Bölümler
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Phil Le-Brun: The Octopus Organization
Phil Le-Brun is an executive in residence at Amazon Web Services and a former corporate VP and international CIO at the McDonald’s Corporation. He is a sought-after speaker and has been featured in Harvard Business Review, The Wall Street Journal, and The Guardian. He is the co-author with Jana Werner of The Octopus Organization: A Guide to Thriving in a World of Continuous Transformation (Amazon, Bookshop)*.
Most of us have gone through some version of a reorg. A lot of leaders have also implemented their own reorgs. Sometimes they work. Many times, they don’t. In this conversation, Phil and I discuss what goes wrong with reorgs and how we can do better.
Key PointsOrganizations traditionally looked like the tin man from The Wizard of Oz: perfectly planned, many interchangeable parts, not flexible.An octopus organization adapts, works independently to serve the larger whole, and is innately curious.A reorg that starts with an org chart misses the complex organic connections you are unlikely to fully understand.Prioritize structural stability while building internal flexibility.Nurture the complex informal human networks that deliver value.Be honest about objectives and communicate a reorg early.Engage people by starting with smaller-scale change. Clarify the problem to be solved instead of the structural “answer.”Resources MentionedThe Octopus Organization: A Guide to Thriving in a World of Continuous Transformation by Phil Le-Brun and Jana Werner (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Get the Ideal Team Player, with Patrick Lencioni (episode 301)How to Approach a Reorg, with Claire Hughes Johnson (episode 621)How to Help Employees Handle Tough Moments, with Anthony Klotz (episode 777)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Liane Davey: Thoughtload
For the past 25 years, Liane Davey has researched and advised teams on how to achieve high performance. She is the author of You First and The Good Fight and is a regular contributor to Harvard Business Review. She is the author of the new book Thoughtload: Manage the Madness and Free Your Team to Do Great Work (Amazon, Bookshop)*.
We all love to hate our task lists. However, we can do a lot better with just a bit of strategy. In this conversation, Liane and I explore how to make our task list work for us instead of against us.
Key PointsOften it’s not really the workload that’s crushing – it’s more so the thinking about all the workload. That’s what thoughtload is.The problem with a to-do list is that everything goes on it. Thus, to-do lists are terrible for managing your attention.Instead of one task list, keep a limited amount of tasks on three priority lists.Category 1 list: your most important outputs and outcomes.Category 2 list: what you do to help others achieve their most significant outcomes.Category 3 list: administrative stuff.Four questions determine what gets on your lists:
Important (an activity that will add value to a key output or outcome)?Urgent (something with growing negative consequences if you wait)?Targeted (a task that no one can do as efficiently or effectively as you)?Essential (core to creating the critical value, not just a nice-to-have)?Resources MentionedThoughtload: Manage the Madness and Free Your Team to Do Great Work by Liane Davey (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesThe Scientific Secrets of Daily Scheduling, with Daniel Pink (episode 332)Align Your Calendar to What Matters, with Nir Eyal (episode 431)How to Take Back Your Evenings, with Guy Winch (episode 783)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Eksik bölüm mü var?
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Eric Ries: Incorruptible
Eric Ries is the creator of the Lean Startup method, and the author of the New York Times bestseller The Lean Startup, The Leader’s Guide, and The Startup Way. Over the last two decades, his ideas about continuous innovation, long-term thinking, governance, and market reform have reshaped company building and management practices. He is the author of Incorruptible: Why Good Companies Go Bad…and How Great Companies Stay Great (Amazon, Bookshop)*.
If you build a great organization, the predators will come. With the right principles in place, not only can you protect what you love, but help many people flourish because of it. In this conversation, Eric and I show you exactly where to start.
Key PointsMost leaders are one acquisition, one IPO, one board meeting away from seeing something they love turn into something they hate.If you build something great, they will come. The “they” are the predators who are willing to kill the golden goose.Financial gravity is the force no one controls but everyone obeys. Appreciating its realities and laws will help you build stronger.Rather than framing profit as good or bad, define profit as how you contribute to human flourishing.Harder is easier. Rather than viewing principles as a burden, the best leaders see principles as opportunities.Design the business model so the organization prospers only via mission attainment.Resources MentionedIncorruptible: Why Good Companies Go Bad…and How Great Companies Stay Great by Eric Ries (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesDoing Better Than Zero-Sum Thinking, with Renée Mauborgne (episode 641)Crafting the Modern Business Plan, with Seth Godin (episode 704)Notice Disruption and Innovate Through It, with Steve Blank (episode 761)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Guy Winch: Mind Over Grind
Guy Winch is a psychologist and bestselling author who advocates for integrating the science of emotional health into our daily lives. His TED talks have attracted over 35 million views, and his books have been translated into more than 30 languages. He is co-host of the Ambie-nominated Dear Therapists podcast and the author of the book Mind Over Grind: How to Break Free When Work Hijacks Your Life (Amazon, Bookshop)*.
Some of our parents got to work in the morning, put in a full day, and then by dinner time, didn’t think about work or do it until the next morning. That’s not reality for a lot of us today, so in this conversation, Guy and I explore what you can do to take back your evenings.
Key PointsMost work stress isn’t experienced at work.Healthy thinking is intentional and leads us somewhere useful. Unhealthy thinking (rumination) isn’t intentional and tends to repeat the same script. It feels more like unpaid work.To interrupt rumination outside of work, first label it and then associate it with disgust, disdain, and annoyance. Treat it like you would a skunk sitting next to you on the couch.Rituals help our brains make a distinction between time to work and time to recover. Rituals are most powerful when they invoke one or more of our five senses to signal a shift to our brains.Often we think of relaxation and recovery the same way our grandparents did who often did more manual work. Work today tends to be more mental and emotional, so indexing on ways to engage physically during recovery times is helpful.Rather than just assuming that doing nothing, sitting on a beach, or seeing the sights is the best vacation, consider engaging in the things you love that you normally don’t get to do.Resources MentionedMind Over Grind: How to Break Free When Work Hijacks Your Life by Guy Winch (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesAlign Your Calendar to What Matters, with Nir Eyal (episode 431)What to Do With Your Feelings, with Lori Gottlieb (episode 438)How High Achievers Begin to Find Balance, with Michael Hyatt (episode 522)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Gustavo Razzetti: Forward Talk
Gustavo Razzetti is a culture change instigator, speaker, and CEO of Fearless Culture, a culture design consultancy. He helps leaders build teams that talk about what matters—even when it’s uncomfortable–through his books and tools, including the Culture Design Canvas. He is the author of Forward Talk: The Bold New Method for Getting Teams Unstuck (Amazon, Bookshop)*.
The beauty of a team is that we can get so much more done with collaboration. It also means that sometimes we surrender our responsibility to others. In this conversation, Gustavo and I explore what to do when a team gets stuck.
Key PointsConversations are the foundation of collaboration. Without them, teams quickly build conversational debt.We don’t stay silent because we’re scared. Rather, we stay quiet because we surrender our responsibility to others.Many of us overestimate our courage. We believe that we’ll say something, but studies show that often we do not.Forward Talk accomplishes two things: (1) addresses the real issue and (2) focuses on the future.See information as an opportunity instead of an obstacle. Courage can begin with admitting what you don’t know.Perspective is the choice to share your views instead of surrendering your judgment to social pressure.Responsibility is a commitment to understand the systemic issues instead of entering into blame.Resources MentionedForward Talk: The Bold New Method for Getting Teams Unstuck by Gustavo Razzetti (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesGetting Better at Internal Communication, with Roy Schwartz (episode 687)Help Your Team Coach Each Other, with Keith Ferrazzi (episode 709)What Really Matters for Team Success, with Colin Fisher (episode 748)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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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 (Amazon, Bookshop)*.
In this reflection episode, Bonni and I look back on recent past episodes and discuss questions, feedback, and insights that have surfaced from recent conversations.
Key PointsDave responded to this question from Margaret Andrews:
What does success look like for you?“You can have everything in life you want if you’ll just help enough other people get what they want.” -Zig Ziglar
“Success is the progressive realization of a worthy ideal.” -Earl Nightingale
Bonni responded to this question:
What feedback have you received over the years about how your actions and behaviors impact others?Resources MentionedTo be of use by Marge PiercyRelated EpisodesHow to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143)Six Questions Every Leader Should Ask Themselves, with Margaret Andrews (episode 750)How to Lead a Meaningful Cultural Shift, with David Hutchens (episode 755)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Shirzad Chamine: Positive Intelligence
Shirzad has been the CEO of the largest coach training organization in the world. He has lectured on Positive Intelligence at Stanford University and has trained faculty at Stanford and Yale business schools. He is the author of The New York Times bestseller Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential and How You Can Achieve Yours (Amazon, Bookshop)*.
By overusing our strengths, they can become our weakness. It’s just one of the many ways that leaders self-sabotage. In this conversation, Shirzad and I explore how to shift from self-sabotage to self-mastery.
Key PointsMost men lead lives of quiet desperation and go to the grave with the song still in them. -Henry David Thoreau
We are all a mixed bag of Darth Vader (saboteur) and Jedi knight (sage).By overusing a strength, you turn it into a weakness.Rather than attempting to eliminate all our saboteurs, it’s more helpful to be intentional about quieting them down.The four most common saboteurs that show up for leaders are Controller, Stickler, Hyper Achiever, Hyper Rational.Sage perspective: Every outcome or circumstance can be turned into an opportunity.A 10-second brain shift can help quiet your mind and engage the sage. One way to do this is to rub your fingers together and notice the friction to get your mind out of autopilot.Resources MentionedPositive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential and How You Can Achieve Yours by Shirzad Chamine (Amazon, Bookshop)*Saboteur AssessmentDave’s assessment resultsInterview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Tame Your Inner Critic, with Tara Mohr (episode 232)The Path to More Joy in Work and Life, with Judith Joseph (episode 734)How to See What’s Holding You Back, with Marty Dubin (episode 765)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Nilofer Merchart: Our Best Work
Nilofer Merchant is ranked among the world’s top management thinkers by Thinkers50 and is the founder of The Intangible Labs, where she defines the leading indicators of modern work. She’s launched more than 100 products totaling $18B in revenue, and her TED Talk, Sitting Is the Smoking of Our Generation, ranks in the top 10% of all TED Talks. She is the author of Our Best Work: Break Free from the 24 Invisible Norms That Limit Us (Amazon, Bookshop)*.
When bad behavior happens in an organization, it’s the job of the leader to address it. In this conversation, Nilofer and I explore the strategies and tactics that will help you do this with clarity and effectiveness.
Key PointsBad behavior isn’t just “bad apples” – it’s also the organizational norms of “the barrel” that reinforce these behaviors.Most management norms are not persuasive; they are persistent.Begin by getting clarity on what’s acceptable and what’s not.Interrupt behavior without escalation. Consider phrases like, “Ouch,” or “I don’t know if you mean to…” or, “Did you intend that to be hurtful?”Culture is not defined by words on the wall—it’s defined by what happens when someone crosses the line.Ask everyone to enforce norms, not just the person who was harmed.Resources MentionedOur Best Work: Break Free from the 24 Invisible Norms That Limit Us by Nilofer Merchant (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesThe Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458)How to Respond Better When Challenged, with Dolly Chugh (episode 615)Being Nice May Not Be Kind, with Graham Allcott (episode 767)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Marcus Buckingham: Design Love In
Marcus Buckingham is the author of two of the best-selling business books of all time and has three of Harvard Business Review’s most circulated, industry-changing cover articles. After spending two decades studying excellence at the Gallup Organization and co-creating the StrengthsFinder tool, he built his own Coaching + Education firm and has been a prominent researcher on strengths, love, and leadership at work. He is the author of Design Love In: How to Unleash the Most Powerful Force in Business (Amazon, Bookshop)*.
Most everyone who listens to this podcast wants to go way beyond just hitting numbers and achieving goals. In addition to that, we want so deeply to see the people the work with flourish in their careers. In this conversation, Marcus and I explore the sequence of five feelings that make this work – and why a lot of it comes down to love.
Key PointsLove dies, not from being killed – but from forgetting and neglect.The difference is massive in what we give a top rating to and everything else.Love is the deep and unwavering commitment to the flourishing of a human.Shift from leaders making decisions to leaders making experiences.The five feelings follow this sequence:
ControlHarmonySignificanceWarmth of othersGrowthResources MentionedDesign Love In: How to Unleash the Most Powerful Force in Business by Marcus Buckingham (Amazon, Bookshop)*Design Love InLovethat.comInterview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Lead Top-Line Growth, with Tim Sanders (episode 299)Transcend Leadership Struggles Through Your Strengths, with Lisa Cummings (episode 692)Clarifying Values for a Workplace People Love, with Anne Chow (episode 712)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Anthony Klotz: Jolted
Anthony Klotz is an organizational psychologist and Professor of Management at the UCL School of Management. He is the person who both predicted and coined the term “The Great Resignation,” and his groundbreaking research on quitting, work design, and employee performance has made him a leading voice on the future of work. He is the author of Jolted: Why We Quit, When to Stay, and Why It Matters (Amazon, Bookshop)*.
Most of us have attempted to support an employee dealing with a tough career moment. Not all the time, but certainly sometimes, we see those moments coming. When an employee is dealing with a big jolt – or about to – this conversation with Anthony will show you how to help.
Key PointsJolts have an outsized influence on people’s overall relationship with their work.Managers play a deciding role in how people respond to jolts and are in the best position to insulate the negative effects and amplify the positive effects.Managers can often anticipate and predict jolts to employees. The plans leaders have often become the jolts that others experience.If people can make sense of a jolting event, they are better able to deal with it constructively.The perception of how fair an event is and how fair the process was leading up to the event massively impacts how people perceive it.A clear explanation of why change is happening and what it means can substantially minimize the negative effects of career jolts.The tendency for organizations to delay bad news often is counterproductive to helping managers and employees navigate jolts.Partnership with others (managers, friends, family members) helps most of us better process what we might otherwise attempt to do alone.Resources MentionedJolted: Why We Quit, When to Stay, and Why It Matters (Amazon, Bookshop)* by Anthony KlotzInterview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesEngaging People Through Change, with Cassandra Worthy (episode 571)How to Quit Bad Stuff Faster, with Annie Duke (episode 607)Stop Solving Your Team’s Problems, with Elizabeth Lotardo (episode 764)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Neri Karra Sillaman: Pioneers
Neri Karra Sillaman is a refugee-turned-entrepreneur, academic, and author whose work focuses on the importance of resilience, purpose, and vision in business and in life. She is the recipient of the Thinkers50 Radar Award, an entrepreneurship expert at the University of Oxford, and the founder of Neri Karra, a global luxury leather goods brand. She is the author of Pioneers: 8 Principles of Business Longevity from Immigrant Entrepreneurs (Amazon, Bookshop)*.
We all know that the right connections can help in our careers, but how do we actually get more intentional about forging the connections that will be most meaningful and sustainable? In this conversation, Neri and I explore the key lessons from immigrant entrepreneurs and how their successes can help us all thrive.
Key PointsRobins and titmice have vastly different outcomes because of their divergent abilities for flocking. Social capital is critical for success.Diversity brings many strengths – and it also introduces new challenges for connection. We can’t as easily rely on connections through traditional cultures or experiences.All of us have the ability to forge connections based on value. This is perhaps the most powerful homophily tie and accessible to everyone.The most successful immigrant entrepreneurs don’t rely on connections happening automatically and also don’t assume that relationships will be static.Focus on what unites you with others. Strengthen ties with other networks to avoid the risk of communities that are too insular.Be proactive and generous in sharing information and ideas to support others.Resources MentionedPioneers: 8 Principles of Business Longevity from Immigrant Entrepreneurs by Neri Karra Sillaman (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesThree People Who Will Help You Grow, with Andrew C.M. Cooper (episode 700)The Way to Build Collective Power, with Ruchika T. Malhotra (episode 759)Using AI to Make Networking Easier, with Ruth Gotian (episode 766)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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David Yeager: 10 to 25
David Yeager is a professor of psychology at the University of Texas at Austin and the cofounder of the Texas Behavioral Science and Policy Institute. He is best known for his research conducted with Carol Dweck, Angela Duckworth, and Greg Walton on short but powerful interventions that influence adolescent behaviors such as motivation, engagement, healthy eating, bullying, stress, mental health, and more. He is the author of 10 to 25: The Science of Motivating Young People (Amazon, Bookshop)*.
Older generations have been complaining about younger generations for all of recorded history. Today is no different, and I often hear how leaders are struggling with motivating their younger employees. In this conversation, David and I explore the most recent research and practice for what actually works.
Key PointsOlder generations have been complaining about younger generations for all of recorded history. Often, our complaints are the result of our own past experiences.Many leaders experience the mentor’s dilemma: being nice and putting up with poor performance, or being critical and demanding higher performance.Status and respect for a young person are as critical as food and sleep to a baby. When satisfied, they can open up much better motivation and behavior.The mentor mindset embraces both high standards and high support for the young person you wish to motivate. Because this is a mindset, you can absolutely get better at it.When giving feedback to a young person, acknowledge the high standard you are setting and also tell the young person that you believe they can meet that standard.Young people have often experienced a lot of “enforcing” behavior from parents, teachers, and coaches. They assume this in the workplace if you don’t make a point to say otherwise.Resources Mentioned10 to 25: The Science of Motivating Young People by David Yeager (Amazon, Bookshop)*The Power of Mindset (Masterclass)Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Challenge Directly and Care Personally, with Kim Scott (episode 302)How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310)How to Solve the Toughest Problems, with Wendy Smith (episode 612)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Are you at an inflection point in your leadership? The Coaching for Leaders Academy helps leaders thrive at key inflection points.
Apply to the Academy by Friday, March 20th.
In this episode, Dave shares the five things that he sees most commonly get in leaders’ ways:
Not asking for help.Assuming knowledge drives behavior.Setting the tactical bar too high.Feeling worse before feeling better.Not noticing any improvement. -
Linda Hill: Genius at Scale
Linda Hill is the Wallace Brett Donham Professor of Business Administration and Faculty Chair of the Leadership Initiative at Harvard Business School. Globally recognized as a top leadership and innovation expert, Linda has been named by Thinkers50 as one of the world’s top five management thinkers. She is the co-author, along with Emily Tedards and Jason Wild, of Genius at Scale: How Great Leaders Drive Innovation (Amazon, Bookshop)*
We all want to think of ourselves as innovative, but it’s often not easy to know exactly what that means in practice. In this conversation, Linda and I explore what her research shows that leaders do to drive innovation successfully – and how each of us can get just a bit better.
Key PointsRather than coming up with a vision and asking people to follow it, innovation is about creating the culture and capabilities to create the future together.Innovation leadership shows up in three ways within organizations: the Architects, the Bridge Builders, and the Catalysts.Instead of setting the stage for themselves, innovative leaders set the stage for others.Often, we view horizontal relationships through the lens of organizational politics. The most effective innovation leaders view these relationships as leadership opportunities.Traditional team structures are a starting point, but not an ending point. Leaders at Mastercard, Pfizer, and Cleveland Clinic all brought in team members from both inside and outside the organization.Rather than thinking about a decision as final, it’s helpful for innovation leaders to frame it as a “working hypothesis.”Resources MentionedGenius at Scale: How Great Leaders Drive Innovation by Linda Hill, Emily Tedards, and Jason Wild (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Build an Invincible Company, with Alex Osterwalder (episode 470)The Way Innovators Get Traction, with Tendayi Viki (episode 512)Doing Better Than Zero-Sum Thinking, with Renée Mauborgne (episode 641)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Academy alum Marisol Bello of The Housing Narrative Lab joins Dave to share how she made the shift from command and control to serve and support.
Are you at an inflection point? Applications to the Coaching for Leaders Academy are open until Friday, March 20th. Visit the Coaching for Leaders Academy page to apply.
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Nir Eyal: Beyond Belief
Nir Eyal writes, consults, and teaches about the intersection of psychology, technology, and business. He is the author of two bestselling books, Hooked and Indistractable, selling more than a million copies and translated in over 30 languages. He is the author of the new book, Beyond Belief: The Science-Backed Way to Stop Limiting Yourself and Achieve Breakthrough Results (Amazon, Bookshop)*.
Most of us recognize that a huge part of what motivates us – or not – is our own thinking. In this conversation, Nir and I explore where our beliefs get in the way and how we can align them just a bit to help us move forward.
Key PointsA sentence starting with “I am…” can be among the most dangerous in any language. Often, our beliefs limit us.Belief is the foundation of the motivation triangle that includes benefit and behavior. Yet, we often overlook beliefs.Curt Richter’s study of rats in the 1950s shows how an animal’s belief system can massively influence its behavior.The real question isn’t “Is this belief true?” but rather, “Does this belief serve me?”You can choose beliefs based on usefulness, not certainty.Difficulty may mean we are not cut out for something, but it might also be evidence of growth. Too often, we quit too soon.Progress comes from consistent action, not perfect plans.Resources MentionedBeyond Belief: The Science-Backed Way to Stop Limiting Yourself and Achieve Breakthrough Results (Amazon, Bookshop)* by Nir Eyal.Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550)How to Quit Bad Stuff Faster, with Annie Duke (episode 607)How to Better Manage Your Emotions, with Ethan Kross (episode 719)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Academy alum Bill Mayo joins Dave to share how he improved his listening skills — both at work and at home.
Applications to the Coaching for Leaders Academy are open until Friday, March 20th. Visit the Coaching for Leaders Academy page to apply.
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Rebecca Hinds: Your Best Meeting Ever
Rebecca Hinds is a leading expert on organizational behavior and the future of work. She founded and led the Work Innovation Lab at Asana and the Work AI Institute at Glean, where she partners with leading experts to help organizations transform their work with AI. She is the author of Your Best Meeting Ever: 7 Principles for Designing Meetings That Get Things Done (Amazon, Bookshop)*.
Considering the amount of time we all spend in meetings, it’s odd that most organizations do so little to measure meeting results. If that’s sounding familiar, this conversation between Rebecca and me will show you exactly how to get started.
Key PointsMetrics that only measure the costs of meetings (dollars and time) can be useful, but rarely capture the full picture.Use Return on Time Invested (ROTI) anonymously to survey attendees to determine if a meeting was a good use of time. Also ask, “What would it take for you to improve your rating by one point?”Survey sparingly to avoid survey fatigue. Bringing in a survey 10% of the time is a benchmark to start from.If the amount of time in meetings vastly exceeds 10 hours a week, there’s likely an opportunity to scale back or redefine the work before or after meetings to use time better.Equal speaking time in meetings is a key indicator of team performance. Be transparent with employees about any technology you use to capture data.Punctuality and attendance rate are indicators of how valued meetings are for people.Resources MentionedYour Best Meeting Ever: 7 Principles for Designing Meetings That Get Things Done by Rebecca Hinds (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesHow to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358)Moving Towards Meetings of Significance, with Seth Godin (episode 632)How to Lead Engaging Meetings, with Jess Britt (episode 721)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Lily Zheng, Fixing Fairness
Lily Zheng is a sought-after speaker, strategist, and organizational consultant who specializes in hands-on systemic change to turn positive intentions into positive outcomes for workplaces and everyone in them. A dedicated changemaker and advocate, Lily has had their work published in the Harvard Business Review, New York Times, and NPR. They are the author of Fixing Fairness: 4 Tenets to Transform Diversity Backlash into Progress for All (Amazon, Bookshop)*.
When it comes to fairness in the workplace, our society is quick to zero in on what divides us. Yet, there is broad agreement across all demographics on many key principles. In this conversation, Lily and I explore how leaders can influence the system to better work for everyone.
Key PointsMany of us assume that fewer people support the value of diversity than actually do. When asked, 82% of people support pro-diversity statements.The most popular/traditional approaches to fixing fairness in the workplace tend to be the least effective.Our tendency is to focus on the behavior of individuals, when in fact organizational systems have the most significant impact on fairness.When considering a fairness initiative or intervention, begin with the practice of understanding and storytelling, just like many change initiatives.Resist the temptation to check boxes with “quick fixes” such as simply bringing in a speaker or hosting a one-time event. This rarely helps in any sustainable way and sometimes worsens existing dynamics.If you have a seat at the leadership table, make the case for thoughtful design and involvement of stakeholders at all points in the process, just as many effective organizations do on any strategic change initiative.Resources MentionedFixing Fairness: 4 Tenets to Transform Diversity Backlash into Progress for All by Lily Zheng (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesSupporting Return to Work After Maternity Leave, with Danna Greenberg (episode 639)The Power of Unlearning Silence, with Elaine Lin Hering (episode 678)How to Lead a Meaningful Cultural Shift, with David Hutchens (episode 755)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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Phil Gilbert: Irresistible Change
Phil Gilbert is best known for leading IBM’s 21st-century transformation as their General Manager of Design. The transformation became the subject of a Harvard Business School case study, the documentary film The Loop, and feature articles in the New York Times and Fortune Magazine. He is the author of Irresistible Change: A Blueprint for Earning Buy-In and Breakout Success (Amazon, Bookshop)*.
We’ve all been through mandated change initiatives more times than we can count. But what if change wasn’t a mandate, but an offer – or even an invitation? In this conversation, Phil and I explore how to make change irresistible.
Key PointsChange should be regarded as a high-value-add product.Don’t mandate change. Offer change.Your goal is sustained cultural adoption, not improving immediate competency.Start small, but cover all your bases on a reduced scale. Make a great cupcake instead of a mediocre wedding cake.People buy brands, not products. Branding change allows you to define the values and message that goes with it.Resources MentionedIrresistible Change: A Blueprint for Earning Buy-In and Breakout Success by Phil Gilbert (Amazon, Bookshop)*Interview NotesDownload my interview notes in PDF format (free membership required).
Related EpisodesEngaging People Through Change, with Cassandra Worthy (episode 571)Where Senior Leaders Can Better Support Middle Managers, with Emily Field (episode 650)How to Lead Organizational Change, with Michael Bungay Stanier (episode 740)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
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