Show notes
Establishing a school, writing an acclaimed book, starting a successful company - these are all extremely difficult achievements in their own right... but accomplished together by one person? That may seem near impossible for many of us, but for Michael Delman, they've just been necessary steps toward one singular goal: making Executive Function skill development more accessible to all. So how did he do it? Or more importantly, what can we learn from the trials and triumphs of his journey?In this week's episode, I talk with Michael about the essential wisdom he's learned from his 30+ year experience in education - one that includes starting the world's largest Executive Function coaching company, Beyond BookSmart, establishing a charter school, and writing critically acclaimed book for parents, "Your Kid's Gonna Be Okay". Listen to learn about Michael's journey and how you can apply his insights toward reaching your own goals (even the most ambitious ones!) Hopefully from his story, you can find inspiration to build even more meaning in your life.Show NotesBrainTracks (School training division of BBS): www.braintracks.comYour Kid’s Gonna Be Okay (Michael's book): https://www.beyondbooksmart.com/your-kids-gonna-be-okay-michael-delmanAn Hour a Week: https://anhouraweek.org/Beyond BookSmart: www.beyondbooksmart.comChan Zuckerberg Initiative: https://chanzuckerberg.com/Contact us!Reach out to us at podcast@beyondbooksmart.comIG/FB/TikTok @beyondbooksmartcoachingTranscriptHannah Choi 00:04Hi everyone and welcome to Focus Forward, an executive function Podcast where we explore the challenges and celebrate the wins you'll experience as you change your life through working on improving your executive function skills. I'm your host, Hannah Choi. Hannah Choi 00:19While you probably know by now that I am an executive function coach, you may not know that I work as a coach for a company called Beyond Booksmart. I got thinking about the story behind the company and how executive function skills are built into the running of a company that specializes in executive function. I invited our CEO Michael Delman to join me for a conversation about just that. We wound our way through a variety of topics, and Michael shared with me the wisdom that he's gained through his life experience as a student, teacher, founder of a charter school, published author and CEO of beyond booksmart. Listen to learn about how important executive function skills are to Michael, how he leads his company and how he believes that good executive function skills are the key to a successful future for the children of today. Hannah Choi 01:15Hi, Michael, thank you for joining me today. Can you just first start off by introducing yourself a little bit for anyone who doesn't know who you are?Michael Delman 01:24I'm Michael Delman. I'm the CEO of Beyond BookSmart and an educator for about 30 years now. So, in this because I love it. And dad of two girls, both of whom graduated this year - one high school, one college. You know, the usual I have a dog of course, Ultimate Frisbee aficionado and I founded a charter school. I wrote a book on I don't know, yeah, just...Hannah Choi 01:56There's got to be some great stories in there about executive function challenges and, and what led you to where you are.Michael Delman 02:04So, choosing the dog? Absolutely. Hannah Choi 02:09What do you have? Michael Delman 02:09We have a Cavapoo. Great little dog. But yeah, actually, yeah, no, actually, I'll tell you the story real quick. So my wife was a holdout on getting the dog as so often happens. And of course, now she's the dog's biggest fan. But my daughter younger daughter always wanted a dog. And we tried everything, you know, pros and cons list, what were the criteria that must be met in order to have the dog. And finally it came down to just pure psychological manipulation, where I, one day said to my wife, "What if? What if our daughter had a tragic accident, and she never had had a dog?" And my wife was like, "Okay, you win. That's it." So, when it came down to it, the rational left brain logical whatever it was just like that one image of like, our daughter being like, devastated and never having had a puppy that just did it so. So our daughter saved up money and paid for the dog herself. Even as kid and yeah, so there we go.Hannah Choi 03:20I'll have to make sure that my kids and husband don't listen to this episode, because I am the last holdout on getting another dog our dog passed away three years ago. I'm not there yet. I'm not there yet. And so we have to make sure that they don't listen to this episode.Michael Delman 03:35But you know what it's like to have a dog? So you know that? Yes, you know, the joy of it? And yes, no,Hannah Choi 03:40I do. Yeah. Yeah. So you are the CEO of an executive function skills company. So what is executive function and executive function skills mean to you?Michael Delman 03:50Yeah, it's way to make a living. Hannah Choi 03:56That's why you're in it, for the money??? Michael Delman 04:01Actually, honestly, it's the only way that anyone can make a living is with I think decent executive function skills. Hannah Choi 04:07Yeah, you got that, right. Michael Delman 04:09So we're in there to help a lot of people, definitely myself included in kind of the skills, tools, orientation that that it provides. So executive functioning skills are all about self management, the ability to regulate yourself to kind of, you know, understand how to get calm and focused, and, and organized and prioritized and then really know how to get things done. I think, I think, you know, a lot of us have ideas of what we want to do. And I know many people who have a lot more ambition or talent than I do, but I think my strength is probably making use of whatever executive function skills I do have, and then executing on on the skills you know, On on the on the vision. So that's EF skills let you, they really let you capitalize on, on whatever strengths you do have and kind of work around your challenges.Hannah Choi 05:13So what are your strengths?Michael Delman 05:16I've got probably two, maybe three. Um, the first is, I'm really good at prioritizing, I tend to clear away the BS. And there will be times where my inbox is just super loaded and just way too much in it. But that's a price I'm willing to pay to make sure I've dedicated time for my priorities, you know, a new idea, reviewing key data points, making sure someone on the team gets the support they need. So focusing on priorities really, really, really critical. The second is, I'm not afraid to work hard. So, you know, pretty good at getting started on things that I don't like the task initiation piece, and then the sustained attention. So call that one or two more. And then really the the final piece and the one that I think is probably most integral to my ability to make progress is the reflective metacognitive piece. So I make a lot of mistakes, I make more mistakes than the average person for sure. No, no, for real, I do. Foot and Mouth Disease is like they name that like, I literally they have a picture of me next to that. AndHannah Choi 06:34A.K.A. the Michael Delman disease?Michael Delman 06:36he's really good at getting the foot out and then going, you know, now that we've just done that, let's talk about how we can prevent that. Let's talk about what we could learn from that. So fortunately, people seem to be generally forgiving. When you acknowledge your your faux pas, faux pauses, I don't know what the plural for anyway. But the numerous faux pas in kind of my daily regimen, so I find that, that there's a certain humility that I have and need to have, that allows me to be an ongoing learner. And so that's that's like a real, honestly, it's a pleasure for me, like making mistakes doesn't really faze me that much.Hannah Choi 07:24And I think that when, when someone is so when a leader especially is so openly comfortable with talking about their challenges, or talking about mistakes that they've made, it, it gives, it gives, it probably gives a lot of people permission to think, oh, okay, if he, if he can make that mistake, own it and then learn from it, then then, then it probably helps people feel like, oh, okay, I can do that, too. I feel like that's...Michael Delman 07:54 Yeah, I appreciate you saying it like that, I think that's become a more conscious aspect of that kind of that tendency. Initially, for me, it was just simply almost a almost like a defensive mechanism for me, like, a necessity to, like, apologize all the time, or, you know, and then it shifted over time, from just apologizing to apologizing and trying to make improvements. Over time, it's been a conscious way to lead of, hey, we all make mistakes. Let me tell you a story, you know, and people like, you did them again. And that was that I did that. So it's I don't know if, you know, that's entirely good or not. But overall, I've found that, yeah, we all need a little bit of freedom to learn, and you can't really learn if you're constantly afraid of failing. So I think that that, I do think that that's a good thing coming from my position, as the leader of the company that I'm doing it certainly we have the greatest understanding of in total lack of judgment of any of our clients, and no, in addition to our staff, who were learning, make mistakes along the way. And we're good with that. We're okay with that. I do think that in my seat in the company, and I think for company leaders, there is a limit to what you can allow in, uh, in your staff, if they're not able to or willing to look at, you know, areas for improvement, because that is we're asking that of our clients, we truly have to be able to model it. And I you know, it's one of the things when we hire, you know, some of our core values include courage and openness, and, you know, integrity. So if you're going to live those things and be a Part of the staff, you know, like that that's really important. It may not be as absolutely critical in every place in the world, they know what matters for us and what we do.Hannah Choi 08:36So, and is that? Is that something that you have learned? Like, did you when you first started working out? Did you feel that way? Or is that something that has kind of developed and, and grown over the years of your experience what's feel which like, like feeling those those core values like those, the, you know, the asking that of your staff like to be to be to have courage and to be open.Michael Delman 10:38(coughs) I'm sorry, recovering from a joint bout of COVID and pneumonia, not a not recommended for anyone. So, I think I always felt intuitively, that those were important things they were when I was a school principal. And here, I knew that naming values was important. And humility was always there, growth was always there. I think it really took on an extensive amount of work that our leadership team did with feedback from literally our entire staff, to name the values more explicitly and simply, and to be able to kind of elucidate what each of those meant, in practice. And so I think once you've done that, and involved everybody, then holding people to that is part of your agreement is, this is just what we all we all understand. So I do think having those things explicit, is is more important, or adds a certain, you know, gives you a little more backbone to hold people to it. So, you know, that said, we're fortunate, I mean, we've we've really got, we've got the people, so it's not, that aren't huge, you know, huge problems that we need to immediately address. It's just, it does remind us all of when we and we bring up those words in our conversation, you know, like, Yeah, is that really integrity? Is that Is that does that really align? You know, are we you know, are we doing the right thing by everybody in that decision? That kind of thing?Hannah Choi 12:27 So, right. So, when you first started out, like, how did you, how did you get to where you are now? And how did you learn all the things that you've learned to be where you are, I've been with you for a while, and I it's a great company to work for? And I just like how did how did we get here?Michael Delman 12:50Well, um, I guess, kind of, I'll speed it up. As you know, I'll just start with the kind of the origin story, probably my my black lesson plan book from being a school teacher, everything I did as a teacher, every lesson, I just always would take notes afterward on what could have been better. And I think that that, that, that reflectiveness, that real eye for professional growth, professional development was really foundational. It was something where I knew I was going to, I was probably going to fail as teacher, if I didn't do that I needed to, I need to figure out things like classroom management, and good lesson planning and those sorts of things. And I was determined, because it was a dream, it was a passion. And I had a rough first year, and I was, I did not want to, I don't want to live like that. I want to have really great teaching experiences and great learning experiences. So the charter school is next. And that really emerged again, almost as a necessity because it was, I felt that there was more that I want to accomplish than could be done just under the auspices of my particular room, for example, like, kids didn't see connections between the subjects. I wanted that to be seen. Kids were kind of going through the motions a lot, just because whatever, they're just in school that because they have to be I want school to be a place where they could see like, Oh, this is exciting. I'm learning I'm doing something of value. So that was the charter school. That was super exciting partner within Outward Bound, kind of affiliated group and it was just really great. And then that wasHannah Choi 14:36Waid, can I stop you for one second? So you went from teaching what for one year to opening a charter school?Michael Delman 14:42Eight years. I taught for eight. Yeah, so though, but those eight you know, during those eight years, it was there were constant lessons and, and so much to learn. I mean, you could learn, you could teach and learn for forever, you know, decades and decades. I have friends who still teach and always learning. But for me, there came a point where I thought, I need to have a school where everybody is kind of sharing the same same values, the same enthusiasm, the same perspective on what a school is capable of. And, and so that school, which is still around doing great, it's a, you know, I love that place and what it's all about, it's really extraordinary opportunity I had there, but then to kids, you know, into it, and for years and his principal and working all sorts of hours and days of the week that are not days, and hours that you should be working, I needed something a little more sane. And, and then I also was a little bit distant from, you know, like, the actual work. And so I want to be back on the ground more. So I started beyond booksmart different name at the time thinking outside the classroom. And, you know, and I started that, because we'd had kind of, uh, you know, how the schools have typically like a bell curve of students, right, you know, in terms of, you know, these your average kids easier. I see, well, we had more of a barbell, you know, like, it was, like, you know, we had kids that were all sorts of kids were twice exceptio…
Full show notes at the publisher 
Our TOPPODCAST Picks 
Stay Connected
