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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. 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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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. 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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6. 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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7. 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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8. 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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9. TLP031: Beer, Fear, and Relentless Drive

TLP031:  Beer, Fear, and Relentless Drive

Co-hosts Jan Rutherford and Jim Vaselopulos interview John Brumer, Jason Ginos, and Micah Niebauer, founders of Southern Pines Brewing. The three entrepreneurs first met while serving in the 3rd Special Forces Group. John enlisted right into the Special Forces qualification course. Jason went to Millikin University, and was a psychological operations specialist before heading into the 3rd Group. Micah attended Wheaton College in the ROTC Program, and went to the Department of State, the Department of Commerce, joined the 82nd Airborne, and then joined the 3rd Special Forces Group. These men served with distinction, with multiple active-duty tours. John, or Juan Peligro, as the Patagonia crew referred to him, has been a GORUCK Cadre since 2014. Jason and his wife, Aleah, have been married nine years, and have three young children, Tanner, Luke, and Charlotte. Micah and his wife, Patricia have been married for 10 years, and have three young children, Eva, Claudia, and Wyatt. Micah is the CEO, Jason is the CFO, and John is the COO of Southern Pines Brewing, in Southern Pines, North Carolina, where they all reside. Jan and Jim speak with John, Jason, and Micah about how disciplines learned through their Special Forces service helped them unite in a business partnership, and how they chose to advance a home-brewing passion they shared into a viable business. They also discuss how identifying with a community, and participating in community programs lends purpose to the enterprise. They discuss the company's mission and values individually, and how these statements of purpose keep them going despite inevitable challenges. There is also a segment about John’s participation in the Crucible in Patagonia, and how he is applying the lessons into the business on a daily basis. Listen in to learn more about turning a shared passion into a dynamic business partnership.   Key Takeaways [2:00] John, Jason, and Micah all served in the 3rd Special Forces Group, an airborne unit of the Green Berets. Their common bond, and strong teamwork, allowed them to enter head first into the entrepreneurial world as the Co-Founders of Southern Pines Brewing. [4:27] As the Co-Founders developed the slogan and mission statement for Southern Pines Brewing, they focused on the community aspect of craft brewing, with the art, history and tradition behind it. They visited many craft breweries to find inspiration for starting Southern Pines Brewing. They adopted some ideas they saw, and suggestions they received. [6:08] Southern Pines Brewing makes a huge impact on the local community. They participate in Boys and Girls clubs, and the Walter Moss Foundation, and retirement homes. They take their military community sense of belonging with them. Everybody understands beer. [7:33] Southern PInes Values: The customer is the focus of everything we do. We provide the highest quality products for our customers. We are a professional organization, demonstrating this in everything we do. We are constantly learning and growing. We are good citizens in the community. Fear will not drive decision-making. We are aggressive. Nothing is impossible. [8:58] Jason explains that their ambition to venture into brewing led them to be aggressive. First, they needed aggressive growth. In the second year they needed growth and financial efficiency. They will aggressively reach for their full effective production capacity, and eliminate choke points. In 2017, they will grow, but aggressively pay down debt and become a better business. [11:23] Micah talks about overcoming fear, by being proactive in their decisions. Their military experience leads them to take measured risks daily, not for their lives, but for their livelihood. [15:18] John speaks on how nothing is impossible became one of their values. He recalls a race car course in Special Ops. The lesson he learned was to look where you’re going. Don’t worry about all of the things that could possibly happen. Worry about...

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10. TLP041: Quiet Doesn’t Mean Silent - Jen Paquette

TLP041: Quiet Doesn’t Mean Silent - Jen Paquette

Jen Paquette, Executive Director of the Green Beret Foundation, discusses how her husband’s injury changed her mission, and how she leveraged her business experience to lead a dynamic non-profit organization.  Jen covers the lessons learned running a not-for-profit; the difficulty of fund raising; building her own credibility; and effective board management.  Jen also discusses the women of Steel Mags, and the vital role they play in the organization.  Most important to Jen is that a fallen Green Beret is never forgotten. Jen is an Honorary Member of the Special Forces Association - only the sixth woman in history to receive this honor at the National level.   Key Takeaways [2:03] Jen became involved in the Green Beret Foundation from her husband, Roland’s, experience in Special Operations Forces. He was traumatically injured by an IED, and stayed a year at Walter Reed; then they moved to San Antonio. In San Antonio, SOC asked her to help start a program for all of SOF. She used her business experience to help, but saw that the Green Berets had no program of their own. [5:35] Jen resigned at SOCOM and started working at the GBF, with no salary for the first 24-30 months, running it out of the Anderson and Paquette homes. [7:13] Jen covers some of the lessons learned running a not-for-profit; the difficulty of fund raising for a not-for-profit, the complexity, building her own credibility, building institutional credibility, donor fatigue, and dealing with a board. [11:16] Transitioning from an executive business role to directing a not-for-profit taught Jen to do more with less. Jen hasn’t been on a vacation since 2005. The staff is small, and emergencies happen. She either had to figure out various jobs herself, or find someone to help her. She has learned to network. [16:15] Jen talks about Gold Star families. Jen’s commitment is to improve their quality of life, and to make sure that that soldier’s name does not get forgotten. [20:49] Jen talks about transition support. [25:53] Jen has noticed that ranks such as Sergeant Major and above have a rougher time to humble themselves. They have to be audacious in battle, but in civilian life that has to be unlearned. The younger guys are still in learning mode, and have an easier adjustment. [29:29] Jen discusses her involvement in the Steel Mags. They are purpose-driven, just like the Green Berets. This is a lifestyle for us, not a 9-to-5. They also do good in the community outside. [34:01] Jen explains her lifestyle with one word: passion! It’s not emotion; it’s drive. [36:47] Jen ends with a story.   Bio Jen Paquette is the Executive Director of the Green Beret Foundation. At Jen’s request, her children call her Mrs. Boss Lady. Her community calls her MBL. Jen  has served as Executive Director of the Green Beret Foundation beginning 1 August 2011. In 2009, Jen served on the GBF’s Board of Advisors helping establish the Foundation and later as Vice-President, Chief Operating Officer and Treasurer since January 2010. She has identified and developed programs and services, planned and executed GBF’s numerous fundraising events raising millions of dollars and awareness for the US Army Special Forces. She has fostered business relationships with other not-for-profits and corporate sponsorships for the Foundation. Jen is the founder of the GBF’s sorority, the Steel Mags. She manages critical aspects of day- to-day operations and handles strategic business development at the Foundation including strategic planning, fundraising, building and maintaining donor and investor relationships, coordination of services with USSOCOM Care Coalition, USASFC, USASOC and delivering those services to Green Berets and their families. Jen’s number one and most important position is being the wife of SSG(R) Roland Paquette III who was an 18D (Special Forces Medic) and now an Emergency Room Physician Assistant and owner and operator of Med...

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11. 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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12. 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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13. 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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14. 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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15. 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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16. TLP058: Your Brand - Protect it Before You Have to Repair It!

TLP058: Your Brand - Protect it Before You Have to Repair It!

Summary & Ideas for Action Lida Citroën, international reputation management and branding specialist, and CEO of LIDA360, shares her expertise on repairing reputations, and what to include and exclude from your personal brand. Your personal brand is the public extension of you. It represents the expectation of the experience people will get from you. She talks about the importance of protecting your reputation before you need to repair it.   Key Takeaways The key question for personal branding is how do you want to live this life, what type of person do you want people to believe you are? What do you want to solve? Do you want to solve issues, do you want to solve things for your family? What problem or issue or concern are you passionate about solving?    [9:12] In some cases, people don’t need a new image, but they want awareness of how they got to their image, and how they can maintain it.   [10:53] Personal branding is very simple, but not easy. Simple things matter — your LinkedIn profile, how you dress for meetings, and your body language and eye contact.   [14:00] Reputation repair is a complex process. How much of the damage is emotional, and how much is financial and professional? In ten years will it have any effect on your business? Does it affect your core audience, or an external audience? Different circumstances require different approaches. You have to accept accountability. [19:20] Posting  affects your reputation. When you share something, the person who shared it before you is irrelevant. If it is wrong, or insensitive, the offense attaches to you for sharing it. Social media is part of your reputation management strategy.   [21:09] What do you want people to find about you on social media? Who do you want to find you? Social media is not about being flawless. It is about being consistent. Be relatable, human, and compelling to your target audience. Stay real. Your profile should be authentic, vulnerability and all. [23:17] Social media is for collaboration and networking. We form relationships, and create content, ideas, movements, and thoughts. Across all platforms, be consistent with who you are. [29:22] You set your own rules on social media. Social media is a marketing channel, not a place to unwind. [35:37] It can be healthy to observe what your competition is doing on social media. Sometimes you can identify opportunity. It can help identify your unique value proposition, and it can also lead to collaboration.   [27:39] It does matter what others think of you. Reputation, or brand, is about an expectation of experience. If the expectation is shattered, the reputation is no longer trusted. Ensure expectations are met.     Website: Website: Website: Website: Facebook: LIDAthreesixty Twitter: @LIDA360 LinkedIn: Lida Citroën YouTube:

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17. TLP064: Hiring Business Athletes Is a Game Changer

TLP064: Hiring Business Athletes Is a Game Changer

Rick Nelson is a leader, and as the CEO of Direct Technology, his team went from 12 people in 2006 to over 650 employees today. Rick shares how his Air Force background serves him today, and speaks candidly about owning up to his own  strengths and weakness. He explains how he tackles today’s business challenges, and how he values quality people over people skillsets.   Key Takeaways [3:53] Almost all issues, challenges, and opportunities exist within people. Individuals want to know they are contributing in a meaningful way to something that has a purpose, and that they can grow personally and professionally within the organization.   [6:00] Rick looks at challenges by root cause analysis. He asks himself what he’s trying to accomplish; is it broken; and if so, why? He asks why, seven to ten times to get to the root cause. With the root cause, he calls in outside help, develops the vision, describes the vision, gets leader agreement, and executes. They ensure the mission is consistent with the goals. [7:30] Rick talks about a challenge buying a sizeable organization and integrating it into the company. It meant aligning the company vision, getting individuals aligned with their work, with their units, and then into the overall company.  [8:59] Rick realized that maintaining a consistent customer experience meant he needed to delegate the assignment to others with a better ability to focus on customers, so he could maintain the big picture.  [13:50] For Rick, personal coaching provided great value to him, and he saw a need for business coaching. He recommends not waiting for a catalyst. Get an an outside coach.   [21:47] Rick talks about creativity, rigor and tight discipline in business. Each business has its own story, but they all sell (creativity), deliver (rigor), and get paid (tight discipline). All problems relate to these three areas. Business problems are innately hard to solve. Coaches have solved this problem before. [29:02] Pride is a powerful motivator, but if you hold on to it, and it leads you to insist on your way instead of the right way, it can be a problem. Focus on giving your best effort, and letting your pride show in the excellence of your performance. Vulnerability and candor inspire people to follow you. [33:29] Veterans bring skillsets and the capacity to drive further, faster, than others. If you start with the individual, and look at the characteristics gained by their military experience, including EQ, you’ll see an outstanding person. Rick talks of veterans he has hired that he calls business athletes. [40:41] CEOs need a succession plan. He and his partners worked the succession plan into the development of the company from the beginning when there were only 12 people.    Website: Website: Facebook: @DirectTechnologyInc Twitter: @DTChief Twitter: @DirectTechHQ LinkedIn: Rick Nelson LinkedIn: Direct Technology  

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18. TLP052: The world wasn’t changed by people who never struggled...

TLP052: The world wasn’t changed by people who never struggled...

Summary & Ideas for Action Susan Barton is the Founder and CEO of Bright Solutions for Dyslexia. Susan shares the story of her inspiration to start Bright Solutions for Dyslexia 25 years ago, when dyslexia was largely unknown, and information about it was hard to gather and share. Over the years, over 200,000 families have contacted Susan for help. She provides an overview of the effect of dyslexia on one’s ability to learn, and how it is important to see it as a learning difference; not a learning disability. Through her talks around the U.S., she educates parents, teachers, and professionals on how to reach these students to give them the advantages they need to excel in life.     Key Takeaways [2:25] Jim describes how Susan played a transformative role in the lives of his family and son. Jim’s son had undiagnosed dysgraphia and dyslexia, and so did Jim, as he learned after researching why his son couldn’t write. Susan keeps records of all requests for help, about 200,000 so far. Jim first contacted Susan at Bright Solutions for Dyslexia in 2007. [7:57] Susan explains her interest in dyslexia. Susan does not have an education background, and never taught in a school. Susan started in computers. Her bright, lovable nephew Ben struggled badly in school. He failed kindergarten. He qualified for Special Education in first grade. In third grade, the family was in a panic when nothing was working. All the family’s resources were devoted to helping Ben. [10:14] Ben’s self-esteem plummeted and he became a mean, angry, sullen, and withdrawn teenager, at high risk for dropping out. In 10th grade the school told his parents that not all kids were meant to read, despite his IQ in the gifted range. One teacher told them he might have dyslexia, but if so, it’s too late to help him at his age. That was the first time they had heard of dyslexia. [11:58] After weeks of crying, praying, and looking for alternatives, they accepted the school’s recommendation to send Ben to a voc-ed school, to learn to support himself. Having no idea how hard it would be to find the answers, over 25 years ago (pre-internet), Susan began her journey to help Ben. She started at the library; they didn’t have much, but she found an adult literacy program seeking volunteers. [12:56] Susan volunteered. At the first volunteer training session, Susan told Ben’s story, and learned that the center was one of six adult literacy programs in California, devoted solely to adults with dyslexia. She was at the right place. Susan eventually took a full-time position there, leaving her good-paying computer career, because of her passion. [13:49] After four years Susan switched from adult literacy to clinics that worked with children after school. She learned a lot about the school system and IEPs, and found that the problem isn’t dyslexia. The problem is they aren’t training teachers and parents about it, and to teach for it. [14:19] Susan knew there were millions of children affected, and it was ruining their lives, without resources to help them. So she decided to leave the clinic and start Bright Solutions for Dyslexia, a free information resource center. All day long they answer phones and emails, provide webinars, videos, interviews, etc., to try to spread the word so children can be taught. 20% of children have dyslexia. [17:23] Susan explains why dyslexia is not an invisible condition. You just have to be familiar with the traits. Jim looks back at his life, and sees so much that is explained by dyslexia, including the extra care he takes in writing, and why he doesn’t write by hand. Jim also notes that in people with dyslexia, there is engagement of both sides of the brain, allowing great empathy and great logic at the same time. [22:16] Susan addresses self-confidence in relation to learning. She tells parents to spend one hour or more finding and growing their child’s gifted areas for every hour spent working with their weak...

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19. TLP066: Kindness Fueled This Leader’s Incredible Journey Around the World

TLP066: Kindness Fueled This Leader’s Incredible Journey Around the World

Leon Logothetis is a global adventurer, speaker, philanthropist and has a series streaming on Netflix called, the Kindness Diaries. He discusses his metamorphosis from an extremely shy person to a fearless world traveler who relied on kindness from strangers to help him on his journey.  On the outside, Leon had everything. On the inside, he felt he nothing. Leon believes the crazy ideas can be the best ideas, and it’s is about smiling at the world and seeing what happens when the world smiles right back at you.  Listen in to learn how to how connecting with yourself, is what helps you connect with others through compassion and empathy to realize… it’s not about you!   Key Takeaways [2:01] Leon had dreams of adventure, but grew up to be a broker. Unsatisfied and depressed, he continued in place until he watched the movie, The Motorcycle Diaries. His adventurous desires were reawakened and he quit his job and traveled the world, relying on kindness for support. The kindness of people became a large part of his journey. [5:28] While hitchhiking across America, Leon experienced extraordinary acts of kindness. He concluded that all people have kindness, but they need to connect to it. There is a generosity of spirit in Americans that is not portrayed in the media. [8:24] Leon’s emptiness came from being bullied as a sensitive boy. As he grew, he allowed society to guide his decisions, but it was pain and depression that forced him to break free and start a life of adventure. He advises people to share their pain with one person who will listen without judgment. Leon made commitments to fix himself, and come to a place of kindness and empathy. [16:31] When you are really seen, you feel it. You feel that the other person actually gets who you are. Social media is not a substitute for human-to-human connection to truly feel each other’s energy. [23:33] Kindness is not weakness. Leon offers the example of Muhammad Ali, as a man who touched people’s lives with kindness from the heart. You can be strong and still be kind. [25:00] Trust comes by intuition. You find yourself in a situation and you quickly determine if it’s a safe situation or not. If not, you extricate yourself as quickly as you can. If it’s a safe situation, then you try to connect with the person by finding something in common that interests you both deeply. [31:07] Leon gives to people who need help from his own resources. He creates opportunities for people to grow, develop, and flourish. He works to empower people. [38:27] Leon’s most unexpected situation came in Pittsburgh. He asked a man in the park if he could stay in his home that night. The man turned out to be homeless, but he said, stay with me tonight, and I will feed you, and protect you. Leon’s rational mind said no, but his intuition told him to do it. He learned you don’t have to have a lot on the outside to have a tremendous amount on the inside. [41:09] After their night outside, Leon was able to offer the man an apartment and an opportunity to go to cooking school. Tony accepted and took the opportunity. They changed each other’s lives. Leon learned from him to see the kindness inside a person, and not just what is outside. Tony has made some serious mistakes since then, but he is working his way back from them.   [44:05] Leon knows he’s not a perfect person. He’s relatable because he’s just like you. He says human nature makes us all the same.   Facebook: @LeonLogothetis Twitter: @LeonLogothetis Website: Netflix: The Kindness Diaries on Netflix  

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