3 sec

Season 1 Finale: How Transformative Influence Can Change Lives with Turn-Around CEO Walt Rakowich The Generous Leadership® Podcast | Leading with Heart

    • Self-Improvement

“Leaders must do the right thing even if it’s hard, really for the sake of others. They just must.”
Former turn-around CEO of Prologis, Walt Rakowich joins Tricia Halsey for the Season 1 Finale of the Generous Leadership® Podcast. Walt’s life is an example of the power of priorities. Yes, he turned around a failing publicly-traded company to grow into a global leader with over $50 billion in assets AND his priority was and will always be to change the lives of the people he leads for the better.
Shownotes
Walt tells his upbringing from humble beginnings to becoming the CEO of Prologis, a company that had $50 billion in assets when he left. Walt worked with a leader who had narcissistic tendencies. He describes the tendencies this sort of leader has and the repercussions for a company culture. How Walt turned-around the third worst performing company in the S&P 500 in just four years to a company with $60 billion assets when he left. Walt’s 3 H Core: Humble, Honest and Human Is there any hope for the curmudgeons—the people who don’t change and are difficult to work with—to ultimately change for the good? Walt calls these people “cultural vipers” and tells about the transformation of one executive who changed from a bully to the most beloved leader. It is never too late to help someone change. The two biggest blockers to transformational influence: pride and fear and how to defeat them.

“Leaders must do the right thing even if it’s hard, really for the sake of others. They just must.”
Former turn-around CEO of Prologis, Walt Rakowich joins Tricia Halsey for the Season 1 Finale of the Generous Leadership® Podcast. Walt’s life is an example of the power of priorities. Yes, he turned around a failing publicly-traded company to grow into a global leader with over $50 billion in assets AND his priority was and will always be to change the lives of the people he leads for the better.
Shownotes
Walt tells his upbringing from humble beginnings to becoming the CEO of Prologis, a company that had $50 billion in assets when he left. Walt worked with a leader who had narcissistic tendencies. He describes the tendencies this sort of leader has and the repercussions for a company culture. How Walt turned-around the third worst performing company in the S&P 500 in just four years to a company with $60 billion assets when he left. Walt’s 3 H Core: Humble, Honest and Human Is there any hope for the curmudgeons—the people who don’t change and are difficult to work with—to ultimately change for the good? Walt calls these people “cultural vipers” and tells about the transformation of one executive who changed from a bully to the most beloved leader. It is never too late to help someone change. The two biggest blockers to transformational influence: pride and fear and how to defeat them.

3 sec