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Coaching for Leaders

Dave Stachowiak

Discover leadership wisdom through insightful conversations

  • 34 minutes 37 seconds
    716: How to Share an Inspiring Vision, with Adam Galinsky

    Adam Galinsky: Inspire

    Adam Galinsky is the Vice Dean for Diversity, Equity and Inclusion and Paul Calello Professor of Leadership and Ethics at the Columbia Business School. He co-authored the book Friend & Foe and his TED talk, How to Speak Up for Yourself, is one of the most popular of all time with over 7 million views. He’s the author of Inspire: The Universal Path for Leading Yourself and Others.

    Leaders can delegate many things, but vision is not one of them. Most every leader needs to be able to articulate the future. In this conversation, Adam and I explore the building blocks to get better at inspiring others.

    Key Points

    • Every leader has the potential to be inspiring. We can choose to get better.
    • Whatever a leader says, either positive or negative, will be amplified.
    • When values are brought front and center, they inspire behavior that creates a better future.
    • Inspiring leaders offer a big picture, optimistic view of the future.
    • Make visions simple and vivid. Simplicity is the key to inception. Use strong imagery that brings details to life.
    • Repetition is essential for a vision to take hold. The more often we hear something, to more likely it becomes our own truth.

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

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    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    20 January 2025, 4:00 am
  • 36 minutes 9 seconds
    715: How to Stand Up for Yourself, with Sunita Sah

    Sunita Sah: Defy

    Sunita Sah is an award-winning professor at Cornell University and an expert in organizational psychology, leading groundbreaking research on influence, authority, compliance, and defiance. A trained physician, her research and analyses have been widely published in leading academic journals and media entities including The New York Times, Los Angeles Times, Harvard Business Review, and Scientific American. She is the author of Defy: The Power of No in a World That Demands Yes*.

    We often think of defiance as a snap judgement. Yet, it’s so much more nuanced and purposeful than it often appears. In this conversation, Sunita and I explore the common patterns of defiance and how we can all do a better job of standing up for ourselves.

    Key Points

    • We follow bad advice – even when we know it is obviously bad – to avoid appearing unhelpful.
    • Defiance means acting in accordance with your true values when there is pressure to do otherwise.
    • True defiance is not a snap judgement; it’s a process.
    • Acts of defiance are preceded by many moments of conscious compliance, when defiance is deferred.
    • Five stages of defiance often emerge: (1) Tension, (2) Acknowledgement (to ourselves), (3) Escalation (vocalize to others), (4) Threat of non-compliance, and (5) Act of defiance.
    • Vocalizing our concern to someone else is a key pivot point on the journey to ultimately saying no.
    • Respond explicitly to these questions: (1) Who am I? (2) What type of situation is this? and (3) What does a person like me do in a situation such as this?

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

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    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    13 January 2025, 4:00 am
  • 39 minutes 52 seconds
    714: Team Collaboration and Communication, with Bonni Stachowiak

    Bonni Stachowiak: Teaching in Higher Ed

    Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*.

    Listener Questions

    • Josh asked about helpful practices for setting chat groups in the workplace, especially for remote workers.
    • Lily was curious about the best way to structure a first session of a new innovation group and also how to help people engage.
    • Nicole wondered how she might navigate a situation with a particular donor who is asking for more support than is typical.

    Resources Mentioned

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    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    6 January 2025, 4:00 am
  • 36 minutes 23 seconds
    713: How to Grow From Feedback, with Jennifer Garvey Berger

    Jennifer Garvey Berger: Changing on the Job

    Jennifer Garvey Berger is cofounder and CEO of Cultivating Leadership, a consultancy that serves executives and teams in the private, non-profit, and government sectors. Her clients include Google, Microsoft, Novartis, Wikipedia, and Oxfam International. She is the author of four leadership books, including now in it’s second edition, Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World*.

    We often think about feedback as something we give to someone else. What if, in addition to that, feedback is an opportunity for both parties to learn and grow. In this conversation, Jennifer and I explore how this can open a door to some of the best leadership work we do.

    Key Points

    • If we view feedback as only giving our truth to someone else, we’ve missed a huge opportunity for growth.
    • Start by separating what happened from the interpretation of what happened.
    • Get curious about your own response: what made you react so strongly?
    • Talk it out. You have to welcome someone else into your thinking if you’re going to really learn.
    • Invite in how the other person sees the situation. Consider saying, “I’m really interested in what this looked like from your perspective.”
    • The process of unwinding what you hear is the good work of leadership and some the best work you can do.
    • Build a solution together.

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

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    Production Credit

    Coaching for Leaders is edited by Andrew Kroeger. Production support is provided by Sierra Priest.

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    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    16 December 2024, 4:00 am
  • 39 minutes 46 seconds
    712: Clarifying Values for a Workplace People Love, with Anne Chow

    Anne Chow: Lead Bigger

    Anne Chow was the CEO of AT&T Business and the first woman of color CEO in AT&T’s 140+ year history, responsible for leading a $35B global operating unit of over 35,000 people. She was named to Fortune’s Most Powerful Women in Business twice and today serves on a number of boards, including FranklinCovey, 3M, and CSX. She is the author of Lead Bigger: The Transformative Power of Inclusion.

    We all know the importance of values, but it’s often hard to know where to begin when clarifying them with a team. In this conversation, Anne and I explore how to align on values that support a great culture and move towards a vision.

    Key Points

    • Values and ideologies are distinct. Leading bigger means honoring diverse ideologies while aligning on core values.
    • Bigger leaders have the courage to admit and cite situations where they fall short.
    • When asking people to craft values, invite them to start by individually considering their personal values.
    • When discussing values as a group, highlight both the common agreements and also the outlying ideas.
    • Leaders must ultimately decide which values best embody the culture and vision of their organization.
    • Bring in different stakeholders to do a gut check on whether the values are legitimate.
    • Measure behaviors against values and review and update values and metrics regularly.

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes

    Discover More

    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    9 December 2024, 4:00 am
  • 37 minutes 26 seconds
    711: Turning Down the Temperature on Outrage, with Karthik Ramanna

    Karthik Ramanna: The Age of Outrage

    Karthik Ramanna is a professor of business and public policy at the University of Oxford’s Blavatnik School of Government, where he has served as director of one of the world’s most diverse leadership programs. Previously a professor at Harvard Business School, he studies how organizations and leaders build trust with stakeholders. He is the author of The Age of Outrage: How to Lead in a Polarized World.

    In a lot of ways, leadership is better than it was a generation ago. One way that it isn’t better? Figuring out how to lead effectively in an increasingly polarized world. In this conversation, Karthik and I explore what leaders can do to turn down the temperature on outrage.

    Key Points

    • We tend to frame effective leadership as heroic. In times of outrage, the virtue of temperance becomes essential.
    • A leader will never fully address the demands made of them, regardless of how well they act.
    • Even when a leader resolves problems, they will be viewed as part of the problem.
    • Anticipate times of outrage and create spaces that calm people physically and help them connect with each other.
    • Establish rules of engagement outside moments of outrage so that you have a starting point.
    • Create pre-arranged workgroups that can help illuminate a path forward for the larger organization.

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes

    Discover More

    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    2 December 2024, 4:00 am
  • 37 minutes 41 seconds
    710: Becoming an AI-Savvy Leader, with David De Cremer

    David De Cremer: The AI-Savvy Leader

    David De Cremer is the Dunton Family Dean of the D’Amore-McKim School of Business and professor of management and technology at Northeastern University. He’s also an affiliated faculty member at the Institute for Experiential AI at Northeastern University and an affiliated researcher at the Center for Collective Intelligence at MIT. His newest book is titled The AI-Savvy Leader: Nine Ways to Take Back Control and Make AI Work*.

    We’ve all heard the warnings that AI is going to take our jobs. That’s certainly a possibility in the long term, but the story emerging, at least for now, is looking a little different. In this episode, David and I discuss how leaders can use AI to augment, not replace, human intelligence.

    Key Points

    • AI is substantially different than prior digital transformations, and adoption efforts are failing at alarming rates.
    • Instead of leading, too often leaders are being too deferential to data and analytics teams.
    • Your expertise is exactly what your organization needs to deploy AI successfully.
    • Leaders who learn the fundamentals of AI will play an essential role in narrating dialogue between the technology experts and everyone else.
    • Get just enough foundational knowledge with statistics and modeling to communicate with the data and analytics folks better.

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes

    Discover More

    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    25 November 2024, 4:00 am
  • 37 minutes 38 seconds
    709: Help Your Team Coach Each Other, with Keith Ferrazzi

    Keith Ferrazzi: Never Lead Alone

    Keith Ferrazzi is an entrepreneur and global thought leader in high-performing teams and Chairman of Ferrazzi Greenlight and its Research Institute. He is the author of the New York Times bestseller Who’s Got Your Back and bestsellers like Never Eat Alone, Leading Without Authority, and Competing in the New World of Work. His newest book with Paul Hill is titled Never Lead Alone: 10 Shifts from Leadership to Teamship*.

    Whenever I’m having a conversation with someone about getting better at coaching, it’s almost always through the lens of, “How do I do it well?” In this conversation, Keith and I explore another perspective most of us miss: how does the team do coaching better for each other.

    Key Points

    • Good leaders give feedback and hold people accountable. Great leaders ensure the team gives feedback and holds people accountable.
    • Teamship starts right at the start. Organizations like e.l.f. Beauty begin these practices during onboarding.
    • We over-index on mindset. Starting with the right practices will shape the beliefs that help teamship emerge.
    • Use an open 360 where people share one thing they appreciate/admire/respect and one thing they suggest.
    • The 5/5/5 Learning Roadmap invites team members to share a struggle, respond to questions, and receive feedback.
    • We’re used to feedback being directive. Feedback from peers is data. We can consider it without acting on it.

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes

    Discover More

    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    18 November 2024, 4:00 am
  • 37 minutes 33 seconds
    708: Preparing for a Conversation with Someone You Don’t Trust, with Charles Feltman

    Charles Feltman: The Thin Book of Trust

    Charles Feltman is the founder of Insight Coaching. He has over 25 years of professional experience coaching, facilitating, consulting to, and training people who lead others. He is the author of The Thin Book of Trust: An Essential Primer for Building Trust at Work*.

    It’s a reality of life that we need to interact with some people we’d rather not. And it’s absolutely a reality of leadership, that sometimes we need to have a conversation with someone we don’t quite trust. In this episode, Charles and I explore how to prepare so it goes better for both parties.

    Key Points

    • The four assessment domains of trust include care, sincerity, reliability, and competence.

    Seven steps to prepare for a conversation:

    1. Identify the assessment(s) you are concerned with: care, sincerity, reliability, and/or competence.
    2. Define the standard you are using.
    3. Identify the specific actions or behaviors that have led to your assessment of distrust.
    4. Consider what you are doing that may be contributing to the situation.
    5. Determine what you need from them in order for them to regain your trust.
    6. Decide if you are willing to talk to the person about it.
    7. Ask the other person if they would be willing to have a conversation with you.

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes

    Discover More

    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    11 November 2024, 4:00 am
  • 39 minutes 19 seconds
    707: The Beliefs of Inspirational Leaders, with Stephen M. R. Covey

    Stephen M. R. Covey: Trust & Inspire

    Stephen M. R. Covey is a New York Times and Wall Street Journal bestselling author and former CEO of Covey Leadership Center. He led the strategy that propelled his father’s book, Dr. Stephen R. Covey’s The 7 Habits of Highly Effective People, to become one of the two most influential business books of the 20th Century, according to CEO Magazine. He’s the author The Speed of Trust and more recently Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others*.

    Despite everything we know about good leadership, a lot of places still operate in a command and control mindset. In this conversation, Stephen and I explore the key ways to shift from command and control to trust and inspire.

    Key Points

    • In spite of all progress, most leaders today are still operating from a command and control mindset.
    • The carrot and stick approach still dominates most organizational cultures and tactics.
    • The biggest barrier to becoming a Trust & Inspire leader is when we think we already are one.
    • People are whole people. The best leaders care for the body, heart, mind, and spirit.
    • There is enough for everyone. Trust & Inspire leaders elevate caring above competition.
    • Enduring influence is created from the inside out. The job of the leader is to go first.
    • All people have greatness inside them. Trust & Inspire leaders work to unleash potential, not control it.

    Resources Mentioned

    Interview Notes

    Download my interview notes in PDF format (free membership required).

    Related Episodes

    Discover More

    Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

    4 November 2024, 4:00 am
  • 39 minutes 16 seconds
    706: How to Talk to People Who Intimidate You, with Shandy Welch
    Shandy Welch: Leadership Coach Shandy Welch is an executive leadership coach. Her coaching focus is around humanizing leadership and re-engaging individuals and teams to inspire change and innovation. She is also a Coaching for Leaders Fellow. Most leaders find themselves — at least occasionally — in conversations with people who intimidate them. In this SaturdayCast, Shandy and I share what’s worked for us and how it might help you have better conversations. Key Points Nervousness is your friend. If you feel it, that means you care. Try to get the butterflies flying in formation. You are there because you are the best person to be there. Full stop. People with visibility will expect you've done your homework. If they’ve put something out into the world, they want you to find it. Preparation helps you improvise. “You've got to learn your instrument. Then, you practice, practice, practice. And then, when you finally get up there on the bandstand, forget all that and just wail.” -Charlie Parker Always assume there is something you can do to help out someone else. Consider their perspective and what they gain from the meeting with you. Everybody has doubts and struggles. Remember the humanity that’s present in every interaction. What was helpful to you from our conversation? We’d love to know. Share it with Shandy at [email protected] Related Episodes How to Talk to People Who Have Power, with Jordan Harbinger (episode 343) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) Set the Tone for Speaking Up, with Mike Massimino (episode 672) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
    2 November 2024, 3:00 am
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