Leaders aren’t born; they’re made. Many leaders reach points in their careers where what worked yesterday doesn’t work today. This Monday show helps leaders thrive at these key inflection points. Independently produced weekly since 2011, Dr. Dave Stachowiak shares insights from a decade of leading a global leadership academy, plus more than 15 years of leadership at Dale Carnegie. Bestselling authors, proven leaders, expert thinkers, and deep conversation have attracted 50 million downloads and over 300,000 followers. Join the FREE membership to search the entire leadership and management library by topic at CoachingforLeaders.com
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695: Team Collaboration Supports Growth Mindset, with Mary Murphy
Episode 695
Monday, August 26, 2024 • Duration 39:19
Mary Murphy: Cultures of Growth
Mary Murphy is Professor of Psychological and Brain Sciences at Indiana University. She is also Founding Director of the Summer Institute on Diversity at the Center for Advanced Study in the Behavioral Sciences at Stanford University and founder and CEO of the Equity Accelerator, a research and consulting organization that works with schools and companies to create more equitable learning and working environments. She is the author of Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations*.
Many of us have heard the distinction between a fixed and a growth mindset. Turns out it’s more of a both/and, especially with our teams. In this conversation, Mary and I discuss how team collaboration can support a growth mindset.
Key Points
Nobody has only a fixed or a growth mindset. While we may favor one, all of us shift between them.
Team culture is so powerful that it can either block or encourage a growth mindset.
Mindset doesn't just affect perceptions and behaviors, it shapes the bottom line.
To support collaboration, begin with a cues audit. Consider starting with affinity groups.
It’s misperception that cultures of growth are less data-centric than cultures of genius. The opposite is actually true.
Don’t eliminate competition, recast it. Consider how incentives align with supporting others and the organization as a whole.
Yes, share outcomes -- and also include the distance traveled to achieve them. This supports a culture of growth.
Traditional rating systems, especially forced-rankings, often reinforce cultures of genius.
Resources Mentioned
Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations* by Mary Murphy
Culture Cues Assessment
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326)
How to Build Psychological Safety, with Amy Edmondson (episode 404)
Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644)
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694: The Neurodiversity Edge in Organizations, with Maureen Dunne
Episode 694
Monday, August 19, 2024 • Duration 38:33
Maureen Dunne: The Neurodiversity Edge
Maureen Dunne is a cognitive scientist, neurodiversity expert, global keynote speaker, board director, and business leader with over two decades of experience helping organizations build thriving cultures. She has served as a Senior Advisor to some of the world's top organization, including the LEGO Foundation, Cornell University, and Members of Congress. She is the author of The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization*.
We often don’t notice our deeply held biases — and there’s certainly bias against neurodiversity. In this conversation, Maureen and I discuss the research, mindsets, and contributions relevant to neurodiversity. Plus, how neurodiversity can provide an edge for almost every organization.
Key Points
We often don’t see our deeply held biases. As one example, we assume that north is “up” on maps and globes, even though that’s only a construct.
Research and estimates vary, but at least 20% of the population is neurodivergent.
Divergent bees in hives find new sources of honey. Instead of viewing neurodivergence from a deficit-based perspective, use a strengths-based approach.
Intellectual capability is entirely independent of having a neurodivergent profile.
Rather than maintaining accommodations for “quirky people,” move towards a norm of universal accommodations that benefit the entire employee population.
Resources Mentioned
The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization* by Maureen Dunne
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Begin Difficult Conversations About Race, with Kwame Christian (episode 594)
Supporting Return to Work After Maternity Leave, with Danna Greenberg (episode 639)
How to Be a Better Ally, with Lauren Wesley Wilson (episode 675)
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685: How to Start a Top Job, with Ty Wiggins
Episode 685
Monday, June 17, 2024 • Duration 39:35
Ty Wiggins: The New CEO
Ty Wiggins is a leadership expert who is passionate about setting up new CEOs for success. As the global lead of Russell Reynolds Associates’ CEO & Executive Transition Practice, he helps world-leading CEOs successfully transition into their roles, guiding them through their first 12-18 months as their trusted advisor. He is the author of The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)*.
Taking on a top job is unique in many ways. In this conversation, Ty and I explore what new, top leaders can do to get out of the bubble and hear more truth. Plus, we discuss why the first 90 or 100 days might not be the best metric for top leaders, and how to better start with easy wins and early moves.
Key Points
You’ll see more in the top job, but hear less. This is even more pronounced for those promoted internally.
Getting out of the bubble means spending more time with middle managers and front-line employees. Second and third time CEOs do this more from the start.
Key questions that can help you hear more: (1) Tell me some of the workarounds you have in place and (2) What's the question I haven't asked you but I should?
The first 90 or 100 days as a success metric is often overstated in top jobs. You’re often still learning context at an exponential rate.
If it’s on fire, fix it. If it is smoldering, leave it alone until you have more context.
It’s helpful to address common pain points for easy wins. They don't have to be enormous, but they should be deliberate.
Resources Mentioned
The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)* by Ty Wiggins
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590)
How to Start a Big Leadership Role, with Carol Kauffman (episode 617)
How an Executive Aligns with a Board, with Joan Garry (episode 662)
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595: How to Deal With Passive-Aggressive People, Amy Gallo
Episode 595
Monday, September 19, 2022 • Duration 39:53
Amy Gallo: Getting Along
Amy Gallo is an expert in conflict, communication, and workplace dynamics. She combines the latest management research with practical advice to deliver evidence-based ideas on how to improve relationships and excel at work. In her role as a contributing editor at Harvard Business Review, Amy writes about interpersonal dynamics, communicating ideas, leading and influencing people, and building your career.
Amy is co-host of HBR's Women at Work podcast and author of both the HBR Guide to Dealing with Conflict and Getting Along: How to Work with Anyone (Even Difficult People)*.
In this conversation, Amy and I discuss one of the most common questions she receives from leaders: how do I handle a colleague who’s passive aggressive? We examine what causes this behavior, how to respond to it, and what to avoid that could worsen the relationship. Plus, we discuss the intention that leaders can bring in responding to passive-aggressive behavior that will help everybody move forward.
Key Points
Don’t use the “passive-aggressive behavior” to label someone. It rarely helps and often results in more defensiveness.
Focus on the other person’s underlying concern or question rather than how they are expressing it. Not everyone is able to discuss thoughts and feelings openly.
Consider doing hypothesis testing to determine what’s next. Language like, “Here’s the story I’m telling myself…” can help everyone move forward without assigning blame.
When making a direct request, stick to the facts. Review past behavior like you’re a referee vs. a fan.
Artificial harmony is a danger spot for teams and leaders. Setting norms can help to reduce passive-aggressive behavior.
Resources Mentioned
Getting Along: How to Work with Anyone (Even Difficult People)* by Amy Gallo
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
The Way to Have Conversations That Matter, with Celeste Headlee (episode 344)
Four Habits That Derail Listening, with Oscar Trimboli (episode 500)
How to Prepare for Conflict, with Amy Gallo (episode 530)
The Way to Get People Talking, with Andrew Warner (episode 560)
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594: How to Begin Difficult Conversations About Race, with Kwame Christian
Episode 594
Monday, September 12, 2022 • Duration 39:18
Kwame Christian: How to Have Difficult Conversations About Race
Kwame Christian is a best-selling author, lawyer, professor, and the Managing Director of the American Negotiation Institute. He has conducted countless specialized trainings worldwide and is a highly sought after keynote speaker. His best-selling book, Finding Confidence in Conflict has helped countless individuals overcome the fear, anxiety, and emotion associated with difficult conversations. The book was inspired by Kwame’s TED Talk with the same name that has over 250,000 views. He’s also host of the Negotiate Anything Podcast, the most popular negotiation podcast in the world.
Kwame was the recipient of the John Glenn College of Public Affairs Young Alumni Achievement Award in 2020 and the Moritz College of Law Outstanding Recent Alumnus Award 2021. Additionally, Kwame is a business lawyer at Carlile, Patchen & Murphy LLP and serves a professor for The Ohio State University’s Moritz College of Law in its top-ranked dispute resolution program and Otterbein University’s MBA program. He is also a Contributor for Forbes and his LinkedIn Learning course, How to Be Both Likable And Assertive, was the most popular course on the platform in July of 2021. He is the author of How to Have Difficult Conversations About Race: Practical Tools for Necessary Change in the Workplace and Beyond*.
In this conversation, Kwame and I discuss how to begin a difficult conversation about race. We explore the key questions that each of us should ask ourselves so that we can determine in advance what we want to gain from a tough conversation. Finally, we look at the three critical things to say in the first 30 seconds that will help you start an important conversation that helps everybody move forward.
Key Points
It's hard for someone else to appreciate how much of a person's identity affects every other area of their lives until you've lived it.
People explain away racism because they don’t like it and don’t want it to be true.
Whether you think a conversation is about race or not, if it’s about race for the other person then you’re having a conversation about race.
There questions to ask yourself before a conversation:
What do I hope to accomplish in this conversation?
Given what I know about them and the situation, what is likely to be their goal?
What are three questions I can ask them that will help me to understand their position?
Use situation, impact, and invitation as the starting point for a difficult conversation. Usually this is less than 30 seconds.
“Naked facts” reduce the likelihood that someone will dispute the premise of what you are addressing.
Resources Mentioned
How to Have Difficult Conversations About Race: Practical Tools for Necessary Change in the Workplace and Beyond* by Kwame Christian
Negotiate Anything podcast
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
The Way Into Difficult Conversations, with Kwame Christian (episode 497)
How to Reduce Bias in Feedback, with Therese Huston (episode 510)
The Way Managers Can be Champions for Justice, with Minda Harts (episode 552)
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593: How to Start Finding Useful Stories, with David Hutchens
Episode 593
Monday, September 5, 2022 • Duration 40:00
David Hutchens: Story Dash
David Hutchens helps leaders find and tell their stories. He works with leaders around the world to find, craft, and tell their most urgent stories for the purpose of creating shared meaning, preserving culture, disseminating learning, and speeding change in organizations.
He has taught the Storytelling Leader program at some of the most influential organizations — and he’s written many books, including the Circle of the 9 Muses and The Leadership Story Deck. He is the co-creator with longtime friend of the show Susan Gerke of the GO Team program. He's also the author of the new book, Story Dash: Find, Develop, and Activate Your Most Valuable Business Stories…In Just a Few Hours.
In this conversation, David and I discuss how to find stories that you can use in your organization. We reflect on the reality that we both hear many leaders say to us: “How do I find the right stories?” David then shares the key principles and steps that every leader can take to surface and curate the best stories.
Key Points
The “Us At Our Best” taxonomy is what it looks like when are are delivering with energy and excellence. A recent Southwest Airlines story is an example of this.
Find the area the area of your work where you need to influence the emotional system.
Trust stories about small moments. Don’t attempt to create an epic drama of huge importance. The best stories are individual incidents that send a bigger message.
Formal story mining can be done alone or as team building. Institutionalizing practices like story sharing can help this happen regularly and naturally.
When informally collecting stories, listen for time, place, and person as signals that a story is beginning.
Resources Mentioned
Download a free set of Story Deck cards or…
Reach out to David directly at david@davidhutchens.com for more free resources
Purchase the full set of Leadership Story Deck by David Hutchens
Related Episodes
How to Create an Unstoppable Culture, with Ginger Hardage (episode 350)
Three Stories to Tell During Uncertainty, with David Hutchens (episode 486)
The Way to Earn Attention, with Raja Rajamannar (episode 521)
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592: How to Change the Way You Think, with Ari Weinzweig
Episode 592
Monday, August 29, 2022 • Duration 35:03
Ari Weinzweig: A Lapsed Anarchist’s Approach to The Power of Beliefs in Business
In 1982, Ari, along with his partner Paul Saginaw, founded Zingerman’s Delicatessen with a $20,000 bank loan, a Russian History degree from the University of Michigan, 4 years of experience washing dishes, cooking, and managing in restaurant kitchens and chutzpah from his hometown of Chicago. Today, Zingerman’s Delicatessen is a nationally renowned food icon and the Zingerman’s Community of Businesses has grown to 10 businesses with over 750 employees and over $55 million in annual revenue.
Besides being the Co-Founding Partner and being actively engaged in some aspect of the day-to-day operations and governance of nearly every business in the Zingerman’s Community, Ari is also a prolific writer. His most recent publications are the first 4 of his 6 book series Zingerman’s Guide to Good Leading, including A Lapsed Anarchist’s Approach to The Power of Beliefs in Business.
In this conversation, Ari and I explore how the power of our beliefs show up in virtually every one of our daily actions. We examine how to begin looking at what isn’t working and how to start examining our beliefs. When those beliefs aren’t working, Ari shares several, critical steps we can take to begin to change our thinking.
Key Points
Our beliefs, many of which we may not be consciously aware of, are often calling the shots in our daily actions and behaviors.
Start examining a belief by picking a current problem to address.
Listen carefully to your internal voices to identify the language showing up. Notice places especially where you frame things as facts, certitudes, thoughts, theories, norms, shoulds, and should nots.
Examine how you came to the beliefs that you uncover. Then, confront your cannons.
Change now, find facts later. Most people do that the opposite way.
Resources Mentioned
A Lapsed Anarchist's Approach to the Power of Beliefs in Business by Ari Weinzweig
Humility: A Humble, Anarchistic Inquiry by Ari Weinzweig
Schein On, You Crazy Diamond by Ari Weinzweig
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363)
How to Help People Engage in Growth, with Whitney Johnson (episode 576)
Help People Show Up as Themselves, with Frederic Laloux (episode 580)
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591: How to Build a Network While Still Doing Everything Else, with Ruth Gotian
Episode 591
Monday, August 22, 2022 • Duration 38:40
Ruth Gotian: The Success Factor
Ruth Gotian has been hailed by the journal Nature and Columbia University as an expert in mentorship and leadership development. Recently, she was named as the #1 emerging management thinker in the world by Thinkers50. She was a semi-finalist for the Forbes 50 Over 50 list and has coached and mentored hundreds of people throughout her career.
In addition to being published in academic journals, she is a contributor to Forbes and Psychology Today, where she writes about optimizing success. She is the Chief Learning Officer in Anesthesiology and former Assistant Dean of Mentoring and Executive Director of the Mentoring Academy at Weill Cornell Medicine, where she is a faculty member. She is the author of The Success Factor: Developing the Mindset and Skillset for Peak Business Performance*.
In this conversation, Ruth and I explore her research on how high achievers build their networks — and also what works for us both in our personal practices. We discuss several tactics that most leaders can use to strengthen existing networks. Plus, we examine the mindsets that tend to lead to success in professional relationships, in spite of busy schedules.
Key Points
High achievers are always seeking perspective, insight, and inspiration from people in many different career stages and disciplines.
Use the 24/7/30 rule when making new connections. Reach out within 24 hours, again in 7 days, and also at 30 days.
Almost always there is a way you can add value to another person, even if they are at the top of professional game. Find that way to help.
When you create content on social media, you emerge as one of the 1% of professionals who choose to do this.
Give without expectation of anything in return.
Resources Mentioned
The Success Factor: Developing the Mindset and Skillset for Peak Business Performance* by Ruth Gotian
How Do You Find a Decent Mentor When You’re Stuck at Home? by Ruth Gotian
Networking for Introverted Scientists by Ruth Gotian
Conversation Starters by Ruth Gotian
Related Episodes
The Power of Weak Connections, with David Burkus (episode 347)
How to Strengthen Your Network, with Marissa King (episode 425)
How to Get Noticed on LinkedIn, with Stephen Hart (episode 495)
How to Lead and Retain High Performers, with Ruth Gotian (episode 567)
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590: How to Genuinely Show Up for Others, with Marshall Goldsmith
Episode 590
Monday, August 15, 2022 • Duration 35:09
Marshall Goldsmith: The Earned Life
Marshall Goldsmith is one of the world’s leading executive coaches and the New York Times bestselling author of many books, including What Got You Here Won’t Get You There, Mojo, and Triggers. In his coaching practice, he has advised more than 150 major CEOs and their management teams, including clients like Alan Mulally, Frances Hesselbein, and Hubert Joly. His newest book is The Earned Life: Lose Regret, Choose Fulfillment*.
We’ve all heard about the benefits of empathy and most of us assume that more empathy for the people we lead is always better. In this conversation, Marshall and I look at the different types of empathy and explore the downsides of leaning into empathy too much. Plus, we discuss how singular empathy can help busy leaders stay present in the midst of their busy schedules.
Key Points
There are multiple types of empathy — and each of them bring challenges along with their positive attributes.
We often hit the reset button successfully at work, but then neglect it in our personal relationships.
Singular empathy helps us to stay present with people and to move between the multiple spaces and situations that most leaders find themselves in daily.
A key question for us all to ask ourselves: am I being the person I want to be right now?
Resources Mentioned
The Earned Life: Lose Regret, Choose Fulfillment* by Marshall Goldsmith
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284)
Getting Better at Empathy, with Daniel Goleman (episode 391)
The Way to Be More Self-Aware, with Tasha Eurich (episode 442)
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589: How to Create Inclusive Hiring Practices, with Ruchika Tulshyan
Episode 589
Monday, August 8, 2022 • Duration 36:38
Ruchika Tulshyan: Inclusion on Purpose
Ruchika Tulshyan is the founder of Candour, a global inclusion strategy firm. She is a regular contributor to The New York Times and Harvard Business Review. As a keynote speaker, Ruchika has addressed organizations like NASA, Bill & Melinda Gates Foundation, and the United States Congress.
Ruchika is the author of The Diversity Advantage: Fixing Gender Inequality in the Workplace, and most recently, Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work*. She is on the Thinkers50 Radar list and named as one of Hive Learning's Most Influential D&I Professionals for the past two years.
In this conversation, Ruchika and I discuss how leaders can adapt their hiring practices to attract more diverse candidates — and ultimately support inclusion inside their organizations. We discuss the importance of what to both include and avoid in job postings. Plus, we examine how well-intended interview practices can sometimes have unintended results on supporting diversity and inclusion.
Key Points
Make the hiring process transparent from start to finish.
Include an authentic equal opportunity statement.
Refrain from using certain words in job listings. Examples include: rockstar, ninja, hacker, guru, manage, build, aggressive, fearless, independent, analytic, and assertive.
Emphasize skills and experience over professional degrees.
Avoid panel interviews and refrain from asking questions or having conversations about culture fit.
Resources Mentioned
Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work* by Ruchika Tulshyan
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Get the Ideal Team Player, with Patrick Lencioni (episode 301)
How to Be More Inclusive, with Stefanie Johnson (episode 508)
Start Finding Overlooked Talent, with Johnny Taylor, Jr. (episode 544)
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