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1. TLP004: Joe Pine - Visionary Leadership & Instilling Purpose

TLP004: Joe Pine - Visionary Leadership & Instilling Purpose

Joe demonstrated how leaders, especially thought leaders, have a voracious appetite for information. The conversation addressed how leaders have to manage today and tomorrow; and that leaders have a way of noticing what is already happening, but nobody may have noticed yet. This skill of seeing the unseen or noticing the unnoticed is something Joe has been doing for years. In speaking to his latest book, Infinite Possibility, Joe spoke about digital transformations and how they are having dramatic impacts on the business landscape and assumptions we take for granted. Leaders who are strategizing for tomorrow need to take notice of these trends in order to keep their organizations fresh and free from the paradigms that often cripple great organizations. Joe also spoke to the importance of instilling purpose as the key contribution of a leader. Visit: Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook

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2. TLP006: Get to Know the Hosts of Your Leadership Podcast

TLP006: Get to Know the Hosts of Your Leadership Podcast

On this 6th episode of the Leadership Podcast, your hosts Jim Vaselopulos and Jan Rutherford will be sharing the how, what and why behind this enterprise. Jim and Jan both ardently believe that a person’s family is their most important legacy. These C-Level executives have very different backgrounds but similar aspirations. They joined forces to accomplish their goal of creating a place for young professionals to build character through mentorship and a habitat for companies to find inspiration from proven and effective leaders. Through this medium, they have the unique opportunity to study the minds and practices of leaders who excel at what they do.    Key Takeaways: [1:37] Get to know your podcast hosts Jim and Jan, on a professional and personal level. [8:15] What drives Jim to help young professionals learn to be leaders? [13:50] The non-traditional ways Jan teaches executives to purge during a Digital Detox. [17:42] Upcoming episodes will include the #1 doctor in the world, authors, business leaders, and those who embody a growth mindset. [22:42] Moving forward with the intention of getting in the heads of those who have done great things. [27:49] How is leader effectiveness measured?    Sponsors: Class Act Leadership Training The Littlest Green Beret Book   Mentioned in This Episode: The Leadership Podcast @westudyleaders on Twitter The Leadership Podcast on Facebook PSC Group Rafti Advisors Self-Reliant Leadership LLC

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3. TLP001: Preston Pysh - What Can You Learn About Leadership from Billionaires?

TLP001: Preston Pysh - What Can You Learn About Leadership from Billionaires?

Preston touched on a number of leadership areas in this high-energy interview. For example, the need to stay relevant, and leverage technology as a tool for communicating and measuring more effectively. He also hit on the Law of Reciprocity when it comes to all relationships – boss, peer and direct reports. Preston shared some great stories of courage and leaders he’s learned from with self-deprecating humility. He’s concluded from studying highly successful leaders (and billionaires) that they all share one specific attribute: They’re all voracious readers. Visit: Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook

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4. TLP005: Col. Jill Morgenthaler - Trailblazing Leadership, Courage & Staring Down Saddam Hussein

TLP005: Col. Jill Morgenthaler - Trailblazing Leadership, Courage & Staring Down Saddam Hussein

Colonel Jill Morgenthaler spoke to her experience trailblazing as one of the first women in the direct military chain of command. She outlined her many firsts, told great stories of the adjustments she had to make and what gave her the strength to persevere. She spoke of courage, what it means to fake it 'till you make it and why you want to "stop the stupid." She spoke how adversity is your opportunity to show the world all you're worth and how your view of who you are is more important than how the world views you. Her view on how humility and that demonstrating respect is how you earn respect is colorfully told through some great stories. Col. Jill's viewpoints on women in the military and in leadership positions is informed by her tremendous experience. Her background in the Korean DMZ, in Serbia and with Saddam Hussein makes for a career worthy of a movie! Visit: Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook

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5. TLPMM002 — Part 1: General Stanley McChrystal (Ret.) On Defining Yourself as a Leader

TLPMM002 — Part 1: General Stanley McChrystal (Ret.) On Defining Yourself as a Leader

On this Mastermind episode, part 1, co-hosts Jan Rutherford and Jim Vaselopulos interview retired four-star General Stanley McChrystal, former commander of the nation's premier military counterterrorism force. General McChrystal (Ret.) is best known for developing and implementing a comprehensive counterinsurgency strategy in Afghanistan, and for creating a cohesive counterterrorism organization that revolutionized the interagency operating culture. Founder and Managing Partner of McChrystal Group, an elite leadership advisory team, and New York Times best-selling author, General McChrystal (Ret.) shares his insights into learning to lead, sharing power while maintaining ultimate responsibility, the necessity of adapting to external change, and growing from mistakes. Listen in to discover what it takes to create an adaptable team of teams in today’s demanding environment.   Key Takeaways [6:16] No plan survives contact with the enemy. Plan, prepare, and then adapt the plan to fit. [8:07] Entering unknown territory means learning lessons (almost failing), and then turning back and finding a better path. Seeking too much data can delay decisions and cost the opportunity. [8:50] Create an environment that says, action is essential — in fact, action is demanded. Failure is not sought, but failure goes with the business. [11:05] Leading is when you’re tired at the end of the day, when it’s frightening, when you have to make those very hard decisions, and you subordinate what you’d like to do to what you know you ought to do. [23:02] If you want people to like you, there is first a business-like, respectful way in which you treat people, and then you show people you like them. [26:15] General McChrystal (Ret.) explains the role of competition — It's about the big organization winning, it's about everyone’s success, not just one team. Competition is a human trait, but it's got to be competition more against a standard than against each other, or you get dysfunction. [31:30] Changes have to be done close to the point of action by people who understand the big picture. This means preparing and empowering front-line staff. [32:55] Jim cites Team of Teams as a must-read for leadership and personal development. [36:32] General McChrystal (Ret.) explains he allowed an informal authority within his command organization to make group-to-group trades of low-availability, high-value resources without clearing it through him, the Commanding General. [40:11] It's important for leaders to be effective communicators. They first have to understand what they're doing in the short-term and in the long-term, and they've got to communicate that to people inside and outside the organization. [44:41] Leaders have to think of themselves as leaders, and carry responsibility for others and responsibility for tasks, and to accept those responsibilities which will include some failures.   Quotable Quotes “There are a lot of misperceptions about the Special Operations community from the outside, as there are about business from inside the military. They are a cut of average Americans ... bound together by a common purpose and a trust, which gives them strength.” "As Heraclitus said, you’re never going to step in the same river twice — and that river is flowing faster than ever!" “If I told you, you can’t go home until we win, what would you do differently from what we’re doing now?” “I said, Hey, if you want me to slow this command down, if you want us to do less, I can have perfect knowledge. … But I don’t think that’s what you want.” “What is my role, and what is my contribution? I try to define myself by living by a certain set of values. … And I try to engage with people so I am a trusted comrade.” On personal self-discipline and sacrifice:  “Subordinate what you’d like to do to what you know you ought to do.”   Books Mentioned on the Show Team of Teams: New Rules of Engagement...

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6. MM008: Special Gratitude Episode With The Rooftop Leader

MM008: Special Gratitude Episode With The Rooftop Leader

The hosts of The Leadership Podcast are joined by Scott Mann for a relaxed discussion of what it means to be grateful and thankful.

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7. TLP015: GORUCK Your Way to Leadership

TLP015: GORUCK Your Way to Leadership

Co-hosts Jan Rutherford and Jim Vaselopulos interview Jason McCarthy, Founder and CEO of GORUCK, a company that makes rucksacks (also known as backpacks), and runs rucking events similar to the Special Forces selection process. Jason reveals why and how he started GORUCK, the obstacles he faced along the way, his mission for GORUCK, and his success in building leaders by overcoming adversity as a team. Jason also talks about building better Americans who serve their country and community, explaining the basis of community. He reminds us what freedom means, and how others can fulfill a duty in a variety of ways. Listen in to learn how you can turn adversity into team building within your organization.   Key Takeaways [7:38] How the Special Forces Qualification Course (SFQC) or the Q Course forces you to lead. [8:32] There are always opportunities to lead, you have to seize them. There’s always room for another great leader to step up. [13:24] It wasn’t about the weight people were carrying, it was about the people carrying the weight. [13:41] What’s really rewarding, is the impact you can make on people if you serve them. [14:34] GORUCK became this bridge for Jason, that he was building for people that showed up within the class, and yet he needed to be on that same bridge, as well. [18:29] Successful teams have got to be fun and it’s got to be about building communities. [21:57] Americans represent one united community. Bake your neighbor a pie sometime, talk to the person next to you on the plane. We need someone to push us toward more service to each other - to build a better America. [25:41] To create a culture of leaders you have to trust the people around you, give them things they can do, and let them figure it out. [33:33] Go find a friend, go for a walk, put a backpack on, and talk to the person next to you. Connect with the people that are around you.   Quotable Quotes “To lead is to do. You have to actually do it. You can’t learn about it in a book.” "To lead is to serve." “People need to like you to spend time with you.” "Communication is always the glue." “Taking a walk with a ruck is officially called rucking.”   Books Mentioned or Referenced on the Show The LITTLEST Green Beret: On Self-Reliant Leadership, book by Jan Rutherford   Bio Jason McCarthy Graduated from Emory University in Atlanta, Georgia in May 2001, without a set professional goal. Then came 9/11, which became a call-to-arms to him. Jason enlisted in Special Forces and served in Iraq as a Communication Sergeant in the Green Berets. He calls his experience there a leadership laboratory. Jason founded GORUCK in 2008 after his military service, seeing the need for a great civilian bag, and a way to help veterans bridge military and civilian life. This led to the GORUCK Challenge, where a Special Forces guy builds a team out of the participants who show up.

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8. TLP007: A Team Approach to Mending Our Nation’s Healthcare Crisis with Mike Biselli

TLP007: A Team Approach to Mending Our Nation’s Healthcare Crisis with Mike Biselli

While a Board Member of Prime Health and a Senior Advisor to 10.10.10, health-tech entrepreneur Mike Biselli witnessed firsthand the tremendous power that a determined community of clinicians, technologists, and investors could wield, and realized just how much more could be accomplished if that power were harnessed. Over the next few years, Mike began developing the industry integrator concept, an entirely new feature of the innovation economy that would allow the healthcare industry to be integrated at the point of innovation by housing an entire health-tech ecosystem in a single location. Now, in partnership with governmental, academic, non-profit, and commercial organizations, Mike Biselli is developing Catalyst HTI, a first-of-its-kind industry integrator in Denver’s River North District (RiNo) that will bring together health-tech startups and Fortune 20s alike in the race to fix American healthcare.   Catalyst site:    Personal website:    Twitter: @mikebiselli   Summary & Ideas for Action Mike Biselli brings his dedication, enthusiasm and servant leadership style to digital health innovation as a community leader and collaborator. His character building and leadership journey started early in his life, with athletics playing a huge role. He was awarded a college scholarship for football, which led him to being named 1st Team All PAC-10 kicker in 1999. He now brings those same qualities along with his passion to his business ventures through his industry integrator concept. He believes that through collaboration, diversity and innovation, we will be able to save the U.S. from the financial crisis that exists in our healthcare system.   Key Takeaways [3:00] Unpacking Mike’s visionary quote about the looming crisis in the U.S. healthcare system. [7:45] Prime Health is a business ecosystem of collaborators working to extend its vision around the nation. [11:09] Mike firmly believes in ‘give of yourself first’ as a foundation for his servant leadership style. [15:02] A football memory: Long-term dedication enabled Mike to gain the trust needed to perform a surprise onside kick. [20:16] The role athletics played in Mike’s success as a leader.  [27:46] The true measure of leadership effectiveness is to see how many new leaders are created by an existing leader. [30:40] How to contact Mike, see him speak, and get your hands on his forthcoming book.   Quotable Quotes “To empower people and to let them grow and develop, a leader must give up power.” “If we are going to re-imagine this broken healthcare industry, Fortune 100’s need to work with entrepreneurs.” “Homogeneity squashes innovation, inspiration and opportunity to make something bigger of ourselves.”   Mentioned on the Show Prime Health -   Points to Ponder Regarding Mike’s vision for Catalyst, what are ways you can bring very diverse groups together with common interests to meet today’s challenges? How do you “give of yourself first’ as a servant leaders? When people stay at organizations for a very short time these days, how do you inspire people to long-term dedication? Sports analogies are used a lot as metaphors – what other examples can you use that are inclusive? Do you agree with Mike that the true measure of leadership effectiveness is to see how many new leaders are created by an existing leader?

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9. TLP069: How A Navy SEAL Became a Rear Admiral

TLP069: How A Navy SEAL Became a Rear Admiral

Rear Admiral Kerry Metz (USN, Ret.) started his career as a Navy SEAL, and eventually served as the first commander of Special Operations Command North. In this discussion, Kerry talked about career success, career setbacks, and how “you can’t be a shiny penny without a few wire brushings!” Kerry shares his 5 H’s when it comes to leadership: honor, honesty, humility, humor, and happiness. He discusses the differences and similarities between the military, sports teams, business, and the shared commonality regarding leadership. Listen in to gain insights from a modern-day, intellectual warrior. Key Takeaways [3:01] Kerry progressed as a SEAL from the tactical area, through operational roles, and then to the strategic level as an admiral. The Special Forces, SEALs, and Rangers are tests for the human body and mind to do 10 times more than they think they can.  [5:48] A good team requires a common purpose or mission. Next, comes a shared experience or sacrifice. Everyone contributes to the best of their ability. These are the ingredients for a high-performing team. [7:33] Kerry talks about sacrifice in a startup. Employees sacrifice high salary for shares. Founders are often on the road more than most executives, for a later payoff. Sacrificing now gives you future options. [9:25] Kerry discusses how Naval officers achieve rank. Evaluations are not only for what they have done, but also their potential. Leadership is developing the leaders behind you. If something happens to you, the one behind you has to step up and take your place. [13:29] Kerry talks about his advancement. He was passed over for Lieutenant Commander once, but not the second time. When he was up for Commander, it also took two times. But he made One Star Admiral before his contemporaries. Kerry follows five ‘H’s: Honor, Honesty, Humility, Humor, and Happiness.  [21:13] Military groups fight in a mission to win or lose; sports teams play a game to win; but business can be a long slog. He cites Admiral Jim Stavridis, who said to be open, honest, and collegial, and Admiral Michael Mullen, who said to listen, learn, and lead. Leaders who apply these principles will lead well. [25:49] Competition among peers is healthy if it is balanced with cooperation. Leaders should lead people the way they need to be led. Some need a push, some need a pat on the back. Tell the contributors how they are doing, and what they need to do to be on the mark. [29:44] In 1989, Kerry tells a hard leadership lesson he learned as the Team Commander of SEAL Team One when they deployed to the Philippines.  [37:27] Put people in the right spot for them, nurture them, and empower them, and they will surpass your expectations and surprise you with their achievements.  [41:42] No one starts at the top. He would like to help others have a smoother ride, go further, and go faster. The world needs leaders to handle complexity.   LinkedIn: Kerry M. Metz Navy Bio: Interview: Hall of Valor:   Quotable Quotes Whatever you can do, think 10 times that. You are capable of it. Don’t let someone else determine where you’re going. You determine where you’re going. Stay on that path. You’re going to get through that obstacle. You’ve just got to keep trying. A high-performing team has a common purpose, a shared sacrifice, and everyone contributing to their best ability. “A good leader can get the most of his personnel even that aren’t going all the way to the top.” The bottom line is sustained superior performance. If something happens to you, the one behind you has to take your place. If they’re not ready, then that’s your fault. “If you’re doing something that you absolutely hate, my suggestion is, do something [about it].” “You can’t be a...

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10. TLP003: Mike Figliuolo - A Thought Leader on Thought Leaders

TLP003: Mike Figliuolo - A Thought Leader on Thought Leaders

Mike used the power of story to cover a key leadership areas in an informative interview. He spoke emphatically about the measure of a leader is the ability to attract talent. He also spoke about the need to invest in the growth and development of people, and that leaders are teachers. Mike shared his stories from being a young platoon leader in the army, and how screwing up once provided one of the most valuable lessons – and examples of a leader who didn’t let a crisis go to waste. Mike concluded with sharing an event he and his team are running. It’s a leadership conference called Executive Insight 16, and it will be held November 10-11, 2016 in NYC. Visit: Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook

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11. TLP136: Leadership Development Doesn’t

TLP136: Leadership Development Doesn’t

There are over 60,000 books on Amazon with “leadership” in the title, and despite the focus on leadership, most business-oriented development programs don’t measure effectiveness; and turnover has never been higher. A Gallup report found that 21% of Millennials have changed jobs within the past year—three times higher than other workers. Today, Jim and Jan discuss why that is and take a look at leadership development from a few different angles. They talk about how to determine if your leadership development IS working, and the importance of understanding trends and patterns. Lastly, they discuss how to get to root causes where real change is possible.   Key Takeaways [3:06] Much like a diet, if you want true success, with leadership development you have to be all the way in. [4:00] Leadership development is akin to taking fish out of a dirty fish tank, scrubbing the fish and then putting them back in the dirty fish tank. [5:23] We approach leadership development issues from the training system when really it comes from organizational development and a design system. [9:02] Rather looking at leadership development as a specific event, see it as evolution with a process that builds over time. [13:40] It is important to look at the current state of the organization, and see the issues in leadership development as symptoms of something bigger within the entire system. Then, identify your version of success, how you will measure it, and determine if it’s will take small steps or giant leaps to get there. [15:40] A majority of leadership development trainings are done off impulse. Instead, great leaders measure the right things with subjectivity and really take a look at their own self in the mirror. [19:41] 80% of people out there do not trust their boss to tell the truth. [21:56] Leadership development programs should be sustainable, lead to empowerment and improve the organization. [26:45] Assemble a team to fact check all the assumptions that the team has made. Find out which ones are true, and then you will have better information on where you need to invest their time, energy and money for the greatest return.   Quotes “One organization's effective leader is not the same as another organization's effective leader.” “Every organization is a complex adaptive system.” “Before we take a leap, we must take really good measurement.” “It does not need to be pain that makes you take action.” “When you turn around, do you have followers?” - Jeffrey Pfeffer “Leaders have the power to control and fix the environment.” “Take a holistic approach, because you have to get the ecosystem right.”   Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]   Combat Flip Flops - use code WESTUDYLEADERS for 20% discount   Project Rescue - Are your projects causing you great pain?   Why New Manager Training No Longer Works in 2019 Ep 092: Leadership Matters, But Teams Deliver Ep 121: Jeffrey Pfeffer Challenges Our Assumptions Ep 035: Looking Forward to Wicked Problems      

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12. TLP100: What He Learned Studying Billionaires

TLP100: What He Learned Studying Billionaires

The first guest on The Leadership Podcast was Preston Pysh - co-creator of The Investor’s Podcast - an immensely popular and highly engaged community. Preston returns in celebration of the 100th Episode, and talks about successful investor habits from a leadership perspective. He shares his recommendations for business owners in the current climate based on what he’s learned from studying hundreds of billionaires.   Key Takeaways    [8:55] Preston cites The Compound Effect as a book he would recommend on leadership and developing momentum in new habits that navigate us towards our goals. [11:56] Once we generate momentum and develop habits, it’s important to challenge them after time to see if they can be optimized for even better results. [13:17] Preston’s 5 recommendations for business owners in 2017: get better at search engine optimization understand lean operations focus on free cash flow understand your customer invest the retained earnings intelligently. *He would also add to know the competitive advantage of the business. [21:10] Leaders and owners must strive to find a balance between taking care of the human side of their business, and new developing technology that will make things faster and more efficient. While none of us have an exact answer of what the line is between these factors, it is typically a choice based on resources available, morals and company values. [29:36] Preston approaches The Investors Podcast with the intent to learn from other successful people, take the best notes he can, and serve it to the audience to learn and take into their own lives. [33:40] Preston appreciates the feedback from his audience on what they want to learn, and he takes that into account in future interviews and episodes. [36:05] The ladder of inference is when we observe things, and select data, make assumptions and adopt beliefs based on our observation. This creates a reflective loop, where the choices we make are based on the original observation. [39:53] Quality leaders make decisions based upon facts rather than consistency bias. They have nothing to prove, protect or promote. [45:17] Preston’s podcast is a mechanism for to him to consistently work on personal development and have discussions with some of today’s top leaders. [48:55] Auto suggestion is a powerful practice and tool that will help you speak your words into reality. It is a way of conditioning your subconscious mind. [51:33] Preston still serves as an active duty military officer.   Website: Books by Preston Pysh Twitter: @PrestonPysh YouTube: We Study Billionaires Podcast: The Investors Podcast   Quotable Quotes The more you know, the more you know you don’t know.   It is important to develop habits, and also challenge them.   Challenge your belief structures.   Just because something has worked for you really well for 10 years doesn’t mean it can’t be optimized. People have to look at the enduring competitive advantage of their business   What does your war chest look like? It’s all about the people. It’s important to be balanced, and not polarized on one side or another. Leaders do not allow themselves to fall victim to confirmation bias.   Bio Preston is a graduate of West Point with a degree in Aerospace Engineering. He’s the founder of, and his videos on financial investing have been viewed by millions of people around the world. He takes great pleasure in taking complex ideas and making them accessible. He is the founder of the Pylon Holding Company and enjoys spending time with his wonderful family.   The Compound Effect 5 Ways Small Business Owners Can Grow in 2017 Labor 2030: The Collision of Demographics, Automation and Inequality Superforecasting: The Art and Science of Prediction Warren Buffet Books

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13. TLP020: The Leader’s Recipe for the Emotional Cocktail

TLP020: The Leader’s Recipe for the Emotional Cocktail

Co-hosts Jan Rutherford and Jim Vaselopulos interview Dr. Christophe Morin, CEO and Chief Pain Officer at SalesBrain. With over 30 years of experience in marketing and business development, Christophe is passionate about understanding and predicting consumer behavior using neuroscience. He is an expert on the effect of advertising on the brains of adolescents and young adults. Christophe discusses with Jan and Jim the prime role of emotion in individual motivation, how neuromarketing draws upon the science of neurological testing, and the six factors you can stress to create emotion that works for your product. Listen in to learn principles of ethical neuromarketing, and steps you can take to become more effective in persuasion for the greater good.   Key Takeaways [6:11] Neuroscience data doesn’t rely on what customers say, but on the ability to read their nervous system and brain blood flow. Most of this information is not consciously available. [10:01] Dr. Morin explains how the System One brain system communicates with the System Two brain system and how that relates to advertising. [12:55] Find out about the up-and-coming field called neuroleadership. [16:17] How can neuromarketing improve the world? [20:55] What are the six ways to create the bottom-up effect? [35:22] The Neuromarketing Science and Business Association created a code of ethics, now used widely by the neuromarketing industry. [37:17] How neuromarketing is somewhat a natural progression of marketing. [43:55] People who are willing to show up, look at themselves, work, rehearse, and practice, are those who ultimately can acquire and perfect skills they may not have had when they began. [45:58] We’re scratching the surface of this big question: What is the ultimate effect of media on us?     Books Mentioned on the Show Thinking, Fast and Slow, book by Daniel Kahneman Selling to the Old Brain: How New Discoveries In Brain Research Empower You To Influence Any Audience, Anytime, book by Patrick Renvoise and Christophe Morin The Paradox of Choice: Why More Is Less, book by Barry Schwartz   Bio Dr. Christophe Morin, CEO and Chief Pain Officer of SalesBrain, has over 30 years of marketing and business development experience. Before joining SalesBrain, Christophe was Chief Marketing Officer for rStar Networks, a public company that developed the largest private network ever deployed in U.S. schools. Previously, he was VP of Marketing and Corporate Training for Grocery Outlet Inc, the largest grocery remarketer in the world. Christophe has received multiple prestigious speaking awards from Vistage International and Great Mind Research Awards from the Advertising Research Foundation (ARF). Christophe holds a BA in Marketing, an MBA from Bowling Green State University, an MA and a PhD in Media Psychology from Fielding Graduate University. He is an adjunct faculty member of Fielding Graduate University where he teaches a Masters/PhD course he created called “The Psychology of Neuromarketing”. He is also a board member of the Neuromarketing Science and Business Association (NMSBA)   Website:

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14. TLP-MM01: The Leadership Podcast – Mastermind Episode 1 The Elusive ROI of Leadership Training

TLP-MM01: The Leadership Podcast – Mastermind Episode 1 The Elusive ROI of Leadership Training

We’re giving this episode out to the world at large today as an example of future Mastermind episodes.  In the future, only those who subscribe to our email list will get access to the mastermind episodes… so please take the time to sign up on our website at – Our guest, Mike Figliuolo – Managing Director of thoughtLEADERS LLC and Founder at Executive Insight 16 discusses the elusive ROI of leadership training.   Key Takeaways [2:20] What’s one of the biggest shortcomings you see in leadership development?  People have to invest in themselves. [3:00] Is this an OD issue?  It’s about setting expectations. [6:20] Do most leaders try to grow their organization by growing their people?  [7:55] The ROI of leadership training.  Effective organizations establish a “standard,” and apply it to real-world problems and opportunities. [9:30] Four levels of evaluating training: Reaction, Learning, Behavior and Results.  Look for tangible indicators/behaviors.  [11:00] Look for specific quantitative measurements – versus “false measurement dynamic.” [13:50] What don’t people invest?  Is there a performance gap?  If you were driving home and you had a flat tire, would you get it fixed?  Of course!  Why would you run with things that are broken?  What’s the opportunity cost? [15:45] Good options for stretching your people?  Are mistakes OK? [21:00] Game theory – guessing if I do this you will do that… and if I do that, you will do this… [22:20] Key question when developing your team: What this a good use of your day? [25:00] Executive Insight 16 – Where Leaders Learn from Leaders [27:30] What to expect from the event in NYC?  [32:00] What will be learned from this forum?   Quotable Quotes "There is no leadership dilemma. Just reality.”  “The less power you have the more strategic you need to be.” “Create space for yourself mentally to think strategically.”   Books & Events Mentioned or Referenced on the Show Leadership Development – A Profound Disconnect? The Elegant Pitch: Create a Compelling Recommendation, Build Broad Support, and Get it Approved One Piece of Paper: The Simple Approach to Powerful, Personal Leadership Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results The Leadership Podcast - Episode 3 - Mike Figliuolo – A Thought Leader on Thought Leaders   Bio Mike Figliuolo is the founder and managing director of thoughtLEADERS, LLC, a professional services firm specializing in leadership development. He is the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership and is a nationally recognized speaker and blogger. Before founding his own company, he was a consultant at McKinsey & Co., and an executive at Capital One and Scotts Miracle-Gro.

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15. TLP048: Trust and The Tribal Origins of Leadership

TLP048: Trust and The Tribal Origins of Leadership

Scott Mann, storyteller, rooftop leader, military expert, and author, shares his experiences and research into the tribal origins of leadership. He tells of desert villages fighting terror, and C-suites dealing with massive trust deficits, with both groups in need of the same tools for success. He reminds us that technology does not change what we need, or how we connect. Scott sees a great deterioration of trust and social capital in Western life, and, to combat that erosion, he teaches how stories work to bridge gaps to create trust. He also expresses his concerns for transitioning warriors, and talks about his book, Mission America, helping veterans work in society using their team-building skills. Listen in and tap into your team’s innate tribal need to work together effectively.   Key Takeaways [3:07] ‘Rooftop leader’ comes from Scott’s book Game Changers, from the Afghanistan Village Stability Program. Late in the war, Green Berets led improbable and dangerous missions, inspiring locals to stand on the rooftops and fight alongside them to defend their communities. Scott was the program manager, taking it from village to village. Scott applies rooftop leadership in coaching today. [5:19] Scott’s plan on separating from the military was to go fishing! But he started writing. He compared social capital and trust in America and in Afghanistan, and worked with social scientists, anthropologists, and dispute resolution experts. In 1972, Gallup asked Americans, “Do you trust your neighbor?” and ⅓ did not. In 2016, Gallup asked the same question, and ⅔ did not. Scott works now to restore trust. [7:46] Corporate America, law enforcement, and other disciplines are dealing with massive trust deficits. The skills necessary to restore trust are very similar to what our Green Berets do. There’s a real demand signal for it, so Scott is responding. It is done incrementally, one group at a time, and it is not easily done. [12:00] Scott talks about the warrior-diplomat role of the Green Berets. Green Berets work by, with, and through indigenous people to help them do things they otherwise wouldn’t do, that result in strategic outcomes, in places most people don’t want to go. Scott teaches Green Berets, and law enforcement going into rough communities; his entrepreneurial training is very similar. [13:26] Humans haven’t changed. Electronic devices do not revise our nature. Humans are the most tribal creatures on the planet, and we respond tribally in danger. Turning the instincts of physical connection, empathy, reciprocity, deep listening, and others, into cognizant skills, will allow you to make deeper connections in most places, than people without these skills. Reciprocity brings people along. [16:25] Scott discusses his nonprofit, Mission America, and his book of the same title, helping Special Forces and other warrior veterans transition to civilian life. Leaving the mission creates a disconnect, isolation, and a void to fill. Scott is passionate about helping warriors make that transition. [20:30] Scott says that corporations may be able to approach the purpose and trust of Special Operations, in small steps. We can do better than we are doing now. Scott also believes men and women in service need to be coached on the transition, before they leave active duty. Scott wants to see a brotherhood and sisterhood of veterans organized to help the transition process. [24:43] Scott says that a business can approach an honor-based tribal society. Scott sees this culture among small business entrepreneurs. Scott has friends at Amazon and Google who love the cultures there. Scott cites Capital One for a fantastic culture. He sees the problem of eroding trust as an obstacle and a division between people, not just in the workplace, but in all of American society. [27:35] Scott talks about restoring trust. He cites Simon Sinek and Bo Eason on leadership. Scott’s rooftop leader has a crystal clear vision of a...

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16. TLP097: Lead With Standards - Not Rules

TLP097: Lead With Standards - Not Rules

Joe Amplo, head coach of Marquette University’s Men’s Lacrosse,  is a leader who believes in embracing vulnerability, inclusiveness and challenges. He shares with Jim and Jan how he made the leap from assistant coach to first head men’s lacrosse coach at Marquette, and overcame the fears of not knowing how his own personal leadership would be received. He talks about the importance of culture, empowerment, setting a standard and what he personally looks for in the athletes he coaches.     Key Takeaways    [1:02] Jim played club lacrosse as a grad student in the early 90’s, so he has a passionate tie with both lacrosse and Marquette. [3:56] Joe had worked as an assistant coach at Hofstra and University of Pennsylvania before he was chosen as the first head men’s lacrosse coach at Marquette. He combined what he had learned from previous mentors and mixed it with his own personal philosophy. One of the fears Joe overcame in becoming a head coach was stepping up from the assistant role he had previously, with the unknown of how his personal method of leadership would be responded to. Second, he was not familiar with the area, and the area was not familiar with lacrosse. [8:10] In going “coach fed to player led”, everyone no matter what their role or status is held accountable to live up to the set standard. This empowers the people in the organization, and really builds a team identity.   [13:22] Culture has to drive behavior to get the results from the strategy and standards you and your team set forth. For Joe, he learned that the way he wants to lead and create an environment of empowerment, the creation of standards needs to be all inclusive in the organization. [24:18] The two factors Joe and his team look for in their potential athletes: desire to prove themselves, and a willingness to face and accept challenge. [31:54] Joe believes that great teams are formed and sustained by developing deep interpersonal relationships, and knowing they have each given their best and overachieved. [34:46] Joe feels as though happier people are more successful, and success lies on the side of being happy first, without having happiness rely on getting or achieving something. [36:50] Joe is a lifelong learner, and finds that Marquette holds him accountable to live and work in high standards. [40:14] Learning from a failure is a key tenant to what Joe finds in a successful leader, and team member.   Website Facebook @MarquetteMLax Instagram @marquettemlax Twitter: @MarquetteMLAX   Quotable Quotes I became confident not in my abilities, but in the people that brought out the best in me. I believe in standards - not rules. For the way I want to lead, I would want people to live up to the standard. I want someone making a decision on the right thing to do. I have to be vulnerable as a leader.   Bio Seventh-year  Marquette University  head coach Joe Amplo  is an NCAA D-I Men's Lacrosse  Committee member and a Team USA  assistant. He's led MU to consecutive  BIG EAST titles and NCAA Championship berths.   Culture is Your Greatest Strategy Shawn Achor Ted Talk

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17. TLP090: Divergent Thinking for Growth

TLP090: Divergent Thinking for Growth

Martin O’Neill, is the Senior Executive for Engine Technology at GE Transportation. Martin joins Jim and Jan in a discussion about innovation and leadership, and how they’re connected and intertwined. Listen in to learn more about how Martin balances the divergence of  structure and organization with experimentation and expansion.   Key Takeaways [6:12] When you are working with large scale industrial product development, there is typically a type of mindset that has been around for years that has little to do with leadership. Martin and his team have shifted to different practices to pursue an innovation agenda. [13:56] Martin manages the collaboration of others all around the globe. He overcomes challenges of different time zones and work times by clearly laying out what is expected and when for every member. Structure is also very important, and they have operating reviews on a strict and consistent schedule. He spends time up front explaining clearly what is expected. [20:56] Not only is Martin dealing with the different cultures due to geographic span, but the culture within the engineers is something he makes sure is structured and organized. [28:36] Martin really drives home the point of self informing and continuous learning to the new engineers. [32:52] Martin is not afraid to celebrate the failures of projects they need to kill and views it as a learning lesson and way to veer off stagnation. [35:53] The rally call should always be on customer outcome, customer value and business value proposition. [36:24] Engineers used to be much more autonomous, but now there is a shift away from traditional thinking and a move towards horizontal work and collaboration.   Website: LinkedIn: GE Transportation Twitter: @GETRANSPORT Facebook: GE TRANSPORTATION Quotable Quotes “You have to be bold.”   “A little bit of personality goes a long way.”   “Allow people some self governance and a way to correct themself.”   Correct Thyself   “Kill the stuff that isn’t so important.”   “You have duty as a leader to fish out what’s really not adding value and put it down publicly, humanely and move on.”   “True innovations come from when you start to work horizontally.”   Bio   Martin O’Neill has worked in transportation, aviation, marine propulsion and energy segments for over 20 years; most recently with General Electric. Martin has worked in transportation, aviation, marine propulsion and energy segments for over 20 years; most recently with General Electric. Trained originally as an aeronautical engineer & program manager in the UK, he has worked in global product and technology leadership roles with nuclear, gas turbines, diesel engines & controls systems. In his current role as Senior Executive – Engine Technology at GE Transportation he leads a team of product managers, engineers & technologists to develop & sustain diesel engine platforms in rail & marine markets.   Martin enjoys working with creative people to bring solutions to customers through applied technology & business operations – increasingly through the marriage of digital, data, software & engineering methods. He values cultural & thought diversity together with engaging debate, has been resident in Chicago since 2013 with his wife and two children, and is keen to engage with the Chicago business & scientific community.

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18. TLP053: Special Forces Resourcefulness Parallels the Spirit of American Entrepreneurism

TLP053: Special Forces Resourcefulness Parallels the Spirit of American Entrepreneurism

Summary & Ideas for Action Jim Hake is Founder and CEO of Spirit of America. Jim founded Spirit of America after the events of 9/11. The Spirit of America provides privately-funded humanitarian, economic, and non-lethal assistance to projects around the world.     Key Takeaways [2:21] A Stanford grad - Silicon Valley captivated him. New opportunities spark new inspiration. He worked for a startup in school. Later, he started a company with partners. With success on the early internet, they sold the company. After four years, Jim left to start an internet company. The bubble burst, and his company failed. [6:52] Jim was looking for a buyer when the attacks of 9/11 occurred. Jim immediately committed to help. Tragic circumstances may awaken heroic aspirations to help in meaningful and substantial ways. Jim decided to do something substantial to make a meaningful difference. [8:30] Once Jim had an idea, he stuck with it. He had no Government or nonprofit experience; he just moved forward. A National Geographic Channel story about Special Forces Sgt. 1st Class Jay Smith organizing baseball for local Afghan youth inspired Jim. Baseball helped Jay and his team build better relationships. [11:29] Jim realized other men and women serving would like to do the same. He wanted to provide resources for them. Jim learned his own background as an entrepreneur was relevant to Special Forces. The Special Forces lack access to venture capital. Windows of opportunity close too quickly for channels. [15:10] Jim gives examples of projects in the Middle East to support the war effort. SOA has provided targeted humanitarian assistance, economic assistance, and non-lethal assistance to get basic services back up and running, and build trust and prevent insurgency, in 50 countries, to date. [17:08] Jim describes a large, long-term successful operation in Niger, working under the guidance of the Theater Special Operations Commands (TSOCs). They represent the best of American ideals, and support the U.S. mission abroad working with the military and with diplomats, in their missions. [24:43] Jim stresses the importance of listening to learn. Jim knew, starting Spirit of America, that he had no knowledge of what to do in a village in Afghanistan or West Africa, or what the military should do. So he knew his organization would need to listen to and respond to the front lines.   [28:30] Jim considers the struggle between listening, and being aggressive. Be aware that between the two approaches, neither one is always right. General Mattis said, “We’re going to be no better friend, and no worse enemy.”  General Mattis gives repeatable direction. It is simple and understandable. It involves active listening and verifying understanding. [32:42] Jim has worked with a lot of great people, but his father was his greatest mentor. His father had a sign, “Instead of thinking of reasons why you can’t, think of how you can.” He also told him, “You can do anything, you’re a Hake.” Jim learned confidence to try things, experiment, and become what he is today. Early childhood influences set the course for future aspirations. [35:30] Former SOS George Shultz, is on the Spirit of America advisory board. Jim went to his office at Stanford, and asked him how he stays looking so great. Sec. Shultz stood up and said, “Look at a young man like you. You have your whole life ahead of you!” At age 59, it gave Jim a great boost.   [37:24] Jim’s lessons: People everywhere have much in common; people want a better life for their children; people want meaning in their life.    Website: Pick a project to support. Sign up for email updates. Email: [email protected] Twitter: @JimHake LinkedIn: Jim Hake Website:  

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19. TLP128: Leadership as Defined by 2nd Graders

TLP128: Leadership as Defined by 2nd Graders

Jim and Jan start the episode with how a second grade class defines a great leader! Leadership is hard, but these young people show that the basics are pretty simple. Also discussed is how we’re happier when we help others, leading with love and courage, and why good leaders provide both positive and negative consequences for meeting or not meeting standards.   Key Takeaways [2:08} Jim shares the answers that came from the second grade classroom of his friend on what it takes to be a great leader. The kids nailed it with answers like: puts people first, nice to others, encourages us, community helper, honest and responsible, and clean (Jim and Jan will take it as Executive Presence). Judging from answers like this, they feel we are in good hands for the future. [12:52] We end up finding more joy in helping others than acting as though it’s about us. [13:54] Great leaders come from a place of love and courage. They are not afraid to put themselves out there for the sake of the team, and come from a growth mindset rather than a fixed mindset. [17:29] Define what courage is for the team, and identify the last time your team showed courage. If the team is performing based on the core values, there is less of a need for heroes and more of a chance everyone will be connected with the overall mission. [21:33] Good leaders don’t stand for mediocrity in their team, and they are willing to provide consequences.   Quotes “Audiences love opposites.” - Chris Schmitt “Cheerful is a good word. We don’t use that enough.” “It’s hard to be a leader when your thoughts are a mess and your plan is a mess.” “The best way to be happy is to work for other people’s happiness.” - Jules Evans “Questions can sometimes be the most courageous statements.”   Leadership B.S. by Jeffrey Pfeffer Everybody Lies by Seth Stephens - Davidowitz Philosophy for Life and Other Dangerous Situations by Jules Evans   Top 30 Podcasts You Must Listen to If You Care About Leadership Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

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