The topic of today’s episode would have been nearly unthinkable six months ago…and yet, here we are, talking about masks and how contentious they have become.
I have a problem with masks, and it’s not what you think. It’s not political and it’s not scientific. Check out this episode and tell me if you agree in the comments below.
From This Episode:
What are the traits of a go-to person? You know, the person who gets the job done. Most likely, we all want to be a person who is reliable and great to work with. Bruce Tulgan cautions us though not to confuse go-to with a yes man. Bruce’s latest book is THE ART OF BEING INDISPENSABLE WORK: Win Influence, Beat Overcommitment, and Get the Right Things Done. Kevin and Bruce discuss the importance of showing up and being valuable. When we play the long game and show others how we can help, they will want to reciprocate and help us. However, don’t get caught always saying yes. There are other options to serve needs and provide value. You don’t want to be remembered for the “yes” you didn’t deliver.
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If you’re like me, you went to school for a long time. And 13 or more years will teach you that knowledge is what “wins” the game of school.
So if knowledge is a good thing (and it is!), where’s the danger?
Tweet it out: Make your goal to know more, not to know it all – because you can’t anyway. @KevinEikenberry
From This Episode:
Most of us would agree that a component of leadership is making other people better. Frances Frei believes that to have progress, we need to have trust. Frances is the co-author, with Anne Morris, of Unleashed: The Unapologetic Leader’s Guide to Empowering Everyone Around You. She explains to Kevin that you need to be unapologetic because you can’t wait for permission when action needs to happen. It’s all about trust and empowerment. Their research shows that to bring out the best in one other person, you need to set high standards AND be committed to their success. Frances shares stories about companies where the most effective leaders use a combination of trust, love, and belonging to create success in their teams.
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As the title suggests, today I am sharing lessons we can learn from rivers.
Now when I say “rivers”, it’s likely that we all have a different river in mind. And regardless of which river you think of – whether it’s the Mississippi River, the Hudson River, the Pere Marquette River (near my childhood home) or any other – there are lessons that we can get from rivers.
Tweet it out: Remember the lessons of the river and you will use your persistence for the benefit of others and yourself. @KevinEikenberry
From This Episode:
Do you take the time to downshift, or contemplate, or reflect? Most of us probably want to do that, and where can we find the time? Kevin chats with Joseph Badaracco, John Shad Professor of Business Ethics at Harvard Business School and author. Today, they focus on his latest book, Step Back: How to Bring the Art of Reflection into your Busy Life. Joseph conducted interviews with executives and professionals about reflection – What is it? How do you do it? Where do you find the time? He also studied some classic works to develop principles about the practice. He found that people do find the time to reflect, on their terms. There was little repetition in the method. He suggests that it’s OK to pause and find those moments because, in the long run, they are a powerful tool to look at problems differently, help you sort out feelings, prioritize and help both you and your team.
Virtual LeaderCon, a virtual leadership conference coming September 14th-18th.
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Today I’m talking about Leadership and Toilet Paper – yes, I really am.
In the past I’ve done mash-ups of leadership with random topics, and challenged people to send me suggestions. You can see a channel of these past mashups here. Jose Luis sent this one in. Now I don’t know if he was serious, or just doesn’t like me, 😉 but…challenge accepted.
Tweet it out: The best leaders are like toilet paper – they are available to do the dirty work. @KevinEikenberry
From This Episode:
What does it take to become passionate about your work? How do you transfer that passion to your team? Jacqueline Throop-Robinson has spent years researching this topic to get to the heart of employee engagement. What she found is that it’s not enough to have meaning in your work. People also need to have a sense of progress. Jacqueline is the founder of Spark Engagement Inc., a global analytics company in Human Resources focusing on employee engagement and best-selling author of Fire Up Your Team: 50 Ways for Leaders to Connect, Collaborate and Create with their Teams (2013). She has found there are 21 drivers of employee engagement. She suggests that it’s not the leaders’ job to make their teams passionate. However, they need to challenge them to find that passion.
Virtual LeaderCon, a virtual leadership conference coming September 14th-18th. Learn more at https://virtualleadercon.com/
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Last week, I talked about the power that routines can have in our lives. If you missed that, you can watch it here.
The thing about routines is that when they change, we are often left feeling a little lost, confused or even discombobulated. And if you’re like most of us, our routines over the last four months have changed significantly.
Are you feeling lost working from home?
If you are, the answer might be in adjusting your routine to better fit your current situation. In this episode, I’m giving you six easy steps to help you evaluate existing and create new routines that you will help you be more successful.
From This Episode:
How does your team show up for work? How do you show up? Gary Hamel believes people leave their gifts of creativity and daring at home because it is not encouraged. He joins Kevin to discuss why he thinks organizations have been incapacitated by their lack of humanity. Gary is the author of The Future of Management (2007) and his latest book, with Michele Zanini, Humanocracy: Creating Organizations as Amazing as the People Inside Them. He shares data about the increase in bureaucracy in organizations and the decline of productivity growth. In short, the old model is not working and organizations need to think about the human element. Further, people at all levels can make change where they are and building community is a good place to start.
Virtual LeaderCon, a virtual leadership conference coming September 14th-18th. Learn more at https://remarkablepodcast.com/VLC
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Our subconscious minds are extremely powerful and when we build routines and habits, it allows us to capitalize on this part of our brain.
In this episode, I will show you six incredible benefits we get when we flex our subconscious with routines and habits.
Tweet it out: Recognize the value and power of your routines – the right ones can change your life for the better. @KevinEikenberry
From This Episode:
Thirty years ago, we were introduced to The 7 Habits of Highly Effective People. And my guess is most of us have read the book, or at least been exposed to one (or more) of the habits; Think Win/Win. Kevin sits down with Sean Covey, son of Stephen, to discuss the anniversary edition and what makes it unique. Sean is a New York Times bestselling author (The 4 Disciplines of Execution, The 6 Most Important Decisions You’ll Ever Make, The 7 Habits of Happy Kids, The Leader in Me, and The 7 Habits of Highly Effective Teens) and president of FranklinCovey Education. Sean builds upon the principle-centered approach for solving problems, whether they are personal or professional. He shares anecdotes and takeaways on how the habits have remained unchanged and how we can use them today.
Unleashing Your Remarkable Potential, Kevin’s free weekly e-newsletter. It’s full of articles and resources to help you become a more confident and successful leader. You can sign up at https://remarkablepodcast.com/UYRP
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When you work on your own personal development does it just benefit you?
Not at all.
In fact, everybody wins when you take the time to work on your development.
The organization.
The team.
Your boss.
And of course, you.
So, the next question is, who is responsible for your development?
From This Episode:
Are you waiting for development opportunities, or are you being intentional in creating opportunities? Dave McKeown suggests that leaders with the most impact push for growth. Dave is a leadership consultant and the author of The Self-Evolved Leader: Elevate Your Focus and Develop Your People in a World That Refuses to Slow Down. He joins Kevin to discuss what it means to be a self-evolved leader. It’s not about saving the day and getting it all done. Leaders understand their strengths and weaknesses (and use both). Further, they look to elevate focus, share stories and provide context for alignment, and develop people.
In this episode, Dave discusses:
From Manager to Remarkable Leader, Kevin’s Flagship workshop based on his proven leadership model.
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Do you remember the TV show “Password”? If you don’t know it, you can check it out here.
In the game, two teams attempted to win by conveying mystery words to each other using only single-word clues.
The word to be conveyed (the “password”) was given to one player on each team and was whispered softly to the audience.
So today, I am whispering a word that I want you to be careful with. The word is:
Safe
Now let me be clear: I want you, your families, your teams, your customers, and everyone to be physically healthy. I am not making a political statement, a comment about mask wearing, social/physical distancing, or anything like that.
But I also want you, your families, your teams, your customers, and everyone to be mentally and psychologically healthy too.
And that’s where I think we have to be a bit careful with the word safe. Listen to the Remarkable TV episode to find out more about what I mean when I ask you to be careful with this word.
From This Episode:
Where is your growth coming from? Keith Ferrazzi suggests you don’t need a title, an office, or even a physical workspace to make a difference. However, you need to have a vision and get people behind that vision. Keith is the co-author, with Noel Weyrich, of Leading Without Authority: How the New Power of Co-Elevation Can Break Down Silos, Transform Teams, and Reinvent Collaboration. Keith and Kevin discuss control, authority, and empowerment. Your organizations and teams suffer when we are fighting for resources. To be successful, you need to create an environment where the team lifts each other; co-elevation. And yes, this does take work. However, results come when you stay committed to the mission and committed to the people.
Unleashing Your Remarkable Potential, Kevin’s free weekly e-newsletter. It’s full of articles and resources to help you become a more confident and successful leader.
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When you look into your crystal ball, what does the future of work look like? On a good day, that is a difficult question. How we think about work, leadership, and our organizations have changed more in the past six months than in decades. Jacob Morgan is joining Kevin for a second time to discuss trends impacting the future of leadership and the mindsets and skills future leaders will need to have. Jacob is a trained futurist and wants to help leaders succeed. Through interviews and surveys, he wanted to know how and why leadership is changing, how ready are leaders today for these changes, and what leaders need to do now. He shares the results and take-aways in his latest book, The Future Leader: 9 Skills and Mindsets to Succeed in the Next Decade.
13 Days to Remarkable Leadership, a free leadership video series based on Kevin’s book, Remarkable Leadership.
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You’ve likely heard of the Law of Attraction. In short, the basic idea is that our thoughts turn into things eventually. The idea is that we are like human magnets – always attracting something.
Not everyone agrees with this principle and the principle often leaves out an important part – the fact that thinking alone, while an important part of the attraction process, leaves out the harder part – action and work.
This short episode isn’t meant to leave out the action part, but rather to illuminate the first part – either to remind or influence or encourage you.
From This Episode:
Do you ask for ideas? Not just give permission to share ideas, but really invite new ideas. When Karin Hurt and David Dye worked with organizations, they noticed a pattern. Management thought their teams were not speaking up, and employees felt their ideas were not heard. This is all about culture. Karin and David join Kevin to discuss this pattern and their research leading to their latest book, Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates. They found that across industries and countries, people hold on to negative experiences. So, leaders not only need to create a culture of trust, but they need to be clear of what ideas they want and how those ideas lead to organizational success.
From Manager to Remarkable Leader, Kevin’s Flagship workshop based on his proven leadership model.
Book Website | Karin Hurt’s LinkedIn | David Dye’s LinkedIn | Let’s Grow Leader’s Twitter | David Dye’s Twitter | Let’s Grow Leaders’ Facebook Page
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When we give feedback, it is with the hope that the person on the receiving end will take action on that feedback. But giving feedback isn’t a one-and-done action. It’s a journey that has many steps along the way.
So before we (or should I say ‘they’) get to action, we must realize the emotions they will go through after hearing the feedback.
Once you understand the emotions, there are four steps you can take to help others apply your feedback.
From This Episode:
The Industrial Age. Workers came into the factories and were told what jobs to do and how to do them. And for the time, this worked. However, we know the world and our work has changed, yet many leaders still operate under this model. I guess that’s why only 23% of the leaders are deemed effective. Alain Hunkins is the author of Cracking the Leadership Code: Three Secrets to Building Strong Leaders. He joins Kevin to talk leadership mindset and observations he has made from firsthand experiences leading leadership trainings for tens of thousands of leaders within hundreds of companies. Leaders need to understand what drives their team and sometimes this involves a difficult conversation. Success comes when you have a quality relationship and trust.
13 Days to Remarkable Leadership, a free leadership video series based on Kevin’s book, Remarkable Leadership.
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This is the third in a series of videos on feedback. You can watch the previous videos from the links below.
In this episode, we talk about how to get others to accept the feedback you are giving – leading them to action.
From This Episode:
How fast are you going? How fast should you be going? Do you even know where you are going? Kevin is joined by Alan Willett, author of Lead with Speed: Fire Up Your Team, Power Your Engines of Development, and Make Your Organization Soar. Many organizations would say they need to be faster, whether that’s features added, products to market, or customer response. Alan suggests our speed needs to be relevant to the value. You can go as fast as you want, yet if you aren’t accomplishing your goals or are just fixing problems, are you moving forward? Sometimes it’s not about working harder/faster, it’s about doing something different.
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From Manager to Remarkable Leader, Kevin's Flagship workshop based on his proven leadership model.
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Last week I talked about the first step in giving effective feedback. You can watch that episode here.
In this episode, I am talking about the second step. But before I do that, let's review the four steps again:
To help you apply step #2 above, I am giving you six simple and easily implemented ideas in this episode.
From This Episode:
Your face is how you feel about yourself and how you project to the world. Maya Hu-Chan is the author of SAVING FACE: How to Preserve Dignity and Build Trust. She sits down with Kevin to talk about the role face plays in leadership through stories and examples. Whether we are working face-to-face or remote, local or global, leaders need to understand the concept of “saving face” to create and build relationships for organizational success. When team members feel psychologically safe, they perform better.
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