Category Archives for "Leadership"

Featured Interview with Courtney Lynch

New York Times Bestselling Author, Keynote Speaker, and Leadership Expert

Courtney Lynch talks with Bill Ringle about how each of us can become better leaders and create a better world on My Quest for the Best.

 

Key points that you’ll learn from this interview:
  • How integrating leadership development for women allowed Walmart to solve problems at the store level
  • The common challenges that arise from people working together: conflicts or power struggles that need to be resolved; miscommunication around expectations, scheduling, and style; and much more
  • Tips for achieving human connection even when you’re working remotely
  • How to use feedback to be an inspiring leader instead of an alienating leader
  • What it means when high performance teams have the courage for candor

Interview Insights

Click to Read the Show Notes

1:02 Lynch tells about how her experiences with the United States Marine Corps shaped her abilities as a leader.

2:48 “I’m not someone who would’ve been able to afford going to graduated school, but thanks to my military service – the GI Bill is a fantastic vehicle – and so I went to law school after my time in uniform, and through the opportunity was able to enter the profession as a full-fledged attorney.”

3:26 Lynch describes how working in the law firm wasn’t the kind of work that she found fulfilling.

4:05 [On creating the startup with Angie Morgan] – “Our firm’s 14 years old, but I still remember the startup days like they were yesterday…there’s a lot of vision, a lot of ambition and that phase of a business. You’re motivated to work hard, and you know you want to add value and you want to have a positive impact.”

4:35 [On having Walmart as a first customer] – “When you’re a tiny little startup and Fortune1 becomes your first customer, you learn a lot quickly.”

5:02 “We didn’t have a strong platform to stand on, but we were incredibly passionate about what we had to offer.”

5:54 [On getting Walmart as a client] – “Walmart was a cold call, but it was an informed cold call.”

6:21 “I realized that the problems Walmart had, the challenges Walmart had…when you’re such a big organization, you’re a cross section of society, just like the Marine Corps…so my thinking was, if they had leadership development experiences, especially for their female employees, problems could be caught at the store level.”

7:06 “We just happened to connect with someone inside their diversity department whose father had served in the Marine Corps and really understood the practical value of leadership development for making any work force better.”

7:54 “I say it’s kudos to Walmart rather than kudos to us for investing in a small, women-owned business.”

8:16 [On why clients contact them] – “It’s people right? Anytime there’s 2, 3, of or more people working together, there’s bound to be friction.”

8:28 “We hear consistent challenges. How do we adopt a better strategy? How do we empower employees? How do we work in a virtual environment? How do we hold people accountable?”

8:41 “The joy of our work is that we get to work across all industries, all verticles, because people are people everywhere they go.”

8:50 [On why organizations contact them] – “Organizations are typically having a pain point, and people not working together as efficiently or as effectively as they could, is what seems to be at the root of it, or, the opposite side is the client or companies experiencing a tremendous amount of success, and they’re having to scale very quickly.”

9:18 “We usually come in when things are going really tough, or when things are just going gangbusters.”

9:47 “Training and development is necessary and definitely a part of what we do, yet our clients bring us in and we integrate very deeply into their business. So everything that we do is about helping the client achieve their business goals.”

10:40 [On working with Facebook as things were moving quickly] – “It was the true pleasure of my career to see that company grow up on the inside and work with their most amazing talented professionals.”

11:30 “We work a lot in the energy industry, with a lot of engineers. “I sent the e-mail I asked for it to be done!” But really it’s about human connection.

11:47 “There’s lots of different ways to connect, and we like to help our clients see the practical ways even in a virtual environment, a fast-paced environment, or an environment of mathematicians, computer scientists, and engineers, greater human connection can happen.”

12:10 Lynch discusses the importance of maintaining spontaneous contact and agenda-less conversation.

12:34 “What can happen when we’re in a virtual world is we can get very task focused.”

13:19 Lynch describes her son’s “the practice after the practice,” noting how connection and bonding occurs in between the places where work and tasks are accomplished.

13:46 [On the inspiration for writing Spark] – “Spark is like our greatest hits album because it was really hard fought in the trenches…[Angie, Sean, and I spent thousands of hours inside the company, and it was such an exciting opportunity to be a student of the best leaders in the world.”

14:24 “Spark was written over a 5-6 year period, even though actually sitting down and writing the book only took about a year, it was those 5-6 years of learning and taking notes and working with so many different talented leaders that really led to “Hey, we learned a lot, and we want to share this so that everyone has an opportunity, everyone who picks up the book, to be a better leader.”

14:59 “Better leaders really do equal a better world, and that’s leaders at all levels.”

15:05 “Anyone has the potential to lead, and if we all just spent a little time practicing it, great things happen within our communities, and our greater world.”

15:50 “I think that our world is becoming more flat. Organizations are starting to trim the hierarchy, people have matrix relationships. So I would encourage someone who’s focused on what they don’t have, when it comes to authority or title, to shift their focus to what they do have.

16:15 Lynch explains how the best leaders guide while the worst leaders mandate and control.

16:51 Leadership is to influence and inspire other people.

17:00 “Some of the most front-line roles that we have in organizations: a front-line sales representative, a receptionist, a new account manager, a front-line invoice processor – these are the people that are making the company run, and if they demonstrate leadership behaviors, they’ll be able to influence their teams and the greater organization.”

17:55 “[Feedback] has to be delivered in a way that doesn’t disrupt ego and stability. There’s ways to give feedback well. I think that all feedback that is delivered effectively begins with a lot of accountability.

18:19 “Feedback isn’t well-received if someone is placing blame while they’re giving it.”

19:00 “There’s a fine line between feedback and complaining.”

19:24 Lynch illustrates the creative leadership model for feedback: giving feedback from a situation, behavior, and impact perspective.

21:17 “A lot of time feedback gets into a really tough place because it becomes accusatory or unduly emotional, and we need to talk about behaviors that people can change, and we need to do it in a way that sets the stage for grace and dignity.”

22:21 “I think that’s the mark of a high performing team: when you can talk about accountability.”

23:00 The four keys to being credible.

23:53 “Self-awareness is the accelerant to our leadership development. If we can anticipate our blind spots and work to take action, that’s growth and that’s where growth happens.”

24:55 The Say/Do Gap concept.

25:05 Lynch explains why leadership doesn’t only happen in the heroic moments.

25:38 “If you’ve made a commitment, are you doing everything it takes to meet those standards that you’ve set?”

26:52 Why you shouldn’t “hide the ball.”

27:23 How people who have been athletes or in athletics often make excellent leaders.

28:05 “When anyone enrolls in any professional development or any academic experience they’re saying, ‘Hey, I want to learn. I want to grow.’ And that growth mindset is highly relevant to us as professionals.”

29:07 Lynch describes a major bump in the road LeadStart faced, and the path they took to overcoming it as a team.

29:55 “Stress has a way of bringing up a lot of unproductive emotions.”

30:28 “People want to buy consulting services from the consultants, they don’t necessarily want to buy that from a third party sales professional.”

32:09 “In those earlier years we really had to ask for those referrals to get them.”

32:27 “Hope is not a strategy. We really needed to be explicit with our clients about what we needed.”

34:24 Lynch describes the differences between the company 14 years ago and the company today.

34:57 “I’m a multi-dimensional thinker. I think broadly, I like to think from a lot of different vantage points. Yet, when it comes to doing, I’m very linear.”

35:29 [On tools and tips for productivity.] – “I jot down the things I must do the next time I’m at work.”

Expert Bio

As a founding partner of Lead Star, Courtney works closely with all levels of leaders as she designs and delivers development programs designed to drive immediate results. Courtney is the New York Times and USA Today bestselling co-author of SPARK: How to Lead Yourself and Others to Greater Success and Leading from the Front, and has written numerous articles on behavior-based leadership and organizational excellence.

She’s been a guest on CNBC, FOX News, and CNN. Courtney’s efforts with Lead Star have been cited in business publications ranging from Fast Company and Inc. to The New York Times. In addition to her work with consulting clients, Courtney served as the Director of the Center for Creative Leadership’s Partner Network, convening and connecting leading consultancies with the Center’s innovative thought leadership, research and development solutions.
Prior to starting Lead Star, Courtney’s professional experiences included service as a Captain in the United States Marine Corps, an attorney at a large law firm, and a sales manager for Rational Software. She holds a law degree from William & Mary, an undergraduate degree from North Carolina State University and completed intensive studies at Cambridge University. Courtney lives with her husband and three children in Glen Allen, Virginia.

For more information on Courtney Lynch, visit the Lead Star website.

Contact Info for Courtney Lynch

Web address: www.leadstar.us

Travels from: Fairfax, VA

Phone: (703) 273-7280

Connect on Social Media:

LinkedIn Twitter YouTube YouTube

Resources Mentioned by Courtney Lynch:

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Featured Interview with Jonathan Raymond

Jonathan Raymond, Owner of Refound

Jonathan Raymond talks with Bill Ringle on My Quest for the Best about the culture of accountability, the proper way to give feedback, and developing an organization that puts people first.

 

Key points that you’ll learn from this interview:
  • Why organizations are putting so much thought into a “people first” culture
  • How to give feedback without micromanaging
  • How a software company gave their senior management the room to play at the level of their title
  • The one mistake organizations make over and over again
  • The importance of embracing uncertainty

Interview Insights

Click to Read the Show Notes

1:10 Raymond recounts his first real experience in entrepreneurship, telling about the “driveway car wash’ he owned with his friends.

1:33 [On lessons learned from this early venture] – “One of the lessons was the operating costs are always higher than you think they are.”

1:50 “Any industry worth being in is crowded.”

2:15 How law school taught Raymond to show up in the world in a professional way.

2:53 “My education in law school really helped me write with some structure, rather than just stream of consciousness, but to actually put one idea after the next in a way where something builds.”

3:05 “A lawyer is able to string a series of good ideas together and build an argument, right? Which is what a good book or a good blog post is: it’s a good argument for advocating a a piece of change.”

3:45 Raymond describes what it was like working 3 jobs out of law school, and still barely being able to cover rent. 

4:04 [Paraphrasing Andy Warhol] – “You know you’re on track in your life when you’re using the best and the worst of what’s happened to you over the course of your journey.”

4:26 “If I want to have an impact in the world, I’m going to have to take some steps, and there’s going to be some painful moments along the way.”

4:52 [On Raymond’s Clients at Refound] – “I think the biggest problem we help people with, I would say, is overwhelm and ambiguity.”

4:55 “In most modern organizations, there’s a lot of thought being put into ‘How do we create a people first culture? How do we engage with employees? How do we create the conditions where people feel like they’re coming to work not just to create profit for owners and shareholders, but a sense of personal meaning.”

5:27 “What we’ve been able to do is offer a real tactical approach for how to do, in particular, feedback and accountability in an organization that really grounds the way people operate on a day to day basis.”

5:53 “Where organizations go sideways, and where things start to degrade, is in the actual conversations between managers and employees, between managers and one another, and, very importantly, between managers and senior executives.”

7:39 [Case Study Software Company in south bay, CA] – “There was this big aha moment, which is fairly common, where all of the managers in the organization [realized] how they were sort of playing a level down or two levels down from their title.”

8:26 “It’s incremental. Nothing changes overnight. Nothing worth doing changes overnight.”

9:09 “And that’s really the best part of this work for me. I get to see people take these tools and apply them in ways that I never would’ve thought, and have conversations that are meaningful to them.”

9:44 [On Raymond’s inspiration for writing the book] – “I bumped up against my own capacity as a leader, and I realized that I didn’t know what I was doing.”

10:23 How Raymond’s experience with cold, unfeeling training programs led him to create a work that was truly human.

10:26 “It’s not about being authentic, because “being authentic,” well, what does that mean? But, you know, how do you show up in a way that’s both professional and personal, that’s warm and kind and compassionate, but that also drives results?”

11:15  The type of feedback that makes people uncomfortable, and the scourge of the “Millennials boogeyman.”

11:57 [On the reluctance to new processes and change] – “People have been burned before.”

12:31 “This points to the tragedy of what’s happening right now in otherwise really interesting space in time, is that we’re radically over investing in technology to solve this problem, and radically underinvesting in training.”

12:59 [The mistake organizations make again and again] – “Buying tools and technology to solve human problems.”

13:39 Why managers are so hesitant to give feedback.

14:24 “To be able to embrace a communications methodology that says, ‘Actually, you know what, uncertainty is your best friend.’”

14:40 “If your feedback provides a solution, it’s not feedback, it’s micromanagement.”

15:12 “When we get a solution, when we get a ‘Here’s what you should do next,’ it’s quite disempowering.”

16:15 Raymond reveals some tips for managers.

16:25 “There are very few things we can do that will give us more value than not going into feedback situations cold.”

17:26 [On Accountability] – “We have to reframe what we think of when we say accountability. We can use the word, but if we don’t understand the meaning behind the word, we’re on the wrong track.”

18:07 “Accountability, all it means is responsibility for one’s actions.”

18:35 Why accountability without consequences is ineffective.

19:14 “Accountability is a gift.”

19:50 Raymond shares the layers of developing accountability in an organization.

20:25 [The key to accountability] – “The key is communication where people say, ‘You know what? I’m holding myself accountable for this, and you, Sir or Ms. Manager, I want your help.”

21:13 “We’re not very mindful as a species, we tend to be kind of reactive.”

21:35 How to “name what we feel” when giving constructive feedback.

21:58 “We can’t change behavior if we don’t know what the behavior is.”

22:33 “People will surprise you.”

22:47 “Oftentimes that’s what we need, we need boundaries. We need structure for what does excellent work look like.”

23:25 “If you get to do whatever you want, whenever you want with no consequences and no structure, you’re not really helping your teammates, you’re not really helping the organization in any directed, vision oriented way.”

23:44 “A good sales conversation has structure, it has flow – you have pieces that you want to cover; but it also has substance – it’s how you show up, and how you relate, and how you listen.”

24:49 How structure, communication, and substance go hand in hand.

25:37 “What unifies the organizations that are doing this well is participation from executives in a very specific way.”

26:10 [On the importance of recognizing where we are.] – “We’re very good at making big pronouncements of how it’s going to be in the future.”

27:14 “You actually have a lot more latitude, a lot more leeway with the people in your organization than you think.”

27:25 “You don’t have to fix the organization this afternoon. You just have to own that there are problems.”

27:49 “The frustration comes from when management and leadership tries to whitewash [problems].”

28:26 “I think it’s interesting that organizations have found themselves in this position of having to apologize for holding people accountable for being jerks.”

29:49 The problem with taking half measures.

31:12 “Don’t boast about what you’re going to do, let actions speak for themselves.”

32:05 What Raymond reads to stay on top of current trends.

33:02 The tools Raymond uses to stay productive.

Jonathan Raymond’s Bio

After twenty years of not being able to decide whether he was a business development guy or a personal growth teacher, Jonathan stopped trying to figure it out. He’s the owner of Refound, an online training startup that offers Good Authority training programs for owners, executives, and managers. He’s madly in love with his wife, tries not to spoil his daughter, and will never give up on the New York Knicks. Jonathan is the former CEO and Chief Brand Officer of eMyth, where he led the transformation of a global coaching brand and has worked in tech, clean tech, and the nonprofit world after graduating law school in 1998. He lives in Ashland, Oregon, a lovely town that’s too far away from a warm ocean.

For more information, visit Jonathan Raymond’s website.

Contact Info for Jonathan Raymond

Web address: www.refound.com

Travels from: Ashland, OR

Phone: (541) 690-5212

Contact:

LinkedIn Twitter

Resources Mentioned by Jonathan Raymond:

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Featured Interview with Dorriah Rogers

Founder of Paradyne Consulting Works

In this episode of My Quest for the Best, Dorriah Rogers talks with Bill Ringle about the principles and benefits described in Decide to Profit.
Key points that you’ll learn from this interview:
  • The impact a mentor had on Rogers’ life and career, and how he inspired her to be her own person.
  • How the Lego company used a single, unified goal to really turn things around.
  • The importance of not only giving everyone in the company or organization, not just the decision makers, a voice.
  • How to teach employees to tie their ideas to the overarching goal: making money.
  • Rogers’ 9 steps to a better bottom line.

Interview Insights

Click to Read the Show Notes

1:15: [On the mentorship of Tom Schumacher] – “[Schumacher] inspired me to be a problem-solver and a speaker, and he showed great faith in my abilities and always pushed me to be my own person.”

1:59: “I’ve never really been an employee. I’m what I call a serial entrepreneur.”

2:20: [On what it means to be your own person] – “Not being easily influenced by either peer pressure, social pressure, or any other types of pressure that may exist either in the workplace or in society.”

2:44: The 3 primary aspects of any business.

3.27: [On finding and keeping clients] – “I’ve started with a handful of people that I’ve come in contact with, and they saw what I was doing, they saw my work ethic and my reputation, and some of them gave me a chance. That’s really all it took, was getting my foot in the door.”

4:07 [Characteristics of an ideal client] – “I think one of the primary characteristics, more than anything, is openness. What I mean by openness is openness to change.”

4:36 [On client transparency] – “I’ve gone into situations where I talked to some of the key managers, and although they recognize they have a problem, they don’t recognize that they need to change. And they’re not willing to look in the mirror.”

6:30 [On asking the difficult questions] – “I may attend a meeting, and I may interrupt the meeting and say something to the leader, or maybe even the CEO or exec, and challenge them in front of the team. Saying ‘hey, why are you asking that question?’ or ‘hey, it may be a good idea for you to listen to some of the other input.’ Or perhaps, ‘We haven’t heard from Jim, let’s hear what Jim thinks.”

7:14 “I really challenge people to get outside of their own heads, to push them to think and behave differently.”

7:54 [On building trust with clients] – “Before I begin any of the real work, I will spend a lot of one on one time with the decision maker. I will get to know them as people. I will ask them a lot of questions. I will get them to what I call the comfort point. And also, I will ask their permission. I will let them know that I will ask hard questions, and get their permission to do so.”

8:55 Rogers’ Inspiration for writing Decide to Profit: The 9 Steps in a Better Bottom Line

10:40 The nine steps in a better bottom line.

12:00 [On the importance of understanding the goal] –  “A lot of people get mired in the day to day tasks and activities. And they kind of grind through their day. They have a tendency not to stay focused on the bigger picture.”

12:30 [The fundamental driving force behind the company] – “My whole purpose in writing both the book, and identifying the goal – as one of the steps, is to keep people focused on the bigger picture. And in any company, and any organization…the fundamental driving force behind the company is making money. So there’s an overarching financial goal.”

12:55 “And my idea was, have everybody within the organization tie every decision that they are making to the larger goals of the organization. Number 1 has to always be: making money.”

13:30 [On the importance of quality] – “The quality of your product, that also has to be a goal. You can’t make money and sacrifice quality, because that’s not sustainable.”

13:40 [Deciding the profit] – “Every organization can have 1, 2, or 3 goals that they are primarily focused on. And if you make sure that everyone knows what those goals are, and tie their day to day decisions to them, that’s how you can decide the profit.”

14:04 The importance of keeping day to day decision in line with organizational goals

15:10 The Lego study

16:09 [Sacred cows] – “In some of the companies that I’ve worked with, I see them hold on to business decisions, or I see them hold on to product. I even see them hold on to no-productive people. And all of this is counterintuitive, and it’s not in alignment with the overall goals of the organization.”

16:32 [On unified goals] – “[The lego study] shows how one single unified goal enabled a company to completely turn around.”

17:31 [On teams holding themselves accountable] –  “Have you ever been in a meeting where there’s a lot of discussion and a lot of ideas, and everyone leaves the meeting and 90% of the ideas and discussion has been forgotten? That’s what I experience in a lot of the companies I work with. There’s a lot of ideas, a lot of good discussion, a lot of innovative discussion, yet nobody ever captured the discussion, nobody ever circled back – there was no feedback loop, and there was no accountability.”

18:23 [On accountability] – “What makes people accountable can be something as simple as an action list. And I don’t mean minutes, I don’t mean a detailed list of who said what verbatim. I mean, a ‘we talked about this, we decided to do this, this person owns it, and this is when they’re going to get it done.’”

19:45 [On employee contribution] – “In the book I have a tool for employees to do a very straightforward return on investment analysis. One of the disconnects that I was increasingly becoming aware of is that managers would often miss ideas because they couldn’t see how that idea would benefit the organization.”

20:16  [On helping employees choose ideas that are tied to financial goals] “The benefit of the 9th step is that it provides employees a tool and a methodology to demonstrate both quantitatively and qualitatively how to give an investment to the organization and show how their idea will either improve the financial goals or other goals.”

21:38 The importance of checklists and forms for employees.

23:00 [On brainstorming] – “The people that make the decisions tend to shoot down the ideas of those that don’t make the decisions. Allowing people to free think, allowing for ideas to be equally valuable no matter who they’re coming from, is very, very important. All of the rules that I put down for brainstorming are a result of all of those rules being broken during brainstorming meeting I’ve been to.”

24:21 Rogers describes the timeline and process of writing Decide to Profit: 9 Steps to a Better Bottom Line

25:03 “The book isn’t written for specialists. The book is not meant to be a dissertation on continuous improvement or operational streamlining or productivity. It’s meant to be a comprehensive overview of all of it, and it’s meant to be understandable, and it’s meant to be utilized by both managers and employees.”

26:06 Discoveries Rogers made during the writing process.

26:50 [On staying humble] – “I found that I fall prey to a lot of the same things that executives fall prey to, which is, believing my own press, believing my ideas are the best, believing that only my opinions count. I’ve found that really listening to the people around me makes a big difference.”

27:00 Rogers discusses some of the milestones in her career, and the significant clients she’s worked with

28:42 The two primary factors of inefficiency, and the importance of time management.

30:12 Roger’s preferred tools for productivity during travel.

Expert Bio

Dorriah Rogers, Ph.D., began her career in the engineering and advanced technology industry in the late 1990s. She founded Paradyne Consulting Works in 2003, and brings almost 20 years of unique experience providing guidance to numerous Fortune 500 organizations throughout North America. She specializes in identifying and solving issues affecting efficiency, productivity, and profitability. Her client base includes Fortune 100 organizations, as well as the Department of Defense, U.S. Navy, and the U.S. Army Corps of Engineers. As CEO of Paradyne Consulting Works, she has led her team in the areas of productivity and process improvement, strategic business planning, operational streamlining, profitability, and organizational change management.

For more information, visit Dorriah Rogers’s company  website.

Contact Info for Dorriah Rogers

Web address: http://www.paradyneconsulting.com/

Travels from: Thousand Oak, CA

Phone: 858-442-4295

Follow, connect, and learn from this guest’s social media channels:

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Resources Mentioned by Dorriah Rogers on My Quest for the Best:

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Joe Calloway

Featured Interview with Joe Calloway

Business Author, Consultant and Speaker

Joe Calloway, author of Magnetic, talks with Bill Ringle about being intentional about attracting new business and satisfying your existing customers.
Key points that you’ll learn from this interview:
  • The importance of committing to make every business experience to be a positive one for all involved
  • How to get more positive WOM (word of mouth)
  • The single most important strategic asset for many companies and how it relates to your relationship with your customers.
  • What he said to correct a misunderstanding, even when it came at significant out-of-pocket expense to replace 600 of the wrong title books sent to the meeting planner

Interview Insights

Click to Read the Show Notes

1:03 Calloway recounts his childhood experience with entrepreneurship despite growing up in a small town with a father who was not, by any means, an entrepreneur.

1:53 “From an early age I was into selling stuff. I mowed a million yards, I raked a trillion yards. I think part of that came from my dad…if there was something special that I wanted, he would say ‘That’s great, how much money do you have saved up?’”

3:00 How Calloway transitioned from an interest in politics to a career in business.

3:49 [Recalling a stint in a real estate agency] – “The way I got paid was based on how much all the agents made, it was based on all the reveNue generated in the firm, and that’s where I got big by the bug of ‘What can I come up with or what can I pass along in terms of ideas that will help other people be more successful?’ Because the more successful they were, it had an absolute direct impact on my own income.”

5:00 “I just am really good at paying attention. And that was my technique and my method, and I do it to this day, my job is to study the marketplace, and to look for individuals and organizations, businesses large and small, across the board, every kind of industry, and profession, and business you can imagine, and what I look for is quite simply this: who are the ones who are the market leaders who are successful and able to sustain that success?”

5:55 “What is it that top performers do that any of us could do, if we just chose to?”

6:18 “It’s not easy to succeed in business, but it’s not a mystery. I don’t believe there are any secrets to success. I think the ideas that work are right out there in the open for all of us. So it’s a matter of getting intentional about using those ideas and doing the hard work necessary to execute on those ideas.”

7:58 Calloway describes why it’s important for people in his industry to stay relevant.

8:17 “I have to stay relevant, which means I’ve got to stay current on what is working in the marketplace.”

8:31 [On being hirable as a speaker] – “I work really hard at having a deep understanding of who is in my audience.”

9:04 The significance of tying what you’re speaking about to the audience you’re addressing, regardless of whether or not you’re an industry expert.

9:26 “You can have what you think is the greatest idea in the world, and be very passionate about it, but if other people don’t want it, if they don’t see the need for it, then you’ve got a hobby, you don’t have a business.”

11:00 Calloway asks the question: What’s the competitive advantage of being easy to do business with?

13:05 [On how to address people in an industry you’re not an expert in] – “What I can do is help make the link between ‘Here’s the principle, here’s the illustration of it, and here’s quite clearly what it has to do with you and your business.’”

14:20 “I perceive myself as being more of a facilitator than a speechmaker, because…I want to facilitate their thinking in a way that’s useful when they go back to work.”

14:50 [On what small businesses all say] – “How do I get customers, keep customers, and attract more customers?”

15:25 “It’s not what you say about yourself that matters one way or another, it’s what other people are saying about you, it’s what your customers are saying.”

16:08 [On using the internet and social media to you’re advantage] – “My biggest energy isn’t about what I post on social media, it’s about being intentional about creating a customer experience that is so compelling that my customers are saying things that drive new business to me.”

16:35 [On the worth of positive word of mouth] – “The biggest force in being magnetic is passed through word of mouth.”

17:25 The story of Western Water Works California and what they’ve done to become a market leader.

19:58 “The single greatest competitive advantage out there is satisfied customers.”

21:30 [On not apologizing to customers] “A lot of businesses [who] find themselves apologizing frequently to customers – well, hello, that’s a clue that you need to back up and solve whatever’s causing you to have to apologize.”

21:50 How a humble response to an honest mistake – but a big one since he sent 600 of the wrong title books sent to the meeting planner – kept chaos at bay and even made the situation better than expected.

23:14 “The point though is this, you don’t argue with a customer, you make it right, and you make it right so overwhelmingly that they say, ‘Ok, you just knocked my socks off. I’m going to talk about this.’

25:28 A nod to Warren Buffett and a discussion of the importance of using “no” to narrow your focus.

26:30 “Over the years, little by little, I’ve learned that it makes me a lot of money over the long haul to stick with what I do best and let other people do what they do best.”

27:45 How having a low tolerance level for jerks can be an effective filter in creating new business.

28:35 “I think it serves people really well to say ‘No’ more often, because it actually creates opportunity for the right things.”

29:20 Why you should say no to or walk away from those clients whose philosophy is in conflict with your philosophy.

31:15 [On saying no to clients who will be a drain on your energy] “Even though it’s money, it’s not good money.
32:35 The story of the Saint Paul Saints and how the owner’s dedication to hiring great people and getting out of their way makes the organization successful.

34:48 [The Saint Paul Saints method] – “If you hire the right people, you can totally turn them loose as long as they understand the direction that the business is going, you’ll be successful.

35:07 [The Saint Paul Saints method cont.] – “Fun is good.”

36:51 Pig-asso the baseball delivering pig.

37:10 “If people like doing business with you, that is a competitive advantage.”

37:55 How Old Dominion Trade Line simplifies their company language to encourage personal responsibility and ensure employees’ high performance.

40:00 [Paraphrasing Steve Jobs] – “If you can make things simple, you can move mountains.”

41:27 [On how expanding focus can lead to losing magnetic mojo] – “One trap that’s easy to fall into is to say ‘We could also do this, and we could also do that, and we can also this service, and we could also offer those products.’ Which might be the right thing to do, but we often stretch ourselves way beyond where we should be in terms of trying to do too many things.”

42:16 “For every ten ideas I have, for nine of them the market says ‘No, I don’t think so.’”

43:19 “You have to change to stay relevant. You have to improve, you have to innovate. But you’ve always got to create value in the eyes of the customers, otherwise it won’t work.”

43:45 [On reevaluating inventory] “We all need to periodically sit down with ourselves or with our teams and ask ‘Where are we spending way too much energy?”

46:02 Calloway’s daily rituals for productivity and success.

47:28 “You have to work at constantly being sure that you, and everyone else, are focused on what is most important.”

Expert Bio

Joe Calloway is a business author, consultant, and speaker who has served Coca Cola, Verizon, and American Express among other well-known corporations. He also works with medical practices, law firms, and a range of professional services groups. Joe is the Executive in Residence at the Belmont University Center for Entrepreneurship.

Joe is the author of Be the Best at What Matters Most and five other business books that have been well-received by publications like the The New York Times, Retailing Today, and Publisher’s Weekly.

His latest book is Magnetic: The Art of Attracting Business.

For more information, visit Joe’s website.

Contact Info for Joe Calloway

Web address: www.JoeCalloway.com

Travels from: Nashville, TN

Phone: (615) 429-7600

Contact:
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Resources Mentioned by Joe Calloway:

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Upcoming Interview with Erika Andersen

Erika Andersen headshot

reference only: interview date: Dec. 21

Business Thinker, Speaker, and Author

New York, NY

Listen to this interview to learn:

  • Bullet point 1
  • Bullet point 2
  • Bullet point 3

Expert Bio

Erika Andersen is the founding partner of Proteus, a coaching, consulting, and training firm that focuses
on leader readiness. Over the past 30 years, Erika has developed a reputation for creating approaches to learning and business-building that are tailored to
her clients’ challenges, goals, and culture. She and her colleagues at Proteus focus uniquely on helping leaders at all levels get ready and stay ready to meet whatever the future might bring.

Much of her recent work has focused on organizational visioning and strategy, executive coaching, and management and leadership development. In these capacities, she serves as consultant and advisor to the CEOs and/or top executives of a number of corporations, including NBCUniversal, Gannett Company, Rockwell Automation, Turner Broadcasting System, GE, Union Square Hospitality Group, and Madison Square Garden.

Erika also shares her insights about managing people and creating successful businesses by speaking to corporations, not-for-profit groups, and national associations. Her books and learning guides have been translated into Spanish, Turkish, German, French, Russian, and Chinese, and she has been quoted in a variety of national publications, including The Wall Street Journal, Fortune magazine, and The New York Times. Erika is also one of the most popular business bloggers at Forbes.com.

She’s the author of Leading So People Will Follow (Jossey-Bass, 2012), Being Strategic (St. Martin’s Press, May 2009), and Growing Great Employees (Portfolio, 2006). She’s also the host of Being Strategic with Erika Andersen on Public Television.

For more information, visit Erika’s website.

 

Contact Info for Erika Andersen

Business Phone: 212-830-9870

Web address: ErikaAndersen.com

Travels From: New York, NY

Follow Erika: Twitter facebook linkedin

Books by Erika Andersen

            

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Steven-Snyder

Featured Interview with Steven Snyder

Founder, Management Expert and Author

Orono, MN

Listen to this interview to learn:

  • How consulting offers a post-graduate education in business.
  • Details about the what leaders find in common while advancing their business goals: change, tension points, and feeling off-balance at times.
  • The importance and value of embracing one’s own struggle story as a way to greater authenticity, clarity, and power.
  • When success can make a lousy teacher.
  • Different types of blind spots that leaders typically face.
  • How working to solve the wrong problem can be corrected.

Expert Bio

Steven Snyder is the founder and managing director of Snyder Leadership Group.

Snyder joined Microsoft in 1983, when the company was in its infancy. His work there, praised by Bill Gates, secured the relationship with IBM during a crucial stage in Microsoft’s growth and helped shape the history of the personal computer industry. Promoted as Microsoft’s first business unit general manager, Snyder led the company’s Development Tool business, where his team won PC Magazine’s Technical Excellence Award on three occasions.

In 1996, Snyder co-founded Net Perceptions, where he commercialized “collaborative filtering” – a technology that enables the real-time personalized recommendations that have become central to the online shopping experience. This groundbreaking work won Snyder the first-ever World Technology Award for Commerce in 1999 for “contributing to the advance of emerging technologies for the benefit of business and society.”

Snyder holds an MBA from the Harvard Business School, where he was a Baker Scholar, and a Ph.D. in psychology from the University of Minnesota.

Leadership and the Art of Struggle is his first book.

For more information, visit Steven’s website.

Contact Info for Steven Snyder

Web address: Snyderleadership.com

Travels From: Orono, MN

Contact:

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Books by Steven Snyder:

 Leadership Steven Snyder

 

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Michael Stanier

Featured Interview with Michael Bungay Stanier

Author, Speaker, and Senior Partner of Box of Crayons

Toronto, Canada

Michael Bungay Stanier talks with Bill Ringle about practical ways to do more great work instead of only good work.

Listen to this interview to learn:

  • The importance of structuring training that includes objectives for employee self-sufficiency
  • Understand what it means to great work vs. good work
  • Criteria for asking great questions
  • What effective coaching most resembles
  • How to overcome “hacking your own productivity systems”
  • When it makes sense NOT to coach as a manager

Expert Bio

Michael Bungay Stanier is the Senior Partner of Box of Crayons, a company that helps organizations do less Good Work and more Great Work. On the way to founding Box of Crayons ten years ago, Michael lived in Australia, England, the US and now Canada. As an innovation expert he helped invent new products and services, and as a change management consultant he supported companies as they evolved.

He’s written a number of books, the best known of which are Do More Great Work and the philanthropic project End Malaria; created a series of short internet videos, such as The Eight Irresistible Principles of Fun; and designed a wide range of training programs that are being used around the world.

He was the first Canadian Coach of the Year and a Rhodes Scholar. An internationally acclaimed professional keynote speaker, Michael is a popular speaker at business and coaching conferences around the world, including International Coaching Federation conferences, the OD Network, the International Association of Facilitators, CSTD and SHRM. He’s also Thinker in Residence at Knowledge Blocks, a resource for readers of business books. He’s been the Creativity Coach for David Allen’s Getting Things Done online community.

For more information, visit Michael’s website.

Contact Info for Michael Bungay Stanier

Business Phone: 416-532-1322

Web address: BoxofCrayons.biz

Travels From: Toronto, Canada

Follow Michael:

Facebook Linked In twitter

Books by Michael Bungay Stanier

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Russell Bishop

Featured Interview with Russell Bishop

Bestselling Author and Managing Partner of Bishop & Bishop

Santa Barbara, CA

Listen to this interview to learn:

  • What it means to have a solo focus rather than an organizational focus
  • Why strategy and objectives DON’T matter
  • A perspective on complaining that can transform the conversation into one of contribution
  • How good questions provoke clear thinking
  • Two simple questions to ask yourself to stay on track and productive

Russell Bishop talks with Bill Ringle about alignment and empowerment within organizations as key growth drivers.

Expert Bio

Russell Bishop is Managing Partner for Bishop & Bishop, a boutique consulting and coaching company. His seminars, coaching, and consulting expertise offer individuals and organizations a new approach to integrating personal and spiritual values into their personal and professional lives. As an internationally regarded speaker, educator and consultant, his corporate clients include Fortune 500 executives in aerospace, healthcare, pharmaceutical and biotechnology, information technology, telecommunications and oil and gas.

Having started five different organizations in his career, Russell is well versed in the growth and expansion challenges faced by founding entrepreneurs and CEO’s. Executives and senior teams frequently engage his services on issues of leadership, growth and work-life balance. In 1978, he created Insight Seminars, one of the largest and most successful personal transformation programs in the world, with well over one million graduates in 34 countries.

In addition to his bestselling book, Workarounds That Work: How to Overcome Anything That Stands in Your Way at Work, he is the author of hundreds of articles on the power of choice and awareness and a frequent contributor to the Huffington Post. He has also lectured on productivity for the executive MBA programs at UCLA, University of Texas and Washington University in St. Louis.

For more information, visit Russell’s website.

Contact Info for Russell Bishop

Web address: RussellBishop.com

Travels From: Los Angeles, CA

Follow Russell:

twitter LinkedIn Facebook

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mike figliuolo2

Featured Interview with Mike Figliuolo

Managing Director of thoughtLEADERS, LLC

Dublin, OH

In this interview, Mike Figliuolo discusses the components help good managers become great leaders, and why the focus of leaders should always be on the people they’re leading. 

Listen to this interview to learn:

  • The distinction between managing and leading, advocated by Admiral Grace Mary Hopper
  • Stages to building a profitable, scalable training company
  • What leaders did to deepen trust and improve communications at a Fortune 100 company
  • Why boundaries are so elusive for leaders and how to make them work better
  • The mindset needed to grow your company in a short period of time

Interview Insights

Click to Read the Show Notes

1:12 How Figliuolo’s experiences at WestPoint launched him into a career in leadership.

2:52 “I think the biggest realization in terms of people leadership is getting to know people as individuals and treating them that way.”

3:23 “To lead [people] effectively you couldn’t treat them like a cog in the machine, you needed to understand who they were, what motivated them, who inspired them in order to get the best out of them.”

4:47 “I say to them, ‘Tell me what you’re spending your time on,’ and invariably a lot of that time is spent in meetings, on email, on powerpoint, or in excel. The question I then ask is, ‘Help me understand how replying to e-mails and clearing out your inbox is more important and more impactful than sitting down with a member of your team for ten minutes or fifteen minutes trying to figure out what they’re working on or what they care about.”

5:50 [On the biggest myths in leadership] – “We confuse management and leadership.”

6:22 [Paraphrasing Admiral Grace Mary Hopper] – “You manage things and you lead people.”

7:07 “If you didn’t understand your people and you burn them out in the process and your people felt like you didn’t care about them as you got all these things done and managed well, I would think that you’re not really a good leader, you’re a poor one.”

7:24 “The best leaders I know are the ones who do both. To be a great leader you also have to be a really good manager.”

8:08 The importance of giving people room to make mistakes, and also to stand up for them.

9:20 [On Figliuolo’s Ideal Client] – “Most of our clients tend to be large corporations, Fortune 1000’s types of organizations, because we spend a lot of time with their executives as well as their learning development professionals.”

10:06 [On problem-solving communication issues] – “We tend to go in and teach people a method for being clearer, being more succinct, and being more impactful.”

11:00 [On decision-making issues] – “We all see the analysis paralysis which can grip an organization, and we help them understand how they can make decisions more quickly, how can they reduce the risk in the decisions they’re making, and how can they break that gridlock.”

11:45 “The reason I built the course was: I was seeing a lot of folks who were spending more time managing than they were leading, and I was seeing some confusion around that. I was seeing folks miss major aspects of leadership, which were causing major problems.”

12:55 What leaders did to deepen trust and improve communications at a Fortune 100 company.

13:05 “When people really understood a lot better what drove the other members of the team, you could see the connections happening in the classroom.”

14:30 [On leadership skills] – “One thing that I see as a need is being able to let go and give people space.”

15:17 “As companies grow, we might outgrow our leaders. And the very mature organizations I’ve seen and the successful ones I’ve seen have a recognition of: we need that next level of talent and how do we get there?”

16:05 “I think the role of that senior executive is really setting that direction first and foremost, because the pressing needs of the daily operations tend to pull us down and we focus on the minutiae in front of us.”

16:55 “You have plenty of people on your team who can solve those day to operational issues, but you have very few people on your team who are doing that longer range look at where you’re taking the organization.”

17:36 “One of the reasons we don’t have balance in our work or in our lives is that we don’t set those boundaries, we don’t think about them. Or even if we do think about them we don’t always articulate them to the people around us and share what those boundaries are.”

20:09 [On the Leadership Maxim] – “It’s that individuals responsibility to spend that time reflecting and being introspective on what is important.”

20:55 Why it’s important for employees to talk to leaders to ascertain how to be better aligned with the company’s goals, and why leaders should create space for these conversations to happen.

21:45 “If you don’t know what motivates and inspires your people, it’s really hard to motivate and inspire them.”

22:39 “Once you understand what that person wants, you’re better able to get that higher performance out of them, because you have an understanding of what’s important to them.”

23:08 [Challenges of owning your own company] – “You are fully responsible for the success or failure of your organization as an entrepreneur. I like to say, ‘If I don’t sell, I don’t eat.’”

23:50 [On benefits of owning your own company] – “When your organization is extremely successful, you know it’s because of all of your hard work, and there’s a direct correlation between the input and the output of the organization.”

24:31 [On letting go] – “If I send one of these senior people out, I need to be comfortable that they’re going to conduct the training in a manner that’s most effective for them.”

26:15 Figliuolo’s path from part time consultant to full time entrepreneur.

28:09 How Figliuolo is inspired by his clients.

29:02 “We get to ask ourselves, ‘Is what we’re building and delivering meeting the needs, meeting the latest challenges of our clients?’”

30:23 “We’re always trying to make that what we’re delivering is going to help the organization at a broader level.”

31:00 What Figliuolo looks at to gauge progress in his organization.

Expert Bio

Mike Figliuolo is the Managing Director of thoughtLEADERS, LLC, which he founded because he believes practitioners make the best instructors and because he has a passion for people development and organizational improvement. Mike’s book, One Piece of Paper: The Simple Approach to Powerful, Personal Leadership, is designed to help leaders define who they are and what their personal leadership philosophy is.

Before founding thoughtLEADERS, Mike was a United States Army Officer, a management consultant at McKinsey and Company, Group Manager at Capital One Financial, and Vice President of Strategic Planning at The Scotts Miracle-Gro Company. He was named the Columbus, Ohio Small Business Leader of the Year for 2010 by the Columbus Chamber of Commerce and Business First.

For more information, visit Mike’s website.

 

Contact Info for Mike Figliuolo

Business Phone: 804-241-9757

Web address: ThoughtLeadersLLC.com

Travels From: Columbus, OH

Follow Mike:
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Books by Mike Figliuolo

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Doug Conant2

Featured Interview with Doug Conant

CEO of ConantLeadership and former CEO of Campbell Soup Co.

Philadelphia, PA

Listen to this interview to learn:

  • How getting fired can lead to new and better opportunities
  • What it means to “turn the coin over” when presented with a problem
  • The two top qualities of mind that set exceptional leaders apart from well-intentioned leaders
  • How you can use the criteria to win in the marketplace in your own business
  • What resulted from combining the social agenda with the value agenda at Cambell’s Soup for employees and other stakeholders

Interview Insights

Click to Read the Show Notes

1:12 Where Conant started his career, moving from Kellogg in Chicago to General Mills in Minnesota.

2:05 [On how to get things done] – “I learned very early on that most of the people I worked with had full lives. If they were going to be helpful to me, I generally needed to be helpful to them.”

2:53 How getting fired from General Mills played a pivotal role in Conant’s career, and how meeting executive outplacement counselor Neil McKenna helped get Conant made the difference in getting him back on his feet.

4:45 “It reaffirmed for me the importance of just trying to be helpful, to be helpful in a thoughtful caring way, with intentionality to move the enterprise forward.”

5:27 [Lessons learned: The Importance of Empathy] – “My first thought was one of betrayal and devastation, I had given everything to this company for nine years, and I felt it was incredibly insensitive the way it was handled. And that was a good thing too because I’ve had to make tough calls too, but I’ve made them in a caring way.”

6:45 Turning the coin over after devastating news.

8:09 [Paraphrasing Louis L’Amour on Perseverance] –  “He never knew when he was licked, so he never was.”

9:37 “Great things are having powerful incremental impacts in the moment with people.”

10:21 “Life is just a sequence of interactions. And if I’m really alert and thinking abundantly I find that I can be helpful in those small interactions, and cumulatively over time, I develop enormous credibility, which Stephen Covey might call a very positive emotional bank account with people. And as we build the emotional bank account up, it’s amazing what we find we are able to do collectively and individually.”

11:01 “It’s about making it personal. People are either at work or thinking about work, more than anything else they do, including spending time with their families. I think we sort of have to honor that as sacred ground, their work, and I think we have to take it personally.”

11:19 “I have found that if I make it personal and it I lean into creating a personally fulfilling work experience for people, they lean into the agenda of the company in a more personal and committed way.”

11:41 “Make it personal, be alert to the moment – be helpful in the moment, are two of the foundational ideas that I have…The third one would be that leadership, ultimately, it starts with personal leadership and getting comfortable with the things you can control.”

12:20 “If you really want to be good at leadership, my observation is that you have to treat it as a mastery model. You have to apprentice at it, you have to work at it, you have study it, you have to be thoughtful about it, you have to think through your philosophy of how you want to walk in the world and how you want to lead.”

13:06 “I take issue, for the most part, with this concept of born leaders. Some leaders have a capacity to lead at a certain level that may be above average, but to be great I guarantee you they all work at at.”

13:17 Jack Welch’s leadership work ethic.

14:14 Some of the problems Campbell’s faced internally and externally before Conant took leadership in the company.

16:33 “We were overpraising and under delivering and making bad decisions to patch up the performance.”

18:29 Conant lists the four criteria you need to win in the marketplace.

21:01 [On challenges in taking over leadership at Campbell’s] – “It literally took a few years to get the kind of traction we needed and get the company on solid footing.”

23:04 “I was going to bed thinking about all of the things we needed to do 365 days a year for the first three years.”

23:45 “Employees are not mind readers. You need to tell them what’s expected and how to expected to deliver that performance.”

24:25 “The more clear we could be, the more accessible the whole came to every employee.”

24:34 How Conant used the “Balanced Scorecard” create clarity and direction for employees.

25:50 “The single most important thing in any of these organizations is employee engagement.”

26:32 “I have found over time that if I just focus on the people, the people take care of the business. But if you have to put one over the other, you put the people first.”

27:02 The Campbell Success Model – metrics for management.

29:14 The Boston College reputation institute.

30:17 [Campbell’s success model] – “Winning in the workplace, winning in the marketplace, winning in the community, and winning with integrity.”

30:59 “It helps to have metrics, it helps to create focus for the organization that says, at a high level, this is what we stand for as a company.”

32:04 “The more engaged people can become in the work of the enterprise, the better you’ll do.”

32:15 Four things which drive employee engagement.

33:15 “Driving an aggressive social agenda, while we were driving an aggressive economic value creation agenda was very synergistic. Because we were saying, ‘Here’s how you can leave a legacy of contribution through your work that transcends your ordinary work experience while you’re making a living, while you’re feeling valued, and while you’re learning.”

33:44 “The more we leaned into building a better world, the more engaged our employees got, and the better we performed in the marketplace.”

35:14 “I think the challenge in the next decade is going to be for corporations to build this intuitively obvious practice more into the fabric of how they run their companies.”

36:01 Examples of companies building a better world by building better companies.

37:11 “All organizations aspire to be relevant in the world, to certainly create economic value, but they also are committed to enduring success. All leaders want to be associated with enduring success. And they see the value in being good citizens.”

38:12 “It’s important that once you declare yourself, you deliver on it.”

39:24 What Conant reads for inspiration.

Expert Bio

Doug Conant is the founder and CEO of ConantLeadership, which is dedicated to helping improve the quality of leadership in the 21st century. He is passionate about employee engagement and firmly believes in the importance of coming up with your own leadership model.

Doug was appointed President and CEO of Campbell Soup Company in 2001. Under his leadership, Campbell reversed a precipitous decline in market value and employee engagement; the company has won many recognitions since, including the prestigious 2010 Catalyst Award. When Doug retired in 2011, he received the American Society of Training and Development (ASTD) 2011 Champion of Workplace Learning and Performance Award.

Doug joined Campbell with 25 years of experience from three of the world’s leading food companies: General Mills, Kraft and Nabisco. He began his career in 1976 in marketing at General Mills. After 10 years, he moved to Kraft where he held top management positions in marketing and strategy. Immediately prior to coming to Campbell, he was President of the $3.5 billion Nabisco Foods Company where he led his team to improved marketplace performance and five consecutive years of double-digit earnings growth.

During his tenure at Campbell, Doug established the Campbell CEO Institute to train the company’s future leaders and ensure that the company’s highest-potential employees were well-equipped to handle the challenges and surprises that inevitably create a leader’s impact and legacy.

He is now a sought-after speaker on leading with integrity and other business topics, and is the co-author of the New York Times bestselling book TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments.

For more information, visit Doug’s website.

 

Contact Info for Doug Conant

Web address: ConantLeadership.com

Travels From: Philadelphia, PA

Follow Doug: Twitter

Books by Doug Conant

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mette norgaard

Featured Interview with Mette Norgaard

Strategic Leadership and Learning Expert and Author

New York, NY

Listen to this interview to learn:

  • What leaders who care about the human side of business can be observed doing regularly
  • How the Finnish Broadcasting situation was turned around one lunch conversation at a time
  • What distinguishes a conversation from a Touchpoint opportunity
  • Why sharing your “code” with your team can make you a better leader
  • How to combine your words and energy in an interaction to produce extraordinary impact
  • What you can do to sidestep the myth of “no time to slow down”

Expert Bio

Mette Norgaard, Ph. D., MBA, is an expert on strategic leadership and learning. She works with executives to design and deliver learning solutions that advance the company’s strategy. She has also designed and participated in executive dialogues and workshops with thought leaders such as Stephen Covey, Jim Collins, John Katzenbach, Rob Goffee, Margaret Wheatley, and Ram Charan.

Over the years, Mette has taught thousands of leaders from a wide range of organizations, including Procter & Gamble, Johnson & Johnson, GE Capital, Estée Lauder, the US Armed Forces, and Harley-Davidson. In addition, she has worked closely with the executive teams at companies like Metro International, Pandora Jewelry, and Finnish Broadcasting. Finally, she has been a long-term partner on the development of high-potential leaders at companies like Campbell and Microsoft.

Her latest book, co-authored with Doug Conant, CEO of Campbell, is TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments. She is also the author of the international bestseller The Ugly Duckling Goes to Work: Wisdom for the Workplace from the Classic Tales of Hans Christian Andersen, which has been published in many languages, including Spanish, Portuguese, Japanese, and Chinese.

Prior to starting her own practice, Mette worked with FranklinCovey Co for ten years. She was the director of Principle-Centered Leadership Week, an executive retreat at Sundance, UT. In addition, she was part of a small team of consultants who led large-scale change processes for Fortune 500 firms and the US Government. Before joining FranklinCovey Co, Mette served as a leader in both healthcare and manufacturing, and she knows first-hand the incessant pressures to do more with less and do it faster.

For more information, visit Mette’s website.

Contact Info for Mette Norgaard

Web address: MetteNorgaard.com

Travels From: New York, NY

Follow Mette:

 Twitter LinkedIn

Books by Mette Norgaard

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Dr. steven craig

Featured Interview with Dr. Steven Craig

Author, Psychologist, and Corporate Coach

Birmingham, MI

Listen to this interview to learn:

  • How having a business career in advertising before launching his counseling career helped focus his business growth
  • The benefits of hiring with adaptability in mind.
  • The mistake of having a list of desirable traits in a future mate as your sole criteria
  • Why providing your clients with a roadmap to change is a tools that gives them confidence
  • How rigid attitudes can be a trouble sign in personal and business relationships

Expert Bio

As a therapist, corporate coach, and author, Dr. Steven Craig extends his expertise in clinical psychology and business consulting across a broad range of areas. He is the author of the book The Six Husbands All Wives Should Have: How Couples Who Change Together Stay Together and has appeared in the media numerous times, including ABC World News Tonight with Charles Gibson, the New York Times, Newsweek, and more. Steve is also the host of Therapy Thursday on 96.3 FM WDVD’s Blaine & Allyson Show, one of Detroit’s top-rated morning shows.

Steve owns two businesses in addition to sitting on the advisory board of a $300 million dollar company.  As an executive coach he’s coached “C” level and other high-ranking executives in a wide variety of industries including manufacturing, healthcare, advertising, energy, and more for over twenty years. As a clinical psychologist he runs a highly successful clinic in one of Detroit’s premier locations and has served at the state and national level for the field of psychology.

Steve strives to help people recognize and build on their strengths rather than focusing on their weaknesses or belaboring their past. In this way, his clients are always building better futures and breaking free from continually repeating the same old unhealthy patterns that brought them in to see him in the first place. He also works in the area of sports and performance psychology and helps athletes, executives and other high performance individuals learn to heighten their skills and maintain peak performance.

For more information, visit Steve’s website.

Contact Info for Dr. Steven Craig

Business Phone: 248-321-1259 

Web address: DrStevenCraig.com

Travels From: Detroit, MI

Books by Dr. Steven Craig

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paul heagan

Interview with Paul Heagen

President and Founder of Defining Moments Consulting

Cincinatti, OH

Listen to this interview to learn:

  • How an early start in news radio led to a career in executive coaching
  • What to do when you find yourself going too fast and fighting too many decisions
  • The similarities of a movie script to a life script
  • How having a professional code of behavior makes it easy to be consistent and credible
  • How publishing a book creates a public standard and personal challenge for congruence
Play

Expert Bio

Paul Heagen, President and Founder of Defining Moments Consulting, is an executive coach who guides executives through crucial events and phases of their business and personal lives. His belief that reputations, purpose, and even destiny are shaped by how leaders capitalize on such “defining moments” has distinguished his work for more than 30 years, with clients ranging from Disney to Cisco to Fidelity Investments.

He has been an instructor with the Cincinnati-based Goering Institute and is a high-ranked presenter at conferences and workshops on topics ranging from personal branding and the role of storytelling in propelling business growth. He is also the co-author of The Leader’s Climb: A Business Tale of Rising to the New Leadership Challenge and the author of Real Owls Don’t Bark: Commonsense Lessons of Ordinary Life.

For more information, visit Paul’s website.

Contact Info for Paul Heagan

Business Phone: 513-260-8330 

Web address: DefiningMoments.me

Travels From: Cincinatti, NY

Follow Paul: Twitter

Books by Paul Heagan

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kevin cashman

Interview with Kevin Cashman

Bestselling Author, Global CEO Coach, and Senior Partner at Korn/Ferry

Minneapolis, MN

Listen to this interview to learn:

  • The value of both outer tools (strategy, communications, teambuilding, finance,…) and inner tools (self-awareness of values, character, talents, vision,…) for great leaders
  • What it takes to transform the volitility, unpredictability, complex, and ambiguous elements to those of vision, understanding, clarity, and agility
  • How it took 9 years of research and 1 year of writing to create The Pause Principle book
  • What steps Kevin took to add a “pause environment” in his home
Play

Expert Bio

Over the past 30 years, Kevin Cashman has been involved in coaching and developing thousands of senior executives and senior teams in more than 60 countries. He is recognized as a pioneer in leadership development and executive coaching, focusing on optimizing executive, team, and organizational performance. He was recently named one of the top ten thought leaders by Leadership Excellencemagazine.

Kevin joined Korn/Ferry Leadership and Talent Consulting in 2006 via its acquisition of LeaderSource, a firm he founded and that was ranked as one of the top three in leadership development globally. Kevin is also the founder of the Executive to Leader Institute®, an interdisciplinary approach to leadership development and executive coaching, and Chief Executive Institute®, a comprehensive, integrated, globally delivered leadership development and coaching program for CEOs and CEO successors.

A frequent keynote speaker at conferences and corporate events, Kevin is a senior fellow of the Caux Roundtable, a global consortium of CEOs dedicated to enhancing principle-based leadership internationally. He is also a board member for the Center for Ethical Business Cultures fostering ethical leadership in corporations.

Kevin is the author of five books on leadership and career development, including The Pause Principle and Awakening the Leader Within. His breakout bestseller, Leadership from the Inside Out, was named the #1 bestselling business book of 2000 and one of the top twenty bestselling business books of the decade by 800-CEO-READ. He has written numerous articles and papers on leadership and career management, and has been featured in The Wall Street Journal, Chief Executive, Human Resource Executive, Fast Company, Strategy & Leadership, Oprah, CNN, National Public Radio, and other national media. Kevin was formerly the host of CareerTalk.

For more information, visit Kevin’s website.

Contact Info for Kevin Cashman

Business Phone: 612-746-5166 

Web address: LeadershipFromTheInsideOut.com

Travels From: Minneapolis, MN

Follow Kevin: Twitter

Books by Kevin Cashman

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peter bregman

Interview with Peter Bregman

Award-winning Author and CEO of Bregman Partners, Inc.

New York, NY

Listen to this interview to learn:

  • The right environment to train business leaders who must have dangerous conversations
  • What makes the “You can have it all” myth so important to burst
  • How to use 5 boxes on your daily planner to accomplish the most important objectives each year

Play

Expert Bio

Peter Bregman is the CEO of Bregman Partners, Inc., a global management consulting firm that advises CEOs and their leadership teams. He speaks, writes, and consults about how to lead and how to live.

He is the author, most recently, of 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done, which was the winner of the Gold Medal from the Axiom Business Book awards, named the best business book of the year on NPR, and selected by Publisher’s Weekly and the New York Post as a top 10 business book of the year. He is also the author of Point B: A Short Guide to Leading a Big Change and co-author of five other books. Featured on PBS, ABC and CNN, Peter is a regular contributor to Harvard Business Review, Fast Company, Forbes, National Public Radio (NPR), Psychology Today, and CNN, as well as a weekly commentator on Fox Business News.

Peter began his career teaching leadership on wilderness and mountaineering expeditions and then moved into the consulting field with the Hay Group and Accenture, before starting Bregman Partners in 1998. Peter has advised CEO and senior leaders in many of the world’s premier organizations, including Allianz, American Express, Brunswick Group, Goldman Sachs, Morgan Stanley, Deutsche Bank, JPMorgan Chase, FEI, GE Capital, Merck, Clear Channel, Nike, UNICEF, and many others.

Peter bases his work on the notion that an organization, at its core, is a platform for talent. By unleashing that talent, focusing it on business results, and aligning it with a compelling vision, both the individual and the organization thrive. Since 1989, Peter has trained and coached all levels of management and individuals to recognize their leadership, exhibit leadership behaviors, model and stimulate change, and foster their own development and growth as well as that of their teams and colleagues.

For more information, visit Peter’s website.

Contact Info for Peter Bregman

Web address: PeterBregman.com

Travels From: New York, NY

Follow Peter: Twitter

Books by Peter Bregman

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rodger dean duncan

Interview with Rodger Dean Duncan

Founder and CEO of Duncan Worldwide

Kansas City, MO

Listen to this interview to learn:

  • What newscaster Jim Lehrer taught Rodger about good interviewing
  • Why it is important to set up and maintain an environment to challenge the status quo
  • How an losing agra business turned itself around in 12 months and yielded a $252 million profit
  • Points of effective communication with a change initiative
  • The importance of being wiling to be influenced
Play

Expert Bio

After an early career as an award-winning journalist and university professor, Dr. Rodger Dean Duncan founded Duncan Worldwide in 1972 to serve the needs of organizations seeking to boost performance. His client roster ranges from American Airlines, IBM, Consolidated Edison, and Sprint, to Black & Veatch Engineering, eBay, Federal Reserve Bank, and presidential cabinet officers in two White House administrations.

A highly-sought-after speaker, trainer, and executive coach, Rodger is widely known for his expertise in the strategic management of change – for individuals as well as for organizations. He has been the keynote speaker at many industry conferences and workshops related to human performance and organizational effectiveness. In addition to his consulting practice, Rodger headed worldwide communication for Campbell Soup Company and was vice president of a global energy company.

Rodger is the author of Change-friendly Leadership: How to Transform Good Intentions into Great Performance. The Duncan Report, his Internet column on leadership and organizational effectiveness, now reaches opt-in business subscribers in over 130 countries.

For more information, visit Rodger’s website.

Contact Info for Dr. Rodger Dean Duncan

Business Phone: 816-415-1605 

Web address: DoctorDuncan.com

Travels From: Kansas City, MO

Follow Rodger: Twitter

Books by Dr. Rodger Dean Duncan

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nick sarillo

Featured Interview with Nick Sarillo

Author, Speaker, and CEO of Nick’s Pizza & Pub

Chicago, IL

Listen to this interview to learn:

  • The most important aspect of a business is not it’s product or people or process, but another “p” word
  • The importance of making your company values current and present to each employee so that employees can use values in day-to-day decision making
  • The case of the burned bottom pizza, and the broader lessons any business owner can draw from it
  • Why you need to oversee multiple health dimensions of a business for all stakeholders
  • What exceptional factors drives higher profits and lower turnover in a traditionally slim margin and low commitment business that you can model in your business

Expert Bio

Nick Sarillo is the founder and CEO of Nick’s Pizza & Pub, the sixth busiest independent pizza company in per-store sales in the United States. Founded with the purpose of providing the community with an unforgettable place where families could relax and have fun, Nick’s Pizza & Pub has margins nearly twice that of the average pizza restaurant and boasts an 80 percent employee retention rate in an industry in which the average annual turnover is over 150 percent.

A regular speaker at entrepreneurship and HR conferences, Sarillo credits his company’s success to his purpose-driven culture. Nick is also the author of A Slice of the Pie: How to Build a Big Little Business, which offers small business owners a handbook for creating a culture that will support a business through good times and bad – even in an industry where turnover is high, expectations are low, and a college degree is not required.

For more information, visit Nick’s website.

Contact Info for Nick Sarillo

Web address: NickSarillo.com

Travels From: Chicago, IL

Follow Nick: 
Twitter LinkedIn Facebook

Books by Nick Sarillo

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jeff tobe

Interview with Jeff Tobe

“The Guru of Creativity” and Primary Colorer at Coloring Outside the Lines

Trafford, PA

Listen to this interview to learn:

  • Why Jeff believes everyone is creative, not just a chosen few.
  • The question that helps a business leader shatter the limiting stereotype of how customers perceive his or her company.
  • The 2010 Gallup survey finding of only 42% of American workers engaged in their work.
  • The two key components of creativity and how to think through value delivery at every touchpoint.
Play

Expert Bio

Jeff Tobe is the Primary Colorer at Coloring Outside the Lines in Pittsburgh, PA. He believes in the power of creativity to look at business from a new perspective and teaches organizations that to grow, and increase their bottom line, they must first implement strategies that have a fresh approach.

A Certified Speaking Professional, Jeff was dubbed “The Guru of Creativity” by Insider Magazine, and readers of Convention & Meetings Magazine chose him as one of the top 15 speakers in North America. Jeff is one of the most dynamic speakers in the country as attested to by clients including the IRS, the AIA, ReMax International and Pepsi Cola International.

Jeff is the author of Coloring Outside The Lines and the co-author of the bestselling books The Sales Coach and The Communication Coach.

For more information, visit Jeff’s website.

Contact Info for Jeff Tobe

Business Phone: 412-373-6592

Web address: ColoringOutsideTheLines.com

Travels From: Pittsburgh, PA

Follow Jeff:

Twitter

Books by Jeff Tobe

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john bernard

Interview with John Bernard

Bestselling Author and Chairman, Mass Ingenuity

Wilsonville, OR

Listen to this interview to learn:

  • Why corporations hire consultants and how the best consultants serve organizations.
  • The 3 Gears of NOW Management.
  • What skews the perspective for organizational leaders.
  • The critical implications of adapting to the shift from a work culture of mass production to one of mass customization.
Play

Expert Bio

As the Founder and Chairman of the company Mass Ingenuity and principal architect of the NOW Management System, John Bernard’s passion focuses on leveraging best-practice management with social media inside an organization to engage employees, sharpen focus and accelerate execution. He has been building and reengineering organizations to enable them to aggressively grow the top and bottom line for 30 years, consulting with senior executives at all levels in high technology, health care, insurance, banking, forest products, distribution, manufacturing, and a wide range of service companies, along with many large government agencies.

John is the author of the bestselling book Business at the Speed of NOW, published in December 2011. He’s a top-rated speaker for the Conference Board and discussion leader on the Harvard Business Review blog, and his monthly newspaper column is syndicated to 41 Business Journals across the United States.

For more information, visit John’s website.

Contact Info for John Bernard

Business Phone: 503-705-6920

Web address: MassIngenuity.com

Travels From: Portland, OR

Follow John: Twitter

 

Books by John Bernard

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lenora billings-harris

Interview with Lenora Billings-Harris

Diversity Strategist, Author, and Certified Speaking Professional

Greensboro, NC

Listen to this interview to learn:

  • How to bridge gaps created by perception
  • Reminders of being your best by being who you authentically are
  • The importance of attending to your verbal and non-verbal messages and micromessages that you send
  • Examples of reaching out to emerging markets in a way that’s not (unintentionally) condescending
  • A technique for raising your awareness of what it feels like to be a minority so you can become a better leader
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Expert Bio

Lenora Billings-Harris is a diversity strategist who partners with organizations to help them make diversity a competitive advantage. She has been included as one of 100 Global Thought Leaders on Diversity and Inclusion by The Society of Human Resource Management, and was named by Diversity Woman Magazine as one of the twenty top influential diversity leaders in the US. Her award winning diversity leadership research is recognized in journals internationally. Lenora’s ability to transform multifaceted diversity and inclusion concepts into immediately applicable “how to’s” have enabled her to help Fortune 500 companies, professional associations, government agencies, and educational institutions facilitate change to attract and retain top talent, expand multicultural markets, and heighten the number of engaged employees.

Lenora is the author of The Diversity Advantage and co-author of TRAILBLAZERS: How Top Business Leaders are Accelerating Results through Inclusion and Diversity, and she is often an expert guest on TV and radio internationally. She serves on the adjunct faculty of the business schools of Averett University and the University of North Carolina-Greensboro, and leads a full service diversity consulting firm. She is a Certified Speaking Professional and has presented to audiences in over eighteen countries on six continents.

For more information, visit Lenora’s website.

Contact Info for Lenora Billings-Harris

Business Phone: 336-282-4443

Web address: www.ubuntuglobal.com

Travels From: Raleigh, NC

Follow Lenora:

Twitter

Books by Lenora Billings-Harris

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tim connor

Interview with Tim Connor

President and CEO of Connor Resource Group and Peak Performance Institute

Davidson, NC

Listen to this interview to learn:

  • The difference between a calling and a career
  • Tim’s favorite 3 questions for helping executives focus on needed change
  • Why the fear of failure is one of the most costly indulgences for business leaders
  • What is the litmus test for whether someone in business is fully engaged or not
Play

Expert Bio

Tim Connor is the President and CEO of Connor Resource Group and Peak Performance Institute. He is a full-time professional speaker, trainer, coach, consultant and bestselling author. A Certified Speaking Professional, he has given over 4000 presentations since 1973 in twenty-one countries around the world.

Each year over 85% of his presentations are return engagements for the same clients on such topics as peak performance management, effective leadership, customer focused sales strategies, personal motivation, value driven customer service and building positive business and personal relationships.

Tim is the best selling author of over 70 books, including several international bestsellers, Soft Sell (now in 21 Languages), 81 Management Challenges, Your First Year in Sales, 91 Mistakes Smart Salespeople Make, SOLD, and Above Ground.

For more information, visit Tim’s website.

Contact Info for Tim Connor

Business Phone: 704-895-1230

Web address: TimConnor.com

Travels From: Charlotte, NC

Follow Tim:

linkedin

Books by Tim Connor

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steve farber

Interview with Steve Farber

Bestselling Author and President and CEO, Extreme Leadership, Inc.

Carlsbad, CA

Listen to this interview to learn:

  • How you need to reflect on your experience and abilities to identify where you can make a valuable contribution
  • Position isn’t a requirement to express, exert, or exude leadership
  • The LEAP framework for extreme leadership
  • What makes a great leader can be cultivated
  • The mico-organizational level of leadership is where immediate changes can be noticed
  • How extreme leadership occurs in business, education, and across all industries
Play

Expert Bio

Steve Farber is the President and CEO of Extreme Leadership, Inc. and the founder of The Extreme Leadership Institute, organizations devoted to the cultivation and development of Extreme Leaders in the business community, non-profits, and education. A frequent guest on news-talk shows around the country as well as a senior-level leadership coach and consultant, Steve has worked with and spoken to a wide variety of public and private organizations in virtually every arena.

He is also the co-founder of The Center for Social Profit Leadership, a non-profit organization formed to serve the leadership development needs of social entrepreneurs, and served as Vice Chairman on the Board of Directors of the world-renowned organization Up With People, a global leadership program for students from 18 to 29 years old.

Steve’s third book, Greater Than Yourself: The Ultimate Lesson In Leadership, was a Wall Street Journal and USA Today bestseller. His second book, The Radical Edge: Stoke Your Business, Amp Your Life, and Change the World, was hailed as “a playbook for harnessing the power of the human spirit.”  And his first book, The Radical Leap: A Personal Lesson in Extreme Leadership, is already considered a classic in the leadership field. It received Fast Company magazine’s Readers’ Choice Award and was recently named one of the 100 Best Business Books of All Time. It’s newest edition, The Radical Leap Re-Energized: Doing What You Love in the Service of People Who Love What You Do, is in bookstores now.

For more information, visit Steve’s website.

Contact Info for Steve Farber

Business Phone: 760-603-8110

Web address: SteveFarber.com

Travels From: Los Angeles, CA

Follow Steve:

Twitter

Books by Steve Farber


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sybil_stershic

Interview with Sybil Stershic

President, Quality Service Marketing

Allentown, PA

Listen to this interview to learn:

  • How to recognize the ineffective lip service some managers give when what employees want is to make more significant contributions.
  • The importance of an internal marketing action plan.
  • Why the more employees know about the customer, the better they can serve them.
  • Why people leave a boss or supervisor, not a company, in general.
  • Three levels of connection to review for optimum employee engagement.
Play

Expert Bio

Sybil F. Stershic, president of Quality Service Marketing, is a marketing and organizational advisor with more than 30 years of experience helping service providers strengthen employee and customer relationships. A leading authority on engaging employees through internal marketing, she is the author of Taking Care of the People Who Matter Most: A Guide to Employee-Customer Care and the Quality Service Marketing blog.

Sybil founded Quality Service Marketing in 1988, specializing in internal marketing and communications, customer-focused training, and marketing planning. Her clients span a variety of service industries including advertising, communications, financial services, food service, government, healthcare, higher education, professional associations, and social service organizations. She also teaches marketing workshops nationwide.

Active in leadership and professional development, Sybil is a former Chairman of the American Marketing Association (AMA). In addition to her continued involvement with AMA, she serves on the Advisory Council of the Global Facilitator Service Corps and is a member of BoardSource and the International Association of Facilitators.

For more information, visit Sybil’s website.

Contact Info for Sybil Stershic

Business Phone: 610-366-8944

Web address: QualityServiceMarketing.com

Travels From: Philadelphia, PA

Follow Sybil: Twitter

Books by Sybil Stershic

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bob cooper

Interview with Bob Cooper

Founder and President of Frontier Service Design, LLC

Malvern, PA

Listen to this interview to learn:

  • Where to look to identify cutting edge business trends.
  • The significance of a freemium model for market testing.
  • Case study of a company that learned the benefit of selling ancillary products to accommodate customer space constraints.
  • The need for a safe space to explore ideas and new ways of doing business.
  • How important leadership is in supporting or diluting the success of a project.
Play

Expert Bio

Bob Cooper is the founder and President of Frontier Service Design, LLC, a consulting firm that works with corporate clients to identify, design, build and launch innovative services that create new and recurring revenue streams. With over 25 years of experience in marketing, branding, technology development, interactive media, business design and executive leadership, he has launched one of the first firms in the United States to focus exclusively on service design. In fact, this is his second time on the “frontier” of a macro trend.

He quit his full-time marketing job to start his first company – an interactive marketing company called Frontier Media Group, Inc. – at the age of 29. That company was recognized by AdWeek as one of the nation’s “Top 50 Interactive Agencies” and by Deloitte & Touche as one of the “Fast 50”, and garnered Bob recognition as “Entrepreneur of the Year” from the Philadelphia Chamber of Commerce.

Bob has also co-authored a book about Philadelphia-based entrepreneurs entitled Dream, Inc.

For more information, visit Bob’s website.

Contact Info for Bob Cooper

Business Phone: 610-407-4027

Web Address: FrontierServiceDesign.com

Travels From: Philadelphia, PA

Follow Bob: Twitter

Books by Bob Cooper

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mike_williams

Interview with Mike Williams

CEO of the David Allen Company

Ojai, CA

Listen to this interview to learn:

  • Smart steps to take when you find yourself in a situation where the rules and structures have changed (or vanished!).
  • How stretching beyond the comfort zone led to great opportunities.
  • Key points to consider as a founder transitions to a new role and brings in a CEO.
  • How the best practices of your business life can bring order and harmony to your family life, as well.
Play

Expert Bio

Mike Williams brings 22 years of diverse training, leadership, and organizational development to his role as CEO of the David Allen Company, a global leader in productivity training and consulting that provides services designed to increase performance, capacity, and aligned execution. The company counts among its clients some of the world’s most prestigious corporations, including over 40% of Fortune 100 companies.

David Allen’s methodology Getting Things Done® (GTD) provides proven techniques for gaining greater control and perspective. This pioneering and proven system has assisted millions of people worldwide and has well earned its recognition as the gold standard in personal management and productivity for many of the world’s best and brightest people and companies. Mike was a featured panelist at the 2009 inaugural Getting Things Done® conference in San Francisco. His strong enthusiasm for GTD has led him to develop a curriculum for teaching the methodology to children.

Before becoming CEO of the David Allen Company, Mike was Senior Business Leader for GE Healthcare, where he was responsible for creating and executing the strategic plan and vision of his division. He earned the GE Healthcare Hero Award for leading the team responsible for orchestrating the extremely successful integration of two service organizations with distinct corporate cultures. His team utilized GTD planning and execution models to achieve integration and realignment in 60 days.

For more information, visit Mike’s website.

Contact Info for Mike Williams

Business Telephone: 805-646-8432

Web address: DavidCo.com

Travels From: Los Angeles, CA

Follow Mike:

Twitter

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barry_moltz

Interview with Barry Moltz

Entrepreneurship Expert and Author

Chicago, IL

Listen to this interview to learn:

  • Reasons why entreprenuers are good at control
  • How one entrepreneur learned to really let her employees do their job and how it helped her business grow
  • Tips on hiring well in a small business
  • What all entrepreneurs can learn from how farmers do business (e.g.: they had multiple streams of income long before real estate investments were popular)
  • The importance of being able to operate anywhere and any when (with a nod to Chris Brogan)
Play

Expert Bio

Barry Moltz is a nationally recognized expert on entrepreneurship who has given hundreds of presentations to audiences ranging in size from 20 to 20,000.  With decades of entrepreneurial experience in his own business ventures as well as consulting countless other entrepreneurs, Barry has discovered the simple, strategic formula to get stuck business owners out of their funk and marching forward.

Barry has written four books, including BAM! Delivering Customer Service in a Self-Service World and You Need to Be A Little Crazy: The Truth about Starting and Growing Your Business, which describes the ups and downs and emotional trials of running a business and is in its fifth reprint. His most recent title, Small Town Rules: How Small Business and Big Brands can Profit in a Connected Economy, is coming out in April 2012.

A member of the Chicago Area Entrepreneurship Hall of Fame, Barry has appeared on many TV and radio programs such as The Big Idea with Donny Deutsch, MSNBC’s Your Business and NPR’s The Tavis Smiley Show.  He hosts his own radio show, Business Insanity Talk Radio, and writes regularly for the American Express Open Forum, Forbes.com and Crain’s Chicago Enterprise City.

For more information, visit Barry’s website.

Contact Info for Barry Moltz

Business Phone: 773-837-8250

Web address: BarryMoltz.com

Travels From: Chicago, IL

Follow Barry:

Twitter

 

Books by Barry Moltz

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libby gill

Featured Interview with Libby Gill

Bestselling Author, Brand Strategist, and Executive Coach

Los Angeles, CA

Listen to this interview to learn:

  • The one behavior to change that so many business people get trapped by
  • How two clients with similar backgrounds and challenges but drastically different results inspired You Unstuck
  • The differences in risk perception between business owners and business workers
  • What steps were taken to improve visibility through keynote speaking
  • The vital importance of delegating (and what idea to adopt to master this area)

Interview Insights

Click to Read the Show Notes

1:30 Gill describes her early years doing odd jobs, including being a hand model for Fancy Feast cat food, before working in the television industry.

2:17 “I want to be where the decisions are being made, where I have more control over my career.”

2:40 “In 5 years I went from being the assistant in this little PR department in this production company to being head of publicity, advertising, and promotion for 5 divisions of Sony.”

2:51 “Raise your hand and figure it out later.”

3:20 “Chaos breeds a lot of opportunity.”

3:51 Gill discusses her chaotic youth and the journey she took to regain her confidence.

4:29 “Who we are is still inside, and if we can stay in touch with that, and kind of fan that little flame, then we get back to who we really are.”

4:57 Gill recounts how she started her own business, and how she picked up on how some people were ready to grow their business and embrace change, and others just weren’t there yet.

6:12 “I wrote You Unstuck to look at all the ways I had worked with clients with clients and all the things that I had observed that helped people accelerate change.”

7:21 How being a health columnist led to Gill developing a fascination with human psychology.

8:34 “In the entrepreneurial world, not only are you in charge of fixing the copy maker or whatever else comes up in your day, but your pipeline, and your payroll, and your cash flow are dumped at your doorstep.”

9:25 “You better pick up the phone and start calling people and prospecting and figuring out how to get the greatest value to your clients or your business will soon be gone.”

10:40 “How much time do you market vs. how much time do you service your clients?”

11:10 “When you have the luxury and the freedom to pick the projects and the people that you work with and you get to work with the good guys of the world, it’s quite thrilling.”

12:03 How working in television taught Gill to work fast and think fast and how to thrive on pressure.

13:27 [On why so few people take strides to hold themselves accountable] – It’s common sense, but it’s just not common practice.”

15:11 “How do you add that leverage? How do you add a layer that you’ve never done before, whether it’s putting yourself on the line, bringing an accountability partner, a coach, someone into the mix, adding systems…”

16:15 “I’ll often back into a deadline. I’ll commit to something without really having it quite together yet but knowing if I commit to doing this thing, this project in 6 weeks, 2 months, or a year from now, I’m going to get there.”

16:49 The importance of adding short deadlines for productivity.

17:34 “We all get stuck in something at one time or another.”

17:43 “If you’re not stuck at some point, you’re not taking enough risks, you’re not challenging yourself at a high enough level.”

18:55 “While it’s much easier to solve other people’s business problems or branding dilemmas, it can be very hard to look at yourself at a level of objectivity and scrutiny that you need the outside world to give you.”

19:20 “Honesty with affection and well-meaning behind it is really a wonderful thing.”

20:22 [Paraphrasing Gloria Steinham] – “The truth will set you free, but first it will piss you off.”

21:17 “We need to find ways to make our message sing, to make our websites jump off the page. In a world where we’ve got four seconds to capture somebody’s attention, how do we do that?”

23:14 Gill explains why you don’t have to do everything yourself.

24:26 Why you should frequently ask yourself the question, what am i doing that somebody else could be doing?

25:04 Why delegating is essential to keep yourself from stifling your own growth.

26:22 How to use think-time to recharge.

27:25 Where entrepreneurs most need the help and the push.

28:32 How Gill was incremental in Dr. Phil’s rise to fame.

29:05 “Don’t undervalue yourself, and articulate the expertise that you bring and own that expertise.”

30:22 Capture the Mindshare

Expert Bio

Libby Gill is an internationally respected executive coach, brand strategist and bestselling author whose clients include Nike, Disney-ABC, Comcast, and many other Fortune 500 companies. An entertainment industry veteran, Libby spent fifteen years heading public relations and corporate communications as senior vice president at Universal Studios; and vice president at Sony Pictures Entertainment and Turner Broadcasting. She was also the PR/branding brain behind the launch of the Dr. Phil Show.

Libby’s new bestseller, YOU UNSTUCK: Mastering the New Rules of Risk-taking in Work and Life, recently won an Independent Publishers Award. She has shared her success strategies with the Today Show, CNN, NPR, the New York Times, the Wall Street Journal, and many more.

For more information, visit Libby’s website.

Contact Info for Libby Gill

Business Phone: 310-215-0222

Web address: LibbyGill.com

Travels From: Los Angeles, CA

Follow Libby:Twitter

 

Books by Libby Gill

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roberta matuson

Interview with Roberta Matuson

Internationally Recognized Workforce Expert and President of Human Resource Solutions

Northampton, MA

Listen to this interview to learn:

  • How living on her own without any “safety net” sparked the success imperative
  • What companies need to be thinking about as the economy improves in terms of hiring and retention
  • What leaders have been doing to do more with fewer resources
  • Why it is critical to get to the true source of employee dissatisfaction and how to approach the solution
Play

Expert Bio

Roberta Matuson is the President of Human Resource Solutions and for over 25 years has worked with many world-class organizations, including Best Buy and New Balance, as well as high growth companies, federal government agencies, associations, and individuals. In recognition for her accomplishments in client results, professional contributions and intellectual property, Roberta was recently inducted into the prestigious Million Dollar Consultant® Hall of Fame. She is one of a handful of international consultants to receive this honor.

Roberta is the author of the highly-acclaimed book Suddenly In Charge: Managing Up, Managing Down, Succeeding All Around. She is a prolific writer who has published more than 300 articles worldwide and is frequently quoted in the New York Times, Boston Globe, Inc.com, and CNBC.com. She is a regular contributor to Monster, BNET, Pink Magazine, Yahoo! HotJobs and Careerbuilder.com and is one of the top expert bloggers for Fast Company. Roberta has often appeared on television on programs such as CBS’s The Early Show and Fox’s The O’Reilly Factor and Fox Business News. An engaging speaker, Roberta is also sought after by companies and organizations looking to inspire people into action.

For more information, visit Roberta’s website.

Contact Info for Roberta Matuson

Business Telephone: 413-582-1840 or 617-566-8978

Web address: YourHRExperts.com

Travels From: Boston, MA

Follow Roberta: Twitter

Books by Roberta Matuson

 

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dan_mcdade

Interview with Dan McDade

President and CEO, PointClear

Norcross, GA

Listen to this interview to learn:

  • The characteristics of a complex sale and how it must be treated differently.
  • Common mistakes companies make with misunderstanding lifetime customer value,  cost per lead, and making accurate sales forecasts.
  • The value of being persistent and how it lead to a $1 billion dollar sale for one of PointClear’s clients.
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Expert Bio

Dan McDade founded PointClear in 1997 with the mission to be the first and best company providing prospect development services to business-to-business companies with complex sales processes. He has been instrumental in developing the innovative strategies that drive revenue for PointClear clients nationwide.

In addition to serving as president and CEO of PointClear, Dan is the author of The Truth About Leads, an insightful book that sheds light on the little-known secrets that help focus B2B lead-generation efforts, align sales and marketing organizations and drive revenue. The book was published in early 2011.

The Sales Lead Management Association named Dan one of the 50 most influential people in sales lead management in 2009, 2010 and 2011. Dan is also the author of ViewPoint | The Truth About Lead Generation, a blog exploring issues related to B2B sales, marketing and lead generation.

For more information, visit Dan’s website.

Contact Info for Dan McDade

Business Phone: 678-533-2700 or 877-582-9909 (toll free)

Web address: PointClear.com

Travels From: Atlanta, GA

Follow Dan:Twitter

 

Books by Dan McDade

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scott klososky

Interview with Scott Klososky

Author, Social Technology Expert, and Founder of Alkami Technology

Detroit, MI

Listen to this interview to learn:

  • How a dyslexic boss showed how to find a willing market and build a business from the ground up
  • What it took to sell to larger companies as a startup
  • Mistakes made and lessons learned from overly ambitious business expansion
  • What CEOs need to know now about leadership skills in the age of digital marketing and social media
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Expert Bio

Scott Klososky, a former CEO of three successful startup companies, currently serves as founder and Chairman of the Board of Alkami Technology, which focuses on providing online account management solutions to the financial services industry. Scott also works with senior executives in organizations ranging from Fortune 500 corporations to universities and nonprofits, including Cisco, Ebay, Volvo, and the American Payroll Association. He helps his clients integrate social technologies into their strategic direction as well as improve their utilization of technology as a tool.

Scott is the author of three books: The Velocity Manifesto: Harnessing Technology, Vision and Culture to Future Proof Your Organization, Enterprise Social Technologies: Helping Organizations Harness the Power of Social Media, Social Networking, Social Relevancy, and Managing with Social Technology, a McGraw Hill Brief Case Series Book that is targeted specifically at giving managers a roadmap for implementing and using social tools in order to improve productivity and results.

For more information, visit Scott’s website.

Contact Info for Scott Klososky

Business Phone: 405-359-3910

Web address: http://www.fpov.com/scott-speaks/

Travels From: Detroit, MI

Follow Scott:

Twitter

Books by Scott Klososky

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Featured Interview with Erika Andersen

Business Thinker, Speaker, and Author

New York, NY

Erika Andersen talks to Bill Ringle on My Quest for the Best about leadership, strategic planning, and why it’s never ok to tell other people to do the things that you, yourself, are not doing.

Listen to this interview to learn:

  • Why being a novice is so important for business leaders.
  • How executives have started to put resources behind developing their own leaders and managers to succeed at a higher level.
  • Why it’s important for learning to be sweet
  • What key inflection points made the biggest difference in growing Proteus in the last 10 years.
  • Six characteristics and skill sets of effective leaders.

Interview Insights

Click to Read the Show Notes

1:47 How Andersen’s work with Tim Galway in the 80s started her on her chosen career path.

2:10 “I really loved the whole focus on how organizations learn and don’t and how individuals learn and don’t.”

3:08 “I began Proteus in 1990 and it was really, from the beginning, the focus was helping our clients, both organizations and individuals clarify and work towards their hope for a future.”

4:35 [On her second book, Being Strategic] – “There really isn’t even a common definition about what it means to be strategic.”

4:50 [Definition of being strategic] – “Consistently making those core directional choices that will best move you towards your hope for a future. And that implies knowing what that hope for a future is.”

5:14 “If you don’t know where you’re trying to go, either individually or organizationally, and have some pretty clear stakes in the ground about what success will look like, and you don’t know where you’re starting from, you don’t have an accurate sense of your beginning point, then how can you make those core directional choices?”

6:13 “You need to know where you’re starting from, you need to know where you’re gonna get to, you need to be able to make those core statements of intention, which is what strategy is, and then consistency is filling them in with tactics.”

6:46 [Ideal Clients] – “Ideal clientness, in our mind, really has to do with openness. If someone is really open to new ways of operating, new ways of thinking about their situation, new skills, new techniques, new models…if someone is open, it makes it a 150M times easier to work with them.”

7:10 “Our ideal client is curious, honestly.”

8:07 “Even though our mission is very clear in helping people move toward their hope for a future, we have three practice areas where we work to do that.”

8:37 [On strengthening leaders] – “Even if you’re clear about your hope for a future, if you don’t have good, authentic leaders who can help you move in that direction, it’s probably not going to happen.”

9:10 What it means to have be at an inflection point.

10:04 “A lot of what I personally do is in that vision and strategy area.”

10:32 The story of how Andersen helped a media company be more mindful about their upcoming future.

12:09 “Quite often, in my experience, strategic planning is not satisfying. It is too abstract, too theoretical – people don’t often leave with a map, they leave with this huge binder that doesn’t really direct their actions.”

13:32 [On helping people open up to change] – “If it seems like there’s going to be a high degree of skepticism, we make sure to talk to people beforehand and explain the process to them, and, in some cases, show them.”

14:45 [On the benefits of making it fun] – “I’ve always felt as though when people feel powerful and engaged and ‘this is my thing,’ then they can learn. Learning doesn’t happen unless people feel like their having a good time.”

15:59 “The learning arises from inside the learner, and should be drawn out.”

17:06 “People are more interested in doing vision and strategy work than they were 3 or 4 years ago.”

17:27 “Senior executives are more cognizant of the fact that what helped them get through, and is still helping them get through, tough times is having great people who are really skilled, and smart, and productive, and committed to the enterprise.”

18:55 “My belief is that we are wired as human beings to look for certain characteristics in leaders.”

20:11 “I think whatever the circumstance, whatever the culture, people continue to look for these certain elements in people that they will allow to lead them.”

20:57 The six characteristics and skill sets of effective leaders.

23:07 [Definition of politics] – “The web and influence of power through which you need to navigate to reach your goals.”

23:24 [Politics in the workplace] – “To figure out in the organization who are your allies, who are your adversaries, and who are your fence sitters.”

25:05 The path that Proteus has taken to be successful and some important milestones along the way.

25:40 “It really shifts things when you have a book published. When it does well and it gets reviewed well and it gets published by a major publisher that really shifts the landscape and people really see you differently.”

26:50 [On tenability within Proteus] – “What an important thing it is for you to choose well and make certain that you’re well suited to your business partner.”

27:50 “We are really rigorous about practice what we preach.”

29:36 [The story of Mahatma Gandhi and the boy who ate too much sugar] – “It’s not ok to tell other people to do the things that you yourself are not doing.”

Expert Bio

Since 1980, Erika Andersen has developed a reputation for creating approaches to learning and business-building that are uniquely tailored to her clients’ challenges, goals, and culture. She and her colleagues at Proteus International, Inc. offer practical methods and skills for individuals, teams, and companies to clarify and then achieve their hoped-for-future.

Much of her recent work has focused on organizational visioning and strategy, executive coaching, and management and leadership development. In these capacities she has served as consultant and advisor to the CEOs and top executives of a number of corporations, including MTV Networks, Rockwell Automation, Turner Broadcasting, GE, TJX, NBC Universal, Union Square Hospitality Group, and Cablevision Corporation.

She has been invited to share her insights about managing people and creating successful businesses by speaking to corporations, non-profit groups and national associations. Her books and learning guides have been translated into several languages, and she has been quoted in a variety of national publications, including Glamour, Fortune, and The New York Times. She is the author of Growing Great Employees: Turning Ordinary People into Extraordinary Performers and Being Strategic: Plan for Success; Outthink Your Competitors; Stay Ahead of Change, as well as the author and host of Being Strategic with Erika Andersen on Public Television.

For more information, visit Erika’s website.

Contact Info for Erika Andersen

Business Phone: 212-830-9870

Web address: ErikaAndersen.com

Travels From: New York, NY

Follow Erika:

Twitter

Books by Erika Andersen

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carol_sanford

Interview with Carol Sanford

Author, Speaker, and Consultant

Seattle, WA

Listen to this interview to learn:

  • How an early mentor introduced Carol to people, organizations, and systems that have nurtured a 30-year work plan.
  • The most important thing for a company that is embracing sustainability to keep in mind.
  • A reality about different ends of the organizational hierarchy that all businesses should understand.
  • What Internet transparancy is doing to shape how leaders communicate.
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Expert Bio

Carol Sanford is on a mission to create a better world, and she believes that business can and will play a major role in accomplishing that. Central to Carol’s philosophy and approach is a fresh look at what makes an organization truly responsible. To that end, she has been leading major consulting change efforts in both Fortune 500 and new-economy businesses for more than 30 years. Her client list includes long-term relationships with Colgate and DuPont. She also works with new-economy companies like Intel, Agilent and leaders of corporate responsibility such as Seventh Generation.

Carol has published dozens of works in ten languages, including a series of articles in Executive Excellence, Stephen Covey’s newsletter, and At Work, a Berrett-Koehler Journal. She is the author of The Responsible Business: Reimagining Sustainability and Success.

Carol is also a judge and mentor for University of Washington Global Business Center Social Entrepreneur Competition, Seattle.

For more information, visit Carol’s website.

Contact Info for Carol Sanford

Web address: CarolSanford.com

Travels From: Seattle, WA

Follow Carol: Twitter

Books by Carol Sanford

 

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matthew may

Interview with Matthew May

Founder, Shibumi Creative Works; Innovation Consultant; Speaker; Bestselling Author

Los Angeles, CA

Listen to this interview to learn:

  • How Matt’s career took off with the publication of his book.
  • How the refinement of a loom design factors into Toyota’s heritage and culture.
  • What shibumi means for business leaders.
  • How to combat crippling complexity in organizations.
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Expert Bio

Matthew E. May is an internationally recognized author, speaker and coach on creativity, innovation and design strategy. In 2011, he launched Shibumi Creative Works, an innovation consultancy dedicated to improving human creative capital in business, work and life.

A popular speaker and confidential adviser, Matt lectures each year to corporations, governments, and universities around the world, as well as facilitates creative teams and coaches senior leaders in companies of all sizes. He spent nearly a decade as a close adviser to Toyota and is a master kaizen coach. His articles have appeared in national publications such as USAToday, Design Mind, and MIT/Sloan Management Review. He has been featured and quoted in The Wall Street Journal, the New Yorker , and on National Public Radio.

Matt is the author of three bestselling, award-winning books: The Shibumi Strategy: A Powerful Way to Create Meaningful Change; In Pursuit of Elegance: Why the Best Ideas Have Something Missing, named to the BusinessWeek 2009 Best Business Books list in the Design/Innovation category; and The Elegant Solution: Toyota’s Formula for Mastering Innovation, which won the Shingo Research Prize for Excellence and was selected as one of 800CEORead’s “Best Business Books of 2006.”

For more information, visit Matt’s website.

Contact Info for Matthew E. May

Business Phone: 805-230-2908

Web address: MatthewEMay.com

Travels From: Los Angeles, CA

Follow Matthew: Twitter

Books by Matthew E. May

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lee colan

Interview with Lee Colan

Bestselling Author and President of The L Group, Inc.

Plano, TX

Listen to this interview to learn:

  • About making the leap from a corporate OD/HR position to self-employment<
  • How important it is to get the franchise prototype right before scaling a business
  • How to stay clear on what’s important vs. what’s urgent
  • About avoiding the insidious trap as a leader of “Oh, I can do it quicker myself.”
  • How an energy company grew from 23 people to Fortune 500 status in less than a decade
  • The most important aspect of a leader that must be shared in order for a company to grow
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Expert Bio

Lee J. Colan, Ph.D. is President of The L Group, Inc., a Dallas, Texas-based consulting firm. He is a high-energy, expert leadership advisor who has built a track record of successfully managing the challenges of rapid organizational change. Many companies have experienced the positive impact of Lee’s practical approach, including FedEx, the American Heart Association, and Texas Instruments.

Lee has authored 10 rapid-read books, including the bestseller Sticking to It: The Art of Adherence, which illuminates how the highest-achieving people and teams sharpen their focus, build their competence, and ignite their passion through adherence. He has also created or co-created over 200 products that elevate leaders at every level. Lee’s e-newsletter, The LETTER, and his popular column, Leadership Insights (check your local City Business Journal), reach tens of thousands of readers weekly. Additionally, Lee’s articles and practical advice have appeared in a wide variety of print and electronic outlets, and he delievers turbo-charged presentations and workshops to a broad range of audiences.

For more information, visit Lee’s website.

Contact Info for Lee J. Colan

Business Phone: 972-250-9989

Web address: TheLGroup.com

Travels From: Dallas, TX

Follow Lee:Twitter

 

Books by Lee J. Colan

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kit grant

Interview with Kit Grant

Author and Award-Winning Certified Speaking Professional

Calgary, Canada

Listen to this interview to learn:

  • The primary reasons that keep people from taking responsibility
  • How every choice has a consequence
  • What it means when everyone on a team is engaged personally in the mission
  • The importance of the leader setting the tone for the team or business
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Expert Bio

Kit Grant is a Certified Speaking Professional and Certified Sales Professional who specializes in pushing people outside their comfort zones to get better results. He has owned and operated his own business for more than 35 years and has delivered more than 2,900 presentations in 15 countries on 4 continents.

In 2000, Kit was inducted into the Speaking Hall of Fame, and in 2001 and 2002 Kit served as the World President of the Global Speakers Federation. In 2005 he received the International Ambassador Award for service to the global speaking industry. He is the author of the ebook Customer Service, Who Really Cares and the creator of several online courses and DVD Programs.

For more information, visit Kit’s website.

Contact Info for Kit Grant

Web address: KitGrant.com

Travels From: Calgary, Canada

Follow Kit:

Twitter

 

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gary bradt

Interview with Gary Bradt

Author, Speaker, and President of Bradt Leadership, Inc.

Greensboro, NC

Listen to this interview to learn:

  • How to turn a love of working with people into a career
  • What to listen for when your customer has critical feedback and important details to pick up
  • Why your goals must be important enough to pursue, and to be aware of your motivations
  • How telling the truth is a vital leadership practice
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Expert Bio

Dr. Gary Bradt, the President of Bradt Leadership, Inc., is an author, clinical psychologist, leadership consultant, C-Suite executive coach, and speaker on the topic of adapting to and leading through change. His mantra – adapt and ignite! – is a rallying cry for success in these tumultuous times. As an executive coach and speaker, he has worked with companies like IBM, American Express, and eBay. In 2000, Dr. Spencer Johnson, the renowned author of Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life, chose Gary as the leading speaker on the message of that blockbuster bestselling book.

Gary himself is the author of The Ring in the Rubble: Dig Through Change and Find Your Next Golden Opportunity. He is also the recipient of the “Excellence in Professional Psychology” award from Hahnemann University and Hospital in Philadelphia.

For more information, visit Gary’s website.

Contact Info for Dr. Gary Bradt

Business Phone: 336.617.3721

Web address: GaryBradt.com

Travels From: Greensboro, NC

Follow Gary:

Twitter

Books by Dr. Gary Bradt

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charles jacobs

Interview with Charles Jacobs

Founder and Managing Partner, 180 Partners

Boston, MA

Listen to this interview to learn:

  • Surprising details on how our minds work.
  • The myth of economic maximizing rules.
  • How asking questions proved key at DEC and can help your team, too.
  • What motivates people to contribute even more than money.
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Expert Bio

Charles S. Jacobs is founder and managing partner of 180 Partners, and the author of Management Rewired: Why Feedback Doesn’t Work and Other Surprising Lessons from the Latest Brain Science. For over two decades, he has helped the leadership of corporations around the world improve the performance of their businesses. He numbers among his clients fifty of the Fortune 100, and has worked in Europe, Asia, South America, and the U.S.

His unique approach enables managers to use our new understanding of the brain to comprehensively rethink their businesses, creating more robust competitive strategies and the performance-oriented organizations needed to implement them. His work provides the key to overcome the number one obstacle to meaningful improvement in business performance—the rapid and effective management of change.

His writing has appeared in numerous business publications and he is sought after for print and broadcast interviews. His seminars and speeches offer an overview of the stunning discoveries of brain science and the direct, practical application of those discoveries to management.

For more information, visit Charles’ website.

Contact Info for Charles Jacobs

Business Phone: 617-217-2898

Web address: 180Partners.com

Web address: ManagementRewired.com

Travels From: Boston, MA

Follow Charles: Twitter

Books by Charles Jacobs

 

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dianna booher

Interview with Dianna Booher

Author, Award-winning Speaker, and CEO of Booher Consultants

Colleyville, TX

Listen to this interview to learn:

  • How a Fortune 100 corportation helped launch her business.
  • Mistakes to avoid when running a business meeting.
  • What makes communication more powerful than simply sharing information.
  • The relationship between how you deliver the message and the impact it has on your audience.
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Expert Bio

Dianna Booher founded Booher Consultants in 1980 to lead organizations to increase their productivity through effective communication. Since then, Dianna and her trainers have taken her communication principles and techniques to hundreds of organizations on six continents, including IBM, PepsiCo, Verizon, and the U.S. Senate.

Dianna herself has received the highest awards in the professional speaking industry, including induction into the CPAE Speaker Hall of Fame. Additionally, Successful Meetings magazine named Dianna on its list of 21 Top Speakers for the 21st Century.

Dianna is the author of 45 books, published in 23 countries and 16 languages. Her latest title is Creating Personal Presence: Look, Talk, Think, and Act Like a Leader. Executive Excellence Publishing named her as one of the “Top 100 Thought Leaders” and one of the “Top 100 Minds on Personal Development.” She has been interviewed by Good Morning America, National Public Radio, and Entrepreneur, among many other national radio programs, TV programs, and newspapers.

For more information, visit Dianna’s website.

Contact Info for Dianna Booher

Business Phone: 817-318-6000

Web Address: Booher.com

Travels From: Dallas/Fort Worth, TX

Follow Dianna: Twitter

Books by Dianna Booher


 

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richard hadden

Interview with Richard Hadden

Leadership Speaker, Author, and Consultant

Jacksonville, FL

Listen to this interview to learn:

  • About the fundamentals of leadership and good customer service.
  • How diversification and targeting leads your business to greater success.
  • The importance of meaning and mentorship to employee retention.
Play

Expert Bio

Richard Hadden is a Certified Speaking Professional who focuses on employee relations and creating a great place to work. Over the course of his career, he has served as Director of Product Development at a software company; started his own software consulting business; and taught software design, principles of management, and international economics at Jacksonville University. He began working as a trainer and consultant to corporations in 1991. Since then he has delivered keynote presentations and training programs for more than 800 audiences on five continents.

Richard is co-author of the “Contented Cows” leadership book series, which includes Contented Cows Give Better Milk, Contented Cows MOOve Faster, and the new Rebooting Leadership.

For more information, visit Richard’s website.

Contact Info for Richard Hadden

Business Phone: 904.720.0870 or 800.940.7006 (toll free)

Web address: ContentedCows.com

Travels From: Jacksonville, FL

Follow Richard: Twitter

Books by Richard Hadden

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sally helgesen

Interview with Sally Helgesen

Internationally Acclaimed Speaker, Leadership Consultant, and Bestselling Author

Chatham, NY

Listen to this interview to learn:

  • How senior leaders are looking to use women’s leadership more strategically.
  • How technology allows customers and prospective employees to evaluate the opportunities for doing business with your organization.
  • What a leading Scandinavian law firm changed in their business to allow people to make a greater contribution.
  • The connection between diversity, openness to change, extraordinary customer experience, and the future of business.
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Expert Bio

Sally Helgesen is an internationally acclaimed author, speaker, and consultant, and one of the world’s brand-name experts on women’s leadership.  Her most recent book, The Female Vision: Women’s Real Power at Work, explores how women’s insights can transform organizations. She is also author of the best-selling The Female Advantage: Women’s Ways of Leadership, hailed as “the classic work” on women’s leadership style, translated into 11 languages, and continually in print for over twenty years. An earlier book, The Web of Inclusion: A New Architecture for Building Great Organizations, was cited in The Wall Street Journal as one of the best books on leadership of all time.

Sally develops and delivers leadership programs for corporations, partnership firms, universities and non-profits around the globe. Clients have included Microsoft, IBM, Johnson & Johnson, Prudential, KPMG, The World Bank, The United Way, the Council of Independent Colleges, West Point USMA, The Office of Public Management UK; The Global Forum on Women, Society and the Economy, Paris; The Center for Distributed Education, Oslo; and ING Amsterdam.

Sally has consulted with the United Nations Development Program on building more inclusive country offices and on strengthening women’s programs in Africa and Asia. She has led seminars at the Harvard Graduate School of Education and Smith College, and been visiting scholar at Northwestern University and the Lauriston Institute in Melbourne Australia. She is a contributing editor to the magazine strategy+business, and a member of the International Women’s Forum and Executive Networks. Articles about her work have been featured in Fortune, The New York Times, Fast Company, and Business Week. She contributes a weekly blog at Forbes.com.

For more information, visit Sally’s website.

Contact Info for Sally Helgesen

Web address: SallyHelgesen.com

Travels From: New York, NY

Follow Sally: Twitter

Books by Sally Helgesen

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