Check-In: What's your favorite place in your neighborhood?Big Ideas: Common issues in phone-based children now adults - social isolation, sleep deprivation, attention fragmentation, addictionLack of in-person interactions and conflict, leaves them unable to resolve conflict in realityDopamine addiction online, leads to cycle of waiting for acknowledgementJudging people in ways that we wouldn't do in real timeCancel culture emphasized online Sense of community is superficial online - high quantity, low qualityAnxiety - keeping up with social expectations and fear of not being acceptedHow do leaders support Gen Z? Who is doing the accommodating?History of the 13-year-old law on social mediaNo phone policies within schoolsWithdrawals and failure to launch due to social options onlineSense of creation and confidenceUsing vocational training to support people's confidence and purpose as a professionalParents modeling phone-behaviorHow can we create an environment and culture of engagement, even when we are online for meetings?The closer and more visible the phone is to you, the more distracting it isHandwriting notes and limiting access to distractions while in meetingsPhones can be dangerous for our work Creating learning opportunities for employees around phone and/or social media challengesCreating online communityLeaders modeling better online detoxing and communicating it with the teamSetting better work time boundaries for when to expect people to be onlineGood psychological safetyGamify non-screen time within a team or between teamsHow often we go down a road and only in hindsight realize the issuesMeeting the younger generation where they are Some younger people have been conditioned into this way of being, not chosen itWork design - multiple/flex job sharing to create a sense of flexibility in their rolesReverse mentoring - look at the strength of the technologyEmployee Resources Groups for Gen ZLet go of "When I was your age...."Enter into conversations with the intent to listen, not speakBe aware of who we are allowing to dictate your life and where there might be a value misalignmentWhere are we jumping on bandwagons without looking at the long-term implicationsBack-chaining behaviors so that people feel confidenceBeing "good enough" without our phones and our social media accountsCultivating an internal sense of value within employeesResources:"The Anxious Generation" by Jonathan Haidt"Indistractable" by Nir Eyal"Hooked" by Nir EyalMore yummy content on leaderlearner.fm

Check-In:What has recently become less important to you?Big Ideas:Look at the lattice of the organization, not just the ladderLeap between individual contributor and managerNo change of nature between the different levels of managers - shift in intensity, but not the nature of the workDevelop a network of people at and around your levelAt some point you'll be playing the game, so need a wide network to support youHow do we define a "good working relationship" with your manager?Being too passive in the relationship with your managerLack of clarity of expectations and not asking for more clarityBringing people's reputations into your relationshipConfirmation bias - when you see people through the lens you want toAsymmetric power relationshipsWhen you think your boss should do something differently - you suffer, not themRelying too heavily on your power of expertise and not your power of connectionsManaging up connotates teaching your manager how to do their jobFirst step - check your own egoSecond step - develop self awareness, know your triggers, what pisses you off about peopleThird step - Know what motivates you and how your manager aligns or not with thoseFourth step - Take the time to develop a relationshipKnow your external motivators which are context drivenThe power of working their way gains capital with them and builds trustProve that you can work in their systemDo you known what your boss needs? How can you "manage up" if you don't know what your boss needs?Develop a coaching mindset up toward everyone around youDo you ever ask your boss "How can I help?" Whether we like it or not we are in service to our manager - we aren't just in service to our direct reportsNot standing in someone else's shoes for a whileEmpathy can be dangerous. Compassion is less taxingMore yummy content on leaderlearner.fm

Check-In: What's giving you hope right now? Big Ideas:What constitutes inequity?When your unbelonging can connect you with other people who feel unbelongingGender equity issues not coming up in some leadership trainings Cultural and country differences in gender equityCalling out misogynistic jokes - Should I? Context dependent?"isms" as part of the air we breathe - it's conditioned into usCreating the system and benefitting from it - are they separateUnconscious bias that comes out in small ways as a parentIs awareness enough to change behavior? If we are all sexist, does that make the word meaningless?Sexists are actively causing harm...???Sexism is mostly unintentional - men don't even know it's sexistWhat do we call people who are functioning in patriarchy in unconscious ways, but still causing harm?The myth of meritocracy Meritocracy - achievement is based solely on your skillsBlind assessments to even things outPerformance review differences between men and womenTransparent data and decisions on manager, causing inequities to even outBe internally transparent with income differencesWomen tend not to negotiate their salaries, but they will negotiate on the behalf of othersWomen less likely to nominate themselves for promotionsAsking women to be like men doesn't workDouble bind - not assertive enough, not seen as a leader, too assertive, seen as being bitchyAnger as a man is okay, being sad/emotional as a man is associated with weaknessExpectations in our gender rolesWhen there's no problem, there's no data usuallyBelieving you are objective, makes you more likely to be sexist. Thinking of the behavior separate from the identityResources:Invisible Women by Caroline Criando Perez More yummy content on leaderlearner.fm

Check-In:Which projects give you energy?Big Ideas:3 skills that lead to successful groups: building safety, sharing vulnerability, establishing purposecohesive groups - telling stories and reminding one another what they stand formurmuration - how birds move togetherusing small signals to link the present moment to the future idealorganizations that don't have a purpose, mission, vision, etc. the challenge of extracting a purposehow to detect weak signals and act on themgoing through the motions of purpose - some people feel it's not worthwhile"What's the purpose of having a purpose?" Purpose is a higher order construct - something you can build everything else aroundIf there are no words, there's no knowledgePurpose seems too impractical - not actionable, practical enoughCultural differences in focusing on cultureA tool without a purpose is just an object.Leadership without purpose doesn't serve anyoneYou can pivot around a purpose, and shift your business structureDon't sell changeWhen companies focus their purpose around a story or stories, it can motivate employees in a new wayHaving a clear beacon of purposeWhat can organizations do to re-engage employees? Is story enough?Belief that narratives only apply to children and politicians Stories are a way to make groups work together - story-telling goes back thousands of yearsAny good story has conflict and strong emotion -- some organizations still try to separate emotions from workHow to help people identify the stories that they are telling themselves? Once you identify the story, you can change the storyHow stories drive our emotional world.Our brains want to close the loop, so we make up the rest of the story so we can move on - a necessary evolutionary deviceBeing in the matrix and not knowing you are in the matrixLeading for Proficiency (being the lighthouse) - establishing priorities and connected behaviorsLeading for Creativity (being the ship's engineer, not the captain) - safe flat, high-candor environment, not about how toWhat's your leadership purpose?Transactional versus transformational leadershipThe leader's job isn't to motivate others, but to create conditions for people to be motivatedResources:The Culture Code, by Daniel CoyleStart with Why Simon SinekFind Your Why, Simon SinekAdam GrantMore yummy content on leaderlearner.fm

Check-In: Do think the best time of your life is in the past, present, or futureBig Ideas:flexibility in work schedules - what do we need to do sothe equipment that supports remote workingshifting mindsets around traditional ways of workingshifting schedules to accommodate global clientssense of freedom in being able to shift your scheduleflexing people's pay to allow for flexible schedulesBe present, be equipped, be allowedCompressed work week - had to create the modelKeeping people engaged after 30+ years in the corporate worldEmpowering people to have balance and to grow in new waysEmployees feel energized and motivated when they have a larger fulfilledNeed for new working models to offer employees Younger generation doesn't want the traditional 9-5, 5 days a weekCovid has shifted us into new ways of thinking about how we work and where we workCan flexibility work for manufacturing, and other hands-on type of work?Hesitation to allow flexible schedulesCreation can happen NOT sitting in front of the computerCompanies are losing good people if they don't offer flexibilityUsing co-working spaces for networking and shifting perspectives and interacting across-organizationsHow do I lead remotely?  How can we support leaders to build trusting teams remotely? How to facilitate meetings remotely so that people can feel that connection?The small moments of trust building,, in person, can't be as easily transferred to online spaces.Making connection the primary intention of all gatheringsIntention, Execution, Results - Observe what is happening in your meetingsFocus on how people want to feel at the end of a session - the doing happens as a result of the feeling (fulfilled, energized, inspired, motivated, engaged, supported, etc...)Making sure that everyone has a voice in whatever way that voice wants to be heardNot micro-managing people's time and checking their online status when working remotelyWhen people speak in the first 5 minutes of the call, they end up speaking more throughout the meetingThe relationship between trust and empowermentWhat's preventing leaders from trusting their employees?We want engaged employees, but we don't create engagement in the meetingsMeeting etiquette and expectations -- different practices across organizations, regions, countriesLess moments to sync outside of meetings when we are remote - more presence needed in online meetingsWhat kind of leader does your company need you to be?In our fast-paced world, are we giving space for people to BEMessaging around productivity and efficiency and how it impacts people Separating your ego from your leadershipSelf-reflection as the key to good leadershipResources Mentioned:The Extended Mind, by Annie Murphy PaulMore yummy content on leaderlearner.fm

Check-In: If you could live anywhere, where would you live and why?Big Ideas: when books make leadership seem easy, when it's not5 elements that every team needs to function well together, written as a pyramidusing books as a guide can lead us down the wrong pathThe 5 Dysfunctions are: Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to ResultsLencioni is anti-consensusCan people have results without trust? (example - the Chicago Bulls of the 1990's)Trusting someone's character and capabilitiesPeer review of modelsBooks can be seeds of discussion, but not guides for team performanceComponents of trust, and signs when trust is absentTrust not being valued by a manager - it being seen as too "fluffy"Does the importance of trust depend on the type of team you are within the organization? If everyone's competing for the CEO's job, how can you trust those you work with?Power in organizations - the individual versus the groupHow can one be political without being egotistical?Politics is making your power concrete. It's not bad or good in nature. It's a tool.What am I applying my politics for?Playing the game without playing the game. Being aware of the game and playing it for the good of the company.We teach people NOT to play politics at work, and then they get into organizations where people are all playing different gamesWhen people suffer when they don't know the rules of the game they are playingPlay the game to be a successful contribution to the organizationBelief that good people don't politics - it's not the tool, it's what you do with them that mattersCan you win the fight being a good, upstanding person?Power is largely due to the collective sum of all the relationships you have within an organization. Fear driven relationships aren't relationships - they are transactional Choosing NOT to play the game, can be seen as more ethicalResources:The 5 Dysfunctions of a Team by Patrick LencioniAmy Edmondson and Psychological SafetyEdgar Shein and Psychological SafetyMaslow's Hierarchy of NeedsMore yummy content on leaderlearner.fm

Check-In:How did you spend your summer breaks as a child?Big Ideas:How do you know when connection exists in a group?The importance of having care/connection when giving feedbackConnection is not the same as relationshipFeel a connection to someone without a relationshipA relationship can exist without fully knowing someoneTrusting character versus trusting someone's competenciesTrust: Competence, Kindness, ReliabilityBRAVING Model of Trust (Brené Brown): Boundaries, Reliability, Accountability, Vault, Integrity, Non-Judgment, GenerosityIntent doesn't always match impact - can care about someone and still hurt themCreating more intention when giving feedbackBeing unkind versus the perception of being unkindDoes kindness have a place in business?We choose complacency and kindness can cross over -  we don't give feedback when it's needed because we know it will hurtWhen is too much too muchConnecting just enough to do my job wellHow much is too much connecting as a leader?Do people want their leaders to know about them? Connecting with people to be strategic/manipulative rather than humanDo we need to know the in and outs of our teams to be a good leader?Shifting connecting depending on the individual needs of your teamDo we need to manage the perceptions of others on our team?You don't have to ask, but you have to listenPeople on our teams have different attachment stylesIs it too much to have to adapt/chameleon to our teams needs?Ask people what they expect from you and set boundaries Accompanying our team membersAccompanying and giving the infrastructure to othersHaving clear expectations and the same map means we don't need to be as connectedConnection is needed to set expectations and create the map togetherIs connection turning into the solution to all of our leadership problems?None of us has a map of where our business goes, so connection support usCommon understandings of what you need to be doing and then you can improvisePull back from connection as being "the answer" to your leadership issuesKnowing information can share that you careThe little things are important to othersWhy are you connecting?What's the "right" amount of connection with our teams?Resources:The Speed of Trust, Stephen CoveyBRAVING Inventory, Brené BrownHow to Know A Person, by David BrooksMore yummy content on leaderlearner.fm

Check-In:In your opinion, when is innovation overused?Big Ideas:Binary questions - Are they useful or not? Are creating and innovating the same?Moving from being salaried to hourly and the implications/impact it hadFeeling of liberation being hourly rather than salariedSense of equity - treating all of us the sameMental load and how it's often not counted in salariesSense of autonomy in deciding to work or notWorking to deserve the salarySpace for thinking/reflecting separate from doingWhat's your relationship to decision-making? Working less as one of the goalsStepping back to reflect on the decision and knowing the criteria of successFailpoint brainstormingSunk Cost BiasIs salary associated with time spent in a corporate setting? Are we creating space for psychological detachment from work?Companies taking time of employment engagementIs a salary enough of a reward for engagement? Can we pay someone based on meeting metrics?Quality versus quantity of workCan companies do what entrepreneurs do in terms of paying employees?Parkinson's Law -- the task will expand to fit the time givenPlaying with time to get you motivated Honoring where people are in their lives, and adjusting their expected time at work to their stage in lifeKronos time (the passing of time)  versus Kairos time (the quality of time)Universal income - untying productivity with your value in societyCould we live in a world where people do what they love with loveDepression and it's connection to purpose and meaningThe attention economy and how it draws people inMoral decision about what we produce and whether it's worthyInequity in salariesTime I spent at work doesn't matter  - what, how, and why matters more Quality of time versus quantity of timeResources:Taking Smart Risks - Doug SundheimMore yummy content on leaderlearner.fm

Check-In Question:Would you tell people if you won the lottery, would you tell people or keep it a secret? Big Ideas:Exercise:Draw a meeting on a paper.Color code.  RED- people talking too much. GREEN - people talking too little. ORANGE - people speaking in a toxic wayWhat do you notice? Share of voiceWhen is interrupting others okay? Cultural differences between share of voice, and adapting to how others communicateHow can we encourage green people to talk more, besides simply "Speak up"?Wait time.Eye contactModerate conversation moreDoes everyone's voice need to be heard?Are we using breakout rooms to create engagement1-2-4-ALL Giving people the opportunities to write first, then share with a pair, then the whole groupTurn to your neighborBrainstorming are often more geared for extroverted people. Extend the brainstormWhen we don't hear from others, we don't hear oppositionPower has nothing to do with performance at times.Certain situations when collective intelligence is not appropriateHearing from the experts, credible, valuable contributors? Wisdom of the LOUD, doesn't necessarily incorporate the most credible peopleContext mattersCollective intelligence - more people sharing, focus on social sensitivityMore social sensitivity when there are women in the roomSwap out the moderators of a meeting, to shift the share of voiceConnection between empowering people and burnout - some people aren't ready to be empoweredEntrepreneurship training versus leadership trainingFront load the sharing to equate share of voiceBring awareness to peopleONE BREATH SHARE - keeps sharing limitedWhat's the purpose of the meeting?Who's really making the decision?Resources:Leadership is Language by L. David Marquet1-2-4-ALL, Liberating StructuresNominal Group TechniqueHumanocracy by Gary Hamel and Michele ZaniniMore yummy content on leaderlearner.fm

Check-In: What cause would you be willing to give up your life for?Big Ideas:gratitude can help us out of dark placesattitude of gratitude is not the same as a practice of gratitudegratitude practice as a daily ritualgratitude as a feeling, not necessarily saying "Thank you."feeling proud rather than just luckyWho are you grateful for who supported something you are proud of?Characteristics that supported the achievement - who helped to develop those characteristics in you? Strangers who helped you - being grateful for the unseen peopleThe emotion of gratitude - not just talking about it, but feeling into it with eyes closedRecognition is not the same as gratitudeWaiting for recognition leads us unto a dangerous pathGratitude comes from within, recognition is externalGratitude is the feeling, recognition is the actionWhat's the prerequisite to gratitude?Doing gratitude isn't the same as feeling gratitudeCreating the pause and intention to feel gratitudeHabit stacking - way of creating new habits on top of old habitsSpeaking gratitude out loud can be powerfulResources:Atomic Habits by James ClearMore yummy content on leaderlearner.fm

Check-In:If you could change anything about yourself, what would you change?Big Ideas:Should organizations provide resources for employee mental health?Mental health is still a taboo topic for many, especially in organizationsNot educated about topics of mental healthShame associated with an EAP programCulture of "suck it up," "be strong," and "pull up your bootstraps."Perception of being weak - the stigma of mental health issuesIs there a right way to support people around mental health?Community-based program to support employee mental health - feeling not alone by sharing with othersTrust advisors in Switzerland - listen and provide options, not therapy or coachingComplexity of situationsNeurodivergent employees and mental health - are they in the same box?Leaving your personal life at the door doesn't workCompartmentalizing our lives doesn't workWe are meant to be in community with others - we are not autonomous beingsIs community more important than the product?Sitting with our emotions, rather than trying to push past themPersonal responsibility - where am I participating?Yoga, nap rooms, etc support the symptoms, but not the causeProvide the relationship space for peopleContinuity of support - more than just a couple of days offPeople who can step off the work highway, and others who cannotPressure on employees can't be fixed with nap podsThe CEO who was fired for providing more for his employees, but not focusing enough on profitNot about finding faultMental health is not linearYES/AND - both individual and organizational responsibilityMore yummy content on leaderlearner.fm

Check-In:Which superpower would you like to have? Big Ideas:Definitions of authentic leadershipAuthentic leaders deeply understand their values, strength and purpose and use that to motivate and inspire othersThe ability of people to tell their own stories and help people connect to that story4 Dimensions of Authentic Leadership: Self-Awareness, Relational Transparency, Balanced Process, and Internal Moral PerspectiveVulnerability is a strength not a weaknessHow our unconscious mind interferes with authenticityDon't bring our true self to work due to cultural expectations, fears, peer pressure, etc.Authentic Leadership is self-referentialAuthentic leaders are proactive in looking at their biases and how they process peopleLeaders already think they are being authenticSelf-awareness isn't a destination, it's a journeyThe 5 Rs - Review, Remember, Recognize, Reflect, RenewYou can never say that you completely know yourselfDon't crucify others or ourselves for our biases - we all have biasesOwn up to others your biases - ask others to give you feedback about your biasesAuthentic leaders lead as uniquely themEverything comes down to the strength of our core People claiming to be self-aware, but acting as if they are notHow can one facilitate authentic conversations?Create spaces that are empowering enough to be vulnerableWhen you look into the mirror and ask questions, who responds? Connection between courage and authenticityKindness and complacency Should we always be authentic? Authentic leaders know what they do not know and are willing to admit itEmpathetic feedbackLooking for the elements of truth in hard feedbackHow do we encourage people to take the time to reflect? Not look at what's right or wrong, but look at what happened and making meaning from itEvery day has moments of authentic leadershipEvery day provides moments for self-reflectionAmara's Bio: Amara is a certified executive and leadership development coach with great passion for leading authentically. I work with executives and leaders to embrace authenticity, strengthen positive behaviors, develop new leadership capabilities, grow influence, and deepen impact. My clients achieve positive lasting changes in leadership behaviors. www.authentictransformations.netwww.Amaraemuwa.netPlease check out her new book, The Truth Behind Excuseshttps://authentictransformations.net/behind-excusesMore yummy content on leaderlearner.fm

Check-In:Do you like to be used or second hand items?Big Ideas:Is leadership working? Does leadership training work?Training cannot be done outside of the contextConsuming, Connecting, CreatingStopping our ways of being are habitual is more challenging than we thoughtWe are emotional beingsEmbodiment of the ideas takes longer than a trainingBeing intentional about practicing the ideas we learn in the training - take the pause and creating a support systemSense of personal responsibility of the individuals in trainingThe treadmill and lack of control prevents people from implementingTop management not participating in training themselves - "I am a CXO, so I don't need training." This creates misalignment.Transparency around how we are learningAlienation of true selves when we go to workMeasuring leadershipAttribution errors - when we attribute success to one person, rather than multiple factorsA record doesn't matter when you hire someoneBeing a good leader of yourself, to support other leadersWhat can I do today? Taking personal responsibilityImitation versus borrowingReading books that make you think rather than telling you what to doSometimes the expert is wrong - we can't always take someone's formula and apply it to ourselvesProcess consultation - practicing on the spot Having multiple ongoing touchpoints throughout, or after a training is overVoluntary training or mandatory training? Does participation shift?Resources:Less is More by Jason HickelHBR - Why Training Fails and What to do About It (2016)The Financial Times - Success is more complicated than one exceptional individual (2023)More yummy content on leaderlearner.fm

SPECIAL NOTE: This podcast was originally recorded as part of the "Talent Unleashed" podcast, which never launched because Theresa was too optimistic about her time capabilities. We decided to honor the guests and publish it under this brand instead. Enjoy :) BIG IDEAS:The F*ck Up List - an explicit place for sharing our mistakes and making it transparent and acceptablethe person who is responsible for the f-ck up is the one who adds it to the listchallenge of internalizing the culture of being okay to failsharing failures as a way to help others in the future, so they don't make the same oneNon-judgmental view of failureintention to learn from the mistakes, have a good laugh about our mistakes, create more awareness and transparency aroundentries of the F-up list also include the resolutions, not about pointing fingers or blaming otherstechnological and social structures to prevent mistakes in the futureThe Prime Directive - "Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."high level of trust - see best intentions of everyonegreat sense of ownership and freedom - space to make mistake and not be blamedcomfort in challenging because not afraid of mistakes - leads to innovationcriticize the work, not the personlow egos help reduce social conflictrequesting feedback on a regular basis - making it an active processfeedback on open forums - in shared spacemodeling of open feedback from the foundersreducing fears and doubts though mentoringhiring too quickly can erode culturetruly wanting people to grow not all frameworks will fit your needs perfectlyRESOURCES MENTIONED:The Prime Directive HolacracyBIOGRAPHIES:To learn more about Robin and Echometer, head to these links:https://www.linkedin.com/in/robin-roschlau/https://www.linkedin.com/in/jeanmicheldiaz/https://echometerapp.com/en/To learn more about Camilla, head here:https://www.linkedin.com/in/camillamaia/https://www.behance.net/camilla-maiahttps://medium.com/@c.cav.maiaMore yummy content on leaderlearner.fm

SPECIAL NOTE: This podcast was originally recorded as part of the "Talent Unleashed" podcast, which never launched because Theresa was too optimistic about her time capabilities. We decided to honor the guest(s) and publish it under this brand instead. Enjoy :) Big Ideas:What does it mean to unleash talent? When learning spreads out across multiple areas of your lifeMix of theoretical and practical aspects of learning - using the learningIntrinsic motivation and curiosityHow do organizations support curiosity individually, and across an organization?Learning offered versus learning people wantJust in time learningEncourage curiosity, but don't provide the infrastructure to harness itGig Learning - short term assignments to allow people to learn in different aspects of the organizationsIntersection of harnessing curiosity and unleashing talentChange the narrative around talent - talk about individuals rather than about resourcesHolistic thinking - not about moving people on a chess boardHow best delivering to all people in the organization to satisfy their curiosity?Linking people to their own personal purpose within the organization, not just the organization's purposeIf want to unleash talent, have to be curious about talentUnleashing talent isn't just about promotionsSquiggly careers Everybody's 100% looks differentWhat structures need to be in place to help manager unleash talent on their teams?When people are promoted to managers, but don't want to be a managerUnderstanding that the people you manage are who deliver to the client Managers don't necessarily have the capacity or resources to manage wellGetting to know the individuals well enough that you know what inspires them, what demotivates themWhat makes a poor manager poor? (Micro-management, Magpies, Chasing their own agenda, etc.) Rise in managers who care about individuals Poor management isn't address - people quietly quit or change teams What's your purpose as a manager?Connection between purpose and unleashing talent Breaking down silos in the organization, so people can see where their purpose can be realized, if it isn't alreadyUnderstand ourselves and our own limitations in order to unleash others talentDAVE MILL'S BIO:With over 25 years experience in the learning and development industry. In that time he has facilitated internationally and covered a wide number of subjects from driver training on forklift trucks to facilitating senior leaders to flourish through change.He is currently a senior consultant and SME in the People Development and Effectiveness Centre of Expertise for Kantar (the world’s leading data, insights and consulting company).In his many previous lives he trained as a horticulturist, spent years as a night club and mobile DJ, built a career in retail manager, was a charity and corporate event MC and compère, and is a trained hypnotherapist.He lives in Leamington Spa in the UK with his wife. He has 2 children, is a ‘born-again’ gardener, has recently started writing poetry, still DJs occasionally, loves reading and wants to be an archaeologist when he retires!More yummy content on leaderlearner.fm

Check-In:What's better, love or money? Which has more power, love or money? What's more powerful, love or money? Big Ideas:Money as a substitution for timeInfatuation can be a very powerful motivator. Differentiation between moments of happiness and lovePutting love into leadership People going back to work just to see the peoplePower and the complexity of human relationships Power has a negative connotationHaving power is a privilegeYour relationship to power can hold you back, especially if you think of it as negativePower over, power to, power with (Brené Brown)When power is used to "control you" may give you a negative view of power4 Elements of Power as per Ted JenkinsPower of positionPower of expertisePower of connectionsPower of personal authority6 Elements of Power as per French and Raven (1960's source)Formal PowerPower of Consequence (power of sanction and reward)The other 4 are the same as aboveWomen use their power of expertise almost to a faultExtroversion and Introversion are not scientifically backedPower of position/legitimacy is given - we agree to give others that powerCan one have power of position without any of the other powers?Is "authority" the right word? Confusion of power and authorityIs authority, really about charisma?Personal authority and the relationship with trustInformation brokers - knowledge powerInformation is not the same as expertiseConnection between money and powerPoliticians starting with personal authority, which leads to connections, and then to positionWhat are we gaining by giving people power over us?Power over you is like being in a prisonGrow our own sense of power, and continue to have choiceSocietal and group powerSystems changing from outside, not from insideIs power of personal authority, connection, and expertise enough when the power of position is so strong? Resources:Anxious People, by Fredrik BackmanLove as a Business Strategy, by Frank E. Danna and Mohammad F. AnwarThe Work Lab, by MicrosoftHow Women Rise, by Sally Helgeson and Marshall RosenbergRising Together, by Sally HelgesenMore yummy content on leaderlearner.fm

Check-In QuestionIf you were invisible, what's the first thing you would do?What good can you do while being invisible?Big Ideas:4 quadrant matrix - Caring Personally, Challenging DirectlyHigh Care, High Challenge - Radical CandorHigh Care, Low Challenge - Ruinous EmpathyLow Care, High Challenge - Obnoxious AggressionLow Care, Low Challenge - Manipulative InsincerityIndustry dependent  (ie, manufacturing more direct, healthcare less direct)gender dynamics at play - women not wanting to challenge directly for fear of being labelled a "B*tch", men don't want to be seen as weakCan compassion be radical?Compassion using the heart and the mindRadical - getting to the root of thingslay down unilateral power, hold each other accountableRadical means essentialend of command and control with pandemic"I can't believe this trust thing is working." ~CXO of some companyInvite them to give you feedback first and make it a regular part of your day, even in small conversationGet to know your team about their career aspirationsAssumption that people want to advance - Rock Stars versus Super StarsAssess how giving and getting feedbackEbb and flow between being a rock star and super stardomOften only way to grow is to be a manager - what about those who don't want to be a manager? Often only reward the managers financially, not the ICsDifference between learning and growing up the ladderPair the care and the candor all the time Passive, aggressive - assertiveness as the third wayNot falling prey to either orPermission parenting, authoritarian parenting, authoritative parenting - finding the middle groundWe are human and won't always walk the perfect pathBill Gates - "Give me the bad news."Cultural implications around radical candorUse too many disclaimers to soften negative feedback, which takes away the candorRecency and latency biases make us  forget the middle in the "Sandwich" techniqueSo many nuancesNormalize radical candorInvite public criticism as a leader, so you show people you are willing to take itOtherwise, give all radical candor in privateOften more care than candorFear in speaking up and saying thingsWhen impact doesn't match intentionI can't always measure the impact I will have on people Sometimes the way we see the truth can hurt someone, but does that mean we shouldn't say it? Can people take your "Radical Candor"?Inquisitive radical candor - test the waters first?Knowing the right time to give feedback - it will land different in different circumstances"Radical candor is not measured at the mouth of the speaker, but at the ears of the listener." Resources Mentioned:Radical Candor by Kim ScottThe Culture Map by Erin MeyerMore yummy content on leaderlearner.fm

Check-In:What do you think the purpose of life is?Big Ideas:Failing reference modelsShift from the meaning of crisis to the crisis of meaningWhat's the meaning of work?Reference models on how to live together (the Greek pantheon, organized religion, science, governments)Does work give us meaning?When we get the message that meaning at work is overratedEffort in making communityIn the past, work didn't need meaning because we got meaning elsewhereAre organizations built to provide meaning to employees?Cultural aspect of meaning makingPeople resigning because looking for meaningDomains that provide meaning and purpose - autonomy and relatednessPeople turning toward personal purpose because not finding it at workPersonal development focused on autonomousDeriving meaning from volunteer workVolunteering because it's heart-felt or because it's duty (someone told me to)When your work touches your heart, do you need to volunteer to find meaning?Universal income - will people still work?If we don't want people to leave their work, people need to feel connected to their work and connected to the people they work withWho's responsible for the meaning?Meaning is so personal Individual why supporting the team shyCompanies giving time and space for employees for meaning-makingPeople want something more than just salarySocial, financial, and ecological aspects of meaning - measuring eachHow are companies measuring social and ecological impact dimensions?Is it a company's responsibility to provide meaning? Peace when you find meaningThe journey to create meaning is part of the processMeaning as an evolutionary processResources Mentioned:Healing Circles GlobalLandmark EducationFind Your Why by Simon SinekBeyond Zero documentaryMore yummy content on leaderlearner.fm

Check-In:If you had the whole world's attention for 30 seconds, what would you say or do?Big Ideas:Hypocrisy and leadershipImmorality in leadershipDo leaders have to be good people?We think of leadership as for the good of the peopleWhat tactics are immoral leaders using to get people to follow them?Leadership as a pipeline - a relationship between peopleHow you position yourself in respect to other peopleLeadership can be about how you hook and attract themCharisma as a tool to attract people"Othering" of people - politicians using this tactic to gain followersCommonality and the group to bring people togetherUsing fear with your own people to hold themTotalitarianism versus PopulismThe leadership purpose is different from the toolsInverse charisma - how you draw people in based on how you listen to them, not how you talkCharisma as a source of power - do people give you charisma?Shifting leadership depending on our audience - some people need to be listened to, some people need to be inspiredAdaptive or situational leadershipLeading from the front, not the backCultural aspects of leadershipOpen and closed ways of leadershipOur own biases shift how we perceive a leader as good/badLeaders who are reassuring and are perceived as "strong" - people looking to leaders for strengthLeaders are leaders because they help other people not feel afraidIdea that leadership starts from withinPeople wanting to be told what to do and how to thinkPower over versus power with/power toWhat do you do when you want to offer people power, and they don't want it?Freedom is hard. Ignorance is bliss.Do people really want autonomy?Are we participants in the creation of immoral leadership?Amoral leadership - leadership without moralityImmorality creates an us/them Should leadership be moral?Trust is a psychological mechanism, value is what you think is importantCan we try NOT to use the moral lens when talking about leadership?Pragmatism versus moralityTake morality off the table and listen for their valuesHow we embody values can look differentHow stay on debate without arguingPower in having a structured debate with a strong moderatorDebating from the opposite side of your beliefsConstructive conflict that leads to innovation and creativityDisagreement isn't the same as conflictLeadership is when you stay outside of our "animal self" - you stay above the fray"People are hard to hate close up. Move in." Easy for us to form opinions about other people without really knowing themChange the conditions by which you measure people and you can say anyone is anythingDoes a leader need to go beyond morality?Easy to other people for othering othersValues as a factor in conflict because of it's rigidityGlobalization has led to value conflictResources Mentioned:The Human LibraryMore yummy content on leaderlearner.fm

Check-In: Share an experience when you felt great as part of a long-distance team, or a team in general.Big Ideas:Is virtual the right word?Long distance, remote, or virtual - Are they interchangeable?Long distance being more neutralVirtual teams used to be for individuals meeting for a certain project, where not everyone worked for the same bossWho's the hub for all the spokes?Who owns the team? Compliance versus ownershipAll teams have a culture, but no one person owns the culture, it's the responsibility of everyone on the teamProximity allows us to "read" cues more easily Beyond 40-50 feet level of engagement dropsDistance and availability are both factorsVirtual reduces spontaneous interactionsProximity bias - asking people who are closerUs/them them in hybrid settingsSettling for lowest common denominator when accomodating remote?What's the best experience for the team?Long distance reveals the true team dynamics - especially the "bad" onesGood leadership systems work across all types of disruptionsLeadership first, location secondKeeping hours of your manager when you are in a different time zoneManaging for activity versus productivityIf you have an empowered, trusted team, where they do that doesn't matterThere are some organizations where proximity mattersCan the work be done no matter where people are?Every annoying policy was created because of one person or incidentPolicies can create discrepanciesPilot before policy2/3 of our workplace communication takes place in writing - we don't do it very wellWhat role does time (when we work) play in the culture we want?Rather than having conversations with people, managers create policiesManaging to the exceptionDo the rules of the company demonstrate trust?What is the IT of culture?Communication, collaboration and culture - the little thingsDoes everything have to be a meeting?Shift in how our relationships have developed over time - more and more onlineHaving 1:1 conversations with teams, even onlineBe wary of transactional communication because they don't build relationshipsWhat works in person ? Translate that intentionally to online spacesResources:The Long Distance Leader by Kevin Eikenberry and Wayne TurmelThe Long Distance Teammate  by Kevin Eikenberry and Wayne TurmelThe Long Distance Team by Kevin Eikenberry and Wayne TurmelVirtual Not Distance PodcastWayne Turmel Bio:For 25 years, Wayne Turmel has been obsessed with how people communicate—or don’t—at work. He is an internationally recognized expert in remote work and the evolving workplace who is the author of 15 books and has spoken around the world. He is best known for the Long Distance Workplace books: The Long Distance Team, Long Distance Teammate and The Long-Distance Leader. Originally from Canada, he now lives and works in Las Vegas. Marshall Goldsmith has called him “one of the unique voices in Leadership.”LinkedinWebsiteMore yummy content on leaderlearner.fm