Unmessable Podcast

Tanya Privé - Leadership

A business leadership podcast that explores what it takes to be a great leader via candid interviews and discussions with c-suite executives and entrepreneurs leading meaningful companies.

  1. 05/21/2020

    Being of Service: By Far the Most Effective Way of Selling

    If there is one skill to master in life, it is selling. Why? Because no matter what you do, whether you are a product designer, an executive, an entrepreneur, or a preacher, if you develop the ability to sell your idea, your vision, your strategy, or your product/service, the sky is the limit. And more than merely selling, ultimately, mastery of selling comes when you develop the ability to be of service while selling. What does it mean to be of service while selling? It means that you authentically listen for people’s concerns (whether in the foreground or background) and align on resolving it (if possible) within the context of your work/offering. That’s what John O’Leary — #1 National best selling author, inspirational speaker, and top podcast host — does and as he puts it, his job is to serve.  John’s life journey has been everything but easy though.  At the age of 9 years old, 100 percent of his body was burned in a terrible fire. John was given a 1 percent chance to live but after a 5-month hospital stay, dozens of surgeries, and the amputation of all of his fingers, he pulled through. Today, John is the best-selling author of On Fire: The 7 choices to ignite a radically inspired life that sold upwards of 120,000 copies and was translated into more than 12 languages, as well as most recently In Awe: Rediscover your childlike wonder to unleash inspiration, meaning and joy. Live Inspired, John’s podcast ranks top #10 in iTunes and has over several million downloads. Having spoken at more than 1,600 events, and for more than a half a million people, in 48 states and in 11 Countries, John has found his true calling: Inspire and uplift people.  Tune in to the full episode to learn about: John’s life journey The invaluable lessons his mother taught him How John’s business was impacted by COVID-19 (hint: it’s brutal) and what he did to address it What John does when he needs inspiration In AWE (the book) and how to reconnect with our childlike wonder What you can do to improve the quality of your life (practices you can use) Tanya Privé · EP 36 What Leadership Will Look Like Over The Next 10 Years Connect with John O’Leary: Linkedin Twitter Instagram Website Books John O’Leary’s Story: In 1987, John O’Leary was a curious nine-year-old boy. Playing with fire and gasoline, John created a massive explosion in his home and was burned on 100% of his body. He was given less than a 1% chance to live. This epic story of survival was first showcased in his parents’ book, Overwhelming Odds, in 2006. Originally printing 200 copies for friends and family, his parents have sold 60,000+ copies. It was this book that first invited John to embrace his miraculous recovery and share it with the world. John inspires 50,000+ people at 100+ events each year. He speaks to companies and organizations across industries, such as: sales, healthcare, safety, marketing, finance, faith, education and insurance. Consistently described as “the best speaker we’ve ever had,” John receives nearly 100% of his engagements from referrals. His schedule is a testament to the power of his message and who he is as an individual. His emotional story-telling, unexpected humor and authenticity make each of his presentations truly transformational. John’s first book ON FIRE: The 7 Choices to Ignite a Radically Inspired Life was an instant #1 National Bestseller; 200,000+ copies have sold and it has been translated into 12 languages. John’s Live Inspired Podcast is top-rated on Apple Podcast and has more than 2,000,000 downloads. His second book IN AWE: Rediscover Your Childlike Wonder to Unleash Inspiration, Meaning and Joy will be published by Penguin Random House in May 2020. John considers his greatest success to be his marriage to his wife Beth, their four children and his relationships with friends and family. * * * Full Transcripts: John O’Leary:  I don’t care if you’ve been burned, or through a divorce or a bankruptcy, or a lousy upbringing, or whatever the thing is. Everybody’s got a story. Until you can fully embrace it, you remain a victim to it. You are tethered and tied to what happened to you in the past. Tanya:  That’s John O’Leary, #1 national best-selling author, inspirational speaker, and top podcast host that above all is a no-kidding survivor. At the age of 9 years old, 100% of his body was burned in a terrible fire. John was given a one percent chance to live, but after a five-month hospital stay, dozens of surgeries, and the amputation of all of his fingers, he pulled through. Today John is the best-selling author of On Fire: The 7 Choices to Ignite a Radically Inspired Life, which sold upwards of 120,000 copies and was translated into more than 12 languages, as well as his most recent book, In Awe: Rediscover Your Childlike Wonder to Unleash Inspiration, Meaning, and Joy. Live Inspired, John’s podcast, ranks top ten in iTunes and has several million downloads. Having spoken at more than 1600 events and for more than a half a million people in 48 states and 11 countries, John has found his true calling: inspire and uplift people. John, I would love to hear – can you talk about your story? Before we started recording here, I confessed that I am in just in awe, no pun intended, with you and what you stand for. Can you just talk about that, your journey? John O’Leary:  I will, but let me begin by saying, first, thank you for that sweet introduction and then, secondly, for the way you even began that question. When I write books, normally they come back to me, the very first version. They will do the cover art with a picture of me on the front of it. I’ll have my arms crossed, and I’ll be giving the reader a look like look at me. I am really that good. You need to listen. Then I’ll write back to our friends. I’ll be like did you guys read the book before you designed the cover?  My work is not about me. My books are not about me. My speeches are not about me. My podcast is not about me, and ultimately, my life is not about me. It’s an odd truth to realize then, well, the majority of the work you do, though, leverages the story, the turning points in your life. At age 9, I was burned on 100% of my body. I was given no chance of surviving and, Tanya, eventually would spend five months in the hospital and years of surgery and therapy. That’s just the starting point of this journey to recognize that difficulty is part of all of our stories but so is opportunity, so is togetherness, so is accountability and taking the next step forward. That’s the very first step of my journey after being burned. John O’Leary:  You talk about accountability. What does that mean to you? That’s a powerful word. John O’Leary:  It means the ability to decide what happens next. You can’t always choose the path that you walk in life. You can always choose the manner in which you move into it, the way you step forward, the dreams you cast, the way you build up the teams around you and, ultimately, the impact that you have on those that you serve, including the picture of the guy and the lady staring back at you in the mirror. I learned the power of accountability, probably more than from anybody else, from my mother. We all have teachers in our life, whether they’re rabbis, or pastors, or coaches, and for me, the greatest teacher was my mom. Maybe the best story of her forcing me to be accountable was when I came home from the hospital. I had spent five months in the hospital. Now I’m home. I’m 9 years old. I’m in a wheelchair. I’m wrapped still in bandages. I don’t have fingers because they were amputated a few months earlier, and I’m struggling. She makes my favorite meal that night, so there’s this incredible meal in front of me. My siblings are around this table. My father’s on one side. My mother’s on the other. My sister, Amy, sees that I can’t hold a fork, sees that I can’t feed myself, so she grabs a fork. She scoops up potatoes, moves the fork with the goods toward my mouth. Then my mom, this great leader, says, “Amy, drop the fork. If John is hungry, he’s going to feed himself.” I don’t have fingers. I can’t get out of the wheelchair yet. I’m struggling in life. My dreams have been stolen from me, and all I want is a bit of cheesy goodness. That’s my mindset back then. The short of it is this, my sister listened to my mom, and I flipped the plate after about 30 minutes of trying. They made me another plate. It happened again, and by the very end of the evening, a couple hours in, I have tears coming down my cheeks. I have anger looking toward my mother, and I have a forked wedged between my two hands with potatoes on the end of it moving toward my mouth, chewing. What my mom taught me that date – and it wasn’t a lesson I understood then. That night I thought she was just trying to make my evening horrible. What she taught me is that we can do things we don’t think yet we can. We can do things that we think are absolutely utterly impossible. You have to believe that it is indeed possible, that you are the owner of this thing, and you can take the next step forward. Tanya:  My God! God bless your mother. I’m a mother of three. I know you’re a father of four. If I have the grace in life to distill that lesson to my children, I could die a happy woman. Oh, what a gift, your mother. John O’Leary:  That’s one of dozens of stories similar. We could go through – we could spend the entire time just bragging on mom, and you would run out of tape before the podcast was finished. That’s the way she patrolled the house, and through one lens, it’s pretty rough. It’s pretty heavy handed to make a little boy with no fingers feed himself. Couldn’t you feed him the first night, mom, or maybe the first month? At some point, doesn’t

    49 min

  2. 04/30/2020

    What Leadership Will Look Like Over The Next 10 Years

    What will it take to lead effectively over the next decade? How can you prepare yourself for what will likely be called for as we navigate times ahead? Well, according to the author of Future Leader Jacob Morgan, who interviewed 140 global CEOs (of companies like Audi, Mastercard, Unilever, Oracle, and SAP) and surveyed over 14,000 employees, there are four mindsets and five skills that our current business leaders believe will be needed in our future leaders. Curious what they are? Tune in to the full episode to learn about: What current global CEOs believe leadership will require over the next decade What mindsets and skillsets you should develop to position yourself strategically to lead effectively Micro and Macro trends that influence leadership What it takes to build a brand for yourself The dynamics involved in writing a book (hint: you might be surprised at the distribution of effort) Tanya Privé · EP 36 What Leadership Will Look Like Over The Next 10 Years Connect with Jacob Morgan: Linkedin Twitter Youtube Website Books Jacob Morgan’s Story: After graduating with honors in business management economics and psychology from the University of California Santa Cruz, Jacob was excited to join the corporate world. At his first job he was told that he’d be traveling the country, meeting with executives and entrepreneurs, and doing all sorts of exciting work. A few months in, he was stuck doing data entry, cold calling, and PowerPoint presentations. One day the CEO came out of his nice corner office, handed Jacob a $10 bill, and said, “I’m late for a meeting, go grab me a cup of coffee, and get something for yourself as well.” That was the last corporate job he ever had. Today, Jacob Morgan is a trained futurist and one of the world’s leading authorities on leadership, the future of work, employee experience, and leadership. He speaks in front of tens of thousands of people each year and his content is seen over a million times a year. Jacob is the best-selling author of four books: The Future Leader (Wiley 2020) The Employee Experience Advantage (Wiley, 2017), The Future of Work (Wiley, 2014), and The Collaborative Organization (McGraw Hill, 2012). He speaks at over 50 conferences a year including TED Academy which is one of the largest TED events in the world. In addition, Jacob provides advisory and thought leadership services to various organizations around the world. He is the founder of The Future of Work University at FutureOfWorkUniversity.com, an online education and training platform that helps individuals and organizations thrive in the rapidly changing world of work. Courses explore topics such as employee experience, the future of work, and leadership skills. Jacob also created “The Future If,” a global community of business leaders, authors and futurists who explore what our future can look like IF certain technologies, ideas, approaches and trends actually happen. The community looks at everything from AI and automation to leadership and management practices to augmented reality and virtual reality, the 4th industrial revolution and everything in between. * * * Full Transcription: Jacob Morgan:  For leaders who are constantly being pulled in different directions where we constantly have notifications and things buzzing and binging all over the place, being able to listen is going to be very, very crucial, and it’s becoming very, very hard to do. Tanya:  That’s Jacob Morgan, four-time best-selling author, TED speaker, and Founder of The Future of Work University whose research explores what it takes to be an effective leader and what employees care most about in terms of their work. After interviewing more than 140 CEOs and 14,000 employees, Jacob Morgan shares critical learnings about what the next generation of leaders will look like and what leading organizations will do to attract, retain, and motivate their troops. He is also a guest writer for Forbes, the Wall Street Journal, USA Today, Inc. Magazine, the Harvard Business Review, and CNN, just to name a few. Jacob Morgan, you have a very interesting story, so you went from being a bad student to a four-time author, a speaker, and a thought leader. How exactly did that happen? What was your journey?  Jacob Morgan:  It was a pretty nonlinear journey. Originally, I assumed my career path would be like what most students think their career path is going to be. You go to school. You go work for an organization after school. You maybe go back and get your MBA, and then you ascend the ranks of whatever organization you’re at and become a manager, SVP. For me, I had this dream of becoming the chief marketing officer of a big company, like a Coca-Cola or an IBM, and so mentally, when I graduated college from UC Santa Cruz, that’s where my mind was at. Okay, I was on climb the corporate ladder, do well, work hard, and everything will be okay. My first job out of college, I went to interview for this organization in downtown Los Angeles, and anybody who is familiar with the L.A. area knows how terrible the traffic is. I had a three-hour daily commute, an hour and a half to work and an hour and a half back from work every day. When I interviewed for this organization, they basically told me that I’m going to be doing these great things. I’ll be traveling, meeting with entrepreneurs and executives. It’ll be exciting and fun. I thought, all right, this is perfect. This is why I worked so hard in school. I take the job. A couple months into my job I’m doing data entry and cold calling and PowerPoint presentations. Then the last straw was when this executive came out of his office, and he says, “I’m late for a meeting. I need you to go run and get me a cup of coffee, and by the way, get yourself a latte as well.” In my mind, I lost it. That was the last fulltime job I ever had working for anybody else or one of. I had one more after that, and funny enough, a couple of weeks ago I actually saw this person at the airport.  Tanya:  Oh, my God, how did you – did you say hi? Jacob Morgan:  He came up to – I didn’t recognize him, and he was sitting there with his son. He’s like, “Jacob Morgan Morgan?” I was like, “Yes.” I immediately saw him, and he’s like, “I saw your talk online where you mentioned this coffee story.” Tanya:  No  Jacob Morgan:  Yeah, I’m like, “What are you talking about? What coffee story?” Yeah, I don’t why – I didn’t want to get into this whole thing with him talking about it. That story’s propelled me, and I’ve used it in all my talks. I didn’t want to get into that whole thing because we’re sitting in an airport terminal. I was just like, “Oh, yeah, maybe I mentioned that once or twice. I’ll have to go back and check it out,” just played it off. I think he’s still doing the same thing that he’s doing. He’s working at a pharma company doing – managing ad spend and stuff like that, but it was just a very funny, awkward encounter. Tanya:  That’s so funny. Jacob Morgan:  He was with his son’s baseball team, and I can tell that – he turned to his friends. A group of guys are standing there. I could tell he was whispering to them. He’s like, “You see that guy behind me? I fired him. He used to work for me 15 years ago.” I could tell there was something like that going on. I got a kick out of it. Tanya:  Oh, my God, actually, okay, this is really funny. When I graduated college and I got my first job at Forbes, I was so excited and very similar experience. One of my bosses kept asking me every day for a coffee. I was like I can’t believe I went to school for this. Every time she’d say, “You’re such a rock star, Tanya.” I’m like really? Thank you so much. Jacob Morgan:  You’re a coffee rock star. Tanya:  Yeah, exactly. I get it. I totally get it. Okay, so from that decision, where – how did you get to being really a four-time author, speaker, thought leader on everything, employee experience, leadership related, company culture environments? How did you get there? Jacob Morgan:  After that, I ended up moving to the Bay Area. I had one more job out here in the Bay Area; long story short, similar experience, bad job working for somebody, and I quit. I actually started doing search engine optimization consulting work. That was the job that I had in the Bay Area, I don’t know, 15 years ago. I was doing a lot of search engine optimization stuff. At the time, social media was becoming popular, so I pivoted a little bit and did social media consulting. Then, shortly after that, using these tools internally became pretty popular, like getting employees to communicate and collaborate on things like Salesforce Chatter and Jive and Lithium. Those were the platforms of the day. That morphed a little bit into enterprise collaboration and social business, Enterprise 2.0, and then that evolved a little bit into the broader theme of the future of work. Then that became employee experience, and then that became the future leader. These were just natural evolutions from one topic to the other.  As I was participating in more conversations and as I was able to grow my personal brand and started to speak at conferences and events, I just started to think about what is missing? What are people talking about? When I wrote my first book in 2012, The Collaborative Organization, there was no guide for how to use these technologies internally, and when I wrote the book, The Future of Work, there was no book out there that talked about how employees and organizations and leaders are changing. When I wrote The Employee Experience Advantage, there was no book based on research that looks at what employee experience is and how to design it. Similarly, with this new book The Future

    39 min

  3. 04/23/2020

    Trust is Directly Correlated to Individual and Team Performance

    What role does trust play, within your company, when it comes to your individual and team performance?  Well, it turns out a lot. As Joel Peterson  — Chairman of JetBlue, Consulting Stanford Professor, Author, and Founder of Peterson Partners which is part Private Equity and Venture Capital firm with over $1 billion under management– puts it: “Trust is the most powerful operating system you can have. A lot of people think of it as this fuzzy feel-good thing; I like somebody, therefore, I trust them. In the book I wrote The Ten Laws of Trust, the fundamental thesis was that you can factor analyze trust, and if a leader will follow these laws, they can actually build a high trust culture. A high trust culture is really a more powerful one because it can deliver on promises. A high trust leader can delegate more easily because the people under him or her are able to predict what they are going to do. People who are low trust, everybody is afraid of them and they’re afraid to make decisions. They’re unable to really empower others.” In the absence of a high trust culture, what’s possible for the company gets negatively impacted as trust is the foundation upon which relationships are built. In its most basic form, companies are made up of people working together and the quality of the interactions is correlated to the degree of trust. Also, Joel not only has pioneered and led some of the most forward-thinking companies but has also financed them. As a 2X author, Joel is uniquely positioned to understand what fundamentally successful companies do and has gracefully shared these operating principles in his latest book: Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others and Running Stuff? Tune in to the full episode to learn about: The importance of trust in organizations How to restore trust The correlation between trust and integrity, and how that impacts performance What is an entrepreneurial leader The difference between entrepreneurs and entrepreneurial leaders The framework for being an entrepreneurial leader How to spearhead your company culture amidst a crisis Connect with Joel Peterson: Linkedin Twitter Website Book: The 10 Laws of Trust: Building the Bonds that Make a Business Great Book: Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others and Running Stuff Joel Peterson’s Story: Joel Peterson is the chairman of JetBlue Airways and the founding partner of Peterson Partners, a Salt Lake City-based investment management firm. Joel has a long history of successful growth capital investments in a variety of industries. He currently teaches Entrepreneurial Management at Stanford’s Graduate School of Business, is the Chairman of the Board of Overseers at the Hoover Institution at Stanford as well as the Chairman of the Board at JetBlue Airways, and serves as a Director of Franklin Covey. He served formerly as Managing Partner of Trammell Crow Company. He holds an MBA from Harvard Business School. Joel is the author of The 10 Laws of Trust: Building the Bonds that Make a Business Great and Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others and Running Stuff. * * * Full Transcription: Joel Peterson: I think a lot of people confuse honesty. They think integrity just means honesty, and they see it as a virtue. I think of it more like structural integrity. There’s no gap between what I say and what I do. People can rely on my promises. They can predict my responses. This is the way to empower your team, to have them know that what you’ll say and do are the same. Tanya: That’s Joel Peterson, Chairman of JetBlue, consulting professor of Stanford, author and founder of Peterson Partners, which is part private equity and part venture capital firm, with over a billion dollars under management. Joel has not only pioneered and led some of the most forward-thinking companies, but he’s also financed them. As a two-time author, Joel is uniquely positioned to understand what fundamentally successful companies do and has graciously shared these operating principles in his book, Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others and Running Stuff. Okay, great. Joel, you have had a fascinating career to say the least. I mean, how you navigated where you are is just spectacular. Can you share just a little bit about that journey and what you do. Joel Peterson: Well, I’d love to be able to take credit for having navigated this journey, but really what happens is you’re in the rapids and you just navigate your way around the rocks and you end up where you end up. Very briefly, I was born in the Midwest, born in Iowa, grew up in Michigan. I was really quite enterprising as a youth, but not entrepreneurial necessarily by nature. I was enterprising out of necessity. My father was a college professor and there were five kids in our family and we really didn’t have much money. When I was 11 years old, I started my first business and then I’ve worked as a dishwasher for 75 cents an hour, had a lawnmowing business, newspaper routes. I’ve been a biochem lab assistant, a French teacher. I’ve [cleaned] sugar beets. I’ve just done all these kinds of fascinating – I mention that only to say that I think I’ve learned as much from doing that as I did at Harvard Business School. They were really valuable experiences. That’s really the path, and I don’t think you can plan it. You just drive forward, and if you do a good job and you keep hustling and persevering over the tough times, good things tend to happen. Tanya: Yeah. Well, certainly, being on the ground at 11 you said, your first job. Joel Peterson: Yeah, well, it’s funny because my dad grew up on a farm and he thought that I should learn how to work and support myself. He lent me a hoe and a little plot of land and I grew vegetables. Then I hired my little brother, who was six years old at the time, we had a red Radio Flyer wagon and he would take these fresh vegetables around the neighborhood and sell them. We made a profit. Tanya: He must have been quite the seller. I’m sure his sales were record high. Joel Peterson: He was fantastic. A cute little six year old bringing you fresh vegetables around, that was great marketing. I had no idea how [00:04:39] that was in marketing but it really worked well. Tanya: Yeah, I can imagine. How did you venture into the world of venture capital, private equity and now the chairman of JetBlue, and also a consulting professor at Stanford, an author? Joel Peterson: It was, again, by an indirect route. I started out right out of Harvard Business School; I went to work for a fellow by the name of Trammell Crow, who was quite a well-known real estate developer. Still, even at that time he only had 163 people working for him, so it was a small company. My first assignment was to go to the French Riviera to build buildings, so that was a pretty exciting assignment. I ended up figuring out some financings and escaped some others and so they decided that I was good at finance. They brought me back to be the treasurer of the company. By back, I mean back to Dallas, Texas. Then the CFO left after about six months and I was the most senior financial executive, so I became the chief financial officer of this big real estate company when I was, maybe, 29 or 30 years old, something like that. I was there for about 18 years in total. Tanya: How did you make the leap in really creating your own private equity and venture capital firm? Joel Peterson: Well, I got fired and sued. There’s a little bit longer story there. For 15 years I was with Crow, I was the chief financial officer, and then I became the CEO of Trammell Crow Residential, which at the time was the largest residential developer in the United States. Then I decided to leave the company. I moved to the west coast and I was going to do something else. About that time, the company started to run into trouble. Several of the partners left and everything, and I was unanimously asked to come back. I flew out from San Francisco to Dallas, Texas every Sunday night at midnight, took the redeye and worked there all week and then flew back for the weekends. I did that for two and a half years. I ended up, effectively working a turnaround and developing a fee business that was profitable. Then I resisted doing what they call a roll-up, which was, basically, the three most senior of us would roll up the junior partners’ equities to our own accounts at, kind of, the bottom of the market. I just didn’t want to do that; I didn’t think it was right. I didn’t think it was ethical and I didn’t want to make money that way. Anyway, long story short, I was fired and sued in county court, state court, and federal court. I was a couple of years in litigation. Then, eventually, really had to start over. I was probably in my early 40s at that point in time, and I had to figure out what am I good at, what do I like, what’s my network, and reboot myself, which turned out to have been the best thing that ever happened to me. Tanya: What was that journey like? Joel Peterson: It was stressful at the time. I really felt like I’d made the right decision, but that didn’t make it easy. It was challenging, to say the least! I spent 13 days in video-taped deposition and 5 days on the witness stand. It was a challenge, but as I look back on my life, I think I’m as proud of that as any other thing that’s ever happened to me. You take a stand. I was just reading a biography by Churchill, where he said that all of the bad things that happened to him in his life, largely when he was in, what he called, the wilderness, turned out to have been the very best things for him. That many of what he thought were the best things turned out to have been the worst for him. I really recognized the truth in that. At the moment, I thoug

    48 min

  4. 04/16/2020

    A Framework To Have It All (Not Do It All – There’s a Difference)

    How many women do you know want it all and try their best to have it? Work full-time, be there for the kids, volunteer for Parent Association at the kids’ school, run the household (which is a full-time job in itself) and have somewhat of a life? There’s a lot, right? As Romi Neustadt — author, entrepreneur and mom — puts it: You Can Have It All: Just Not At The Same Damn Time (which is also the title of her book). As a former corporate chick who traded in the billable hour to become an entrepreneur, she’s figured out how to juggle being a wife, a mom, a professional success, and a healthy human without losing her mind. And she’s on a mission to help other women Have It All too. Romi’s first book, Get Over Your Damn Self: The No-BS Blueprint to Building a Life-Changing Business, was selected as a Forbes Best Business Book for Women and sold over 200K copies. Her second book You Can Have It All: Just Not At The Same Damn Time makes a distinction between doing it all (which is where most of us go wrong) and having it all. Romi provides a framework to get your life on track and in line with what really matters to you. Tune in to the full episode to learn about: How to have it all: key insights to leverage in your life The difference between doing it all and having it all The difference between your priorities and goals How to free yourself from doing stuff that doesn’t excite you How to get your life on track Connect with Romi Neustadt: Linkedin Twitter Website Romi Neustadt’s Story (said in her words): It’s possible to have all the things that are really important to us. How do I know? Because I’ve done it, and I’ve made it my mission to help other women Have It All too. Like you, I’m a lot of things. I’m John Neustadt’s wife. He’s a naturopathic doctor, an entrepreneur and an insanely incredible husband and dad who makes us laugh on the daily. I’m Nate and Bebe’s mom, and it’s the most important job and biggest honor I’ll ever have. These two precocious, vivacious, hilarious humans are growing up way too fast and teaching me as much (or more) than I’m teaching them. My family is by far my greatest achievement and the most important part of my All. I’m a yoga-loving flexitarian who lives for big adventures and everyday magical moments. I’m a world traveler and a total sucker for a gorgeous coastline. As much as I love serving people, I crave quiet time with John and the kids and sacred alone time to recharge. I’m a lover of good movies, good books, a good night’s sleep and sometimes a good long cry. I’m also an entrepreneur who’s built an enormously successful direct sales business. It allowed this former lawyer-turned-PR-exec to leave my billable-hour career and design a life where I call the shots—when and where I work and who I want to work with. I’m a best-selling author who wrote a book to teach others in direct sales, network marketing and other sales professions (real estate, insurance, fundraising and more) to build a life-changing business too. I’m a speaker and life and business coach who loves to share my hard-earned wisdom on stage in front of thousands, streaming in virtually to hundreds or having coffee talk or a glass of wine with big handfuls of the most driven women who are ready to dream their wildest dreams and are committed to achieving them. * * * Full Transcription: Romi Neustadt: You write down an H next to the things that you think you have to be doing and an S next to the things you think you should be doing. It’s in the things marked with an H or an S that I help people find more time, and it’s in those two categories often times that, really, you should be delegating or deleting them. Tanya: That’s Romi Neustadt, former corporate chick who traded in the billable hours to become a successful entrepreneur. She’s figured out how to juggle being a wife, a mom, a professional success, and a healthy human without losing her mind, and she’s on a mission to help other women have it all too. Romi’s first book, Get Over Your Damn Self: The No-BS Blueprint to Building a Life-Changing Business, was selected as a Forbes best business book for women and sold over 200,000 copies. Her second book, You Can Have It All, Just Not at the Same Damn Time, makes a key distinction between doing it all, which is where most of us go wrong, and having it all. Romi provides a framework to get your life on track and in line with what matters most to you. Romi, your story is super interesting, actually, and Romi, I don’t think I’ve ever heard that name before. I would love to know where you grew up and a little bit about your professional journey as you’ve entered into law, into PR, consulting, author, speaker, you name it. Romi Neustadt: I grew up in the thriving metropolis of Butte, Montana, which is a small town. It used to be a vibrant mining town. As I was growing up, it had dwindled in size, and it gave me an incredible upbringing full of heart and soul and scrappy resilience. Then I went to USC in Los Angeles for journalism school for undergrad, and I was too afraid to pursue journalism because I didn’t think I had what it took to make it out of the small markets. I did the safe route, and I went to law school. I went to the University of Virginia School of Law, and even in law school, I had a sense that this wasn’t the right career for me. I ended up being a business litigator, and it turns out I’m not meant to fight for a living. I’m meant to bring people together and build people up and promote things. After less than three years, I escaped the practice of law and talked my way into a PR job in New York. I figured, given my background, I would be able to at least get something in PR and always wanted to live in New York City. I just never wanted to be a New York lawyer. That kicked off a very successful career over the next dozen years where I was in PR in New York and Seattle. Then when my husband John and I had two little kids and I was looking for more flexibility, I really loved the idea of being my own boss. I wanted to escape from the billable hour. I started my own business and became a very successful entrepreneur and then started writing books. My first book was about how I built my business, and I do speaking. I’m raising these two incredible humans, and I have my marriage and a very full, vibrant life that has been and continues to be an evolution. Tanya: Isn’t it always? The moment it stops, we’ll be dead. Romi Neustadt: That’s right. Tanya: You said you were an entrepreneur. What was your business about? Romi Neustadt: I started a direct sales business in skincare. I never in a million years thought that that would be my passion, my career, but what it has done for me is it’s combined my love for people and promoting things that I love and building people up. It now spans across the US, Canada, and Australia. It allowed me to design the professional life I wanted, increase my earnings dramatically. I busted my ass for years doing it, and I really fall in love with mentoring other people and helping them design businesses that they want to serve their goals. Tanya: Isn’t that the best teacher, by the way, is when you actually get to mentor, or even guide, or coach? You’re going through the learnings as you’re going through the coaching or the guidance, except it’s landing in a super profound way. At least that’s what I found. Romi Neustadt: I found that to be the case as well. It has helped me evolve not only in a more effective professional and entrepreneur and leader, but it also has infused all parts of my life, including my writing and speaking and, frankly, parenting. Tanya: Yeah, which is a big job, one that doesn’t necessarily come with a guidebook and is all-consuming. Romi Neustadt Yeah, it is the hardest job, and I’m constantly grabbing from my professional toolkit for use in parenting and even sometimes vice versa. Tanya: Yeah, absolutely, and so you just launched a book that I find absolutely brilliant and directly speaks to me, which is a mom, Type A, super ambitious, and fulltime in the workforce. Your book is called You Can Have It All, Just Not at the Same Damn Time. What was the inspiration and motivation behind writing this book? Romi Neustadt: I have people come to me all the time saying how do you do everything you do? I could never do what you do, and I wanted to dispel that myth, this notion about having it all. It’s such a bad rap, and it’s because we’re having the wrong conversation. We are confusing having it all with doing it all, and we most certainly can’t do it all. I wanted to share very candidly, authentically, about my journey from a working mom who was drowning in her own to-do list and having a breakdown into how I found and developed the tools to figure out what it was that I really wanted my life to look like and how to let go of everything else. I wanted to put it all together in this road map for people. I wrote the book for women, but men are finding it and absolutely loving it as well. I wanted to give everyone permission to learn how to say no, to stop should-ing all over the place. Let go of all the shoulds that we fill our lives with and to figure out what they uniquely want their lives to look like and go back to that. Tanya: You were mentioning this really came out of a breakdown that you were having in your life. What happened, and what was your journey to pull yourself out of it? Romi Neustadt: Seven years ago, I had a fast-growing business, these two little fast-growing kids. I had a marriage that needed nurturing. I needed nurturing. I had an aging mom that needed more and more time, and I was involved in a whole host of extracurricular activities. I was drowning. My life was whizzing by. I didn’t feel like I was present in my life. I knew that there simply weren’t enough hour

    30 min

  5. 03/26/2020

    Female Leadership: Dismantling This Inherited Bias Will Help To Even Out The Playing Field

    To put this female versus male diversity deficiency into perspective at senior levels in Corporate America, among chief executives of S&P. 1500 firms, for each woman, there are four men named John, Robert, William or James according to the New York Times. There’s been a lot of talk these past years about the need to have more women in leadership roles, yet progress is slow. Why is that? I believe it is because we haven’t gotten to the source of what’s really getting in the way: our inherited bias on gender. And I’m not just talking about the perception of women in the workforce, but the one we women have about ourselves, which stops us from taking on things we are not highly certain we can deliver on.  And here’s someone that is doing something about this (hint: you can too)… In speaking with Dr. Amel Karboul, who was the Former Minister of Tourism in Tunisia, is an Author, Speaker, Philanthropist, and non-profit Business Leader (who was one of few women to hold a top government position and took on extraordinary responsibilities in her career), she explains how she would often push the women on her team to take on roles that they didn’t know how to do, which would, ultimately, lead to their growth. Not only does Dr. Amel Karboul stand for more female leadership but is focused on nurturing and empowering the next generation of leaders towards a sustainable future. In partnership with the Education Commission team, Dr. Karboul has played a leading role in a major global initiative engaging world leaders, policymakers and researchers, and she has developed a brilliant and compelling investment plan for achieving equal educational opportunity for children and young people, which you will hear more about in this episode. (The financing model is fascinating and is also impact investing!!) Tune in to the full episode to learn about: What it’s like to be a senior political cabinet member and female How to best lead women into leadership positions Creative impact investing models Venture investing for good How to overhaul the non-profit sector and bring in the for-profit investors What is broken about our education system: why kids are not learning What needs to be the focus to create a global breakthrough in this area Connect with Dr. Amel Karboul: Linkedin Twitter Website TED Talk Dr. Amel Karboul’s biography: Amel Karboul nurtures and inspires a new generation of responsible leaders, teams and organizations to create breakthroughs in their thinking, to transform themselves and to work towards a just and sustainable future. Together with the Education Commission team, she has played a leading role in a major global initiative engaging world leaders, policymakers and researchers, and she has developed a renewed and compelling investment case and financing pathway for achieving equal educational opportunity for children and young people. Karboul has also built The Maghreb Economic Forum (MEF) as a non-partisan think- and do-tank, and with her team she has engaged a new type of conversation between public and private audiences and nurtured new solutions for education (including de-radicalisation), employment, leadership and gender equality. She also co-lead the establishment of first democratic society in Arab nation, began economic reform and created and deployed effective pioneering digital media engagement between government and citizen on very limited budget as cabinet minister. Karboul published her book, Coffin Corner, outlining a new leadership culture suited to the complexity and dynamics of the 21st century. Nominated as one of ten leading young African politicians, her professional brand is first and foremost that of a highly intelligent, well connected, creative and inspirational go-getter with a track record of making things happen. Karboul received a Master’s degree with honors in mechanical engineering from Karlsruhe Institute of Technology (KIT) in Germany and holds a Doctorate in Coaching and Mentoring from Oxford Brookes University in the United Kingdom. She has held leadership roles at numerous firms including Mercedes-Benz, DaimlerChrysler and worked in senior consultant roles at the Boston Consulting Group (BCG) and Beratergruppe Neuwaldegg as well as visiting faculty at DukeCE. Her two daughters, meditation and yoga keep her sane. As seen on TED.com * * * Full Transcription: Dr. Amel Karboul: More money doesn’t always lead to more learning. That’s why we really need more money in education. As I used to say, pouring more money in a broken system does only fund more inefficiencies, because often, we don’t think and act in results and learning outcomes are results. Tanya: That’s Dr. Amel Karboul, Foreign Minister of Tourism in Tunisia, TED speaker, nonprofit founder, and author that is focused on nurturing and empowering the next generation of leaders towards a sustainable future. In partnership with the Education Commission Team, Dr. Karboul has played a leading role in a major global initiative engaging world leaders, policymakers, and researchers, and my personal favorite, she’s developed a brilliant and compelling investment plan for achieving equal educational opportunities for children and young people, which you’ll hear about shortly. Often as the only woman sitting at the table among other male senior leadership, Dr. Karboul stands for women empowerment and is fiercely committed to evening out the playing fields. Though, Amel, your career path has been interesting, to say the least, management consulting, executive leadership coach, Minister of Tourism in Tunisia, and now leading in the nonprofit sector. Can you bring us through your journey just so people can get a sense for who you are and what you’ve done? Dr. Amel Karboul: It’s interesting. Sometimes you see the red threads backward and never forward. I think reflecting, there is one common pattern that is both transformation and both taking an idea that exists only on paper and make it happen. It actually started with my first job. I engineer by training, and started in Germany and started working in Mercedes-Benz. One of my first big projects there was that there was a big management consulting firm that was there and talked about supply chain management. I’m talking about ’96 now; no one talked about that at that time. Basically the time was that the world is getting more complex; it’s not any more that the Mercedes engineering created those amazing cars and just throw the plans over the fence to the suppliers who then just implement and create the parts but that it’s going to be more about co-creation and co-development and working in a larger network to develop the future innovations, which today sounds so normal. That was called innovation management. It was on a piece of paper, and then I had my first boss who asked me, “Would you be interested to do this, to take this role? We have this PowerPoint presentation and basically, we don’t know what’s going to happen. Would you like to take this role?” Funnily enough, he offered me another role of something much more established. I was like yeah, let’s do that. I don’t seem to be the person – actually if you do fast-forward 22, 23 years farther now in my currency role, it is the same. There was a piece of paper, two pages written about the idea about paying for results in education and using innovative finance and doing something really game-changing. Then Gordon Brown and Sir Arnold Cohen and [0:05:09] asked me would you like to take this and make it real? I don’t seem to be the super creator who comes up with the idea and neither the person who then runs the thousand – that company but in between that phase, and it’s funny. I just reflected on this recently and I felt like yeah, this seems to be my sweet spot. There is an idea somehow on paper and then to take it for a few years until it becomes real. Tanya: That’s really amazing. Can you talk about what you’re most recently up to in the nonprofit sector? Dr. Amel Karboul: Yes, so actually this is my dream job, to be honest with you. After Mercedes, I had really this long career mainly in the private sector even in my consulting career as an entrepreneur focused on transformation. Then I had this, let’s say – you know the movie The Matrix when you have this red or blue pill moment? I had such a moment. It was 2013. Egypt was just this surge of people. Syria and Libya were going down chaos. We had in Tunisia two politic [0:06:22], which was the first ever in our history, probably. The Prime Minister called me and said, “You want to come and build the first democracy in the Arab world? You have two hours for your decision.” He suggested the Portfolio of Tourism, which is depending on how you count, 8 to 12% of Tunisia’s GDP. I was the first woman and the youngest cabinet member to lead an economic sector. In those two hours, I knew that I will do it. It was a calling, more or less. It was an amazing mission. It was a bit mission impossible, mission impossible, and the whole world was watching us. It looked – wasn’t always sure we’re going to manage. I think having then succeeded to finalize the transition and to have elections, and now recently we had the second free elections, and to have a moment – I still remember in February 2015 where our government gave power to the next democratic and free elected government, which may sound normal in many Western countries but in the Arab world, still actually today, quite rare. It was a very emotional moment. To be honest with you, when I came out there, everyone told me, be careful. It was like a 24/7 crazy 18 months, and everyone said be careful because you’re going to find yourself in some dark hole. I was like oh, not me. I meditate for 20 years. I’m very self-conscious and self-reflective. I use the code. I’m going to be fine, and I wasn’t. Tanya:

    1h 10m

  6. 03/12/2020

    Commander’s Intent: One Wildly Effective Leadership Strategy For Aligning Your Team

    If there is one organization that is highly effective in aligning their troops, it’s the army. But ever wonder how they do it? Or if their strategy is replicable in business or with your team? Rach Ranton is a TED speaker, corporate leader, author, and motivational consultant who served in the Australian Army for 11 years. Her TED Talk titled “Where are we trying to end up?” and book DAUNTLESS: Leadership lessons from the front line draw parallels between leadership concepts the military is especially brilliant in executing and how those concepts can be leveraged in business. In particular, Rach calls out one tactic: Commander’s Intent. Commander’s intent is a technical term used in the army to get aligned and initiate coordinated actions. When alignment and coordinated action are present, can you guess what becomes possible? High performance. It’s a thing of beauty. I’ve seen it in teams we coach but Rach breaks it down to a 3 step process. Tune in to the full episode to learn about: Commander’s Intent: how to align your team and organization Major leadership lessons learned from the front lines How to apply these lessons at work Foundational principles that must exist for high performing teams Connect with Rach Ranton: Linkedin Website TED Talk Rach Ranton’s biography: Rach Ranton spent a decade in the Australian Army including deployments to East Timor and Afghanistan. Serving as an Electronic Warfare Operator, she conducted intercept and analysis of enemy communications whilst embedded with frontline troops, providing advice to commanders on the battlefield.  Rach took what she learned in the military about leadership, teams, culture and courage and applied it to her post-military career, leading broad and varied teams across corporate Australia in service, sales, inclusion and organizational development. She is now a sought-after keynote speaker and facilitator working internationally with governments, large corporates and businesses to help them consider leadership, inclusion, change and organizational culture through the lens of the leadership lessons she learned in the military. Rach is a TED speaker and award-winning leader, receiving a commendation for the role she played in Afghanistan and in 2018 being named ‘Prime Minister’s Veteran Employee of the Year’ at the Prime Minister’s Veteran Employment Awards and Professional Alumnus of the Year at her Alma Mater the University of Southern Queensland for her veteran’s advocacy work. Along with her partner, their son and their ‘mates who are family’, Rach loves wakeboarding, fishing, the beach and camping adventures across the wild and remote parts of Australia DAUNTLESS: Leadership lessons from the front line * * * Full Transcription: Rach Ranton: Trust and empowerment and that culture in your team, if that’s not right, it doesn’t matter how good the mission is, or how good the strategy is, or how much people know about it. If they don’t feel like they have the power to be able to get stuff done and to make great decisions, then it holds you back, absolutely. Tanya: That’s Rach Ranton, TED speaker, corporate leader, author, and now motivational consultant who served in the Australian Army for 11 years. Her TED Talk titled “Where are we trying to end up?” draws parallels between leadership concepts the military is especially brilliant in executing and how those concepts can be leveraged in business. Rach, you really had an interesting career where you decided to take a quite unconventional path. Can you tell us about it? Rach Ranton: Yeah, absolutely. I grew up in a small town in the country here in Australia so way out in the bush, only about 1200 people that lived there. As I got towards the end of my high school, I really started to think about what do I want to do next? I was desperate to escape that small town, and so I think that’s a big part of why I ended up joining the military. The military for me was a way to be able to see the world, to go on adventures, to meet people that were from completely different places and completely different backgrounds to me. It was a really attractive proposition to pick up from home and join the Army and let them tell me where I was going to live and where I was going to go. Tanya: How long were you part of the Army? Rach Ranton: I was in the Army for nearly 11 years, all sorts of, yeah, different places that you live over times like that. Yeah, it was great. Tanya: When you think about your time in the Army, what’s one of the one or two top things that stand out immediately as top experiences? Rach Ranton: The opportunity to deploy to Afghanistan with the first Regular Army deployment in 2006 was absolutely a career highlight for me, being able to do my job in real time on the battlefield. Earlier in my career, I’d been to East Timor as well and, again, was lucky to be on the first deployment to East Timor. Then it’s also the people that you meet. I know that’s not a specific what’s a one thing. I look back now at the leaders that I worked with and the people that were my teammates, and that’s what absolutely made it such a positive experience for me. Tanya: It always comes down to the people now, very much so. Whether it’s military, or your job, or your community, or your neighborhood, it’s always about the people. I completely get that. Have you found that connecting with people from the military or at least having those experiences you actually formed really special bonds as opposed to maybe other people that you meet, civilians outside of the military, or no? Rach Ranton: I’ve absolutely got really strong bonds with a lot of my mates from the military, and they’re our closest friends and, really, our family in lots of ways, the way you lean on each other. Your families grow up together, and it’s a really intense sort of friendship. You might be posted to the same location, and you’ll be around at each other’s house a couple of times a week and hanging out with everyone. You know everything about what’s going on with their relationship and their lives and their kids, and then you post away from each other for five years. You might not even share a phone call or anything during that time, but when you land back in the same place again, it’s all just on. It never stopped, so they’re really intense friendships. A lot of the experiences that you have are pretty extreme, and so they are really enduring friendships. Tanya: Ah, yes, I could definitely imagine. What were you accountable for throughout your time, throughout those 11 years? Rach Ranton: I worked in a trade in communications which was electronic warfare, which is to intercept and analyze enemy communication and give advice on the battlefield, so you’re responsible for time-sensitive collection of intelligence. Tanya: Can you give us an experience or when you – what’s one time that you remember specifically doing that job that stands out? Rach Ranton: I tell you, Afghanistan was really where we got to do that the most. I was embedded with our bush masters, our mounted infantry and armored. We’d gone out to the local hospitals, so this is the first patrol when we got over there. My job is to try and get ears on the enemy so find out how they’re communicating. What are they saying? Then give advice to the commander on the ground about what I think the intention of the enemy is, and so on that very first patrol, of course, there was lots of chat on the radio about our movements, what we were doing, where we were going. We were outside the base. Where were we headed? You’re outside the gate for the very first time, so your heart’s pumping as well. Having to try and figure out exactly what are the enemy saying about us? What are they going to do? Are they going to take any action? Then, from that, giving advice and saying this is what I think they’re doing. This is what I think we should do. This is what I think the threat level is. Doing that for the very first time was terrifying and exhilarating, and you realize the responsibility you have. When you get that call right, you can really make a difference to our safety, but if you get that call wrong, there are some really significant consequences. Tanya: Yes, I mean, the level of stress that you must have built up, your tolerance must be enormous. What are some of the techniques or trainings that you went through to be able to perform peak performance during top moments of stress? Rach Ranton: The military is really great at this, and there’s a range of different techniques that they use to help people perform at their peak when you are under extreme duress or really high stress. One of those techniques is simply repetition, so you go through things like with your weapon. What’s your immediate action drill if you get a stoppage? What are the actions that you take out to clear that stoppage in your weapon and to get the weapon firing again as quickly as possible? It’s one of those things you just practice it and practice it and practice it until the muscle memory is so strong that you react without needing to – your brain to think about what’s happening. You simply do the action. If I get a stoppage, I do the action, and I go through those motions. For things that are really physical, that repetition to the point where you don’t need to think about it is a technique that the military uses a lot. For my job, that repetition factor wasn’t so much how do you overcome the stress? You really need to be understanding the situation yourself. You need to be really considered about what’s our overall mission and to keep that in the front of your mind overall. That will help you with all the decisions and all of the analytical thinking you’re trying to do and then, also, being able to know that your decision will make a big impact. Although that puts extra respo

    28 min

  7. 02/27/2020

    The Economic Return of Compassion

    Dr. Stephen Trzeciak is a Physician-Scientist, TED speaker, and Professor of Medicine at the Cooper Medical School of Rowan University, who’s dedicated a large portion of his career to helping patients in the intensive care unit. More recently, he authored the book Compassionomics: The Revolutionary Scientific Evidence that Caring Makes a Difference where he studies how compassion impacts patient outcomes. At the core of his research, he asked one fundamental question: Does compassion really matter? It turns out, it does. When authentic, it plays a big role in positively impacting patient outcomes, and I will dare to say that this finding doesn’t only limit itself to the medical field. Think of its application in the business world. Within team dynamics. How compassion contributes to company cultures and trust. Tune in to learn about how compassion drives higher returns: What is compassion really? How is compassion different than empathy (and how both play out) The inter-dependency of empathy and compassion How does compassion drive a measurable impact Data shows we are in the midst of a compassion crisis- here’s why? Knowing when you are burnt out and how to overcome it The role that being present plays in driving compassion Connect with Stephen Trzeciak: Linkedin Twitter Website TED Talk Stephen Trzeciak’s biography: Stephen Trzeciak, MD, MPH is a physician-scientist, Chief of Medicine at Cooper University Health Care, and Professor and Chair of Medicine at Cooper Medical School of Rowan University in Camden, New Jersey. Dr. Trzeciak is a practicing intensivist (specialist in intensive care medicine), and a National Institutes of Health (NIH)-funded clinical researcher with more than 100 publications in the scientific literature, primarily in the field of resuscitation science. Dr. Trzeciak’s publications have been featured in prominent medical journals, such as: Journal of the American Medical Association (JAMA), Circulation, and The New England Journal of Medicine. His scientific program has been supported by research grants from the American Heart Association, the National Institute of General Medical Sciences, and the National Heart, Lung, and Blood Institute, with Dr. Trzeciak serving in the role of Principal Investigator. Currently, Dr. Trzeciak’s research is focused on a new field called “Compassionomics”, in which he is studying the scientific effects of compassion on patients, patient care, and those who care for patients. He is an author of the best-selling book: Compassionomics: The Revolutionary Scientific Evidence that Caring Makes a Difference. Broadly, Dr. Trzeciak’s mission is to make health care more compassionate through science. Dr. Trzeciak is a graduate of the University of Notre Dame. He earned his medical degree at the University of Wisconsin-Madison, and his Master’s of Public Health at the University of Illinois at Chicago. He completed his residency training at the University of Illinois at Chicago, and his fellowship in critical care medicine at Rush University Medical Center. He is board-certified in internal medicine, critical care medicine, emergency medicine, and neurocritical care.   * * * Full Transcription: Dr. Stephen Trzeciak: Really, we’re asking this big question: Does compassion really matter? Most people in healthcare would say, well, of course compassion matters. We have a moral imperative. There’s a duty. We ought to treat patients with compassion, and of course, I agree. Is compassion just an ought that belongs in the art of medicine, or are there also evidence-based effects belonging in the science of medicine? Tanya: That’s Dr. Stephen Trzeciak, Physician Scientist, TED speaker, and Professor of Medicine at the Cooper Medical School of Rowan University, who’s dedicated a large portion of his career to helping patients in the intensive care unit. Dr. Trzeciak is a National Institutes of Health funded clinical researcher with more than 100 publications in scientific literature, and according to Google Scholar, his work has been cited almost 12,000 times. Additionally, he’s the author of Compassionomics: The Revolutionary Scientific Evidence that Caring Makes a Difference where he studies how compassion impacts patient care outcomes. Steve, how did you venture into the field of medicine? Dr. Stephen Trzeciak: I was attracted to medicine through physiology. That was always my favorite topic coming up through school. At the same time, I was actually studying philosophy, and that’s where my interest in the humanities comes in. Fortunately, when I sat down to take the medical school entrance exam back in college, I did okay; otherwise, I’d be looking for a job as a philosopher these days. Tanya: Which is an interesting job. You’ve been practicing medicine for 20+ years now, right? Dr. Stephen Trzeciak: That’s right. Tanya: You had a long part of that in the ICU. Dr. Stephen Trzeciak: I still do, actually. Tanya: Oh, you still do. Dr. Stephen Trzeciak: I’m an intensivist, so I specialize in intensive care medicine. I’m also the Chair of Medicine at Cooper University Healthcare and Cooper Medical School of Rowan University. I’m the chair of the department broadly, but when I practice and take care of patients myself, I work in the ICU. Tanya: Oh, got it. How long have you been practicing in the ICU? Dr. Stephen Trzeciak: All in, it’s been a little more than 20 years and 17 years here at Cooper. Tanya: Wow! You must’ve seen a few things in your day. Dr. Stephen Trzeciak: Just a view. Tanya: Just a few. I can imagine. I’m dying to know. What has been the most mind-blowing thing that you’ve dealt with in the ICU? Dr. Stephen Trzeciak: The way I typically describe the practice in critical care, which is intensive care medicine, is that we meet people on the worst day of their life, patients and their families. Day in and day out is, I guess, still something to be in awe of, and it’s a responsibility. I’m grateful for the responsibility, but I never lose sight of that, that when I encounter somebody it might be my 11th, 12th, 13th patient of the day, but for that patient and their family, it’s probably or may be the worst day of their life. We just try to always be mindful of that. Tanya: Yeah, I mean, being in the ICU and having that emotional burden, I would say, just of meeting people on the worst day of their lives but having that as a constant state for you, how has that been? I mean, do you ever get weighed down emotionally from just having to deal with one thing after the other that is so dramatic? Dr. Stephen Trzeciak: Certainly, there can be times when it’s really heavy, if you know what I mean. There are also times when it’s just incredibly uplifting. You need to really be even keeled and strike a balance and be mindful of the fact that you’re not always going to have the outcomes that you want. You just do the best that you possibly can for people. It certainly can be taxing in some way. I think I was drawn to critical care medicine. In one sense, that’s where the action is, so to speak, in medicine. At the same time, it is my experience over 20 years or so of working in an ICU that has led me to bear witness to incredible compassion from the caregivers, especially our nurses, really, and the power that it’s had on patients and families and even the trajectory of their lives. Tanya: You are a physician scientist. Dr. Stephen Trzeciak: That’s right. That’s code for research nerd. That’s what that means. Tanya: Got it. Dr. Stephen Trzeciak: Over my 20 year career, I’ve been heavily invested in research, formerly trained in research methodology, and have conducted research in ICU patients for most of that career. It’s only been lately that I’ve really migrated and then changed the trajectory of the research program to work on what we’re currently studying now. Tanya: What are you currently studying now? Dr. Stephen Trzeciak: We’re studying a field that we call compassionomics. It’s really the convergence of the science in the art of medicine. For most of my early medical training, I can remember – in fact, on one of the first days of medical school, our dean told us that we were – they were going to teach us both the science and the art of medicine, as if they’re mutually exclusive and totally distinct. Specifically, what my colleagues and I at Cooper have been focused in on are the effects of compassion from caregivers on patients, on patient care, and those who care for patients. Really, we’re asking this big question: Does compassion really matter? Most people in healthcare would say, well, of course compassion matters. We have a moral imperative. There’s a duty. We ought to treat patients with compassion, and of course, I agree. Is compassion just an ought that belongs in the art of medicine, or are there also evidence-based effects belonging in the science of medicine? Our hypothesis is that there are evidence-based effects. We wrote a book on it also called Compassionomics: The Revolutionary Scientific Evidence that Caring Makes a Difference. We’ve reviewed more than 1,000 scientific abstracts. More than 280 original science research papers are included in the pages, woven together with stories from the frontline of medicine so that it could be interesting to anybody. In this journey through the data as well as the new research that we’re embarking on in our research program here at Cooper, what we found is that compassion matters. Not just in meaningful ways but also in measurable ways, and so being a research nerd, what I’m interested in is the measurement. How is it that we actually find scientific evidence that more compassion, that more caring, the caring part of healthcare makes people better? Not just the people that are receiving care but the people who are giving it too. Tanya: In terms of defini

    56 min

  8. 01/23/2020

    How To Access The Power of Leadership

    Leadership as a keyword has over 4.4 billion search results on Google. The corporate leadership training industry is big too. Organizations in the US alone spend upwards of $14 billion annually on training their employees to be leaders and leadership development is ranked as one of the top three things senior executives (and business leaders) are most interested in. Yet, somehow, most of these leadership programs fail to deliver on their promise: access to being a leader. Why on earth would that be the case? In a remarkable conversation with Lynne Twist — a pro-activist and acclaimed author who raised hundreds of millions for philanthropic causes (standing in the vision of a world that works for everyone, with no one and nothing left out) — who had the opportunity to work alongside iconic world leaders like Mother Teresa, Buckminster Fuller, Maya Angelou and the Dalai Lama (to name a few), points to something very important on the access of leadership. Here’s the tip of the iceberg in terms of our conversation together on this episode: “When you make that kind of commitment, when you take a stand with your life, what comes through you is a level of effectiveness, inspiration, and I’ll call it guidance that one doesn’t even know is possible. You stop living your life, your little life starring you, and you live your stand. When you take a stand, you let go of any position you have. You take a stand that gives you incredible access. Archimedes said, “Give me a place to stand and I’ll move the world.” You can and you do.” – Lynne Twist Tune in to learn about: The root access to true leadership Dealing with both ends of the spectrum: deep pain and extreme joy What it’s like to stand for something bigger than yourself (a world that works for everyone, with no one and nothing left out) The Hunger Project and its global initiatives The Pachamama Alliance — a social profit (nonprofit) organization whose mission is to empower indigenous people of the Amazon rainforest About the book The Soul of Money: Transforming Your Relationship with Money and Life   Connect with Lynne Twist: Linkedin Twitter Website TED Talk Lynne Twist’s biography: For more than 40 years, Lynne Twist has been a recognized global visionary committed to alleviating poverty, ending world hunger and supporting social justice and environmental sustainability. From working with Mother Teresa in Calcutta to the refugee camps in Ethiopia and the threatened rainforests of the Amazon, as well as guiding the philanthropy of some of the world’s wealthiest families, Lynne’s on-the-ground work has brought her a deep understanding of people’s relationship with money. Her breadth of knowledge and experience has led her to profound insights about the social tapestry of the world and the historical landscape of the times we are living in. Her compelling stories and life experiences inspired Lynne to write her best-selling, award-winning book “The Soul of Money: Transforming Your Relationship with Money and Life” (W.W. Norton, 2003) which has been translated into nine languages including Korean, Chinese, Vietnamese, French, Spanish, German, Japanese, Bulgarian and Portuguese. In addition, Lynne has contributed chapters to more than ten books including: Women of Courage: Inspiring Stories from the Women Who Live Them, by Katherine Martin (New World Library, 1999) Nonprofit Management 101: A Complete and Practical Guide for Leaders and Professionals” by Darian Rodriguez Heyman (Jossey-Bass, 2011) Einstein’s Business: Engaging Soul, Imagination, and Excellence in the Workplace” by Dawson Church, Ph.D. (Elite Books, 2007) Birth 2012 and Beyond: Humanity’s Great Shift to the Age of Conscious Evolution by Barbara Marx Hubbard (Shift Books, 2012) Ms. Twist has written numerous articles for RSF Quarterly, Fetzer Institute, Noetic Sciences Quarterly, and YES! Magazine and Balance. Keynote Speaker A sought-after speaker, Lynne travels the world giving keynote presentations and workshops for conferences including: United Nations Beijing Women’s Conference, Nobel Women’s Conference on Sexual Violence, State of the World Forum Conference, Alliance for a New Humanity Conference with Deepak Chopra, Synthesis Dialogues with His Holiness the Dalai Lama and the Governor’s Conference on California Women, among others. In addition, she has co-presented and shared the stage with some of today’s most influential thought leaders including: Oprah Winfrey Marianne Williamson His Holiness the Dalai Lama F.W. de Klerk Stephen Covey Riane Eisler Deepak Chopra Barbara Marx Hubbard Jane Goodall Jean Houston John Gray Jack Canfield Paul Hawken Van Jones Roshi Joan Halifax and Archbishop Desmond Tutu Jody Williams Leymah Gbowee Angeles Arrien A teacher by training, Lynne’s desire to contribute to others moved beyond the classroom and onto the world stage when she became the chief fundraising officer for The Hunger Project, raising hundreds of millions of dollars in the course of her tenure. In 1996, Lynne and her husband, Bill, co-founded The Pachamama Alliance — a social profit (nonprofit) organization whose mission is to empower indigenous people of the Amazon rainforest to preserve their lands and culture and, using insights gained from that work, to educate and inspire individuals everywhere to bring forth a thriving, just and sustainable world. Lynne’s work as a global citizen encompasses membership in a prestigious group of social profit (nonprofit) boards including the Fetzer Institute, The Institute of Noetic Sciences, Bioneers, Conscious Capitalism Inc., Educating Girls Globally, Youth for Environmental Sanity, and Partnerships in Youth Empowerment. Lynne also serves as an advisory board member for the California Institute of Integral Studies, Women’s Earth Alliance, Global Youth Action Network, The International Museum of Women and The Center for Partnership Studies, among others. She is a member in good standing of the Association of Fundraising Professionals, The Social Venture Network, The National Society of Fundraising Executives, The Transformational Leadership Council, Evolutionary Leaders Coalition, The Turning Tide Coalition, Women Donors Network. As a result of her work as a global citizen, Lynne has been featured in over 10 films including: “The Shift” (Michael Goorjian, 2010), “Crude Impact” (James Jandak Wood, 2006) and “Women of Wisdom and Power” (Lili Fournier, 2000) and “Money & Life (Katie Teague). In addition, she has been interviewed by dozens of media including The Huffington Post, “Mehmet Oz Radio,” Oprah and Friends Radio, NPR, The Chicago Tribune, The San Francisco Chronicle, and PBS. Honoree As a result of her work around the world, Ms. Twist earned an Honorary Doctorate of Humane Letters from Centenary College and has won numerous awards including the United Nations Woman of Distinction award, honoring her work to end world hunger; the Purpose Prize Fellow; Humanitarian of the Year Award from Youth at Risk; Humanitarian of the Year Award from the City of Fairfield, Iowa; Heroes of the 21st Century award from the Social Venture Network; Entrepreneurs’ Award from Katalysis Partnership; The Rainforest Champion Award from the Rainforest Action Network; the Nautilus Book Award; the New Dimension Broadcaster Award and the Ella Baker Center for Human Rights Award for Breakthrough Visionary Leadership; the 2015 GOI Peace Award, which she received in Tokyo, Japan; the Greenheart International Award 2016 and the Limitless Women Award 2016. Most recently, Ms. Twist was awarded the Conscious Visionary Award from Sedona, Arizona’s Illuminate Film Festival in May 2018, as well as the Service Award from the American India Foundation in March 2018. Lynne and her husband, Bill, live in San Francisco, California, and take delight in their three adult children and five grandchildren. * * * Full Transcription: Lynne Twist: Rather than getting into that number too much, I’ll just say 44,000 people were dying a day approximately of hunger and hunger-related causes and disease on a planet of 4.3 billion. Today, as we speak on this podcast, it’s 2019. Although it’s not gone down to zero – we have 7.6 billion people on this planet now; way more people, almost getting close to twice as many people. The number of deaths have gone from 44,000 down to a little bit under 15,000 a day. That is a magnificent, unpredictable, stunning drop. No one could have predicted that. Because the numbers were going up, not down Tanya: That’s Lynne Twist, a global visionary that has worked alongside game-changing leaders like Mother Teresa, Oprah, Maya Angelou, The Dalai Lama, and Jane Goodall just to name a few. Having raised hundreds of millions of dollars for philanthropic causes, Lynne has dedicated her life to alleviating poverty and hunger and supporting social justice and environmental sustainability. As the author of The Soul of Money: Transforming Your Relationship with Money and Life, Lynne shows that, for the most part, our relationship with money is bankrupt. It’s a trap and it’s toxic. As we awaken, Lynne sees the possibility of living in sufficiency and gratefulness. In addition to co-founding the Pachamama Alliance and founding The Soul of Money Institute, Lynne is an award-winning speaker, consultant, executive coach, global activist, and sought-after global influencer. She brilliantly asks us to consider what if you were known for what you allocate rather than what you accumulate? Lynne, you’ve had a really actually unbelievably interesting career and life journey. Can you tell us a little bit about that? Lynne Twist: I call myself a proactivist, not an activist because I want to distinguish that I’m an activist for, not against. I stand and have for pretty much my whole life in

    46 min
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5
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25 Ratings

About

A business leadership podcast that explores what it takes to be a great leader via candid interviews and discussions with c-suite executives and entrepreneurs leading meaningful companies.

Information

  • Creator
    Tanya Privé - Leadership
  • Years Active
    2019 - 2020
  • Episodes
    37
  • Rating
    Explicit
  • Show Website
    Unmessable Podcast