you of what you have got in what you can do and where you can go. So I think it speaks to that support and why reference some people having. Coaches and all that you need that person, everybody needs a person or people to get to and mind different people. And I'm very lucky to have them in my life, but I think. Rosie Ward I always say that this isn't a soul journey and we don't do things in a bubble. And I think that as much as we absolutely need people who can remind us of our gifts and remind us who we are, when we get lost from that version, we also need people who we know will be real with us. And aluminate our blind spots. And tell us when we're being a Butthead or when we're playing it small or when we're getting our own way, because we need that. Sometimes I'm so thankful that I have people that call me on my crap because of. I'm doing it again. Okay. Thank you. We need to be able to receive feedback or receive hard truths as much as we need to be skilled at giving them. And I think that's another thing that I've seen with leaders at all levels, whether they're formal or informal leaders is, oh, maybe I'm okay at giving feedback or maybe I have areas to improve, but then I don't want to, I don't want to. The feedback or I'm going to get defensive. When I received the feedback or when someone tells me I'm playing it smaller, I did something that wasn't helpful or hurtful or whatever that I don't want to. I don't want to hear it. That doesn't help. Jethro Lloyd: But don't you find a Rosie that when it's a hundred percent truthful, often the time when you most responsive or most reactive, when you know, it's not true, you can strike it off. And you're like that person's opinion new kid, but when they get to the core and they go, this is the situation, this is how you didn't have a look. And this is what you said that was wrong, or they're absolutely right. But what I'm going to do naturally is I'm going to defend myself. But again, as long as you're thinking about it and wanting to do something different, I think that's important. I've worked with many people and I've had them in as my colleagues. And I've had them as my team members where, when they go through that, self-reflection the first thing they do is they flip it over and they said was the other person's fault. And for me, I think that's a dangerous. Response to every situation. And what I mean by that is those colleagues and those friends or ex colleagues and friends, if you are constantly focusing on blaming other people for something that has gone wrong or things that have not worked out at every point, you were a player in that scenario. And whilst some things are clearly. There were many instances that are not, there are many instances where you contributed towards a reaction or you contributed towards an outcome. You might not have been wholly responsible, but taking no responsibility, you learn nothing. Taking no responsibility. You Sidney doesn't show any vulnerability that's for sure. And if it's a scenario or a situation where it's with a colleague or a team member or a client or whatever, it might be. Communicating in a fashion that allows them to be welcomed into both of your failure. You never really resolve it. It's an end scenario that you never going to get to a conclusion. I struggle with people like that and identified those kinds of people in my organization earlier on. And I learned the hard way with those people. So I've had a few of those people in very senior positions within the business and. The amount of negative impact they have on the business far outweighs the value, even in what they can do on a daily basis. And you need a weed liters out of your business. Cause they not leaders. They're in it for the wrong reason. They in it for ego, they're in it for accolade. And if that's what they in it for, then they're the wrong people. They're the wrong people for the company. They'll create layers between you and your team and the more layers they create, the less likely you're going to hear the great ideas and the less likely you can identify the great talent that might be right under your nose, that you're not exposing and promoting and building and encouraging and all these things that are so important. That's the bad stuff. That's Rosie Ward the. Oh, absolutely. And how often, and I don't care what the industry is. I see it all the time where, oh, that person behaves poorly or isn't aligned with our core values or has collateral damage around them, a whole bunch of carnage, but they're a fill in the blank. They're a great salesperson or a great lawyer or a great physician, or they're good technically at whatever their industry and skill is, but they are. Horrible in their interpersonal skills, which used to be called soft skills, which I love that I'm now starting to hear emotional intelligence and empathy and communication. And self-awareness instead of being soft skills are now either essential skills or power skills. I'm like, yeah, it's about time because if you don't have those man. Jethro Lloyd: I fought against the use of the word of culture, because I grew up in a country that was rich in culture, and I felt it was such an insult to talk about a culture in a company. When I came from a country with 11 official languages and so many cultures and hundreds of years and thousands of years of creating these cultures. And we was like, oh, let's start our company culture. And we're a three-year-old business and this is our culture. But I understand now why people emphasize it in the early days. And what was so important because it was beyond venues. It was at the most simplest level. How are we going to treat people? Are they going to feel welcomed or they're going to, and when we talk about safety, now, obviously it has negative connotations because obviously people have made a comedy about it, that everybody, nobody must be criticized. And it's not true. What we're saying is that that is the balance in everything that you're doing, the way you're treating people. I won't lie in the early days, our fought against it. I was like, there's no place. It's about the deadline. It's about the. But then all of a sudden, you look in the mirror and you don't have the right people in your team anymore because the really good ones that have all of this and believe in all of this, they don't want to stick her out. They don't want to be around that kind of environment, because there are lots of people that believe in this and are successful because of it, which is also important too. Rosie Ward Oh, for sure. For sure. And you think about it. If you turn on any kind of business publication or HR publication, the buzz phrase of 2021 has become the turnover tsunami, but the reality is you are seeing that really good, thoughtful, talented people. They want to be in an environment that allows them to thrive and allows their growth and let lets their gift shine. They don't want to be in an environment that's hierarchical that has a bunch of ego that has no psychological safety that doesn't have purpose. And so you're seeing that the organizations that have invested in their culture, in their leader, that, that are more than just about making a profit that are really conscious and intentional are attracting. The people that you want in your organization. So let's, if your organization isn't, isn't tending to that, you're, you're going to be hurting big time. Um, Jethro Lloyd: and I think this is the first sort of generation, maybe in the last 15 years where people are looking at organizations and saying beyond like making a beverage or printing documents, whatever your company's purposes beyond that, what else are we here for? Because we spending Monday to Friday, the bulk of our day. In a place. I want to know that while I'm here, I'm going to maybe do something good. Or while I'm here, I'm gonna make a great friend or learn something new as businesses. We can fight with each other till we blue in the face who pays the most and who gives the best benefits and all this good stuff. That's linear. It's then important stuff that you referred to Rosie that in the absence of you thinking about that, then you don't differentiate. But more importantly, you're not going to attract people because that's what they asking. So these are important things actually, because the world needs it. Most organizations are thinking about it, but I always get sometimes the sense that they thinking about it because somebody says, they go to think about it. It's like a ticking over box. And I think the one thing that I've come to realize is the good thing about the new generation is they can see through your. Rosie Ward It's a very much a good thing. And I've been saying for years that with transparency and social media wrong or indifferent, that organizations can't hide their dysfunction anymore, you can find out pretty easily. Like what does it really like to work? They're not the smoke and mirrors that might be on a website or some PR campaign, but what's it really like to work there and your savvy talented, smart. People are going to do their homework and go, do I really want to go there? Maybe it's not worth it. Or if it turns out you're your authentic and legit. Yeah. Right? Like this place is real. So here we go. So I want to transition if you're up for it. I have a short section of quick questions that just the first, first off that comes to your mind, just to show a little more of your human side. If you're. Jethro Lloyd: I'm going to try my best. Cause the first thing that often comes to my mind is cucumber or avocado. Cause those are my safe words. So I don't know if it says, Rosie Ward okay, if I hear cucumber avocado on those, your safe word. I love it. Okay. Fill in the blank. Living authentically is Jethro Lloyd: it's something that I strive Rosie Ward for daily when the world is presenting an opening, but you don't feel like showing up as a leader. What do you do? Make Jethro Lloyd: sure that. The people that I trust around me and the company can show up for me. Rosie Ward What's something people would be surprised to know about. Jethro Lloyd: I think they often surprised when they see that I lack the same things as them that are fairly simple or simplistic, whether it be just the enjoyment of going to see a movie or whatever it is. Because again, because you're in a position, they perceive that on a people who doesn't do that. I think they quite enjoy it when I do something that they don't perceive that I would enjoy it. I get stuck in or involved with them at a level that they would never expect your Rosie Ward favorite go-to. Oh Jethro Lloyd: top gun gladiator. I think all the ones with the underdog kind of rises up and makes it through figure something out is nothing better than eighties movies because of the cool montages, where they got a tray, the Rockies, the movie, what was the one Rocky, where you went to Russia and he's lifting bags of corn and the Russian guys on the best science of the eighties and whatever it is. I think those movies are always great because I think there was something about those movies that were very. It was people that were focused on getting something right. And everybody around them. And everybody, part of that was in the same with the same objective. And they worked hard and they struggled and they fought and they argued and they fell out and fell back together and they cried and they had losses, but it's, I think it's an overwhelming success. Just the ability to succeed. So those are my go-to movies, gladiator. It was obviously very sad, but he lived up to the promise. He did. He, he never gave up. So those are my go-to your go-to. Probably anything from a queen. We are the champions, any of those kinds of, they had such great uplifting lifting music. I think that's why it's played at all ball games and the likes of cause. It's awesome. So that would be my goatees. What's Rosie Ward something Jethro Lloyd: you can't live without. I hate to admit it for probably the internet access to the internet at this stage, but on a real level, I probably could not live without my family. I couldn't do it Rosie Ward some and your ordinary daily life that makes your heart happy. Jethro Lloyd: Yeah, a hundred percent. My kids I've got young kids. My daughter's nine. My son is 12. They still have that very cool age with the amazing nuggets, all these great sentences that the greatest writer in the world could never come up with a sentence as good. And it's perfectly timed as your children and what they do for sure at dinner and that singular sentence that never has said you feeling. This sentence I've ever heard in my life, the best understanding of something, this explanation or something. That's probably what I love the Rosie Ward most. And last but not least. What are you grateful for right now? Jethro Lloyd: I'm grateful for so many things. So that's a one hour podcast answer. Unfortunately, I was talking to a colleague of mine in the UK person that I do business with and we were talking through, I hadn't spoken to him for a while. And how's he been the first question everybody's asking each other off to 18 months. How was it to you? Did you survive? Did you make it? And him, and I really realized that no matter what, as educated people as people. Employed and working in business and living in good homes in good areas or whatever it is. There is so much to be grateful for. It would be immoral. To put it down to that one thing. You've got great family and you've got great work colleagues. I work with some of the best people and they give me joy every day, getting on the phone with them for the, for the seven 30 in the morning. Hey, what are we going to do today? Kind of event without burning the team in South Africa, Brazil, I'm working with my team here locally in the United States. They're enthusiastic. They're excited. They solving problems. They want to do better. They want to do more, whatever it is. I'm a lucky man. And besides the joy of your family and your friends and the things that you have to look forward to, all the things that you plan, go see this. I'm going to read that book. I'm going to watch that movie. That's grateful if I was being completely shallow. I'm grateful that the last James Bond, no time today. Excellent. So as a James Bond fan, I'm very grateful that the Hollywood didn't mess this one up because they tend to. So I'd like to say that on record, that I'm very grateful that no time to die was an excellent James Bond. And I feel good about it, but besides that, obviously it will be important stuff. So I'm very grateful. Rosie Ward Good. We'll have to, we'll have to add it to the movie going agenda. So that's fantastic. So I have one last question that I want to ask you in closing. If you could challenge leaders everywhere to practice one behavior that would create more human workplaces and equip everyone to show up as a leader, regardless of their role, what would that be Jethro Lloyd: as leaders? My biggest OSC is that we start listening. And listening again before we start acting. I think a lot of leaders think that they listening and they act accordingly, but I don't think you need to listen to one conversation. You listened to a few. And when you think you've understood it, you need to listen. Again, there are far too many leaders that I'm watching that I aspire to be, that I see them losing track of what they really set out to be. And what they set out to do. And obviously the more successful they become, the more notoriety they gave them all they observed and watched the, whatever it is. I almost think there's a point at which I feel that they're not listening anymore. They're not listening to their teams. They're not listening to the markets, the client, the lax, they're all. So I think it's listen, but stop again and listen to them all before making a decision before acting and think about whilst the world expects us to. Did everything right? To be perfect in our understanding of the changes that are being presented to us in perfect, in understanding every human challenge or variety, whatever it might be. I think it's important that if you're listening and at least you showing that you care enough to listen, you don't have to be. But you listening and you're listening with a genuine ear as opposed to I'm listening. Cause again, like I said before, it's my checkbox. This is my time to listen. I think the world will be a better place. I think people would be happier at work and I think we would be more successful as a society if we got this right. So listen again, this is for the third top, before you do something and then listen again, and maybe that's what I'm saying is continue to listen. It's not a single moment in time that we're now listening. And if we don't listen again off. Rosie Ward I love that. I love that. I so enjoyed our conversation and I just love everything that you stand for. I love the message you're doing. I love it. So it's just, I'm super excited to get this out there to everybody. So thank you for your time. I'm Rosie ward, and this is show up as a leader to learn more head over to people forward network.com and of course hit that follow button. The post Episode 27 – Jethro Lloyd on Why it’s Necessary for Leaders to Show Their Human Side appeared first on Dr Rosie Ward.
13 minutes | Oct 15, 2021
Episode 26 – Six Leadership Lessons from One Year of Podcasting
Episode 26 – Six Leadership Lessons from One Year of Podcasting It’s the one year anniversary of Show Up As a Leader, and during this time we’ve interviewed some amazing guests to help you maximize your positive impact on the world by becoming your best, fully authentic self. Can you believe it? It has been such a fun and challenging year of podcasting, and to celebrate, I’m revisiting some of my favorite moments with past guests. Listen and learn six leadership lessons you can apply right now to show up as a leader. Episode Details Show Notes: Check out the full episodes highlighted in this special recap episode! Episode 2: Bob Chapman on the Power of Listening and Caring - In this episode, Bob Chapman and I talk about the incredible power of listening and a leadership and humanistic skill that can heal relationships, workplaces and communities and the mission he’s on to change the world through Truly Human Leadership. I’m so inspired by the path Bob is paving for a better future for our kids and us all and have his book ridiculously highlighted and tabbed. It’s always uplifting and inspiring to talk with him -- and this conversation was no exception! Episode 4: Lynne Twist & Alexander McCobin on Shifting from a Mindset of Scarcity to Purpose, Sufficiency and Gratitude- In this episode, Lynne Twist, Alexander McCobin and I talk about how, now more than ever, it is so critical for us to show up differently and more conscious. Lynne is the epitome of a conscious leader making a difference around her every single day and discusses the critical transformation we need to make from the unconscious and unexamined assumptions we hold to move from a lens of scarcity to sufficiency. Alexander is a beacon of energy and positivity to change the DNA of our business world and discusses the important role Conscious Capitalism is playing in this. The problems our world is facing demand we ALL show up as leaders and that the business and activist communities start partnering to find solutions together. We are neurobiologically hardwired for connection; our conversation reinforces this and that we need to partner and be in relationship to pave a path for a better, more sustainable future. I walked away inspired, encouraged and hopeful and know you’ll feel the same! Episode 7: Kristen Hadeed on Reframing Our Relationship and Narrative with Failure and Showing Up as Our Best Selves - In this episode, Kristen Hadeed talks about the importance of normalizing our humanity by reframing our relationship and narrative with failure. We also discuss the value of sharing our stories and creating a resiliency resume, being more intentional to set boundaries and tend to what we need to show up as our best, and setting intentions for how we show up so we can give others the gift of our full presence. I always walk away from any interaction with Kristen feeling grounded, more human and encouraged, and I know you’ll find hope, wisdom and some useful practices you can put into place to support you in showing up as your authentic, best self! Episode 13: Wendy Lynch on the Power of Listening, Asking Thoughtful Questions, and Getting to What Really Matters - Every conversation and interaction I have with Wendy Lynch is like a calming, warm hug! She is such an incredible leader who is so humble (as you’ll hear, she doesn’t even consider herself a leader). We talk about her work for getting to what matters and key tools we can all use to transform conversations in our lives. We use her tools as core content in our workshops on improved communication to help people have a common foundation for how to listen and create safe spaces for people to feel valued and heard. I think her work matters now more than ever (no pun intended) given how divisive our world has become. I hope you’ll leave our conversation uplifted, hopeful, and with tools to show up more intentionally and effectively in your conversations with others. Episode 24: Mark Kenny on Eliminating Territorial Thinking and Unleashing the Power of Teams - I so enjoyed this conversation with my fellow Table Group Consultant and Practitioner Alliance colleague, Mark Kenny. He is a successful business owner, keynote speaker, new author and a wonderfully authentic dude. We talk about the importance of being able to truly operate as a team - both within and outside of organizations. Mark discusses why this matters now more than ever, what gets in our way, and some key things we can do to start to address the gaps between silos and get out of our own territorial, self-protective ways to collaborate with others, serve a common purpose, and have a greater impact. I think you’ll walk away with some wonderful insights and tangible actions you can take right now to show up as a leader and unleash the power of teams. Episode 20: Jaime Taets on Embracing Our Humanity and Navigating Our Messy Journey to Success - I LOVED this conversation with my sister from another mister - Jaime Taets. She is a successful business owner, new author and all-around kick-ass human being. We talk about normalizing all the messiness of being human and the things we all go through that can keep us stuck. Jaime openly shares her own struggles and journey; she even shares her “Bad Moms” movie moment - losing it at a PTA meeting and lessons for saying “no” and setting healthy boundaries. There are so many great reminders and nuggets of wisdom in our conversation. I hope you walk away feeling a little less alone in your struggles and having insights for how to let your gifts shine. The post Episode 26 – Six Leadership Lessons from One Year of Podcasting appeared first on Dr Rosie Ward.
27 minutes | Sep 16, 2021
Episode 25 – Howie Milstein on Quieting Our Ego and Leading Vibrant Communities
Episode 25 – Howie Milstein on Quieting Our Ego and Leading Vibrant Communities Every conversation with Howie Milstein is a mixture of thoughtfulness, wisdom, silliness and laughter. Howie channels his nontraditional background to serve others as a career coach and as the CEO and Provocateur for the Institute to Stop Taking Yourself So Seriously! We talk about the normalcy of being human, how to create more humanized workplaces, and the key culprit getting in the way of having vibrant workplaces and communities - people’s egos taking over and them showing up as a FD. I hope you’ll walk away with some laughs, insights and things to consider so you can show up as a better version of yourself and create vibrant communities around you. Guest Info Howie Milstein, CEO/Provocateur - the Institute to Stop Taking Yourself So Seriously! Howie Milstein decided early in his career to question conventional thinking and seek the truth that is rooted in unbiased observation. As the world of medicine tries to evolve towards a system of evidence-based care, so Howie believes that it’s more meaningful to live an evidence-based life and lead evidence-based communities. As the Twin Cities’ first personal trainer in the 1980’s, Howie found that available resources that promoted certain ways of motivating his clients did not resonate with his observations. Spawned from this curiosity to learn the bases of the human condition was a passion that guided his studies and leadership principles. These principles have been implemented in many roles since his personal training days, including over 25 years managing teams in the medical device industry, with titles including Distributor, National Sales Manager, Sr. Vice President of Sales, Chief Operating Officer, President, and The Gangster of Love (his favorite). Now re-invented as a leadership consultant, author, and career coach, his titles are Vocational Irritant and Provocateur. Proudly annoying, Howie has many victims including his clients, audiences, community stakeholders, and non-profit agencies and board members. A strong adherent to the ideas of Self Determination Theory - including the principles of autonomy, mastery and purpose - Howie learned that acquiring an understanding of motivation was only half the battle. In order to optimize culture, employee engagement, and predictable outcomes, he had to become deeply introspective and choose the best leadership style to nurture innovation, passion and growth. When he stopped taking himself so seriously, things got better. Much better. As the CEO/Provocateur with the Institute to Stop Taking Yourself So Seriously!, Howie’s message is that, while there are myriad options to attempt cultural change in organizations, perhaps the only thing is for individuals to seriously manage their egos. Jobs and careers aren’t just for economic sustenance, rather they are a means to access and contribute to healthy communities where individuals are emotionally bolstered, challenged, and valued. Howie takes a lighthearted approach to life and brings that to his writing and speaking style. He encourages questions and spirited discussions that challenge dysfunctional paradigms, to which he has developed a serious allergy. Believing that change is not possible without discomfort, Howie ensures that those in his sphere will never have so much fun while being encouraged to step outside their comfort zones. Howie holds degrees in biochemistry and exercise physiology, as well as certifications in Intrinsic Coaching (Totally Coached/Intrinsic Solutions International) and as a Job and Career Transition Coach. He has a wife and three adult children with minds of their own. Residing in Plymouth, Minnesota, Howie likes to golf, garden, motorcycle, and keep himself in reasonable physical (and mental) condition. He is a strong advocate for community and has held many non-profit volunteer leadership positions. He is addicted to entrepreneurism and new ideas, which drives his wife and friends crazy. Show Notes Don't Be A F*cking Dick: Leadership for Vibrant Communities by Howie Milstein After many years participating with a multitude of communities, such as corporations, non-profit organizations, boards of directors, and bowling teams, Howie had finally mustered up the nerve to address the enormous elephant in the room. When leaders are dicks, the community is unhealthy, stakeholders are disengaged, and outcomes are marginal. DBAFD makes a concise, compelling case for treating others with respect and dignity, striking a balance between the lighthearted perspective that helps people swallow the sometimes bitter pill of self-awareness, and the serious message that we all abut, and occasionally cross, the line of being a dick. The book is perfectly suited to anyone in a leadership role, without regard to whether they possess a formal leadership title. In other words, it’s for everybody. The Institute to Stop Taking Yourself So Seriously! This is where you can learn more about Howie’s workshops and speaking engagements designed to help foster greater emotional intelligence while being fun and entertaining. Launchpad Career Coaching - Whether you're looking for your first big job, or are currently employed as a young professional, Launchpad's high-touch coaching methods guide you through the process to bring your story to light, enabling candidates to exude the quiet confidence that hiring managers find endearing. Behind the Scenes Follow Howie Milstein on Social Media The post Episode 25 – Howie Milstein on Quieting Our Ego and Leading Vibrant Communities appeared first on Dr Rosie Ward.
57 minutes | Sep 2, 2021
Episode 24 – Mark Kenny on Eliminating Territorial Thinking and Unleashing the Power of Teams
Episode 24 – Mark Kenny on Eliminating Territorial Thinking and Unleashing the Power of Teams I so enjoyed this conversation with my fellow Table Group Consultant and Practitioner Alliance colleague, Mark Kenny. He is a successful business owner, keynote speaker, new author and a wonderfully authentic dude. We talk about the importance of being able to truly operate as a team - both within and outside of organizations. Mark discusses why this matters now more than ever, what gets in our way, and some key things we can do to start to address the gaps between silos and get out of our own territorial, self-protective ways to collaborate with others, serve a common purpose, and have a greater impact. I think you’ll walk away with some wonderful insights and tangible actions you can take right now to show up as a leader and unleash the power of teams. Guest Info Mark Kenny, President and Chief Hippo - Hippo Solutions Author and keynote speaker Mark Kenny works with leaders who want to eliminate territorial thinking, create an unstoppable strategic alignment, and build a stronger leadership team. For over 25 years, he has worked to improve the results of teams in hundreds of organizations, originally in IT and operations, and later in keynote speaking and consulting. Mark is the author of The Hippo Solution: Eliminate Territorial Thinking and Unleash the Power of Teams. Mark’s passion for teamwork extends beyond the workplace as a high school basketball coach and volunteer leader. Mark is a member of the National Speakers Association, an aviation enthusiast, an avid basketball player, and a lifelong Green Bay Packers fan. Mark lives outside of Nashville, Tennessee with his wife, daughter, and three adult sons. Show Notes The Hippo Solution by Mark Kenny Did you know that hippos are one of the most territorial, hostile animals on the planet? This book provides a roadmap for leaders to transform their organization from hippo-esque territorial thinking to a culture of teamwork that breeds speed, adaptability, and peak performance. Mark Kenny Speaks - this is Mark’s speaking page where you can learn more about how he inspires and equips leaders to eliminate territorial thinking and align their teams together to survive in this period of disruption. Behind the Scenes Follow Mark Kenny on Social Media The post Episode 24 – Mark Kenny on Eliminating Territorial Thinking and Unleashing the Power of Teams appeared first on Dr Rosie Ward.
29 minutes | Aug 16, 2021
Episode 23: Dr. Rosie Book Club – Choosing Courage
We’re wrapping up our summer mini book club. In this episode I’m talking about key insights from a new book by Jim Detert - Choosing Courage. As the world’s foremost expert on workplace courage, he leverages more than 20 years of research and work in this area to provide an inspirational, practical, and research-based guide for standing up and speaking out skillfully at work. I reflect on some key aspects of the book that I see relevant for so many, connect the dots to other key aspects of leveraging courage to be a daring leader, and some things you can think about to start showing up more courageously in your own life. I hope you gain some useful insights from this episode and would love to hear your thoughts as you read the book yourself. The post Episode 23: Dr. Rosie Book Club – Choosing Courage appeared first on Dr Rosie Ward.
46 minutes | Jul 15, 2021
Episode 22: Dr. Rosie Book Club – Think Again
We’re continuing with our summer format plot twist with a mini book club. In this episode I’m talking about key insights from the latest book from Adam Grant - Think Again. As someone who thrives off challenging limited thinking in myself and others, I was geeking out about this book. Adam examines the critical art of rethinking - learning to question your opinions and open other people’s minds. He describes how critical it is that we build our capability to get out of our comfort zones to rethink and unlearn and how it can position us for excellence and work and wisdom in life. I see how important this is every day with my clients, myself and as I observe the world around me. I hope you gain some useful insights from this episode and would love to hear your thoughts as you read the book yourself. The post Episode 22: Dr. Rosie Book Club – Think Again appeared first on Dr Rosie Ward.
39 minutes | Jun 17, 2021
Episode 21: Dr.Rosie Book Club – Boundary Boss
For the summer, we’re shifting gears from our regular format to do a mini book club. In this episode I’m talking about key insights from a fabulous new book that just came out this year - Boundary Boss by Terri Cole. This topic is so relevant and important for many of the clients I serve and coach - and for me personally. Terri teaches from a simple but pivotal premise: without healthy boundaries, you can’t live an authentic and fulfilled life. And this is especially true today for women - although I see it in men (and men can benefit from this book as well). I reflect on some key aspects of the book that I see as universal for so many human beings, why it matters and things to think about. I hope you gain some useful insights from this episode and would love to hear your thoughts as you read the book yourself. The post Episode 21: Dr.Rosie Book Club – Boundary Boss appeared first on Dr Rosie Ward.
56 minutes | Jun 3, 2021
Episode 20 – Jaime Taets on Embracing Our Humanity and Navigating Our Messy Journey to Success
I LOVED this conversation with my sister from another mister - Jaime Taets. She is a successful business owner, new author and all-around kick-ass human being. We talk about normalizing all the messiness of being human and the things we all go through that can keep us stuck. Jaime openly shares her own struggles and journey; she even shares her “Bad Moms” movie moment - losing it at a PTA meeting and lessons for saying “no” and setting healthy boundaries. There are so many great reminders and nuggets of wisdom in our conversation. I hope you walk away feeling a little less alone in your struggles and having insights for how to let your gifts shine. The post Episode 20 – Jaime Taets on Embracing Our Humanity and Navigating Our Messy Journey to Success appeared first on Dr Rosie Ward.
60 minutes | May 20, 2021
Episode 19 – Ask Me Anything Volume 1
Episode 19 – Ask Me Anything Volume 1 Lately I’ve had several of my coaching clients say they need a “Rosie in their pocket” and have some sort of bobblehead or something with reminders to help them. After the laughter subsided, I thought maybe there’s another way. So I decided to put out an invitation to “Ask Me Anything” to the Show Up as a Leader Community, and there was a lot thrown at me. So this episode is for you...I covered how to make a difference when you don’t have the title or authority, how (and why) you can still show up courageously when others are armored, dealing with difficult people, and having conversations around important topics when you’re operating from a totally different paradigm than the other person. And, yes, by request, I take myself through the questions I ask every guest so you can know a little more about me. I hope you find some helpful insights and enjoy! Guest Info Rosie Ward, Ph.D., MPH, MCHES, BCC, CEO & Co-Founder - Salveo Partners Dr. Rosie Ward is an energetic, passionate, compassionate leader, consultant, coach, speaker and author who focuses on transformation from the inside out. Her mission started over 20 years ago when she experienced firsthand the ill effects of working in a toxic work environment and found her wellbeing eroding. Since then, she has worked tirelessly to find a solution so this experience is no longer the norm. She is sought after to help rehumanize workplaces so that people are freed, fueled and inspired to bring their best selves to work – and home – each day. Rosie serves as CEO and co-founder of Salveo Partners, LLC, a consulting and professional development firm focused on equipping organizations to find success while putting people back at the forefront of their business. They focus on leveraging The Fusion (the inextricable interconnectedness of organizational and employee wellbeing) to help transform workplaces and support people in integrating their personal and professional lives. A fierce advocate for humanity, Rosie consults with organizations of all sizes and industries, coaches leaders to be more effective, develops a growing community of Paradigm Pioneers, and serves on the leadership team for the Twin Cities chapter of Conscious Capitalism. Her first book, How to Build a Thriving Culture at Work: Featuring the 7 Points of Transformation, has served as a blueprint for hundreds of organizations to break past old, outdated paradigms and rehumanize their workplace. Rosie and her business partner, Dr. Jon Robison, are honored to be among the founding authors of Conscious Capitalism Press for their latest book, Rehumanizing the Workplace: Future-proofing your organization while restoring hope, wellbeing and performance. A lifelong learner, Rosie devotes herself to her own ongoing development and sharing her insights with others. In addition to having a Ph.D. and numerous coaching, assessment and program delivery certifications, Rosie was trained by Dr. Brené Brown as a Certified Dare to Lead™ Facilitator. She is often referred to as a “Ph.D. with a personality” and is known for challenging and inspiring people to think differently about what it takes to become the best version of themselves and for organizations to foster their growth and development. She has an incredible gift for taking complex ideas about culture, leadership, behavior change, and what it means to be human and synthesizing them in a way that makes them relevant, understandable, and meaningful for people. Rosie currently lives in Minneapolis with her husband and son. Show Notes Rehumanizing the Workplace by Rosie Ward and Jon Robison Leveraging The Fusion to Create Thriving Organizations - this is a link to download our white paper I mentioned during the episode that covers how to have meaningful conversations and shift paradigms. Permission to Feel by Marc Brackett - this is the book I mention during the episode to help build emotional literacy The Drama Triangle (video) - this is a short video that succinctly describes the Drama Triangle and specifically the Victim role What Worksite Wellness Needs to Look Like on the Other Side of the COVID-19 Pandemic - this is an article I wrote late summer 2020 on the shifts I think need to happen for workplace wellness to be relevant Build a Lighthouse Workshop - this is our brand new workshop we are offering to help you personally clarify your WHY, HOW and WHAT and identify your core values and behavioral anchors that tell you whether you’re showing up in or out of alignment with your values. 5 Key Lessons a 9-Year-Old Can Teach Us About LIfe and Leadership - this is a blog post I wrote on key life and leadership lessons that my son taught me. Behind the Scenes Follow Dr. Rosie Ward on Social Media The post Episode 19 – Ask Me Anything Volume 1 appeared first on Dr Rosie Ward.
71 minutes | May 6, 2021
Episode 18 – Carley Kammerer on Wading in the Messy Middle and Finding Our Authentic Self
This is probably one of the most transparent, authentic, human conversations I’ve had yet on this podcast. Carley Kammerer, CEO of Wildflyer Coffee, openly shares her journey as a force trying to end youth homelessness and in reconnecting to who she is as a person and a leader. Her journey is so commonly human, and I know you’ll find yourself resonating with so much of it - from recognizing the limitations of showing up trying to be hyper-productive and all things to all people to giving ourselves permission to feel, be human and find and embrace our authentic selves. I hope you walk away from this conversation inspired, enlightened and embracing more of your own unique gifts. The post Episode 18 – Carley Kammerer on Wading in the Messy Middle and Finding Our Authentic Self appeared first on Dr Rosie Ward.
55 minutes | Apr 22, 2021
Episode 17 – Kari Warberg Block on Grounding Ourselves in Purpose and Authenticity
Whether we want to admit it or not, life will challenge us, throw us curve balls, and many times will leave us face down. The question is what we do when this happens. I had such a delightful conversation with the incredible Kari Warberg Block - CEO and Founder of EarthKind® and an incredible change-maker and force for good in the world. Her insights on anchoring on purpose, letting ourselves surrender to challenges and find the important lessons and growth, and showing up authentically - even when the world seems against us - are inspiring. Kari’s wisdom and stories have broad-reaching application. I know you’ll leave our conversation full of hope, encouragement, and perhaps giving yourself permission to stand more firmly in your purpose and values. The post Episode 17 – Kari Warberg Block on Grounding Ourselves in Purpose and Authenticity appeared first on Dr Rosie Ward.
43 minutes | Apr 8, 2021
Episode 16 – Linda Riddell on Understanding and Addressing Scarcity and Poverty
Scarcity is a universal experience; we’ve all faced different types of it at different times. And during the pandemic, we all faced the scarcity of certainty - and how much extra effort and focus it takes for things. In this insightful conversation I had with Linda Riddell, she uses wonderful examples to help us understand what it’s actually like for people living in poverty and the challenges of chronic scarcity and overload. And she gives tangible things we all can do to be more aware, empathetic, inclusive, and helpful for the millions of people struggling financially. If you’re like me, you’ll leave this conversation awakened and hopefully looking for opportunities where you can show up as a leader and make a positive difference for others. The post Episode 16 – Linda Riddell on Understanding and Addressing Scarcity and Poverty appeared first on Dr Rosie Ward.
61 minutes | Mar 25, 2021
Episode 15 – Kevin Oakes on What it Really Takes to Renovate Workplace Culture
The foundation of the work I do is geared towards improving workplace culture. So I enjoyed this conversation with Kevin Oakes, the head of the world’s leading HR research firm, the Institute for Corporate Productivity. There’s such alignment in our work. We discuss key aspects of his new book, Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company. I love how Kevin describes approaching culture change as a renovation (like a home remodeling project) rather than a full transformation (i.e., leveling the house and starting over). There are tangible items in our conversation that anyone can use to lead and influence change to create a more effective, human workplace culture. The post Episode 15 – Kevin Oakes on What it Really Takes to Renovate Workplace Culture appeared first on Dr Rosie Ward.
58 minutes | Mar 11, 2021
Episode 14 – Eric L. Williamson on How to Make an Impact When You Work with Jerks (and How to Not Be a Jerk Yourself)
As human beings, we are neurobiologically hardwired for connection. In this insightful conversation I have with Eric Williamson, we talk about how success is dependent upon our ability to form and maintain great relationships with others. He shares his lessons learned from letting his Ego take over and becoming a work jerk (i.e., someone who does not use social skills as a necessary job skill and fails to manage their emotions), how we can avoid the same fate, and how we can still get stuff done when we are faced with jerks. We also talk about the importance and value of being willing to take in feedback, look in the mirror and wade in the messy middle to work on ourselves. I hope you’ll leave our conversation with a newfound appreciation of continuing to work on ourselves, questions to ask to effectively move forward (vs. raise defensiveness), and ways to be effective - even if you find yourself surrounded by jerks. The post Episode 14 – Eric L. Williamson on How to Make an Impact When You Work with Jerks (and How to Not Be a Jerk Yourself) appeared first on Dr Rosie Ward.
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