Coaching for Leaders

Ari Weinzweig: A Lapsed Anarchist’s Approach to The Power of Beliefs in Business

In 1982, Ari, along with his partner Paul Saginaw, founded Zingerman’s Delicatessen with a $20,000 bank loan, a Russian History degree from the University of Michigan, 4 years of experience washing dishes, cooking, and managing in restaurant kitchens and chutzpah from his hometown of Chicago. Today, Zingerman’s Delicatessen is a nationally renowned food icon and the Zingerman’s Community of Businesses has grown to 10 businesses with over 750 employees and over $55 million in annual revenue.

Besides being the Co-Founding Partner and being actively engaged in some aspect of the day-to-day operations and governance of nearly every business in the Zingerman’s Community, Ari is also a prolific writer. His most recent publications are the first 4 of his 6 book series Zingerman’s Guide to Good Leading, including A Lapsed Anarchist’s Approach to The Power of Beliefs in Business.

In this conversation, Ari and I explore how the power of our beliefs show up in virtually every one of our daily actions. We examine how to begin looking at what isn’t working and how to start examining our beliefs. When those beliefs aren’t working, Ari shares several, critical steps we can take to begin to change our thinking.

Key Points

Our beliefs, many of which we may not be consciously aware of, are often calling the shots in our daily actions and behaviors.

Start examining a belief by picking a current problem to address.

Listen carefully to your internal voices to identify the language showing up. Notice places especially where you frame things as facts, certitudes, thoughts, theories, norms, shoulds, and should nots.

Examine how you came to the beliefs that you uncover. Then, confront your cannons.

Change now, find facts later. Most people do that the opposite way.

Resources Mentioned

A Lapsed Anarchist's Approach to the Power of Beliefs in Business by Ari Weinzweig

Humility: A Humble, Anarchistic Inquiry by Ari Weinzweig

Schein On, You Crazy Diamond by Ari Weinzweig

Interview Notes

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Related Episodes

The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363)

How to Help People Engage in Growth, with Whitney Johnson (episode 576)

Help People Show Up as Themselves, with Frederic Laloux (episode 580)

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Ruth Gotian: The Success Factor

Ruth Gotian has been hailed by the journal Nature and Columbia University as an expert in mentorship and leadership development. Recently, she was named as the #1 emerging management thinker in the world by Thinkers50. She was a semi-finalist for the Forbes 50 Over 50 list and has coached and mentored hundreds of people throughout her career.

In addition to being published in academic journals, she is a contributor to Forbes and Psychology Today, where she writes about optimizing success. She is the Chief Learning Officer in Anesthesiology and former Assistant Dean of Mentoring and Executive Director of the Mentoring Academy at Weill Cornell Medicine, where she is a faculty member. She is the author of The Success Factor: Developing the Mindset and Skillset for Peak Business Performance*.

In this conversation, Ruth and I explore her research on how high achievers build their networks — and also what works for us both in our personal practices. We discuss several tactics that most leaders can use to strengthen existing networks. Plus, we examine the mindsets that tend to lead to success in professional relationships, in spite of busy schedules.

Key Points

High achievers are always seeking perspective, insight, and inspiration from people in many different career stages and disciplines.

Use the 24/7/30 rule when making new connections. Reach out within 24 hours, again in 7 days, and also at 30 days.

Almost always there is a way you can add value to another person, even if they are at the top of professional game. Find that way to help.

When you create content on social media, you emerge as one of the 1% of professionals who choose to do this.

Give without expectation of anything in return.

Resources Mentioned

The Success Factor: Developing the Mindset and Skillset for Peak Business Performance* by Ruth Gotian

How Do You Find a Decent Mentor When You’re Stuck at Home? by Ruth Gotian

Networking for Introverted Scientists by Ruth Gotian

Conversation Starters by Ruth Gotian

Related Episodes

The Power of Weak Connections, with David Burkus (episode 347)

How to Strengthen Your Network, with Marissa King (episode 425)

How to Get Noticed on LinkedIn, with Stephen Hart (episode 495)

How to Lead and Retain High Performers, with Ruth Gotian (episode 567)

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Marshall Goldsmith: The Earned Life

Marshall Goldsmith is one of the world’s leading executive coaches and the New York Times bestselling author of many books, including What Got You Here Won’t Get You There, Mojo, and Triggers. In his coaching practice, he has advised more than 150 major CEOs and their management teams, including clients like Alan Mulally, Frances Hesselbein, and Hubert Joly. His newest book is The Earned Life: Lose Regret, Choose Fulfillment*.

We’ve all heard about the benefits of empathy and most of us assume that more empathy for the people we lead is always better. In this conversation, Marshall and I look at the different types of empathy and explore the downsides of leaning into empathy too much. Plus, we discuss how singular empathy can help busy leaders stay present in the midst of their busy schedules.

Key Points

There are multiple types of empathy — and each of them bring challenges along with their positive attributes.

We often hit the reset button successfully at work, but then neglect it in our personal relationships.

Singular empathy helps us to stay present with people and to move between the multiple spaces and situations that most leaders find themselves in daily.

A key question for us all to ask ourselves: am I being the person I want to be right now?

Resources Mentioned

The Earned Life: Lose Regret, Choose Fulfillment* by Marshall Goldsmith

Interview Notes

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Related Episodes

The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284)

Getting Better at Empathy, with Daniel Goleman (episode 391)

The Way to Be More Self-Aware, with Tasha Eurich (episode 442)

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Ruchika Tulshyan: Inclusion on Purpose

Ruchika Tulshyan is the founder of Candour, a global inclusion strategy firm. She is a regular contributor to The New York Times and Harvard Business Review. As a keynote speaker, Ruchika has addressed organizations like NASA, Bill & Melinda Gates Foundation, and the United States Congress.

Ruchika is the author of The Diversity Advantage: Fixing Gender Inequality in the Workplace, and most recently, Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work*. She is on the Thinkers50 Radar list and named as one of Hive Learning's Most Influential D&I Professionals for the past two years.

In this conversation, Ruchika and I discuss how leaders can adapt their hiring practices to attract more diverse candidates — and ultimately support inclusion inside their organizations. We discuss the importance of what to both include and avoid in job postings. Plus, we examine how well-intended interview practices can sometimes have unintended results on supporting diversity and inclusion.

Key Points

Make the hiring process transparent from start to finish.

Include an authentic equal opportunity statement.

Refrain from using certain words in job listings. Examples include: rockstar, ninja, hacker, guru, manage, build, aggressive, fearless, independent, analytic, and assertive.

Emphasize skills and experience over professional degrees.

Avoid panel interviews and refrain from asking questions or having conversations about culture fit.

Resources Mentioned

Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work* by Ruchika Tulshyan

Interview Notes

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Related Episodes

How to Get the Ideal Team Player, with Patrick Lencioni (episode 301)

How to Be More Inclusive, with Stefanie Johnson (episode 508)

Start Finding Overlooked Talent, with Johnny Taylor, Jr. (episode 544)

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David Gergen: Hearts Touched With Fire

David Gergen has served as a White House adviser to four US presidents of both political parties: Richard Nixon, Gerald Ford, Ronald Reagan, and Bill Clinton. He then served as the editor of US News & World Report. For the past two decades, he has served as a professor of public service and founding director of the Center for Public Leadership at the Harvard Kennedy School.

David is also a senior political analyst for CNN, where he is a respected voice in national and international affairs. He is the author of Hearts Touched with Fire: How Great Leaders Are Made*.

In this conversation, David and I discuss his years working in the White House for four different presidents. We explore what worked for David to be able to support a powerful person in being the best version of themselves. Plus, we discuss how to speak truth to power, the strategy of playing to strengths, and the critical importance of staying aligned with the big picture.

Key Points

Speaking up means you ensure that your manager has considered alternate perspectives.

Be aware of your own shortcomings so you do not bias your own advice.

You made need to help a manager overcome their own challenges. Help them play to their strengths.

Beware of managing up with arrogance. Instead, create zones and pathways that can help a manager make tough calls.

Making a suggestion in a short note can be one way to open up a tough conversation.

Keep the bigger, nobler motive in mind at all times. Advocate for that larger vision.

Resources Mentioned

Hearts Touched with Fire: How Great Leaders Are Made* by David Gergen

The Bin Laden Raid: Inside the Situation Room Photo

Interview Notes

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Related Episodes

How to Start Managing Up, with Tom Henschel (episode 433)

Leadership in the Midst of Chaos, with Jim Mattis (episode 440)

How to be Diplomatic, with Susan Rice (episode 456)

Your Leadership Motive, with Patrick Lencioni (episode 505)

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Dave Stachowiak: Coaching for Leaders

The podcast is taking a few weeks pause here in July, with new episodes returning on August 1st. In the meantime, here’s a few past episodes I’d recommended, if you want to keep your listening going:

Recommended Episodes

How to Ask Better Questions, with David Marquet (episode 454)

How to Find Confidence in Conflict, with Kwame Christian (episode 380)

The Choice for Compassion, with Edith Eger (episode 336)

Next Academy Application Opening

The Coaching for Leaders Academy will open in early September for one final time in 2022 for new applications. To receive an early alert when applications are available, submit your information on the Academy page.

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Bonni Stachowiak: Teaching in Higher Ed

Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*.

Listener Questions

Margaret is wondering what resources we’d recommend for her team to identify different communication styles.

Jeff asked us what steps we might take to help someone increase their confidence.

Christopher mentioned a prior episode and is seeking our advice on what to do when challenging authority is ignored.

Resources Mentioned

GO Team Resources by Susan Gerke and David Hutchens

Creative Acts for Curious People* by Sarah Stein Greenberg

Emergent Strategy* by adrienne maree brown

StrengthsFinder

Dignity: Its Essential Role in Resolving Conflict* by Donna Hicks

Related Episodes

How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293)

How to Lead an Offsite, with Tom Henschel (episode 377)

End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556)

The Way to Make Struggles More Productive, with Sarah Stein Greenberg (episode 569)

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Eric Pliner: Difficult Decisions

Eric Pliner is chief executive officer of YSC Consulting. He has designed and implemented leadership strategy in partnership with some of the world’s best-known CEOs and organizations. Eric’s writing has been featured in Harvard Business Review, Fortune, Forbes, and Fast Company.

A member of the Dramatists’ Guild of America, Eric is co-author of the U.S. National Standards for Health Education and Spooky Dog & the Teen-Age Gang Mysteries (with Amy Rhodes), an Off-Broadway theatrical parody of television cartoons for adults. He is a board director with Hip Hop Public Health. He is also the author of Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy*.

In this conversation, Eric and I discuss the difficult and sometimes awkward moments when we engage other stakeholders in our decisions. We explore the language to use when discussing a stakeholder’s role in a decision. Plus, Eric details how to establish clear expectations about involvement in decisions to avoid sending messages that we otherwise don’t intend.

Key Points

Clarify who you will engage and how you intend to do so.

Before discussing a decision with a stakeholder, explain how the decision is going to be made. Make it clear if you’re offering them a view, a voice, a vote, or a veto.

Standardize your individual and team processes for decision-making.

Ask the stakeholder for input — and go deeper with a second or third question to appreciate what’s behind what they’ve said.

Remind stakeholders how the decision will be made when you conclude. Don’t underestimated the importance of this step.

Interview Notes

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Related Episodes

How to Influence Many Stakeholders, with Andy Kaufman (episode 240)

How to Deal with Opponents and Adversaries, with Peter Block (episode 328)

The Way to Make Better Decisions, with Annie Duke (episode 499)

Handling a Difficult Stakeholder, with Nick Timiraos (episode 581)

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Scott Keller: CEO Excellence

Scott is a senior partner in McKinsey’s Southern California office. He co-leads the firm’s global CEO Excellence service line and is the author of six books, including the bestseller Beyond Performance. Scott spent his early consulting years working on business strategy and operational topics until his life was turned upside down when his second child was born with profound special needs.

After taking time off to attend to his family, Scott returned to McKinsey with the desire to bring the best of psychology, social science, and the study of human potential into the workplace. He is a cofounder of Digital Divide Data and one of a few hundred people in history known to have traveled to every country in the world. His most recent book written with Carolyn Dewar and Vikram Malhotra is titled CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest*.

In this conversation, Scott and I examine McKinsey’s research on what the top CEOs do (and avoid) when building great teams. We look at a few of the key mindsets that the best CEOs bring to their organizations — and how teamwork plays into this. Plus, we explore some of the key questions top leaders should ask when determining if it’s time to exit someone from the team.

Key Points

Top leaders staff for both aptitude and attitude. The have an eye to both the short and long term.

The most successful CEOs have a mindset of “first team” and expect leaders in the organization to prioritize serving the whole team/organization over any functional area.

New CEOs are often known for acting quickly on staffing, but the most successful leaders also temper this with fairness. They use the four questions below to act with both fairness and speed.

Top leaders stay connected with people throughout the organization, but also keep some distance. There’s a key distinction between being friendly and making friends.

The best CEO’s ensure that they have positively addressed all four questions below before removing somebody:

Does the team member know exactly what’s expected of them: i.e., what the agenda is and what jobs need to be done to drive that agenda?

Have they been given the needed tools and resources, and a chance to build the necessary skills and confidence to use them effectively?

Are they surrounded by others (including the CEO) who are aligned on a common direction and who display the desired mindsets and behaviors?

Is it clear what the consequences are if they don’t get on board and deliver?

Resources Mentioned

CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest* by Carolyn Dewar, Scott Keller, and Vikram Malhotra

The Hidden Life of Trees: What They Feel, How They Communicate - Discoveries from a Secret World* by Peter Wohlleben

Interview Notes

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Related Episodes

How to Create Team Guidelines, with Susan Gerke (episode 192)

How to Sell Your Vision, with Michael Hyatt (episode 482)

Your Leadership Motive, with Patrick Lencioni (episode 505)

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Susan MacKenty Brady: Arrive and Thrive

Susan MacKenty Brady is the Deloitte Ellen Gabriel Chair for Women and Leadership at Simmons University and the first Chief Executive Officer of The Simmons University Institute for Inclusive Leadership. As a relationship expert, leadership wellbeing coach, author, and speaker, Susan educates leaders and executives globally on fostering self-awareness for optimal leadership.

Susan advises executive teams on how to work together effectively and create inclusion and gender parity in organizations. She is the coauthor, along with Janet Foutty and Lynn Perry Wooten, of The Wall Street Journal bestselling book, Arrive and Thrive: 7 Impactful Practices for Women Navigating Leadership*.

In this conversation, Susan and I discuss the reality that while we may intend well on inclusion, real change starts with us first. We explore how implicit bias assessments can be useful in discovering where they bias is that we don’t see in ourselves. Plus, we examine some of the key actions we can take on relationship building and repair in order to get better.

Key Points

Most of us intend well, but we often miss the opportunity to move from being an ally (alignment) to being an upstander (taking action in the moment).

Utilizing an assessment can help us understand where our implicit biases diverge from our conscious thoughts.

Curiosity and relationship-building isn’t just for the moment — it’s the before, during, and after of conversations to discover how we get better.

When we make a misstep, move quickly and purposefully to repair the relationship.

Resources Mentioned

Arrive and Thrive: 7 Impactful Practices for Women Navigating Leadership* by Susan MacKenty Brady, Janet Foutty, and Lynn Perry Wooten

The Inclusive Leader's Playbook by Susan MacKenty Brady, Elisa van Dam, and Loe Lee

Project Implicit: Implicit Association Tests

Interview Notes

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Related Episodes

What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398)

How to Build Psychological Safety, with Amy Edmondson (episode 404)

How to Be More Inclusive, with Stefanie Johnson (episode 508)

How to Reduce Bias in Feedback, with Therese Huston (episode 510)

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