Love in Action Marcel Schwantes

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Show-Notes:
“We had to talk about mental, physical, and emotional health. It wasn’t easy at first, but it was so worth it.” [12:45] Keith Nealon talks about how he, as the CEO of Bazaarvoice, acknowledged mental health challenges. He focused on vulnerability and different employee situations to make sure no employee felt alone.

“We’ve had a lot of discussions on finding those things that fill your cup or fill your soul, not simply occupying the mind.” [18:25] Creating outlets, supplying mental health support services, and clearly defining priorities are some of the ways, among many others, that Bazaarvoice is using to support their employees against burnout.

“You have to normalize this issue of mental health and well-being, and bring it into every conversation.” [30:14] This important idea cannot come out of nowhere; it needs to be intentional and talked about. Keith shares how he related and shared his personal experiences and toolbox with his staff. The offering of helpful apps, services, and policies like “no meeting therapy” helps normalize this initiative.

“If folks see the CEO is human and not superhuman, there is less fear about admitting the issues.” [32:40] Keith is setting an example as a CEO of his humanness and how it's okay to talk about this topic. It is the leader's responsibility to break the stigma and create an environment where employees feel safe to open up.

“There is culture, and then there is connection.” [35:34] How do you keep up with company culture when everyone is spread out and working remotely? Keith names many ways they create connections, including company all-hands meetings, department all-hands meetings, in-office events, fun-focused Slack chats, and an employee-led “culture crew”. All of these feed into the positive human connection and fun environment at Bazaarvoice.

“The leadership of the company is a reflection of that love that I want to bring into the organization.” [40:27] From the familiar saying, ‘people leave managers, not jobs’, Keith highlights the importance of choosing caring, empathetic leaders to reach the employees. With over 1300 employees across the globe, Keith can be with everyone, so by making choosing the right leaders a focus in his role, he can greatly impact his staff with love.

Mentioned in this episode:
Bazaarvoice
Bazaarvoice ROI Calculator
keith.nealon@bazaarvoice.com
Keith Nealon @keithnealon on Twitter
Forrester Consulting Study
Modern Health
Marcel Schwantes

Show Notes:
“You don’t just wake up one day and say hey I’m gonna go rob a bank; there are things that kind of ultimately ease you up to that space.” [18:42] As Fox and Rob tell the story of how they met, their future seemed so bright. When did robbing a bank become a considerable option and what happens to take your mind to go to such an extreme place? Rob explains all of the circumstances and exhausted options that derailed their family plans.“The American Dream Syndrome is a science, it’s the foolish desire to achieve the American Dream by all means necessary.” [22:10] Rob's story is like many others, who are fueled by success with clouded judgment. An explanation for their choice to rob a bank is bound in this definition of what he also calls Urban Survival Syndrome.“Everything that we needed, we already had. We had each other and we had our freedom.” [24:12] Fox shares that it was an immediate realization that they had just destroyed the very thing they had been trying to save. Not days later, or at the trial sentencing, but as soon as she heard the police sirens that day.“This is the 21st century, in the United States of America, and Systemic Racism is still going on.”[33:30] Fox and Rob are college-educated individuals, Rob served in the US Navy, and this crime was his first offense. Yet he was still sentenced to 60 years in prison. The sentencing story is one that will shock and enrage you at the injustices still present. “To be free is to free others." [54:57] Rich Family Ministries is the social justice ministry that Fox and Rob began after his release, helping others with law education and information that may have found themselves in a similar situation. No one better than this family can prove that time is valuable, and since beginning the ministry they have saved a collective 3300 years of served prison sentences. “Love conquers all; it is the most divine chemical in the universe.”[58:50] Their new book, Time, is Fox and Rob’s untold story about love and strength. And while this interview might not be like others, the message of love is more powerful than ever.  
Mentioned in this episode:
FoxandRob
Fox and Rob Rich (@foxandrob) on Instagram
FoxandRob on Facebook
FoxandRob - YouTube
Rich Family Ministries
Marcel Schwantes

Show notes:

“Beyond the definition, Psychological Safety is a deeply human feeling.” [11:21] Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. Minnette Norman explains what psychological safety is and the immense benefit this environment brings to an organization.

“Psychological Safety is not what happens by default.” [13:26] Karolin Helbig explains the two big barriers when it comes to understanding and implementing Psychological Safety. Firstly, we are biologically wired to avoid risk, it’s not easy to speak up. Secondly, the traditional model of leadership; we have been conditioned to view vulnerability as weakness.

“Courage, to me, is one of the most fundamental skills that a leader has to have in order to create a psychologically safe environment” [20:40] Marcel speaks on Play #1 from The Psychological Safety Playbook. While any of these plays can be learned and implemented in any order, and you can use them at your will BUT Karolin and Minette chose Communicate Courageously to be first because of the fundamental basis of courage as a leader.

“Really truly listening with the intent of understanding the other person is an art” [26:45] How often are you wholeheartedly listening with no distractions? Karolin explains, Play #2: The Art of Listening, and how to practice this muscle of listening and learning to be committed to understanding others, without the need to be right. Closing down external distractions is the first step, but what is more tricky is going internal and clearing the distractions from our minds.

“There is a stigma often in business settings to acknowledge that we’re going to fail on the way” [34:10] When it comes to Play #4: Embrace Risk and Failure, Minnete explains that in order to be innovative and be successful, there will be failure. It is crucial that leaders talk about failure openly and not be afraid of it and instead say, what can we learn from it?

“Suffering at work…we spend most of our waking hours at work, that means suffering at life” [42:05] Suffering is real on many levels. Creating Psychological Safety in your organization can create more positivity. It is Karolin and Minette’s hope in their contribution with this book to reduce suffering and create value in the lives of leaders and their teams.

Mentioned in this episode:
The Psychological Safety Playbook
Karolin Helbig
Karolin Helbig on LinkedIn
Minette Norman
Minette Norman on LinkedIn
Marcel Schwantes

Show-Notes:
“When I think of leadership, I think of a very effective shepherd. A really good shepherd is there to guide, protect, and correct.” [3:00] What does it mean to be a good leader? Robb Holman helps Marcel kick off the episode by discussing the elements of good leadership."Whatever you can do to remain committed in a place and foster a culture within your team dynamics of getting to know the person before the professional, leads to a more unified team."[11:44] Robb shares his thoughts on the mailbag segment question leading into Marcel's point about healthy working relationships and culture where it's safe to ask for help.“Emotional Intelligence is the ability to accurately perceive, understand, use, and manage our own emotions and those of other people.” [21:58] It’s a buzzword, overused and with some controversy but guest and author Cary Cherniss clears the air with a definition of Emotional Intelligence, as he and Marcel discuss its application in leadership. “It’s not just being aware of your emotional surroundings…outstanding leaders [monitor the emotional climate] periodically.” [25:10] If a leader is not able to “read the room” and monitor the emotional climate, no intervention can lead to tension and larger problems in the workplace allowing negative emotions or conflict to grow. “Enthusiasm is probably the most important [feeling that leaders should be showing more of].” [33:51] What does Enthusiasm really mean? A genuine expression of enthusiasm as a leader is not only about showing your excitement but your authentic positive mindset and optimism. Regardless of your personality type whether introvert or extrovert you can express enthusiasm in your own way to impact the people around you.“Keep in mind that the people who are looking up to you are going to imitate how you’re feeling.” [39:45] For leaders who are experiencing a difficult time like extensive layoffs, your remaining staff will feed off of your emotions. Cary shares a story from the book about how one leader gave space for herself and her team to discuss their feelings about a big layoff and then influenced a positive shift by looking to the future with a discussion on what was next for the company.  Mentioned in this episode:
Leading with Feeling - Cary Cherniss; Cornelia Roche - Oxford University Press
Cary Cherniss | GSAPP
Robb Holman   
Marcel Schwantes

Show Notes:
“There is a natural tension between serving people and doing everything needed to get them engaged and the reality of the results and mission of the organization.” [8:19] What does the subtitle ‘Beyond Servant Leadership’ from Bob DeKoch and Phil Clampitt’s book mean? Bob describes “beyond” as bringing that tension together, where motivating and serving meet. “We propose the side of caring that we call, deep caring.” [9:42] There are varying levels of caring and Bob briefly explains the discussion of these levels in the book as shallow vs deep caring. Shallow caring places focus on the short term like perks with birthday celebrations, or pool tables in the break room. Deep caring lives in the long term with more focus on goals, development, and self-actualization. Deep caring is less about appeasement and more about growth. “We have to have a respect for continuous learning not only through on-the-job experience but through coursework, seminars, working in organizations, and other methods.” [14:25] Marcel comments on the value of lifelong learning Bob and Phil highlight in the book. Bob explains it as a need for the best of the best and they can only be a lifelong learner. Leaders cannot be stuck in their ways; they have to have the willingness to grow leadership skills. And when you don’t your people feel that lack of commitment.“The kind of kindness that’s important has an empathetic factor, a listening factor, and an understanding factor. That’s necessary to engage people but it’s not an indication you’re soft.” [19:03] Too often people think kindness is soft or weak, but Bob gives examples of the impact of kindness in the workplace. The communication in making choices and decisions in an organization is a big part of that kindness and a benefit as well.“It takes self-reflection and honesty with yourself about how you’re coming across.” [20:43] When you become a leader you don’t check your humanity at the door. Through coaching, reflection, and self-awareness, leaders can change their behavior to become kinder if they understand what they’re doing and how it's affecting their organization. At times leadership feels like a race to check off the boxes, but it’s important to slow down and reflect on how you’re doing that. “The command style might be necessary sometimes but in a caring environment…not often” [24:16] Caring leaders coach not command, is one of the 9 principles from the book, Leading with Care in a Tough World. Bob explains that subtle coaching happens every day by listening and having conversations work out a path. Caring and coaching are about making suggestions, helping overcome barriers, creating action plans,  and facilitating employees in success.“Leaders have to listen, but they have to accomplish the organizational mission as well.” [28:49] Marcel brings the questions to the current landscape in the workplace with hot-button topics when it comes to political activism. How should leaders respond? Bob says it’s about listening to differing points of view, and finding balance and respect on both sides. But it’s also important to maintain the objective of the organization and where that comes into play with the employees.Mentioned in this episode:
Leading with Care in a Tough World
Phil Clampitt on LinkedIn
Bob DeKoch  on LinkedIn
Marcel Schwantes

Show Notes:
“Valuing your people…what exactly does it mean?” [7:16] Valuing your people is more than just a raise or promotion, or mutual respect. Marcel asks Rob what it really means, sparking a discussion that goes deeper than the value of our title but is built on our humanity, relationships, and trust.“How would you rate your self-worth (your value), if you were stripped of everything you know?” [8:25] Rob proposes a hypothetical situation for the listeners in a challenge to rate themselves just as their unique self, the way a young child might. We are much more than our titles, of leader, co-worker, brother, sister, etc. We have a lot of value to give and leaders need to dig deep beyond the surface to value their employees with relationships. “One of the tenants I see people failing in to truly value people is….they have to listen to them RECEPTIVELY” [11:44] Too often as Marcel reminds us, we speak more than we listen. Rob and Marcel discuss listening receptively as a way to build trust and community with our teams. “You have to be able to reach out to people and get to know them on a personal level, to build that trust for them to feel valued.” [14:15] It all comes back to relationships, Marcel explains how only when you make the effort to get to know your people can all of the other tenants of leadership come into play.“When you get to where people trust each other in the workplace…it brings people together to do great work.” [15:50] Trust and value go hand in hand. In order to value your people, you have to trust them and they have to trust you. This is the hallmark of Marcel and Rob's conversation: building trust is essential in valuing your people, and there are limitless benefits from this culture in the workplace. “You don’t want to micromanage but you do want to be present with your people, especially when it counts.” [25:50] To round out the show, Marcel and Rob take a question from the “Mailbag” from Javier, a listener in L.A. who asks how to balance employer autonomy and leadership presence. Marcel and Rob walk this line and talk about what really matters when it comes to being present as a leader. 
Mentioned in this episode:
Robb Holman
Marcel Schwantes