The New Leader with Ian Daley

Truth is the chiropractor of the mind.

Hey everyone! Welcome back to the show. Today’s topic is a really important one that either impacts you listening directly or indirectly, and those around you – Mental Health. In particular, redefining anxiety and what it means to be shy.

Mark Metry knows about that firsthand. He’s a TEDx speaker and host of the wildly popular Humans 2.0 podcast, a global top 100 podcast. He’s been featured in Forbes, Inc, HuffPost, Amazon Prime, and he’s been a guest on over 100 radio and podcast shows.

In this episode, we take a deep dive into:

• Shyness, Introversion and Social Anxiety,
• Success culture,
• Building your mental health on a biological foundation,
• Cognitive bias, and a whole lot more.

Don’t forget to subscribe and rate us on Apple Podcasts!

All my life, whether it was a teacher or my parents, they would just say, “Mark is just a shy kid. He’s just a quiet kid.” I can’t tell you how many times I hear this when I go to a school or speak at a university. People are so used to the same language.

Some people are just introverted; some people are just quiet. However, for the portion that actually have pretty severe social anxiety and they have so many boundaries on their life that they can’t just live it due to neurological, mental health issues – those people are being heavily disserviced by these labels.

How do you know that the kid who’s sitting alone at lunch, or sitting alone at the library, is doing that because he’s an introvert and he chooses so? Maybe they just have social anxiety and they don’t know how to make friends.

The brain is such a complex meta organ that has been created and evolved through thousands of years through learning shortcuts and various biases to help us survive.

Our brain has this mechanism called cognitive biases. If you look at science, they say that there are anywhere from 60 to over 300 cognitive biases.

Of course, these shortcuts are good because they help us process information faster and make judgments much quicker and take action. From a survival standpoint, it’s great.

However, a lot of these cognitive biases can be wrong. A lot of them can almost certainly create illusions in our mind and the way that we think.

One of our cognitive biases has to do with perceiving other people. In terms of this comparison culture of seeing someone at the foot of a Ferrari or something and me comparing myself and being like, “Wow, I don’t have a Ferrari. Maybe that guy is my same age. What’s wrong with me. I suck.”

People with social anxiety and those who have a low sense of self-esteem do that same thing all the time.

I remember sitting in the classroom, and seeing the kid next to me who had brand new Air Jordans, designer jeans, an American Eagle sweatshirt. I would think to myself, “Wow, this person sitting next to me has everything that they want. They’re successful; they look better, they seem cool and have everything figured out.”

And that kid, the one with the Air Jordans, he could be looking at me and thinking, “Man, Mark is so smart. He gets better grades than me. He’s able to focus more than me. He has a lot of time to work on different things.”

We can compare ourselves, but the person we’re comparing ourselves to, for all you know, they could be comparing themselves to you in a different way, or a different angle, whatever they perceive as success.

You know the totality of your problems, but you don’t really see the problems of other people. You can really get caught up in this trick that our brain is trying to play with each other when you compare yourselves online, and even in person.

Links and Resources

Connect with Mark: LinkedIn | Twitter

https://www.markmetry.com/

Humans 2.0 Podcast

Screw Being Shy by Mark Metry

The End of Mental Illness by Dr. Daniel G. Amen

Can’t Hurt Me by David Goggins

Game Changers: What Leaders, Innovators, and Mavericks Do to Win at Life by Dave Asprey

Don’t play small. Give yourself permission to play bigger. You can do it. Recognize what your zone of genius is; figure out what you don’t know; find someone who has done it well before you and go learn from them.  – Denise Liebetrau

Hey everyone! If you are looking to be inspired or want to rekindle your passion for your work, then you’re in for a treat today.

My guest is Denise Liebetrau, the Founder and CEO of Prosper Consulting, an HR & Compensation Consulting Firm based in Denver, Colorado. Today our topic is How to Effectively Link Rewards to Performance Indicators. I know many of you who are listening have probably seen this done incorrectly in the corporate world. I certainly have, so I’m really excited to talk to someone who knows how to do that effectively and the right way.

In this episode, we dive into:

• Defining your priorities,
• Being intentional in building relationships,
• Consistency in giving out rewards,
• The importance of considering ‘how’ things get done, instead of just focusing on the ‘what’,
• Building habits,
• Knowing your worth, and a whole lot more.

Denise shared a lot of golden nuggets in this episode, so click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

I have worked in many corporate environments where you have so much workload and so many things on your plate. If you don’t prioritize that tremendous list into the top two to three things you need to focus on in the next month, 6 months and year, you can get so scattered that you don’t really make big progress on anything.

So be really clear about what those top two or three things are, and then the rest, you can park them. You can’t do everything.

One of the things that I’ve seen happen over and over again is having too many metrics, and then the people’s focus become diluted and they go, “What’s important, then? Everything seems important, so what am I supposed to work on?”

Or they will say one thing, “We’re going to reward this” but in reality they actually reward other things.

It takes discipline from a senior leadership to stay consistent, so you need to think about what you’re going to reward and how you’re going to embed that in the DNA and culture of the company.

When I look at performance, I look at it in four categories. There’s the financial metrics, customer metrics, process or operations, and learning and growth. But it’s not just about what you accomplish in those categories, it’s how you accomplish them.

So many times I see people tie rewards to what’s being accomplished, but they don’t talk about how it’s being done. You can have a strong salesperson who’s bringing in some large customers, but they’re leaving a bloodbath in their wake in terms of how they’re treating their colleagues. They run over people in their effort to close a sale or get resources in order for them to have a little bit of an edge so they can get ahead.

So you have to be very conscientious as leaders to make sure you’re not just rewarding what is being done, but how it’s being done.

Links and Resources

Connect with Denise: LinkedIn

https://prosperconsultingllc.com/

Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear

Deep Work: Rules for Focused Success in a Distracted World by Cal Newport

A complete list of Denise’ book recommendations

Coaching

Often we hesitate around difficult conversations, not because we’re scared of the scary conversations; we’re just not clear on what we want. – Michael Bungay Stanier

Hey everyone! Welcome to the show. The topic we’re going to dig into right now is Why Coaching is the #1 Leadership Skill Today. I have a special guest with me, who, in my opinion, is the best person on the planet right now to talk about this particular topic – Michael Bungay Stanier.

Michael is the founder of Box of Crayons, a learning and development company focused on coaching. He’s the author of The Coaching Habit – my personal favorite business book – and he has another one coming out on February 29th called The Advice Trap. I’ve already preordered my copy – make sure you preorder yours too (link at the bottom of the show notes).

In this episode, we dive into:

• What it takes to be a good manager,
• 5 Reasons why people resist being more coach-like,
• Michael’s definition of coaching,
• How coaching drives impact and engagement,
• Coaching conversations, and a whole lot more.

Click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

This is my definition. It’s a behavior, and the behavior is this: can you stay curious a little bit longer? Can you rush to action and advice-giving a little bit more slowly?

It’s simple, but it’s difficult.

In essence, the two key drivers in an organization are impact, which is productivity, and meaning, which is engagement. Coaching is one of the key skills – I know it is, because research tells us – to drive both impact and engagement.

That is a great question to crack open a conversation, just to accelerate it into a “Let’s get down to brass tax here”. It’s an easy question to ask and hard to answer, because people often don’t know what they want, but it’s really powerful to hold them in that space. Because once you know what you want, it grounds you. When you’re grounded – that’s the basis for action and movement.

Another thing I really love about that question is to ask it of yourself, particularly when you’re feeling annoyed, discombobulated, knocked off balance, when things have been hard for you and you’re struggling with a particular relationship. Just go, “What do I want?”

Often we hesitate around difficult conversations, not because we’re scared of the scary conversations; we’re just not clear on what we want.

Be skeptical about advice, because often, they don’t know what they’re talking about. They’re projecting all sorts of things. It’s the same as feedback. Feedback often tells you more about the person giving you the feedback than it is actually useful for you at that moment.

Links and Resources

Connect with Michael: LinkedIn

https://www.mbs.works/

Box of Crayons

The Advice Trap: Be Humble, Stay Curious & Change the Way You Lead Forever by Michael Bungay Stanier (will be released on February 29, 2020)

The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever by Michael Bungay Stanier

Tiny Habits: The Small Changes That Change Everything by BJ Fogg Ph.D

Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin

Give and Take: Why Helping Others Drives Our Success by Adam Grant

Do More Great Work: Stop the Busywork. Start the Work That Matters by Michael Bungay Stanier

Bullet Journal

#MyBestQuestion on LinkedIn

Surround yourself with super competent, smart women.

Be yourself, because everyone else is taken. – Chris Tabish

Hey everyone! Welcome to the very first episode of 2020. Today’s guest is Chris Tabish and we talk abut how comedy can help you become more effective in business.

Chris is the co-founder of Venture West Consulting and is the author of Comediology. He is a passionate, transformational growth leader with over 20 years of experience successfully leading and delivering all aspects of complex implementations at the Fortune 500 Level including strategy, program management, technology, change leadership and process improvement.

In this episode, we also discuss:

• Key takeaways from his book, Comediology,
• Finding your voice,
• How finding your why can make you more effective in business,
• Practical tips on how to speak in front of an audience,
• Having a Creative 401k
• Staying in the present, and more.

Click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

Your Voice is Important

I was so caught into being a “stormtrooper”, just following the pack, that I didn’t realize that I needed my own voice to succeed in business.

But being in comedy, you have to have an opinion. That’s what you do. Whatever it is, you have to have an opinion. That’s the starting point for comedy.

So getting in touch and finding your voice is absolutely critical. You can’t get up there and say, “Well, what Jerry, the guy before me, said…”. You have to bring it yourself.

Find that in comedy and then translate that into business.

Bringing that voice is paramount. You see the people that are successful in business, that’s what they have. They have something of themselves that they’re putting out there.

Overcoming stage fright

It’s weird – being on podcasts or being written up in certain publications. It is a weird, bizarre experience. It feels very vain and unnatural. Even at work, when I'm giving a message or giving a meeting – until I think about the value that it’s providing to other people, then all of a sudden, it’s not about me.

I want to help people have joy and laughter and fulfillment in what they’re doing. It’s the same thing on stage: I want people to laugh; I want people to enjoy themselves. Same thing at work: I want this business to improve.

It’s not about me. Once I can get past that, then it’s magic. Then it’s like, “What can I do to help?”

Stay in the present

When you’re on-stage, likewise in business, you can’t really be thinking about the last joke that didn’t go so well. Or maybe it did go well, but you can’t be thinking about that. You can’t be thinking about your next joke; you have to be right there with the audience.

The same thing in business, when we get caught up, we’re thinking about other things, but you can’t correct anything outside of the present moment. You can’t enhance anything outside of the present moment.

Links and Resources

Connect with Chris: LinkedIn

https://comediology.com/

Comediology by Chris S. Tabish

The Power of Now by Eckhart Tolle

Welcome to the show, everybody! Today we talk about how to supercharge your management skills with the co-founder of Fellow.app, Aydin Mirzaee. Aydin is a tech-loving entrepreneur with a passion for building great products, leadership and people.

We also discuss:

• How Fellow.app started out,
• Learning how to trust and delegate tasks,
• What makes a great manager,
• What Fellow.app can do for managers,
• How managers can help a team produce 10x more without their involvement, and more.

Click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

A great leader trusts and delegates

My perception of what a home run is in leadership changed over the course of time. When I was a lot younger, it was very results-focused. If the results are produced, who cares how the results were achieved? And if it meant that I was doing a lot of heavy lifting and didn’t trust other people to do their parts – no matter how it got done, if the result was achieved, that’s all that matters. That was my view, which was obviously very wrong and short-sighted.

My view on what a home run is today is much more people-centric.

Over the course of time, I clued in that I’m actually not really great at everything, and that other people can be a lot better than I am at most things. So it obviously makes sense to make sure that your team can pick up tasks and responsibilities. It will take them some time, but your job as a manager is to be there to give them feedback, so that they can improve very quickly, and eventually they will be better than you.

Now, for me, a home run is when I'm not even involved in any team or project.

What makes Follow.app such a great tool

One of the things that a lot of people tend to ask us is, “Hey, you have this thing called Fellow and you’re basically building it for managers. What management philosophy do you subscribe to? What makes a good manager? Are you following some McKinsey methodology, or is this based on some HBR study?”

That’s an important thing when people ask that question because they’re like, “Well, if we’re going to get people within our org to start using this thing, we probably should agree with what methodology you're proposing.”

The thing is, Fellow is none of that. Fellow approaches all this stuff from a completely different approach. Our view on this was we wanted to build this tool that was super lightweight and all it did was it gave people the ability to do all the workflows that we think are best practices that most people should do. It just makes it super easy for everybody to do it, and do it most of the time.

What makes a great manager?

At a very basic level, we believe that managers should have one-on-ones and that they should be done regulary. We believe that they should get feedback, and often, on work that’s being done, and in a timely manner.

We believe that they should recognize employees and that should be done throughout the year so you can basically track these things over the course of time.

We think that they should run effective meetings. We think that they should help prioritize the work that their team is working on and help set goals and help set a vision and communicate. We think that they should be responsible; not only hold themselves accountable, but also hold their team accountable for things that are agreed upon in group settings.

The things we’re talking about are not some methodology or anything like that. These are all things that we think all managers should do.

Links and Resources

Connect with Aydin: LinkedIn | Twitter

https://www.fellow.app/

The Making of a Manager: What to Do When Everyone Looks to You by Julie Zhuo

200 Questions for 1on1

The Art of the 1on1 Meeting eBook

Our lessons from the "Making of a Manager"

Listening and hearing and providing feedback is the most critical to building coalescence or agreement in a group. – Ken Tencer

Welcome to show! Today we talk about Intrapreneurship – the power of next generation leaders with Ken Tencer, CEO of Spyder Works. Ken is a thought leader on entrepreneurship and innovation, and is currently the Intrapreneur in Residence for the Business Families Foundation.

He is the co-author of two books on innovation, The 90% Rule and the bestseller Cause a Disturbance, both avidly read by business leaders in the U.S., Canada and Europe. He is currently working on his highly anticipated third book, Never be Satisfied, focused on leveraging intrapreneurship to drive growth.

We also discuss:

• How to bring different people together,
• Embracing change to adapt to new environments,
• Real-time collaboration,
• Intrapreneurship,
• How companies benefit from intrapreneurship,
• The Intraprise™ Program, and more.

Click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

The Secret to Bringing Different People Together

Prior to group meetings, I had quick chats with the individuals to understand what their motivations were, why they were thinking the way they were, what they thought possible outcomes could be, so that I had time to think about potential out comes and ways to lead or guide the group through meetings and the operationalization of our strategies.

Listening and hearing and providing feedback is the most critical to building coalescence or agreement in a group. I found that listening to people and saying, “Here’s why we did A, B and C – I heard what you said, but here’s what the group wanted and here’s how we incorporated things.”

We have a group on a board of 14 people, not everyone is going to agree with everything that you do and management won’t always agree with the direction you’re providing. The number one thing is for everyone to understand and communicate and talk about it, not just dictate.

Just open your mouth, have a conversation, hear people out. That, to me, has always been the key.

Ken’s biggest challenge

The biggest challenge has been myself.

For me, entrepreneurs are what I call “Island Leaders”. We sit on our own little island, make our decisions and we don’t often articulate why we make those decisions and sometimes we change our minds pretty quickly.

My biggest learning was how do I get off the island, how do I get out of my shell, how do I learn to bring other people in, respect what they’re saying and their abilities. It was really an eye-opener for me, that I had to learn and change and become a new person for the second half of my career.

Intrapreneurship

An intrapreneur is someone who works for an organization they do not own, but they are empowered to come up with ideas and commercialize them.

The really cool thing about intrapreneurship is it’s the most empathic part of the innovation toolkit. Intrapreneurship is about reaching into your greatest resource – the people working in your organization – and asking them if they have any ideas that they think can be brought to market to generate revenue, bring costs down, etc.  

Links and Resources

Connect with Ken: LinkedIn

https://spyder.works/

[email protected] | T 877.281.7896 (Toronto)

The 90% Rule: What's Your Next Big Opportunity? by Ken Tencer and John Paulo Cardoso

Cause a Disturbance: If You Can Slice a Melon or Make a Right-Hand Turn, You Can Be a Breakthrough Innovator by Ken Tencer and John Paulo Cardoso

The Alliance: Managing Talent in the Networked Age by Reid Hoffman, Ben Casnocha and Chris Yeh

Intraprise™ - A Spyder Works Program

Whiteboards

A lot of people say, “I’m comfortable with investing in people and paying them market rates and all this kind of crap” – I think that’s bullshit. A lot of people tell themselves that, but in practice they don’t, and they really don’t do it unless they have funding. – Ross Andrew Paquette

Hi everyone! Today we talk about making tough calls to grow your business with Ross Andrew Paquette. Ross is the Founder, Chairman and CEO of Maropost. The company was founded in 2011 and has grown to become a fully unified customer engagement platform designed to provide a single solution for all areas of business—across marketing, commerce, service, and more.

We also discuss:

• How he grew his company without raising funding,
• Going against the status quo,
• Creating a framework around your growth,
• Investing in the right people early on, and more.

Click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

Going Against the Status Quo

In the early stages of the company, I did a lot of things on my own, which I’m always very happy that I did. Being a company that didn’t take any funding, we didn’t have the ability to hire a VP of Sales, VP of HR – every VP-of-everything wasn’t an option.

By having to get involved in all those areas, I gained an understanding of not only what it takes to build and grow a business but an appreciation for what’s required to accomplish those roles, and an understanding of how things operate.

I don’t have a finance or marketing background, but I very much understand those roles. I had to go out and generate leads as a marketer; I had to go manage our customer billing from a finance perspective. I had to do a lot of those tasks at a time when we were actually quite large – we had six people in the organization doing about 7 or 8 million in revenue.

I believe a big part of us being able to get there was taking the time to really learn all those areas, as opposed to saying, “We’ll just go hire somebody for that and I’m just the overseer of everything that’s happening today.”

Pay what you can afford, or pay for quality?

I don’t think I really appreciated the fact that if I invested maybe $10,000, $20,000, $30,000 a year or more, I would get a significant increase in the quality of the individual. It was more like, “This person just needs to do this job, what’s the least amount of money I can pay to get that job done?”

But then I never considered, “I paid that person $60,000, but if I paid $90,000, I wouldn’t have to deal with issues 1-10.” I’m paying on one side or the other.

A lot of people say, “I’m comfortable with investing in people and paying them market rates and all this kind of crap” – I think that’s bullshit. A lot of people tell themselves that, but in practice they don’t, and they really don’t do it unless they have funding.

Being Held Hostage

Where I see a lot of organizations get into trouble is they make these decisions – pandering or as I would call it, “being held hostage”, which is a more dramatic version of that. They bring in people under a certain pretense, and I think most organizations are very transparent about that.

This is what you’re going to get for benefits, this is our office, these are the perks, the package – all of those things are quite clear. But then people come in and it’s like, “OK, well why don’t we have bean bag chairs? Why don’t we have Starbucks coffee? Why don’t we have these office upgrades? Why don’t we have standing desks? Why don’t I have a wide-screen monitor?”

The list goes on. And I feel like organizations sort of get into this circular approach of pandering or being held hostage by everybody where they feel like, “OK, we have to do this.” But what if you really can’t do that?

There’s a cost to all of these things. If you can’t afford to do that today, but you end up having to do it because you’re worried about people leaving or acquiring new talent and such, what is that going to mean for the future of your business?

Links and Resources

Connect with Ross: LinkedIn Instagram

https://www.maropost.com/

Simplify: How the Best Businesses in the World Succeed by Richard Koch and Greg Lockwood

Asana

Quickbooks

Salesforce

Office 365

Always listen. – Edwin Frondozo

Hi everyone! Today we talk about the importance of lifelong learning for new leaders with Edwin Frondozo. Edwin is an Entrepreneur, Startup Advisor and Founder and Host of The Business Leadership Podcast.

We also discuss:

• First hires,
• Onboarding systems,
• The importance of culture,
• Helping those below and above you move forward,
• Finding the time to learn new things, and more.

Click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

Make your employees successful

Your job as a leader is to provide as much knowledge, as much resources as you can to your people. Assuming you’re hiring very skilled talent, you want to make sure that you’re giving them a space to excel in.

You want to be able to let your people grow so much that they’re going to get headhunted all the time, because your organization is topnotch. And that’s OK.

Make time for learning

If you really think you don’t have time, then stop watching Netflix at night. Stop your streaming services. Stop watching your favorite sports games. Don’t go on social media – you’ll get three hours back into your day.

Sometimes that can be tough to hear.

But a lot of us can absolutely find the time to learn, whether it’s sitting and reading, listening on the ride to work. I constantly remind my network of that because it’s so easy to get distracted with the every day that you actually don’t read or don’t consume or develop anything. And then you tell yourself this narrative, this lie, that there’s no time, when in fact there actually is time.

Listen, and continue to listen.

Listen. If you’re a new manager, even if you’re a new executive – don’t try to change anything in the first 90 days. You just want to listen. Listen to all your team members. Listen to your clients. Listen to your managers, the stakeholders.

You don’t want to change anything right away. You want to know what’s going on before you can implement something or change something or bring in what you think is better for the role.

Ultimately, it’s highly likely that you’re coming into a role that you’re replacing someone. So something’s going on. Something went right, something went wrong. That’s a great opportunity to really listen to the people who have been there before.

Links and Resources

Connect with Edwin: LinkedIn Twitter

https://thebusinessleadership.com/

The 7 Habits of Highly Effective People by Stephen R. Covey

The Artist’s Way by Julia Cameron

Everyone's An Artist (or At Least They Should Be): How Creativity Gives You the Edge in Everything You Do by Ron Tite

Edwin’s Productivity Tips:
- Pomodoro Technique
- Systemizing your inbox

Get to the point where you actually are confident enough in your team, in your decision-making prowess, in your ability to consider failure, to think totally differently about the problem and see if there is a better way to attack it. – Matt Confer

Hi everyone! Welcome to today’s show. Today we talk about the Four Elements of Effective Decision-Making for New Leaders with Matt Confer. Matt is the VP of Strategy & Business Development for Abilitie, a leadership development company based in beautiful Austin, Texas.

We also discuss:

• The importance of developing relationships
• Trusting and leaning on your team and allowing them to fail,
• Preparing for worst-case scenarios,
• Testing your comfortable limits,
• Thinking differently, and more.

Click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

Good relationships contribute to project success

If you don’t invest early on in developing a relationship with those that you manage, it’s going to be very hard when you get into the thick of a project and you have to really push your comfortable limits about what is possible to deliver.

If you just jump right into the pure, active managing and delegating and never build any sort of a substantial relationship, it just makes things all the more difficult especially when you’re talking about thousands of miles between you and doing all of your work virtually.

Identify the problem, and simplify it

When we throw a problem at leaders in our simulation, the initial instinct that everybody has is, “Ooh – a problem. I’m going to jump in and I’m going to solve it.”

The problem is, most teams don’t take the one to two minutes to say what actually is the problem that we’re embarking on. They get so excited by the chance to solve something, that they never take a step back and identify what the problem is.

The first step should be to identify it, and then simplify it. That should come before ever trying to embark on solving it.

Pivot, Pivot, Pivot

I almost never see a team in our simulation that ends up winning or ends up as one of the teams near the top that had one strategy, completely, effectively delivered that strategy, and never had to change course.

You have to be comfortable with the fact that you need to adjust to changing dynamics – either changing dynamics at your company, changing dynamics in your industry.

Links and Resources

Connect with Matt: LinkedIn Twitter

Abilitie

Freakonomics: A Rogue Economist Explores the Hidden Side of Everything by Steven D. Levitt & Stephen J. Dubner

Productivity Tip: Time Blocking and Reminders App

Hi everyone! Welcome to today’s show. Today we talk about the value of continuous learning and staying curious in your life and career with Tristan Cammaert. Tristan is a seasoned leader who has held various executive-level roles at RBC, currently at Earnst and Young.

We also discuss:

• The importance of team diversity, building trust, and being aligned to one strategic vision
• Getting out of our comfort zone
• Supporting the next generation of leaders
• Finding your why
• Servant leadership
• Having a vision, and a lot more.

Click that play button to listen! Don’t forget to subscribe and rate us on Apple Podcasts!

Getting out of your comfort zone

I do have the voice in my head that’s telling me “Stay where you are” on occasion, but I also will pause and take a step back and say, “Where do I know that I’d truly been at my best? Where have I been the happiest and most fulfilled in terms of my work?”

It has always been when I am pushed and when I’m outside of my comfort zone.

Find Your WHY

Most companies and individuals are able to talk about the ‘what’ and sometimes they get to the ‘how’, but they’re very rarely actually able to articulate the ‘why’ – why are we doing what we’re doing.

Servant Leadership

As a leader, you’re not supposed to be bossing people around. You’re supposed to be in service of the team that you have. Your job is to actually really help bring your team together, but you are in service to them, as opposed to being directive.

Tristan’s Advice to New Leaders

Make sure you hire and grow and manage from a diversity perspective – diversity of thought, not just in terms of gender, race or age.

100% - don’t stop learning. Make sure that you remain curious. There’s a whole bunch of ways you can do that – consuming videos, podcasts, books, etc.

Don’t try and boil the ocean – stick with one or two things that worked for you.

Links and Resources

Connect with Tristan: LinkedIn

Start With Why by Simon Sinek

Leaders Eat Last by Simon Sinek

Ten Percent Happier by Dan Harris