The Marcel Podcast

This week’s guest on the Love In Action podcast is Michael Hyatt, CEO and founder of Michael Hyatt & Company, and the former Chairman and CEO of Thomas Nelson Publishers. Michael Hyatt & Company has been featured in the Inc 5000 list of the fastest growing companies in America for three consecutive years. Michael is also a bestselling author. He joins Marcel Schwantes to discuss his new book, The Vision Driven Leader: 10 Questions to Focus Your Efforts, Energize Your Team and Scale Your Business, and to explain how leaders can design an irresistible vision and rally their teams to achieve it. Marcel quotes from Michael’s new book: “Vision is the essential ingredient for successful leadership. There's no substitute... Unless you as a leader have a clear picture of the destination where you want your company to be in 3 to 5 years, you've got nothing that will inspire people to follow you.” [1:30]Michael says, “...in moments of crisis our character is proven.” People who survive a crisis are those who are willing to face the reality of their situation, and who have faith that they would prevail in the end. [3:58]It’s possible to win at work and succeed in life as long as you have a vision. [5:28]Michael lists how vision helps leaders become better: [6:15]Vision gives you confidence. [6:22]Vision accelerates your momentum. [6:42]A clear vision is a filter to differentiate between opportunities and distraction. [7:01]Vision drives execution and reduces overwhelm. [7:29]A clear vision aligns your organization and ensures that you're driving towards the things that bring success. [7:42]A clear vision helps you attract the right teammates and repel the wrong ones. [7:58]“Mission and vision are very different,” Michael points out. “Mission is about your purpose; it answers the question, Why? Vision is about your destination and it answers the question, What?” [8:50]Michael defines vision as “a clear, inspiring, practical and attractive picture of your organization’s future and it has to be superior to the present. It's got to be written down...and it's going to be written in the present tense as though it's actually already achieved.” His company has created a Vision Scriptor tool to walk users through the process of creating a vision. [9:13]Marcel and Michael discuss the qualities of a vision driven leader, as well as leaders who are vision deficient. Michael illustrates the difference between leaders and managers, and emphasizes that both roles are essential. [12:07]“One of the things that happens in a crisis,” Michael says, “is that people lose connection with that larger story... because it's a lot of...daily tasks that have to be done. So it's up to the leader to be refilling the vision bucket that everybody is carrying around, so that they can find meaning in their work, and so they have hope for the future.” [17:20]The long-term vision of most organizations would not change in a crisis; the thing that has to change is strategy. [17:47]Loving customers and employees means serving them well. Creating a culture where people flourish starts with the leader. [20:14]Marcel asks why some people still lead through fear. Michael believes that such people have a scarcity mindset. [23:22]Michael gives practical tips about working remotely, including two useful online tools. [25:44]Creating a winning culture begins with the leader’s vision. What would serve the people we want to serve? How can we help our employees get the “double win”? [31:08]Michael believes that “this is the moment for entrepreneurs for leaders to rise up as an army and really deliver the future that all of us need and want.” [32:58]Listeners should know that they have what it takes, according to Michael. “This moment will bring out the best in your leadership if you let it.” [33:30]ResourcesMichaelHyatt.comVisionDrivenLeader.com/coreMarcelSchw

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Charn McAllister is an Assistant Professor of Management and Organizational Development at D’Amore-McKim School of Business at Northeastern University. Earlier in his career, Charn served in the US Army as a helicopter pilot and troop commander during two deployments in Iraq. He joins Marcel Schwantes on this week’s show to talk about why being a likable leader matters and how it leads to results.“Really good leadership,” Charn argues, “involves being liked… treating [your subordinates] with respect and being a good person, which leads to being liked.” [6:00]Likability undercuts every leadership theory, Charn points out. If your subordinates like you, they rate you as a better leader. [7:00]The Leadership Affect Questionnaire (LAQ) measures how much subordinates like their leaders. Marcel and Charn discuss how the LAQ works. [8:41]If your leader scores low on the LAQ, think about what they do to merit such a low score, and endeavor not to repeat those behaviors in your own leadership style, Charn advises. Bad leaders teach us what not to do. Also, if you can find a kind way to give feedback, take the opportunity, Charn advises. Many leaders aren’t aware of what they’re doing wrong, so your feedback can help them correct their path. [11:46]Everyone can be likable, Charn believes. “It’s somewhat of a choice… Treat people as we would want to be treated…we become more likable by treating people with respect and treating them as people.” [13:33]“If all you are is a transaction between you and your subordinates, that’s all that relationship will ever become. When you actually create care for each other and understanding between the two, that’s how you become likable... We want to like the person who we know and understand and they understand us in return,” Charn says. [15:45]Marcel comments that research proves that soft skills such as empathy lead to high achievement in the workplace. He quotes author Tom Peters, “Soft skills are the new hard skills.” [16:57]Charn describes leadership as a tightrope. Treating people with respect sometimes means making concessions; however, a good relationship with your subordinates also puts them under the obligation to perform at their best. “By creating these relationships and becoming likable, I think you're increasing the performance of the entire team,” Charn says. [18:08]Marcel and Charn discuss being a likable leader in challenging times such as the current pandemic. Charn advocates having the difficult conversations about the next steps. Let your employees know that you’re thinking about them and you care for them. Marcel agrees that radical honesty about what's happening - even if it's bad news - is vital. “But,” he says, “also be there to let them know that you are backing them up, You are supporting them along the way until this thing is over.” [19:33]Leadership is about unlocking potential. People want to be part of something bigger than themselves. Leaders can help give them that sense of purpose. [24:48]Having a mutually respectful relationship with your subordinates makes them respect you more, not less. [27:50]The first step a leader should take to build a relationship with subordinates is to humbly ask for feedback, and then take action on it. This builds trust, Charn points out. Eventually both parties will feel committed to each other’s success. [30:51]Charn advises listeners to have empathy for each other. “We’re all people. We all have these battles and struggles that we're going through,” he reminds us. [35:12]Marcel’s takeaway for listeners is: “We are in a soft skills economy, especially now with the spread of the virus.You have to respond with empathy, kindness, respect, flexibility, and meet people's needs where they're at. Those are the leaders that are going to rise up in the face of crisis.” [37:10]ResourcesCharn McAllister on LinkedInProfesso

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Marcel Schwantes welcomes Dr. Wayne Baker to this week’s Love In Action show. Wayne is the co-founder and board member of Give and Take Inc. He also serves as the Faculty Director of the Center for Positive Organizations at the University of Michigan Ross School of Business. His work has been published in Harvard Business Review, Chief Executive Magazine, and Sloan Management Review. His teaching and research focus on social capital, social networks, generosity and positive organizations. He chats with Marcel about the art of making strategic asks as detailed in his new book, All You Have To Do Is Ask: How to Master the Most Important Skill for Success.Generalized reciprocity is when one person helps another, and that person is motivated to pay it forward. The cycle of reciprocity eventually comes back around to the person who started it. [7:11]Wayne realized that people had no problem being generous; however, many people struggle with asking for help. This is problematic because it is the request that drives the process of giving and receiving. [7:51]Marcel asks about the barriers that cause us to be reluctant to ask for help. Wayne answers: [8:40]We think we’d look incompetent. Making a thoughtful request however, makes us seem more competent. [9:00]We think no one can help. Wayne counters that you never know what or who people know until you ask. [9:25]We’re too self-reliant. In the real world, work is a team sport. [10:16]We don’t feel psychologically safe. The leader should be the chief help seeker, Wayne says. He or she should model the behavior that makes a psychologically safe workplace. [11:00]Fear is also a barrier. Wayne advocates the behavior first principle: it’s hard to change people’s beliefs and then their behavior; instead, get them to do something different, and they’ll update their beliefs as a result. [12:54]Bureaucracy, in particular organizational silos or excessive rules and regulations, is another reason. Wayne shares how cross collaboration can help break these barriers down. [13:40]Wayne describes his company’s digital platform, Givitas. He says it’s “based on the principle of enabling people to ask for what they need.” [15:40]Marcel asks Wayne to explain why asking for help can mean the difference between success and failure. Wayne replies that when an individual asks for help, he/she is more productive, performs better, has higher job satisfaction and less stress. He also describes the benefits of asking for help on the team and organizational levels. [16:15]A thoughtful request is SMART:SpecificMeaningfulAction - you should ask for something to be done.Realistic Time - set a specific deadline. [18:27]You should only think about who you should ask after you know what you want to accomplish and the resources you need, and you’ve formulated a SMART request. [20:08]Marcel asks Wayne to define and describe the Reciprocity Ring. Wayne explains that it came out of a discussion with his wife 21 years ago. He describes how using it leads to positive attitude and behavior change. [28:05]“People are more likely to do what is recognized and rewarded,” Wayne says. As such, he advocates rewarding those who make requests. [32:04]Wayne shares a miracle that happened because someone gave themselves permission to ask. [35:05]Wayne wants listeners to …”give yourself permission to ask, to think about what you need personally, what you might need professionally that will help you be more effective, more successful, and to make that request.” [39:30]Marcel’s takeaways from this episode include: “Make asking a personal and organizational habit and a cultural expectation in your workplace, and also have the tools and strategies in place to support asking.”“...asking is the key to giving at work, at home or anywhere in your life.”ResourcesAllYouHaveToDoIsAsk.com

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Ankur Gopal is the CEO of Interapt, an award-winning mobile and wearable technology solutions innovation partner. He was named one of Business’ First 40 Business Leaders Under 40 and inducted into the Kentucky Entrepreneur Hall of Fame in 2014. He joins Marcel Schwantes to discuss talent acquisition and what he’s doing to make it easier.Interapt is an IT services firm that provides solutions primarily for large enterprises but meets with small businesses as well. [2:53]Ankur hadn’t intended to start an impactful movement in helping the community when he moved back to Kentucky; it happened organically. [6:05]Ankur started off acquiring talent by having a heart. [8:02]We can either take the onus of building our own talent, or go out and buy it in an already flourishing market, Ankur says. [11:43] People can’t take breaks from life when you ask them to retool themselves, and they certainly can’t do that without a paycheck. [14:12]There’s a bias against a non-traditional hire without a college degree. [18:01]Ankur’s paid apprenticeship program is intended to launch unskilled workers and those with minimal digital literacy into a future in the tech industry. [21:23]We tend to associate low income with low functioning. [24:56]Giving someone a first chance or letting them know that they’re supported can lead to a ripple effect of monumental outcomes. [30:41]Ankur quotes his late mentor’s advice to him during difficult times: “If you’re not ticking people off then you’re not pushing hard enough.” [36:38]Apprentices are given a month per year to learn something new, with fully funded training as long as they continue to do their jobs efficiently. [38:40]Everyone has value and skills that they bring to the table. [42:28]There are both business oriented and altruistic reasons for Ankur’s program. [46:35]Leaders need to create an environment where employees feel safe sharing their problems. [50:33]Give people first chances and you’ll be surprised at what they can do. [53:30]ResourcesInterapt.comInterapt on FacebookAnkur Gopal on LinkedIn | Twitter | Facebook

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Marcel Schwantes welcomes Todd Palmer to this week’s Love In Action show. Todd is the CEO of Extraordinary Advisors, a renowned executive coach and author of The Job Search Process: Find and Land a Great Job in Six Weeks or Less. He shares how he went from being $600,000 in debt to making the Inc 5000 list six times! He and Marcel chat about his amazing story and his proven framework for helping business owners achieve success through authenticity, transparency, and vulnerability.The impostor syndrome is real, Todd says. It shows up in every part of our lives and it goes wherever we go. [2:45]Todd would not have made the Inc 5000 list had he not dealt with his impostor syndrome. He describes the feeling of empowerment when he made the transformative decision to “...take the wheel of my life again.” [3:52]Marcel quotes Todd’s book, “Growth happens only when we lean into the uncomfortable.” [6:07]“In order for me to lean into the uncomfortable ...the first person I would have had the conversation with was myself, and to look deep within, to do an inventory of how I got there. It was so incredibly painful but the flip side of it is, it was transformative,” says Todd. [7:00]Fixing your business is an inside out process, according to Todd. You have to work on yourself first. [9:13]Marcel comments that working on yourself requires self-awareness, as well as a level of authenticity, transparency and vulnerability not everyone is naturally wired to do. [11:40]You can’t take care of your business if you don’t take care of you. [12:59]Todd describes how he helps his clients lean into the uncomfortable. [13:15]Storytelling is the new business currency, according to Todd. He and Marcel discuss the impact of stories on businesses and lives. While telling your own story is good, it’s much more powerful to tell other people’s stories, especially how your work has impacted their lives. People resonate with the stories they hear, Todd adds. They see themselves in the arc of the story. [14:56]Marcel asks Todd to define psychological safety. [18:35]Todd comments, “If you have the best talent going in the right direction because they feel cared for, they feel heard, they feel validated and they feel rewarded to grow that organization as a collective team, it gives you the power of many.” [20:20]Todd shares an interesting story about what he learned from prisoners. He applauds the Hustle 2.0 program. [22:28]Ditching your comfort zone is a disciplined, methodical process that requires commitment. [25:00]Marcel asks Todd, “Is it fair to say that the impostor syndrome is basically wearing false masks?” Todd agrees and adds that it has been programmed in us to not show up authentically. However, if we have enough courage to put away the masks, we’d be amazed how much people want to help us. When we collaborate with others, we get the best ideas. [26:39]Leaders who accept themselves, who acknowledge that they are a work in progress, allow that acceptance to come out in their teams, Todd says. “Sometimes the hardest part though is to authentically see ourselves.” [28:24]Todd wants listeners to know that the real differentiator in life is people. “The better the people are in your life, the better you show up for other people.” [33:55]“Look within before blaming the rest of the world for your challenges,” Todd urges listeners. [35:27]ResourcesExtraordinaryAdvisors.comTodd Palmer on Facebook | InstagramHustle 2.0 program

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Love In Action now has listeners in 100 countries! That means that people around the world tune in every week to learn how to become the best version of themselves as a leader and as a person of extreme positive influence. This week’s honored guest is Chester Elton, one of the world’s top leadership and organizational culture experts, and co-author of multiple bestselling books. Chester is also the co-founder of The Culture Works, a global training firm that counsels Fortune 500 companies on employee engagement issues. He chats with Marcel Schwantes about his new book, Leading with Gratitude: Eight Leadership Practices for Extraordinary Business Results. They also talk about several gratitude practices that boost team performance, engagement and morale, while reducing turnover.Chester believes that when you're happy and feel valued at work, you're happy and engaged in your personal life. [6:10]Over 70% of workers are disengaged at work. [7:20]A highly engaged culture, or a culture of gratitude is “...a work group or an organization or group of people that … feel valued and rewarded when they make a difference,” Chester explains. Recognition means celebrating with someone in a way that’s meaningful to them. [7:33]Marcel asks why gratitude - something that is so necessary for human interaction - is missing in the workplace. Chester shares two reasons. [8:12]Chester shares an important lesson his father taught him: “Excuses, even when valid, are never impressive.” [11:17]The more you make time to praise and recognize the little things that are going well every day, the less time you have to spend replacing employees who disengage and ultimately leave. [12:10]Chester shares several stories of extraordinary leaders who incorporate gratitude into their leadership styles. [13:00]Leading with gratitude doesn’t mean letting people get away with things, Chester points out. “It's about having great conversations, putting people in a position to succeed. And when they succeed, reinforcing that great behavior with a simple thank you.” [18:25]Marcel and Chester discuss five of the eight gratitude practices in Chester’s book. Marcel urges listeners to practice them every day and how they lead people will improve. Two of these principles are:Walk in their shoes.Make gratitude peer to peer - allow your employees to recognize each other. [19:47]Gratitude is contagious. When people feel valued they want to be around the people that value them, and they also want to value others. [32:10]One very important leadership principle Chester emphasizes is, “The way you act as a leader gives everybody on your team permission to act the same way.” [32:28]Marcel and Chester talk about why leading through fear is still so prevalent. Chester shares a common misconception about leading with love and gratitude. 83% of employees would work harder for a leader that values and appreciates them, in contrast to just 30% who would work harder if they feared for their job. [33:25]“Don’t leave your best self at work,” Chester tells listeners. “Don’t leave your best self at home. Just be your best self.” [37:45]You can change your workplace culture from fear to love in the work by just starting, Chester says. He gives some simple and practical tips that leaders can implement at once. [38:15]Marcel quotes Chester’s book about taking gratitude home with us. Chester shares a few favorite gratitude practices such as journaling, and random acts of kindness. [41:57]Chester talks about two causes that are dear to his heart. [46:26]“Gratitude has nothing to do with your circumstances and everything to do with your heart,” Chester says. [48:15]Just be kind. [50:07]ResourcesTheCultureWorks.com LeadingWithGratitudeBook.com Camp CorralMentor International

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Laura Morgan Roberts is a Professor of Practice at the University of Virginia's Darden School of Business and a visiting scholar at Harvard Business School's Gender Initiative. As an expert in diversity, inclusion, authenticity and identity development, Laura's extensive research formed the basis for her study of the influence of African American business leaders. 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.Laura loves the genuine affirmation of affection from her children that reminds her why life is sacred. [3:36]After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. “I think what we saw was more of a hope than a conclusion… that Barack Obama’s election sort of symbolized that this was a harbinger of things to come,” Laura comments. [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” about recognizing that 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]Our egos are tied up especially when workplace issues are concerned. [23:51]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. “We structure our organizations and 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.” Marcel comments that Laura’s answer is the most scholarly one he’s received yet. [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 LeadersLaura Morgan Roberts on LinkedIn | TwitterLauraMorganRoberts.com

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Laura Morgan Roberts is a Professor of Practice at the University of Virginia's Darden School of Business and a visiting scholar at Harvard Business School's Gender Initiative. As an expert in diversity, inclusion, authenticity and identity development, Laura's extensive research formed the basis for her study of the influence of African American business leaders. 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.Laura loves the genuine affirmation of affection from her children that reminds her why life is sacred. [3:36]After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. “I think what we saw was more of a hope than a conclusion… that Barack Obama’s election sort of symbolized that this was a harbinger of things to come,” Laura comments. [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” about recognizing that 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]Our egos are tied up especially when workplace issues are concerned. [23:51]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. “We structure our organizations and 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.” Marcel comments that Laura’s answer is the most scholarly one he’s received yet. [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 LeadersLaura Morgan Roberts on LinkedIn | TwitterLauraMorganRoberts.com

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Marcel Schwantes’ guest on this week’s Love In Action show is internationally renowned leadership coach, speaker and bestselling author, Robb Holman. Robb’s recently released book, All In: How Impactful Teams Build Trust From The Inside Out, takes leaders on an inspirational and practical journey of learning. When there is trust, he says, teams can accomplish the impossible together. He and Marcel chat about his book, including his proprietary Inside Out leadership coaching method.Robb loves having the opportunity to positively influence leaders around the world with what’s deep on his heart. [3:38]Robb shares a deeply personal story that is foundational to how he now lives his life. [4:25]The big idea of All In is that meaningful, lasting relationships begin and end with trust. [9:40]“Trust is assured reliance on one another: we feel that we have each other, we’re with each other, we’re in step.” [10:10]Marcel asks Robb where trust comes from. Robb responds that trust comes from an exchange of humanity and of life. The magic happens when we make intentional and consistent effort to understand each other and be present with each other. We begin to communicate and collaborate on a human level. [11:30]Inside Out leadership is about purpose: understanding and communicating your own purpose, as well as others’. "Creativity and inspiration comes from that place," Robb declares. When a leader taps into the purpose-driven aspect of who you are, you’re compelled to action. [14:46]There is always something new to discover or rediscover about yourself and others. When we are committed to getting to know one another, we see one another as human beings, and we become more aware of how much we’ve been through together. Robb says that it’s an opportunity to become one another’s cheerleader and supporter. Teams that embody this culture are truly empowered. [17:12]“Conflict is not a bad word!... [It] is a wonderfully powerful thing… If we're committed to engaging in healthy conflict and healthy conflict resolution, there's an opportunity for a depth of relationship and deeper trust within team members that would never be there otherwise,” Robb says. [25:14]Robb explains how self-assertion, active listening, and healthy collaboration can turn conflict into a creative superpower. [26:49]There is power in storytelling. Leaders can set the stage by sharing their own stories: this role models to their employees that they are willing to be vulnerable and transparent, and that they are committed to being known, which encourages their people to do the same. Stories make us feel connected. Marcel adds that sharing stories humanizes the environment; it disarms people and brings hope. Robb comments that stories also help us to be present in the moment and builds trust in a short period of time. [30:10]Robb explains what it means to have a culture of honor. We need to honor people while they are with us. Teams should be committed to honoring one another in various ways, he points out. [34:15]Robb shares a counterintuitive method to help people improve their performance. [37:27]Let people in; also let them know your boundaries based on what matters to you. Respect their boundaries as well. This is how to be efficient at what you’re called to do and hired to do at the same time. [42:00]“Being all in means you’re fully committed to live these Inside Out principles consistently and intentionally,” Robb says. [42:50]Robb reminds listeners, “Much of the world sees the glass half empty or half full but I always see it overflowing. There's always an opportunity to have a higher perspective on ourselves, on the people around us, on our circumstances, and I believe we can tap into that higher perspective and see our minds renewed.” [49:23]ResourcesRobbHolman.comGetAllInBook.com

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Dr Mara Klemich is a consulting psychologist with degrees in clinical psychology and neuropsychology. She is also the co-founder of Heart Styles. For over 30 years Mara and her husband Stephen Klemich have drawn upon their expertise in psychology, neuroscience and leadership to help people become the best version of themselves. They have developed a radical approach to identifying what drives human behavior, and have outlined those principles in their newly-released book, Above The Line: Living and Leading With Heart.Mara says: “I wanted to see what human beings can do with their lives when they've got all of their brain intact and the only thing that's holding them back is their own fear.” [5:38]The book examines why we do the things we do, how it influences our behavior, and how to develop. [8:13]Mara gives a formula to help us understand why we do the things we do: S+T=B. S stands for situation; T is for thinking; B stands for behavior. Our behavior is determined by our thinking in any situation, she explains. [9:41]The templates in our subconscious may be driving our fear-based or pride-based behavior to protect ourselves. [13:00]Whenever you have a change in your emotions as well as in your physical body, it’s likely that a template is being triggered. Get familiar with your own physiological responses and what usually triggers your defensive mode, so you can preempt them and make different choices. [17:00]All human beings operate out of either love and security, or fear and insecurity. When we feel insecure, we try to hold on to our security through external means. [23:35]Love, authenticity, integrity and building character is about courageous humility, Mara says. [25:00]In their 4-quadrant model, Mara says that “courageous humility and growth-driven love are above the line, whereas self-limiting fear and ego-driven pride are below the line.” [25:40]Marcel asks Mara to share some insights from her research about how the principles of humility and love can transform how we lead and work. She shares an interesting anecdote in response. [29:14]The Heart Styles Indicator is an online assessment that shows you the gap between how you want to be and your present self, and gives you a personalized action plan to help you improve. [35:42]Marcel asks how we can be the best version of ourselves. Mara responds that we have to start with self-awareness. We must have the courage to face the parts of ourselves that we are not satisfied with. When we look at our faults honestly we can start to grow our true character. [39:15]“Real character strength is not hardening your heart,” Mara says. “True character is actually facing your fear and having the courage to actually walk through it.” [46:25]Mara urges listeners to have compassion for others, and not just themselves. [47:32]ResourcesHeartStyles.comStephen and Mara Klemich on Facebook | LinkedIn | InstagramAbove The Line: Living and Leading With Heart 

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