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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 20 million downloads and the #1 search result for management on Apple Podcasts. Activate your FREE membership to search the entire episode library by topic at CoachingforLeaders.com

Coaching for Leaders Innovate Learning

    • ビジネス
    • 5.0 • 6件の評価

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 20 million downloads and the #1 search result for management on Apple Podcasts. Activate your FREE membership to search the entire episode library by topic at CoachingforLeaders.com

    End Imposter Syndrome in Your Organization, with Jodi-Ann Burey

    End Imposter Syndrome in Your Organization, with Jodi-Ann Burey

    Jodi-Ann Burey: End Imposter Syndrome in Your Workplace

    Jodi-Ann Burey is a sought-after speaker and writer who works at the intersections of race, culture, and health equity. Her TED talk, “The Myth of Bringing Your Full Authentic Self to Work,” embodies her disruption of traditional narratives about racism at work. Jodi-Ann is also the creator and host of Black Cancer, a podcast about the lives of people of color through their cancer journeys.



    She is the author, with Ruchika Tulshyan, of two recent Harvard Business Review articles: Stop Telling Women They Have Imposter Syndrome and End Imposter Syndrome in Your Workplace.



    In this conversation, Jodi-Ann and I challenge that notion that imposter syndrome is something that an individual should address alone. Instead, we invite managers and organizations to begin to consider their own contributions to “imposter syndrome” and how we can work together with employees to help everybody move forward. We highlight several key actions that managers can take to begin to end imposter syndrome inside of their organizations.

    Key Points



    Managers and organizations tend to address the symptoms of imposter syndrome, but not the source.

    Those who experience imposter syndrome often feel like it is “death by a thousand paper cuts.”

    Managers can help by reinforcing an employee’s belief in their abilities and chances of success. Listen for what employees are asking for — and explore when they are silent.

    Managers should be transparent about an organization’s locked doors — and demonstrate that they are also willing to be vulnerable.

    In private conversations, managers should redirect perceptions and language that do not accurately reflect the value of their employees.



    Resources Mentioned



    Stop Telling Women They Have Imposter Syndrome by Jodi-Ann Burey and Ruchika Tulshyan

    End Imposter Syndrome in Your Workplace by Jodi-Ann Burey and Ruchika Tulshyan



    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes



    Three Steps to Great Career Conversations, with Russ Laraway (episode 370)

    What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398)

    The Way Managers Can be Champions for Justice, with Minda Harts (episode 552)



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

    • 39分
    How to Nail a Job Transition, with Sukhinder Singh Cassidy

    How to Nail a Job Transition, with Sukhinder Singh Cassidy

    Sukhinder Singh Cassidy: Choose Possibility

    Sukhinder Singh Cassidy is a leading technology executive and entrepreneur, board member, and investor with twenty-five years of experience founding and helping to scale companies, including Google, Amazon, and Yodlee. Most recently, she served as president of StubHub, which thrived under her leadership and sold in 2020 right before the pandemic for $4+ billion.



    She is the founder and chairman of the Boardlist and has been profiled in Fortune, Forbes, The Wall Street Journal, Business Week, and The New York Times, among others. She has been named one of Elle’s Power Women, one of the Most Creative People in Business by Fast Company, and one of the Top 100 People in the Valley by Business Insider. She is the author of Choose Possibility: Take Risks and Thrive (Even When You Fail)*.



    In this conversation, Sukhinder and I discuss how to handle a transition in a way that works for both you and the organization you’re leaving. We discuss the value of proactive communication and clear timelines — plus some of the hidden costs of transitioning poorly. Finally, we made the invitation to consider transitions in the context of your long-term career goals.

    Key Points



    Don’t leave before you leave. Putting in maximum effort until you’re gone protects your reputation and the impact you’ve worked to achieve.

    Beware the cost of lingering. You likely know the right timeframe for your departure — use that to frame your transition.

    Leave opportunity in your wake. Use remaining time to set the team up for success, provide coaching and mentoring, and make it an easier transition for others.

    Tie up loose ends before you depart. Leave the team an organization in a place you would want to inherit if you were the new leader coming in.

    Take small steps, middle steps, and big steps. Avoid fixating on the myth of the single choice. Careers come together with many choices, over time.



    Resources Mentioned



    Choose Possibility: Take Risks and Thrive (Even When You Fail)* by Sukhinder Singh Cassidy



    Related Episodes



    How to Challenge Directly and Care Personally, with Kim Scott (episode 302)

    The Way to Make Better Decisions, with Annie Duke (episode 499)

    Making the Case for Your Promotion, with May Busch (episode 526)



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

    • 31分
    How to Multiply Your Impact, with Liz Wiseman

    How to Multiply Your Impact, with Liz Wiseman

    Liz Wiseman: Impact Players

    Liz Wiseman is a researcher and executive advisor. She is the author of the New York Times bestseller Multipliers: How the Best Leaders Make Everyone Smarter*, The Multiplier Effect: Tapping the Genius Inside Our Schools*, and Wall Street Journal bestseller Rookie Smarts*. She is the CEO of The Wiseman Group, a leadership research and development firm headquartered in Silicon Valley.



    Her clients include: Apple, Disney, Facebook, Google, Microsoft, Tesla, Twitter, and many others. Liz has been listed on the Thinkers50 ranking and named one of the top 10 leadership thinkers in the world. She is a former Oracle executive, who worked over the course of 17 years as the Vice President of Oracle University and as the global leader for Human Resource Development.



    Liz is the author of Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact*. In this conversation, Liz and I discuss the mindset that’s most useful in making real traction in an organization. Plus, we explore practical steps that you can take to think bigger and get noticed for your work.

    Key Points



    The #1 thing managers appreciate: when employees do things that need doing without being asked.

    Upward empathy is the ability to consider what the bosses situation feels like — and what they need from you.

    Pursuing your passion sounds nice in a commencement speech, but can get in the way of what the organization actually needs.

    A job description might be a starting point, but it’s almost never the ending point.

    Beware of becoming the foosball player that does hard work in one spot, but misses the bigger picture. Become a nimble midfielder who plays where they are most needed.



    Resources Mentioned



    Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact* by Liz Wiseman

    The Wiseman Group



    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes



    The Benefit of Being a Rookie, with Liz Wiseman (episode 340)

    Influence Through Overlapping Networks, with Sandie Morgan (episode 422)

    How to Motivate Leaders, with John Maxwell (episode 452)

    Keep Your Ideas From Being Stolen (Dave’s Journal)



    Discover More

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

    • 37分
    The Four Storytelling Mistakes Leaders Make, with David Hutchens

    The Four Storytelling Mistakes Leaders Make, with David Hutchens

    David Hutchens: Story Dash

    David Hutchens helps leaders find and tell their stories. He works with leaders around the world to find, craft, and tell their most urgent stories for the purpose of creating shared meaning, preserving culture, disseminating learning, and speeding change in organizations.



    He has taught the Storytelling Leader program at some of the most influential organizations — and he’s written many books, including the Circle of the 9 Muses* and The Leadership Story Deck*. He is the co-creator with longtime friend of the show Susan Gerke of the GO Team program. He's also the author of the new book, Story Dash: Find, Develop, and Activate Your Most Valuable Business Stories...In Just a Few Hours*.



    In this conversation, David and I revisit the power of storytelling and highlight where many leaders go wrong. We explore the common mistakes that David sees in his work all over the world. Plus, we invite listeners into a few practical actions that will help stories land with better impact.

    Key Points

    Four mistakes that leaders make:



    They are not storytelling, sometimes because they don’t see themselves as storytellers or feel like they are performing.

    They don’t connect the story to the strategic intent but never clearly answering the “why am I telling this story?” question.

    They avoid emotional content of stories because they either don’t want to be emotional or are presenting to a “numbers person.”

    They expect it to just happen, instead of making intentional effort to make it happen.



    Resources Mentioned



    To receive David Hutchen’s Story Canvas, reach out to him at david@davidhutchens.com and tell him one valuable tip you gained from this episode.



    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes



    The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148)

    The Way to Influence Executives, with Nancy Duarte (episode 450)

    The Way to Earn Attention, with Raja Rajamannar (episode 521)



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

    • 40分
    The Way Managers Can be Champions for Justice, with Minda Harts

    The Way Managers Can be Champions for Justice, with Minda Harts

    Minda Harts: Right Within

    Minda Harts is the founder and CEO of The Memo and an advocate for women of color in the workplace. She is a sought-after speaker and thought-leader, frequently speaking on topics of advancing women of color, leadership, diversity, and entrepreneurship. She was named a LinkedIn Top Voice for Equity in the Workplace and was honored as one of BET’s Future 40. She has been a featured speaker at TEDx Harlem, Nike, Levi's, Bloomberg, Google, SXSW, and many other places.



    She is an adjunct assistant professor of public service at NYU. She also hosts Secure the Seat, a career podcast for women of color. Minda is the author of the bestselling book The Memo* and now her new book Right Within: How to Heal From Racial Trauma in the Workplace*.



    In this conversation, Minda and I discuss the daily actions that managers can do to support inclusion in the workplace, especially for women of color. We explore the unfortunate realities of systemic racism that still show up in many workplaces and how we can all do better. Plus, Minda invites us to consider the Manager’s Pledge and six key ways we can bring more equity into our organizations.

    Key Points



    The State of Black Women in Corporate America report finds that in 2020, Black women held 1.6 percent of vice president roles and 1.4 percent of executive suite positions.

    When someone says something racially charged, one of two things tend to happen: laugher or silence. We can do better.

    You don’t need to be the hero, but you do have a responsibility to start.

    All of us will mess up. Take inspiration from the Japanese art of Kintsugi, where the broken pieces reassembled become more beautiful than the original.

    We often miss the opportunities that are right in front of us. Starting there is how each of us bring justice into the world.



    Resources Mentioned



    Right Within: How to Heal From Racial Trauma in the Workplace* by Minda Harts

    Minda’s website



    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes



    How to Build Psychological Safety, with Amy Edmondson (episode 404)

    How to Support Women of Color, with Minda Harts (episode 506)

    How to Reduce Bias in Feedback, with Therese Huston (episode 510)



    Discover More

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

    • 36分
    How to Use Power Responsibly, with Vanessa Bohns

    How to Use Power Responsibly, with Vanessa Bohns

    Vanessa Bohns: You Have More Influence Than You Think

    Vanessa Bohns is a social psychologist, an award-winning researcher and teacher, and a professor of organizational behavior at Cornell University.



    Her writing and research has been published in top academic journals in psychology, management, and law and has also been featured in the New York Times, Wall Street Journal, Harvard Business Review, and NPR's Hidden Brain. Her book is titled You Have More Influence Than You Think: How We Underestimate Our Power of Persuasion, and Why It Matters*.



    In this conversation, Vanessa and I explore the conclusions of research: we often don’t recognize our own power. We detail some of the common patterns that leaders should watch for in their work. Most importantly, we discuss the practical steps that almost anybody can take to use power more responsibly.

    Key Points



    Power can lead people to underestimate their words and actions. A powerful person's whisper can sound more like a shout to the person they have power over.

    Power tends to lead people to ignore the perspective of others and to feel freer to do whatever they want.

    The effects of power are not inevitable. You can do better for others by thinking about power as responsibility.

    Adopt the lens of a third party in order to see the impact of your actions on others.

    To feel your impact better, ask people what they aren thinking of feeling, rather than simply imagining or assuming.

    One way to experience your influence by taking action to give positive recognition and feedback.



    Resources Mentioned



    You Have More Influence Than You Think: How We Underestimate Our Power of Persuasion, and Why It Matters* by Vanessa Bohns



    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes



    Use Power for Good and Not Evil, with Dacher Keltner (episode 254)

    How to Create Meaningful Gatherings, with Priya Parker (episode 395)

    How to Negotiate When Others Have Power, with Kwame Christian (episode 416)



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

    • 37分

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