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412: Access Superpowers by Embracing Alter Egos with Todd Herman

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Todd Herman says: "We're tapping into really the great superpower that human beings have... our creative imagination."

Todd Herman shares how the concept of alter egos helps you become ideal you that a given situation calls for.

You’ll Learn:

  1. Why you should revisit your childhood superheroes and alter egos
  2. Enclothed cognition and Halloween lessons for being awesome at our jobs
  3. How to improve your visualization through all your senses

About Todd

Todd Herman is an award-winning author, performance advisor to athletes, leaders and public figures, and is a recipient of the Inc. 500 fastest growing company award. He’s been featured on the Today Show, Sky Business News, Inc Magazine and CBC National News. And lives in New York City with his young family.

Items Mentioned in this Show:

Todd Herman Lederman Interview Transcript

Pete Mockaitis
Todd, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Todd Herman
Pistol Pete, it’s a pleasure.

Pete Mockaitis
I’m already getting an alter ego.

Todd Herman
Well, Pete, I’m a farm kid, who has a family that nobody ever calls each other by their first name. Everyone has a nickname. So why not kick it off that way?

Pete Mockaitis
Well, I’m enjoying it. I’m enjoying it. I want to hear a little bit more about some of your youth, in particular you won the world’s largest Twister competition at age 16. Tell us all about this.

Todd Herman
Well, I think that’s the thing that should highlight everyone’s resume, right? That’s the one you want at the very top.

Yeah, when I was in high school I played high school football, captain of the team. Then I was on student council as well. I grew up in a family that was involved in politics, so we hosted – my small city in Medicine Hat, Alberta, Canada, we hosted this big student counsel conference for North America, in fact. Well, western United States and Canada.

During one of the events – Medicine Hat, one of its claim to fames is we have the world’s largest teepee. We are rich in Native American history there. They decided that they would host a huge Twister competition during this student counsel thing. I just showed up to this. I didn’t what it was really all about. In the end I won it all in process of elimination.

They had, I don’t know, 1,800 mats or no. It wasn’t even that many. It was maybe 1,500 mats. Then it all whittled down until we finally had a champion and I was it.

Pete Mockaitis
Wow, 1,500 mats. Is that four people or how many to a mat?

Todd Herman
There were six.

Pete Mockaitis
Oh, that’s pretty full.

Todd Herman
Yes. Yeah, six or seven people to a mat, something like that. Anyways, then they were like “The Guinness Book of World Records is here and you’ve now just broke the record.” I’m like “Fantastic. This is great.”

Pete Mockaitis
Okay, cool. You’re a Twister champion. We need to know what did you do differently. What was the secret to your victory in terms of how did you pull this off where others fell short?

Todd Herman
I’m a highly competitive individual. Actually, when I think back to that, probably not knowing that it was some big competition, I thought we were just out there playing, so I was just engaged in the process. If I had thought that this was going to be like rounds of elimination, I probably would have maybe got a little bit too caught up in winning, but it was definitely focusing on the process.

I was already athletic. I was flexible so that helped. I think strategic thinking. You’ve got to be able to think ahead a few spots. You can’t put your hand on one area that’s going to cause you to have to twist in some sort of odd way to get your other hand in a circle that’s way off on the other side. Yeah, probably a combination of a bunch of those things.

Pete Mockaitis
Intriguing. So you were just engaged in the moment instead of fixated on the winning and that served you better?

Todd Herman
Yeah, yeah. 100%.

Pete Mockaitis
There’s a lesson right there.

Todd Herman
Yeah, and it served me well for 22 years now working with different pro-Olympic athletes, entrepreneurs, achievers, professionals on helping them to perform at their peak because as soon as you become outcome oriented, you’ve now pulled yourself out of the moment and the chances of you making mistakes go way up.

Pete Mockaitis
Right. Yeah. I also was curious about you’ve won the Global Leadership and Skill Development of the Year award twice. First of all, who issues that?

Todd Herman
There’s an awards company called the Stevie’s. They’re the biggest awards company in the business space. They give out tons of awards in a lot of different categories.

I’ve had my performance system put together in its current form for about 15 years. Then the last few years we’ve won the Global Leadership award twice. Then we won for the Global Leadership Training Team of the Year as well with it. Yeah, the Stevie’s is a great place to find really, really amazing people and companies and stuff doing good things.

Pete Mockaitis
Well, that’s cool. Well, I’d love to hear what are some of the keys to your victory there. I have a feeling one of them might be related to your book, but we want to hear the others too.

Todd Herman
Sure. Keys to victory, I don’t know because they have a judging panel that doesn’t really let you know that much. But we are pretty good at giving our case studies of our clients, highlighting them and then we do a discipline job of putting our stuff through a lot of rigor. We have third-party testing companies that come in and validate the result that we get with people.

There’s a company called the ROI Institute and they come in to companies all the time, typically large companies. We’re probably one of the smaller businesses that they’d be working with, but because a lot of my history is in corporate leadership development, I just took a look at the space that I was operating in, I’m like, well, this is an open hole where a lot of these kind of people that are making promises don’t actually have much validation, so let’s bring this in as a point of differentiation.

Yeah, so things like that. Judges, they like to see things like that.

Pete Mockaitis
Absolutely.

You have my respect because I’m of like mind. if you don’t have an ROI, it’s hard to justify spending real time and money on the program even if it is a good time.

Todd Herman
Well, part of our mission for our company as well is to elevate the critical thinking skills of humanity. That doesn’t sound super sexy to people, elevate the critical thinking skills, but when you think of the problems and most of the issues that people find themselves caught up in, it’s because they’re typically operating and responding to circumstances or issues emotionally.

You take a look at the current state of the world. Maybe some of the leaders that are out there that are leading it, they are not great purveyors of the idea of critical thinking. I want to model that in the way that we do our business.

I think that just even for the listeners, I think that we’re in a day and age now where there should be a lot more being demanded of the people who are there to help you get from Point A to Point B. This idea of anecdotal, “Hey, I did it and you can too,” is, in my opinion, of a bygone era because there is no systemization in that.

That’s one of my biggest issues with the personal development, self-help and leadership world is that there’s just a lot of false prophets standing on top of great marketing that if I can be a part of a movement that takes a big swinging chisel and axe to that, then I’m happy to knock that down because I don’t like to put myself out there as a personal brand or as someone who stands on top of – no, I’ve got a very specific skillset.

I’m very, very good at what it is that I do, but I stay in my lane, whereas a lot of people like to over promise that they can solve all of your issues. I can’t do that. I think it hurts more people and it leads them down and wastes time on a path that is truly not going to get them to where they need to go or want to go.

Pete Mockaitis
Todd, we are kindred spirits. I am inspired by your vision. Keep doing what you’re doing and maybe we should cofound a company together. Loving it.

Todd Herman
In the future. In the future.

Pete Mockaitis
Loving it. All right, well, let’s talk about your book here, The Alter Ego Effect. I got such a kick out of checking this one out because I resonate on so many levels, but I’m going to give you the floor here. What’s the big idea behind The Alter Ego Effect?

Todd Herman
Well, the big idea is that we all have used alter egos and we stepped into them when we were kids when we would play with superheroes or be our favorite hockey player or basketball player when we were kids or when we were pretending to be firemen or cowboys or astronauts. We played with this idea. We actually played with the idea of alter egos as children.

What we’re doing when we’re doing that is we’re tapping into really the great superpower that human beings have, which is our creative imagination. We’re the only ones on the planet that can create heavens from hell, hells from heaven, that we create narrative and amazing story in our minds.

Sometimes that narrative and story hurts more than it helps for many reasons. Trauma is one thing. Imposter syndrome is an insidious little force that the enemy likes to use to pull us into the, what I call in the book, the trapped self.

Really, the big idea for people is that this is actually something that allows you to pull the most really authentic version of who you are and what you can do out onto whatever chosen field of play you’re using it to activate on. It’s not strange. It’s not weird. It’s not being fake. It’s not inauthentic. In fact, phenomenal leaders both in sport, business, public figures have used it to accomplish amazing things and get out of their own way.

When you think about some of the biggest challenges, complaints that people have when they say, “Why aren’t you able to do the things that you want to do or you’re not getting the results that you want to get,” a large chunk of them are mental. It’s mental blocks. It’s resistance.

Alter ego, it’s what I’m known for within pro sports, Olympic sport is building alter egos for athletes. Then that expanded out into working with a lot more entrepreneurs and executives and people in professional environments to do the same thing to help them navigate that kind of internal resistance and move away from it. It’s an extremely elegant, graceful and perseverant way of battling what can be resistance that stops many people.

Pete Mockaitis
That’s really fun. I totally jive with what you’re saying with regard to as a kid I totally pretended to be a superhero. I still have a Superman costume made to my measurements. Fun fact.

Todd Herman
That’s amazing.

Pete Mockaitis
I wear it on Halloween. I wish I had more opportunities to wear it in normal times, but they just don’t appear. There aren’t superhero themed parties, at least in my world. Maybe I should get some more Comic-Con type friends.

Todd Herman
Pete, you need to dial that. That’s the one great benefit of living in New York City, every type of party is at our fingertips here.

You just brought up something really interesting. I think it’s important for the listeners too to talk about this concept is you brought up Halloween. When you think about Halloween, Halloween is my favorite night of the year.

I don’t know where people believe on the whole Myers Brigg thing. I think it’s a good sentiment. It’s not something that’s going to solve all your problems, but when I took the Myers Briggs, when the person came back in from doing the analysis, she’s like, “Well, I think we might need to revisit this test because you just broke the extroversion side of things. You’re about as far to that scale as you could possibly get.”

For me, Halloween was always like everyone else is finally invited to my party that I live every single day of the year. I’ve got zero qualms about approaching people and talking to people. My mind frame around that is I just fundamentally feel that everyone likes to have a new good friend. No one is out there saying, “I don’t need any good friends.”

That’s why I have zero resistance to talking to anybody. I don’t put anyone up on pedestals. I don’t look down on anybody. I think everyone has a fascinating story to tell. All of those mindsets allow me to just operate in relationships very easily.

Then what happens on Halloween, people put on costumes and the moment that they do, they start stepping outside of their quote/unquote normal personality and they start to don the maybe behavior of whoever it is that they are wearing.

Now, this is an important part because this is actually something I talk about in the book. Halloween is a good example of a psychological phenomenon called enclothed cognition, which we were going to talk about at some point in time during our interview, but this is just kind of a good segue into it.

Enclothed cognition is this phenomenon that happens when human beings, we add meaning and story to the things that we wear and others wear. When we see someone with a police uniform on, we start to automatically assume some things about that person. Depending on whatever your personal experience is of that uniform. Some people it could be very negative. Sometimes it just adds an overall, overarching idea. Policemen, okay, it’s they’re disciplined or they’re stern or whatever it might be. We do that.

However, what I like to do is because I’m someone who is – one of my issues, again, with that self-help personal development stuff is that people put out a lot of ideas that sound like they’re going to work. They sound nice as well. They’re very palatable. It’s almost like I look at a lot of books that are out there and I’m like, it’s cotton candy, it’s popsicles, it’s rainbows. It looks nice, but it ain’t satisfying. It doesn’t do the job.

I’m a practitioner. I work with people one-on-one and have for over 20 years, over 16,000 hours now. When you’re working with someone one-on-one, Pete, and I give you a strategy to go and implement, what happens? You come right back around next week and you tell me what? Todd, that didn’t work.

How I know the people that have got the chops and don’t have the chops, if you have never worked with people one-on-one on this, you don’t have the chops. You don’t have the chops because you have not been put under the white hot light of performance. You haven’t been put under the white hot light of getting people results.

I am working with existing phenomena that naturally occur inside the brain. This is just one of them. I just want to find a way to leverage it. Alter ego helps to leverage this idea of enclothed cognition because what we do then – a study was done at the Kellogg School of Management. What they did was they brought a bunch of students into a room. I don’t know if you’ve ever seen those word puzzles where you’ve got the word of a color, but then it’s colored differently than the word.

Pete Mockaitis
Oh right.

Todd Herman
Right, so it says green, but it’s yellow. Then it’s the word red, but it’s done in orange. What you need to do is actually say the word, which is quite difficult because the brain processes color faster than it does the word. They time you to see how quickly you can go through this grid of different words. They bring in these students and they get them to do it. They’re testing their attention, their accuracy, their detail and how quickly they can get it done and the mistakes that they make.

Then those students finish and they move them out of the room and they bring in a new group of students. This time they hand them a white coat to put on. They tell them it’s a painter’s coat. They put on the painters coat and they do the exact same test. They leave and then they bring in another group of people. They hand them the exact same white coat, except this time they tell them that it’s a lab coat or a doctor’s coat. Then they do the test.

Well, the difference in results between the painter’s coat people and the people who were just in their plain clothes was nothing. But the difference between the people who had the lab coat and the doctor’s coat and everyone else was they did it in less than half the time, they showed higher degrees of focus and concentration and they made less than half the mistakes.

Well, why is it? Because when they put on the white lab coat or doctor’s coat, they enclothed themselves in the cognitive skill set of someone that is careful, methodical, detailed because that’s what we ascribe to those types of people.

Why didn’t it work for the people that had the painter’s coat on? Because when you put on a painter’s coat, you’re enclothing yourself in the meaning, the cognitive meaning, of someone who’s creative, who might be more expressive. That doesn’t help you with that specific task.

Then they flip the task and this time they give everybody a task of a creative task, a painting actually. Now the people with the lab coat/doctor’s coat did the exact same as the plainclothes people, but the people with the painter’s coat on, they’re more expressive. They finish the project and get higher marks than the other people.

This is a naturally occurring phenomenon. When I’m trying to help people make change happen, the silliest to do is to do what has been bandied about in the self-help personal world for the longest time as the number one way that we should defeat resistance and win, which is just do it. Willpower. Willpower they think is just this massively powerful force that human beings can use to win at life.

Here’s what I can tell you. On the field of play, of performance, willpower is like a mouse staring down at a herd of rumbling elephants coming towards it. It’s the conscious versus the unconscious. The conscious is that rumbling herd of elephants and that conscious thinking of willpower and toughing it out. All that is so much smaller in comparison.

But what is our superpower that we have to defeat resistance that’s bigger than that other force of rumbling elephants? Well, it’s our creative imagination. That’s what’s there. That psychological phenomenon of enclothed cognition is about tapping into that a little bit by using an alter ego.

It’s like the backdoor to performance we can actually gracefully move around that rumbling herd, let it go do its thing. We’re going to suspend our disbelief about what we think we can and cannot do for the moment and we are going to step in and use the power of someone or something else to actually activate the qualities that we want to go show up on that field for us.

Pete Mockaitis
Well, it’s so fascinating and so many things to chase after. I’m resonating from my own experience in terms of boy just pick the task. There’s sort of an outfit that goes with it and I’m raring to go, whether that’s “Hey, we’re going to go for a long run.”

I guess I’m thinking about doing jobs around the house with tools. It’s like I want to put on my John Deere hat and some dirty jeans and play some country music while I’m at. It’s like I’m a central Illinois, Midwestern boy who’s not afraid of some hard work and that’s just what’s going to happen here. Maybe buy a Ford truck while I’m at it. That kind of picture is what I adopt. I think it helps. It at least makes it more fun.

Todd Herman
At the end of the day, Pete, if it did nothing else but make it more fun, then who cares, right? When we think about life and if the listener is being really honest about what life is like for the most part – there’s a lot of mundane stuff that we all have to do. Then there’s a lot of challenging things that when you’re an ambitious person or you’re striving or you’re trying to achieve things, there’s just natural obstacles that you come up against.

If there’s nothing else that people took away from this idea, which is, by the way, 100% proven out. Every single human being that is listening to this has 100% used this. Why? Because it’s a naturally occurring part of the human psyche. You just can’t escape it. We all have played with ideas in our head.

That wasn’t you being weird, strange, multiple personality disorder. Nothing. That’s literally built into our way to navigate the challenging parts of your life with more grace. But if you did nothing else and all of the sudden life was a little bit more playful, what a huge win. What a huge win that would give someone to be that way.

Whatever, if all the sudden you became Farmer Pete for that 90 minutes that you’re outside cutting the grass and you’ve got the straw in your mouth and you’ve got the John Deere hat on, by the way, that’s not a stereotype, looking down at people because, at the end of the day, I am a huge farm and ranch kid. I grew up on a 10,000 plus acre farm and ranch. I’ve got more affinity towards that world than I do of any other world.

But who cares if you go and you play that character. You’re not being weird and you’re not being un-Pete-like. You’re being the most Pete-like person you can be in that moment.

Pete Mockaitis
Certainly, yeah. Yeah. In Danville, Illinois there’s plenty of that. We’ve got some hard data from that Kellogg study. We’ve got some notions that it’s sort of intrinsic to the human psychological experience.

Could you maybe orient us to a pretty cool case study or transformation that illustrates this in practice, like we’ve got someone who’s performing not as well as they want to, they adopted an alter ego in this sort of a way and this sort of an alter ego, and then they kind of lived it out and experienced an enhanced result?

Todd Herman
Yeah. I’ll go to probably the most fascinating one as an example of one that always catches people off guard. It leads off the book actually.

Pete Mockaitis
Oh Bo Jackson.

Todd Herman
It’s with Bo Jackson. Bo Jackson for people who don’t know is one of the greatest athletes to ever walk the planet. He’s the only athlete in the history of major sports to be an All Star in two of them the same year. That’s Major League Baseball and the National Football League.

I was down in Georgia doing a talk. I was waiting in the green room ready to go out and into the green room walks Bo Jackson, this phenomenal physical specimen. In my head I’m like, “Oh my God, that’s the guy that I played on Nintendo when I was a kid.” He walked over to me right away. He said, “Hi, I’m Bo Jackson.” I said, “Yeah, I know who you are. You won me a lot of games on Tecmo Bowl when I was a kid.” He laughed.

He said, “You’re not the first one to say that. Are you speaking today?” I said, “Yeah, I’m going on stage next.” He said, “Oh, what are you going to be talking about?”

I said, “Well, I’m going to talk to them about mental game, but specifically I’m going to talk to the coaches and the players about using alter egos to help really unlock their performance and show up on the field and actually find the zone and flow state with it because you’re now getting out of your own way and you’re activating this imagination, which helps you perform.”

He just looked at me and he kind of got this weird look on his face like someone had just solved a mystery of life to him. He cocked his head to the side and he was like, “Bo Jackson never played a down of football his entire life.” I was like, “Interesting. Tell me more.”

He was like, “Yeah, when I was a youngster – people who know my backstory, I was a really angry kid. I would get myself into a lot of trouble. While it sounds like being angry would help you on the football field to dominate people, it would actually get me into bad penalties. I was a little bit uncoachable.

One night I was watching a movie and I saw this character come on the screen who was cold, calculating, methodical, unemotional, all of the things that I kind of wanted to be when I was out there. I thought to myself, ‘Wait a second. Why don’t I go out as that person instead of me?’”

It was Jason from Friday the XIII. His alter ego was actually Jason, which sounds crazy to some people because why would you want to activate, if you’re already angry, someone who’s a serial killer, but this is the power of this stuff is that it’s what your great takeaway was based on what maybe your issue might be or what you’re looking for.

He was looking for being more unemotional, more calculating with himself when he was performing. That’s what he did. When he put on his football helmet when he walked out onto the field, when his foot hit that field, that’s where Jason lived and Jason would enter him.

He unconsciously did almost every single step of the process that I talk about in the book perfectly. He created a context because he wasn’t Jason off the field; he was Jason on the field. He took the qualities that he most wanted that were the reverse of his frustrations and that’s what he found in his inspiration, which was Jason.

He actually leveraged an existing story, which is when you were looking for maybe places of inspiration, it’s a lot easier to just use characters that have already been built, whether in movies or whether in comic books or whether in your favorite TV show or whether it’s your favorite fictional book or existing people from your own personal life.

If there is a quality of an alter ego that is most popular or a type, it’s actually grandmothers. Grandmothers for me is the most popular alter ego that people use for whatever reason. There’s just many grandmothers that are inspiring to many people that are out there. There are specific qualities about them that they’re trying to activate.

Pete Mockaitis
They’re own grandmother?

Todd Herman
Yeah, they’re own grandmother.

Pete Mockaitis
Okay.

Todd Herman
Yeah, 100%. Yeah, 100%.

Pete Mockaitis
Not an archetype.

Todd Herman
I’ve got a wealth manager here in New York worth just more money than people would need definitely and that’s what his is. He’s a hard charging person and could naturally fall into a bullying type, but when he started growing his company to be a lot larger and really having to adopt way more of a leadership role as opposed to a trading role in his business, it was just grating on the business and he was just turning over staff way more. That costs your business a lot.

When I started working with him and we started talking about leadership qualities, who he’s seen them in the past, he started talking about his grandmother. He wasn’t talking about his grandmother right off the bat. I just asked him a question and he started talking about her. It wasn’t really in the context of being a phenomenal leader. Then he started saying other people in business that he was maybe inspired by.

I said to him, “I don’t think so. I think 100% the most important leader that’s been around you is your grandmother.” We just unpacked that more. When he’s going into have performance meetings or he needs to have leadership conversations or challenging conversations with people, that’s who he stepped into was more his grandmother. Now he doesn’t need to use that alter ego anymore because he actually became that person that he more wanted to be.

Pete Mockaitis
That’s cool. That’s cool. Well, I’d love it if maybe we could take on an example. I imagine we’ll have to fast-track it because it probably takes a good while. That’s fine to push the fast forward button repeatedly.

Let’s say – this is semi-true for me right now – I find that I’m getting so many ideas, which is really fun and exciting and cool when I’m sitting down to work, that I’m digging it. I’m sort of chasing after them and exploring them. But then I look at what I had hoped to accomplish in a day and there’s quite a mismatch.

It’s like, oh, I chased a lot of cool, interesting ideas, which may very well have some huge potential, but now I’m in a little bit of an urgent hurry up mode because I didn’t do what actually needed to be done on that particular day. If I want to have more focused and – you said willpower’s tricky – but that notion of “Hey, here’s the list. I’m going to crank through it,” how can I use the alter ego effect to make that happen?

Todd Herman
Yeah. I am the poster child of that when I started out. Yeah, absolutely. When I was starting out getting to kind of one of my uses of the alter ego, I was 21. I looked like I was 12. I was terribly insecure about how young I looked, who’s going to believe me when I go up on stage to talk about these ideas. I don’t have 19 degrees. I’m not 40 years old yet.

I had all these ideas of the age you need to be before you’re taken seriously, how many different years of you’ve been using this or consulting on it or coaching on it before you’re taken seriously. It was just stopping me from getting out there.

The reality was I was very, very good at working with young athletes. That’s where I was starting. I wasn’t trying to go work with pro-athletes off the bat. I was working with 11-, 12-, 13-year-olds, 14-year-olds, 15-year-olds, on it. I now was really good. I was good at developing rapport quickly, developing trust, then sharing all of the strategies that I had done to help me get a college scholarship, be nationally ranked badminton player.

My real skillset was my mental game, but I was getting in my own way. I wasn’t taking the action I needed to take.

I would. I would drift all over the place in my day. I would fundamentally just avoid doing the things that were going to make me money, which is in business or in sales, that’s when the white, hot light of performance is on you because now you’re on the field and it’s easy for people to see based on the results that you did ten phone calls today, but nothing was brought in revenue wise or something.

It’s easy for your self-esteem or your sense of self of concept to be beaten up in those moments. I wasn’t taking any action.

I was like, wait a second. I used this when I played football and when I went on the football field. I would go out as this composite kind of alter ego of Geronimo, Walter Payton and Ronnie Lott. The name I used was Geronimo for it. I was like but Geronimo is a little bit too aggressive. It’s not going to help me in business. Then I thought but I really want to step into this Superman version of myself in business.

That’s when it clicked in my head. I’m like wait a second, Superman puts on glasses to become the mild-mannered version of himself in Clark Kent, but I want to put on glasses and I want to become the Superman version of myself. That’s what I did.

I went out and I went to Lens Crafters in West Edmonton mall, where I was living at the time, and I bought a pair of non-prescription glasses so that I could activate this self that would be decisive, that would be articulate, and that would be confident, all the three things that I felt like I was lacking at the time in the way that I was showing up.

That was back when wearing glasses wasn’t cool or fashionable by any stretch of the imagination. The optometrist was like, “You don’t need glasses. You have 20/15 vision.” I’m like, “Please, just give me the glasses.” I bought them. That’s what I did.

I would literally sit and I would practice putting those on. Just like when he would take off those glasses as Superman, all of the sudden just the chest puffs out and he transforms, I was transforming into that other self. When I was in that state, I was very deliberate and intentional about being very decisive, being very confident, being very articulate with the way that I was describing what I could do for people.

The moment that I would start to fall out of it and become that other insecure self, I would take off those glasses immediately because the moment that you’re in that kind of state of being your alter ego, you don’t want to dishonor that idea by allowing that kind of other – whether it’s a weak or a mild-mannered or whatever self or scared or insecure or resistant self to show up – I’d take them off because I wanted to honor that idea.

It’s a very powerful mindset to be in when you’re doing that. I talk about that with my athletes and just even people that are on here right now. It’s very powerful to step into that mode. We have these phenomenal capabilities in our mind to do that.

Going then back to you, it’s that – some of what you’re talking about too could be just that there is a creative self that’s inside of you that sometimes you’re just hunting through and finding ideas to be inspired by to create the training programs that you want or to write the things you want to write. You shouldn’t beat yourself up with those things, but on those days when you did have certain activities that you needed to take care of, those need to be siloed.

Then there needs to be the most heroic version that you could bring to that to bring the best that you’ve got available into that moment so you can smash it and get the best result. Whether you think that’s you right now or you don’t think it’s you, what I do know is, that you is inside of you because the imagination has that power. Let’s find a way of unlocking it.

Pete Mockaitis
Well, yeah, that’s good.

Todd Herman
What I was doing with those glasses was I was accidently – because I didn’t know what enclothed cognition back then – but I was enclothing those glasses in the cognitive state of being smart, articulate and decisive. I was leveraging the power of another story of using Superman to help make that happen too.

Pete Mockaitis
It’s funny, as you kind of deconstructing that a little bit, it seems that we started with what was already meaningful to you with the Geronimo, Superman, etcetera, so what was already sort of striking a chord and being resonant in the ways that you wanted to be as opposed to saying, “Well, technically, this literary figure embodied these qualities perfectly.” It’s like, “Well, I’ve never read that book, so that’s not helping me out here.”

The first thing that comes to mind for me in terms of if we’re talking about no nonsense, taking care of business, the first thing I think of is the Shark Tank intro because I get such a kick out of how they all do the same pose, where they fold their arms over each other. It’s like that’s, I guess, the no nonsense entrepreneur pose. You find it The Prophet and other business shows. I think we’ve adopted that. That’s what comes to mind.

Todd Herman
But if that’s what resonates with you, then that should be your takeaway. Yet, I’ve seen other people who are not even close to being an arms-crossed-type individual that are very no nonsense here in New York City or even not just here, but that’s my context because I live here and I work with so many people that are here. But I know more people that are no nonsense and they sit back in a very relaxed look.

Actually even Mark Cuban, when you see him and his matters in …, he’s actually quite relaxed. He sits back and sort of – but then when he starts to get excited, he starts to lean forward, his eyebrows go up a lot. Just as a person who lives in the world of mental game stuff, I’m always looking at body language of people. But if that’s what it is for you, then hold onto that and that’s what you can step into.

Pete Mockaitis
When I go about doing this step into, what exactly am I doing? I’m going to cross my arms. I’m going to imagine being no nonsense. What are my steps?

Todd Herman
Well, it’s what are the – all the steps are – because we’ve kind of unpacked a bunch of them. First place we start is context. We’re doing it for a field of play. Again, we’ve been talking about business and stuff, but this is 100% useful as a parent.

Kids use it all the time anyway, but as a parent sometimes you’re working all day long. You’ve been operating as a certain self throughout the day, then you go home and it’s hard to switch that off. Using this stuff, it crates great context for you.

For me when I go home, I don’t know want to be that articulate, decisive and confident version of myself that challenges people all day long because that’s what I need to do. That’s not what my children want. They want fun, playful, get-on-the-floor-and-play-with-them dad that’s gentle with them. I can be tough as well, but that’s so natural for me, I don’t need to magnify that up. That’s going to come out anyway.

I caught myself with, especially my middle daughter, Sophie, where she’s got this great emotional bandwidth, where she has these fantastic highs. Then she’s got these tantrums that can just go on for a very long time. I was meeting that force of her tantrum with my force of parent dad telling her to stop and all that and getting nowhere. I caught myself and I went wait a second. This isn’t how you perform at a high level.

Immediately I went to who I would be to get the best out of myself as a parent. It took me about a split second to go Mr. Rogers. Mr. Rogers undeniably is a phenomenal human being around young children. That’s who I stepped into.

The very next time she had this huge tantrum, I got down on one knee, just like he would. I reached out. I grabbed her, brought her in for a hug, despite the fact that she didn’t want to be hugged. She melted in eight seconds. Melted. She was done. That’s all she wanted and needed and then she was off running around, doing her own thing.

Meanwhile, I was still on the inside angry, enraged because noise and that screaming just drives me into an emotional state, but in that moment though, I did act as my best self for her and the result transformed.

Going back to you. Context matters. Second thing in that story I unpacked my frustrations. What’s a way that you’re showing up on whatever field that you’ve just chosen that aren’t getting you the results you want or how are you not showing up or what are the things that you’re doing that is providing you this angst and this frustration.

Okay, then now that you’ve got that, now it’s easy to go to the third step, which is well, how do you … want to show up and/or who already shows up that way that you’re inspired by. It doesn’t have to be in your work. It could be someone completely outside of it that you look at it and you’re like, “Oh, I’d like to be more like that person. I want to show up more like Luke Skywalker,” or whoever it might be.

What is it about their qualities that you’re looking at that you like? Is it their demeanor? Is it how calm they are? Is it about how confident they are? Is it how charismatic that person is? Whatever it is.

Then it’s okay, now is there a totem, this fourth step is what’s this totem or artifact or talisman that you can use to help activate it so that we can leverage the power of enclothed cognition. Is it that you are going to put on some Superman socks or Wonder Woman bracelet?

That’s what one of my equestrian riders – she’s a world class dressage, which is to the layperson, it’s like horse dance, where they have to do very, very specific and calculating kind of moves in the arena. It’s very challenging.

She was someone who was kind of all over the place inside emotionally, which then gets reflected through a horse. You talk about a difficult sport from a mental game perspective. You’re sitting on top of an animal that can detect any sort of emotional ambiguity that you might have. That’s why horses are used in therapy because they just have this phenomenal emotional bandwidth to work with people.

When I asked her, “Well, who most resonates with you as to how you want to show up,” she didn’t hesitate for a second. It was Wonder Woman. Not the current version because this was actually years ago. It was the 1970s version of Wonder Woman. I encouraged her, “Okay, go out. Let’s get an artifact or a totem to use.” She went out and she actually made a custom bracelet. I told her, I said, “When you do, make sure that the clasp has a loud sound when you snap it shut.”

Pete Mockaitis
Nice.

Todd Herman
Because sound is a phenomenal trigger in the mind. When that snap happens, that’s when she clicks into her inner Wonder Woman to show up on that horse as her best self.

Pete Mockaitis
I like what you said about sound. That’s got me thinking about get all your senses involved. Maybe there’s a small. Maybe there’s a texture. Yeah.

Todd Herman
Yeah, yeah, absolutely. I don’t know how many people that are listening or even yourself, Pete, people use the term visualization a lot. They say, “You’ve got to visualize your goals,” or “People with vision are the ones who win,” or all these different things. The reality is, as someone who’s been teaching visualization with people as a skill for a long time, it’s actually quite hard to do.

That’s why I get frustrated with the amateurs that are out there saying, “Well, you’ve just to visualize.” It’s like it’s not that easy. Just because we can do it and do do it every single day, doesn’t mean that we can deliberately create movies in our mind easily. It’s a learned skill.

However, sound and we want to be using as much of the senses as possible. When I’m really teaching people about using imagery and visualization, it’s about engaging all of the senses because sometimes there’s a good portion of the population that are driven auditorily. I am. I am one of those people where I can build movies in my mind way easier when I start with sound then when I start with pictures. There’s other people who are engaged with smell of something or the touch of something.

That’s why this whole process of using a totem or an artifact is so powerful because just to your point, when you’re touching something, when you’re feeling something, when you’re putting something on, when you’ve got something in your pocket, whatever the case is, it’s there as a great environmental reminder of the intention of who it is that you’re’ showing up as.

That’s not being fake. That’s not about doing it to deceive other people because that’s being fake. If you’re doing something to deceive others or trick others, your intention is completely wrong. This is about tapping into the internal power of you saying, “I am being very intentional about who and what I’m showing up as so that I can get the best result from me or for others.”

Just like me. It’s not me being fake just because I’m stepping into and leveraging Mr. Rogers in that moment. That’s actually stepping into a very genuine part of me. Gentleness of course is a quality of mine somewhere because it’s not like I learned all of that challenging self or I was born that way. I learned some of that stuff.

Pete Mockaitis
Well, Todd, I love the Mr. Rogers in particular because it should have occurred to me when I was looking through your book, but then in the last couple months, I noticed that in marriage/family life I sort of brought more of my creative brainstorming problem solving-ness into conversations with my wife. She was less interested in that and wanted more kind of emotional stuff.

I just sort of forgot. It’s like, “Oh right, yeah, yeah.” It’s like, “I was just so interested in your problem and all of the potential options and solutions that I could offer.” I actually purchased a red zip-up Mr. Rogers sweater to wear as a reminder of – he’s got that song, It’s a Good Feeling, the feelings and to just slow down and listen and to talk about feelings. It’s like, “Well, how did you feel about that?” because that’s what she was wanting.

Todd Herman
Yeah. Well, if you’ve watched his documentary it’s fascinating because literally about a third of it is dedicated to them talking about his alter ego. His wife talks about Daniel Tiger. There’s this great sequence in the documentary when she says that Daniel was the more real version of Mr. Rogers because that’s who he really was.

When you think about Daniel Tiger, he’s this hand puppet that he used to talk about feelings and other things. During that sequence, Mr. Rogers, Fred, says – he’s holding up the hand puppet now near his head and he’s saying, “The distance between-“ which is his mouth to the hand puppet, he’s like, “This doesn’t look like it’s very far, but I can tell you it was very self-efficacious for me.”

It’s the same for me. The distance between the six inches in your ears and your mouth by what you want to say, but then you don’t say it. Nothing beats a person up more than when they get to the end of their day, their head’s on the pillow and they’re unpacking their day and they’re like, “Why didn’t I say that? Why didn’t I raise my hand? Why didn’t I speak up? Why didn’t I ask for the sale?” or the action, “Why didn’t I take that final shot at the end of the buzzer?”

That distance between the six inches in your ears and the action that you want, the difference between thought and action is very, very short inside of our selves, but it can be a huge leap for many people to make. Well, what’s the bridge that runs over that gap? It’s emotion, proven by science again.

When you sever the ties inside of a human’s brain from their rational thinking brain and the emotional brain, which is the decision side of the brain, decision doesn’t happen then. It’s been shown in Alzheimer’s patients, where they can think that they want to have a sandwich, but they actually can’t get up and take action on it because there is no emotional grease that helps them make that decision.

Well, that emotional factor that helps you go from where you are now to where you want to be is the creative imagination to go by it and move around resistance. An alter ego is just a great tool to help make that happen. I talk about it enough in the book, all the different science of how to do it, the other people that have used it to actually get themselves out onto different fields of the play and do amazing things. Like we kind of talked about earlier, it’s a wonderfully playful way to help navigate life as well.

Pete Mockaitis
That is so excellent.

Pete Mockaitis
Awesome. Well, Todd, tell me, anything else you want to make sure to mention before we shift gears and hear about a couple of your favorite things?

Todd Herman
We’ve just unpacked so much of it. I just strongly urge people to – I just know that a lot of people are just that mental part, that mindset side of things is the thing that can be a big challenge for them, whether it’s adopting new habits or changing behaviors. Stepping into and using these tools that they used, you’ve already used them in your past.

Pete, we had 19 publishers interested in my book, which if you know about publishing is an insane amount of publishers. Now, that’s not because of me actually. It’s not because I’m Michelle Obama or something like that. I don’t have a big platform like that. But it’s about the idea because people would walk into those meetings and they would say things like, “I feel like I’ve been doing this all my life.” I’m like, “I know you have because it’s a natural part of being a human being.”

There’s so many people who just saw so much relevance in the idea. I think that if people raced out and sunk their teeth into it, they would chew their way through the book very, very, very fast.

Pete Mockaitis
Well, now could you share with us a favorite book?

Todd Herman
A favorite book of mine, I love From Darwin to Munger, which is all about mental models and how to think a lot more quickly without getting down into the weeds and details. They kind of unpack Charlie Munger and his brilliant thinking for the way that he has adopted different thinking models in the way that he navigates life. It’s an amazing book.

Pete Mockaitis
Is there a particular nugget that you share with your clients or audience listeners or readers that really seems to connect and resonate and gets them quoting it back to you?

Todd Herman
In that book, I don’t share a specific thing other than the ability to what’s called chunk up, which is the ability to kind of start to see things at 30,000 foot views so that you can think a lot more strategically and see what’s actually happening down on the field, not get tied up so much in the details of stuff. Probably chunking up is one of the big things that people take away from it.

Pete Mockaitis
If folks want to learn more or get in touch, where would you point them?

Todd Herman
I’d point them to my home base on the interwebs would be ToddHerman.me. All of my kind of social profiles are out there. I’m active on pretty much most of them. Then for the book, they can also go to AlterEgoEffect.com to see some videos and click on any one of the links to find the book in airport book stores and book stores all over the place.

Pete Mockaitis
Do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Todd Herman
Yeah. This is the easiest one. Don’t make the mistake I did early on. Don’t make the mistake of trying to do everything on your own. I wanted to be one of those people that climbed to the top of the mountain, planted the flag by myself and said, “I did it.” It’s slow and it’s stupid.

You are going to get a lot father in life by bringing around and getting around fantastic allies and being great supporters of other people. I truly do think that business and life moves at the speed of relationships. Always be finding great relationships and developing them.

Pete Mockaitis
Awesome. Todd, this has been a treat. Thanks so much and keep on doing the good stuff you’re doing.

Todd Herman
Thanks Pete. Appreciate you.

329: Asking Courageous Questions with Dusty Staub

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Dusty Staub says: "When we don't give people honest, direct feedback... we really failed them. Being nice is definitely not nice."

Dusty Staub shares seven acts of courage and how to apply them wisely to your work.

You’ll Learn:

  1. The three biggest lacks of courage in the workplace
  2. The problem with being nice
  3. Finding and liberating others’ purpose, passion, and power

 

About Dusty

Robert “Dusty” Staub has worked for over 30 years with executives, families, and communities as well as with private and public companies. He has trained and coached executives and teams in creating high performance outcomes. Dusty has been a pioneer in the process of creating systemic accountability by aligning leadership and group behaviors with strategy to produce bottom-line results.

Items Mentioned in this Show:

Dusty Staub Interview Transcript

Pete Mockaitis
Dusty, thanks so much for joining us here on the How to Be Awesome At Your Job podcast.

Dusty Staub
Pete, it’s my pleasure.

Pete Mockaitis
Well, could you give us first and foremost orientation to this Dusty nickname? Where did it come from and how has it stuck?

Dusty Staub
Well, my father was Robert Earl Staub. He was a – had a full scholarship to Notre Dame playing football in 1942 out of Canton High School. He didn’t go. He went and fought in World War II. His nickname in high school was Blood and Guts Staub. Working as a paratrooper for 26 years in the military, he became even tougher.

When I was born, there was only one Bob Staub and that was him, but I was named Robert Earl Staub II. Staub is a German word that means dust, so when I was one day old, my dad didn’t want me to be called Little Bobby, so he nicknamed me Dusty.

I’ve been known by Dusty, except by the nuns in parochial school who refused because there’s no saint Dusty. When they called me Robert I wouldn’t respond, so I had more than one ruler cracked across my knuckles over the years.

Pete Mockaitis
Oh gracious. I’m wondering, surely there’s a saint somewhere that – of the dusty roads or travels or hospitality for cleaning people’s feet. I don’t know. Somewhere I wonder, but who knows, they may or may not have been receptive to your counteroffer at the time.

Well that’s cool. I’m also curious, did your dad want you to have the family name, but also differentiation in the household is that he’s trying to have his cake and eat it too?

Dusty Staub
Yes, he did. He named me after himself. He didn’t like junior either, so he made it the second because he didn’t like junior. He wanted me to be different than he was and unfortunately, for both of us, I was very different. He and I had – like two rams crashing heads with each other for the first 28 years of my life until I had an awakening and transformed the relationship by changing the way I dealt with him.

Pete Mockaitis
Well, that’s intriguing. Does this have to do with courage or is this a whole other area of expertise of yours?

Dusty Staub
Well, no, that’s actually where – I was working at the VA hospital. I did a TEDx talk on this called Developing the Cardiovascular System of Your Soul. I was working with a veteran and his family as this veteran was declining. I worked with him for about six weeks. I was at his bedside when he took his last breath. I was providing a psychological consult.

When he died, I realized that if that was my father in that bed, because he was the same age, that I could not have said to that man what the daughter said to her father. I realized that at some point my dad was going to die or I was going to die and we were in a hellish position for each other.

That’s where the acts of courage were born, the courage to look in the mirror and see the way I was acting, the courage to dream of a different way of being, the courage to be confronted by my father, and the courage to confront myself, and the courage to be more vulnerable and open, etcetera.

Seven different acts of courage were required for me to transform myself. In the nine months of work I was free. Then two years later my father changed. He became the dad I always wanted. Somehow in changing myself and my way of relating to him, it changed his way of responding and relating to me. It’s not funny when you think about system dynamics, but it was a revelation to me at the time.

Pete Mockaitis
That’s beautiful and powerful and so we’re hearing courage being transformational in personal relationships. I’d also like to hear how this is powerful in the work environment.

Dusty Staub
Well, yeah, because most of my work in the past 35 years has been in corporations, for profit, not for profit, across all segments of US industry. I keep seeing in organizations where a lack of courage at senior leadership levels, as well as down through the ranks, but speaking of senior leaders where it leads to problems.

Two of the biggest lacks of courage occurs most often in corporate America is a lack of the courage to be confronted, number one, so people get antsy, they shut people down.

When somebody comes to give you bad feedback or give you criticism, Pete, in your organization, they’re inviting you to join a conversation that’s been going on for a while. If you shut them down, they just go back underground behind your back and it redoubles and then you get blindsided, which is never good.

Then the second lack of courage is the courage to confront to tell truth to power, to a colleague, to a powerful subordinate, to a superior. People don’t tell their truths. People don’t understand what’s going on because they lack the courage to be confronted and there’s a lot of issues there. Those are the two big ones.

I guess the third one I see is often a lack of the courage to be vulnerable, to be open, to admit I don’t know, to raise my hand and say I need help. Those three acts of courage are really critical if you want to be a good leader and if you want to have a sustainable performance in your organization.

Pete Mockaitis
Okay, well, yeah, that’s clear. That’s big. I love that perspective in terms of it’s the conversations going on underground and then you’re sort of being invited to participate in it is what’s really going on there, which is a beautiful reframe in terms of instead of being defensive, to embrace it.

We had Kim Scott, who wrote the book Radical Candor, on the show earlier talk about how she sort of had an ah-ha moment when she had to fire somebody and he was like, “How come nobody ever told me this?” She’s like, “Oh yeah, we weren’t doing him any favors at all, were we, by trying to be too nice and polite and dancing around the issue at hand that needed to be addressed.”

Dusty Staub
Yeah, what I would say is people get addicted to being nice and being pleasant. They’re not protecting the other person; they’re protecting themselves from the emotional reaction, from feeling like a bad guy or a bad gal. When we don’t give people honest, direct feedback, corrective feedback, as well as encouragement, we really failed them. Being nice is definitely not nice.

I live in the South and down in the South – in New York if someone doesn’t like you, it’s a nice big FU. Down in the South it’s bless your little heart. Add the little into the heart and that’s an FU in the South.

It’s a – I do a lot of work internationally and my German clients tell me, they say, “Americans, you can’t trust them.” They said, “They’re not reliable.” I said, “What do you mean?” “Well, they say what they think you want to hear and they will say yes when they haven’t really committed and then they don’t follow through.”

I think that’s, again, we want to be pleasant, we want to be liked, we’re saying yes, but we’re not really thinking it through. We’re not saying, “You know? I can’t say yes to that. Here’s why. Let’s talk it through further.” Instead of going deeper or being more honest in our dialogue and conversations, we are polite and nice and we therefore fail the individual, the team, the organization, and it really damages careers. It really damages performance.

Pete Mockaitis
Well, so we’re talking about courage a lot. I’d love it if maybe you could share some of the disguises or packaging or lies or excuses or rationalizations we use when we’re really just frankly, not courageous and that’s really what’s going on. It like we’re really scared, but it gets dressed up or rationalized in some prettier terms that we use to ourselves.

Dusty Staub
One of the biggest rationalizations – but the way, rationalize is a rational lie.

Pete Mockaitis
Oh, Tweet it.

Dusty Staub
When we rationally lie to ourselves – and there are psychological mechanisms. I talk about this in my second book, The Seven Acts of Courage. I talk about the defensive mechanisms of denial, of projection, of blame, of rationalization.

We rationalize, “I don’t want to hurt Dusty’s feelings.” “I don’t want to rock the boat. Things are okay.” “I can work around this. We can just work around this person. This person has been with me a long time. Yeah, it’s in over their head, but we can carry them.” There’s all kinds of rational lies that people tell themselves. They’ll even say, “You know what? Well, that person’s just mad at me. That’s not really true.”

We do 360 feedback. We gather data from multiple sources, 8, 9, 10, 12 people around an individual. People are shocked sometimes at the themes around the critical things they need to change. It’s because they’ve been hearing it from one or two people, but when they see it as a theme from five or six people all at once, it’s inescapable and then it hurts their feelings.

One of the things, Pete, I believe is that – my father said this to me. I came home from graduate school and my dad had left the military and started his own business. He said, “Son, these damn civilians.” I said, “Dad, what did the damn civilians do now?”

He said, “Son, if they were in the military, we’d shoot them. They don’t tell you the truth. They talk behind your back. When you give them a chance to tell you what’s going on, they won’t tell you. When you try to tell them, they get defensive.” He said, “They let their emotions run them.”

I said, “Well, dad, that’s – you’re calling that amateur. What’s a professional?” He says, “Son, a professional is somebody who does what’s required and necessary, not what’s most comfortable, habitual or routine.”

Pete, what I see in so many of the clients we work with and so much when I read the news is people do what’s habitual, what’s routine. They do the personality. Integrity, doing the right thing when things are easy, is not integrity. Doing the right thing when it’s hard, when it’s painful, that’s integrity.

We talk about a lack of integrity in corporate America, lack of integrity in politics right now, well, until people start showing the courage to be confronted, until people start having the courage to tell the truth without laying down judgments. I mean I can tell the truth to somebody in a way where they thank me or I can tell the truth in a way where the person feels judged, belittled and put down.

When I say the courage to confront, it’s the courage to confront with respect and compassion. When you get angry and you think you’re telling your truth, you’re vomiting on somebody, you’re dumping on somebody. That’s not respectful. That’s not respectful confrontation. That’s not the courage to confront.

Pete Mockaitis
Okay, got it. Well, so you lay out seven acts of courage progressively, could you walk us through a little bit of sort of each one and how it looks in practice.

Dusty Staub
Sure and interrupt me if I get going too long here. The first act of courage, which I discovered, was the courage to dream and to put forth a dream.

I had a dream that I could have a better relationship with my father, that when I stood at his graveside, there would be no guilt, there would be no shame, there would be no resentment and anger, that I would be at peace with my dad. That was a dream and that was not where we were.

It takes courage to put that dream out there because the world is full of cynics. We have internet trolls. You put a dream out there on the internet, you’re going to have all kinds of people telling you can’t do it, and why you can’t do it, and what’s wrong with you. But there’s never been a statue or a tribute created for a critic. It’s for the creators of the world.

The courage to dream and put the dream out there is the courage to say, “I’d like this.” You might fall flat on your face. I had the dream – I’ve had many dreams and until I put it out there, until I begin to express it and tell other people what I want to create, it doesn’t really become real. I can’t keep it a secret. That’s a big one.

Pete Mockaitis
Okay, so when it comes to the courage to dream, in a way, dreaming seems easy. It’s like, “Hey, you’re just sort of thinking about something.” But what kind of stops that from happening in the first place?

Dusty Staub
Well, there are many people who tell themselves they can’t have it. There’s a wonderful book by Robert Fritz called The Path of Least Resistance. He talks about the creative mindset. In there he lays out stuff that I found to be very true, which is we want something, but we tell ourselves we can’t have it. We listen to that voice and we give up on the dream. The dream is just a pipedream.

But when I say – so I’ll give you an example. When I decided I wanted to change my relationship with my father, I’d always dreamed of a better relationship. I realized that I needed to tell my mom. I needed to tell my friends. I needed to tell my dad I wanted to have a different kind of relationship with him.

I knew my dad was going to laugh at me and be critical. I knew that my mom would be sympathetic. I knew some of my friends were mad at their dads, would think I was just caving in and some of them would be supportive.

But when I put it together and said, “I believe I can create a better relationship. I don’t expect him to change. He won’t change one bit. What I will do is change how I respond and what I do. I’m going to stop being critical. I’m going to stop finding fault. I’m going to stop complaining about him. I’m going to stop yelling at him when he yells at me. I’m going to start working on showing some appreciation for what he’s been through.”

He went through two wars, World War II, Korea. He grew up in the Depression, etcetera, etcetera. By beginning to express that dream and put it out there and make it concrete, until you make it more concrete and you give some scope to it, and you begin to express it, it’s just a pipedream. But that’s – and it takes courage to do that because there’s a big part of us that says, we can never do it.

Pete Mockaitis
Okay, got you. Then the second act is to – the courage to see current reality. How does that play out?

Dusty Staub
Yeah, and the reason I have that as the second act is you first need to know where you want to go and start to claim it. Then the second is you have to have the courage to see what’s working for you and working against you.

Again, using my dad and I as an example, just sticking with that image, I had to look in the mirror and see the nasty way I had of reacting to him. I totally justified my behavior based on his behavior.

There’s no justification for bad behavior. I don’t care. The other person can engage in egregious behavior, my behavior is not tied to that. Otherwise I say that I’m just a reactive machine. They push this button, I react. They push that button, I react.  … my father was going to do what he was going to do and I could choose how I was going to respond.

Seeing the current reality is claiming my strengths, claiming my weaknesses, what’s working for me, what’s working against me. Not having a pipedream, somehow my dad is going to be different, but seeing the way it is and seeing how I’m interacting and what’s problematic in the way I interact and seeing that current reality and claiming it.

Some people, Pete, will not claim their strengths because then they’d have to do something with them. Some people lack the courage to claim their weaknesses. They gloss over them because then they would have to own up that there’s something they’re responsible for and they have to do different.

The courage to see current reality is sometimes the courage to see our strengths, but for some people it’s the courage to admit and see weaknesses or gaps.

Pete Mockaitis
Got you. Okay. Next up, the courage to confront. How does that go?

Dusty Staub
I’ll put it this way. Imagine you have the courage to dream. That’s your guiding star. That’s what you’re going after. The courage to create reality is the ground you stand on. If you don’t know the ground you stand on, you’re not going to be able to move. But to go from current reality to the dream, requires five different acts of courage.

The first act is the courage to confront, the courage to speak your truth, to tell other people what you see, to tell other people what you like and don’t like. It’s finding your voice and finding the power to express your voice without being judgmental or critical or negative. Just saying, “Hey, this is what I see. This is the reality I have. What do you see?” We engage in a dialogue rather than a one-way conversation.

Pete Mockaitis
Okay. Then likewise, there’s the courage to be confronted by the other.

Dusty Staub
Yeah. That’s the fourth act of courage is the courage to be confronted. Some people will dish it out. There are people who have the courage to confront.

Right now I think of our president of the United States. He will put it out there. He doesn’t do it nicely, but he puts it out there. But he lacks the courage to be confronted. If you’re not willing to hear confrontation or differences of opinion, it means you’re going to create extra resistance, you’re going to create more negativity, and you’re going to guarantee you’re going to get blindsided because people will just go underground with it if you have a lot of power or they lack the courage to continue to tell their truth.

The courage to be confronted means I don’t want to be blindsided. It’s like going – crossing the street, a big highway, busy highway, a thoroughfare in New York City, by putting blinders on that are about three feet out. You’re going to get hurt, maybe killed. You want to take the blinders off.

You want to have the courage to be confronted. You want to have the courage to let people tell you things, maybe not always in the nicest way, but from that at least you have more perspective and more information with which to work.

Pete Mockaitis
In this kind of conversational dynamic, you talked about not unloading with anger and what are some other sort of pro tips for engaging in a way that is positive and constructive when you’re going to the difficult territory?

Dusty Staub
Yeah, one of the major tools – we teach two major tools of the ten we teach. One is what we call power questions. Power questions are questions that are Pareto based, the 80/20 rule. Twenty percent of the information gives you eighty percent of the value.

They’re also designed to go for root cause. To be most effective in your work, to add value, to grow in your position, to grow in your power as a leader, you want to be able to do root cause analysis and you want to ask value-added questions that are powerful.

For example, you’d say this is an example of “Do you like working here?” Terrible question. Yes or no? “What do you like about working here?” Better question, but still not very valuable. A power question, “What’s the one thing you like most about working here?”

If I’m an employee I go to my boss and I say, “Hey boss, what’s the one thing I’m doing you most appreciate, want to make sure I keep on doing? Now what’s the one thing I could change that would make the biggest positive difference in my performance in this team?” Then a bonus power question, “Boss, what’s the one thing I can do to either take something off your plate or to help you and this team be more successful?”

By asking those three powerful questions, you gather information from your supervisor, from your peers, from your … – if you’re really brave, go home and ask your spouse, “Hey sweetheart, what’s the one thing I’m doing you most appreciate in our marriage that you want me to make sure I keep on doing? What’s the one thing I could change that would make the biggest difference? What could I do to help you feel more loved and supported in this relationship?”

Then ask follow up questions to uncover and go for a root cause. You hit a root cause, you take care of a dozen symptoms. Poor employee morale, dropping profits, angry customers, poor quality, lack of performance, slow decision making, those are symptoms, they’re not root cause. Poor teamwork, those are symptoms. What’s the root cause? Being able to ask powerful questions.

Then the second tool that goes with that is highly interactive listening, where you follow up on what you’ve heard. You ask follow-up questions. You reflect to show that the person – that you’ve heard them. You check to make sure you really heard them well.

There’s a wonderful quote. I can’t remember who it’s from but I love it. It’s like, “The biggest problem with communication is the perception that it has occurred,” because we all hear what we want to hear.

That courage to be confronted is the courage to listen very carefully, interactively and ask powerful questions. Those two skills alone can transform your perception of you in the workplace because many people are not open to feedback, especially corrective feedback. Many people don’t ask for it.

When you show that you’re willing to ask for the good as well as the not so good, you’re willing to ask for how you can step up and be better and you show that you’re listening and you get into an interactive conversation, your value added, the perception of you as a value added employee, as a value added leader, just really goes up tremendously.

Pete Mockaitis
Now, you talked about the power questions that sort of really hit the 80/20 goodness and surface it, then what do some of those follow ups sound like to get to root cause?

Dusty Staub
Yeah. Let’s say I say to you, “Pete, what’s the one thing I could do to make the biggest positive difference in our working relationship?”

You say, “Well, Dusty, if you would start being more proactive. Instead of waiting for me to give you an assignment, look and see what you think needs to happen with our key customers and come to me with some ideas. Don’t wait for me to tell you.”

I’d say, “Okay. Can you give me an example of a time you saw me waiting to be told when you think I could have been proactive?”

You go, “Yeah, two weeks ago with Mr. Jones. When he called in and there was an issue. You’d gotten an email three weeks before that, but I got on the call and I talked to him and as I talked to him I realized there were some things we could do to solve it. When I came to you to ask about it, you had several good ideas. Why didn’t you get on the phone and call him three weeks before after that email to have the conversation with him and come up with the ideas.”

I go, “Oh yeah, okay. That’s great. What would be a question that I could ask of him if I get another email or I see emails like that, what would be some of the questions that you’d want to see me ask? If I could ask only two questions, what would be the best questions from your perspective, from a strategic perspective, Pete?”

“The one question I want you to ask is ‘What’s the one thing we’re doing that makes us most value added to you and what’s the one thing we could add or do different that would make us even more value added, dear customer?’” “Those are great questions. Yeah.”

“I’d like you to start asking those of all of our key customers. I’d like you to start asking that of your teammates. I’d like you to start recording that and about once every four or five weeks, Dusty, I’d really like it if you come in and you give me a down-low on what you’re hearing and what the themes are. That’s where you start being more strategic and proactive.” I go, “Oh, that’s great, Pete. Thank you.”

Right there, you did some coaching and guidance, but I initiated it by asking the follow up questions and being willing to listen and ask for more guidance.

Pete Mockaitis
Excellent, thank you.

Dusty Staub
You’re welcome.

Pete Mockaitis
Well next up you’ve got the courage to learn and grow. How does this go?

Dusty Staub
Well, that’s a big one. Chris Argyris, a Yale University psychologist, wrote a little book, which talked why is that really smart, successful people start to fail. It’s because they become blinded by their past success. They become – they begin to suffer from something my old boss, Dr. James Noble Farr, called hardening of the categories. The categories get harder as they experience success and they get blinded by that success and they stop learning and growing.

The courage to learn and grow is the willingness to step into ambiguity and the unknown. Most people don’t like ambiguity. They don’t like uncertainty. Yet, when you start something new, when you’re really going down into new territory, it’s going to be uncertain, it’s going to be ambiguous. There’s going to be a lot of fog. You have to be willing to navigate through the fog. That’s one part.

The second piece is – and this is true for a lot of very successful people who start to limit themselves – is you have to give up the addiction to being right. There are two pieces to the courage to learn and grow. The one is to step into ambiguity, the unknown, move through the fear. The second is to give up any addiction or need to be right.

I would rather win. I’d rather find a better way than insist on being right because being right means I’m locked into a cognitive trap. I’m trapped in my old ways and patterns of thinking. It’s what my dad would call being an amateur leader as opposed to a real pro.

Pete Mockaitis
Okay, thank you. Then next up we’ve got the courage to be vulnerable.

Dusty Staub
Yup. And I actually add the words to love. I got the courage to put that in there my – the publisher of the book, the hardback cover of Seven Acts of Courage, was Executive Excellence. My publisher wanted me to take out the courage to be vulnerable. He said, “Executives won’t want that. That’s not good.” But I insisted.

In 1998 the hardcover of Seven Acts came out and … I had the courage to be vulnerable to love. It’s turned out to be one of the most powerful concepts.

In fact Brene Brown did a TED talk that’s gone viral and has millions of views now. She’s talking about vulnerability and the power of vulnerability. Well, I’ve been talking about it since 1998.

For me, the courage to be vulnerable is the willingness to be open. I actually got that term from Max Depree. He wrote a little book called Leadership is An Art. He was the chairman and CEO of the Herman Miller Corporation for 20 years. There were 456th in total sales in the Fortune 500, but number 12 in total return to investors.

In his book he said, “First and foremost the leader must be willing to be vulnerable to the strengths, talents and wild ideas of the people around him.” I was so inspired by that and I realized that that’s exactly what I had to do with my dad to transform myself.

It’s one of the few things that we Americans are really taught. We’re taught to be tough and strong and independent and being vulnerable is weak. Well, being vulnerable takes real strength. It means being open, to raise my hand and say, “I don’t know,” to ask for help, to be willing to be open to new ideas and inputs.

In fact, there can be no real innovation and true passion and creativity until there is the courage to be vulnerable in the corporate ranks and the C-suites, and in the teams and organizations.

Pete Mockaitis
Okay, all right. When you say to love, what does that really mean in that context?

Dusty Staub
In a business context it means the courage to really care, the courage to really care.

I worked for a boss who was very opinionated, very stubborn. He was the first founder of the Center for Creative Leadership, Dr. James Noble Farr. He was the head of graduate studies at Columbia University. Brilliant man. A pioneer in leadership thinking.

He was always right, meant all of us were always wrong. Had – being vulnerable and open to him was to admit that I really cared about him. I didn’t like him sometimes, but I really did care about him. I cared very much about our customers. I would call that love, but in business I think it’s showing that you care, that you respect, that you really value other people.

The funny thing is, Pete, I find that – I was … in family therapist many, many years ago. In private practice I found that many, many, men and more than a few women have a fear of being vulnerable, of being hurt and so they block the love. They create the very thing they fear most, which is feeling lonely, isolated and ultimately leaving or being left.

The courage to be vulnerable, to love is vitally important in a relationship. It’s vitally important in business. It’s around that respect, that caring, that sense of letting people know “I need you. I can’t get it done without you.”

Pete Mockaitis
I’m curious to hear, how did that story evolve with you – what was his name, the founder of the Center for Creative Leadership?

Dusty Staub
That was James Noble Farr, Dr. Farr. Well, after being there for two years, he made me Director of Leadership Development. I worked as Director of Leadership Development for three years, created all kinds of programs, and finally I realized I wanted to go off and create my own business.

I want to Jim and I said, “Jim, you and I struggle all the time. Every time a client wants something new and I’m creating something new, you and I fight and argue. I’m actually tired. I think I can go out and do my own thing. I want to give you plenty of notice to leave.”

He appreciated that. I was also the top biller and the top creator of product at the time. He said, “All right, give me two months.” I said, “All right.” Then a week later he came and said, “No, no, go ahead and go, go ahead and go,” because he was afraid other people might want to leave with me I guess.

But I had a three year non-compete, so I couldn’t work with any of the clients, but fortunately AT&T picked us up and a few other clients came in very quickly. It was a real risk. It was really scary, but I tripled my income within the first 15 months and was able to create things the way our clients were asking us rather than trying to always filter it through the thinking of a 70-year-old guy who had things his way.

But Jim and I – I brought him out here to the farm. We did a Christmas party and we gave him a plaque and thanked him because he helped launch this business. I couldn’t be where I am or couldn’t have had all the success without him and his teaching.

He said something really nice to me. He said, “You know Dusty?” He said, “Of all the consultants I’ve worked with over the years, you’ve done more and taken my work further than anybody else and I really appreciate that.” He and I were planning to do some things and then he died from heat stroke at the age of – he was in his early 80s.

Pete Mockaitis
Oh man.

Dusty Staub
But it was always that sense of respect and caring even when I needed to leave to start my own business. You can do things like that if you treat others with respect and dignity and you have that willingness to be vulnerable and open.

Pete Mockaitis
That’s huge. Thank you.

Dusty Staub
You’re welcome.

Pete Mockaitis
The final piece there is the courage to act. What’s behind this?

Dusty Staub
The courage to act is where it all comes together. It’s the seventh act for a reason.

One of the things that I think that you do in this podcast is you help people to really be awesome in their jobs, to really step up and play their game at a higher level.

For me, wisdom and acting, there are people who have the courage to act, but they do it without really thinking. They don’t do good critical thinking. They’re not strategic, so they’re very tactical. There’s lots of activities and they’re acting on lots of activities, but not their highest and best use.

The courage to act without the dream, seeing current reality, confronting and being confronted, learning and growing, and being vulnerable is not going to have as much wisdom or guidance to it. If I act informed by those prior six acts of courage, then I can act with greater wisdom and greater strategic guidance. I might be doing less, but I’m having a far greater impact.

There is a book out now called Essentialism.

Pete Mockaitis
Oh, we had Greg on the show.

Dusty Staub
Yeah. I love Essentialism. Greg’s brilliant. I love it because he – I like him and Daniel Pink, Drive because – and Brene Brown and Simon Sinek because these guys are all talking about stuff I’ve been doing since 1998 in business. They just keep validating me, which is wonderful.

What I love about that is I was asking ‘what’s my highest and best use.’ Looking at all of the things on your plate, all of the things you can say yes to, all of the things you’re being asked to do, the vast majority of them offer minimal value. There’s some that offer tremendous value.

Being able to act informed by those prior six acts of courage, allows you to act in more of an essentialist way saying, “What’s my highest and best use? What’s tied to my dream, tied to my strengths, tied to what I’m willing to address, tied to the information I’m getting from listening to other people carefully and to criticism, to be being vulnerable and open, to learning and growing and stepping into the unknown? What are the things I can do?”

Then reorder your priorities. Reorder your goals and let some of the goals go.” What is it I should stop doing?” is a great question. “What is it I need to start saying no to?” because every no is a strategic yes to something else and every yes is a strategic no to something important like time with my spouse, time with my kids, time to recharge my batteries, time to write my book that I’ve been talking about for 15 years, etcetera, etcetera.

Greg’s concept and his way of looking at things I think is a great gift. It’s a key question. How can I be more strategic and offer greater value. Instead of being hypnotized by activity and being a good guy and always saying yes, I need to be able to say no politely, respectfully because I’m saying yes to something more important.

Pete Mockaitis
Do you have any thoughts when it comes to – this courage stuff, it’s inspiring. It gets you going, like, “Yeah, bring it on.” At least that’s how I feel, so thank you. It’s fun. Do you have any tips for bringing in wisdom and prudence to ensure that you are applying this well and not in a way that could be overzealous or problematic.

Dusty Staub
Oh yeah. That’s a great question, by the way. It’s possible somebody could take one or more of the acts of courage and go rushing off thinking, “Oh, this is great,” but they haven’t really thought through the implications. Again, it’s like pick your battle.

The courage to confront means being able to tell your truth, but it doesn’t mean you tell your truth all the time to all people in every situation. You need to say, “All right, is this the right situation?”

An employee who confronts the senior leader in a town hall in front of other people is never going to get a good response. Even if the guy or gal is a great leader, they’re going to feel some defensiveness. The better confrontation or conversation is a one-on-one and done politely and respectfully. Yet some people don’t get the courage up until they can attack somebody in a public setting.

I think being prudently aware of timing, of what am I trying to accomplish. Because you can win a battle, but lose the war. I want to think long-term, what do I want to create, how I want to be seen as value added, what are the ways I need to begin to offer my truth.

And let me stage it because I might not be able to tell all my truth all at once, but what’s the first phase, what’s the next phase, how do I see if people are willing to really hear me, how can I position this. Then also in listening.

People might have three or four things they’re critical of. I might – I’d say, “Pete, of these three or four things that you’re talking about, what’s the one thing – if I could only do one of these – what would make the biggest positive difference?” You’d say, “Well, this one,” because you know. Then I know what I need to work on.

Then I can ask follow-up questions about that one and why it matters and what difference it would make, how we would know, how you would know, how I would know that was actually making a difference. That then unpacks it. That’s that interactive listening with power questions built in.

That means I’m being prudent, I’m doing it with wisdom and information. Because to act without information, to act without guidance, to act without a plan, to act without asking for input and insight and corrective feedback is usually a recipe for disaster.

Pete Mockaitis
Got you. Thank you.

Dusty Staub
You’re welcome.

Pete Mockaitis
Dusty, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Dusty Staub
Gosh, I would just say this that I love the idea of helping people be really terrific in their work place, being awesome at their jobs, which really drew me to you, Pete.

What I would say is that I think the essence of it is how do we help liberate the purpose, the passion, and the power of those around us. If I can help people focus on their fundamental why, going to Simon Sinek’s talk, we can focus on the purpose here, the why. If we then then look at how the why informs what we do and how we do it, we’re going to be much more effective.

Now, we focus on purpose. What is it that really turns you on? What is it that really is going to excite you? What’s really going to make a difference? Where are you most passionate? Now, together, focus in a purposeful way on our why or what in doing that which gives us a greatest lift, we’re going to really liberate our power collectively.

There’s a term that I coined a number of years ago. I call it the effective intelligence of an organization. One of the things we focus on is multiplying the effective intelligence of an organization by getting people to focus on these fundamentals and then giving them tools to help them move forward in a more powerful way.

I would say wherever you are, whatever you’re doing, if you can focus on the purpose, if you can then find where the passion lies and how to begin to liberate that – my dad had a great quote, he said, “Son, any damn fool can tell you you can lead a horse to water, but you can’t make it drink. The trick is to get the horse thirsty, then you can’t stop it from drinking.”

What makes someone thirsty? Do you know? What kind of questions do you need to ask to figure that out? Then how can we work together in the most powerful way? Liberating purpose, passion, and power I think is a key.

Pete Mockaitis
Beautiful. Thank you.

Dusty Staub
You’re welcome.

Pete Mockaitis
Now can you share with us a favorite quote, something you find inspiring?

Dusty Staub
Oh, my favorite quote right now is one by Einstein, Albert Einstein. It goes like this, he says, “There are two kinds of people in the world: those who believe everything is a miracle and those who believe nothing is.”

I’m the kind of person, Pete, who believes everything is a miracle: the fact that we exist, that we’re alive, the fact that we can see and we can hear, the fact that I can have this conversation with you in this mysterious technology, my children, the love of my life, my family, beautiful trees here in the forest around me. Everything is a miracle.

I think that when we believe everything is a miracle, we’re open to possibility, we’re open to finding our best self. We’re able to find more and more and continue to grow and discover. If I believe nothing is a miracle, it’s all transactional. It’s all just a series of transactions. You live, you work, you die. I think it’s – the real issue is how deeply have you loved, how fully have you lived, how completely have you been your best self?

Pete Mockaitis
Beautiful, thank you.

Dusty Staub
Oh, you’re welcome.

Pete Mockaitis
How about a favorite study or experiment or bit of research?

Dusty Staub
Oh gosh, well, Google just released its research on teams. Google hired really smart, bright people. They put these teams together. They had some teams that were outperforming other teams consistently and they were trying to figure out what the difference was. They looked at over 200 factors.

Finally, – this is on the Google site. It’s been listed in several other sites too. Apple News had it. But basically they discovered that when they started looking at the research there were five factors that make for great teams, but the number one factor that outweighed everything else was a sense of psychological safety.

If you think about it in Good to Great they’re talking about the organizations that went from good to great engaged in vigorous intellectual debate that was not personalized, where you have the type five leader, who’s not egotistical, but really looks out at the world in terms of what he or she can contribute to the world and how he or she can engage others as opposed to how everything can make him or her look better.

Vigorous intellectual debate requires a sense of psychological safety. If I feel that I’m going to be ridiculed, made fun of, punished for offering a crazy idea or offering a criticism or putting an idea out there or putting something half-baked or exploring something I’m not so sure of, I’m not going to do it.

You have people holding back, not sharing ideas, people not engaging in vigorous intellectual debate, so you don’t come up what the best answers. You don’t come up – that sense of psychological safety and then structure, and then a sense of effectiveness and feeling valued, those all come in, but the number one factor is psychological safety. I really love that study.

Years ago Becky Langford, who worked at AT&T in PR, told me, she said, “Dusty, you should let everybody know that you create a sense of safe space for people.” I said, “Eh, it’s too touchy feely. It’s going to scare people.” This was back in 1990 but actually I think if I’d done that, the business would probably be ten times bigger because that’s really the key.

When we walk in to do a training, when we walk in to do consulting or coaching, if we can’t create psychological safety, we’re wasting our time. If you don’t have psychological safety on your team, in your organization, you’re never going to be great. You might be good, but you’ll never be great.

Pete Mockaitis
How about a favorite book?

Dusty Staub
Oh, well, I love – I would say Daniel Pink’s Drive. Daniel Pink really when I was reading his book, I had tears in my eyes because he was talking about all the research. He did – looking at the last 30 years of research.

He said, “Look, most managers and leaders in corporations are still using understanding of the 1940s and 1950s. They haven’t caught up to modern research. They’re still using extrinsic motivators, the carrot and the stick. Do this, you get this reward. Don’t do this, you get punished.” That only works if you’re making widgets. But when you need complex intellectual task and innovation, you need to have intrinsic motivators.

He identified the three big intrinsic motivators in the first half of the book. The second half is how to actually use them, which is a sense of purpose, being part of something greater which I get to contribute to, that’s intrinsically motivating; a sense of autonomy, some say so in my work week, in my work month, my work years, so I have some say so and some … in there; and a sense of personal mastery that working here I get to grow and develop.

I love that. It just gave more intellectual fire power to the work we do. It also just made sense in terms of what I felt and known since 1990 in writing my own books and my own material.

Then the other book I really like is The Heart’s Code by Dr. Paul Pearsall. Pearsall is a psychologist who works with heart transplant surgeons and cardiologists.

He said that in all of his research, in all of his work, what he’s come to realize that the heart actually carries memories. In heart transplant cases, people’s personalities change. Some of the characteristics of the heart giver, the donor, shows up in the recipient. He tells about five or six amazing stories in the book.

I was in tears throughout that book because I’ve always said look, the essence of being a great leader is that it comes from the tone and quality of your heart. He just really brought that to bear when he talked about that from his own experience and from his own work as a – working with physicians in heart transplants, heart transplant recipients.

Those are two books I really recommend: The Heart’s Code, Dr. Paul Pearsall and Drive by Daniel Pink.

Pete Mockaitis
Thank you. How about a favorite habit?

Dusty Staub
Oh, put first things first. Steven Covey’s 7 Habits. I love put first things first. Know what matters most and make sure you do that first, make sure you put that first. What I see so many people do is we will put first things last. We let the trivial few overwhelm us – the trivial many overwhelm us and the important few get lost.

That goes back to Greg’s book on essentialism. Let’s focus on what really matters most, put first things first. Let’s focus on the essentials.

Pete Mockaitis
Is there a particular nugget you share that really seems to connect and resonate and get quoted back to you frequently?

Dusty Staub
Yeah. When I was a young psychotherapist I came to a realization after about three years of private practice that have really carried over into the consulting work in our organization. It’s simply this, no one can do it for you and you can’t do it alone.

No one can do it for you. You’ve got to have the courage to step up and have the dream. See the current reality and confront or be confronted. Learn and grown and be vulnerable and open and to then take action.

No one can do that for you and you can’t do it by yourself. You can’t go off in a cave and make everything right. It’s through interaction. It’s through learning. It’s through listening. It’s through help. It’s through conflict and confrontation, through criticism, through appreciation, through recognition. It’s the interactive nature of us human beings with each other at our best and knowing that the intent is to help us be our best. That really helps.

I would say this, Pete, no one can do it for you and you can’t do it by yourself.

Pete Mockaitis
All right. Do you have – if folks want to learn more or get in touch, where would you point them to?

Dusty Staub
We actually have two websites. The business-to-business website for corporations and senior leaders and so forth is StaubLeadership.com, www.Staub – S-T-A-U-BLeadership.com. That links to a YouTube channel. There are like 30 YouTube videos of me. There is a – there’s a list of the books and materials, and also the team that works with me is listed all there.

The new website we started last year is for the general public. It’s for teachers, students. It’s for everybody. It’s called www.TheActsOfCourage.com. TheActsOfCourage.com. There are short videos explaining each act of courage with a story about each act. There are interviews with executives and psychologists and business leaders, and entrepreneurs. There are many articles on there. I’ve written articles, interviews I’ve had with people.

I’d recommend people take a look at both of those websites. Then of course I have a TED talk, a TEDx talk, Developing Cardiovascular System of the Soul, which there’s – also people can pick up.

Pete Mockaitis
Do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Dusty Staub
Yeah. I would say the final challenge I would say is do you have the courage to be your best self, to claim your deepest dream and to face the thing you least want to face because it’s the act of courage that you’ve least developed that will be your Achilles heel, that will keep you limping through life.

Pete Mockaitis
Okay. Dusty, thank you so much for going deep into this good stuff. It’s been inspiring and a lot of fun. I just wish you all the best in all you’re up to.

Dusty Staub
Thank you Pete and thank you for the great work you’re doing. If I can ever be of any help as you work on helping people be awesome at work, just let me know.

Pete Mockaitis
Thanks a lot.

Dusty Staub
It was a great interview. Thank you.

203: Cultivating Sponsors, Developing Fearlessness, and Living Brilliantly with Simon Bailey

By | Podcasts | One Comment

 

Simon T. Bailey says: "No doesn't mean no forever. It just means, 'No, not now.'"

Educational entrepreneur Simon T. Bailey shares tactics to take control of the steering wheel of your career.

You’ll Learn:

  1. Key habits that get influential colleagues talking you up
  2. Why to take the projects no one else wants
  3. Five questions to help you bounce back from any setback

About Simon

Simon T. Bailey is the CEO of Simon T. Bailey International, a premium education company specializing in creating learning and development content. He has worked with over 1,500 organizations and has impacted more than 2 million people through his presentations and seminars in 45 countries worldwide. Some of his clients include AT&T, IBM, MasterCard, Microsoft, and Toyota. Prior to founding his company, Simon worked in the hospitality and tourism industry for 20 years and was sales director and new business development director for the world-renowned Disney Institute based at Walt Disney World Resort.

 

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157: Outrageous Asking for Outrageous Results with Linda Swindling

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Linda Swindling says: "I'd rather know, I'd rather ask and be a little uncomfortable for a little bit than have to live with the result if I don't."

Linda Swindling shares how to boldly ask for—and receive—more.

You’ll Learn:

  1. The right way to think about asking for more
  2. The drivers of asking discomfort—and practice approaches for overcoming them
  3. The main factors that drive whether   a “yes” or “no”

About Linda

From the courtroom to the boardroom, Linda knows firsthand about influencing decision makers and asking outrageously. She practiced law for 10 years and is now a “recovering” attorney, popular speaker, executive coach and strategic consultant. She recently presented at TEDxSMU on the topic, “Why the World Needs You to Ask Outrageously,” and her newest book, Ask Outrageously! The Secret to Getting What You Really Want, will be released by Berrett-Koehler in June 2017.

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096: Calm, Courage, and Command with Colonel Jill Morgenthaler

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Colonel Jill Morgenthaler says: "A leader puts mission first, and people always."

Colonel Jill Morgenthaler draws from her vast experiences to combine broad wisdom principles with tactical tips that are valuable both on the battlefield and in the workforce.

You’ll Learn:

  1. What it takes to stare down Saddam Hussein
  2. The effects of radiating confidence – and how to do it
  3. How to succeed in any project with several courses of action

About Colonel Jill
Colonel Jill Morgenthaler was one of the first women to enter an experimental class for women in the US Army ROTC and train as an equal with men. She was the first woman Battalion Commander in the 88th Regional Support Command Division and the first Brigade Commander in the 84th Division. She was also the first woman to be put in charge of Homeland Security for the state of Illinois. She received the Bronze Star and the Legion of Merit for her leadership. During her military career, Colonel Jill led hundreds of men and women around the world in war and peace. She is a sought-after keynote speaker and author of the book The Courage to Take Command: Leadership Lessons from a Military Trailblazer.

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