On the Leader Fluent Podcast, we’re in a series on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. The book is now available on Amazon, Kindle, and other retailers. On today’s episode, you’ll get a taste of my chapter on, “How to Coach Others.” Be sure to order Insanely Practical Leadership today, and check out the Masterclass as well as the bonus content that goes with the book HERE.

In his book, Aspire, Kevin Hall provides some insightful backstory on the origin of the word coach. A village named “Kocs” in old Hungary produced horse drawn vehicles used to comfortably transport royalty between Budapest and Vienna. These carriages became known as “coaches,” borrowing their name from the township where they were designed. And their comfortable design made travel across the bumpy roads in fifteenth century Europe more bearable.

Over time, the term “coach” was applied to other modes of transportation such as the stagecoach, railway coach, and motorcoach. But I love something Kevin Hall observed about the word coach. He said “However far-reaching and prevalent the word has become since the first coach rolled out of production in Kocs, the meaning has not changed. A ‘coach’ remains something, or someone, who carries a valued person from where they are to where they want to be.” 

We’re used to seeing coaches in the arena of sports. But the truth is, leaders need coaches too. And not only do we need coaches, but we need to practice the skill of coaching when we’re investing in others. 

So, what does a leadership coach do? At the risk of sounding simplistic, I want to provide an insanely practical framework to help you develop your coaching skills. I call it AIM…A-I-M. Good leadership coaches take AIM at the potential in people. Simply put, they coach leaders toward Assessment, Insight, and Movement. 

You can’t help someone remove barriers, increase their leadership capacity, or grow their organizational effectiveness unless you first assess where they are and what they need. After all, without assessment, you’ll risk prescribing solutions to problems that don’t exist.

First, Ask Questions. Coaching usually begins with some casual conversation. A simple question like, “How’s it going?” or “What’s new since we last talked?” is a great way to start. Your goal is to build rapport and express a genuine interest in them. Then, once you connect, shift the conversation by saying, “What do you hope to gain from our time together?” In other words, you want to identify their goal for the coaching conversation. 

The second way to practice Assessment is to Administer an Assessment Tool. For example, if the person you’re coaching wants to leverage their strengths for greater organizational impact, administer a tool like CliftonStrengths. If they want to improve their leadership skills, you might administer the Leadership Practices Inventory by James Kouzes and Barry Posner. Good assessment tools provide a base line for the coaching conversation.

As you practice assessment, your goal is two-fold: you want to connect with the individual, and you want to clarify their needs, struggles, and goals. 

Insight is where the person you’re coaching discovers perspective, wisdom, and ideas to take measurable steps forward in their leadership journey. This is where the majority of your coaching conversation will happen. And it’s where the person you’re coaching will discover answers to their biggest challenges. As a coach, you can facilitate this discovery process with two strategies.

First, pull the insight out of the person you’re coaching by asking good questions. For example, if a team member shares a specific struggle with you, you might ask, “How have you dealt with this struggle in the past?” or “What options do you have to move forward?” If they’re trying to get clear about a vision for the future, you might ask, “What have you been dreaming about lately?” or “What do you think is possible in the next 12 months?” And if they’re frustrated with a co-worker, ask, “Can you boil this frustration down to one or two sentences?” or “Have you talked to them about it?” or “What have you found to be the best way to approach them?”

As they answer your questions, dig deeper by asking them to tell you more. Every question puts you one step closer to pulling the solution out of the person you’re coaching. This is important because if they come up with the solution, they’re much more likely to own it.

The second way to gain insight is to pour into the person you’re coaching. Now, in these moments, you’ll temporarily remove your coaching hat and put on a mentoring hat. Coaches pull out, but mentors pour in. When you put the mentoring hat on, you’ll share a thought, an insight, an idea, or a perspective to help them get unstuck and move forward. 

Author and coaching expert Terry Walling refers to this method as “Breakthru Coaching.” He says, “Breakthrough results from the timely combination of coaching and mentoring.” He goes on to say, “The coach’s role is to facilitate discovery in the leader’s life. At strategic moments in the conversation, coaches need to dispense key leadership development insights to help facilitate the breakthrough that a leader is seeking.” 

This mixture of pulling out and pouring in will help the people you’re coaching discover the insights to improve and advance. And that brings us to the final coaching key. 

Your goal isn’t just to help the person you’re coaching come up with great ideas or fresh insights. You want them to chart a pathway to progress and take their first steps. Movement happens with two keys.

First, Identify Action Steps. You can do this by asking, “What do you think is the first step you should take between now and the next time we meet?” Or you might say, “You’ve offered some great insights in our time together. What action step do you want to tackle first?” The key is to ensure the action step is achievable before your next meeting. And if it’s not, help them break their goal into bite-sized steps that can be reached in a reasonable amount of time.

The second way to create movement is to Give Permission and Encouragement. A common roadblock people experience in the coaching process is a lack of confidence. That’s why good coaches give them permission to act. To be clear, they don’t technically need your permission to move forward. However, when they’re struggling with self-doubt, uncertainty, or imposter syndrome, a permission-giving statement can make all the difference. 

For example, you’ll bolster their confidence when you say, “You’ve got this inside of you. You can do this. I believe in you.” When they know you believe in them, it helps them believe in themselves. You can also speak words of encouragement by affirming their efforts, celebrating their progress, and encouraging them to keep going. 

As Mother Teresa once said, “Kind words can be short and easy to speak, but their echoes are endless.” Your words of encouragement are the endless echoes that keep people moving after they leave the coaching session. 

So, there you have it—a simple way to develop coaching skills to help others succeed. Take AIM at a leader’s potential by coaching them toward Assessment, Insight, and Movement. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. You can also order the book on Amazon, Kindle, and other retailers.

Would you do me a favor and leave a rating or review on Amazon. It really makes a difference and helps get the word out.

On the Leader Fluent Podcast, we’re in a series on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. The book is now available on Amazon, Kindle, and other retailers. On today’s episode, you’ll get a taste of my chapter on, “How to Lead Through Conflict.” Be sure to order Insanely Practical Leadership today, and check out the Masterclass as well as the bonus content that goes with the book HERE.

In the session on, “How to Lead People,” I recounted the story of Sir Ernest Shackleton and his astonishing Antarctic journey. But what I didn’t tell you was how critical Captain Frank Worsley was to the expedition.

This was especially true when Shackleton assembled a small crew in a lifeboat for the journey to South Georgia. South Georgia was only 25 miles at its widest point, and 850 miles away. Finding this needle in the haystack of a vast ocean without Worsley’s navigation skills would be near impossible. 

So, the Captain gathered his navigational tools and tables, and then, despite the severity of the winds and the enormity of the waves, the crew set sail. 

After three barbaric days, Captain Worsley was finally able to use his sextant to get a rare glimpse of sun to determine how much progress they had made. In fact, in the span of 16 days, the captain got only four shadowy sightings of the sun. 

But thankfully, his ability for dead reckoning gave him the instincts to know his position, even without the help of navigational aids. And finally, on May 10, 1916, they reached South Georgia. 

The journey from Elephant Island to South Georgia is considered one of the most heroic ocean voyages of all time, and Captain Worsley’s navigation skills were indispensable to their success. So, why am I revisiting the story of Endurance and Captain Worsley’s extraordinary navigational skills? Because they powerfully resemble the navigational challenges you’ll face when you lead through conflict.

When you’re navigating conflict, it’s difficult to read what the parties in the conflict think, want, or expect. Opposition looms large like a giant iceberg, and unseen motives act like the undercurrent of an ocean, quickly changing the course of your direction. One wrong word, one mishap, one lapse in judgment can sink your efforts to resolve conflict and find a way forward. And here’s the harsh reality: If you can’t navigate conflict, you won’t be a successful leader. 

That sounds blunt—perhaps even unreasonable—but it’s true. Conflict is inevitable in leadership, and your ability to steer through it will determine how far you go. 

Here’s another sobering truth: how you deal with conflict reveals the level of your maturity. Let that sink in. The way in which you handle conflict provides an unfiltered view of your spiritual, emotional, and relational maturity. 

So, where do we begin? Effective conflict resolution requires six ingredients. 

Trust doesn’t just play a role in conflict-resolution, it plays the central role. In other words, trust is the starting place and the driving force behind resolving conflict. 

To cultivate trust, begin with the right posture. In Matthew 5, Jesus said that if you come to your place of worship and realize you have a grudge against someone, you should, “leave immediately, go to this friend and make things right.”

In other words, Jesus doesn’t permit us to stew with anger or blast people on social media. Instead, He tells us to address conflict quickly, privately, and restoratively. He said, “Leave immediately”—that’s addressing conflict quickly. Then he said, “go to this friend,”—that’s addressing conflict privately. And finally he said, “make things right”—that’s addressing conflict restoratively. 

Most people only address conflict in two scenarios: when it’s easy to resolve or too big to ignore. When conflict falls somewhere in the middle—when it’s not easy to resolve but it hasn’t turned into a full-blown crisis—we ignore the conflict or delay our response to it. 

In general, there are two good times to resolve conflict. First, deal with conflict quickly. In Ephesians 4, the apostle Paul said, “And ‘don’t sin by letting anger control you.’ Don’t let the sun go down while you are still angry, for anger gives a foothold to the devil.” Second, deal with conflict calmly. If you’re raging mad, take a few minutes—or even a few days—to cool down before you address the conflict. Carefully choose your timing to resolve conflict.

You can’t resolve conflict unless you clarify what’s causing it. That’s why I try to live by a simple rule of relationships: Ask questions before jumping to conclusions. Good questions and clarifying statements help you increase your understanding of the tension. For example, you might say:

Again, your goal is to create understanding without making accusations. 

When you’re addressing conflict, don’t talk around the issue; speak directly to it. This is difficult, but half-truths and outright lies will only damage trust and prolong the conflict. So, to communicate truth, keep in mind the ABC’s: 

A – Articulate the Facts 

B – Balance Candor and Care 

C – Cultivate Dialogue 

When you can candidly articulate the facts, in a caring way, while cultivating dialogue rather than a monologue, you’re on the road to healing. Whatever you do, don’t use truth as a weapon to prove a point, get your way, or crush the other person. Furthermore, do your best to avoid exaggerations or play the blame game.

Two remarkable attributes of Jesus are grace and truth. Simply put, Jesus spoke truth in the tone of grace. 

We’ve already talked about communicating truth, but that truth must be spoken with grace. If your tone is one of correction, you’ll put others down. But if your tone is one of connection, you’ll lift others up. 

And think about it…which leader do you respect the most? The one who corrects you downward or coaches you upward? The answer is obvious. The tone of connection will always outpace the tone of correction. In fact, connection alleviates conflict while correction always amplifies it.

Just because you experience conflict with somebody doesn’t mean they’re your enemy. It usually means there’s a misunderstanding that requires an honest conversation. 

If you’ll have the honest conversation, collaboration toward a better future becomes possible. And when you have that conversation, focus on what unites you, make room for both parties to win, and identify clear next steps. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. You can also order the book on Amazon, Kindle, and other retailers.

Would you do me a favor and leave a rating or review at Amazon. Your support means the world and makes a difference.

On the Leader Fluent Podcast, we’re in a series on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. The book is now available on Amazon, Kindle, and other retailers. On today’s episode, you’ll get a taste of my chapter on, “How to Communicate with Others.” Be sure to order Insanely Practical Leadership today, and check out the Masterclass as well as the bonus content that goes with the book HERE.

On January 28, 1986, just 73 second after lifting off from Cape Canaveral, the space shuttle Challenger exploded above the Atlantic Ocean. The 6-day mission abruptly ended, killing seven crew members—including Christa McAuliffe, a middle school teacher from New Hampshire. 

As a result of the disaster, President Ronald Reagan established a commission chaired by former Secretary of state William P. Rogers. What came to be known as the Rogers Commission Report identified the cause of the explosion: an O-ring seal had failed.

But it turns out, the failure was much deeper. In addition to an equipment failure, the report revealed organizational communication failures. In fact, the night before the launch, Bob Ebeling and four other engineers from Morton Thiokol raised concerns about the forecast temperatures and the impact they could have on the O-rings. 

Alarmed over the risk, they recommended the launch be grounded if the temperature fell below 53 degrees. But senior management overruled the recommendation. That night Bob Ebeling told his wife Darlene, “It’s going to blow up.” And the next day, it did.

In an interview 30 years later, Ebeling said, “I was one of the few that was really close to the situation. Had they listened to me and wait[ed] for a weather change, it might have been a completely different outcome.” The Rogers Commission Report stated that “failures in communication” and “selective listening” resulted in the decision to launch. As a result, seven innocent lives were lost. 

In most cases, poor communication isn’t a matter of life and death. And yet, it is. Why do I say that? Because in Proverbs 18:21, King Solomon said, “Words kill, words give life; they’re either poison or fruit—you choose.”

So, as a leader, how do you effectively communicate with others? I believe it requires six essential communication skills. 

Proverbs 10:11 says, “The words of the godly are a life-giving fountain; the words of the wicked conceal violent intentions.” So, what does a life-giving fountain sound like? The substance of your words must pass three tests to be life-giving.

First, are your words truthful? Ephesians 4:15 says, “speak the truth in love.” Second, are your words wise? While truthful words are facts, wise words are discerning and full of perspective. King Solomon said, “Some people make cutting remarks, but the words of the wise bring healing” (Proverbs 12:18). And third, are your words helpful? The apostle Paul said, “Say only what helps, each word a gift” (Ephesians 4:29, MSG). 

Mark Twain once said, “The difference between the right word and the almost right word is the difference between lightning and the lightning bug.” If people can’t understand what you’re saying, then everything you say will undermine your credibility. That’s why clear speech is marked by three qualities: clarity, conciseness, and pace. 

First, clear speech is obviously clear. If it lacks clarity, it will create frustration and confusion for the people who hear you. Second clear speech is concise. When we ramble on and on about a topic, it becomes an emotional drain on our hearers. And finally, clear speech is spoken at the right pace. The average pace for a conversation is 150 words per minute. If your pace is too quick, people won’t follow what you have to say, and if it’s too slow, people will disengage. 

As a leader, you can communicate in a positive tone or a negative tone, an open tone or a defensive tone, a hopeful tone or a depressive tone. But whatever tone you choose will set the overall temperature for your team.

King Solomon offered some good tone-setting wisdom in Proverbs 15:1 when he said, “A gentle answer deflects anger, but harsh words make tempers flare.” So, whatever you do, be sure to choose a positive a tone.

Asking thoughtful questions invites others into the conversation. It helps you connect, invites feedback, and builds a bridge to active listening. And when you combine curiosity with your questions, you don’t just hear what others say, but you understand the heart behind the matter. Curiosity digs beneath the surface and helps you shift from being interesting to being interested.

Proverbs 18:2 says it like this: “Fools have no interest in understanding; they only want to air their own opinions.” Leading and listening are two different skills, but leading without listening will significantly handicap your leadership. So, if you want to avoid the path of the fool, practice active listening. Be interested without interrupting, and engage in the conversation with a listening posture.

In addition, to be an active listener, watch your body language, and pay attention to your eyes, facial expressions, and posture. Does your body language say, “I’m engaged” or “I’m bored”? Do you lean in with curiosity or are you distracted by what’s happening around you? 

When our response is controlled, it’s a source of life. But when our response is uncontrolled, it unleashes devastation. That’s why it’s wise to heed the Apostle Paul’s instructions in Ephesians 4:2. He said, “Always be humble and gentle.”

Being a gentle leader might sound weak and wimpy, but the word “gentle” actually means power under control. A gentle response isn’t dependent on having power, but whether power has you. 

Each key plays an important role in communication, and each key helps you make healthy connections with others.

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. You can also order the book on Amazon, Kindle, and other retailers.

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated

On the Leader Fluent Podcast, we’re in a series on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. The book is now available on Amazon, Kindle, and other retailers. On today’s episode, you’ll get a taste of my chapter on, “How to Be a Servant Leader.” Be sure to order Insanely Practical Leadership today, and check out the Masterclass as well as the bonus content that goes with the book HERE.

Booker T. Washington was the first principle of the Tuskegee Institute in Alabama, where he advocated for emancipated slaves and higher education for African Americans.  Well, shortly after stepping into his role, Washington was walking by the home of a wealthy family when the lady of the house came outside and asked him to chop some wood. So, Washington rolled up his sleeves, chopped the wood, brought it into the house, and stacked the logs by the fireplace.

Later that day, a young girl told the wealthy woman that Washington was the principle of the Tuskegee Institute. When the woman heard this, she was embarrassed by her request and went to see Washington in his office the next morning. When she walked into his office, the woman apologized profusely. But Washington simply replied “It’s perfectly all right, Madam. Occasionally I enjoy a little manual labor. Besides, it’s always a delight to do something for a friend.” 

The woman shook his hand and left his office, but she didn’t forget Washington’s gracious kindness. Instead, she persuaded her friends to join her in generously donating thousands of dollars to the Institute. 

Booker T. Washington could have reminded this wealthy woman of his title and position. Instead, he chose the high road of servant leadership. So, what does a servant leader look like? Well, in the Gospel of Matthew, Jesus contrasts the leadership of the Pharisees with that of servant leaders. And from his teaching, we discover seven choices we must make to become servant leaders. 

The Pharisees were a religious group of leaders who came up with 613 laws they expected everyone to follow. The problem was, the Pharisees didn’t practice what they preached. 

That’s why Jesus said, “The teachers of religious law and the Pharisees are the official interpreters of the law of Moses. So practice and obey whatever they tell you, but don’t follow their example. For they don’t practice what they teach” (Matthew 23:2-3).

Simply put, these religious leaders were masters in duplicity, and as a result, leadership became nothing more than a stage to act like somebody they weren’t. A duplicitous leader is double-minded, but a servant leader leads with integrity.

Jesus continued his description of the Pharisees in Matthew 23:4 when he said, “They crush people with unbearable religious demands and never lift a finger to ease the burden.” These leaders put power before people. They used their man-made rules like whips to beat people into submission.

But Jesus had a different approach. In fact, He once told his disciples, “You’ve observed how godless rulers throw their weight around, how quickly a little power goes to their heads. It’s not going to be that way with you. Whoever wants to be great must become a servant” (Matthew 20:25-26 MSG) 

The Pharisees constantly tried to project an image of importance. In Matthew 23:5, Jesus said, “Everything they do is for show. On their arms they wear extra wide prayer boxes with Scripture verses inside, and they wear robes with extra long tassels.” 

But instead of “Show,” Jesus chose “Silence.” In fact, when he healed a deaf man and a man with leprosy, he told both of them not to tell anyone. Why? Because at its core, choosing “silence over show” is all about motives. And for a servant leader, the motive is to serve people for their good and God’s glory. 

It’s always nice when you receive an unexpected perk or privilege, whether it’s an upgrade on a flight or a free dessert on your birthday at your favorite restaurant. But the Pharisees didn’t treat perks like unsought blessings. Instead, they expected preferential treatment. That’s why Jesus said, “And they love to sit at the head table at banquets and in the seats of honor in the synagogues.” Perks were the Pharisees priority. 

Perks aren’t necessarily bad, unless of course we adopt an attitude that says, “I deserve the perks, and I’m entitled to the perks.” When that happens, we become consumed with GETTING OVER GIVING. But Jesus calls us to a different posture—one of GIVING OVER GETTING. 

In the Gospel of John chapter 13, Jesus washed the feet of his disciples. What’s ironic about this act is that Jesus had the HIGHEST AUTHORITY, but He assumed the LOWEST POSITION. And then he told his disciples to do the same. 

But the Pharisees had a different approach. Jesus said, “They love to receive respectful greetings as they walk in the marketplaces, and to be called ‘Rabbi.’” The title “rabbi” means “my great one,” and the Pharisees savored their titles but shunned the towel. In other words, greatness—quite literally—was defined by the title these religious leaders held.  

Jesus told his disciples in Matthew 23:11-12, “The greatest among you must be a servant. But those who exalt themselves will be humbled, and those who humble themselves will be exalted.” So, if you want to be a servant leader, choose humility over hubris.

In Matthew 20:28, Jesus said, “For even the Son of Man came not to be served but to serve others and to give his life as a ransom for many.” Simply put, Jesus expected to make sacrifices. He even chose to sacrifice his very life at the cross. 

Elizabeth once said, “The best way to find out whether you really have a servant’s heart is to see what your reaction is when somebody treats you like one.” Let’s all follow Jesus’ example. Let’s all make the seven choices to become servant leaders. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. You can also order the book on Amazon, Kindle, and other retailers.

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

On the Leader Fluent Podcast, we’re in a series on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. The book is now available on Amazon, Kindle, and other retailers. On today’s episode, you’ll get a taste of my chapter on, “How to Lead People.” Be sure to order Insanely Practical Leadership today, and check out the Masterclass as well as the bonus content that goes with the book HERE.

One of the greatest leadership feats of the 20th century was Sir Ernest Shackleton’s Imperial Trans-Antarctic Expedition. 

The goal of the expedition was clear: cross the continent of Antarctica from west to east. But in the end, Shackleton’s greatest leadership feat wasn’t the crossing of Antarctica, but winning a two-year wrestling match to survive its ice-cold grip. 

The 28-man crew sailed on Shackleton’s ship, the Endurance, and departed London on Saturday, August 1, 1914. But when they were only 60-miles from their destination, the ship became trapped by the ice floe, where it remained for months. 

Then, in early May, darkness covered Antarctica as the sun disappeared from the sky for the next 79 days. 

By the end of August, the Endurance cracked as the pressure of the floe tested its strength. And on October 27, 1915, Shackleton gave orders to abandon ship. Just 25 days later, Endurance was crushed and swallowed by the ice. 

The conditions on the ice floe were brutal. When the men had to relieve themselves, ice became their toilet paper. When their eyes watered, tears rolled down their faces and froze on the tips of their noses. To make matters worse, food was sparse, and the dreadful day came when they had to shoot their dogs just so they could eat. 

Finally, on April 9, the Boss—as Shackleton was known—gave the order to launch the three lifeboats into the water to make a perilous, sleepless journey through the violent ocean. And after a heroic effort, the men finally made landfall on Elephant Island. 

Then, Shackleton assembled a five-man crew to sail 800 miles to South Georgia in hopes of returning with a ship to collect the rest of the men. 

The crew had to sail through the Drake Passage, affectionately known as “The Drake Shake” because of its violent and inhospitable waves and weather. But against all odds, on May 10, the crew arrived. It had been 522 days since they originally left South Georgia.

There was only one problem: they were on the opposite side of the island from the Stromness whaling station. And between them and the station were 10,000-foot mountains. For 36-hours the men marched through the snow before finally making it to the whaling station. And then, after four valiant attempts, they rescued the 22 men waiting on Elephant Island. 

Why do I share the story of Shackleton’s perilous two-year journey—a journey in which he didn’t lose a single man? Because in his journey you discover eight valuable lessons that can help you lead people today. Let me share those lessons with you. 

Shackleton began with an unwavering vision to cross the continent of Antarctica from west to east. You might hear this and say, “But Shackleton didn’t achieve his vision.” I would argue he didn’t achieve his original vision. But he did achieve the most important vision: to get his entire crew safely home. 

After the ice swallowed the Endurance, Shackleton pulled his men together, served them hot tea, and then confidently said, “Ship and stores have gone, so now we’ll go home.” His vision was always clear. You’re probably not taking a voyage to Antarctica anytime soon, but if you want people to follow, you must cast an inspiring vision for the future—a vision that’s better than where you are right now. 

Every vision requires a strategy to seize it. Shackleton’s original strategy to fulfill his vision involved two ships, specific polar routes, and detailed action plans. And when his vision was thwarted, he made the necessary adjustments to his strategy to get the crew safely home. So, what makes a good strategy? Five things:

First, you need to understand your current reality—that is your strengths, weaknesses, and obstacles. Your current reality is your starting place. Second, you need to do research to discover the best practices to achieve your vision. Third, you need to secure the resources to achieve the vision. Fourth, you need to create a roadmap with clear goals to move toward the vision. And fifth, you need to rollout the strategy to your team with a clear communication plan.

When you understand reality, do your research, secure the resources, create a roadmap forward, and then rollout the strategy to the team, you’ll begin moving toward the vision.

When five thousand applications flooded Shackleton’s office for his Antarctic expedition, he did the tedious work of selecting the right men for the job. Well, we must do the same. And to make that happen, each person on your team needs a clear role and a specific goal. Your job is to define the role. Their job is to define the goal. 

For the role, create written role descriptions that articulate the expectations and responsibilities of each role. And for the goals, let each team member choose their own. This will increase buy-in and create ownership. Just make sure the goals are aligned with each team member’s responsibilities and the organization’s highest priorities.

You can’t do a job without the right tools, and Shackleton provided the very best scientific instruments and polar equipment to accomplish the task. So, how can you prepare your team for success today? I recommend the TREC method. TREC, T-R-E-C, stands for Training, Resources, Experience, and Coaching. 

When you give your team practical training, the resources to do the job, experiences to help them grow, and personalized coaching, you’ll set them up for success. 

Shackleton had a high standard, but he wasn’t a micro-manager. He delegated responsibilities to team members and then trusted them to excel. So, what does effective delegation look like? It requires the four A’s:  Assignment, Authority, Accountability, and Affirmation.

First, you need to assign tasks based on the giftedness of your team. Second, you need to give team members authority to make decisions in the areas you’ve assigned to them. Third, you need to hold team members accountable to deliver results. And fourth, you need to provide affirmation to each team member by encouraging them along the way. 

Assignment, Authority, Accountability, and Affirmation is your delegation roadmap to fully empower your team to succeed. 

One of Shackleton highest values was unity among his crew. So, how did he achieve it? For one, he balanced the work of the scientists and the seamen by having them help each other. In addition, each crew member took turns sailing, doing night watch, caring for the dogs, and scrubbing the floors. Shackleton even rotated work assignments, so the men could build friendships as they served alongside one another. 

Fighting for the unity of your team is paramount, and it happens best when you build relationship, collaborate on projects, and nip divisive behavior in the bud. When you do these things, unity forms among the team. The seventh key to leading people is…

Shackleton cared deeply for his crew, and he did his best to show it in personal and collective ways. For example, he assembled his crew to have conversations, play games together, observe holidays, celebrate birthdays, and enjoyed sing-alongs. On top of that, each day, even during blizzards, he would visit each tent to inquire about every man’s health and comfort.

Compassion for people is essential in leadership. After all, you’re not just doing tasks, you’re leading human beings. So, take time to ask how they’re doing, inquire about their family, celebrate birthdays and anniversaries, and compliment them publicly. On top of that, listen to their feedback, offer to help when they’re struggling, learn to say thank you, invest in their growth, and have fun together. 

None of these tips are rocket science, but all of them require intentionality to show your team how much you care. 

Shackleton’s communication was honest, optimistic, and frequent. And if we’re going to lead people well, we too must communicate frequently and positively, even in the midst of hardship. 

There you have it: 8 keys to lead people: Vision, strategy, team expectations, equipping, delegation, collaboration, compassion, and communication. These aren’t the only keys to successful leadership, but they’re essential to get you on the right path. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. You can also order the book on Amazon, Kindle, and other retailers.

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

On the Leader Fluent Podcast, we’re in a series on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. The book is now available, and on this episode, you’ll get a taste of my chapter on, “How to Build Influence.” Be sure to order Insanely Practical Leadership today and the bonus content that goes with the book HERE.

Each year TIME Magazine publishes its list of the 100 most influential people. The list includes artists, icons, pioneers, leaders, athletes, and actors. Interestingly, some people on the list are here today and gone tomorrow. And I must admit, I’ve never even heard of some of these list-making influencers.

So, what about you? If you assembled a list of the most influential people in history, who would make your top 100? I’d no doubt recognize some of the names, while others would probably be obscure to the world but deeply impactful to you. 

Well, one of my top 100 would be the Apostle Paul. Outside of Jesus, Paul was arguably the most influential person in the New Testament. Paul, also known as Saul, brought the Gospel to the Gentiles, Jews, and kings. And not only did he preach the Gospel, but he also performed miracles, equipped leaders, and planted at least 14 churches. And, of course, Paul wrote nearly a third of the New Testament. Without question, his influence is substantial and significant. 

So, where did it begin? Well, if you dissect Paul’s life, you discover five ingredients to build God-honoring influence. 

Saul had a transformational encounter with Jesus on the road to Damascus. And when the Lord told Ananias to go and pray for Saul, the Lord said, “Saul is my chosen instrument to take my message to the Gentiles and to kings, as well as to the people of Israel.” 

So, Paul encountered two callings: the call to follow Jesus, and the call to preach the Gospel. Those two callings were the catalyst for Paul’s influence. Well, you too have a personal calling. First, you’re called to follow Jesus, and second, Jesus has a unique calling for you to fulfill—a calling that deploys your gifts, abilities, skills, and passions to make a meaningful difference. 

So, that raises an obvious question: what does personal calling have to do with influence? Your calling is the internal driver that defines the external arena where your influence will come to life. When your calling is clear, it will reveal where you’re most likely to have influence and make the greatest difference. 

In 1 Corinthians 11:1, Paul said, “Follow my example, as I follow the example of Christ.” His character was trustworthy. So, how does character build your influence? 

First, trustworthy character enlarges the width of your influence. Character enables you to influence more people because it gives them a reason to trust you.  Next, trustworthy character increases the depth of your influence. The more trustworthy you are, the more people will allow you to influence them at the deepest levels. And finally, trustworthy character supports the weight of your influence. You see, leadership becomes heavier and harder as your responsibilities become bigger and broader.  

What’s the difference between inspiring vision and personal calling? Your vision flows out of your calling and engages the people around you. That’s what happened for Paul. He was called to preach the Gospel, but that calling became an inspiring vision when he partnered with others to see the vision fulfilled. 

It’s one thing to have an inspiring vision, but it’s quite another to turn that vision into reality. This is where your competence plays a critical role. 

Paul’s competencies included things like communicating, tentmaking, church planting, mentoring, and writing. And in His wisdom and sovereignty, God used each of Paul’s competencies to expand the influence of the Gospel and take new territory for the cause of Christ. 

The same will be true for you. Your competence plays an important role in your ability to gain influence for a cause that’s bigger than yourself. So, if you want to make your greatest impact, you must continually refine your skills. You must seek feedback, acquire coaching, and create a growth plan to maximizes your leadership competencies. 

In 2 Timothy 2:2, Paul said to Timothy, “You have heard me teach things that have been confirmed by many reliable witnesses. Now teach these truths to other trustworthy people who will be able to pass them on to others.”

Notice, Paul built influence with Timothy by investing in a mentoring relationship with him. Then, he commissioned Timothy to do the same with others. So, how do we put relational Investment to work in our lives? It happens through three things: connection, compassion, and coaching.

Let me close with one final challenge, and this is really important: don’t seek influence for the sake of influence. The real question isn’t about how much influence you have, but rather, what are you doing with the influence God has entrusted to you? 

What does that look like practically? The best way to make a difference with your influence, is to ask yourself these questions: What need can I meet? What problem can I solve? What person can I help? What beauty can I create? And what disciple can I make? 

Your answers to those questions will reveal where and how your influence can make the greatest difference. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

On the Leader Fluent Podcast, we’re in a series on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. The book is now available, and on this episode, you’ll get a taste of my chapter on, “How to Make Leadership Decisions.” Be sure to order Insanely Practical Leadership today and the bonus content that goes with the book HERE.

Several years ago, my wife Karen and I planted a church near downtown, Fort Worth, Texas. Well, a few years after planting the church, our building reached a tipping point. Our auditorium was full, our kid’s space stretched thin, and we knew we needed to either renovate or relocate. 

After careful consideration, we decided to renovate the building. Here’s the framework we drew from to make the decision.

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

Today’s an exciting day because it’s the OFFICIAL RELEASE of my new book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. In preparation for the release, I’ve been giving you a taste of each chapter on the Leader Fluent Podcast. Today, you’ll get a taste of chapter 5, “How to Manage Your Time.” It’s a great way to start the new year. Again, be sure to order Insanely Practical Leadership today and the bonus content that goes with the book HERE.

Let me start this session by asking you a question: how valuable is your time? 

In his book, Becoming a Coaching Leader, Daniel Harkavy offers a great perspective on determining the value of your time. He suggests that you start by identifying your desired annual income five years from now. In fact, go ahead and pick a number. How much do you hope to make five years from today?

Once you’ve picked a number, open the calculator on your phone and divide your desired annual income by 2,080. 2,080 is how many hours there are in a 40-hour workweek during an entire year. Once you divide your desired income by 2,080, you’ll come up with an hourly rate. 

For example, if you want to earn $100,000 per year and you divide it by 2,080, you’ll make about $48 per hour. If you want to earn $250,000 per year, you’ll make about $120 per hour. Now, look at that hourly dollar amount on your calculator and ask yourself this question: “Is how I currently use each hour of my day worth that much money?” 

You might push back and say, “Stephen, I don’t make that much money per hour.” I get it, but that’s not my question. The question is, “Is how I CURRENTLY use each hour of my day worth that much money?” Let’s make it personal.

Is scrolling through social media worth $48 an hour to you? Is watching TV for three or four hours each night worth $120 an hour to you? Is spending excessive hours on your favorite hobby worth the number on your calculator right now? 

If your answer is “No,” I have news for you: If you don’t change how you use your time today, you won’t earn your desired income tomorrow. This example obviously doesn’t encompass the full value of time. After all, time isn’t just a matter of money. But this example does help us see time in a new light. 

Psalm 90:12 also provides incredible perspective on the value of time. It says, “Teach us to realize the brevity of life, so that we may grow in wisdom.” When you realize the brevity of life, you begin to see time as a precious resource entrusted to you by God. We can spend time frivolously or invest it wisely; either way, how we use our time reveals what we value most.

So, how do you effectively manage time? Well, I believe it begins by identifying three circles. The first circle is “Why.” The second circle is “Where.” And the third circle is “How.” Let me unpack each one. 

Without a well-defined purpose and clearly stated values, you’ll efficiently manage your time to accomplish the wrong things. That’s not a picture of success. After all, who cares if you get the wrong things done quicker. Purpose and values are the north star for time management. So, let’s start with purpose. 

If you want to discover your purpose, begin by identifying how God wired you. God designed you with your purpose in mind be depositing in you abilities, passions, and spiritual gifts. so if you identify how God designed you, you’ll begin getting clues to your purpose in life. Each of these traits are like puzzle pieces, and when you turn each puzzle piece face up, you quickly begin to see patterns emerge that give you clues to your life purpose. 

What about values? Values are the people, principles, and priorities that guide our lives. They’re the internal rules of the game that influence our behavior, what we do, and how we spend our time and money. Circle #1 clarifies your purpose and values. They are the “Why” of time management. 

The “Where” circle focuses on the Roles & Priorities that will help you fulfill your purpose and values. In other words, this is “Where” you invest your time.  

Let’s start with Roles. You likely serve in a variety of roles at home, in your community, on a campus, in your career, or in the church. The question is, “Do these roles help you live out your purpose and values?” The more your roles are aligned with your purpose and values, the more time you’ll be able to allocate to them.

Within each of your roles, you also have Priorities. So, what should those priorities be? John Maxwell recommends answering three helpful questions to identify your highest priorities. Question one: What is required of me? Question two: What activities give me the greatest return? And question three: what activities give me the greatest reward? When you answer the three “R’s”—required, return, and reward—for each of your roles, you will discover your highest priorities in those roles. 

Planning creates a system to maximize the minutes in your day. To plan your time wisely, select a good time management tool, and then conduct a weekly meeting with yourself to plan out your week. As you plan out your week, identify the three most important things you need to do that week, as well as the three most important things you need to do each day. Finally, eliminate time-wasters, automate things that happen repeatedly, and delegate tasks that must be done, but not necessarily by you. Those are the basic of how to plan your time. 

In addition to planning, the “How” circle also focuses on boundaries. Boundaries are the guardrails that protect the use of your time. To establish clear boundaries, conduct a time audit so you know exactly where your time is going. Then, identify the kind of tasks, projects, and appointments you’ll say yes to and the ones you’ll say no to. Finally, set technology boundaries. When you consider that the average person spends 143 minutes per day on social media, it wouldn’t hurt to establish some technology boundaries.

The sweet spot of time management is where the three circles overlap. In other words, when the WHY, WHERE, and HOW of time management intersect, you’ll be able to allocate the precious minutes of your life to what matters most. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

In this Leader Fluent Podcast Series, I’m sharing some teaching from each chapter of my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life. Enjoy this taste of what’s in the book, and learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. In today’s episode, we’re talking about “How to Think Like a Leader.”

Authors Mark Batterson and Dick Foth once said, “In a very real sense, my world begins and ends between my ears. I don’t have to be brain-dead to be brain-defeated.” So, how do effective leaders think? Well, in Insanely Practical Leadership, I outline eight essential mindsets of a leader. But today, I’d like to focus on three of them. 

Unfortunately, leaders can come up with excuses, and Moses is a perfect example. When God called Moses to return to Egypt and lead His people out of slavery, Moses tried to dodge God’s call with five different excuses. 

Excuse #1: Insignificance: I’m Not Important Enough 

Moses said, “Who am I to appear before Pharaoh? Who am I to lead the people of Israel out of Egypt?” In other words, Moses felt insignificant for the task at hand. 

Excuse #2: Incompetence: I Don’t Know Enough 

Moses protested, “If I go to the people of Israel and tell them, ‘The God of your ancestors has sent me to you,’ they will ask me, ‘What is his name?’ Then what should I tell them?” Moses didn’t have the answers to move forward. In his mind, his competence didn’t cut it.

Excuse #3: Invalid: I’m Not Credible Enough 

Moses said, “What if they won’t believe me or listen to me? What if they say, ‘The Lord never appeared to you’?” So, get the picture: In this moment, Moses was doubting his credibility. 

Excuse #4: Inadequacy: I’m Not Skilled Enough 

Moses reminded God of his speech impediment. He said, “O Lord, I’m not very good with words.” Simply put: “God, I’m inadequate for the job. My skills don’t measure up.” 

Excuse #5: Inferior: I’m Not Good Enough 

Moses finally said, “Lord, please! Send anyone else.” In other words, “God, if you lined up a hundred other people, I’d be the least qualified. I’m inferior. Please, pick someone else.” 

Have you ever used any of those excuses with God or with someone else? Have you ever said, “I’m insignificant, incompetent, invalid, inadequate, or inferior?” Well, here’s the problem with excuses: they’re the permanent exit ramp from the highway of obedience. But that’s not how good leaders think. 

The most effective leaders think in the realm of possibility. Why? Because that’s where God resides. That’s why God didn’t put up with a single excuse Moses threw at Him. Instead, God told Moses, “I’ve sent you,” “I’ve equipped you,” and “I’m with you.” And the same is true for you. God has sent you. God has equipped you. And God is with you. And when that’s the way you think, you’ll lead in the realm of possibility.

Industrialist Andrew Carnegie once said, “Take away my people but leave my factories and soon grass will grow on the factory floor. Take away my factories and leave my people and soon we will have a new and better factory.”

Leadership is about the people not the programs, products, or property. You design programs, but you develop people. You create products, but you cultivate people. You buy property, but you build people.  When you stop developing, cultivating, and building people, the day will come when you have no more programs, products, or property. In fact, when you think people first, you won’t have to worry about products and programs because the people will think of them for you. 

So, if you’re going to think people vs. programs, then you must begin investing in people. Why do I say that? Because that’s what separates a leader from a high-achiever. High achievers are doers. But leaders are developers. One focuses on doing tasks, but the other focuses on developing people. And as a leader, the greatest fruit you’ll ever produce is the people you develop. That’s how leaders think. 

Author and pastor Craig Groeschel says, “You can have control or you can have growth, but you can’t have both.” To maximize growth, leaders deliberately give up control and empower the people they lead. Yes, this feels risky. And yes, this stresses out control freaks, like me. 

But if you’re going to think like a leader, you must empower people with power. As Navy Captain Michael Abrashoff once said, “Empowering means defining the parameters in which people are allowed to operate, and then setting them free.” And what happens when you don’t empower people? They rely on you to make all their decisions for them. But again, as Captain Abrashoff observed, “If all you give are orders, then all you’ll get are order-takers.” 

So, what does it look like to truly empower others? It requires two keys: responsibility and authority. You must first release responsibility to other members of your team. And then, you must let go of the authority that goes with it. Responsibility and authority are the two tracks that the train of empowerment runs on. 

What about you? How does your thinking need to change? What mindsets do you need to embrace to think like a leader?

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

In this Leader Fluent Podcast Series, I’m sharing some teaching from each chapter of my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life. Enjoy this taste of what’s in the book, and learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. In today’s episode, we’re talking about “How to Lead with Character.”

Sinkholes aren’t confined to land. They also find their way into our character as leaders. When our souls become dry, the rains of pressure and problems cause subtle character cracks to become giant sinkholes. And in the end, not only does our life collapse, but our family, team, and organization pay a heavy price.

Author Lance Witt once said, “When leaders neglect their interior life, they run the risk of prostituting the sacred gift of leadership. And they run the risk of being destructive instead of productive.” So, how do we lead with character? There are actually five layers to leading with character. 

Values are the character compass that point you in the right direction. And values are formed at the intersection of three things: beliefs, principles, and priorities. 

Beliefs are the core set of creeds and convictions that anchor our lives. For followers of Jesus, beliefs are grounded in the truth of Scripture. Principles are wisdom and guardrails that guide us down the right path. Finally, priorities define the areas where we invest our time, talent, and treasure. 

Simply put, beliefs ground us. Principles guide us. And priorities order us. Together, they form the values on which we build our lives. So, Layer #1 to leading with character is to identify your values. 

Author Bob Goff once said, “We plant sod where God wants us to plant seed. He’s more interested in growing our character than having us look finished.” Character growth is important, but it doesn’t happen by accident. It requires several practices to maximize growth. 

Practice number one is to Cultivate Disciplines of Spirituality. We talked about those disciplines in the last session, and how they draw us into God’s presence where he can transform us. 

Practice number two is to Create Boundaries of Accountability. Boundaries of accountability gives us the external structure we need to outsmart our weaknesses. 

And practice number three is to Build Circles of Community. Community give us the wisdom and encouragement from others to help us play the long game. 

These three practices provide the nutrient rich soil to grow our character. And working together, these practices prevent sinkholes from forming below the surface of our hearts. 

Modeling behavior happens when you do what you say you will do, even under pressure. For example, modeling behavior is asking for forgiveness when you step out of line. It’s telling the truth when it’s inconvenient. It’s receiving feedback with grace and humility. It’s showing compassion when others are hurting. 

These are all examples of what it looks like to model your behavior. In fact, in 1 Timothy 4:12, the apostle Paul said, “Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity.” Paul understood that character grows inwardly, but its influence is felt outwardly. 

In 2 Timothy 3:10-11, Paul said, “But you, Timothy, certainly know what I teach, and how I live, and what my purpose in life is. You know my faith, my patience, my love, and my endurance. You know how much persecution and suffering I have endured. You know all about how I was persecuted in Antioch, Iconium, and Lystra—but the Lord rescued me from all of it.” 

Notice, in this passage Paul highlighted several character traits, not to exalt himself, but to use each trait as a teachable moment. In other words, Paul used his life to debrief matters of character with his young apprentice Timothy. And we must do the same with our team. 

The goal isn’t to brag about your character or present an image of perfection. Instead, we must give examples of when our character was tested, and how we responded. We must point to moments when we failed character tests, and then humbly share the lessons we’ve learned in the process. These “debriefing moments” are how you pass character onto the people around you.

The example we set for others has the power to multiply far beyond us. How so? Multiplication happens when you guide the people you lead through the previous four layers of character. In other words, we must help others identify their values, show them how to grow and model their character, and then challenge them to debrief their character with the people they lead. As they exhibit each layer of the process, you’ll begin multiplying your character, and you’ll equip them to do the same. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.