Afleveringen
-
Chris Bailey: Intentional
Chris Bailey is an author and lecturer who explores the science behind living a more productive and intentional life. He has written hundreds of articles on the subject and is the bestselling author of The Productivity Project, Hyperfocus, and How to Calm Your Mind. His newest book is Intentional: How to Finish What You Start (Amazon, Bookshop)*.
Starting is often a lot easier than finishing. Our mindsets and our tactics can make a big difference in how far we really go. In this conversation, Chris and I discuss the best ways to finish what we begin.
Key PointsProcrastination is triggered by six characteristics of aversion: boring, unpleasant, frustrating, far off in the future, unstructured, and/or meaningless.The more we activate the logical centers in our brain, the less aversion we run into.Almost everything can be more fun if we put the right structure around it. Gamification, countdown timers, and artificial deadlines can drive our behaviors in substantial ways.Make goals about others. Rather than simply âreading 10 pages,â shift to âreading ten pages to be a better mentor.âMost of us have a preference for either performance goals or learning goals. Identify which works better for you and for the people you lead.Define a target pace and map your progress against it. We often do this with organizational projects, but rarely for our own goals.Pair joyful tasks together with the ones that donât bring joy as a means to keep you moving.Resources MentionedIntentional: How to Finish What You Start by Chris Bailey (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Become the Person You Want to Be, with James Clear (episode 376)How to Change Your Behavior, with BJ Fogg (episode 507)Make Your Task List Work for You, with Liane Davey (episode 785)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Ludmila Praslova: The Canary Code
Ludmila Praslova is a Professor of Industrial-Organizational Psychology at Vanguard University of Southern California and regularly writes for Harvard Business Review, Fast Company, Psychology Today, and Forbes. Sheâs the recipient of the 2025 Talent Award from Thinker50 and has been named a LinkedIn Top Voice. She is the author of The Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work (Amazon, Bookshop)*.
Weâve all seen career paths that sound like this: analyst 1, analyst 2, senior analyst, lead analyst, manager of analysts, etc. Those paths to leadership work for some people, but they donât work for others. In this conversation, Ludmila and I explore how to create leadership paths that work for everyone.
Key PointsCanaries were used in coal mines because they were more sensitive to early indicators of problems â in a way that helped everyone. The same is often true for neurodivergent leaders in organizations.The âideal leaderâ is a myth. If we are honest, no individual fits the ideal profile.Having different paths to leadership makes more sense in a complex world. Many of the best leaders are specialists in something.Instead of looking for âculture fit,â challenge yourself and your organization to do a âculture add.â Neurodiverse leaders can be less susceptible to bias and have higher levels of divergent thinking â huge benefits strengths for many organizations.In addition to people management, consider paths for leadership that focus strength and skill on system and process, strategy, expertise, though leadership, global leadership, and creative ideation.Making the workplace more accessible and equitable for one population almost always makes it better for everyone.Resources MentionedThe Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work by Ludmilla Praslova (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesThe Mindset Leaders Need to Address Burnout, with Christina Maslach (episode 608)The Neurodiversity Edge in Organizations, with Maureen Dunne (episode 694)How to Motivate Younger Employees, with David Yeager (episode 775)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Zijn er afleveringen die ontbreken?
-
Joanna Stern: I Am Not a Robot
Joanna Stern is an Emmy Award-winning technology journalist who was previously the personal technology columnist at The Wall Street Journal. For many years, she has been one of the most recognizable and entertaining voices in consumer tech, and she just recently launched her own media company and YouTube channel called New Things. Her new book is I Am Not a Robot: My Year Using AI to Do (Almost) Everything (Amazon, Bookshop)*.
What if you decided to go to AI first for virtually everything in your life? Joanna Stern decided to do exactly that and captured it all in her recent book. In this episode, we explore how those implications are showing up for a lot of us in the workplace.
Key PointsCustomer service functions are one of many places where organizations are already using AI to supplement or replace work that people used to do.Some aspects of AI work are preferred by both customers and employees. For others, having people in the loop is essential.AI may eliminate some jobs and hiring. It also presents an opportunity to create work that is more interesting.For many aspects of work and research, AI is useful as a âfirst passâ that helps the human spend more time doing the things that humans do.The AI pushback is real and helpful. It allows us to grapple with how we use new technology and the best way for it to show up in our work and lives.Resources MentionedI Am Not a Robot: My Year Using AI to Do (Almost) Everything by Joanna Stern (Amazon, Bookshop)*New Things by Joanna SternRelated EpisodesPrinciples for Using AI at Work, with Ethan Mollick (episode 674)Becoming an AI-Savvy Leader, with David De Cremer (episode 710)Using AI to Make Networking Easier, with Ruth Gotian (episode 766)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Daniel Coyle: Flourish
Daniel Coyle is the New York Times bestselling author of The Culture Code, which was named Best Business Book of the Year by Bloomberg, BookPal, and Business Insider. He has served as an advisor to many high-performing organizations, including the Navy SEALs, Microsoft, Google, and the Cleveland Guardians. His newest book is Flourish: The Art of Building Meaning, Joy, and Fulfillment (Amazon, Bookshop)*.
When teams really thrive, it isnât about luck or simply optimizing systems. Instead, itâs about intentionally creating spaces for connection, agency, and shared growth. In this conversation, Daniel and I discuss where to begin to help a team flourish.
Key PointsLife (and leadership) is treasure creation, not a treasure hunt.Flourishing environments encourage experimentation, agency, and even mistakes, allowing ownership and innovation to thrive.If leaders think like designers, using questions and constraints, they will more likely unlock peopleâs full potential.Simple acts such as little âthank youâsâ build psychological safety and lay the foundation for flourishing groups.Some of the worldâs greatest innovations emerged from environments that welcomed surprise, cross-pollination, and flexibility.Value the art of asking good questions over having all the answers.Resources MentionedFlourish: The Art of Building Meaning, Joy, and Fulfillment by Daniel Coyle (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesWhat Innovative Leaders Do Differently, with Linda Hill (episode 774)How to Help People Flourish, with Marcus Buckingham (episode 778)The Counterintuitive Secret to Creativity and Focus, with David Epstein (episode 789)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
David Epstein: Inside the Box
David Epstein is the author of the #1 New York Times bestseller Range and The Sports Gene, both of which have been translated into more than 30 languages. He was previously the host of Slateâs popular âHow To!â podcast and a science and investigative reporter at ProPublica. His TED talks have been viewed more than 12 million times. His newest book is also a New York Times bestseller: Inside the Box: How Constraints Make Us Better (Amazon, Bookshop)*.
It seems like we should be the most focused, creative, and innovative when we are the freest to do whatever we want. Turns out, itâs pretty much the exact opposite. In this conversation, David and I discuss why constraints make all the difference.
Key PointsMyth: we are most creative and innovative when we are most free. In fact, itâs the opposite.Given complete freedom, we tend to follow the path of least resistance. The Einstellung effect: employing only familiar methods even if better ones are available.General Magic (the most important technology company that nobodyâs ever heard of) had virtually no constraints and ultimately produced nothing.Write down hypotheses and make commitments visible before you begin. Give people agency in creating constraints.If your organization or team was being handed off to someone else tomorrow, whatâs the first thing the new leader would change? Consider making that change now.To avoid over-indexing on constraints, ask this question: âCould I still surprise myself?âResources MentionedInside the Box: How Constraints Make Us Better by David Epstein (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Transform Your Limitations Into Advantages, with Mark Barden (episode 207)Help Your Brain Learn, with Lisa Feldman Barrett (episode 513)Get People Reading What Youâre Sending, with Todd Rogers (episode 666)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Leanne ten Brinke: Poisonous People
Leanne ten Brinke is an Associate Professor at the University of British Columbia, where she directs the Truth and Trust Lab. Her research investigates trust, deception, and dark personality traits across diverse populationsâfrom incarcerated individuals to hedge fund managers and politicians. She reveals how dark personality traits shape our institutions and relationships, while offering practical strategies to recognize and counteract their harmful influence. Her book is titled Poisonous People: How to Resist Them and Improve Your Life (Amazon, Bookshop)*.
If you are a leader, you are going to deal with poisonous people. Sometimes they will show up as clients, sometimes your boss, sometimes your peers, and sometimes the people you manage. Regardless of where they show up, this conversation with Leanne will help you handle this tough dynamic.
Key PointsDark traits exist on a spectrum. While only 1% of the population rises to a clinical level of psychopathology, 10-20% of the population has a dark personality profile.There are many more people with psychopathy per capita in senior management positions than in the general population.Poisonous people generally arenât interested in shifting their personality. As such, you will not change them. Given that reality, aim to better manage the relationship.Establish clear boundaries with poisonous people and put things in writing you might normally assume. Dark personalities are really good at exploiting unspoken norms.Find ways to create win-wins with poisonous people. They donât do well with trade-offs, because they donât like to lose anything.Avoid face-to-face negotiations with them. Their charm and charisma will win you over in the moment. Text-based dialogue will help you objectively negotiate better.Use the carrot instead of the stick. Reward good behavior when it happens (just not by giving them power over others).Resources MentionedPoisonous People: How to Resist Them and Improve Your Life by Leanne ten Brinke (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Handle a Boss Whoâs a Jerk, with Tom Henschel (episode 164)How to Start Better With Peers, with Michael Bungay Stanier (episode 635)How to Show Up Authentically in Tough Situations, with Andrew Brodsky (episode 727)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Chris Duffy: Humor Me
Chris Duffy is an award-winning podcaster, comedian, and television writer. He hosts the podcast How to Be a Better Human and you can find his comedic TED talk, âHow to find laughter anywhereâ online. He is the author of Humor Me: How Laughing More Can Make You Present, Creative, Connected, and Happy (Amazon, Bookshop)*.
It sometimes seems like someone with a good sense of humor does everything a bit better. Perhaps leadership is no different â but itâs not about landing jokes. In this episode, Chris and I explore why everyday humor is all about paying attention and generosity.
Key PointsHumor might not make the list of top leadership competencies, but it helps you perform every other competency better.A good sense of humor is inherently generous.Effective humor isnât landing the perfect joke or being the center of attention. Itâs noticing the humor is everyday work and bravely calling attention to it.The first pillar of cultivating humor is simply being present.Start with times you are least present and most zoned out. Zero in with a ânew bathroomâ frame of mind.Celebrate the bad stuff and find humor in it. By doing so, you inherently help people appreciate excellence.Resources MentionedHumor Me: How Laughing More Can Make You Present, Creative, Connected, and Happy by Chris Duffy (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Engage With Humor, with David Nihill (episode 235)Get Better at Deep Listening, with Oscar Trimboli (episode 408)How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Phil Le-Brun: The Octopus Organization
Phil Le-Brun is an executive in residence at Amazon Web Services and a former corporate VP and international CIO at the McDonaldâs Corporation. He is a sought-after speaker and has been featured in Harvard Business Review, The Wall Street Journal, and The Guardian. He is the co-author with Jana Werner of The Octopus Organization: A Guide to Thriving in a World of Continuous Transformation (Amazon, Bookshop)*.
Most of us have gone through some version of a reorg. A lot of leaders have also implemented their own reorgs. Sometimes they work. Many times, they donât. In this conversation, Phil and I discuss what goes wrong with reorgs and how we can do better.
Key PointsOrganizations traditionally looked like the tin man from The Wizard of Oz: perfectly planned, many interchangeable parts, not flexible.An octopus organization adapts, works independently to serve the larger whole, and is innately curious.A reorg that starts with an org chart misses the complex organic connections you are unlikely to fully understand.Prioritize structural stability while building internal flexibility.Nurture the complex informal human networks that deliver value.Be honest about objectives and communicate a reorg early.Engage people by starting with smaller-scale change. Clarify the problem to be solved instead of the structural âanswer.âResources MentionedThe Octopus Organization: A Guide to Thriving in a World of Continuous Transformation by Phil Le-Brun and Jana Werner (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Get the Ideal Team Player, with Patrick Lencioni (episode 301)How to Approach a Reorg, with Claire Hughes Johnson (episode 621)How to Help Employees Handle Tough Moments, with Anthony Klotz (episode 777)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Liane Davey: Thoughtload
For the past 25 years, Liane Davey has researched and advised teams on how to achieve high performance. She is the author of You First and The Good Fight and is a regular contributor to Harvard Business Review. She is the author of the new book Thoughtload: Manage the Madness and Free Your Team to Do Great Work (Amazon, Bookshop)*.
We all love to hate our task lists. However, we can do a lot better with just a bit of strategy. In this conversation, Liane and I explore how to make our task list work for us instead of against us.
Key PointsOften itâs not really the workload thatâs crushing â itâs more so the thinking about all the workload. Thatâs what thoughtload is.The problem with a to-do list is that everything goes on it. Thus, to-do lists are terrible for managing your attention.Instead of one task list, keep a limited amount of tasks on three priority lists.Category 1 list: your most important outputs and outcomes.Category 2 list: what you do to help others achieve their most significant outcomes.Category 3 list: administrative stuff.Four questions determine what gets on your lists:
Important (an activity that will add value to a key output or outcome)?Urgent (something with growing negative consequences if you wait)?Targeted (a task that no one can do as efficiently or effectively as you)?Essential (core to creating the critical value, not just a nice-to-have)?Resources MentionedThoughtload: Manage the Madness and Free Your Team to Do Great Work by Liane Davey (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesThe Scientific Secrets of Daily Scheduling, with Daniel Pink (episode 332)Align Your Calendar to What Matters, with Nir Eyal (episode 431)How to Take Back Your Evenings, with Guy Winch (episode 783)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Eric Ries: Incorruptible
Eric Ries is the creator of the Lean Startup method, and the author of the New York Times bestseller The Lean Startup, The Leaderâs Guide, and The Startup Way. Over the last two decades, his ideas about continuous innovation, long-term thinking, governance, and market reform have reshaped company building and management practices. He is the author of Incorruptible: Why Good Companies Go BadâŠand How Great Companies Stay Great (Amazon, Bookshop)*.
If you build a great organization, the predators will come. With the right principles in place, not only can you protect what you love, but help many people flourish because of it. In this conversation, Eric and I show you exactly where to start.
Key PointsMost leaders are one acquisition, one IPO, one board meeting away from seeing something they love turn into something they hate.If you build something great, they will come. The âtheyâ are the predators who are willing to kill the golden goose.Financial gravity is the force no one controls but everyone obeys. Appreciating its realities and laws will help you build stronger.Rather than framing profit as good or bad, define profit as how you contribute to human flourishing.Harder is easier. Rather than viewing principles as a burden, the best leaders see principles as opportunities.Design the business model so the organization prospers only via mission attainment.Resources MentionedIncorruptible: Why Good Companies Go BadâŠand How Great Companies Stay Great by Eric Ries (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesDoing Better Than Zero-Sum Thinking, with Renée Mauborgne (episode 641)Crafting the Modern Business Plan, with Seth Godin (episode 704)Notice Disruption and Innovate Through It, with Steve Blank (episode 761)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Guy Winch: Mind Over Grind
Guy Winch is a psychologist and bestselling author who advocates for integrating the science of emotional health into our daily lives. His TED talks have attracted over 35 million views, and his books have been translated into more than 30 languages. He is co-host of the Ambie-nominated Dear Therapists podcast and the author of the book Mind Over Grind: How to Break Free When Work Hijacks Your Life (Amazon, Bookshop)*.
Some of our parents got to work in the morning, put in a full day, and then by dinner time, didnât think about work or do it until the next morning. Thatâs not reality for a lot of us today, so in this conversation, Guy and I explore what you can do to take back your evenings.
Key PointsMost work stress isnât experienced at work.Healthy thinking is intentional and leads us somewhere useful. Unhealthy thinking (rumination) isnât intentional and tends to repeat the same script. It feels more like unpaid work.To interrupt rumination outside of work, first label it and then associate it with disgust, disdain, and annoyance. Treat it like you would a skunk sitting next to you on the couch.Rituals help our brains make a distinction between time to work and time to recover. Rituals are most powerful when they invoke one or more of our five senses to signal a shift to our brains.Often we think of relaxation and recovery the same way our grandparents did who often did more manual work. Work today tends to be more mental and emotional, so indexing on ways to engage physically during recovery times is helpful.Rather than just assuming that doing nothing, sitting on a beach, or seeing the sights is the best vacation, consider engaging in the things you love that you normally donât get to do.Resources MentionedMind Over Grind: How to Break Free When Work Hijacks Your Life by Guy Winch (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesAlign Your Calendar to What Matters, with Nir Eyal (episode 431)What to Do With Your Feelings, with Lori Gottlieb (episode 438)How High Achievers Begin to Find Balance, with Michael Hyatt (episode 522)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Gustavo Razzetti: Forward Talk
Gustavo Razzetti is a culture change instigator, speaker, and CEO of Fearless Culture, a culture design consultancy. He helps leaders build teams that talk about what mattersâeven when itâs uncomfortableâthrough his books and tools, including the Culture Design Canvas. He is the author of Forward Talk: The Bold New Method for Getting Teams Unstuck (Amazon, Bookshop)*.
The beauty of a team is that we can get so much more done with collaboration. It also means that sometimes we surrender our responsibility to others. In this conversation, Gustavo and I explore what to do when a team gets stuck.
Key PointsConversations are the foundation of collaboration. Without them, teams quickly build conversational debt.We donât stay silent because weâre scared. Rather, we stay quiet because we surrender our responsibility to others.Many of us overestimate our courage. We believe that weâll say something, but studies show that often we do not.Forward Talk accomplishes two things: (1) addresses the real issue and (2) focuses on the future.See information as an opportunity instead of an obstacle. Courage can begin with admitting what you donât know.Perspective is the choice to share your views instead of surrendering your judgment to social pressure.Responsibility is a commitment to understand the systemic issues instead of entering into blame.Resources MentionedForward Talk: The Bold New Method for Getting Teams Unstuck by Gustavo Razzetti (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesGetting Better at Internal Communication, with Roy Schwartz (episode 687)Help Your Team Coach Each Other, with Keith Ferrazzi (episode 709)What Really Matters for Team Success, with Colin Fisher (episode 748)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Bonni Stachowiak: Teaching in Higher Ed
Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide (Amazon, Bookshop)*.
In this reflection episode, Bonni and I look back on recent past episodes and discuss questions, feedback, and insights that have surfaced from recent conversations.
Key PointsDave responded to this question from Margaret Andrews:
What does success look like for you?âYou can have everything in life you want if youâll just help enough other people get what they want.â -Zig Ziglar
âSuccess is the progressive realization of a worthy ideal.â -Earl Nightingale
Bonni responded to this question:
What feedback have you received over the years about how your actions and behaviors impact others?Resources MentionedTo be of use by Marge PiercyRelated EpisodesHow to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143)Six Questions Every Leader Should Ask Themselves, with Margaret Andrews (episode 750)How to Lead a Meaningful Cultural Shift, with David Hutchens (episode 755)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Shirzad Chamine: Positive Intelligence
Shirzad has been the CEO of the largest coach training organization in the world. He has lectured on Positive Intelligence at Stanford University and has trained faculty at Stanford and Yale business schools. He is the author of The New York Times bestseller Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential and How You Can Achieve Yours (Amazon, Bookshop)*.
By overusing our strengths, they can become our weakness. Itâs just one of the many ways that leaders self-sabotage. In this conversation, Shirzad and I explore how to shift from self-sabotage to self-mastery.
Key PointsMost men lead lives of quiet desperation and go to the grave with the song still in them. -Henry David Thoreau
We are all a mixed bag of Darth Vader (saboteur) and Jedi knight (sage).By overusing a strength, you turn it into a weakness.Rather than attempting to eliminate all our saboteurs, itâs more helpful to be intentional about quieting them down.The four most common saboteurs that show up for leaders are Controller, Stickler, Hyper Achiever, Hyper Rational.Sage perspective: Every outcome or circumstance can be turned into an opportunity.A 10-second brain shift can help quiet your mind and engage the sage. One way to do this is to rub your fingers together and notice the friction to get your mind out of autopilot.Resources MentionedPositive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential and How You Can Achieve Yours by Shirzad Chamine (Amazon, Bookshop)*Saboteur AssessmentDaveâs assessment resultsInterview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Tame Your Inner Critic, with Tara Mohr (episode 232)The Path to More Joy in Work and Life, with Judith Joseph (episode 734)How to See Whatâs Holding You Back, with Marty Dubin (episode 765)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Nilofer Merchart: Our Best Work
Nilofer Merchant is ranked among the worldâs top management thinkers by Thinkers50 and is the founder of The Intangible Labs, where she defines the leading indicators of modern work. Sheâs launched more than 100 products totaling $18B in revenue, and her TED Talk, Sitting Is the Smoking of Our Generation, ranks in the top 10% of all TED Talks. She is the author of Our Best Work: Break Free from the 24 Invisible Norms That Limit Us (Amazon, Bookshop)*.
When bad behavior happens in an organization, itâs the job of the leader to address it. In this conversation, Nilofer and I explore the strategies and tactics that will help you do this with clarity and effectiveness.
Key PointsBad behavior isnât just âbad applesâ â itâs also the organizational norms of âthe barrelâ that reinforce these behaviors.Most management norms are not persuasive; they are persistent.Begin by getting clarity on whatâs acceptable and whatâs not.Interrupt behavior without escalation. Consider phrases like, âOuch,â or âI donât know if you mean toâŠâ or, âDid you intend that to be hurtful?âCulture is not defined by words on the wallâÂitâs defined by what happens when someone crosses the line.Ask everyone to enforce norms, not just the person who was harmed.Resources MentionedOur Best Work: Break Free from the 24 Invisible Norms That Limit Us by Nilofer Merchant (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesThe Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458)How to Respond Better When Challenged, with Dolly Chugh (episode 615)Being Nice May Not Be Kind, with Graham Allcott (episode 767)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Marcus Buckingham: Design Love In
Marcus Buckingham is the author of two of the best-selling business books of all time and has three of Harvard Business Reviewâs most circulated, industry-changing cover articles. After spending two decades studying excellence at the Gallup Organization and co-creating the StrengthsFinder tool, he built his own Coaching + Education firm and has been a prominent researcher on strengths, love, and leadership at work. He is the author of Design Love In: How to Unleash the Most Powerful Force in Business (Amazon, Bookshop)*.
Most everyone who listens to this podcast wants to go way beyond just hitting numbers and achieving goals. In addition to that, we want so deeply to see the people the work with flourish in their careers. In this conversation, Marcus and I explore the sequence of five feelings that make this work â and why a lot of it comes down to love.
Key PointsLove dies, not from being killed – but from forgetting and neglect.The difference is massive in what we give a top rating to and everything else.Love is the deep and unwavering commitment to the flourishing of a human.Shift from leaders making decisions to leaders making experiences.The five feelings follow this sequence:
ControlHarmonySignificanceWarmth of othersGrowthResources MentionedDesign Love In: How to Unleash the Most Powerful Force in Business by Marcus Buckingham (Amazon, Bookshop)*Design Love InLovethat.comInterview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Lead Top-Line Growth, with Tim Sanders (episode 299)Transcend Leadership Struggles Through Your Strengths, with Lisa Cummings (episode 692)Clarifying Values for a Workplace People Love, with Anne Chow (episode 712)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Anthony Klotz: Jolted
Anthony Klotz is an organizational psychologist and Professor of Management at the UCL School of Management. He is the person who both predicted and coined the term âThe Great Resignation,â and his groundbreaking research on quitting, work design, and employee performance has made him a leading voice on the future of work. He is the author of Jolted: Why We Quit, When to Stay, and Why It Matters (Amazon, Bookshop)*.
Most of us have attempted to support an employee dealing with a tough career moment. Not all the time, but certainly sometimes, we see those moments coming. When an employee is dealing with a big jolt â or about to â this conversation with Anthony will show you how to help.
Key PointsJolts have an outsized influence on peopleâs overall relationship with their work.Managers play a deciding role in how people respond to jolts and are in the best position to insulate the negative effects and amplify the positive effects.Managers can often anticipate and predict jolts to employees. The plans leaders have often become the jolts that others experience.If people can make sense of a jolting event, they are better able to deal with it constructively.The perception of how fair an event is and how fair the process was leading up to the event massively impacts how people perceive it.A clear explanation of why change is happening and what it means can substantially minimize the negative effects of career jolts.The tendency for organizations to delay bad news often is counterproductive to helping managers and employees navigate jolts.Partnership with others (managers, friends, family members) helps most of us better process what we might otherwise attempt to do alone.Resources MentionedJolted: Why We Quit, When to Stay, and Why It Matters (Amazon, Bookshop)* by Anthony KlotzInterview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesEngaging People Through Change, with Cassandra Worthy (episode 571)How to Quit Bad Stuff Faster, with Annie Duke (episode 607)Stop Solving Your Teamâs Problems, with Elizabeth Lotardo (episode 764)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Neri Karra Sillaman: Pioneers
Neri Karra Sillaman is a refugee-turned-entrepreneur, academic, and author whose work focuses on the importance of resilience, purpose, and vision in business and in life. She is the recipient of the Thinkers50 Radar Award, an entrepreneurship expert at the University of Oxford, and the founder of Neri Karra, a global luxury leather goods brand. She is the author of Pioneers: 8 Principles of Business Longevity from Immigrant Entrepreneurs (Amazon, Bookshop)*.
We all know that the right connections can help in our careers, but how do we actually get more intentional about forging the connections that will be most meaningful and sustainable? In this conversation, Neri and I explore the key lessons from immigrant entrepreneurs and how their successes can help us all thrive.
Key PointsRobins and titmice have vastly different outcomes because of their divergent abilities for flocking. Social capital is critical for success.Diversity brings many strengths â and it also introduces new challenges for connection. We canât as easily rely on connections through traditional cultures or experiences.All of us have the ability to forge connections based on value. This is perhaps the most powerful homophily tie and accessible to everyone.The most successful immigrant entrepreneurs donât rely on connections happening automatically and also donât assume that relationships will be static.Focus on what unites you with others. Strengthen ties with other networks to avoid the risk of communities that are too insular.Be proactive and generous in sharing information and ideas to support others.Resources MentionedPioneers: 8 Principles of Business Longevity from Immigrant Entrepreneurs by Neri Karra Sillaman (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesThree People Who Will Help You Grow, with Andrew C.M. Cooper (episode 700)The Way to Build Collective Power, with Ruchika T. Malhotra (episode 759)Using AI to Make Networking Easier, with Ruth Gotian (episode 766)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
David Yeager: 10 to 25
David Yeager is a professor of psychology at the University of Texas at Austin and the cofounder of the Texas Behavioral Science and Policy Institute. He is best known for his research conducted with Carol Dweck, Angela Duckworth, and Greg Walton on short but powerful interventions that influence adolescent behaviors such as motivation, engagement, healthy eating, bullying, stress, mental health, and more. He is the author of 10 to 25: The Science of Motivating Young People (Amazon, Bookshop)*.
Older generations have been complaining about younger generations for all of recorded history. Today is no different, and I often hear how leaders are struggling with motivating their younger employees. In this conversation, David and I explore the most recent research and practice for what actually works.
Key PointsOlder generations have been complaining about younger generations for all of recorded history. Often, our complaints are the result of our own past experiences.Many leaders experience the mentorâs dilemma: being nice and putting up with poor performance, or being critical and demanding higher performance.Status and respect for a young person are as critical as food and sleep to a baby. When satisfied, they can open up much better motivation and behavior.The mentor mindset embraces both high standards and high support for the young person you wish to motivate. Because this is a mindset, you can absolutely get better at it.When giving feedback to a young person, acknowledge the high standard you are setting and also tell the young person that you believe they can meet that standard.Young people have often experienced a lot of âenforcingâ behavior from parents, teachers, and coaches. They assume this in the workplace if you donât make a point to say otherwise.Resources Mentioned10 to 25: The Science of Motivating Young People by David Yeager (Amazon, Bookshop)*The Power of Mindset (Masterclass)Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Challenge Directly and Care Personally, with Kim Scott (episode 302)How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310)How to Solve the Toughest Problems, with Wendy Smith (episode 612)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
-
Are you at an inflection point in your leadership? The Coaching for Leaders Academy helps leaders thrive at key inflection points.
Apply to the Academy by Friday, March 20th.
In this episode, Dave shares the five things that he sees most commonly get in leadersâ ways:
Not asking for help.Assuming knowledge drives behavior.Setting the tactical bar too high.Feeling worse before feeling better.Not noticing any improvement. - Laat meer zien
