Episoder

  • Mitch Warner: Leadership and Self-Deception
    Mitch Warner is a managing partner of the Arbinger Institute. The Institute has authored three best-selling books and helps leaders transform their organizations by enabling the fundamental shift in mindset that leads to exceptional results. Now in its fourth edition, Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results*, is today one of the top fifty best-selling leadership books of all time.

    Shifting behavior in a sustainable way requires us to change our mindset. In this conversation, Mitch and I explore how self-deception gets in our way and how we can take the first step by seeing others as people.
    Key Points

    In many cases, we are the carriers of the very problems we are complaining about. We often resist this reality.
    We often assume we aren’t the cause of problems because of our good intentions.
    Mindset drives our behaviors and the effectiveness and influence of those behaviors.
    Seeing someone as less than a person causes us to see the world in a way that justifies our judgement.
    Too often, conflicts manifest as people provoking another’s behavior in order to justify themselves.
    Our own justification is an indicator that we may be wrong to being with.
    Viewing others as either better or worse than ourselves creates justification that prevents awareness and change.
    Get outside of yourself by meeting to learn about them. If the relationship has been strained, consider meeting to give.

    Resources Mentioned

    Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results* by The Arbinger Institute
    The Arbinger Institute

    Interview Notes
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    Related Episodes

    How to Compare Yourself to Others, with Mollie West Duffy (episode 582)
    Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644)
    The Way to Handle Oblivious Leadership, with Robert Sutton (episode 667)

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  • José Antonio Bowen: Teaching With AI
    José Antonio Bowen has won teaching awards at Stanford and Georgetown and is past president of Goucher College. He has written over 100 scholarly articles and has appeared as a musician with Stan Getz, Bobby McFerrin, and others. He is the author of multiple books in higher education and is a senior fellow for the American Association of Colleges and Universities. He is the author with C. Edward Watson of Teaching With AI: A Practical Guide to a New Era of Human Learning*.

    AI will change how we work, but it’s also going to change how we think. In this conversation, José and I explore where to begin working with AI and why those who can use it will serve a critical role in shaping what’s next.
    Key Points

    Physical maps make you smarter than GPS, but GPS is more practical for daily use. AI isn’t inherently good or bad, but like the internet, it will change how we work.
    AI will eliminate some jobs, but it will change every job. Those who can work with AI will replace those who can’t.
    Rather than thinking about creativity through the lens of responses from AI, focus on bringing creativity into your prompts.
    Most of the AI progress for companies is coming from non-tech folks that are figuring out how specific tasks get more efficient.
    AI is very good at some things and not good at others. You’ll discover how this relates to your work by experimenting with different prompts.

    Resources Mentioned

    Teaching With AI: A Practical Guide to a New Era of Human Learning* by José Antonio Bowen and C. Edward Watson
    Example AI Prompts by José Antonio Bowen
    The Human Side of Generative AI: Creating a Path to Productivity by Aaron De Smet, Sandra Durth, Bryan Hancock, Marino Mugayar-Baldocchi, and Angelika Reich
    Moderna and OpenAI partner to Accelerate the Development of Life-Saving Treatments
    The State of AI in Early 2024: Gen AI Adoption Spikes and Starts to Generate Value by Alex Singla, Alexander Sukharevsky, Lareina Yee, Michael Chui, and Bryce Hall

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    Make Your Reading More Meaningful, with Sönke Ahrens (episode 564)
    Principles for Using AI at Work, with Ethan Mollick (episode 674)
    How to Enhance Your Credibility (Audio course)

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  • Will Guidara: Unreasonable Hospitality
    Will Guidara is the former co-owner of Eleven Madison Park, which under his leadership received four stars from the New York Times, three Michelin stars, and in 2017 was named #1 on the list of the World’s 50 Best Restaurants. He has co-authored four cookbooks, was named one of Crain's New York Business's 40 Under 40, and is the recipient of WSJ Magazine's Innovator Award. He is the author of Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect*.

    We expect hospitality from a restaurant or hotel, but we often miss opportunities for this mindset at work. In this conversation, Will and I discuss effective leadership as an act of hospitality, not only for the organization and team — but for the leader themselves.
    Key Points

    Service is black and white. Hospitality is color.
    Hospitality elevates service not only for the person receiving it, but for the person delivering it.
    Hospitality is a dialogue, not a monologue. With employees, this means giving feedback continuously.
    When offering criticism, make a charitable assumption. The message is still the message, but the context matters.
    Giving attention to your top performers does a lot to invest others in their work.
    Make it cool to care.

    Resources Mentioned

    Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect* by Will Guidara

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    How to Lead Part-Time Staff, with Chris Deferio (episode 289)
    Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306)
    The Mindset to Help Your Organization Grow, with Tiffani Bova (episode 633)

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  • Roy Schwartz: Smart Brevity
    Roy Schwartz is co-founder and CEO at Axios HQ, the world’s first AI-powered internal communications management platform. He’s also the co-founder of Axios, the award-winning news organization known for its Smart Brevity writing style. He's the co-author, along with Jim VandeHei and Mike Allen of Smart Brevity: The Power of Saying More With Less*.

    Most organizations spend way more time and strategy on external communications than internal ones. In this conversation, Roy and I discuss how your internal strategy can reduce email, save time, and create space for innovation and insight.
    Key Points

    An effective, internal publication via email reduces the amount of total messaging people receive.
    Position one, big item in every publication. There should be a hierarchy of what’s important, since not everyone will read everything.
    Keep each topic to 200 words and under 1,000 words for the entire publication.
    For each topic, start with a strong, first sentence — and then provide context for why it matters.
    Find a word other than “newsletter” to name a regular, internal publication.
    Bring personality and smiles into internal publications. People will engage and look forward to reading.
    Done well, internal publications help inform, recognize, provide accountability, and allow leaders to focus on the human aspects of communication.

    Resources Mentioned

    Smart Brevity: The Power of Saying More With Less* by Jim VandeHei, Mike Allen, and Roy Schwartz
    Axios HQ: AI-powered newsletter software

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    The Way to Make Sense to Others, with Tom Henschel (episode 518)
    Getting Better at Reading the Room, with Kirstin Ferguson (episode 651)
    Get People Reading What You’re Sending, with Todd Rogers (episode 666)

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  • Laure Arron: Who Has Your Back?
    Laurie Arron is the founder of Arron Coaching, LLC and trusted adviser and executive coach to C-suite executives and Chiefs of Staff. She spent 30+ years climbing the corporate ladder at a Fortune 10 company in sales leadership, strategic planning, business transformation, and Chief of Staff roles. She is the author of Who Has Your Back?: A Leaders's Guide to Getting the Support You Need from the Chief of Staff You Deserve.

    Executive leaders need both truth-tellers and those who can manage on their behalf. Increasingly, the Chief of Staff role is becoming more prominent. In this episode, Laurie and I discuss their role, where they add value, and how they benefit the entire team.
    Key Points

    The Chief of Staff role has become a more prevalent executive role, especially in the technology, finance, and healthcare industries.
    A Chief of Staff is distinct from an executive assistant. A effective Chief represents the leader, manages on their behalf, and coordinates their work.
    Every top leader needs a truth teller. A key role of the Chief of Staff is to be up-front with the person they serve.
    An effective Chief is proactive in addressing issues before the leader ever knows about them. They know where messages are being lost or diluted.
    Ideally, the Chief of Staff helps create a climate of free expression throughout the team.

    Resources Mentioned

    Who Has Your Back?: A Leaders's Guide to Getting the Support You Need from the Chief of Staff You Deserve by Laurie Arron
    Let Bartlet Be Bartlet from The West Wing

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    How to Help People Speak Truth to Power, with Megan Reitz (episode 597)
    How to Start Better With Peers, with Michael Bungay Stanier (episode 635)
    How to Start a Top Job, with Ty Wiggins (episode 685)

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  • Ty Wiggins: The New CEO
    Ty Wiggins is a leadership expert who is passionate about setting up new CEOs for success. As the global lead of Russell Reynolds Associates’ CEO & Executive Transition Practice, he helps world-leading CEOs successfully transition into their roles, guiding them through their first 12-18 months as their trusted advisor. He is the author of The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)*.

    Taking on a top job is unique in many ways. In this conversation, Ty and I explore what new, top leaders can do to get out of the bubble and hear more truth. Plus, we discuss why the first 90 or 100 days might not be the best metric for top leaders, and how to better start with easy wins and early moves.
    Key Points

    You’ll see more in the top job, but hear less. This is even more pronounced for those promoted internally.
    Getting out of the bubble means spending more time with middle managers and front-line employees. Second and third time CEOs do this more from the start.
    Key questions that can help you hear more: (1) Tell me some of the workarounds you have in place and (2) What's the question I haven't asked you but I should?
    The first 90 or 100 days as a success metric is often overstated in top jobs. You’re often still learning context at an exponential rate.
    If it’s on fire, fix it. If it is smold­ering, leave it alone until you have more context.
    It’s helpful to address common pain points for easy wins. They don't have to be enormous, but they should be deliberate.

    Resources Mentioned

    The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)* by Ty Wiggins

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590)
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  • Ruth Gotian: The Financial Times Guide to Mentoring
    Ruth Gotian is the Chief Learning Officer and Associate Professor of Education in Anaesthesiology at Weill Cornell Medicine. She has been hailed by Nature and The Wall Street Journal as an expert in mentorship and leader­ship development. Thinkers50 has ranked her the #1 emerging management thinker in the world and she's a top LinkedIn voice in mentoring. Ruth is the author of The Success Factor and now along with Andy Lopata, The Financial Times Guide to Mentoring*.

    We’ve all heard about the benefits of mentoring. In addition to receiving mentoring, great leaders give back by providing it to others. In this episode, Ruth and I discuss what the research shows that the best mentors do well.
    Key Points

    Effective mentors use a combination of skills in coaching, sponsorship, role-modeling, and mentoring to support the situation.
    Informal mentoring tends to be more effective than formal pairings. 61% of mentoring relationships develop organically.
    Open up your network to your mentee. It’s an essential way to support their growth — and yours.
    Park your ego at the door. Instead, allow your mentee to shine. With their permission, amplify their achievements.
    Take the role of “sophisticated barbarian.” Approach mentee situations with knowledge and experience, but with distance and objectivity of their other, daily interactions.
    Document the challenges, accomplishments, and next steps during mentoring. This helps your mentee recognize accomplishments and grow their confidence.

    Resources Mentioned

    The Financial Times Guide to Mentoring by Ruth Gotian and Andy Lopata

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    How to Build a Network While Still Doing Everything Else, with Ruth Gotian (episode 591)
    The Art of Mentoring Well, with Robert Lefkowitz (episode 599)
    The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones (episode 614)

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  • David Novak: How Leaders Learn
    David Novak is Co-Founder and the retired Chairman and CEO of Yum! Brands, the world’s largest restaurant company. During his tenure as CEO, Yum! Brands became a global powerhouse, growing from $4 billion in market cap to over $32 billion. After retiring in 2016, he became Founder and CEO of David Novak Leadership, dedicated to developing leaders at every stage of life. He is the author of How Leaders Learn: Master the Habits of the World's Most Successful People.

    One element of powerful leadership is bringing different people and ideas together to create something entirely new. In this conversation, David and I discuss how leaders can use pattern thinking to create new value. Plus, we explore why active learning is so critical for successful leadership.
    Key Points

    Pattern thinking is 1+1 = 3. Create something bigger than its parts by pairing things not related to make something new.
    Be curious about the world by being an active learner. Use books, travel, listening, and hobbies to come across insights you wouldn’t normally see.
    Active learners seek out patterns proactively in order to create something new.

    Questions to ask yourself:
    The last time you came up with an especially creative idea or solution, what was your inspiration? What pattern were you applying and where had you discovered it?
    How much time do you spend exploring outside your usual work and life experiences? Where are you getting exposure to different disciplines or industries?
    Think of a challenge you’re facing or a problem you’ve been struggling to solve? Have you looked for patterns or ideas from unusual sources yet? If not, where could you turn next?
    Resources Mentioned

    How Leaders Learn: Master the Habits of the World's Most Successful People by David Novak

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    How to Solve the Toughest Problems, with Wendy Smith (episode 612)
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    Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641)

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  • Bonni Stachowiak: Teaching in Higher Ed
    Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide.
    Question from Qasim

    Qasim asked our thoughts on how to break the busy cycle and actually get started with something important.
    Aruj wondered how to handle a tricky situation where colleagues are gossiping lots in the office.
    Alice has three great opportunities in front of her was curious our advice on how to decide between them.

    Resources Mentioned

    How to Decide by Annie Duke

    Related Episodes

    How to Start a Conversation With Anyone, with Mark Sieverkropp (episode 177)
    How to Deal with Opponents and Adversaries, with Peter Block (episode 328)
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    The Power of Unlearning Silence, with Elaine Lin Hering (episode 678)

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  • Matt Abrahams: Think Faster, Talk Smarter
    Matt Abrahams is an educator, author, podcast host, and coach. He is a lecturer in Organizational Behavior at Stanford University’s Graduate School of Business and a keynote speaker and communication consultant for Fortune 100 companies. He is the host of the popular podcast Think Fast, Talk Smart and the author of Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot*.

    One of the most common places leaders get put on the spot is when facilitating a question and answer session. In this episode, Matt and I discuss the mindset, preparation, and steps that will help you answer questions with confidence and increase credibility with your audience.
    Key Points

    Many presenters think about a Q&A session like playing dodgeball. It’s more helpful to frame it as dialogue.
    Answering questions well allows you to project authenticity, expand on key points, and resolve objections.
    Use the ADD framework to respond to a question. A: answer the question, D: detail an example, and D: describe the value. If helpful, adjust the order.
    Set boundaries for the kinds of questions you’ll answer and the timeframe for them. The audience expects you to lead the conversation.
    Ask yourself a question if nobody else asks one first. This might start with, “A question I’m commonly asked…”
    End with an exclamation point. Sticking the landing provides you confidence and shows credibility to your audience.

    Resources Mentioned

    Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot* by Matt Abrahams

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    The Way to Influence Executives, with Nancy Duarte (episode 450)
    How to Rehearse Before a Presentation, with Jacqueline Farrington (episode 645)
    That’s a Great Question (Dave’s Journal)

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  • Michael Bungay Stanier: The Coaching Habit
    Michael Bungay Stanier is the author of eight books, including The Coaching Habit*, which has sold more than a million copies and is the best-selling book on coaching this century. He is the founder Box of Crayons, a learning and development company that’s trained thousands of people around the world to be more coach-like. His TEDx Talk on Taming Your Advice Monster has been viewed more than a million times.

    One of the most common desires leaders espouse is wanting to get better at helping others grow. One great way to do that is to become more coach-like. In this conversation, Michael and I explore how we can do better at building this skill.
    Key Points

    Care deeply for others while also being disconnected from their outcomes. Give people responsibility for their own freedom.
    Consider asking, “How much risk are you willing to take?” Allow the other party to define the boundaries.
    Bring a difficult observation as a third point. Separate the message from the person and let them decide what’s true.
    Avoid asking “why” questions of others to avoid putting people on the defensive and trying to solve their problems.
    A helpful checkpoint: is this question something that’s helping me or helping the other party?
    Silence is a measure of success. When you ask as question that lands, people need time to answer.
    Your body leads your brain. Notice your physical presence and how it manifests when you’re listening well.

    Resources Mentioned

    The Coaching Habit* by Michael Bungay Stanier
    Register your book receipt for bonus items from Michael

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237)
    Leadership in the Midst of Chaos, with Jim Mattis (episode 440)
    How to Lead Better Through Complexity, with Jennifer Garvey Berger (episode 613)
    How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654)

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  • Jeff Wetzler: Ask
    Jeff Wetzler is co-CEO of Transcend, a nationally recognized innovation organization, and an expert in learning and human potential. His experience spans 25+ years in business and education, as a management consultant to top corporations, a learning facilitator for leaders, and as Chief Learning Officer at Teach For America.

    He is a member of the Aspen Global Leadership Network and is an Edmund Hillary Fellow. Jeff is the author of Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life*.

    Leaders are not the only people who need to have difficult conversations in the workplace. Yet, leaders set the tone for how much people are willing and able to talk about hard things. In this episode, Jeff and I discuss how leaders can make it easier for those important conversations to happen.
    Key Points

    In one study of managers, most people admitted to remaining silent with their bosses and nearly 75% said colleagues also felt uncomfortable speaking up.
    Meet people on their own turf. Others are more likely to speak up if they are in a setting that’s more comfortable for them.
    Leaders should consider shifting timing and/or medium to one that’s of the preference for the person who doesn’t have power.
    Explain why you’re asking about a topic and your intention for a conversation at the start. Providing context prevents people from having to guess at your agenda.
    Set a mutual agenda for a conversation by asking a question like, “In addition to this, what else should be part of our conversation today?”
    Establish a tone for open communication by radiating resilience. Words like these might help: “If I were in your shoes, I might be feeling frustrated or even resentful. If that’s how you’re feeling, I would understand completely. Please don’t hold back.”

    Resources Mentioned

    Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life* by Jeff Wetzler

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    How to Ask Better Questions, with David Marquet (episode 454)
    The Way Out of Major Conflict, with Amanda Ripley (episode 529)
    How to Grow From Your Errors, with Amy Edmondson (episode 663)

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  • Elaine Lin Hering: Unlearning Silence
    Elaine Lin Hering is a facilitator, speaker, and writer who helps people build skills in communication, collaboration, and conflict management. She is a former Managing Partner of Triad Consulting Group and Lecturer on Law at Harvard Law School, specializing in dispute resolution, mediation, and negotiation. She is the author of Unlearning Silence: How to Speak Your Mind, Unleash Your Talent, and Live More Fully.

    Those of us who have struggled to speak up have been told, “Just be more confident,” or, “Say this to get started.” As Elaine and I discuss in this conversation, there’s a larger context at play…and great power for both leaders and the people they lead, in unlearning silence.
    Key Points

    Start with why. For change to actually happen, find something that matters more than the old behavior.
    What seems obvious to us isn’t always obvious to others. Connecting the dots for others demonstrates the meaning you’re making.
    Beginning a thought with, “From where I sit…” provides an entry point for what you need to say while also acknowledging different perspectives from others.
    Most people want to be helpful, but don’t always know how. Tell them how they can be helpful in the moment.
    Resistance is part of the process of influencing others. While it doesn’t feel good in the moment, it’s often the catalyst for creating movement.

    Resources Mentioned

    Unlearning Silence: How to Speak Your Mind, Unleash Your Talent, and Live More Fully* by Elaine Lin Hering

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    How to Speak Up, with Connson Locke (episode 546)
    End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556)
    The Mindset Leaders Need to Address Burnout, with Christina Maslach (episode 608)

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  • Sohee Jun: The Aligned Mindset
    Sohee Jun is a leadership coach for female executives, leaders, founders, and entrepreneurs. She is also a TEDx speaker, Forbes Coaches Council member, keynote speaker, leadership development expert, and author. With over twenty years in the corporate world, she has worked with Fortune 500 companies, including those in the entertainment, production, and media sectors such as Netflix, Fox, and Disney.

    In 2020, Sohee released her first book, Mommytracked: How to Take Authentic Risks and Find Success on Your Terms, with the goal of helping ambitious women tap into their inner core throughout the different phases of their lives. She's now the author of a second book, The Aligned Mindset: Secrets of High-Achieving Women for Navigating Work and Life*.

    In a world where still too few women are represented in senior leadership roles, many of us want to do whatever we can to support high-achieving women. In this conversation, Sohee and I explore what her research and experience indicates that leaders can do to better support women in their careers.
    Key Points

    Leaders can support both women and men by framing the larger “why” or North Star. Providing context helps a point of focus to emerge.
    Do it afraid. Provide support to work through fearful situations with success.
    When supporting women in building confidence, help them recognize what they’ve already achieved.
    Normalize the discussion about financial literacy. Opening the door to dialogue around salary negotiation helps equalize the salary gap.
    One question can set the tone for better work and life integration. Leaders can proactively ask about boundaries.

    Resources Mentioned

    The Aligned Mindset: Secrets of High-Achieving Women for Navigating Work and Life* by Sohee Jun

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    How to Prioritize, with Christy Wright (episode 545)
    How to Protect Your Confidence, with Nate Zinsser (episode 573)
    The Path Towards Your Next Promotion, with Adam Bryant (episode 653)

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  • Michael McQueen: Mindstuck
    Michael McQueen has spent the past two decades helping organizations and leaders win the battle for relevance. He specializes in helping clients navigate uncertainty and stay one step ahead of change.

    Michael is a bestselling author of nine books and a familiar face on the international conference circuit, having shared the stage with the likes of Bill Gates, Dr. John C. Maxwell, and Apple co-founder Steve Wozniak. Having formerly been named Australia’s Keynote Speaker of the Year, he has been inducted into the Professional Speakers Hall of Fame. He is the author of Mindstuck: Mastering the Art of Changing Minds*.

    There’s a lot of evidence that our minds would rather feel right than be right. How then, do you influence someone when they are really convinced of their position? In this conversation, Michael and I discuss the initial steps that help in changing people’s minds.
    Key Points

    Our tendency is to convince to the inquiring mind, but we’ll do better if we speak to the instinctive mind first.
    Help others lessen loss and maintain dignity by preserving titles, language, and symbols in things that are new.
    Instead of trying making an argument, ask a question that allows the other person to listen to themselves.
    Ask questions that clarify points of resistance or misunderstanding.
    Speak like you’re right, listen like you’re wrong.

    Resources Mentioned

    Mindstuck: Mastering the Art of Changing Minds* by Michael McQueen

    Interview Notes
    Download my interview notes in PDF format (free membership required).
    Related Episodes

    The Way to Influence Executives, with Nancy Duarte (episode 450)
    Four Habits That Derail Listening, with Oscar Trimboli (episode 500)
    Three Practices for Thriving in Negotiations, with William Ury (episode 669)

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  • Lauren Wesley Wilson: What Do You Need?
    Lauren Wesley Wilson is a leading thought leader on media relations, diversity and inclusion, and crisis communications. At 25, she became the founder and CEO of ColorComm Corporation. Prior to that, Lauren worked as a communications strategist at a prestigious crisis communications firm in Washington, D.C.

    Lauren has been featured in The Washington Post, Forbes, and People, as well as on MSNBC and CNBC, and more. She has been recognized by PR Week’s 50 Most Powerful in PR, Ad Age’s Women to Watch, and New York Women in Communications. She is the author of What Do You Need?: How Women of Color Can Take Ownership of Their Careers to Accelerate Their Path to Success*.

    Many of us wish to be good allies in the workplace, especially to those who are underrepresented. Yet, what we assume that means isn’t always what’s most wanted or needed. In this conversation, Lauren and I discuss what leaders and peers can do to be better allies.
    Key Points

    Instead of asking “How can I help?” consider, “What do you need?” That’s more likely to generate specific actions.
    Women of color feel like they are putting in tons of work into relationships with the majority culture, but it often feels unreciprocated.
    White folks think of allyship as speaking out against discrimination. Women of color say it’s way more critical to advocate for new opportunities.
    Tie allyship to economic goals: conference attendance, nominations for recognition, inclusion on high-profile committees, and position/promotion considerations.
    Make invitations to people of color to be at the table. This contributes more substantially than proclamations of support.
    When you make a mistake, apologize, own it, and move on. Don’t tell a story to explain yourself.

    Resources Mentioned

    What Do You Need?: How Women of Color Can Take Ownership of Their Careers to Accelerate Their Path to Success* by Lauren Wesley Wilson

    Interview Notes
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    Related Episodes

    The Way Managers Can be Champions for Justice, with Minda Harts (episode 552)
    End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556)
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  • Ethan Mollick: Co-Intelligence
    Ethan Mollick is a professor of management at Wharton, specializing in entrepreneurship and innovation. His research has been featured in various publications, including Forbes, The New York Times, and The Wall Street Journal.

    Through his writing, speaking, and teaching, Ethan has become one of the most prominent and provocative explainers of AI, focusing on the practical aspects of how these new tools for thought can transform our world. He's the author of the popular One Useful Thing Substack and also the author of the book, Co-Intelligence: Living and Working with AI*.

    Whether you’ve used it or not, you’ve heard that AI will transform how we work. Given how quickly the technology is changing, how do you start and, if you’ve started already, what’s the way to use it well? In this conversation, Ethan and I discuss the principles for using AI, even as the technology changes.
    Key Points

    GPT-4 is already passing the bar examination in the 90th percentile, acing AP exams, and even passing the Certified Sommelier Examination.
    Always invite AI to the table. It’s may be helpful, frustrating, or useless — but understanding how it works will help you appreciate how it may help or threaten you.
    Being the “human in the loop” will help you catch where AI isn’t accurate or helpful. Zeroing in on areas where you are already an expert will help you appreciate where AI is useful and where its limitation emerge.
    Treat AI like a person, but tell it what kind of person it is. It’s helpful to think of AI like an alien person rather than a machine.
    Assume this is the worst AI you will ever use. Embracing that reality will help you stay open to possibilities on how you use AI do your work better.

    Resources Mentioned

    Co-Intelligence: Living and Working with AI* by Ethan Mollick

    Interview Notes
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    Related Episodes

    How to Build an Invincible Company, with Alex Osterwalder (episode 470)
    Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641)
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  • Mike Caulfield: Verified
    Mike Caulfield is a research scientist at the University of Washington’s Center for an Informed Public, where he studies the spread of online rumors and misinformation. He has taught thousands of teachers and students how to verify claims and sources through his workshops. His SIFT methodology is taught by hundreds of research libraries across North America, and a shorter version of SIFT instruction, developed with Google, has been taught in public libraries across the world.

    His work on Web Literacy for Student Fact-Checkers, won the Merlot Award for best open learning resource in the ICT category. His work has been covered by The New York Times, the Chronicle of Higher Education, NPR, The Wall Street Journal, USA Today, and the MIT Technology Review. He is the author with Sam Wineburg of Verified: How to Think Straight, Get Duped Less, and Make Better Decisions about What to Believe Online*.

    We’ve all seen something online that we thought was true, but turned out was a hoax. Annoying, but no big deal if it’s just an internet meme from a friend or family member. But what if what you find online isn’t at all what you thought and you make decisions or take action on it that affects your professional credibility? In this conversation, Mike and I discuss how to guard yourself from being duped.
    Key Points

    Rather than asking, “Is this true?” the more useful question is, “Do I know what I'm looking at here?”
    The cheap signals many of us were trained to watch for (working links, attractive design, about pages, proper domains) are easy to replicate and no longer correlate to credibility.
    Phrase questions to search engines in neutral ways for less biased results. Instead of “Are soda taxes a good idea?” ask “Do soda taxes work?”
    While Wikipedia still has bias, it’s a far more credible source that many of us were taught — and a valuable source for a broad perspective of a topic or organization.
    Intelligent people often read vertically, to their detriment. The best fact-checkers read laterally by using the rest of the web to read the web.
    Watch for phrases like “sponsored content,” “brand partner,” “presented with,” “in partnership with,” “brought to you by,” “in association with,” or “hosted by.” These phrases signal advertisements.

    Resources Mentioned

    Verified: How to Think Straight, Get Duped Less, and Make Better Decisions about What to Believe Online* by Mike Caulfield and Sam Wineburg

    Interview Notes
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    Related Episodes

    The Way to Make Better Decisions, with Annie Duke (episode 499)
    Get People Reading What You’re Sending, with Todd Rogers (episode 666)
    How to Enhance Your Credibility (audio course)

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  • Mike Massimino: Moonshot
    Mike Massimino is a former NASA astronaut and a professor of mechanical engineering at Columbia University. He's also the senior advisor for space programs at the Intrepid Sea, Air & Space Museum. He was selected as an astronaut by NASA in 1996, and is the veteran of two space flights, the fourth and fifth Hubble Space Telescope servicing missions in 2002 and 2009.

    Mike has made numerous television appearances, including a six-time recurring role as himself on the CBS hit comedy The Big Bang Theory. He has hosted Science Channel’s The Planets and its special Great American Eclipse. Mike is the author of the New York Times bestselling book Spaceman and now his newest book Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible.

    Almost every leader and organization invites people to speak up and make their voice head. As we all know, that doesn’t means it happens in practice. In this conversation, Mike and I discuss how leaders can set the tone for what’s said, and what’s not.
    Key Points

    You’ll know when it’s time to speak up. Your cue is that hair-raising, sinking feeling in the moment of a high-stakes situation or the feeling of confusion in a less intense situation.
    Outsiders and rookies are often the most observant people in the team since they are hyper-aware of doing something new and noticing details a veteran may miss.
    It’s important to speak up when you see something wrong, but equally important is to speak up when you do something wrong. The only unforgivable sin at NASA is trying to cover something up.
    Your title or position may influence how others in the organization speak up (or don’t). When someone speaks up, saying “thank you” in the moment sets the tone for future dialogue.
    Reward speaking up with incentives. The Hubble Space Telescope servicing manager created challenges for people to speak up to reduce spacewalk time.

    Resources Mentioned

    Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible by Mike Massimino

    Interview Notes
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    Related Episodes

    How to Start Managing Up, with Tom Henschel (episode 433)
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    How to Help People Speak Truth to Power, with Megan Reitz (episode 597)

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  • Guy Kawasaki: Think Remarkable
    Guy Kawasaki is the chief evangelist of Canva and the creator of Guy Kawasaki’s Remarkable People podcast. He is an executive fellow of the Haas School of Business (UC Berkeley), and adjunct professor at the University of New South Wales.

    He was the chief evangelist of Apple and a trustee of the Wikimedia Foundation. He has written Wise Guy, The Art of the Start 2.0, The Art of Social Media, Enchantment, and eleven other books. He's now the author of Think Remarkable: 9 Paths to Transform Your Life and Make a Difference.

    We all want to be surrounded by remarkable people in our work. A key piece to building relationships with them is recognizing when they come across our radar screens. In this conversation, Guy and I explore some of the key indicators for recognizing remarkable people.
    Key Points

    Remarkable people reflect back to childhood. They recognize the experiences and people that contributed to their success.
    Remarkable people don’t find their passions, they develop them. They know that it’s rarely love at first sight.
    Remarkable people aren’t trying to save the world. They start with small and simple questions that scratch an itch.
    Remarkable people make themselves indispensable. The the do work nobody else wants to do which separates them from the pack.
    Remarkable people interact with a diverse group of people. They want to hear different perspectives and recognize the diversity makes them better.
    Remarkable people have overcome hardships. They’ve challenged themselves to find paths forward through the toughest situations.

    Resources Mentioned

    Think Remarkable: 9 Paths to Transform Your Life and Make a Difference* by Guy Kawasaki

    Interview Notes
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    Related Episodes

    How to Lead and Retain High Performers, with Ruth Gotian (episode 567)
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