In this episode, we explore the power and importance of intuition in leadership with Intuition Coach Dr. Charlotte Tamason. Intuition is often an underestimated aspect of leadership, yet it plays a crucial role in decision-making, fostering innovation, and navigating complex situations.

Episode Highlights

• Understanding Intuition: Charlotte demystifies what intuition really means for leaders, explaining how it goes beyond gut feelings to become a reliable inner guide.
• Intuition and Decision-Making: Discover how intuition complements analytical thinking in making fast, effective decisions in high-pressure environments.
• Practical Application: Learn actionable strategies to develop and trust your intuitive abilities as a leader, from creating quiet time for reflection to tuning into your inner signals during meetings.
• Balancing Intuition with Logic: We discuss the balance between intuition and logic, and how leaders can harness both to lead with confidence and authenticity.

Key Moments

    [00:00]   Introduction to Intuition and Leadership
    [03:08]    Meet Dr. Charlotte Tamason, Intuition Coach
    [04:45]    Understanding Intuition in Leadership
    [07:17]     Intuition in Business Decision Making
    [11:16]     Practical Steps to Tap into Intuition
    [26:18]    Debunking Myths About Intuition
    [34:53]    Reflection Questions and Closing Remarks

Reflection Questions

• Reflect on a recent decision where you relied on intuition. How did it influence the outcome? What can you learn from this experience?
• How do you currently balance intuition and logic in your leadership approach? Are there areas where you could trust your intuition more?
• Consider how you create space for intuitive insights. What practices could you adopt to strengthen your connection to your inner guidance?

About Dr. Charlotte Tamason
Charlotte Tamason is an intuition coach who helps leaders tap into their inner wisdom to make more aligned and impactful decisions. Connect with Charlotte on LinkedIn or visit her website Health by Intuition.

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com

For questions, feedback, or suggestions, or to explore how we can help you develop your leadership, email us at hello@secondcrackleadership.com.

Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

In a corporate environment, leaders are expected to be achievement-oriented and drive results. However, the relentless pursuit of goals can lead to exhaustion and burnout. Often, both leaders and employees miss out on enjoying the process while working towards the organization’s future vision.

In this episode, Martin Aldergård and Gerrit Pelzer explore how leaders can find a balance between feeling content in the present moment while maintaining a drive for future aspirations.

Key Points:

2:55 - The Importance of Purpose: When your work aligns with your deeper purpose in life, it becomes inherently fulfilling. This alignment can lead to daily satisfaction in your role. However, even when work is aligned with personal values and passions, it does not prevent burnout. Highly engaged individuals can become overwhelmed if their desire to change the world leads to unrealistic expectations.

6:40 - Rethinking Goals and Visions: Setting S.M.A.R.T goals and creating ambitious visions is standard corporate practice. However, if visions are not properly formulated or goals are ill-defined, they can be counterproductive, even when set with the best intentions. In general, direction and purpose are more important than specific, rigid goals. A vision needs to allow room for emergence.

15:10 - Mindfulness and Present Moment Awareness: Drawing on the wisdom of Zen Master Thich Nhat Hanh, true happiness can only be found in the present moment. Being aware of the many conditions that allow you to be happy can enhance well-being while maintaining your aspiration to improve the status quo. Leaders need to create an environment where the right goals can be achieved in a healthy manner.

25:17 - Letting Go of Results: In highly unpredictable business environments, the idea that leaders can control results is an illusion. Rather than being attached to outcomes, leaders need to let go of control. Achievement should not be based on results that are beyond your control. Instead, focus on having the right processes in place and creating conditions for people to be their best. Trust the process, and good results will follow.

As a leader, take a moment to appreciate what you can be grateful for right now, rather than chasing goals and focusing on what is not good enough. Find ways to support your team in finding satisfaction and happiness in their daily work, rather than constantly pushing them to new heights.

About Second Crack

For more information about us and our work, visit our website: secondcrackleadership.com

Would you like to explore how we can help you find more contentment in the present moment without giving up on your aspirations through a company-wide initiative or individual executive coaching? Email us at: hello at secondcrackleadership.com.

To connect with us on LinkedIn:

Martin Aldergård
Gerrit Pelzer

In this episode, we share insights from a 12-month project where we involved all executives, managers and employees in shaping and implementing a new vision and strategy for growth. The project resulted in re-energizing and motivating 700 people at a large chemical manufacturing plant, fostering not only business expansion but also fortifying a sense of ownership and teamwork across the site.

Key takeaways

• Approach vision and strategy as a process, implementation included
• Involve people in co-creating the vision & strategy to cultivate a sense of ownership and use the collective intelligence of the organisation
• While the process requires more time upfront, the investment pays off rapidly during the implementation phase

Key moments

01:28 - Introduction to the case

A brief overview of the case company and the overall approach to the project. 

05:02 - Phase 1: Gathering input

We delve into how we engaged numerous individuals right from the project's inception, seeking their perspectives on the future direction. Our emphasis was on understanding people, their ideas, motivations, hopes, and concerns. Unlike conventional strategy planning, there was minimal focus on data collection and SWOT analysis in this phase.

08:43 - Phase 2: Shaping the initial vision and strategy

We discuss how, through guided conversations, we transformed initially diverse opinions into a shared vision and strategy by the end of the process. Our focus was on creating opportunities for dialogue, ensuring a shared context, and facilitating co-creation.

16:18 - Phase 3: Defining a clear and concise vision & strategy

We address the most challenging phase of the project: transitioning from 'brainstorming' to making decisive choices to arrive at a clear and concise strategy ready for implementation. We share the four pillars of the strategy that were developed, highlighting how it was laser-focused on making the growth vision a reality.

28:02 - Phase 4: Supporting implementation

We explore the structure we established to facilitate follow-up, learning, and adaptation during the project's implementation phase. This included monthly leadership workshops, individual executive coaching, and effective communication and involvement of all employees.

Reflection Questions

• What would I need to consider when designing my strategy process?
• For instance, how long time do I have? Who needs to be involved? What role does my leadership team play in the process? Who owns the process and how are decisions made? How can I engage managers and employees? What role will they assume? How prepared are managers and employees to be involved? How prepared am I and the leadership team for increased involvement in the strategy process?
• Based on this, how can I create the conditions that everybody can be involved? How do I make sure everyone's voice is heard?
• Additionally, how can I, as a leader of a local entity or unit within a larger organization, approach the strategy process differently? How can I drive a growth vision and strategy that doesn't necessarily have to originate from the headquarters?

More info about us and our work is also on our website: secondcrackleadership.com.

Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

In this episode we keep exploring the topic of trust in leadership, today from the perspective of openness and transparency. We are joined by Adam Horne, the co-founder of OpenOrg, a company on a mission to rebuild trust by bringing transparency to the world of work.

We know that being open and transparent as a leader is key to build trust. An article in Harvard Business Review reports 76% higher employee engagement, and Gallup statistics shows 21% higher profit margin, compared to the average transparent company. So what can you do as a leader and what are the dilemmas or questions you are going to face?

Key moments

04:33 Transparency, what does it actually mean? Obviously, different things to different people and organisations. Adam shares his take on what it means and we discuss different areas that could be considered.

10:55 The benefits of openness and transparency is explored, and the link between transparency and performance.

15:51 The dilemmas of transparency and what might block leaders from being more open and transparent, both from the perspective of an individual leader, and from the organisation perspective.

17:28 We discuss where to start when building a more transparent leadership style

24:55 Exploring the balance between ‘being strictly professional’ at work, and ‘being human and personal’ as a leader 

31:26 Potential ethical dilemmas around transparency - Adam retells his experience of sharing tough information with his team

39:04 Reflection questions

Reflection Questions

• As a leader, what don't I share with my team at the moment that I potentially could, and what are the consequences of that? Look not only at “what could go wrong” but also at “what could go right” by sharing.
• As an organisation and leadership team, ask where do we want to be more transparent, and where not? And make this a conscious decision. Also think of how this can help bring clarity, establish trust, and drive motivation in the organisation.
• Go back and look at some of the employee feedback that you are receiving. Think of how might this be related to how I/we build trust? And how might being more transparent and open, help address this feedback? What is it then specifically that I/we can work on as leaders?

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Information about Adam Horne and OpenOrg

Adam is the co-founder of OpenOrg and on a mission to help organisations rebuild trust by bringing transparency to the world of work. Find out more at OpenOrg.fyi and connect on LinkedIn Adam Horne
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More info about us and our work is on our website secondcrackleadership.com
Do you have any questions, feedback, or suggestions for us?  Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at  hello@secondcrackleadership.com

To connect on LinkedIn:
Gerrit Pelzer
Martin Aldergård

A 360 Degree Feedback may be the most powerful leadership development tool you will ever use — if you use it correctly.

Feedback holds the key to successful leadership development. Despite our well-intentioned endeavours, our actions may not always align with our intentions in the eyes of others. The most successful leaders understand how they are perceived by others and adjust their actions and manage perception accordingly.

Receiving candid feedback is not always pleasant, but it invariably provides you with an opportunity to improve and develop as a leader.

A 360 Degree Feedback is a multi-rater assessment that weaves together insights from diverse vantage points. These vantage points, ranging from superiors and peers to subordinates and self-assessment, converge to provide a well-rounded picture of how others see you in comparison to how you see yourself.

This powerful tool, however, often falls short of its potential due to oversight in key aspects. A successful 360 journey commences with meticulous pre-process preparation, continues with accurate result interpretation, and ultimately requires taking the right actions to help you grow as a leader and create the desired impact.

Before Embarking on the 360 Degree Feedback Journey:

• Define Your Purpose: Articulate why you are pursuing the 360 Degree Feedback and be clear on the context.
• Curate Your Raters: Enlist a diverse and representative array of raters, not just your best friends.
• Personal Invitations: Extend personalised invitations to your raters, and encourage them to provide ample text answers rather than mere ratings.

Receiving Your 360 Degree Feedback Results:

• Guided Interpretation: Ensure you have a debriefing session with an executive coach certified in the 360 Degree Feedback tool you are using. A professional coach can help you navigate through a complex report and put things into perspective, enabling you to interpret the results correctly and gain the most from your 360  for effective leadership development.
• Attitude is Key: Embrace an open mindset and resist the instinct to be defensive when confronting critiques. Approach feedback as a snapshot of external perception at a particular point in time.
• Explore Alignment an Discrepancies: Explore hidden strengths recognised by others and blind spots wehre your self-assessment overshoots. Look for consistencies and inconsistencies in the ratings and comments. Scrutinise congruences and divergences within and between rater groups.

Take Effective Actions for Your Personal Growth:

• Seek More Feedback: Paradoxically, often the 360 Degree Feedback is only the start for receiving more feedback: engage with selected raters, sharing insights from your report. Seek further clarification and request specific suggestions for improvement.
• Holistic Growth: Development involves more than overcoming weaknesses. Capitalising on your strengths while bridging gaps is the pathway toward exceptional leadership.
• A Coach's Guiding Hand: Collaborating with an executive coach can truly propel your personal growth. For most people, changing behavioural patters and unproductive habits is more difficult and time-consuming than they think. Busy executives tend to focus on their projects and day-to-day work, often neglecting their own development. “A coach really, really helps”, as Eric Schmidt, former Google CEO, famously noted.

Get in touch with us:
web: secondcrackleadership.com
email:  hello@secondcrackleadership.com

Join our conversation with Anu Rathninde, the APAC President of Johnson Controls, and take-away an easy-to-remember guide for how to tackle complexity as a leader. Apply the steps in the “SIILA”-model and directly understand what you need to address, and create positive transformation in your organization.

As a leader, you are expected to deliver predictable results and you are held accountable. It might be tempting to base your decision-making on control and assumed certainty. Yet, an organisation, with its people and stakeholders, is a complex adaptive system that doesn’t operate like a machine, outcomes really can’t be controlled. This is where the steps in the SIILA-model becomes an important guide.

Anu Rathninde is the APAC  President of Johnson Controls. With 30,000 employees across more than 20 sites in Asia, and previously many years as an executive also in North America and Europe, Anu truly combines the best of  both Western and Eastern leadership styles.

Key moments

05:30Introducing the 5-step SIILA model (= Systems thinking, Internalise, Interact, Learn, Adapt).

09:14 Step 1: Systems thinking helps leaders to understand and consider the inter-connectedness inside and outside the organisation, and that change emerges with or without a leader trying to control things.

17:44 Step 2: Internalise. The hardest step in being an effective leader is to personally internalise the purpose and values of the organisation as well as what drives you as a leader, bringing the right mindset and motivation to change.

22:26 Step 3: Interact reminds leaders to interact with everyone in the organisation to gain a true understanding of what is actually going on. Input for decision-making and the trust to implement decisions, can’t be created in the boardroom.

32:13 Step 4: Learn and Step: 5 Adapt are the ‘easy’ ones if you have done steps 1-3, but of course not less important to drive change and results in a complex environment.

33:39 Reflection questions

Reflection Questions

• How do I use my time as a leader to truly understand the system, align with my values, my mindset, and interact with the right people to understand what's actually happening, before making decisions?
• How valuable is it for me to spend that extra effort and make the right decision versus making a quick decision?
• Where might I not understand the system well enough? Where might I oversimplify and what might I overlook in the interactions that people are having, which then impacts outcomes?
• To help yourself with Step 2 internalise, you can ask yourself from 3 perspectives:
    1) Where am I today? What am I doing? Why? How am I doing?
    2) From where I started: How did I get to where I am today? What did I do? Why?
    3) Based on where I want to be in the future: Why do I want to be there? How am I going there? What am I going to do there?

About Anu and his book “Tackling Complexity”

Find more information about Anu and his book on LinkedIn: Anu Rathninde

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More info about us and our work is  on our website secondcrackleadership.com
To explore how we can help you to drive results in your organisations, contact us at hello@secondcrackleadership.com

To connect on LinkedIn:
Gerrit Pelzer
Martin Aldergård

Tho Ha Vinh (bio below) found that one root cause for suffering is our current economic system based on competition and the fundamental contradiction of endless economic growth and the reality of a finite planet. 

It is an illusion that happiness and satisfaction come from more consumption. In effect, the ever-increasing consumption is destroying the planet and thus the very foundation of our human lives.

The goal of economic growth must be to to satisfy legitimate human needs through goods and services. These goods and services are just a part of what enhances happiness and wellbeing. For true happiness, we also need friendship, love, emotional security and many things money can’t buy. 

"The system", of which we often see ourselves as victims, is a manifestation of how we individually and collectively think, feel, and act. We are all part of the system, and thus are co-responsible of changing the system.

True happiness needs living in harmony with oneself (requiring introspection and alignment between aspirations and actions), living in harmony with others (but being too busy working keeps us from taking the time to build and maintain positive relationships) and living in harmony with the planet (we are part of nature, the wider system).

Change is inevitable. The question is: will it come about in a more gentle and inclusive way through mindfulness and compassion? Or will we continue with our blind ways of power, dominance, violence, and competition until the system simply breaks apart?

Leaders who want to positively drive change need to direct the collective attention. This begins with the ability to to direct your own attention. If you are able to do that, then you can also do that for the collective.

Your company’s transformation may begin by redefining its vision, mission, and values towards serving its clients and society by creating goods and services that are useful. Your “key performance indicators” need a more holistic understanding beyond financial impact, including environmental, social, cultural etc. You need to work with the inner dimension, too: how do you consciously develop your insight, your wisdom, your compassion, your mindfulness?

Reflection Questions for Leaders:

• Is my attention aligned with my intentions? Am I clear what my intentions are?
• What steps am I willing to take to create a significant change, even if it feels uncomfortable. And what are the risks that I'm prepared to take to do things differently moving forward? 
• When we have good intentions, how come we cannot manifest that in the way we work? How can we bridge the gap between the knowing (what we know we should do) and doing (what we actually do)?

Tho Ha Vinh, PhD, is the founder and of the Eurasia Learning Institute for Happiness and Wellbeing .  He was the program director of the Gross National Happiness Center of Bhutan. Serving as the Head of Training, Learning, and Development at the International Committee of the Red Cross, he trained humanitarian professionals working in war zones and emergency response in Afghanistan, Pakistan, Palestine, and Darfur. He holds a PhD in psychology and education from Geneva University, Switzerland. He is a Buddhist teacher in the Vietnamese Zen Tradition of Thich Nhat Hanh. He is the author of several books including the recent A Culture of Happiness.

More info about Martin Aldergård and Gerrit Pelzer is on our website secondcrackleadership.com. You can also email us at  hello@secondcrackleadership.com

We are joined by Jim Massey, Chief Sustainability Officer at Zai Lab, and former global Vice President of ESG at AstraZeneca. Jim shares his experience as a global sustainability leader, and how he is using the Can, Care, Do model to lead transformation in the healthcare industry. Jim is also the author of the newly launched book "Trust in Action".

Listen and gain insights on how you can build trust: the foundation of all positive action and change. And as always, we end with a few reflection questions for you.

Can, Care, Do is a simple and easy-to-remember guide that you can use to build trust and spark action. And Jim shares stories and practical examples of how he has used the approach to lead change in two organisations under very different circumstances. At AstraZeneca, Jim lead the transformation towards sustainability goals in a large multi-national organisation. At Zai Lab, it is all about scaling sustainability from the start, as the company is growing. In both cases, trust is a fundamental component, but different elements of trust need to be addressed.

Key moments

[05:10] Trust in Action. Trust and action run in parallel.

[09:30] The elements of the Can-Care-Do model and how to use it.

[15:31] How Jim put the Can-Care-Do model into practice, as the newly appointed, ‘outside’ leader, of a highly qualified team of ESG specialists.

[20:17] The biggest challenge? To hold myself accountable.

[26:12] Growing and scaling a global bio-tech start-up, being planet positive from the get-go.

[31:07] Stepping into the BS. Addressing the systems that are getting in the way of trust.

[36:57] From all the things that needs to change, scope out something, and focus on that little piece.

 Reflection Questions: 

• When reflecting, the most powerful actually sits in Can, as in why do I exist. For me as a leader, what is my why? Why am I here, and am I fulfilling that? Or am I distracted with so much of the Doing, that I’m forgetting my greatest impact?
• At work today, did I feel I could be myself, and were there perhaps situations where I felt I couldn’t?  And reflecting on what to do about it: Is it about me to set the intension of behaving differently next time, or is it something ‘in the system’ that allows, or doesn’t allow, me to be my true self?
• As I face a challenging leadership situation, or not seeing the action or results that are needed, how can I use this situation as an opportunity to nurture and build trust? Which of Can, Care, or Do is the area I need to work on?

Information about Jim and his book ‘Trust in Action’

You can find more information about Jim and his book at www.jimmassey.co

Or on LinkedIn Jim Massey

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More info about us and our work is on our website secondcrackleadership.com
Do you have any questions, feedback, or suggestions for us?  Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at  hello@secondcrackleadership.com

To connect on LinkedIn:
Gerrit Pelzer
Martin Aldergård

From our experience in executive coaching and leadership development we see again and again that self-awareness is absolutely mission critical for self-development and personal growth. And of course, we can ask the question: Is there a link between a leader's self-awareness and his or her leadership effectiveness?

To help us answer this question, we have a great guest on the show, Dr. Nia Thomas.

Key moments

[05:19] Nia shares what triggered her curiosity about leadership and self-awareness 

[08:04] Most important findings from Nia’s research. The “strategic level disconnect” between what people at the most senior levels of the organizations are setting in motion and what they seem to be thinking, compared to what others are thinking. One element of this is filtered feedback, and regardless of organisation, in a senior leadership position you will get filtered feedback, which means that you are disconnect to the rest of the organisation to a greater or lesser extent.

[16:14] Identified 3 layers of  Leadership Self-awareness

1. Reflection or Internal self-awareness, which is about me looking inward, knowing myself.
2. Recognition or Internal social self-awareness, is about recognising that people are observing me and have opinions about me.
3. Regulation or External social self-awareness, which is about regulating my behavior based on knowing myself, and knowing how others see me.

 [27:40] Is there a correlation between a leader's self-awareness and their effectiveness? 

The answer is a resounding yes - but. Leaders with high degree of self-awareness is an essential component to generate success. However, many organisations say it’s their aspiration, however the reality is, it’s not happening everywhere.

[31:28] What are potential dilemmas or challenges leaders might encounter when developing, or sharpening, their self-awareness?

• Need to recognise that self-awareness is an ongoing journey that you need to invest your time and effort
• The risk of filtered feedback, especially as a more senior leader
• Situations of stress, when we can’t cope to regulate our behavior
• ‘Busyness’ and seen to always be doing something, with no space for reflection

Self-awareness is a journey - “Know thyself, but ensure you keep reacquainting yourself”.

 Reflection Questions: 

• Stop and ask: Can I describe how I think others see me?
   If I can't, how will I develop my antenna, my space, my opportunity to be able to answer that question? 
• What are the situations where I need to be more self-aware of my own behavior and its impact on my effectiveness as a leader?
• What do I need to focus on to increase my self-awareness?
• What are certain circumstances, situations, or people that either enhance or deplete my self-awareness?

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Get in touch with Nia through LinkedIn Dr. Nia Thomas or email at info@knowingselfknowingothers.co.uk
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More info about us and our work on our website: secondcrackleadership.com
Do you have any questions, feedback, or suggestions for us?  Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at  hello@secondcrackleadership.com or connect on LinkedIn.

Gerrit Pelzer
Martin Aldergård

On the one hand, ‘every leader knows’ that it’s important to make all voices heard in an organisation, diversity and inclusion is critical. On the other hand, it’s still not uncommon to experience meetings where only a minority of participants is talking. And why is it so difficult to truly listen to opposing viewpoints?

It has a lot to do with dialogue. In this episode we go deeper into the practice of genuin dialogue, its benefits and challenges. And, as always Gerrit and Martin have very different entry-points. Gerrit is sharing his personal observations on why dialogue is so hard, and Martin is sharing tips on how leaders can increase the quality of dialogue in their conversations and team meetings.

Key moments

[08:55] Gerrit shares 3 observations of why dialogue and listening is hard:

• the difference in motivation
• emotions
• own bias

The problem is not so much that ‘the other person is obviously wrong’, but that our underlying world-view is challenged.

[15:24] We don’t give enough time to listen, to let people share what is important to them. We say that we have an ‘open mind’, but suspending judgement and being non-defensive, is not easy. So we need to be aware of our own ‘trigger points’ as leaders by being more aware of:

• What subject or situation might trigger defensiveness?
• When might I raise my voice?
• When might my non-verbal communication change to being more defensive?

[19:21] Leaders must become better in leading group dialogue, not only focus on the content of the conversation but also on the process, switching between wearing the leader-hat and the facilitator hat. Plan your meetings to include time for dialogue and create meeting structure that supports dialogue.

[24:23] Practical examples of easy to apply dialogue structures:

• Equal Voice
• 1-2-4-All

[27:52] Dialogue takes too much time. How to get around it? Put the time invested in the right context:

• You hired all these smart and diverse people - it takes structure and time to help them ‘think together’.
• The cost of failed or delayed transformation projects is larger than the upfront cost of good dialogue.

[32:05] Common misperceptions of ‘dialogue’:

• The process of dialogue and then making decisions can be different. If we use dialogue to involve and let everyone be heard, doesn’t need to be followed by consensus decision making.
• Dialogue doesn’t need to be all harmony and ‘holding hands’. The best dialogue is a safe enough environment to explore conflicting opinions.

 Reflection Questions: 

• How can I use an approach of dialogue to scale up my influence and impact in my organisation? With what people or stakeholders, and for what questions?
• What are the world-views that I hold dearly and that I don't like to see challenged, and in which situations, or what triggers me being defensive, ie. making it more difficult for me to have a dialogue?

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More info about us and our work is also on our website: secondcrackleadership.com

Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

In this episode, we interview Anthony Watanabe, Chief Sustainability Officer of Indorama Ventures, a 20-billion dollar chemical company with 140 manufacturing sites worldwide and 26,000 employees. Anthony shares his experience of leading sustainable transformation at scale, and as we will see, there are both charms & challenges to the job.

Key moments

[05:00] How Anthony “wonderfully accidentally” discovered sustainability and started his 20+ year career in the field.

[10:00] Charms and challenges of leading sustainability. Including the “mainstreaming” of sustainable transformation and the increasing demands on transparency, reporting and disclosure.

[14:20] Leading sustainability in your daily role. The importance of starting with yourself as a leader and how well you are aligned and show up authentic. Continuing with leading through influence in the role of the CSO.

[20:03] What leaders can do to drive sustainability in their organisations. Sustainability needs all of us. It needs everybody's talents around the table because it’s complex, because it’s a systems approach.

[27:05] Balancing the visible with the meaningful. Using both narrative and stories and data to balance communication on visible (easy to communicate) actions with meaningful (impactful) actions. Only stories without quantifiable information is not a recipe for success. Linking into sustainable reporting.

[31:45] The dilemma of continued consumption and growth AND  sustainability. Sharing examples of net positive impact and importance of circular economy.

[38:06] What drives sustainability to be “mainstream” on the corporate agenda? Examples are requirements of investors that are making ESG a priority, trends in technology around, e.g. renewable energy, electric vehicles, and social movements that bring diversity, equity and inclusion to the forefront.

 Reflection Questions: 

• How do I connect my personal values and beliefs to the mission of sustainable change? How does this connection help my motivation? How does it guide me? How does it help me to stay authentic as a leader?
• What can be new business models that look not only at financial performance? How can I use the collective intelligence of the people I work with? And who can be my guiding coalition to drive this?
• What could I do that is a meaningful contribution? Is there something with larger leverage based on my network, my skills, or access that could contribute to solutions for climate change?

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More info about us and our work is also on our website: secondcrackleadership.com.

Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

Leaders are expected to get results. In fact, some people will say that’s what leaders get paid for, and they are held accountable when the desired results are not achieved. But, at the same time, leaders can’t really control outcomes, especially during times that seem to become increasingly uncertain. So what can leaders do?

Dr. Paul Lawrence is helping us find answers in this episode. Paul is a leadership consultant, coach, researcher, and author of many books and articles on leadership and coaching.

Key Aspects and Statements

[05:12] Leaders often think there are  things they control and others they can’t. What often gets forgotten is the bit in the middle: what we can influence. That’s the real domain of leadership in a complex world where you can’t control results.

[7:14] There are five ways of thinking about systems and about change.

[13:13 ] In the first three ways (linear and non-linear systemic, collaborative systemic), we imply that we are standing outside our organisation, we can diagnose things somehow, and then we'll work out what we need to do. We believe we can control things. 

[15:42] In a complex system, however, a leader can't  stand outside the organisation. They are part of the system. So, when I, as a leader, put something out there, other people will make sense of what I am  saying in their own way.  As a result, something quite unexpected may emerge; what the leader  wanted and intended didn't happen. In other words, you don't get to control outcomes in a complex system. 

What I can do as a leader is to get genuinely curious, get out into the organisation and explore what people are thinking and saying.

[28:14]  In research about successful change in organisations, we found one word that stood out: dialogue.  Dialogue is a way of engaging people in conversation. Dialogue requires leaders to get out there genuinely curious, to find out what people are saying, how they're thinking, how they're behaving. Leaders need to suspend judgment and be open to the possibility that what emerges from all those conversations might be  different from what they expected.

[36:25] The way we think does change; it evolves through that social process of conversation and interaction.  And that’s why it’s so important that we challenge how they think about systems and change.

Reflection Questions: 

• How can I influence? How might influence happen in unexpected ways? and How can I be personally more at ease with my limitations of influence?
• How can I as a leader be more curious and open to learn from those I wish to influence, not from a point of control but from a point of influence - when it's about them, not about me?
• How do I think about change and how does that sharpen the way that I lead?

Dr. Paul Lawrence's contact details are on his website, and you can find all his books and articles here.

More info about us and our work is also on our website: secondcrackleadership.com.

Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us: hello at secondcrackleadership dot com.

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

Join us in a conversation with Enrico Cañal Bruland, GM&VP of a multinational pharmaceutical company, where we discuss how to develop resilience in leadership.

Reflecting on professional and private challenges, Enrico shares 3 factors that have helped him become a calmer, more balanced, and better version of himself. And as a result, becoming a more resilient leader, supporting his team and fostering a positive, forward-looking mindset, during difficult times.

• Curiosity - the ability to approach challenges as learning opportunities
• Empathy - being empathetic to others in times of difficulties, but first to oneself
• Humor - amid serious challenges, find the moments where a bit of humor helps

Key moments

01:43 Introducing our guest Enrico Cañal Bruland

02:57 Short ‘definition’ of Resilience in Leadership

06:41 Key Success Factors in building Resilience

09:55 Curiosity

15:16 Empathy

24:02 Humor

29:08 Concluding thoughts on Balance, Calmness and Presence

35:31 Reflection questions

Reflection Questions

• Think back to a challenging situation where you might have felt out of control. Think about what happened. How did you respond? How did you feel? And look at your experience through the lens of curiosity, empathy and humor: Did you use it? And if so, how did it help? How could you use it in the future?

• On the importance of being present: What can you do to be more present as a leader?

• Reflect on who you are, and who you aspire to be. And in the context of leadership, what kind of leader do you really want to be?  And this relates then to the aspiration: What really matters to you, what’s most important in your life? It may not sound immediately as a recipe to be more resilient, however when you have a clear direction in life, when you know what really matters, then you can also more easily deal with the challenges, putting things in perspective, and finding the necessary energy.

About Enrico Cañal Bruland

If you are interested, you can connect with Enrico via LinkedIn here.

About Second Crack

More info about us and our work is also on our website: secondcrackleadership.com

 Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us: hello at secondcrackleadership.com.

To connect with us on LinkedIn:

Martin Aldergård
Gerrit Pelzer

The end of the year is always an excellent opportunity to slow down, reflect, and set the course for the New Year.

Reflection helps us get clarity and new insights. Often, that's all we need to take the right actions. But, reflection is also important to bring into awareness what's good already — something that often gets lost in our hectic daily lives.

So, why don't you set aside some time during the holidays period to reflect? You may want to use the questions below as guidance:

• How has the year been for you?
• What went well? What have you accomplished?
• What have you learned?
• What can you be grateful for?
  
  
• When you look back at how you have spent your time and energy this year, how well has this been aligned with your true life priorities?
• How clear are you actually about what your life's priorities are?
• What constitutes a meaningful and fulfilling life for you? What do you need to do to avoid regrets on your deathbed?
• And based on all this, what do you want to continue doing next year, and what do you need to do differently?
• How will you ensure you will act on this so that it does not remain just wishful thinking?

To make change stick, you may want to start each day by setting an intention that is aligned with the direction you want to take in life. Initially, you may need regular reminders, e.g., an alarm on your phone. Daily evening reflection on how your day went is also beneficial. It is also good to have a buddy or, of course, an executive coach to help you make the necessary changes.

More info about us and our work is also on our website: secondcrackleadership.com

Do you have any questions, feedback, or suggestions for us? Would you like to explore how executive coaching can support you in making the most of the New Year? Or would you like to discuss with us how we can support you in transforming your organisation? Then email us: hello at secondcrackleadership dot com

Or connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

References:

[19:07] Documentary on human trafficking: “The Deal” (English) or “Verhängnisvolle Versprechen” (German)  by Chiara Sambuchi

[33:19] Kai Romhardt: Netzwerk Achtsame Wirtschaft,   and the Mindful Business Commitments in English

[33:46] "A Culture of Happiness" by Tho Ha Vinh

[49:05] Poem by Thich Nhat Hanh from Present Moment, Wonderful Moment:

"The day is ending and our life is one day shorter.
Let us look carefully at what we have done.
Let us practice diligently, putting our whole heart into the path of meditation.
Let us live deeply each moment and in freedom, so the time doesn't slip away meaninglessly."

With Acting — Driving Change, we explore the fifth category* of the Inner Development Goals (IDG). Traditional leadership frameworks may include elements such as results-orientation, setting SMART goals, delegation, or follow-up when it comes to acting.  Surprisingly, the IDG  focus is on four entirely different skills and qualities that form the foundation of driving change:

1) COURAGE (4:03 mins): ability to stand up for values, make decisions, take decisive action and, if need be, challenge and disrupt existing structures and views.
Courage is not the absence of fear. It's learning to overcome it.

Fear can be evoked by a perceived need to control  results when outcomes are always uncertain.

Reflection Questions for Leaders:

• How aware am I of my own fears? And how do I deal with those?
• How do I create a safe environment for people to be more courageous?

2) CREATIVITY (13:05 mins): ability to generate and develop original ideas, innovate and being willing to disrupt conventional patterns.

Perceived dilemma: need to be productive vs. having time to be creative.

Creativity is not only about entirely new original ideas;  sometimes it's just  "connecting the dots".

Reflection Questions:

• What conditions does my team need to be creative?
• How can I nurture new ideas?
• What is one thing I can do differently today?

3) OPTIMISM (24:43 mins): ability to sustain and communicate a sense of hope, positive attitude and confidence in the possibility of meaningful change.

Optimism does not mean being overly positive or ignoring the difficult or negative aspects of a situation. It is about seeing possibilities while maintaining realistic.

Reflection Questions: 

• Am I more of an optimist or a pessimist?
• For the pessimist: how is my behaviour perceived by others? How can I focus more on potential positive outcomes while remaining realistic?
• For the optimist: does my optimism allow for the concern of others to be taken seriously?

4) PERSEVERANCE (32:13 mins): ability to sustain engagement and remain determined and patient even when efforts take a long time to bear fruit.

Not giving up easily and exercising resilience in the face of adversity, and persistence is shown to be the biggest predictor of people's success; it is more important than IQ.  Perseverance and persistence are related to grit, which is based on an individual's drive and desire for a particular long term goal, thus linking back to intrinsic motivation.

Reflection Questions: 

• What keeps me going when times get tough? What is the motivation underlying this endeavour?
• When I feel like giving up,  what resources can I tap into? 
• What does my team need to be perseverant?

More info about us and our work is also on our website: secondcrackleadership.com

Do you have any questions, feedback, or suggestions for us? Email us: hello at secondcrackleadership dot com

Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

*Our earlier IDG Episodes:
Why Successful Leaders Focus on "Being" before "Doing"
The Thinking Skills You Never Thought of
A Fresh Perspective on Improving Relationships at Work
Five Critical Skills to Boost Collaboration in Your Organisation

We talk about COLLABORATING the 4th category of the Inner Development Goals (IDG). In previous episodes we have covered Being, Thinking and Relating.

According to a study by Howspace, 76% of employees say they really enjoy collaborating, but 2/3 also say the way their company collaborates needs to change, but don’t believe it will change. There's clearly room to nurture better collaboration in organisations.

The IDG framework offers 5 skills or qualities to practice:

1) Communication the ability to really listen to others, to foster genuine dialogue, to advocate own views skilfully, to manage conflicts constructively and to adapt communication to diverse groups.

Communicating is not informing! Communication requires dialouge which in turn starts with suspending judgement and genuinely listen.

Reflection Questions:

• How open am I to engage in genuine dialogue and practice suspending judgment?
• How am I able to facilitate dialogue within my team, helping them communicate and collaborate more effectively?

2) Co-creation the skills and motivation to build, develop, and facilitate collaborative relationships with diverse stakeholders characterized by psychological safety and genuine co-creation.

Co-creation is a skill for all leaders, not only for professional facilitators. Also refer to episode on Collective intelligence.

Reflection Questions:

• How good am I at co-creating? Where might I use too much ‘top-down’, not involving people enough?

3) Inclusive mindset and intercultural competence the willingness and competence to embrace diversity and include people and collectives with different views and backgrounds.

To really include diverse people in collaboration we must be able to see things through cultural norms or beliefs that are different from our own.

Reflection Questions:

• How do I expose myself to people with different backgrounds? How do I challenge my own cultural understanding?

4) Trust the ability to show trust and to create and maintain trusting relationships.

We covered trust and relationships in Emotions at Work, and highlight that trust is nothing fuzzy or esoteric - it’s based on neurobiology.

Reflection Questions:

• Can I be myself at work? Am I confident that I’m good enough being myself?
• Which of my behaviors builds trust? Which might hinder trust?

5) Mobilization skills skills in inspiring and mobilizing others to engage in shared purposes.

If you have practiced the four previous skills well - communicated based on dialogue, engaged in co-creation, applied intercultural understanding, and built trustbased relationships - we would say you get  mobilization as a result.

Reflection Questions:

• As a leader, if I feel that my team is not as motivated as I wish, what could I have done different? Did I create dialogue? Was there sufficient co-creation? Was trust built?

More info about us and our work:  SecondCrackLeadership.com


P.S. We are happy to announce that we have made it into Feedspot's Top 100 Leadership Podcasts

How can leaders can create more impact through listening? We interview Raquel Ark, founder of Listening Alchemy and host of the Listening Superpower Podcast.

7:40: Recent statistics show that a key skill that’s needed for leaders is listening. However, listening is normally nothing we learn in school. Research shows that there is a lot of power in listening. Listening is a prestige power It's the type of power where people want to follow you, where people are inspired by you. It's more of an inclusive to-come-with-me type of power.

8:27: When you listen as a leader, your autocratic dominant power goes down, you will lose that type of power. If you have a leadership style that's dominant and autocratic, you do have power. But it's the type of power where you are forcing people to do things, to follow you.

In contrast, if you listen, you create a prestige power where you inspire people and they want to follow you. So that's a difference that the empirical research is showing in terms of power.

10:58: There are a lot of different ways in which power can show up. Listening is an inclusive type of power. It can invite all of us to stand up and work better together, not just focused around one person (the leader).

13:30: Listening helps the speaker become clear, more creative,  come up with their own solutions,  be more motivated and engaged. And this is what the research is showing that when a speaker has a high quality listener, (listening with no judgment, with openness, care, really trying to understand their perspective) then that speaker will relax and  feel safe. And when they feel safe, instead of persuading people, they will start to express themselves.

28:49: Teaching active listening is often reduced to a “mechanical” skill: keep eye contact, paraphrase… This is useless if presence or the interest in the other person is not there.

31:37 Just by not interrupting people and being genuinely interested, you will have a huge impact and be perceived as a great listener. You’ll be perceived in a positive way and have impact on that person. And as others are speaking, they actually gain more insight about themselves and their own thoughts. So they change themselves. You're not changing them.

33:56 Paradox: your communication becomes more impactful when you speak less and listen more.

Reflection Questions for Leaders:

• Think of a person who listened to you and it helped you have an aha-moment or solve a problem. Or you came up with an idea, you realised what was really important. Reflect back on that experience.
  What was it about that listening that helped you? Then you take that and put that into practice with others yourself.
• What can I do to practice my listening? Listening to this podcast or reading about listening will not help you become a better listener just by knowing it. So, what can I do to experiment and play with it? 
• If I tend to have a strong opinion, what if that moment I reset and become curious like my, six year old child that's asking why questions? What if I were to become curious and then change my presence in this moment? 
• What are the conditions that I need to be a good listener?
• How can I get honest, candid feedback on how well I'm listening ?

Connect with us on LinkedIn:

Raquel Ark
Martin Aldergård
Gerrit Pelzer

More info:
secondcrackleadership.com

In our series on the Inner Development Goals (IDG), we have already covered Being and Thinking. Today, we discuss the third IDG category: RELATING

Many leaders are focused on action to get results. The importance of relationships is often underestimated, as we discussed in  Relationships at Work. Sometimes leaders intentionally want to keep a “professional distance” thinking it helps them to “stay in power”. “We are here to get the job done, not for relationships.” But in reality, we need relationships to get results.

The IDG framework offers practical guidance for leaders to improve relationships by developing four skills and qualities:

1) Connectedness: Having a keen sense of being connected with and/or being a part of a larger whole, such as a community, humanity or global ecosystem.

Modern science confirms what wisdom traditions like Buddhism have known for over 2,500 years: everything and everyone is interconnected. We can’t exist in isolation, we “inter-are.” We are part of a larger system. Leaders can’t stay outside the system.

Leaders need to strengthen the connection with this system. Improving the connection with others helps on the task level and get better results.

Reflection Questions:

• What is my intention and mindset when I am about to interact with other people? Can I be curious and interested in the others?
• What does a great "connection" feel like? 
• How well did I connect with people at work today?
• What can I do tomorrow to make a great connection with people?

2) Humility: Being able to act in accordance with the needs of the situation, without concern for one's own importance.

Humility helps to make leaders more approachable. A humble leader can say, “I don’t know. I need your help.” Being humble does not mean you can’t be tough and have a strong drive for results. Humility is not a weakness, on the contrary: it takes confidence to show humility.

Reflection Questions:

• Am I confident enough to be humble?
• Does our culture allow people to be humble?

3) Empathy and Compassion: Ability to relate to others, oneself and nature with kindness, empathy and compassion and the intention to address related suffering.

Empathy means having a sense of what is going on in another person, especially what they are experiencing emotionally. Emotions provide the energy for action. Thus, leaders need to understand what emotions they might trigger in other people.

Compassion relates to the intention of reducing another person’s suffering. 

Reflection Questions:

• How aware am of my own emotions?
• How good am I at having a sense of what other people are experiencing?
• How often do I switch on my empathy “antennas”?

4) Appreciation: Relating to others and to the world with a basic sense of appreciation, gratitude and joy.

We can be so busy and focused on problem-solving that we completely forget to appreciate what is already good in our lives or what we and others have accomplished. Appreciation means not taking other people and their work for granted. Appreciation can be expressed in simple things like saying ‘thank you’. Expressing that other people are doing a great job and you as a leader notice this.

Being appreciated  is a strong motivational factor at work.

Reflection Questions:

• How do I show my appreciation at work?
• What might I take for granted (people and tasks) in my everyday life?

More info about us and our work: secondcrackleadership.com

Cognitive Skills are common elements in any leadership model, and most leaders excel at these qualities. However, traditional leadership models may emphasise aspects such as analytical thinking, rational decision-making, or logic. Of course, such skills are still critical today. However, leaders need to expand their cognitive skill set according to the context we are operating in nowadays. The world is highly interconnected and complex, and the speed of change can be overwhelming.

The Inner Development Goals (IDG) offer a new leadership framework to tackle today’s challenges. In this third episode on the IDGs, we discuss the second category of this framework: Thinking. It consists of five skills and qualities:

Complexity Awareness goes beyond mere awareness but includes understanding and skills in working with systemic conditions and causalities (systems theory). We can’t possibly know all the parameters and casualties that impact outcomes. Leaders can’t control an organisation like a machine but can influence the system through their interactions with others.

Perspective Skills refer to “seeking, understanding and actively making use of insights from contrasting perspectives.” This requires humility, awareness of blind spots, and the openness to invite views that are very different from ours.

Sense-Making is directly related to how the human brain operates. We continuously interpret what is going on in our environment and adapt accordingly. This is critical for survival. However, we must challenge whether our sense-making of the past is still useful today. In addition, we make sense through our interactions with others, and we need to share our thinking processes to do so more effectively.

Critical Thinking is what most leaders are very good at already. The art is in applying critical thinking in the right places: at times, we may be overly critical, slowing things down unnecessarily, or frustrating others. On other occasions, we might not be critical enough, especially when we are influenced by our own confirmation bias.

Long-term Orientation & Visioning is another area in which most leaders do quite well. The challenge is often in a) defining short-term goals which support the long-term vision and goals and b) sustaining the commitment to achieving the long-term goals.

Reflection Questions for Leaders:

• How can I let go of control and instead, exert influence  to achieve the organisational goals?
• How well do I understand the degree of complexity in a situation?
• Where may I tend to oversimplify, where might I make things too complicated?
• What (or who’s) perspective are we missing here?
• How aware am I of my blind spots?
• How well do I nurture a climate  for different perspectives to be shared?
• Where might past sense-making limit me in the future? What might I need to re-visit in a different context today?
• How do I make my own sense-making more transparent and involving?
• Looking at the five THINKING skills and qualities, which ones do need to further develop to remain successful in the future?

See also:
The Inner Development Goals - The Leadership Model for the Future
and
Why Successful Leaders Focus on "Being" before "Doing" － Inner Development Goals Part 2

More info about us and our work: secondcrackleadership.com 

Last time, we explored The Inner Development Goals — THE Leadership Model for the Future.  Now, we take a deeper dive into the  first category of this Framework:  "Being — Relationship to Self"

Traditional leadership models tend to focus a  on the actions ("doing") a leader has to take to be successful. However,  the underlying "being" sets the stage for what actions we take and how we take them.

The IDG highlights five specific qualities and skills for leaders:

1) INNER COMPASS
Your inner compass gives you a sense of direction. It's about your core values and beliefs.

Challenge: We are so busy  "doing", we rarely take time to stop and pause, and to reflect on the real priorities in our lives.

Reflection Questions:

• What are your core values in life that make you judge things as right or wrong?
• What really matters in your life? What gives you a sense of meaning and purpose?

2) INTEGRITY AND AUTHENTICITY
A strong inner compass enables us to act with integrity and authenticity. It is related to trust and honesty, a top  characteristic of admired leaders.

Challenges: If we are not clear about where our inner compass is pointing , we may act inconsistently. We might worry if we can show up as our true selves at work.

Reflection Questions:

• Are you practicing what you preach? Are you walking your own talk?
• Do you trust you can be "your self " at work?

3) SELF-AWARENESS
Every change process starts with (self-)awareness. Beyond the obvious (e.g., strengths and weaknesses), outstanding leaders are also aware of their emotions and bodily sensations. They are aware of how these impact them and their interactions with others.

Challenges: As with the inner compass, building awareness may not be seen as a priority. When people do not know about the underlying biology, emotions and bodily sensations may be ridiculed as esoteric nonsense .  Some may be afraid of what they might find when they start some self-exploration.

Reflection Questions:

• How aware am I of my self?
• How aware am I of my emotions ?
• How do these emotions impact me and how can I regulate them productively?
• How aware am of my body's signals (interoception) and can I interpret these signals in a useful way?
• How do other people perceive me?

4) PRESENCE
The ability to be in the here and now and in a sate of open-ended presence.  The quality of our presence is of critical importance particularly in our interactions with others.

Challenge: We have too many things on our minds. We may think that multi-tasking is more efficient than staying  focused on just one task. 

Reflection Questions:

• How able am I to be in the here and now without thinking what's next?
• How able am I to make a connection with another person ?
• How present can I stay with a task or a person beyond just a few seconds? 

5) OPENNESS and LEARNING MINDSET
Having a basic mindset of curiosity and a willingness to be vulnerable and embrace change and grow.
 
Challenge: Past successes seem to confirm that our way is the right way. It can be challenging to question our own values and beliefs

Reflection Questions:

• How open am I to ways of working (simple) or world views (huge!) that are different from mine?
• Am I willing to challenge my values and guiding principles that I have lived by for decades?
• Finally: In my current role, can I be my best self and how does being my best self look like?

More info: secondcrackleadership.com 

There are already hundreds of leadership models. And most companies have well-established competency frameworks for leadership. So why should we care about another model?

In this episode, we explore The Inner Development Goals (IDG) model and why we think IDG is a powerful tool for leadership development and organisational transformation.

WHAT'S IDG?

IDG was created in 2021 by three Swedish organisations: Ekskäret Foundation, The New Division, and the 29K Foundation. The purpose is to draw attention to the development of inner abilities and skills needed for people and organisations to contribute to a more sustainable global society.

"There is a vision of what needs to happen, but progress along this vision has so far been disappointing. We lack the inner capacity to deal with our increasingly complex environment and challenges. Fortunately, modern research shows that the inner abilities we now all need can be developed. This was the starting point for the 'Inner Development Goals' initiative.”

Quote from  www.innerdevelopmentgoals.org

WHAT WE LIKE ABOUT IDG

We were immediately drawn to the clear structure: change starts from within, then addressing how we need to develop our thinking, connect and relate to others, collaborate and finally act.

This, in its parts, is nothing new. What is different and powerful is how the parts are put together in an easy-to-understand and easy-to-use framework.

We also like that IDG is co-created by over 1,000 thought leaders, consultants and professionals, combining the best global thinking on leadership. The broad base of support behind IDG makes it generally applicable for all leaders to use.

THE 5 CATEGORIES

IDG is structured along 5 categories, with 23 skills. In this episode, we give a quick introduction to how they are relevant.

Being — Relationship to Self 

Thinking — Cognitive Skills 

Relating — Caring for Others and the World 

Collaborating — Social Skills 

Acting — Driving Change 

We will cover each category in more detail in separate episodes. 

HOW CAN LEADERS BENEFIT FROM IDG?

We have already found immediate use of IDG in our own work as coaches and consultants, applying it with senior leadership teams and in leadership development.

IDG is also an effective tool to help increase momentum and scale in corporate transformation, not only directly related to sustainability. It helps create shared mental models and language for leaders to identify and develop the necessary skills across the organisation.

A third use is in supporting suppliers and other external partners in their development.

REFLECTION QUESTIONS

• Looking at the most complex challenges (e.g. sustainability) your organisation is facing:
  • where might a different approach be needed to create more momentum?
  • might there be too much focus on the 'technical' aspects and too little on the 'inner development' that enables change?
  • where do I/we need to work on my/our' inner development'?
• Looking at the current leadership model in your organisation:
  • how effective is it in identifying and developing the critical inner skills and qualities that matter most for your transformation and change?
  • what inspiration might you draw from the IDG model?

REFERENCES

Find more information related to IDG at innerdevelopmentgoals.org

And more info about us and our work at secondcrackleadership.com

Today,  leadership takes place in a challenging context, e.g.,

• increasing complexity
• increasing speed of change
• information overload

Thus, decision-making processes become more difficult. Leaders are at risk of either delaying decisions (gathering more information) or over-simplifying and rushing to decisions.

In an increasingly complex world, single leaders or  small groups of leaders can’t have all the answers. Instead, they need to involve the whole team in  sense-making and decision-making processes. 

Involving more people may seem counterintuitive, as if it delayed decisions further. However, utilising the collective intelligence of the people leads to better decisions and gets buy-in from the start. (See also “How to Speed-Up Corporate Transformation”)

The need to be competent may also keep leaders from involving more people. They associate competence with having all the answers and giving people clear directions and instructions.

Of course, leaders need to have professional knowledge and business acumen. But they do not have to be the smartest person in the room. Today, the leader's role is less of an expert. Instead, leaders must surround themselves with the best talent, align them around a common goal, and create the conditions under which they can be their best. 

Ron Heifetz says that leaders must distinguish technical problems from adaptive challenges. For technical problems solutions exist already. A leader or an expert has the answer and can tell people what to do. In contrast, an adaptive challenge is totally new. No experts have the answer yet.

 “The leader's job is not to provide the answer, but instead to frame the right questions for which answers are developed and discovered by the collective intelligence of the people.”

Being competent in today’s context is less about knowledge but instead about qualities we have covered in previous episodes such as being humble, understanding that human beings are driven by emotions , and that trust-based relationships are the foundation for performance.

According to Daniel H. Pink, leaders need to turn from bosses who tell others what to do into autonomy supporters. This can be done using coaching skills, including listening and asking powerful questions.

What might keep leaders from utilising the collective intelligence of the people:

• The perceived need to express competence by having all the answers and tell others what to do; the fear that asking questions equals looking incompetent.
• Past successes, such as frequent promotions, may make leaders think they do know better, they are smarter than others.
• They don’t belief in their teams and struggle with letting go of control, or removing themselves from the centre of decision-making.

Reflection Questions for Leaders

• How comfortable am I not knowing? 
• Do I feel I need to have all the answers? Or do I still appear competent when I ask questions and say, “I don't know”?
• Do I feel a need to demonstrate I am the smartest person in the room?
  If yes: why? How can I let go of this? 
• How open am I to ways of working that are different from mine?
• Do I  believe in the potential of the people I'm working with?
• What role do I want to take in this process as a leader? Am I going to be the expert, or am I going to be more like a coach, a facilitator, an enabler, or might I be an observer?

More info about us and our work is on our website https://secondcrackleadership.com.

Trust-based relationships at work are the foundation for healthy performance.

We are social beings. However, what is often described as social or psychological is actually biological. Relationships are an essential aspect of evolution: living in groups has been critical for our survival as a species.

We developed capabilities to quickly judge if we can trust others, largely without conscious awareness, sometimes described as “gut feeling” (see neuroception and interoception).

Not only our hunter-gather ancestors benefited  from productive human connections. Also in “modern” societies, our well-being depends on sound relationships. 

A Harvard study revealed that people who are more socially connected to family, friends, and others are happier and healthier. They live longer than people who are less well-connected, and loneliness leads to less happiness, earlier health decline, and decline in brain function.

Functioning relationships are also critical for motivation and performance at work:

Sirota and Klein identified camaraderie, defined as “having warm, interesting and cooperative relations with others in the workplace“, as a primary goal of people at work. 

Blickle and Hogan categorised getting along as a basic human motive: “Human beings are inherently social and at a deep and often unconscious level need companionship and social acceptance, and they dread rejection and isolation.” 

Building productive relationships is a mission-critical task for leaders.

What can leaders do to nurture productive relationships?

1) Attitude: Common how-to advice suggests that leaders should listen more and ask more questions. However, we often neglect that it is not just the “doing” but that the underlying attitude or mindset is crucial: are you really interested in what the other person has to say? 

Research suggests that our attitude towards others hugely impacts their performance  (c.f.  “Pygmalion in the Classroom"). In other words, if you believe the people you work with are heroes, they might become heroes. If you believe they are idiots…

2) Consistency: Building relationships is not a one-time activity. It's about how you show up consistently. Do you come across as authentic? Are you walking your own talk? 

3) Understanding emotions: You need to be aware of your emotions,  regulate them,  get a sense of the emotions of others (empathy), and understand how others respond to your behaviours.

Leaders need to avoid triggering a “fear response” in others, often evoked by tone of voice, facial expressions, and other non-verbal signals submitted and received non-consciously.  Instead, they need to nurture emotions such as joy, excitement, and trust.

Emotions are not just “touchy-feely stuff”; what is underlying emotions is a complex neurobiology. E-motions provide energy for action. We have explained this in detail in our Second Crack podcast episode “Emotions @Work - How Leaders Can Release Human Energy in Organizations”

Reflection Questions for Leaders

·  At work today, have I made genuine connections with people? How?
·  How do other people perceive me/my behaviours?
·  How do I think about individuals at work? Do I believe in their potential? Have I already labelled them in a certain way? Do I really believe they can become heroes?

For more info, visit: secondcrackleadership.com. 

In this episode, we talk with Noah Shepherd about leading change in a foreign country. We tap into his 30+ years of experience as a leader and executive in Asia.

Our conversation covers three key success factors for leading change:

• It's not a race
• Involve everyone
• Tailor your communication to each audience

While this certainly can be seen as common knowledge, there is a lot to learn from Noah's deep experience and the stories he is sharing. He provides practical examples and insights, leading to significant improvements in people turnover, accident rates, product quality, and customer service. The episode also highlights challenges like resistance from middle management and how to overcome them by empowering staff at all levels.

Key moments

01:01 Introducing Noah Shepherd and his Leadership Journey

02:47 The Thrills and Challenges of Leading Change

06:59 Key Success Factors in Leading Change

07:58 “It's not a race”

14:45 “Involve everyone”

27:31 “Tailor your communication”

35:15 Closing Thoughts and Reflection Questions

Reflection Questions

• As change is not a race, reflect on: What motivates you to participate and lead a particular change journey? It might be the sense of achievement from driving results, it might be in terms of developing people or developing yourself, or it might be for the money.
• In the context of involving everyone, ask yourself: do you understand the people you work with enough? Different people have different reasons for coming to work and  are motivated by various factors. What are their needs? And what's in it for them if they can achieve this change?

About Noah Shepherd, Managing Partner

Noah has been turning around, leading and starting businesses since the day he moved to Thailand in 1993. He has held country, regional and global responsibilities from SMEs to large multinational companies across a range of industries. Before establishing the Shepherd Partnership, Noah led operations transformation in Asia-Pacific for Stanley Black&Decker – Leading Advanced Manufacturing, Lean Transformation, Industry 4.0 and Automation across 26 facilities in seven countries in the Indo-Pacific, covering $US2.6Bn of manufacturing cost.

Find out more at shepherd-partnership.com and connect with Noah on LinkedIn. 

About Second Crack

More info about us and our work is also on our website: secondcrackleadership.com

Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at: hello at secondcrackleadership.com.

To connect with us on LinkedIn:

Martin Aldergård
Gerrit Pelzer

The speed of transformation in your organisation depends on how fast you can involve and gain ownership from all employees. And this depends on how fast you are prepared to ‘let go’ of control.  We discuss a case where we used a world-class tool called Howspace to engage employees in a large company and the implications for leaders.

[01:20] Changes/trends that set the condition for successful transformation.

• Companies are on longer and more complex transformation journeys, e. g.,  towards greater sustainability. Managing change the traditional way is  too slow.
• People are less and less likely to just accept change. We must involve people at scale, from early on in the journey.
• With high complexity,  ‘the top’ of the organisation can’t possibly know everything. People across the organisation must take ownership.

To speed-up transformation, we need to scale-up how we involve every employee. Not only gain buy-in but also create a sense of ownership through 2-way dialogue. People need the opportunity to understand the change, to feel heard and understood, ask questions and co-create solutions with their peers.

[05:58] But is it even possible to involve everyone, and doesn't that take long time? With traditional approaches, yes. But with new tools we can actively involve all employees in shaping and co-creating change, and with help of AI, the tools makes for faster and more transparent 2-way dialogue across the organisation. 

[10:24] CASE: Without change, this company and 5,000 employees are at risk of going out of business. With a new vision and strategy for greater sustainability,  deeply impacting 8 countries, it’s a top-priority to involve all employees. Unspoken questions among employees were: What about our future? Will HQ invest in us? Will we have a job? Critical  to quickly scale-up involvement to not start losing the best people.

[13:16] SOLUTION: We used a new digital tool called Howspace. With the tool:

• People can explore and discuss what is changing and where the company is heading.
• The AI lets us easily understand the input and sentiment of thousands of employees. Not possible without new digital tools.
• We created one centre where all 2-way communication was placed. Management could easily get a sense of what is happening and get directly involved in the conversations.

Contrary to initial concerns, people participated very positively and with a lot of passion. They shared real concern for the challenges, but also optimism and motivation to be part of the journey. 95% of shift operators participated actively. It's easy to underestimate how much people actually want to be involved.

[21:07] IMPLICATIONS: It's a success case, but with important learnings for leaders. As the scale of involvement increased, we noticed some leaders began to hesitate and even try to slow things down. They might feel too uncomfortable not having all answers, or loosing sense of control. Leaders must think of how they will deal with high level of involvement, transparency and not being in total control.

[24:23] Wrap-up of key points

• Involve people at scale, get buy-in, and ultimately ownership across the organisation.
• Use tools such as Howspace to make this possible.
• Leaders must be mentally prepared for a different speed of change.

[26:56] Reflection questions

• What degree of control are you prepared to ‘give-up’,  to make transformation faster
• How would that make you feel ? 
• And how can you deal with that?

More about us at secondcrackleadership.com

Your success as a leader depends not only on the quality of your work. Whether you want to get a promotion or influence stakeholders to support your next big investment project, you need to make sure that you and your work are perceived in the desired way. Success is a function of performance and perception.

Managing perception does not mean you need to put on a show or try to be someone else. On the contrary: the best leaders can put themselves into other people’s shoes and cater to their needs while remaining authentic.

Key Aspects with Time Stamps

Your impact as a leader, your ability to influence and to be successful, depends on how other people perceive you. Therefore, you need to spend time and effort to manage other people’s perceptions actively, be that as an individual or a team of leaders.

[01:20] How we see ourselves can be quite different from how other people see us.  A leader may see him-/herself  as very spontaneous and the ability to adjust course quickly as a strength. However, their team members might find their frequent direction changes  frustrating. Or what one considers as providing candid feedback may be perceived as destructive criticism. 

[04:56] Success is a function of performance and perception. Delivering quality work is a necessity, but it is not sufficient. To be successful, others need to know about and recognise the quality of your work.

Tony's story: Tony (not his real name) was a director in a large multinational corporation. He became Gerrit's executive coaching client after he applied in vain for a General Manager position. Tony was well-respected and known for “getting the job done.” However, the decision-makers in the organization doubted that Tony had the big picture view they felt was mission-critical for the higher-level role.

Once Tony knew how these stakeholders perceived him, he focused on better understanding their needs and adjusting his communication style accordingly. Ultimately, Tony successfully demonstrated his ability to see the big picture and was soon appointed GM in another country.

Managing perception is not only critical for career advancement. It is also crucial to influence stakeholders, e.g., to get the buy-in for your next big investment project.

[11:47] In a consulting project, we helped a leadership team realise their long-term growth strategy for their company. They needed a major investment to increase manufacturing capacity. They understood that, besides the technical aspects of such a mega project, they needed the buy-in from various stakeholders: their local employees, authorities, communities, and, of course, from the management board at headquarters. They had to understand the varying needs of these different stakeholders. They needed them to trust that this team has what it takes to make the project successful from the various points of view: technically, safety-, and business-wise.

The local leadership team set up dedicated teams to deal with the different stakeholders to understand their needs and to manage perception — making sure the stakeholders see how their needs will be met through this project, and that the team handling the project was seen as competent. A year later, the Managing Director commented that he had never dreamed they would come that far in such a short time.

[21:30] Reflection Questions for Leaders

What do I want to achieve? (e.g., promotion, get buy-in for a project)
Who are actually the key stakeholders or decision-makers in this case, and what matters to them?
Is there a gap between how I see things (myself, my results, my business plan) and how my key stakeholders perceive them?
If so, how can I change their perception and close this gap?

More info: secondcrackleadership.com

Feedback is vital for growth. Leaders need to understand how others perceive them to create the desired impacts. Leaders need to give feedback effectively to help their teams grow. Leaders who do not provide feedback deny others the opportunity to improve. However, giving feedback effectively can be challenging. 

Explore here with Gerrit Pelzer and Martin Aldergard how to master the Art of Giving Effective Feedback to help you and your team grow.

Key Aspects 

‘One thing people are never good at is seeing themselves as other people see them’ —Eric Schmidt, former Google CEO

[01:55] If you’re not receiving feedback, you don’t really know how you are doing. Whatever we do is done with the best intentions. At times though, we realise that what we are doing does not have the desired impacts. Feedback is vital for improvement. Successful leaders know how others perceive them, and they know how to manage perception accordingly. They also provide feedback to others regularly to help them improve. 

However, giving feedback, especially in a way that is accepted by the receiver, is not easy. Feedback is an art, and to master it requires practice. Attending a one-day feedback training is not enough.

The first thing that gets in the way of giving effective feedback is the mindset: some people distinguish between positive and negative feedback. But there is no such thing as negative feedback: any feedback provides an opportunity to improve, although corrective feedback may not be seen as pleasant initially (by both the receiver and the giver of the feedback). Not giving feedback is denying the other person an opportunity to improve.

A foundation for effective feedback is trust. If I trust you that you have the best intentions (you genuinely want to help me improve) when you give me feedback, it will be much easier for me to accept this feedback.

[15:16] Feedback, be it “reenforcing” or “corrective”, needs to be specific and focus on behaviour (not the person) so that people understand how they can improve. Frameworks like SBI (situation, behaviour, impact) or STAR (situation, task, action, result) can be very helpful, especially for beginners.

As feedback-giver, we need to be aware that we are talking about our perception, not “the truth”, and it helps to express how we feel. Because nobody can argue with our feelings.

Feedback should address behaviour in a specific situation. Feedback is not to be confused with a performance review.

Feedback needs to be adjusted to the cultural context (national and organizational) and the individual.

Focusing on what the person can do better in the future (feed-forward) helps.

[27:40] Many people report that the best feedback they ever received in their lives was the toughest feedback. So don’t shy away from “difficult” feedback.

Reflection Questions for Leaders

How might I keep others from giving me candid feedback?
Where might I not be giving the necessary feedback?
What keeps me from giving that feedback, and what will I do about it?

More info about Martin’s and Gerrit’s work: secondcrackleadership.com

Download Gerrit's complimentary guide The Art of Giving Effective Feedback

Connect with Martin and Gerrit on LinkedIn:
www.linkedin.com/in/martinaldergard
www.linkedin.com/in/gerritpelzer

We need your feedback, please: what do like about our podcast? How can we further improve it? Send an email to hello<at>secondcrackleadership.com

There seems to be no room for emotions at work. We say things like “don’t be so emotional” or “emotions have clouded your judgment.” However, the reality is that basically all our actions are triggered by emotions, whether we are consciously aware of this or not. Emotions provide the energy for action: E-Motions.

Here’s what leaders need to know about emotions and how they can release the energy for innovation, creativity, and optimum performance in organizations.

Key Aspects

Emotions play a critical role in releasing or blocking human energy flow. This is nothing esoteric but neurobiology.

When human energy flows in an organization, people are engaged and share their ideas freely. People utilise their full potential resulting in high performance without burning out. When human energy is blocked, people become disengaged, hide mistakes, and performance is low. 

Emotional processes occur much faster than cognitive processes in the brain, often without conscious awareness. Therefore, human beings are more driven by emotions than most people think. Emotions provide the energy for action: E-Motions.

However, there is no scientific agreement as to what “the emotions” are, and how to distinguish these from feelings, moods, and states . Here, we use Dr. Paul Brown model, the London Protocol of Emotions using eight basic emotions. 

This model distinguishes between survival emotions (fear, anger, disgust, shame, and sadness) and attachment emotions (joy/excitement, and love/trust).

From a biological perspective, emotions are neither “positive” nor “negative”; all emotions useful.

Fear is one of the strongest emotions. Fear helped us survive over millions of years of evolution. When the brain senses a potential danger, it triggers the biological fear response: fight, flight, or freeze. This happens without conscious awareness. Fear mobilises the body within milliseconds and allocates all energy to running for your life when you were confronted with a predator during hunter-gatherer times.

In our modern lives, we experience fewer life-threatening situations than our ancestors. However, our brains have not changed much since we were hunter-gatherers. Our brains are constantly on the outlook for potential threats. Thus, if my brain perceives my boss’s (or someone else’s) voice or facial expressions as potentially dangerous (the brain tends to err on the side of caution for survival), my brain will prepare my body for the ancient fight, flight, freeze response — expressed in the corporate world through low engagement, absenteeism, or a blame culture. People try to make themselves look good, and they don’t say what they think.

The survival emotions allocate energy internally and prevent the external flow of energy required for creativity, innovation, and optimum performance. When the attachment emotions are triggered (excitement/joy, love/trust) energy flows freely, and people can utilise their full potential in pursuit of the organization’s goals.

Consequently, leaders need to avoid triggering the survival emotions, particularly fear. Instead, they need to nurture the attachment emotions. The foundation for this is trust-based relationships. Leaders need to be aware of their own emotions. They need to understand how others perceive them, e.g. through feedback and coaching.

Reflection Questions for Leaders

How aware am I of my emotions?
How do others perceive me?
How do my behaviours (including verbal and non-verbal signals) impact others?
Do I trust the people I work with, and do I believe in their potential?
Where might I come across as threatening?
How can I nurture excitement, joy, and trust?

We live in a world that emphasises action. Of course, action is required to get things done and achieve goals. However, reflection is vital to ensure we are doing the right things.

Key Aspects

Two major observations inspired this episode:

1) Gerrit wondered what the secret of his most successful executive coaching clients was. To his surprise, he found that a critical success factor was reflection. The clients who make the most significant changes in their lives put in extra time for reflection. They gain more clarity on the insights from their coaching sessions. They let this sink in before deciding their course of action. They make daily reflections a habit and, every time, come prepared for the next coaching session.

2) During a recent workshop, we gave senior leaders a set of reflection questions that looked "innocent" on the surface. However, these questions completely interrupted their thinking patterns. Participants found the questions challenging to answer. Others commented, "I have never thought about this before!"

"How good am I at walking my own talk? In which situations might I feel misalignment between my inner values and what I do?" was one of our most powerful questions. We were surprised to see how disturbing a question like that can be, even for very senior leaders.

Leaders must find time to think and reflect. Without reflection, you risk continuing daily routines that prevent necessary changes. Reflection helps increase awareness, clarify what really matters and what you need to do. 

What keeps leaders from setting the necessary time aside to reflect? 

We all seem too busy. And being busy is often seen as positive because you look active. During reflection, the external observer notices no action, although a lot is going on inside.

Leaders tend to think they have no time. Thus, the first reflection question is: "how am I spending the 24 hours that I'm given every day?"

How can leaders practically set time aside for reflection?

You can start each morning by setting an intention for the day. This requires hardly any time and can be done under the shower.

At any time during the day, you can stop and pause for just a moment and ask yourself "why am I doing what I'm doing? Am I doing this because it really matters? Is it aligned with the intention I set this morning?"

In the evening, you can ask, "did I do what I intended to do? If not, what can I do differently tomorrow?" You can develop a whole set of daily questions, e.g., "what have I accomplished today? What can I be proud of? What can I be grateful for today? Have I done my best to connect with people?" 

You can use other questions to cover longer intervals; a week, a month, a year, and review what was good, what you should continue doing, and what you need to change.

You need to identify the best set of reflection that suits your individual needs, eventually through trial and error. You will figure out quickly which questions are most useful to you. 

The more significant questions in life, such as, "what really matters to me? What are my core values in life? What do I want to do with my life?" may require a bit more time but eventually, answers will emerge. 

People might avoid asking these questions because they feel they don't know the answers. Others avoid them because deep down below, they know already that what they are doing today is not what they should be doing. And they don't want to deal with that. But making time for such questions (and staying with what might feel uncomfortable) is essential if you want to avoid regrets on your deathbed.

For more info, visit secondcrackleadership.com 

Humility is seen as a key leadership trait these days. But what does being humble mean in practice? Why should a leader be humble? And isn't there an inherent contradiction between being humble and being strong and powerful?

Key Elements  and Time Stamps

[01:54] We explore the real-life example of a large seafood company that introduced “being humble” as a core value across three continents. Other values such as  collaboration, innovation, or passion were quickly accepted as a necessity to double the size of the business. But humility? That sounds weak, doesn’t it?

The CEO explained that neither he nor anyone else can have all the answers. There are so many things we don’t know. When we want to lead this massive change that lies ahead of us, we need to be humble. What we did in the past won't work in the future. We need to learn, and this is one aspect of being humble. The CEO demonstrated humility in front of his executive team by admitting to not knowing.

The executive team then agreed on what being humble means and how it is expressed. When discussing values in an organization, when we agree on how we want to work together, buzzwords are not enough. We need to ensure that we have the same understanding how such values are expressed through behaviours. 

In this particular case, people agreed that being humble is associated with being open to find things to improve. Never think that we are good enough. The moment you think you are good enough, even if you're the market leader, that is where things start to decline. Being humble is the opposite of being arrogant. Arrogance is associated with feeling you are ahead, feeling you are entitled, feeling you have it all figured out.

This then leads to listening. Listening and being curious are critical and go together. Change requires learning. To learn, leaders need to be curious and have an open mind. Then they will ask the right questions and they will listen because they want to learn and get better.

[12:12] Other key traits of the most successful leaders are being competent, inspiring,  forward-looking, and visionary. While these may sound like “stronger” attributes than being humble, they do not keep a leader from questioning themselves. Being visionary, courageous, etc, does not mean you need to be arrogant. 

[15:00] A leader can be confident in their abilities, but it does not mean they cannot question themselves. Actually, it requires confidence to say, ”I don't know.” As a leader, being humble, showing your team that you don't know, is not a sign of weakness, it is a sign of strength. It is also a sign that you trust your team to answer those unanswered questions. It  empowers the team.

[17:26] Then, why  are there are so many leaders who are  obviously not very humble?

One reason may be that their so-called confidence, knowing it all, is actually an expression of their own fear. I think that arrogance is an expression of fear. The fear of that they won’t be respected if they admit they don’t know. And then there is the trap that these leaders seem reasonably successful, consequently they don't see the need to change.  But the question we need to ask here is, how much more successful could they  and their organization be if the leader was more humble? 

Reflection Questions [28:48 min]:

• How can I be more humble?
• In which situations would it help me and the people I'm interacting with?
• How can I express humility?

• How comfortable am I with not-knowing, especially if I'm a senior executive?
• Does not knowing make me feel scared? Or does it make me feel more energetic and more curious and say, “ hmm, that's interesting: I need to figure that out!“ 

What is your purpose as a leader? Executives may be quick in giving answers related to achieving the company's goals, increasing shareholder value, and taking care of their employees. But how about your personal purpose? Why are you doing what you are doing? And is there alignment between what you do at work and what makes your life meaningful?

In the first episode of Second Crack - The Leadership Podcast, Martin Aldergard and Gerrit Pelzer discuss why exploring one's purpose matters for you as a leader - but also why it can be quite scary.  We look at what questions leaders can ask to help align their individual purpose to their organization's and how this can help navigate change.

For more info, visit secondcrackleadership.com

Key Time Stamps

[00:38] Why this Podcast? We explore typical leadership challenges and dilemmas. Instead of giving generic “how-to” advice, we invite leaders to self-reflect.

[04:26] The leader's job is not to provide the answers, but to ask the right questions for which answers are found by the collective intelligence of the people.

[06:41] We need to put people at the center of organizational change. Instead of focusing on “processes”, leaders need to recognize the human side of transformation. Human beings don’t always act “rationally”, they act based on their emotions.

[09:55] A core leadership theme is to establish a purpose, a common sense of direction. A leader’s inner purpose needs to be aligned with the organization’s purpose. However, at times, even experienced leaders may experience a sense of loos of direction, loss of control.

[14:46] Leaders need to to stop and pause and identify potential misalignments between their personal and their organization’s purpose and direction.  What is truly important in terms of your values, what you want to achieve, and where you are in life right now?

[19:29] Questions around purpose are not new. But people tend not take the time to sit down and think about it. We live in a world in which action is over-valued, and reflection may not look “productive”. However, reflection is prerequisite for the right action.

Reflection Questions:
How can I make the time available for reflection in my busy working life?
What is important to me? What is my purpose? Why am I doing what I'm doing?

Connect with Martin and Gerrit on LinkedIn:
www.linkedin.com/in/martinaldergard
www.linkedin.com/in/gerritpelzer

In this episode we delve into the vital  leadership skill of assertiveness. With guest Rachel Goodwin, a UK-based leadership coach with a specialisation in assertiveness and supporting women in the workplace, we explore how leaders can balance assertiveness to avoid being too soft, or overly aggressive.

We discuss behavioural patterns including passive, aggressive, and passive-aggressive styles, and the role of skilful assertive communication in achieving win-win situations and impact as a leader.

We also cover practical exercises for developing assertiveness, such as role-playing and self-reflection on emotional triggers. The episode concludes with actionable advice, and reflection questions for listeners wanting to improve their skills in difficult conversations in leadership roles.


Key Moments

[03:40] Understanding Assertiveness: Definitions and Frameworks

[18:32] Practical Tips for Developing Assertiveness

[34:27] Emotional and Assertiveness

[43:32] Concluding Reflections

Reflection Questions for Leaders

• How can I better practice to “stop and pause”, to sense what I’m thinking, what I’m feeling, before I respond? Either in a difficult conversation, or in a meeting, so that I really have access to my assertiveness skills.
• What emotions might be getting into my way of finding the right level of assertiveness? What can be my strategy moving forward to regulate these emotions effectively?
• How could I start to engage with this (the assertiveness) model? Try and find situations that are quite low stakes, so not waiting for the most high level meeting that you're going to be attending, but finding an opportunity to experiment and don't judge yourself harshly.

-----

About Rachel Goodwin

Rachel Goodwin is a leadership coach and a renown expert on assertiveness in leadership. More about here work is here: rachelgoodwin.uk

Get in touch with Rachel on LinkedIn and listen to her coaching podcast The WordWise Coaching Podcast.

About Gerrit Pelzer and Martin Aldergard

More info about us and our work is on our website secondcrackleadership.com
Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

In this episode, we explore how to navigate organisational boundaries. As enterprises expand, silos and barriers often emerge, hindering collaboration across units, functions, and regions. However, adept leaders understand that success comes from bridging such boundaries, both within and outside the organisation.

Join us as we delve into this vital leadership topic with our valued guest, Dr. Jürgen Scherer, a seasoned leader renowned for his expertise in navigating boundaries in global organisations.

Key Moments

Introduction to Dr. Jürgen Scherer [02:32]

Understanding why organizational Boundaries exist [04:34]

Navigation: A horizontal approach to overcoming silos and fostering connectivity [07:19]

Overcoming “friction by design” [11:08]

Real-Life Examples: Navigating internal boundaries in a pharmaceutical joint venture [22:24] and overcoming industry-wide external boundaries [29:02]

Summary Insights: The skills and traits of effective navigators [32:57]

Developing Navigation Skills: How organisations can cultivate more navigators [37:16]

Reflection Questions for Leaders [43:28]

• Reflect on a past project: How did you navigate challenges and boundaries, and what lessons have you learned?
• Overcoming friction by design: Where might well-intended department targets unintentionally hinder company-wide progress?
• What one action can you take today to navigate boundaries more effectively inside or outside the organisation?
• Who do you turn to in times of opportunity or crisis, and what qualities make them invaluable? How can you emulate their approach to enhance your own navigation skills?

----------------------------------
To connect with us on LinkedIn, click on our names here:
Jürgen Scherer
Gerrit Pelzer
Martin Aldergård

You can find Jürgen's consulting services on his website www.bxb-exchange.com. Additional info about Martin's and Gerrit's work is  available on  secondcrackleadership.com

Do you have any questions, feedback, or suggestions for us?  Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at  hello@secondcrackleadership.com

In today's  episode, we delve into the GAPS Grid, a dynamic tool designed to propel your leadership journey forward. Crafted by David B. Peterson, the GAPS Grid offers a structured approach to self-reflection, fostering clarity and alignment crucial for impactful leadership.*

At its core, the GAPS Grid is a straightforward 2-by-2 matrix. You can visualize it by clicking here: https://bit.ly/GAPS-Grid. The 'G' quadrant represents Goals & Values, prompting introspection into what truly matters in your life. We explore reflection questions to unearth your core values and aspirations, emphasising the importance of documenting these insights for ongoing growth. [2:56]

Next, we explore the 'A' quadrant—Abilities—focusing on identifying and leveraging your strengths and capabilities. We discuss the significance of assessing whether your abilities align with your goals, so that you can choose the critical skills to develop for success. [10:30]

Moving to the 'P' quadrant—Perception—we examine how to identify how others perceive you and the critical role perception management plays in leadership success. Understanding and actively managing these perceptions is essential for navigating professional relationships effectively. [14:55]

In the 'S' quadrant—Success Factors—we delve into organisational goals and values, highlighting two critical components. [21:00] Firstly, we discuss the pivotal link between perception and success factors for career advancement. Do decision-makers perceive you as possessing the qualities necessary for higher-level roles? This perception greatly influences opportunities for progression within the organisation.

Secondly, we explore the vital connection between goals & values and success factors for intrinsic motivation. When your personal aspirations align with your organisation’s goals and values, you will find purpose and fulfilment in your work. Conversely, misalignment can lead to a sense of dissatisfaction, turning daily tasks into mere obligations rather than fulfilling contributions to a meaningful cause.

Join us as we unravel the interconnectedness of Goals & Values, Abilities, Perception, and Success Factors, empowering you to navigate the complexities of leadership with clarity and purpose.

*see also: Peterson, D.B. (2006). People Are Complex and the World Is Messy: A Behaviour-Based Approach to Executive Coaching. In: D.R. Stober and A.M. Grant, eds., Evidence Based Coaching Handbook. Hoboken, New Jersey: John Wiley & Sons, pp.51–76. The chapter is currently also available online here.

More info about us and our work is also on our website secondcrackleadership.com
Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.

To connect with us on LinkedIn:
Gerrit Pelzer
Martin Aldergård

 

Applying coaching skills as a leader is one of the best ways to develop people and boost employee engagement. And in fact, many leaders have attended "coaching skills for leaders" or "manager as a coach" trainings. Why then, we might ask, is not everyone in every organisation fully engaged, yet. Is coaching not working, after all?

We are convinced coaching does work, but there are factors that keep leaders from applying them.

What is coaching?

Coaching should not be seen as a remedy to fix underperformance. Coaching is not about telling people hat to do. According to Sir Joh Whitmore, "Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them."

A simple recipe for applying coaching skills at work: tell less, listen more, ask powerful questions — and all this on a foundations of trust-based relationships.

Tell less: Leaders can’t have all the answers; instead, they need to utilise the collective intelligence of the people.

Listen more: Listening is more powerful than most people think. Who people feel listened to, they feel taken seriously as a person, and this in itself can boost motivation.

Ask powerful questions: Asking triggers thinking, taps into a person’s own intelligence and leverages potential. It can create buy-in and build self-leadership. Good questions are open and often start with "how" or "why." They encourage solution-focused thinking rather than analysing problems.

Trust: Coaching is not a mechanical process. The relationship between coach and coachee is as important as a the “technique”. Without trust, coaching won’t work. Seeing the other person full of potential  removes the obstacles that keep them for utilising their potential.

Not every situation at work calls for coaching though. Coaching is for longer-term development, and also depends on a persons "readiness."

Leaders can apply coaching skills informally during 1:1 interactions or team meetings, or in a more formal coaching setting.

It is paramount for leaders to invest the time necessary for coaching to work. This can be challenging because while coaching is important, it rarely ever becomes urgent.

Lastly, there is no shortcut to mastery in using coaching skills for leaders. You can't become perfect without passing the beginner stage during which you need to live with making mistakes and learning from them.

Reflection Questions for Leaders:

• Suppose a miracle happened overnight, and all these obstacles that prevent you from using more coaching at work are removed. How will you start discovering that the miracle actually happened?  And after that then, what will you be doing then that you are not doing now?
• On a scale of 1 to 10, how confident are you today that your team members are capable to deliver outstanding work? Now, suppose you fully believed that your team members are truly full of potential. How would you then interact differently with them? 
• How satisfied are you with the proportion of time that you spend as a leader in the urgent but not important quadrant versus the not urgent but important quadrant?

More info about us and our work is also on our website secondcrackleadership.com
Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

Leaders often ask us, “How can I motivate my team?” or “How do I enhance employee engagement?”. Unfortunately, there is no simple answer, as motivation is a highly individual and complex subject.

But the challenge of motivating people is also what makes life interesting as a leader. Wouldn’t it be boring if we were all like robots, needing three pushes of a button, to be motivated?

Nevertheless, there are common motivational “themes”, or guidelines, that every leader can benefit from.

Key moments

[04:37] A common misconception is that people are motivated by money. While it's certainly true that people have jobs in order to earn money, once individuals feel fairly compensated, other aspects take precedence.

[09:36] Daniel H. Pink emphasises three fundamental drivers:

Autonomy is about freedom how to do the work, when to do the work, and, ideally, who with. While there are of course limits to autonomy at work, it is crucial for leaders to act as autonomy supporters.

[17:42] Mastery entails the joy of honing skills and receiving recognition for expertise. Viewing people development as an investment rather than an expense is a testament to organisational wisdom.

[23:26] Purpose extends beyond monetary gains. People yearn to contribute to something meaningful, transcending the singular pursuit of increasing shareholder value.

[25:52] In addition to “finding meaning”, the “Socio-Analytic Model of Values, Interests, and Motives” identifies two additional “master motives”:

Getting along: Humans have always lived in groups. Getting along with others has been critical for our survival as a species. Furthermore, “at a deep and often unconscious level, people need attention and approval.”

Getting ahead: At the same time, every group or social unit always has a hierarchy with an unequal distribution of power. Individual strive for status differs, but from an evolutionary perspective, a higher status allows better choices in many areas of life.

[30:04] Björn Ekenvall said, "You can't motivate people to perform. It's actually the other way around". Helping people to be successful, will generate motivation and ignite a self-reinforcing cycle of performance and motivation.

[31:15] As motivation is so highly individual, leaders need to understand the individuals they are working with: What excites them? What do they like to learn? What are their aspirations?

[34:04] Recognition and feedback signify a leader's care, fostering involvement and a sense of importance among team members.

[38:00] A leader's attitude directly impacts motivation and performance: Leaders who look at their people as heroes increase the chances they become heroes. Leaders who treat people like children might find they behave like children.

[41:30] Reflection Questions.

Reflection Questions

• Autonomy: How can I give people more freedom regarding how they work, when they work, and who they work with? 
• Mastery: How can I nurture individuals’ development? 
• Purpose: Does our company have a compelling purpose and vision that goes beyond profit-making?
• Personal Motivation: What motivates me as a leader? And how might this differ from others?

More info about us and our work is also on our website secondcrackleadership.com
Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

Embarking on a more senior executive role in your career can be very rewarding, yet it also poses several challenges. In this episode, we delve into the intricate dynamics of leadership transitions, uncovering strategies to make a profound impact in your new leadership position from the get-go.

[3:10]  Understanding the nuances of your new role compared to your previous one is pivotal. Letting go of familiar tasks and delegating these can prove challenging, especially if you excelled in those tasks and now must entrust them to individuals with less experience or lower skill sets.

[7:15] Moreover, grasping the unspoken expectations beyond your job description is crucial. 'Stakeholder mapping' emerges as a valuable exercise. Begin by identifying internal and external stakeholders and discern their expectations. Delve into understanding their concerns and how you can alleviate them.

[12:34]  As leaders ascend within an organisation, the focus inevitably shifts towards strategy and people development. Unlike 'individual contributors,' leaders navigate success by empowering and enabling others. "Leadership is creating the conditions for people to be their best."

[15:36] Even in high-ranking positions, wielding direct decision-making power may be limited. Leadership pivots towards influence rather than authority. It commences with attentive listening and empathetic understanding of others' challenges. The key lies in making interactions with you enriching, demonstrating how your contributions add value, thereby enticing others to engage with you. (For more on influence, see also our episodes Out of Control — How to Lead Through Uncertainty? and The Charms and Challenges of Leading Sustainability.)

[19:10] Balancing the urge to swiftly deliver results with the imperative to build robust relationships and understanding the intricacies of your new role. While seeking to showcase your capabilities after a promotion, hastiness can lead to errors. It's prudent to take ample time to thoroughly comprehend your new terrain before taking decisive action.

[26:02] Leadership training programs offer an avenue to accelerate leadership transitions. However, their effectiveness relies heavily on catering to the needs of the individual leaders. Often, theoretical knowledge from such programs proves challenging to implement in everyday scenarios, making them most effective when complemented by personalised executive coaching.

[28:46] Reflection Questions for Leaders

• How can I strike a balance between my drive to achieve immediate wins and the time required to nurture relationships and comprehend various stakeholders' perspectives?
• When comparing my new role to my previous position, what practices should I retain, what do I need to let go of, and what do I need to add on?
• Considering 'What Got You Here Won't Get You There,' which traits and behaviours that previously propelled my success might now serve as obstacles?"

More info about us and our work is also on our website: secondcrackleadership.com.

Do you have any feedback, questions, or comments? Or would you like to explore how we can help you with leadership development through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer 

How we think as leaders profoundly shapes our ability to navigate complexity, make sense of challenges, and involve others. In this episode, we explore the "Thinking" dimension of the Inner Development Goals (IDG) and why developing our thinking skills is crucial for long-term success. We share insights on how leaders can expand their perspectives, avoid oversimplifications, and strengthen their ability to make sense of complex challenges.

1. Complexity Awareness

Leaders are often great at solving ‘technical’ challenges; however complex, adaptive, challenges require a different approach. We discuss why awareness of complexity is key.

 2. Perspective Skills

Seeing a problem from multiple angles helps us avoid blind spots. We explore how leaders can actively seek contrasting perspectives, facilitate diverse conversations, gain deeper insights into issues, and enhance decision-making.

3. Long-Term Orientation and Visioning

The pressure for short-term results often overshadows long-term priorities. We highlight why future-focused thinking is essential and how leaders can balance immediate demands with a compelling long-term vision.

4. Sense-making

When faced with uncertainty, how do we structure the unknown? We discuss how leaders can guide teams through messy challenges, recognize emerging patterns, and align around a shared understanding.

5. Critical Thinking

Jumping to conclusions can be a costly mistake. We examine how leaders can challenge assumptions, test ideas, and refine their thinking before taking action.

Reflection Questions

• Where might my worldview, my perspective, be limiting me? How can I expand this perspective and be more open to different perspectives?
• Who has perspectives that would challenge me, and how can I invite them into a conversation?
• What are the stories I make up in my own mind about a certain problem? How can I explore my own mental model, understand my story and assumptions to identify blind spots?

Our Previous IDG Episodes

The Inner Development Goals - The Leadership Model for the Future

Why Successful Leaders Focus on "Being" before "Doing"

The Thinking Skills You Never Thought of

A Fresh Perspective on Improving Relationships at Work

Five Critical Skills to Boost Collaboration in Your Organisation

The Surprising Skills for Driving Change

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com. Contact us now to explore how we can support your leadership development in a company-wide initiative or with individual executive coaching: hello@secondcrackleadership.com.
 
Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

We continue to explore how to make corporate transformation more successful by more intentional and meaningful involvement of employees.

In this episode, we’re joined by Ilkka Mäkitalo, founder of Howspace, to explore how leaders can create better involvement that taps into collective intelligence, leverages technology, and fosters deeper engagement.

Key Themes

1. Engage Thoughtfully and Intentionally

   Involvement isn’t just about participation; it’s about designing thoughtful interactions. Ilkka emphasizes collaboration design, ensuring processes facilitate meaningful two-way dialogue rather than one-way communication. A well-structured dialogue fosters ownership and builds trust.

2. Focus on Team Involvement More than Individual Involvement

   Involving entire teams rather than individuals can lead to deeper, more collaborative discussions. Regular team discussions integrated into existing schedules ensure that transformation efforts don’t feel like an added burden but a shared opportunity for input.

3. Scale-Up Involvement with Help of Technology

   Technology and AI can let us scale up involvement, enabling thousands of voices to be heard without logistical barriers. Tools like Howspace facilitate quick, collective input and synthesize insights, making large-scale involvement practical and efficient.

4. The Courage to Lead with Humility

   Ilkka highlights the importance of leaders embracing a “not knowing position.” Humble leadership—asking questions and being open to learning—can foster trust and unlock meaningful dialogue and collective wisdom.

5. Transparency and Context in Decision-Making

   A transparent process helps employees understand how decisions are made, even if their suggestions aren’t directly implemented. Sharing the broader context aligns individual contributions with organizational priorities.

Reflection Questions

• Reflect on your other qualities as a leader. Why do other people admire you as a leader, besides your knowledge? How might this help you have the courage to let others know “you don’t know”?
• How can we foster humility and openness in our own practices to inspire and empower others?
• When you think about change strategies, even meeting practices in your organization, how are those orchestrated, and who actually owns those processes? Who is designing the collaboration? Is it by intention or is it “as we have always done it”?
• How might you as leader reframe the transformation process from a decision-making process to a learning process? How would it help me invite others, stay more open, and take a “not knowing” position?

About Ilkka Mäkitalo

Ilkka is the founder of Howspace and you can connect with him on LinkedIn here. You can find Howspace’s guide to transformation here.

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com

For questions, feedback, or suggestions, or to explore how we can help you develop your leadership, email us at hello@secondcrackleadership.com.

Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

In today’s episode, we present a free audio version of Gerrit Pelzer's chapter Soft Skills Through the Lens of Hard Science: Insights into Why Leaders Need to Know About the Brain from the book Brains Inspiring Businesses.*

In this chapter, Gerrit highlights three essential insights every leader should know about the brain:

Each brain is unique—this influences motivation and the conditions under which people can be their best.
Emotions drive all our actions, including at work—yet they’re often overlooked in the corporate world.
Human relationships are fundamental—a critical yet undervalued factor in workplace success.

Each section includes reflection questions designed to help leaders deepen their self-awareness and enhance their leadership skills.

Time Stamps

0:11 Introduction
5:50 Excerpt from Goethe’s Faust (German original followed by English translation)
9:36 Background and the common mistake of trying to operate organisations like machines
24:55 Uniqueness: Why every brain and every person is different
35:05 Reflection Questions for Leaders: Values and Motivation
36:02 Emotions at Work: The underestimated role of emotional processes at work
44:31 Reflection Questions for Leaders: Emotions
46:02 The Power of Relationships: The foundation of health, well-being, and performance at work
1:00:35 Reflection Questions for Leaders: Relationships
1:01:40 Conclusion

A visualization of Paul Brown’s model of The Eight Basic Emotions is available here.

Want more?
If you’d like a PDF copy of Gerrit’s chapter, Soft Skills Through the Lens of Hard Science: Insights into Why Leaders Need to Know About the Brain, simply email him at mail@gerritpelzer.com

ABOUT SECOND CRACK
Learn more about us and our work at secondcrackleadership.com. For questions , comments or feedback, email us at hello@secondcrackleadership.com.

Follow us on LinkedIn
Martin Aldergård
Gerrit Pelzer

* Citation: Pelzer, G. (2024). Soft Skills through the Lens of Hard Science: Insights into Why Leaders Need to Know about the Brain. In: P. Brown and N. Das Goshal, eds., Brains Inspiring Businesses for Leaders. Edinburgh: Ideas for Leaders Publishing.

In this episode we explore a timely and vital question: What can women bring to leadership that men can't? Joining us are two accomplished women leaders from traditionally male-dominated industries: Dr. Melanie Maas-Brunner, a former BASF board member, and Evelyn Chau, a director in the global banking industry. Together we dive into the unique contributions women bring to leadership, the challenges, and what we can all learn from a more diverse approach to leadership.

KEY MESSAGES AND LESSONS

Authentic Leadership
Melanie and Evelyn stress the importance of authenticity in leadership, particularly for women. Rather than adopting traditionally male leadership styles, women can excel by embracing traits like empathy, collaboration, and open communication—qualities that enhance trust and innovation in teams.

Overcoming Gender Bias
The discussion tackles stereotypes, such as the perception of assertive women as "too aggressive" or the tendency for women to underestimate their abilities compared to men. Evelyn shares strategies to navigate biases, build confidence, and network effectively.

The Business Case for Diversity
Research shows diverse leadership teams outperform less diverse ones. Melanie and Evelyn argue that women bring critical skills to crisis management, including emotional intelligence and an ability to integrate diverse viewpoints. These strengths create a more resilient and innovative organizational culture.

ACTIONABLE TIPS

• Be vocal about your career goals and achievements while staying authentic.  
• Build internal networks with mentors and allies.  
• Clarify your personal priorities, including work-life balance, to ensure a sustainable leadership journey.  
• Lean into empathy and collaboration while confidently claiming space at the table.  

REFLECTION QUESTIONS

• Are you creating opportunities for all voices to be heard on your team?  
• How can you, regardless of gender, mentor and support diverse leadership in your organization?  
• What steps can you take to ensure your leadership is authentic and values-driven?  

ABOUT OUR GUESTS
Dr. Melanie Maas-Brunner: Former Chief Technology Officer at BASF, now a non-executive director focused on sustainability and innovation. 
Evelyn Chau: Director of Corporate Banking at HSBC Sweden, with expertise in international finance and mentoring emerging leaders.
 
ABOUT SECOND CRACK
Learn more about us and our work at secondcrackleadership.com. For questions or feedback, email us at hello@secondcrackleadership.com.

Follow us on LinkedIn  
Martin Aldergård
Gerrit Pelzer

We explore how to achieve success in corporate transformation.
The discussion starts with the fact that many organisations still seem to rely on traditional top-down approaches, despite evidence that this method leads to disengagement, resistance to change, and change fatigue.
We conclude that there is a need for organisations to rethink their approach to transformation by putting people at the heart of the process. This means inviting people to co-create at scale, tapping into the collective intelligence of the organisation. Important is also to address both the rational and emotional side of change. Technological advancements, like AI, offer new ways to scale involvement, but the human aspect of leadership remains crucial.

Key Themes

1. The Problem with Top-Down Change

•  Research indicates that 75% of organisations still use top-down strategies, with management deciding and expecting employees to follow.
• This approach often results in change fatigue (50% of employees report feeling overwhelmed), disengagement, and resistance because employees are not sufficiently involved in the process.

2. The Importance of Involvement

• When employees can influence their own work and understand the rationale behind the changes, their engagement and resilience increase.
• Failing to tap into the collective intelligence of employees not only slows implementation but also misses valuable insights from those who know the work best.

3. Start with ‘Why’

• Organizations tend to focus on what needs to change, but a people-centered approach should start by exploring and understanding why the change is necessary.
• Employees need to understand both the outside-in perspective (bigger picture) and the inside-out perspective (personal motivation). This alignment creates a common language and helps employees see how the change benefits them and the organisation.

4. Scaling Change Involvement

• Involving more employees in change increases the chances of success. A study shows a tipping point. Minimum of 7% employee involvement is necessary for a positive return on transformation efforts.
• New digital platforms and AI, make it easier to involve employees at scale, overcoming delays and logistical challenges of traditional approaches.

5. Balancing Rational and Emotional Factors:

• Change isn’t just a rational process; it’s heavily influenced by emotions. Leaders need to acknowledge and address the hopes, fears, and potential resistance employees feel during times of transformation.
• Creating an open dialogue where people feel heard builds trust and reduces defensiveness.

Reflection Questions

• Purpose: Why does your organisation exist? How does it contribute to a larger purpose? How does that impact the way you approach change?
• Leadership Presence: How can you, as a leader, make time to personally engage with frontline employees to better understand their perspectives?
• Focus on People: Instead of focusing solely on what changes are needed, how can you help your people change and grow? How can you make change personal and meaningful for them?

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com

For questions, feedback, or suggestions, or to explore how we can help you develop your leadership, email us at hello@secondcrackleadership.com.

Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

Gerrit Pelzer and Martin Aldergård delve into an unexpected but insightful theme: what leaders can learn from horses. Joined by guest Ed Renshaw, an executive coach with expertise in equine-assisted leadership development, they explore the parallels between interacting with horses and leading people, providing a unique perspective on leadership dynamics.

Highlights:

Purposeful Leadership: Horses, like people, respond to clear, authentic leadership. Ed explains how horses mirror human energy and intentions, offering leaders immediate feedback on their behavior. Horses thrive under purposeful direction, and this mirrors what human teams expect from their leaders.

Horses as Mirrors: One of the central concepts discussed is how horses, being prey animals with a heightened fight-or-flight response, serve as perfect mirrors for human behavior. If a leader approaches a horse with too much anxiety or uncertainty, the horse will react similarly, providing an unfiltered reflection of how leaders might be perceived by their teams.

Non-Bias and Vulnerability: Horses don't care about a person's title or position—they only respond to how a person shows up in the moment. This non-judgmental nature strips away ego, requiring leaders to be truly present, vulnerable, and authentic—traits that are critical for fostering trust and followership in human leadership contexts as well.

Feedback and Self-Reflection: Working with horses brings up powerful insights quickly, potenitally much faster than traditional coaching or leadership development programs might. Ed shares real-life examples where leaders were humbled by the honest feedback provided by their equine counterparts, leading to profound realizations about their leadership style and impact.

Key Takeaways:

Instant Feedback on Leadership Style: Opposed to collecting feedback from humans, horses provide immediate, visceral responses. If a horse doesn't follow you, it might indicate that something is off with your leadership approach.

The Importance of Connection: Building a connection with a horse is similar to building human relationships at work. A leader must create trust, be aware of energy, and be able to shift between directive and supportive behaviors. This reflects a core challenge of leading people in today's complex work environments.

Overcoming Skepticism: While leaders may be skeptical about learning from horses, Ed shares examples that demonstrate how unconventional methods like equine-assisted leadership development can offer powerful, lasting lessons for corporate leaders.

Reflection Questions:

• How do I show up as a leader in critical moments? Am I purposeful and clear, or am I sending mixed signals to my team?
• What feedback do I receive from my team's body language or non-verbal responses, and how can I become more attuned to this?
• How can I create more opportunities for honest feedback in my leadership, even without access to a horse?

About Ed Renshaw
To learn more about Ed Renshaw and his work with equine-assisted leadership, connect with him on LinkedIn.

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com

For questions, feedback, or suggestions, or to explore how we can help you develop your leadership, email us at hello@secondcrackleadership.com.

Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

Even the most seasoned leaders face moments when their work feels overwhelmingly difficult—when self-doubt creeps in, motivation fades, and the usual strategies to "push through" no longer seem to work. In this episode of Second Crack – The Leadership Podcast, we explore what to do when leading starts to feel truly hard.

Join us as we reflect on the emotional, mental, and physical toll that leadership challenges can take—especially in today's volatile and high-pressure corporate environments. We talk about how to recognize when it's time to take a break versus when persistence might carry you through. And we discuss why one-size-fits-all advice often falls short in these moments.

The conversation introduces the Healthy Mind Platter, a concept developed by Dr. Dan Siegel and Dr. David Rock. This simple but powerful framework outlines seven essential daily activities that support mental well-being: focus time, play time, connecting time, physical time, time in (for reflection), downtime, and sleep time. We share how leaders can use this model not only to sustain their energy and focus, but also to develop the clarity and resilience required to lead through tough times.

Beyond practical tools, this episode invites you to reflect more deeply on personal values, your "inner compass," and whether your current leadership path aligns with what truly matters to you. Sometimes the answer lies in small adjustments; other times, it may require bigger, more fundamental changes—for instance, changing jobs.

Reflection Questions for Leaders

•  When you feel a lack of motivation or start doubting yourself, ask yourself: What is this telling me? What can I learn from it?
• And when a situation is feeling just too hard: Do I simply need a break and some rest—or is something fundamentally wrong? Are my daily actions still aligned with my inner compass? And do I even know clearly in which direction my compass is pointing?
  
  

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com. Contact us now to explore how we can support your leadership development in a company-wide initiative or with individual executive coaching: hello@secondcrackleadership.com.
 
Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

Promoting the right people is one of the most critical decisions a leader can make—but all too often, internal promotions don’t work out as expected.

In this episode, we explore the most common mistakes in internal promotions—and, most importantly, how to avoid them. We discuss:

• The mistake of confusing past performance with future potential
• The lack of clarity and transparency about what’s truly needed for the next-level role—beyond the job description
• How the Performance-Potential Matrix can help you take a more structured a highly effective  approach to succession planning
• Why waiting too long to address promotion mistakes can be costly—and how to course-correct effectively
• How leaders can make internal promotions a continuous, low-risk process instead of a high-stakes event

Reflection Questions

• As a leader, how important is talent development to me? Do I spend sufficient time, or does it always get the lowest priority and then I end up trying to fire fight in the very end because I need to make a quick decision?
• What have I done today in terms of talent development and succession planning? Were there opportunities where I could check on people, whether they demonstrated certain skills and competencies that would either qualify them for a different role, or have they shown certain behavior, which is a bit of an alarm bell saying this person might not be so suitable for a particular role? And if I do this regularly, can I see a bigger picture?

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com. Contact us now to explore how we can support your leadership development in a company-wide initiative or with individual executive coaching: hello@secondcrackleadership.com.
 
Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

We explore an unexpected but powerful source of leadership insight: the art of clowning. Together with our guest, Janolof Elander, we dive into how the presence, vulnerability, and connection practiced by clowns can help us become more human-centered and authentic leaders.

We invite you to step back and explore how being fully present — even in chaos or uncertainty — opens the door to trust, connection, and transformation.

🌟 The Main Principle of Clowning

“Don’t try to be funny.”

This might feel unintuitive, but clowning isn’t about jokes. It’s about presence, being real, tuned-in, and creating a connection in the moment. And that is a critical part of effective leadership too.

🖐️ Five Clowning Principles — and Their Link to Leadership

1. “Do one thing at a time.”

Focus on what's here now. This principle strengthens mindfulness and helps leaders stay grounded, attuned, and better equipped to respond to what’s actually happening — not what they planned or expected.

2. “All action in eye contact.”

True connection starts with presence. Eye contact signals sincerity and builds trust. Leaders who truly see their people create safer, more engaged spaces for dialogue and performance.

3. “Wait three seconds before each planned action.”

This pause adds space for reflection, alignment, and connection. It helps leaders avoid reactive behavior and instead respond with intention. It also signals calm, confidence, and gives others room to contribute.

4. “Look at sound (and movement) with your whole head.”

A metaphor for picking up subtle signals — sounds, gestures, shifts in energy. As leaders, this means being alert to the unsaid, the elephant in the room, or unexpected cues — and choosing to engage rather than ignore.

5. “If you make a mistake, repeat it three times.”

Mistakes are part of the show — and part of growth. Instead of covering up, owning mistakes and repeating them (metaphorically) brings playfulness and disarms fear, inviting learning and openness.

Reflection Questions

As always, we wrap up the conversation with a couple of self-reflection prompts:

• When could you try to apply one of these clowning principles in a real work situation — and how could you learn from it?
• When did you last step out of your comfort zone and show vulnerability in a challenging or uncertain situation? What did you learn from it?
• What is one thing you could do differently to build stronger connections with people at work?

About Janolof Elander

Connect with Janolof on LinkedIn.

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com. Contact us now to explore how we can support your leadership development in a company-wide initiative or with individual executive coaching: hello@secondcrackleadership.com.
 
Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

An international assignment often promises adventure and accelerated career growth. And while an expatriate experience can be life-enriching and fulfilling, it also comes with challenges and unexpected surprises few people talk about.

In this episode of Second Crack – The Leadership Podcast, hosts Gerrit Pelzer and Martin Aldergård draw on their decades of experience leading, coaching, and consulting abroad. Each having lived and worked in Asia for over 20 years, they offer candid insights into the unique rewards and hidden challenges of taking on international assignments.

Moving beyond surface-level excitement, they explore critical leadership dilemmas that can make or break an overseas posting. From managing misaligned expectations between headquarters and local stakeholders to the danger of being “parachuted in”, Gerrit and Martin share personal and hard-earned lessons on the importance of cultural intelligence, communication, and proactively managing networks and perceptions back home to avoid the "out of sight, out of mind" trap that can derail future career prospects.

The conversation also delves into the deep personal consequences of a life lived abroad. From navigating the impact on partners and children to caring for aging parents from afar and adjusting to the bittersweet reality of no longer having a single "home," they reflect on how an initial two-year contract can unexpectedly turn into a life-altering, two-decade journey.

If you’re preparing for your first expat role, already on assignment, or considering returning home after years abroad, this episode will give you the questions, perspectives, and tools to navigate the journey with greater awareness and intentionality.

About Second Crack – The Leadership Podcast
Learn more about the podcast and the hosts’ work at secondcrackleadership.com. To explore how they can support leadership development in your organization—whether through company-wide initiatives or individual executive coaching—email: hello@secondcrackleadership.com.
 
Connect on LinkedIn:
Martin Aldergård
Gerrit Pelzer

What can the high-stakes world of professional sports teach us about leadership in the corporate world?

In this episode, we are joined by Michael Andrei, former German National Volleyball Player and Team Captain of the SWD Powervolleys Düren. Michael now serves as the team's Athletic Coach and works with individuals and organizations as a Personal Trainer and Motivational Coach.

Together, we explore the striking parallels between leading on the court and leading in the boardroom. Drawing from his career in top-tier volleyball—including competing in front of 13,000 fans at the European Championships—Michael shares practical insights on pressure, presence, and performance.

Key themes in this conversation include:

• Leading under pressure: What corporate leaders can learn from staying focused in high-stress, high-visibility environments.
• The importance of body language and emotional control—and how captains and executives alike set the emotional tone for their teams.
• Why "not taking yourself too seriously" can actually be a sign of strength.
• Building high-performance cultures: lessons from recruiting and retaining the right team players.
• How feedback, even when direct and uncomfortable, builds trust and improves performance—if delivered in the right way.
• Mistake management: distinguishing between "acceptable" and "unacceptable”"errors to enable smart risk-taking.
• Rethinking success: Why winning isn't everything, and how true leadership shows up not just in victory—but in how we respond to setbacks.

Michael also shares strategies and tools from professional sports that are relevant in the corporate context: managing your energy, maintaining emotional composure, and developing resilience through rituals like breathing techniques and staying focused on what truly matters.

Whether you're a CEO, senior leader, or team manager, this conversation offers both inspiration and practical strategies for leading with clarity, composure, and heart.

Reflection Questions for Leaders:

• What does "winning" mean to you?
• Are you projecting the energy you want others to experience?
• And are there moments where you could take yourself just a little less seriously?

To find out more about Michael Andrei and to connect with him, go to his LinkedIn-Profile.

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com. Contact us now to explore how we can support your leadership development in a company-wide initiative or with individual executive coaching: hello@secondcrackleadership.com.
 
Connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer

So often leaders tell people what to do, expecting change to follow. But real, lasting change happens when people understand, process, and make sense of change for themselves. In this episode, we dive into the "Power of learning” as a key to leading change and transformation. 

We share a practical, five-step approach that every leader can use to involve people, spark motivation, and create ownership of change. It’s about moving from telling to engaging, from compliance to commitment — and putting people at the center of transformation.

Highlights

• Why traditional “telling” approaches fail to create lasting change
• The tension between speed and engagement — and how to handle it
• Compliance vs. commitment: the difference between “I do this because I have to” and “I want to”
• The five steps* leaders can use to enable learning and change:
  1. Spark curiosity
  2. Provide information and context
  3. Create opportunities to process
  4. Enable “aha” moments
  5. Support action
• How learning journeys turn communication plans into true change processes
• Why shared insights matter more than individual understanding

* These steps are what Klas Mellander refers to as "The Power of Learning" and you can read more about them in his book with the same name.

Reflection questions

As always, we wrap up the conversation with a couple of self-reflection prompts:

• How do you balance the need for speed with the importance of engaging people in a change process?
• As a leader, where do you get support for your own learning during change?
• Are you truly interested in what your people have to say — and open to letting their perspectives shape the outcome?
• What would make the change you are currently leading truly meaningful and relevant for the people you need to get on board?

About Second Crack – The Leadership Podcast
Learn more about the podcast and our work at secondcrackleadership.com. To explore how we can support leadership development in your organization—whether through company-wide initiatives or individual executive coaching—email: hello@secondcrackleadership.com.
 
Connect on LinkedIn:
Martin Aldergård
Gerrit Pelzer

As a senior leader, you've achieved significant success. But how do you keep evolving into the best leader you can be—and is executive coaching the right lever?

In this special 49th episode of Second Crack, co-hosts Gerrit Pelzer and Martin Aldergård take a candid look at the purpose and value of executive coaching. Marking his 15th anniversary in the field, Gerrit shares his core philosophy: coaching is about helping leaders create the conditions in which people—including the leaders themselves—can be their best, not just do their best. This crucial shift from doing to being  is what unlocks authentic, effective leadership.

Gerrit and Martin explore:

• Common Myths vs. Reality: Coaching isn't a "fix" for underperformers. Like top athletes—and leaders such as Eric Schmidt—high performers rely on coaches to keep their edge.
• The Value Beyond ROI: The most significant benefits of coaching are often intangible. For senior leaders, a confidential space to think is rare—but vital to gain clarity, reflect without pressure, and navigate the reality that "it can be quite lonely at the top".
• The Power of Candid Feedback: A coach can be the one person who provides the direct feedback that others may be unwilling to share, breaking through blind spots and making further personal growth possible.
• Goals and Emergence: Is coaching always about setting SMART goals? Or does the real magic happen when we trust the process and allow new insights to surface? Ultimately, it's about finding the intricate balance between allowing for emergence and delivering tangible results.

Reflection Questions for Leaders:

• What have I invested in my personal development over the past months—and is it enough for the scope I hold?
• What belief or assumption might be holding me back from working with an executive coach?
• What might I be failing to see about myself, and what would happen if I continued in the same way for the next few years?

Curious whether executive coaching is right for you? Gerrit offers complimentary and obligation-free exploratory conversations to look at your context—and will happily suggest alternatives if coaching isn’t the best path.

About Second Crack – The Leadership Podcast: Learn more at secondcrackleadership.com. For leadership development in your organization—or to enquire about executive coaching with Gerrit—email hello@secondcrackleadership.com 

Connect on LinkedIn: Martin Aldergård • Gerrit Pelzer