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The Development Exponent: A Leadership Perspective

71 Episodes

63 minutes | a month ago
Souls Before Sales, with Tim O’Brien, Ep #71
The building of any organization requires an inordinate amount of enthusiasm for what you’re building and why you’re doing it, certainly more than the average person possesses. That’s why good leadership is at such a premium — it’s unusual for that kind of passion to exist in an individual, much less to exist in a way that is sustainable over the long haul. Tim O’Brien is a leader who oozes passion for what he’s doing and it’s all rooted in the realization that he has the opportunity every day to help others live a better life. His role as founder of The Healthy Place and other nutrition and health-related companies is the natural result of his pursuit of that desire. In this conversation, we discuss how Tim became interested in the world of natural health, how he creates a culture within his companies that focuses on helping the customer first (even if that doesn’t result in a sale), how he's learned to activate and empower the unique abilities of his team members, and much more. We could have talked for hours, so I invite you to join me for another captivating conversation. Leaders must ensure that organizational culture serves customers Organizations that matter function according to some sort of mission, a reason the organization exists. Typically, that mission benefits people, who are its customers or recipients. It’s the leader who is responsible to ensure that the people their organization serves remain the front and center focus of the organization’s efforts. Tim O’Brien keeps that focus in view for his teams by repeating a simple phrase that is introduced during the three-month training all team members receive. What is the statement? “Souls before sales.” It’s Tim’s way of reminding himself and his team members that the help they provide to their customers has no strings attached. Sometimes that means they don’t sell anything. Other times, it may mean a sale happens. Either way, the person is being served in a way that truly benefits them, and that is what matters. Leaders must also ensure that team members can serve customers with integrity On the “team” side of things Tim’s slogan “souls before sales” applies as well. Tim desires for his team members to be among the highest compensated in the industry and wants to provide that compensation in a way that is never in competition with the best interests of the customer. For example, in the natural health industry, it’s common for sales associates to receive varying levels of commission, based on the products being sold. Tim himself experienced this tension when as a young man working in a health food store, he was tempted to suggest a supplement that he knew was not the best solution to a customer’s problem but would earn him a higher commission. He never wants his team members to be faced with that kind of choice. Said another way, he wants to make it easy for his team to serve customers well. As a result, he provides his team members a bonus that is based on the overall growth of the company, not only on personal sales. That way their work contributes to the bonus but is not directly tied to the particular products they recommend or sell. They can maintain a clear conscience and full integrity in pointing customers to the best solutions for their needs.  Team selection is as much about passion and desire to help people as it is qualifications Everyone is on a journey, in life and career pursuits. It’s not always the case that job applicants know where they are headed or even what the job they are applying for will entail in its fullest manifestation. Knocking on doors and investigating employment opportunities is one of the ways we discover the path we are meant to take. This is one of the reasons that Tim’s organizations are not looking for specific life experiences or qualifications when selecting new team members. They know that expertise can be gained through training and experience on the sales floor. What matters more is that the person being trained has the passion to make a difference, the ability to learn, the willingness to be taught (which is an entirely different thing), and a deep desire to help people. Those ingredients can be refined to become an effective sales or customer service associate.  Are you casting a personal, compelling vision for your team? Team members are not cogs in the machinery that accomplishes the mission of visionary leaders. Their personal journey and experience of life are just as important as any mission the organization may have. Leaders must recognize this and apply that knowledge to the way they lead the people under them. Care, compassion, and true encouragement expressed by leaders build a level of trust and loyalty to the organization that can’t happen any other way. That’s why Tim endeavors to give himself daily reminders that the people he leads are valuable and important as human beings — and is also the reason why he communicates that fact to people often. None of us can overcome our insecurities, doubts, and fears without those influential others who remind us that the negative voices we hear are lying to us. Tim takes that responsibility seriously and desires to be a conduit of hope and encouragement to everyone he meets. In my book, that’s a true leader. Outline of This Episode [1:10] Tim O’Brien’s experience, background, and motivation in nutrition and wellness [7:41] What people concerned about health supplements don’t typically understand [11:01] How Tim has built a culture of education and knowledge in his companies [15:09] The personal story behind Tim’s journey into nutrition, health, and helping others [20:08] Hiring team members based on passion, character, and humility [25:05] Trust for his team and the pivotal moments that taught him how to do it [31:02] Why Tim and his team work hard to reduce friction for customers [34:11] The challenges and opportunities that have come from the COVID pandemic [42:04] Important things that drive Tim forward in life [47:21] Managing life and the varied responsibilities it brings [59:31] Tim’s offer of 25% off and FREE nutrition and health advice  Resources & People Mentioned SPONSOR:eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days GNC Bruce’s talk at Disrupt Madison FIT (Functional Integrative Training) in Madison, WI Connect with Tim O’Brien Use the LIVE CHAT on Tim’s website to learn about ANY health issue - any day and use the coupon code “leadership” to get 25% off full price Connect with Tim on LinkedIn Tim’s company website: The Healthy Place Tim’s vitamin company: Lively Vitamin Co The Wild Theory CBD Oils company Tim leads Follow The Healthy Place on YouTube Follow on Instagram Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
51 minutes | a month ago
In Memoriam: Honoring the Memory of Chris Clarke-Epstein, Ep #70
There are many people who impact you deeply as you go through life, but only some who do so more deeply than you know at the time. Chris Clarke-Epstein is one of those people for me. Chris was a unique individual who possessed a movie-worthy personality and style. Her speaking prowess was the kind that captivated audiences before they knew what was happening. She was a chameleon of conversation, artfully adapting the way she interacted with individuals to enable a connection based on who they were and what they had experienced. Though she is best known for her storytelling and speaking she was also able to get right to the point, but in a way that made the person she was interacting with feel that they were being given the gift of knowledge and insight to be treasured. Our world is a richer place from having Chris in it. We will miss her.  Putting ideas into action requires change — in yourself and in how you respond All of us experience times in life when we need to decide if we're going to bring our new ideas to fruition. If so, we will have to change our current behavior and actions.  Change is a strange thing, it affects each of us uniquely. Chris Clarke-Epstein made it her life’s work to discover why some people respond to change by stepping up to the challenge while others are trapped in overwhelm and miss the opportunity change provides. She’s discovered that the measure of success in a person’s life is how they deal with the bends in the road that require change. Do they vacillate and delay out of fear or insecurity, or do they move ahead eager to discover a better future? The time between the two must diminish if we are to be good leaders and it’s our experience that shortens the cycle. Over time and as we grow, we find that what stopped us in our tracks earlier in life becomes something that we know we can get through by gathering our resources and moving ahead. Organizational change impacts your team in a variety of ways Leaders need to understand that the people in their organization handle change in a variety of ways. What is more, learning the following about your team can help you guide them artfully and wisely: Change is bigger in the minds of your team than it is in yours Your team is typically not in the know about the details surrounding the change you're proposing. You’ve had time to process the situation and make mental, emotional, and practical adjustments. Your team typically hasn’t. You need to empathize with their experience and lead them along at a rate that they can keep up with. As you do, your team will process the change more healthily and come on board more enthusiastically. Change is likely your choice, not the choice of your team As a leader, you need to force yourself back into the role of a follower for the sake of understanding the context within which your team is responding to the change being proposed. They have no control or say in whether the change takes place. It’s being dictated to them, they’ve got to adapt even if they don’t want to. Understanding that reality helps you patiently ask the questions required to understand their journey to the new reality you already see. Your team needs to understand the benefits of the change that you already see As a leader, you need to understand that the benefits you see coming from the changes you’re implementing are not internalized by your team — yet. Their motivation and their enthusiasm about the change will grow the more they see the future benefits they will experience. So cast that vision. Keep talking about it. Ensure that your team understands the better future you’re headed to together. Your team will believe in the need for change the longer and more consistently you talk about it 70% of organizational change initiatives fail. Why? Much of the reason is that the leader fails to consistently cast the vision behind the change and equip and empower the team to accomplish it. A sustained effort will empower change initiatives, convincing the team that it’s really going to happen. So stick with one idea until it’s complete. Don’t let the next seminar or leadership conference you attend derail what you already have in place. If you are constantly bringing new ideas and changes to your people your ideas for change will quickly lose credibility. These are just a sampling of the wisdom Chris shares in this conversation. It’s one I will treasure for years and am honored I was able to experience. Enjoy! Resources & People Mentioned SPONSOR:eWebinar - eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
28 minutes | 2 months ago
Living The Example In Leadership And Service, with Peter Schravemade (part 2), Ep #69
Any leader in any organization has to be mindful of the example they set. What you model will be a good example or a bad example for distinct groups of people: those you lead, those you serve, those with whom you are in a close relationship, and those who observe your life from a distance. This undeniable reality is an aspect of leadership that seems to fall off the radar for many senior leaders. Position and success somehow obscure the need for humble modeling and are sometimes replaced by a sense of entitlement or superiority. Peter Schravemade is a leader who has not lost touch with the impact his example invariably has on others. Though he’s ultra-busy in his role at BoxBrownie.com, he strives to keep himself grounded, for the sake of his family, those he leads, and his own sanity. Join me for this delightful conversation with a guy whose responses are often deeper than the question he’s been asked. That’s a good thing. Should a leader’s personal life intersect with their professional life? I’m always curious about how leaders see the relationship between personal and private life. Modern business etiquette often says the two should remain entirely separate, but if you’ve followed me for any length of time you’ll know that I couldn’t disagree more. I believe that who you are personally not only informs but amplifies who you are professionally if you allow the two to intersect in helpful ways. Peter is a “what you see is what you get” sort of guy. His self-deprecating humor and humble attitude have earned the respect of those he leads and have advanced him to positions of influence and strategic growth on the BoxBrownie.com team. In this conversation, we discuss how his personal and professional life intersect and why it’s important for top decision-makers to make sure the two are connected.  Does the entirety of who you are hold up under the magnifying glass of a “What you see is what you get” perspective? As a leader, what can you do to nudge yourself a few steps close to it? Modeling a servant attitude is more powerful than you may think  People naturally gravitate toward those who encourage and help them. That’s why leaders should be practiced at recognizing the abilities of those on their teams, encouraging and empowering those abilities, and providing opportunities for them to develop. There’s a name for this, it’s called servant leadership. Peter says that the “service” part of what he does — as a leader and more broadly toward customers — is what keeps him going. He's made a good point, there. It’s a huge motivation to know that both how you lead your team and how you provide services to customers is making a difference in their lives. How are you doing on this front? Do the team members you lead know that you are in their corner and working to see them excel? If you’re not sure, why not ask them? You may find clear areas where you can improve your leadership that you didn’t know existed. True leaders model a deep belief in their product or service It’s been said that when you are convinced that the service or product you provide will benefit those who use it, you’re obligated to tell them about it. Leaders can learn something from that statement. Not only do you as a senior leader have broad experience from which those you lead can benefit, but you also have a perspective of the overall organization’s goals, direction, and impact on customers that can help them see the bigger picture of how your organization is making a difference in the lives of those you serve. In his role at BoxBrownie.com, Peter has seen time and time again how the work they do fast-tracks the results their customers are seeking. It’s this clear benefit that he keeps in mind at all times. It motivates him each day and keeps him going as he travels across the world at a feverish pace (listen to this episode to hear an average week of insanity for Peter). His advice to those who don’t feel 100% in love with what they do in their organization is golden. It's this... If you find yourself unable to get entirely behind the product or service your organization provides, you probably need to find an organization that provides something you can get behind. You are not serving yourself, those you lead, or your organization well when you’re only bringing part of you to the task at hand. Don’t miss this episode. Peter shares his experience as a leader and team member in an unforgettable style that provides value with every response. And if you didn’t hear the first part of this two-part conversation,you can find it here. Outline of This Episode [1:15] Peter’s background in the church and the benefits he experiences as a result [3:40] Comparing professional life to personal life: what you see is what you get [6:28] Why Peter’s work in the real estate industry matters to him and his customers [11:50] The reason Peter keeps a crazy pace and varying business-travel lifestyle [17:03] Three characteristics of achieving the kind of success Peter has experienced [21:22] The one thing Peter would magically do for BoxBrownie if he could Resources & People Mentioned SPONSOR:eWebinar - eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days The National Association of Realtors The Property Portal Watch Conference Connect with Peter Schravemade BoxBrownie.com - where Peter serves Peter(at)BoxBrownie.com  Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
45 minutes | 2 months ago
How An Upstart Australian Real Estate Tech Company is Storming the U.S.—Part 1 with Peter Schravemade, Ep #68
Real Estate is an industry that everyone understands on a basic level, but very few know about the highly specialized niche businesses that serve the industry. These organizations keep the real estate machine humming along smoothly for the benefit of both buyers and sellers. Some of them enhance the process to provide greater value for everyone involved. Peter Schravemade serves as Strategic Relationships Manager at BoxBrownie.com, one of those highly specialized real estate tech companies I referred to. BoxBrownie.com takes average-looking photos of properties and makes them pop — resulting in faster sales and higher sales prices (Peter cites that claim during our conversation). Peter is the type of person you can talk with all day, and we almost did. Thus, this conversation will be split into two episodes. Watch your podcast player for the next installment. Learn how the leadership at BoxBrownie.com started the company in Australia, the challenges they faced branching out to the U.S. market, and how they are handling the pains of massive growth as the company’s services continue to grow in demand. You can’t fix blurry When asked about the most challenging parts of what the BoxBrownie.com team does, Peter was quick to say that though they work with many stellar real estate professionals, there are some who make him scratch his head. He’s had situations where agents provide blurry property photos and expect the BoxBrownie.com magic to make the image clear. Others may upload a picture of a door, half-opened, and ask the BB team to “create” the rest of the room that can’t be seen. From those examples, Peter is quick to point out that it’s incumbent upon the BoxBrownie.com team to educate its customers — and potential customers — about what is and isn’t possible in photography and why good quality original photos will benefit the seller, the buyer, and the real estate agent in the end. When they do this well, everyone wins. Are there ways as a top decision-maker your organization could take a page from the BoxBrownie.com approach to amplify your customer’s results by educating them about what you do, how you do it, and why it is done that way? The BoxBrownie.com team does so through blog content. How could you educate your customers better? How you act and react to a situation dictates the person you are. A painful turning point in Peter’s life was the passing of his mother. She struggled with sickness for many years and finally succumbed to death when he was 21 years old. Her example of serving her family faithfully despite her daily suffering is an inspiration to Peter to this day. Her loss forced Peter to seriously consider who he wanted to be and what he was going to do with his life. That’s when he chose to get into the real estate industry. It was during that season that a comment his mother often said to him came back to him. “How you act and react to a situation dictates the person you are.” He realized the wisdom of her words — that in every situation he has a responsibility to be the person he truly wants to be, the one who responds rightly, maturely, and with patience and wisdom toward others involved in the situation. What might happen in the lives of leaders and their teams if leaders adopted this sort of responsibility for their responses and actions? Beyond that, what could happen to the bottom line of their customers if that attitude permeated the organization resulting in customers being served better? How $1.60 sells houses faster and for more The base product BoxBrownie.com sells is a photo service that enhances property photos to make them more appealing and revealing for potential property buyers. This enables the buyer to see the property with greater clarity so they better understand the features and qualities of the property purchase they are considering. The BB team knows this is important because industry statistics say that 84% of purchasers want to see good imagery in real estate listings. But what effect does imagery have on the sales cycle? Peter provides additional statistics from the National Association of Realtors that makes the importance of great photography abundantly clear. The BoxBrownie.com photo processing service costs $1.60 per photo and can easily be accessed from a smartphone. The NAR stats say that good photos lead to properties selling 32% faster and at a price that is $9,000 to $11,000 more than properties that do not have good imagery. That’s a very small investment for a huge return, yet 80% of agents do not edit or process their images at all. As a top decision-maker, I challenge you to examine your industry to find similar leverage points that you can highlight for your team. Then, equip them to take advantage of what they discover. Your organization will flourish financially, but perhaps more importantly, you’ll be modeling industry savvy and insight for the team you lead. Be sure to watch your podcast player or app for part two of this great conversation. Outline of This Episode [3:16] How Peter describes what he does on a 7 year-old level [8:15] What is virtual staging and why is it an ethical approach to marketing a home? [15:22] Surprisingly difficult stages of building the company and moving to U.S. markets [22:40] The passing of Peter’s mother and the life-changing advice she gave him [31:24] How BoxBrownie.com built it’s spot in the American Real Estate Market [37:45] The most common misconception about the Real Estate industry [40:41] Current challenges BoxBrownie.com is facing Resources & People Mentioned SPONSOR:eWebinar - eWebinar automates the tedious task of giving the same presentation again and again, unlocking your free time for whatever you choose - try it for free for 30 days The Booker Prize Home Buyer and Seller Generational Trends from the National Association of Realtors Connect with Peter Schravemade BoxBrownie.com - where Peter serves Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
7 minutes | 3 months ago
5 Reasons You May Be Promoting The Wrong People And How To Avoid Them, Ep #67
In his book, “The Peter Principle: Why Things Always Go Wrong,” Dr. Laurence J. Peter quipped that “People in a hierarchy rise to their level of incompetence.” By this, he meant that employees are typically promoted based on their success in previous roles under the assumption that they will do well with even greater amounts of responsibility and leadership. Laurence says this formula of “success leads to promotion” often continues until that person reaches a level at which they are no longer competent for the role they've been given, as skills in one job do not necessarily translate to another. Though Dr. Peter’s book was released in 1969, we sadly see this dynamic happening still today, and it brings up a much-needed question, “Is there a better way to assess people for leadership roles?” I believe there is. This short episode introduces my ideas so I hope you listen. Where the promotion process typically goes wrong Beyond the dynamics that happen according to the Peter Principle, there are additional reasons that promoting people within your organization can go awry. I’ve noticed 5 significant concerns in my experience working alongside top decision-makers and teams. 1 - The compensation and reward structure of the organization is inadequate Many organizations only have one way of rewarding team members: by promoting them to a higher position in the organization. When your options are limited to that, you’ve already set yourself up for failure. Think through creative, meaningful ways that team members can be rewarded for performance and cultural contributions that don’t include promotions or steps up the rung of leadership. You’ll not only contribute to positive company culture, but you’ll also relieve the obligation team members feel to work toward promotions in the first place. 2 - The romantic notion of leadership Most top decision-makers and leaders know that there is nothing at all romantic about leadership. They have the battle scars to prove it. However, many people who are not in leadership don’t know the harsh realities and tend to romanticize leadership.  Clear communication, humility, and transparency from the top down can serve to reveal the realities of leadership to team members. It can also demonstrate the level of commitment leaders need if they are going to do their jobs well, informing those truly interested in leadership roles of the cost they will have to pay to become a leader. 3 - Outside influences impact leadership ambitions We are all influenced, for good and bad, by a variety of sources. If your team members are learning about leadership from outside your organization (not necessarily a bad thing) then they could be influenced to pursue leadership positions for reasons that don’t align with your organization’s values. Again, clear and regular communication that nurtures team member goals and dreams can help you get a bead on the real motivations behind leadership ambitions. 4 - The potential leader simply doesn’t know if they want to be a leader Many people stumble into leadership almost by accident. Once there, many of them discover gifts, abilities, and personality traits they didn’t know they had that are well suited for leadership. Others discover just the opposite. As Laurence J. Peter also said, “A man doesn’t know what he knows until he knows what he doesn’t know.” You’ll hear me strike a similar chord in my advice on this point: regular and open communication between you as the senior leader and those who work under you will enable you to see untapped or undiscovered leadership potential in team members. You’ll have the opportunity to nurture those latent abilities, equip team members to use them well, and provide opportunities for them to be used and developed. This is one way you can help future leaders discover that they are leaders deep down — or not. 5 - Potential leaders often point to the wrong evidence to support their leadership ambitions It’s good for team members to desire leadership, but the reasons they desire to be leaders can be a mixed bag. It’s your job as a senior leader to discern those motives, steer them in the right direction, and help them clearly see if leadership truly is for them. As you engage in conversations with those seeking leadership learn to ask questions about WHY they think they are ready for leadership. They may point to things they’ve been successful in that in reality, have no bearing on whether they are suited for leadership or not. As an experienced leader, you will be able to see those things and help them look to the markers that do matter for leadership. Outline of This Episode [0:46] How the Peter Principle still happens in today’s organizations [1:57] Reasons finding the right kind of leaders may not be possible [4:46] Trust and various tools can make the leadership selection process easier [5:25] Don’t underestimate the complexities and uncertainties involved  Resources & People Mentioned Connect with Bruce to schedule a time to chat about your leadership selection issue BOOK: The Peter Principle Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK  
59 minutes | 3 months ago
The Winding Road To Greater Purpose, with Max Duckworth, Ep #66
We’ve all heard it said that the shortest path between two points is a straight line. That’s undoubtedly true, but what we often fail to realize is that the BEST path is not always the most direct or straight path. Sometimes it’s the bends and turns in the path that brings the rich experience and learning that we need the most for carrying out our life’s work. My guest, Max Duckworth has taken his own winding path on his way to filling the important role he does now. It’s one that’s taken him from particle physics to environmental policy, to energy commodity trading, to impact investing. Max is now an impact investor and co-founder of Masa Partners, which in his words, attempts to invest in companies that make a positive impact on the world while making a profit at the same time. Putting together the varied lessons life has to teach us as we walk our winding paths enables each of us to move into opportunities we didn’t even know existed when we started the journey, and often, the world is better for it. Join me to explore the idea on this episode. Impact investing from a people perspective Impact investing is focused on making financial investments in companies that are taking on serious problems for the betterment of the world and mankind. It aims to be profitable through investment in companies that are making a difference — not just making money. Max says that his approach to choosing the companies his investment group will fund is focused around four “P”s: Problem — People — Product and Profit, in that order. It’s the people part of that progression that was especially intriguing to me, so I asked Max to elaborate on that piece. He says that he spends a significant amount of time assessing the founders and team of the company he’s considering an investment with. In his mind, he’s asking, “Is the group capable from a business standpoint and from an execution standpoint?” In other words, are they the kind of people who have both the skill and drive to get their product made and marketed well?  While it’s admittedly a subjective call, some of the things that go into answering those questions have to do with whether or not the team members have a personal connection to the mission. If they do, through life experience or history with the problem, they are more likely to be all in and will see the project through, and thus, create a profitable outcome. This assessment step is something savvy leaders could adapt and tweak it to help them create mutually meaningful work engagements for their teams. Hiring and retaining people who are personally connected to the projects you’re working on could dramatically impact the meaning your team members derive from their work and fuel your organization’s forward momentum over the long haul. When COVID hit, impact companies took the lead in caring for their people Though small and struggling to use their limited resources well, many early-stage companies that Max works with made what I’d consider the right choice when the COVID pandemic hit.  These mostly young leaders, by and large, considered the well-being and overall happiness of their employees as one of the essentials they must maintain during the pandemic. In my mind, this is an example of leadership done right. Perhaps it’s the focus on “impact” these founders already possess that enables them to see human capital as the primary consideration for the longevity of their companies. No matter the reason, I couldn’t help but say, “Well done” when I heard this news. Hiring is one of the most significant growth pains of early-stage companies As early-stage companies start to gain traction it can seem like a thousand things require attention all at the same time. One of the most crucial of the puzzle pieces that have to be sorted is hiring. Finding and hiring the right people can be a significant challenge. There's a need for more than simply matching the right skills and resume with the tasks at hand, which are many. It’s about drive, commitment to the cause, and chemistry with the team as much as anything else. The impact founders who keep these in clear view without caving to the sense of urgency they often feel will be able to find the people who can move their team forward, faster. It’s one example of how the creation of mutually meaningful work engagements begins at the very beginning when potential team members are vetted.  Outline of This Episode [1:03] Why a straight line is not always the best line [2:23] Impact investing — positive impact coupled with profitability [11:28] Max’s first angel investment and his foray into impact investing [18:10] His belief in win-win situations for life and investing [26:15] How decision are made regarding impact investments [37:01] How the COVID pandemic drove companies to get more done in less time [43:03] A timely example of Max’s first investment partner reaching a point of success [46:39] Why growth and hiring are huge obstacles for early stage companies [52:52] Think about the broader ramifications of your investment choices Resources & People Mentioned Constellation Energy The Bill and Melinda Gates Foundation Abingdon Health - one of Max’s early success stories Goods Unite Us - another of Max’s supported companies Connect with Max Duckworth Connect with Max on LinkedIn Max’s website: https://MaSaimpact.com/ Follow Max on Twitter: @MaxRDuck Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
8 minutes | 4 months ago
Work Engagements Can’t Be Mutually Meaningful Without This, Ep #65
“The obscure we see eventually, the completely obvious, it seems takes longer.” ~ Edward R. Murrow.   Edward R. Murrow was a broadcast journalist and war correspondent who gained prominence during World War II. His statement points out something we all know, the obvious things don’t always get our attention right away. It happens to all of us. It even happens at work. We're busy, we're preoccupied, and mistakes are made. Sometimes we are lucky to have someone witness our fumbled actions or statements and we can get a good laugh from it. Other times it bites us squarely on the ass. One of the things which may seem obvious to you once you hear it is how to create meaningful connection with those you lead in the workplace. That’s the topic of this episode. Before you can create a mutually meaningful work engagement, you must do this Again, it sounds obvious but before you can engage in a mutually meaningful relationship with a team member, you have to understand what would make that connection meaningful for them. For people to willingly share with you what makes a work engagement meaningful for them, there first must be trust. Many of you already have that level of trust with your employees, but what about the new person? How do you develop a higher sense of trust with them straight out of the gate? In this episode I give you a number of quick tips on how to it, so be sure you listen all the way through. To build trust with your team, learn to say, “I don’t know.” During your first conversations with a new employee, there will likely be something they ask to which you are reasonably sure of the answer. But resist the temptation to feel that you have to give a definite answer. Say, “I don't know,” if you must, and follow it up with, “but I will find out and get you the answer by X time.”  Why is this important? Because conveying that you are reasonably sure puts the trust factor at risk. To them, “reasonably sure” might be perceived as the real deal and you’re then on the hook if it turns out not to be the case.  Leaders must learn how to appropriately ask personal questions of their team members I always get hate mail with this one, but nevertheless, I stand by my experience. I’ve discovered that it is important for the employee to know that as a leader, you're interested in their success and development as more than just an employee. The way to do that is to ask questions about things not related to work. This too is rather obvious, but not everyone agrees. You can ask about their non-work goals and objectives and how you can help them attain those.  I’ll write more on this at a later date, but leaders these days feel like they walk a tightrope when it comes to determining what they can and cannot ask their employees about their lives outside of work. I suggest you use common sense, be compassionate, and you'll be just fine. Do your team members understand your plan for their development? It’s important that every employee knows that you are intentional about your role in helping them develop and grow. Show them a general 10,000-foot plan for how they will be developed, challenged, and grow. It’s a matter of giving them evidence that you are invested in their growth and that it will bring mutual rewards for them and the organization. Use this time to also show them the high-level plan of the organization. They will appreciate being in the loop. If you are a top decision-maker experiencing challenges relating to this topic or any developmental topic, then give me a call and I will give you 20 minutes to confidentially discuss your situation and help you come up with a path to move you forward. My phone number is (715) 661-0364. Outline of This Episode [0:45] The painful truth of the obvious things missing our notice [1:58] What makes a mutually meaningful work engagement meaningful? [6:23] The obvious need for trust in work engagements and what it takes to foster it Resources & People Mentioned Call Bruce to discuss your situation - 715-661-0364 Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK  
57 minutes | 4 months ago
Authentic Leadership Breeds An Authentic Company Culture, with Carl Atwell, Ep #64
These days the word “authentic” is bandied about quite a bit, almost so much that it’s lost its meaning. That’s why it’s refreshing when you get the opportunity to chat with a leader who truly embodies the meaning of the word. Carl Atwell is an individual with whom I had that sort of conversation recently. He’s an “all-in” guy, which is one of the main reasons he’s so authentic. Carl doesn’t believe there’s any reason or point to playing games or allowing organizational culture to go sideways. So he talks straight and with incredible authenticity, and he does so for the sake of making his organization of better service to customers and more meaningful for his team members. Now THAT is a mutually meaningful work engagement! Carl is the owner and President of Gempler’s, a farm and home company that he says is an “81-year-old ecommerce company.” During our conversation, we discussed how Carl made the decision to purchase Gempler’s, the experience that prepared him for the opportunity, the challenges and successes he’s experienced at the helm so far, and why customer service and company culture are such important things to him. What the leader of an 81-year-old company can teach us about organizational culture The people who buy products from Gempler’s are those salt-of-the-earth individuals who know what it means to work hard to produce actual fruit from their labors. They are farmers, ranchers, landscapers, and other outdoor workers who do honest work for an honest wage. It’s these customers who motivate Carl to make Gempler’s the very best it can be. Though his company is not growing the food or raising the cattle, Carl is proud to serve those who are in ways that make it possible. It’s an honor he doesn’t take lightly. That attitude is one he diligently strives to pass to his employees. He wants them to see how their work matters, why the things they do are not only supporting themselves but also those who fuel the food supply of a nation. It’s an admirable ambition and one that demonstrates how good leadership is essential to the attitudes and behaviors of those within an organization. When modeled well, meaning and purpose through work can be caught as well as taught. How small to midsize companies can out-Amazon, Amazon Shortly after Carl took the reins at Gempler’s he led the organization through one of the most far-reaching and significant pivots the company had ever made, moving from a long-standing, catalog-sales model to an e-commerce brand. With their primary competition being Amazon and Wal-Mart, Carl knew he had his work cut out for him. Not only did he have to get past the barrier that the company’s long-standing catalog-only sales model represented, he had to do so in a way that not only retained customers but also made Gempler’s an attractive alternative to Amazon. His approach to the issue was ingenious: Gempler’s could do all the things Amazon does well — great customer service, free shipping, quality products — but also do something Amazon can’t do well, be a company that people want to support by applying an authentic, real-people approach. That would make customers truly enjoy engaging with them. His approach paid off. Gempler’s made the transition to e-commerce quickly and without losing many customers. And top-down customer service is one of their largest areas of focus. Top-down customer service sets the tone for an authentic company culture Companies can say anything they want about themselves on their own web properties. Whether the claims made are to be believed depends on either the gullibility or diligence of the visitor. But when I visited the Gempler’s website I noticed something that told me it was an organization that was doing more than talking a big talk. The President himself posts his private email address on the website and solicits feedback from customers. That’s unheard of and is one of the things that enables Carl to keep his finger on the pulse of the people the company serves. When I asked him about this he said that though it’s a practice that consumes a significant amount of time, it’s important to him that he replies to every email he receives. He wants Gempler’s customers to know that their needs and concerns are taken seriously and that it's a concern that begins at the top. This approach speaks volumes to the team members at Gempler’s, demonstrating that customer needs are among the most important priorities of the company. Carl shares stories about employees who were concerned that the company stayed open when the worldwide COVID pandemic began in early March 2020. Why were they so concerned? It wasn't just about their own paychecks, it was because they believed the company needed to be open to provide customers with the things they needed. That is proof that mutually meaningful work engagements are happening at Gempler’s, and it’s an example to be followed by other organizations. How does your organization stack up? Is your leadership committed to a top-down customer service approach that inspires your employees to take customer service seriously? Outline of This Episode [2:25] The 83 year old e-commerce company Carl chose to purchase [16:37] What it takes to do true customer service [25:07] Successes Carl is particularly proud of at Gempler’s [32:08] Challenges faced by Carl and the Gempler’s team most recently [36:02] The most significant defining moment in Carl’s life [47:55] Why the customers make Carl’s role meaningful to him [54:15] Carl’s top two takeaways for top decision-makers listening Connect with Carl Atwell Gempler’s Website Resources Mentioned In This Episode Land’s End River’s End Trading Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
15 minutes | 5 months ago
Professional Development & Personal Development Through Great Leadership, Ep #63
When you hear the phrase “change the world,” which seems to be prevalent these days, do you tend to think of grand things, things that move the needle in big ways? Perhaps the type of things that come to mind are finding a cure for cancer or establishing a context in which world peace can be attained. If that’s how you think of world change, you’re not alone. But let me challenge you to think of it differently. You and I can change the world through smaller but no less significant actions, such as positively contributing to the development of the individuals around us. If you’re an organizational leader or top decision-maker, you have an especially fertile field in which to plant that type of seed and the harvest you might reap could be incredible over the course of your career. This episode introduces the concept of the Mutually Meaningful Work Engagement — a method by which organizational leaders can work toward the positive development of the people within their organizations, and increase the profitability and success of the organization at the same time. Working as a paramedic opened my eyes to the need for Mutually Meaningful Work Engagements I still remember my very first call as a paramedic. The call came in and I responded, driving to a rural location to find the victim’s son in the front yard raking leaves. It seemed odd, even out of place, but I had a job to do. I assessed the situation and went inside, making my way through piles of trash and filth to find the woman in need of assistance on the bathroom floor, lying in a pool of mixed liquids. It was a disturbing experience, but I was able to compose myself, focus on the task at hand, and stabilize the woman for transport to a local care facility. At home that evening, I wondered, “What was the point?” The woman seemed to live in pitiful conditions and with people who appeared not to care about her well being at all. Was it even worth it to save her life if that’s all she had to look forward to? But upon hearing that she made a full recovery and was doing well, I experienced a feeling I’ll never forget. I had helped someone in a significant way, and it felt very good. My journey over the years has led me to see that we all desire to feel that way, it’s part of why we work in the first place. We not only need to provide for ourselves we also want to contribute to things that make a difference for other people. Keep listening to hear how my experiences led me to envision and champion the concept I refer to as the Mutually Meaningful Work Engagement. Professional development and personal development merge within MMEs I believe that organizational leaders should be setting their sites higher than just professional development. Don’t get me wrong, professional development is great and organizations that intentionally contribute to the PD of their team members are doing a great thing. But even more powerful are organizations and leaders that take seriously the very real opportunity to help their organization’s leaders grow personally as they grow professionally — even if that means the person outgrows the organization in time. A Mutually Meaningful Work Engagement is beneficial on both sides of the relationship exactly because of this broader perspective. The individual receives coaching that could rival that of any professional life coach, while at the same time receiving true on-the-job training and development on a professional level. When the two are integrated, amazing things happen for both the individual and the organization they serve. It only makes sense… when the team members feel supported and empowered, they contribute to the organization’s goals at a higher level. The scale and scope of a Mutually Meaningful Work Engagement is bigger Stepping past the boundaries of professional development alone enables an organization to address the real needs and desires of those who have joined their teams. As a result, the organization has the opportunity to invest in team members that uniquely suit its needs while also experiencing the bottom-line benefits every organization must attain. Let’s quickly look at both sides of that equation... ORGANIZATIONAL BENEFITS Grow your bottom line Professional development becomes an accountable endeavor Greater ability to keep your good people Benefit from and leverage the short-timers on your team BENEFITS TO THE INDIVIDUAL Truly great professional development The opportunity for empowering and integrated personal development Feeling understood and appreciated Long term life skills that enrich their lives and the world These are just some of the benefits to the proper implementation and consistent application of MMEs. I invite you to listen to this entire episode to gain a deeper understanding of how MMEs can happen in your organization. Stick around to the end to hear how my organization, Contracted Leadership, could assist your organization in developing and implementing your own unique MMEs. Outline of This Episode [1:10] What does it take to REALLY change the world? [2:01] The power of contributing to the positive formation and development one person [8:32] Why should leaders strive to create mutually meaningful work engagements? [11:35] How individuals in the organization benefit from mutually meaningful work engagements Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
37 minutes | 5 months ago
Healthy Team Culture Begins With Caring Leadership, with Jason Adamany, Ep #62
As a top decision-maker, you know the difficult balance between caring for team members in a personal way and maintaining proper professionalism with your team. I don’t believe there is a one-size-fits-all approach to this difficult issue, but I do believe there are guidelines that can serve to maintain the balance in effective and fruitful ways. My guest on this episode of the podcast is Jason Adamany, CEO and Founder of IT Service provider, Adesys, a company he started while he was still in college. Naturally, coming right out of college Jason was anything but a seasoned leader, but by applying a growth mindset to his leadership as well as to his company he's gleaned a wealth of personal experience that is ripe with takeaways on this topic. Modern business challenges brought on by COVID-19 Imagine this scenario: Your company’s workforce includes individuals who have worked for the company for many years and for the entire company’s existence, those team members have worked together, face to face, in the same facility. Then comes COVID-19, a worldwide pandemic that has forced companies to do business differently, by going entirely remote. Most of you don’t have to imagine the scenario because you’re living it. COVID-19 is no-doubt putting your leadership skills to the test, forcing you to learn new ways of cultivating and maintaining team culture in spite of the "new normal" of remote work. Jason Adamany says his entire staff is working remotely now. He’s finding it difficult to foster the team environment in the ways he's used to, especially as new team members come on. He hopes that most of his team will come back on-site before long, but the unknown and ongoing aspects of the current situation place more demands on team members and as a result, the company. He's learning to stay flexible and seek to understand. As team members juggle the situations COVID-19 has thrust upon them, such as their children being participants in digital classrooms while staying home, company leaders have to be able to flex with the changing needs of their employees while still turning a profit. One of the primary tools leaders must employ in a situation like this clear and compassionate communication. Listening empowers leadership and encourages the team When top leaders care for their teams effectively, team members are then able to care for clients in unprecedented ways. That’s the philosophy Jason Adamany has about the type of relationship leaders need to develop with team members. It’s a difficult balance that has no cookie-cutter solutions, however, there are many ways leaders can move in this direction, and all of them begin with effective listening: Solicit feedback from your team Make sure your team can contribute in ways that are meaningful to them as individuals Keep in mind that each team member will define that differently Work diligently to create an environment team members want to be in Do the work needed to create happy team members Communicate clearly that you value and understand that they have a life outside of work  The line between professionalism and entering into team member’s lives How involved should a leader be in the lives of their team members? Many would say that it’s inappropriate and potentially improper for leaders to ask too many questions about the private lives of their team members. Others feel they can’t lead their team members effectively if they don’t know what those individuals are experiencing in life outside of work hours. Jason Adamany says that his approach is to take the issue on a case by case basis. Each individual on a team will have a unique comfort level when it comes to their leaders knowing the details of their private lives. So take it slow and easy. While the best way to be there for employees is to seek to understand what’s going on outside of work, you may have to simply make it known that you are willing to listen and willing to help when and where your team members feel comfortable with that level of sharing. This is a tricky balance but a clear way that positive team culture, loyalty, and long-term commitment can be fostered. Listen to this episode to hear more! Outline of This Episode The reason today’s guest impressed me with his humility and modesty [0:55] How Jason’s upbringing led him to his current entrepreneurial career [2:31] His first IT company started during his college years [4:20] The fearful points of starting and building a business of your own [6:13] Empowering his team to take on more ownership and serve at a higher level [10:26] An amazing product Jason’s company stumbled upon [14:59] The challenges presented by Coronavirus for remote teams [19:16] The formative influences on Jason’s leadership today [27:01] The challenges of leaders knowing their employee’s life situations [32:08] Resources & People Mentioned Previous episode with Luke Perkerwicz Connect with Jason Adamany Jason’s company Adesys Follow Jason on LinkedIn The virtual receptionist Jason’s team created Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
9 minutes | 5 months ago
What Exactly IS A Mutually Meaningful Work Engagement? - Ep #61
One of the distinct things about the way we here at Contracted Leadership approach leadership and leadership development is the concept of “mutually meaningful work engagements.” It’s a hallmark of what we do because it is many times THE difference between average organizations and stellar ones, as well as the primary means by which individuals in the organization attain fulfillment and satisfaction in their work. This episode briefly defines the mutually meaningful work engagement from both the organizational perspective and the perspective of the individual employed by the organization. When you get what this concept is and understand how to implement it, you’ll lead your organization to a higher level of performance and significance. Work engagements can and should be meaningful in both directions A stereotypical view of employment is that of the grind — the resistant or even resentful daily trudge into the office, the mundane and monotonous execution of pre-defined and many times meaningless tasks, and the impatient watching of the clock until it’s time to return home. This perception implies that the organization is attaining its goals (meaning) but that the individual is not finding meaning. They are only a cog in the wheel that makes the goals of the organization possible. That’s a pessimistic viewpoint to have, but it is tragic if it represents reality.  We at Contracted Leadership believe that’s not only an archaic perception, but also one that should never be a reality. One of our primary goals is to help organizations and individuals find true meaning, and we do believe that it goes both ways. Yes, the organization should fulfill its end goals through the work and participation of the individual, but the individual should also find meaning in their work. We not only believe it should be this way, we believe that it can be this way. How are work engagements meaningful for organizations? When it comes to what makes for a meaningful work engagement for an organization, the answer depends on the type of organization. For-profit organizations clearly assess “meaning” in terms of profitability. Every one of these organizations is in the business of making money, making more money, and continuing to make more money. But they may also be aiming to innovate in ways that improve people’s lives, provide services that better human experiences, and significantly contribute to the lives of those they employ. Non-profit organizations are pursuing a cause or purpose that governs their sense of meaning. Though income is a consideration, it’s not the primary goal. The “why” behind the need for income is what fuels the non-profit organization.  Can individuals truly find meaning in work engagements? Many people only dream about the things they could do for a living that might bring purpose and meaning to their existence. Some go so far as to pursue those dreams through entrepreneurial or non-profit activities of their own choosing. But the vast majority of people lack the drive and vision for such endeavors. Does that mean they will forever miss out on meaning when it comes to the work they do week to week? We don’t believe so. Individuals can receive a great deal of meaning and satisfaction from even the most mundane or repetitive activities if they are led into it by those they work for and with. While work engagements only become mutually meaningful if both the individual and the organization are working toward that end, organizational leaders bear a particular responsibility for it becoming a reality. Average success can be turned into stellar success on both organizational and individual levels when leaders assume a facilitator role, serving as the connective tissue between the work being done and the purpose and meaning behind it. Are mutually meaningful work engagements possible? Many believe it’s not possible for work engagements to truly be mutually meaningful. The contention is that one side of the equation or the other will receive meaning but that both will not. We at Contracted Leadership vehemently disagree. This approach of pursuing mutually meaningful work engagements works. We have seen organizations grow considerably, develop cultures that team members love to be a part of, and accomplish both short and long term objectives. We’ve also seen individuals grow personally and professionally, many times receiving promotions or additional responsibility more quickly. As well, because of the personal and professional development that’s happening in the mutually meaningful work engagement process, new positions and opportunities often open up for these individuals, and careers take on greater momentum. Listen to hear more about the mutually meaningful work engagement and to understand how you can begin making your work engagements more fulfilling for your organization and the individuals within it. Outline of This Episode [0:55] What exactly IS a mutually meaningful work engagement? [2:01] What makes engagements meaningful for organizations? [3:28] Appropriate ways that leaders can to lean into the lives of their team members [5:33] The facilitator must be the leader. Here’s why [7:03] Outcomes of this approach that demonstrate its effectiveness Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
31 minutes | 6 months ago
Developing Future Leaders of Family-Owned Businesses, with Jim Hartlieb, Ep #60
Every Senior Leader should be aiming to replicate themselves by developing future leaders from within their organizations. It’s a proven way to increase team ownership, improve existing teams and structures, and to build a stronger organization over the long haul. One of the primary ways this kind of leadership development happens is through living out the organization's values consistently. You can engrave a set of company values on the wall, but it’s quite another thing to live them out consistently. In a family-owned business, the impact of that kind of consistency is multiplied. Jim Hartlieb is a seasoned leader whose name has come up again and again when the subject of company culture and values comes up. He is part of the leadership team that has developed a values-based culture at First Business Bank of Madison, Wisconsin. First Business Bank’s clientele is primarily made up of family-owned businesses that have passed down through the generations. Join us for this lively conversation about leadership, the development of organizational values and their consistent implementation, and how to use those values to provide a mutually meaningful work engagement for everyone. Leading by example is crucial when developing future leaders A clear set of organizational values can be empowering and clarifying, but only if those in leadership make it their business to embody the values consistently and with integrity. Leaders can’t expect those they are leading to embrace and uphold the company's values if the leader’s own behavior demonstrates that the values are, in fact, not so important. “In our culture, we believe that leading by example and making sure your actions match your words, are a big deal.” That’s how Jim describes the attitude at First Business Bank. “That really starts at the top with our CEO, Corey Chambas, and really all through the organization. You can see it walking around every day at work in the meetings that we have as a team and then how we interact with clients.” Developing leaders in any organization will inevitably take on the same attitude as those who nurture and develop them as future leaders. That’s why leading by example is so critical. A helpful question to ask yourself as you develop future leaders is, “Am I the kind of leader my organization needs five or ten more of?” The Golden Rule of leadership development Most of us have heard of the Golden Rule: “Do to others as you would have them do to you.” It’s a great principle for life that translates into leadership perfectly. As you work with developing leaders, consider this principle as you provide feedback, encouragement, correction, and direction. How would YOU want to be treated in each of those contexts? Your answer to the question will prove extremely helpful. Jim says, “It goes back to one of the golden rules: treat people the way you want to be treated. The way I like to get feedback is to just tell me and have it be actionable feedback that I can learn from and improve on in the future. So, if that’s how I want to be treated then that’s how I should interact with the people that I manage on a day to day basis. To me, it’s just common sense that if you expect someone to do the right thing, not only do they need to understand it but when you see them veering off the path, you need to be able to give them that feedback in a way that they can correct their behavior in the future. It seems pretty basic but you don’t always see it played out that way.” Helping future leaders prepare for inevitable leadership challenges One of the most challenging leadership situations is when an upcoming leader steps into a position where they will be expected to lead people who have years of experience in the industry and perhaps are much older. Are you doing everything you can to help your future leaders prepare for those situations so they can respond with the savvy and wisdom it takes to fully enlist those people on their teams? Jim Hartlieb of First Business Bank tells the story of his first leadership position. He’d moved from Chicago to Madison, Wisconsin, and took over a leadership role where long-time employees, many of them significantly older than him, were on his team. He was literally the “young whippersnapper from Chicago,” and was tasked with leading these precious people who had been in banking longer than he’d been alive. Jim recognized the challenge before him and had the wisdom to ask his wife’s Uncle, a successful businessman near the age of his new team members for his advice. The advice he received was golden. “Don’t make that be a factor. Focus on the issues at hand, be prepared. Use common sense, use empathy and everything kind of works out for itself.” He says that advice not only served him during that time of transition but has also served as a wonderful guide throughout his career. Advice for future leaders of family-owned companies Family-owned businesses are unique in that the mantle of leadership is most often passed down from one generation to the next rather than passed along to an executive who has come in from outside the company. In a scenario of this type, it is even more important that the development of upcoming leaders happens effectively. Having the same last name as the company’s founder or current leader is clearly not an adequate qualification for leadership. I asked Jim what advice he would give to those who are overseeing the development of upcoming leaders in family businesses. What he shared was both a common-sense approach and a perspective that lends valuable insight, since many of the customers of the bank where Jim serves as President are family-owned businesses. 1 - Upcoming leaders who are destined to take on the leadership of their family’s business should work in another business first. Whether this is right out of college or in some volunteer capacity, the experience gained through working in a different organization, under different leaders provides much-needed perspective and experience. 2 - Current leaders in a family-owned business need to allow upcoming leaders to fail. Protecting future leaders from the harsh but needful reality of failure is unwise. They not only need to learn how to handle failure personally but also how to lead others from failure to success. 3 - Ensure that upcoming leaders understand what change management is all about. It doesn’t matter what industry the family-owned business is in, the business itself and the way business is done today is different than it was even five to ten years ago. That will continue to be the case moving forward, so the next generation has to be able to embrace change and to surround themselves with people who can help them handle the change that will inevitably come. As you work toward the eventual appointment of future leaders in your organization, you’ll be well-served by pondering and applying the advice shared here. The best leadership transitions happen successfully because thoughtful attention has been given to them. Outline of This Episode [3:55] How a tired maxim of modern business is brought to life by First Business Bank [8:32] The exciting thing about leadership, from Jim’s perspective [10:46] Jim’s biggest leadership challenge ever [17:50] The most common struggles of emerging leaders [22:01] Common challenges businesses today are facing [28:45] Jim’s prediction about the challenge of bring Connect with Jim Hartlieb Follow Jim on LinkedIn Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
5 minutes | 6 months ago
A Loss Of Focus That Was Actually A Time Of Hyper Focus, Ep #59
It has been some time since I last published an episode of this podcast and I apologize for that. I decided back in late February to take a short break and then come back with an updated format for the podcast. But life — or should I say, “death” — interrupted. There’s nothing like a crisis to distract your focus Beginning in late February, my father began another battle with cancer and over the following months the situation became dire. Some of you know the difficulty of coming alongside siblings who have tirelessly cared for an ailing parent to help any way you can. It’s a part of life I would never wish on anyone. After undergoing two significant operations, my father died on April 24th and was buried with military honors. If you stop to think about that time in history, you’ll recognize that it was right in the middle of the worldwide COVID-19 situation. I am very grateful that in spite of the difficulties of planning a memorial service under the necessary restrictions, he was still able to be remembered with military honors that he so rightly earned during World War II.  That’s where I feel I lost my focus… Maybe I should say I became ultra focused, first on my father and then on my family and all of the things involved with the loss of both parents. There is no doubt, some of you would have navigated the situation better or differently than I did but I have learned a lot from the experience — and it has certainly given me a different perspective on so many things, some of those I will share with you in future episodes.  Restarting after that loss of focus As I record this episode, I do so with a very clear intention in mind. As I restart the podcast I am also reformatting the way in which I will record and produce content in this medium. Current listeners will recall that this podcast is ultimately about creating mutually meaningful work engagements. The way to achieve mutually meaningful work engagements is to develop leaders who know how to create those kinds of experiences for the teams they lead. That’s why the word “development” is so prominent in the name of this podcast. Let me be clear, the concept of a “mutually meaningful work engagement” is not another of those fluff-filled phrases so common in leadership literature and philosophy. The way I think of the concept is… It refers to the importance of growing organizations and developing people, especially leaders It imparts very objective responsibilities for all parties and when done, will provide verifiable rewards to all parties involved Even though a few things are changing, I fully intend to stay focused on this issue. It’s the heartbeat of what I and my organization do. What you can expect going forward As this podcast relaunches, beginning with this episode, you will notice two distinct changes. 1 - I will almost exclusively be interviewing people who are top decision-makers for SMEs and publishing those episodes every other publication. During these conversations we will discuss their experiences, challenges, successes, and will even delve into some funny personal questions, with an emphasis on the developmental aspects of their growth leadership experiences. 2 - Every other episode will be a “solo” episode, featuring yours truly. I’m going to begin by explaining what a mutually meaningful work engagement is, move on to the consideration of why it is vital in organizations large and small, and then move on to uncovering how to create them through effective leadership development. Given these two options, you will have the choice of listening only to really great guest episodes, or to the specifics of creating usually meaningful work engagements. My suggestion is that you listen to both.  A peek at what’s coming The next episode I intend to publish will feature another very special guest. He is someone who has been referenced a fair amount by other guests who have already joined me on the podcast, and he is someone for whom I have a tremendous amount of respect. He is a leader’s leader.  My guest will be Jim Hartlieb, President of First Business Bank. I encourage you to be watching for that episode. It is a fun, refreshing, intriguing, and down-to-earth conversation that provides a tremendous amount of insight into leadership and life. I want to thank all of you who extended thoughts to me during the last couple months. Thank you for being there for me and know that should you ever find yourself in the same situation, I would love the opportunity to be available to you. Just let me know. Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
39 minutes | a year ago
Why Your Strategic Planning Framework Should Foster Mutually Meaningful Work Engagements with Michelle Neujahr, Ep #58
There are many strategic planning frameworks out there, but how many of them have as a key component, an emphasis on building mutually meaningful work engagements? From my point of view, this is an oft missing but vital piece of the planning that organizations of any size should be doing. What does it matter if the strategic planning framework you choose is the latest and greatest but your team members don’t feel it provides a way for them to be actively and enthusiastically involved in its implementation? My guest on this episode is a business consultant who has found her sweet spot in helping businesses work out strategic plans that not only help the company refine its vision for what it delivers and for whom, but also to communicate and implement the plan in a way that energizes team members. Michelle Neujahr is the founder of Nu-Yar, a no-nonsense business consulting company that works with committed business owners and executive teams. The experience she draws upon in helping leaders comes from being a real-world business owner herself. The heart of any good strategic planning process is not in the organization of the “planning event” itself or even in the slogans or campaigns devised from the discussion. The heart of real and powerful strategic planning is the people who will implement that plan. Getting them engaged and vested in the plan is the missing piece for most companies. Symptoms that your organization may need to develop a strategic plan? Michelle points out that the symptoms that indicate the need for effective strategic planning can be varied. Not only that but every organization — due to its unique history and culture — will manifest the need for a comprehensive strategic plan in equally unique ways. Some of the most common indicators that strategic planning is needed are things such as revenue plateaus, internal systems that are outdated or that no longer work, or a lack of clarity about where the organization is going and why. I believe that even though plateaus and broken systems are perhaps the leading indicators of the need for strategic planning, there is another fairly common occurrence that is symptomatic of a more vital problem — poor morale among the organization’s team. Work engagements that make a difference are not only those that turn a profit for the organization or enable it to reach its corporate goals. The thing that matters even more is the health and happiness of all the “cogs” in the inner workings of the organizational machinery. If they are not well lubricated, then those cogs (team members) who are unhappy or unfulfilled will eventually break, which will cripple the entire organizational machine. Strategic planning is about more than an annual revision of goals While organizations definitely need to revisit goals they have previously set to assess whether the goals were accomplished and/or whether they should have been set in the first place, that is not the focus of strategic planning. Strategic planning is aimed at a bigger target. Its objective is to set the course for the organization and to disseminate that direction throughout the organization’s team members in actionable ways. Sadly, it’s that last part that is missed in strategic planning much of the time. Vision and direction are great, but only if those who are expected to make it happen understand it and are on board with making it happen. Leadership development as part of the strategic planning framework Smaller organizations often discover that in the rush and hurry that often accompanies rapid growth they have simply been scrambling to keep their heads above water. This means they’ve hired friends or relatives, have patched up systems and processes on the fly at times, and in other words have done whatever was necessary to keep the business running. But as they grow, they begin to realize that the rush to meet customer demands without much thought for long-term strategy has put them into a difficult position. For example, startup founders often discover that once the company is profitable and in need of growth, it can’t grow because roles are not clearly defined, systems are not optimized or well-implemented, and long-tenured team members may not be in the right positions to enable the business to move forward. This is where strategic planning needs to be done. It enables the organization to move toward the future in positive ways, and an important part of that strategic planning framework needs to include the development of leaders to fill key roles that will be needed as the business grows. An organization can only rise to the level of its leaders, so preparing for growth means equipping future leaders ahead of time. Communicating strategic plans to your team in personal ways As mentioned previously, strategic plans will only be effective long-term when the plan is one that the team implementing the plan is enthused about and vested in. Building culture and values that serve the team as well as the customer is not easy, but it’s vital — and doing so in a way that is integrated into the “what and how” of the strategic plan is difficult at best.  It can be accomplished better when the team is consulted at the outset of the strategic planning process. Those who fill the roles that will carry out the plan — from customer service and sales professionals, all the way to the back-office administrative help — need to be asked for their input regarding the things that are holding the company back, what is stifling its ability to flourish, and on a more personal note, how their happiness is affected by the working environment of the organization. When this kind of sharing is received and taken seriously, the right kind of forward motion can take place through the planning process.  It’s recommended that strategic plans, once complete, be simplified. Boil the themes down to their most essential components that can be easily understood. Then tie those things to the initial input team members provided. When the team can hear leadership say, “You told us X, so we decided to do Y to solve for that,” they will actually be hearing, “You matter. Your opinion about what we’re doing as a team matters. You are a valuable part of this team and you’re making a difference.” Listen to hear how Michelle has helped organizations walk the strategic planning path, engage team members in it, and enlist them in implementation. Outline of This Episode [3:15] Michelle’s life and business journey [10:28] The typical client Michelle serves — and why it’s her sweet spot [17:24] Common roadblocks to the strategic planning process [21:40] The need for leadership development in the strategic planning process [27:02] Communicating strategic plans in personal ways Resources & People Mentioned Zig Ziglar Norman Vincent Peale Les Brown Connect with Michelle Neujahr Michelle’s coaching website: https://nu-yar.com/ Follow Michelle on LinkedIn Follow Michelle on Twitter: @michelleneujahr Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
46 minutes | a year ago
Supporting Mental Health Through Mutually Meaningful Work Engagements, with Michelle E. Dickinson, Ep #57
The United States is unique in many ways, but interestingly, one of those ways is that it is a bit behind when it comes to supporting mental health through the workplace. I speak often about the importance of creating mutually meaningful work engagements and there is no better context for that discussion than that of brain health. My guest on this episode is Michelle E Dickinson. She’s a mental health advocate who has walked a path through what she calls a “mental health trifecta” that has guided her to a place of support, encouragement, and training for those interested in making the workplace a more supportive place for those struggling with mental health issues. Sadly, mental health still carries a stigma in Western culture, one that can and should be eliminated through education, compassion, and trust. It’s my hope that you’ll continue reading to discover what is being done and can be done to help American corporations and organizations become better equipped to support employees when it comes to their mental health. Why is the United States behind other nations in supporting mental health in the workplace? Canada and Australia for example, are far ahead of the United States when it comes to workplace initiatives that not only support but provide for the mental health support of employees. These initiatives are part of the overall inclusion strategies of most companies and turn out to be much more than a simple employee benefit. They are aimed at making their employees more productive and fulfilled through better care for them as individual human beings. One of the reasons the United States is not as far along is that for years mental health issues have been an invisible disability, something that people suffering from mental health challenges are ashamed to share. Or, those supporting a family member with mental health issues often feel unable to reveal the issue for fear of embarrassing or shaming their family member. When organizational leaders bravely take the first step, talking about these issues from their own experience, it sets the stage for those within the organization to willingly open up about their struggles too. While it may seem strange for this to happen in a working environment, it is a key component to developing a culture of trust and inclusiveness where mutually meaningful work engagements are possible.  When business performance overshadows compassion, we get into trouble Companies are in business to make money and to provide valuable services to their clients or customers. Employee performance is a key factor in making those outcomes a reality. But today’s leaders are learning that a healthy company culture — which is the environment in which optimal performance happens — is vital to top performance for everyone within the organization. Company cultures that are unwilling to recognize the real-life struggles of their team members — like mental health issues — become self-defeating. The trust that is foundational for the development of high-performing teams simply can’t happen if an individual's life situations are ignored or unaddressed. Leaders must express care for the members of their team if the team as a whole is to thrive. I guess I’m talking about "compassion-first" leaders. Michelle says it this way, “When business performance trumps compassion, we get into trouble.” That is a leadership responsibility. Why leaders must learn to couple compassion with trust Put yourself in the following situation: You have a challenging life situation going on and it’s requiring such high levels of mental and emotional bandwidth that you are having a hard time keeping up with responsibilities at work. It’s probably not a stretch for most of us to imagine. We’ve probably been there. Now change the scenario slightly and imagine the issue you’re dealing with is a mental health issue. If your boss at work is a person who is solely results-oriented, they could be the type who is often heard to say, “I don’t want excuses, I want results.” Ask yourself a few questions: “Do I feel comfortable sharing what’s going on in my personal life with my boss? If not, why not?” The answer is likely that you don’t feel that he/she would express compassion for you and the situation you’re enduring, which in turn, makes it impossible for you to feel any level of trust toward them. Leaders who cannot express compassion toward the sometimes all-consuming issues their team members are going through will find it impossible to build an environment of trust. And without trust, employee fulfillment and morale will decline and retention will be a continual problem. It’s not a beneficial road to be on for the company or team members. What kind of training is needed to make your organization supportive of mental health issues? During this conversation, Michelle described a program that is designed to help organizational leaders create a mutually meaningful work environment in view of mental health issues. Her area of expertise is to help forward-thinking organizations create safe and compassionate workplace cultures so they can improve engagement, retention, and productivity — especially as it relates to supporting mental health. The good news is that any organization can make strides toward improvement in supporting the mental health of its team members. It requires… A clear commitment to foster a culture of inclusion for those with invisible disabilities (mental health issues). It starts with leaders at the highest level and is expressed through compassionate corporate policies The company also needs to be committed to providing legitimate and easily accessible mental health support, not just as an employee benefit, but also in the form of relational support Naturally, everyone within the company needs education or training, especially those who are in leadership roles There are also options for developing employee-driven peer support programs where those who have experienced mental health challenges come alongside others who are currently walking those same paths Michelle makes it clear that no company is going to develop the ability to support mental health overnight, but that steps in the right direction go a long way in developing the trust necessary to support such initiatives and set them up for success. My hope is that more and more companies within the United States will adopt this compassionate model when it comes to supporting mental health for their employees. Naturally, those in positions of leadership have to set the example and start the forward motion. As a leader or emerging leader, what can you do in your organization to help your company move toward becoming one that is known for supporting mental health in its team members? Outline of This Episode [2:02] An overview of Michelle’s career in the pharmaceutical industry [3:47] Why Michelle decided to write her book, “Breaking Into My Life” [8:52] How organizational leadership can make a huge difference [13:10] The example set by Canada and Australia for workplace mental health care [17:17] A program oriented toward educating youth about the issue of brain health [22:01] The peer program Michelle has created and the impact it’s having [28:10] How organizations can set the stage for good mental health support [31:47] Corporate missteps to learn from in building better practices Connect with Michelle E. Dickinson www.MichelleEDickinson.com - see the video about the youth program mentioned Michelle on Twitter: @MDickinson13 Follow Michelle on LinkedIn Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK  
37 minutes | a year ago
Serving Communities By Developing Nonprofit Leadership with Valerie Leonard, Ep #56
Nonprofit leadership is something I admittedly have less experience with than I do with leadership in other contexts. But I think we all recognize that being a leader of a nonprofit carries with it a unique set of leadership challenges. Thinking through the needs of the nonprofit sector, I can think of no area where the need for dynamic and effective leaders is more pressing. I believe there may be no greater place for leaders to have an impact than in these organizations that serve the communities where people raise families and make their homes. My guest on this episode is Valerie F. Leonard. Valerie is the Founder of Nonprofit Utopia, a training and leadership development organization focused exclusively on equipping those tasked with leadership in the nonprofit sector. Her own experience led her to the realization that there was a great need for leadership development among those with the vision to start nonprofits. So, she decided to do something about it. Nonprofits serve in many ways, but those that work in neighborhoods within larger urban areas have significant challenges. In these communities, skilled workers and professionals have often moved out of the area in search of work that matches their abilities. That winds up causing the community itself to become a victim of neglect and lack of resources. The need for effective leadership in nonprofits that serve these communities is clear and the opportunity to create mutually meaningful work engagements for those who serve as paid staff and volunteers is just as pressing as in the for-profit world. Nonprofit leaders face generational challenges Those classified as “Baby Boomers” have typically engaged with nonprofits from a distance, contributing to their favorite organizations and causes and enjoying the updates and newsletters they receive. But they tend to stay separate from the operations and organization of the nonprofit, for the most part. With the rise of the Millennial generation, all that is changing. Millennials appear to prefer a more “hands-on” approach when it comes to engagement with nonprofits. They do seem to be willing to give money, but just as often prefer to give their time and energy, taking an active hand in carrying out the tasks the nonprofit performs. This is welcome news on some fronts, volunteers are always needed at most nonprofits. But it’s also a challenge—nonprofit leadership is now faced with managing volunteers who are also donors. You can imagine the challenges already, can’t you? Nonprofit leaders are tasked with uncommon organizational and financial responsibilities Imagine yourself being passionate about a cause or need in your community, so much so that you are considering starting a nonprofit to address the issues you see. It sounds great and is undoubtedly a noble and potentially impacting endeavor, but how many people in those shoes are truly equipped to fill the role? It’s harder than you think. For example... Leaders of for-profit companies typically segment the leadership of their organization into specialized roles - Chief Executive Officer, Chief Marketing Officer, Chief Sales Officer, etc., all paid positions supported by sales of products or services. But the nonprofit sector is different in that most senior leaders wear many hats and are paid (if at all) through donations. And the hats they wear are often things they’ve never had to do before. When you consider that the primary leader of most nonprofits is the person who typically meets with potential donors, casts the vision for the organization, and keeps things running smoothly from a cash flow perspective, you can see the issue clearly. Valerie saw these needs through her work as a consultant. She served upcoming nonprofit leaders on an individual basis and realized that the learning curve was quite steep. In fact, in many cases, it was insurmountable without help. That’s why she launched her own organization, Nonprofit Utopia. Its website describes the organization as “the ideal community for emerging nonprofit leaders who want to take their organizations to the next level. We have created a safe environment in which our members can innovate, speak candidly about the issues and concerns they face on a daily basis, and share ideas and resources.” With Valerie’s guidance, the community is delivering on that promise. What is required of nonprofit leadership to provide mutually meaningful work engagements? In addition to everything noted thus far, nonprofit leaders deal with a very interesting mix of team members. To start off, there is a continuum of sorts upon which those team members reside - at one end are paid staff who function according to actual job descriptions and have clear roles. At the other end of said continuum are volunteers who may or may not have the same clarity but sometimes may have even more responsibility. How do those in nonprofit leadership hold paid staff and volunteers accountable equally, when one has the leverage of a steady paycheck built-in by default and the other does not? What about inspiration and motivation? Does a leader go about it differently when dealing with volunteers than they would if everyone on the team was compensated? Valerie says that one of the key components of effective nonprofit leadership has to do with consistently holding out the vision of the organization. Everyone who works for and with a nonprofit is behind the cause the organization is addressing already, so this "common goal" seems a natural place to start. The leader’s role is largely to help team members—paid or not—stay connected to exactly how their particular tasks fit into the fulfillment of the organization’s mission, and how they directly impact the people the organization is helping, equipping, or serving. In this way, both leadership and those they lead can receive fulfillment and meaning from the work they do while serving their constituents well.  Listen to this episode to hear how Valerie and the team at Nonprofit Utopia are making a difference in the lives of rising nonprofit leaders, and how they help them create mutually meaningful work engagements for their teams. Outline of This Episode [5:20] The difference between Baby Boomer and Millennials’ involvement in non profits [13:44] Motivations behind working with NPOs [20:12] The difficulty of “selling” not for profit work compared to commercial enterprises [23:45] Why Valerie started Non Profit Utopia [26:56] How do we make NPO volunteers work truly meaningful Connect with Valerie Leonard Nonprofit Utopia Valerie on LinkedIn Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK  
38 minutes | a year ago
How Innovators Can Create Meaning At Work And In The World, with April Shprintz, Ep #55
Innovators are not the people we typically think of when we imagine those who create meaning and purpose in the workplace. Innovators are the ones on the edge, the ones coming up with great ideas and solutions to real-world problems, the ones pioneering discoveries and technologies that advance or disrupt entire industries. But the best innovators are the ones who not only create meaning but who have a deeper sense of purpose and human good in mind from the start. My guest on this episode is April Shprintz, a high-energy woman who comes alongside those who are already moving in the direction of their dreams but desire to reach them faster. She specializes in accelerating the growth of those dreams and help people realize how possible it is to achieve their goals and surpass their limits. In this conversation, we talk about how April discovered her gifts as an “accelerator” and what that’s meant for the development of her career. Then we turn a corner to discuss how those who are gifted as innovators can focus their energies beyond iterating within their area of expertise, to provide deep meaning and purpose for those who are on the journey with them. People who express belief in others, create meaning for them We all have defining moments, experiences that show us who we are and what we are capable of becoming. But it’s only as we embrace the truths those moments have to teach us that we can move in a new direction and accomplish the things we were meant to do. Often, we are unable to recognize those truths about ourselves for ourselves, we need others to point them out for us. When April was 9 years old, the company her mother worked for gave her the option to enter an alcohol treatment program. It was a turning point in April’s life because of a woman she met during that time of great transition. That woman was named Sue, and she worked at her mother’s workplace. Sue came to their home, met April, and spoke words of hope into April’s life. April says that up to that point, she had always wanted to do great things but had no reason to believe she’d ever be able to do so. The words that Sue spoke created meaning for April to see and hang onto. Who are the people who have spoken into your life, who have given you hope and belief in yourself? Take the time to remember those moments, to touch the emotions you felt at that moment. Can you see the truth of what they said to you? How is what that person said reflected in your life today? Are there ways you can amplify it even more to fulfill the meaning and purpose of your life in greater ways? Innovators can create meaning through the cutting-edge work they do “An innovator is someone who is looking to do things in a better way. They’re that person who never thinks they’ve reached the pinnacle of who they can be, what they can give, what their service level can be for their customers. They are always asking, ‘How can we be better? What can we do more of?’ “ ~ April Shprintz Given that definition of innovation, let’s think for a moment about how those who innovate in their particular niche or industry have the opportunity to create meaning for themselves and those around them. Innovation and creativity flow out of a place of personal purpose. When innovators can recognize that and become aware of the deeper meaning and purpose of what their work is about, they can be even more intentional about magnifying the meaning in what they are doing. This sort of meaning-fueled intentionality is going to spill over on everyone involved in the project. They will recognize that the work they are doing is about more than the new technology or business approach they are pioneering. It’s about the benefits to real people who the innovation will touch. Innovators specialize in the kind of change needed to make work meaningful  Perhaps the primary thing that makes innovators able to do what they do is the mindset they have about life. The average person sees something that doesn’t suit them or doesn’t please them and complains. Innovators experience the same things and wonder, “How can I change this to make it better?” When we apply that mindset to the task of making work more meaningful, it seems obvious that innovators can be of great help. What might it look like to pull together the innovators within your workplace to take a deeper look at the level and quality of the work relationships within your organization? Are there ways they can see—that perhaps others have not—that can create a better environment for cultivating mutually meaningful work relationships? Every leader and every business is in the business of serving Once you realize that your business exists to serve the needs and wants of your customers, you will begin to see that you have the opportunity to create meaning and purpose for your customers both through what you provide them and in the WAY you provide it. But that last part doesn’t happen by default. Team morale and business culture are what fuel it. If your team is not experiencing meaning in what they do, they won’t have the capacity to communicate meaning to your customers. Leaders, creating mutually meaningful work engagements has far-reaching impact. You have it within your power to create meaning for your team, day after day, year after year through this thing we call “work.” But beyond that, you’re able to empower those team members to create meaning for those you serve through your business—and it all hinges on leadership. Your leadership. April shares many valuable insights on this episode, including her thoughts on how organizational philanthropy sets the stage for leaders or organizations to infuse even more meaning into what they do, so don’t miss it. Outline of This Episode [2:53] How April discovered that she was a “business accelerator” - at 6 years of age [6:25] An experience as a 9-year old that defined much of who April is [12:40] Aprils’ definition of an “Innovator” [13:30] How innovators create meaning in what they do [20:42] The limiting beliefs that hold innovators back most [23:08] How business grow stronger by giving back in meaningful ways [28:05] April’s three-part acceleration profile Connect with April Shprintz April’s website (one of the best I’ve seen): https://drivenoutcomes.com/ April on LinkedIn April on Twitter: @AShprintz Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK  
47 minutes | a year ago
Body Language For Leaders, with Scott Rouse, Ep #54
When it comes to being an effective leader and developer of other leaders, there are no better skills to learn than those centering around body language - you could say this post is about “body language for leaders.” It’s a powerful skill set that can be used to bring greater clarity to conversations, to gain deeper insight into people, and to make work mutually meaningful in all kinds of ways. My guest on this episode is Scott Rouse, a leading expert in body language and non-verbal communication. Scott’s skills in this area were honed through a path of intentional education about the things that make non-verbal communication so powerful - both positively and negatively.  Keep reading to learn more about how body language can be used by leaders to amplify the meaning of work, invest in team members, and make the workplace a more fulfilling environment. An early experience in observation and body-language skills Scott Rouse remembers growing up in a community where his father was one of the only doctors. He watched, literally in awe, as his father demonstrated mastery of observation and non-verbal communication. The way he helped his patients cope with illness and enjoy a happier experience even in a physician’s office was remarkable. Scott tells an amazing story of sharing lunch with his father during a visit to his father’s office at the small hospital where he worked. When Scott - then 6 years old - noticed two classmates in the waiting room, he asked his father why they were there. His father explained the reason each of them was in the waiting room - including one who was feigning illness because he didn’t want to go to school. That doesn’t sound so amazing until you learn that his father had yet to see or speak to either of them. It was his father’s methodical explanation of how he was able to read their body language and the clues that were apparent in their mothers’ demeanors that convinced Scott that the “magic” of non-verbal communication and observation was something he wanted to learn for himself. Join me for this episode to hear more of Scott’s incredible stories and his advice on how you can learn to observe body language for the purpose of enhancing the quality of your team relationships and workplace interactions. The medical profession once understood the importance of bedside manner As an adult, Scott Rouse was diagnosed with cancer and everything in his life changed, even his career. He didn’t turn to a different career because of limitations forced by his illness, he made the switch intentionally because of a negative experience he had in his Doctor’s office while receiving treatment. That experience revealed that Scott had something valuable to offer the medical profession. He would go on to help medical practitioners swept up in the technological and “big business” nature of the medical profession get back to a people-first approach to patient care. Body language for leaders is about caring for followers, not manipulation Scott’s story is inspiring simply because he is an example of someone who saw a way he could make a particular industry better for those it served and took action to do so. The same could be said for you as a leader - no matter what industry you are in. The influence you have as a leader can be used for good, to make your workplace into an environment where those you lead are happy to be and enthused to return to. You can learn body language and the power of observation to enhance your ability to listen, understand, and lead the people under your care. Eye contact, appropriate touch, empathetic facial expressions, and more are skills you can master so that you can build up the people you lead, encourage their progress and growth, and establish a rapport that pays dividends in your working environment and in the lives and ongoing career success of those you lead. One caution: Don’t buy the myths surrounding body language Hollywood has contributed to the myths people believe about what can be discerned through body language, So have many badly researched blog posts and news stories. Leaders need to know the truth about body language skills so they can make decisions that are truly informed and beneficial to their organizations and teams. The main thing to keep in mind is this, no matter how skilled you become at picking up on non-verbal signals and observing body language, it’s still not going to be an exact science. You are dealing with people, not machines or animals that function according to instinct alone. People are complicated and can’t be “figured out” that simply. Do what you can to learn body language clues and use them for good. But don’t use them as a tool to quickly label or diagnose things going on in your work environment. The relationships with the people you lead are based on much more than that - and true leadership is rooted in the relationships you have with those you lead. Outline of This Episode [3:16] How a cancer diagnosis changed the trajectory of Scott’s career [13:39] The fulfillment of helping people avoid fearful situations in the medical profession [17:07] Brain chemistry’s effects on body language and perceptions [23:43] When body language doesn’t match what’s being said [27:40] Discerning sincerity through body language [34:20] The common misconceptions about understanding body language Resources & People Mentioned Study: The Eyes Don’t Have It Connect with Scott Rouse Scott’s Website: Scott Rouse Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK  
44 minutes | a year ago
How Corporate Learning and Development Can Impact Mutually Meaningful Work Engagements, with Christopher Lind, Ep #53
Those who work in the field of corporate learning and development are uniquely positioned to add tremendously to both the culture and the efficiency of a company. Theirs is a role that equips and facilitates skill development for everyone on the team. When done right, it’s a role that can greatly enhance the mutually meaningful work engagements within the business. My guest today is a corporate learning and development professional. Christopher Lind is head of Global Digital Learning at GE Healthcare. He is accountable for the digital transformation of learning and talent development GE Healthcare’s global commercial and marketing teams. His experience and his education make him the perfect guest to speak about the power of mutually meaningful work engagements in the wake of the digital revolution we are experiencing currently. I hope you join us for this episode. Corporate learning and development is changing daily If you’ve been in a corporate work environment for any length of time, you understand the role of the learning and development department. They are the people responsible to create and implement training for a variety of disciplines across the organization. If you’ve been involved in corporate training of any type you were likely participating in something the corporate learning and development team had its hands on. But if that training happened more than a few years ago, Christopher Lind says you should probably throw away your concept of what it entails, because it’s likely changed. Today’s technology has empowered learning and development (L&D) to a greater degree, enabling all kinds of learning environments and tools to take the place of long, in-person meetings that slow down work and in many cases are not entirely effective. Listen to this episode to hear the changes and challenges facing L&D. E-learning and Digital Learning Development are different When E-learning was first coming on the scene, most virtual or distance learning platforms were attempts at cramming the classroom into a PowerPoint deck as an E-learning course. For real learning to take place much more is needed. The classroom interaction and mentoring that happens in a live environment is missing entirely in that scenario - and it’s not what digital L&D is aiming at. The digital approach to Corporate Learning and Development is about looking at all the different ways to achieve outcomes and adding to the existing approaches. Technology has changed the rules about how learning can be done and out of all the specialities within a company, the L&D team has a great opportunity to make use of it.  At the core of great L&D is the ability to deconstruct what learning looks like with a view toward figuring out what elements of the education process work and what aspects need to be modified or removed. It’s about doing everything better so that team members can be better equipped and bring their unique skills to their work. Current trouble spots in the way corporate L&D is done  Christopher says that many Learning and Development practices are not effective because those leading the way get caught up in tactics and delivery platforms, forgetting what they are trying to achieve and how they are going to achieve it. In his words, “If you don’t know what you’re aiming for, there’s no way you’ll be able to hit it. When L&D practices are stuck in the past or focused on the wrong things rather than accurately assessing the outcomes needed to meet company goals, another gap opens up - L&D begins to miss the need people have to engage in actual experiences that facilitate learning. This happens because Learning and Development has its origins in academia, so many of the methods commonly used in the classroom are what are still implemented in L&D programs. That means they are often content focused - which doesn’t provide the hands-on experiences that are effective and needed. With the digital age comes many challenges for L&D When it comes to mutually meaningful work engagements, the Corporate Learning and Development arena has unique challenges to address. Many people who were previously happy working in Learning and Development roles are finding that the advent of digital is causing them to lose their enthusiasm for the roles they fill - because the nature of those roles is changing. For example, Christopher says that many people got into L&D because they didn’t like technology - and now they can’t avoid it as digital becomes more and more critical to how L&D does its work.  Another challenge L&D faces is the stereotype that “learning people” are a certain way or that those who work in the realm of corporate L&D have a limited or specific skill set. Digital has expanded the needs of L&D exponentially. It is now one of the most dynamic and diverse industries there is. Designers, data analysts, instructors, and more are needed as part of a growing L&D team - and the rewarding nature of these roles could bring greater job satisfaction to many who are looking for a more people-oriented or personally satisfying role within their company. Join me for this great conversation with Christopher Lind, on this episode of The Development Exponent. Outline of This Episode [1:03] Getting to know Christopher Lind [5:20] How parenting 5 children relates to Learning and Talent Development [6:50] Who is the targeted customer of an L&D professional? [9:10] The most needed but missing things in L&D  [23:45] How Learing and Development is one of the most dynamic industries [27:25] A defining “toe to toe” moment in Christopher’s career [33:40] Data shows how L&D can help provide mutually meaningful work engagements Connect with Christopher Linkd Connect with Christopher on LinkedIn Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
28 minutes | a year ago
The Fundamentals Of Leadership with Scott Carley, Ep #52
Good leadership - and the development of leadership skills in others - is predicated on fundamentals that are vital to the role. These basics are things we hear mentioned often but if we are honest, few of us have mastered them to the point that they bring clarity and focus to our leadership and lives. What are these fundamentals? Goal setting, prioritization, and action. Keep reading to find out how to put these fundamentals to work as a leader and as one who develops leaders. My guest on this episode, Scott Carley, is known in the leadership and business consulting arena as “The Change Energizer.” He likes to focus people on the energy and possibilities that flow out of these fundamentals. He’s especially skilled at helping team leaders and entrepreneurs restore the buzz that they once had. He does this by addressing the issues that are keeping them from being focused and organized - and he does this in a way that propels them toward the accomplishment of their goals. Scott once served as a minister and church growth consultant - both roles that pursue the development of environments where those involved can find deeper meaning. Given his background in those areas, I was particularly interested to hear Scott's perspective. Join me for this episode of The Development Exponent. Are you missing this fundamental component of good leadership? Leaders can only lead when they are clear about the goals their teams are pursuing. But sadly, even the best leaders can have trouble setting effective goals. Goal setting is of paramount importance and as leaders, we must be able to discern the right goals and establish a plan to reach them. How do we do that? Scott suggests a few things to help individuals and organizations get clear on the goals they should be pursuing. First, let’s ask a simple question. “If a national news organization pulled up to your house with a mobile studio three years from now and wanted to interview you about the great success you’ve achieved, what would that success be?” In words relating to our topic - what are the things that you want to happen in your life or organization in the next three years? A question like this is helpful it enables us to imagine the outcome we most want to experience and get clear on what it will take to actually get there. Put simply, it helps us define our goals and begin the process of determining a course to accomplish it. The one thing that defines true leaders: Action We’ve all known or have even worked under a leader who we weren't thrilled about following. Why is that the case when they have the title and position of a leader? What’s the issue? Honest, genuine leadership is not predicated on a title or an appointment. In fact, titles are the least effective portion of leadership. Leaders are people who take action when needs arise. They are the ones who pull others together to meet needs and reach goals. To be clear, the action I’m talking about is not that of barking out orders or dictating a set of goals to be attained. True leaders value those they lead, so they work with them to bring out their best and accomplish the mutual goals of the group. Leaders step into the void of varied agendas and uncertain destinations and coordinate a collaborative effort between individuals. When this is done well it leads to meaning and fulfillment for everyone involved - and its the hallmark of a true leader. 3 steps to clarify your vision as a leader and as a person Scott was incredibly generous in the insights and stories he shared from his many years as a leader and business consultant. As we wrapped up the episode he outlined three steps to clarifying vision and achieving goals. STEP ONE: Write down where you want to be in 3 years. It’s important to get dreams out of your head and onto paper. That's the only way you can look at it, work with it, and refine it. Until you can envision your goal clearly you are not going to get there. This is an area where leaders and decision-makers within organizations need to lead the way. STEP TWO: Define your priorities. Very simply, this is asking the question, “What’s most important?” When you or your team are able to clearly define the most important things to the attainment of your goal, you’ll be able to determine where energy needs to be expended, where resources need to be dedicated, and where team members can be best utilized - and if you’re able to do that in ways that allow team members to contribute in alignment with their skills and gifting, you’ll create mutually meaningful work engagements like never before. STEP THREE: Take action. Clear goals and priorities are wonderful, but only if you develop a plan that enables you and your team to execute on them. The more priority-based action you take toward your clearly defined goals, the more success you will experience. You’ll be making the most of the aspirations and creativity of your team so that you can bring your goals into reality together. Outline of This Episode [1:22] Meet Scott Carley - The Change Energizer [5:24] The change from Church Growth Consultant to Business Consultant  [7:29] Why we should think of getting “energized” rather than thinking about “changing” [10:01] Several defining moments from Scott’s life [19:12] Examples of the importance of a clear vision from a very unlikely place [24:40] Steps to apply the moment you stop listening to this episode Resources & People Mentioned The National Speakers Association Business Network International Mary Kay Cosmetics Connect with Scott Carley www.PriorityEnergizer.com - Get Scott’s “Secret Sauce” to get yourself moving Connect With Bruce www.ContractedLeadership.com Facebook LinkedIn Twitter Subscribe to The Development Exponent Audio Production and Show notes by PODCAST FAST TRACK
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