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Steven Rogelberg: Glad We Met
Steven Rogelberg is an organizational psychologist, holding the title of Chancellor’s Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher and recipient of the Humboldt Award for his research on meetings. He is the author of Glad We Met: The Art and Science of 1:1 Meetings*.
Many us appreciate the value of 1:1 meetings with employees. For a lot of managers, it’s one of their biggest time commitments. And yet, nobody ever taught us how to do it. In this conversation, Steven and I discuss how to actually structure an effective 1:1.
Key Points
First and foremost, a 1:1 meeting is for the direct report.
A set schedule for 1:1’s with your team reduces bias by ensuring you connect with everyone, consistently.
A loose framework is better than a lock-step agenda. Two approaches help: the manager proposing a core question or listing out topics that the direct report brings.
Avoid status update meetings by articulating the purpose of 1:1’s and dedicating agenda time (or future meetings) to bigger picture topics.
Skip-level 1:1’s are valuable for both employees and senior leaders. Avoid undermining another leader by approaching the meeting with the mindset to support the employee, rather than making decisions.
Resources Mentioned
Glad We Met: The Art and Science of 1:1 Meetings* by Steven Rogelberg
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358)
Moving Towards Meetings of Significance, with Seth Godin (episode 632)
Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691)
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Susan Salomone tells us how she decided to shift with a new team. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.
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Saknas det avsnitt?
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Randelle Lenoir tells us how she is building stronger relationships and visibility across her organization. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.
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Patrick Peralta shares what he did to get better at accountability. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.
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Maurice Ashley: Move by Move
Maurice Ashley is a Chess Grandmaster, an ESPN commentator, a three-time national championship coach, and an author. In 1999 he earned the title of Chess Grandmaster, making him the first Black Grandmaster in the game’s history, and in 2016 he was inducted into the US Chess Hall of Fame. He's the author of Move by Move: Life Lessons on and off the Chessboard*.
There was a time that you could get a degree or a certification and you’ve be set on your learning for awhile. Those days are long gone. With change happening at the speed of thought, we must keep improving. In this conversation, Maurice and I discuss the mindsets and tactics that will help you keep growing.
Key Points
Jazz artists don’t think about each note, but instinctively know how to make beautiful music. The best chess players are like this.
Elite performers constantly look for ways to cultivate the beginner’s mindset.
Chess players who pay attention to the endgame are less likely to get caught up only in the tactics.
The most vulnerable time for a chess player is when they have a big lead.
Poor performers avoid spending time with their mistakes. The best players learn from them through debrief.
Determine in advance where you need to stay hyper-focused.
Temper overconfidence by posing additional in-game challenges for yourself and your team.
Resources Mentioned
Move by Move: Life Lessons on and off the Chessboard* by Maurice Ashley
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Actually Move Numbers, with Chris McChesney (episode 294)
How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660)
How to Grow From Your Errors, with Amy Edmondson (episode 663)
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Natasha Orslene tells us how zeroing in on authenticity helped. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.
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Monica Chartier shares what came out of her focus to become more coach-like. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.
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Alice Ferris tells us about putting intentions into action. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.
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Marshall Goldsmith: What Got You Here Won’t Get You There
Marshall Goldsmith is one of the world’s leading executive coaches. He's written 56 books, selling over 3 million copies, including 8 bestsellers and 4 New York Times bestsellers. He's been ranked twice by Thinkers50 as the #1 leadership thinker in the world and ranked the #1 executive coach in the world for over a decade.
Marshall’s most popular book is What Got You Here Won't Get You There: How Successful People Become Even More Successful*. In this episode, Marshall and I explore the key lessons from this iconic book and the most common habits that hold leaders back.
Key Points
The superstition trap: I behave this way and I am successful, therefore I am successful because I behave this way.
The higher you go, the more your problems are behavioral.
Winning too much is a trap for successful people. Ask yourself, “Is it worth it?”
Be aware that your suggestions become orders.
Avoid starting your responses with “no,” “but,” or “however.” It’s hard to hear things we already know.
We are not here on Earth to prove how smart we are. Help more, judge less.
We all reinforce people who reinforce us. We hate obvious suck ups, but not the good ones. The good suck ups can easily fool the best leaders.
Beware an excessive need to “be me.” Instead, be who you want and need to be.
Resources Mentioned
What Got You Here Won't Get You There: How Successful People Become Even More Successful* by Marshall Goldsmith
MarshallGoldsmith.ai
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
The Way to Be More Self-Aware, with Tasha Eurich (episode 442)
The Power of Courage in Leadership Growth, with Jorge Alzate (episode 611)
What Vulnerable Leadership Sounds Like, with Jacob Morgan (episode 648)
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Mary Murphy: Cultures of Growth
Mary Murphy is Professor of Psychological and Brain Sciences at Indiana University. She is also Founding Director of the Summer Institute on Diversity at the Center for Advanced Study in the Behavioral Sciences at Stanford University and founder and CEO of the Equity Accelerator, a research and consulting organization that works with schools and companies to create more equitable learning and working environments. She is the author of Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations*.
Many of us have heard the distinction between a fixed and a growth mindset. Turns out it’s more of a both/and, especially with our teams. In this conversation, Mary and I discuss how team collaboration can support a growth mindset.
Key Points
Nobody has only a fixed or a growth mindset. While we may favor one, all of us shift between them.
Team culture is so powerful that it can either block or encourage a growth mindset.
Mindset doesn't just affect perceptions and behaviors, it shapes the bottom line.
To support collaboration, begin with a cues audit. Consider starting with affinity groups.
It’s misperception that cultures of growth are less data-centric than cultures of genius. The opposite is actually true.
Don’t eliminate competition, recast it. Consider how incentives align with supporting others and the organization as a whole.
Yes, share outcomes -- and also include the distance traveled to achieve them. This supports a culture of growth.
Traditional rating systems, especially forced-rankings, often reinforce cultures of genius.
Resources Mentioned
Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations* by Mary Murphy
Culture Cues Assessment
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326)
How to Build Psychological Safety, with Amy Edmondson (episode 404)
Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644)
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Maureen Dunne: The Neurodiversity Edge
Maureen Dunne is a cognitive scientist, neurodiversity expert, global keynote speaker, board director, and business leader with over two decades of experience helping organizations build thriving cultures. She has served as a Senior Advisor to some of the world's top organization, including the LEGO Foundation, Cornell University, and Members of Congress. She is the author of The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization*.
We often don’t notice our deeply held biases — and there’s certainly bias against neurodiversity. In this conversation, Maureen and I discuss the research, mindsets, and contributions relevant to neurodiversity. Plus, how neurodiversity can provide an edge for almost every organization.
Key Points
We often don’t see our deeply held biases. As one example, we assume that north is “up” on maps and globes, even though that’s only a construct.
Research and estimates vary, but at least 20% of the population is neurodivergent.
Divergent bees in hives find new sources of honey. Instead of viewing neurodivergence from a deficit-based perspective, use a strengths-based approach.
Intellectual capability is entirely independent of having a neurodivergent profile.
Rather than maintaining accommodations for “quirky people,” move towards a norm of universal accommodations that benefit the entire employee population.
Resources Mentioned
The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization* by Maureen Dunne
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Begin Difficult Conversations About Race, with Kwame Christian (episode 594)
Supporting Return to Work After Maternity Leave, with Danna Greenberg (episode 639)
How to Be a Better Ally, with Lauren Wesley Wilson (episode 675)
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James Rhee: Red Helicopter
James Rhee is a former high school teacher and Harvard Law School graduate who became a private equity investor and unexpectedly an acclaimed CEO. He bridges math with emotions by marrying capital with purpose, while composing systems that bridge peoples, disciplines, and ideas. James is the author of Red Helicopter: Lead Change With Kindness (Plus a Little Math)*.
Bad news: leaders are often the ones who make the rules that prevent kindness. Good news: leaders are also the ones who can change the rules. In this conversation, James and I explore how leadership (and results) improve when kindness is at the center of our work.
Key Points
We all know the power of intuitive, childhood truths. Leaders should champion these, even if that means challenging the establishment.
Brené Brown says, “Clear is kind.” Clarity emerges by also ensuring an alignment with reality by leveraging math.
Kindness is not random or entertaining. It’s an intentional, consistent practice.
Leaders make the rules that encumber kindness — and they have the capacity to change those rules.
The cost centers of an organization are a creative opportunity for kindness.
Resources Mentioned
Red Helicopter: Lead Change With Kindness (Plus a Little Math)* by James Rhee
Arirang Amazing Grace for a Red Helicopter
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Create Meaningful Gatherings, with Priya Parker (episode 395)
How Leaders Build, with Guy Raz (episode 491)
The Power of Leadership Through Hospitality, with Will Guidara (episode 688)
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Lisa Cummings: Lead Through Strengths
Lisa Cummings is the founder of Lead Through Strengths, a firm supporting building strengths into your team's culture. She's also the host of the Lead Through Strengths podcast. Lisa is a Gallup-certified strengths coach and has trained over 20,000 people in 14 countries. Today, she facilitates offsites and retreats to help leaders and their teams go deep on utilizing their strengths well.
When challenges arise in leadership, we sometimes miss what’s right in front of us. In this conversation, Lisa and I discuss how to zero in on your core strengths and utilize them to address new challenges that arise.
Key Points
Lisa began her StrengthsFinder journey through the First Break All the Rules book. Dave began his with the Soar With Your Strengths book.
Many of us value what we’ve worked hardest to achieve, but those areas aren’t typically our core strengths.
The talents appearing on the bottom of your StrengthsFinder assessment are the approaches that tend to drain you and lead to burnout.
It’s helpful to focus on removing blind spots. Those are most often hidden in our top strengths.
When new leadership issues come up, aim your top strengths at them. Often, there’s an opportunity to reframe challenges in the context of your strengths.
Resources Mentioned
CliftonStrengths (formerly StrengthsFinder) assessment
StrengthsFinder Talents overview by Lisa Cummings
Contact Lisa for a question or workshop
Related Episodes
How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293)
Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424)
Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691)
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General CQ Brown, Jr.: Chairman of the Joint Chiefs
General CQ Brown, Jr. is the Chairman of the Joint Chiefs of Staff, the nation’s highest-ranking military officer. As Chairman, he is the principal military advisor to the President of the United States, Secretary of Defense, and National Security Council. Prior to this role, he was the first Black officer in American history to head one of our military branches as Chief of Staff of the United States Air Force. Time Magazine has named him one of the top 100 most influential people in the world.
Effective leaders discover how to best use their strengths, and of course, champion the strengths of others. In this conversation, General Brown and I discuss how he uses his strengths and what he does to bring those strengths into people development, high-level meetings, and problem-solving.
Key Points
If you are well below average at something, don’t spend time and effort trying to improve. Instead, partner with others who have it as a superpower.
Give people work that is aligned with their strengths.
Fight for feedback, especially in a top job. Find people who will give it to you straight. Listen well so they keep offering it.
Leverage your strengths in communication. For General Brown, using his engineering training to solve problems and using metaphors and analogies to create clarity.
Have the meeting after the meeting in the meeting.
Tell people where your strengths might get in the way. For General Brown, highlighting that silence that could appear intimidating is often him just listening and thinking.
Related Episodes
Leadership in the Midst of Chaos, with Jim Mattis (episode 440)
Your Leadership Motive, with Patrick Lencioni (episode 505)
Engaging People Through Change, with Cassandra Worthy (episode 571)
How to Connect with People Better, with Charles Duhigg (episode 670)
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Mitch Warner: Leadership and Self-Deception
Mitch Warner is a managing partner of the Arbinger Institute. The Institute has authored three best-selling books and helps leaders transform their organizations by enabling the fundamental shift in mindset that leads to exceptional results. Now in its fourth edition, Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results*, is today one of the top fifty best-selling leadership books of all time.
Shifting behavior in a sustainable way requires us to change our mindset. In this conversation, Mitch and I explore how self-deception gets in our way and how we can take the first step by seeing others as people.
Key Points
In many cases, we are the carriers of the very problems we are complaining about. We often resist this reality.
We often assume we aren’t the cause of problems because of our good intentions.
Mindset drives our behaviors and the effectiveness and influence of those behaviors.
Seeing someone as less than a person causes us to see the world in a way that justifies our judgement.
Too often, conflicts manifest as people provoking another’s behavior in order to justify themselves.
Our own justification is an indicator that we may be wrong to being with.
Viewing others as either better or worse than ourselves creates justification that prevents awareness and change.
Get outside of yourself by meeting to learn about them. If the relationship has been strained, consider meeting to give.
Resources Mentioned
Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results* by The Arbinger Institute
The Arbinger Institute
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Compare Yourself to Others, with Mollie West Duffy (episode 582)
Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644)
The Way to Handle Oblivious Leadership, with Robert Sutton (episode 667)
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José Antonio Bowen: Teaching With AI
José Antonio Bowen has won teaching awards at Stanford and Georgetown and is past president of Goucher College. He has written over 100 scholarly articles and has appeared as a musician with Stan Getz, Bobby McFerrin, and others. He is the author of multiple books in higher education and is a senior fellow for the American Association of Colleges and Universities. He is the author with C. Edward Watson of Teaching With AI: A Practical Guide to a New Era of Human Learning*.
AI will change how we work, but it’s also going to change how we think. In this conversation, José and I explore where to begin working with AI and why those who can use it will serve a critical role in shaping what’s next.
Key Points
Physical maps make you smarter than GPS, but GPS is more practical for daily use. AI isn’t inherently good or bad, but like the internet, it will change how we work.
AI will eliminate some jobs, but it will change every job. Those who can work with AI will replace those who can’t.
Rather than thinking about creativity through the lens of responses from AI, focus on bringing creativity into your prompts.
Most of the AI progress for companies is coming from non-tech folks that are figuring out how specific tasks get more efficient.
AI is very good at some things and not good at others. You’ll discover how this relates to your work by experimenting with different prompts.
Resources Mentioned
Teaching With AI: A Practical Guide to a New Era of Human Learning* by José Antonio Bowen and C. Edward Watson
Example AI Prompts by José Antonio Bowen
The Human Side of Generative AI: Creating a Path to Productivity by Aaron De Smet, Sandra Durth, Bryan Hancock, Marino Mugayar-Baldocchi, and Angelika Reich
Moderna and OpenAI partner to Accelerate the Development of Life-Saving Treatments
The State of AI in Early 2024: Gen AI Adoption Spikes and Starts to Generate Value by Alex Singla, Alexander Sukharevsky, Lareina Yee, Michael Chui, and Bryce Hall
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
Make Your Reading More Meaningful, with Sönke Ahrens (episode 564)
Principles for Using AI at Work, with Ethan Mollick (episode 674)
How to Enhance Your Credibility (Audio course)
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Will Guidara: Unreasonable Hospitality
Will Guidara is the former co-owner of Eleven Madison Park, which under his leadership received four stars from the New York Times, three Michelin stars, and in 2017 was named #1 on the list of the World’s 50 Best Restaurants. He has co-authored four cookbooks, was named one of Crain's New York Business's 40 Under 40, and is the recipient of WSJ Magazine's Innovator Award. He is the author of Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect*.
We expect hospitality from a restaurant or hotel, but we often miss opportunities for this mindset at work. In this conversation, Will and I discuss effective leadership as an act of hospitality, not only for the organization and team — but for the leader themselves.
Key Points
Service is black and white. Hospitality is color.
Hospitality elevates service not only for the person receiving it, but for the person delivering it.
Hospitality is a dialogue, not a monologue. With employees, this means giving feedback continuously.
When offering criticism, make a charitable assumption. The message is still the message, but the context matters.
Giving attention to your top performers does a lot to invest others in their work.
Make it cool to care.
Resources Mentioned
Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect* by Will Guidara
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Lead Part-Time Staff, with Chris Deferio (episode 289)
Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306)
The Mindset to Help Your Organization Grow, with Tiffani Bova (episode 633)
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Roy Schwartz: Smart Brevity
Roy Schwartz is co-founder and CEO at Axios HQ, the world’s first AI-powered internal communications management platform. He’s also the co-founder of Axios, the award-winning news organization known for its Smart Brevity writing style. He's the co-author, along with Jim VandeHei and Mike Allen of Smart Brevity: The Power of Saying More With Less*.
Most organizations spend way more time and strategy on external communications than internal ones. In this conversation, Roy and I discuss how your internal strategy can reduce email, save time, and create space for innovation and insight.
Key Points
An effective, internal publication via email reduces the amount of total messaging people receive.
Position one, big item in every publication. There should be a hierarchy of what’s important, since not everyone will read everything.
Keep each topic to 200 words and under 1,000 words for the entire publication.
For each topic, start with a strong, first sentence — and then provide context for why it matters.
Find a word other than “newsletter” to name a regular, internal publication.
Bring personality and smiles into internal publications. People will engage and look forward to reading.
Done well, internal publications help inform, recognize, provide accountability, and allow leaders to focus on the human aspects of communication.
Resources Mentioned
Smart Brevity: The Power of Saying More With Less* by Jim VandeHei, Mike Allen, and Roy Schwartz
Axios HQ: AI-powered newsletter software
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
The Way to Make Sense to Others, with Tom Henschel (episode 518)
Getting Better at Reading the Room, with Kirstin Ferguson (episode 651)
Get People Reading What You’re Sending, with Todd Rogers (episode 666)
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Laure Arron: Who Has Your Back?
Laurie Arron is the founder of Arron Coaching, LLC and trusted adviser and executive coach to C-suite executives and Chiefs of Staff. She spent 30+ years climbing the corporate ladder at a Fortune 10 company in sales leadership, strategic planning, business transformation, and Chief of Staff roles. She is the author of Who Has Your Back?: A Leaders's Guide to Getting the Support You Need from the Chief of Staff You Deserve.
Executive leaders need both truth-tellers and those who can manage on their behalf. Increasingly, the Chief of Staff role is becoming more prominent. In this episode, Laurie and I discuss their role, where they add value, and how they benefit the entire team.
Key Points
The Chief of Staff role has become a more prevalent executive role, especially in the technology, finance, and healthcare industries.
A Chief of Staff is distinct from an executive assistant. A effective Chief represents the leader, manages on their behalf, and coordinates their work.
Every top leader needs a truth teller. A key role of the Chief of Staff is to be up-front with the person they serve.
An effective Chief is proactive in addressing issues before the leader ever knows about them. They know where messages are being lost or diluted.
Ideally, the Chief of Staff helps create a climate of free expression throughout the team.
Resources Mentioned
Who Has Your Back?: A Leaders's Guide to Getting the Support You Need from the Chief of Staff You Deserve by Laurie Arron
Let Bartlet Be Bartlet from The West Wing
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Help People Speak Truth to Power, with Megan Reitz (episode 597)
How to Start Better With Peers, with Michael Bungay Stanier (episode 635)
How to Start a Top Job, with Ty Wiggins (episode 685)
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Ty Wiggins: The New CEO
Ty Wiggins is a leadership expert who is passionate about setting up new CEOs for success. As the global lead of Russell Reynolds Associates’ CEO & Executive Transition Practice, he helps world-leading CEOs successfully transition into their roles, guiding them through their first 12-18 months as their trusted advisor. He is the author of The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)*.
Taking on a top job is unique in many ways. In this conversation, Ty and I explore what new, top leaders can do to get out of the bubble and hear more truth. Plus, we discuss why the first 90 or 100 days might not be the best metric for top leaders, and how to better start with easy wins and early moves.
Key Points
You’ll see more in the top job, but hear less. This is even more pronounced for those promoted internally.
Getting out of the bubble means spending more time with middle managers and front-line employees. Second and third time CEOs do this more from the start.
Key questions that can help you hear more: (1) Tell me some of the workarounds you have in place and (2) What's the question I haven't asked you but I should?
The first 90 or 100 days as a success metric is often overstated in top jobs. You’re often still learning context at an exponential rate.
If it’s on fire, fix it. If it is smoldering, leave it alone until you have more context.
It’s helpful to address common pain points for easy wins. They don't have to be enormous, but they should be deliberate.
Resources Mentioned
The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)* by Ty Wiggins
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590)
How to Start a Big Leadership Role, with Carol Kauffman (episode 617)
How an Executive Aligns with a Board, with Joan Garry (episode 662)
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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus. - Visa fler
