In this episode we delve into the vital  leadership skill of assertiveness. With guest Rachel Goodwin, a UK-based leadership coach with a specialisation in assertiveness and supporting women in the workplace, we explore how leaders can balance assertiveness to avoid being too soft, or overly aggressive.We discuss behavioural patterns including passive, aggressive, and passive-aggressive styles, and the role of skilful assertive communication in achieving win-win situations and impact as a leader.We also cover practical exercises for developing assertiveness, such as role-playing and self-reflection on emotional triggers. The episode concludes with actionable advice, and reflection questions for listeners wanting to improve their skills in difficult conversations in leadership roles.Key Moments[03:40] Understanding Assertiveness: Definitions and Frameworks[18:32] Practical Tips for Developing Assertiveness[34:27] Emotional and Assertiveness[43:32] Concluding ReflectionsReflection Questions for LeadersHow can I better practice to “stop and pause”, to sense what I’m thinking, what I’m feeling, before I respond? Either in a difficult conversation, or in a meeting, so that I really have access to my assertiveness skills.What emotions might be getting into my way of finding the right level of assertiveness? What can be my strategy moving forward to regulate these emotions effectively?How could I start to engage with this (the assertiveness) model? Try and find situations that are quite low stakes, so not waiting for the most high level meeting that you're going to be attending, but finding an opportunity to experiment and don't judge yourself harshly.-----About Rachel GoodwinRachel Goodwin is a leadership coach and a renown expert on assertiveness in leadership. More about here work is here: rachelgoodwin.ukGet in touch with Rachel on LinkedIn and listen to her coaching podcast The WordWise Coaching Podcast.About Gerrit Pelzer and Martin AldergardMore info about us and our work is on our website secondcrackleadership.comDo you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.To connect with us on LinkedIn:Martin AldergårdGerrit Pelzer

In this episode, we explore how to navigate organisational boundaries. As enterprises expand, silos and barriers often emerge, hindering collaboration across units, functions, and regions. However, adept leaders understand that success comes from bridging such boundaries, both within and outside the organisation.Join us as we delve into this vital leadership topic with our valued guest, Dr. Jürgen Scherer, a seasoned leader renowned for his expertise in navigating boundaries in global organisations.Key MomentsIntroduction to Dr. Jürgen Scherer [02:32]Understanding why organizational Boundaries exist [04:34]Navigation: A horizontal approach to overcoming silos and fostering connectivity [07:19]Overcoming “friction by design” [11:08]Real-Life Examples: Navigating internal boundaries in a pharmaceutical joint venture [22:24] and overcoming industry-wide external boundaries [29:02]Summary Insights: The skills and traits of effective navigators [32:57]Developing Navigation Skills: How organisations can cultivate more navigators [37:16]Reflection Questions for Leaders [43:28]Reflect on a past project: How did you navigate challenges and boundaries, and what lessons have you learned?Overcoming friction by design: Where might well-intended department targets unintentionally hinder company-wide progress?What one action can you take today to navigate boundaries more effectively inside or outside the organisation?Who do you turn to in times of opportunity or crisis, and what qualities make them invaluable? How can you emulate their approach to enhance your own navigation skills?----------------------------------To connect with us on LinkedIn, click on our names here:Jürgen SchererGerrit PelzerMartin Aldergård You can find Jürgen's consulting services on his website www.bxb-exchange.com. Additional info about Martin's and Gerrit's work is  available on  secondcrackleadership.comDo you have any questions, feedback, or suggestions for us?  Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at  hello@secondcrackleadership.com

In today's  episode, we delve into the GAPS Grid, a dynamic tool designed to propel your leadership journey forward. Crafted by David B. Peterson, the GAPS Grid offers a structured approach to self-reflection, fostering clarity and alignment crucial for impactful leadership.*At its core, the GAPS Grid is a straightforward 2-by-2 matrix. You can visualize it by clicking here: https://bit.ly/GAPS-Grid. The 'G' quadrant represents Goals & Values, prompting introspection into what truly matters in your life. We explore reflection questions to unearth your core values and aspirations, emphasising the importance of documenting these insights for ongoing growth. [2:56]Next, we explore the 'A' quadrant—Abilities—focusing on identifying and leveraging your strengths and capabilities. We discuss the significance of assessing whether your abilities align with your goals, so that you can choose the critical skills to develop for success. [10:30]Moving to the 'P' quadrant—Perception—we examine how to identify how others perceive you and the critical role perception management plays in leadership success. Understanding and actively managing these perceptions is essential for navigating professional relationships effectively. [14:55]In the 'S' quadrant—Success Factors—we delve into organisational goals and values, highlighting two critical components. [21:00] Firstly, we discuss the pivotal link between perception and success factors for career advancement. Do decision-makers perceive you as possessing the qualities necessary for higher-level roles? This perception greatly influences opportunities for progression within the organisation.Secondly, we explore the vital connection between goals & values and success factors for intrinsic motivation. When your personal aspirations align with your organisation’s goals and values, you will find purpose and fulfilment in your work. Conversely, misalignment can lead to a sense of dissatisfaction, turning daily tasks into mere obligations rather than fulfilling contributions to a meaningful cause.Join us as we unravel the interconnectedness of Goals & Values, Abilities, Perception, and Success Factors, empowering you to navigate the complexities of leadership with clarity and purpose.*see also: Peterson, D.B. (2006). People Are Complex and the World Is Messy: A Behaviour-Based Approach to Executive Coaching. In: D.R. Stober and A.M. Grant, eds., Evidence Based Coaching Handbook. Hoboken, New Jersey: John Wiley & Sons, pp.51–76. The chapter is currently also available online here.More info about us and our work is also on our website secondcrackleadership.comDo you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.To connect with us on LinkedIn:Gerrit PelzerMartin Aldergård

Applying coaching skills as a leader is one of the best ways to develop people and boost employee engagement. And in fact, many leaders have attended "coaching skills for leaders" or "manager as a coach" trainings. Why then, we might ask, is not everyone in every organisation fully engaged, yet. Is coaching not working, after all?We are convinced coaching does work, but there are factors that keep leaders from applying them.What is coaching?Coaching should not be seen as a remedy to fix underperformance. Coaching is not about telling people hat to do. According to Sir Joh Whitmore, "Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them."A simple recipe for applying coaching skills at work: tell less, listen more, ask powerful questions — and all this on a foundations of trust-based relationships.Tell less: Leaders can’t have all the answers; instead, they need to utilise the collective intelligence of the people.Listen more: Listening is more powerful than most people think. Who people feel listened to, they feel taken seriously as a person, and this in itself can boost motivation.Ask powerful questions: Asking triggers thinking, taps into a person’s own intelligence and leverages potential. It can create buy-in and build self-leadership. Good questions are open and often start with "how" or "why." They encourage solution-focused thinking rather than analysing problems. Trust: Coaching is not a mechanical process. The relationship between coach and coachee is as important as a the “technique”. Without trust, coaching won’t work. Seeing the other person full of potential  removes the obstacles that keep them for utilising their potential.Not every situation at work calls for coaching though. Coaching is for longer-term development, and also depends on a persons "readiness."Leaders can apply coaching skills informally during 1:1 interactions or team meetings, or in a more formal coaching setting.It is paramount for leaders to invest the time necessary for coaching to work. This can be challenging because while coaching is important, it rarely ever becomes urgent.Lastly, there is no shortcut to mastery in using coaching skills for leaders. You can't become perfect without passing the beginner stage during which you need to live with making mistakes and learning from them. Reflection Questions for Leaders:Suppose a miracle happened overnight, and all these obstacles that prevent you from using more coaching at work are removed. How will you start discovering that the miracle actually happened?  And after that then, what will you be doing then that you are not doing now?On a scale of 1 to 10, how confident are you today that your team members are capable to deliver outstanding work? Now, suppose you fully believed that your team members are truly full of potential. How would you then interact differently with them? How satisfied are you with the proportion of time that you spend as a leader in the urgent but not important quadrant versus the not urgent but important quadrant?More info about us and our work is also on our website secondcrackleadership.comDo you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.To connect with us on LinkedIn:Martin AldergårdGerrit Pelzer

Leaders often ask us, “How can I motivate my team?” or “How do I enhance employee engagement?”. Unfortunately, there is no simple answer, as motivation is a highly individual and complex subject.But the challenge of motivating people is also what makes life interesting as a leader. Wouldn’t it be boring if we were all like robots, needing three pushes of a button, to be motivated?Nevertheless, there are common motivational “themes”, or guidelines, that every leader can benefit from.Key moments[04:37] A common misconception is that people are motivated by money. While it's certainly true that people have jobs in order to earn money, once individuals feel fairly compensated, other aspects take precedence.[09:36] Daniel H. Pink emphasises three fundamental drivers:Autonomy is about freedom how to do the work, when to do the work, and, ideally, who with. While there are of course limits to autonomy at work, it is crucial for leaders to act as autonomy supporters.[17:42] Mastery entails the joy of honing skills and receiving recognition for expertise. Viewing people development as an investment rather than an expense is a testament to organisational wisdom.[23:26] Purpose extends beyond monetary gains. People yearn to contribute to something meaningful, transcending the singular pursuit of increasing shareholder value.[25:52] In addition to “finding meaning”, the “Socio-Analytic Model of Values, Interests, and Motives” identifies two additional “master motives”:Getting along: Humans have always lived in groups. Getting along with others has been critical for our survival as a species. Furthermore, “at a deep and often unconscious level, people need attention and approval.”Getting ahead: At the same time, every group or social unit always has a hierarchy with an unequal distribution of power. Individual strive for status differs, but from an evolutionary perspective, a higher status allows better choices in many areas of life.[30:04] Björn Ekenvall said, "You can't motivate people to perform. It's actually the other way around". Helping people to be successful, will generate motivation and ignite a self-reinforcing cycle of performance and motivation.[31:15] As motivation is so highly individual, leaders need to understand the individuals they are working with: What excites them? What do they like to learn? What are their aspirations?[34:04] Recognition and feedback signify a leader's care, fostering involvement and a sense of importance among team members.[38:00] A leader's attitude directly impacts motivation and performance: Leaders who look at their people as heroes increase the chances they become heroes. Leaders who treat people like children might find they behave like children.[41:30] Reflection Questions.Reflection QuestionsAutonomy: How can I give people more freedom regarding how they work, when they work, and who they work with? Mastery: How can I nurture individuals’ development? Purpose: Does our company have a compelling purpose and vision that goes beyond profit-making?Personal Motivation: What motivates me as a leader? And how might this differ from others?More info about us and our work is also on our website secondcrackleadership.comDo you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.To connect with us on LinkedIn:Martin AldergårdGerrit Pelzer

Embarking on a more senior executive role in your career can be very rewarding, yet it also poses several challenges. In this episode, we delve into the intricate dynamics of leadership transitions, uncovering strategies to make a profound impact in your new leadership position from the get-go.[3:10]  Understanding the nuances of your new role compared to your previous one is pivotal. Letting go of familiar tasks and delegating these can prove challenging, especially if you excelled in those tasks and now must entrust them to individuals with less experience or lower skill sets.[7:15] Moreover, grasping the unspoken expectations beyond your job description is crucial. 'Stakeholder mapping' emerges as a valuable exercise. Begin by identifying internal and external stakeholders and discern their expectations. Delve into understanding their concerns and how you can alleviate them.[12:34]  As leaders ascend within an organisation, the focus inevitably shifts towards strategy and people development. Unlike 'individual contributors,' leaders navigate success by empowering and enabling others. "Leadership is creating the conditions for people to be their best."[15:36] Even in high-ranking positions, wielding direct decision-making power may be limited. Leadership pivots towards influence rather than authority. It commences with attentive listening and empathetic understanding of others' challenges. The key lies in making interactions with you enriching, demonstrating how your contributions add value, thereby enticing others to engage with you. (For more on influence, see also our episodes Out of Control — How to Lead Through Uncertainty? and The Charms and Challenges of Leading Sustainability.)[19:10] Balancing the urge to swiftly deliver results with the imperative to build robust relationships and understanding the intricacies of your new role. While seeking to showcase your capabilities after a promotion, hastiness can lead to errors. It's prudent to take ample time to thoroughly comprehend your new terrain before taking decisive action. [26:02] Leadership training programs offer an avenue to accelerate leadership transitions. However, their effectiveness relies heavily on catering to the needs of the individual leaders. Often, theoretical knowledge from such programs proves challenging to implement in everyday scenarios, making them most effective when complemented by personalised executive coaching.[28:46] Reflection Questions for LeadersHow can I strike a balance between my drive to achieve immediate wins and the time required to nurture relationships and comprehend various stakeholders' perspectives?When comparing my new role to my previous position, what practices should I retain, what do I need to let go of, and what do I need to add on?Considering 'What Got You Here Won't Get You There,' which traits and behaviours that previously propelled my success might now serve as obstacles?"More info about us and our work is also on our website: secondcrackleadership.com.Do you have any feedback, questions, or comments? Or would you like to explore how we can help you with leadership development through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.To connect with us on LinkedIn:Martin AldergårdGerrit Pelzer

In this episode, we share insights from a 12-month project where we involved all executives, managers and employees in shaping and implementing a new vision and strategy for growth. The project resulted in re-energizing and motivating 700 people at a large chemical manufacturing plant, fostering not only business expansion but also fortifying a sense of ownership and teamwork across the site.Key takeawaysApproach vision and strategy as a process, implementation includedInvolve people in co-creating the vision & strategy to cultivate a sense of ownership and use the collective intelligence of the organisationWhile the process requires more time upfront, the investment pays off rapidly during the implementation phaseKey moments01:28 - Introduction to the caseA brief overview of the case company and the overall approach to the project. 05:02 - Phase 1: Gathering inputWe delve into how we engaged numerous individuals right from the project's inception, seeking their perspectives on the future direction. Our emphasis was on understanding people, their ideas, motivations, hopes, and concerns. Unlike conventional strategy planning, there was minimal focus on data collection and SWOT analysis in this phase.08:43 - Phase 2: Shaping the initial vision and strategyWe discuss how, through guided conversations, we transformed initially diverse opinions into a shared vision and strategy by the end of the process. Our focus was on creating opportunities for dialogue, ensuring a shared context, and facilitating co-creation.16:18 - Phase 3: Defining a clear and concise vision & strategyWe address the most challenging phase of the project: transitioning from 'brainstorming' to making decisive choices to arrive at a clear and concise strategy ready for implementation. We share the four pillars of the strategy that were developed, highlighting how it was laser-focused on making the growth vision a reality.28:02 - Phase 4: Supporting implementationWe explore the structure we established to facilitate follow-up, learning, and adaptation during the project's implementation phase. This included monthly leadership workshops, individual executive coaching, and effective communication and involvement of all employees.Reflection QuestionsWhat would I need to consider when designing my strategy process?For instance, how long time do I have? Who needs to be involved? What role does my leadership team play in the process? Who owns the process and how are decisions made? How can I engage managers and employees? What role will they assume? How prepared are managers and employees to be involved? How prepared am I and the leadership team for increased involvement in the strategy process?Based on this, how can I create the conditions that everybody can be involved? How do I make sure everyone's voice is heard?Additionally, how can I, as a leader of a local entity or unit within a larger organization, approach the strategy process differently? How can I drive a growth vision and strategy that doesn't necessarily have to originate from the headquarters?More info about us and our work is also on our website: secondcrackleadership.com. Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com. To connect with us on LinkedIn: Martin Aldergård Gerrit Pelzer

In this episode we keep exploring the topic of trust in leadership, today from the perspective of openness and transparency. We are joined by Adam Horne, the co-founder of OpenOrg, a company on a mission to rebuild trust by bringing transparency to the world of work.We know that being open and transparent as a leader is key to build trust. An article in Harvard Business Review reports 76% higher employee engagement, and Gallup statistics shows 21% higher profit margin, compared to the average transparent company. So what can you do as a leader and what are the dilemmas or questions you are going to face?Key moments04:33 Transparency, what does it actually mean? Obviously, different things to different people and organisations. Adam shares his take on what it means and we discuss different areas that could be considered.10:55 The benefits of openness and transparency is explored, and the link between transparency and performance.15:51 The dilemmas of transparency and what might block leaders from being more open and transparent, both from the perspective of an individual leader, and from the organisation perspective.17:28 We discuss where to start when building a more transparent leadership style24:55 Exploring the balance between ‘being strictly professional’ at work, and ‘being human and personal’ as a leader 31:26 Potential ethical dilemmas around transparency - Adam retells his experience of sharing tough information with his team39:04 Reflection questionsReflection QuestionsAs a leader, what don't I share with my team at the moment that I potentially could, and what are the consequences of that? Look not only at “what could go wrong” but also at “what could go right” by sharing.As an organisation and leadership team, ask where do we want to be more transparent, and where not? And make this a conscious decision. Also think of how this can help bring clarity, establish trust, and drive motivation in the organisation.Go back and look at some of the employee feedback that you are receiving. Think of how might this be related to how I/we build trust? And how might being more transparent and open, help address this feedback? What is it then specifically that I/we can work on as leaders?-----Information about Adam Horne and OpenOrgAdam is the co-founder of OpenOrg and on a mission to help organisations rebuild trust by bringing transparency to the world of work. Find out more at OpenOrg.fyi and connect on LinkedIn Adam Horne-----More info about us and our work is on our website secondcrackleadership.comDo you have any questions, feedback, or suggestions for us?  Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at  hello@secondcrackleadership.com To connect on LinkedIn:Gerrit Pelzer Martin Aldergård

A 360 Degree Feedback may be the most powerful leadership development tool you will ever use — if you use it correctly.Feedback holds the key to successful leadership development. Despite our well-intentioned endeavours, our actions may not always align with our intentions in the eyes of others. The most successful leaders understand how they are perceived by others and adjust their actions and manage perception accordingly.Receiving candid feedback is not always pleasant, but it invariably provides you with an opportunity to improve and develop as a leader.A 360 Degree Feedback is a multi-rater assessment that weaves together insights from diverse vantage points. These vantage points, ranging from superiors and peers to subordinates and self-assessment, converge to provide a well-rounded picture of how others see you in comparison to how you see yourself.This powerful tool, however, often falls short of its potential due to oversight in key aspects. A successful 360 journey commences with meticulous pre-process preparation, continues with accurate result interpretation, and ultimately requires taking the right actions to help you grow as a leader and create the desired impact.Before Embarking on the 360 Degree Feedback Journey:Define Your Purpose: Articulate why you are pursuing the 360 Degree Feedback and be clear on the context.Curate Your Raters: Enlist a diverse and representative array of raters, not just your best friends.Personal Invitations: Extend personalised invitations to your raters, and encourage them to provide ample text answers rather than mere ratings.Receiving Your 360 Degree Feedback Results:Guided Interpretation: Ensure you have a debriefing session with an executive coach certified in the 360 Degree Feedback tool you are using. A professional coach can help you navigate through a complex report and put things into perspective, enabling you to interpret the results correctly and gain the most from your 360  for effective leadership development.Attitude is Key: Embrace an open mindset and resist the instinct to be defensive when confronting critiques. Approach feedback as a snapshot of external perception at a particular point in time.Explore Alignment an Discrepancies: Explore hidden strengths recognised by others and blind spots wehre your self-assessment overshoots. Look for consistencies and inconsistencies in the ratings and comments. Scrutinise congruences and divergences within and between rater groups.Take Effective Actions for Your Personal Growth:Seek More Feedback: Paradoxically, often the 360 Degree Feedback is only the start for receiving more feedback: engage with selected raters, sharing insights from your report. Seek further clarification and request specific suggestions for improvement.Holistic Growth: Development involves more than overcoming weaknesses. Capitalising on your strengths while bridging gaps is the pathway toward exceptional leadership.A Coach's Guiding Hand: Collaborating with an executive coach can truly propel your personal growth. For most people, changing behavioural patters and unproductive habits is more difficult and time-consuming than they think. Busy executives tend to focus on their projects and day-to-day work, often neglecting their own development. “A coach really, really helps”, as Eric Schmidt, former Google CEO, famously noted.Get in touch with us: web: secondcrackleadership.com email:  hello@secondcrackleadership.com

Join our conversation with Anu Rathninde, the APAC President of Johnson Controls, and take-away an easy-to-remember guide for how to tackle complexity as a leader. Apply the steps in the “SIILA”-model and directly understand what you need to address, and create positive transformation in your organization.As a leader, you are expected to deliver predictable results and you are held accountable. It might be tempting to base your decision-making on control and assumed certainty. Yet, an organisation, with its people and stakeholders, is a complex adaptive system that doesn’t operate like a machine, outcomes really can’t be controlled. This is where the steps in the SIILA-model becomes an important guide.Anu Rathninde is the APAC  President of Johnson Controls. With 30,000 employees across more than 20 sites in Asia, and previously many years as an executive also in North America and Europe, Anu truly combines the best of  both Western and Eastern leadership styles.Key moments05:30Introducing the 5-step SIILA model (= Systems thinking, Internalise, Interact, Learn, Adapt).09:14 Step 1: Systems thinking helps leaders to understand and consider the inter-connectedness inside and outside the organisation, and that change emerges with or without a leader trying to control things.17:44 Step 2: Internalise. The hardest step in being an effective leader is to personally internalise the purpose and values of the organisation as well as what drives you as a leader, bringing the right mindset and motivation to change.22:26 Step 3: Interact reminds leaders to interact with everyone in the organisation to gain a true understanding of what is actually going on. Input for decision-making and the trust to implement decisions, can’t be created in the boardroom.32:13 Step 4: Learn and Step: 5 Adapt are the ‘easy’ ones if you have done steps 1-3, but of course not less important to drive change and results in a complex environment.33:39 Reflection questionsReflection QuestionsHow do I use my time as a leader to truly understand the system, align with my values, my mindset, and interact with the right people to understand what's actually happening, before making decisions?How valuable is it for me to spend that extra effort and make the right decision versus making a quick decision?Where might I not understand the system well enough? Where might I oversimplify and what might I overlook in the interactions that people are having, which then impacts outcomes?To help yourself with Step 2 internalise, you can ask yourself from 3 perspectives:  1) Where am I today? What am I doing? Why? How am I doing?  2) From where I started: How did I get to where I am today? What did I do? Why?  3) Based on where I want to be in the future: Why do I want to be there? How am I going there? What am I going to do there?About Anu and his book “Tackling Complexity”Find more information about Anu and his book on LinkedIn: Anu Rathninde-------More info about us and our work is  on our website secondcrackleadership.com To explore how we can help you to drive results in your organisations, contact us at hello@secondcrackleadership.comTo connect on LinkedIn:Gerrit Pelzer Martin Aldergård

Tho Ha Vinh (bio below) found that one root cause for suffering is our current economic system based on competition and the fundamental contradiction of endless economic growth and the reality of a finite planet. It is an illusion that happiness and satisfaction come from more consumption. In effect, the ever-increasing consumption is destroying the planet and thus the very foundation of our human lives.The goal of economic growth must be to to satisfy legitimate human needs through goods and services. These goods and services are just a part of what enhances happiness and wellbeing. For true happiness, we also need friendship, love, emotional security and many things money can’t buy. "The system", of which we often see ourselves as victims, is a manifestation of how we individually and collectively think, feel, and act. We are all part of the system, and thus are co-responsible of changing the system.True happiness needs living in harmony with oneself (requiring introspection and alignment between aspirations and actions), living in harmony with others (but being too busy working keeps us from taking the time to build and maintain positive relationships) and living in harmony with the planet (we are part of nature, the wider system). Change is inevitable. The question is: will it come about in a more gentle and inclusive way through mindfulness and compassion? Or will we continue with our blind ways of power, dominance, violence, and competition until the system simply breaks apart?Leaders who want to positively drive change need to direct the collective attention. This begins with the ability to to direct your own attention. If you are able to do that, then you can also do that for the collective.Your company’s transformation may begin by redefining its vision, mission, and values towards serving its clients and society by creating goods and services that are useful. Your “key performance indicators” need a more holistic understanding beyond financial impact, including environmental, social, cultural etc. You need to work with the inner dimension, too: how do you consciously develop your insight, your wisdom, your compassion, your mindfulness?Reflection Questions for Leaders:Is my attention aligned with my intentions? Am I clear what my intentions are?What steps am I willing to take to create a significant change, even if it feels uncomfortable. And what are the risks that I'm prepared to take to do things differently moving forward? When we have good intentions, how come we cannot manifest that in the way we work? How can we bridge the gap between the knowing (what we know we should do) and doing (what we actually do)?Tho Ha Vinh, PhD, is the founder and of the Eurasia Learning Institute for Happiness and Wellbeing .  He was the program director of the Gross National Happiness Center of Bhutan. Serving as the Head of Training, Learning, and Development at the International Committee of the Red Cross, he trained humanitarian professionals working in war zones and emergency response in Afghanistan, Pakistan, Palestine, and Darfur. He holds a PhD in psychology and education from Geneva University, Switzerland. He is a Buddhist teacher in the Vietnamese Zen Tradition of Thich Nhat Hanh. He is the author of several books including the recent A Culture of Happiness.More info about Martin Aldergård and Gerrit Pelzer is on our website secondcrackleadership.com. You can also email us at  hello@secondcrackleadership.com

We are joined by Jim Massey, Chief Sustainability Officer at Zai Lab, and former global Vice President of ESG at AstraZeneca. Jim shares his experience as a global sustainability leader, and how he is using the Can, Care, Do model to lead transformation in the healthcare industry. Jim is also the author of the newly launched book "Trust in Action".Listen and gain insights on how you can build trust: the foundation of all positive action and change. And as always, we end with a few reflection questions for you.Can, Care, Do is a simple and easy-to-remember guide that you can use to build trust and spark action. And Jim shares stories and practical examples of how he has used the approach to lead change in two organisations under very different circumstances. At AstraZeneca, Jim lead the transformation towards sustainability goals in a large multi-national organisation. At Zai Lab, it is all about scaling sustainability from the start, as the company is growing. In both cases, trust is a fundamental component, but different elements of trust need to be addressed.Key moments[05:10] Trust in Action. Trust and action run in parallel.[09:30] The elements of the Can-Care-Do model and how to use it.[15:31] How Jim put the Can-Care-Do model into practice, as the newly appointed, ‘outside’ leader, of a highly qualified team of ESG specialists.[20:17] The biggest challenge? To hold myself accountable.[26:12] Growing and scaling a global bio-tech start-up, being planet positive from the get-go.[31:07] Stepping into the BS. Addressing the systems that are getting in the way of trust.[36:57] From all the things that needs to change, scope out something, and focus on that little piece. Reflection Questions: When reflecting, the most powerful actually sits in Can, as in why do I exist. For me as a leader, what is my why? Why am I here, and am I fulfilling that? Or am I distracted with so much of the Doing, that I’m forgetting my greatest impact?At work today, did I feel I could be myself, and were there perhaps situations where I felt I couldn’t?  And reflecting on what to do about it: Is it about me to set the intension of behaving differently next time, or is it something ‘in the system’ that allows, or doesn’t allow, me to be my true self?As I face a challenging leadership situation, or not seeing the action or results that are needed, how can I use this situation as an opportunity to nurture and build trust? Which of Can, Care, or Do is the area I need to work on?Information about Jim and his book ‘Trust in Action’You can find more information about Jim and his book at www.jimmassey.coOr on LinkedIn Jim Massey-----More info about us and our work is on our website secondcrackleadership.comDo you have any questions, feedback, or suggestions for us?  Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at  hello@secondcrackleadership.com To connect on LinkedIn:Gerrit Pelzer Martin Aldergård

From our experience in executive coaching and leadership development we see again and again that self-awareness is absolutely mission critical for self-development and personal growth. And of course, we can ask the question: Is there a link between a leader's self-awareness and his or her leadership effectiveness?To help us answer this question, we have a great guest on the show, Dr. Nia Thomas.Key moments[05:19] Nia shares what triggered her curiosity about leadership and self-awareness [08:04] Most important findings from Nia’s research. The “strategic level disconnect” between what people at the most senior levels of the organizations are setting in motion and what they seem to be thinking, compared to what others are thinking. One element of this is filtered feedback, and regardless of organisation, in a senior leadership position you will get filtered feedback, which means that you are disconnect to the rest of the organisation to a greater or lesser extent.[16:14] Identified 3 layers of  Leadership Self-awarenessReflection or Internal self-awareness, which is about me looking inward, knowing myself.Recognition or Internal social self-awareness, is about recognising that people are observing me and have opinions about me.Regulation or External social self-awareness, which is about regulating my behavior based on knowing myself, and knowing how others see me. [27:40] Is there a correlation between a leader's self-awareness and their effectiveness? The answer is a resounding yes - but. Leaders with high degree of self-awareness is an essential component to generate success. However, many organisations say it’s their aspiration, however the reality is, it’s not happening everywhere.[31:28] What are potential dilemmas or challenges leaders might encounter when developing, or sharpening, their self-awareness?Need to recognise that self-awareness is an ongoing journey that you need to invest your time and effortThe risk of filtered feedback, especially as a more senior leaderSituations of stress, when we can’t cope to regulate our behavior‘Busyness’ and seen to always be doing something, with no space for reflectionSelf-awareness is a journey - “Know thyself, but ensure you keep reacquainting yourself”. Reflection Questions: Stop and ask: Can I describe how I think others see me? If I can't, how will I develop my antenna, my space, my opportunity to be able to answer that question? What are the situations where I need to be more self-aware of my own behavior and its impact on my effectiveness as a leader?What do I need to focus on to increase my self-awareness?What are certain circumstances, situations, or people that either enhance or deplete my self-awareness?---Get in touch with Nia through LinkedIn Dr. Nia Thomas or email at info@knowingselfknowingothers.co.uk---More info about us and our work on our website: secondcrackleadership.com Do you have any questions, feedback, or suggestions for us?  Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at  hello@secondcrackleadership.com or connect on LinkedIn.Gerrit Pelzer Martin Aldergård

On the one hand, ‘every leader knows’ that it’s important to make all voices heard in an organisation, diversity and inclusion is critical. On the other hand, it’s still not uncommon to experience meetings where only a minority of participants is talking. And why is it so difficult to truly listen to opposing viewpoints?It has a lot to do with dialogue. In this episode we go deeper into the practice of genuin dialogue, its benefits and challenges. And, as always Gerrit and Martin have very different entry-points. Gerrit is sharing his personal observations on why dialogue is so hard, and Martin is sharing tips on how leaders can increase the quality of dialogue in their conversations and team meetings.Key moments[08:55] Gerrit shares 3 observations of why dialogue and listening is hard:the difference in motivationemotionsown biasThe problem is not so much that ‘the other person is obviously wrong’, but that our underlying world-view is challenged.[15:24] We don’t give enough time to listen, to let people share what is important to them. We say that we have an ‘open mind’, but suspending judgement and being non-defensive, is not easy. So we need to be aware of our own ‘trigger points’ as leaders by being more aware of:What subject or situation might trigger defensiveness?When might I raise my voice?When might my non-verbal communication change to being more defensive?[19:21] Leaders must become better in leading group dialogue, not only focus on the content of the conversation but also on the process, switching between wearing the leader-hat and the facilitator hat. Plan your meetings to include time for dialogue and create meeting structure that supports dialogue.[24:23] Practical examples of easy to apply dialogue structures:Equal Voice1-2-4-All[27:52] Dialogue takes too much time. How to get around it? Put the time invested in the right context:You hired all these smart and diverse people - it takes structure and time to help them ‘think together’.The cost of failed or delayed transformation projects is larger than the upfront cost of good dialogue.[32:05] Common misperceptions of ‘dialogue’:The process of dialogue and then making decisions can be different. If we use dialogue to involve and let everyone be heard, doesn’t need to be followed by consensus decision making.Dialogue doesn’t need to be all harmony and ‘holding hands’. The best dialogue is a safe enough environment to explore conflicting opinions. Reflection Questions: How can I use an approach of dialogue to scale up my influence and impact in my organisation? With what people or stakeholders, and for what questions?What are the world-views that I hold dearly and that I don't like to see challenged, and in which situations, or what triggers me being defensive, ie. making it more difficult for me to have a dialogue?---------------------More info about us and our work is also on our website: secondcrackleadership.comDo you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.comTo connect with us on LinkedIn:Martin AldergårdGerrit Pelzer

In this episode, we interview Anthony Watanabe, Chief Sustainability Officer of Indorama Ventures, a 20-billion dollar chemical company with 140 manufacturing sites worldwide and 26,000 employees. Anthony shares his experience of leading sustainable transformation at scale, and as we will see, there are both charms & challenges to the job.Key moments[05:00] How Anthony “wonderfully accidentally” discovered sustainability and started his 20+ year career in the field.[10:00] Charms and challenges of leading sustainability. Including the “mainstreaming” of sustainable transformation and the increasing demands on transparency, reporting and disclosure.[14:20] Leading sustainability in your daily role. The importance of starting with yourself as a leader and how well you are aligned and show up authentic. Continuing with leading through influence in the role of the CSO.[20:03] What leaders can do to drive sustainability in their organisations. Sustainability needs all of us. It needs everybody's talents around the table because it’s complex, because it’s a systems approach.[27:05] Balancing the visible with the meaningful. Using both narrative and stories and data to balance communication on visible (easy to communicate) actions with meaningful (impactful) actions. Only stories without quantifiable information is not a recipe for success. Linking into sustainable reporting.[31:45] The dilemma of continued consumption and growth AND  sustainability. Sharing examples of net positive impact and importance of circular economy.[38:06] What drives sustainability to be “mainstream” on the corporate agenda? Examples are requirements of investors that are making ESG a priority, trends in technology around, e.g. renewable energy, electric vehicles, and social movements that bring diversity, equity and inclusion to the forefront. Reflection Questions: How do I connect my personal values and beliefs to the mission of sustainable change? How does this connection help my motivation? How does it guide me? How does it help me to stay authentic as a leader?What can be new business models that look not only at financial performance? How can I use the collective intelligence of the people I work with? And who can be my guiding coalition to drive this?What could I do that is a meaningful contribution? Is there something with larger leverage based on my network, my skills, or access that could contribute to solutions for climate change?---------------------More info about us and our work is also on our website: secondcrackleadership.com. Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com. To connect with us on LinkedIn: Martin Aldergård Gerrit Pelzer

Leaders are expected to get results. In fact, some people will say that’s what leaders get paid for, and they are held accountable when the desired results are not achieved. But, at the same time, leaders can’t really control outcomes, especially during times that seem to become increasingly uncertain. So what can leaders do?Dr. Paul Lawrence is helping us find answers in this episode. Paul is a leadership consultant, coach, researcher, and author of many books and articles on leadership and coaching.Key Aspects and Statements[05:12] Leaders often think there are  things they control and others they can’t. What often gets forgotten is the bit in the middle: what we can influence. That’s the real domain of leadership in a complex world where you can’t control results.[7:14] There are five ways of thinking about systems and about change.[13:13 ] In the first three ways (linear and non-linear systemic, collaborative systemic), we imply that we are standing outside our organisation, we can diagnose things somehow, and then we'll work out what we need to do. We believe we can control things. [15:42] In a complex system, however, a leader can't  stand outside the organisation. They are part of the system. So, when I, as a leader, put something out there, other people will make sense of what I am  saying in their own way.  As a result, something quite unexpected may emerge; what the leader  wanted and intended didn't happen. In other words, you don't get to control outcomes in a complex system. What I can do as a leader is to get genuinely curious, get out into the organisation and explore what people are thinking and saying.[28:14]  In research about successful change in organisations, we found one word that stood out: dialogue.  Dialogue is a way of engaging people in conversation. Dialogue requires leaders to get out there genuinely curious, to find out what people are saying, how they're thinking, how they're behaving. Leaders need to suspend judgment and be open to the possibility that what emerges from all those conversations might be  different from what they expected. [36:25] The way we think does change; it evolves through that social process of conversation and interaction.  And that’s why it’s so important that we challenge how they think about systems and change.Reflection Questions: How can I influence? How might influence happen in unexpected ways? and How can I be personally more at ease with my limitations of influence?How can I as a leader be more curious and open to learn from those I wish to influence, not from a point of control but from a point of influence - when it's about them, not about me?How do I think about change and how does that sharpen the way that I lead?Dr. Paul Lawrence's contact details are on his website, and you can find all his books and articles here.More info about us and our work is also on our website: secondcrackleadership.com.Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us: hello at secondcrackleadership dot com.To connect with us on LinkedIn:Martin Aldergård Gerrit Pelzer

The end of the year is always an excellent opportunity to slow down, reflect, and set the course for the New Year.Reflection helps us get clarity and new insights. Often, that's all we need to take the right actions. But, reflection is also important to bring into awareness what's good already — something that often gets lost in our hectic daily lives.So, why don't you set aside some time during the holidays period to reflect? You may want to use the questions below as guidance:How has the year been for you?What went well? What have you accomplished?What have you learned?What can you be grateful for?When you look back at how you have spent your time and energy this year, how well has this been aligned with your true life priorities?How clear are you actually about what your life's priorities are?What constitutes a meaningful and fulfilling life for you? What do you need to do to avoid regrets on your deathbed?And based on all this, what do you want to continue doing next year, and what do you need to do differently?How will you ensure you will act on this so that it does not remain just wishful thinking?To make change stick, you may want to start each day by setting an intention that is aligned with the direction you want to take in life. Initially, you may need regular reminders, e.g., an alarm on your phone. Daily evening reflection on how your day went is also beneficial. It is also good to have a buddy or, of course, an executive coach to help you make the necessary changes.More info about us and our work is also on our website: secondcrackleadership.comDo you have any questions, feedback, or suggestions for us? Would you like to explore how executive coaching can support you in making the most of the New Year? Or would you like to discuss with us how we can support you in transforming your organisation? Then email us: hello at secondcrackleadership dot comOr connect with us on LinkedIn:Martin AldergårdGerrit Pelzer References:[19:07] Documentary on human trafficking: “The Deal” (English) or “Verhängnisvolle Versprechen” (German)  by Chiara Sambuchi [33:19] Kai Romhardt: Netzwerk Achtsame Wirtschaft,   and the Mindful Business Commitments in English [33:46] "A Culture of Happiness" by Tho Ha Vinh[49:05] Poem by Thich Nhat Hanh from Present Moment, Wonderful Moment:"The day is ending and our life is one day shorter.Let us look carefully at what we have done.Let us practice diligently, putting our whole heart into the path of meditation.Let us live deeply each moment and in freedom, so the time doesn't slip away meaninglessly."

With Acting — Driving Change, we explore the fifth category* of the Inner Development Goals (IDG). Traditional leadership frameworks may include elements such as results-orientation, setting SMART goals, delegation, or follow-up when it comes to acting.  Surprisingly, the IDG  focus is on four entirely different skills and qualities that form the foundation of driving change:1) COURAGE (4:03 mins): ability to stand up for values, make decisions, take decisive action and, if need be, challenge and disrupt existing structures and views.Courage is not the absence of fear. It's learning to overcome it. Fear can be evoked by a perceived need to control  results when outcomes are always uncertain.Reflection Questions for Leaders:How aware am I of my own fears? And how do I deal with those?How do I create a safe environment for people to be more courageous?2) CREATIVITY (13:05 mins): ability to generate and develop original ideas, innovate and being willing to disrupt conventional patterns.Perceived dilemma: need to be productive vs. having time to be creative.Creativity is not only about entirely new original ideas;  sometimes it's just  "connecting the dots".Reflection Questions:What conditions does my team need to be creative?How can I nurture new ideas?What is one thing I can do differently today?3) OPTIMISM (24:43 mins): ability to sustain and communicate a sense of hope, positive attitude and confidence in the possibility of meaningful change.Optimism does not mean being overly positive or ignoring the difficult or negative aspects of a situation. It is about seeing possibilities while maintaining realistic.Reflection Questions: Am I more of an optimist or a pessimist?For the pessimist: how is my behaviour perceived by others? How can I focus more on potential positive outcomes while remaining realistic?For the optimist: does my optimism allow for the concern of others to be taken seriously?4) PERSEVERANCE (32:13 mins): ability to sustain engagement and remain determined and patient even when efforts take a long time to bear fruit.Not giving up easily and exercising resilience in the face of adversity, and persistence is shown to be the biggest predictor of people's success; it is more important than IQ.  Perseverance and persistence are related to grit, which is based on an individual's drive and desire for a particular long term goal, thus linking back to intrinsic motivation.Reflection Questions: What keeps me going when times get tough? What is the motivation underlying this endeavour?When I feel like giving up,  what resources can I tap into? What does my team need to be perseverant?More info about us and our work is also on our website: secondcrackleadership.comDo you have any questions, feedback, or suggestions for us? Email us: hello at secondcrackleadership dot comConnect with us on LinkedIn:Martin AldergårdGerrit Pelzer  *Our earlier IDG Episodes:Why Successful Leaders Focus on "Being" before "Doing"The Thinking Skills You Never Thought ofA Fresh Perspective on Improving Relationships at WorkFive Critical Skills to Boost Collaboration in Your Organisation

We talk about COLLABORATING the 4th category of the Inner Development Goals (IDG). In previous episodes we have covered Being, Thinking and Relating.According to a study by Howspace, 76% of employees say they really enjoy collaborating, but 2/3 also say the way their company collaborates needs to change, but don’t believe it will change. There's clearly room to nurture better collaboration in organisations.The IDG framework offers 5 skills or qualities to practice:1) Communication the ability to really listen to others, to foster genuine dialogue, to advocate own views skilfully, to manage conflicts constructively and to adapt communication to diverse groups.Communicating is not informing! Communication requires dialouge which in turn starts with suspending judgement and genuinely listen.Reflection Questions:How open am I to engage in genuine dialogue and practice suspending judgment?How am I able to facilitate dialogue within my team, helping them communicate and collaborate more effectively?2) Co-creation the skills and motivation to build, develop, and facilitate collaborative relationships with diverse stakeholders characterized by psychological safety and genuine co-creation.Co-creation is a skill for all leaders, not only for professional facilitators. Also refer to episode on Collective intelligence.Reflection Questions:How good am I at co-creating? Where might I use too much ‘top-down’, not involving people enough?3) Inclusive mindset and intercultural competence the willingness and competence to embrace diversity and include people and collectives with different views and backgrounds.To really include diverse people in collaboration we must be able to see things through cultural norms or beliefs that are different from our own.Reflection Questions:How do I expose myself to people with different backgrounds? How do I challenge my own cultural understanding?4) Trust the ability to show trust and to create and maintain trusting relationships.We covered trust and relationships in Emotions at Work, and highlight that trust is nothing fuzzy or esoteric - it’s based on neurobiology.Reflection Questions:Can I be myself at work? Am I confident that I’m good enough being myself?Which of my behaviors builds trust? Which might hinder trust?5) Mobilization skills skills in inspiring and mobilizing others to engage in shared purposes.If you have practiced the four previous skills well - communicated based on dialogue, engaged in co-creation, applied intercultural understanding, and built trustbased relationships - we would say you get  mobilization as a result.Reflection Questions:As a leader, if I feel that my team is not as motivated as I wish, what could I have done different? Did I create dialogue? Was there sufficient co-creation? Was trust built?More info about us and our work:  SecondCrackLeadership.comP.S. We are happy to announce that we have made it into Feedspot's Top 100 Leadership Podcasts

How can leaders can create more impact through listening? We interview Raquel Ark, founder of Listening Alchemy and host of the Listening Superpower Podcast.7:40: Recent statistics show that a key skill that’s needed for leaders is listening. However, listening is normally nothing we learn in school. Research shows that there is a lot of power in listening. Listening is a prestige power It's the type of power where people want to follow you, where people are inspired by you. It's more of an inclusive to-come-with-me type of power.8:27: When you listen as a leader, your autocratic dominant power goes down, you will lose that type of power. If you have a leadership style that's dominant and autocratic, you do have power. But it's the type of power where you are forcing people to do things, to follow you. In contrast, if you listen, you create a prestige power where you inspire people and they want to follow you. So that's a difference that the empirical research is showing in terms of power.10:58: There are a lot of different ways in which power can show up. Listening is an inclusive type of power. It can invite all of us to stand up and work better together, not just focused around one person (the leader).13:30: Listening helps the speaker become clear, more creative,  come up with their own solutions,  be more motivated and engaged. And this is what the research is showing that when a speaker has a high quality listener, (listening with no judgment, with openness, care, really trying to understand their perspective) then that speaker will relax and  feel safe. And when they feel safe, instead of persuading people, they will start to express themselves.28:49: Teaching active listening is often reduced to a “mechanical” skill: keep eye contact, paraphrase… This is useless if presence or the interest in the other person is not there.31:37 Just by not interrupting people and being genuinely interested, you will have a huge impact and be perceived as a great listener. You’ll be perceived in a positive way and have impact on that person. And as others are speaking, they actually gain more insight about themselves and their own thoughts. So they change themselves. You're not changing them.33:56 Paradox: your communication becomes more impactful when you speak less and listen more.Reflection Questions for Leaders:Think of a person who listened to you and it helped you have an aha-moment or solve a problem. Or you came up with an idea, you realised what was really important. Reflect back on that experience.What was it about that listening that helped you? Then you take that and put that into practice with others yourself.What can I do to practice my listening? Listening to this podcast or reading about listening will not help you become a better listener just by knowing it. So, what can I do to experiment and play with it? If I tend to have a strong opinion, what if that moment I reset and become curious like my, six year old child that's asking why questions? What if I were to become curious and then change my presence in this moment? What are the conditions that I need to be a good listener?How can I get honest, candid feedback on how well I'm listening ?Connect with us on LinkedIn:Raquel Ark Martin AldergårdGerrit PelzerMore info:secondcrackleadership.com