A few days ago I was having lunch with my mom (something I’m trying to do more frequently now that I live 15 mins away from her). She’s one of the top therapists in the LA area and during lunch she was telling me about a class she is taking focused on Imago therapy which is a form couples therapy
Today’s episode is with Caryl Stern, a passionate leader and philanthropist, and former CEO of UNICEF, and the Walton Family Foundation. We discuss the importance of being open to new opportunities and the art of making impactful career choices.
We have all heard of vulnerability and we all know what it feels like to be vulnerable. Talking about mistakes, challenges, struggles, and showing emotion in our personal lives have tremendous value. But what about inside of our organizations where we have a very different dynamic?
In school, we’ve all experienced that dreaded moment when a teacher calls us to answer a question we don’t know. I remember a particularly embarrassing incident in college when my economics professor put me on the spot in front of a packed class, and I fumbled with a made-up answer.
The traditional role of a middle manager has always been to link the employees on the ground floor with the senior leaders of the organization. Middle managers were the eyes, ears, and the hands of the higher ups. Meaning, they were responsible for keeping the engine running, reporting any issues, and making sure that the strategic direct of the higher-ups was being implemented.
In Today’s conversation with Scott, the Chief Restaurant Officer at Chipotle, we discussed the critical distinction between accountability and responsibility. Scott explained that accountability is the person who takes ultimate responsibility for the outcome, while responsibility involves implementing tasks.
One of those stories is from Ann Mukherjee, Chairman & CEO of Pernod Ricard North America, a an 18,000 person global alcohol company. It’s a story about the difference between being right versus doing the right thing.
Todd Kashdan, a leading expert on curiosity, identified four key characteristics of highly curious individuals who have the potential to innovate within their organizations.
After a recent talk I gave to an organization, I had lunch with the CEO to talk about leadership and some of the things she was focusing on and struggling with. She recently took over as CEO and was working on changing the corporate culture where employees could speak up, share ideas, and feel like they weren’t working in such a strict hierarchy.
Today’s episode is with Robert Irvine, a renowned chef, restaurateur, and television personality. In this episode, we discus self-control and remaining professional, why it’s important to avoid surrounding yourself with “Yes” people, and how to practice empathetic leadership.
