Afleveringen
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Most of us have experienced the gnawing doubt of our purpose. Few have leaned into that doubt and set out on a journey of exploration, knowing they are seafarers navigating the risks and opportunities of the voyage.
This Great Conversation is with a woman who pursued formal education in business and economics at Harvard. It became her future core competency. She is now acknowledged as a thought leader in macroeconomic analysis and multi-asset capital allocation.
But before that she said the great âYesâ to a passion centered in music earning her Doctorate in Musical Arts from the Cleveland Institute of Music, as well as an Artist Diploma and a Masterâs degree in vocal performance. She has won honors and accolades from international competitions and been featured as a soloist at the Kennedy Center.
Now Anna Rathbun, CFA, CAIA is the Chief Investment Officer of CBIZ, Inc. (NYSE:CBZ), a leading professional services advisor to middle market businesses and organizations nationwide.
Anna and I spend our time getting to the Yes of her journey which leads us to a discussion of the journey of the business owner. We agree it is a journey that transcends the P&L. It is a journey of the wants and needs of another through relationship and trust. (See the podcast âThe Key Performance Indicator We Donât MeasureâŠBut Shouldâ.)
And trust, according to Anna, is fragile. It has a face, the other. It has a heart. And it has a mind. And this unique chemistry cannot be parsed or siloed. If we only focus on profit optimization, we will not build a sustainable and lasting relationship with our customers, suppliers, and employees.
The bad news: we are in a time of shifting business models and shifting value systems for world markets. And that will impact the business owner here at home.
The good news: if we harness what we know about ourselves and others, we can navigate these times to advantage both.
Anna will be speaking on Thursday, January 30, 2025 at The Economic Update Breakfast at the Madison Centre Building Conference Center in Seattle, Washington. I will be there to meet her, physically, for the first time.
Anna oversees a team conducting global economic research. She also produces the CBIZ Small Business Employment Index and the CBIZ Main Street Index, which are proprietary indices that keep a pulse on the small business employment conditions and other Main Street trends in the United States. Annaâs opinions on global economic and market trends as well as monetary and fiscal policies are sought after by media outlets, and she is a regular guest contributor on Fox Business, CNN Money, Bloomberg, Reuters, Wall Street Journal and others. Anna is also an experienced professional in alternative investments, focusing on private equity, private credit and private real asset investing for institutional clients. With a unique background that embraces both finance and the arts, Anna is dedicated to the issue of financial sustainability for organizations serving a mission.
Enjoy this conversation with this master of the âYesâ in Life.
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If you are a data driven organization and measures of performance are important to you, it might be helpful to understand the measure that influences all other measuresâŠ. This great conversation is about cracking the code in creating a persistent measure of organizational trust that impacts the engagement and performance of your people.
To paraphrase our guest:
Leadership=Trust.
Now you can measure it.
Now you can build it.
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Zijn er afleveringen die ontbreken?
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I have often said that worldview is a predictor of behavior. What is a worldview?
A worldview is the narrative you absorbed through your family, education, and experience that act as a toolbox of beliefs, assumptions, and values elements. by which you interact with the world. It is the story of you and your place in the world.
The Great Conversation is really about worldview creating the soil for ideas and actions that change the world.
This great conversation starts with a young man who was seeking his place in the world from humble beginnings, oldest of seven kids in a lower middle class family that often struggled. This formed the foundation of responsibility and the agency that life could be better.
He could have gone into professional baseball after his junior year in college, but had the foresight to see the lure of the game was not going to pay off.
He finished school, and like many of us, took a job to pay the bills. The first one was with a general contractor. The second one was in sales. Each of them was formative. However, he was a voracious learner. He dove into books by Warren Buffet and Charlie Munger about value investing. He quizzed his father-in-law about commercial real estate. This created the foundation for his venture into commercial real estate.
And the rest is a fable you must listen to because he went from a net worth of $50,000 to a portfolio of business interests between $15-$20M in 14 years.
Along the way he left his mind and spirit open creating the opportunity for mentorship and learning.
And now he is giving back by seeking to upgrade others as he himself was upgraded by his mindset and fortuitous connections along the way. Operation Upgrade is all about him identifying the learners and providing tools and a hand as they strive to see the possible upgrades in themselves. ..
This was a great conversation with a man with a worldview that is upgrading the world around him.
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In 2022, 39% of 18- to 24-year-olds in the United States were enrolled in college or graduate school.
The total cost of attendance for a four-year degree includes tuition and fees, room and board, books, supplies, and other expenses. In 2022-2023, the average annual cost of attendance for first-time, full-time undergraduate students was:
Private nonprofit institutions: $58,600+
Private for-profit institutions: $33,600+
Public institutions: $27,100+
Most students borrow money to attend college, with the average federal student loan debt being $37,850. The standard repayment plan for federal student loans lasts 10 years, but the average student borrower spends closer to 20 years paying off their loans.
The median annual salary for a college graduate with a bachelor's degree is around $77,636.. (after 4 years and an average debt of $38K)
This is the context for a discussion with a retired tradesman, Dennis Hamon. Dennis successfully sold his plumbing business a few years back and since that time has been serving his industry through the Plumbing, Heating, Cooling, Contractors Association. (PHCC).
He himself was that 18 year old kid who was always dreaming and always learning, but was not attracted to formal education. He was one of the 61% who did not go to college.
Instead he was mentored and apprenticed by tradespeople that helped shape his character and work ethic. And it eventually led him to building a successful practice.
Now he has a podcast, âDennis the Apprenticeâ that is intended to be one of the vehicles that allows him to keep investing in the next generation of plumbers. He is also on the board of directors of the national PHCC and is helping shape the growth trajectory of the PHCC Academy, a comprehensive contractor life cycle education model beginning with workforce development.
Through the great conversation, he helps us understand the risks and opportunities in the plumbing industry. These will serve the next generation of plumbers represented by those 18 year old kids who have been taught to believe the only way to a quality life, a $100,000 annual salary and professional career development is through a 4 year degree.
If you love to learn, are accountable, love to help people, and fix problems that are important to them, then this might be the profession for you. And you get paid to learn it with many companies offering compensation based on your performance.
Plumbing services professionals are the doctors of the home. Educated, certified, professionally licensed, and well compensated. And they donât spend 4 years to get a $50,000 job with a $50,000 debt hanging over them.
Enjoy this discussion with a great entrepreneur, and statesman.
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Your team is in the room. It is a strategic moment. High risk, high reward. And you are the team leader. How do you help them navigate this moment of risk and opportunity?
This is happening in board rooms, executive management team meetings, and in organizational teams throughout your company. Do you have the language, processes, and tools embedded in your people so they can meet the moment that matters?
A different mindset is needed. One you vet for before hiring. One you ensure is part of the onboarding process. One that is persistently refreshed and used.
In this Great Conversation, we tease out whether Dr. Gav Schneider might have the recipe for this and whether it can break out from being a âsecurityâ program and into the mainstream toolbox for leaders up and down the corporate ladder. It is called âPresilienceâ.
Enjoy another Great Conversation on the future of work.
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We had a great conversation with the Founder and CEO of The Demand Creation Institute, Sean Stormes.
Sean had the good fortune of leading a Continuous Quality Improvement initiative within a Fortune 500 company. This led him to the worldâs authority Dr. William Edwards Deming, the father of the quality movement. Deming was credited with revolutionizing Post World War II Japanâs manufacturing industry and making Japan one of the most dominant economies in the world. In 1951 the Japanese Union of Scientists and Engineers established The Deming Prize that recognizes organizations that have implemented systems that promote quality, and individuals who have made contributions to quality. It is one of the highest awards int the world and the longest running national quality award.
This formative experience led Sean to explore the world of variation, a symptom that eventually leads to defects. Once he began researching, he saw variation at every level of a company.
He saw variation in the articulation of purpose.
He saw variation in the articulation of value to the client.
He saw variation in the alignment of purpose, quality, and value throughout the company culture.
To add fuel to the fire, he also saw an epidemic of sameness. He could take any number of company websites in any market and see no substantial differences.
Finally, he saw that the measures of sales performance lacked the means to create a compounding effect, limiting the scale and impact of the company.
Seanâs passion for excellence in demand creation creates the context for all of this.
Enjoy this great conversation and then begin to question all the elements that add up to creating more from your go-to-market efforts.
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I have seen it before. So have you. A disconnect:
with your people
with your stakeholders in your market
with your prospects and customers
with your board
And most important of all, you have compartments within you that are silos of excellence but are not integrated into a highly compelling story of you.
We invited Chris Hare, the Founder and Principal of The Storied Future, to our Podcast to discuss his journey in creating a story for himself, his company, and those he serves.
This portion of his quote next to his picture, above, grabbed me:
âI have the privilege of working with values-driven C-Suite leaders who have the audacity to believe they can bend the future to their will.â
We discuss what âvalues-drivenâ means as well as âbend the future to their willâ, and why they are both key in creating a storied future personally and professionally.
Chris is highly transparent. It is because of the psychic pain he experienced that he was able to use this as a powerful transformational tool for others.
As the founder of The Sage Group, a value transformation firm, I know how powerful âstoryâ is in building a successful company. This is more than marketing. This is an existential and strategic tool for those that dare to think they can change the world.
Enjoy this Great Conversation.
Ron Worman, The Sage Group
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Markets are ecosystems. They are unique to geographies, economies, and weather (seasons of change).
Market participants later find they need to be represented as a single voice in representing their needs to the government or to coalesce around industry standards to uplift the quality of their industry.
For example, the American Society for Industrial Security (ASIS) was born in 1955. The original members were meeting to share information with each other and to adapt the security regulations that were coming out of the Department of Defense. Many had come to their security positions from the FBI, which was frequently asked after the war to perform security surveys of industrial sites.
Just as ASIS was launched to represent positional security authority within organizations, the Security Industry Association (SIA) founded in 1969 as a trade association representing global security solutions providers, including manufacturers, service providers, and integrators of electronic and physical security equipment.
Two associations representing two different groups within a common ecosystem.
Many more associations have been introduced within this market representing different interests and groups.
Interesting enough, no one as yet connected the vital information from each source into a single syndicated channel.
We talked with Michael Gips, JD, CPP, CSyP, CAE, the President of the recently reimagined Life Safety Alliance (LSA). He has served as both the Chief Security Officer and Chief Global Knowledge and Learning Officer for ASIS International, where he oversaw Learning, Content, Certification, Standards & Guidelines, Production, Enterprise Security Risk Management, and other departments. He developed the CSO Roundtable, an organization that includes hundreds of the most senior security executives at the biggest corporations around the world, as a membership group within ASIS. He also served as editor and publisher of Security Management, where he authored hundreds of articles. Mike is also a senior advisor for Cardinal Point Strategies, a senior advisor for the Network Contagion Research Institute, and a Partner in the Knowledgebase of Insider Threats. He also serves on the advisory boards of several organizations that provide technology and services in government security, executive protection, violence prevention, and emergency geolocation.
A highly networked, highly knowledgeable, and highly generous man.
As you listen to the conversation, you will see the hub of syndicated information he is attempting to aggregate, organize, and distribute as well as his vision for connecting the authors of the content with the moments that matter in the security market. If achieved this will be not only a content aggregator, but also a relationship generator which is the foundation of industry innovation and change. For those who join in this ground floor opportunity, it may represent a unique reciprocal opportunity to be at the table as a new syndication of relationship and content emerge.
Enjoy the conversation.
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In the security industry, the ideal posture is to be proactive. To do this, requires a relationship with people, processes, tools, and the core values of the client.
And ideally, the client is now able to identify risk, analyze and assess that risk, and then mitigate the risk down to an acceptable level.
If this is true, how do you assess the methodology and the core values of a vendor before they take on this central and significant task?
We have a discussion with the co-founder of TorchStone Global, David Niccolini. David discusses the "Business of Before" in the context of their code of ethics. You can see why the company has won numerous awards and the respect of key industry insiders.
As a reference, the key elements of this code are:
Above All, Do No HarmWe endeavor to do no harm, and we actively work to do good. That statement might seem trite to some, but to those associated with TorchStone, we mean it sincerely. We try hard to form relationships of trust with the people with whom we work. We do all we can to develop and maintain that trust, to uphold professional standards, and to take full responsibility for our actions.
Gut CheckWe refuse engagements or recuse ourselves from situations that do not pass these simple gut check questions: 1) Is this going to cause harm to someone or something? 2) Is this activity lawful? 3) Would I be comfortable if this work was made public? We expect and demand that employees and associates will consult with TorchStone leadership immediately if something seems amiss with any relationship or project.
We Honor the Dignity and Worth of All PeopleWe deeply believe in the dignity and worth of all people. We treat others with respect, and we do not tolerate harassment or discrimination of any kind. TorchStone will NOT assist in any investigation or provide any services (paid or pro bono) that may have been requested with the intent to kill, injure, suppress, stalk, or harass an individual or group. TorchStone will NOT conduct any operations or provide any services that violate othersâ rights or any fundamental freedoms. TorchStone will NOT use deception, coercion, or threats to obtain information or provide services. This reinforces that above all, we at TorchStone strive to do no harm.
We Follow Laws and Regulations, and Foster Ethical RelationshipsWe respect the laws and regulations wherever we do business around the world. TorchStone assesses and mitigates the risk of potential physical, cyber, and reputational threats through lawful open-source information collection, principled executive protection, and sound security consulting. We do not take on any work that may infringe upon another personâs or groupâs fundamental rights. We are honest and transparent in our discussions with employees, partners, and clients about what we can and cannot do. We build positive relationships free from corruption, bribes, kickbacks, or any other unethical activity. If potential conflicts of interest arise, financial or otherwise, we immediately consult with all parties involved, both internal and external, to transparently discuss the situation and to identify, together, the best way forward.
We Welcome DiversityTorchStone is an Equal Employment Opportunity employer for all qualified candidates. We welcome and support people from diverse backgrounds and experiences. We do not discriminate based upon race, religion, color, national origin, gender (including pregnancy, childbirth, or related medical conditions), sexual orientation, gender identity, gender expression, age, status as a protected veteran, status as an individual with a disability, or other applicable legally protected characteristics.
We Play Nice in the SandboxWe respect our competitors. While we are focused on growing our company, we want to do so in a way that reflects our values. We want to compete with our competitors fairly and honestly.
How Can We Be Better?In order to improve, we need to know when we are falling short. TorchStone supports a culture of trust and encourages speaking-up when something is not right. We are all human. This means that not only are we fallible, but also, we have feelings. It does not feel good to tell someone when something is not working, nor does it feel good to receive that information. We recognize that speaking up in these situations takes courage, and listening takes humility. We value that courage and are committed to humbly listening to feedback (the good, the bad, and the ugly).
Enjoy the Conversation!
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When you have conversations with others, are you trying to win? Trying to defend a position?
Then, perhaps, you might be stuck.
In this Great Conversation with social researcher and author Michael McQueen, we learn what is is to be Mind Stuck, and how we might discover a new way to see and be seen.
This impacts you personally, professionally, and, in the end, influences the course of our organizations and our world.
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We create tools. The tools help us off load burdensome tasks as well as act as highly leveraged fulcrums to expand our energy and minds. These tools have helped us create. They have helped us build. They have helped us cure disease. They have helped us mitigate threats, from both human and animal.
And now we have artificial intelligence. However, many of the implementations are failing because we are deploying management and process thinking from the industrial age.. Ironically, in the era of the machine we have become one.
Our great conversation with Brian Evergreen, author of Autonomous Transformation: Creating a more Human Future in the Era of Artificial Intelligence, is enlightening as we pause to consider our next steps on our path to value; as individuals, businesses, and the world.
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We are all on the journey of becoming. And we hope and pray, that at the end of the journey we are whole. For all of us that means being loved for who we are. And to get there, we need to establish trust in ourselves and in others.
Trust. Could it be the foundation of everything we touch? Are we not all builders? And if so, wouldnât we want to build all the relationships we have in this life on top of a platform of trust? And wouldnât it make sense if that same platform that builds those relationships would be the fuel that drives innovation and change within the organizations we live and work in every day?
This is a great conversation that holds nothing back. This is not an easy fix; especially if you do not have a roadmap. This conversation is about that roadmap that will create the scaffolding that will help you build a beautiful business and a beautiful world.
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Words are an attempt to articulate reality. The reality that was yesterday. The reality that is today. And the reality that is tomorrow.
Words can be a weapon. They can bully, demonize, and destroy.
Words can embrace, energize, and elevate.
If these bookends are true, then what is the area in-between that seems to be moved by one or the other?
I have a great conversation with Chris Westfall, author of Leadership Language where we attempt to uncover the nuances of language that describe our internal journey as well as our impact on others. We learn that words matter. And our conscious use of them can help raise others up and moving in a positive direction. In the end, the observation and measurement of leadership is about how you show up and constructively influence those around you.
Chris urges us not to see leadership as conceptual. It is not an information exchange. It is not technique. It is about an understanding of oneself. And then authentically showing up for and with others.
The book is fast paced, pithy, and real. This great conversation may change what conversations you will have with yourself and others.
Enjoy.
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Lives of quiet desperation. We have been pulling on the quote from Thoreau for awhile in our great conversations. Our great conversation on the Future of Work with this dynamic and inspirational leader may provide you the nudge to seize this moment to recognize your impact on others and help create an engaged culture of impact and purpose with your team.
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Whenever you attempt to capture knowledge it is useful to understand that it is a snapshot in time. Very little of what we learn will survive as true given the unique nature of change. However, it is a platform for growth as long as you have access to the real time experiences of change that are occurring. We explore this idea in this great conversation with a security consultant attempting to create a bridge between the rear view mirror and the road ahead. The conversation applies to any market anywhere. Enjoy the conversation.
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Imagine being tasked to develop a first class talent and organizational management platform for one of the most respected companies in the Fortune 100. A company with a vision, mission, values, and goals that is highly respected in the industry, with a CEO who looked to his leaders to articulate those things in a very specific way.
And now you have been with this company for 20 years. You have worked for 4 different CEOs and 5 different Human Resources executives. Everything has changed and nothing has changed. You still have a rapidly growing need for the best people, in the right seats, doing the right things.
It took a very special person to take on this challenge. One that had an academic background in Organizational Psychology, a consulting background in strategic change management, and a practical background as a global corporate executive.
The man is Allan Church, Ph.D. who is currently the Founder and Managing Partner of Maestro Consulting. I sat down with him and had a great conversation about the nature of leadership, talent management, and organizational change.
I was able to hear about the Great5, a program that was in response to his CEOs admonition that people remembered compelling slogans. It stood for the core dimensions used throughout all the work the company does when assessing and developing future leaders. The dimensions are imbedded in the Great5 competency framework articulating the top five competencies needed to go from being a good leader to a great leader. They are:
Growth reflects a person's curiosity and ability to learn from novel situations by constantly pushing outside their comfort zone and helping others to learn and develop.
Relationships involves building and maintaining trusting relationships across organizational boundaries by modeling integrity, transparency, and authenticity and being respectful and inclusive of others.
Execution is the energy, enthusiasm, and inspiration an individual brings to motivate others to action and to accomplish ambitious goals, and it is simplifying complexity to drive quality results.
Agility involves adapting a person's style and approach to an ever-changing business environment, managing pressure, and embracing and championing change to drive transformation.
Thinking reflects how an employee brings in and uses external insights (business, customer or consumer, industry, global), thinks creatively, and takes a long-term and holistic perspective to make informed decisions.
And this was just one of the many innovations Allan was able to cultivate and lead.
We also had a great conversation around the measures that matter to the CEO and the executive team. One of the most compelling examples of this, is the incredible journeys of the leaders that went through the program resulting in 16 former executives becoming Fortune 500 CEOs.
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What does it look like to create a path to value? What does that really mean?
I have been having great conversations for over 20 years that have informed my physical leadership events and my podcasts. I have pursued people who have ideas that might change their market and perhaps change their world. I have taken the position of learner within these conversations. I donât interview, I consume.
It has been an incredible journey. The physical leadership events would average 150-350 attendees and, before the pandemic, were taking place across the United States. Then we pivoted to the podcast and have been recognized as being in one of the top 1% of podcasts today.
But I have never had someone ask about my role as founder of The Sage Group and author of our value transformation methodology called âThe Path to Valueâ.
In this great conversation, I turn over the learning to Dr. Daniel Hallak, who connects human capital with strategy and execution to create organizational value. Daniel is one of my recent interviewees and based on his expertise, is highly interested in how The Sage Group extracts insights from our research to create a highly differentiated and strategic business plan that creates value for the owner and the stakeholders.
I must admit, I was a little bit nervous. My clients know I like to stay behind the scenes helping them create the strategy as well as execute it with and through their people.
Since we take a whole company approach, I shed light on the efforts to improve a companyâs silos of excellence through subject matter experts without such a strategy. For those of you who focus primarily on those silos, this is not to dismiss you. It is simply that your subject matter expertise is best leveraged with an overall strategy in place.
For those who specialize in selling companies. This is not to dismiss you. You have your place and your value. But for my clients, by the time they get to such an event, the value has already been expressed, and the identification of the future buyer has been understood. We stay focused on the value that is realized and how it can be sustained through our people, processes, and tools within the new acquirerâs organization. People are too important to allow them to become mere expressions on a spreadsheet.
I urge you to hear me: This is my path. There are many paths to the mountaintop. This is the one I have chosen, and now am expressing through this great conversation.
Your path to value and your expression of success is one of the most important journeys you will ever be on. I am honored I have been able to walk your path to value with so many of you.
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I would quickly describe âburn outâ as exhaustion. But that is too simple. How did you become exhausted? It seems that there is this incredible stage we go through while heading toward exhaustion and part of it is being actively disengaged from our purpose and settling for a frantic and numbing execution of droll work.
Then what would be âBurn Inâ? It can mean a lot of things, but in this context I might leverage one: Burn-in can imply a lasting or permanent impression on someone or something. What could we âburn inâ to prevent âburn outâ?
There are some people who hit their bottom in life and rise out of it with a new-found perspective and purpose. Such was Sally Clarke, author, speaker, researcher, and, what she calls âHuman Leaderâ.
Her two books, Protect Your Spark: How to Prevent Burnout and Live Authentically and Relight Your Spark: How to Heal and Evolve after Burnout, were inspired by her own journey.
When you speak with her you realize it all bubbles up to teaching people how to flourish, thereby making âburnoutâ redundant.
I walked away with a sense that work is a true blessing, and the art of work involves trust, purpose, and belonging.
Enjoy this Great Conversation as we connect between Seattle and Amsterdam on this podcast.
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I was visiting a prospective client the other day. We went out to lunch at one of their favorite restaurants. The waitress came up to the table and, as always, I asked what her name was. She replied and I shared mine. I thanked her and asked about her day and then we continued the ritual of ordering our drinks and our meal. I did the same for the person who kept replenishing my water.
The prospective client later shared with my partner that the exchange felt âoddâ to him and implied I might have been putting on some form of act for his benefit.
Isnât that interesting?
I know what it feels like to be invisible. Do you? And do you strive to ensure you do your part to acknowledge those who cross your path if just for a moment? More importantly, those who interact with you, or serve you, or are in a professional relationship such as your co-workers and your employees?
This Great Conversation is about another form of being invisible. It touches many different people usually because of their skin color, their attire, their sexual orientation, their lifestyleâŠIt is insidious because it is deeply rooted in how we were socialized from birth through our cultural stewards like educators, media, and ideological leaders.
The Invisible Generals, written by Doug Melville, is purportedly a story of rediscovering his familyâs legacy. And that is true. It is an extraordinary story of his ancestors journey through a "Forest Gumpian" encounter with some of this nations most pivotal moments; from the Civil War, through WWI and WWII. We see his great, great, grandfather Louis, becoming the trusted servant of one of the Civil Warâs most trustworthy generals who happens to be friends with Ulysses Grant and then find him holding Grantâs son on his lap as he heads to the White House. We see Louisâ son Ben Sr. (aka Ollie) being recommended to enter West Point, and being stalled by a later president buckling to the politics of the day. But, because of his performance and service with the Buffalo Soldiers, a term used by the native Indians who fought the segregated black soldiers in the American Indian Wars, the same president made him a commissioned officer.
We then hear about Ben Jr.âs path to West Point, and the grueling isolation of his time there. Later he would establish himself honorably in WWII. You might have heard of his exploits with the Tuskegee Airmen. The Airmen's success in escorting bombers during World War II â having one of the lowest loss records of all the escort fighter groups, and being in constant demand for their services by the allied bomber units.- is a record unmatched by any other fighter group.
Along the way we learn about a unique mindset that refused to be a victim of their circumstance. Refused to become an invisible statistic. We will âinfuse the system to diffuse the systemâ was their motto. They saw themselves as free, independent people who wanted to live up to the American dream, rather then play down to the role of victim. Their actions became their testimony.
This Great Conversation inspired me. And because Doug Melville chose to share his lessons learned for all of us at the end of the book, it can become a primer for your own pursuit of resilience in the face of insurmountable odds, and the inevitable recognition that life can be very unfair. But for Doug and his ancestors, they are mere stones guiding you on your path to value.
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Love it or hate it, the term âHoly Grailâ is often used in life and business to describe something that has always been unobtainable. The pursuit of the âunobtainableâ takes patience and indomitable faith.
The pursuit of a leadership development program that can crack the code of an organizationâs people, lifting them to a new level of engagement with the organizationâs vision, mission, and purpose, feels unobtainable, especially given the millions of dollars invested and the meager measurable return on investment it has produced.
This Great Conversation with Dr. Daniel Hallak of WiLD Leaders, gave me hope in this âimpossibleâ dream. Perhaps it will for you too.
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