This blog is provided by Aleksandra Scepanovic, Managing Director of Ideal Properties Group, as a companion to her interview on Innovating Leadership, Co-creating Our Future. This interview Difficult Times Can Build Leadership Skills aired on 10/22/19.

Prior to getting my start in real estate, I began my career as a reporter, editor and media analyst in my home country of (then-)Yugoslavia, reporting on the front lines of the Bosnian War. At the time, I never would have predicted that I would end up co-founding a real estate firm in New York City, but each step along my journey has been equally important in leading me to where I am today.

In the early 2000’s, while still working in Bosnia, I was longing for a change in the post-war theater around me and I ultimately decided to move to New York. I arrived with a need to recharge and start afresh. Years of witnessing turmoil on the front lines was draining, and being in a new environment provided me with the inspiration to channel my life-long fascination with design. I enrolled in the Fashion Institute of Technology’s Interior Design program. It was a revitalizing change, and the first step into my new journey.

My first few years in New York were exciting, and allowed me to fall in love with the city and its architectural beauty, and from there I began my career in the highly stimulating world of real estate. At the time, I was working at a boutique brokerage firm in Manhattan with my partner, Erik Serras. We found ourselves spending more time in our home borough of Brooklyn, a borough which we felt was widely and undeservedly so underserved by the city’s real estate brokerages. We recognized the potential, and decided to branch out on our own to form Ideal Properties Group.

Just a short time later, the U.S. economy began to take a turn. We had just began an exciting adventure as new business owners, and we knew we were not going to let anything stand in our way. As a leader, above all, it is important to stay optimistic. In my case, it helps that I actually am an irreparable optimist, and this certainly helped see us through this time.

We stuck to our intuitions, and followed our instincts to guide and form our best decisions, because now not only were our jobs on the line – we had a growing staff whose livelihood depended on us. In times of crisis, it is important to strive to not only individually as a leader but collectively, with your team, re-assess your objectives and your priorities, and determine a plan of action to get back on track.

Before we began this journey, I wish I truly knew how difficult it would be to be my own boss. I admit to being a strong-willed individual, but before starting my own business, I did not have the experience I have now when it comes to analyzing or critiquing my own ideas. I did not know how hard it would be to try to question your own thoughts, and to be willing to go back to the drawing board if something were to not go right. Over the years, there have been many times where we have gone back to the drawing board. This in and of itself is the nature of being a business owner and being a leader. Learning to adapt, and understanding that not every idea is going to be a homerun right away is an incredible and empowering realization, one I wish I had known in the beginning of this journey, but also one that – in retrospect I realize – comes with time.

One of the most immediate lessons was how many hats you’d need to quickly learn how to wear. As an entrepreneur, you learn to find comfort zones amid minefields, in the spots where you previously perhaps only had doubts. When starting our business, we were confident in our ability to navigate the ever-changing New York City real estate market, but there were plenty of course-corrections that we needed to chart along the way to sustain our business model. Prior to starting Ideal Properties Group, I wish I knew how large and positive a role failure would play in the building and the growth of my business.

Learning to delegate and trust others with parts of the business that you are not necessarily expert in – was another important step we needed to take as leaders. We take pride in our hiring process, and know that we associate our brand with the most passionate and empathetic candidates, and we find it imperative as a small business to effectively onboard our team members and immerse them in continual training. Trusting our associates to carry the flag of the brand by performing their jobs well and with the best interest of the company at heart… has allowed us to look at things from a bird’s eye view – and make adjustments as needed. Letting go of your ego and empowering your associates to help make the business thrive are essential in ensuring long-term success.

Although there is no secret formula to running a successful business, for us, each failure and setback has become a valuable lesson that helped us navigate a variety of business trends and market landscapes. As a leader, there will never be a time when you feel that you have it all figured out – and if there is, perhaps that is a sign that change is needed. Continuing to make, and then learn from your mistakes is easier said than done, but both are essential truths that – once recognized and adopted – set leaders apart from the pack.

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Check out the companion interview to this blog and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the ILI LinkedIn.

About the Author

Aleksandra is Managing Director of Ideal Properties Group, one of the largest privately-owned, independent real estate firms specializing in premier Brooklyn and Manhattan neighborhoods. Ideal offers pre-development marketing and branding as well as residential, commercial, office and retail services. With offices located in Chelsea, Cobble Hill, Gowanus, Park Slope and Williamsburg, and a staff of over 250 real estate brokers and salespeople, Ideal is continuing its rapid expansion across NYC. The firm was founded in 2007 by Aleksandra and her partner Erik Serras, who identified a need to build a technologically-innovative infrastructure for sales and rentals in key Brooklyn neighborhoods.

This blog is a guest post by Parminder Vir and is the companion to her interview on Innovating Leadership, Co-creating Our Future on Voice America called FOCUS on Women and Leadership. It is based on a panel discussion at the International Leadership Association 4^th Annual Women and Leadership Conference in June 2019 focusing on Building Solution, Harmony and the Greater Good”

Reflection On My Leadership Journey From A 40-Year Professional Career

In my keynote presentation, I shared my leadership journey and insights from a 40-year professional career dedicated to positively impacting and transforming lives through my work in philanthropy, entrepreneurship, film and television production, arts and culture, and investment funding. Throughout my multifaceted career, I have put my skills and expertise in the service of the work I care passionately about and the different voices and communities represented in my work.

The response from the audience gathered at the Women and Leadership conference was overwhelming to something I had taken for granted. People always remember how you made them feel and not what you said, and it was a privilege to be given the time to reflect and share my leadership journey learnt on the job with the gathering at the ILA conference.

• The Early Years

Passion, vision, integrity, deliberate audacity, and enduring optimism are qualities that lie at the heart of my leadership style and achievements. My leadership character and qualities have been learnt through practice from my first job in 1979, at the age of 23—when I was sent to launch the Minority Arts Advisory Service regional office in the Midlands to support ethnic minority artists of Afro Caribbean and Asian descent.

The power of art as a force for political and social change ignited my passion and spurred me to spend the first decade of my professional career from 1979 to 1986, empowering Black and Asian creativity through funding, cultural programming, and policies to mainstream our creativity and our cultural contribution to Britain.

In 1982, as the Head the Race Equality Unit in the Arts and Recreation Department of the Greater London Council, I managed a grant aid programme, funding a wide range of ethnic minority artists and organisation, many of who are internationally renowned today. I established policy initiatives for the development of minority arts; created training schemes in arts administration for ethnic minorities; and ensured the representation of ethnic minorities on the bodies of the major arts organisations in the UK.

This period marked the start of my 40-year career of self-directed learning and defined my leadership style which is characterised by my willingness to take risks, initiative and self-discipline, embrace responsibility, persistence, learning from failure, intrinsic motivation to learn new skills, time management, and goal setting.

• Storytelling – Film and Television

In 1986, I took all this learning as I pivoted into a career as film and television producer. The accepted wisdom in early 1980’s Britain was that it’s impossible for someone like me – a working class immigrant – to break into the film and television industry. The spark to make films was lit in 1982, when I organised a Festival of Black American Films in London. Watching these films and listening to the struggles of African American filmmakers to tell their stories fueled my imagination to do just that in the UK.

My desire to make films was born out of a passion for telling compelling untold stories from around the world. From 1986 to 2004, I generated a body of work that challenged the mainstream of film and broadcast media to open itself up to perspectives that emerge from the margins, where cultural innovation so often begins. As a storyteller, I believe there are many truths, just as there are many faiths and many voices. The role of film and media is to respond to these different voices. My work is to present the truth from places that are not recognized.

In addition to making films, I also led the campaign to reflect, represent, employ and develop ethnic talent on and behind the screen in British film and television. This led to the formation of the Cultural Diversity Network, an alliance of UK broadcasters and film industry committed to increasing the range and diversity of talent on and behind the screen.

As the founding Board Director of UK Film Council from 1999 to 2005, I contributed to the development and implementation of its international strategies which embraced the film industries of emerging markets through new co-production treaties with India, South Africa, Morocco, and China. I played a pivotal role in ensuring that equality and diversity commitments were fully integrated into every aspect of the organisation’s activities.

Working in the Arts and UK film and television industry for over three decades, I was never interested in positional equity or formal authority. What drove my passion was the need to use my position to bring about institutional and mindset change which in turn would fuel the influx of marginalized talent into the mainstream.

• Philanthropy & The African Entrepreneurship Ecosystem

In April 2014, I made the move from film to philanthropy when I accepted the invitation from Tony O. Elumelu to join the Tony Elumelu Foundation (TEF), Africa’s leading philanthropic organisation based in Lagos, Nigeria. As the CEO, I brought my unique mix of skills, talent and imagination to design, develop, and launch one of the most ambitious entrepreneurship programmes on the continent – the TEF Entrepreneurship Programme, a 10-year, $100 million commitment to identify, train, mentor, and fund 10,000 entrepreneurs from across the continent.

Since 2015, the TEF Entrepreneurship Programme has empowered 4470 African entrepreneurs, across 54 countries to institutionalize luck and democratize opportunity. In 2019, the programme scaled to select 3050 African entrepreneurs!

To support them on their entrepreneurial journey, the Foundation has given them the tools, the networks, the mentors, and the funding to transform Africa. Today the Tony Elumelu Foundation is at the forefront of technology innovation and recognized as a thought leader on African Entrepreneurship around the world. Over the five years that I lived in Nigeria and travelled across 50 of the 54 African countries; I met Africa’s exceptional talent, pursuing incredible dreams, re-imagining history, entrepreneurial pursuits, and humanitarian work across the continent.

Under my five-year leadership, the Foundation cemented its role as the principal advocate for African entrepreneurship, empowering thousands on their path to economic and social transformation. In retrospect, I feel Africa was my destiny and everything I had learnt and achieved before in arts and culture, film and television production, film finance and business consulting was leading me to this.

In Conclusion

I believe leadership begins with one’s self, at home. My most precious assets are my two amazing daughters. I have wanted nothing but the best for them; education, opportunities, experiences, challenges, to give them wings so they can fly. As a leader, I want to be judged by the quality and values of my children.

Over my 40-year professional career, I have endeavored to do the same in my working life. My business and personal values are transparent to the organisations and the people I work with, devoid of separation or duplicity.

Leadership is a choice. It is not a rank, role or a title; it is a responsibility. Leadership is about building trust with shared common values and beliefs. Great leaders work for the greater good. They are transformational. They shape and change cultures of the organisations they work with. They take risks, break rules, constantly tread new roads and meet new challenges. They embrace conflict as an asset because they recognize there is no movement without friction. They build trust with teams and give credit to those who made it happen. They sell the vision because they live the vision.

To the aspiring women leaders, I say always stay focused on the “why” and not the “what” of your chosen field. When you lose sight of the why, your passion for what you are doing will be diminished and it is impossible to inspire or to lead. Always remember the why, because it is the light that will be your energy and your guide to achieving the impossible. Leadership is a journey of life, just make sure you are making this journey with integrity.

About ILA

For twenty years ILA’s mission has been to advance leadership knowledge and practice for a better world. Through this platform, they organize events and conferences assembling talent across sectors, cultures, disciplines and generations.

For the 4^th Women and Leadership conference, over 200 participants including teachers, scholars, researchers, students, consultants and coaches, gathered from over 14 countries and seven US states. A community of like-minded women and some men, young and old, spent three days discussing, debating, and reflecting on ways in which women’s leadership potential can be developed, energized and liberated for the ‘greater good’. It was a platform for sharing depth of knowledge, perspectives, ideas and good practices, building professional and academic connections with common values and a unifying belief that women in leadership positions matter.

About the Author

Parminder Vir OBE has dedicated herself to positively impact and transform lives through her work in philanthropy, entrepreneurship, film and television production, arts and culture, and investment funding. She served as the CEO of the Tony Elumelu Foundation, Africa’s leading philanthropic organization based in Lagos, Nigeria from April 2014 to April 2019. She designed and launched one of the most ambitious entrepreneurship programmes on the continent – the TEF Entrepreneurship Programme, a 10-year, $100 million commitment to identify, train, mentor, and fund 10,000 entrepreneurs from across the continent. Under her five-year leadership, the Foundation has cemented its role as the principal advocate for African entrepreneurship, empowering thousands on their path to economic and social transformation.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out the companion interview to this blog and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the ILI LinkedIn.

This blog is provided by Brian Ahearn, the Chief Influence Officer at Influence PEOPLE, LLC, as a companion to his interview on Innovating Leadership, Co-creating Our Future. This interview Influence PEOPLE: Powerful Everyday Opportunities to Persuade aired on 9/3/19.

When it comes to influence I believe it’s all about PEOPLE. I write that because we don’t try to persuade things. Dale Carnegie had it right when he wrote, “Dealing with people is probably the biggest problem you face, especially if you’re in business.” The more you know how to ethically influence people the better your chances are for success at the office and happiness at home.

When it comes to PEOPLE I encourage you to think about the about the Powerful Everyday Opportunities to Persuade that are Lasting and Ethical. Let’s take a quick look at each component of PEOPLE.

Powerful

Who says influence is powerful? Here are what a few well known people from history had to say about persuasion:

“Persuasion is often more effective than force.” Aesop, Greek Fabulist

“If I can persuade, I can move the universe.” Frederick Douglass, American social reformer, abolitionist, writer, and statesman

“The only real power available to the leader is the power of persuasion.” Lyndon B. Johnson, 36th President of the United States

In addition to those intelligent people, we have more than 70 years of research from social psychology, behavioral economics and more recently neuroscience, to tangibly prove how powerful persuasion can be.

Everyday

Unless you’re Tom Hanks in Castaway you interact with people every single day. Quite often in your communication with others you make requests hoping to hear “Yes!” Nobody goes it alone, especially the highly successful. Jack Welch, former General Electric CEO said, “Nearly everything I’ve done in my life has been accomplished through other people.”

Here’s something I love about persuasion; it applies at work and home, a 24x7x365 skill. At work you try to persuade your boss, direct reports, coworkers, vendors and customers. At home influence helps with your parents, significant other, children, neighbors and anyone else you come in contact with.

Opportunities

In virtually every communication you have there will be opportunities for you to do seemingly little things just a bit different to potentially reap big rewards. For example, wouldn’t you be interested to find out what the Cancer Society did to increase their volunteer rate 700% in one area of town or how Easter Seals doubled the number of donors? Both were accomplished by doing a few, nearly costless things differently to employ a little psychology.

The problem is, all too often people miss the opportunities that are right in front of them. However, once you begin to learn the language of persuasion you’ll be amazed at how often you spot the opportunities to engage psychology to leverage better results.

Persuade

What exactly is persuasion? The definitions I hear most often are “to change someone’s mind” or “to convince someone of something.” Those might be good starts but they’re not enough. In the end you want to see people change their behavior.

With a focus on behavior change I think Aristotle, the famous Greek philosopher, put it best when he said, “Persuasion is the art of getting people to do something they wouldn’t ordinarily do if you didn’t ask.”

Lasting

Sometimes your interaction with another person is “one and done” but quite often it’s an ongoing relationship. In those relationships you don’t want to go back to the drawing board time after time. No, you want to have communications that change people’s thinking and behavior for the long haul.

Former President Dwight D. Eisenhower understood the power of persuasion to create a lasting effect when he said, “I would rather persuade a man to go along, because once I have persuaded him, he will stick. If I scare him, he will stay just as long as he is scared, and then he is gone.” Done right, persuasion can have a lasting impact on others.

Ethical

According to the Merriam-Webster Dictionary, manipulation is, “to treat or operate with or as if with the hands or by mechanical means especially in a skillful manner.” That’s not so bad but another definition for manipulation is, “to control or play upon by artful, unfair, or insidious means especially to one’s own advantage.”

Manipulation makes most of us bristle because it connotes taking advantage of someone. I’m confident in writing this next statement – no one likes to be manipulated. I’m reasonably certain the vast majority of people don’t want to be known as manipulators either.

When it comes to the difference between ethical influence and manipulation I like the following quote from The Art of WOO (Richard Shell & Mario Moussa), “An earnest and sincere lover buys flowers and candy for the object of his affections. So does the cad who succeeds to take advantage of another’s heart. But when the cad succeeds, we don’t blame the flowers and candy. We rightly question his character.”

Conclusion

Your ability to ethically influence others will be a big determinant when it comes to your professional success and personal happiness. Knowing that, and knowing how much you use this one skill each day, doesn’t it make sense to get better at it?

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

About the Author

Brian Ahearn, CMCT®, is the Chief Influence Officer at Influence PEOPLE, LLC. An international speaker, coach and consultant, he’s one of only 20 people in the world personally trained by Robert Cialdini, Ph.D., the most cited living social psychologist on the topic of ethical influence.

Brian’s first book – Influence PEOPLE: Powerful Everyday Opportunities to Persuade that are Lasting and Ethical – is available online through Amazon, Barnes & Noble, and most other online sites.

His LinkedIn Learning courses Persuasive Selling, Persuasive Coaching and Building a Coaching Culture: Improving Performance through Timely Feedback, have been viewed by more than 70,000 people! Keep an eye out for Advanced Persuasive Selling: Persuading Different Personalities this fall.

Check out this and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the ILI LinkedIn.

This blog is provided by Charles D. Morgan, CEO, First Orion Corporation, as a companion to his interview on Innovating Leadership, Co-creating Our Future. This interview The Biography of a Finally Successful Startup aired on 8/27/19.

One of the paradoxes of modern business is that success tends to stifle the innovation that made a company successful in the first place. If you think about it, that’s not all that hard to understand: Innovation breeds success, success breeds expansion, expansion breeds bureaucracy, bureaucracy breeds logjams and a kind of complacent short-sightedness, borne of the sheer weight of that success and the processes that support it. So companies that have become big and successful by creating a successful product tend to focus on continuing to make that product better or on improving the service around that product, rather than on doing the hard work of branching out – of creating something new and different. But this is a recipe for disaster. Today’s business world moves too fast, and if you don’t keep innovating, one of these days you’re not going to be around anymore.

Let me tell you a story: For 35 years, I ran a company called Acxiom Corporation. In the early ‘70s we started, with just 25 employees, as a “service bureau,” which meant we rented out space on our computers to other companies. But as computers became more prevalent, and therefore less expensive, we could see that we were rushing headlong toward a dead end. So we pivoted to direct marketing, and eventually to data mining and database marketing. One by one, we landed the big banks – Citi, Chase, Amex, JPMorgan, you name them, we had them. Between 1982 and 1991, our annual revenue increased from $7 million to some $90 million, the vast majority of it from the banks, who increasingly depended on us to give them accurate information on potential credit card customers. We went public in 1983, adding stockholders to the people we had to please. Growing like a weed, we were adding layers of managers and VPs and directors faster than we could print their business cards. By the middle of the 1980s, I could walk down our main hall and see people I didn’t even know.

To my mind, one of the greatest requirements of a successful CEO is to be able to keep one eye on the far horizon. In the midst of the maelstrom I was looking ahead, and the problem I foresaw was that we couldn’t continue processing greater and greater amounts of data in the same old way without becoming less and less accurate. If we kept doing what we were doing, eventually we would be of no use to the banks, and that would be that. “But,” I said to one of my partners, “what if we could give everybody in the U.S. – and every single address – a number?” Such a thing had never been done. But I knew that if we could come up with a series of constant numbers, we could eliminate much of the time, computer power, and uncertainty then inherent in data processing.

The more I thought about it, the more I realized it wasn’t even a choice –it was either disrupt every single process that we had worked for two decades to establish, or face the fact that we were on our way to becoming a dinosaur. But oh, the screams, the wails, the hand wringing! I had to finally threaten to quit the company before my people came around and faced the inevitable. And yes, it was hard. It took a couple of years to create the data mining system we called AbiliTec, and several more years to implement it throughout our business – about five years in all. But once done, it kept us relevant. When I left Acxiom in 2008, we were the global leader in data mining and its accompanying technology, with 7,000 employees worldwide and $1.5 billion in revenue.

Today I’m the CEO of a tech company called First Orion, whose product is spam and scam protection for the major telecoms. We started with three employees in 2008 and now we’re up to nearly 200. We’re in the process of building our own headquarters building in Little Rock, Arkansas.

A lot has changed in business since those pivotal days back at Acxiom. Today, innovation is the name of game – of everybody’s game – and I’ve made sure to create a corporate structure that fosters innovation: no more than three layers of reporting; nimble team-based product and process units; open encouragement for people to try things, to play around with the fireworks of creativity – even if what they come up with doesn’t immediately lead to anything.

You never know where the spark for your next billion-dollar idea will come from, so you better make it easy for the sparks to fly.

 To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.

 Charles D. Morgan is the visionary former Chairman and CEO of Acxiom Corporation, and is now Chairman and CEO of his latest tech venture, First Orion.  His new book is Now What?  The Biography of a (Finally) Successful Startup.  Morgan lives in Little Rock, Arkansas.  For more information, please visit https://firstorion.com.

Check out this and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the ILI LinkedIn.

Innovating Leadership, Co-creating Our Future is celebrating the completion of its 4^th year on Voice America Business channel!!  In honor of that milestone, we are sharing the countdown of the most listened to shows on demand.  These shows can be listened to via the internet or via the Business channel on the Voice America app. Use the links to access the episodes and the guest bios.  Thanks for 4 great years of listening!

10.   How Does the Brain Impact Leadership Resilience?  with John Wortmann aired on 9/11/2018

Resilience is a key factor in leadership success during times of stress. Our ability to manage our own energy and thinking have a significant impact on our ability to deliver personally and on our ability to inspire our followers. By building our resilience and creating a culture where others are expected to build theirs, we can make a significant impact on driving and sustaining our success as individuals and as organizations. Jon and Maureen start with defining resilience then move to the critical aspects of personal resilience. They include a focus on how brains and bodies react to stress and practices that will reduce the impact events have on leaders. discuss their areas of expertise in brain functioning. This interview includes a discussion of specific tools that allow leaders to build more resilient brains and reduce emotional reactivity. These tools help leaders manage feelings thereby also reducing stress. Equipped with these tools, leaders need to build practices.

9.  Winning In The Face of Adversity with Joyce Beatty, Congresswoman and Doug McCollough aired on 10/23/18

In a time when people are sharing more of their personal struggles, we talk to Congress Woman Beatty and Doug McCollough about their struggle and more importantly how they navigated those struggles so that they could make their greatest impact on the world. Congresswoman Beatty not only overcame, she changed the people’s view of what it was to be a successful black woman and she mentored women to make sure the pipeline behind her was strong and the country was better because of all facets of her service! She talks about how helping women succeed helps America succeed. She serves as a role model for inclusion globally by serving with grace and decorum! Doug shares how his focus on inclusion is expanding the field of employees working in technology in central Ohio. Through his board work as well as his work as CIO, he is creating a pipeline that allows unemployed people to get trained and find technology jobs. He is helping build the system that will close this gap long term!

8.  Position Success Indicator: Identify Where You Fit with Mark Palmer and Warner Moore aired on 11/13/18

According to a McKinsey study in 2018 focusing on the future of work: “technologies will transform the nature of work and the workplace itself. Machines will be able to carry out more of the tasks done by humans, complement the work that humans do, and even perform some tasks that go beyond what humans can do. As a result, some occupations will decline, others will grow, and many more will change. While we believe there will be enough work to go around (barring extreme scenarios), society will need to grapple with significant workforce transitions and dislocation. Workers will need to acquire new skills and adapt to the increasingly capable machines alongside them in the workplace. They may have to move from declining occupations to growing and, in some cases, new occupations.” The interview explores how the Position Success Indicator assessment identifies “job DNA” based on occupational traits that help people determine their best role fit to support workforce transitions.

7. Sustainability: Why Hasn’t It Been Embraced? with Christoph Hinske, Michelle Thatcher, and Khoo Hock Aun aired on 6/25/19

“Business as usual” can no longer be the leader thought pattern in regard to environmental impacts made by businesses. We are at a critical point where sustainability and impacts on the environment by business practices must be considered. What as leaders can we do to make a difference in these highly sensitive decisions? Christoph Hinske, Michelle Thatcher and Khoo Hock Aun discuss the options leaders have to encourage favorable corporate behavior and what leaders can do to make a difference.

6.  How Developmental Maturity Aligns with Organizational Maturity with Terri O’Fallon and Kim Barta aired on 9/25/18

During this show, Terri, Kim and Maureen talk about the interconnection between organizational issues and levels of developmental maturity. The conversation focuses on three types of issues and how they map to maturity as well as approaches to address them: 1. Existential, the group is moving to a new developmental level. How does it look for the organization? How do you see individuals? Do you have recommended course of action to help move forward? 2. Breadth, the group has the necessary philosophy and capacities at the level they are at, but they don’t have the skills they need. How does it look for the organization? How do you see individuals? Do you have recommended course of action to help move forward? 3. Shadow, the group has an adequate developmental level and skills but they have group shadow material that is holding them back. Let’s revisit what is shadow material? How should the team work to address it?

5. Leadership Happy Hour: Aspirations – Fuel for Results with Greg Moran and Terri Bettinger aired on 9/4/18

This is the kick-off of our leadership happy hour series. During this conversation, Greg, Terri and Maureen discuss the topic of aspirations over the courses of their leadership careers. Aspiration has the power to expand our limits and potential by motivating us to test our capabilities and competencies further and in new ways. It has a completely different effect on us than its evil twin – desperation. Not that aspiration is inherently good or desperation is inherently bad, but when people believe, the paths they follow look very different than when they do not. The conversation will touch on the following among many others topics: 1. The power of aspiration as a means of creating opportunity where it is desired 2. Aspiration is necessary filtered through our values and priorities – and that’s okay! How do we remove the limits of aspiration when they have been indoctrinated into leaders for reasons that have nothing to do with their potential (i.e. race, gender, etc.).

4. Ron Heifetz on Adaptive Learning and His Journey with Ron Heifetz, PhD aired on 12/6/16

During the Interview, we discuss Ron’s thoughts on leadership and his journey. Here is a preview: In times of change, people often try to hold onto the values of their culture that have had personal meaning and significance to them. When dominant cultures are confronted with stresses such as immigrants, they are called to examine their values and often required to take on very difficult integrative work. The leadership required must point out values such as: We stand for freedom and respect for all people, and our policy does not align with what we say we stand for. How do we make space for this evolution? What are the “gives” and “gets” required to evolve cultures? How can we hold steady to our cultural DNA and still evolve? In nature, when an organism adapts, it builds on its old capacity and generates radically new functionality. Ron suggested that “God didn’t do zero-based budgeting in evolution”. We honor our past and at the same time determine what can we release.

3. Top Leadership Trends in 2018 and Beyond with Christopher Washington aired on 8/21/18

Each year Maureen publishes a synthesis of the interviews she hosted and discuss the main themes she is hearing in the past year as well as in her consulting work with senior executives around the world. She has now completed more than 150 interviews. This interview is a synthesis of what she is taking away as key themes for leaders and executives to focus on for 2018 – 2022. This is a rolling synthesis, she will update it again in 2019 with new themes. Christopher Washington, PhD, hosts this show and discusses what he is seeing as a board member of Global Ties and EVP/CEO of Urbana University. The goal of this conversation is that listeners have a clearer understanding of the global leadership trends and what they might do personally to prepare themselves and their organizations to respond.

2. A Case Study of Doing Well By Doing Good: The Internet Backpack with Dr. Dale Meyerrose aired 10/2/18

We have been hearing about the topic of doing well by doing good for a few years. Should tech leaders take adopt this concept to reevaluate how they do business? If so, why would they? How would they? To take the question further, what accountability (if any) do leaders have for the uses of their products and services? During this conversation, Dale and Maureen will discuss the questions posed above and a project Dale has been involved with where Imcon International Inc., the developer of the Internet Backpack, a remote connectivity solution that allows users to communicate from almost every location on the planet, the School of Information Studies (iSchool) at Syracuse University and the Republic of Liberia will collaborate on a far reaching project that will digitally transform Liberia by increasing the nation’s current internet penetration of about 7% to 40% by 2021. This project is a strong example to illustrate how technology leaders can solve global challenges.

1.  A CIO Story of Leadership: Maria Urani – NetJets with Maria Urani aired on 8/14/18

Leaders follow many paths to success – in a time of varying role models for exceptional leadership, Maria talks about how she developed over her career. She shares her values, her path to CIO, role models and the art of leadership. Many people develop visions but living them is the art. Maria talks about how she puts her values into action to create a positive workplace, great results and strong successors. She shares: 1. Her passion and how it connects to her work 2. the art of leadership 3. her path to leadership – career is lattice more than a ladder 4. her role models – actual and virtual 5. the value of inverted mentoring 6. the role of empowerment in IT transformation at NetJets She shares her insights and career journey with passion and wisdom.

Thanks for listening! 

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills and system to create a regenerative, inclusive and thriving organization that will have a positive impact in the world.