"If you want to make everybody happy, sell ice cream." - unless you work for minimum wage at a franchise "If everybody's upset, I must be doing something right." - unless your competence is such a mystery that no one sees the upside Your responsibility as a leader is multifaceted. Yes, you have responsibility up the chain of command. Also, you have responsibility to those you're entrusted to lead. Pointing this out highlights that relationships have to go in several directions with functional effectiveness. In short, relationships are important and likeability is a component of that. As you listen, grab your own phrases and concepts that land for you and also listen for: ✅ **Trust and Respect Over Popularity** – While likability can smooth the leadership journey, the crux of effective leadership is garnering trust and respect. ✅ **Culture Echoes Leadership** – The way a team interacts internally is often a reflection of their interactions with customers. Toxicity at the top can trickle down to every aspect of the organization. ✅ **Awareness & Learning** – Self-awareness and an ongoing commitment to learning are foundational for becoming an influential leader, regardless of popularity stakes. If you're questioning whether you can be an effective leader because your team doesn't presently like you, consider why you believe that to be true. Attempt to decouple "like" from "besties" as you consider your relationships. If you believe your team does or does not like you; how do you know? If you DID have solid relationships, what would that look like? What would it feel like? As this episode is assembled in real time, the No More Leadership BS team shares experiences and observations regarding the likeability of a leader and how much that affects their ability to BE a leader. Imagine the type of leader you want to be and what kind of relationships have to exist to get you there.

Imagine how you feel about a coworker. That coworker is in another part of the world. That coworker reports to a different boss. You have never met this coworker and likely never will. Yet, your paychecks come from the same company. Do you feel the same way about this coworker as the one you do who is your go-to person for projects, peer leadership responsibilities, and to shoot the breeze about the weekend? Why or why not? Odds are, you like the person you talk to and are rather indifferent about the person you've never met who wears a matching company polo. But, does that make you more effective as a leader? Are you required, or compelled, to like the people you're leading? We've got some thoughts on this... - The essence of leadership transcends personal likes or dislikes, focusing on respect and contribution to team success. - Compatibility with the organization's culture holds significant importance; a high-performing individual may yield results but could disrupt team dynamics if not aligned with cultural values. - Constructive communication and understanding individual motivations drive effective leadership, regardless of personal affinities. In our collective experiences and observations, the No More Leadership BS team has seen when leaders liked their people, when they haven't, and what has been more effective. This candid discussion about leadership dynamics, effectiveness, and the crucial distinction between personal preference and professional respect just might get your gears turning. Do you need to like the people you're leading?

Curiosity is all the difference. The difference between "What's available?" and "What's possible?" People can be successful by doing what they're asked or by following the instructions as written. There may be very few cases where following all the expectations led directly to invention and ingenuity. Doing something new requires curiosity. Whether it is new to you, or new to someone else, accepting the 'new thing' requires an openness and interest to the novelty. Effective leaders utilize curiosity on a regular basis. What if we changed this process? What if this individual contributor was challenged to facilitate a team? What if my bright idea isn't as brilliant as I think it is? 1. Curiosity is critical for motivation, innovation, and avoiding stagnation. Leaders lacking curiosity are seen as automatons who maintain the status quo without inspiring their teams. 2. Curiosity is an ongoing journey for effective leaders. It facilitates continuous learning and adaptation, acknowledging that leadership styles and practices evolve. 3. The absence of curiosity in leaders often results in chaos and reactive management as they fail to explore possibilities and consider the broader picture. While they say curiosity killed the cat, we're not cats and if we were, we've got sweet reflexes and nine lives. The No More Leadership BS team strongly advocates for curiosity. Curiosity isn't to be used as a tool to avoid making decisions, but a method to explore what we think we think about a situation or set of circumstances. As you listen to this episode consider two questions: 1) what is a recent situation where more curiosity would have been better and 2) how can you improve your approach to leadership by ramping up your curiosity just a bit?

Leaders are only as effective as their team. Teams are only as effective as their leader. Maybe? Maybe teams can be effective in spite of poor leadership. Maybe leaders can influence teams to do better than any one of them would if left to their own devices. Leaders have the ability to influence teams in positive and negative ways. They get to be the tide, in this metaphor. But if the leader is trying to lift the boats, and the boats are anchored or in disrepair, no amount of tide will lift the boats. As leaders want to lift the boats, they have to ensure that the boats are ready to be lifted. 🚀 The Power of Group Dynamics: Surrounding yourself with the right people can lift you up and propel you further in your personal and professional journey. The rising tide lifts all boats, and the right group can amplify your success and outlook. 🚀 Qualities to Seek in Your Circle: Integrity, optimism, and curiosity are essential traits to look for in the individuals you choose to surround yourself with. These qualities contribute to a positive, growth-oriented mindset that can spark new ideas and possibilities. 🚀 Embracing Generosity: The gift of giving, whether it's time, knowledge, or support, is a crucial element in fostering strong relationships and mutual growth. By embodying a spirit of generosity, you contribute to creating a supportive and enriching environment. There is no shortage of reasons why teams do not do well. the No More Leadership BS team recommends you don't worry about assigning blame, but take responsibility. Take responsibility for who you learn from, who you teach, and how you continuously evaluate your leadership skills and abilities. We believe there is no situation that is made worse by a better leader. Leaders get better by surrounding themselves with better leaders. If you're the best leader in the room, it's time to find a new room - keep challenging yourself and teaching others.

Randomized behaviors in humans (perhaps all animals) is rare. It seems random that a housecat would be scared by a cucumber... but if just reading the words, you know what is being referred to, the behavior is common enough to likely not be random. Functioning in a leadership role, by definition, means that every day is going to have knowns, unknowns, predictability, and surprises. The unknowns and surprises offer the easiest opportunities for "random acts of leadership." With an effective leader, very little is actually random. Please consider that: - Leadership is about intentionality and being intentional with our actions and choices can elevate our leadership impact. - Recognizing and acknowledging moments of random acts of leadership can serve as a tool for identifying upcoming talent within an organization. - Developing leaders within our own culture requires a continuous and intentional effort to foster and encourage leadership behaviors. This episode takes the idea of randomization of behavior and sends it on an undesignated course to elsewhere. Effective leaders will have moments of making quick decisions in a moment without a lot of depth to their rationale. They will also, over time, earn enough wisdom to be able to make a quick decision that is backed by their experiences and understanding of the situation. Leaders will not always have thought about every repercussion many steps removed from their decision, but leaders most people want to follow will try to make decisions that will serve their team and the team's purpose. This includes developing leaders and leadership qualities among their team. It goes far beyond scheduling a single professional development opportunity. Effective leaders are continually looking for opportunities to help each member of their team grow. The No More Leadership BS team takes you on a brief journey of the rationality of random acts of leadership based on their experiences and observations. Spoiler Alert: leadership is rarely random, but the moment may well be.

The chances we didn't take. This is among the top of the regrets that most people have. Only one of us in the group regrets not speaking to Chris Evans, aka, Captain Frickin' America until the end of a first-class flight. Mr. Evans chatted up our teammate for the last 5 minutes of the flight and was absolutely kind and gracious. Would the conversation have been enjoyable and engaging for more than 5 minutes? There is literally no way to know for sure. Regrets. In leadership (and life), we make a lot of decisions that have repercussions. All we can do is make meaning of the regrets we've experienced in order to avoid making the same mistakes again. As you walk your journey, please key into these key points regarding regret: - Not being true to one's self is a common version of regret. In other words, "I failed my own moral code." - Forgiving one's self is freeing and can be transformative in one's journey. - An unresolved regret can generate rumination where a person never actually addresses the action, but holds stress over the action they did or did not take. BREAKING: The No More Leadership BS team is fully, 100% human! As such, the discussion is an honest conversation on how to use regrets as stepping stones rather than stumbling blocks. One reason is that we've learned about it. Another reason is that we've lived it. If you're not willing to look back to move forward with meaning and purpose, odds are good that you'll keep running into the same blockers repeatedly, until you resolve the original error way back when. You can do it, we can help. In your garden, at the gym, or on your commute, the No More Leadership BS team is here to help you resolve your regret and continually improve a little each week.

It's really no big deal, until it is. A pilot who is flying, or captain who is navigating and sets a bearing just one degree off will land somewhere other than their desired destination. In business, sometimes this is called "mission creep." This exists when the organization is moving toward a goal, but then accepts something goal-adjacent. It's not exactly the goal, but the connection seems reasonable. Then the goal-adjacent space is the new goal and the next goal-adjacent initiative is even farther from the original goal. Any one of those single goal-adjacent deviations are no big deal. Until they compound. Then, comprehensively, it is absolutely a big deal. Being on target requires leaders to be focused and diligent. It's not always exceptionally heavy lifting, but it is consistent to keep on task. Additionally, making big changes requires the "mission creep" analogy to be reverse engineered. A great big goal typically requires little adjustments rather than one big change. Even when one big change is the order of the day, there are many rippling incremental changes to make way for the big thing. As you consider change, consider whether it is intentional or accidental. Review how you know that, and as you go... 🔹 Make Small Adjustments: Instead of big wholesale changes, consider making small 1- or 2-degree adjustments to stay on course and achieve your goals. 🔹 Communication is Key: Regular and ongoing communication with your team, customers, and stakeholders can provide valuable feedback and help identify areas that need adjustments. 🔹 Invest in Coaching: Just like a pilot relies on a flight controller, leaders can benefit from coaching to gain an external perspective and make important course corrections. Being an effective leader is not a one-person show. Being boss can be one person, but effectiveness is absolutely in question. Once the goal is set, a leader's responsibility is to get there in the most effective way possible. The path is full of open and honest communication. Leaders who "don't want excuses" or don't want to have difficult conversations, are really just holding a place, they aren't leading. Fortunately and unfortunately, the No More Leadership BS team has observed a lot of change management over time. With observations on what works and what doesn't, the team is here to serve you as you manage and navigate change in your workplace and on your team.

Broad brushes and broad strokes have their time and place. Quick coverage over a large space calls for a broad brush. When detail work is needed, a smaller, more intentionally-placed brush is needed. When we look at differences and similarities in generations, there are some common experiences that led to some common values and expectations. And, it's not always the same for everyone in the same generation. Now that we have 5 generations of citizens in the workforce, the opportunity for misunderstanding is even broader. Leaders are required to understand the big collection of characteristics. And, effective leaders are required to understand when they need to be more detailed, specific, and focus on the needs of the individual within the context of their generation and the organization overall. Some tactics to consider when navigating the waters of a quintuple-generation workforce include... **Recognition and Authentic Appreciation:** Millennials and Gen Z-ers value genuine recognition and appreciation. It's crucial to acknowledge their contributions and create a trusting, authentic environment. **Inclusive Environment and Individualized Interactions:** A one-size-fits-all approach doesn't cut it. Each person, regardless of generation, deserves to be valued as an individual. Inclusion is an exercise, not a mere numbers game, and leaders need to create spaces where each person feels comfortable and respected. **Mentorship and Purposeful Work:** Millennials and Gen Z-ers are eager for connection, mentorship, and meaningful work that aligns with their personal values. By providing opportunities for professional development, meaningful work, and genuine mentorship, leaders can retain younger talent in the workplace. As is the case with many things, it all comes down to relationships. Leaders who aspire to be effective will take time to foster relationships with others in the way that others want. Approaching a person who thrives on relationships will be different than engaging conversation with someone who values facts and data. The No More Leadership BS team represents 2 generations and has worked with all 5 over the course of their many years of varied experiences. In addition to what the team shares, we hope you consider your approach to generational needs and reach out if you'd like to run a situation by someone who is not in your chain of command and does not sign your evaluation.

Those giant goals are so fun, creative, shiny, and powerful. Wouldn't it be great if... Once we achieve this, we will be able to... The great big goals capture people's imagination. It's fun to think about all the ways to achieve a fantastical goal. Then once we start doing it, we put pencil to paper to figure out exactly HOW to get there. It's more than "Go. Do." We get to think about different paths, points along the way so we know we're on track, and intermediate successes that will open us up to the next series of successes. Some things to consider as you get to moving on your audacious goal... 1. Embrace Big Dreams, Celebrate Little Goals: Big dreams can be inspiring, but when they don't materialize, they can become burdensome. Shifting the focus to celebrating and consistently achieving little goals can bring long-term success. 2. Consistency & Flexibility are Key: Consistent small steps can pave the way to success. Embracing a flexible mindset and being open to adjusting your approach is crucial in the pursuit of your goals. 3. The Value of Coaching: Working with a coach goes beyond receiving instructions; it's about being guided to overcome obstacles and be your best self. Coaches help you celebrate progress, mitigate self-doubt, and stay focused on the journey. Whether your awesome goal is to increase your team's productivity by 25% on the year or to have an element of your fund-raiser modeled after an international disaster, you get to decide a path, and how you know you're on track from Day One to the Final Day. Every person on the No More Leadership BS team has taken a team from the baseline to the big goal. Each person has helped others do the same. The insights and recommendations, as always, come from experience supported by theory, not just ideas alone. As you join this week's journey with The Team, consider your Big Awesome Goal and then sketch out how you're going to get there and how, along the way, you'll know you're on track. (Psssst.... it's the little goals and celebrations that will help the most)

A baby taking their first steps is not a competent walker. They're also not a confident walker. After getting some practice, the baby becomes a toddler and has more competence walking and more confidence. Then they start running because they've got high confidence, but they don't quite have the competence so they have some crashes and spills. Leaders aren't babies or toddlers, but effective leaders are absolutely learning all the time. Some days they may have a lot to learn. Confidence in the new information may be low, but confidence to learn it is high based on prior experience. Once they know more, the confidence with the material goes up, and they may also realize they need to know more. Earning confidence and competence are in the same cycle. When someone has consistent confidence or consistent competence, it's possible they're no longer being challenged. Keep yourself sharp and aware by: 1. Earning Confidence Through Competence: Building confidence in a new role or task starts with acknowledging what you don't know, then actively seeking knowledge and guidance from others. Education and patience play a crucial role in developing the necessary competence, which in turn boosts confidence. 2. Taking Action That Breeds Confidence: Taking incremental steps while being aware of your progress is essential. Striving for perfection at the expense of action can be counterproductive. It's about learning, taking action, adjusting, and continuing to grow that builds true confidence. 3. Staying Appropriately Humble: Confidence and competence are essential, but so is humility. Arrogance can hinder personal and professional growth. Strive to be both confident and competent, yet remain humble and open to continuous learning. There is no leader of people who has been 100% confident and 100% competent, 100% of the time. Each person on the No More Leadership BS team has been through various learning processes in leadership. Sometimes we learn through being taught, teaching, or just falling flat on our face. In every case, understanding what worked and what didn't helps make the next opportunity more likely to succeed. As you examine your competence with your job and your confidence, where do you feel particularly strong with both? Where could you use a little more support? If you're up for learning and growing, please let us know!

"Gray skies are gonna clear up, put on a happy face." - Lee Adams Leaders are expected to know it all, do it all, be present all the time, and do it all effectively. While not every leader has an extra dose of bubbly charm, the idea of "put on a happy face," in this case, means, "Please, at least LOOK like you're not miserable." Effective leaders will put in a lot of effort to take care of their team by treating them well, pushing them to take their PTO, and reminding them that, for the love of Pete, drink some water. But who is taking care of the leader? Odds are... no one. As a leader, it is up to you to take care of yourself, otherwise known as self-care. It is easy to dismiss self-care as selfish because the person in charge shouldn't go on vacation, or golfing, or reject a request to be in another meeting. How do you know you need a little self-care? We've got some thoughts on this... - Be aware of the signs of stress and don't dismiss them. Explore and analyze your feelings to take appropriate action. - Seek outside perspective and support. Consider working with a coach, therapist, or trusted individual to gain valuable feedback and advice. - Prioritize self-care without feeling guilty. Recognize that taking care of yourself is essential to leadership, just like securing your own oxygen mask before assisting others. Recommendation: ask any fit person you know if it is selfish to stay healthy. Really. What do you think they will say? What will it take for you to give yourself permission to take care of your physical, mental, and emotional needs? As the No More Leadership BS team explores, there's a lot of obstacles to self-care, but few of them are insurmountable. Whatever you have to do to take one step toward better care is a good step. The team offers insights, recommendations, and observations to help you make you your priority.

Everyone is on their own journey. The difference in how people travel efficiently and get to their destination in good health. Leading people brings a lot of stress by nature. It can be compounded by physical manifestations of stress. This can look like physical maladies such as stomach trouble, headaches, or heart problems. Before that, stress can look like binge-eating, eating all the wrong things, giving up exercising, or consistent mindless snacking. People in leadership roles cannot be and cannot be expected to be dead-center of their height-weight bell curve. But anyone could pay attention to how their nutrition, diet, and stress all interact to paint a large portion of their health picture. If or when you are ready to make changes, here are some ideas: 1. Small disciplines lead to big changes - Just a few small changes in your daily routine, such as taking a short walk or reducing meeting times, can have a significant impact on both physical and mental health. 2. Seek outside help and advice - Don't be afraid to reach out to someone you trust for support and guidance. Whether it's a coach, mentor, or friend, an outside perspective can be invaluable in navigating your journey. 3. Value your well-being - Recognize that physical health directly impacts your mental well-being and leadership skills. By prioritizing your health, you'll be better equipped to lead and support others effectively. As humans, we are not awesome at having clear introspection. If that's the case, an outside perspective can be invaluable. Sometimes that perspective comes from a friend or coach. Sometimes it comes in the way others demonstrate behavior toward you. If you're figuratively biting people's heads off, they're not going to come to you with ideas and questions, If people change how they behave around you, it is likely a reflection of your actions, not theirs. The No More Leadership BS team have been down this road many times. We offer observations, insights, and recommendations regarding your cognitively difficult job as a leader and how that can, and does, affect your physical health and wellbeing.

"Be the change you wish to see in the world." - Ghandi "Be the ball." - Chevy Chase, Caddyshack (partial quote) There is no shortage of recommendations and phrases for leaders to make change. None of effective ones include, "Scream at people until they do something different." Yet, when leaders want to change culture, the often look at the team and try to figure out how to get them to change their behavior. Effective leaders know that to make change, it will require more effort than slogans on mugs or required email signature phrases. Some examples include: 🔸 People reflect behaviors of those around them - the impact of the "people we spend the most time with," highlights how teaching and connection shape effective learning. 🔸 Open communication and trust are essential and neither is possible without the other. Asking for more information isn't always easy, but will foster better understanding in the workplace. 🔸 Starting with the leader, it is crucial to change one's own behavior to influence change in others. Additionally, self-reflection, honesty, and seeking support will create a space where teams can grow and thrive. Repetitive behavior will earn repetitive results. If we expect different results, it is absolutely necessary to change behavior. Leaders who are not willing to change behavior will likely not enjoy different results. A team of people will rise to expectations if and only if it looks like Leadership is living them out in their work. High expectations met with low engagement will likely not lead to strong outcomes. The No More Leadership BS team has a wealth of experience regarding behavior change in ourselves and in others. We gladly share what has worked, maybe what hasn't, and openly invite you to share your stories as well. You're not alone and the best way to know that is to share your story and see folks who get your point of view, possibly for the first time!

A part of a leader's responsibilities is to ensure that the right people are in the right seat on the boat and rowing the same direction at the same cadence. It's a big ask of everyone. The question is what happens if the leader is not present. Does the team still function well or do they kind of fall apart? This consideration is a great indicator of culture and how it is lived out. If people do what they're told because a leader is there, they might be effective, but it's limited. If people continue to fulfill expectations when the leader is NOT there, this is an indicator of community in the work culture. When people support each other in a way that makes sense for them and the organization, it's more than doing a job, it's having a community of support in your work culture. Some ways to move forward include... 1. Engage Employees in Finding Solutions: engaging employees and not accepting "I don't know" as an answer when addressing challenges. Actively involving your team in finding solutions can lead to a more empowered and positive workplace culture. 2. Purposeful Questioning and Active Listening: the way questions are asked on employee responses and the need for active listening to improve organizational culture. Developing effective questioning abilities as leaders can lead to more productive discussions and a healthier work environment. 3. Measurement and Feedback: measuring the success of culture improvement efforts and suggested data points to gauge workplace culture, including absentee rates, engagement in troubleshooting, turnover rates, retention rates, and customer satisfaction. Understanding and acting on measurable data can guide leaders in making informed decisions to improve company culture. People want, no, need to be engaged and have a sense of belonging. This is true in their families, chosen relationships, and work environments. Bosses might have tricks to make people feel involved, but an effective leader will deploy strategies to engage people in meaningful ways. As an example, do not start a "Diversity Committee," and then ignore any recommendations or requests the committee brings forth. Not only is it not helpful, it will also give employees a very strong reason to disengage from that committee AND the culture as it has been demonstrated that their contribution is not valued. Engage employees in meaningful ways, not performative ways. This includes listening and asking questions. Then, Effective Leader, respond appropriately and accordingly to the feedback you receive. We've been around this block a few times before. The No More Leadership BS team offers insights, recommendations, and just a smidgen of storytelling to bring the idea of workplace community to life.

Imagine you're new to a geographically natural area. As you're exploring, you see a mountain. Is the mountain a blocker, opportunity, or something else? It depends on the nature of the interaction. When water contacts a mountain, the mountain is a barrier and the water finds the path of least resistance to the lowest elevation possible. When a person is hiking and contacts a mountain, they might go around, they might go over. If the person is an engineer trying to set a path for a train, they might go through. When you're leading your team, there will be barriers of various size, duration, and condition. There are opportunities to avoid (like water), to maneuver (like the hiker), and to dive in (like the engineer). What you choose to do is dependent upon the mission of the organization and must have characteristics and considerations for effective decision-making: 🌟 Engage Your Team: Creating an engaging environment where team members feel valued, included, and are given ownership of their roles is essential. This engagement helps them push through mental barriers and contributes to collective success. 🌟 Confrontation and Communication: Fear of confrontation can hinder team dynamics. Encouraging open and respectful communication within a team can help overcome misinformation, polarization, and ultimately strengthens relationships and productivity. 🌟 Leadership is About People: It's crucial for leaders to realize that effective leadership is not about individual glory but about the people they lead. Just as you take care of your team, remember to give importance to your own well-being as a leader. As a leader, there can be temptation to make a decision and then stick to it. If you start your path around the mountain and interrupt a bear den, best answer is to change the plan. If you get into your leadership journey and something is not working, even if you've agreed as a team, it is imperative to call out the change and make a new plan. Worst case scenario is to stay the course while ignoring credible and clear information begging you to do otherwise. The No More Leadership BS team has been around the mountain of barrier and chosen to avoid, engage, or dive in based on the situation. As you hear points of view that resonate, let us know how we're in alignment. If you think we are off-topic; bring the debate! We're all about learning through discourse. Most importantly, we hope you enjoy and learn a little from the episode!

Imagine the perfect workplace. Some folks may say that "perfect" and "work" are oxymorons. Truth be told, we humans gain a lot of non-monetary benefits from doing good work. In short, it makes us feel good. If we're going to be working, why not make it as close to perfect as possible? Back to the story - imagine your perfect workplace. What is the service or industry? How big is the market? Most importantly, how do people treat one another? If you can imagine a great workplace with a superb culture, you can create it, or at least start the process. There is no reason we should expect anything less than improvement when talking about work culture. But changing it can be difficult so people tend to stay put in discomfort they know rather than get uncomfortable with aspirational goals. Regret lives in the chances you don't take. Now in these very short paragraphs, you've decided to make some change, here are a few considerations: - Clear Communication: Setting clear and specific goals is crucial. Building a shared understanding of what the organization aims to achieve is essential. - Consistent Accountability: Holding team members accountable for their actions and behaviors, along with addressing any misalignments with the team's goals promptly, is vital for maintaining focus and progress. - Team Trust and Cohesion: Building a culture based on trust, mutual respect, and collaboration is key. Fostering open communication and creating an environment for feedback are foundational for sustained positive change. The No More Leadership BS team brings you 10 considerations for you as you think about improving your work culture. Even if you're not the CEO, you can still affect positive change. The only way to guarantee no change is to add no effort. You can make improvements for the satisfaction of yourself and your team. All you have to do, is start with intentionality.

The calendar says we've got to start over. New year, new you, new business models, new goals. Even if the calendar isn't a magical starting point, it does represent new stuff. Could be a new reporting year, a new fiscal year, or a great impetus to start fresh. When we do this, we might consider re-creating the wheel. Throw it all out and start over completely. That may be necessary, but it might be overkill. It could be the case that the wheel itself is just fine, but the tread is not right for the terrain. The wheel metaphor can be used as a status quo - no need to re-create the wheel. But the chance to make a better wheel always exists and can get people fired up for new hotness. As you move into this new year, here are some considerations for you and your team: 1. Success is never static - it's important to continuously innovate and grow. 2. Leaders must assess and refine their strategies constantly. Embrace change for growth and improvement, as change is the only constant. 3. Reflection, assessment, and dreaming big are crucial for successful planning. dreaming big, and tweaking goals for continuous improvement. There is no shortage of opportunity for improvement and the success can be measured in people served, employee engagement, and revenue. The important component is to know what your wheel is, what it's to be used for, and whether it is the best possible option for the goal you are trying to reach. As you reflect on the insights of the No More Leadership BS team, consider the degree to which your wheel (plan, approach, expectations) is calibrated to get you to where you want to be. There is no reason to re-create the wheel, but you may have a need to change nearly every aspect of the wheel you do have.

The No More Leadership BS team has a wide range of diversity, inclusion, and equity training and experience. The view of DEI can look different from each of our perspectives. Sometimes it starts with the more clear observations of skin tone, physical ability, or assumptions about gender. This type of diversity is valuable and an incredibly important foundation for thinking about and engaging in meaningful DEI conversations. The next step is to appreciate that beyond what the book presents on its cover, is a wildly diverse array of thoughts, ideas, and personalities. Once we demonstrate a value of the person, we are able to get into WHO they are beyond the role they hold in the organization. Getting to that point takes work. Once we create a great space for people to say what's on their mind, great things can happen. 1. **Self-Reflection Is Key:** As a leader, it's crucial to start with introspection when faced with team challenges. Recognize that fostering diversity and inclusion starts with your own mindset. Be open to change and growth within yourself to create a more inclusive environment for your team. 2. **Open Communication Is Critical:** Gossip and rumors within an organization can indicate a lack of communication and information. Effective leaders prioritize transparency and overcommunication to minimize rumors and keep the team aligned and informed. 3. **Conflict Can Lead to Growth:** Conflict, when managed constructively, can lead to massive growth within teams. Embracing healthy conflict can spark innovation and passionate debate, ultimately driving the team towards its goals. When a team or work culture is one of the boss always being right, there is no diversity of thought, ideas, interpretations, and maybe no opportunity to disagree at all. When effective leaders create supportive and engaging cultures that value diversity in the humans that show up AND the ideas they bring, the organization will thrive above and beyond the teams that would rather agree with the boss than debate to get to the best answer. The No More Leadership BS team brings their diverse views on a few of the various angles of DEI in work cultures and organizations. Each of us come with our stories of successes, fumbles, observations, and growth moments. As you interpret the stories and observations, what is your next opportunity to get a little stronger in the diversity space?

"Oh how cute. The muckity-mucks are going on a work vacation they call a 'retreat'." It's not terribly difficult to understand this sentiment based on pop culture. Also, some stories coming out of a retreat doesn't do the planning mechanism any good. Turns out retreats can be (and should be) very effective ways to plan for the year as well as develop new skills, abilities, and strengthen relationships. When you plan or want to advocate for an effective retreat, here are some thoughts to move toward a positive direction: 1. What's In a Name. If retreats have a poor reputation, consider "leadership summit" or "strategic off-site" for ways to better communicate what will be happening; then do that. 2. A Seat at the Table: When the right folks are in the room, the experience can emphasize the need for active involvement, clear expectations, and collaboration in planning the retreat and deploying the ideas will help to achieve meaningful outcomes that truly benefit your team. 3. No-Judgment Zone: While it should be true all throughout the year, the entire team will benefit from the value of cultivating a supportive and inclusive environment during retreats, where team members can freely engage, express ideas, and build trust without fear of judgment. There are many ways to structure a retreat. The No More Leadership BS team gains heated agreement on elements that can lead to an effective event. The group has been through many iterations of retreats and similar and have earned and learned different ways to be effective. One of the biggest takeaways from the group in regards to an effective retreat is to BE PRESENT. This does not mean to simply attend, but to give one's self over to the full experience, step away from the email, and appreciate the opportunity to get to know your colleagues better. "Wherever you are, be there." ~ Jim Rohn

Happy Holidays! This can be interpreted as a stand-in for a particular single holiday or as a phrase to include all of the holidays of the season. The train gets off the tracks when someone hears a phrase, assumes or interprets meaning, then acts accordingly. If a person is not more thoughtful or curious about what is being said, they might wind up in a place the speaker did not intend. This shows up in many leadership roles where we expect a particular person to always complain, or another to always recommend we "look on the bright side." There is more to a message than the words used OR the person sharing their point of view. Everything has a context and is generally more meaningful than the few words used to describe the concept. When we strive to understand, we get a better sense of what is being communicated and how to create a space where each person believes they are heard. Some highlights you can look forward to: 1. Building Trust and Belonging: create a trusting culture where everyone assumes the best of one another. 2. Adapting Communication Styles: communication is nuanced based on the medium (report, email, text) and the participants. Effective leaders can appropriately adjust to meet the moment. 3. Embracing Change: In today's dynamic world, leadership involves continuously learning and adapting to new expectations and social dynamics. There is no one answer for creating an inclusive culture. There is one approach and that starts with listening to understand. A leader who is willing to ask more questions will be more effective, have fewer conflicts, and will demonstrate a higher capacity for engagement for anyone in the organization. The No More Leadership BS team takes an intentional stroll through various ways we humans don't get along or don't communicate well and offer insights on how to minimize those miscues. What is your most effective way of demonstrating that your culture is inclusive and wants employees to be fully engaged?

The calendar says that 2023 is coming to a close. This is true, every year. And, every year, so many of us behave as though December, end of year, Q4, however you describe it, is a surprise. Behavior looks like panicking to get things done that have been on the to-do list for the last 6 months, forgetting that the last 4 weeks of the year is closer to 2 and a half to 3 weeks, and just having not much left in the tank. As long as you're in a position in an organization of any kind, the holiday season will have an impact. This is known and can be addressed WAY in advance. One way is to try to front-load the work so December is less like spinning plates on flaming sticks and much more enjoyable. When the close to the calendar year is less panic-inducing, there are some great things that can be done with your team: 🌟 Balancing Business and Holiday Enjoyment: Understand the need to navigate reduced staffing and client demands while allowing employees time to celebrate the holidays. 🌟 Building Team Morale: Engage employees with enjoyable activities such as games, contests, and team-building exercises to foster a positive workplace culture. 🌟 Supporting Nonprofits: Encourage team members to volunteer at local nonprofits and support those in need during the holiday season. Overall, organizations need to fulfill their mission and also build teams of people who can do that. December is absolutely a "both and" situation. Yes, the work can get done and yes people can honor and respect the holiday celebrations. One main way is to ensure that planning and preparation is done to make the close of the year not such a frazzled experience. The No More Leadership BS team offers experiences, insights, and expertise regarding your team culture and how to address this during already stressful times of year. There's a right way, but not only one right way. Caring for your people and keeping your eye on the company dashboard will help you have a successful close to the calendar year.

There are right ways and wrong ways to argue, debate, and fight. It is very easy to be polite when the stakes are low. When life is good, strife is low. When there is a really rough decision to make based on deadlines, scarcity, or even windfall, culture is exposed. The question is; is the exposed culture something you're proud of, or something you'd rather not claim? During Q4, people are pressed to get end-of-year numbers in, projects done, engage in company celebrations, and maybe, just maybe, have a little more family time. The combination of high stress and less time will show some true colors. For example, the holidays can expose an organization's culture, highlighting both its strengths and weaknesses. It's an opportunity for leaders to observe their team's dynamics and the effectiveness of their culture. But culture is not a Q4 issue. Leaders should proactively work on their company culture throughout the year, not just during the holiday season. Building a strong and consistent culture requires continuous effort and preparation. For leaders who aren't ready to add Work Culture to their holiday card list, the time to change it starts now. And, it's not only now. How much you appreciate and value your work culture in Q4 is a direct result of how it is grown, developed, and fostered in Q's 1 through 3. The No More Leadership BS team has a wide array of experiences and observations that will help you reconsider our work culture, how it is exposed, and what you can do to tweak or celebrate as is appropriate.

The No More Leadership BS team brings truth, honesty, and practical observations. Typically, the flavor is palatable, but today, we're bringing the sour to our sweet. Leadership is an honor, exciting, and ever-changing. That makes it fun. Also, it can be a steamy, hot mess. If you're feeling like "why do I bother" when you think about your leadership expectations, you're not alone. Also, there are reasons why we all stay engaged. Some ways to avoid the sour from overriding the sweet include: 1️⃣ Don't take yourself too seriously: The work is serious and important, but each of us is just a person 2️⃣ Avoid comparison trap: Did you do the best you could within the circumstances available? If yes, that's a success 3️⃣ The power of impacting others: There are times when you get to see your influence. Other times it comes back around much later, even years. No matter when this impact shows up, it can really carry a leader through the sours to find this sweet. In this season of Thanksgiving, let's slow down and appreciate the components in our leadership. It's okay to understand what you don't like without ruminating on it. It's not self-serving to fully appreciate how you've served others. We give thanks to you for listening. We're also thankful that we can positively affect leaders and their teams. Leaders have tremendous responsibilities and influence. We're thankful there are leaders out there who want to continuously improve in the name of those they serve. #AppreciateTheGood

"The more you tighten your grip, Tarkin, the more star systems will slip through your fingers." ~ Princess Leia Organa As leaders, it can be very tempting to keep it all and do all the things. Sometimes we don't delegate, partner, or even collaborate because we lose some control over the situation. If we're being honest (and at the No More Leadership BS recording studio, we're always honest) there is no person who is good at or gets energy from everything. There are people who are embarrassingly talented as actors, singers, they're attractive, they're fit, and they STILL can't do everything well. When we are high-functioning humans, here are some things we can do to get a better grip on our reality: 1. Letting go of control: proper delegation can empower your team and reach and surpass goals more quickly 2. Saying "no" to unnecessary meetings: it can feel great to be so frickin' important to be invited to every meeting, but is that a good use of your time? You can politely decline or even suggest someone else on your team can attend as a portion of their professional development. 3. Embracing a people-oriented focus: there is no measure of team effectiveness that does not involve people. When people are not the focus, they will likely not participate as fully as possible. 4. Finding your purpose: when people are working toward a specific and known purpose, they tend to be more effective. Without that, they're usually doing a job and little more We humans are not octopi. We can only handle so much. This is why effective leaders are skilled at empowering others and helping them thrive. This is not instead of, but in addition to. If there is high turnover, it's a great indicator of poor engagement and low productivity. The No More Leadership BS team offers insight and action on how to be an effective leader who is able to get a grip while simultaneously letting go.

Some people are born leaders. These are often folks with charisma. Anyone with the drive and interest can learn to be a leader. It is really easy for an employer to recognize great work for a first-level employee and reward them with a promotion. However, doing so without evaluating that top-performer against the needs of the new position can cause some real friction. Even if that IS done, expecting the newly-minted leader to learn on the fly is not fair to them or their team. As you think about any hiring, any times you've been promoted, or are presently being considered for a promotion, what is the plan for onboarding into the new role? How will the new leader adjust to the new expectations? How will they learn their way into effectively managing this new position? While you're joining us on this journey, please consider the following concepts: 1) Promotions are great, but not without a baseline of expectations and quality training 2) Investment in training will have a quick ROI compared to an underperforming leader 3) Professional development is informed by both the employee and employer, action is not optional if effective leadership is the goal. The No More Leadership BS team truly believes in leadership development over leadership 'happening.' Team and leader development is intentional, specific, and repeatable. In short, engaging new leaders in ways that help them become more effective is a great investment of resources. If someone is to be elevated to a position of new responsibilities without training, they can only fail and that helps precisely no one.

I'm so stressed! There's so much! Too much! Stress can be bad, unhealthy. Too much of anything can be negative. Stress can also be very good. Stress on our muscles can cause damage AND growth. So stress is not going anywhere, what in the world can we do? 1️⃣ We can react or we can respond. Usually reacting is less measured than responding. 2️⃣ Stress is necessary and we can manage how we engage it. 3️⃣ It is more effective if stress represents a brief peak rather than a constant state. Leaders face all kinds of stress. The decisions they have to make for big picture issues impact many others. Negotiating how to address a difficult conversation with another person is not everyone's favorite task. We've pinpointed the issue... now what? The No More Leadership BS team addresses stress, stressors, and how we respond. SPOILER: our recommendation is NOT to avoid stress. We're not advocating for hermitism. As a leader, you have the ability to engage in meaningful behaviors to appropriately manage the stressors in your life. You also have the responsibility to do so in order to serve those who look to you for leadership.

We all see the world differently. Maybe not significantly, but different. At the intro to this episode, Geoff asks The Team about their most fun at work. With 4 inputs, there are 4 different types of fun. It doesn't mean one is better than another. It means that the value of play is pleasant everywhere AND the type of play is not a one-size-fits-all. Recall who you played with as a kid. Sometimes it was whomever was in close proximity. As kids grow up, they tend to gravitate toward people who like similar things. Even then, each person has their own strength, and preferences which makes the play fun. The connection to leadership at work is not a big jump to make. Effective leaders bring in many different people with different types of strengths and preferences in order to cooperate toward a common goal. People who are learners and enjoy professional development are playing constantly. When people approach problem-solving and even tasky stuff, they tend to inject play. Gamification, taking a challenge as a problem to resolve, or simply exploring the wild array of possibilities holds the same components of play. As you listen, think about... 1️⃣ Play is more than just games and team building activities; it's about the connection between people that fosters a sense of camaraderie and humanity. 2️⃣ Finding joy and play in your work environment leads to increased productivity and improved teamwork, as it allows individuals to attune to one another. 3️⃣ The brain's default mode network activates during moments of play, emphasizing the importance of social connections and interactions at work. What's one way you can incorporate play into your work (daily, over time, for a single event, etc)?

What is a "I-D Ten T" error? When spelled out on paper, it looks a little more like the snarky phrase it is, "ID10T." So simple. It is incredibly easy to disparage the person as not bright, not hard-working, not informed, or just not "with it." People who see themselves as a boss may find this easier than those who believe they are a leader. Effective leaders have grown skills in this area to not denigrate the person, but to look at the behavior in the context of the situation. Among the jewels and gems in this episode, here are 3 things to listen for: 1️⃣ Separate the Behavior from the Person 2️⃣ Avoid Making Personal Attacks 3️⃣ Building Trust Takes Time As you listen to this episode during your workout, chores, or commute, think about ways you can improve your tact with separating the problem from the person. And, when it's safe to do so, let us know in the app or on social media. We can't wait to see your creative approaches!

"Embrace the Suck." Coined by the US Navy SEALs, this phrase refers to consciously accepting and appreciating something extremely unpleasant for the sake of forward progression. Why start the commentary of this episode with the previous statement? A) We don't steal the work of others, B) we cite sources as appropriate, and C) we absolutely have no desire for any number of Navy SEALS to come after us. No. Desire. At. All. There is no living human who hasn't had to embrace the suck for something in their life. The nature of suck may be VERY different, but to that individual, the bad thing they're experiencing SUCKS! It's not a competition. Our brains respond to stress in our own context. What some people consider stressful, others consider a welcome break from their daily life. When we're on our journey, sometimes we see warning signs, "Crappy Moment Ahead: Prepare for it to Suck." Sometimes The Suck just shows up without warning. What can we do? We can complain and argue and fight against it... or we can embrace it and do whatever we can possibly do to resolve the situation as quickly as possible. But how? In this episode, the No More Leadership BS team shares insights, wisdom, and fully embraces the suck of embracing a sucky circumstance.

Leadership is so rewarding! and complex! and difficult! and empowering! The leader's responsibility will include various operational Key Performance Indicators and revenue goals. And to get those outcomes, a leader needs a very effective team. The team may have existed before the leader was ever in the picture, so what is a leader to do when they're the new person? One of the elements of the foundation of a great team is trust. Trust can also have relationships with consistency and good decision making in leaders. When that trust is broken or damaged, there is an uphill climb to re-establishing trust; but the question remains whether the trust is ever as strong as it was at its highest point. There are so many highs and lows in leadership that relate to trust. The No More Leadership BS team has a broad collection of experiences and observations. Pair our insights with your own as you chart your leadership course. Trust is a big dang deal, what are you doing to build, sustain, or establish trust among your team?

Anticipation of pain is a significant issue. It has been told that some people training to be Navy SEALS call it quits AFTER a grueling day but BEFORE the next day. They've made it through one more day that tested their limits. But the anticipation of another day, is too much to bear. When we talk about "ripping off the band aid" we tend to mean we're going to a difficult and painful thing, but if we're decisive and quick, that will be better. Perhaps. However, just because something is difficult, doesn't mean it has to be abrupt. There are ways to be decisive, use tact, care, and concern appropriately to reduce the pain of a difficult situation. As Dr. Sam mentions at the top of the episode, an actual bandage was removed using some kind of magic elixir that helped the adhesive dissolve. That didn't change whether the bandage comes off, just the manner in which is needs to exit. As a leader, you will have metaphoric adhesive bandages to remove, it will happen. How you proceed to minimize pain in the process and maximize effectiveness will be imperative. Judgment, experience, and seeking the wisdom of others will help you make an even better decision moving forward. The No More Leadership BS team brings their experiences for their tough decisions that they've managed well and not so well so you can move to your next band aid moment with intentionality.

Might makes right. Many of us grew up hearing this phrase or one like it. It's no wonder we think that leaders need to be right, know everything, and be powerfully in charge. In reality, there are so few people who like to work under that kind of leader and even fewer who can lead effectively in that way. Great, so now what? Leaders who believe they have to be right might find themselves in arguments or making directives. A person who is focused on being right, is focused on the argument, not the outcome and overall health of the relationship or organization. Leaders who are able to grow into a space of exploration are typically more effective and usually carry less stress. If you like to be right, or feel like you need to be, you might be carrying a lot of undue burden. Throughout this episode, the No More Leadership BS team offers insights from their own vast experiences to help you start to make the transition from the leaders others have told you to be, to the leader you know you want to be. Everyone's got opinions when it comes to leadership, but where can we find real leadership advice that's not BS? Well, look no further because I’ve got an exclusive transcript that reveals some eye-opening insights from top leadership experts. Get ready to be inspired!

Think about a person with whom you have a great relationship. What are the characteristics of that person? It is likely that one has to do with trustworthiness. If you can believe them, confide in them, even follow them, chances are high that you trust them. But how did you get there? What was your journey from introduction to a place of trust and even collegial admiration to the point where they would become an important person in your life? The No More Leadership BS team explores episodes of trust, relationships, and even broken or damaged trust from their experiences. We've all been there. Earning trust, offering trust, and even repairing trust. As you listen, consider a work relationship where trust is not as strong as you want or need it to be. Why is trust not strong or present? What is one step you could take to move toward building or repairing trust? Please contact us to share your approach and receive objective and caring feedback on how you can build trust in your work relationships.

Leadership is super serious, every day, all the time. Unless you've got a sense of humor, at all. The No More Leadership BS team takes leadership seriously and recognize that the decisions leaders make can be significant and life-changing. At the same time, people like to be engaged and entertained along with their information (see Sesame Street for an example). Effective leaders balance the needs of the drama of the moment and the opportunity to appreciate humor. As leaders, we have seen (or instigated) silliness as professionals. The purpose is connection. People find relationships and build trust through humor. Why go against the grain when humor is so fun?!? The team brings to you some stories and thoughts that are meant to maybe give you a smile and also spark your thoughts on how you can bring humor into the workplace. You don't need to write a stand-up routine, but appreciating the joy, lightheartedness, and humor is just as powerful as bringing the funny. If you think about sparking joy at work or if you have questions about how to make your super-serious workplace a little less dramatic, please contact us.

Complete clarity is usually an illusion. Think back to a time someone gave instructions and then asked, "Is that clear," to close the conversation. Was it clear to you? Once you engaged in following the instructions, was your understanding demonstrated by action as comprehensive as the clarity you may have claimed? Even when we think we're clear, odds are that there are still misunderstandings. It is imperative for leaders to know that everyone understands the same things in the same ways. This can happen in multiple ways, but all of them are based upon quality communication. If you find yourself thinking, "they should have known," or "they knew that's not what I meant," you are highlighting a wonderful opportunity to strive for clarity where confusion currently exists. The No More Leadership BS team describes fundamentally cloudy situations where clarity would have been helpful or was developed in some cases, to actually prevent a struggle. As you listen think about one area where you need more clarity; your goals, your communication, your expectations, or another area. Once you have defined that area, consider one action you can take to start to develop clarity. Let us know in our Facebook group, we'd be thrilled to hear your aspirations!

Turns out all work and no play DOES make you, your employees, and the whole company culture a dull and uninspiring place to work. As humans, we are social creatures that need a little fun to cope with the daily stressors that we face. At the end of the day, it’s all about ONE Thing– the company culture that you want to create, and more importantly, that people want to work in. The Professor of Play, Geoff McLocklan helps you put the fun back in the office, no matter the size or personality of your team.

No one ever said leadership was all unicorns and rainbows...on today's episode we're discussing the "touchy” topic of compensation and its effectiveness in organizations. We’ve learned that while monetary rewards may initially motivate employees, their effectiveness tends to wane over time. Why does this happen? The truth is, it's complicated! As leaders, we know that every person and situation is unique, and there is no one-size-fits-all solution for many leadership issues but especially ones tied to the paycheck.. If we want to improve our leadership skills in this area, we need to establish deeper relationships with our employees that focuses on their well-being and growth.

How do you know if your people are hearing you...and more importantly, do they understand what they hear. Jeff Conroy leads the discussion this week as we discuss methods that work, and ones that don't. You may be surprised to find out which is which!

Is silence really golden? Good leaders give their employees the tools they need to find their own answers, and silence is one of the tools you can use to help employees find their own tools. But silence is awkward for most people. They instinctively want to fill in the blank space. Even if it's not in their best interest to speak. This week, Dr. Sam with 350 Clarity Coaching and the most scholarly of our bunch, helps us all understand when you use silence strategically, your words are likely to have more impact and you'll be viewed as a more effective and measured leader.

One great comedic tool is surprise. Neither the protagonist nor the audience ever saw it coming which makes the action and the surprise hilarious. One great dramatic tool is also surprise. This is used in soap operas on a regular basis. But in real life, surprise can really put us in a weird place. When you think you're in a constructive conversation and maybe even a healthy debate then, out of nowhere, the person you're speaking to loses all facial expression, pick up their shield, and draws their sword. "Whoa! Where's this coming from?!?" We've now moved from topic-oriented conversation to person-oriented debate. Once defensiveness is the tone of the conversation, our thought process moves from debate to block, parry, strike. The involved parties are interested in being right and heard rather than getting to the right answer by any path. It doesn't have to be this way. A pause. A reflection. A moment away. Effective professionals know when to engage, disengage, and pause as needed to get to the right outcome. But it can require some quick thinking and movement to do so effectively. We don't always know what will spark someone's defense mechanisms (or even our own) or what will send anyone to the offensive. But we DO know that it happens. We also know there are ways to avoid it. The No More Leadership BS team takes on the topic of difficult conversations that often result from what we think is an innocuous chat.

"No matter where you go, there you are." It might be considered a silly phrase. Consider the implications; wherever you are, you're there. There's no way around that. The remaining choice is how you think about you being in that space. Maybe your physical space is shared with an untethered, uncaged, hungry bear. Fight or flight takes over and there's not a lot of need for introspection and mindset. In most of our daily life, we're not met with this kind of danger, but our brain and body registers danger anyway. What then? When we have big emotions, in most situations, we have a moment to pause, reflect and truly consider what to do and how we think about the situation. The pause can be very quick - hand, cup, liquid, floor, towel, GO - and you clean up the mess. The pause can be slower where you are in a conversation and you assess the content, mood, make predictions as to what might come next and THEN engage. The No More Leadership BS team does not advocate for an It's Always Sunny In My Mind disposition; we want you to be in charge of your mindset. Appreciate emotions and then move to being in control of your thoughts and actions and make progress intentionally. Because no one wants to be the ringmaster in the 3-Ring Fecal Festival.

Do you know why appreciating wins is vital? In a world where too many companies overlook the importance of celebrating their successes, we jump in where others fear to tread and dive right into the transformative power of recognition and appreciation. From simple gestures of gratitude to creative recognition initiatives, the No BS Gang helps you discover how acknowledging achievements can inspire and motivate teams, boost morale, and drive lasting change. If you have been struggling with an effective way to show your team just how much you appreciate their hard work and dedication, you'll definitely appreciate the tips, tricks and experiences offered up. Trust me...this episode will leave you inspired and ready to create a winning culture in your own workspace..

You're busy, you're stressed, you're taking action every day. Why? If your answers have to do with your responsibilities or the importance of your job, again, why? Are your daily activities demonstrating your priorities? Are you doing stuff that is important, or stuff that keeps you busy? How do you know? Effective leaders are able to pause their activity to carefully examine what they believe to be their priorities, why those are priorities, and how to reconfigure their time and resources to focus on those priorities. But this does not occur without flexing your leadership superpower of introspection. Looking in on what you believe, what you know, and your behavior is s a great way to get clarity on your actions and intentions. Looking inward isn't always easy, but it is, dare we suggest, always beneficial. Join the No More Leadership BS team on this journey of introspection, the value of looking inward, and what can happen when leaders disregard the need to slow down to go faster.

"I was so poor, I couldn't even pay attention." It's an old joke, but, like any good humor, there's some truth in there. When you've got a scarcity of resources (e.g. poor), it's difficult to have focus on anything. If you're not able to invest a non-retail service, there is no way other things are going well. Leaders are required to pay attention to various issues. KPI's, goals, shareholder expectations, etc. Effective leaders demonstrate their superpower of paying attention to metrics and budgets while also attending to the needs of the human for whom they hold responsibility. It can be easy to pay attention to reports; data, charts, graphs, and executive summaries because the information is presented to you. Paying attention to important things that don't show up on a quarterly report like an employee's disposition, when a conversation falls silent, when a project keeps gaining steam and is ahead of schedule, these are also data, but not information that can be gathered passively. Leaders pay attention actively, consistently, and purposefully. The No More Leadership BS team addresses various angles of paying attention, why it's important, and how you, as a leader, can develop paying attention as a superpower.

There are bosses who have titles and like to be in charge, bark orders, pass the blame, and take all the credit. Effective leaders have particular superpowers that help them engage people and move toward the goals of the organization as a unit, not an individual. This superpower is intention. What's the difference between saying you'll do something and actually doing it? Saying it is good because it can create the tension to move you to action; but it's not enough. Once the tension is set, without accountability, the tension will wind up within the leader until it comes out in a negative way such as frustration, demoralization, and damaged relationships. Effective leaders set the tension and then take action to ensure that the tension is utilized in a constructive way. Set a goal, make a plan, and take action. Ah, if it was just that easy! The No More Leadership BS team addresses the concept of setting intentions, transitioning them into action, and how the outcome can be realized. From long-term goals to episodic explosive production, the team approaches a wide array of engagement, leadership, and productivity all with specific intention.

*beware gratuitous sports reference ahead* Imagine being a guard on an American football team. You're good, but the team can bring on 2 other people in different positions if you're traded. So your new team takes you in, puts you in position and says, "go." You're a professional guard, you know the position, you know the objectives. You don't know the specific plays for this new team. If no one shows you, no matter how good you are, your success will be limited. When we bring new people into our organizations, we expect them to have some skills and abilities. So we spend a lot of time HRing the crap out of them, but less time getting them up to speed on their day job. How successful can any person be without appropriate instruction, guidance, or even training? There's more to onboarding than checklists and compliance. Giving new employees every opportunity to succeed by introducing them to and becoming a member of the community is where they have the chance to thrive, not just survive. The No More Leadership BS group shares their experiences, observations, and recommendations on how to keep the high-flyers you hire, flying high on the job.

Lazy leadership sees a lack of outcomes as a lack of effort. "DO MORE! "WORK HARDER!" What if people ARE working harder AND are putting in excess hours? A single horse can pull a wagon with square wheels only so fast. More horses, better wagon. The idea of working smarter not harder has its place. But in order to work smarter, we need to first stop working entirely to fully assess where we are and what needs to change. Just tweaking things that are easy and convenient might not move the needle on your productivity. People are more satisfied in their jobs when they can use creativity, have autonomy, and feel a sense of purpose. There is no better way than to allow an employee to examine their own tasks and responsibilities and come up with new and more efficient ways to get them done to the same or better outcomes. When we give people the chance to invest in their own day-to-day, they are happier, more engaged, and more efficient. Some insights on just working harder, foolish change for the sake of change, and of course, whether we have a half-hearted or whole-hearted effort and why come from the No More Leadership BS team. You don't have to be bad to get better; this episode can help everyone improve their leadership.

The implications that can come from artificial intelligence (AI) are immense, unpredictable, and maybe a pile of hooey. Every new technology is met with a level of panic. Some a little more justified and some less. For example, a Deep Fake video might convince a viewer that a particular person gave a speech that they never actually gave. There is danger here. The problem is faking humanity to convince others that someone is of a status (positive or negative) than they actually are. The current application of AI is reviewing resumes, providing narrative text, giving solutions to specific technical problems, but is not quite standing in for humans. As time progresses and technology advances, the likelihood of AI being able to present as a particular human increases. What seems much less likely is for AI to either replicate or replace the emotionally connected human interaction. As leaders how we address the current AI issue gives us insight to how we will need to demonstrate leadership to those for whom we hold responsibility. AI is not going away so we can adjust or fight, but the odds are decent that fighting just sets us back. Preparing our teams for being better at humaning seems to be a great place to start. The No More Leadership BS team thumb wrestles this topic to ponder the changes we've seen, what's on the horizon, and how we can navigate this new journey.

"I've just got to be heads down on this project to get it done." Is different than... "I've just got to keep my head down and do my work." The difference is not subtle. In the first instance, there's a start and a finish. The implication is when the project is done, they will come up for air and get back to a regular cadence. The second instance has durability. It's a statement about the culture, not a project. Do you have pain when you go to work? If pain isn't the right word for you, how about; stress, frustration, anxiety, stomach ache, headache, despair, isolation, or no feeling at all, whatsoever. If you have any of these types of discomfort, you get to choose. You get to choose whether the discomfort continues, gets worse, or gets better. There is no singular answer for how to alleviate the pain, but one way is talking about it with someone. "Someone" is not the person who writes your evaluation, shares your bed, or relies on you in some way. "Someone" is an interested and engaged third-party who provides accountability, reflects what you say so you can hear it, and asks questions to force you into thinking more critically about your circumstances. Our non-recommendation recommendation is to NOT wait until the breaking point. That's too late, you've already broken. Think about the indicators that you know things aren't going well. Raising your hand and asking for help demonstrates wisdom and self-care FAR beyond trying to force your way through a bad situation that you know will likely only get worse. The No More Leadership BS team has been there, helped others who have been there, and know there's a bright light at the end of this tunnel that is neither a train nor The Bright Light. Among our experiences and client stories, you will likely find a nugget that you can apply today to help you deal with your situation that may not be as fulfilling as you deserve.

Why don't you suck it up, buttercup, and do your job, baby like I told ya to. Current sociologic data estimates there are 235 kajillion things going on in a person's life right now. With a constant barrage of stimulus, it is difficult to simply shut that our or deal with it all. When people talk about being stressed or even having anxiety, it's very unlikely a question of work ethic; it's likely an issue with all of the inputs. For example, the computer work station is on all the time and alerts the user to every email, Slack, text, phone call, etc. That's just at work and doesn't even touch social media. Our brains can only do so much, yet we expect people to just do their stinkin' jobs. It turns out, when we treat people like people, including slowing down and reducing stressors, they do better, work longer, and have less downtime. It's in the research and the No More Leadership BS team brings info, insight, introspection, and illumination to a topic that requires investigation and iterative improvement.

Your brain can only handle so much! No matter who you are or how you operate, no one has infinite capacity for their brain to do stuff. This is one example in conventional wisdom why Steve Jobs wore the same outfit every day; no mental energy spent on deciding what to wear to save that energy for more important decisions. Another example is, "Hey, how are you?" "Good, thanks, how about you?" "Doing great!" No depth, no meaning, no energy spent. This might be good. We can't spend all the energy on all the things all the time. Every "hey, how are ya" cannot be a deep dive on how a person REALLY is doing. But when we're ready for true understanding, we need to be prepared with time, energy, and resilience for the conversation, we can make true and meaningful connections. This doesn't have to be a deep dive, it can be as simple as asking one question, "Good job on that presentation!" "Thanks! Did anything stand out to you?" What will be learned is if something stuck with the listener or if it was a general "good job" without depth. This is very handy when we crank up our EQ to listen for what's said, what's not, and how the face and body communicates the rest of the message. You even have the ability to have EQ on retainer ready to launch once you notice something that seems irregular and then launch into understanding. Being able to fully communicate is an essential leadership skill. Being an effective communicator and effective leader are inextricably conjoined. Please join the No More Leadership BS team on the journey from superficial through deep conversation.

As soon as you have the opportunity, look up your company's or organization's mission and vision statements. After reading them, do you understand how it applies to you? If not, you may have just ingested some very delicious word salad that may seem filling, but will leave you feeling empty before long. It is not abnormal for a company to hire experts in communication to craft a meaningful, engaging, emotional, and sticky message that lands well with the intended audience; usually outside the organization. That same language can ring hollow to the people in the organization at the first level of understanding. How can we ensure that the message is both being crafted and heard with the entire organization in mind? The short answer is, involve them. The application is a much richer process. The No More Leadership BS team discusses some areas where they've seen success, some ideas of what not to do, and a little guidance for how you can improve communication up and down your chain of command.

There are approximately 4 million podcasts in the world. We're just one of them. And we have a weekly episode and have produced 100 episodes which puts us, statistically, in the top 4% of all podcasts in the world! But you already know that because you've got a refined palate for your podcast selection and we couldn't be happier that you've brought us along on your leadership journey. As we hit the century mark of episodes, we want to give you a glimpse into a sillier side of the No More Leadership BS team. This episode we'll answer 6 questions each about pet peeves, embarrassing moments, of course The Lottery Question, and more. We hope you enjoy this extended episode. If you have to take a comfort break in the middle go ahead; we sure did.

Think about the last mistake you made. Really consider it. What's happening? A little stress, maybe some tightness in your gut. It's likely that you're pondering what you think you "should" have done. Have you thought of this before? If this is a recurring issue for you, you may be ruminating on this issue. What can you do to change it? That's right. Nothing. Nothing at all. What will you do? You can only affect your future behavior which is informed by your prior behavior and what you've learned from it. The amount of mental energy we waste on what we should have, could have, or would have done in the past is draining. Your future self who is tasked with should do, could do, or would do is also burdened with the effort to move it from 'ought' to will. The No More Leadership BS team walks with you through the journey from 'past should', through 'future should', to actual engaging action that will move you closer to your goal.

If you follow the recommendations of the title of this episode, if you think you're the smartest person in the room, find a new room with Dr. Sam... then it will be guaranteed! We put a lot of value on education. Dr. Sam reports being treated differently than plain ol' Sam. It is interesting that a lot of people with an additional pile of letters after their name tend to think that means they know a lot about a lot. People who earned degrees or are told they are smart just might act like they're smart. What does that do to others? It can be off-putting. People who act smart tend to want to be right and will argue until they are, even on an molecular scale. Leaders who might have some earned wisdom and could really hold court and regale the audience with lessons and tales rarely do. Because they are more curious. They ask more questions. What's their goal? To learn more. If you've seen leaders who act the part of Mr. Smarty-Frickin-Pants, how have you felt about it? How have you felt when a leader has asked non-judgmental questions? The contrast could barely be more stark. The No More Leadership BS team will take you on a journey from perceived smartdom through earned wiseness. Those may or may not be words, but we don't claim to be the smartest, but we're certainly engaging!

*gravelly Batman voice* I need to do this on my own. That is certainly heroic, but is it leadership? If it is leadership, who is following? On your team, who is the hero? Is the hero the person at the top of the org chart? If so, who is the mentor? Who is providing guidance? Generally, the myth of hero leadership leads to one person "doing everything" in their own eyes and everyone else just backing off and watching. If this is the approach, the ability to grow the group into a team is diminished because there is no room for more heroes; only fans. The positive side of heroism is taking the heat to empower and enable your team to thrive. The hero removes the roadblocks to help the team on their journey. In your experience, what kind of hero leadership have you seen? How did that effect your team? Where are you now and where do you want to be? Consider your experiences as the No More Leadership BS team shares some insights and pokes the heroic bear to move leaders toward continued improvement.

Faith can be understood as an unwavering belief in something. In contrast, leaders in faith-based systems tend to describe their path as one of continual questions. learning, and new understanding. Why do we expect communication to simply exist? Communication is a two-way street where you can see what's in front of you, but not necessarily what's in front of the other person. One of the struggles of communication comes to making meaning from one's point of view. The challenge is to strive for understanding more than saying "what needs being said." Articulating a clear message is absolutely necessary. And hearing how that message is received is equally, if not more, important. Communication doesn't break down, shared understanding does. If we're not clear on what we share, how it's heard, and what that means, we are destined to have conflict, strife, or even lost opportunities because we thought we knew what someone meant without double-checking for full understanding. You're not alone! The No More Leadership BS team has lived experience and client observations that will help you move from communicating to understanding. Send us your thoughts or if you've got excess bravery, make a post on our Facebook page.

If the pandemic changed anything, it was remote working. Before 2020, everyone worked in one business that had one location. Those were the days. And, totally BS. Remote teams have been around since the first Mom and Pop store opened an "and Son" in the next town over. Having fully functioning teams away from a headquarters exists in for-profit, non-profit, and not-for-profit work. The main difference is that in addition to pockets of teams in various locations, we have individuals in various locations who make up teams who don't necessarily have their own physical space but report to a headquarters that probably has some real estate somewhere. The days of managing by walking around are over. Leaders need to take a different proactive tact to engage with their team members who may be anywhere in the world. This means leadership might get a little more difficult for building relationships, but absolutely not impossible and every bit as important as it was way back when in the 20teens. The No More Leadership BS remote-first team takes you on a journey of leadership development, engagement, and that same bugaboo that exists everywhere all at once, communication. As you listen, formulate your plan to ensure your remote teams or employees are engaged and understand how they are a part of the whole.

"Soft skills, we need people with soft skills, people who can connect and collaborate." *hires employee with only technical qualifications* What is it about humans that we generally thrive when working with one another? There's camaraderie, power in numbers, diversity of thought, and... purpose. It's a wonderful experience to bring the right people to a conversation. The team is thriving, work is getting done, and the initiative is advancing toward the goal. In some cultures, more is better so... We've got a good thing going, let's get more people in on this or Super Boss will be very cranky if they're not involved. No, we all know they won't actively contribute, will miss most of the meetings, and will throw stink bombs in the meetings they do attend, but they need to be at the table. Good collaboration requires clarity of thought. Who NEEDS to be included to advance the goal? If someone is to be included by virtue of title or disposition, why? If they cannot or will not contribute, do they need to be there? Being able to identify the needs and then get the right people involved requires soft skills, otherwise and more accurately known as Foundational Skills or Professional Skills. There's nothing soft about telling your boss you don't need them at the next meeting; it requires knowledge of effective communication in a professional setting; sound a little broad, right, it's difficult but necessary. Join the discussion as No More Leadership BS explores the highs and lows of collaboration and how you can make your next collaborative effort successful.

"The Hard is what makes it great." Jimmy Dugan, A League of Their Own In so many of the stories of leadership, the story is about impossible decisions or made to look like the Leader was a time-traveler and somehow knew the outcome would be perfect. As you know, those stories might be engaging, but hardly help you in your daily leadership struggles. What is The Hard we're referring to? The difficulty is doing things that are uncomfortable in favor of something easy. Usually, the easy thing now makes a mess later while the difficult thing now makes things easier down the road. As one of our team says, "I'd rather have a slightly awkward conversation now than have a blowout in 3 months." And what about you? Which hard do you choose? It's going to be hard. The question is, will it be hard and quick now, or hard and protracted later? As a leader, you get to choose... you have to choose. How do you evaluate whether action is needed now or later? Is it about you, about the team, about the company, about being named as a Defendant, or some other motivation? The No More Leadership BS team shares diverse points of view on choosing the hard path. Imagine two options, both are hard, so it's not getting away from the hard, but literally choosing your hard. How do you choose?

Dress sharply. Style your hair just right. Whiten your teeth. These are your keys to the C-suite. Look how you want to look, but how do leaders behave? How much BS have we observed and believed because of it's overwhelming presence? "People perform better with financial incentives," is NOT true, but it's a common leadership trope that people believe. This is just one example of many that keeps leaders from being more than barely adequate. How does one develop into a good leader, dare we say a great leader? By starting with leadership development now. The first step is to unlearn bad habits. The second step miles down that road is to earn better habits. It turns out that the best leaders grew and learned through practice, coaching, and mentorship. The No More Leadership BS team offers ways to reconsider leadership to ensure that leaders are being effective, authentic, and can very likely improve employee retention and engagement through their own development. Self-improvement is not selfish, it's an investment. No one else is going to invest in you more than you do. Leaders leveling up is up to you!

"You've got a job to do; frickin' do it." Or... "I know you are usually diligent and focused, but not today. What's going on?" Leaders are expected to help a team reach their goals. Goals can be reached through force and cajoling. Goals can also be achieved through treating people like whole humans. The benefit of fostering quality relationships means that after the goal is attained, the team is ready for the next goal rather than ready to quit and walk into the ocean. We use the word 'relationships' and often conjure up a dating situation. Quality leadership and teamwork require effective relationships. Relationships require give, take, understanding, accountability, and compassion. Leaders might envision leadership as someone who drops the hammer. The No More Leadership BS team sets that myth aside and demonstrate how people can create, maintain, and grow relationships to help teams and entire organizations thrive. This isn't positive psychology feel-goodiness; this is backed by research. What you need to decide is whether you're going to move closer to effective work relationships or lead by noise.

"Yeah, but they don't look like an executive." What does an executive look like? Do they resemble the paintings of people who ran the company since it was built and kept in the family tree? Do they look like the namesake for O magazine? Why do we think that the tallest, oldest, or (subjectively) best-dressed person in the room is the leader? What happens when we're wrong about that. Leaders come in all packages; different heights, body sizes, skin tones, and hair types. Wrapped up in what we consider to be professional lie assumptions we have about the quality of a leader and how they physically present to us. The best part is that it's all backed by research and we can also push against it. The No More Leadership BS team tackles the mythological leader extracted from the Big and Tall section to discuss how leadership develops, and can be recognized, in any person. One thing to look for is fighting one's own cognitive bias to find the great qualities in a leader especially when they don't match the pop culture version of what a leader looks like.

omigosh I'm so busy!! Seems to be a VERY common expectation that everyone is very busy all the time. If we're not busy, then it seems we must be slacking. That includes taking intentional time off - nope, not busy! WTF What's This Foolishness?? If we're all as busy as we say we are and the new strategic plan has a whole load of NEW goals, when, precisely, will we work on the new goals? How do we just keep adding stuff to our to do lists and expectations for achievement? We don't. Something's got to go. What do people cut out first? Sleep. Family time. Meals (not food, meals). What if when work gets piled on, we cut OUT what might now be unnecessary work? If you want to evaluate whether something gets cut, is that thing Imperative, Important, or Optional? How do you know? The No More Leadership BS group provides perspectives, insights, and an opportunity for you to reflect on what you're going to quit doing to make room for the more important things in your personal and professional life.

Hard working employees are committed and engaged. When people start to move away from commitment and engagement, it is very likely because they don't see how their work matters. Then, they become less hard-working. If you're a leader responsible for strategic planning, it's up to you to figure out how to make the plan come to life. If that's your goal. If the plan is to put together a strategic plan that could be mistaken for an annual report and is laminated and put in a binder; you can do that... anyone can do that. If you're a leader who wants to bring meaning to that strategic plan, a balanced scorecard will get you there. The scorecard will help each person have better ways to understand how they contribute to the overall mission in a meaningful way. This is not "thank you for all you do" but really having intentional metrics for each function to strive for in order to meet the goals of the strategic plan under budget and on time.

Get in your car and drive. Sometimes it's fun to just go for a drive. But if you have a destination in mind, it's helpful to know that when you start moving the car down the road. As you're a leader or owner in your organization, the idea of running your operation should feel foreign without a plan. That doesn't mean that the highly-polished shareholder-friendly plan is THE plan, but how you enact it makes it move from plan to action. Our team starts the strategic planning discussion with the step after a fancy laminated plan. Strategic planning isn't a thing corporate says we must do; UNLESS, people don't actually act upon the plan. In that cased, planning is performative. But we're No More Leadership BS and we don't believe in busy work to placate others; we believe in leadership and intentionality. This journey goes from big fat idea toward making it happen.

According to a 2016 study, of the 41% of Americans who make New Years resolutions, only 9% feel they are successful! So today we are going to talk to you about something different for the New Year. Resolutions let us set direction, but intentions let us take action which turns our goals into realities. So why not set your own positive intentions for 2023? It's time to embrace a life that's based on meaningful goals and actionable steps. With intention setting, you can make sure you're focusing your efforts on the things that truly matter to you. You'll be able to prioritize what's important and enjoy a happier, more fulfilled life. So what are you waiting for? Set your intentions today and make this New Year the best one yet!

As a leader, you probably have had moments in your leadership life where you felt like you were on a lonely journey with no one following. Jeff Conroy of Conroy Leadership Consulting shares his own story of how he realized that the key to making an impact and changing lives lies in understanding the difference between having a job, a career and a calling. His path to this realization was marked by emotional highs and lows, struggles and joys - but it ultimately led me to a place of self-understanding and growth. He shares this journey with you today and explains how it can help all of us find our true passion and purpose for life.

The Holidays holds special times in all of our hearts and the No BS Crew is no exception. From heartwarming family moments to hilarious bloopers, take a few minutes to hear our coaches' favorite holiday memories. Get ready for some serious laughs and feel-good moments as we celebrate this special time of year!

Any person can share their credentials offered by a college or university. It requires true introspection and humility to declare one has earned a Master's of Mistakes (MM). Myra has enjoyed successes via vocal talents, being a chef, raising pretty awesome kids, selling real estate, and now, serving women who want to truly live through their mid-life awakening. A part of this awakening is Myra being able to empathize with women who have earned some wisdom and are starting to interpret their world in new ways... and they need help making meaning of that experience. Myra's own experience gives her a point of view that is centered on service, support, and moving to the next adventure. While the words Myra uses can be applied to a lot of different people, Myra works with women to help them understand that their self-worth does not come from others, but from within themselves. What happens then? Hope. Hope that is new and worth that is newly realized. Whether it is Myra being a piano prodigy at 4 years old, a world-traveler, running a donut shop, or jumping on the Leaded Bean Train a touch later in life, there are so many new ways to enjoy and learn from Myra that we just touch on in the next 25 minutes.

There are assumptions that can be made when you read "doctor" in front of someone's name. They've been in school for quite some time, they've got some tenacity, and that might be it. Doctors can be physicians, dentists, lawyers, educators, and in the case of Dr. Sam, a coach. Dr. Sam takes us through the journey of education and experience that led to him being a coach. Like other doctors, Sam might use a 50 cent word here and there. Unlike some doctors, Sam is aware that his "doctor" doesn't mean he knows it all, in fact, he's sure he can learn something from everyone. When Sam is serving clients, he is helping leaders lead leaders. The purpose is to create a positive work culture because no one should have to hate their job. Sam brings experience, education, humility, and humor to each of his clients and to our conversation.

Heat and flame have magical properties. A fire can destroy a forest. The same fire will open pine cones in that forest to allow the seeds safely tucked inside to find their place and begin to grow. When heat and flame are metaphorically applied to humans (with some other factors), they may head toward burnout. That same burnout might allow the person to open up to new possibilities that weren’t previously considered. Your burnout story might be different that Jeff Geier’s, but his is compelling. From his leadership beginnings in the military though his last day as a CEO, Jeff’s approach is spoken clearly by his company name, “Phoenix Coaching.” When burnout comes, do you stay burnt, or do you rise from the ashes? Jeff’s story is compelling, engaging, and will have you say, maybe more than once, “Whoa, I didn’t know that.” Please come meet Jeff for a closer look at what makes our towering colleague and approachable and engaging coach.

We may celebrate thankfulness and gratitude annually, but we experience it, possibly daily. How many times in a given day do you say or type “thanks” to anyone? What is it you mean to convey? Is it a sincere expression of gratitude? Maybe it’s a sincere expression of not wanting to type “sincerely,” at the end of your email. How much meaning to you put into “thanks” on a daily basis. Now is your opportunity to look at how you’re expressing gratitude and how you’re receiving it. There’s generally room to be a little warmer, less robotic, and truly think about what it is you’re thankful for. “Thanks for everything you do,” may as well be an “I did it” sticker and a thumbs up over Zoom. The No More Leadership BS team discusses how gratitude is expressed, received, and how it can be a great benefit to your team.

The word "professionalism" is used frequently to refer to the decorum of stodginess. Geoff McLachlan turns professionalism on it's head through his relentless pursuit of fun in the workplace. Professionals at Play is more than a concept, it's a way of doing business. For any leader who is interested in increasing employee engagement and retention, they need to look no farther than whether their employees even like coming to work. Through this episode, challenge yourself to think about how you can bring a little play to the workplace while staying true to who you are. When you hear Geoff's story and the lives he has impacted, you may be inspired to tweak your Work Self so you too will be one of the Professionals at Play.

There is no shortage of things, ways, and conditions to complain about. Any time more than one person gets in a room, the opportunity for argument can exist. Now imagine a room of hundreds. How many arguments or complaints can come out of that space? Leaders responsible for others are going to be taking in perspectives, some easier to hear, some more difficult. As a leader, you don’t get to decide which kinds of information comes your way so you have to be nimble to respond appropriately in the moment. People will say “don’t bring me complaints, bring me solutions,” and there’s truth there. As you’ll hear from the team, complaints are much more complex and nuanced than “bring me answers.” A complaint can range from the temperature of the office to a report of embezzlement. There is no one canned answer for leaders, as you know by now, leaders are expected to appropriately resolve the complex. This episode will help leaders ratchet up their response to complaints and serve their teams more effectively.

“All I want is for people to show up and put 100% of their heart and soul into their work every day. This is not too much to ask!” Employee engagement is a direct result of leadership. Not every person is pining for a promotion. Not every person wants to be told what to do every day, they want to explore. So what? Is it a problem if people are constantly seeking advancement? Is it a problem if people AREN’T seeking advancement? Regardless of an individual’s career aspirations, they are engaged at a level that makes sense for them in their environment. Good news, leaders can measure this engagement and use that as a KPI for employee engagement. WHY? Because engagement is directly related to employee satisfaction and productivity. We bring many different points of view regarding employee engagement, how to measure it, and why even bother.

BONUS EXTENDED SUPER DUPER AWESOME EPISODE Taking a step away from the 22-25 minute format, the No More Leadership BS podcasters fully utilized our time with Devin Weeks. Devin is a reporter and photojournalist for The Coeur d'Alene Press. The episode does discuss journalism and also makes the clear connection into leadership. Think about a time you had to give your boss bad news. Not like, "Jeff is late again," or "Jeff can't find the meeting link," or "I'm not saying Sam didn't eat all of the monster cookies but there's no more and the container is in the trash." Bad news like not making numbers for the quarter or bad news like losing a portion of the market. Bad news that is objectively not good AND objectively accurate. But your boss isn't having it. They argue and debate and deny and never really come to grips with the fact that things just went poorly. To you, in your role, how important is it to have quality and accurate data? Would you tolerate anything less? As a leader, how do you react to bad news... frustration with the situation, or an attack on the facts? Effective leaders want quality data, but not everyone in a leadership position is effective. Join is as we explore the importance of having good information and how to respond when the data, or the source, is contested by someone who will be acting on that information.

As much as leaders like to wrestle with the decisions of the day, sometimes it would be nice if someone would just say, "This is what you should do." Absent the directive nature of giving instruction, the question our group wrestles with is, "Should you?" What does "should" mean to you? Is it simply a question? Is it a word wrapped in regret? Maybe it means action you are being told you should take. Shoulding all over the place can harbor frustration. Once leaders step away from should and head toward action, magic can happen. There are times and places for should and there are times and places it does not belong. Our journey starts with shoulding one's self, includes policy observation, and arcs back to behavioral change. While we won't say "you should listen," we do offer that you might gain insight if you do listen to this episode.

Too hot, too cold. Too long, too short. In the middle, it was just right. A whole swath of leaders in middle management would LOVE to debate Goldie on this one. Being in middle management is rewarding and stressful. It is very likely that middle management is great for some people, likely most people since many leaders are between. Between a manager and a supervisor. Between a customer and a producer. Between the C-suite and the board. What now? How can we manage being in the middle while meeting the needs of those on all sides of us? It isn’t easy, in fact, there’s a song about being stuck in the middle. In our case, we’ve been there, we’ve advised others in middle management, and we’ve got some thoughts on how to make the middle leadership roles more meaningful than trying to do what everybody wants all the time. And that is just right.

As we all know, each employee’s happiness at work is the direct responsibility of the boss. Right? Isn’t that why we have ping pong tables in offices or have unlimited PTO? Removing the tongue from the cheek, it is not the boss’s job to make their people happy. But benefits and cultures are HUGE in providing the space for happiness to flourish. There will be people who are happy in rough situations and people who are down right crusty in the least challenging environments. What’s a boss to do? Make people happy and keep them happy? That may be a goal, but what’s the process to get there? The No More Leadership BS team discusses strategies to earn a team who is more likely than not to be happy and engaged at work.

How is your value identified? Is it through your contribution? Your ability to parent your kids? How well you serve as a child to your parents? What if your relationship was upended? If you thought you were a good child to your parents to find out that they liked your sibling better, how might you feel? In a more common situation in the world of work, compensation is tied to value which, in many cases, is tied to employees’ self-worth. It’s not always intentional, but it can pop up when someone realizes that the new person or an individual who reports to them makes more money than they do. Now, what the individual thought was fair, starts to look unfair based on new information and perspective. Is that appropriate? Should people worry about how much they make in comparison to others? Is comparison appropriate and how do we avoid it? There is no avoiding comparison no matter what company policy states. As leaders, we have to navigate a lot of things. We have many thoughts on this, and all don’t align, regarding compensation, comparison, and self-worth.

A It can be so easy to observe the improvement opportunities in others. In fact, when a team is not doing well, it can be so easy to try to figure out what to do with... those people. Frequently, we see a return on what we cast out. If a team is performing badly, it might be best to look at the leader. But the leader frequently cannot accurate look at themselves AND assess what they're doing, how it's affecting the team, and how to change behavior to yield the expected outcome. While it can be enticing to take on the frustration and dissatisfaction and offer a solution, it is more effective to listen to the frustration, understand, and move together rather than just declare a solution that may cause more struggle than already exists. Listen for battle-tested approaches to leadership development when the team is not doing well, and the problem really doesn't reside with the team.short summary

We’re kind of, sort of, maybe at least mostly partially working and living in a post-pandemic environment. One of the things we still haven’t sorted out is how to treat people right so they can envision themselves working front-line jobs. If people are treated badly by customers, why would they want to have that job? Employers have responded by increasing some wages and automating some points of service. Is this something we can app our way through? Is it all on employers to figure out? Does that guy in front of me think screaming through the intercom at the poor teenager trying to take the ever-changing order think he’s accomplishing something? We tackle views on customer service with compassion, frustration, empathy, annoyance, and a heap of “well, that ain’t right.” As always, we boil an issue down to its core elements and share what we see as paths forward. With any problem, there are a lot of variables. Identifying which ones a leader can impact is the challenge and charge.

In just 4 words, there’s so much to unpack here. What is “the truth?” What kind of power are we referring to? Just because we see something doesn’t mean it’s the only objective understanding of the situation. Consider the blindfolded individuals who are feeling a tree, a hose, a brush, and a spear just to find that they’re all touching different parts of an elephant. Speaking truth to power can be heard as bravery to tell the bosses what’s what and damn the repercussions. Also, it can be seen as telling the boss they’ve got a bad idea because… it’s a bad idea. If we want to be heard and speak truth to power, it needs to be based on relationship. Without relationship, critique can be easily dismissed as whining. But how. How do we earn the relationship, how do we foster honest feedback, how do we offer insight when there’s a power differential. It’s not easy, it’s not necessarily direct, but it is possible. Be curious, not judgmental (unattributed quote, not Walt Whitman, by the way).

There is no question that hard work is necessary. This may be true across cultures. However, does working hard mean you need to do it constantly? In US culture, Hustle ‘n Grind takes the lead and if you’re not all about the hustle, then you’re a slacker. The idea of Quiet Quitting is doing the bare minimum to keep one’s job. Is Quiet Quitting worse than Hustle ‘n Grind? Hustling and grinding sounds like a business romance for any romcom, but in reality, no one can sprint forever. Also, grinding, by it’s very nature, takes big things and breaks them down into smaller things until there is no real recognizable properties in the powder that resemble the original material. When we’re grinding, we think we’re grinding the work (whatever that means) but there is no way we are not grinding ourselves into a fine dust. Being effective without working yourself to death is possible. There are many examples and cultures that model this. After listening to this episode, what are you going to do to take care of your OWN needs? What is one thing you can do to take a step away from Hustle ‘n Grind to recover your own physical and mental health?

"Often wrong, never in doubt." Have you worked for this person? On occasion a leader's BELIEVED knowledge and competence far exceeds their ACTUAL. It's not always difficult to see in someone else, but can be really difficult observing in one's self. As leaders, how do we know we don't know? More importantly, how do you know you don't know AND how do you respond? We use the Dunning-Krueger Effect as a jumping-off point to discuss leaders who believe they've got a handle on their knowledge, understanding, and competence, but it is fully mismatched with their behavior. How do we keep ourselves and our teams honest by recognizing that what we know about a particular situation or topic may not be the full complement of what can be known.

Leaders are people too, and we're not up on a pedestal. We've all made mistakes and hopefully, we've learned from 'em and turned failures into a lessons. We just keep on going in our quest for improvement. Trouble is, you may think that a good leader somehow needs to be perfect. There's a difference between perfection, which none of us can attain, and excellence. Excellence is the pursuit of perfection, not the realization of it. Just to prove our point, we decided to pull back the curtain and expose our biggest flops as leaders. And if you're listening today as Dr. Sam of 360 Clarity gently exposes our imperfections to the world, there's a good chance you are a leader who will relate and hopefully learn that mistakes aren't fatal or final. They are merely an uncomfortable stepping stone in your development as a first-class leader.

Imagine a supervisor is doing their bossy-boss thing, and an employee comes up to them. The employee says, “Sorry I’m late, I had an accident, but I should be good. I just need to take care of some things and I’ll be ready to work.” The supervisor looks up and sees a clearly disheveled person who has a completely observable broken leg. The supervisor can take two courses of action 1) okay, well, feel better soon or, 2) nope, we’re calling 911 right now. There is no situation where we would expect the employee to go to work. But if the employee comes in and says they’re not doing well, are depressed, or have other non-visual stressors, a supervisor might be less excitable and then choose option 1 from above. There’s no good reason the brain should not be considered in the realm of “health.” As leaders, helping to support employees as they live their lives, including at work, we should know some things to look for, resources to offer, and setting the tone for the importance of mental health on the individual, the team, and the whole organization.

Watch nearly any representation of results-oriented leadership in pop culture. Not all, but for the most part, they are cold, calculating, often very yelly, and they “get it done.” Why is this how leadership is represented? Because in some ways, it’s true. Ugh. Even though these leaders are out there, they are not the only model of leadership. They are also not the model for effective leadership. The “it” might be making money, but for leaders who want to generate a profit AND treat people like actual humans, you can have it all. All of our experiences may have brought us into proximity to ham-fisted leaders. We may have been them. All of our experiences may have brought us into proximity to thoughtful and effective leaders. We may have been them. Reflect on what you’ve learned, positive and negative to get you where you are. Then, try to imagine yourself in your next leadership challenge using what you’ve learned and are currently are learning.

Every choice has repercussions; positive and negative. Even taking no action is a choice. When faced with the reality of other people depending on you for their livelihoods, does our judgment get cloudy? Knowing that we've put blood, sweat, and tears into our career or business, are we in the best position to objectively describe the status of the organization? One does not simply know when to let an organization sink or swim; there are many indicators. The question is, are the leaders tuned-in to the information closely enough to truly appreciate what's going on and make the best decision for the health of the organization and the actual human beings in it. Jeff Conroy leads us on this 3-hour tour examining the seaworthiness of the business, appreciating the needs, skills, and talents of the crew, and then deciding, once all of the information has been gathered and is understood, we decide to sink or swim.

Still using the ship/business metaphor, at this point, the crisis has been averted and now you know you’ve got a ship, it’s seaworthy, and it looks like you’re able to be more intentional than reactive. One of the things that’s necessary is to take stock of losses, damages, and what is still working. This requires a keen eye, understanding data (all information, not just numbers), and full preparation to avoid stepping on stink pickles. Seaworthy? Great. Now, how to get the crew on the right work? Being busy feels good, but it doesn’t mean it’s the right busy. After a crisis there could be a sense of agitation where people haven’t yet calmed down to find their direction and get back to basics rather than doing all the things all at once. Our motley crew of leaders brings their experiences, observations, and questions to examine a newly righted ship and how to make sure it’s set up to avoid the next crisis.

Deciding to throw the business a life saver or watch it slowly drift to the bottom of the briny deep is not an enviable position. But it happens. Data indicates that 45% of new businesses fail during the first five years, and 65% during the first 10 years. That means in the first decade, most new business owners experience the “briny deep” option of accepting that the business is not working. For the remaining 35%, they get to throw in a life saver, in other words, stay in business. Short of catastrophe, knowing when to keep trying or stop altogether isn’t easy. In fact, deciding to close a new business might be the most difficult decision that needs to be made. The No More Leadership BS group reviews different methods for deciding whether a business owner should keep investing in their business or shut it down entirely. Is it time to throw in a life saver, or salute the ship as it drifts to the briny deep? You are the lucky winner who gets to decide, but you don’t have to do it alone.

The word "Independence" evokes thoughts of self-reliance, self-subsistence, and self-sufficiency. While all admiral characteristics, how does rugged independence affect the culture of the workplace? Dr. Covey uses Dependence, Independence, and Interdependence to outline the hierarchy of human development in The Seven Habits of Highly Effective People for individuals and professionals alike. The No BS Gang takes this on as Dr. Sam of 360 Clarity leads this week's interchange, batting around the importance of these words, the meaning of these words, and then taking a really deep dive on why each one is vitally important to a growing and thriving organization.

#2 In our "Saving a Sinking Ship" series. Last week we explored plugging the holes, and just what that looks like in a real-life, iceberg ahead type scenario. This week, we drill down to what may be causing those holes, from a people perspective. Is it possible, or even desirable to try to get everyone rowing in the same direction? Mr. Geoff McLachlan with Professionals at Play helps us answer that question, but not before it brings up many more.

The first episode in a series on "Saving Your Sinking Ship" we dive right in (pardon the pun) and examine the first steps and find out quickly that different organizational structures, different circumstances and different players all require a different approach. Do you need to stop the bleeding NOW? or is there a slow leak that gives a bit of time to assess what is causing the problems with a more data-driven approach. Myra Hall, of Waypoint Coaching Group heads up this disussion with years of Property Management expertise in "right-siding" distressed properties and getting them back on the books.

When it comes to workplace conflict, stay curious! Curious about what it would take to get them to see things your way? Not even a little bit. That is like putting gasoline on a fire to put it out. Taking our cue from Dr. Steven Covey and his Habit #5, staying curious is seeking to understand where the other person stands, their mindset, and their experiences that may be contributing to this conflict. And of course, we have all had our experiences with doing this the right way, AND the wrong way, and again, we pass on our thoughts for you to take with you.

If somebody says, well, we're doing it because that's the way we've always done it, that's probably a pretty good indication you could stop doing it. Right? Well, not always, in fact, Dr. Sam of 360 Clarity challenges us all to examine what "TPS reports" do we have (or give out) in our leadership lives that are more about checking off the box than actually moving the needle forward toward our company or personal goals. We toss this ball between us and it's a little surprising just which one of us employs this busyness tactic and which ones don't see it as much of a problem. Join us in this lively discussion.

The main sign of having a victim mentality is the lack of accountability. When we take responsibility for ourselves, regardless of others' actions that negatively affected our lives, we step over the pit of victimhood and avoid having our power stripped from our leadership. But recognizing it may not be that easy, especially if you can't see the signs. While this is an emotionally charged subject, Jeff Geier of Phoenix Coaching, LLC skillfully leads the conversation while highlighting different perspectives. Regardless, the No BS Gang agrees if you start by asking yourself "What CAN I do?" and then act, you will be taking that first step to take charge.

Did you know the average length of a new podcast is 11 episodes? Well, we never claimed (or act like) anything close to normal and with today's episode, we are celebrating #52! What makes this even more unusual, after a year and a half, we are finally all sitting around the same table. Join us as we reminisce about how we got started, what keeps us going and how five people from such different backgrounds and philosophies continue to learn from each other while growing our friendship and respect. All while debunking leadership myths for our listeners.

We've all experienced more chaos than normal throughout the pandemic, but why is it that some leaders excel and others drown in the chaos? Effective leadership during times of chaos depends on .determining what is and what isn't within your control and evaluating your options. then taking action. Jeff Geier of Phoenix Coaching LLC mines our coaches for some of their best insight into developing leadership skills for both short-term and long-term chaos while not just surviving through it all but growing through it as well.

Resilience is getting back on your bike after falling and scraping your knees. "I am already in pain," resilience says. I'm already terrified. I'm going to keep going." As long as you get up one more time, then you get knocked down, it's going to be fine. In today's episode, Dr. Sam Jennings of 360 Clarity shows us how your ultimate success is not reflected in your fall, but if you find a new path and, and go again.

When only 8% of the people who take the time and effort to set goals actually reach them, there must be something wrong with the whole goal-setting system. After all, if you are setting goals, success is the motivation, isn't it? Myra Hall of Waypoint Coaching Group uncovers the myth that goals create success and together with the rest of the No BS Gang digs deep to shine some light on why this may be a flawed concept in theory, but can be one of the foundational building blocks of success when taken personally.

What do you do when your boss makes your life a living hell? Well, we've had lots of different jobs. And we know that people don't necessarily leave a job, they leave the bad managers or bosses. In today's environment where we have, an option, an opportunity to work from home or potentially switch jobs it might just be too easy to jump ship before learning some alternate ways to adjust to the situation. Geoff McLachlin with Professionals at Play pulls out all the stops on this one and will leave you with actionable ways to not only live with a nightmare boss but potentially even thrive!

Knowing WHY you do something is WHAT keeps you going when the going gets tough. You may be good at what you do, but if you can find the WHY behind the WHAT, you will be more successful, more impactful, and have more success, which will translate into more finance and all that goes with it. Who doesn't want that? Finding your WHY can be a challenge and the No BS Gang takes it on this week, as we examine the "WHY" through the individual lens of our perspectives and experiences.

What's the difference between managing and leading? While a true leader does both, here is a hint on how it works... "You lead people, you manage your checkbook." Many times, those new to a leadership role find this out the hard way and Jeff Conroy of Conroy Leadership Consulting walked that path. Today, he shares how this epiphany changed his leadership life as well as the participation and enthusiasm of those he led.

Termination, an invitation to be happier somewhere else, or just plain "You're fired!" is probably not the part you like best about being a leader. It's never easy. In fact, it may be one you put off if you don't have an HR dept. to take on the task. Geoff McLachlin, owner of Professionals at Play leads the rest of the No BS Gang in a lively discussion spanning major organizational policies to Mom and Pop shop's gut instincts. Letting someone go may be bitter medicine, but when it's the best option for your company and team, it could be just what the Doctor ordered for the health and growth of your team.

What happens when your MVP hands you their resignation and says "I quit!" While you may worry about the changes this will bring not only to your organization but to your life, it might also be an opportunity to reassess and re-evaluate how you found yourself in this situation. Myra Hall of Waypoint Coaching Group leads this discussion, born out of personal experience and the rest of the No More BS Gang hit this one out of the park with their inspiring wit, insight, and holistic observations,

So how important is Empathy when leaders have to make quick decisions and pivot on a dime? Empathic leaders do more than “sympathize” with others; they apply their understanding to better their organizations' functions and work culture. Then they don't have to agree with everyone or attempt to please them. Instead, they “carefully examine people's feelings” before making decisions. Dr. Sam of 360 Clarity explodes the myth of "empathy is sissy" and brings some great examples to the table of just how empathy is a valuable - maybe one of the most valuable - qualities a leader can possess.

As a leader, how necessary is it to have thick skin? Will you and your team flourish by embracing the "thick-skinned approach", or just clash around clumsily after you all have "armored up?" There's more than meets the eye on this subject and Jeff Geier of Phoenix Coaching keeps the ball moving as each of the No BS Gang weighs in with just a slightly different idea of just what "thick skin" means.

Do you want to retire? "Heck, yeah. I can hardly wait to have the time to do what I really want to do!" What would happen if you had an occupation that you never wanted to retire from? When people have a chance to make those choices, they oftentimes don't quit working because they don't want to work. Instead, they want to have meaning and purpose in some other capacity that may not be in the traditional manner. Jeff Geier of Phoneix Coaching leads us through some winding roads as we discuss the reasons for, and the reasons not to just throw in the towel at a predetermined age, but to take the time to explore what we could do that would be the reason we got up in the morning.

When personal values don't match up with organizational values, there will definitely be stress for both the person and the organization. And that translates to extra stress for you as their leader. Myra Hall with Waypoint Coaching Group digs around in this possible conundrum of conflicting values while the rest of the No BS Gang offers insight into how this can affect various industries and what solutions have worked, always with an eye on how to open eyes and minds to greater leadership opportunities.

Risks don't always come with rewards but for any leader with a vision, risk comes with the job. If any business is going to evolve and grow, there is a certain amount of risk involved, even for the ultra-conservative. Geoff McLachlan from Professionals at Play shares the wild risks that Walt Disney was willing to take to see his dream come alive and wants to know...what will it take to get you there? With four other opinions, tolerances, and backgrounds, this episode is guaranteed to help you see how important taking risk is with a whole new mindset.

Dr. Covey uses Dependence, Independence, and Interdependence to outline the hierarchy of human development in The Seven Habits of Highly Effective People for individuals and professionals alike. The No BS Gang takes this on as Dr. Sam of 360 Clarity leads this week's interchange, batting around the importance of these words, the meaning of these words, and then taking a really deep dive on why each one is vitally important to a growing and thriving organization.

It's tough to pull in the panic when you are pushed to the limit with a short staff and a long list with a deadline that is approaching fast. When you find yourself in this or similar positions, it's all too tempting to throw away that darn carrot and bring out the stick. Sure, the job gets done, but stop and ask yourself...Are you building a team? or building fear? Jeff Conroy, of Conroy Leadership Developent, LLC leads our discussion as we toss around choices that leaders have not only in situations like this but in the everyday choices we make that results in leading by intimidation or motivation.

Optimism is more than contagious. Turns out, when coupled with realism, optimism can turn sweep through an entire organization. One optimist with a bright and sunny attitude can boost the morale of a whole team...even during dark and seemingly hopeless times. Our resident Playmaster, Geoff McLachlan shows us the secret sauce to a happy and productive team is hope, and realistic optimism is the rocket fuels it.

Burnout Sucks. So it's better to learn how to prevent something than learn how to deal with it. Being aware of your mental state and first signs can help you prevent burnout. If the relentless schedule and hard work that you believe is necessary for success are looking more like sleepless nights and strained relationships, then this week's episode is speaking directly to you. Tune in as our own Dr. Sam of 360 Clarity leads us down the burnout path, why we choose it (yes, it is a choice), and how to find the strength to say "No More!"

Leaders keep their commitments. Easy to say, but so HARD to do, especially with the pressures and changes we have all experienced in the last couple of years. But there is a direct correlation between a leader’s commitment and their success; not only their success but the success of their team as well. Your team will watch your feet, more than your lips so if you want more commitment from your team, start with yourself. Myra Hall leads the No BS team in discovering just what makes some commitments easy to follow and others almost impossible. If you want to become a leader others willing choose to follow, then tune in to today's episode.

New Year's resolutions don't work! That may be a pretty strong statement, but exchanging old destructive habits into more productive ones is hard. Since so many of us know this from experience, it can't be because we lack motivation or worse, are just plain lazy!. In fact, according to a recent study, of the 41% of Americans who make New Year's resolutions, by the end of the year, only 9% feel they are successful in keeping them. If you are in the "other 91%" and are ready to really make the improvements in 2022 that could propel you into leadership success, drop in on this week's conversation as Mr. Jeff Geier of Phoenix Coaching, LLC leads us through the debate of what actually does work when it comes to setting goals.

Whether your company prefers a small, intimate gathering or a huge formal blow-out will be largely dependent on your overall office culture. What is important is understanding just exactly how your office party can reflect who you are as a business and project your image to employees and their families. Geoff McLachlan of Professionals at Play helps us explore the many different aspects of this annual get-together, and it's no surprise we all have a little different take on what makes these parties successful.

For many of us, working from home during COVID-19 has meant we are spending a lot of time on video meeting applications like Zoom. The effects of this have taken some of us by surprise. Sensitive topics are often canvassed, requiring us to notice subtleties and display empathy. Even knowing this, some of leadership's most public faux-pas have happened on this venue and leave us scratching our heads on how this could ever happen? Join us today as we become official arm-chair quarterbacks and dissect what appears to be a glaring violation of humanity in leadership. Dr. Sam Jennings of 360 Clarity leads us in a discussion of what could have been behind this very public display of "taking care of business" and what could have caused this leader to forget that real people with real lives were the ones who would suffer the greatest damage.

We rejoin the conversation with Lee Cockerell for part 2 of Lessons on Leadership. In today's episode, Lee takes us through his experience from straight out of the service, surviving on smuggled-out K rations to Executive Vice President of Operations one of the largest and beloved corporations in the world, Walt Disney World ® Resort. Along the way, he learned highly valuable lessons about what works, and more importantly, what doesn't work and loves sharing this with others who sincerely seek to sharpen their leadership skills.

We are honored to have Lee Cockerell, former Executive Vice President of Operations for the Walt Disney World® Resort, join the No BS Gang on today's episode. One of Lee’s major and lasting legacies was the creation of Disney Great Leader Strategies which was used to train and develop the 7000 leaders at Walt Disney World. Lee has held various executive positions in the hospitality and entertainment business with Hilton Hotels for 8 years and the Marriott Corporation for 17 years before joining Disney in 1990 to open the Disneyland Paris project. He has a no-nonsense style that delivers his leadership mojo in a way few will forget.

When we laugh, we connect with other people. And when we connect with people, our hearts are opened. And when our hearts are open, we have the capacity to change the world and make it a better place. ...how to work, happy, how to treat people, how to put people before profits. Today, Greg shares from his heart and leaves us with this message "Be thankful for the people in your life that bring laughter and joy to your life."

If you are falling behind in key business metrics like profitability & productivity, your customer service is in the toilet and competitors are eating your lunch, first of all, you're not alone. And I'm willing to bet you are working hard to fix this mess and have even considered how great your business would be if there just weren't people involved! Jeff Geier, owner and founder of Phoenix Coaching LLC has some very specific advice for you today - with a little help from his friends - that he says can't fail!! If you follow the process.

“Keep it Sesame Street simple” is a business mantra originated by Proctor & Gamble (P&G) Chairman of the Board, President, and CEO, Alan George “A.G.” Lafley. Simple and brilliant...and is at the core of P&G's extended success. In the effort to cover all your leadership bases, how often do you overcomplicate the process and lose focus on what really works? Geoff McLachlan, owner and founder of Professionals at Play reveals how to stop overcomplicating leadership and start seeing results by viewing how simple it can actually be through the eyes of a 5-year-old.

We are all given the same 24 hrs, but so many never realize that time is the one asset that has to be spent and cannot be saved. Even with meticulous time management skills, so many leaders can't seem to find the time in their schedules to develop their staff. As a result, they find themselves in the never-ending frenzy of trying to do it all while grumbling aloud that they just can't find good help anymore. As a leadership development expert, Jeff Conroy of Conroy Leadership Consultants leads this impactful conversation that lays out the fallacy of saving time instead of investing your time and why this mindset shift makes such a huge difference to your team.

Remove the spooky and scrub out the scarry when you learn to recognize the characteristics that turn you into a monster of a leader. With tongues firmly in cheeks, the No More Leadership BS Gang exposes the grotesque characteristics that will turn your leadership style into something reminiscent of the Creature from the Black Lagoon...or a Witch...or any other creature that destroys motivation and stops your team in their tracks.

Are there any benefits to blaming others for your failures? Well, judging by the number of people who make this a habit, there must be some benefit to it, wouldn't you think? Dr. Sam tears into this one with his usual wit and humorous dialogue, and the conversation, laced with words like "responsibility, accountability, and humility" gets very interesting...for yourself as a leader and those you lead!

It could happen today. You are called into the office, and the boss tells you that due to unforeseen circumstances, starting today you will be in charge of a team, a project, an office, a committee, or a business unit...or a family! We don't always realize we are a leader and may even avoid the responsibilities. Myra Hall, owner/founder of Waypoint Coaching Group, brings a couple of her real-life experiences of when she became an "Accidental Leader" and gets a lively discussion going with the rest of the No Bs crew.

The majority of the work in any conflict conversation is work you do on yourself. No matter how well the conversation begins, you’ll need to stay in charge of yourself, your purpose, and your emotional energy. Dr. Sam Jennings owner/founder of 360 Clarity Coaching walks us through what to do when you find yourself faced with conflict, why nobody likes these conversations, and what happens when you avoid them.

Just about every leader has lived through the horrors of a nightmare employee. Hiring the right person is a challenging process. Hiring the wrong one is expensive, costly to your work environment, and time-consuming. Geoff McLachlan takes the lead in today's episode as we explore best practices for getting the right person on your bus and ensuring they're in the right seat...a practice that pays you back a thousand times over in high employee morale, positive forward-thinking planning, and accomplishing challenging goals.

If the first thing you look to cut when times are tough is your payroll costs but you still want (and need) a highly motivated workforce, maybe it's time to move past mindsets that prioritize controlling costs over empowering people. To underline the importance of this mindset shift, today's worker increasingly sees their efforts on the job as investing in the company's success as well. Whoa! Sounds like we have some sortin' to do! Geoff McLachlan, Professor of Play and Founder/Owner of Professionals at Play brings this question to the team to toss around. There doesn't seem to be any question we believe that investing in the workforce can play huge dividends, but the question remains is "How?"

IT'S TRUE! YOU'RE EITHER GROWIN' OR SLOWIN' Over the last year, if you've noticed your competitors sneaking up on you and cutting into your market share, cutting your profits and demoralizing your team and you blame it on the market, the economy, or anything else that's beyond your control, you could be "Slowin'" and not "Growin'". I'm even willing to bet that "If it ain't broke, don't fix it" could be your mantra! If that even rings a little bit true, you're not going to want to miss the conversation today, led by Myra Hall, Owner/Founder of Waypoint Coaching Group, as we discuss the back-door killer of motivation and growth in the workplace that has taken some big players out of the game completely.

Nothing stays the same in the business world, and sometimes employees have a hard time with that...and sometimes it's made even worse by the way change is communicated and implemented. Today, Jeff Geier, Founder/Owner of Phoenix Coaching, LLC leads us in a discussion of how change has and is currently affecting the business world, and what you as the leader, can do to help your people through the rough spots.

To be an effective leader, few skills are more important to have than an ability to communicate with your employees and team members clearly and effectively. In fact, communication is the key to an engaged and inspired work culture. But what is important to communicate and how do you do it? Our very own Jeff Conroy of Conroy Leadership Consulting, LLC has been there, done that, got the teeshirt with holes in it! He pulls the curtain back on what it took to get seven team members to imagine, engage and produce a live event for 1500 people and come out on the other end closely knit and ready to take on even bigger challenges. No, he didn't pull a rabbit out of his hat but used finely tuned leadership skills that are available for every leader who wants to put in the time to learn them. And they're all laid out for you with no BS on this week's episode.

Your mindset can transform your life in unimaginable ways producing better health, increased happiness, and even deeper pockets. The way we conduct ourselves, react to people and situations can all depend on our mindset. Jeff Geier of Phoenix Coaching challenges our listeners to take a look at their mindset and describes the difference between a fixed mindset and a growth mindset...why it's important that you know the difference and how to tell which one you have.

Trust is powerful. It doesn’t just benefit your working relationships; it also has a concrete effect on how your business and your employees perform. Ignoring the importance of developing a mutually trusting relationship can be sourced as the cause for unnecessary misunderstandings, high turnover, and ultimately your bottom line. Don't miss this important conversation as we talk about ways to identify this cancer and root it out of our workplace culture.

It’s time to rethink burnout! Whether you’re a leader navigating through the pandemic, or someone who has experienced burnout firsthand, there is no doubt that facing this devastating condition can take down the strongest leader. Jeff Geier of Phoenix Coaching has walked through that valley and pulls back the curtain to let you see firsthand how he experienced burnout in his life. Get ready to take notes because he is sharing his "3 R's Formula" that he not only used himself with great results but with his coaching clients as well. You won't want to miss this fascinating story.

People decades apart in age often find that they have different attitudes about the workplace and appropriate behavior—sometimes because of the era during which they grew up, but also because of their different life and career stages. Aaron Borg of Seven Nine Media, an employer branding specialist joins us today and sorts fact from fiction surrounding the generational styles while giving down-to-earth tips on communication that everyone can use.

Is it true there is no failure, you either win or you learn? Failure is always a possibility in fact it is necessary to learn and grow. It can be a great teacher and motivator and this week Dr. Sam shines the light on this part of our journey that maybe isn't fun.

Celebrations are not only good for the soul but good for the bottom line (who knew???) It is often the fuel for motivation, which makes for better engagement, which often translates into success for the entire team. But can it be overdone? Is timing still everything? Geoff McLachlan, Chief Chuckler in Charge at Professionals at Play leads us as we discuss these and more in this week's episode.

Thinking up a goal is the easy part. Pinpointing the specifics of a goal, developing a plan of action, and then following through with that plan of action and pushing past the inevitable obstacles that will arise is a different story altogether. It gets even more complicated when there's no buy-in from your team. Join us this week as Geoff McLachlan with Professionals at Play leads us in discussing ways that work and ways that don't when getting your team on board.

It takes more than a pat on the back or a turkey at Christmas to enable your team to their highest power, so how on earth do some leaders get this critical step so incredibly wrong. Especially when it's well known that employees who are empowered are more likely to be engaged and productive. This week our Leadership Coach, Jeff Conroy of Conroy Consulting LLC. pulls back the curtain and reveals some of the essential ingredients he used to get top engagement from his team that resulted in some crazy growth for the organizations he led.

Every generation brings changes with it to the workplace and adapting to evolving communication styles can be challenging. Can you adapt...or should you? Geoff Mclachlan, Chief Chuckler at Professionals at Play brings his love of Star Wars and playful interaction to illustrate some alternatives to the friction and inevitable head-butting that can be born out of clashing communication styles.

Winners never quit and Quitters never win, RIGHT? Myra Hall, Coach/Mentor and founder of Waypoint Coaching Group thinks there are times as leaders, we make a wrong turn, take the wrong path...and the healthiest decision could be to quit! But how do you know? At what point do you cut your losses? Tune in and listen to some real-life examples.

Speaker and trainer Jeff Conroy, owner/founder of Conroy Leadership Consulting, LLC knows a thing or two about habits. How much does cultivating the right habits affect your ability to lead? Join us to find out.

Introducing the team of leadership speakers, coaches, and trainers in our first ever podcast. Stop by and say "Howdy."