Coaching for Leaders

Latest Episodes:

541: Ten Years of Leadership, with Dave Stachowiak Aug 23, 2021

Show notes

Dave Stachowiak: Coaching for Leaders In August of 2011, I started Coaching for Leaders as a small, side project. Ten years later, the show — and the community around it — have grown beyond my wildest expectations. In this conversation, my friend Scott Anthony Barlow of Happen to Your Career celebrates the 10-year anniversary of Coaching for Leaders by interviewing me about my journey. Key Points I originally started the podcast as a side project to support a future transition into academia. Three things that I focused on at the start that are still central today: useful conversations, audio quality, and consistency. Focusing on quality and depth of conversations is more valuable than trying to hit everything. I realized at some point that I needed to make an affirmative choice to grow the side project into a business. Although I had considered a transition away from Dale Carnegie for years, my actual departure was (ironically) a non-event. Behavior change is a painful but necessary step in the learning process. There are two ways to bring light into the world. One is to be the light — the other is to reflect it. Bonus Audio What I've Learned About Learning Resources Mentioned Happen to Your Career Related Episodes How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) Tom Henschel Interviews Dave (episode 300) What High Performers Aren’t Telling You, with Scott Anthony Barlow (episode 466) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

540: How to Create Space, with Juliet Funt Aug 16, 2021

Show notes

Juliet Funt: A Minute to Think Juliet Funt is a renowned keynote speaker and tough-love advisor to the Fortune 500 who is regularly featured in top global media outlets, including Forbes and Fast Company. She is the founder and CEO of The Juliet Funt Group, helping business leaders and organizations to unleash their full potential by unburdening talent from busywork. She has earned one of the highest ratings in the largest leadership event in the world, and she has worked with brands such as Spotify, National Geographic, Costco, Pepsi, Nike, and many more. Her new book is titled, A Minute to Think: Reclaim Creativity, Conquer Busyness, and Do Your Best Work. In this conversation, Juliet and I explore the four assets that many leaders bring to the workplace — and when taken too far, how these assets become risks. Juliet shares four questions we can ask of ourselves (and perhaps of others) that will surface where to start with finding space. Plus, we discuss some of the practical steps leaders can take to influence a culture of margin with their teams. Key Points The science is showing what many of us have experienced intuitively: space itself helps us to explore and expand possibility. Key assets can, if overused, become risks. These risks manifest in four ways: overdrive, perfectionism, overload, and frenzy. Four questions are useful starting points for controlling risk: When the risk is overdrive, the question is: Is there anything I can let go of? When the risk is perfectionism, the question is: Where is ‘good enough’, good enough? When the risk is overload, the question is: What do I truly need to know? When the risk is frenzy, the question is: What deserves my attention? Resources Mentioned The Busyness Test A Minute to Think: Reclaim Creativity, Conquer Busyness, and Do Your Best Work* by Juliet Funt Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Power of Solitude, with Mike Erwin (episode 308) How to Change Your Behavior, with BJ Fogg (episode 507) How High Achievers Begin to Find Balance, with Michael Hyatt (episode 522) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

539: The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein Aug 09, 2021

Show notes

Edgar Schein and Peter Schein: Humble Inquiry Edgar Schein is Professor Emeritus of MIT's Sloan School of Management. He is the recipient of the Distinguished Scholar Practitioner Award from the Academy of Management, the Lifetime Achievement Award from the International Leadership Association, and the Lifetime Achievement Award in Organization Development from the International OD Network. Peter Schein is COO of the Organizational Culture and Leadership Institute. He provides counsel to senior management on organizational development challenges facing private and public sector entities worldwide. He is a contributing author to the 5th edition of Organizational Culture and Leadership and co-author of Humble Leadership and The Corporate Culture Survival Guide. The pair co-founded the Organizational Culture and Leadership Institute and have written several books together, including two in the Humble Leadership series. They’ve recently released the second edition of Humble Inquiry: The Gentle Art of Asking Instead of Telling*. In this conversation, Edgar, Peter, and I explore the four relationship levels and invite leaders to move professional relationships from level 1 to level 2. A key entry point for this is to artfully reveal some of the things we tend to conceal. We discuss some practical steps to take — and the benefit for leaders and organizations. Key Points The four relationship levels: Level –1: Domination/exploitation Level 1: Transactional (professional distance) Level 2: Personal (openness and trust) Level 3: Intimacy We all conceal things. A useful way to build a relationship is for people to open up more of their concealed selves. A relationship is dance — improv if you will. We need to be willing to share the mic with the other party. Open-ended questions like, “What’s different today?” can help people to show up in the way they want to. Traditionally, we expected the person with more status to take the first step. That doesn’t necessarily need to be the case. Notice your own motivations, interventions, and contributions to the relationship. Resources Mentioned Humble Inquiry: The Gentle Art of Asking Instead of Telling* by Edgar Schein and Peter Schein The Organizational Culture and Leadership Institute Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Ask Better Questions, with David Marquet (episode 454) Your Leadership Motive, with Patrick Lencioni (episode 505) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

538: Help a Know-It-All Behave Better, with Mark Goulston Aug 02, 2021

Show notes

Mark Goulston: Talking to Crazy Mark Goulston is a Founding Member of the Newsweek Expert Forum and a Marshall Goldsmith MG100 Coach, who works with founders, entrepreneurs and CEOs in dealing with and overcoming psychological and interpersonal obstacles to realizing their full potential. He is the host of the My Wakeup Call podcast and was a UCLA professor of psychiatry for more than twenty years and is also a former FBI hostage negotiation trainer. One of his many bestselling books is Talking to 'Crazy': How to Deal with the Irrational and Impossible People in Your Life*. In this conversation, Mark and I discuss some of the key principles that are effective in diffusing difficult or irrational behavioral. When that behavior is coming from someone who seems to be a know-it-all, we explore three steps that will help you guide them towards better behavior. Key Points In his book, Mark writes about know-it-alls: They don’t say, “People think I’m a jerk, and I need to change my behavior.” Instead, they say, “People dislike me because they’re stupid and incompetent.” This convinces the know-it-alls that they need to double down on quashing the spirits of their victims. If you treat people like they are nuts are you are not, they will just bite down deeper on their thinking. Lean into their irrationality to change the dynamic. Most people react to know-it-alls by becoming defensive or sullen. You’re better to take to opposite approach. Start by genuinely recognizing the talents and know-it-all brings to the workplace. Lead a conversation about behavior change with them by first leading with a genuine compliment about their talents. Once that is established, describe how their actions are self-defeating in a way that reinforces the strength you’ve highlighted. Resources Mentioned Talking to 'Crazy': How to Deal with the Irrational and Impossible People in Your Life* by Mark Goulston My Wakeup Call podcast with Mark Goulston Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Listen When Someone Is Venting, with Mark Goulston (episode 91) How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290) Where You May Be Provoking Anxiety, with Erica Dhawan (episode 528) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

537: How to Engage Remote Teams, with Tsedal Neeley Jul 26, 2021

Show notes

Tsedal Neeley: Remote Work Revolution Tsedal Neeley is a professor at the Harvard Business School. Her work focuses on how leaders can scale their organizations by developing and implementing global and digital strategies. She has published extensively in leading scholarly and practitioner-oriented outlets and her work has been widely covered in media outlets such as the BBC, CNN, Financial Times, NPR, The Wall Street Journal, and The Economist. She was named to the Thinkers50 On the Radar list for making lasting contributions to management and is the recipient of many other awards and honors for her teaching and research. She is the author of Remote Work Revolution: Succeeding from Anywhere*. In this conversation, Tsedal and I explore what the research shows us about productivity and fear around remote work. We highlight three key principles that leaders can lean in on in order to engage remote teams better. Plus, Tsedal provides practical examples on how almost any leader can put these principles into action. Key Points The research has been clear for decades that employees are more productive working remotely. Surveillance software and services are almost always a poor direction for leaders and organizations. Leaders should structure unstructured time for informal interactions — and should be the ones who initiate these conversations. Emphasize individuals and individual differences, even more so than you might in person. Avoid referring to people by their membership in subgroups. In addition to not shutting down conflict, leaders in remote settings need to force it, so the best ideas can emerge on the team. Resources Mentioned Remote Work Revolution: Succeeding from Anywhere* by Tsedal Neeley Tsedal Neeley’s website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) Transitioning to Remote Leadership, with Tammy Bjelland (episode 509) The Way Out of Major Conflict, with Amanda Ripley (episode 529) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

536: How to Make One-on-Ones Valuable, with Jonathan Raymond Jul 19, 2021

Show notes

Jonathan Raymond: Good Authority Jonathan Raymond is the founder of Refound, where he and his team work with organizations to create a company culture based in personal growth. He’s the author of the book Good Authority: How to Become the Leader Your Team Is Waiting For*. He's also the creator of the Accountability Dial and the courses Good Accountability and Good Alignment. In this conversation, Jonathan and I discuss the importance of starting with the purpose for a role when considering how to approach one-on-ones. We frame the importance of elevation and linking professional activities with personal growth. Plus, we invite leaders to begin with a few, practical steps. Key Points Begin with the purpose of the role. Clarity on expectations and personal growth will both come from there. Utilize curiosity to begin to align on expectations and what’s next. Elevation is a key competency for managers in one-on-ones. Help employees link what the role needs and how their personal growth aligns to it. Be willing to stay flexible on how often and how long you meet for. There are times when more interaction may be wise, but one-on-ones should not take over your professional life as a manager. Few managers do this well. Even small movement to get better at supporting your employees can provide big returns in retention. Resources Mentioned Good Alignment course* Good Accountability course* Good Authority: How to Become the Leader Your Team Is Waiting For by Jonathan Raymond Related Episodes How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Define a Role, with Pat Griffin (episode 517) How to Help People Thrive, with Jim Harter (episode 532) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

535: The Art of Constructing Apologies, with Sandra Sucher Jul 12, 2021

Show notes

Sandra Sucher: The Power of Trust Sandra Sucher is an internationally recognized trust researcher and professor of management practice at Harvard Business School. She studies how organizations build trust and the vital role leaders play in the process. Before joining Harvard, she was a business executive for 20 years, served on corporate and nonprofit boards, and has been Chair of the Better Business Bureau. As an advisor to the Edelman Trust Barometer, her research has been featured in several national publications. She is the author with Shalene Gupta of the book, The Power of Trust: How Companies Build It, Lose It, Regain It*. In this conversation, Sandra and I explore the three elements of a good apology in the professional setting. We also look at additional elements the research suggests may be useful in many places in our lives. Finally, Sandra highlights some ways we can do better on empathy in order to avoid situations where we destroy trust. Key Points Combine three elements for a good apology, especially in a professional setting: Acknowledgment of responsibility: The offender makes a statement that demonstrates they understand their part in the trust betrayal. Explanation: The offender describes the reasons for the problem. Offer of repair: The offender offers a solution for rebuilding trust. In addition, consider three more elements for apologies in any scenario: Expression of regret: The offender expresses how sorry they are. Declaration of repentance: The offender promises not to make the same mistake again. Request for forgiveness: The offender explicitly asks for pardon. To interrupt the reality that leaders tend to struggle with empathy: Reflect in writing with as much detail as possible about the people and situation in question. Ask yourself, “Am I being fair?” Resources Mentioned The Power of Trust: How Companies Build It, Lose It, Regain It* by Sandra Sucher and Shalene Gupta The Power of Trust website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) The Choice for Compassion, with Edith Eger (episode 336) The Way Into Difficult Conversations, with Kwame Christian (episode 497) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

534: How to Deal With an Unsupportive Colleague, with Bonni Stachowiak Jul 05, 2021

Show notes

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Mark asked our advice on how to navigate a sensitive situation with an unsupportive colleague. Geraldine wondered about how to implement management accountability with public sector employees. Samuel asked about building personal capacity. James asked if we were aware of resources for a leadership body of knowledge. Resources Mentioned 7 Habits of Highly Effective People* by Stephen Covey Getting Things Done* by David Allen Center for Creative Leadership Greenleaf Center for Servant Leadership How to Win Friends and Influence People* by Dale Carnegie The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations* by James Kouzes and Barry Posner Society for Human Resource Management (SHRM) Related Episodes Eight Ways To Use Power For Good (episode 154) How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Say No Without Saying No, with Lois Frankel (episode 471) How to Create Your Personal Vision (free membership required) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

533: How to Build Confidence, with Katy Milkman Jun 28, 2021

Show notes

Katy Milkman: How to Change Katy Milkman is an award-winning behavioral scientist and professor at The Wharton School of the University of Pennsylvania. She hosts Charles Schwab’s popular behavioral economics podcast Choiceology, and is the co-founder and co-director of The Behavior Change for Good Initiative. Katy has worked with or advised dozens of organizations on how to spur positive change and her research is regularly featured in major media outlets such as The New York Times, the Wall Street Journal, and NPR. She is the author of the book, How to Change: The Science of Getting from Where You Are to Where You Want to Be*. In this conversation, Katy and I explore the research on confidence. We highlight some of the key tactics we can use to enhance our own feelings of confidence. Plus, we explore some of the ways that leaders may be able to support confidence-building in others. Key Points Self doubt affects our ability to take action. Our expectations shape reality. How we think about something affects how it is. Leaders can support those with less confidence by inviting them to be a mentor or coach for others. Set ambitious goals, but allow yourself a limited number of emergency passes when you slip up. Focus on personal experiences that make you feel successful or proud. Resources Mentioned How to Change: The Science of Getting from Where You Are to Where You Want to Be* by Katy Milkman Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make New Behaviors Stick, with Marshall Goldsmith (episode 196) The Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458) How to Change Your Behavior, with BJ Fogg (episode 507) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

532: How to Help People Thrive, with Jim Harter Jun 21, 2021

Show notes

Jim Harter: Wellbeing at Work Jim Harter is Chief Scientist for Gallup’s workplace management and wellbeing practices. He has led more than 1,000 studies of workplace effectiveness and is the bestselling coauthor of It’s the Manager, 12: The Elements of Great Managing, and Wellbeing: The Five Essential Elements. Jim has also published articles in many prominent business and academic journals and he's the author with Jim Clifton of Wellbeing at Work: How to Build Resilient and Thriving Teams*. In this conversation, Jim and I discuss Gallup’s recent research findings on what managers and organizations can do to support wellbeing at work. We highlight the five key elements of wellbeing from the research and the obstacles that managers and organizations face in supporting these. Plus, we share practical steps that each of us can take to support wellbeing among the people in our organizations. Key Points People report that their strongest links to net thriving are “my job” and “my manager.” The five key elements of wellbeing are, in this order: Career, Social, Financial, Physical, and Community. Many people report that “time with a manager” is the worst part of the day. To support better wellbeing, make it a part of regular career conversations. Have open conversations about pay philosophies. Data shows this is even more important than the actual salary. Giving meaningful feedback every week is a basic requirement of management. Gallup’s data shows that only half of employees worldwide know what is expected of that at work, a significant contributor to stress and anxiety. Resources Mentioned Wellbeing at Work: How to Build Resilient and Thriving Teams* by Jim Clifton and Jim Harter Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Gallup Findings on the Changing Nature of Work, with Jim Harter (episode 409) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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