The Leadership Podcast

Rupal Patel is a former CIA analyst turned international speaker and corporate consultant. She is the author of the international best-seller, “From CIA to CEO: Unconventional Life Lessons For Thinking Bigger, Leading Better, and Being Bolder.” Rupal has also been named one of the "Most Influential Women of 2023” by Startups Magazine.  Rupal shared her journey of embracing her unique identity as a daughter of Indian immigrants and her passion for soccer. She emphasized the importance of "owning your weird," which has helped her overcome feelings of being an outsider.  Rupal shared lessons from her time at the CIA, highlighting an unconventional leader who valued collaboration over hierarchy. This approach built loyalty and trust, demonstrating that leadership isn't about fitting traditional molds.  She discussed the limitations of data in decision-making, acknowledging that while the fear of failure is universal, everyone has a responsibility to engage proactively in leadership, regardless of their role.  Addressing the fear of failure, Rupal noted that larger organizations often become risk-averse, despite fewer real consequences compared to intelligence work. She believes leadership is everyone's responsibility, urging individuals to take ownership regardless of their role. Rupal reflected on a personal failure where she was overlooked for a briefing opportunity, learning the importance of self-advocacy. She also stressed the need for diversity and expanding our sense of community while acknowledging how different experiences, like gender, shape leadership.     Key Takeaways [02:06] Rupal Patel shared a personal detail about herself: she is a massive soccer fan, having played since the age of five and now follows the sport closely. She often incorporates soccer-related anecdotes and metaphors into her work, reflecting her passion for the game. [05:05] Rupal discussed the concept of "owning your weird," emphasizing its significance in her life as a daughter of Indian immigrants. She explained that she often felt like an outsider due to imposed labels and societal expectations, but through reflection, she learned to question those beliefs and embrace her unique identity. [11:01] Rupal illustrated unconventional leadership through an example of a chief of station she worked under at the CIA, who was collaborative and prioritized the best person for each job over hierarchy. This approach fostered deep loyalty among team members, showcasing that effective leadership doesn't conform to traditional stereotypes. [13:22] She highlighted the chief's ability to manage relationships effectively, demonstrating confident humility in interactions with congressional delegations and local officials. Rupal noted that she fluidly adapted her leadership style, leading from the front or behind as needed, which enhanced her effectiveness across various contexts. [15:11] Rupal shares  the mentality we need to have to operate better in ambiguity. She emphasized that no data set is perfect for predicting future outcomes, explaining that data only helps analyze past events. She stressed the need for leaders to accept the limitations of data and focus on identifying gaps in information to make informed decisions. [19:48] Rupal acknowledged that the fear of failure is universal in both the CIA and the private sector. She noted that the larger an organization becomes, the more rigid and risk-averse it tends to be, despite the fact that mistakes in business often carry less serious consequences than in intelligence work. [24:22] Rupal asserted that leadership is everyone's responsibility, regardless of one's role in an organization. She encouraged individuals in support functions to take ownership of problems and outcomes, asserting that proactive engagement is essential to contribute meaningfully to the organization's success. [28:29] Jim asked Rupal to share a meaningful failure that shaped her leadership. Rupal described being overlooked for a briefing opportunity despite her contributions, highlighting the importance of advocating for herself. [33:26] Rupal noted that the person who delivered the briefing lacked self-awareness and was focused on the opportunity, reflecting how such individuals often thrive in organizations by surrounding themselves with those who reinforce their shortcomings. [35:58] In response to Jim's question about diverse groups working together, Rupal urged listeners to expand their views of community and seek commonalities beyond superficial differences while acknowledging that experiences can vary significantly based on factors like gender. [41:22] Rupal emphasized that parents can pursue their ambitions without sacrificing themselves. She shared her experience of accepting a TED talk on her daughter's 6th birthday, highlighting the importance of showing kids that they can still follow their dreams and be individuals even while parenting. [47:12] And remember,  "Don't worry about not fitting in. The things that make people think you're weird are what make you unique, and therefore your greatest strength." — Bridget Jort Sorensen   Quotable Quotes “Every individual has a unique set of skills, a unique combination of strengths and blind spots that in many ways need to be worked with as opposed to ignored or made to feel like they have no place in that context.” “It’s about accepting who you are not feeling like you constantly have to work on yourself and fix things about yourself.” “We have this strange human need to box people in... every single one of those labels comes with its own level of expectation and baggage.” "Fundamentally, it comes back to this acceptance of the reality that there is no such thing as a perfect data set."  "Leadership is everyone's responsibility." "We all need to expand what we think our tribe looks like, because it is... very superficial." "You can make whatever it is that you are trying to build or do or achieve something that works for you and not have to sacrifice parts of yourself."   This is the book mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Rupal Patel LinkedIn | Rupal Patel Instagram | Rupal Patel X | Rupal Patel Website |

Dr. Melissa Givens is a retired colonel with over 25 years of service in the U.S. Army, specializing in emergency and disaster medicine. She holds both an MD and an MPH (Master of Public Health) and is experienced in military and special operations medicine. Dr. Melissa also served as the medical director of the Ryan Larkin Field Hospital, established during the COVID-19 pandemic at Columbia University’s Baker Athletic Complex. She reflects on her time as a military physician in Iraq, highlighting the challenges of maintaining order in high-stress environments and the importance of collaboration over ego. She discusses how tone, energy, and non-verbal communication are crucial in trauma situations, and how breaking down hierarchies can improve teamwork and patient care. Melissa recalls how the anonymity of full protective gear during COVID-19 reduced posturing and fostered greater collaboration. Addressing leadership development, she encourages medical students to embrace leadership early, make decisions with incomplete information, and overcome their desire for certainty. She also emphasizes creating an open environment within all teams, allowing for dissent and input from all members.      Key Takeaways [01:33] Melissa, a mother and experienced leader, talks about balancing professional and personal life. She emphasizes how important it is to be a parent her kids can be proud of, which serves as a grounding principle in her life. [03:21] She reflects on her experiences as a military physician in Iraq, dealing with a unique "red line" designed to separate emergency doctors from trauma surgeons in high-stress environments. The goal was to create order but often exacerbated tensions, highlighting the importance of collaboration over ego. [07:17] Melissa describes the critical importance of energy, tone, and non-verbal communication in trauma situations. Being aware of how these factors impact both patients and medical teams is crucial, as is creating an environment of trust and clear communication. [12:40] She discusses how breaking down hierarchies in medical settings, such as addressing colleagues by first names rather than titles, can foster better teamwork and communication, leading to improved patient care. [09:15] Melissa recounts a fascinating experience during COVID-19 in a field hospital. The anonymity created by full protective gear eliminated the usual posturing and egos that can sometimes dominate medical teams, fostering greater collaboration and a singular focus on patient care. [18:30] When discussing gaps in leadership development, Missy mentions the importance of encouraging medical students to embrace leadership roles early, avoid hesitation, and overcome their desire for certainty. She emphasizes the value of making decisions with incomplete information—an essential skill in medicine and leadership. [20:35] Melissa shares an entertaining story about leadership and problem-solving under pressure, involving a boat trip to see hippos in Africa. When the motor failed, she had to think quickly to save the team from an approaching hippo, using nothing but the boat’s floorboards to row. This story highlights the importance of being accountable and prepared for the unexpected in any leadership situation. [24:11] Melissa emphasizes how creating a welcoming environment for a trauma team, allowing for dissent and encouraging open dialogue, leads to the best outcomes. She believes clear roles, articulation of plans, and encouraging input from all team members are critical to effective collaboration. [31:48] Melissa advises that leaders approach situations with curiosity rather than judgment, especially when being second-guessed or dealing with Monday-morning quarterbacks. This open mindset fosters trust and continuous improvement through after-action reviews. [33:20] Reflecting on work-life balance, Melissa shares her motto, inspired by her college powerlifting coach: "If you're nothing sore every day for the rest of your life, you're not working hard enough." She encourages leaders to challenge themselves in various aspects of life but also emphasizes the importance of rest and recovery for growth and balance. [35:37] Closing quote: "When we long for life without difficulties, remind us that oaks grow strong in contrary winds, and diamonds are made under pressure." – Peter Marshall.   Quotable Quotes "If you're not sore every day for the rest of your life, you're not working hard enough."  "Approach all things with curiosity." "Check your ego at the door and act accordingly."  "Creating that welcoming environment where there is room for either dissent or insertion of new ideas is really what I've seen make the most successful trauma teams."  “Don’t make these assumptions. Be accountable." "You need to challenge yourself intellectually, emotionally, cognitively, and physically, and always be aspiring for that growth state."   "When we long for life without difficulties, remind us that oaks grow strong in contrary winds, and diamonds are made under pressure." – Peter Marshall.   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Missy Given’s LinkedIn | Missy Given’s Website |

In the episode of The Leadership Podcast, Jan and Jim discuss a recent study from the Center for Creative Leadership that highlights key leadership challenges at all leadership levels: Poor time management - competing priorities and confusing busy with results Poor people skills - and a lack of self-awareness Inability wield power & influence across the organization Inability or unwillingness to to delegate (aka still doing “old” job) Widespread disengagement Cultures by default versus design. Jim critiques the study, highlighting the blurred distinction between leadership and management, and emphasizes that leaders must delegate and trust others to succeed.  Also discussed is disengagement and trust issues, linking team engagement directly to managerial influence, and the growing trend of side hustles.  Jan and Jim stress the importance of relationships, simplifying business processes, and preparing thoroughly for meetings. They also reflect on how leadership traits, like communication, curiosity, and trust, are essential for building strong teams and organizational success. They emphasize that growth and development come from allowing mistakes and cultivating future leaders, while maintaining a balance between compassion, fairness, and operational efficiency. Listen in for a discussion that is sure to spur more discussion.     Key Takeaways [01:22] Jan starts the main discussion, sharing that the Center for Creative Leadership released a study identifying the top leadership challenges for different managerial levels. He categorized the challenges into three pillars: leading self, leading others, and leading the organization. The key issues highlighted were time management and people (for self), disengagement (for others), and organizational processes. [03:06] Jim adds that the study revealed a common challenge: the ability to influence without authority, which is especially tough at the senior level. He emphasizes how important it is for leaders to truly know themselves and trust others, noting that trust issues are often rooted in leaders' unwillingness to delegate. [04:06] Jim critiques the study, saying it blurs the line between leadership and management. He highlights that frontline challenges like time management and operational processes are more about management than leadership, while the executive-level challenges align more closely with leadership. He believes that leadership and management are distinct but equally important. [07:09] Jim criticizes the second half of the study, noting that it felt like two separate studies mashed together—one based on AI analysis and the other from leadership experts. He acknowledges that while the recommendations weren't bad, the execution of combining the studies felt sloppy. [08:09] Jan expresses skepticism about the validity of the study, pointing out that busy senior leaders are unlikely to fill out assessments. He argues that leadership problems depend heavily on the size and type of company, and a study based on more personalized interviews would have been more insightful. [08:54] Jan focuses on disengagement and trust issues, noting that 70% of team engagement is influenced by managers. He also comments on the increasing trend of side hustles among workers, a lack of trust in the workplace, and how companies often complicate things unnecessarily. [10:13] Jan and Jim discuss how relationships, rather than transactions, drive business success. They reference Peter Drucker's belief that a company is only about marketing and innovation, and that everything else is a cost. Jan emphasizes the importance of simplifying business processes and planning for the future. [11:51] Jan advises that leaders should approach meetings with deliberate plans, rather than winging it, as effective negotiation and leadership require preparation and follow-up. He observes that many leaders fail to allocate time for planning and reflection, which compromises their effectiveness. [13:13] Jim shares his critical take on the article's structure, arguing that leadership qualities are universal across all levels of management. He believes there are five essential leadership traits that apply to all leaders - self-reliance, clarity, relationships, communication, intentionality, and self-reliance as the most important. [16:45] Jim explains that communication is more about listening, being curious, and showing genuine interest in people, rather than focusing on just outward expression. He mentions how great politicians are remembered for making individuals feel like they were truly heard, which helps build strong relationships. Jan shares a lesson about knowing when not to say anything or intervene as a leader, recalling a client situation where skip-level meetings led to unintended consequences. She emphasizes the challenge of staying connected without overstepping. [18:46] Jim reflects on how an executive’s presence can sometimes disrupt the environment, making it harder for employees to have open conversations. He highlights the importance of timing and mindful involvement in the workplace. [19:41] Jan raises concerns about the burden placed on employees when others take time off or need accommodations, leading to extra workload and declining morale. She touches on the complexity leaders face in balancing fairness, compassion, and operational efficiency. [21:10] Jim points out that what employees say they want, such as more vacation or benefits, may not be what they truly need. He suggests that sometimes, more guidance, challenges, and communication lead to better engagement and happiness. [21:34] Jan references a quote from Dan Pink, explaining how employers often confuse "hygiene factors" like pay and policies with intrinsic motivators. She emphasizes that while pay and policies shouldn't be problematic, what really drives engagement is helping employees feel appreciated and that they belong. [22:39] Jan and Jim conclude by discussing the importance of trust in leadership. Jan notes that growth and development come from allowing mistakes, which need to be accepted as part of the process. A successful leader not only delivers results but also cultivates future leaders. [24:17] And remember,  the race is not always to the swift, but to those who keep on running. Quotable Quotes "There's management, which is important, then there's leadership, which is different and also important. When you have two of those in equal measure, you're really effective." "If I want people to trust me, I have to trust them." "People buy from people they like, period." "A company is one of two things: it's marketing and it's innovation. Everything else is a cost." - Peter Drucker "You personally need to be squared away for you to lead others. Very difficult to lead others if you're a hot mess." "Clarity of purpose, problem, and potential. You need to know where to focus your time to solve problems and reach potential." "Relationships are everything. If you don't have good relationships, it's very difficult to hold people accountable." "Great leaders are great communicators." “Communication is much about listening and being curious and interested in people than it is about what you say or state.”  “Communication is a collection point for what's in everyone's head, not just an outward projection of what’s in mine.” “Sometimes what we think people want or what they tell us they want aren’t what they need.” “The race is not always to the swift, but to those who keep on running.”  “We think if we fix pay and policy, we improve morale, when in fact, people want to feel appreciated. They want to know they matter and belong.” “A leader has to grow other leaders. You can't say you achieved results and not have a replacement and say you were successful.” “We need to be more aware of what people need to achieve better engagement and performance. It’s not always more money or more vacation.”  Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |

Alison Jones, an industrial psychologist, leadership transformation strategist, and author of "Character Leadership," discusses her approach to cultivating character in today’s leaders.  She emphasizes leading from the inside out, focusing on integrity, purpose, and serving others over ego-driven leadership. She also shares insights on the five essential states of leadership—awareness, acceptance, abundance, authenticity, and appreciation—and her SMART model for managing remote and hybrid work.  Additionally, she highlights the importance of intentionality, authenticity, and courage in leadership, and shares a powerful story from her volunteer trip to Zimbabwe.   https://bit.ly/TLP-432   Key Takeaways [01:42] Alison shares her excitement about getting a testimonial from Joe Theismann, a former NFL quarterback she admired. Then she briefly touches on Theisman's career-ending injury, and reveals her deep love for elephants and her involvement in conservation efforts, a passion her sister pointed out through her home's elephant-themed decor. [05:05] Alison describes character-driven leadership as leading authentically from within, prioritizing integrity, purpose, and serving others. While leadership varies by individual, she emphasizes that strong character is essential for sustainable, positive leadership. [09:19] She outlines five key leadership traits: Awareness, Acceptance, Abundance, Authenticity, and Appreciation. She said that these traits foster character-driven leadership by focusing on personal growth, integrity, and gratitude. To shift from scarcity to abundance, she recommends creating a safe environment where leaders can take risks and learn from mistakes. [14:59] She discusses three leadership states: victim, where life happens "to" you; victor, where things happen "by" you with a focus on personal success; and vessel, the ideal state, where leaders act as channels for positive impact, using their talents to serve others selflessly. [18:47] Alison shares her SMART model for remote work includes creating a dedicated workspace (Space), prioritizing exercise (Movement), engaging in social activities (Activities), maintaining healthy eating and hydration (Refrigerator), and managing time with clear work hours and breaks (Time). [25:35] She contends that bonuses don’t guarantee employee happiness or engagement, and effective leadership rooted in character is crucial for genuine productivity and retention. With high disengagement rates and turnover costs, she notes that employees increasingly prioritize mental health and work-life balance over financial incentives. [28:24] She shares that she went on a volunteer trip to Zimbabwe in 2018, where she experienced the leadership of Bright during a bushfire. Despite the danger, Bright led the volunteers to fight the fire, earning her deep trust and admiration through his integrity and vision, and that event profoundly impacted her view on leadership. [36:30] Closing quote: Remember, “A great hallmark of mental wellness is the ability to be in the present moment, fully and with no thoughts of being elsewhere.” —  Wayne Dyer   Quotable Quotes "Character-driven leadership is about who you are as a person, not just what you do or the external results you achieve." "Leadership from the inside out is a focus on serving others and the greater good." "If it's not coming from a root of strong character, it's not sustainable." "Being a vessel leader means you're someone through which positive impact flows." "Creating a culture that encourages risk-taking and innovation is key to developing an abundance mindset." "Awareness, acceptance, abundance, authenticity, and appreciation are the five essential states of leadership." "Leading with character isn't just about doing the right thing; it's a strategic imperative." “A great hallmark of mental wellness is the ability to be in the present moment, fully and with no thoughts of being elsewhere.” —  Wayne Dyer   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Alison Jones LinkedIn | Alison Jones Website |

Kwame Christian, CEO, number one negotiation podcast,  two-time bestselling author, top booked negotiation keynote speaker shares his insights on negotiation emphasizing the shift from being a doer to an empowering leader.  Kwame discusses the importance of self-reliance in negotiations, advocating for vulnerability and honesty to build trust. He also highlights the need for preparation to avoid unethical decisions and the value of fostering a culture where difficult conversations are encouraged. Lastly, he stresses the importance of emotional intelligence, empathy, and adaptability in both personal and professional negotiations.     Key Takeaways [04:59] Kwame discusses the challenges he faces as a leader and communicator in his business. He acknowledges that his previous challenges revolved around resilience, pain tolerance, and being a doer. Now, with a larger team, his focus has shifted to empowering his team and being more strategic.  [06:34] Kwame believes that effective negotiation requires self-reliance and emotional security. He emphasizes the importance of understanding one's own needs and desires, as well as being vulnerable and compassionate with oneself.  [12:08] He argues that people should be mindful of their biases and judgments, especially in virtual meetings. He suggests that turning on the camera can help avoid potential psychological pitfalls and create a more productive environment. He also emphasizes the importance of negotiating for the process, including the use of cameras, at the beginning of a meeting to ensure everyone is on the same page. [18:25] He emphasizes that in today's toxic and polarized society, people are often reluctant to engage in conversations with opposing views due to fear of betraying their own side.  [25:12] Kwame notes that negative, extreme content thrives because media algorithms favor outrage, while positive stories flop. Although they don't have a solution, he suggests leaders focus on fostering constructive conversations within their own households and organizations, despite the divisive external environment. [26:58] He explains that in difficult conversations, we often rely on egocentric persuasion focusing on what would convince us rather than empathetic persuasion, which considers the other person's perspective. [30:34] Kwame explains that unethical behavior, like lying, often results from lack of preparation and fear in difficult conversations. To avoid this, he recommends preparing in advance, anticipating pressures and questions, so you can respond truthfully under stress. [36:54] Closing quote: Remember, “I believe firmly that in making ethical decisions, man has the prerogative of true freedom of choice.” —  Corliss Lamont    Quotable Quotes “Trust is important.” “Prepare for difficult conversations to avoid ethical dilemmas.”  “Take time to understand personal motives before engaging in sensitive discussions.” “Communicate conversation goals effectively to the other party.” "It's really important now more than ever for us to be very clear about what communication looks like within our organization, what respect looks like in our organization, and the fact that we encourage people to dissent and have constructive conversations." "Empathetic persuasion focuses on the other person, shines the spotlight on them, and understands how they are seeing, thinking, and feeling about the situation." "When you actually sit there and think about what’s the value of the conversation, you can recognize that a lot of these conversations are not strategically aligned with reality." “I believe firmly that in making ethical decisions, man has the prerogative of true freedom of choice.” —  Corliss Lamont    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kwame Christian’s LinkedIn | Kwame Christian’s Website | Kwame Christian’s Twitter |

Ted Brown is President & Partner at Lockton Companies, and the founder of The Valor Bridge Foundation, which merged with Salute Colorado in 2021. He now serves as Chairman of the Board for Salute Colorado. Ted discusses the importance of self-awareness in decision-making and emphasizes the need to be comfortable with uncertainty. At Lockton, he believes in empowering individuals to determine their career paths and aligning work with their strengths for long-term fulfillment.  He highlights the importance of a strong leadership team based on authenticity, servant leadership, and cultural fit, and stresses that leadership should be merit-based, not political.   Ted reflects on the value of "aggressive authenticity" in leadership, especially for younger generations, and stresses the importance of developing future leaders to ensure company culture endures beyond a single leader. Finally, he warns against the dangers of ego in leadership, encouraging a focus on servant leadership when developing others.   Key Takeaways [02:51] Ted shares how his father's emphasis on hard work and adversity, shaped by losing his own father young, influenced him during summers working on a ranch and sparked his desire to serve in the military. After 9/11, Ted tried to enlist in the Navy to become a SEAL but withdrew due to personal reasons, a decision he regretted deeply. At 37, too old to enroll, he channeled this regret into action by interviewing veterans and creating a 12-week program to help veterans transition to civilian life, focusing on personal identity, leadership, and networking with mentors. This initiative has been highly rewarding and impactful. [07:36] Ted discusses decision-making, explaining that it starts with self-awareness. In both personal and business contexts, decisions require understanding one’s values, timelines, and impacts on people and culture. He emphasizes that decisions rarely have all the information available, so it’s important to be comfortable with uncertainty. [10:57] Ted touches on leadership potential and career fulfillment at Lockton. He explains that while the company offers resources like executive coaching and personality tests, not everyone follows the same path. They need both long-term contributors and those seeking advancement. It’s about empowering individuals to determine their career trajectory. [13:08] Ted agrees with Jan that companies today need more personalized development approaches. While a general framework is necessary, tailoring growth to each individual’s strengths leads to better career fulfillment. He believes that aligning 75% of one’s work with their natural strengths is key to long-term satisfaction and organizational stability. [16:20] Ted discusses the importance of a strong leadership team that is comfortable in their skin, authentic, and servant leaders. He explains that when people are miscast in roles, they become limiting factors. Ted stresses the need for leadership teams that fit well within the culture and how advancement should be based on merit, not politics, to avoid limitations. [19:39] Jan asks Ted about the role of consequences in reinforcing company culture. Ted explains that, initially, their company rewarded bad actors for financial performance, but the focus has now shifted to authenticity, servant leadership, and having an impact beyond financial success. Leaders lead by example, picking up the heaviest burdens and being the first to admit mistakes. [22:44] Ted reflects on "aggressive authenticity" as a leader, especially in front of younger generations who want to see themselves in their leaders. Authenticity, he believes, comes from sharing personal stories, admitting mistakes, and earning trust by following through on commitments. He encourages leading by removing obstacles for the team. [24:51] Jim raises a concern about leadership cultures falling apart after a leader leaves. Ted emphasizes the importance of investing in others to ensure the culture outlasts a single leader. Leaders should focus on developing their teams so that future leaders can make the company their own while keeping core principles alive. [28:09] Ted concludes by highlighting the dangers of ego in leadership. He suggests that self-interest can ruin leadership potential, while servant leadership focuses on the impact and value delivered to the organization. Ted advises being okay with giving credit to others and developing people who may one day surpass you in the company. [30:17] And remember,  You shall, I question not, find a way to the top if you diligently seek for it; for nature hath placed nothing so high that it is out of the reach of industry and valor.  - Alexander the Great   Quotable Quotes "It's an honor to serve those who served our country and sacrificed. That's the least I can do, but it's definitely been a rewarding journey." "You have to understand who you are first and what is going to fulfill you in your life and your career. That requires a process." "Turn regret into action." "Be comfortable being uncomfortable with making decisions without 100% of the information." "Fulfillment doesn't necessarily mean happy. It means that you're being challenged and having tough, hard conversations about meeting or exceeding expectations." "Career fulfillment comes down to leveraging and utilizing your God-given strengths 75% of the time." "Empower people to embrace who they are and leverage that for their own advancement, and you'll end up with a lot of longevity in an organization."  "It's almost easier to make decisions in business than it is in life." "Your culture becomes the worst behavior you tolerate." "Trust is earned when you actually get to that finish line." "If you're not demonstrating that behavior, you can't enforce the expectations. You will lose the culture." "In order for things to last, they have to be legacy-minded principles and philosophies." "One of the things that can absolutely ruin leadership potential is ego." "The second you free yourself of self-interest and you focus truly on the impact and value that you can have to an organization, that's how you can become a great servant leader." "Relevance is fueled by ego." "Be okay giving all the credit to those around you. Be okay putting people in positions that someday could be your boss. If you do that, you're going to be a big part of something that's way bigger than yourself." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Ted Brown LinkedIn | Lockton Website | X | Valor Bridge Foundation, now merged with Salute Colorado |

Ford Saeks, CEO of Prime Concepts, is a renowned entrepreneur, author and LinkedIn influencer with over 25 years of experience. He stresses the importance of critical thinking and adaptability in addressing organizational challenges, particularly AI disruption and data security. Ford highlights AI's growing role in tasks like appointment scheduling and outlines key business growth strategies focused on client acquisition, transaction value, and operational efficiency. He encourages leaders to address AI’s security and ethical issues through proactive training and privacy measures. Ford warns of AI’s potential risks, such as deep fakes and data misuse, likening its impact to the internet. He also emphasizes the need for high-touch customer interactions, effective onboarding, self-correcting leadership, and evolving beliefs, while cautioning about AI's influence on relationships and biases.     Key Takeaways [01:55] Ford reflected on the pivotal moment when the cassette program influenced his life, emphasizing the importance of being a critical thinker and open-minded. He noted that many organizations fail to address their true challenges, which often lie beneath superficial labels like "culture" or "leadership." [05:16] Ford discussed current challenges faced by CEOs, including AI disruption, data security, and economic changes in the workforce. He highlighted the growing need for cybersecurity and the impact of AI on job roles, noting that AI can now perform tasks like scheduling appointments with human-like precision. [09:17] Ford outlined key areas for business growth: acquiring high-value clients, increasing average transaction values, nurturing repeat and referral sales, and improving operations. He stressed the importance of focusing on high-value clients and operational efficiency to avoid pitfalls like apathy after a sale. [12:27] Ford argued that business development and sales are interconnected, with AI likely impacting both areas. While AI will handle repetitive tasks, he predicted a return to high-touch customer experiences as organizations strive to maintain authentic relationships. [15:46] Ford discussed the importance of rethinking mindset, influenced by Carol Dweck's book "Mindset." He explained that changing one's thought process can lead to different results and emphasized the need to question assumptions and seek varied perspectives to solve problems effectively. [20:10] Ford advised leaders to address security and ethical concerns with AI. He recommended treating AI as a highly capable tool, monitoring it closely, integrating AI training into onboarding, and setting clear usage policies. He suggested setting privacy settings, creating AI champions within the company, and organizing group sessions to explore AI solutions. [22:52] Ford indicated it’s too late to keep AI use internal; organizations are already using AI. He advised assessing internal AI use, setting privacy settings, and staying updated on AI developments. [24:09] Ford expressed concerns about enforcing privacy settings effectively, given AI’s potential threats like deepfakes. He stressed that while privacy settings are important, they might not fully address data misuse. Ford noted that data security is an ongoing challenge with AI. He highlighted the risk of data cloning and hacking despite privacy settings. Ford compared AI’s impact to the internet, predicting it will be transformative and significantly affect all aspects of business and society. Ford observed that many people still underestimate AI’s potential, even with its years of presence. [28:08] Ford emphasized that effective onboarding involves paperwork, socialization, and training. He also advocates for team-building activities to foster a positive culture. Ford admitted to needing self-correction to improve his company's culture, having previously dealt with high turnover and a toxic environment.  [35:54] Ford spoke on "prosperity consciousness," stressing the need to challenge and evolve one’s beliefs for personal and professional growth. Ford warned of AI's potential impact on relationships and the need for careful discernment in its use. Ford highlighted the importance of questioning personal biases and beliefs, sharing a personal example of how past experiences can distort current perceptions.  [41:30] Ford recommended taking time for self-reflection and disconnecting from daily distractions to better focus on what truly matters. [43:48] And remember,  I learned that we can do anything, but we can't do everything, at least not at the same time. So think of your priorities, not in terms of what activities you do, but when you do them, timing is everything. - Dan Millman   Quotable Quotes "If you're asking the wrong question, the answer doesn't matter." "The scariest people to me are the ones who think they know everything but don't know what they don't know." “Learning how to be a critical thinker and be open minded and being able to be like a diamond and add facets. So when someone gives me new information, it's not that I have to change, I get to add a facet to that diamond, making that diamond more valuable.” "Top CEOs right now are challenged with a variety of things in an organization... The disruption of AI... there’s no best practices and it’s a wild west." "AI is now being used to hack sites and they can do it at scale. It’s going to be harder and harder to know what’s real and what’s not real." "Anything that can be done repetitively is going to get done with AI." "AI is going to be used for high tech, but organizations should really look at the customer experience. How can they still use high touch to maintain authentic relationships and empathy?" “AI won't replace humans. It'll replace humans using AI.” “Deep Fakes are going to be one of the biggest things, knowing what's real and what's not.” “If you look at the younger generations and their motivations... it's not about getting seduced by the generations as much as culturally how people are communicating.” “The workforce is changing, communications are changing, how people communicate in conflict.” “I just think that with AI, you're going to see a lot of that really corrupting how people work, how they live their social interactions. They're going to lose complete skill sets because AI is going to be able to replace a lot of it and they're not going to learn how to talk to people.” "We only think of high touch when it comes to customers. We don't think about the high touch that we actually need in the workplace to influence and inspire people." "Onboarding really comes down to three things. You want to do the paperwork. That's number one. You want to socialize, make sure they feel comfortable in socialization. And then number three is training." "AI can act as my life coach, relationship coach, and business advisor. It's going to infiltrate our lives in ways that are both exciting and scary." "You have to question your cognitive biases, question your logical fallacies, and be willing to be wrong." “Confirmation bias is a fancy way of saying we all argue for our own limitations." "The leadership challenge is harder now than ever. Social media and isolation from COVID have altered our social skills." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Ford Saeks Website | Ford Saeks LinkedIn | X (Twitter) | This is the book mentioned  in this episode

Jim Vaselopulos and Jan Rutherford discuss what makes a great leadership book including the value of storytelling in making concepts relatable for the audience. They also discuss the importance of evidence-based concepts, and the significance of lasting and practical advice that transcends time. The best leadership books aren't necessarily leadership books. “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda      Key Takeaways [02:06] Jim and Jan discuss what makes a great leadership book, preferring evidence-based works over parables. Jim values data-driven insights, while Jan appreciates storytelling for its lasting impact, noting that different styles resonate with different readers. [06:18] They both share that a great leadership book should offer practical, timeless advice, with a preference for shorter, more digestible formats. [12:49] Jim and Jan discuss how to write impactful leadership books. They said Jennifer Garvey Berger found success by simplifying her content and making it more engaging. They emphasize the importance of practical advice, real-world applications, and effective storytelling. They also appreciate niche topics that offer fresh insights, like Valerie Friedland's work on linguistics.  [17:13] They both highlight the need to balance employee and employer perspectives in leadership. They emphasize that effective leadership involves not just setting direction and pace but also considering the tone and impact on people. [21:34] Jan highlights the value of being open to changing one’s views and learning from diverse sources. He also concludes with a story about historian Stephen Ambrose advising a young aspiring historian to gain real-world experience. [23:56] They discuss the value of curiosity in leadership and suggest that a good leadership book should inspire curiosity in its readers. They reflect on their own experiences with writing and invite listeners to share their favorite books and ideas for future topics.  [27:17] Closing quote: Remember, “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda    Quotable Quotes "A useful outcome of any leadership book is does it make you more curious? And if it does, to some degree, mission accomplished." “The best leadership books aren't necessarily leadership books."​ "If you're talking about leadership, you better be facing your own hypocrisy because nobody's got it all figured out ever." “Those leaders constantly test themselves and reframe their life story.” "Different things speak to different people."​ “A new way to communicate an idea is always interesting in a leadership book but it also needs to last." “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jan Rutherford’s Linked In | Jan Rutherford’s Twitter | Jim Vaselopulos Linked In | Jim Vaselopulos Twitter |

Michelle Hollingshead is an entrepreneur, author of “Meaning Indicator: Finding Significance through Challenge, Work, and Love.” Michelle delves into the power of vulnerability, inspired by her personal experiences and the loss of her brother post-9/11. Her book echoes Viktor Frankl’s Man’s Search for Meaning, focusing on resilience and intentionality. She stresses the importance of choice and compassion through life's trials.  Michelle explores the delicate balance between challenge and care in coaching, highlighting that love can coexist with direct feedback. She emphasizes that true love involves nurturing potential and moving on when necessary.  Michelle introduces the concept of "and" from her book, which helps manage life's complexities, and reflects on her mother's influence and the need to balance professional ambitions with family life.  Michelle discusses leadership and personal growth, emphasizing the balance between results and relationships and the evolution from command-and-control to inspiring participation. Michelle shares insights into how life stages influence leadership perspectives and her journey as an empty nester exploring new directions.     Key Takeaways [01:44] Michelle discusses embracing vulnerability, influenced by personal experiences and the loss of her brother after 9/11. Her book, "Meaning Indicator: Finding Significance through Challenge, Work, and Love," inspired by Viktor Frankl's "Man's Search for Meaning," explores resilience and intentionality. Michelle emphasizes the power of choice and compassion in life's challenges. [07:06] Michelle discusses the balance between challenge and care in her coaching experience, emphasizing love as caring for oneself, others, and the world. She explains that love in the workplace can coexist with honest, direct feedback and that sometimes the most loving action is for both parties to move on. Michelle highlights that love is about helping others realize their potential. Jim references a past guest who noted the Greek language's multiple words for love, aligning with Michelle's view of love as deep, honorable caring. Michelle's research on meaning in life revealed people often discuss challenges more than love, though they rank love higher in surveys. [17:40] Michelle explains the concept of "and" from her book, highlighting how it helps navigate life's complexities. She acknowledges those motivated by work and solving problems but also notes the tension when work overshadows other aspects of life. Michelle shares how her mother's passion for programming influenced her, wishing she had shared this passion when they were younger.  [19:16] Michelle discusses her research on the "greater good" archetype from Carolyn Taylor's work, highlighting how leaders navigate competing stakeholder needs and make thoughtful trade-offs. Jim raised an interesting point about the tension between significance and happiness, referencing his observations from different cultures. This sparked a discussion on how meaningfulness often involves stress and contemplation, while happiness focuses on satisfying basic desires. Jan shared an inspiring story about Jim's leadership during a challenging expedition in Patagonia, emphasizing how he thrives under pressure and excels at delegating.  [22:53] Michelle dives into the intricacies of leadership and personal growth, emphasizes the balance between results and relationships in leadership, noting the evolution from command-and-control to inspiring willing participation. Michelle reflects on the importance of understanding what drives individuals, highlighting the dynamic nature of personal motivations. They discuss the transformative impact of life stages, such as becoming parents or empty nesters, on leadership perspectives. Michelle shares her journey of balancing professional ambitions with family life, and now, as an empty nester, she explores new personal and professional directions. [28:29] Michelle shares how her father-in-law, Mickey, impacted her life. Despite his cancer diagnosis, Mickey was at peace, reflecting on his great life and embodying leadership through results and relationships. Michelle felt grateful to capture and share his life through this process. [31:33] Michelle reflects on the significance of her book, emphasizing that the things that matter most now are the same as those that will matter in the end. Michelle notes that her book is a short read, perfect for recalibrating during a plane flight. Jim and Jan express their gratitude for Michelle's insights and the opportunity to have her on the show. [32:34] And remember, Don’t aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one’s personal dedication to a cause greater than oneself  - Viktor E. Frankl   Quotable Quotes "Leaders go first. I need to be doing my best to walk my walk and role model." "People don’t need my perfectionism. They need my compassion." "Sometimes the most loving thing is for everyone to move forward." "The word I chose for love was caring for self, others, and our world." "Seeing that aliveness in people who are passionate about what they do is very compelling." "Widen the lens, and just having that awareness." "Challenge, work, and love are ways people find significance in life." "Even as an empty nester, I'm reorienting myself to my own relationship with work and discovering new focuses." "The things that matter most in the end are what matter most today. This is an opportunity to reconnect with what is significant for you."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Michelle Hollingshead Website | Michelle Hollingshead LinkedIn | Michelle Hollingshead Instagram | This is the book mentioned in this episode

Kelli Thompson is an award-winning leadership and executive coach, keynote speaker, and the critically-acclaimed author of “Closing The Confidence Gap: Boost Your Peace, Your Potential & Your Paycheck.” In Kelli’s two-decade career leading teams in primarily male-dominated industries, she received industry awards for her ability to build programs that cultivated the pipeline of future leaders. Kelli explores how both women and men give away their power. She critiques outdated definitions of executive presence based on masculine norms and advocates for a more individual-focused approach. Kelli shares insights on balancing authenticity with professional expectations, including dress codes, and introduces her “Situational Savviness Matrix” for effective communication. She offers advice on salary negotiations and determining if it’s time to leave a situation by evaluating values, skills, and energy. Kelli previews her upcoming TED talk on the dangers of idolizing leaders and how it stifles personal intuition and leads to corporate issues. She concludes by defining confidence as trusting yourself despite fear.     Key Takeaways [02:53] Kelli shared that she's a certified storm spotter and originally wanted to be a meteorologist. She studied meteorology in college but decided against the career due to its demands. Kelli also discusses weather prediction, comparing it to leadership. She notes that while we can't control circumstances, having the right tools is essential.  [06:54] Kelli explores how people give away their power, often by not knowing what they stand for. She shares her own experience of following others’ advice, which led to an unfulfilling career and personal life. Kelli emphasizes the need to define your values and have the courage to say no to anything that doesn’t align with them, inspired by the Hamilton quote: "If you don’t know what you stand for, what will you fall for?" [09:10] Kelli discusses how women might give away their power by saying "yes" to fit in or climb the ladder, while men might do so by suppressing traits that don’t fit traditional norms. She highlights that men who are empathetic or collaborative may struggle with their careers and personal well-being when they hide these qualities. [10:40] Kelli discusses helping clients find clarity by focusing on core values. She starts with core values and works to define non-negotiables and how they want to be perceived. Kelli uses tools like the Enneagram to uncover motivations and blind spots, helping clients identify strengths and talents. This clarity leads to better decision-making and confidence. Kelli also shares the inspiration behind her Clarity and Confidence Women’s Leadership Program, created to provide tools and strategies for overcoming systemic challenges and personal doubts. [15:55] Kelli explores the outdated definitions of executive presence often based on traditional masculine norms. She notes that the modern workplace, created by men for men, still reflects these old standards. Kelli advocates for redefining executive presence to honor individual styles and values. She shares her experience of balancing directness with respect and love, showing how to align personal authenticity with effective leadership. [18:27] Kelli discusses the challenge of balancing authenticity with professional expectations, especially regarding dress codes. She recounts her experiences from banking and pharma, where strict dress codes were enforced. Kelli suggests evaluating if you can conform to an organization's dress code before joining. She stresses that while organizations may prefer certain behaviors, the real focus should be on whether these behaviors drive results. Kelli also explains that executive presence often relates more to building relationships and influencing others than to superficial standards. [22:40] Kelli explores the role of adaptability in executive presence, stressing that what works in one region may not in another. Kelli shares her experience with phone sales, where directness didn’t work in the South, and introduces her “Situational Savviness Matrix” to balance directness and politeness. She concludes that executive presence is broad, and focusing on specific behaviors is more effective than the general term. [25:58] Kelli explores salary negotiations. Kelli stressed the value of "situational savviness" and detailed how employees should prepare by gathering salary data, quantifying accomplishments, and making a clear ask. She noted that raises may take time and require approvals. Kelli discusses the courage needed to handle requests and the option to set specific performance goals for future raises.  [30:45] Kelli discusses the crucial questions to ask when deciding if it's time to quit something. She outlines key questions to ask before quitting: Is this situation aligned with my values? Is it using my best skills? How does it affect my energy levels? Is it moving me closer to the leader I want to become? If many answers are negative, it might be time to quit. She also explores why people stay in toxic environments, highlighting fear of regret and the unknown. Kelli advises making informed decisions by asking tough questions and understanding your values before making a move. [36:51] Kelli previews her upcoming TED Talk, set to address the harms of putting people on pedestals. She explains how idolizing leaders based on experience or charisma stifles personal ideas and intuition, leads to corporate scandals, and creates feedback gaps. Scheduled for November at Creighton University, her talk will be about ten minutes long and available online in February 2025. [40:27] Kelli Thompson talks about the performance element in leadership and how being intentional about how people feel when led is crucial. She defines confidence as the ability to trust yourself and act despite feeling nervous. Kelli challenges listeners to take one tiny step towards a goal while feeling terrified, as confidence comes from taking action.  [42:28] Closing quote: And remember, I learned a long time ago the wisest thing I can do is to be on my own side. Be an advocate for myself and others like me.  —  Maya Angelou   Quotable Quotes "A big part of not giving our power away is defining what we stand for and having the courage to say no to everything that isn’t that." "Showing up in a way that honors our unique approach but also honors our values is key to aligning with the type of leader we want to become." "The strongest arguments for salary increases always include market research, demonstrated performance, and a clear ask." "Sometimes the hell you know feels more comfortable than the hell you don’t." "We don’t change until the pain of our current circumstances outweighs the fear of the unknown." "Confidence is the ability to trust yourself and to take action on that. The actions of confidence come first; feelings of confidence come second." "Leaders become jerks because they don’t get the feedback they need. We put them on a pedestal and silence our ideas." "You have to do the thing while also feeling nervous. Confidence is a side effect of taking action."   These are the books mentioned in our discussion with Kelli   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kelli Thompson Website | Instagram | Facebook | LinkedIn | X (Twitter) |