Angie Chaplin’s Biography
In This Episode, You’ll Learn…
- How to discover your values
- What leadership looks like in different situations and environments
- How your values and the values of your organization affect your leadership
- How world events change the values of people and organizations
- The possible consequences of when the values of organizations, leaders, and employees don’t align
- Ways that leaders can challenge an organization’s values and bring forth positive change
- What The Leadership Challenge is and why it’s so effective
Quotables
- “Values for me are the essential elements, kind of the building blocks of who and how we live out what’s most important to us.”— Angie Chaplin
- “I see leadership as being universal, that how we lead ourselves is how we lead in business, how we lead our families, how we lead our organizations, our volunteer work, all of the different environments where we find ourselves, we have the opportunities to exhibit leadership.”— Angie Chaplin
- “When we’re guided by our internal values, that’s leading ourselves from the inside out. And then allowing our behavior to align with those values that then has an impact on our relationships, whether that’s business or personal.”— Angie Chaplin
- “There are many organizations that I consult with who understand the importance of having values, but fall short of the importance of demonstrating those values.”— Angie Chaplin
- “We need to put our emphasis organizationally and individually back on the relationships and people over revenue and profit.”— Angie Chaplin
Links & Resources Mentioned…
- Angie’s LinkedIn – https://www.linkedin.com/in/angiechaplin/
- Angie’s Email – angie@angiechaplin.com
- Angie’s Website – https://www.angiechaplin.com/
- The Leadership Challenge: https://www.leadershipchallenge.com/
- Leadership Challenge Workshop: Facilitator’s Guide, https://www.wiley.com/en-gb/The+Leadership+Challenge+Workshop,+Facilitator’s+Guide-p-9780787978396
Don’t Miss an Episode!
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- Welcome back to the Get
Unstuck and On Target Podcast.
00:00:13.140 --> 00:00:15.370
I'm Mike O'Neill with Bench Builders
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and we help business leaders like you
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solve the tough people
and process problems
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that may be slowing your company's growth.
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Joining me today is Angie Chaplin.
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Angie is the founder
of Mindful Leadership,
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a consulting practice grounded
in leadership research
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and guided by mindful behavior.
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Angie is a certified master
for the leadership challenge
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and a contributing author
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to the "Leadership Challenge
Facilitator's Guide."
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It's Angie's work with
clients to help them identify
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and daily live out their values
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that we'll be focusing on today.
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Welcome Angie.
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- Thank you.
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I'm happy to be here, Mike.
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I'm glad it worked out.
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- I'm glad it worked out as well.
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Our centers are leaders
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and it just kind of begs the question.
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If you're gonna be an effective leader,
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values, we hear that batted around.
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How do you define the term value?
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- Values for me are
the essential elements,
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kind of the building blocks
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of who and how we live out
what's most important to us.
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So I think Brene Brown talks about them
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as fundamental truths,
as really our core being,
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our internal compass,
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are some of the ways
that I talk about values.
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- The context in which we'll be discussing
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would be probably more
in a business setting.
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However, values.
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They should be the same regardless
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if we're talking about a business setting
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or personal, is that correct?
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- Yes, yes, absolutely.
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And I see leadership as being universal,
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that how we lead ourselves
is how we lead in business,
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how we lead our families, how
we lead our organizations,
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our volunteer work, all of
the different environments
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where we find ourselves,
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we have the opportunities
to exhibit leadership.
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And as I talk more and
more about leadership,
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even in corporate settings,
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it's about leadership
at the individual level.
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Because it rolls up.
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It impacts, it starts at the bottom,
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but feeds its way up towards the top.
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And when we're guided
by our internal values,
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that's leading ourselves
from the inside out
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and then allowing our behavior
to align with those values
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that then has an impact
on our relationships,
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whether that's business or personal.
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- You know, as we're talking here,
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I'm trying to envision
how this would apply
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in different settings.
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One thought is that we have listeners
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who are business owners
and as business owners,
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they have a direct opportunity
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to be clear on what their
values are and make sure
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that the values of their
organization are aligned.
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Now, it's not different
when you're working
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for a larger organizations,
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but have you found that
clarity about values
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both at the personal level
and the organizational level,
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is that important?
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- Very important.
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In fact, there's research
in the leadership challenge
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by Jim Kouzes and Barry Posner
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that identifies the correlation
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between clarity of personal values
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and clarity of organizational values.
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When an individual has clarity on both,
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they know who they are,
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they know who the organization
that they are working for,
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what they stand for.
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That increases the level of
commitment to the organization.
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When there is a disconnect
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between an individual
leader's personal values
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and that lack of clarity on
the organizational values,
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a leader can still be
committed to their work
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because it aligns with who they are.
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There are many organizations
that I consult with
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who understand the
importance of having values,
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but fall short of the importance
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of demonstrating those values.
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For example, walk into many organizations
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and you'll see posters
or signs or pictures
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or something that
expresses what they value.
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If you stop to ask an employee
walking down the hallway,
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tell me how the work you do aligns
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with company XYZ's values?
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And they won't have an
understanding what those values are
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or the role that they play
in helping the company
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live those out.
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I think therein lies a
fantastic opportunity
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for growth organizationally,
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but also with an individual leader
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knowing how they align and
how they connect their values
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to the organizations.
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- So imagine that you're
talking to the key leader
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of an organization and in your
informal or formal survey,
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you found that the average
person you spoke to
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really could not articulate
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what those organization's values are.
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They may be on the wall,
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but they couldn't really articulate that.
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How do you, in working
with key leadership,
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how do you kinda address that
and help them gain clarity
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and alignment when it
comes to those values?
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- A lot of that I'll try to start
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with where the organization is.
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So in that scenario,
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I would want to get a better understanding
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of what led into the development
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of those corporate values.
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- Right?
- Maybe it's a time
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to revise them, you know,
values do shift over time,
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especially we're seeing a lot
of that shifting happening
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as a result of the changing workplace,
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values that has stood the
test of time pre-COVID
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are now probably shifted to some degree,
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whether the word has changed itself
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or whether the behavior
that aligns with that value
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has shifted or changed.
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So I would want to understand
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from a due diligence perspective,
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how did you create these values?
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What were some of the inspiration
behind using these values
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as part of a corporate
brand package or identity?
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And if there really isn't
an understanding of, well,
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why do you have these values,
then it's probably time
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to redo a values assessment,
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talk with the board members,
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talk with the executive team members
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and whether that's formally or casually
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get a understanding from
a customer's perspective.
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Why do you do business with this company?
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Putting out values or
picking the right words
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to serve as values should
be an intentional process.
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It shouldn't be looking at a list of words
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and saying, oh, I like
this word and this word
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and this word and this word and this word,
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let's make those our values.
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Those are very superficial.
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They don't capture the
power of an organization
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or an organizational leader living into
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and exemplifying those values.
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- You mentioned in our
conversation thus far,
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both the word value and the behavior,
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how those values were kind of acted out.
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- Right.
- And it sounded to me
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is that you're putting more emphasis
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on the behavior than the actual words.
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- I wouldn't say there's more emphasis.
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I would say that the
behavior is observable.
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So when I see a leader behave
or act in a certain way
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or make a decision,
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it should exemplify, because I can see it,
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so it should tell me
that what I'm observing
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is a value in action.
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It becomes probably the
tangible outcome of a value
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within the organization
when I'm able to see
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what that behavior of an
individual looks like.
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- You know, I maybe
toggling back and forth
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from a different perspectives.
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Another perspective would be that employee
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that you just kind of ask,
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what is your understanding
of the corporate values
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and just listen to what
they might would say.
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It's that behavior you're describing.
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They may not know the exact word choice,
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but they know it when they see it.
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Is that a fair statement?
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- Absolutely. Absolutely.
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- You made an interesting
comment and that is COVID,
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and you're saying that COVID
has had a profound impact.
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We know it has on the workplace.
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How might have COVID affected
values for an organization
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or an individual?
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- It was last summer,
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I think it was July or early August
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that I was attending an event
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in Des Moines, Iowa,
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and commented to a colleague
that I had been working with,
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how there's going to be a
significant impact of individuals
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readjusting and having
to realign when they go
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from the luxury of working from home
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or being able to find what works for them
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in terms of work/life integration.
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And then for organizations
who thought perhaps
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that it might go back
to pre-COVID normalcy,
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whatever that looked like.
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You know, as a leader if a
person had the opportunity
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to spend more time working from home,
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spending time, doing
what's important to them,
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maybe working an hour here,
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putting their kids down for a nap
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and then working some more,
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and then having had that
period of adjustment,
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then being asked to shove all that aside
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and return to a more regimented
eight to five work schedule.
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There's going to be a mismatch of values
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and as research and stories
and data is telling us now
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that's a big part of the great resignation
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or the great reshuffle or the
great re whatever we call it,
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the great something is happening.
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And the people that I
have worked with have said
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it's because they were able to rediscover
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and live into their
values to a higher degree
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when they had greater
control over those actions
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and behaviors and decisions.
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When called to return to a workplace
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that was not willing to offer flexibility
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or the degree of autonomy
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that a leader might have
experienced during COVID,
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that's where the problems start to become.
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And leaders are choosing
their morals and their values
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and their relationships with themselves,
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but also with the people around them,
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the people that they
care about over money,
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over the revenue,
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and it's really getting back to,
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we need to put our
emphasis organizationally
00:12:37.160 --> 00:12:42.160
and individually back on
the relationships and people
00:12:43.930 --> 00:12:46.740
over revenue and profit.
00:12:46.740 --> 00:12:48.173
- So if you're seeing
that and you're working
00:12:48.173 --> 00:12:53.173
with your clients, how do you
advise them to up that game?
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In what ways can they do so?
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- As an individual leader,
if I'm working, you know,
00:13:00.720 --> 00:13:04.380
doing one-on-one coaching
with an individual leader,
00:13:04.380 --> 00:13:08.380
the conversation is to encourage them
00:13:08.380 --> 00:13:12.190
if they're comfortable doing
so talking to their supervisor,
00:13:12.190 --> 00:13:14.800
talking to their leader,
00:13:14.800 --> 00:13:19.800
not going into that conversation
with a list of problems,
00:13:20.400 --> 00:13:24.360
but proposing a viable solution
00:13:24.360 --> 00:13:29.360
that allows the organization
or that person's supervisor
00:13:30.670 --> 00:13:33.150
to be able to consider some options
00:13:33.150 --> 00:13:35.870
that they might not considered.
00:13:35.870 --> 00:13:39.230
One of the practices of
the leadership challenge
00:13:39.230 --> 00:13:43.880
that I talk about frequently
is challenge the process.
00:13:43.880 --> 00:13:48.250
And that's an opportunity
and an invitation,
00:13:48.250 --> 00:13:50.480
both at an individual level,
00:13:50.480 --> 00:13:53.040
as well as an organizational level.
00:13:53.040 --> 00:13:55.030
So as an individual, you know,
00:13:55.030 --> 00:13:56.980
they may need to challenge the process
00:13:56.980 --> 00:14:00.660
of how the organization
looks at productivity
00:14:00.660 --> 00:14:03.560
and looks at hours worked, you know,
00:14:03.560 --> 00:14:07.290
are you putting the emphasis
on time or on output?
00:14:07.290 --> 00:14:09.560
If you're looking at output,
00:14:09.560 --> 00:14:12.270
then that's monitored very differently
00:14:12.270 --> 00:14:16.800
than somebody who is paid by their time.
00:14:16.800 --> 00:14:21.800
So it's really kind of
reevaluating what that looks like
00:14:22.780 --> 00:14:25.450
and going into it with, you know,
00:14:25.450 --> 00:14:26.710
here's an opportunity,
00:14:26.710 --> 00:14:29.650
let's look at challenging
the process together.
00:14:29.650 --> 00:14:31.990
Organizationally, if I'm
working with, you know,
00:14:31.990 --> 00:14:36.100
the heads of a departments
or, you know, CEOs,
00:14:36.100 --> 00:14:38.940
it's inviting them to consider
00:14:38.940 --> 00:14:41.300
challenging their own processes.
00:14:41.300 --> 00:14:43.920
And rather than waiting for an employee
00:14:43.920 --> 00:14:46.500
or groups of employees to say, well,
00:14:46.500 --> 00:14:48.070
I'm not doing this anymore.
00:14:48.070 --> 00:14:49.560
I'm quitting.
00:14:49.560 --> 00:14:54.560
Be proactive and offer
more employee-friendly
00:14:56.000 --> 00:15:00.210
and employee-centric working arrangements,
00:15:00.210 --> 00:15:02.470
whatever that might mean.
00:15:02.470 --> 00:15:06.950
And acknowledging that
employees have choice.
00:15:06.950 --> 00:15:09.140
They have a choice of where they work,
00:15:09.140 --> 00:15:12.383
especially in today's setting.
00:15:13.270 --> 00:15:17.560
They need to be aware that those employees
00:15:17.560 --> 00:15:21.580
have and deserve to have high expectations
00:15:21.580 --> 00:15:26.580
for feeling that they are well-respected
00:15:26.730 --> 00:15:30.420
and well-compensated
whether that's financially
00:15:30.420 --> 00:15:33.983
or in terms of flexibility
member of that team.
00:15:35.520 --> 00:15:39.070
- Angie in my introduction
I mentioned that not only
00:15:39.070 --> 00:15:42.890
are you a certified master in this program
00:15:42.890 --> 00:15:44.440
called the leadership challenge,
00:15:44.440 --> 00:15:47.680
you've also was a contributor
to the facilitator guide.
00:15:47.680 --> 00:15:50.700
For those who don't know about
the leadership challenge,
00:15:50.700 --> 00:15:53.010
can you give us a little
bit feel for it please?
00:15:53.010 --> 00:15:54.380
- Yes, absolutely.
00:15:54.380 --> 00:15:56.120
The "Leadership Challenge"
00:15:56.120 --> 00:16:00.090
is the most widely-researched
leadership book
00:16:00.090 --> 00:16:01.240
available on the market.
00:16:01.240 --> 00:16:06.240
It is built on almost 40
years worth of research
00:16:08.170 --> 00:16:13.170
into what makes leaders effective enough
00:16:14.860 --> 00:16:17.750
that we want to follow them.
00:16:17.750 --> 00:16:21.200
So it looks at what
are the characteristics
00:16:21.200 --> 00:16:22.890
of admired leaders?
00:16:22.890 --> 00:16:26.610
What do leaders do behaviorally
00:16:26.610 --> 00:16:30.660
that make us want to
fall in line with them
00:16:30.660 --> 00:16:33.850
and to support them
and to want to struggle
00:16:33.850 --> 00:16:36.773
for shared aspirations with them.
00:16:38.710 --> 00:16:42.040
Those decades of research
led to the creation
00:16:42.040 --> 00:16:43.950
of the leadership challenge model,
00:16:43.950 --> 00:16:46.550
which is built on the five practices
00:16:46.550 --> 00:16:48.490
of exemplary leadership.
00:16:48.490 --> 00:16:51.660
I mentioned one of them
challenge the process,
00:16:51.660 --> 00:16:54.200
all five are model the way,
00:16:54.200 --> 00:16:57.490
inspire a shared vision,
challenge the process,
00:16:57.490 --> 00:17:01.690
enable others to act
and encourage the heart.
00:17:01.690 --> 00:17:04.360
And those practices are universal.
00:17:04.360 --> 00:17:07.030
I mentioned several times,
00:17:07.030 --> 00:17:09.700
individually as well as organizationally,
00:17:09.700 --> 00:17:14.260
but they are also consistently
shown to be proven
00:17:14.260 --> 00:17:18.650
that the more often
leaders exemplify behaviors
00:17:18.650 --> 00:17:21.850
consistent with those five practices,
00:17:21.850 --> 00:17:26.683
the more effective they are in
managing their relationships.
00:17:27.760 --> 00:17:30.780
- Of the five, in your experience,
00:17:30.780 --> 00:17:34.080
which of the five do individuals
00:17:34.080 --> 00:17:37.450
and organizations struggle with the most?
00:17:37.450 --> 00:17:40.210
- And this is my experience,
00:17:40.210 --> 00:17:43.080
but it's also based on the
data and the research as well,
00:17:43.080 --> 00:17:46.840
inspire a shared vision is an area
00:17:46.840 --> 00:17:51.450
where organizations and leaders struggle,
00:17:51.450 --> 00:17:56.270
which tells us that
there's a great opportunity
00:17:56.270 --> 00:18:00.860
to work on the ways that
we are forward looking,
00:18:00.860 --> 00:18:02.980
how are we visionary?
00:18:02.980 --> 00:18:07.360
How are we focusing on
what's new, what's next?
00:18:07.360 --> 00:18:11.290
What can we anticipate as well as
00:18:11.290 --> 00:18:15.130
rather than laying out a plan and saying,
00:18:15.130 --> 00:18:17.010
here's what we're gonna
do, you need to do this.
00:18:17.010 --> 00:18:18.470
You need to do this.
00:18:18.470 --> 00:18:23.100
That is very different from
inspiring a shared vision,
00:18:23.100 --> 00:18:27.350
where an employee sees where we're going,
00:18:27.350 --> 00:18:32.350
but also has the flexibility
and independence to say,
00:18:32.830 --> 00:18:36.360
here's how I can help us get there.
00:18:36.360 --> 00:18:41.030
We use Martin Luther King
Jr.'s I Have a Dream speech
00:18:41.030 --> 00:18:46.030
as a classic example of
inspiring a shared vision.
00:18:46.300 --> 00:18:50.580
And what we mention is
that Martin Luther king Jr.
00:18:50.580 --> 00:18:53.680
didn't stand up and say I have a plan
00:18:53.680 --> 00:18:57.360
for how we're going to
address racial injustices.
00:18:57.360 --> 00:19:01.690
He inspired a shared vision,
00:19:01.690 --> 00:19:06.090
of dreams and aspirations and hopes,
00:19:06.090 --> 00:19:09.590
and used imagery and visuals
00:19:09.590 --> 00:19:12.723
and all the effective
communication techniques
00:19:12.723 --> 00:19:17.723
that we have come to
appreciate and lean into
00:19:17.980 --> 00:19:21.700
when we need to be
inspirational and persuasive.
00:19:21.700 --> 00:19:26.080
So inspiring a shared
vision is the practice
00:19:26.080 --> 00:19:29.510
of all five that research tells us
00:19:29.510 --> 00:19:31.700
is an area of growth and opportunity
00:19:31.700 --> 00:19:34.203
for leaders as well as organizations.
00:19:35.086 --> 00:19:36.650
- You know, it's just three words,
00:19:36.650 --> 00:19:40.410
but I can see why those
three words are challenging,
00:19:40.410 --> 00:19:42.933
inspire a shared vision.
00:19:43.790 --> 00:19:46.843
Each of those, I know you break 'em down,
00:19:47.810 --> 00:19:50.010
the example you gave
with Martin Luther King
00:19:50.010 --> 00:19:55.010
and his ability to use words
and pictures to inspire-
00:19:57.380 --> 00:19:58.720
- Right.
- People.
00:19:58.720 --> 00:20:01.530
People from all walks of
life to look at something
00:20:01.530 --> 00:20:03.910
maybe with a fresh set of eyes.
00:20:03.910 --> 00:20:07.000
That's a great illustration of it.
00:20:07.000 --> 00:20:07.833
You know, Angie,
00:20:07.833 --> 00:20:10.320
as I understand you started your practice
00:20:10.320 --> 00:20:13.670
Mindful Leadership, how long ago was that?
00:20:13.670 --> 00:20:16.180
- We launched in October of 2020.
00:20:16.180 --> 00:20:17.040
- Mm.
00:20:17.040 --> 00:20:18.690
So I really, I love the name
00:20:18.690 --> 00:20:23.321
of your practice, Mindful Leadership.
00:20:23.321 --> 00:20:24.154
- Right.
00:20:24.154 --> 00:20:26.780
- Can you elaborate on why
you chose those two words
00:20:26.780 --> 00:20:28.190
to describe your practice?
00:20:28.190 --> 00:20:29.050
- Absolutely.
00:20:29.050 --> 00:20:31.500
Well, obviously I started my company
00:20:31.500 --> 00:20:36.240
during COVID during
the grand year of 2020.
00:20:36.240 --> 00:20:39.200
I also launched Mindful Leadership
00:20:40.080 --> 00:20:44.850
after rediscovering my values and leaning
00:20:44.850 --> 00:20:48.380
into my personal leadership practices
00:20:48.380 --> 00:20:50.920
during recovery from alcohol addiction.
00:20:50.920 --> 00:20:55.920
And when I entered an intensive
outpatient treatment program
00:20:57.050 --> 00:21:01.520
for alcohol addiction in February of 2020,
00:21:01.520 --> 00:21:05.050
I was using counseling and group therapy
00:21:05.050 --> 00:21:08.030
and substance abuse one-on-one sessions
00:21:08.030 --> 00:21:11.470
to help me stay grounded in my recovery.
00:21:11.470 --> 00:21:16.470
40 days later, COVID put a halt
to those in-person services
00:21:16.970 --> 00:21:21.970
and not wanting to go back
to the decades of struggle
00:21:22.160 --> 00:21:24.550
that I had just been through,
00:21:24.550 --> 00:21:28.500
I leaned into any resource
that I could think of
00:21:28.500 --> 00:21:30.460
to stay grounded in my recovery.
00:21:30.460 --> 00:21:34.520
And those were the five practices
of exemplary leadership,
00:21:34.520 --> 00:21:36.650
but more specifically,
00:21:36.650 --> 00:21:41.300
rediscovering my values
and knowing what the points
00:21:41.300 --> 00:21:46.030
of my inner compass are then
making conscious decisions
00:21:46.030 --> 00:21:48.010
about aligning my behaviors.
00:21:48.010 --> 00:21:53.010
So the mindful aspect
was really about choosing
00:21:53.570 --> 00:21:58.360
and being intentional about
my actions and my behaviors.
00:21:58.360 --> 00:22:02.680
Leadership is what saved my life.
00:22:02.680 --> 00:22:07.680
And I have shared my story with
Jim Kouzes and Barry Posner,
00:22:08.090 --> 00:22:10.360
the authors of the Leadership Challenge,
00:22:10.360 --> 00:22:12.780
many times as well as you know,
00:22:12.780 --> 00:22:15.930
speaking publicly about my experiences
00:22:15.930 --> 00:22:19.060
using personal leadership as a way
00:22:19.060 --> 00:22:21.550
to keep me moving forward in recovery.
00:22:21.550 --> 00:22:24.460
And when it came to naming my company,
00:22:24.460 --> 00:22:27.500
I took the two elements that had gotten me
00:22:27.500 --> 00:22:29.940
where I was in October of 2020.
00:22:29.940 --> 00:22:32.650
And that was mindful, mindful work,
00:22:32.650 --> 00:22:34.910
mindfulness and leadership.
00:22:34.910 --> 00:22:37.493
And that's what led to Mindful Leadership.
00:22:38.400 --> 00:22:41.670
- A perfect marriage of those two.
00:22:41.670 --> 00:22:46.670
It speaks to you in a
deep and meaningful way.
00:22:47.090 --> 00:22:49.180
You know, one of the things in a keeping
00:22:49.180 --> 00:22:51.880
with our podcast theme
I would like to ask,
00:22:51.880 --> 00:22:54.370
if you'd be willing to
share maybe an example
00:22:54.370 --> 00:22:57.760
where perhaps you or a client got stuck
00:22:57.760 --> 00:23:00.653
and when stuck, what did
it take to get unstuck?
00:23:01.520 --> 00:23:04.460
- I can tell you that being stuck
00:23:04.460 --> 00:23:07.640
in active alcohol addiction for 10 years
00:23:08.610 --> 00:23:13.610
is the result of being
unclear of who I was.
00:23:15.870 --> 00:23:20.870
And I spent a lot of
time identifying myself
00:23:22.180 --> 00:23:24.220
in the roles that I played.
00:23:24.220 --> 00:23:28.810
So rather than knowing who is Angie,
00:23:28.810 --> 00:23:33.810
it was Angie as a mom,
Angie as an HR director,
00:23:34.770 --> 00:23:38.200
Angie as an executive team leader,
00:23:38.200 --> 00:23:42.920
Angie as a community
member, community volunteer,
00:23:42.920 --> 00:23:44.560
it was all the roles.
00:23:44.560 --> 00:23:46.810
And all of a sudden,
00:23:46.810 --> 00:23:48.890
I didn't know who I was anymore
00:23:48.890 --> 00:23:51.980
and tried to fill that confusion
00:23:51.980 --> 00:23:56.280
or forget that confusion with substances
00:23:56.280 --> 00:24:01.280
that would ultimately lead
to nearly losing my life
00:24:01.700 --> 00:24:06.700
and understanding as part
of that recovery process,
00:24:06.850 --> 00:24:11.680
that values are the way
to find myself again.
00:24:11.680 --> 00:24:15.890
And I led myself through a values exercise
00:24:15.890 --> 00:24:18.400
that is part of the leadership challenge
00:24:18.400 --> 00:24:23.240
and realized that as I saw my five values
00:24:23.240 --> 00:24:25.560
laid out on the cards in front of me
00:24:26.880 --> 00:24:30.480
and my five are love, growth, connection,
00:24:30.480 --> 00:24:32.330
gratitude, and wellbeing.
00:24:32.330 --> 00:24:34.580
As I saw those five words
laid out in front of me,
00:24:34.580 --> 00:24:37.990
I knew that alcohol had
no place in keeping me
00:24:37.990 --> 00:24:39.970
grounded in my values.
00:24:39.970 --> 00:24:44.970
And those values have
continued to guide me
00:24:45.117 --> 00:24:49.170
in choosing the projects
that I invest my time
00:24:49.170 --> 00:24:53.060
and energy in, looking
at what types of courses
00:24:53.060 --> 00:24:54.240
I want to develop,
00:24:54.240 --> 00:24:59.240
what types of stories and
articles and eventually books
00:25:00.710 --> 00:25:04.100
that I want my story to be part of.
00:25:04.100 --> 00:25:08.100
And being of values-based leader
00:25:08.100 --> 00:25:11.397
is really at the heart
and soul of all of 'em.
00:25:12.605 --> 00:25:15.070
- You mentioned a 10-year battle
00:25:15.070 --> 00:25:18.340
and not to say the battle
is over by any means.
00:25:18.340 --> 00:25:22.823
Did you recognize 10 years
ago that you had an issue?
00:25:24.600 --> 00:25:28.770
- Oh, it started how many of the stories
00:25:28.770 --> 00:25:33.260
that I've heard from other
leaders in long term recovery
00:25:33.260 --> 00:25:38.040
where when we struggle with
anything, life, you know,
00:25:38.040 --> 00:25:42.090
life throws us a curve ball
that we weren't expecting.
00:25:42.090 --> 00:25:45.280
If we don't have
effective and healthy ways
00:25:45.280 --> 00:25:47.130
to cope through that,
00:25:47.130 --> 00:25:50.500
then it becomes very
tempting to turn to alcohol.
00:25:50.500 --> 00:25:54.150
You know, let's face it,
our society, our workplaces,
00:25:54.150 --> 00:25:58.203
our culture glamorizes alcohol.
00:25:59.187 --> 00:26:02.130
It's a part of life in general.
00:26:02.130 --> 00:26:06.870
And so having that easy
access, having that glamor,
00:26:06.870 --> 00:26:11.240
so to speak, of an addictive
substance makes it easy
00:26:11.240 --> 00:26:14.970
to turn to that as a way
to numb what we're feeling
00:26:14.970 --> 00:26:17.560
or to escape from feeling kind of
00:26:17.560 --> 00:26:20.420
the yucky aspects of stress.
00:26:20.420 --> 00:26:25.420
I thought it was normal to
use alcohol as a way to cope.
00:26:25.860 --> 00:26:30.860
I quickly learned that
it was becoming a problem
00:26:33.450 --> 00:26:36.030
on my relationships, on my marriage,
00:26:36.030 --> 00:26:41.030
I was married at the time, on
my productivity, on my family.
00:26:44.010 --> 00:26:47.810
It had no place in me essentially
00:26:47.810 --> 00:26:51.400
being and becoming the
leader that I meant to be.
00:26:51.400 --> 00:26:54.360
So what started as kind of a normal,
00:26:54.360 --> 00:26:56.660
hey, it's five o'clock somewhere.
00:26:56.660 --> 00:27:00.110
Let me take the edge off
with a glass of wine.
00:27:00.110 --> 00:27:05.110
Eventually became three
bottles of wine daily.
00:27:05.280 --> 00:27:09.170
And that of course is what led
00:27:09.170 --> 00:27:13.780
to nearly life-altering circumstances.
00:27:13.780 --> 00:27:15.460
- Thank you for sharing that.
00:27:15.460 --> 00:27:16.293
- Absolutely.
00:27:17.520 --> 00:27:20.070
- As we kind of reflect
on what we've discussed,
00:27:20.070 --> 00:27:24.110
the kind of the central theme was values.
00:27:24.110 --> 00:27:25.720
What are they?
00:27:25.720 --> 00:27:28.080
How do you identify them?
00:27:28.080 --> 00:27:29.900
If you conclude that your behavior
00:27:29.900 --> 00:27:33.850
or your organization's
behavior does not align
00:27:33.850 --> 00:27:37.960
with that, what should
be done to address that?
00:27:37.960 --> 00:27:41.020
And you've spoken both
from a personal standpoint
00:27:41.020 --> 00:27:44.550
and from a leadership standpoint.
00:27:44.550 --> 00:27:48.460
You've also shared how you're
using the leadership challenge
00:27:48.460 --> 00:27:50.450
when you're working with clients
00:27:50.450 --> 00:27:54.810
and you have kind of woven
into your personal story
00:27:54.810 --> 00:27:58.623
where there's some very specific
lessons that you learned.
00:27:59.540 --> 00:28:03.370
And as you kind of reflect
on our conversation,
00:28:03.370 --> 00:28:05.770
what kind of things do you wanna make sure
00:28:05.770 --> 00:28:08.050
our listeners hear?
00:28:08.050 --> 00:28:10.313
And what do you want
those takeaways to be?
00:28:11.886 --> 00:28:16.390
- For me, the foundation
is knowing who we are
00:28:16.390 --> 00:28:17.750
and what we stand for.
00:28:17.750 --> 00:28:20.670
And that, again, goes back to our values.
00:28:20.670 --> 00:28:24.000
I would challenge
listeners to ask themselves
00:28:24.000 --> 00:28:25.663
what do they stand for?
00:28:26.800 --> 00:28:31.800
It's typical and it's common
to perhaps know what those are,
00:28:34.190 --> 00:28:37.110
but be unable to articulate them.
00:28:37.110 --> 00:28:42.110
And that's where the invitation
to explore values coaching,
00:28:42.370 --> 00:28:46.890
or values assessments,
or values work shops
00:28:46.890 --> 00:28:49.990
is a great place to start.
00:28:49.990 --> 00:28:53.380
That can look like a
variety of different things.
00:28:53.380 --> 00:28:54.460
You know, there are books.
00:28:54.460 --> 00:28:57.993
If people want to buy a book on values,
00:28:58.920 --> 00:29:00.670
you know, Mary Gentile has one
00:29:00.670 --> 00:29:02.520
called "Giving Voice To Values"
00:29:02.520 --> 00:29:05.650
and there's multiple ways to do it.
00:29:05.650 --> 00:29:07.790
If working one on one with a coach
00:29:07.790 --> 00:29:11.410
seems to be a valid
opportunity, that's available.
00:29:11.410 --> 00:29:15.060
There's a wide array of
actions that can be taken
00:29:15.060 --> 00:29:19.330
toward identifying and
clarifying one's values.
00:29:19.330 --> 00:29:23.250
Of course the emphasis
has to be on taking action
00:29:23.250 --> 00:29:26.190
to leverage those resources.
00:29:26.190 --> 00:29:31.190
But I wholeheartedly
believe and am living proof
00:29:31.260 --> 00:29:34.083
that it starts with knowing our values.
00:29:35.150 --> 00:29:38.338
- You know, you mentioned that
it's one thing to know it,
00:29:38.338 --> 00:29:42.270
but then the taking action
part has to come into play.
00:29:42.270 --> 00:29:43.630
- Right.
- Do you find
00:29:43.630 --> 00:29:46.480
individuals and organizations
sometimes struggle
00:29:46.480 --> 00:29:49.570
with they know what they need to do,
00:29:49.570 --> 00:29:51.620
but they struggle with actually doing it.
00:29:53.790 --> 00:29:54.790
- Yes and no.
00:29:54.790 --> 00:29:57.870
I think once they know,
00:29:57.870 --> 00:30:00.760
so once they know what their values are,
00:30:00.760 --> 00:30:02.690
then it becomes a little bit easier
00:30:02.690 --> 00:30:05.900
to develop an action plan.
00:30:05.900 --> 00:30:10.900
And so for me I use leadership
growth action plans or LGAP.
00:30:13.060 --> 00:30:17.280
And then the LGAP is really
what creates that mindfulness
00:30:17.280 --> 00:30:20.270
or that intentionality around, okay,
00:30:20.270 --> 00:30:25.270
here are my values and nowhere do I see
00:30:25.470 --> 00:30:28.053
my behaviors connecting.
00:30:29.010 --> 00:30:34.010
There is the content
to be fed into an LGAP.
00:30:34.230 --> 00:30:37.830
And then by monitoring the
LGAP and looking at, okay,
00:30:37.830 --> 00:30:41.570
what are the regular actions
that you're taking daily,
00:30:41.570 --> 00:30:46.510
weekly, monthly, to increase
the deliberate actions
00:30:46.510 --> 00:30:47.850
that you're taking?
00:30:47.850 --> 00:30:52.320
And that intentionality
around making some changes,
00:30:52.320 --> 00:30:54.480
that's really where the
rubber meets the road,
00:30:54.480 --> 00:30:59.172
and where the true results
are going to be found.
00:30:59.172 --> 00:31:02.022
- Is there anything else you'd
like to add as a takeaway?
00:31:03.290 --> 00:31:08.290
- Lean into understanding who we are
00:31:08.460 --> 00:31:12.160
is the greatest gift
we can give ourselves?
00:31:12.160 --> 00:31:12.993
- Hmm.
00:31:13.900 --> 00:31:14.733
Hmm.
00:31:14.733 --> 00:31:15.770
Very well said.
00:31:15.770 --> 00:31:16.700
- Thank you.
- You've actually said
00:31:16.700 --> 00:31:20.330
quite a bit that I think
is very noteworthy.
00:31:20.330 --> 00:31:22.410
I am convinced there
will be people listening
00:31:22.410 --> 00:31:24.390
to this podcast, watching this podcast
00:31:24.390 --> 00:31:26.280
who want to learn more.
00:31:26.280 --> 00:31:29.113
What's the best way for
people to connect with you?
00:31:29.970 --> 00:31:32.490
- I am active on social media.
00:31:32.490 --> 00:31:37.490
So LinkedIn is a great way
to see what I've posted.
00:31:38.680 --> 00:31:43.360
I'm a regular contributor
of information and articles
00:31:43.360 --> 00:31:45.160
and stories on LinkedIn.
00:31:45.160 --> 00:31:49.260
My website is www.angiechaplin.com.
00:31:51.570 --> 00:31:55.300
And I have my upcoming events posted there
00:31:55.300 --> 00:31:58.290
as well as some background information
00:31:58.290 --> 00:32:03.280
and simply finding me on
Facebook, on Instagram,
00:32:03.280 --> 00:32:06.430
other, Twitter, I'm active on Twitter.
00:32:06.430 --> 00:32:08.040
So one way or another,
00:32:08.040 --> 00:32:09.930
if someone wants some more information,
00:32:09.930 --> 00:32:11.483
I'm pretty easy to find.
00:32:12.320 --> 00:32:14.130
- So we're gonna make sure we include
00:32:14.130 --> 00:32:17.830
those ways to reach out
to you in the show notes.
00:32:17.830 --> 00:32:19.050
- Perfect.
00:32:19.050 --> 00:32:20.580
- Angie this has been a real pleasure
00:32:20.580 --> 00:32:21.950
to spend time with you.
00:32:21.950 --> 00:32:23.530
We're recording this in the afternoon.
00:32:23.530 --> 00:32:26.130
Thank you for a portion of your afternoon
00:32:26.130 --> 00:32:28.250
with me and with our listeners.
00:32:28.250 --> 00:32:29.570
- Yes, my pleasure, Mike.
00:32:29.570 --> 00:32:31.110
Thank you.
00:32:31.110 --> 00:32:34.000
- I also wanna thank our
listeners for joining us today.
00:32:34.000 --> 00:32:35.940
We upload the latest episode weekly
00:32:35.940 --> 00:32:38.120
to all the major platforms.
00:32:38.120 --> 00:32:40.710
So if you haven't
already, please subscribe.
00:32:40.710 --> 00:32:43.120
I got a question for you.
00:32:43.120 --> 00:32:44.480
Actually two.
00:32:44.480 --> 00:32:47.010
Is your company growing quickly?
00:32:47.010 --> 00:32:48.180
Are you worried that you don't have
00:32:48.180 --> 00:32:50.240
the right people and processes in place
00:32:50.240 --> 00:32:52.540
to handle the increased workload?
00:32:52.540 --> 00:32:55.050
If yes, please talk.
00:32:55.050 --> 00:32:57.690
Let's get on a phone call,
00:32:57.690 --> 00:33:01.130
head to bench-builders.com
to schedule a quick call.
00:33:01.130 --> 00:33:03.940
We'll explore ways to help you
solve those nagging problems
00:33:03.940 --> 00:33:07.560
so you can scale faster and scale smarter.
00:33:07.560 --> 00:33:09.620
So I wanna thank you for joining us,
00:33:09.620 --> 00:33:12.030
and I hope you've picked
up some tips from Angie
00:33:12.030 --> 00:33:15.690
that will help you get
unstuck and on target.
00:33:15.690 --> 00:33:16.630
Until next time.
00:33:16.630 --> 00:33:19.213
(upbeat music)