Coaching for Leaders

Bill George: Discover Your True North

On this episode, we learn how to discover your true north with Bill George, one of America’s most seasoned business leaders. Bill is a senior fellow at Harvard Business School and the former Chairman and CEO of Medtronic, the world’s leading medical technology company. He is the author of several bestselling books including True North*, Authentic Leadership*, and most recently Discover Your True North*.

Quotes

Your life story defines your leadership.

–Bill George

Leadership is your choice, not your title.

–Bill George

Leadership can be lonely, and the only way to overcome that loneliness is to surround yourself with truth tellers and people who care about you.

–Bill George

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Jacqueline Farrington: Executive Coach

On this week’s show, Jacqueline Farrington teaches us how to lead through times of uncertainty and change. Jacqueline works with senior and board-level leaders. She specializes in helping executives create high-impact personal brands and communication strategies, with particular focus on cross-generational and cross-cultural communications.

Key Points

70% of all major organizational changes fail

20% of employees will support your change from the start

Book: First Break all the Rules* by Marcus Buckingham

Quotes

People often have the perception that organizational change is about change management and not change leadership. The distinction is that while they both deliver change, change management is about the processes that we use. Change leadership is about the vision, creating a sense of urgency, and speaking to the hearts and minds of your employees.

—Jaqueline Ferrington

Generally, when an organization introduces change, 20% of employees will support the change. But the rest, 80%, are either fence-sitters or active resisters, and often leaders forget about that.

—Jaqueline Ferrington

Often, leaders look at their change champions, and think, “Ah, I don’t really have to pay attention to these people because they really believe in it, they’re driving it.” But if those people begin to feel ignored or that they aren’t being used to support the change, they can become highly disengaged.

—Jaqueline Ferrington

Leaders often approach change from their perspective, not from their followers’ perspective.

—Jaqueline Ferrington

Recommendations

Book: Your Brain at Work* by David Rock

Book: The Progress Principle* by Teresa Amabile and Steven Kramer

Book: Overcoming Immunity to Change* by Robert Kegan

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Simon Sinek: Start with Why* and Leaders Eat Last*

Questions from Mastermind members:

How do you make these ideas part of the operating culture of the organization? —Mike

I have listened to Simon's book, Why Leaders Eat Last. Simon provided a lot of examples of what he calls the circle of safety. His philosophy and ideas are rational. Does he have data to support that getting buy in on his philosophy is actually good for business by reducing costs or increasing profits? —Chris

Quotes

Companies should not be deciding their purpose or cause based on market research. That’s like a politician deciding what their vision is based on poll numbers.

—Simon Sinek

The first step to becoming that leader we wish we had is to actually want to be the leader.

—Simon Sinek

It’s about all about purpose and creating strong human relationships, and learning your “Why” gives you a massive advantage in decision-making.

—Simon Sinek

Fulfillment comes through service to others. When we make it about ourselves, it never really works. When we make it about others, it really feels amazing.

—Simon Sinek

If your kid has a bad report card, you don’t put him up for adoption, you get him a tutor. If someone has performance issues at the company, you don’t fire them, you coach them.

—Simon Sinek

Leadership is a process, and it requires commitment.

—Simon Sinek

The only way to find out if it will work is to do it.

—Simon Sinek

Leaders are not responsible for the numbers; leaders are responsible for the people responsible for the numbers.

—Simon Sinek

Resources

Book: Start with Why: How Great Leaders Inspire Everyone to Take Action* by Simon Sinek

Book: Leaders Eat Last* by Simon Sinek

TED talk: How great leaders inspire action

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My 2015 Goals

Produce and launch the first Coaching for Leaders product or service. Achieved.

Play 7 songs on the guitar. In progress.

Free 2-3 hours a week of work by delegating significant audio production. Achieved.

Dale Carnegie goal. Not applicable.

Read 15 books, including 1 fiction, 2 on early childhood development, and 2 HBR essentials. In progress.

Strengthen my network and friendships through two significant interactions interactions each week. No.

Attend a copywriting course. Achieved.

Go on a camping trip with our son. Achieved. (I mentioned the Last Child in the Woods* by Richard Louv).

Double the weekly listenership of Coaching for Leaders. In progress.

Final 2015 tally:

4 goals achieved

3 goals in progress

1 missed goal

1 not applicable

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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

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*.

Audio Question from Steve

Steve had a question about how to be a project manager and deal with tough situations while having an introverted personality.

Episode 124: How to Get What You Really Want Out of a Conflict

CFL: How to Restore Productivity When People are Angry

CFL: Make Difficult Conversations Easier by Dave Stachowiak

CFL: 5 Ways to Address a Hostile Audience by Dave Stachowiak

Question from Michelle

I'm rather annoyed with myself this week as I was very harsh to my team member. I have apologized and she accepted my apology. However I'm not happy that it occurred and I need to deal with the cause. I think the cause is to do with the fact that she is older than me and is a different personality type. I find it difficult to believe that she does respect me and so my harsh communication was a result of my suspicion.

It's such a shame because we'd reached an even closer level of communication this week too. We both wanted to work with each other and after my apology she reconfirmed that the reason she wanted to do this job was to work with me.

I think I need to go back to basics with her again and find out again what she needs from me. I also listened again to episode 59, but my problem is almost the opposite to the issues raised. I have another new team member starting soon. If you have any advice, or can recommend another podcast episode…I’d be grateful!

Episode 54: How Authentic Leaders Apologize

Episode 59: Seven Principles for Leading People Older Than You

Book: Leadership and Self-Deception* by Arbinger Institute

Book: The Five Dysfunctions of a Team* by Patrick Lencioni

Question from Hollie

I am full of energy, eager to share and learn. Today I was told by someone I went to for advice that they think that here I can't teach people, that I am presenting myself as if I know everything.

My questions is: how do I deal with situations when you think you are doing things the right way because that is your experience and everything you have learned and it was working, and it is what is being discussed in your podcast but yet not now working?

Episode 143: Accepting Feedback

Episode 149: An Astronaut’s Guide To Life On Earth

Book: The First 90 Days* by Michael D. Watkins

Question from Tim

I work in one of the top five fields were there is a huge demand for skilled laborers but, there is also not much room for advancement. My hope is that in getting an MBA I would be better suited for a higher role. Is my way of thinking off?

Why would anyone hire me as a manager if I have no experience in the sector, even with an MBA? But my hope is that armed with an MBA that somehow someone will see that I’m trying to better myself with continued learning, and give me that chance.

Feedback

Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback

The next Q&A show is Episode 225

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Laura Sicola: Vocal Impact Productions

Quotes

In teaching, your best skill is flexibility.

– Laura Sicola

Most people are painfully oblivious to how they come across when they communicate.

– Laura Sicola

Typically, with somebody that you choose to listen to regularly, there’s something about the way they communicate that both speaks to you in their content, but you also like the sound of their voice.

– Laura Sicola

What I’m trying to help people see is that you already have the entire range of speech styles available to you. They’re already a part of who you are. It’s just a matter of being able to tap into them when necessary.

– Laura Sicola

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Michael Port

Author, Steal the Show*

www.michaelport.com

Reporter: “How can an actor run for president?”

Ronald Reagan: “How can a president not be an actor?”

Michael Port is a NY Times bestselling author of six books including Book Yourself Solid*, The Think Big Manifesto*, and his hot new release, Steal the Show*. He has also been a successful professional actor, guest starring on shows like Sex & The City, Law & Order, Third Watch, All My Children, and in films like The Pelican Brief and Down to Earth. These days, Michael can be seen regularly on MSNBC, CNBC, and PBS as an expert in communication and business development.

A good performance is authentic behavior in a manufactured environment.

–Michael Port

The better prepared you are, the easier it is to be authentic.

–Michael Port

If you have a high stakes situation, and you need your Powerpoint slides to know what’s coming next, you’re not prepared enough.

–Michael Port

Three questions people ask when listening to a speech:

Will this thing work?

Is this something worth my time?

Is this person able to champion this idea?

The five components of great speeches:

A big idea that is relevant to the listeners 

Be very clear on what is being promised in the presentation

Make sure you can demonstrate that you understand the way the world looks to them

Be able to demonstrate the consequences of not adopting the big idea

Work hard to serve the audience

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Beth Buelow: The Introvert Entrepreneur

Beth Buelow, author of The Introvert Entrepreneur*, shows us how to expand into our capacity zone while still using our comfort zone as a home base.

Quotes

When you 'fail,' it’s usually because you were attached to a particular outcome. And when it doesn’t happen that way, it gets labeled a 'failure.'

—Beth Buelow

If you approach your goals with less attachment, you’ll find yourself much better able to see those failures as data, rather than indictments of your character and who you are.

—Beth Buelow

The comfort zone is what makes stepping out into the unknown possible.

—Beth Buelow

Remember to celebrate every time you stretch that capacity zone.

—Beth Buelow

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Kendra Kinnison

kendrakinnison.com

coach.me/kendra

How to Get Yourself Unstuck:

Lead yourself effectively (get your own ducks in a row)

Build your empathy muscle

Don’t let stress derail you

Tiny Habits

When you’re stuck, use the Tiny Habit Approach

Developed by BJ Fogg, a researcher at Stanford

Think about what’s the absolute tiniest step you can take forward, and then commit to taking that step every day

Tiny habits lower mental hurdles so much that our mental resistance doesn’t kick in.

-Kendra Kinnison

Think About a Restarting Strategy

More often than not, it’s the good things that throw us off.

-Kendra Kinnison

I see restarting as just as natural a skill as continuing a routine.

-Kendra Kinnison

Resources:

App: Gratitude Journal*

App: Coach.me*

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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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*.

Question from Willian

I have been working at the same area (Customer Service) for 2 years and 9 months. I really like my job and I have a better performance comparing with my coworkers who are older than me. How do you see the integration between people from different generations at work? How can I improve my influence with people more experienced than I? Is there any tip for people like me who need to contact professionals from different cultures at work?

“The counts of the indictment are luxury, bad manners, contempt for authority, disrespect to elders, and a love for chatter in place of exercise. Children began to be the tyrants, not the slaves, of their households. They no longer rose from their seats when an elder entered the room; they contradicted their parents, chattered before company, gobbled up the dainties at table, and committed various offenses against Hellenic tastes.” -Kenneth John Freeman

Influence: The Psychology of Persuasion by Robert Cialdini*

How to Win Friends and Influence People by Dale Carnegie*

Episode 59: Seven Principles for Leading People Older Than You

Episode 158: How to Lead the Millennials

Jack Welch on reverse mentoring

Millennials Who Manage by Chip Espinoza*

Question from Tammy

I can see how alerting the group to bad news before the meeting could be good, but if they have time to stew over it won't they be even more resistant to the idea when they come to the meeting?

I am in a position where I am having to get a group of people to do something that they do not want to do and do not see value in. How do I get buy in? I am passionate about it but my group is very resistant and will not listen to my ideas without the whole meeting turning in to an argument instead of a productive meeting.

5 Ways To Address A Hostile Audience

Question from Andrew

I am a university admissions counsellor, which means I work with students from their initial contact/application all the way through to seeing them registered in their program. It’s essentially a sales job (targets, travel, and lots of phone calls, emails and presentations). It turns out I am very good at my job and I have not yet failed to meet my goals.

It is however a very cyclical job and I’m just starting my third cycle. The problem is, I’m getting pretty bored answering the same questions over and over again. I suspect my introverted and ADD personality are culprits in this. Do you have any suggestions on how to stay fresh and engaged with prospects when handling lots of repetitive tasks?

Question from Sylvia

I have recently been promoted. I would appreciate your input what I should use for presentations. I would like to be creative and innovative in my presentations. Please let me know what you believe is the best product to accomplish my goal(s).

She also wants to know more about interactive technology.

slide:ology by Nancy Duarte*

Presentation Zen by Garr Reynolds*

Poll Everywhere

Haiku Deck

Question from Katie

I am currently working with my leadership team to identify areas where we can work to develop our team members (mostly hourly employees who do a lot of processing). Critical thinking is an area that has come up. I am wondering if either of you have any advice and or can point me to your archive for some tips on critical thinking skills and how to develop them.

Second email:

For this particular situation, I have a group of team members that are hourly and they are more “repetitive process” oriented in their day-to-day activities. But, we want them to stretch and grow. Specifically, we are looking for them to use more analytical skills in the their work and to question repetitive processes that may not add value. Additionally, we are looking for people to make better decisions both individually and as a team, to anticipate the needs of their customers and to always be willing to help others solve problems and do their best work.

Ultimately, I want a team of people that do not simply follow orders, but work together to improve their skills and benefit the company. We are dealing with some team members that are highly tenured and have done things a certain way for a long time, so change is difficult. I am looking for tools and resources that will enable me to help them think differently (and go outside the box).

Analyzing Performance Problems by Robert F. Mager & Peter Pipe*

Tesla Autopilot Video

Episode 37 of Teaching in Higher Ed podcast: Developing Critical Thinking Skills

The Look & Sound and Leadership podcast

Feedback

Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback

The next Q&A show is episode 221

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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.