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Explore every episode of the podcast Love in Action
Dive into the complete episode list for Love in Action. Each episode is cataloged with detailed descriptions, making it easy to find and explore specific topics. Keep track of all episodes from your favorite podcast and never miss a moment of insightful content.
| Title | Pub. Date | Duration | |
|---|---|---|---|
| Urs Koenig - Unlock Leadership’s Secret Weapon: Radical Humility | 24 Oct 2024 | 00:56:50 | |
Quotes:
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| john a. powell - Belonging Without Othering: How We Save Ourselves and the World | 10 Oct 2024 | 01:18:12 | |
Quotes:
Get exclusive access to the Green Room for post-episode conversations where Marcel and his guests offer practical advice and strategies not heard anywhere else.
Book: Belonging without Othering How We Save Ourselves and the World | |||
| Brad Deutser: The Five Rules of Belonging | 23 May 2024 | 01:07:56 | |
Quotes:
Mentioned in this episode: Deutser | |||
| Unfear with Mark Minukas | 07 Apr 2022 | 00:47:08 | |
Mark Minukas is the co-author of the book Unfear: Transform Your Organization to Create Breakthrough Performance and Employee Wellbeing. He’s the managing partner of Co-Creation Partners and an engineer by trade. He began his career as a Navy officer, before working as a consultant at Mackenzie and Company. There, he mastered the art of transforming teams and creating success. He has worked across multiple industries to build high-performing operations. “Even the most profitable companies on the planet aren’t fear-free. But here’s what makes them different: Those companies know how to transform that negative energy of fear and anxiety and uncertainty into opportunities for learning and growth and development.” [3:20]“Sometimes we see fear and love as two completely separate things. But part of what we want to communicate to the world is that fear can actually be this amazing cue for learning and growth.” [6:55]“I looked around and had this intense experience that it was all a mirage.” [9:45] After striving for the approval of other people, forces, or circumstances, Mark remembers an intense realization that would change his life forever. There’s the Fight Club and the Nice Club. Each of these groups represents different peoples’ approaches to life. The Fight Clubs needs to stand out and be special. The Nice Club, by contrast, are people that just keep their heads down. Likeables, minions, sticklers – people that shy away from conflict. “How can you drive performance and human well-being at the same time?” [20:00] is one of the questions Mark tackles in his book. All too often, leaders think it’s one or the other – it doesn’t have to be. “There’s a few key mindsets we talk about in our book. One of those is that you are infinite potential.” [24:22]“Shifting from a knower to a learner mindset” [25:45] is a critical part of Mark’s strategy. He affirms that we should go into situations ready to learn and ready to ask questions, rather than assuming we already know what to do. “Almost always we live through our assumptions and interpretations of the world… Oftentimes we engage with people without acknowledging the difference between observation and interpretation.” [36:15]“Organizations don’t transform, people do.” [39:05] “When a critical mass of people start shifting what they’re believing you can get the whole system to tip over.” [39:12] Mark says that this is how you enact true, meaningful change in an organization. Resourceswww.cocreationpartners.comwww.unfearbook.com | |||
| Are You Leading with Integrity? | 31 Mar 2022 | 00:03:27 | |
In this mini-episode, Marcel Schwantes shares practical insights on how to lead with integrity. He discusses the impact this has on an organization. | |||
| Understanding Burnout with Jennifer Moss | 24 Mar 2022 | 00:47:59 | |
Jennifer Moss is a burnout expert. She is also an international speaker, award-winning journalist and author, and a frequent writer for Harvard Business Review and SHRM. As a nationally syndicated radio columnist, she reports on topics related to happiness and workplace well-being. Her articles have been featured in publications such as Forbes, Fortune, and The Huffington Post. Her most recent book, The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It, emphasizes the impact of corporate burnout and shares steps organizations can take to mitigate this crisis. She is Marcel Schwantes’ guest this week on Love In Action.Marcel asks Jennifer to share her story. “Happiness is in love and action; it’s about resetting priorities and understanding what makes us happy,” she claims. “We spend about 50% of our waking hours at work, and it’s really depleting us. How do we make sure that the place where we spend so much of our time is happy and healthy?” [3:48]Jennifer had the privilege of working with the world’s leading experts in her research on burnout, collecting thousands of qualitative responses through WHO from 46 different countries. She was able to hear, in their own words, how people were feeling, and the results were devastating: 89% said their well being had declined; 85% said their job demands had increased and were getting worse; 67% were unable to talk about their mental health at work. “Only 2% of people in our data across 46 different countries said that their well-being was excellent,” she remarks, “so you imagine most people are really unwell.” [8:37]Burnout has been especially hard on women during the pandemic, Jennifer’s research shows. One respondent resumed working but had no assistance in caring for her eight-month-old baby while attending to her duties. Her husband couldn’t even help her, as he was backed up with work as well. [11:04]“Workload is the leading cause of burnout,” she cites. “Overwork is responsible for the deaths of over 2.8 million workers per year.” Industries like tech, finance, education, and healthcare are where people are extremely burnt out, to the point where there are trickle-down effects. For example, hospitals are shutting down due to a lack of available nurses who can support people in their communities. People are burning out this year from too many unsustainable workloads, Jennifer adds. [16:31]The transition from the face-to-face, physical workplace to the virtual one has forced leaders to assume their responsibilities from afar, but this has led to people feeling micromanaged. This is especially the case for the employees who remained working from home when restrictions were relaxed and the workplace became a hybrid of onsite and remote. [20:30]“We constantly recognize people for growth or revenue, and we don’t recognize them for going above and beyond for a fellow coworker in a time of need,” Jennifer comments. “We need to think about changing the reward metrics… sometimes those metrics have biases that we don't realize. We need to change the bias in our metrics so that we are creating a more diverse group of people that we are recognizing in our organizations.” [26:48]When making policies, we should consider equitable paternity and maternity leave; that way, we make family planning a socially accepted part of the way we work. Additionally, we should advocate for extra leave days for emergencies, in the event that time needs to be taken off for domestic duties. [34:41]“Organizations that embrace vulnerability in leadership are faring way better than those organizations that aren’t,” Jennifer affirms. “They’re saying… ‘I’m also feeling stressed out, so please give me grace,’ [and] that’s all people want.” [40:00]ResourcesJennifer Moss on LinkedIn | TwitterJennifer-Moss.comThe Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It | |||
| Do You Foster Psychological Safety? | 17 Mar 2022 | 00:05:48 | |
In this mini-episode, Marcel Schwantes discusses the importance of psychological safety at the workplace. He explains why fear is not a valid motivator, and shares three action items leaders can use to foster psychological safety. | |||
| Moving the Needle with Robb Holman | 10 Mar 2022 | 00:58:23 | |
Robb Holman is a thought-provoking global keynote speaker, and the founder and CEO of Holman International, a global leadership consultancy. In 2022, he was named as one of the Top 30 World’s Leadership Gurus. He is also the founder of Meeting House Ministries, and a best-selling author whose work has been featured in Inc, Forbes, and Fast Company. Robb’s most recent book, Move the Needle: How Inside Out Leaders Influence Organizational Culture, takes a deep dive into why we must prioritize people over procedures to get better results. He is Marcel Schwantes’ guest this week on Love In Action.Though many of us have lived through some kind of trauma, many of us don’t have the mindset or awareness to work on healing the hurt that came from these traumatic events, Robb claims. “The trauma manifests itself in things like fear, shame, guilt, or grief that we haven't dealt with, and we carry that through our lives, [which] impacts how we lead people and our relationships with others.” [8:35]“The greatest dreams, accomplishments, and goals come out of [a] place of genuine community; we have to get past the [notion] that asking for help is weak,” Robb advises. “Asking for help is an act of vulnerability that some people can’t [bring themselves to do],” Marcel adds. “[In a previous episode], Ken Blanchard said that people aren’t willing to be vulnerable leaders because of ego; if it’s not your true self, you are leading through arrogance and not authenticity.” [11:09]“We’ve been given our gifts, our skill sets, our personality, and our life experience as a gift to be used to benefit other people,” Robb says. “We [need] to get out of our own way and channel our significance and uniqueness to serve other people.” [15:02]There are many ways to serve, but whichever path you choose, make sure that you serve your team members personally and professionally. Are you spending time on a consistent and intentional basis with your team members? Do you know what makes them come alive? Do you know their hobbies, interests, and life milestones? You must commit to the process of learning these things, Robb shares. [19:01]Leaders often make decisions based on their gut, Robb claims. Undoubtedly, having the facts and the truth is important, but how do you make the right choice when the facts are pointing in one direction and your gut is leading you to the other? “The accuracy of going with your gut goes up drastically when your team members [focus] on their areas of expertise,” he comments. He explains why. [24:54]“Servant leadership is about getting under a team member only to elevate them above you… In my estimation, the greatest and most effective leaders are ones that get out of the way [of recognition]; they’re looking to serve faithfully through guidance, encouragement, correction, and love,” Robb remarks. [35:46]Marcel asks Robb why leaders prioritize processes, procedures, and policies over people. “We want quick fixes,” Robb replies. “We want to reach the goals yesterday ... But I believe that slow is the new fast. With anything [that’s] great and long-lasting, we need to slow down in order to learn what speeding up is all about.” [39:13]Robb talks about leaving a legacy. “When we start with the end in mind and re-engineer this thing, we could be much more intentional about the people we spend time with, and the reasons behind that. In the first place, I think we give too much attention to things that don’t matter.” [46:50]The more we practice servant leadership in and out of the home, the smoother we will lead in service within our sphere of influence in the workplace, our culture, and society, Robb affirms. [52:01]ResourcesRobb Holman on LinkedIn | TwitterRobbHolman.comMove the Needle: How Inside Out Leaders Influence Organizational Culture | |||
| Elevating the Human Experience with Amelia Dunlop | 03 Mar 2022 | 00:42:23 | |
Amelia Dunlop is Chief Experience Officer and US Customer Strategy and Applied Design Leader at Deloitte. Her core belief is that before we are consumers, we are humans with values and emotions. She uses that belief to influence how she connects businesses with their customers. As a regular contributor to the Wall Street Journal’s CMO Journal and Adweek, Amelia holds a deep passion for the written word. Her first book, Elevating the Human Experience: Three Paths to Love and Worth at Work, tells the story of how Amelia discovered her own sense of love at work, and embraces the readers who may be struggling with that very same thing. She is Marcel Schwantes’ guest this week on Love In Action.Elevating the human experience is fundamentally about acknowledging human work and nurturing growth through love, Amelia says. “So many traditions and philosophies teach that the human condition is one of suffering,” she remarks. “There are many things you and I may not have in common but [we can understand] that feeling of suffering we share, and so that’s why I believe every experience could be made just a little bit better.” [7:56]Burnout, loneliness and isolation are not new concepts, Marcel comments. People were burning out pre-pandemic, but it’s at the forefront now. Amelia shares how workplaces have created these problems, and how they intersect with lack of self-worth. The increasing amount of attention around burnout, DE&I, purpose and well-being shows that we all want to feel loved and worthy, she explains. When you don’t put the human at the center, these problems arise. [10:21]The first path to elevating the human experience is the path of the self; you must see yourself as inherently worthy of love. “For me, one of the struggles growing up is that all we were taught about external affirmation… Everything you do is graded, and so we have this mindset that we’re only worthy when we get a certain letter grade,” Amelia claims. She talks about how this translates into the workplace. [14:17]In order to continue growing professionally, we need to learn to grow personally, Amelia quotes. It takes the whole head and heart to show up equally. She recalls how she learned to understand herself in the context of an obstacle. [19:46]Amelia describes the four ways we can show up as allies at work. “The first is as a friend, [who] just wants to be there on your journey with you; the second is as a mentor, who offers you a short way to see the world a little differently; third is as a sponsor, who uses their power, formal or informal, to remove obstacles for someone else; and fourth is as a benefactor, which is the combination of the first three.” [27:26]When workers feel like they belong, are respected, and are psychologically safe, it creates the ideal work environment, which translates to better results and productivity, Marcel cites. “Some of these things seem intuitive [in that] it’s definitely the type of world I want to live in and the workplace I want to be a part of, but we’ve also done the research to demonstrate,” Amelia adds. “Organizations that focus on this human experience are twice as likely to outperform their peers over a three year period.” [31:04]“We have about 40 years of research from Gallup that says [recognizing your employees’ contributions improves employee engagement,” Marcel affirms. “It does something special to the human spirit when somebody lifts and builds you up through gratitude.” [37:00]ResourcesAmelia Dunlop on LinkedIn | |||
| What Makes Leaders Memorable | 24 Feb 2022 | 00:03:18 | |
In this mini-episode, Marcel Schwantes discusses what makes good leaders memorable and more effective. He asks listeners, “Are you approachable?” | |||
| The Worst Management Habits | 17 Feb 2022 | 00:05:40 | |
In this mini-episode, Marcel Schwantes explores the three worst management habits: self-service, spotlight-hogging, and a lack of direction. | |||
| Making Common Sense Common Practice with Ken Blanchard | 10 Feb 2022 | 00:46:11 | |
A prominent, sought-after author, speaker, and business consultant, Dr. Ken Blanchard is respected for his lifetime of groundbreaking research and thought leadership that has influenced the day-to-day management and leadership of people and companies throughout the world. With a passion to turn every leader into a servant leader, Ken Blanchard shares his insightful and powerful message with audiences around the world through speeches, consulting services, and bestselling books. When Ken speaks, he speaks from the heart with warmth and humor. His most recent book, Simple Truths of Leadership: 52 Ways to Be a Servant Leader and Build Trust, compiles decades of simple truths about leadership into actionable insights to turn common sense into common practice. He is Marcel Scwantes’ guest this week on Love In Action.Servant leadership consists of two parts, according to Ken. “The vision, direction, values, and goals… are the leadership part,” he explains. Such is the responsibility of the hierarchy; people need to know what good behavior looks like, and what they’re held accountable for. The service part of servant leadership involves “helping them win.” Servant leaders work to help their people accomplish their goals and live according to the vision. [7:15]Are you here to serve or be served? Ken describes how effective leadership is an inside job. “When I ask people how many of them want to be a servant leader versus a self-serving leader, everyone puts their hands up, but when I ask how many are servant leaders, they hunch down in their chairs,” he shares. “When you’re a servant leader, it’s really about we, not me. You’re there for your people.” [11:03]Marcel asks Ken to talk about “turning the traditional pyramid upside down.” Implementing this counterintuitive way of thinking can work for every organization, says Ken, but the human ego gets in the way. What prevents people from being servant leaders is either a more-than philosophy, where people believe they shine brighter than others, or a less-than philosophy, where they ruminate on their faults and doubt themselves. “In both of them, they’re focusing on themselves,” he adds. “The cure for false pride is humility… and the way you deal with feelings of inferiority is to realize that God didn’t make any junk.” [15:42]Every one of us is a leader, and no-one can avoid that. Leadership is an influence process; by simply having a relationship of any nature with someone, you have the potential to lead them. Therefore, servant leadership is about becoming a better human being. Great human beings don’t center their lives on themselves, they center it on others. [21:15]“You can’t know how to apply a situational style of leadership to one employee versus another employee, and the circumstances that they're under, unless you understand who they are as a human being,” Marcel quotes. He and Ken explore the importance of relationships. [25:13]Ken believes servant leadership is love in action. “Love is patient, kind, does not envy, and all those wonderful characteristics,” he remarks. “To be a great servant leader, you have to be patient, kind, and all of those characteristics… It’s not soft at all because it’s very powerful. Love means ‘I care about you, I want you to win…’ Love is about both people and results.” When people realize you truly cherish them, they want you to win too, Marcel adds. [32:12]“My hope for people who read this book is that they will use it with their people, because simple truths are not to be done to people; they are to be done with people,” Ken comments. “If you are a leader who wants to serve instead of be served, and build trust with you people, you’re gonna go up the hierarchy like crazy and win.” [36:49]ResourcesKen Blanchard on LinkedIn | TwitterKenBlanchard.comHowWeLead.orgSimple Truths of LeadershipHelping People Win at Work: A B | |||
| Starting the Moral Revolution with Jacqueline Novogratz | 03 Feb 2022 | 00:42:17 | |
Jacqueline Novogratz is founder and CEO of Acumen, a not-for-profit organization dedicated to changing the way the world tackles poverty. Under Jacqueline’s leadership, Acumen has invested over $132 million to build 136 social enterprises across Africa, Latin America, South Asia, and the US. Her most recent book, Manifesto for a Moral Revolution: Practices to Build a Better World, highlights 12 leadership practices for those eager to change the world for the better. She is Marcel Schwantes’ guest this week on Love In Action.Jacqueline to share her story. “When I was about 10 years old my uncle Ed gave me a blue sweater that had a zebra in the front and mountains across the chest. I wore this sweater which I cherished all the time. My high school nemesis made a very lewd and inappropriate comment about my sweater, and I ran home, yelled at mom, and we ceremoniously dumped it in Goodwill. Fast forward 10 years, I’ve left a career on Wall Street. I’m jogging through the hills of Kigali when I see this little boy about 10 feet in front of me wearing my sweater. I have held that story as my story of understanding how interconnected our world is, and how our action and our inaction can impact people every day all around the world,” she says. [5:28]Too often, markets overlook, underestimate, and sometimes exploit the poor. “I thought if you could give people access to markets, it was enough,” Jacqueline admits, “but if people don't have the capability to interact with those markets, it's not enough.” However, too much aid from the top down creates dependencies. [8:35]Jacqueline talks about co-founding a microfinance institution in Rwanda. “When I first moved to Africa, I had this idea that I was going to save… a little corner of the world. I was firmly and flatly rejected, and got a quick lesson in humility: most people do not want saving, particularly by people that don't fully understand who they are,” she claims. Two women from Rwanda approached her when she was working in Kenya and asked for her assistance in doing a feasibility study, as a law had just passed that gave women the right to open a bank account without their husband’s signature. With that clarity of vision, she went on to build the first financial institution in Rwanda for women. [11:54]According to Jacqueline, one of her proudest investments was in the founders of the company currently known as d.light design, Inc - Sam Goldman and Ned Tozun. They had a solar lamp they wanted to sell to low-income people as an alternative to kerosene. Now, they have brought affordable light and electricity to over 100 million low-income people, and helped spawn an off-grid solar energy revolution. [16:11]Jacqueline defines the term ‘moral imagination.’ “Too many people use the lens of only their own imagination, even when solving problems for people whose lives are completely different from their own,” she explains. [22:55]“We need to recreate mindsets,” Marcel comments. “In the US, we live in such a self-centered, self-focused society, we may not even know how to extend that kind of love outwardly, to see the world beyond your own immediate needs.” [25:25]The exciting conversation at this moment in history, Jacqueline remarks, is about how we will use our tools, skills, and moral imagination to solve the biggest problems of our time. These problems cannot be solved by the nonprofit sector alone, nor corporate, nor government. “It will take all of us.” [32:57]Empathy alone reinforces the status quo, but cynicism is its best friend. “If we can dare to look for beauty and not just focus on how hard everything is, we may find that things feel just a little bit easier,” Jacqueline advises. [36:47]ResourcesJacqueline Novogratz on LinkedIn | TwitterAcumen.orgManifesto for a Moral Revolution: Practices to Build a Better WorldEverytable Food Stored.light design, | |||
| Marcel Schwantes: Leadership Superpower - Patience | 09 May 2024 | 00:07:20 | |
“Patience gets a bad rap, because the doubters and skeptics tend to think that if you slow down, the flow of the business slows down.” [3:13] People too often mistake patient leaders for passive leaders. Marcel shares a real life example of how officers deescalated a dangerous situation with a slowed down, patient approach and how this translates into the workplace and high pressure environments. | |||
| How to Master Staying Present with Scott O’Neil | 27 Jan 2022 | 00:43:15 | |
Scott O’Neil is an author and the former CEO of both the Philadelphia 76ers NBA Team and the New Jersey Devils NHL Team. He is cofounder of Elevate Sports Ventures, Board Advisor at Myota, and is on the Board of Directors at Zooi, Inc. Scott’s recent book, Be Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and Thriving, is a practical guide filled with actionable lessons and candid stories of his own struggles and successes. He is Marcel Schwantes’ guest this week on Love In Action.“You have to love each other but you don’t have to like each other,” Scott says. In a family, you may not always like your relatives, but you always love them. If you can create that type of connection and teamwork at your workplace, life gets “pretty good, pretty quickly.” Leaders demonstrate love through action, he adds. It’s less about the telling and more about the showing. [3:47]Marcel asks Scott to talk about his motivation for writing his book. “I wrote this book after my best friend unfortunately took his own life… I spiraled into a really bad place… I would just tuck myself in my little office and write on my iPad. A lot of it was nonsense, but the stuff that did make sense was about lessons I learned… from asking friends about their experiences,” he shares. “My wife brought her friend [in my office]... he gave me some wonderful counseling advice and asked to see what I had written… he said ‘Scott, can you imagine if you publish this and influence one person?’” [9:21]Scott’s book is the kind of raw and vulnerable honesty that’s true to life. “The world is wobbly and life is messy,” he claims. “The more we can talk about [that] and get comfortable, the better off we’ll be.” [12:57]Practicing gratitude is an important part of living your best life. Scott implores listeners to do a 30 day gratitude challenge: each morning, send a message to a different person expressing how grateful you are for their impact in your life. “The world will send you people that need to hear from you and you'll get a response [that says] ‘Wow, I really needed to hear this today.’ And for me being in a dark place at one time, I needed to hear it, and so I will tell you there are people in your life that need to hear it,” he remarks. [16:32]Marcel asks Scott to define a leadership constitution. “[It’s] who you are at your core,” he responds. “Not what you aspire to be.” Scott explains how leaders commit to creating their own leadership constitution, and shares his own. [24:12]There is an epidemic of loneliness in the workplace, Marcel comments. “Isolation is today’s kryptonite.” He and Scott discuss how fostering a sense of community can cut through the transactional atmosphere of the virtual workplace and get rid of the disconnect. [27: 41]What’s most important will be different for every person, but as a leader who prioritizes a healthy work culture, you should think about how to create environments for connection and community, Scott says. “I wanted to be intentional about my WMI, about the way I spend my time, about who I am and how I show up, about the relationships,” he adds. [37:31]Scott advises listeners to think about being their authentic self. “Find out who you are, and surround yourself with people to fill your gaps,” he shares. “If your glass is full and you're doing wonderful, I encourage you to reach out and help others who don’t have their video on in the next Zoom, whose voice mailbox is full, who's not responding to texts… the world is better when love is in action.” [39:47]ResourcesScott O’Neil on LinkedIn | TwitterBe Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and Thriving | |||
| On Growth, Care and Development with Omer Glass | 20 Jan 2022 | 00:37:37 | |
Omer Glass is CEO and cofounder of GrowthSpace, the world's leading employee development platform. GrowthSpace was founded on the belief that the future of learning and development is data driven, measurable, and personalized for every employee. Prior to GrowthSpace, Omer was Management Consultant at Shaldor, one of Israel’s leading management consultancies. He is also the chairman of Hands of Light, a nonprofit dedicated to supporting ALS and cancer patients. He is Marcel Schwantes’ guest this week on Love In Action.GrowthSpace is a platform that connects thousands of people with over 1000 experts from over 40 different countries. Its goal is to help clients achieve the ultimate development opportunity by matching them with the right expert who specializes in their intended area of growth. Omer shares how GrowthSpace helps scale employee development. [4:39]Marcel asks Omer to talk about the inspiration behind GrowthSpace. “[The company I was working for] got acquired by another company and people were leaving… [the CEO] did surveys to understand why and [discovered] that people didn’t feel like they had enough employment development opportunities… so [my cofounder and I] basically said ‘let’s create [a tool] for employee development,’” Omer responds. [9:14]“In business, especially startups, if you think you know everything, you will fail eventually,” Omer advises. “In order to really succeed, we need to grow. If you’re not open to feedback, your product will be bad. As an executive, you will not feed the next stage if you are not open to feedback,” he adds. [14:08]Data is the source of truth, Omer says. As a company driven by values of growth and care, GrowthSpace is dedicated to making an impact. They determine whether they succeed in that goal by using data to get to the truth. Additionally, Omer embodies the phrase ‘strong opinions, loosely held.’ Growth is the priority, so if his employees have opinions or ideas that are better suited for getting to the truth, he’ll favor those ideas over his. [18:42]Marcel asks Omer what he thinks is causing the Great Resignation. “It’s a combination of three things,” Omer claims. “Number one is the COVID-19 crisis: people were afraid to be laid off, so if they had a job, they’d just keep it; when the crisis was over, a lot of people that should have left their job [hadn’t done it]. Number two is the demand for talent; where there is a high demand, the conditions are better, so people are looking for better opportunities. [Number three is the] generation shift; people are less patient in environments where they cannot express themselves fully.” [23:27]“Resignation is a symptom of something wrong,” Omer adds. “Sometimes people just want to leave, which is okay. Sometimes you don’t get enough opportunities where you are, which is also okay. But if the culture is good, you’re investing in your people, and you create a culture of openness and transparency rather than fear, people will stay, and you will retain your talent.” [26:45]“The question you need to ask yourself [as a leader] facing any situation with your employees is: ‘What can I do in order for them to succeed?’” Omer shares. “You need to focus on what [each employee] needs for them to understand you.” [28:43]ResourcesOmer Glass on LinkedIn | |||
| Winning on Purpose with Fred Reichheld | 13 Jan 2022 | 00:35:34 | |
Fred Reichheld is creator of the Net Promoter System, and the founder of Bain & Company’s loyalty practice. He is the author of five books, including the New York Times bestseller, The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World. Fred is currently a fellow and senior advisory partner at Bain & Company, and his work on customer loyalty has been widely covered in the Wall Street Journal, New York Times, Financial Times, Fortune, and other media outlets. His most recent book, Winning on Purpose: The Unbeatable Strategy of Loving Customers, shows that enriching the lives of customers through love and care is the primary purpose of business. It is also the best way to ensure sustainable growth, happily fulfilled employees, and robust investor returns. He is Marcel Schwantes’s guest this week on Love In Action.“Financials is what we guide our lives and measure our success by, pay bonuses on, and communicate to investors through, but it doesn’t tell us when we’ve done meaningful work that’s enriched the lives of our customers,” Fred shares. “It doesn’t give us a balance sheet of all the lives we’ve enriched or diminished.” [6:39]According to a survey conducted by Bain, only 10% of senior executives surveyed said their business’ primary purpose was their customers. “I’m stunned; the evidence is so clear that unless leaders inspire their teams to enrich the lives of customers, they’re not going to [make things better],” Fred says. [10:19]Marcel asks Fred to define loving your customers. “I think love [is when] your happiness is primarily driven by the happiness you can create in your partner,” he responds. “‘Love thy neighbor as you love yourself’ [means] your happiness comes out of your ability to make your neighbor happy… The Jesus idea of love is pretty close to the business idea of love: the more we can care for others and make their lives better, the happier we are. In a well-run business, the wealthier we get.” [14:34]When employees feel loved and cared for, they translate that into their performance, which leads to happy and satisfied customers, Marcel comments. Fred talks about how and why leaders should help their employees earn happiness through the reactions of their customers. [18:27]“The leader’s primary job is to create a culture where the golden rule is dominant, and where people understand that winning is only going to happen for anyone when teams treat customers right and earn their loyalty,” Fred remarks. “Additionally, the teams are empowered to speak up when they see something going on that doesn't feel like it's consistent with their values.” [21:16]Marcel and Fred explore why ‘bad profits’ are so prevalent. “It's because [leaders] are indicating that the reason we exist is to make shareholders rich; profits is our purpose,” Fred explains. “Or if they understand that customers are their purpose, they don't have the courage to speak up and say these things are toxic.” [23:14]“Net promoter is a tool to make teams happier,” Fred says. “It’s a framework to think about living by the Golden Rule and choosing which people you want to have relationships with… if you choose your loyalties wisely, they shape your life and they define your legacy.” [30:47]ResourcesFred Reichheld on LinkedIn | TwitterNetPromoterSystem.comWinning on Purpose: The Unbeatable Strategy of Loving Customers | |||
| How Oxytocin Improves Performance with Paul Zak | 06 Jan 2022 | 00:42:09 | |
Paul Zak is a professor at Claremont Graduate University, founder and Chief Immersion Officer at Immersion Neuroscience, and Senior Scientific Advisor at CancerLife. Over a decade ago, Paul and his team discovered that the neurochemical oxytocin was the driver of trust, love, and morality that distinguish our humanity. In his quest to understand the neuroscience of human connection and happiness, he dedicated two decades of his life to brain research, which took him from the Pentagon, to Fortune 50 boardrooms, and the rainforests of Papua New Guinea. Paul is also an accomplished speaker and author. His second book, Trust Factor: The Science of Creating High Performance Companies, explores the neurochemistry behind toxic organizational cultures, and how we can harness that neurochemistry to build effective workplaces with trust, joy, and commitment.Marcel Schwantes asks Paul to talk about his background. “My goal in my professional life is to create technologies and knowledge to help people curate their lives for greater happiness,” Paul shares. [3:22]Oxytocin has numerous effects on our behavior, Paul finds. The more you trust someone, the more oxytocin your brain produces, and that prompts you to reciprocate good deeds and hospitality. Additionally, oxytocin increases your sense of empathy and reduces physiological stress. It allows you to feel comfortable within a group or community, which lends itself spectacularly to teamwork and organizational performance. [6:44]“Trust is a set of behaviors, not a feeling state,” Paul clarifies. Marcel asks him to describe how he and his team created the survey instrument they used to study several thousand companies. “Once we identified the sets of behaviors that were relevant to trust within organizations, we created this survey… [a lot of] companies let us come in and take blood from their employees to measure oxytocin levels. Then, we collected data from a huge swath of the US population to identify how these behaviors improved the performance of those organizations,” he explains. [12:14]We’re not out of the pandemic yet, Marcel comments. Research proves that the sudden shift to remote work and all the challenges it entails has had negative effects on people’s mental health, making it a crucial issue for organizations to address. He asks Paul where holistic development falls under the oxytocin umbrella. “The precursor for trust is psychological safety,” Paul replies. “If I am so stressed out that I'm just holding on with my fingernails, I'm not going to connect to those around me or have the bandwidth to be an effective employee.” He discusses how a high trust model influences holistic development. [20:15]According to Paul, building caring relationships at work is an opportunity to expand your social network, which is where most of life’s satisfaction comes from. He explores the concept of trust and accountability, and why one does not negate the other. [26:31]Uncertainty manifests itself in the brain exactly like stress, which is an inhibitor of trust. “Humans don’t like uncertainty… if they don’t [have the relevant information], humans [run the rumor mill] and use bandwidth on that rather than focusing on creating value for the organization,” Paul claims. “I can reduce that rumor mill if I share information broadly.” [28:04]“If you think about the investment you can make to improve performance, trust is a fairly inexpensive dimension with high returns,” Paul advises. “Think about creating a culture where your high performers can thrive, grow, feel recognized and have the opportunity to control their work lives.” He shares why leaders should personalize their efforts to recognize high performers. [31:50]ResourcesPaul Zak on LinkedIn | TwitterTrust Factor: The Science of Creating High Performance Companies | |||
| Choosing to be Courageous with Jim Detert | 30 Dec 2021 | 00:51:17 | |
Jim Detert is this week’s guest on Love In Action. He is a Professor at the University of Virginia's Darden School of Business Administration and the world’s foremost expert on workplace courage. Jim discovered that courage is a skill that anyone can learn and develop over time. Jim’s new book, Choosing Courage: The Everyday Guide to Being Brave at Work, explores why people speak up or stay silent at work, and teaches you how to channel your emotions and take action with the right attitude and approach.Jim defines courageous acts. “A courageous act at work is something you do for a worthy cause despite perceived risk, and those risks might be career [related], economic, social or psychological.” [6:45]Marcel asks Jim to share how he conducted his research. “I used all kinds of methods in a lot of cases,” he replies. “I collected deep, rich stories from the actors themselves, and sometimes I asked people to report on others’ courageous acts… I surveyed thousands of people to understand what kinds of behaviors were at play, why people behave how they do, and what skills seem to make a difference in how the acts go.” [15:17] Whistleblowers are workers that take internal problems external, Jim says. Despite laws against retaliation, whistleblowers tend to get “clobbered emotionally” and often lose their careers, reputation, friendships, and relationships, as well as their jobs. Yet even after all this, they confidently say they would do it again. “We have a code that tells us what’s right and wrong, and there seem to be very few people who regret it in the long term after they stand up for who they are,” he claims. [23:37]According to Jim, there are a number of factors to consider when choosing battles at work. One such factor is how important an issue is to you and others. “I can notice 42 things a day that irritate me about my work environment and that I could speak up about, but if I overdo it on Monday about a couple of relatively trivial things, when the big one comes on Thursday, nobody wants to hear me anymore,” he explains. [31:19]In most cultures, especially for men, anger is the acceptable way of expressing hurt or pain. If you see someone acting with anger, as a leader you owe it to them to investigate the root of their anger and display care, rather than dismissing them immediately. Not being bothered to even try finding out what may be wrong is not a sign of a caring leader. Jim and Marcel explore how fear influences leadership. [36:56]“Reasonable people adapt to the world around them; unreasonable people try to change the world around them. That's why all change depends on unreasonable people,” Jim quotes. “My calling in life is to be functionally unreasonable. We can’t change systems and long embedded beliefs without having the courage to challenge them and push for something that might seem crazy or outlandish at first.” [44:36]ResourcesJim Detert on LinkedIn | |||
| Leading with Care with Heather Younger | 23 Dec 2021 | 00:42:59 | |
Heather Younger is on a mission to ensure leaders use their power to make the workplace a safe space. An experienced keynote speaker, trainer, and consultant, her recent book, The Art of Caring Leadership: How Leading With Heart Uplifts Teams & Organizations, emphasizes the need for leaders to model kindness, compassion and empathy, and outlines nine ways to manifest the radical power of caring support in the workplace. She is Marcel Schwantes’ guest this week on Love In Action.Heather talks about the experience at a previous job that inspired her to pursue leadership development and employee engagement as a career. “I realized I needed to be … that voice for those who didn't ordinarily have a voice at the table, who often felt like they were hopeless and helpless,” she shares. [3:31]If the top leadership isn’t open and humble enough to recognize and accept they may be responsible for their company’s issues, half the battle is already lost, Marcel says. “They have to champion the change management. They have to champion a new way of doing things,” he adds. [10:12]Heather shares the story of WD-40’s CEO’s pivot to leading with care, and why it’s a business imperative. After changing the way he viewed and interacted with employees, the bottom line of their company increased exponentially. By putting care into the workforce, he created a vision that rallied shareholders, stakeholders and customers and significantly improved performance. WD-40’s employee engagement scores reach 96% year after year. [14:37]Soft skills are the new hard skills. Leaders that think empathy, compassion, and kindness are ‘too squishy’ are the ones that fail to step up with courage, Marcel remarks. He and Heather discuss the importance of cultivating self-leadership skills as a prerequisite to being a leader. [23:00]Listening is an important part of leading with care, according to Heather. “In order for [listening] to be effective, it has to be bidirectional,” she claims.”It’s not just you sitting and hearing; it’s you asking the right questions, going back and forth [with] dialogue. Most people think listening is shutting up, but not always. In fact, the most effective listening [involves] asking the right questions, open and closed.” [29:34]“How do you get people to go above and beyond in an environment [that bred] the Great Resignation?” Heather explores ways to motivate your employees. While money and bonuses are good incentives, they can only go so far in encouraging people to actively engage and perform at their best ability in an otherwise toxic environment. “Do they feel like they're on a mission that is bigger than themselves? Do they feel like they're involved in meaningful work? If the answer to both is no, money [as an incentive] isn’t going to last.” [34:29]ResourcesHeather Younger on LinkedIn | TwitterHeatherYounger.com | |||
| Workplace Psychology with Jennifer Musselman | 16 Dec 2021 | 00:56:15 | |
Jennifer Musselman is a globally recognized executive coach and a licensed marriage and family therapist for high-performing executives and entrepreneurs. She has been featured on Psychology Today, Forbes, and Huffington Post. She specializes in emotional intelligence, navigating conflict among leaders and couples, anxiety, burnout, and stress and depression management. With 20 years of experience as an executive at Fortune 500 companies, Jennifer intimately understands the pressures her clients face in having to do a balancing act with their professional goals and their personal life. She is this week’s guest on this special episode of Love In Action, which is both an interview and a live consultation.Jennifer recalls her negative experiences within a toxic workplace. “There was a change in leadership at the top that completely altered how people started connecting and relating with each other,” she says. “What I didn’t understand was the workplace trauma… even my personal therapist didn’t know how to handle it because therapists aren’t trained for that.” She describes the harmful effects that followed in her personal life, and how it motivated her to study organizational psychology. [5:07]Marcel asks Jennifer for tips on how to manage our emotions during a state of languishing. Self-care through self-reflection can help you recenter yourself, she replies, and doing so with a trained professional is even better. “Sometimes we need someone to get us out of our bodies and heads.” [10:18]Leadership is about modeling the behavior that you espouse across the board, Jennifer defines. A good leader actively practices the values of their family, their company, and their country. [16:17]Jennifer shares a recording of a live consultation with one of her clients, a CEO of a technology company. She helps her client explore the ups and downs of the recent happenings in his life, and how he has been mitigating them. They discuss:When conflicts in your personal life clash with your professional life. “I need to be focused for the team, and I can’t let personal things seep into how I present myself in the business, but unfortunately it has,” her client shares. “It’s been a challenge in the last few weeks.” [19:05]How to pull yourself out of a low-energy slump. “Everyone needs their own process of self-reflection,” Jennifer advises. “Find moments of personal reflection, which includes your thoughts… and then pay attention to how you behave. Having a chart of that gives you a better understanding of yourself and how you handle these moments.” [26:42]Mastering self-efficacy. “[Self-efficacy] is embracing that [you] don’t have to have all the answers; [you’re] in process. The answers will come, and you’ve created the network of people to lean on,” Jennifer remarks. [33:37]Jennifer rejoins Marcel to talk about key takeaways from her session with her client.According to Jennifer, there’s a fear of being perceived as weak when you’re in a position of power, particularly in men. People see when you’re struggling and can create their own narratives about what might be happening, so it would be beneficial to be a little transparent with them. Expressing vulnerability creates a bond with your coworkers, and gives people the opportunity to support you. [42:48]“Our minds, hearts, and bodies are connected,” Jennifer says. “When we start to feel emotional, there’s a physiological reaction… The first thing you have to do is get a hold of that sensation in your body… deep breathing connects you to your heart.” [45:00]Leaders need to allow employees to have a voice, Marcel comments. It’s not just handing down decisions from the mountain top; employees should be able to voice their concerns, input, and even ideas. That’s the caring part of leadership, he adds. [49:23]ResourcesJennifer Musselman on LinkedIn | TwitterJenniferMusselman. | |||
| The Great Resignation, Retention, and the Talent Lifecycle with Mahe Bayireddi | 09 Dec 2021 | 00:36:45 | |
A special thanks to our sponsor, Phenom, for making this episode possible. Building an inclusive workplace that truly puts employees first doesn’t happen overnight. To help employers get started, the team at Phenom created The Definitive Guide to Diversity, Equity & Inclusion for HR. In it, HR leaders and practitioners will learn how to build and implement creative — and authentic — DE&I strategies that connect with employees. Check it out at phenom.com/blog/diversity-and-inclusion-guide. Mahe Bayireddi is CEO and co-founder of Phenom, a global leader in the HR technology space with a mission to help a billion people find the right job. Their AI-based SaaS platform, TXM, connects all stakeholders in the hiring cycle for a personalized talent acquisition experience. Also an official member of Forbes Technology Council and serial entrepreneur, Mahe is passionate about using software to fundamentally transform the talent journey. He is this week’s guest on Love in Action, sponsored by Phenom.In the age of the Great Resignation, COVID-19, and the rapid transition to a virtual workplace, leaders need to step up and demonstrate care in a business context more than ever before, Marcel Schwantes comments. He asks Mahe to talk about his background. “My story consists of three things: my family, Phenom, and my spiritual evolution. Those are my priorities,” Mahe shares. [1:58]“The core principle of meditation is being quiet so you can control your thoughts… That quiet place [allows] you to reflect on who you want to be. [By doing that], I can lead [Phenom] better,” Mahe remarks. That quiet place can also enable you to drown out noise you don’t need and orient yourself to one direction, Marcel adds. [5:47]Mahe discusses Phenom’s mission. For Phenom, ‘right’ isn’t about just getting a job; it’s about connecting with the purpose of the company, actualizing your full potential, and becoming the best person you can be. It’s a journey, not a destination, Mahe says. He talks about the culture at Phenom and his definition of leadership. “Leadership, to me, is ruthless compassion. You should be ruthless in delivering results, but compassionate for those you work with.” [14:24]According to Mahe, everything happens for a reason. “Nothing happens to screw you up,” he claims. The toughest parts of your life are opportunities to learn and grow, and being positive enables you to tap into that. “When we interview people, we ask them to start with a story, and we look at how they construct it. We don’t mind if they’re skeptical; as long as they’re not cynical.” [17:18]The Great Resignation is less about remote work, and more about people reflecting on their fulfillment at their places of employment, Mahe says. Every generation has a different set of expectations, and things like CSR and ESG are timely concerns in today’s age. The Great Resignation is a result of those concerns coming to the forefront. [25:58]Leadership involves compassion and ruthlessness. The ruthlessness is for the greater purpose, and the compassion is for the individuals who contribute to that purpose. Being a good leader is like being a parent, Mahe asserts. “A lot of leaders prefer to be good uncles rather than parents. It’s easy to be a good uncle, but it’s much harder to be an average parent.” [30:58]ResourcesMahe Bayireddi on LinkedIn | TwitterPhenomPeople.com | |||
| Working Better Together with Jen Fisher | 02 Dec 2021 | 00:42:16 | |
Jen Fisher is Marcel Schwantes’ guest this week on the Love In Action podcast. Jen is Chief Well-being Officer at Deloitte, where she evolved the health and wellness program into a first-of-its-kind holistic and inclusive well-being strategy. Jen empowers Deloitte's people to prioritize their well-being so they can be at their best in both their professional and personal lives. In her role, she drives the strategy and innovation around work, life, health, and wellness. Jen is the co-author of the bestselling book, Work Better Together: How to Cultivate Strong Relationships to Maximize Well-Being and Boost Bottom Lines. Jen shares her experience as a working employee going through chemotherapy and the valuable lesson she learned in those difficult times. “Why do we give ourselves permission to set boundaries when we're sick, but not when we're well?” [4:07]“We’ve adopted all this technology, but we haven’t adapted to it very well,” Jen claims. “In my own words, the technology is using us, not the other way around. ... It’s more about how we, as human beings, choose to use it in our lives that has a negative impact. Our society has become this ‘always on 24/7, constantly connected’ society.” [10:21]Skills like empathy, compassion, authenticity, and emotional intelligence are not “soft”; they’re essential. According to Jen, they play a key role in the future of work because they cannot be replicated by machines or AI. Instead of fearing that technology is going to put us out of work, we should be celebrating that we can focus on humanizing the workplace. [17:27]Marcel asks Jen what organizations can do to maximize their employees’ well-being, to decrease burnout, and increase engagement and productivity. “The area you want to get to is trusted teams, which value human connection, relationships, and individual well-being,” she responds. “You achieve that through creating a culture of psychological safety, where people feel like they can show up as their authentic selves and ask for what they need.” [23:45]Essential skills are the skill set of the future. They can and need to be learned, taught, and brought into organizations by leaders who are tuned into them. These organizations are the ones that will truly thrive, Jen comments. [31:32]“The mascot we assigned for trusted teams is a dolphin, so [my co-author and I] want everyone to be a dolphin,” Jen encourages. “Communication and relationships are really important to dolphins; they do things in packs but they're also really great individual performers; they hunt, and they take care of their kids, but they're also very playful in their spirit… Be a dolphin not just at the workplace, but also in your personal life.” [34:56]ResourcesJen Fisher on LinkedInWork Better Together: How to Cultivate Strong Relationships to Maximize Well-Being and Boost Bottom Lines. | |||
| Mission Metamorphosis with Robin Ganzert | 25 Nov 2021 | 00:43:04 | |
Robin Ganzert is President and CEO at American Humane, an organization dedicated to ensuring the welfare and safety of animals while strengthening the bond between them and humans. She is a global nonprofit executive and has been featured on CNN, World News Tonight, Fox Business News, and other notable media outlets. Robin is also an author, radio host, and the Executive Producer of the hit television show: Hallmark Channel’s American Humane Hero Dog Awards. Her recent book, Mission Metamorphosis: Leadership for a Humane World, is an inspiration guide to increasing business revenue and efficiency while effecting positive change in the world. She is this week’s guest on this episode of Love In Action, sponsored by Duck Creek Technologies.American Humane was founded in 1877 and is America’s oldest national humane organization. They were behind every major advancement for animals and children from then to modern times, Robin claims. [6:46]Marcel asks Robin to explain the idea behind Mission Metamorphosis and why she wrote it. “We rebuilt this incredible crown jewel in America’s humane movement, and I thought that story had to be told,” she responds. “Often, when people start working in a philanthropic organization, they’re so in love with the mission that they forget there’s a business that is needed behind running the mission. That’s when they can lose their way. That story about marrying the mission to a business model was necessary to tell.” [14:59]You can have a great business strategy, but if your organizational culture is one that doesn’t support the organization’s mission, it will be all for naught, Robin advises. When people aren’t inspired to do work that is noble and excellent, they lose their sense of pride, and the culture suffers. [19:46]Robin shares some of the tough decisions she’s had to make over the years as leader of American Humane. “When you're a CEO, a leader, you have to have moral courage to make those tough decisions in the toughest times when you're really being tested, and you have to have a [strong] belief in the mission and your own vision,” she adds. [22:30]There were many institutional obstacles in Robin’s professional journey by virtue of her gender alone. She talks about the challenges she faced being a woman in the Southern workforce. [26:40]While it’s easier to break the glass ceiling in the nonprofit world, it doesn’t mean it’s a walk in the park. When Robin was hired at American Humane, there was a huge gap between her salary and the salary of the interim CEO. Robin also addresses the lesser-known acts committed against women leaders, including online sexual harassment. [32:05]“I believe that we can all build a more humane world for people, animals, and the world we share,” Robin remarks. “I would like everyone to join that effort.” [38:42] A special thanks to our sponsor, Duck Creek Technologies for making the episode possible. Built for insurance, by insurance. Duck Creek Technologies offers the vision and tools you need to drive your business in 2021 and beyond. Visit www.duckcreek.com to learn more.ResourcesRobin Ganzert on LinkedIn | Twitter AmericanHumane.org | RobinGanzert.comMission Metamorphosis: Leadership for a Humane World | |||
| Marcel Schwantes: Love and Care in Leadership | 25 Apr 2024 | 00:03:10 | |
In this mini episode, Marcel shares quick insight on the impact of love and care throughout the leadership levels and how that impacts entire organizations inside and out. What’s next? You can look forward to upcoming content from Marcel's forthcoming book. | |||
| On Closing the Gender Gap with Colleen Ammerman and Boris Groysberg | 18 Nov 2021 | 00:46:22 | |
A special thanks to our sponsor, Duck Creek Technologies for making the episode possible. Built for insurance, by insurance. Duck Creek Technologies offers the vision and tools you need to drive your business in 2021 and beyond. Visit www.duckcreek.com to learn more.***Colleen Ammerman is the Director of Gender Initiative at Harvard Business School. She has authored various articles and teaching materials on gender and work, and her research with Harvard Business School Alumni examines how race, gender, and other factors shaped their life and career experiences after grad school. Her colleague is Boris Groysberg, Professor of Business Administration. He is the author of the award-winning book Chasing Stars: The Myth of Talent. A frequent contributor to Harvard Business Review, Boris has written more than 100 articles and case studies on how firms hire, engage, develop, retain, and communicate with diverse talents to create inclusive cultures.Their book, Glass Half Broken: Shattering the Barriers That Still Hold Women Back at Work, aims to peel open the curtain on the pervasive managerial actions and organizational obstacles that perpetuate the gender gap. They are joint guests in this week’s episode of Love In Action, sponsored by Duck Creek Technologies.We’ve made high strides in the fight for gender equality for the last 10-15 years, Marcel says. The gap between the percentage of men and women in the workplace has been the lowest in history as of two years ago. However, women remain underrepresented in positions of authority, despite making up roughly half (and sometimes the majority) of the workforce. [1:32]“It can be easy to be a little cynical and pessimistic when you realize how far we have to go even though we’ve made so much progress,” Colleen comments. “But doing the research for the book made me feel inspired and hopeful, after talking to a lot of people who were committed to being change agents.” [10:02]“[In writing the book], we were trying to do something that would be [both] rigorous and actionable,” Boris shares. “We were determined to write a book that will have practical implications for organizations [and] managers. The other thing that we were trying to do was… see if we could actually get men involved in creating more diverse and more inclusive organizations. If the [specific] group of people is not involved [in that process]... we will only make minimalistic progress, at best.” [11:07]Colleen witnessed first-hand how many women’s self-confidence had been chipped away when they realized their path to success was littered with seemingly impossible hurdles and obstacles. It’s a loss of human potential, she adds. Even women with advantages like an education from Harvard were finding their paths blocked. [15:50]The main difference between men and women is sociological in nature, not biological, Colleen claims. Their behavior looks different, but if you investigate it, you will find that it’s because they are experiencing a different environment, even on the same team or in the same organization. The difficulties women face in moving up the ranks is due to how they are treated, and not caused by gender makeup. [19:26]Women fall through the cracks in moving up the ranks at every level, according to Boris. It happens in hiring, integration, development, promotions, compensations, and across the board. “This cumulative effect is why we have organizations that still aren’t very inclusive,” he remarks. “Additionally, many companies are more focused on the D in D and I. Diversity is about counting the numbers, but inclusiveness is about making the numbers count.” [29:27]ResourcesColleen Ammerman on LinkedIn | TwitterBoris Groysberg on LinkedInGlass Half Broken: Shattering the Barriers That Still Hold Women Back at Work | |||
| Remote Work, Cultivating Culture, and Change with Robert Glazer | 02 Sep 2021 | 00:49:32 | |
A special thanks to our sponsor, Duck Creek Technologies for making the episode possible. Built for insurance, by insurance. Duck Creek Technologies offers the vision and tools you need to drive your business in 2021 and beyond. Visit www.duckcreek.com to learn more.***Robert Glazer is the founder and CEO of global partnership marketing agency Acceleration Partners. A serial entrepreneur, award-winning executive, and accomplished operator, Bob has a passion for helping individuals and organizations build their capacity and elevate their performance. Bob is a Wall Street Journal and USA Today international bestselling author of four books, his most recent being How To Thrive In The Virtual Workplace: Simple and Effective Tips For Successful, Productive and Empowered Remote Work. He is this week’s guest on this episode of Love In Action, sponsored by Duck Creek Technologies.Marcel asks Bob about how he started his newsletter, Friday Forward. “I had a folder of just some quotes and some stories and things that I liked, so I started to fire off an email to my team… it's like spicy chicken soup for the soul [that] challenges you or pushes you to consider something… I don't know if anyone was even reading it but I was enjoying the process of thinking about these things and writing about them. And then 5 to 6 weeks later I heard from people that they really liked it… they were sharing it outside the company,” Bob shares. [5:58]People who oppose remote work may find themselves facing difficulties later down the line. “A notable CEO called remote work ‘an aberration that needs to be corrected as soon as possible,’ yet when the company released their earnings for the quarter with employees remote, it was recorded as the single highest revenue and profitability in the history of the company,” Bob remarks. “So clearly, something is working.” [13:55]Managers aren’t good at delegating, according to Bob. When a new manager comes in, they are rewarded for doing work, and their delegation skills suffer for it. [19:39]“When you get promoted to manager… you are now rewarded for how good your people are; you should be feeling that warm, fuzzy feeling when someone says ‘your team is crushing it,’ not ‘you were crushing it.’ You are the conductor, you're not playing the instruments,” Bob warns. [22:09]Marcel asks Bob what the secrets to his success are. “I try… to be consistent between what we believe, what we say, and what we do,” he responds. “I spent a lot of my time focusing on developing our people; it's what I enjoy. There's probably other aspects of being a CEO that I'm not as good at… I think what really frustrates people about leadership is people not being authentic,” he adds. [28:46]“My dominant core value is ‘find a better way and share it,’” Bob comments. “Self-reliance, respectful authenticity, long term orientation and health and vitality… I make decisions based on these things. The company values are own it, embrace relationships, excel, and improve.” [33:28]Leaders that want to reform their company culture should first work on their core values, Bob advises. “Figure out your personal core values and what the organization wants; be radically honest with the world about that and get the right people on board,” he says. [39:12]“I always find that [change] is not about committing to a huge [goal] on January 1st. I'm more likely to believe in the person that starts doing one or two little things than the one who says they’re going to change their life and lose 30 pounds,” Bob muses. “I always say to do the 1% rule: do just one thing better. 1% a day in that direction rather than stressing yourself out making huge changes is more likely to give you better outcomes.”ResourcesRobert Glazer on LinkedInHow To Thrive In The Virtual Workplace: Simple and Effective Tips For Successful, Productive and Empowered Remote | |||
| Authenticity, Leadership, and Love with Eva Huston | 26 Aug 2021 | 00:33:43 | |
As Chief Strategy Officer at Duck Creek Technologies, Eva Huston is responsible for building value for the technology and spearheading corporate strategy on a global scale. She is also an independent board member at E2open and previously served as CFO at Verisk Analytics, as well as Managing Director at JPMorgan. Eva is Marcel Schwantes’s guest on this episode of Love In Action. “I think that whenever you can bring your whole self [to work] ... you're just going to be better. Regardless of your background, everybody has something special to bring to the table,” Eva comments. [7:10]Marcel asks Eva to share lessons she learned moving up the ranks as a woman in a male dominated industry. “You'll hear that a theme in my career is that I would create a role that didn’t exist... It's finding new ways to bring value to a company,” she replies. “I tried to look for creative ways to approach things and some ways that might be more traditionally female.” [10:11]Leading with love starts by seeing and honoring the people on your team, Eva says. You would think that you would automatically do that while spending time with them, but it’s common to be around someone for a long time and still not truly see or honor them. Practical love starts when you look at who your team is, what motivates them, and what lies in their hearts. By doing that, you validate them as people. [17:37]“As you go up the leadership ranks, I think that you have to find ways to show your strength that are more indirect so people feel like they have that freedom to grow and flourish,” Eva shares. [21:38]Marcel asks Eva what leadership trait is the hardest to internalize and carry out. “Patience,” she responds. “It's hard for leaders because a person who views themselves as a leader wants to run forward and go fast and get things done. You almost have to counterbalance that with that patience and say like ‘Who's on my team? What do they have to bring?,’ and ‘Let's not start running at a target before we know what we've got here.’” [26:32]It’s hard to be soft, Eva claims, which is why soft skills are so hard to grasp. “That's just something that we as leaders have to realize: that being soft, being human, and being down to earth and approachable is what's going to make our businesses perform the best.” [30:42]A special thanks to our sponsor, Duck Creek Technologies for making the episode possible. Built for insurance, by insurance. Duck Creek Technologies offers the vision and tools you need to drive your business in 2021 and beyond. Visit www.duckcreek.com to learn more.ResourcesEva Huston on LinkedInDuck Creek Technologies | LinkedIn | Twitter | |||
| Learning the Lost Art of Connecting with Susan McPherson | 19 Aug 2021 | 00:37:23 | |
Marcel Schwantes’ guest on this episode of Love In Action is Susan McPherson, founder, and CEO of McPherson Strategies. A renowned keynote speaker and facilitator at American Speakers Bureau, Susan is also a founding member of Kindred, and a board member at THE LIST and The 19th. She has over 25 years of experience in marketing, PR, and sustainability communications. Her most recent book - The Lost Art of Connecting: The Gather, Ask, Do Method for Building Meaningful Business Relationships - provides insights on how to forge lasting relationships and foster value-based connections. Technology is a tool that helps us connect, but we tend to measure connection by clicks, likes, and followers, according to Susan. [9:06]Marcel shares his experience of seemingly genuine attempts at connection which turned out to be someone trying to sell him something. “When we reach out to others,” Susan advises, “lead with how you can be helpful; go as far as doing a little bit of research about the person before you reach out to them.” [12:49]We are now more wired than ever before, but somehow we're more disconnected from each other, Marcel claims. He asks Susan how we can address the current ‘loneliness epidemic.’ "I think intentionality has broken down the loneliness during this pandemic,” Susan replies. “One of the ways we can help ourselves be less lonely is by reaching out to the people that we know.” [19:05]“From a professional perspective, I learned early on that if you don’t have a seat at the table, you have to make your own. If you invite two people and ask them to bring two people, guess what: you're the convener, you're bringing the people together. There’s joy, love, and power in that,” Susan remarks. [23:30]Research shows that friendships and meaningful connections at work directly impact an organization’s performance. Productivity skyrockets, turnover rates decrease, and people are more likely to recommend the company to someone they know and admire, Susan shares. [27:02]Marcel asks Susan how leaders can show love in the workplace. “I think we have to look inside ourselves and think about what our superpowers are, what our strengths are, and what we can do to help others. When we can find that, then we can share those with the people that we care about, the people that help us succeed,” she says. [31:59]ResourcesSusan McPherson on LinkedIn | Twitter | InstagramThe Lost Art of Connecting: The Gather, Ask, Do Method for Building Meaningful Business Relationships | |||
| Decoding Digital Body Language with Erica Dhawan | 12 Aug 2021 | 00:46:01 | |
Marcel Schwantes’ guest on this week’s episode of Love In Action is Erica Dhawan, founder and CEO of Cotential Group, a global consulting firm that transforms the way companies work through 21st-century collaboration. She is a keynote speaker and expert on 21st-century collaboration skills and behaviors. Her most recent book, Digital Body Language: How to Build Trust and Connection, No Matter the Distance, educates and instructs readers on how to translate traditional body language to the digital world. Currently, body language is a popular topic among leaders. They want to know how to communicate better nonverbally. There are many subtle things that leaders do or neglect to do that send messages, whether they want to or not. For example, Marcel shares, leaning forward when someone is speaking to you conveys that you are listening attentively to what they are saying. [1:22]“You have to build trust in order to have a healthy culture and high performing organization,” Marcel says. “I think that in a virtual setting especially, trust can make or break teams.” Erica talks about the current crisis of misunderstanding that the virtual nature of the workplace is creating, and how it impacts productivity, collaboration, and profits. [8:10]People read and interpret messages very differently, so we need a new set of common rules to root out miscommunication. According to Erica, research has shown that placing a period at the end of a sentence can signify frustration or anger for the younger generation, but people who learned digital communication in adulthood may interpret it as good grammar. [12:36]“[A] key piece of misunderstanding is how much it's shaped by the power and trust gaps with the other person,” Erica claims. “We are always reading into others’ digital body language based on two questions: ‘Who has more or less power?’ and ‘How much do you trust each other?’” [18:20]Erica shares things you consider when conducting a virtual meeting. Leaders should be mindful of the various personality types in their teams. The extroverts of the team may find it easy to speak up and contribute to discussions, but the introverts may face difficulties and will subsequently be spoken over. Facilitating accommodations like chat tools and small breakout rooms to combat this issue will ensure that everyone has an opportunity to let their voice be heard. [27:07]“Listening [as a skill] today is not only being thoughtful and responsive, but it's also being conscious and careful in the words…” Erica remarks. “Reading carefully is about taking the time to make sure you're reading by assuming good intent, you're reading for how you can add value and respond to them thoughtfully.” [33:34]“I think what is most exciting about leadership in a digital era is how much more geographically inclusive and less visually biased we can be,” Erica comments. “We can truly allow anyone into our space and I think that is the full extension of love and the human spirit.” [40:38]ResourcesErica Dhawan on LinkedIn | TwitterEricaDhawan.comDigital Body Language: How to Build Trust and Connection, No Matter the Distance | |||
| Make It, Don’t Fake It: The Road to Authenticity and Integrity with Sabrina Horn | 12 Aug 2021 | 00:42:05 | |
Marcel Schwantes’ guest on this episode of Love In Action is Sabrina Horn, an award-winning CEO, communications expert, and author. Sabrina is an advisory board member to several organizations and founded Horn Group, becoming one of the few female CEOs in Silicon Valley in the early 90’s. Her most recent book, Make It, Don't Fake It: Leading with Authenticity for Real Business Success, aims to help executives make the right decisions as they start and grow their businesses for long term success.The phrase ‘fake it til you make it’ has bred and normalized dishonesty to get ahead, Marcel says. It encourages people to lie or twist the truth for personal gain, which sabotages your success and destroys your reputation. [3:04]“Technology is often misunderstood or not understood,” Sabrina claims. “I made a living out of helping people who would otherwise never meet, connect with each other; and making complex things simple to move things forward. That’s essentially an act of love to me because you're making the world a better place that way.” [7:28]Running a business with integrity and authenticity is difficult because taking the shortcuts to avoid that is easier, Sabrina says. By definition, integrity means truth, but the reality is that sometimes truth hurts. “If your product has a flaw and you have to do a recall or if the market's turning sour and you have to do a layoff, that’s hard to face,” she remarks. [12:26]Marcel asks Sabrina to discuss why core values and transforming your workplace and brand are important. “My advice to every entrepreneur is to determine what you stand for and what your company has to offer before you start,” she replies. “Think about every business process you’ll have in your company and how your values will integrate into them.” [20:43]In recreating and revamping your company culture, you should first elaborate on how your values manifest through the culture and what you will and will not tolerate. You must also lead by example. “I also suggest that leaders overcommunicate with their teams, especially coming out of the pandemic,” she adds. “In the midst of all this uncertainty and doubt, you need to know what is unknown. You need to acquire a bias for information and overcommunicate with your people to remove that uncertainty and doubt.” [25:33]Marcel asks Sabrina how leaders can show love at work. “A leader loves well by creating an environment where values and culture matter, where people feel like they can stay and grow and build their careers, where they feel like they can be themselves… when you give that kind of care [to your people], that ultimately translates into better financial performance, more employee retention, and a stronger brand; all of it pointing to a more successful business,” she responds. [33:22]ResourcesSabrina Horn on LinkedInSabrinaHorn.comMake It, Don't Fake It: Leading with Authenticity for Real Business Success | |||
| How Are You Really? Breaking Down the Data about Love in the Workplace with Helena Clayton | 12 Aug 2021 | 00:40:15 | |
On this episode of the Love in Action Podcast, Marcel Schwantes is talking to Helena Clayton, a researcher who focuses on the practical application of love in the workplace. Helena has been working as a coach and facilitator for 25 years, helping organizations through struggles and challenges from a foundation of love. They talk about what is possible in organizations when you lead with love – and what it looks like when you do.· Helena has found that as a coach, you get access and information about difficulties and pain that people usually keep to themselves – and when you approach them with love, and bring them to the group, healing can happen. She eventually asked: “How can the love in practice that happens individually find its way into organizations?” Marcel notes that this is critical because fear, pain and toxicity at work can lead to poor health outcomes for workers [03:25]· Marcel asks Helena what made her decide that her research was really needed now, and she shares that when she told her colleagues she was going to be focused on love, people were skeptical. Although the idea has gained more traction, there is still resistance to the concept. “The word love comes with connotations of religion, romance, inappropriate sexual conduct, or sentiment.” Different definitions are needed, and she has uncovered several high-level strands of how people think about love in the workplace: care, listening, holding strong boundaries, and acceptance. [06:00]· One of the questions Helene explored in her research was “What would it be like if love were present in the workplace?” She and Marcel discuss the responses to that question, noting that people believe they would benefit hugely if it was the case – bringing their best selves to work, being less fearful, being more able to collaborate, and ultimately be more creative and innovative. [12:10]· Getting down to brass tacks, Marcel points out that there are still many people who say: “This will never work for my company,” and asks Helena what she would say to those people about the difference that love can make. She says it’s a question of leadership philosophy, what are the assumptions we make about what work is? [18:40]· Helena and Marcel talk about masculine vs. feminine traits in leadership, and how they don’t really align with gender – all people have the capacity for all traits, even if they display some more than others. Helena reminds us that “Love is a core human need,” and Marcel adds that we have the capacity to love people at work – it’s only that modern workplace culture dictates we suppress it. [25:20]· If we talk about love, we might end up developing practices that are about empathy, compassion and nurturing. If we start with a big word like love, we end up with that, but if we start with a smaller word like compassion we get something watered down. This is why intentionally talking about love is so important. Helena recommends just start the conversations: “what we think about, we bring about.” [31:20]Resources:Twitter: @HelenaClaytonHelenaClayton.co.uk | |||
| [Replay] A New Way To Think About Conflict with Dr. Nate Regier | 29 Jul 2021 | 00:39:18 | |
This week’s show is one of the best yet! Dr. Nate Regier gives Marcel Schwantes and listeners a new way to think about conflict, calling it the greatest untapped energy resource in the world. Considering that Gallup estimates that negative conflict costs the US economy $350 billion a year, Nate’s statement seems doubly shocking. He joins Marcel to discuss this counterintuitive idea as well as his new book, Conflict Without Casualties: A Field Guide For Compassionate Accountability.Dr. Nate Regier is the co-founder and CEO of Next Element, a global leadership training and certification company specializing in communication and conflict skills. He is an expert in positive conflict, social and emotional intelligence and leadership, neuropsychology, and group dynamics. [2:00]Conflict Without Casualties is a field guide that covers actionable techniques and strategies to deal with conflict, based on Nate’s years of research and experience. [4:42]Mediation, management and reduction are some of the most popular terms associated with conflict, Nate says. This implies that conflict is the bad guy. Quite the opposite, he believes that conflict is simply a gap between what we want and what we’re experiencing. It’s neither good nor bad. [6:45]Conflict is like the grain of sand in an oyster shell, Nate says. Without it there wouldn’t be a pearl. Conflict has a purpose and a reason so it can have a productive outcome. As such, conflict should be stewarded and leveraged. [9:19]Marcel asks Nate to talk about the drama triangle. Nate describes the three roles in the drama triangle and argues that it’s actually the rescuer who does the most harm. [12:52]Diversity is part of the grand design of the universe, and where there is diversity there will be conflict. Therefore, conflict must be by design as well, Nate posits. The only question is how are we going to use it. [17:35]Conflict is the energy source, but compassion is how we turn that energy into something positive. Compassion means to struggle with, to be with people in the suffering. Our purpose is not to alleviate suffering, but to struggle purposefully with others to create amazing things, Nate says. That’s when conflict can do miracles. [18:05]Compassionate accountability is the art and science of struggling with people in a spirit of dignity to create something amazing. Compassion drives inclusion and engagement, and coupled with accountability, it helps people achieve. [19:53]Compassion is a cycle of three interrelated skills that happen in order. These skills are openness, resourcefulness and persistence. The most effective strategy for communicating through conflict is the ORPO (open, resourceful, persistent, open) strategy. Nate describes the ORPO strategy and explains how it works in everyday practice. [21:50]Marcel comments that this approach to conflict is based on authentic communication. When leaders model it, it filters down throughout the organization and creates a positive culture. [28:00]Nate’s mission is to bring compassion to every workplace in the world through simple, elegant, powerful and scalable methodologies that anybody can learn and use. [31:05]One of the most powerful things leaders can do is to start at open by disclosing their motives. [34:46]ResourcesTheCompassionMindset.comNext-Element.comDr. Nate Regier on LinkedIn | Facebook | Twitter | Instagram | |||
| [Replay] Unleashing Empowerment Leadership with Frances Frei | 15 Jul 2021 | 00:56:12 | |
The Los Angeles Times describes Frances Frei as “the go-to woman for companies like Uber who are looking to improve their image.” Frances is a Harvard Business School (HBS) professor who is credited with making HBS more gender-inclusive. She also served recently as Uber’s first VP of Leadership and Strategy, brought in to turn around its toxic culture. Along with co-author Anne Morriss, she has written Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You. She chats with Marcel Schwantes about her book and how to unleash the potential of those you lead by applying practical love.Marcel quotes Frances’ book: “Leadership is about empowering other people as a result of your presence and making sure that impact continues into your absence.” [5:46]Empowerment leadership can be represented by a target, the bullseye of which is trust. As a leader moves outward with each ring, they gain the skills to empower more and more people. The next ring is love: How can I set up one other person for success? Belonging is next: What can I do for a varied group? Influencing others is the next step, which entails combining strategy and culture to influence people even in your absence. [6:52]Frances recounts how she helped change the culture of Uber. [9:50]If your culture is broken, start with trust. [18:00]“The reason that people haven't been able to make much progress on trust is they kept trying to move to trust without understanding its very different but comprehensive component parts,” Frances explains. These components are authenticity, logic and empathy. She describes the role of each component in building a trustworthy culture. [18:40]Love is empowering people by setting high standards and revealing deep devotion to them. To bring out someone’s best, they have to feel your high standards as much as your devotion to them. Marcel comments that people often forget the leadership part of servant leadership: high standards and accountability are as important as caring. Both are necessary in a great leader. [23:20]Two practical ways to be more loving by setting high standards are: set better goals and celebrate wins. Two ways to show devotion are: proactively help, and fulfill people’s basic needs. [25:05]Marcel and Frances talk about how she helped make HBS more gender-inclusive. [28:39]“If there are demographic tendencies associated with who's thriving, your culture is broken,” Frances says. [30:54]“If you only give me an hour to diagnose whether the culture has a problem, I'm going to do two things. I'm going to listen to see if any of the cultural values are weaponized, and I'm going to look at the data to see if women and men are thriving at the same rates,” says Frances.Marcel asks, “One of the strategies that often fails in making a workplace more diverse and inclusive - especially for women looking to move up into the higher ranks - is the recruitment process. So what are some ways we can improve it to promote more diversity?” Frances responds with practical advice. [41:20]The most important thing to do for our employees during this pandemic, Frances says, is to enrich them by helping them develop. [46:48]Frances wants leaders to take away this point: if you notice something wrong, address it now. “Meaningful change only happens quickly,” she argues. “Meaningful change happens when the thing you want to change is your number one priority… So when you see something, address it; address it with all your might, close it, and move on to the next thing.” [51:06]Marcel walks listeners through the Leadership Performance Curve exercise from Frances’ book. [53:36]ResourcesFrances Frei on LinkedInTheLeadersGuide.comUnleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You TED Talk: How to Build (and Rebuild) TrustMarcelShwantes.com | |||
| [Replay] How I Got There with JT McCormick | 01 Jul 2021 | 00:53:31 | |
Marcel Schwantes calls this episode “one of the most authentic and real and raw conversations” he has ever had. His guest, JT McCormick, is the CEO of Scribe Media, a multimillion-dollar publishing company that has been ranked the number one Top Company Culture in America by Entrepreneur magazine, and number two Best Place to Work in Texas. JT is the author of I Got There: How a Mixed Race Kid Overcame Racism, Poverty and Abuse to Arrive at The American Dream. He joins Marcel to chat about his amazing life story - his journey from scrubbing toilets at a restaurant to becoming President of a million-dollar software company, and now CEO of Scribe Media - and to share the lessons he learned along the way.JT says, “If you wake up in the morning and your feet hit the ground, you’ve got to be excellent… Anything that’s not excellent in my life I’m the only one that can change it, so there’s no need to complain about it, just get to work.” [3:45]“My why is to be a phenomenal husband, a phenomenal father, a phenomenal CEO. And then I would say fourth on the list is to give back to the communities which I came from.” [5:07]Marcel asks JT how he overcame all the adversity of his early life. He replies that he refused to be a victim. He decided, at age eight, not to spend his time trying to get everyone to like him, because some people just would not. This early lesson spared him years of grief. Another fundamental lesson he learned was to believe in himself. [8:38]“I just tend to look at things from a positive standpoint… I choose to figure out, How can we make a positive out of a negative situation?” [10:20]JT shares his journey from scrubbing toilets to President of a software company. Two lessons he learned were to be the best at whatever he did, and the magic of compound interest. [12:22]When JT was promoted to President, it struck him that he was only as good as the people he surrounded himself with. As such, his focus shifted to finding the greatest people to surround the company and himself with. [17:03]“If you are in a leadership position, you're only a leader if you serve,” JT argues. He describes how the principle of putting people first is lived out at Scribe Media. [18:05]Marcel asks, “How does a company become number one in the category of culture?” JT responds that it’s a matter of the little actions taken every day to live out your principles. At Scribe Media, they work with each other, not for JT. They bring their whole selves to work: he doesn’t believe in a work self vs a home self. He shares several practices they adopt at the company that build the culture. [22:37]JT and Marcel discuss Scribe Media’s Culture Bible, which is freely accessible to the public. They talk about three of the principles listed in the Culture Bible: Do right by people;Bring your whole self to work;Ask questions. [26:46]“A lot of times you can eliminate questions in transparency,” JT points out. [33:21]JT explains why he disagrees with the remote work trend. [35:37]“What’s your best advice for business owners trying to stay resilient during these crazy stressful times?” Marcel asks. JT advises leaders to put their people first, be transparent, be visible and let people know where they stand. Let people feel safe, he adds, and if you have to pivot or make other tough decisions, make them early and let people know so that you can set their expectations. [39:35]JT teaches through sharing his mistakes. [44:19]“I can't become something that I don't even know exists,” JT says. “...I believe if people just know what's possible they can strive to achieve that.” [46:19]“I live by a formula: Mindset, choices and hard work equals success.” [48:48]ResourcesJT McCormick on LinkedInJT@ScribeMedia.comI Got There: How a Mixed Race Kid Overcame Racism, Poverty and Abuse to Arrive at The American Dream | |||
| Robb Holman: Science Says Receiving (in a Genuine Way) May Be Better Than Giving | 11 Apr 2024 | 00:59:59 | |
Robb Holman is an internationally recognized leadership expert, executive coach, keynote speaker, podcast host, and best-selling author who has a heart for authentic relationships and a true talent for equipping people with the skills and the knowledge necessary for their success.
Mentioned in this episode: Amazon.com: Lessons from Abdul: The Hidden Power of Receiving from Anyone, Anytime eBook : Holman, Robb: Kindle Store | |||
| [Replay] Transformative Influence with Walt Rakowich | 17 Jun 2021 | 00:52:06 | |
Walt Rakowich is the former CEO of Prologis. He is a member of the Board of Directors at Host Hotels & Resorts, Iron Mountain and Ventas, Inc., and an Advisory Council member at Gender Fair. He is also an author, and a speaker at The Center for Heart Led Leadership. Walt joins Marcel Schwantes to discuss how he managed to keep his former company afloat during the great recession of 2008. Walt’s book, Transfluence: How to Lead with Transformative Influence in Today's Climates of Change, is a practical guide teaching leaders how to overcome the obstacles that prevent them from having transformative influence in the workplace. [4:17]Leaders often wonder whether they are capable enough to lead and/or turn a company around from low to high success. However, Walt believes the real focus should be on how they can work with their fellow employees. “The most important thing you have to remember is that it’s not about you, it’s about the influence you have on other people.” [11:52]Marcel asks Walt about his experience with fear. Walt shares how his imposter syndrome impacted his professional life, and made his employees wary of approaching him. A coach he hired made him realize that he was taking on too much of the burdens of work by himself. [19:14]According to Walt, leaders must build a strong microclimate to set themselves up for success and destroy the fear and pride that hold them back. A strong microclimate consists of the three-H core: humility, honesty, and heart. [27:59]Walt shares how he managed to turn the organizational culture of Prologis around from toxic to uplifting. He comments that COVID-19 presents many challenges for leadership and managing that challenge starts from the heart. [38:11]“Consider this [crisis] your crucible moment and step up to become the best leader you can be,” Walt advises listeners. “I know it’s not fun, it never is, but make it about other people. If you do that, you will build trust in your organization.” [48:25]ResourcesWalt Rakowich on LinkedIn | TwitterWaltRakowich.comTransfluence: How to Lead with Transformative Influence in Today's Climates of Change | |||
| At the Heart of Business with Hubert Joly | 27 May 2021 | 00:54:38 | |
Hubert Joly is a senior lecturer of Business Administration at Harvard Business School and former Chairman and CEO of Best Buy. He is also a member on the board of directors at Johnson & Johnson and at Ralph Lauren. He has been recognized as one of the top 100 CEOs in the world by Harvard Business Review, one of the top 30 by Barron’s, and one of the 10 in the US by Glassdoor. His most recent book, The Heart of Business: Leadership Principles for the Next Era of Capitalism, is a playbook for facilitating the re-foundation of business and capitalism. It chronicles his journey turning Best Buy around from the brink of extinction to being ranked 75 on the Fortune 500 list. Hubert joins Marcel Schwantes to discuss what lies at the heart of business, and how to foster a good work environment.Marcel asks Hubert what he believes business is about. “At the heart of business… is the pursuit of a noble purpose, putting people at the center, embracing all stakeholders, and treating profit as an outcome, not the goal,” Hubert responds. [2:56]There are three imperatives to an organization and tackling them in the correct sequence leads to optimal outcomes: a people imperative - having the right teams properly motivated and equipped; a business imperative - having happy customers who you sell good products to;a financial imperative - about profit. [9:35]“The old model of leadership portrayed a leader as a superhero here to save the day, probably the smartest person in the room, and, unfortunately, too driven by power, fame, money or glory,” Hubert claims. “This [type of leadership] doesn’t work… [people] want to be part of the journey and the solution.” [15:45]Hubert debunks the concept of perfectionism as a key to success; he shares how demonstrating his imperfection actually helped create the right environment for optimal performance at work. “The quest for perfection is evil. Seeing imperfections as an obstacle to perfection, which was the goal, creates an inhuman environment that destroys the heart of your business,” he remarks. [19:04]Marcel asks Hubert about the formula for turning around a company in financial distress. Hubert breaks down his strategy for rescuing Best Buy. “Sometimes the approach to change management is to change [the] management,” he adds. [26:58]“Operational progress creates routine degrees of freedom, so sometimes you have to start with the basics before you think about creating an amazing future,'' Hubert advises. He describes the five ingredients for creating a fabulous work environment, which are: connecting dreams, developing authentic human connections, fostering autonomy, achieving mastery, and putting the wind at your back. [31:52]Marcel asks Hubert how he thinks a leader loves. “Work is love made visible… Business is about embracing all stakeholders… This is a beautiful friendship you’re building with all stakeholders, treating all of them, in a sense, as customers.” [45:15]ResourcesHubert Joly on LinkedIn The Heart of Business: Leadership Principles for the Next Era of Capitalism | |||
| Cultivating Compassionate Conversations with Kim Loh | 20 May 2021 | 00:26:29 | |
Kim Loh is a conflict resolution and negotiation specialist, leadership coach, and co-author of the book Compassionate Conversations: How to Speak and Listen from the Heart. Her book is viewed as the definitive guide to learning effective strategies for engaging in open and honest conversations about divisive issues. Previously, she worked in peacebuilding and mediation research for the United Nations, as well as writing and advocacy for international NGOs and academic institutions. A lawyer by profession, she is an expert in international arbitration and litigation. Her work today centers on serving conscious leaders to up-level their human relationships and harness the true power of their teams. She joins Marcel Schwantes to discuss what drives conflict and share strategies for peaceful resolution.Marcel asks Kim to unpack the term “difference equals threat.” Humans are surrounded by similarities and differences, and are constantly balancing between the two, Kim explains. “If, through our own limitations, we cannot accommodate what’s happening [around us], we are likely to perceive it as a threat, which activates the flight or fight response,” she comments. [6:25]Kim shares tips for peaceful conflict resolution and reduction. The first thing you need to do when faced with conflict is to be aware of your role in it. You must take responsibility for yourself and your actions before analyzing the external factors of the conflict that need to change. [10:34]“All conversations about differences should begin and end with what we have in common,” Kim advises. She briefly describes strategies for eliminating division in conversation. [14:12]‘Talking straight’ is less about being blunt and more about having the courage to speak from the heart in goodwill and with good intentions, Marcel says. Kim believes that we are plagued by the things we don’t know how to say. When we listen well and talk straight, we create the freedom to be more truthful in conversation. [18:24]Though society as a whole is cognitively focused, our hearts are what will allow us to make sense of and peace with things that our minds cannot, Kim remarks. [20:34]ResourcesKimberly Loh on LinkedIn | TwitterKimberlyLoh.comCompassionate Conversations: How to Speak and Listen from the Heart | |||
| Kindness is a Necessity with Houston Kraft | 13 May 2021 | 00:52:18 | |
Houston Kraft is CEO and co-founder of CharacterStrong, an organization dedicated to infusing character, empathy, and connection into education. He is an author, keynote speaker, and curriculum developer. A self-proclaimed kindness advocate, he is passionate about spreading it in meaningful ways. His most recent book, Deep Kindness: A Revolutionary Guide for the Way We Think, Talk, and Act in Kindness, explores kindness as a skill set and competency that can bring revolutionary change. He joins Marcel Schwantes to discuss how kindness can improve our quality of life and shares actionable tips to help us be more kind every day. Marcel asks Houston why he wrote his recent book. Houston explains that it’s because he appreciates how much words shape our lives. “Language is the vehicle to experiences, emotions, and memories inside our brains, so it stands to reason that the way we think about things is a huge indicator of how we act.” [6:52]Our culture views kindness as a nice-to-have instead of a must-have, according to Houston. We see it as fluffy, so we don’t see the need to develop it in ourselves as a skill. [9:14]“We are experiencing an increase in accountability. People are being seen, watched, exposed, listened to and critiqued more deeply than they have in the past,” Houston remarks. “The bridge that we are now tasked to cross is how to show loving accountability. Accountability without love is condescending; it creates friction without room for growth,” he adds. [15:45]Houston defines forgiveness and describes what it entails. “By extending forgiveness, you’re setting yourself free from holding on to anger and resentment while also setting clear boundaries around the behavior of [who you are forgiving] so it doesn’t violate you again,” Marcel comments. [18:19]Provide a specific constraint to make your goal of kindness more actionable. For example, asking ‘How do I be kind today towards my mom?’ may yield more actionable answers than simply asking ‘How do I be kind today?’ [25:08]“There’s power in scheduling time to worry,” Houston quotes. “Give yourself 15 minutes a day to worry and only do so during that time. So many of us let worry bleed throughout our day which makes the stuff in the background seem bigger and more monstrous.” [33:33]“My mom wrote notes in my lunchbox from kindergarten to 12th grade. They took her 2 minutes every day, and when I look back and add it up, [I realize] it’s the most profound action of love I’ve experienced. The little things are the big things,” Houston shares. [39:39]Marcel welcomes Tom Geraghty, the creator of the Psychological Safety Toolkit, to share insights about the importance of psychological safety in the workplace and why it’s good for business.ResourcesHouston Kraft on LinkedIn | TwitterHoustonKraft.comDeep Kindness: A Revolutionary Guide for the Way We Think, Talk, and Act in KindnessTom Geraghty on LinkedIn | TwitterPsychSafety.co.uk | |||
| Come Celebrate the 100th Episode with Us! | 06 May 2021 | 00:55:06 | |
Love In Action is celebrating 100 episodes!In this 100th edition of Love In Action, four specially invited mystery guests join Marcel Schwantes. They share stories of their career development and give insights about workplace rituals, anxiety and happiness at work, and COVID-19’s impact on workplace culture.Marcel welcomes Erica Keswin, who was the very first guest in the pilot episode of Love In Action. She is a speaker and strategist and has recently written a new book, Rituals Roadmap: The Human Way to Transform Everyday Routines into Workplace Magic. She shares what prompted her to write the book and why she believes it needed to be written. [2:04]Workplace rituals give us a sense of psychological safety, an opportunity to connect to purpose and values, and a performance boost. Erica distinguishes the difference between a ritual and a routine and shares the three components of a ritual. [5:09]The second mystery guest is Chester Elton, who is an advisor, executive coach, mentor, and third-time guest on Love In Action. He is the co-author of Anxiety at Work: Eight Strategies to Help Teams Build Resilience, Handle Uncertainty, and Get Stuff Done. Chester talks about anxiety and its effects in the workplace. [13:48]“Until you, as the leader, give your people permission to be vulnerable, they won’t be,” Chester claims. “The way you do that is to be vulnerable yourself. [When you say] ‘Hey, we’ve all been through a lot, and I am burnt out, I’m going to take a mental health day, and I encourage you all to do the same if you need to,’ you give your employees permission.” [19:19]Mystery guest number three is Richard Sheridan, who featured on the fifth episode of Love In Action. Richard is the CEO and Chief Storyteller at Menlo Innovations, and the author of Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear. Rich and Marcel discuss the impact of the COVID-19 pandemic. [24:54]The workplace rituals at Menlo have mostly remained the same since the pandemic, with modifications to accommodate remote work, Rich says. [27:53]Annie McKee is an advisor, executive coach, speaker, and author of How to Be Happy at Work: The Power of Purpose, Hope, and Friendship. Annie was the featured speaker on the 14th episode of Love In Action. She describes why happiness at work, especially currently, is so elusive. [31:40]According to Annie, the three key elements that must be present in order for there to be happiness at work are a sense of purpose in our work; a sense of hope and optimism about our lives and careers; and friends at work. [32:52]Marcel hosts a mini Q&A session with the four guests. Annie asks Chester how we can combat the lesser-known pandemic of stress and burnout. “I believe one of the cures [we need] is to bring civility back to the workplace and to our communities… we need to be kinder to each other,” Chester responds. [40:26]“I honestly believe this movement for a kinder, gentler, more meaningful, purpose-driven workplace is not just a better way to work; it’s a better way to live,” Chester remarks. “This isn’t something you leave at work, it's something you carry with you in every phase of your life.” [49:33]ResourcesErica Keswin on LinkedIn | TwitterEricaKeswin.com Rituals Roadmap: The Human Way to Transform Everyday Routines into Workplace MagicChester Elton on LinkedIn | TwitterChesterElton.comAnxiety at Work: Eight Strategies to Help Teams Build Resilience, Handle Uncertainty, and Get Stuff DoneRichard Sheridan on LinkedIn | TwitterMenloInnovations.comChief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate FearAnnie McKee on LinkedIn | TwitterAnnieMcKee.comHow to Be Happy at Work: The Power of Purpose, Hope, and Friendship | |||
| We Are So Worth Loving with Eryn Eddy | 29 Apr 2021 | 00:48:19 | |
Eryn Eddy is a social entrepreneur, author, speaker, and the founder of So Worth Loving, a lifestyle clothing brand and community of passionate and original individuals that exists to embrace the past and empower the future. She and her work have been featured on CNN, MSNBC, and even the Oprah Magazine. Her book, So Worth Loving: How Discovering Your True Value Changes Everything, is a reminder that to be human is to be imperfect. She joins Marcel Schwantes to share insights about her personal struggle, community, empathy, and the power of honest conversations. She talks about entrepreneurship and the impact of self-doubt on our ability to work and lead others.Marcel asks Eryn to describe the big idea behind her book. “[My book] is not a memoir or a self-help book… it’s an invitation to learn that struggling is human, doubt is human,” Eryn shares. “It’s a matter of [learning] how to face those things and [surrounding yourself with the right people] to help walk you through that.” [6:01]Introspection is necessary for the process of self-discovery, Marcel claims. It’s important for people to look inside themselves, honestly inspect their hearts, and address their blind spots, because that’s where the work begins. [12:29]Imposter syndrome can be a serious hindrance for a leader. “Believing [in your imposter syndrome] will cause you to disqualify yourself to lead. You’ll have that conversation in your head... which will hold you back from stepping in and stepping up to do what is required of you,” Eryn explains. [15:24]Many people in positions of leadership often experience failure and setbacks. Marcel asks Eryn how leaders can bounce back from this, especially if they are experiencing it for the first time. We rarely give ourselves permission to be still in our failures, she responds, but we must learn how to. Failure is an excellent teacher and understanding why it happens can prepare us for the future. [21:04]“It’s very easy to be a destructive critic of yourself,” Eryn remarks. “Treating yourself with patience and kindness, constructive criticism can be hard, but once you learn how to do it, you will naturally know how to treat your team the same way.” [29:02]While self-care is important, it is equally important to avoid overindulgence in activities that feel good in the moment but are more harmful than good over time. There must be a balance between relaxation and discipline, Eryn comments, even when discipline feels draining. [33:29]“The lines of work and [personal] life are now blended because of the pandemic,” Marcel says. “Now more than ever, you should start meetings with your employees and team members by checking in with everyone… Someone may be struggling [with something] that the community at work can help with, which would lead to better business outcomes.” [37:38] Eryn advises leaders to give themselves permission to rest for a day. [44:22]ResourcesEryn Eddy on LinkedIn ErynEddy.com | SoWorthLoving.comSo Worth Loving: How Discovering Your True Value Changes Everything | |||
| The CEO Test with Adam Bryant | 22 Apr 2021 | 00:40:41 | |
Adam Bryant is Managing Director at Merryck & Co, as well as Senior Advisor to the Reuben Mark Initiative for Organizational Character and Leadership at Columbia University. He is the former “Corner Office” columnist for the New York Times. His recent book, The CEO Test: Master the Challenges That Make Or Break All Leaders, is a practical playbook for executives of all levels, sharing the seven key reasons why leaders succeed or fail in their roles. He joins Marcel Schwantes today to discuss his book and how leaders can apply its principles in the workplace.Adam says that the Corner Office came from his interest in CEOs as humans. “What I realized [from years of interviewing CEOs] is that [CEOs] in the business press are always interviewed in the same way, as strategists” he shares. “The more time I spent with them, the more I became intrigued with them as people.” [4:40]If leaders want to build a good culture, they need to start from the ground up. Company values should be addressed, discussed, and implemented at every level. People become cynical if company behavior contradicts its stated values, and cynicism can be cancerous to an organization, Adam explains. [12:13]“You cannot tolerate the high-performing jerk.” Regardless of someone’s extreme competence in their job, they cannot be made an exception to the values of an organization. “If you don’t let them go [you allow] the cynicism to creep in.” [14:09]Often leaders overlook the fact that they are responsible for setting the tone and rules when a team is dysfunctional. Leaders must be intentional about stating their role and the roles in a team, as well as the expected behavior, Adam states. This eliminates the creation of silos, Marcel adds, which causes competition rather than collaboration. [19:20]“The higher up you go in the [organizational] hierarchy, the less accountability you receive,” Marcel cites. “The reason is obviously because you’re listening to less and less people the higher you go. Those of us that are just command and control [oriented] are not going to want to listen to many different perspectives.” [23:47]Adam lists the different aspects of leadership. Leadership is about humility, but you also have to be confident; leadership is about being compassionate, but you need to hold people accountable; leadership is about patience, but it also involves urgency. [27:02]“I think American society is a pendulum that swings back and forth… I’m hoping [the pendulum] can get back to us seeing each other as human beings,” Adam shares. “Listening… is a lost art in our society… not only is it a superpower for leaders, but I think it sets you apart in your career.” [33:06]ResourcesAdam Bryant on LinkedIn | TwitterAdamBryantBooks.comThe CEO Test: Master the Challenges That Make Or Break All Leaders | |||
| How Companies Can Support Working Mothers with Mita Mallick | 15 Apr 2021 | 00:37:19 | |
Mita Mallick is Head of Inclusion, Equity, and Impact at Carta, a contributor at Entrepreneur Media, and the author of the popular “Please don’t” column at SWAAY. Additionally, her work has been featured in Harvard Business Review. She has led iconic brands like AVEENO, Suave, Dove, and Vaseline, where she signed Viola Davis to be the Vaseline Healing Project Ambassador. She joins Marcel Schwantes to discuss the biases against working mothers in organizations and how to combat them. Paid time off is not enough to support women, Mita says, because there is a common social bias which affects them during their maternity leave. Unfair treatment persists after they return and holds them back. [2:37]Mita shares her experience with unfair treatment on the job during her maternity leave. Her employer offered her position to another worker, even after assuring her she would retain her role in the organization when she returned. “This is [not just] my story,” she says, “it’s the story of so many women and this happens every day.” [6:42]Mita talks about the conversations managers should be having with employees going on maternity leave. Managers should provide employees with feedback on their performance and the state of their assignments, so they know where they are leaving things and do not have to worry about work on their time off. [10:23]“I strongly believe our employees are our forgotten consumers,” Mita claims. “As companies, we spend so much time thinking externally about who we sell to and how we get them to try our products. [We need to also] ask [our employees] what they want and need, and provide it for them.” [15:25]Women have been disproportionately affected by the COVID-19 pandemic. Since the start of the pandemic, five million women have lost their jobs, and 2 million have permanently left the workforce. Additionally, there are 3 unemployed working mothers to every father who has lost his job. Black and brown women are even more affected by their job losses. [17:41]Having a gap in your resume makes it more likely for you to be seen as lazy, incompetent, and unambitious, Mita remarks. Because of this, it may be difficult for women who have been forced out of employment due to the pandemic to find new work. “When advertising, companies need to be open about them being okay with prospective employees having a gap in their resume,” she adds. [21:21]Marcel asks Mita why the role of a Chief Diversity Officer is important to an organization. She responds that it’s to ensure that employees’ needs are met, so it enhances the organization’s overall performance and strategy. [24:41]“Kindness is such an underdeveloped, underutilized, and underrated leadership trait,” Mita comments. “Kindness and love are connected. [Leaders can] show love at the workplace by honoring their employees’ experiences and contributions.” [30:24]ResourcesMita Mallick on LinkedIn Maternity Leave Isn’t Enough to Retain New Moms | |||
| Battling Your Biases with Pamela Fuller | 08 Apr 2021 | 00:47:07 | |
Pamela Fuller is the Global Managing Client Partner on the Public Sector team and Thought Leader on Inclusion & Bias at FranklinCovey. She is also a speaker and co-author of The Leader's Guide to Unconscious Bias: How to Reframe Bias, Cultivate Connection and Build High-Performing Teams. Her passion for issues of inclusion has fueled her commitment to diversity and the empowerment of historically marginalized groups, which have always been factors in her personal and professional endeavors. She joins Marcel Scwantes today to talk about how leaders and team members can challenge their unconscious biases to promote a healthier organizational culture.According to a study done by Deloitte Human Capital Trends, only 12% of the 71% of companies that aspire to have an inclusive and diverse culture actually have practices in place to reach that goal, Marcel cites. Leaders and team members are often primed to rely on their unconscious bias, which impedes the creation of inclusive and diverse environments. [1:15]Bias permeates all important decisions in the talent lifecycle, including how people are hired, how work is delegated, and how people move through the ranks or build their influence, Pamela shares. “Even as organizations push diversity efforts… they struggle to retain and promote diverse talent,” she comments. “[This is why] in many organizations, we still see a large gap between the diversity at the front line and the diversity at the leadership table.” [6:42]Biases affect people financially as well as psychologically. In Western society, biases against body image are so severe that there is a 10.5% decrease in pay for every 1% increase in a woman’s body mass. Even babies that are perceived as “pretty” are spoken to twice as much as babies who are considered “unpretty,” which gives them an unfair social advantage. [8:29]Pamela shares how other people’s unconscious biases have affected her, as a colored woman, during her professional career and how she was forced to overcome them. Being subjected to other people’s biases places you in the limiting zone, she explains, where conditions do not exist for you to perform at your best. [12:37]“We often take any sort of difference and penalize it, rather than addressing the reality that people are different, because it’s more convenient for us,” Pamela remarks. [19:11]Organizations with a diverse C-suite and board of directors post better financial results because of their different experiences. Having a team of people with different experiences promotes innovation because there will be variety in the ways problems are solved and solutions are thought up. [24:08]“We have natural empathy when we see similarities,” Pamela claims. “It’s part of the hardwiring of the brain. Empathy is the interpersonal art of connection, a natural vibration that we feel with people.” [29:28]Marcel asks Pamela how leaders can identify their biases. When we engage with people and our biases act up, they are almost always based on strong feelings with no little to no evidence. One thought exercise that helps with identifying biases is a mental T chart, with one column being ‘fact’ and the other being ‘feelings.’ The exercise forces you to think about what evidence you have to validate your assumptions, and match them to a column. It challenges your value and belief system, but it doesn’t happen overnight, Pamela warns. [32:29]“Many of the behaviors we recommend for building an inclusive organization are really about blowing up the organizational hierarchy,” Pamela says. “Recognize that a leader at the top can talk to somebody at the front line. It’s the way to cultivate connection in the organization and give everyone a voice.” [37:46]ResourcesPamela Fuller on LinkedIn | TwitterPamela’s Personal BlogThe Leader's Guide to Unconscious Bias: How to Reframe Bias, Cultivate Connection and | |||
| Leadership Lessons from the Navy with Capt. Mark Brouker | 01 Apr 2021 | 00:37:33 | |
Mark Brouker is a retired captain from the US Navy, a published author, Executive Coach at The Honor Foundation, and the founder and President of Brouker Leadership Solutions. He is also a keynote speaker and consultant dedicated to helping businesses and Fortune 500 companies using principles he learned from his time as a Navy officer. He joins Marcel Schwantes to discuss his most recent book, Lessons From the Navy: How to Earn Trust, Lead Teams, and Achieve Organizational Excellence, and leadership strategies that work. After discovering inconsistencies in his motivation for work, Mark discovered that the cause was not the job itself, but his boss. “I read a lot of books and observed… when people know their boss cares for their well being, they work really hard for [them],” he remarks. [4:17]The best leaders get to know their people as human beings first and employees second, build trust within their organizations and treat their people with respect, which is one of the most important behaviors a leader can convey to his or her team members. Additionally, good leaders address and acknowledge both good and bad performance. [9:52]Marcel asks Mark what the pathway is to building trust in organizations. “There are different aspects of trust… you have to have some modicum of competency… keep your word… [and] care for your people,” he replies. “Of the three, caring for your people is the most important.” [14:13]Marcel comments on the prevalence of fear-based management. “Cultures of fear breed bad decisions,” Mark states. The cumulative behaviors of the leaders determine whether an organization’s culture is built from fear or trust. More specifically, how a leader reacts to bad news often sets the tone for how they will be perceived. [20:20]The primary job of a CEO is to create a culture, Mark points out. Half of their work is individual contribution, but the other half is supposed to be dedicated to creating the culture of their team. When leaders understand that, they are more likely to pay extra care to the way they interact with their people. [25:18]Walking around inquiring about people’s well-being and being visible are important keys to establishing good relationships as leaders, as opposed to only making your presence known to inspect things. Having established relationships makes people more receptive to correction and creates high-performing teams. [28:14]“Everyone's got potential,” Mark says, “and great leaders find things in people that they didn't even know they had…. What’s beautiful about leadership is [the ability to] help people maximize their potential, help them along their journey and make their day.” [31:14]ResourcesCapt. Mark Brouker on LinkedIn BroukerLeadershipSolutions.com | |||
| Marcel Schwantes: We’re Taking a Break | 30 Nov 2023 | 00:04:38 | |
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| How to Be the Best Long-Distance Teammate with Kevin Eikenberry | 25 Mar 2021 | 00:35:17 | |
Kevin Eikenberry is the founder, owner, and Chief Potential Officer of The Kevin Eikenberry Group. He is also a virtual speaker, trainer, author, and member of the Forbes Coaches Council. He is a world expert on thought leadership, development and learning, as well as the co-founder of the Remote Leadership Institute. His most recent book, The Long-Distance Teammate: Stay Engaged and Connected While Working Anywhere, is a practical guide to navigating the personal and interpersonal, growing the skills to be productive, and communicating effectively. He joins Marcel Schwantes to discuss his book and how to apply its principles to the virtual workplace.Marcel asks Kevin about the reason for writing his book. “There's a big difference between working from home and being an effective member of a team or a remote teammate,” Kevin remarks. “Thinking about it as ‘I work from home’ [is] a different mindset than ‘I’m part of a team that’s not next to me.’ Changing our mindset is a huge part of us being more successful, feeling more connected, and having less stress.” [5:04]Employees have a certain degree of responsibility for their own engagement, Kevin says. Leaders set the conditions, but at the end of the day it’s up to an employee to decide whether or not their work matters enough for them to say “I’m in.” Engagement is about a choice we make. [9:51]The three-P model that facilitates success as a remote teammate is: productivity, proactivity, and potential. Kevin briefly describes each component of the model and the roles they play. They are coachable attributes, he adds. Anyone can learn skills that promote these three P’s. [14:03]Marcel asks Kevin how leaders can motivate their remote teams. “Motivation is largely internal,” he replies. “[As a leader] you can persuade, influence and help your team choose [to be motivated]. One way to do this is to spend more time talking to them.” [18:19]“As leaders and team members, we need to grant each other some grace,” Marcel comments. “If stuff like a dog barking or a child interrup meetings, we should be understanding. I’m not saying granting people grace means that everything goes, but I think many people are overwhelmed because they’re worried about that stuff.” [23:25]“Sixty percent of social interactions happen at work and much of that has vanished due to recent events,” Kevin cites. “I believe as leaders we have a moral, ethical, and organizational responsibility to understand and recognize that, and while we aren’t psychologists, we can recognize that we have folks who are hurting. I believe if we apply some of the things we've been talking about today, we can have a positive impact and make it better.” [27:38]ResourcesKevin Eikenberry on LinkedIn | Twitter | Instagram | FacebookKevinEikenberry.comThe Long-Distance Teammate: Stay Engaged and Connected While Working Anywhere | |||
| Culture Renovation with Kevin Oakes | 18 Mar 2021 | 00:45:09 | |
Kevin Oakes is an author, the CEO and co-founder of The Institute for Corporate Productivity, and is on the Board of Directors at Performativ. He has been a pioneer in the human capital field for the past 25 years and is an international keynote speaker on culture, leadership and talent management. His most recent book, Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company, is a practical guide to forging organizational cultures that re-humanize work. He joins Marcel Schwantes to discuss how to successfully facilitate culture change.According to Kevin, 85% of organizations that attempt to improve their organizational culture fail. A common misstep is that they do not acquire the cooperation of the whole organization, nor create the mentality needed to bring about a culture change. [4:54]Marcel asks Kevin how the pandemic has affected organizational cultures. “There's no escaping the reality that cultures have changed during the pandemic, and that change wasn't necessarily [started by the leaders],” he replies. “Many organizations are recognizing that we need to be a little more proactive about the culture that we want going forward.” [8:25]In every organization, there is a certain person (or people) along the chain of command that everyone goes to for information, answers and assistance. “[They are] internal rock stars that everything seems to pass through,” Kevin says. “While those people are usually invaluable to a company, they also are possibly suffering from collaborative overload.” He explains the effects of collaborative overload on the victims as well as the organization. [12:56]“For the sake of the employees’ psyches, [leaders] should settle on the communication channels that they are going to use internally,” Kevin comments. Oftentimes different departments will use different communications channels, and employees get stretched thin across many platforms because they are never sure who is going to want to communicate with them. [16:35] Organizations with the most successful culture changes and initiatives are those who train their leaders in all five types of leadership behaviors, research shows. [21:10]Marcel asks Kevin to share tips for leaders on communicating change during times of uncertainty. Leaders need to speak up during periods of societal unrest, Kevin responds. “Internally, your workforce is going to reflect the external environment. Reinforce your values and purpose, and affirm that differences in opinions is okay as long as there is mutual respect. A team wins when it’s united.” [23:37]“[On an individual and organizational level], we listen merely to reply, not to understand,” Kevin remarks. “The first step in all of the 18 action steps [from my book] is to develop and deploy a comprehensive listening strategy.” Many executives assume they understand the culture of their organization before they attempt to change it and often make mistakes, he adds. [30:01]A lot of things try to divide us, but when we take the time to listen to each other, the divisiveness goes away, Kevin advises. He urges listeners to focus on listening to understand and not just to reply. [39:17]ResourcesKevin Oakes on LinkedIn | Twitteri4cp.comCulture Renovation: 18 Leadership Actions to Build an Unshakeable Company | |||
| The Blue-Collar Boom with Ken Rusk | 11 Mar 2021 | 00:28:56 | |
Ken Rusk is President at Rusk Industries and the author of Blue-Collar Cash: Love Your Work, Secure Your Future, and Find Happiness for Life. Ken is a blue-collar construction business entrepreneur who has launched multiple successful endeavors over the last three decades. He coaches and trains job seekers to take control of their lives; especially those without college degrees. He joins Marcel Schwantes to talk about his professional journey and how he gained control of his destiny despite his humble beginnings. Ken was motivated to pursue coaching after realizing that people were not as prepared for life as they should be. In the process of growing his business, he met countless individuals who weren’t taught basic necessities to deal with the challenges of life and resolved that he would do his part to rectify it. [2:45]The three tenets to success are comfort, peace, and freedom. Ken remarks that these tenets are interdependent on each other and encapsulate the true purpose of life. They are all that you need to be successful; however, because everyone requires different things to achieve comfort, peace and freedom, success will look different for each person. [5:21]Marcel asks Ken to give insights about the crisis that the American workforce is facing. He argues that removing shop class from the high school curriculum has prevented millions of children from discovering trades like carpentry, plumbing, and electrical engineering. Replacing it with college prep has only saturated the market with too many college graduates and not enough workers to do jobs where they would have already acquired the technical skills necessary. [7:06]People overlook blue-collar jobs because society focuses on college, Ken claims. Roughly 70 million out of the 165 million working people in the US work with their hands, which is proof of the need for blue-collar workers, but society is white-collar oriented. [9:33]Marcel asks Ken if he believes going to college is necessary in 2021. “If you have an absolute reason to go to college, [you should]... but it if you're going for one of those bland business degrees, you may want to reconsider,” Ken says. He explains why investing in a college degree may leave you worse off than you were without one. [11:13]Ken shares insights about lucrative blue-collar jobs. “Sometimes you just need to be willing to do something that other people aren’t,” he advises. [13:24]A key part of achieving any goal is creating certainty. “To change your goal from an ‘if’ to a ‘when,’ you need to have an absolute start date and an absolute end date. If you put yourself in the position to see the end in mind at the beginning, you will certainly get there,” Ken says. [18:22]Marcel asks Ken how he thinks leaders can show love at the workplace. “First off, we need to get rid of our preconceived notions about what a boss is. Just make sure that you are as excited and involved in the goals and futures of the people that work for you as you are for yourself,” Ken replies. [22:50]ResourcesKen Rusk on LinkedIn | WebsiteBlue-Collar Cash: Love Your Work, Secure Your Future, and Find Happiness for Life | |||
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