The Marcel Podcast

By Marcel SchwantesBusiness Management

The Marcel Podcast episodes

June 11, 2020 Toward A Racially Just Workplace with Laura Morgan Roberts
These are extraordinary times. In addition to the devastating effects of the COVID-19 pandemic, we are once again experiencing the pain and conflict arising from the killing of an unarmed black man at the hands of a white police officer. The country is yet again being forced to face its painful history of systemic racial prejudice towards people of color, and people everywhere are rightfully demanding meaningful change. The issue of racism goes beyond the killing of George Floyd, however. It is a “we” problem, and it's going to take all of us to speak up, speak out, and be a voice for change. As business leaders, we have to confront the injustices that we see at work and put the spotlight on what's happening inside our corporate walls. This week’s show is a replay of an episode in which Laura Morgan Roberts addresses the issue of racism in corporate America, and offers powerful solutions for all of us. Professor Laura Morgan Roberts is an expert in diversity, inclusion, authenticity and identity development. She chats with Marcel Schwantes about her recent article, Toward a Racially Just Workplace, and tackles what is seemingly the most uncomfortable conversation in the work environment.After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. [4:37]Research shows that only 8% of managers and 3.8% of CEO’s are of African American descent, which is concerning as it does not reflect the global population. [7:29]Marcel asks Laura why she thinks there is such a small percentage of black leaders. “What has been persistent over time is a practice of sort of betting on familiarity… giving those new opportunities… to people who remind us of our younger selves. And so when the people who are in the leadership positions are the ones we're doling out those opportunities to… they're also more likely to be alarmed… when someone who doesn’t share aspects of their experience messes up… You’re not given the same freedom to fail when you’re a person who exists on the margins,” she explains. [10:08]Two key dynamics that pose challenges for black leaders in the workplace are authenticity and authority. [12:38]Many black leaders have stories in which people in mentorship roles have tried to steer them in completely different paths, “with very little knowledge or data of what they were truly capable of,” Laura adds. [16:51]Laura admonishes leaders to “get real”: external occurrences affect organizations internally. “There's no… concrete wall that sort of segments the organization and protects it from whatever is happening in society around inequality and exclusion and oppression.” [20:30]Oftentimes conversations about diversity and inclusion initiatives turn into ego defensive arguments, which inhibits exploration of avenues for productive coexistence. [26:19]“If you want to understand how to be more inclusive, you can’t just sit around and talk to the people who already feel included,” Laura says. Leaders should take themselves back to experiences where they felt excluded and ask themselves what others could have done to make them feel included. [37:27]The “secret sauce” in truly promoting greater racial diversity, inclusion and equity is the heart. [41:15]Laura offers advice for the African American professional wanting to grow as a leader. [43:27]Marcel asks Laura why she thinks fear is so prevalent in the workplace. She replies, “We structure our organizations in ways that trigger people's feelings of scarcity… and when people are operating in that dimension of scarcity they’re triggered… they're really afraid because they're feeling incredibly vulnerable.” [46:40]Laura wants race to no longer be associated with fear, problems and challenges, and would much rather it be embraced. [50:26]ResourcesToward a Racially Just WorkplaceAdvancing Black Leaders
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1 hr 1 min
June 11, 2020 Toward A Racially Just Workplace with Laura Morgan Roberts
These are extraordinary times. In addition to the devastating effects of the COVID-19 pandemic, we are once again experiencing the pain and conflict arising from the killing of an unarmed black man at the hands of a white police officer. The country is yet again being forced to face its painful history of systemic racial prejudice towards people of color, and people everywhere are rightfully demanding meaningful change. The issue of racism goes beyond the killing of George Floyd, however. It is a “we” problem, and it's going to take all of us to speak up, speak out, and be a voice for change. As business leaders, we have to confront the injustices that we see at work and put the spotlight on what's happening inside our corporate walls. This week’s show is a replay of an episode in which Laura Morgan Roberts addresses the issue of racism in corporate America, and offers powerful solutions for all of us. Professor Laura Morgan Roberts is an expert in diversity, inclusion, authenticity and identity development. She chats with Marcel Schwantes about her recent article, Toward a Racially Just Workplace, and tackles what is seemingly the most uncomfortable conversation in the work environment.After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. [4:37]Research shows that only 8% of managers and 3.8% of CEO’s are of African American descent, which is concerning as it does not reflect the global population. [7:29]Marcel asks Laura why she thinks there is such a small percentage of black leaders. “What has been persistent over time is a practice of sort of betting on familiarity… giving those new opportunities… to people who remind us of our younger selves. And so when the people who are in the leadership positions are the ones we're doling out those opportunities to… they're also more likely to be alarmed… when someone who doesn’t share aspects of their experience messes up… You’re not given the same freedom to fail when you’re a person who exists on the margins,” she explains. [10:08]Two key dynamics that pose challenges for black leaders in the workplace are authenticity and authority. [12:38]Many black leaders have stories in which people in mentorship roles have tried to steer them in completely different paths, “with very little knowledge or data of what they were truly capable of,” Laura adds. [16:51]Laura admonishes leaders to “get real”: external occurrences affect organizations internally. “There's no… concrete wall that sort of segments the organization and protects it from whatever is happening in society around inequality and exclusion and oppression.” [20:30]Oftentimes conversations about diversity and inclusion initiatives turn into ego defensive arguments, which inhibits exploration of avenues for productive coexistence. [26:19]“If you want to understand how to be more inclusive, you can’t just sit around and talk to the people who already feel included,” Laura says. Leaders should take themselves back to experiences where they felt excluded and ask themselves what others could have done to make them feel included. [37:27]The “secret sauce” in truly promoting greater racial diversity, inclusion and equity is the heart. [41:15]Laura offers advice for the African American professional wanting to grow as a leader. [43:27]Marcel asks Laura why she thinks fear is so prevalent in the workplace. She replies, “We structure our organizations in ways that trigger people's feelings of scarcity… and when people are operating in that dimension of scarcity they’re triggered… they're really afraid because they're feeling incredibly vulnerable.” [46:40]Laura wants race to no longer be associated with fear, problems and challenges, and would much rather it be embraced. [50:26]ResourcesToward a Racially Just WorkplaceAdvancing Black Leaders
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1 hr 1 min
June 04, 2020 Unleashing Empowerment Leadership with Frances Frei
The Los Angeles Times describes Frances Frei as “the go-to woman for companies like Uber who are looking to improve their image.” Frances is a Harvard Business School (HBS) professor who is credited with making HBS more gender-inclusive. She also served recently as Uber’s first VP of Leadership and Strategy, brought in to turn around its toxic culture. Along with co-author Anne Morriss, she has written Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You. She chats with Marcel Schwantes about her book and how to unleash the potential of those you lead by applying practical love.Marcel quotes Frances’ book: “Leadership is about empowering other people as a result of your presence and making sure that impact continues into your absence.” [5:46]Empowerment leadership can be represented by a target, the bullseye of which is trust. As a leader moves outward with each ring, they gain the skills to empower more and more people. The next ring is love: How can I set up one other person for success? Belonging is next: What can I do for a varied group? Influencing others is the next step, which entails combining strategy and culture to influence people even in your absence. [6:52]Frances recounts how she helped change the culture of Uber. [9:50]If your culture is broken, start with trust. [18:00]“The reason that people haven't been able to make much progress on trust is they kept trying to move to trust without understanding its very different but comprehensive component parts,” Frances explains. These components are authenticity, logic and empathy. She describes the role of each component in building a trustworthy culture. [18:40]Love is empowering people by setting high standards and revealing deep devotion to them. To bring out someone’s best, they have to feel your high standards as much as your devotion to them. Marcel comments that people often forget the leadership part of servant leadership: high standards and accountability are as important as caring. Both are necessary in a great leader. [23:20]Two practical ways to be more loving by setting high standards are: set better goals and celebrate wins. Two ways to show devotion are: proactively help, and fulfill people’s basic needs. [25:05]Marcel and Frances talk about how she helped make HBS more gender-inclusive. [28:39]“If there are demographic tendencies associated with who's thriving, your culture is broken,” Frances says. [30:54]“If you only give me an hour to diagnose whether the culture has a problem, I'm going to do two things. I'm going to listen to see if any of the cultural values are weaponized, and I'm going to look at the data to see if women and men are thriving at the same rates,” says Frances.Marcel asks, “One of the strategies that often fails in making a workplace more diverse and inclusive - especially for women looking to move up into the higher ranks - is the recruitment process. So what are some ways we can improve it to promote more diversity?” Frances responds with practical advice. [41:20]The most important thing to do for our employees during this pandemic, Frances says, is to enrich them by helping them develop. [46:48]Frances wants leaders to take away this point: if you notice something wrong, address it now. “Meaningful change only happens quickly,” she argues. “Meaningful change happens when the thing you want to change is your number one priority… So when you see something, address it; address it with all your might, close it, and move on to the next thing.” [51:06]Marcel walks listeners through the Leadership Performance Curve exercise from Frances’ book. [53:36]ResourcesFrances Frei on LinkedInTheLeadersGuide.comUnleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You TED Talk: How to Build (and Rebuild) TrustMarcelShwantes.com
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57 min
May 28, 2020 Becoming a Mindful Leader with Marc Lesser
Marc Lesser is a speaker, executive coach, and the founder and CEO of ZBA Associates, a consulting company specializing in executive development and leadership. He joins Marcel to discuss his recent book, Seven Practices of a Mindful Leader: Lessons from Google and a Zen Monastery Kitchen, which offers readers a practical framework that they can apply to leadership regardless of their level. The book provides the tools to eliminate fear and self-doubt, shift one’s awareness, and cut out workplace drama. Mindful leadership involves practicing self-awareness of your feelings and proclivities, as well as becoming comfortable in your own skin, while engaging compassionately with others. “All of business and leadership is essentially helping others,” Marc says. [5:46]The seven practices of a mindful leader are: love the work; do the work; don’t be an expert; connect to your pain; connect to the pain of others; depend on others; and keep making it simpler. [9:25] Marc argues that we should not avoid difficult things or challenging circumstances, but rather acknowledge them. By connecting with our pain, we find the real jewels within ourselves and gain freedom. It also allows us to better empathize with the pain of others. Marcel shares an experience in which connecting with his pain enabled him to let go of his frustrations. [11:31]Marcel and Marc discuss the individualism of American society and the value of depending on others in the workplace. He notes that cultivating trust and depending on others are related. If trust is not being cultivated, then cynicism is. “Under the veneer of strength and independence, we smell a lack of authenticity,” Marc says, “we can smell when someone’s words and actions are not aligned.” [15:57]A silver lining of the global pandemic is that it has forced people to slow down, accept uncertainty, and go back to what really matters. According to Marc, there is simplicity in accepting what we can’t control. He discusses the value and benefits of meditation. [21:26]Levels of stress accentuates trust in workplaces: in environments where there was little trust, there will be less when people go back out to work, and vice versa. Two important things to consider when building trust are the body and skill. Your words, actions, and body language must align as people will be less likely to trust you if they perceive that you are not genuine. In addition, good communications skills, as well as skills for managing your own emotions, help you to relate better to those in your care. [32:16]Marcel asks Marc why he thinks some leaders still lead through fear. Marc suggests that natural selection allowed for the more cautious apes to evolve into humans, resulting in deep-rooted internalized fear. Mindfulness evolved as a way to cultivate freedom from being driven by fear and desires. Switching from a fear-driven leadership approach to mindful leadership requires highlighting your intentions, noticing how well they align with your actions, and being aware of how others perceive you. [36:00]ResourcesMarc Lesser on LinkedIn | Twitter | Facebook | InstagramMarcLesser.netSeven Practices of a Mindful Leader: Lessons from Google and a Zen Monastery Kitchen
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51 min
May 21, 2020 Getting In The C.A.R. with Monte Williams
This week’s Love In Action podcast is sponsored by ALEU - The Leadership Development Company. Founder Monte Williams believes that “When you lead yourself with passion, you inspire others; and when you inspire others, anything is possible.” His personal mission is to inspire passion through the leadership of self and others. Monte also serves as Senior Director of Client Services at TaskUs, and over the course of his career he has built many high performing teams which have generated millions of dollars in revenue. He is an executive coach and speaker; he recently delivered an inspiring TEDx talk entitled, Get In The C.A.R. - The Keys To Sustainable Leadership. He joins Marcel Schwantes to talk about his company’s mission and how leading others must be preceded by leading yourself.Every business problem can be solved by investing in the growth and development of people, because when your people succeed your business succeeds. [1:43]Monte describes what inspired his mission statement. [5:10]Monte recounts his most trying leadership moment: “...it was the most just deflating, empowering conversation I think I've ever had in my career, because she was able to dig deep and pull out something that I had been battling with all my life… But if I wanted to make this leap into the next stage of my career I had to deal… with Monte.” [8:26]Monte posits that these three principles can simplify leadership:We are all human.We are all leaders.We are all connected by the human experience. [12:31]Monte says that three core principles bring success: Courage, Agility and Resilience, or C.A.R. Courage is “the ability to make the necessary changes within ourselves to inspire the most favorable outcome in our environment.” Mohandas Gandhi is a great example of courage, Monte says. Agility is “the ability to respond to real life stimuli... while still maintaining focus on the greater goal.” He cites Chesley Sullenberger III as an example of agility. Resilience is the ability to “weather difficult environments long enough to achieve whatever goal it is that you're trying to achieve.” A prime example of resilience is Nelson Mandela, Monte says. [16:18]“There is a human element to leadership that cannot be ignored or denied,” Monte says. “People don't work for companies. They never have, they never will. People work for people.” [29:30]The things that bring success in personal relationships, such as honesty, appreciation, trust and security, are the same things people want in their business relationships. [31:43]“You cannot ignore the human element,” Monte argues. “You can't ignore the emotional piece of leadership because when you ignore the emotional piece of leadership you can never help somebody reach their potential and you can never maximize your potential in your business.” [32:05]Marcel points out that this pandemic is a great opportunity “to pivot away from the transactional leadership model to more of a transformational servant-leadership model.” [ 33:50]ALEU offers executive coaching, where they help leaders develop a framework and culture for leadership and development. The company also helps businesses refine their organizational architecture so that everyone is positioned for success and growth. Another service ALEU offers is leadership coaching for the workforce. [40:39]Monte wants listeners to understand that their people are their most valuable asset, so people should come first no matter what. [43:40]Monte’s takeaway for listeners is: “If we're able to look at leadership from that perspective [that we’re all leaders] and help people get to wherever they want to get to in their journey, we will create a better world, create a better society, and we will create more profitable businesses.” [46:16]If you want to learn more about solving problems by investing in people, Contact Monte Williams at [email protected] fo
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49 min
May 14, 2020 Awakening Compassion at Work with Dr. Monica Worline
Dr. Monica Worline is the founder and CEO of EnlivenWork, an organization that teaches other organizations how to use compassionate leadership to humanize and energize the workplace. In addition, she is a research scientist and the Executive Director of Compassion Lab. Her book, Awakening Compassion at Work: The Quiet Power That Elevates People and Organizations, is a practical guide to practicing compassion on the job. She joins Marcel to discuss the book and how its principles apply to all organizations.Compassion is often misunderstood as a four-part human experience which unfolds in relation to suffering or pain. The four parts are: notice someone’s pain; interpret their pain as worth one’s time, attention and action; empathize; and take action to alleviate or address the pain. Marcel adds that people believe the fourth step is the most crucial since they think that true compassion is removing the burden from someone’s shoulders. [7:29]Kindness and compassion are often mixed up together. The key differentiator, Monica says, is that kindness is a voluntary activity that helps another person flourish, whether there is suffering or not. [9:10]Humans have an innate instinct to help those who are suffering, but we unlearn it through institutions and/or family structures. [12:58]There is a cultural and normative bias built into the word ‘compassion’ as it is most often associated with words like ‘nurture’ and ‘care.’ These connotations make compassion seem like “women’s work” and only fit for caregiving institutions, Monica argues. This may hold people back from speaking about or practicing compassion in the workplace for fear of being perceived as ‘weak’ or ‘soft.’ [17:44]Companies lose billions of dollars every month due to a lack of compassion, Monica says. Marcel shares his experience in a toxic work environment where he was sent to the ER due to stress-related back pain. [20:17]Commitment and retention are two major benefits of building a compassionate culture at work. Compassion is essential in the trial and error world of the innovation industry. [25:44]A powerhouse leader is someone who prioritizes connecting with human beings over strategic aims. [31:00]Leaders should make space in their organizations for compassion so that it becomes part of the fabric of the organization. This can be designed within the organization’s networks, roles, routines, and culture. [33:23]The main obstacle to interpersonal compassion is fear: we fear giving compassion because we believe we would be perceived as weak, and we fear receiving it because we believe we would be taken advantage of. [41:33]Monica shares a sociological theory that argues that people will take advantage of you at any given opportunity. Western capitalism is rooted in this theory; the structure of the economic system is based on it. As such, leaders born into this system are more inclined to lead through fear. [43:16]ResourcesDr. Monica C. Worline on LinkedIn | FacebookCompassionLab.comAwakening Compassion at Work: The Quiet Power That Elevates People and Organizations
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54 min
May 07, 2020 Celebrating 30 Years of Effectiveness with Stephen M. R. Covey
This year marks the 30th anniversary of the seminal book, The 7 Habits of Highly Effective People, by the late great Stephen Covey. A special 30th Anniversary Edition is to be released later this month, with new content and personal insights from Stephen Covey’s son, Sean Covey. Another of Stephen’s sons, Stephen M.R. Covey joins Marcel Schwantes on this week's show to discuss his father's work, including the reasons why the book has stood the test of time. Stephen M.R. Covey is co-founder of Covey Link and Franklin Covey Global Speed of Trust, as well as the bestselling author of The Speed of Trust.Marcel describes the 7 Habits of Highly Effective People as a masterpiece. It has been called the number one Most Influential Book of the 20th century and one of the best selling books of all time by Fortune Magazine. “When I read it it changed my life for the better,” Marcel says. [1:28]His father lived out the 7 habits at home, Stephen says, because his premise was that the principles should not only work with leaders and organizations, but they should also work at home. Stephen pays tribute to his father: “As good as he was in public, he was even better in private, as a husband to my mother, as a father to us kids. He was who you thought he was. He was the real deal.” [5:03]Life is about contribution not accumulation. [9:16]Marcel and Stephen revisit the 7 habits and how new research has further supported these principles. Some of the ideas they talk about are:Happiness comes from focusing on your circle of influence.If you want to gain influence with others, seek to understand them first. This is giving them a gift of understanding, care, concern, empathy and love. Never be too busy to take time to sharpen the saw. Renew and develop your body, heart, mind and spirit. Start with yourself first. [10:13]The 7 Habits book has withstood the test of time because it’s based on timeless principles of effectiveness. Also, it builds the reader from the inside out. Finally, Stephen points out, his father made its principles practical and accessible to the reader. [21:52]Trust is a learnable skill. [24:58]“Trust affects the speed at which we can move and the cost of everything,” Stephen says. When trust is low, everything takes longer to do and it costs more. On the other hand, when there is high trust, things move faster and cost less. It's also energizing and joyful, and there are huge dividends, he adds. [25:32]Marcel and Stephen discuss why trust is common sense but not common practice. [ 27:19]Three behaviors that help to build a culture of trust are: straight talk, creating transparency, and extending trust first. Stephen also describes the counterfeit behaviors that destroy trust. [30:38]Stephen advises leaders to declare their intent to create a high trust culture. He gives insights about how to measure trust within an organization. [43:00]Many leaders lead through fear because it’s what they know, Stephen posits. Also, they may have a need to be in control, or they may have a scarcity mentality. [45:40]“We need to shift the mindset of ...what a true leader is,” Marcel argues. We should also stop rewarding the command and control behaviors. Stephen adds that we should prove that leading with love is not only the right thing to do, but also the economic thing to do. “We need to create models under the trust and inspire style where they get results and build the culture, and you have the engagement and the inspiration, and they start to say, ‘This is a better way to lead, and if he or she could do it then I can do it too’,” Stephen says.[49:43]Stephen challenges listeners to start with themselves to bring about a renaissance of trust. [56:40]ResourcesSpeedOfTrust.comStephen M.R. Covey on LinkedIn | TwitterGet the 30th Anniversary Edition of The 7 Habits of Highly Effective [email protected]
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1 hr 1 min
April 30, 2020 Psychological Safety with Dr. Timothy Clark
Dr. Timothy Clark is an Oxford-trained social scientist, author, and international authority in the fields of psychological safety and innovation, large scale change and transformation, and senior leadership development. He is the Founder and CEO at LeaderFactor, and is a highly sought-after advisor, coach and facilitator to CEOs around the globe. His latest book, The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation, guides leaders through the process of building psychological safety in their organizations. He joins Marcel Schwantes to share how leaders can create an environment where employees feel included, fully engaged, and encouraged to do their best.Marcel is grateful for the spirit of humanity and how resilient humans are in the face of adversity. His home was recently adversely affected by a tornado, and his friends, relatives, neighbors and even strangers offered whatever they could to assist him and his family. The best of what humanity had to offer showed up and came to his aid, he says. The human spirit in our DNA rises up with strength and courage in this time of crisis to help others in need. [4:16]Principles are aspects or elements of truth in leadership; they are eternal and unchanging constants. [8:24]Psychological safety is inexpensive authenticity: being yourself without any economic, emotional, social and political expense. [12:13]Safety is holistic, Tim says. After a devastating experience early in his career, he realized it was his stewardship to help create, curate and protect a culture that would provide psychological safety to the members of an organization. It’s a sacred stewardship every leader has, he adds. [14:51]“Innovation is never easy to think of; it requires creative abrasion and constructive dissent processes that rely on high intellectual friction and low social friction,” Marcel quotes from Tim’s book. Tim describes the terms and shares that each one builds on the next. [16:16]The four stages of psychological safety are: Inclusion Safety, Learner Safety, Contributor Safety, and Challenger Safety. Tim describes and explains each stage, sharing the research behind them.[19:18]The absence of psychological safety eventually negatively affects one’s mental health and emotional well-being. It poses a hindrance to personal and professional development, which profoundly impacts one’s overall sense of self. [30:50]Marcel asks if there can be too much unhealthy psychological safety. Tim responds that sometimes people misinterpret psychological safety as absence of accountability. Rather, it involves a high tolerance for candor, and maintains respect and mutual accountability. [31:32]Psychological safety is a form of industrialized love. [37:09]Leading a team in a virtual environment requires a high tolerance for candor. [40:01]“I know of no rights of race that are superior to the rights of humanity,” Tim quotes. We divide ourselves by differences which are arbitrary distinctions that we need to get rid of. [43:50]A leader is not based on title or position or authority; leaders must recognize that their influence is profound and that if they do not lead the way, then they will only get in the way. [44:29]ResourcesDr. Timothy Clark on LinkedIn | TwitterLeaderFactor.comThe 4 Stages of Psychological Safety: Defining the Path to Inclusion and InnovationThe 4 Stages of Psychological Safety: Guide
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49 min
April 23, 2020 Finding Your Authentic Voice with Kevin Hancock
In this week’s memorable and uplifting show, Marcel Schwantes chats with Kevin Hancock, who shares his inspirational story of finding purpose in the midst of adversity, and re-scripting his definition of leadership as a result. They also discuss his new book, The Seventh Power: One CEO’s Journey into the Business of Shared Leadership.Kevin is the CEO of Hancock Lumber Company, one of the oldest and best known family businesses in America, and six-time recipient of the Best Places To Work In Maine. Kevin has been awarded the Ed Muskie Access to Justice Award, the Habitat for Humanity Spirit of Humanity Award, the Boy Scouts of America Distinguished Citizen Award, and the Timber Processing Magazine Person of the Year award. [2:08]Kevin’s ‘why’ is self-awareness: “... to come to know my own true voice and to follow it as best as I can.” [4:00]Marcel asks Kevin to share his personal story. Kevin relates the personal tragedy that struck him in 2010 and his struggle to lead his company in the wake of it. He soon realized, however, that what he initially saw as a loss was actually an incredible gift. How he viewed leadership was completely changed because of it. [4:32]“Everyone has a valuable, powerful, unique, never to be repeated voice and the best cultural model for an organization is to release those voices, not restrict them,” Kevin says. He sees his experience as an invitation to strengthen the voices of others. [10:49]Marcel and Kevin discuss his book. Kevin says that the seventh power is the power of the individual human spirit. His book is “an invitation to turn inward for strength and meaning and purpose, and for leaders to create cultures that make it safe for people to do that.” [15:45]The seven lessons for the age of shared leadership include:Great people are everywhere.Culture makes the difference.Real change is created first from within.In the 21st century, leadership will be about localizing power and shrinking the center.Listen for understanding not judgment.Overreaching has consequences: it collapses back upon the people that do it.An invitation for places of work to broaden their mission. [18:41]“If you were a manager or a supervisor, leadership was something to be shared and dispersed; and if you were an employee within the company, leadership was something to be accepted and embraced... The invitation was for everybody to share the responsibilities of leading,” Kevin says. [23:51]“People are more apt to support authentically that which they helped to create.” [24:49]Kevin’s philosophy is that work should take less time as productivity expands. His company has revamped its compensation system in line with this principle. [25:44]Leaders who want to create a culture of shared leadership should talk less, sit still more, have faith in their people and engage their power. The way to get people to pick up more, he says, is simply to occupy less. “...the power of them all leading is just immeasurably greater than anything I could do on my own,” he comments. [29:43]Marcel says that “fear and in control are relics of the industrial age that have been passed on from generation to generation.” [34:46]When leaders focus on becoming the change they want to see, the effects ripple throughout the organization. [36:00]Kevin wants listeners to take away these ideas:It takes everyone to lead to defeat the virus.We need a new definition of winning.We have to start thinking more about our shared collective humanity.“Your voice is unique by design. It will never be repeated, and your gift to humanity is to do the best you can to release it and share it and bring it forth into this world.”In nature, power is meant to be dispersed. [38:30]ResourcesKevinDHancock.com
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46 min
April 16, 2020 Everybody Matters with Matthew Emerzian
Matthew Emerzian is an author, keynote speaker, and the founder and CEO of Every Monday Matters, a non-profit organization committed to helping others understand their value and purpose. His work has been featured in Fast Company, Oprah.com, The Today Show, and the Hallmark Channel. He joins Marcel Schwantes to share a powerful and timely message about why we all matter.Marcel asks Matthew what he hopes comes as a result of current events. Matthew responds: that we continue to operate on our “human spirit” even after the coronavirus is gone. [4:30]Live a life that’s not about you. Matthew talks about the life motto given to him by his therapist that completely changed his world view. He shares how doing community service every Saturday morning helped him redefine what mattered to him. [11:48]Matthew’s book, Every Monday Matters, was used as part of a restorative justice program for convicted felons. After speaking to a group of them at a prison, one man tearfully commented that not being told he mattered was what got him into his position. [18:19]Marcel shares that Every Monday Matters the book is broken down into three sections: I Matter, You Matter, and We Matter. He asks Matthew to explain how they interconnect. Matthew describes it as a Venn Diagram with three circles, where each circle represents one section of the book and they all share an intersection. [21:38]People should be themselves authentically and unapologetically. They should not put filters on their lives like they do to social media posts in an attempt to reach perfection, because every individual is already uniquely perfect. [23:52]The silver lining in the current pandemic is that people are being forced to be their true selves; the masks are being torn off because we are all in a mutual state of suffering. [26:19]Some argue that doing selfless things is selfish because it only makes you feel good about yourself. If being selfless is actually being selfish, then we should create a selfish world, Matthew jokes. [31:22]We are wired to serve others. A life of service fulfills you in ways that material success cannot, and you find a sense of inner peace when you dedicate yourself to it. [34:39]Marcel asks Matthew how we can emerge from the global pandemic as better people. Before the coronavirus hit, we were suffering from a human virus of unkindness, Matthew says. We were not treating each other with compassion. When the virus goes away, in order to emerge as better people we must continue to embrace our humanity as we are doing currently. [36:21]Matthew believes that to create a world where everyone is aware of why and how much they matter, education must start with the youth. Every Monday Matters has a social and emotional learning program in six countries that has reached two million students worldwide. They are also providing free lessons and live classes on Zoom due to the pandemic. [38:38]Every day we wake up, we can make a choice to be someone who gives to the world, or someone who takes from it. [44:16]I matter, you matter, we matter. Marcel asks Matthew to explain how everybody matters. I Matter involves coming to terms with your own worth in all your imperfections and uniqueness. You Matter involves expanding your awareness to acknowledge and celebrate the value of those around you. We Matter explores how powerful we are together in impacting lives and communities. [46:44]ResourcesMatthew Emerzian on LinkedIn | Twitter | Instagram | Facebook | YoutubeMatthewEmerzian.comEvery Monday Matters: 52 Ways to Make a DifferenceYou Matter: Learning to Love Who You Really AreEveryMondayMatters.com
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49 min