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Indhold leveret af Innovative Leadership Institute. Alt podcastindhold inklusive episoder, grafik og podcastbeskrivelser uploades og leveres direkte af Innovative Leadership Institute eller deres podcastplatformspartner. Hvis du mener, at nogen bruger dit ophavsretligt beskyttede værk uden din tilladelse, kan du følge processen beskrevet her https://da.player.fm/legal.
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Episode Notes [03:47] Seth's Early Understanding of Questions [04:33] The Power of Questions [05:25] Building Relationships Through Questions [06:41] This is Strategy: Focus on Questions [10:21] Gamifying Questions [11:34] Conversations as Infinite Games [15:32] Creating Tension with Questions [20:46] Effective Questioning Techniques [23:21] Empathy and Engagement [34:33] Strategy and Culture [35:22] Microsoft's Transformation [36:00] Global Perspectives on Questions [39:39] Caring in a Challenging World Resources Mentioned The Dip by Seth Godin Linchpin by Seth Godin Purple Cow by Seth Godin Tribes by Seth Godin This Is Marketing by Seth Godin The Carbon Almanac This is Strategy by Seth Godin Seth's Blog What Does it Sound Like When You Change Your Mind? by Seth Godin Value Creation Masterclass by Seth Godin on Udemy The Strategy Deck by Seth Godin Taylor Swift Jimmy Smith Jimmy Smith Curated Questions Episode Supercuts Priya Parker Techstars Satya Nadella Microsoft Steve Ballmer Acumen Jerry Colonna Unleashing the Idea Virus by Seth Godin Tim Ferriss podcast with Seth Godin Seth Godin website Beauty Pill Producer Ben Ford Questions Asked When did you first understand the power of questions? What do you do to get under the layer to really get down to those lower levels? Is it just follow-up questions, mindset, worldview, and how that works for you? How'd you get this job anyway? What are things like around here? What did your boss do before they were your boss? Wow did you end up with this job? Why are questions such a big part of This is Strategy? If you had to charge ten times as much as you charge now, what would you do differently? If it had to be free, what would you do differently? Who's it for, and what's it for? What is the change we seek to make? How did you choose the questions for The Strategy Deck? How big is our circle of us? How many people do I care about? Is the change we're making contagious? Are there other ways to gamify the use of questions? Any other thoughts on how questions might be gamified? How do we play games with other people where we're aware of what it would be for them to win and for us to win? What is it that you're challenged by? What is it that you want to share? What is it that you're afraid of? If there isn't a change, then why are we wasting our time? Can you define tension? What kind of haircut do you want? How long has it been since your last haircut? How might one think about intentionally creating that question? What factors should someone think about as they use questions to create tension? How was school today? What is the kind of interaction I'm hoping for over time? How do I ask a different sort of question that over time will be answered with how was school today? Were there any easy questions on your math homework? Did anything good happen at school today? What tension am I here to create? What wrong questions continue to be asked? What temperature is it outside? When the person you could have been meets the person you are becoming, is it going to be a cause for celebration or heartbreak? What are the questions we're going to ask each other? What was life like at the dinner table when you were growing up? What are we really trying to accomplish? How do you have this cogent two sentence explanation of what you do? How many clicks can we get per visit? What would happen if there was a webpage that was designed to get you to leave? What were the questions that were being asked by people in authority at Yahoo in 1999? How did the stock do today? Is anything broken? What can you do today that will make the stock go up tomorrow? What are risks worth taking? What are we doing that might not work but that supports our mission? What was the last thing you did that didn't work, and what did we learn from it? What have we done to so delight our core customers that they're telling other people? How has your international circle informed your life of questions? What do I believe that other people don't believe? What do I see that other people don't see? What do I take for granted that other people don't take for granted? What would blank do? What would Bob do? What would Jill do? What would Susan do? What happened to them? What system are they in that made them decide that that was the right thing to do? And then how do we change the system? How given the state of the world, do you manage to continue to care as much as you do? Do you walk to school or take your lunch? If you all can only care if things are going well, then what does that mean about caring? Should I have spent the last 50 years curled up in a ball? How do we go to the foundation and create community action?…
Indhold leveret af Innovative Leadership Institute. Alt podcastindhold inklusive episoder, grafik og podcastbeskrivelser uploades og leveres direkte af Innovative Leadership Institute eller deres podcastplatformspartner. Hvis du mener, at nogen bruger dit ophavsretligt beskyttede værk uden din tilladelse, kan du følge processen beskrevet her https://da.player.fm/legal.
Look at today’s biggest news story, and there’s a leadership lesson behind the headline. That’s what hosts Greg Moran and Maureen Metcalf see. Every Monday, they dig deep to uncover the leadership perspective in a top story from the last week. Discover how the news affects your leadership so you, too, will always be on the leading edge!
Indhold leveret af Innovative Leadership Institute. Alt podcastindhold inklusive episoder, grafik og podcastbeskrivelser uploades og leveres direkte af Innovative Leadership Institute eller deres podcastplatformspartner. Hvis du mener, at nogen bruger dit ophavsretligt beskyttede værk uden din tilladelse, kan du følge processen beskrevet her https://da.player.fm/legal.
Look at today’s biggest news story, and there’s a leadership lesson behind the headline. That’s what hosts Greg Moran and Maureen Metcalf see. Every Monday, they dig deep to uncover the leadership perspective in a top story from the last week. Discover how the news affects your leadership so you, too, will always be on the leading edge!
Hybrid work – the flexibility to work from both home and office – has become a determining factor in job candidates’ decisions on accepting your offer…right up there with salary, vacation time, and other benefits. So, Greg Moran says, leaders must be definitive about their policies on WFH vs RTO!
Boeing's latest problem -- a door popping off a 737 in flight -- has its roots in practices started before the current CEO took office. So who's to blame? As with all good leaders, the CEO is taking full responsibility instead of casting blame. When you're in charge, the onus for solving problems is on you, no matter where their roots are. It's nothing new -- remember Harry Truman's desk sign of "The Buck Stops Here"? -- but today's leaders can sure use a refresher!…
Last week's news from Davos contained an example of leadership vision that didn't get much mainstream coverage: Argentinian president Javier Milei's speech. Though his economic views are still in debate, Greg Moran found Milei's dedication to his vision a strong leadership lesson: do you believe in your company's vision strongly enough to share it far and wide, no matter how controversial? If not...…
Lloyd Austin made the big leadership news story last week. And it gives us a leadership lesson that's very nonpartisan: leaders MUST communicate! When the Secretary of Defense's staff doesn't communicate his absence to the Commander in Chief, it's a huge risk to the nation. Similarly, as Greg Moran points out, not communicating with your team puts your department or organization at risk.…
Last week's culmination of pressure on former Harvard University president Claudine Gay to resign presented a major leadership lesson for the rest of us: accountability is yours, whether you created it or not. Greg Moran admits it's not fair, but it IS part of the burden you bear when you work at the top. (And part of why it's lonely up there...) Want a completely different perspective on leadership accountability? Check out our podcast on conscious leadership with Raj Sisodia and Sudhanshu Palsule at https://www.podbean.com/ew/pb-f4fup-137bdce !…
CEO Niraj Shah's end-of-year e-mail last week to Wayfair staff generated all kinds of publicity -- but not the kind Wayfair wants. Shah may have had some good points, but they were lost in the form, timing, and target of his note. Greg Moran has pointers for other CEOs so they don't make the same mistakes...and, instead, engender followership on their teams. To learn about great ways to communicate effectively, check out our full-length interview with filmmaker Chris Nolan; that podcast is available at https://www.podbean.com/ew/pb-ngdbb-135f093 .…
Colorado says no; Michigan says yes. States are already deciding whether Donald Trump can be on their ballots. But yea or nay, Greg Moran wonders if they’re deciding too quickly. What’s the leadership lesson here? For one thing, when you’re making decisions or policies on an unprecedented situation, take the time to make that decision carefully, looking ahead to future implications. It’s similar to last week’s lesson from the three university presidents in Congress and their free speech policies. To learn more about how judges reason through their decisions, check out our sister podcast with a former Supreme Court justice of Canada at https://bit.ly/JudicialLeadership .…
When three university presidents danced around the limits of their free-speech policies last week, some glaring leadership lessons jumped out at Greg Moran. For one thing, think through the policies you create to make sure they won’t have unintended consequences down the road. It’s the old carpenter’s adage of “measure twice, cut once” applied to policy-making!…
Tech start-up darlings seem to be in a plague: every week, another firm that had dazzled investors goes belly-up...or in lifeless survival mode. The common problem amongst them? Greg Moran points out they had poor business plans or products that just couldn't handle today's economic headwinds. Greg shares lessons to learn so YOUR firm keeps the unicorn magic!…
One universal maxim for leadership: your team is watching you. As a leader, your followers emulate your behavior, not your words -- so your ethics and morality matter. In that light, Greg Moran comments on lessons to learn from the ouster of Representative George Santos from Congress last week.
In this week's episode, Greg Moran highlights missed opportunities due to the drama with Sam Altman and OpenAI last week, and what leadership lessons can be gained from the situation.
"When you leave a vacuum, you get a vacuum." In this week's episode, Greg Moran highlights the importance of setting clear cultural and ethical expectations within organizations, specifically identifying the leadership lesson of proactive culture shaping and its impact on workplace harmony.
There are a lot of lessons for leaders in the results of last week's elections. Chief among them: don't be out of touch with your constituency! Whether you're a politician or a CEO, Greg Moran observes that success means meeting your constituency where they are.
Another big tech "start-up" crumbled last week, and Greg Moran puts the failure here -- and on so many other tech shuttering tech firms -- squarely on the leadership. Whether it's the rockstar CEOs who walk away with millions while putting their employees on the unemployment line, or the start-up boards who don't hold them accountable, bad leadership is, sadly, all the rage in tech.…
The tactic of delegitimizing your competition is a sign of weak leadership: it leads to polarization, pausing any path to progress. As Greg Moran explains, from governments to corporate boards, chaos and regression are common results.
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