App Store

Google Play

SE - Details page - Device banner - 894x1036

Kliv in i en oändlig värld av stories

Lyssna när som helst, var som helst

Dave Stachowiak

Leaders aren’t born, they’re made. This Monday show helps you discover leadership wisdom through insightful conversations. Independently produced weekly since 2011, Dr. Dave Stachowiak brings perspective from a thriving, global leadership academy, plus more than 15 years of leadership at Dale Carnegie. Bestselling authors, expert researchers, deep conversation, and regular dialogue with listeners have attracted 40 million downloads and over 250K followers on Spotify and Apple Podcasts. Activate your FREE membership to access the entire leadership and management library at CoachingforLeaders.com

Coaching for Leaders

David Marquet: Turn the Ship Around!
David Marquet, author of Turn the Ship Around!: A True Story of Turning Followers into Leaders*, is the former captain of the USS Santa Fe. Under his leadership, the Santa Fe moved from being the worst performing ship in the Navy to the best. David teaches us what his officers and him did to make this happen -- and how to turn followers into leaders.
Quotes
Good leaders give good orders, but great leaders don’t give any orders because they’ve built a team that doesn’t need to be told what to do.
—David Marquet

Too many times leaders think the problem is “out there,” but the real problem is in their own head.
—David Marquet

You only need to do one thing to engage employees: give them decision-making authority.
—David Marquet

By treating people like leaders, you build more leaders.
—David Marquet

The concept is act your way into new thinking, not think your way into new actions.
—David Marquet
Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

241: The Way to Turn Followers Into Leaders, with David Marquet

Jacqueline Farrington: The Non-Obvious Guide to Better Presentations
Jacqueline Farrington has over 20 years experience as a change maker, empowering leaders and their teams to spark transformation and innovation through communications. Known for her direct, yet supportive and science-backed approach, Jacqueline works with senior and board-level leaders as the founder and president of Farrington Partners. She blends her experience in the performing arts, vocal pedagogy, communications, psychology, and organizational and executive coaching to help her clients find unique communication solutions.

Her clients include multinationals such as Amazon and Microsoft, as well as startups and nonprofits. She proudly served for many years as TEDxSeattle’s Senior Speaker Coach, where she sourced, vetted, and prepared speakers for yearly sold-out audiences. She was thrilled to see several speakers from that event move on to the global TED stage. In addition to teaching at Yale, she has lectured and taught at the London Business School, Rutgers University, and Imperial College. Jacqueline in the author of The Non-Obvious Guide to Better Presentations: How to Present Like a Pro (Virtually or in Person)*.

We all know we should practice before a big presentation, but how you practice makes a big difference on whether you just feel more prepared…or actually are. In this episode, Jacqueline and I explore how to rehearse so you perform better.
Key Points

 A presentation is a performance. Just like any performance, how you rehearse is critical for your success.
 Great presenters look relaxed and natural and unrehearsed because they have practiced over and over again.
 Internalizing your talk is like driving home. You know the route so well, you can take any turn you want and still arrive at the same house.
 Use a memory palace to recall point during your presentation. This also provides and easy path to adjust timing and content when changes inevitably come.
 Create controlled stress for yourself during rehearsals. This surfaces where to get better and also helps you respond more effectively when actual stresses come up when presenting.
 Review your work objectively to decide how to improve your message. It’s helpful to think about watching a recording of someone else so that you can better surface what to change.

Resources Mentioned

 The Non-Obvious Guide to Better Presentations: How to Present Like a Pro (Virtually or in Person)* by Jacqueline Farrington

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

 How to Engage With Humor, with David Nihill (episode 245)
 The Way to Influence Executives, with Nancy Duarte (episode 450)
 The Way to Make Sense to Others, with Tom Henschel (episode 518)
 3 Better Ways to Start a Presentation (Dave’s Journal)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

645: How to Rehearse Before a Presentation, with Jacqueline Farrington

Steven Rogelberg: Glad We Met
Steven Rogelberg is an organizational psychologist, holding the title of Chancellor’s Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher and recipient of the Humboldt Award for his research on meetings. He is the author of Glad We Met: The Art and Science of 1:1 Meetings*.

Many us appreciate the value of 1:1 meetings with employees. For a lot of managers, it’s one of their biggest time commitments. And yet, nobody ever taught us how to do it. In this conversation, Steven and I discuss how to actually structure an effective 1:1.
Key Points

 First and foremost, a 1:1 meeting is for the direct report.
 A set schedule for 1:1’s with your team reduces bias by ensuring you connect with everyone, consistently.
 A loose framework is better than a lock-step agenda. Two approaches help: the manager proposing a core question or listing out topics that the direct report brings.
 Avoid status update meetings by articulating the purpose of 1:1’s and dedicating agenda time (or future meetings) to bigger picture topics.
 Skip-level 1:1’s are valuable for both employees and senior leaders. Avoid undermining another leader by approaching the meeting with the mindset to support the employee, rather than making decisions.

Resources Mentioned

 Glad We Met: The Art and Science of 1:1 Meetings* by Steven Rogelberg

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

 How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358)
 Moving Towards Meetings of Significance, with Seth Godin (episode 632)
 Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

698: How to Structure 1:1 Meetings, with Steven Rogelberg

Anne Chow: Lead Bigger
Anne Chow was the CEO of AT&T Business and the first woman of color CEO in AT&T’s 140+ year history, responsible for leading a $35B global operating unit of over 35,000 people. She was named to Fortune’s Most Powerful Women in Business twice and today serves on a number of boards, including FranklinCovey, 3M, and CSX. She is the author of Lead Bigger: The Transformative Power of Inclusion.

We all know the importance of values, but it’s often hard to know where to begin when clarifying them with a team. In this conversation, Anne and I explore how to align on values that support a great culture and move towards a vision.
Key Points

 Values and ideologies are distinct. Leading bigger means honoring diverse ideologies while aligning on core values.
 Bigger leaders have the courage to admit and cite situations where they fall short.
 When asking people to craft values, invite them to start by individually considering their personal values.
 When discussing values as a group, highlight both the common agreements and also the outlying ideas.
 Leaders must ultimately decide which values best embody the culture and vision of their organization.
 Bring in different stakeholders to do a gut check on whether the values are legitimate.
 Measure behaviors against values and review and update values and metrics regularly.

Resources Mentioned

 Lead Bigger: The Transformative Power of Inclusion by Anne Chow

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

 How to Create Team Guidelines, with Susan Gerke (episode 192)
 How to Discover What Others Value, with Joe Hart (episode 616)
 How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

712: Clarifying Values for a Workplace People Love, with Anne Chow

Jennifer Garvey Berger: Changing on the Job
Jennifer Garvey Berger is cofounder and CEO of Cultivating Leadership, a consultancy that serves executives and teams in the private, non-profit, and government sectors. Her clients include Google, Microsoft, Novartis, Wikipedia, and Oxfam International. She is the author of four leadership books, including now in it’s second edition, Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World*.

We often think about feedback as something we give to someone else. What if, in addition to that, feedback is an opportunity for both parties to learn and grow? In this conversation, Jennifer and I explore how this can open a door to some of the best leadership work we do.
Key Points

 If we view feedback as only giving our truth to someone else, we’ve missed a huge opportunity for growth.
 Start by separating what happened from the interpretation of what happened.
 Get curious about your own response: what made you react so strongly?
 Talk it out. You have to welcome someone else into your thinking if you’re going to really learn.
 Invite in how the other person sees the situation. Consider saying, “I’m really interested in what this looked like from your perspective.”
 The process of unwinding what you hear is the good work of leadership and some the best work you can do.
 Build a solution together.

Resources Mentioned

 Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World* by Jennifer Garvey Berger

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

 Essentials of Adult Development, with Mindy Danna (episode 273)
 How to Give Feedback, with Russ Laraway (episode 583)
 How to Lead Better Through Complexity, with Jennifer Garvey Berger (episode 613)

Production Credit
Coaching for Leaders is edited by Andrew Kroeger. Production support is provided by Sierra Priest.
Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

713: How to Grow From Feedback, with Jennifer Garvey Berger

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

 Josh asked about helpful practices for setting chat groups in the workplace, especially for remote workers.
 Lily was curious about the best way to structure a first session of a new innovation group and also how to help people engage.
 Nicole wondered how she might navigate a situation with a particular donor who is asking for more support than is typical.

Resources Mentioned

 The Art of Gathering: How We Meet and Why It Matters* by Priya Parker
 The Five Dysfunctions of a Team: A Leadership Fable* by Patrick Lencioni
 Sunrise, Sunset from Fiddler on the Roof

Related Episodes

 How to Create Meaningful Gatherings, with Priya Parker (episode 395)
 Transitioning to Remote Leadership, with Tammy Bjelland (episode 509)
 Transcend Leadership Struggles Through Your Strengths, with Lisa Cummings (episode 692)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

714: Team Collaboration and Communication, with Bonni Stachowiak

Sunita Sah: Defy
Sunita Sah is an award-winning professor at Cornell University and an expert in organizational psychology, leading groundbreaking research on influence, authority, compliance, and defiance. A trained physician, her research and analyses have been widely published in leading academic journals and media entities including The New York Times, Los Angeles Times, Harvard Business Review, and Scientific American. She is the author of Defy: The Power of No in a World That Demands Yes*.

We often think of defiance as a snap judgement. Yet, it’s so much more nuanced and purposeful than it often appears. In this conversation, Sunita and I explore the common patterns of defiance and how we can all do a better job of standing up for ourselves.
Key Points

 We follow bad advice – even when we know it is obviously bad – to avoid appearing unhelpful.
 Defiance means acting in accordance with your true values when there is pressure to do otherwise.
 True defiance is not a snap judgement; it’s a process.
 Acts of defiance are preceded by many moments of conscious compliance, when defiance is deferred.
 Five stages of defiance often emerge: (1) Tension, (2) Acknowledgement (to ourselves), (3) Escalation (vocalize to others), (4) Threat of non-compliance, and (5) Act of defiance.
 Vocalizing our concern to someone else is a key pivot point on the journey to ultimately saying no.
 Respond explicitly to these questions: (1) Who am I? (2) What type of situation is this? and (3) What does a person like me do in a situation such as this?

Resources Mentioned

 Defy: The Power of No in a World That Demands Yes* by Sunita Sah

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

 Find Courage to Speak When It Matters Most, with Allan McDonald (episode 229)
 How to Build Psychological Safety, with Amy Edmondson (episode 404)
 How to Speak Up, with Connson Locke (episode 546)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

715: How to Stand Up for Yourself, with Sunita Sah

Adam Galinsky: Inspire
Adam Galinsky is the Vice Dean for Diversity, Equity and Inclusion and Paul Calello Professor of Leadership and Ethics at the Columbia Business School. He co-authored the book Friend & Foe and his TED talk, How to Speak Up for Yourself, is one of the most popular of all time with over 7 million views. He's the author of Inspire: The Universal Path for Leading Yourself and Others.

Leaders can delegate many things, but vision is not one of them. Most every leader needs to be able to articulate the future. In this conversation, Adam and I explore the building blocks to get better at inspiring others.
Key Points

 Every leader has the potential to be inspiring. We can choose to get better.
 Whatever a leader says, either positive or negative, will be amplified.
 When values are brought front and center, they inspire behavior that creates a better future.
 Inspiring leaders offer a big picture, optimistic view of the future.
 Make visions simple and vivid. Simplicity is the key to inception. Use strong imagery that brings details to life.
 Repetition is essential for a vision to take hold. The more often we hear something, the more likely it becomes our own truth.

Resources Mentioned

 Inspire: The Universal Path for Leading Yourself and Others* by Adam Galinsky

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

 How to Sell Your Vision, with Michael Hyatt (episode 482)
 The Beliefs of Inspirational Leaders, with Stephen M. R. Covey (episode 707)
 How to Create Your Personal Vision (Audio course)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

716: How to Share an Inspiring Vision, with Adam Galinsky

Alison Wood Brooks: Talk
Alison Wood Brooks is the O’Brien Associate Professor of Business Administration and Hellman Faculty Fellow at the Harvard Business School, where she created and teaches a course called TALK. As a behavioral scientist, she is a leading expert on the science of conversation and her research was referenced in two of the top ten most-viewed TED talks and depicted in Pixar’s Inside Out 2. She is the author of Talk: The Science of Conversation and the Art of Being Ourselves*.

Conversations are the venues where leaders do so much of their work. We all know someone who always can keep a conversation interesting and relevant. In this episode, Alison and I discuss how a key tactic can help you towards more meaningful conversations.
Key Points

 Healthy relationships are critical for success, and relationships are about talking.
 Good conversation is both instinct and deliberate effort. Preparing topics in advance improves conversation immensely.
 Topics for conversation can be sourced from almost anywhere and help even if we don’t use those topics.
 Good topic management is more important than the right topic. The best conversationalists know when to shift.
 Small talk in an essential exploration ground for getting to bigger, more meaningful conversation.

Resources Mentioned

 Talk: The Science of Conversation and the Art of Being Ourselves* by Alison Wood Brooks

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

 The Way Into Difficult Conversations, with Kwame Christian (episode 497)
 How to Help Difficult Conversations Go Better, with Sheila Heen (episode 655)
 How to Connect with People Better, with Charles Duhigg (episode 670)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

717: A Key Tactic for Way Better Conversations, with Alison Wood Brooks

Sandra Matz: Mindmasters
Sandra Matz is a Columbia Business School professor, computational social scientist, and pioneering expert in psychological targeting. Her research uncovers the hidden relationships between our digital lives and our psychology with the goal of helping businesses and individuals make better decisions. She is the author of Mindmasters: The Data-Driven Science of Predicting and Changing Human Behavior*.

Algorithms are becoming more influential with each passing day. That’s why leaders must understand their power and then decide how their organizations engage. In this conversation, Sandra and I discuss where psychological targeting is at, where it’s going, and the opportunity you have to make the world a bit better.
Key Points

 Everyone knows everything in a small town (for better or worse). In the same way, psychological targeting can be used for both evil and good.
 Psychological targeting already is successful at identifying wealth, personality, income level, and sexual orientation – and keeps improving.
 None of this is going away. Understanding how the game of targeting is played can help you make it work to your advantage.
 Leaders and organizations who use targeting responsibly can do tremendous good, including helping people save money and flag early interventions for health crises.
 Be transparent with what data you’re collecting and how you’re using it. Consider newer practices like federated learning that protect privacy and provide permission-based access.
 Design systems and practices that anticipate the reality of future leaders with different values.

Resources Mentioned

 Mindmasters: The Data-Driven Science of Predicting and Changing Human Behavior by Sandra Matz

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

 Serve Others Through Marketing, with Seth Godin (episode 381)
 The Way to Earn Attention, with Raja Rajamannar (episode 521)
 The Reason People Make Buying Decisions, with Marcus Collins (episode 664)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

718: How Leaders Can Use the Algorithms for Good, with Sandra Matz

Chris McChesney: The 4 Disciplines of Execution
Chris McChesney is the Global Practice Leader of Execution for FranklinCovey and the co-author of the bestselling book The 4 Disciplines of Execution* with his colleagues Sean Covey and Jim Huling.
Key Points
The 4 Disciplines:

 Focus on the wildly important
 Act on the lead measures
 Keep a compelling scoreboard
 Create a cadence of accountability.

Resources Mentioned

 The 4 Disciplines of Execution* by Sean Covey, Chris McChesney, and Jim Huling
 Turn the Ship Around!* by David Marquet
 The 12 Week Year* by Brian Moran and Michael Lennington
 Frederick Herzberg
 HBR: One More Time: How Do You Motivate Employees?

Related Episodes

 How to Delegate Work Effectively (episode 117)
 How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207)
 The Way to Turn Followers Into Leaders, with David Marquet (episode 241)

Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

294: How to Actually Move Numbers, with Chris McChesney

Lyssna när som helst, var som helst

Andra podcasts som du kanske gillar...