ChoinqueCast

In this episode of ChoinqueCast, host Jim Emerick sits down with Jessica Brittain, Captain of the Tarrant County Sheriff's Office. With nearly two decades in law enforcement, Jessica shares her journey from working in a county jail to leading one of the largest training operations in North Texas. The conversation explores leadership in law enforcement, the realities of human trafficking investigations, building future leaders, and the importance of relationships, humility, and service in public safety.Captain Jessica Brittain serves as the Training Administrator for the Tarrant County Sheriff's Office, where she oversees the training academy, recruiting division, and background investigations. She began her law enforcement career in 2007 and has served in corrections, patrol, crime scene investigations, major crimes, and human trafficking investigations. Jessica holds a bachelor's degree in Criminal Justice with an emphasis in Leadership and is passionate about developing the next generation of law enforcement professionals.Expect to Learn:How Jessica's career evolved from corrections officer to captain overseeing training, recruiting, and leadership development.The realities of human trafficking investigations and the challenges of helping victims and protecting children.Why leadership training is often overlooked in law enforcement and how agencies can better prepare future supervisors.The role humility, relationships, and mentorship play in becoming an effective leader.How law enforcement agencies are adapting to recruiting challenges and changing workforce expectations.Episode Breakdown with Timestamps:[00:00] – Teaser[01:13] – Welcome & Introduction of Captain Jessica Brittain[06:27] – Victims often don't know they're victims; average 7 contacts before asking for help[11:08] – Promoted to lieutenant, became training coordinator at academy[15:28] – Profiles of people joining law enforcement: curious, strong‑headed, retired military[22:38] – Finished a bachelor’s degree in criminal justice with leadership emphasis (2023)[28:21] – Importance of knowing what’s happening in team members’ lives; setting reminders[35:42] – Impact of COVID on recruiting; numbers are now recovering[42:17] – Closing remarks🔗 Connect with the Guest, Jessica Brittain:👉 LinkedIn: https://www.linkedin.com/in/jessicabrittain74383/👉 Company LinkedIn: https://www.linkedin.com/company/tarrantcountyso/👉 Company Website: https://tarrantcountytx.gov/sojobs👉 Tarrant County Sheriff's Office: https://www.tarrantcountytx.gov/en/sheriff.html👉 Jessica Brittain Email: [email protected]🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcasts:👉 Apple Podcasts: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick sits down with Brandon Lark, Group Vice President at MYR Group and President of Great Southwestern Construction, Inc. Brandon shares his journey from growing up on a ranch in northern New Mexico to leading one of the largest electrical infrastructure organizations in North America. The conversation explores leadership development, safety culture, workforce growth, and the future demand for power infrastructure driven by AI, manufacturing expansion, and grid modernization.He began his career in construction working on electrical distribution projects before joining Great Southwestern Construction in 2000. Over the years, he advanced through operations, project management, executive leadership, and company presidency. Brandon is also a contributor to the book Empathetic Leadership and is recognized for his focus on people-first leadership, safety, and organizational growth.Expect to Learn:How Brandon Lark built his career from laborer to Group Vice President at MYR Group.Why leadership development became a key priority during periods of rapid company growth.How Great Southwestern Construction transformed its safety culture through open communication and learning.The major forces driving demand for power infrastructure include AI, manufacturing growth, and grid upgrades.Why skilled trades offer strong career opportunities, growth potential, and meaningful work.Episode Breakdown with Timestamps:[00:00] – Teaser[01:10] – Welcome & Introduction of Brandon Lark (Group VP, MYR Group)[05:30] – Rapid growth from labourer to superintendent[09:37] – Safety culture: moving from avoiding incidents to proactive hazard reporting[16:04] – Four operational groups: Western US, Texas/Midwest, East of Mississippi, Large Project EPC[22:45] – Alvarado training facility: hands‑on apprenticeship, live‑line training (up to 345 kV)[27:36] – Storm response: pre‑staging and mutual assistance across utilities[33:45] – Evolution of leadership language: empathy and work‑life balance becoming central[35:15] – Personal leadership journey: family support, wife’s bodybuilding career, children’s achievements[39:36] – Closing remarks🔗 Connect with the Guest, Brandon Lark:👉 LinkedIn: https://www.linkedin.com/in/brandon-lark-b903238/👉 Company LinkedIn: https://www.linkedin.com/company/myr-group/👉 Instagram: https://www.instagram.com/blark78/👉 Link to Book Empathetic Leadership: https://www.amazon.com/Empathetic-Leadership-Successbooks-Publishing/dp/B0CXBPQJNB👉 Link to Academy Leadership Case Study: https://www2.academyleadership.com/Case-Study-Great-Southwestern-Construction 👉 Link to Lion’s Lair Pro Gym: https://www.lionslairprogym.com/ 🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcasts:👉 Apple Podcasts: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode, host Jim Emerick sits down with Brooke Brittain, Athletic Coordinator & Head Basketball Coach at Mansfield High School. Brooke shares her remarkable journey from serving as a military police officer during the Iraq War at just 20 years old to becoming a successful head basketball coach and athletic coordinator in Texas. The conversation explores leadership, resilience, optimism, grief, personal growth, and the lessons Brooke learned from both military service and coaching. Join us as we discuss the hidden costs of leadership, the power of relentless optimism, and why great leaders must learn what weight to carry and what weight to set down.Brooke Brittain is a retired Army Reserve leader, combat veteran, and author of Between Grief and Grit. Alongside a 20-year military career that included multiple deployments to the Middle East, she built a successful career in education and coaching. Today, she serves as the Head Girls Basketball Coach and Athletic Coordinator at Mansfield High School in Texas. Brooke is also pursuing her doctorate and is passionate about leadership development, resilience, and helping others navigate adversity with purpose and optimism.Expect to Learn:Why Brooke believes relentless optimism is a leadership and combat skill, not a soft skill.How military service shaped her approach to leadership, resilience, and personal growth.The hidden emotional costs leaders carry and how to recognize when it's time to let go.The Four Ss framework for maintaining physical, mental, and emotional well-being.Why coaching should be viewed as a gift for growth rather than a form of criticism.Episode Breakdown with Timestamps:[00:00] – Teaser[01:21] – Welcome & Introduction of Brooke Brittain[05:45] – The power of optimism and “relentless optimism”[11:27] – Dr. Martin Seligman and Army’s Master Resilience Training – optimism as combat skill[15:59] – Combat example: losing a soldier in 2009 and picking up false responsibility[20:52] – Transition to coaching while serving in the military; deployments as a coach[26:47] – Coaching vs. evaluation – coaching as a gift, not criticism[31:52] – Balancing multiple pursuits: General John Heffley. “teeter‑totter” not balance[34:00] – Closing and book promotion🔗 Connect with the Guest, Brooke Brittain :👉 LinkedIn: https://www.linkedin.com/in/brooke-brittain-943a131a7/👉 Between Grief and Grit Book: https://betweengriefandgrit.com/🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcasts:👉 Apple Podcasts: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick speaks with Krista Phillips, President at PMI Pikes Peak Regional, Colorado Chapter. Krista shares her journey from criminal justice and SAP programming into project management leadership and explains how the Project Management Institute helps professionals grow through certifications, leadership development, networking, and volunteer opportunities. The conversation explores the value of project management offices, the importance of community building for remote workers, and how local PMI chapters create meaningful impact through mentorship and service projects.Krista Phillips is the President of the PMI Pikes Peak Regional Chapter and a longtime volunteer leader with a background in IT consulting and SAP programming. After earning her PMP certification, she became deeply involved with PMI and helped grow the chapter to more than 1,000 members. Krista is passionate about leadership development, mentorship, and creating inclusive spaces where project managers can connect, learn, and give back to their communities.Expect to Learn:How Krista transitioned from criminal justice into IT and project management leadershipWhat PMI is and why PMP certification is considered a leading industry standardHow local PMI chapters help professionals build community, mentorship, and leadership skillsWhy strong PMOs help organizations scale projects and improve efficiencyHow PMI chapters create social impact through volunteer and nonprofit workEpisode Breakdown with Timestamps:[00:00] – Teaser[01:10] – Welcome & Introduction of Krista Phillips[05:07] – Serendipitous connection with Jim[09:10] – The “Unconference”: four members speak for 15 minutes each in November[15:34] – Member appreciation: family‑friendly, inclusive[21:34] – Leadership Institute Meetings[27:32] – Common terminology across PMI‑trained professionals[34:34] – Providing presentations on PMI certifications to local county[37:19] – You don’t have to be a member to participate in chapter events[38:06] – Closing remarks and thanks🔗 Connect with the Guest, Krista Philips :👉 LinkedIn: https://www.linkedin.com/in/krista-phillips-pmp-cos/👉 Company’s LinkedIn: https://www.linkedin.com/company/pmi-pikes-peak-regional-colorado-chapter/👉 Company’s Website: https://pmipprc.org/🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcasts:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick speaks with Dr. Maria Bell, CEO and Founder of Digital Twin Imaging. Dr. Maria Bell shares her journey from growing up in rural South Dakota to becoming a leading cancer surgeon, robotics pioneer, and tech entrepreneur. The conversation explores how her experience in medicine and robotic surgery led her to launch a company focused on digital twin technology for public safety, emergency response, and building intelligence. Dr. Maria Bell explains how 3D imaging and digital models can help first responders, schools, and government agencies improve safety, planning, and communication.Dr. Maria Bell is a gynecologic oncologist, researcher, entrepreneur, and Founder of Digital Twin Imaging. She has over 70 peer-review publications and was among the early adopters of robotic surgery in cancer care. Alongside her medical career, she built a technology company focused on creating digital twin models for schools, public safety agencies, and infrastructure projects. Her work combines healthcare, robotics, AI, and spatial technology to improve emergency response and operational decision making.Expect to Learn:How Dr. Maria Bell’s early passion for science led her into medicine and cancer care.Why robotic surgery became a major breakthrough for both surgeons and patients.How Digital Twin Imaging was inspired during the pandemic and evolved into a public safety company.The role 3D digital models can play in helping first responders and schools improve emergency response.What it is like leading a modern tech startup while balancing a long medical career.Episode Breakdown with Timestamps:[00:00] – Teaser[01:06] – Welcome & Introduction of Dr. Maria Bell[04:52] – Returning to South Dakota in 2000, embracing robotic surgery[08:29] – Shorter hospital stays, lower costs, faster return to work for patients[13:01] – Noticing no medical services in the metaverse – idea for adolescent psychology clinic[18:01] – Uvalde shooting prompts pivot to public safety for K‑12 schools[25:32] – Leadership differences: surgeon vs. Gen Z tech employees[31:34] – Listening to first responders to drive product development[34:05] – FCC mandate for Z‑axis accuracy – DT Imaging’s advantage[36:12] – Closing remarks🔗 Connect with the Guest, Dr. Maria Bell:👉 LinkedIn: https://www.linkedin.com/in/maria-bell-md/👉 Company’s LinkedIn: https://www.linkedin.com/company/digital-twin-imaging/👉 Company’s Website: https://www.dtisim.com/🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick speaks with Roggen Frick, the young CEO of Bear Iron Works, about building a manufacturing business from the ground up while balancing college, construction work, and entrepreneurship. Roggen shares how a small side project making rock screens during high school grew into a nationwide company serving contractors, mining companies, farmers, and even organizations like the Air Force and SpaceX. The conversation explores business systems, remote leadership, customer service, company values, and how young entrepreneurs can turn unexpected opportunities into long-term success.Roggen Frick is the CEO of Bear Iron Works, a Colorado-based manufacturing company that produces excavation and site support equipment for the construction industry. Starting the business while still in high school, Roggen combined hands-on construction experience with business and operational systems to scale the company across all 50 states. His work focuses on operational efficiency, customer relationships, remote management, and building a company culture based on safety, honesty, reliability, improvement, and quality.Expect to Learn:How Roggen Frick started Bear Iron works while still in high schoolWhy operational systems and ERP software helped scale the companyHow strong customer service can create long-term repeat businessThe lessons Roggen learned balancing college, construction, and entrepreneurshipHow remote management and technology tools can improve modern businessesEpisode Breakdown with Timestamps:[00:00] – Teaser[00:59] – Welcome & Introduction of Roggen Frick (CEO of Bear Iron Works)[05:24] – Working in construction for three years after graduation[10:06] – Bear Iron Works now sells to all 50 states and Guam[14:01] – Core values: safety, honesty, reliability, improvement, quality[21:47] – Aha moments about remote management (using proper tools, screen recording example from college)[27:25] – Advice to young people: don’t cheat through your degree – understand the material[30:02] – Follow opportunities even if unexpected; life events can push you to make the leap[32:32] – How to find Bear Iron Works (https://beariron.com/)[32:56] – Closing remarks – story of how the podcast connection happened via international marketing team🔗 Connect with the Guest, Roggen Frick:👉 LinkedIn: https://www.linkedin.com/in/roggenfrick/👉 Company’s LinkedIn: https://www.linkedin.com/company/bearironworks/👉 Company’s Website: https://beariron.com/🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode, host Jim Emerick speaks with Murphy John, Chief Growth Officer at StorX, about the early days of the internet in India, the rise of decentralized cloud storage, and the future of work in the AI era. Murphy shares his journey from helping businesses adopt internet infrastructure in the late 1990s to building secure decentralized storage solutions today. The conversation also explores why human skills like communication, patience, and empathy are becoming more important alongside technical expertise.Murphy John is the Chief Growth Officer at StorX, a decentralized cloud storage platform focused on secure and distributed data storage solutions. With more than two decades of experience in internet infrastructure, cloud technology, and cybersecurity, Murphy has worked with large enterprises and global teams across multiple regions. His work today focuses on helping businesses protect their data while also guiding young professionals on how to grow both technical and people skills in an AI-driven world.Expect to Learn:How the internet industry evolved in India during the late 1990s and early 2000sWhy decentralized cloud storage is becoming important for data securityThe biggest risks businesses face with traditional cloud storage systemsWhy young engineers need both technical and communication skills to succeedHow remote and distributed teams can work together across different countriesEpisode Breakdown with Timestamps:[00:00] – Teaser[00:52] – Welcome & Introduction of Murphy John (Chief Growth Officer at StorX)[01:21] – Murphy’s background: two decades in internet infrastructure, starting in 1998 in Mumbai[05:40] – Joining StorX as Chief Growth Officer[11:52] – Historical parallel with ARPANET and TCP/IP architecture[16:45] – Geographic spread of StorX (Dubai, India, Pakistan, Europe, US)[19:11] – Advice to young engineers: network and develop people skills early[21:44] – Need both technical and human skills – contrasting stories of developers[26:17] – StorX’s value proposition for CIOs: decentralized cloud storage[29:24] – Most needed people skills: patience and empathy[30:08] – Closing remarks and thanks🔗 Connect with the Guest, Murphy John:👉 LinkedIn: https://www.linkedin.com/in/m-john-storx/👉 Company’s LinkedIn: https://www.linkedin.com/company/storxnetwork/👉 Company’s Website: https://storx.tech/🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode, host Jim Emerick sits down with Kristen Lowers, Chief Information Officer at Saddle Creek Logistics Services. The conversation explores her unique career journey from marketing and sales into technology leadership, and how she built credibility in IT by starting over and learning from the ground up. The episode also dives into the evolving role of technology in logistics, the importance of leadership and people skills in technical roles, and how companies can use innovation, data, and AI to drive growth and efficiency in supply chain operations.Kristen Lowers is the Chief Information Officer at Saddle Creek Logistics Services, a leading third-party logistics company. With over 14 years at the company, she has played a key role in scaling the business and advancing its technology capabilities. Kristen began her career in marketing and sales before transitioning into IT, bringing a unique perspective that blends business strategy with technical expertise. She is also a strong advocate for leadership development, known for applying tools like Energize to Lead and personal leadership philosophies to build high-performing teams.Expect to Learn:How Kristen transitioned from marketing into a successful technology leadership careerWhy stepping back in your career can help you grow into a stronger leaderHow technology enables efficiency and growth in logistics and supply chain operationsThe importance of soft skills, leadership tools, and critical thinking in the age of AIHow diverse team backgrounds can drive better innovation and business outcomesEpisode Breakdown with Timestamps:[00:00] – Teaser[01:02] – Welcome & Introduction of Kristen Lowers[03:28] – First job in flavour/fragrance industry, international sales, product management[08:25] – Joining Saddle Creek (2013) and taking Jim’s leadership class[13:19] – Saddle Creek’s 60‑year history and “Voyager Warranty” motto[18:28] – Building a diverse IT team with backgrounds in operations, retail, accounting, audit[23:39] – The power of a Personal Leadership Philosophy (PLP)[29:56] – Critical thinking as the most important soft skill in the age of AI[34:28] – Who benefits from Saddle Creek’s services (startups to established companies)[39:23] – Closing remarks and thanks🔗 Connect with the Guest, Kristen Lowers:👉 LinkedIn: https://www.linkedin.com/in/kristen-lowers-439b377/👉 Company’s LinkedIn: https://www.linkedin.com/company/saddle-creek-logistics-services/👉 Company’s Website: https://www.sclogistics.com/🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode, host Jim Emerick sits down with Melissa Moore, Director of Training and Development at Central Florida Health Care, Inc. She shares her unique journey from psychology and education to health care leadership. She discusses the importance of emotional intelligence, leadership development, and how she’s shaping the future of health care with her team. Join us as we explore how leadership in health care is evolving and the vital role soft skills play in patient care and organizational success.Expect to Learn:Melissa's background in psychology, education, and healthcare leadership.The impact of emotional intelligence and self-awareness on leadership effectiveness.The development of leadership programs and the challenges of creating them in health care.The importance of building soft skills for better patient care and employee engagement.How Melissa’s team collaborates across multiple locations to improve care and leadership.Episode Breakdown with Timestamps:[00:00] – Teaser[01:14] – Welcome & Introduction of Melissa Moore (Missy)[04:51] – Joining WellDyne before COVID and meeting Jim[09:19] – Role description and team of specialist trainers[15:43] – Emotional intelligence as a greater indicator of success than IQ[22:00] – Visiting all 17 clinic sites across Polk, Hardy, Highlands counties[25:59] – How to find Central Florida Health care (cfhc.org)[26:33] – Closing: soft skills are the new hard skills🔗 Connect with the Guest, Melissa Moore:👉 LinkedIn: https://www.linkedin.com/in/melissadamonmoore/👉 Company’s LinkedIn: https://www.linkedin.com/company/centralfloridahealthcare/👉 Company’s Website: https://cfhc.org/🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick sits down with Jim Harter, Chief Scientist of Workplace Management and Wellbeing at Gallup, to discuss the evolving landscape of workplace engagement, leadership, and well-being. With over 40 years of research experience, Jim Harter shares insights from Gallup’s groundbreaking work on engagement, performance, and the impact of AI on organizations.Jim Harter has played a pivotal role in Gallup's development of the Q12 survey and the global workplace studies. His work focuses on helping organizations understand what drives employee engagement and how to create work environments where employees thrive. In this conversation, he discusses how managers can foster a meaningful connection with their teams, the importance of purpose-driven leadership, and how companies can harness the potential of AI to enhance management practices.Expect to Learn:The evolution of Gallup’s Q12 survey and how it identifies key drivers of workplace engagement.The growing trend of hybrid and remote work and the challenges it brings to employee engagement.How leadership needs to shift from being administrative to coaching, focusing on meaningful conversations and support.The relationship between employee well-being and engagement, and why both must be prioritized in the workplace.How AI can support managers in creating more effective and insightful conversations with their teams.Episode Breakdown with Timestamps:[00:00] – Teaser[01:01] – Welcome & Introduction of Jim Harter[02:07] – Jim’s 40+ years at Gallup and background in psychometrics[07:06] – The “best friend at work” question and the hierarchy of needs[13:09] – Engagement trends: peak at 36% (US) and 23% (global), post‑pandemic drop[18:41] – The three‑book triad: It’s the Manager, Wellbeing at Work, Culture Shock[23:20] – It’s the Manager as a playbook for leaders[28:01] – Engagement vs. wellbeing: getting the basics right first[34:20] – Executive leadership: four responsibilities (teams, decisions, purpose, performance)[37:42] – Leaders report more negative emotions (stress, anger, loneliness) than their teams[43:35] – AI adoption: manager support is the biggest driver[47:54] – Closing thanks and recognition for putting research to use🔗 Connect with the Guest, Jim Harter:👉 LinkedIn: https://www.linkedin.com/in/jkharter/👉 Company’s LinkedIn: https://www.linkedin.com/company/gallup/👉 Company’s Website: https://www.gallup.com/home.aspx🔗 Gallup's State of the Global Workplace report:👉 https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx?utm_source=linkedin&utm_medium=p_social&utm_term=tl&utm_campaign=li-wk_sogw26-tl_jh🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick sits down with Amy Coppola to explore her journey from corporate leadership to building her own company, Alfa Zula Professionals Inc. The conversation focuses on leadership growth, navigating large-scale government projects, and the realities of starting a small business in the defense and federal space. Amy shares how her mindset shifted from task management to people-centered leadership, and how purpose, resilience, and mentorship shaped her career path.Amy Coppola is a seasoned leader with deep experience in federal systems integration, program management, and government contracting. She spent many years at Motorola Solutions supporting law enforcement and Homeland Security projects before rising to director level. Amy is now the founder of Alfa Zula Professionals, a small business focused on program management, technical services, and helping other companies navigate government contracting. Her work blends leadership, operational expertise, and a strong commitment to supporting people and teams.Expect to LearnHow Amy transitioned from project manager to a people focused leaderWhat it takes to manage and recover large government projectsThe realities and challenges of starting a small businessWhy mentorship and perspective are critical for long term growthHow small businesses can partner and succeed in federal contractingEpisode Breakdown with Timestamps[00:00] – Teaser[01:04] – Welcome & Introduction of Amy Coppola[05:11] – The “draw the U.S.” exercise that changed her perspective[10:55] – Overview of Motorola’s federal systems integration work[16:30] – Being the first woman director and facing DEI assumptions[22:02] – Alfa Zula’s services: helping small businesses with SBA certifications[27:47] – The meaning behind “Alfa Zula” (phonetic alphabet, woman-owned)[29:01] – Advice for aspiring entrepreneurs: “do it scared”[30:17] – Challenges as a woman-owned small business in defense[35:40] – Closing remarks and gratitudeConnect with the Guest, Amy Coppola:👉 LinkedIn: https://www.linkedin.com/in/amy-coppola-mba-pmp/ 👉 Company’s LinkedIn: https://www.linkedin.com/company/alfa-zula-professionals-inc/👉 Company’s Website: https://www.alfa-zula.com/🔗 Connect with the Host, Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses: 👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of The ChoinqueCast, host Jim Emerick sits down with Jessica Gronert, Senior Business Development Manager at Leidos, about her unique career journey across the Air Force, intelligence, education, and business development. The conversation focuses on her leadership role as President of Women in Defence Greater Tampa Bay and how the organization supports professional growth, community engagement, and STEM education. Jessica shares how purpose, service, and adaptability have shaped her career and how Women in Defence is evolving to support the broader defence community.Jessica Gronert is a Director, AFSOC ISR Operations in the U.S. Air Force Reserve. With a background in intelligence and Middle Eastern studies, she has served in multiple roles within Air Force Special Operations Command. Jessica is also the President of Women in Defence Greater Tampa Bay, where she leads efforts to support professional development, strengthen industry connections, and expand STEM opportunities for youth.Expect to Learn:How Jessica transitioned from aspiring fighter pilot to intelligence and leadership rolesThe mission and evolution of Women in Defence and its impact todayWhy community, networking, and service are critical in the defence industryThe challenges nonprofits face with funding and public perceptionHow STEM programmes and early education shape the future workforceEpisode Breakdown with Timestamps:[00:00] – Teaser[01:13] – Welcome & Introduction to the ChoinqueCast with Jessica Gronert[07:12] – The Most Rewarding Job: Teaching CENTCOM at the Schoolhouse[14:02] – What is Women In Defence? Mission, Evolution, and Professional Development[20:01] – The Tampa Reach: Three Florida Chapters and a Sprawling Membership[28:58] – A Message to Sponsors: "We Are More Than Just Our Name"[34:27] – 2025 Impact: The STEM Lending Library and Every Middle School in Hillsborough[40:28] – Closing Remarks and How to Connect🔗 Connect with the Guest Jessica Gronert:👉 LinkedIn: https://www.linkedin.com/in/jesszgronert/👉 Company’s LinkedIn: https://www.linkedin.com/company/leidos/👉 Company’s Website: https://www.leidos.com/👉 U.S. Air Force Reserve LinkedIn: https://www.linkedin.com/company/airforcereserverecruiting/👉 U.S. Air Force Reserve Website: https://www.airforce.com/ways-to-serve/air-force-reserve🔗 Connect with the Host Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses:👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick sits down with Jed Dairy, the Director of Open Autonomy at Wenco International Mining Systems. With a background in both the construction and mining industries, Jed shares his journey from project management to leading innovative autonomous systems in mining. They discuss the transformative role of autonomy in mining, the importance of an abundance mindset, and how the younger generation can better build self-confidence in today's technology-driven world.Jed Dairy is a seasoned professional in the mining industry, with over 20 years of experience spanning construction, fleet management, and autonomous systems. Currently, he leads the Open Autonomy at Wenco International Mining Systems, a software company focused on integrating fleet management systems with autonomous technologies. Jed has been instrumental in deploying cutting-edge systems that optimize mine operations globally.Key Takeaways:Autonomous Systems in Mining: How autonomous haulage is reshaping the way large-scale mining operations are managed, providing more efficiency and less human intervention.The Abundance Mindset: Jed discusses how shifting from a scarcity mindset to an abundance mindset is key to building confidence and overcoming challenges.Developing the Younger Generation: Addressing the challenges faced by the younger workforce, particularly in building self-esteem and confidence in a world filled with constant comparisons.Innovation in Mining: A look at how Wenco is integrating innovative solutions, such as autonomous fleet management, to stay ahead in a rapidly evolving industry.Episode Breakdown with Timestamps:[00:00] – Teaser[01:11] – Welcome & Introduction to the ChoinqueCast with Jed Dairy[05:36] – Open Autonomy Explained: The API for Mining's Future[10:02] – The PMI Five-Star Moment: From Manager to Leader[18:00] – Executive Presence Across Cultures: Perception, Adaptability, and the Platinum Rule[24:54] – Coaching Gen Z: Imposter Syndrome and Building Confidence[28:15] – Closing Remarks and How to Connect🔗 Connect with the Guest Jed Dairy:👉 LinkedIn: https://www.linkedin.com/in/jdairy/👉 Company’s LinkedIn: https://www.linkedin.com/company/wenco-international-mining-systems/👉 Company’s Website: https://www.wencomine.com/🔗 Connect with the Host Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses:👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

Disclaimer: All statements of fact, opinion, or analysis expressed are those of the author and do not reflect the official positions or views of the US Government. Nothing in the contents should be construed as asserting or implying US Government authentication of information or endorsement of the author’s views.In this relaunch of the ChoinqueCast, host Jim Emerick sits down with Juliane Gallina, currently a partner at Lavrock Ventures and a veteran leader with over two decades of government service. They explore her unique career trajectory - from the US Navy to the CIA and IBM - while discussing the core principles of leadership, the power of data, and the personal motivations behind major professional pivots.Key TakeawaysHuman-Centric Leadership: True leadership is defined by the ability to navigate complex situations that are not captured in a manual or checklist.Mission over Mechanics: Success in any environment comes from a leader's ability to connect their team to a purpose larger than themselves.Family-Driven Pivots: Every major career shift in Juliane's life was influenced by family needs, emphasizing the importance of balancing personal and professional worlds.Decisive Data Analytics: At a 30-person startup, Juliane used quantitative analysis to prove the value of UAV data, which directly influenced multi-billion dollar Pentagon budgets.AI for Intelligence: Leading the deployment of IBM Watson at the CIA provided advanced "question and answer" capabilities to help manage the agency's massive data holdings.Bridging the Sector Gap: Despite structural communication barriers ("caste systems"), leadership challenges remain fundamentally similar across the military, government, and commercial sectors.Episode Timestamps[00:00] – Intro: Why the human brain is irreplaceable by machines and checklists.[02:47] – Military Roots: Specializing in cryptology and secure communications in the US Navy.[04:15] – NRO & CIA: Transitioning from the National Reconnaissance Office to the CIA’s Directorate of Science and Technology.[06:12] – The Personal Pivot: Leaving government service after 20 years to prioritize family needs.[07:56] – Big Data Impact: Demonstrating the quantitative value of UAV sensor data in war zones.[11:56] – Corporate Scaling: The experience of moving from a 30-person firm to IBM's global workforce.[16:05] – The Industry-Gov Barrier: Navigating communication gaps when returning to work with old colleagues.[18:04] – Return to Service: Being appointed as the CIA's Chief Information Officer in 2019.[21:08] – Leadership Mechanics: Comparing the discipline of a spacecraft launch to everyday team management.[35:28] – Closing Thoughts: Reconnecting for national security and looking ahead to the future.🔗 Connect with the Guest Juliane Gallina:👉 LinkedIn: https://www.linkedin.com/in/juliane-gallina-b736244/🔗 Follow Lavrock Ventures:👉 LinkedIn: https://www.linkedin.com/company/lavrock-ventures/👉 Website: https://lavrockvc.com/👉 X: https://x.com/lavrockvc🔗 Connect with the Host Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses:👉 Schedule: https://www.academyleadership.com/Emerick/🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick sits down with Christopher Mattila, Director of Construction Project Management at American Transmission Company (ATC), to discuss what it takes to deliver large-scale transmission and infrastructure projects in today’s high-demand environment.With 17 years at Minnesota Power, where he built and led a Project Management Office, Chris shares how those experiences shaped his leadership approach. He reflects on leading complex capital programs at ATC, maintaining execution discipline, team alignment, and a strong organizational culture during a period of rapid industry growth.Together, they explore how organizations scale infrastructure delivery, drive transparency, and preserve culture when capital investment grows faster than headcount, and the leadership mindset required to navigate this accelerated growth without sacrificing performance or long-term stability.Expect to LearnHow to scale a capital program by over 50 percent year over year without multiplying headcountWhy culture and transparency matter more during rapid growthThe impact of data centres and regional transmission projects on utility planningHow to lead cross functional teams through major changePractical advice for building or restarting a PMO in a complex organisationEpisode Breakdown with Timestamps[00:00] – Teaser[01:09] – Welcome & Introduction to the ChoinqueCast with Chris Mattila[06:32] – The Unexpected Call from ATC: An Offer He Couldn't Refuse[11:43] – The Fear: Can Culture Survive Explosive Growth?[17:30] – Strategy for Project Managers: A Unique Approach to Leadership[23:28] – Engagement Scores: Why Empowerment and Transparency Won the Day[29:48] – What Makes ATC Special? Family, Transparency, and 360-Degree Reviews[35:09] – Closing Remarks and Looking Ahead🔗 Connect with the Guest Christopher Mattila:👉 LinkedIn: https://www.linkedin.com/in/christopher-mattila-mba-mspm-pmp-2822433/👉 Company’s LinkedIn: https://www.linkedin.com/company/atc/👉 Company’s Website: https://www.atcllc.com/🔗 Connect with the Host Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 More about Leadership Courses:👉 Schedule: https://www.academyleadership.com/Emerick/ 🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick sits down with JL Bielon, Chief Executive Officer at Champions for Children, to explore her journey through the nonprofit sector and her transition into her first CEO role. JL shares how a career rooted in philanthropy, from a historic theatre to an ocular research centre, a zoo, and now a child abuse prevention nonprofit, prepared her for executive leadership.JL Bielon has spent her entire career in nonprofit leadership, specialising in fundraising and philanthropy. She now leads Champions for Children, a Tampa-based organisation focused on preventing child abuse and strengthening families through research-based programmes. Her work blends strategic clarity, community collaboration, and a deep commitment to long-term impact for children and families.Expect to Learn:What surprised JL most during her first year as a CEO.How losing and gaining federal grants reshaped the organisation’s strategy.Why mission, vision, and values clarity is critical for nonprofit growth.The importance of peer networks and coaching for new CEOs.How philanthropy and fundraising skills are shaping the next generation of nonprofit leaders.Episode Breakdown with Timestamps:[00:00] – Teaser[01:32] – Welcome & Introduction to the ChoinqueCast with JL Bielon[05:14] – First Year as CEO: Surprises, Team Building, and Federal Grant Challenges[11:08] – Leaning on the Network: The Weight of CEO Decisions[17:34] – Redefining Mission, Vision, and Values: The Foundation for the Next 50 Years[22:49] – The Leadership Toolbox: From Manager to Coach[30:55] – Advice for Aspiring CEOs: Embrace the Zigzag and Say Yes to Conversations[33:36] – Closing Remarks and How to Connect🔗 Connect with the Guest JL Bielon:👉 LinkedIn: https://www.linkedin.com/in/jl-bielon/👉 Company’s LinkedIn: https://www.linkedin.com/company/champions-for-children/👉 Company’s Website: https://cfctb.org/🔗 Connect with the Host Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

In this episode of ChoinqueCast, host Jim Emerick sits down with Kevin Kerrigan, the Chief Information Officer (CIO) at Fulton County Government. Kevin shares his journey from research to public service and leadership in local government. With a background in technology and environmental data research, Kevin has led IT teams through transformative changes and significant challenges, including a major cyberattack. The conversation explores Kevin’s career evolution, leadership lessons, and how technology is shaping local government operations.Expect to Learn:Kevin’s journey from an IT intern to CIO, and his role in transitioning from research to government service.Insights on the importance of leadership development, especially in managing large IT teams and navigating crisis situations.How Fulton County leveraged technology to recover from a significant cyberattack, accelerating their tech progression in the process.The growing importance of soft skills in leadership and technology management, particularly as AI and automation continue to shape the future.Episode Breakdown with Timestamps:[00:00] – Teaser[01:28] – Welcome & Introduction to the ChoinqueCast with Kevin Kerrigan[04:27] – Building the Water Atlas: Environmental Data and GIS[09:45] – Transitioning from Research to Hillsborough County[16:27] – The Leadership Epiphany: Seeking Coaching and Development[25:18] – The Six-Month Vetting Process for Fulton County CIO[32:04] – Managing 46 Departments and Elected Officials During Recovery[40:57] – Estimating the Acceleration: Five to Seven Years of Progress[48:59] – The Value of Offsites: Building Trust and Vulnerability[53:39] – Final Thoughts: Soft Skills Are the New Hard Skills[54:56] – Closing Remarks🔗 Connect with the Guest Kevin Kerrigan:👉 LinkedIn: https://www.linkedin.com/in/kevinmkerrigan/👉 Company’s LinkedIn: https://www.linkedin.com/company/fultoncountygovernment/👉 Company’s Website: https://www.fultoncountyga.gov/🔗 Connect with the Host Jim Emerick:👉 LinkedIn: https://www.linkedin.com/in/jimemerick/🔗 More from Choinque:👉 Website: https://www.choinque.com/blog👉 Facebook: https://facebook.com/918903204639744👉 Instagram: https://instagram.com/choinquecast👉 TikTok: https://www.tiktok.com/@choinque👉 X: https://x.com/choinque👉 Email: [email protected]🔗 Follow the Podcast:👉 Apple Podcast: https://podcasts.apple.com/us/podcast/choinquecast/id1290927745👉 Spotify: https://open.spotify.com/show/56oY3glVaoTXmmcWWGQGry?si=69f1cd525a5d4be5👉 YouTube: https://www.youtube.com/channel/UCAA4czS4aI7V5g3i2Sd4bUQ

It has been a privilege getting to know a Christian-based organization following an open-enrollment Leadership Excellence Course this summer at the USAF Academy. We may ask ourselves, what does a Christian-based organization have to do with leadership?Good question. Let’s consider the scope of our follow on engagement, an Energize2Lead Workshop. Energy has a great deal to do with leadership. How many of us would ever say we we were energized by a demotivating leader, or more simply, a sourpuss? Not likely.Tony Schwartz comes to mind, especially during the U.S. Open tennis tournament, since he has coached many tennis pros. Tony focuses on managing our energy levels, and that we can apply that to our own effectiveness as leaders.According to Tony, we have four personal energy dimensions: Physical, Emotional, Mental, and Spiritual. We’re probably pretty comfortable talking about our physical energy levels, with diet and exercise such everyday topics. How many of the other three dimensions do we think about, in the workplace, particularly when we think about what we share of ourselves and what we learn about those in our charge? Back to the client. This client, during our Energize2Lead Workshop, not surprisingly was quite different. We started off with a moment of prayer, beginning with the energy dimension we likely neglect the most, the spiritual.Let’s stop for a moment. How often do we think of our jobs, or work, as something that contributes to our spiritual selves? Big question.Just as there are multiple dimensions to our energy levels, there are multiple dimensions to ourselves as leaders, which may be shared with others in order to ignite the passions we truly want if we seek engagement, or to be effective leaders that matter. These are interesting things, the unique things that comprise our physical, emotional, mental and spiritual selves. What things form your physical, emotional, mental and spiritual self? Courage moment: What would it take for you to share these things, in your Personal Leadership Philosophy, in a coaching session, or when just getting to know your team.How might your subordinates follow you differently if they knew such things?Consider all four of these dimensions.Great leaders understand energy.

One of the attendees at our most recent Academy Leadership Excellence Courses hosted at the USAF Academy shared a realization both on the first day to our group of eleven, and afterward during our one-on-one follow-on executive coaching sessions. Here’s what happened. Much of the first day of a Leadership Excellence Course is focused on learning about ourselves, in particular, what energizes us so that we may energize and perhaps inspire others. This attendee shared his reflection that over the past six months his working environment had changed — from one energizing to someone who prefers an independent course of action — to a more compliance, rules-based day to day routine. In addition, he was increasingly left out of decision-making processes, which he has both an instinctive need for and was brought up believing people ought to include others when making choices.Keep in mind this attendee had been successfully working 2.5 years on a really cool project. Attending the course providing time to think, share his story, and after the course share his findings as documented on his Action Plan, which was shared with his supervisor. That’s the best part of the story - finding the courage to share who one really is and what genuinely motivates us.Guess what happened? Hint: His new supervisor is a good leader. After reassignment to a new project, and to a new sponsor, which his company generously accommodated, he was introduced as a new member of the leadership team on the first day. A direct quote from the attendee’s email: “This is unique in that project managers are usually not included that way with senior leaders' direct reporting groups.  In our first leadership team meeting, he must have asked me 10 times what my opinion was and what strategies I thought the team should consider. OK... I am SO happy.  You already know how E2L [this type of sharing works], but I thought you would appreciate the recent, specific example.”What’s may we take away from this story? When we take the time to honestly assess ourselves, and create an environment where others may do the same, we can create a very motivational environment.Not surprisingly, here’s the closing part of his email:“Next steps for me... I go to corporate headquarters next week. I will be doing planning sessions and team building exercises with my new leadership team. And, I will get to meet my future project team members.My plan is to share my leadership philosophy with the leadership team. In addition, I will meet with each of my new management peers and fill out the Motivation Assessment form.  The idea is that I want to improve my relationships with peers better than in the past. I do well with my reports and further up the org chart - but my detractors are typically peer managers at my level.  We will be doing a major organization change effort over the next year, so I want to develop really strong and positive relationships with the other managers this time around.”Think about that. This isn’t about pay raises or foosball tables in the break room. It’s about learning what makes other’s tick. How well do you really know yourself? Can you recall the last time you finished a work day more energized than when you started? What happened that particular day? More importantly, do you know your team members that well?Can’t wait for the next coaching session to learn what happens next.Great leaders create an energizing environment.

In Episode 25, we meet a next-generation business leader, who focuses as much on people as results, Brandon Lark. Starting out “in the field” as a Superintendent and Project Manager, Brandon was appointed President of Great Southwestern Construction in May of 2014. While a Vice President, Brandon launched a broad-based leadership development initiative, which has included working with Academy Leadership. Brandon first attended a three-day Leadership Excellence Course in November 2013, and has subsequently focused on aligning Great Southwestern Construction around a set of common core values as defined by everyone within the company and his own Personal Leadership Philosophy. 

At a recent Leadership Excellence Course hosted at the United States Air Force Academy, one of the attendees both had and shared a significant realization and growth experience. With Roger’s permission, it’s worth sharing with you:Team,I was going to share the following with you tomorrow at our all hands.  Unfortunately, that schedule did not hold up.  Given that all of us have so many things going on right now, I could not find a time when I thought we could get together as a team before most of you deploy out to Montana, or South Dakota.  While communicating with you in this regard is not ideal, and definitely is not what I had hoped to do, I felt it was necessary to at least get this too you with some brief explanation.Recently, I had the privilege of participating in a truly extraordinary learning experience.  During this time, I was provided an opportunity, and the tools to evaluate what my personal leadership philosophy was.  It was a very tough, introspective journey that directed me in a very transformative way.  This experience forced me to deal with quite a number of things, some of what I am not particularly proud of, and others for which I am. This experience forced me to consider, and reconsider what my relationship is with each of you.  It also gave me an opportunity to realize how much I appreciate each of you.I have attached this leadership philosophy for your review.  Please know that I mean every word of it, and will purpose to live up to it as best that I am able.  This is in essence my contract with you.If you have If you have any comments, questions, or concerns, please do not hesitate to stop by. Always your advocateRogerLet’s listen to the first paragraph of Roger’s Personal Leadership Philosophy:Being a leader is a privilege. Being a leader is an act of service. Leadership carries with it a responsibility to share a vision, to direct a course of action, and to inspire a desire to succeed. Leadership is passionate. Leadership is about creating a future that is inviting, that seeks to tease out the best in all members of the team and provides security in the knowledge of a job well done. Leadership is a partnership between the leader, and the led. If the partnership does not exist, then all you really have is second rate management. What do you think about the last two sentences? Roger is essentially sharing that if a partnership doesn’t exist, all we have is management. It’s one of the best descriptions distinguishing between management and leadership, and Roger composed and shared this despite the fact he plans to retire within six months. After the course, I requested a meeting between myself, Roger and his supervisor. Something tells me inside that although Roger may formally retire from a full-time job, his desire to positively influence and serve others seems intact.Let’ think about that.Great leaders continuously grow.

After binge-watching the powerful HBO miniseries Chernobyl:https://www.hbo.com/chernobylmy thoughts turned to our country and the ongoing issue with Boeing’s 737 MAX. What’s common to both events? A single word: Transparency. Or, the lack of it. The first episode of Chernobyl highlights — at the individual and at the organizational level — consequences of not sharing information, or the truth, especially at the beginning of an accident. Any viewer of the series will be struck by the breathtaking denial of the reactor core explosion, and how many lives, such as those of the firefighters in the first episode, will later horribly end in an isolated Moscow hospital due to massive radiation poisoning.Let’s turn to the 737 MAX events. After two overseas fatal accidents, both during takeoff, many questions arose about similarities leading to the crashes. Following a series of articles in the Wall Street Journal, it quickly becomes apparent that not everyone at Boeing was sharing vital design details, such as the Angle of Attack sensors and related flight control systems. Alarmingly, it appears not even Boeing test pilots knew these critical design details:https://www.wsj.com/articles/boeings-own-test-pilots-lacked-key-details-of-737-max-flight-control-system-11556877600While the magnitude of these two events are quite different, there are disturbing commonalities. First, critical design details were not known by those who operate the systems. Second, and perhaps even worse, the basis for design decisions appeared to be short-sighted considerations such as cost, which, in the end, were given higher priority than basic safety. With Boeing we are still in the consequences stage as the design and software issues are being addressed in real time. One can only wonder what it will take for Boeing to recover the loss to their integrity and brand after this event. What changes will be required so this does not happen again?Once again we can turn to  Jeffrey Pfeffer and Robert I. Sutton’s Knowing-Doing Gap:https://www.choinque.com/the-knowing-doing-gapWe’ve all encountered a bureaucratic organization or call center from hell where we endlessly repeated requests and it appears nothing we say is listened to, captured, stored, or responded to. Organizations that ignore knowledge, or treat it as something to be acquired, stored, and often protected or hidden will never cross the Knowing-Doing Gap. As a result, individuals in such organizations will be unlikely to Do The Right Thing, even when they know what the right thing to do is. Often they won’t even know.Just like Chernobyl and just like Boeing.We learn from Pfeffer and Sutton that the rare organizations that cross the Knowing-Doing Gap treat knowledge differently, we could say with radical transparency. What is required to do that? Brave and secure leaders who willingly accept feedback and that pursue continuous improvement. If you have a chance to see the Chernobyl series, it’s a haunting experience. Let’s keep an eye on Boeing as well, watching how their leaders respond.Great Leaders Are Transparent.

At an in-house Leadership Excellence Course last week multiple attendees realized, that from their position in the corporate hierarchy, the mission of the company was not as clear as it should be. This affects the teams they are responsible for, and may be addressed in multiple ways, which were discussed in several of our nine leadership workshops. Here are three examples.First, the corporate mission may be included or referenced in their Personal Leadership Philosophy, for both possible introduction and reinforcement.Second, during the Aligning and Accomplishing Goals workshop, multiple attendees observed that a lack of knowledge of broader corporate goals could lead to misalignment when establishing SMART (specific, measurable,  agreed-upon, realistic, trackable) goals with subordinates. We discussed this common situation within organizations is how silos form, or independent groups working either unaware and/or disconnected from the direction of the overall enterprise.The third example was during our last workshop, Coaching to Develop People. After distinguishing coaching from appreciation and evaluation, the other two forms of feedback, we narrowed our workshop focus specifically on performance coaching, and noticed how this type of coaching is similar to what competitive athletes do.Coaching without a prior, agreed upon set of goals is rarely effective. It stands to reason that if our prior developed goals, as well as our subordinate’s goals are not aligned with the overall organization, than our coaching may lead our team in the wrong direction.Jim Collins emphasizes the same, and it’s worth visiting his web site and the emphasis on alignment. In our Core Values Alignment workshop, one of our more advanced workshops, we bring to attention that most businesses treat development of central tenets such as core values administratively, or focused on grammar and creating visually appealing posters, rather than the more demanding leadership challenge of aligning derivative activities, such as the mission and goals throughout the organization.Without peeking at any documents, or going on-line, how well can you describe the mission and goals of your organization, or declared corporate values? More importantly, how well can your subordinates, and can they share with anyone the connection between what they do every day, and how that helps the organization move toward unified goals?Great Leaders Create Alignment.

In Episode 24, we meet a most interesting couple, Andrea Kramer and Alton Harris. Andie is a partner in the international law firm of McDermott Will & Emery LLP, which was just listed as one of the “10 Best BigLaw Firms for Female Attorneys.” Despite her successful and demanding legal career, Andie has helped thousands of women navigate both the obvious and subtle gender biases they encounter in all career settings. In 2015, she received the Inspiration Award from the Coalition of Women in Law Initiatives for her continued support of women’s initiatives, mentoring, and coaching. Al was a founding partner of the Chicago law firm of Ungaretti & Harris where Andie started her legal career and which in 2015 merged into the national law firm of Nixon Peabody LLP. Over the course of his career, Al has grown increasingly concerned about the barriers and biases women face in traditionally male career environments. Because of this concern, Al has mentored and advised women in many career fields. They have been mentoring women and speaking and writing about gender communication for more than 30 years. 

Our Academy Leadership group, a terrific team of former military officers who are also senior civilian executives, often share our stories. With his permission, I would like to read to you an email from Kevin Derbin, 1979 Naval Academy Graduate. It’s a powerful coaching story from Kevin and his wife Pam. Their words. Their story:I wanted to share a very personal story about the power of our Personal Leadership Philosophy.  I hope you get a quick chance to read this and appreciate your busy schedules.In January, Pam’s division of Humana was eliminated unexpectedly.  As always, things happen for reasons whether we plan for it or not.  As she began her search, it created a time of reflection and redefining purpose (as it has for many of us who are veterans of corporate America) while navigating the unknown.  She worked with Humana for over 10 years as a Case and Team Manager in their Home Health business. We recently started her quilting business (which she is very gifted at and award winning) but just being christened, it’s not quite ready for sea yet so she began to fish the leadership opportunities in Nursing in the Louisville area.  Her sights set on a similar position, she started casting.  She received several calls of interest (and not) but recently spoke with a national home care company with 2 opportunities as a Case Manager and a Director of Operations.  The recruiter told her that she was overqualified for the Manager role but referred her to the Executive recruiter as she felt Pam had the experience for that role.  Pam was shocked, a bit nervous and doubted whether she was able to fill the expectations of that leadership role.Her first interview went well and made her realize that she did have the experience and ability to “move up”.  We spent the next week working on her Personal Leadership Philosophy which she felt would be important for her not just during the interview process but to solidify her own confidence and be prepared to be effective in the role should she get it.During the next set of executive interviews, she proactively asked if she could share her Leadership Philosophy in response to a leading interview question which took the team by surprise as they had never heard of it.  They loved it and were impressed that she even had one.  The proportion of the discussion quickly shifted to leadership, values and examples of living those values.Pam received an invite to a final round of interviews, in person, with the team that she would be leading and her prospective supervisor (whom she had already met). During this session, Pam again shared her philosophy informally with the team. Not only were they appreciative but were taken back by its candor and heartfelt message. She was offered the position with Amedisys (not surprising to me), a promotion from her previous role, and has reenergized her sense of self, her capability and how important her Nursing profession is to her.  She is excited for the position to start in May and looking forward to leading a team again.  Two points.Had it not been for life throwing a curveball, she would not have proactively searched for a position of greater responsibility outside Humana.Pam attributes sharing her Leadership Philosophy as key lever in not only putting her own thoughts and values into perspective but the power of having one and sharing it during the interview process was invaluable not only for its authenticity but that she had placed so much emphasis on leadership and its importance in the role already. In retrospect, having a Personal Leadership Philosophy doesn’t necessarily guarantee admission but it’s clear that few have heard of one, have one or even think about articulating one.  In the case of interviewing (that we get asked frequently about), it creates a conversation that turns focus toward an open discussion that most likely would not have occurred.  More importantly, a conversation that the one being interviewed controls and becomes the driver. Better yet the leader.Side note – the quilting continues…and perhaps an opportunity at Amedisys for an E2L/PLP workshop and...!Respectfully,  KevinKevin didn’t need to share this with our Academy Leadership team. It could demonstrate vulnerability, or perceived weakness. On the other hand, what types of people do we wish to follow? What is your leadership philosophy? Leaders Share Their Stories

In Episode 23, we meet Dan Pontefract, Dan is the founder and CEO of The Pontefract Group, a firm that improves the state of leadership and organizational culture. Dan has presented at four different TED events and also writes for Forbes, Harvard Business Review and The Huffington Post. Dan is an adjunct professor at the University of Victoria, Gustavson School of Business and has garnered more than 20 industry awards over his career. Dan previously served as Chief Envisioner and Chief Learning Officer at TELUS—a Canadian telecommunications company with revenues of $14 billion and 50,000 global employees—where he launched the Transformation Office, the TELUS MBA, and the TELUS Leadership Philosophy, all award-winning initiatives that dramatically helped to increase the company’s employee engagement to record levels of nearly 90%. 

My friend and colleague Susan Packard recently sent me a copy of her new book Fully Human. My hope is that it reaches a larger audience than her first work New Rules of the Game, which was written primarily, although not exclusively for women. Her book is subtitled, 3 Steps to Grow Your Emotional Fitness in Work, Leadership, and Life. This reminded me of a sentence in my Personal Leadership Philosophy: At the end of each day, key questions include “Did I do my best? -- At work, at home, and at life.”Where did this focus on Emotional Intelligence come from? It’s likely this started with Daniel Goleman’s groundbreaking work Emotional Intelligence. We can think of Susan Packard’s work, as well as Dan Pink’s breakthrough book Drive and Mark Crowley’s wonderful Lead From the Heart, as how-to guides. Goleman’s research introduced us to Emotional Intelligence, and there are many worthy books that inform us how to put Emotional Intelligence, or E.Q, into action, and showcase the benefits of doing so. This also helps us cross barriers between generations, as Kelly and Bobby Riggs shared with us in Counter Mentor Leadership.Do you still think primarily about performance and potential solely based on I.Q? If you do, you’re not alone. Consider a deeper dive into E.Q. Add some new leadership tools to your toolbox. Leaders Promote Emotional Intelligence.

In Episode 22, we visit Cornell University, and Professor Barry Strauss’ history and classics course “War and Peace in Greece and Rome.” Professor Strauss led a conversation between the two of us about Leonidas and Leadership, engaging the students as well. You can hear Barry & I pretty well, but it might be a bit of a challenge hearing the students. Enjoy the discussion and let us know what you think.

How many of you request feedback in order to learn and improve, or benefit from a 360 evaluation? This past week, at Cornell University, we went back a bit further and explored Leonidas I, the legendary warrior-king of the Greek city-state of Sparta. Most of us know of Leonidas I by way of Steven Pressfield’s wonderful book Gates of Fire. Or, we may have seen the movie 300. Both showcase the famous Battle of Thermopylae which pitted 300 Spartans against Persian King Xerxes’ army of hundreds of thousands.What did we learn from the past? What leadership lessons did we discuss? Actually, quite a few. Barry Strauss, Professor of History and Classics, Bryce and Edith M. Bowmar Professor in Humanistic Studies, presented questions for me, that we could share with his students for group discussion.Why is Leonidas an admired figure in modern culture? And why are we fascinated with Sparta, yet no so much democratic Athens? It seems today, as much as in 480 B.C. we are drawn to leaders who have a strong sense of purpose, who serve a cause greater than themselves. Think about our cherished stories of the proverbial entrepreneurs launching a new venture in a garage with nothing then creating something amazing that changes our lives.We spoke about the differences between leadership and authority, and what makes a good leader. Repeatedly, the concept of leading by example, or leading from the front surfaced. All of these reasons attract us to Leonidas, as well as contemporary leaders and heroes.When Strauss asked what kind of leader Leonidas was, Professor Sidney Finkelstein’s book Superbosses came to mind, and his three archetypes:• Iconoclasts, or artistic types such as Miles Davis, who want to be the best in their field• Glorious Bastards, who just care about winning, such as Larry Ellison of Oracle, or• Nurturers, who guide and teach their protégées, such as Bill Walsh, legendary coach of the San Francisco 49ers.Many of us found Leonidas a combination of a nurturer, who cared for his solders, who easily was a glorious bastard in battle.In short, there was a lot to learn thinking about and discussing Leonidas. Both about leadership and about history. We even discussed whether or not Leonidas  had a Personal Leadership Philosophy. Look for a future choinquecast of the entire session.What lessons do you learn? Do you request feedback? How does that affect your leadership philosophy? Leaders Learn From the Past.

In Episode 21, we meet Lisette Sutherland, who describes herself as a remote-working German-born American living in the Netherlands who is today jazzed by the fact that it is possible to work from anywhere. Not just possible, but completely, productively workable — if you do it right. Lisette is a public speaker, workshop leader, and the director of Collaboration Superpowers, a company that helps people work together from anywhere through online and in-person workshops. 

The past couple weeks have included multiple Academy Leadership Energize2Lead, or E2L, Workshops. Intentionally, this workshop is offered first during multi-day Leadership Development Programs so that attendees can understand themselves and others at a much deeper level. One of the attendees on day one of an Advanced Leadership Course declared to the participant group “I was not a fan of the E2L Profile,” and further mentioned he had contacted his supervisor before the course informing her “I don’t want to complete it.” Somehow his supervisor persuaded him to complete the profile. Interestingly, this skeptical professional later admitted in front of everyone near the end of the first day of the program “The E2L Workshop spoke to me.” How about that!So, what’s going on here? Good question. A thought that comes to mind is emotional intelligence. It’s an everyday phrase today, but wasn’t in 1995 when Daniel Goleman published the classic work with the same name. Emotional Intelligence, the book, is not just a groundbreaking work, it redefines how we understand intelligence, and perhaps more importantly, for a leader, how we connect with each other. Similar to Christine Comaford’s Smart Tribes, Goleman examines fundamental human behavior, at the physiological, and often instinctive, level.Just like our E2L profiles. Understanding our instinctive needs, and the instinctive needs of others, is vital for any effective leader. Goleman revealed this to us. Our E2L profile and E2L Workshops explore this. Perhaps this is why the skeptical client changed his mind. He connected instinctively.How well do you know yourself and your team? Are your connections more than superficial? Leaders Connect Instinctively.

In Episode 20, we meet Kristen Lowers and learn how the development of a Personal Leadership Philosophy has shaped her leadership journey, both at work, and in life. Kristen first attended an Academy Leadership Excellence Course in December 2013 and an Advanced Leadership Course in September 2014. She has sponsored numerous in-house leadership events for her teams and is certified to facilitate Academy Leadership Energize2Lead, or E2L Workshops. I’ve had the privilege to serve as Kristen’s coach and colleague since 2014.

An interesting series of leadership discussions started this month with a dynamic and intellectually curious colleague in Australia. Turns out we connected in May 2017 when I was speaking down under about Strategies for the Agile Leader, basing my talk on General Stanley McChrystal’s book Team of Teams. My colleague has a new role now, Director of Enterprise Agility at a well known global firm that works to help clients become leaders wherever they choose to compete. We connect on the weekend on WhatsApp.In short, we started discussing what it takes to become a 21st century leader, and are considering a series of ChoinqueCast dialogues. Like many, my colleague has been put into a “leadership position” twice in his career. My impression is that he didn’t really buy into the idea of leadership having anything to do with a position. His thoughts turned to Charlie Chaplin in Modern Times, especially the part where Chaplin physically gets stuck in an assembly line machine — highlighting how organizations have treated people mechanically rather than humanely not so long ago. Much of his exposure to leadership so far has focused on processes, not so much people. Maybe times haven’t really changed that much.Like Jim Collins, my colleague is very curious and wants to study business transformation in the United States, observing organizations and how they work. He wants this course of study to form his Ph.D. thesis. Following and possible contributing to this journey may be the basis for our dialogues. We shared a couple significant topics such as vulnerability, the hazards of a scarcity rather than abundance mindset, and use of a Personal Leadership Philosophy. Great 21st century leader traits.Curiosity is both the hallmark of a coach, as well as a leader. Stay tuned for a series of dialogues on the ChoinqueCast. Leaders Connect Worldwide.

This past week we held our annual Academy Leadership Conference in south Florida. A lot happens over three full days, and we usually leave very energized. One of the reasons for this is that we share knowledge with each other.This brings to mind   Jeffrey Pfeffer and Robert I. Sutton’s The Knowing-Doing Gap, in that we frequently seem to focus much more on knowledge than doing, exemplified by a passage on page 16:“But the view of knowledge taken by many consultants, organizations, and management writers is of something to be acquired, measured, and distributed — something reasonably tangible, such as patents.”Administrative knowledge seems an accurate term for this, and we may often presume, that once possessed, this know-how will be used effectively, which in practice often does not happen. Think of most common initiatives undertaken focusing on cloud computing and data warehousing and support software installation, and the rise of corresponding organizational structures. The usual result: Adding technology without changing behaviors which only extends the Knowing-Doing Gap.Pfeffer and Sutton emphasize the use of the word knowledge as a process rather than a thing as a helpful habit well worth developing. Or put another way, most companies:“Overestimate the importance of the tangible, specific, programmatic aspects of what competitors, for instance, do, and underestimate the importance of the underlying philosophy that guides what they do and why they do it.”What they do and why they do it. So, what energized our Academy Leadership team this past week? We shared stories about things that we did, ways we engaged with our clients, and most significantly, we captured the stories from our Leadership Excellence Partner award winners. These were the amazing testimonials, shared from the heart, by leaders who are transforming their organizations while working with an Academy Leadership facilitator, or partner. There’s an analog here worth reflecting on. We can likewise envision leadership, both term and practice of, as a verb, or as an action or process, rather than a noun or title. At the end of the week, the first cohort of our new Academy Leadership Advanced Leadership Course regrouped for our fourth day. We were processing day three at a coffee shop, and as with the conference just finished, the team was sharing stories, asking themselves how to focus on what really mattered in order to realize their developing future vision. It was a great opportunity to share knowledge from the conference completed two days before. During the conference, we held a panel sharing best practices when facilitating development of a Personal Leadership Philosophy. One of the elements of a leadership philosophy, and often overlooked is our leadership priorities. In short, what’s important, and in what order. A member from the panel shared how they ask a group, especially one typically juggling everyday distractions and interruptions (think about a culture of doing more with less): “What are the two or three balls in the air which cannot be dropped?” Fantastic answer and a fantastic story. The cohort immediately connected with the analogy, and we went further. The group then challenged each other whether or not these two or three priorities were mentioned in their respective leadership philosophies, and then whether or not the priorities were aligned.That’s communication. That’s breakthrough. That’s leadership. Leaders cross the Knowing-Doing Gap.

Just received an email from a client this past week: We’ve stayed connected since she first attended an open enrollment leadership course about three and a half years ago. She is an accomplished and talented HR director. She will be leaving her organization very soon. The message wasn’t a surprise and in fact, she should be very proud of her decision.We had a long phone call a couple months ago. She spoke about the senior leadership team, and how one of them, in a chief marketing role, was seeking a “coaching activity” of some sort. She went further and described the organizational landscape, most notably that the senior leaders often “said the right things,” and even discussed during an executive off-site the need for leadership development training. Sounds like a classical case, where the CEO and CTO are founders of the company, and not surprisingly, struggle with growth and have a hard time letting go of anything.A couple threads come to mind. Tony Hseih of Zappos speaks about living core values, and one of the ways he expresses how this is done is whether we hire or fire based on alignment with our company core values regardless of the ability of the person in question.We can also go deeper, to Clayton Christensen’s How Will You Measure Your Life? Christensen shares a story about building a playhouse for his kids and he realizes that the journey, or the act of building the playhouse was his motivator, rather than the destination, or actual completion of the playhouse. For him, this was a revelation. Let’s pause and think about this for a minute.There’s a very good chance that my client just had a similar revelation - just like Christensen. In discussions with my client over the years, it’s apparent that she wishes to be part of an organization that lives its values, rather than part of a cult, even a successful one. My guess is that her organization is a completely satisfactory, perhaps even fun place to work. But there are fissures, or stress fractures she and others are beginning to detect. And they are in conflict with both her values and how she wants to measure her life. She is courageous, and this ChoinqueCast is my way of telling her so. Indeed she is living her values.Have you ever been in an organization like this? Or made a decision like my client did this month? Please reach out if you have or if you are thinking about it. Core values drive leaders.

Twenty-four books were reviewed this year:Work Without WallsWorking With Difficult PeopleDisrupt YourselfCounter Mentor LeadershipThe Genius of OppositesPacing for GrowthOut of Our MindsViolent LeadershipThinking in BetsThe Introverted LeaderCareer LeapCrashRadical CandorFive StarsBrave Leadershipthe culture engineLet There Be WaterBuild An A TeamCreating Things That MatterWhy Great Leaders Don’t Take Yes For An Answeropen to thinkWork together AnywhereQBQ!decidebringing the total number of reviewed books on the Choinque Bookshelf too well over one hundred. Most of the books were generously donated by the author or their publisher and in several cases terrific books arrived unsolicited. It’s always fun returning from a business trip and finding new books ready for reading, and a new author to meet and interview for a ChoinqueCast. Recurring themes during leadership excellence courses throughout the year included how to free up time to become a better leader, which really starts by getting to know people better. Grouping Leadership Course attendees into Baby Boomer, Generation X and Generation Y teams proved both valuable and entertaining as we discussed common perceptions and misperceptions between the three, only to realize all three generations want very similar things from their leaders. A continued emphasis on the importance of coaching, especially distinguishing coaching from evaluation, was evident in leadership course feedback and attendee action plans.Thank you to new partner Golden Media and Entertainment, a highly energized and youthful group working to bring leadership programs to Nigeria. Also, a hat tip to Bill Murphy of Piton Science and Technology, who kindly invited Choinque to join his Human Capital and Training Solutions, or HCaTS team earlier this year.Looking ahead to 2019, we hope to bring leadership programs to Mauritius in addition to Nigeria, launch our first programs in Puerto Rico, and may return in the fall to Canberra, Australia. Stateside, Choinque looks forward to working closely with TK Lamb of JDI LLC allowing JDI to offer leadership initiatives to the US Government. A talk to students at Cornell is tentatively scheduled in February and a possible Keynote in the UK may occur later in the fall.The ChoinqueCasts are a labor of love, curiosity, and passion to share knowledge. Let me know if you would like to connect with anyone in the Choinque network. Also, please provide feedback, especially positive reviews on iTunes so others may share our journey of goodness. Happy New Year!

During a recent executive coaching session, our primary focus was reviewing organizational changes made over the past 90 days. You see, the client is restructuring several groups, with the specific objective to improve operational results, eliminate redundant work, and vastly increase team accountability. The beginning of the presentation would please any executive interested in measuring operational results. One slide contained a line graph illustrating a dramatic decrease in team support response time. As substantial as that result was, it wasn’t the one that really drew attention. From our coaching sessions, it was evident one of the more important decisions was a hiring selection, bringing on board a program manager who could become effective as soon as possible. One of the charts showcased the new hire, and more importantly, all the work delegated and accomplished in a very short period of time. Looks like a very solid decision-making process was behind the hire.The episode made me think of a story our Board Chairman shared years ago when in my start up CEO role. Durrell’s story was about an important engineering job he was responsible for when working at Motorola. The job was to design the first integrated circuits for Motorola’s first four-function calculator. Yeah, that was a while ago. Durrell could have done the work himself, or he could have delegated the work to highly experienced design engineers.Guess what Durrell Hillis did? He assigned the job to a couple “fresh-outs,” or recent college graduates. Durrell cared as much about the development of the new engineers as he did about getting the job done. That what an engineering leader does. It’s also what my client is doing while restructuring her organization. For her, it’s not just about improved processes. It’s about changing the way work gets done by making good hiring decisions and letting people know they are accountable for results. As I listened during the coaching session, communicating this hiring and delegation story to the executive team at the 90 day checkpoint was the most important item. Especially giving credit to the new program manager.How do you facilitate organizational change?  How much does development fit into your hiring decisions? Leaders delegate and instill accountability.

Day three of the new 2019 Academy Leadership Advanced Leadership Course took place this past week. Our Advanced Communications and Effective Decision-Making workshops were fantastic, each covering well over two hours. The contest winners in the Effective Decision-Making workshop received copies of Counter Mentor Leadership, The New IT and Lead From the Heart which was a lot of fun. Having two long workshops doesn’t afford much time for the third workshop, Leading Change. With most audiences, that’s not a big deal, and we usually zip through the Leading Change workshop rather quickly, often losing a bit of energy after the two robust workshops.Not this time. We shared stories right away, confirming that constant change is the single most dominant characteristic of the world we live in — and for leaders, the choice is to lead change or be overtaken by it. Sometimes easier said than done though. Turns out the client is in the middle of multiple leading change initiatives, and that the associated challenges consume enormous amounts of energy by the entire team. We discussed Kotter’s Eight Step Change Process:1. Establishing a sense of urgency2. Forming a powerful guiding coalition3. Creating a vision4. Communicating the vision5. Empowering others to act on the vision6. Planning for and creating short-term wins7. Consolidating improvements and producing still more change8. Institutionalizing new approacheslearning that the client is still in the early stages. We also noticed that some of the intermediate steps such as communicating the vision and planning for and creating short-term wins can support earlier stages such as creating a sense of urgency. Change is tough. We were not surprised that 60-70% of transformation efforts do not achieve their goals. I asked the group if their Personal Leadership Philosophy includes provisions describing the need for change. Got a bit quiet then…During our end of day self-evaluation, we found that we had not processed the Leading Change workshop as much as we had wished to. That was a first, and it was actually energizing to hear! The first action item was to email a link to Kotter’s Harvard Business Review article, titled Leading Change: Why Transformation Efforts Fail. We also agreed to spend more time on this in session four next month. How do you address change? Are parts of your organization resistant?  Leaders Create Change.

Day two of the new 2019 Academy Leadership Advanced Leadership Course took place this past week. The client and I decided to switch days two and three allowing our group of eight to launch the Core Values Alignment Workshop as soon as possible. At the beginning of the workshop we watched a short video clip by Jim Collins describing Core Values & Company Culture featuring Jim Collins, Tony Hseih, and Steve Jobs. The description by Tony Hseih of Zappos really touched our group, particularly the part where he defined “committable core values” as values you are willing to hire and fire in support of and completely independent of actual job performance. Let’s pause and think about that. Chances are we’ve witnessed firing based on something bad such as lying or stealing, or based on company policy. Consider why most people are promoted. Usually it is almost exclusively based on job performance, rather than company values, or the opposite of what Tony Hseih describes. Toward the end of the video Collins states that the “right people” don’t have to be tightly managed, and that if they do, we’ve likely made a hiring mistake. Rather, we should hire based on the values of our organization and then adopt a leadership, or development based mindset which will allow our aligned teams to thrive.Our group was challenged to actually list the values of their organization. It wasn’t meant to be an exercise where everyone peeked at an organizational website broadcasting a list of 5-8 core values. We split into two groups and each group attempted to describe what the organizational core values were. Interestingly both teams identified a list of perceived core values, and commented that the majority of these values were not known to everyone in the organization and certainly not modeled by everyone. That’s a bold and brave step, the beginning of defining core values. It’s going to take some time for this leadership cohort to understand and agree upon what the core values are, and more importantly, to align and commit to them. But we’re moving in the right direction.What are your organization’s core values? Do you have to look them up? Do you and your team agree what they are and make daily decisions based on them? Does your Personal Leadership Philosophy connect to any of them? Leaders Align Core Values.

Last year at a conference in Australia I was asked to participate in a debate. The topic to argue for or against was: “Co-located teams are always more productive than remote teams,” or something like that. Our team of three argued against the point and won the debate. However, the topic keeps coming up in leadership courses and coaching sessions. This brings to mind the definitive work on workplace flexibility - Lisette Sutherland’s Work Together Anywhere, and this is the first of undoubtedly many choinquecasts based on her pioneering work. Let’s begin with a bit of terminology. Sutherland describes:• a telecommuter as someone who works remotely (usually from home), either full or part time, on a fixed team for one company.• a self-employed freelancer who runs mainly service-based businesses and usually works with more than one remote client, whether simultaneously or consecutively.• some self-employed freelancers who are also small business owners, whether solopreneurs or entrepreneurs (with a few remote employees or contractors).Any of these types may be digital nomads, that is, they use portable technology to maintain a nomadic lifestyle. Now let’s consider a demographic trend. According to the 2017 State of Telecommuting in the U.S. Employee Workforce report, half of all telecommuters are forty-five or older. Let’s also recall Dan Pink’s findings that autonomy, mastery and purpose are primary motivators in a knowledge-based economy. Sutherland’s findings suggest that companies that don’t offer the remote option endanger their long-term viability, or more simply their ability to stay competitive, to retain and attract talent, to grow and shrink the organization as needed, and to reduce costs and increase profits. Consider the options the most talented have today.What is your mindset? Or that of your organization? Do you have a managerial, or hours-oriented work mindset; or do you have a results-oriented work mindset? Leaders Seek the Best Talent.

During a recent in-house Academy Leadership Excellence course, the topic of feedback came up. One of the attendees mentioned Kim Scott’s recent book Radical Candor. More specifically, the client wanted to bring up the behavior Ruinous Empathy. Several in the course mentioned that not enough helpful feedback occurred within their organization, in particular coaching. One specific attendee, during a self-evaluation exercise, described an otherwise positive and knowledgeable boss, who in six years, had never actually provided any performance coaching.So, what is Ruinous Empathy? Let’s start with Radical Candor. Radical Candor occurs when we care personally and challenge directly. When we care personally but don’t challenge directly according to Scott our lack of feedback constitutes ruinous empathy. Here’s Scott’s two other terms: When we challenge directly and don’t care personally we’re offering Obnoxious Aggression and when we neither care personally nor challenge directly our lack of  feedback is Manipulative Insincerity. We can think of ruinous empathy as the combined outcome of conflict avoidance and the knowing-doing gap. We care deeply, know we should say something, yet avoid doing it. We do this at work and we do this at home.When reviewing attendee Action Plans after our in-house course, it was apparent the importance of feedback influenced the group. One attendee listed as their first lesson learned: “I learned about ‘ruinous empathy’ which helped frame, or title, a behavior I aim to avoid. I will strive for ‘radical candor.’”What feedback have you been conflicted about sharing? Are you helping or ruining people you care personally about? Leaders Give Candid Feedback.

In a recent coaching session, the client shared a revelation which occurred after attending an Academy Leadership Excellence course. She realized her everyday work rhythm was an exhausting attempt to get as much done as possible, often performing multiple tasks at the same time. That’s right - multi-tasking. We all do it. And it’s a really bad habit we should avoid as leaders. A quick exercise will prove why.Try this, either now, or sometime in the future. You’ll need something to record time, like a stopwatch timer on your smartphone. Start with two blank pieces of paper. On each page draw two vertical lines creating three empty columns. Here’s what to do. In the first column, you’ll list the letters a-j, the first ten letters of the alphabet. In the second column, you’ll list the numbers 1-10. In the the third column, you’ll list roman numerals i-x, the first ten roman numerals. Here’s the catch: The first time you perform this timed exercise, you’ll fill the page moving across the page, starting with a, then 1, then i, switching columns each time. Go ahead and do that and have your timer record how many seconds it takes. You’ll notice a lot of starting and stopping. The second time fill out an entire column one at a time, starting with a-j, then 1-10, and lastly i-x. A lot less switching. Notice the difference in your times. Chances are it took you 40-50% longer the first time.Why is that? Context switching is why. When we switch between tasks, we’re spending time, and precious energy, simply moving between the different activities. And with each additional task added, the working time available for each task decreases. Typically the context switching loss between three exercises, as in the exercise we just tried, is about 40%. It gets worse. By the time we are performing five simultaneous tasks, context switching loss is nearly 80%. Might as well not even work anymore at that point.It pays to identify your genuine High Payoff Activities, and then work on them one at a time. What are your High Payoff Activities? Do you prioritize them and focus on them every day? How do you avoid distractions? Leaders Avoid Multitasking.

In a recent coaching call, the client, who is in a senior leadership role in her company, shared her desire to elevate herself, and to learn to breathe. One of the improvements listed in her action plan is learning to say no more and to avoid low payoff activities and interruptions which take away from time she is trying to block off. How many of you also struggle like this? In our Academy Leadership Excellence Course, we learn that people who are in crisis mode:Do First!Manage Second!Communicate Third!And if they have time, theyPlan and Set GoalsDan Pontefract, author of the fantastic book open to think, offers Open Thinking, as an antidote. Dan describes how today’s habits inhibit both the clarity and quality of their thinking, and the major block to open thinking is influenced by reflection and action. Imagine action on the x-axis of a graph, and reflection on the y-axis of the graph. If we reflect, but do not take action, we’re indecisive. If we take action without reflection, we’re inflexible, and if we are not reflective and do not take action, we’re indifferent. Open thinking occurs when we are both reflective and take action.I’m going to recommend open to think to my client, because our coaching sessions suggest what she really wants is more open thinking. Her action plan and our first coaching session described it, and open thinking captures what she want to do more of.How often do you reflect, or write in your journal about your growth as a leader? Do you take action without reflection? Leaders are open thinkers.

This week afforded time for an extended discussion with a Chief Information and Innovation Officer, starting with 360 survey results for a key direct report we’re using to set up executive coaching sessions. It’s always fascinating how different groups in a single organization rank organizational priority of six leadership competencies and six leadership characteristics. Recall, leadership competence, or what a leader does involves: Vision and strategy, job competence, industry knowledge, communication skills, leading change, and execution. Leadership characteristics, or who a leader is entails: Leadership image, developing a following, judgement/decision-making, personal ethics, coaching/mentoring, and building teams. Often a technically-oriented manager or subject matter expert will list competencies higher in organizational priority than their bosses, who may be looking for leadership growth by coaching toward leadership characteristics.We went much further than the 360 review findings. The CIO described a future vision drawing upon multiple, disparate databases and sources of organizational data, which could be combined holistically as a valuable new service offering for numerous stakeholders. Thoughts turned to Jill Dyché’s The New IT, and her description of six organizational IT archetypes:Tactical, or “Keeping the lights on”Order Taking, or “Mastering the art of release management”Aligning, whereby “Business Relationship Liaisons” are co-located with their business constituents.Data Provisioning when organizations are “Increasingly compelled by the possibility of monetizing their corporate data.”Brokering, when “Businesses grow to depend on IT for building and maintaining a web of relationships,”and lastly, IT Everywhere, “Where IT becomes a thin layer of program oversight that monitors progress, reports on delivery, and projects future demand. It might not even be called IT anymore.”Listening, I wondered which stage the organization was at, while the vision described embodied both aligning and brokering archetypes. It was also evident the CIO wants the entire team aligned with this future vision. It was energizing to hear. Between the 360 results and listening to the CIO’s future vision, the coaching plan gained valuable clarity.How do you share your vision? What types of assessments and alignment tools do you use? Great leaders align toward a future vision.

This choinquecast was scripted while on a morning flight from Denver to Tampa, after we finished a three-day Academy Leadership Excellence Course in Colorado Springs. A common theme during our several days together was the desire to occupy a leadership role, but the tendency to stay in a management, or task-oriented mode most of the time. One of the more courageous in the group admitted exasperation at being in “crisis mode” every day, and how exhausting it had become over the past couple years. Most of the attendees were program or project managers, who in their hearts, really want to operate more from a leadership mindset.This brought to mind Alan Berson and Richard Stieglitz’s terrific Leadership Conversations, which challenges readers in Chapter 1 with the question “Do I want to be a Leader” and systematically outlines comparative management and leadership styles within four conversation types. Their book seems perfectly suited for Project Management Professionals (PMPs), those thrust into relatively new leadership positions, and those ready to advance their leadership level.Upon landing in Tampa, the next stop was the Project Management Institute, or PMI Tampa Chapter annual symposium, for an energizing three and a half hour workshop for over a hundred local professionals. By facilitating six exercises, the idea was to offer a set of leadership tools, so that everyone could leave the symposium ready to build something new and lasting, including their personal influence as leaders. The first five workshops were:Multitasking exerciseJohari Window exerciseClarity of Intentions and Energy exerciseBrief-back exerciseConflict Scenarios role-playThe last workshop was more advanced, a set of case studies which introduced effective decision-making, including a comparison of time and development-based decision making styles. Working as teams, everyone really poured their hearts into the workshop, and learned that leaders can make decisions based on developing others, not just based on cost and schedule. It was illuminating listening to the revelations from everyone in the symposium.What conversations do you have as a leader? Does your decision-making process focus on development of others? Great leaders focus conversations and decisions in order to develop others.

Executive presence. What it that? This has come up several times during coaching sessions recently, including a one-on-one with the advocate for a director who will soon move to the C-Suite. In both sessions, the discussions included meetings, and how performance could be improved during them, along with increased executive presence.Here’s a couple ideas to consider.Try the 2 + 2 Rule, mentioned by Dr. Mindy Hall in Leading with Intention. Dr. Hall learned of the 2 + 2 rule from a trusted senior executive. Here’s how it works. First, before any meeting, think of two questions to bring up during the meeting. Maybe on the walk to the meeting. At a minimum, it will demonstrate curiosity, willingness to learn, engagement, and that you are actually listening. Second, think of two things to contribute during the meeting. Perhaps an observation, something you picked up reading a book, or an interesting article about your industry. Maybe it’s a valuable insight you are able to share with a colleague or recognition of something special someone in the organization did. It takes very little time, but forces you to reorient the way you approach the meeting, and your attitude, which will be readily visible to others.Do you have weekly team meetings? What is the format of these meetings and who chairs them? In my last “corporate” executive role, we called our team the six-pack, which also corresponded to the maximum number of direct reports I was effective at actually coaching. After an off-site meeting, we set up several ground rules for weekly meetings. The first rule was that we would rotate who actually chaired, or facilitated the meeting each week. This included our entire team, including our administrator, and directors in Florida, Indiana, Arizona, and Kanata, Ontario. Everyone had a different style, highlighted different people and activities, and we quickly learned a lot more about each other. The next ground rule was that the first meeting item was recognition of something a team member did in the last week that was admirable, or just really cool and likely unknown to the rest of the group. After a couple weeks, it was amazing to find out all of the things going on in our group, and humbling to anyone who really thought they knew “what was going on” all the time. Oh, and a wonderful side benefit - our average meeting time dropped from just under 30 minutes to not more than 15 - since we were better connected throughout the week. The last rule, a hard commitment - one 30 minute session, one-one-one between me and each direct report. Since we were geographically diverse, this was usually a phone call. Needless to say, this was a very high performing team.What does executive presence mean to you? How do you demonstrate it daily, weekly, and over time? Great leaders lead meetings.

One of my coaching clients is eager to implement numerous improvements in a rapidly changing information technology organization. Among the targeted improvements is more open and candid communication, especially in meetings. Over lunch, we discussed techniques and ideas worth trying. Three topics came up.First, use of our personal leadership philosophy. Setting expectations, which may include how we should communicate with each other, is a vital part of anyone leader’s compass. We may even call out the need to keep key stakeholders in mind when making critical decisions, especially when leading teams in a support role to a larger enterprise.Second we discussed how a safe environment may be created. We discussed our recent Academy Leadership Advanced Communications Workshop, which showcases Kerry Patterson, Joseph Grenny, Ron McMillan & Al Switzler’s pathfinder Crucial Conversations. The authors share that people who are gifted at dialogue keep a constant vigil on safety; or paying attention to the content of the conversation — that’s the easier part — and further, watch for signs that people are becoming fearful. Think about all the wasted time spent in meetings where real issues are avoided, or the conversation is entirely one-way information sharing. Listening to my client, it sounded as though historical conflict avoidance still exists, and needs to be addressed.Which leads to our third topic, from Jeff Sutherland’s SCRUM, where he shares how poorly we are at estimating factors such as program cost and schedule. However, Sutherland notes, we are pretty good at making comparative assessments. So we put it all together. The client, in a coaching role, can ask the team, on a scale of 1 to 10, with one unsafe, ten extremely safe, how safe they feel bringing up difficult topics and working through them. Let’s say the consensus today is a three for the group. My client can now request that the team work on improving their environment, and perhaps increasing the number from three to five or six in the next several months. It’s also a good idea to see if this new expectation is supported by his leadership philosophy, which he is actively sharing with the group.How well does your team communicate? Does your team tackle substantive conflict, or tend to avoid uncomfortable topics? Great leaders create a safe environment.

During a “catch-up call” with a client, my colleague shared that her prior company was acquired by a larger one. During the acquisition, despite a generous offer, she made a decision to seek a new opportunity at another small company rather than stay with the larger one. The new firm sounds technically sophisticated, hip and rapidly growing - overall a fun place to work and develop at the same time. Curious, I asked her how in her HR role she could make the biggest difference from a leadership development perspective. Soon the discussion turned to culture. It sounded very familiar, and brought back my own startup-up CEO memories. The new company is tightly run by a CEO and CTO, or Chief Technology Officer, with an aggressive goal of tripling revenue in three years and has recently added 30 new employees. There is concern at the company about retaining the culture during this period of rapid growth, which appears to be guided today by an unwritten set of core values that everyone more or less “just knows.”Recall that during an Academy Leadership Excellence Course, all attendees draft a written Personal Leadership Philosophy, as part of their Leader’s Compass, or True North. It’s a pretty unusual kind of thing to write, and also a powerful way to share who we are and what we believe in. Perhaps more importantly, a good leadership philosophy has humility, and makes a commitment to receiving feedback, or accountability, so that we may continue growing as leaders. In an Academy Leadership Advanced Leadership Course, all attendees go further, and develop succinct definitions of their organization’s core values along with normative behavioral statements, or clearly written descriptions of what each of the values looks like in action. We can take another step and develop an Organizational Constitution, as S. Chris Edmonds advises in the culture engine. These exercises are meant to discover, or reveal culture, not “impose” it. Think about that.The timing sounds perfect and my impression is that my colleague is just where she wants to be, at just the right time. Well-known business leaders such as Tony Hseih of Zappos learned the time to codify core values and make critical decisions such as hiring or firing based on them, is before rapid growth, not after.What are your core values? What is your leadership philosophy? What informs your decisions as a leader? Great leaders focus on culture.

During a recent in-house Academy Leadership Excellence Course, we shared ideas at the end of day one to improve the second and third days of the course. The first suggested improvement was that we share more with each other. Well, by day three the group really took the comment to heart. One attendee was struggling with an underperforming subordinate meeting a critical deadline during the course, and another shared a harrowing personal cancer scare. In short, we learned quite a bit about each other - we connected.Recall one of the key takeaways from a Leadership Excellence Course is creating a written Personal Leadership Philosophy, which includes listing our deeply held core values, and often formative personal stories describing their origins. Within this particular group, the sharing we solicited from each other was captured as introductory phrases in several of the leadership philosophies. They were magnificent. For example, when one of the attendees shared that a cancer scare taught her the value of empathy, and that everyone has value, we could all feel the power and authenticity of that leadership philosophy.In Faisal Hoque’s Everything Connects, he cautions us that static processes and thinking often prevent agility while connectivity and clusters of diverse talent predict success. He includes a great coaching question:“And, also, can I give you a growth path into something you would like to be in two or three years?”How well do you know yourself? And how well do you know those in your charge? Do you know their hopes and dreams? Great leaders connect.

During an Advanced Leadership Course with six attendees, we found ourselves repeatedly comparing development-driven decision making with time-driven decision making. For some in the group, the whole idea of a development-driven decision may have been a brand new idea. This should be no surprise. Imaging you are a project manager. Most metrics are tied to fundamental criteria such as cost and schedule, or time.In a time-driven decision making model, we use decision quality, implementation, and cost as our criteria, with a short-term focus. Think of the typical quarterly financial reports to Wall Street for a publicly-traded company. This model uses the least amount of time to obtain a high quality decision that is effectively implemented. Notice anything that is missing? The time-driven model attaches no value to the development of people. This probably explains why training and development budgets are frequently the first budgets cut when belt-tightening. In a development-driven decision making model, we use decision quality, implementation, and development as our criteria, with a long-term focus. Think of the best professional sports team, which often have successful farm teams. Think of the companies mentioned by authors such as Jim Collins in Built to Last. The development-driven model uses the most developmental alternative consistent with a high quality decision that is effectively implemented. This model also attaches no value to time. We revisited Coaching Tips for The Average Performer from our prior Coaching to Develop People workshop, such as finding out what motivates them, teaching them to set goals and rewarding them whenever possible. You see, how we coach, or develop the average performer, over time, will be our long-term report card for leadership effectiveness. If all we care about is cost and schedule, and never people, our report card probably won’t look very good. However, if we adopt a development-driven leadership style, on average the people who work for us will continue to grow and become more successful. Imagine what that report card will look like.What style do you use? Have you ever tried development-driven decision making? Leaders Use Development-Driven Decision Models.