May 19

Episode 75: Discovering Your Values and How You Want To Lead with Angie Chaplin

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In this week’s episode, Mike and guest Angie Chaplin cover the topic of how values affect leadership. This topic comes at a time when we see a large shift in the values of employees, influencing “The Great Resignation.” Angie explains to listeners how our individual values affect how each of us leads and ways to fuel a positive shift in the values of our organizations.
 

Angie Chaplin’s Biography

Angie Chaplin is a leadership consultant, speaker, educator, and facilitator. She is the founder and owner of Mindful Leadership, a leadership consulting practice.
 

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…

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Read The Transcript

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- Welcome back to the Get

Unstuck and On Target Podcast.

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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

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and individually back on

the relationships and people

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over revenue and profit.

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- So if you're seeing

that and you're working

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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,

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doing one-on-one coaching

with an individual leader,

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the conversation is to encourage them

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if they're comfortable doing

so talking to their supervisor,

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talking to their leader,

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not going into that conversation

with a list of problems,

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but proposing a viable solution

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that allows the organization

or that person's supervisor

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to be able to consider some options

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that they might not considered.

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One of the practices of

the leadership challenge

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that I talk about frequently

is challenge the process.

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And that's an opportunity

and an invitation,

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both at an individual level,

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as well as an organizational level.

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So as an individual, you know,

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they may need to challenge the process

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of how the organization

looks at productivity

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and looks at hours worked, you know,

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are you putting the emphasis

on time or on output?

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If you're looking at output,

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then that's monitored very differently

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than somebody who is paid by their time.

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So it's really kind of

reevaluating what that looks like

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and going into it with, you know,

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here's an opportunity,

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let's look at challenging

the process together.

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Organizationally, if I'm

working with, you know,

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the heads of a departments

or, you know, CEOs,

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it's inviting them to consider

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challenging their own processes.

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And rather than waiting for an employee

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or groups of employees to say, well,

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I'm not doing this anymore.

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I'm quitting.

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Be proactive and offer

more employee-friendly

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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)

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