The Learning Leader Show With Ryan Hawk Por arte de portada

The Learning Leader Show With Ryan Hawk

De: Ryan Hawk
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  • As Kobe Bryant once said, “There is power in understanding the journey of others to help create your own.” That’s why the Learning Leader Show exists—to understand the journeys of other leaders so that we can better understand our own. This show is full of learnings taught by world-class leaders—personal stories of successes, failures, and lessons learned along the way. Our guests come from diverse backgrounds—CEOs of multi-billion dollar companies, best-selling authors, Navy SEALs, and professional athletes. My role in this endeavor is to talk to the most thoughtful, accomplished, and intentional leaders in the world so that we can learn from them as we each create our own journeys.
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Episodios
  • 584: Craig Robinson - The "Must-Have" Qualities For Coaching Excellence, Becoming a Better Listener, Learning From a Legend, and Thanksgiving Dinner With a Young Barack Obama

    584: Craig Robinson - The "Must-Have" Qualities For Coaching Excellence, Becoming a Better Listener, Learning From a Legend, and Thanksgiving Dinner With a Young Barack Obama
    May 26 2024

    Our new book, The Score That Matters, is a USA Today Best-Seller!

    Buy it here: https://amzn.to/44HucGf

    Full show notes at www.LearningLeader.com

    Craig Robinson is the host of Ways to Win. He’s the executive director of the National Association of Basketball Coaches (NABC). From 2017-2020, he served as the VP of Player Development for the New York Knicks. Previously, he was a Division I head men’s basketball coach at Oregon State and Brown. He also is the brother of former First Lady Michelle Obama.

    Notes:

    • What Craig learned from Coach Pete Carill about recruiting: There is a sales element to it. And one of the most important skills to develop is to become a great LISTENER. Ask questions, listen, and ask more questions. Curiosity is the ultimate form of respect. Coach Carill won over Craig’s dad because he was curious. That’s a good lesson for all of us.
    • President Obama (Craig's brother-in-law) said Craig’s discipline and diligence enhanced his presidential campaign. “Craig doesn’t profess to know the specifics of politics the way he knows the X’s and O’s of basketball, but I think what he does understand is the need to wake up every morning doing your best and having a positive attitude. And him communicating that to me was always very helpful.”
    • When (future President) Barack Obama was dating Craig's sister (Michelle), he told their family at Thanksgiving dinner that he had aspirations and a plan to be the President of the United States. It seemed crazy at the time, but he made it happen.
    • What are the "must-have" qualities to be a coach on Craig's staff?
      • Connect with people
      • Lifelong learning
      • Curiosity
      • Fill in gaps (be strong where Craig is not)
      • Must be a good listener
    • What Craig looked for in a player when recruiting:
      • Baseline talent (table stakes)
      • 2-3 "bucket-getters"
      • High IQ
      • Flexible
    • After graduating from Princeton, where he played for Pete Carril and was twice named the Ivy League player of the year, Criag wanted to coach. Instead, he went to graduate school and succeeded in the financial world, including spending seven years as a vice president at Morgan Stanley Dean Witter. Then, he pivoted away and took an assistant job on Bill Carmody’s staff at Northwestern. That job eventually led Robinson to Brown, where in two seasons he overhauled the program with his work ethic, tough love, and relentless demands on his players. He put a dictionary in the locker room for players to look up the words he used, a tradition that has continued at Oregon State.
      • What made him not immediately go into coaching? Pete Craill telling him to get a real job. It’s amazing the influence the people we look up to can have on us.
    • Craig's fondest memory?
      • January 20, 2009. He went to President Obama's inauguration in Washington D.C. He then flew to a game on the west coast (as the head coach of Oregon State). And received a standing ovation from the visiting team's crowd as he walked out!
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    1 h y 5 m
  • 583: Jason Fried - Growing Without Goals, Earning An Investment From Jeff Bezos, Making Tough Decisions, Keys To A Great Partnership, Hosting Leadership Retreats, and Creating A Writing Practice

    583: Jason Fried - Growing Without Goals, Earning An Investment From Jeff Bezos, Making Tough Decisions, Keys To A Great Partnership, Hosting Leadership Retreats, and Creating A Writing Practice
    May 19 2024

    Our new book, The Score That Matters, is a USA Today National Best-Seller. Buy it here: https://amzn.to/3Qw9Mu0

    Full show notes at www.LearningLeader.com

    • Making decisions – Decisions aren't hard — it's the moments after that are. Whenever I make decisions, I don't think about now, I think about eventually. How will this feel then, maybe a year from now. When it's real, not raw. When the complications around the concern have cleared, and distance has done its job.
    • Goal setting - 37 Signals does not set long-term goals. Jason (as the CEO) helps set the direction and they work in six-week sprints.
      • Think, "What am I optimizing for?"
      • 37 Signals does not have a board of directors or advisors.
    • Is it more helpful to have a chip on your shoulder to prove someone wrong or to be motivated to prove your supporters right?
      • Both can be useful.
    • Keys to a great partnership? Jason works with his co-founder, David Heinemeier Hansson (a previous guest on The Learning Leader Show).
      • Mutual admiration
      • Have complementary skills (Jason is design, DHH is engineering)
    • A company is essentially two things: a group of people and a collection of decisions. How those people make these decisions is the art of running a business.
    • Maxims:
      • Decide what you’re going to do this week, not this year.
      • Whenever you can, swap “Let’s think about it” for “Let’s decide on it.”
      • Momentum fuels motivation.
    • Just ship it. You'll figure out what needs to be fixed as you go.
    • Mark Zuckerberg is coming into his own... There are lots of reasons for it. One of them (maybe)? He's working out, in great shape, fighting MMA style, and surrounding himself around others who are doing the same.
    • All leaders should have a writing practice. Hopefully, you don’t feel the need to send it to a lawyer or a comms team before publishing it or sharing it with the people you’re leading. Write like you talk. Write what’s in your head. Think about what you want to say, and say it.
    • You never know who is watching: Jeff Bezos sat in the front row for one of Jason’s keynotes and was so impressed that he asked to invest in his company. When you have the guts to put your thoughts and beliefs out into the world, it can work as a magnetic effect to attract people to you. It's refreshing to hear Jason talk about one of the core qualities he loves most about Jeff: he is overwhelmingly optimistic. The world is built by optimists.
    • You don’t create culture. It happens. A company's culture is a 50-day moving average. It's what you've been collectively doing as a company over the last 50 days. How do you treat people? Who have you hired (or fired) and why?
    • Company off-site events:
      • They do two per year (one in the United States, and one abroad).
      • Members of Jason's team meticulously design them.
      • One day of business followed by time for the team to hang out, do activities together, eat together, and bond.
    • Does Jason have plans to sell 37 Signals? "No, that would be the demise of the company."
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    1 h y 13 m
  • 582: Cal Newport - Obsess Over Quality, Create Time Freedom (like Benjamin Franklin), Limit Daily Goals, Work At a Natural Pace, & How To Be So Good They Can't Ignore You

    582: Cal Newport - Obsess Over Quality, Create Time Freedom (like Benjamin Franklin), Limit Daily Goals, Work At a Natural Pace, & How To Be So Good They Can't Ignore You
    May 12 2024
    Read our book, The Score That Matters https://amzn.to/44qxsph The Learning Leader Show With Ryan Hawk Full show notes at www.LearningLeader.com Notes on this conversation with Cal Newport (Obsess over quality). Jewel obsessed over the quality of her work so much that she turned down a 1m dollar offer (even while living out of her car) because she needed time to make her work excellent. Obsess over the quality of what you produce, even if this means missing opportunities in the short term. Leverage the value of these results to gain more and more freedom in your efforts over the long term.Benjamin Franklin – He hired David Hall to create time freedom. He needed time to think, time to experiment. He gave up money in the short term to gain time freedom to create something for the future. There’s no guarantee that it would pay off, but we all should think about how we can make investments that our future self would thank us for.Have fewer concurrent active projects. Instead of focusing on 10 things, focus on 2 or 3. Make it public. Share with your team. Be known as a leader who focuses on a few important objectives instead of 10 of them. Match your space to your work – Be in nature, Lin-Manuel Miranda wrote Hamilton in the Morris-Jumel Mansion, the oldest surviving house in Manhattan (served as headquarters for George Washington during the Battle of Harlem Heights, and home of Aaron Burr when he was Vice President), Neil Gaiman built a spartan, 8 sided writing shed that sits on low stilts and offers views on all sides of endless trees.Do Fewer Things: Limit Daily Goals – Cal learned this from his doctoral adviser at MIT. She was incredulous about Cal’s attempts to switch back and forth between multiple academic papers. She preferred to get lost in a single project at a time. Cal was convinced that the slowness of working on just one important thing per day would hold him back.Work at a Natural Pace Don’t rush your most important work. Allow it instead to unfold along a sustainable timeline, with variations in intensity over different timescales, and, when possible, executed in settings conducive to brilliance.Slow productivity emphatically rejects the performative rewards of unwavering urgency. Grand achievement is built on the steady accumulation of modest results over time, and you should give your efforts the breathing room and respect required to make them part of a life well lived, not an obstacle to it. Obsess over Quality By focusing intensely on the small number of activities that matter most to our jobs, you can find both the motivation and justification for slowness.Improve your taste. It’s in the uneasy distance between our taste and our ability that improvement happens – aka in our drive to meet our own high standards.To combat the potential paralysis of perfectionism, think about giving yourself enough time to produce something great, but not unlimited time–focus on creating something good enough to catch the attention of people whose taste you care about but relieve yourself of the need to forge a masterpiece.Gather with people who share similar professional ambitions. When you combine the opinions of multiple practitioners, more possibilities and nuance emerge, and there’s a focusing effect that comes from performing for a crowd. It’s easy to mistake “do fewer things” for “accomplish fewer things” – but this understanding is backward. We work roughly the same number of hours each week regardless of the size of our task lists. Having more commitments simply increases the hours lost to overhead tax – the coordinating activities, such as meetings and email, needed to manage what’s on your plate. The pandemic “zoom apocalypse,” in which many knowledge workers found themselves in Zoom meeting all day long, was caused in part by reaching a state in which overhead tax crowded out almost any time to actually complete tasks.Doing fewer things, in other words, makes us better at our jobs–not only psychologically but also economically and creatively. The Overhead Tax – A key property of overhead tax is that it tends to expand to fill as much time as it’s provided. So long as a project is something that you’ve committed to, and it’s not yet complete, it will tend to generate a continual tax in the form of check-in meetings, impromptu email conversations, and plain old mental space.Knowledge workers have no agreed-upon definition of what “productivity” actually means–incredibly unusual compared to other areas of our economy. Lacking a precise definition they defaulted to a crude approximation: pseudo-productivity – using visible activity as a proxy for useful professional accomplishment. Cal argues that the current burnout crisis is due, in part, to the combination of pseudo-productivity with more recent advances in mobile computing and digital communication that made unlimited work available at all times in all places. The result was an ...
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    57 m
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This is the best podcast. Regardless of who you are or where you’re at in life, you’ll absolutely find incredible value. Literally every episode shared ways to just be a better person overall. And Ryan asks meaningful, impactful questions that drive to tactical approaches that we can actually use. Very grateful for him and this show.

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