Love in Action – Details, episodes & analysis

Episode recap

Don’t forget Marcel’s special offer to join his Substack community for $8.00/month. Subscribe here: https://marcelschwantes.substack.com/subscribe 

In this solo episode, Marcel Schwantes discussed the impact of fear in the workplace, explaining how it stifles creativity, innovation, and collaboration. He highlighted that fear-based environments lead to disengagement, turnover, and low morale, while human-centered leadership fosters psychological safety and trust. Marcel emphasized the importance of leaders addressing their blind spots and modifying behaviors to create a positive workplace culture. He stressed that hiring and developing leaders based on technical competence alone is insufficient, urging a focus on humanity and human-centered attributes. Marcel encouraged listeners to subscribe to his Substack for further insights on effective human-centered leadership.

Bio:

Marcel Schwantes is a leadership coach, speaker, author, and advocate for more humane workplaces. He partners with organizations tired of burnout, disengagement, and hollow cultures — and ready to build something better. 

Marcel’s work includes: 

• Executive coaching 

• Leadership development programs for managers 

• Keynote speaking and workshops 

• Executive roundtables and culture strategy sessions 

Marcel is the author of Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss. Whether coaching a CEO or training a leadership team, Marcel’s #1 goal is the same: To help leaders become the kind of people others want to follow. 

Episode Timeline:

[00:03] Introduction: Why fear remains a workplace epidemic [00:19] How fear kills creativity, collaboration, and profitability  [01:06] Silence in meetings: The hidden cost of fear  [01:58] Why fear stops innovation and risk-taking  [02:34] Fear shrinks organizations from the inside out  [03:51] Psychological safety and team performance (Harvard research)  [04:26] Why leaders still dismiss “soft skills”  [05:13] The cost of waiting for marching orders  [05:49] Burnout, turnover, and quiet disengagement  [06:03] What human-centered leadership looks like  [07:10] Surfacing problems early vs. kicking the can down the road  [08:10] Shared accountability and self-correcting teams  [09:40] Leadership blind spots and fear-driven management  [10:29] Burnout as the final warning sign  [11:30] Why technical skills alone no longer qualify someone to lead  [12:04] Raising human leadership capacity in the AI era  [12:31] Closing thoughts and call to action 

Quotes:

• “If you want to know why creativity dies, why collaboration stalls, why your most talented people are quietly quitting — look for one thing: fear.” 
• “When fear is prevalent, people protect themselves instead of serving the mission.” 
• “You cannot afford to choose leaders based only on technical competence or individual performance. Those days are over.” 

Key Takeaways:

• Fear Is Expensive - Fear doesn’t just hurt feelings — it damages profitability, innovation, and long-term growth.
• Silence Is a Warning Sign - if meetings are full of nodding heads but no pushback, fear may be driving compliance instead of commitment.
• Psychological Safety Drives Performance - When employees feel safe to speak up, admit mistakes, and challenge ideas, performance and productivity increase.
• Human-Centered Leadership Solves Problems Early - Empowered teams raise concerns quickly, solve issues on the spot, and share accountability across levels.
• Leadership Blind Spots Create Fear - Many fear-based environments stem from leaders who fear losing control or respect. Coaching and self-awareness are critical.
• Technical Skills Aren’t Enough Anymore - In the age of AI and automation, the differentiator is human leadership capacity — the ability to help people flourish. 

Conclusion:

Fear quietly shrinks organizations from the inside out. It limits creativity, slows innovation, and pushes good people toward burnout and disengagement.  Marcel’s message is clear: if you care about performance, profitability, and long-term growth, you must care about human-centered leadership. The future of leadership isn’t louder authority or tighter control — it’s building environments where people feel safe enough to contribute their best thinking. 

The question every leader must ask: 

Am I creating safety — or am I creating fear? 

Because that answer determines everything. 

Resources: 

The book: https://www.amazon.com/Humane-Leadership-Lead-Radical-Kick-Ass-ebook/dp/B0CWG3PTL4/ 

Substack: https://marcelschwantes.substack.com/ 

LinkedIn: https://linkedin.com/in/marcelschwantes/   

X: https://x.com/MarcelSchwantes 

YouTube: https://youtube.com/@MarcelSchwantes1 

Instagram: https://instagram.com/marcel.schwantes/ 

Dr. James Doty Episode: https://www.marcelschwantes.com/dr-james-doty-the-neuroscience-of-manifestation/ 

Episode recap  

Don’t forget Marcel’s special offer to join his Substack community for $8.00/month. Subscribe here: https://marcelschwantes.substack.com/subscribe 

In this solo episode, Marcel argued that compassion is a core leadership strength, not a soft extra, and that alleviating others’ pain and suffering is a leader’s real work. Through examples like Jeff Weiner and Phil Lynch during 9/11, he showed how leaders who prioritize people, communicate openly, and make space for emotion build stronger, more connected organizations. When leaders show up in hard moments, teams heal faster and perform better.

Bio

Marcel Schwantes is a leadership coach, speaker, author, and advocate for more humane workplaces. He works with organizations that are tired of burnout, disengagement, and hollow cultures — and ready to build something better. 

Marcel’s work includes: 

• Executive coaching 

• Leadership development programs for managers 

• Keynote speaking and workshops 

• Executive roundtables and culture strategy sessions 

Marcel is the author of Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss. Whether coaching a CEO or training a leadership team, Marcel’s #1 goal is the same: To help leaders become the kind of people others want to follow. 

Timestamps 

[00:03] Why “soft skills” like compassion are actually essential leadership skills 

[01:05] Command-and-control vs. compassion: why old leadership models fail 

[02:00] Jeff Weiner on compassion as a lifelong practice, not a buzzword 

[02:52] Dr. James Doty’s definition of compassion and the science behind it 

[03:45] What compassionate leadership looks like in practice 

[04:32] 9/11 and Reuters: setting the scene for Phil Lynch’s defining moment 

[05:25] “People first, then customers, then the business” — a new priority in crisis 

[06:20] Keeping people informed, safe, and emotionally supported 

[07:15] Making space for grief, fear, and honest emotions at work 

[08:10] How compassion shaped Reuters’ culture and rippled to customers 

[08:30] Final reflection: Are you willing to be present with people when they’re suffering 

Key Quotes 

1. “If you want to measure yourself against the highest standard of leadership, you have to measure yourself against what people call the ‘soft stuff’—because it’s actually the hardest to master.”
2. “Compassion is not weakness. Some of the strongest people I know are the most compassionate.”
3. “Compassion is recognizing someone’s suffering—and then doing what you can to help ease it. It’s not hippy-dippy; it’s evidence-based and deeply human.”
4. “In the middle of absolute mayhem, Phil Lynch gathered his team and said: ‘People first, then customers, then the business.’ That’s compassionate leadership in action.”
5. “Leaders who create space for sorrow, confusion, and grief help their organizations heal and reconnect much faster.” 

Key Takeaways: 

• Compassion is an essential leadership skill, not a soft extra. 

Compassion is often dismissed as “soft,” but it is one of the hardest and most strategic skills to master. It directly impacts engagement, trust, and long-term performance. 

• Compassion is both recognition and action. 

It’s not enough to notice someone’s pain. Compassion means seeing the suffering and intentionally acting to alleviate it—in conversations, decisions, and policies. 

• Science backs the power of compassion. 

Research highlighted by Dr. James Doty shows compassion is a powerful antidote to loneliness, depression, anxiety, and addiction, all of which show up at work. 

• People-first leadership is clearest in crisis. 

During 9/11, Phil Lynch’s mantra—“People first, then customers, then the business”—became a north star for Reuters. Compassion isn’t theoretical; it’s how leaders rank their priorities when it matters most. 

• Emotional transparency but safety and trust. 

By being open about what he and his team were feeling, Lynch gave others permission to feel and express their own grief and fear, creating psychological and emotional safety. 

• Compassion shapes emotional culture. 

When leaders intentionally make room for grief, questions, and honesty, they shape a culture where people feel seen, heard, and valued—and are proud to belong. 

• Love in action is a leadership practice. 

Compassionate leadership is ultimately love expressed through behavior: how you decide, how you listen, how you show up for people when they’re struggling. 

Conclusion 

Marcel’s message in this episode is straightforward and challenging: the future of leadership is compassion in action. In a world where mental health struggles and emotional pain are everywhere, leaders can no longer hide behind metrics and control. 

The story of Phil Lynch shows that when leaders put people first, especially in the darkest moments, they create cultures of trust, pride, and deep human connection. Compassion is not about being nice for its own sake; it is about being courageously present with suffering and choosing actions that reduce it. 

If you want your organization to come alive from the inside out, start with one question: How am I shaping the emotional culture around me—and am I willing to be present when people hurt? That’s where real leadership—and love in action—begins. 

Resources: 

Guest Mentioned: 

Dr. James Doty – Neurosurgeon and compassion researcher; previously featured on the show (link to that episode will be added to the show notes) 

People Referenced: 

Jeff Weiner – Former CEO of LinkedIn, advocate for compassion as a core leadership skill 

Phil Lynch – Former president of Reuters America, whose leadership during 9/11 exemplified compassion in crisis 

The book: https://www.amazon.com/Humane-Leadership-Lead-Radical-Kick-Ass-ebook/dp/B0CWG3PTL4/  

Substack: https://marcelschwantes.substack.com/  

LinkedIn: https://linkedin.com/in/marcelschwantes/    

X: https://x.com/MarcelSchwantes  

YouTube: https://youtube.com/@MarcelSchwantes1  

Instagram: https://instagram.com/marcel.schwantes/  

Dr. James Doty Episode: https://www.marcelschwantes.com/dr-james-doty-the-neuroscience-of-manifestation/  

Episode recap

Vanessa Druskat, social and organizational psychologist and author of The Emotionally Intelligent Team, joined the Love In Action podcast to unpack what truly separates average teams from exceptional ones. Her decades of research reveal that it’s not brilliance at the top or superstar individual contributors that drive sustained performance. The real differentiator is a team’s emotional ecosystem—the shared norms, routines, and habits that create trust, belonging, and collaborative energy. By shaping the everyday habits discussed, leaders can create a culture where people feel safe, energized, and committed—conditions that ultimately drive exceptional performance.

Bio

Vanessa Druskat is an associate professor at the Peter T. Paul College of Business and Economics at the University of New Hampshire. As an internationally recognized leadership and team performance expert, Vanessa Druskat advises leaders and teams at over a dozen Fortune 500 and Fortune Global 500 companies. She is the recipient of multiple research and teaching awards. She is the author of The Emotionally Intelligent Team. 

Quotes: 

• “We spend a lot of time trying to hire the best people or fix people, but we don’t spend enough time asking the collective what it needs to work better together.” 

• “To experience belongingness, a person must feel seen, known, understood, and supported by the entire team. We are wired to perform at our best under these conditions.” 

• “Leaders have the power to change their teams’ cultures and add practices that respect members’ universal human need to belong.” 

Takeaways: 

• Emotionally intelligent teams thrive by creating routines that build trust, psychological safety, and belonging. 

• Successful collaboration is driven by helping team members succeed, improving constantly, and seeking new ideas. 

• Understanding teammates’ unique strengths and personalities is key to engagement and high performance. 

• Addressing unacceptable behavior with caring, actionable feedback strengthens team dynamics. 

• Leaders should assess team needs regularly and set collective norms to foster a culture of continuous improvement. 

Timestamps: 

0:00:02 Introduction & Episode Overview 

0:02:40 Guest Welcome & Background 

0:05:32 Motivations for Studying Teams 

0:07:10 Defining Team Emotional Intelligence 

0:10:40 Team Norms & Three Core Buckets 

0:15:33 Helping One Another Succeed 

0:16:37 Understanding Team Members 

0:18:55 Demonstrating Caring 

0:23:15 Addressing Unacceptable Behavior 

0:29:43 Measuring Team Success 

0:32:11 Groupthink & Decision Making 

0:33:29 Speed Round: Personal Insights 

0:36:26 Hopes for 2026 

0:37:53 Leadership, Love, and Final Advice 

0:40:53 Connecting with Vanessa Druskat 

0:41:41 Closing Remarks 

Conclusion: 

As we wrap up this episode, remember that extraordinary teams aren’t built by perfect individuals—they’re powered by collective trust, curiosity, and care. Let today be your reminder to reach out, understand, and uplift those around you. When we lead with empathy and foster true connection, the results speak for themselves. Here’s to building teams where every voice matters, and collaboration leads the way. 

Links/Resources: 

LinkedIn - https://www.linkedin.com/in/vanessa-druskat/  

Website - https://www.vanessadruskat.com/  

Team EI Survey – https://www.vanessadruskat.com/survey  

Book - https://www.amazon.com/dp/1647824877?tag=bk00010a-20&th=1&psc=1&geniuslink=true  

University of New Hampshire -  https://paulcollege.unh.edu/person/vanessa-druskat  

Show Notes:

• “I see purpose as being the engine that drives meaning”. [15:48] There is no transcendent singular purpose in life, there are many levels, for example, transformative and transactional, like in our work and relationships. Stephen Van Valin, author of  The Search for Meaning at Work, explains how as we make progress toward these purposes, a sense of meaning kicks in, furthering motivation towards the purpose. 
• “How do you become friends with your co-workers when you gotta get stuff done!?” [27:00] Co-Host Robb Holman asks this facetious question when it comes to one of the 11 amplifiers of meaning, a work partner. Steve says creating relationships needs to be purposeful; we need to make connections, whether we’re virtual or in the office. He has some great personal and work questions to get those connections going, like, what gets you stressed at work?
• “Clear goals, hardstop deadlines, and being communicative and recognizing when they happen will set you up for success when you have even bigger challenges the next time.” [33:41] How do you amplify the team? Steve makes the analogy of a work team to a sports team, showing how they rally together and galvanize toward a common goal. The bottom line is doing the job together while having fun and enjoying each other to be unified. 
• “It’s about managers realizing that people wanna please them, and then being able to play that back to people… by really thinking about what difference did it make that will help people feel like they matter in this equation.” [39:53] So many of our listeners are leaders in their organizations, so really tune into the manager amplifier. Steve brings up a popular phrase, ‘catch people doing good’. So many employees want to be noticed, given respect, and appreciated. By catching the good managers, they are perpetuating and continuing that winning behavior. 
• “You can’t just check your soul at the door and come to work for someplace that is not aligned with your values.” [44:55] As Steve says, the spirituality amplifier guides all decisions in our lives. If it's not at least in alignment at work, those with a strong tie to spirituality or faith will be the first to leave. 
• “Step outside yourself as a leader and think about the purpose of those people within your purview  and the purpose they have for their life whether it's transactional, transformational, or even transcendent and then how you can amplify that back to them to help them feel the meaning at work.” [50:43] Challenging you to step outside yourself, Steve explains that by amplifying your employee, co-worker, and team's purposes, you are not only getting a lot done but also creating a sustainable relationship in the workplace. 

Mentioned in this episode: www.amplifymeaning.com The Search for Meaning at Work: Unleashing the Hidden Power of Purpose to Engage and Fulfill Your Workforce Steve Van Valin on LinkedIn Robb Holman Marcel Schwantes

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Show-Notes:

• “We’ve gotten to a state that I see as toxic… it’s an environment where half of Americans have become estranged from someone in their own family over politics… That trickles into the workplace, neighborhoods, buildings and communities.” [12:50] Dr. Peter T. Coleman, author of The Way Out, explains what Political Polarization is. A little polarization, choice, and differing views are healthy and even good for change and progression. BUT we have gone beyond ‘a little polarization’ through media, the internet, and current society; we have gotten completely toxic.
• “The shocks that took place in the 60’s set us off on a path and there hasn’t been a real correction since then.” [21:58] How did we get here? How did we get to such a place of division and polarization? Dr. Coleman brings it back to the 60’s, a time of major shocks from assassinations and anti-government movements. Events like 9/11 or even COVID, which should have united us and brought us together, have further separated and divided us, creating further contention. 
• “We all end up living in these parallel universes where we can believe what they believe, and vice versa.” [23:54] My reality versus your reality— Dr. Coleman calls this ‘American Psychosis’. This is a broken and disillusioned mindset that has occurred due to the isolation, segregation, and extreme polarization characterized by extreme differing political views.
• “So many of us feel powerless because we can't change structures at the government level, we can't change the way the media follows a narrative, or the algorithms in social media.” [38:14] Marcel brings to light the feelings of so many who are stuck and feel miserable with this current division. But how can we make change? How can we nudge forward?
• “We get comfortable in our story, our narrative, our values. You have to push yourself to branch out and get other voices.” [40:30] What’s a step toward the way out of toxic polarization? Dr. Coleman suggests finding three ‘frenemies’, trusted people on the other side, and those with differing points of view. You don’t have to understand or agree, but you need to hear them out and make space for differing perspectives. This helps you break past your limited reality.
• “Can you find somebody…  it might be in your family, it might be at work, or in your community... that you can reach out to and just listen?” [47:53] Among some of the systems used week by week to break through the polarization, Dr. Coleman encourages you to seek out someone you may know who you don’t see eye to eye with. You can end the meeting agreeing to disagree, but take a walk, get out in nature, and just listen. You may find out you have something to learn on both sides!
• “If you can try and get a sense of ‘I can do this... I can try this out...,’ that gives people a sense of hope. It gives people a sense of efficacy that they can actually do something.” [53:00] Dr. Coleman hopes his readers find hope in his book. We all feel miserable, anxious and lost and it’s important to have a sense of hope and possibility.

 Mentioned in this episode: The Way Out Peter T. Coleman (@PeterTColeman1) on Twitter How to Save the U.S. From a Second Civil War | Time Political Courage Challenge Starts With Us Bridging Divides Initiative Marcel Schwantes

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Show Notes:

• “Really what I focus my work on is helping people and helping companies figure out, in the very crowded marketplace, how they can get their best ideas heard.” [8:08] Dorie Clark introduces the inspiration behind her work and her book, The Long Game.
• “During COVID, it’s almost like forget the long term game, everybody’s all of a sudden in reactionary mode. How do we pivot!?” [10:50] Marcel comments on the broad shift in short term versus long term thinking due to COVID-19 and changes necessary from the pandemic shutdown.
• “We’re forced into doing long term thinking if there are specific goals we want to attain.” [14:50] Why is long term thinking so hard? Dorie shares a quote she included in her book as she explains the motivation and pain points surrounding long term thinking. 
• “Why is it that we can’t stop this relentless, short term, crazy busy, ‘FOMO’. ‘I can’t measure myself up to the standards of these celebrities’ that causes a lot of anxiety for me, and unrealistic expectations. We just get busier and busier and busier. So how do we stop this pursuit?” [16:37] Marcel questions why we, as a culture, feel the need to be unrealistically busy.
• “I threw myself into work, as a way of just distracting myself. The way that I think about it is like how they put patients into a medically induced coma so that their bodies can heal, because if they were awake, they just couldn’t take it. So work can be like your medically induced coma.” [21:48] Dorie shares a personal experience as part of her reasoning for throwing herself into work and staying busy, making the comparison to overworking as a “medically induced coma”.
• “All the forces are going to be mitigating against it because it's always more convenient for other people if you say yes to them. So nobody is going to help you with this.” [24:22] It’s easy and sometimes the right thing to say yes often when you’re early in your career. But Dorie stresses that at a pivotal point in your business, you have to start farming the things that are already working and no longer hoping that every small opportunity might turn into something. 
• “So one of the ways that we can really focus on the long term is having a clear, defining North Star.” [27:28] Marcel asks Dorie to elaborate on what it means to find your North Star—the idea of reinventing yourself or instead remaining stagnant.
• “The strength that we have as professionals, and the thing that actually makes us valuable, is understanding that different things, different skills, are called for at different times. And you have to be smart enough to understand when and how to apply those skills. ” [32:00] Dorie explains the 4 career waves in her book: Learning, Creating, Connecting and Reaping.
• “What I think is a valuable thing for us to notice, and to recognize, and to reward is oftentimes in any journey that is a fairly significant one, there is a vast distance between the time when you commit to something and the time you reap the reward for doing it. And in between it is NOT a steady progression.” [41:35] Dorie, in closing, highlights the remarkability of being the kind of person who can preserve under the conditions of long term thinking. She shares about her free self assessment for Long Game Strategic Thinking. 

Mentioned in this episode: Download the free Long Game Strategic Thinking Self-Assessment Dorie Clark Dorie Clark (@dorieclark) on Twitter Dorie Clark on Facebook

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Show Notes:

• “In You, Me, We, what we’re doing is empowering all of us to go first. Instead of asking, “Do I have a best friend at work?" ask the question, "Am I a friend at work?” [14:55] Morag talks about her reframing of the Gallup question, "Do you have a best friend at work?” and puts the emphasis on the individual to ensure friendship at work by BEING a friend. 
• “Being a friend at work does not mean I want to take you home to meet my mother. It means that for this project in this organization, we can work respectfully together to achieve the same result that ultimately means success for all.” [19:19] A lot of people might be turned off by the term “best friend” at work, but it doesn’t have to mean anything outside of work. If your work friendship bleeds into your outside friendship, great, but if not, that’s okay too.
• “When you leave the room or announce you’re moving on to pastures new, is there a collective sigh of relief from your team or a sigh of, I’m gonna miss you?” [22:53] Marcel asks Morag about what an ally is or how one can be a best friend at work. Morag talks about the two parts of knowing if people consider you an ally at work.
• “Give to help make other people better.” [29:59] The first practice of the Ally Mindset is abundance and generosity. How can we give in a way that fits in our priorities to enable you and others to be the best? What’s a great way for a leader to give? Mentorship - just like Marcel’s old boss Bruce.
• “Being able to ask for help, being able to give help and accept it…that only comes when we have human connection.” [34:50] The second practice of the Ally Mindset is Connection and Compassion, in the ebb and flow of colleague needs and struggles, how are you easing their load? Knowing your co-workers' stories and their backgrounds helps you connect to them on a deeper level and not only helps you see their strengths and assets to be used as a team but also the areas in which you can step up and help them. 
• “What have we agreed to do? How are you moving forward? And taking personal accountability?”  [40:55] The last practice of the Ally Mindset is Action and Accountability. The previous ideas are easy to talk about, but putting them into action consistently is where the work comes in. Morag elaborates on this practice as a way to keep accountability sans the dreaded passive aggression. 
• “I’ve learned that bringing my human to work, letting that mask fall down, is the differentiator.” [42:38] How do we lead with practical, actionable, and professional love in the workplace as leaders? Morag presents a challenge to the listeners to LOOK UP, SHOW UP and STEP UP one day, one conversation at a time.
• “We have to come to the table. We have to begin to listen to each other. We have to at least be present with one another to understand someone else’s perspective and show up with our empathy.” [45:35] Marcel echoes Morag’s final thoughts about the divisiveness, not just in the workplace, but  also in the world.

Mentioned in this episode: Ally Mindset™ Profile You, Me, We - SkyeTeam Morag Barrett on  LinkedIn Marcel Schwantes

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Show Notes:

• “The business world wrongly assumes love to be an emotion rather than a behavior or an action that leads to tangible results.” [00:53] Love is not just a fuzzy emotion; when used as a business strategy, it is a powerful agent of change and growth. This is the force behind Love in Action and Marcel’s work to promote leadership practices founded in love. 
• “As the workplace becomes steeped in the digital age, as AI and Chat GPT become ever-present, and as human-like robots and automation begin to change every industry around the world, here’s a reality check: the workplace has changed forever. We are never going back."  [1:45] Regardless of our technological advances, humans are, at our core, designed to connect relationally. Leaders must adapt accordingly and continue to operate with humanity, even in the digital age. 
• “In one study, researchers also found that a culture of love led to higher levels of employee engagement, greater teamwork, and employee satisfaction...  This kind of love in action improves performance and leads to better results for everyone. It is truly the future of work.” [3:30] Marcel announces his new book, The Future of Work is Human, to be released in the fall of 2024. Packed in this book will be six Love in Action principles backed by research and studies just like this one. 

  Mentioned in this episode: Marcel Schwantes

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Show Notes:

• “Harvard Business Review found that half of millennials and 75% of Gen Z’s have quit their job for mental health reasons”. [2:50] Regardless of generation, the mental health epidemic is a huge problem. Robb Holman quotes this study and discusses the impact leaders must have to not only keep these groups from quitting their jobs but also help them thrive and succeed in the workplace. 
• “As leaders and managers, we’ve got to know... We’ve got to have a finger on the pulse of how our people are doing and opening up conversations.” [6:09] Robb talks about how genuine connection happens when leaders open up the highway of communication that release transparency.
• “Our human nature is that we long for connection, and we want to feel connected to our peers, co-workers, and especially our bosses." [8:10] Post COVID we are reeling from the effects of being disconnected in the workplace. Marcel points back to science, and research supports the need for relational aspects at work. 
• “In order to boost the mental health of your employees, you need to take care of yourself first if you’re a leader.” [11:22] How can managers and CEOs lead others if they themselves are dysregulated? Modeling the way to highly engaged, motivated, and emotional wellbeing has to, as Marcel says, start at the top of the hierarchy. 
• “We need to take a 10-minute break to calm down our brain activity.” [17:30] Neuroscience says that when working intensely for 80 to 120 minutes, we need to de-stimulate for about 10 minutes. Marcel recommends that leaders not only practice themselves but encourage employees to do the same. 
• “How do I build a great leadership team to take our company forward?” [21:59] In the Mailbag segment, Robin from Vancouver, Canada, shares how, as her company is growing, leadership problems are arising. Robb and Marcel talk through her challenges. From Robb, he encourages that once she has the right people in the right places to allow voices to be heard and valued. Marcel talks about the importance of modeling organizational values and virtues and finding people or leaders who embodies those values and virtues.

Mentioned in this episode: Robb Holman Marcel Schwantes

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Show Notes:

• “In a deep moment of introspection, I realized [the business failure] wasn’t the market conditions, this wasn’t our customers, this wasn’t our team; this was actually MY fault.” [07:21] When his company, Softway, was just about to go bankrupt, Mohammad sought advice in an unexpected place, football. It is via an interview with Houston’s coach that he discovered the impact of love in a team that could truly transform his leadership and his business. 
• “I asked at a town hall meeting of 100+ employees, if trust had improved between them and I...and only two people raised their hands''. [24:55] A year and a half into his journey of changing his ways, policies, and behavior as a person and a leader, this was a wake up call response. Mohammad, after deep reflection, realized he could not build trust until he sought forgiveness for the leader he once was, and that was when it all shifted. 
• “You might have coworkers who mistreat you, bosses who mistreat you, but you look at all the perks and benefits, and those are just temporary golden handcuffs on your wrists.” [30:20] Take a look at companies with infamously good culture offerings: free food, leisure activities, etc. Are these contributing to a positive culture, or are they, as Mohammad calls them, "golden handcuffs" - benefits and perks that allow employees to overlook toxic workplace habits? 
• “Culture is nothing but the emotional environment of how we feel about one another, how we treat one another, and how we behave with one another." [30:40] Mohammad shares an impactful definition of culture, and it all goes back to the impact your behavior has. If you want to change culture, you must change your behavior, and it starts all the way at the top with the CEO and founder 
• “We realized that the secret sauce was that these 6 behaviors were exhibited by everyone in the company: inclusion, empathy, vulnerability, trust, empowerment, and forgiveness.” [34:20]  Mohammad looked into the success of his company to see what was truly working and making all this success come together after his leadership shift. He wrote in his book,  Love as a Business Strategy, about these six pillars he found in his workplace that work together like the cylinders of a car engine toward harmony and high performance. 
• “As leaders, we have to build self awareness of our own behaviors and understand how we think we are coming across versus how people are actually experiencing us.” [49:33] Mohammad’s journey, at its core, is all about self awareness; he noticed his behavior and how it was impacting his team and his company, and he changed. Many believe toxic leaders can’t change and that it won’t have an impact, but he is proof that the culture and behaviors present in your business will affect the bottom line every time.

Mentioned in this episode: Mohammad Anwar  on LinkedIn Mohammad Anwar on Facebook Mohammad Anwar (@mfanwar) on Instagram Culture+ Softway Solutions Love as a Business Strategy Podcast Marcel Schwantes

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