“Are You Comfortable Hiring Leaders … and Not Managers?” (Catherine Meloy)

Catherine Meloy, President & CEO, Goodwill of Greater Washington

 

Here’s what we asked Catherine:

  1. Some might say they’re confused by the question, “Are you comfortable hiring leaders … not managers.” – can you explain?
  2. How do good leaders bring out the best in their employees?
  3. The manager administers; the leader innovates.
  4. The manager is a copy; the leader is an original.
  5. The manager maintains; the leader develops.
  6. The manager focuses on systems and structure; the leader focuses on people.
  7. The manager relies on control; the leader inspires trust.
  8. The manager has a short-range view; the leader has a long-range perspective.
  9. The manager asks how and when; the leader asks what and why.
  10. The manager has his eye always on the bottom line; the leader has his eye on the horizon.
  11. The manager accepts the status quo; the leader challenges it.
  12. The manager is the classic good soldier; the leader is his own person.
  13. In the New York Times bestselling book, Fierce Leadership, by Susan Scott there is a quote you used when introducing the Leadership Breakfast…

“You will not single handedly cause or prevent success. Surround yourself with people who model accountability, ferocious integrity, personal authenticity, the capacity to connect with others at a deep level, sheer courage, and a commitment to champion the common good over narrow self-interest.”

 

Tips on attracting and retaining a remarkable staff?

“Conscious Leadership: How to Get Out of Your Own Way” (Alison Whitmire)

Alison Whitmire, CEO Coach at C-Lever

Here’s what we asked Alison:

  1. You’ve been coaching CEOs for more than 10 years now. When we use the term “conscious leadership,” what does that mean to you?
  2. Can you help us understand the difference between UNconscious and SUBconscious?
  3. You talk about “Engaging your observer self…”
  4. Does the unconscious help to get us what we WANT … or does it more often get in the way?
  5. Are we led by our unconscious mind?
  6. How can someone know if they’re being led by their unconscious?
  7. You talk about unconscious patterns…
  8. You help people “create more choices for themselves.” How do you mean?
  9. It seems you bring a unique perspective to the world of coaching. Can you share one of your success stories?
  10. You talk about “the unconscious in action”…
  11. We hear the term “be present” quite often. Is this the same as “being conscious?” And if so, how do we do that?
  12. What are your feelings on 360-degree reviews?
  13. In your TED Talk, you mention the “4 Ds” in receiving feedback…”
  14. What attributes must every great leader possess?
  15. On Linkedin, you say, “The #1 thing you should know about me: I ask a lot of questions. That’s how I get you to stretch your thinking. My job is to ask BETTER, SMARTER, TOUGHER questions – the types of questions that you haven’t thought to ask yourself, that CHALLENGE you to look beyond the obvious, that require courageous answers that reveal the unexpected.”
  16. Does every CEO need a coach?
  17. Tell us about your involvement with TEDx.
  18. In you TEDx talk, you mention, “Getting feedback on blindspots?”

“Built to Scale: How Top Companies Create Breakthrough Growth Through Exceptional Advisory Boards” (Marissa Levin)

Smart CEO Magazine Hall of Famer, Marissa Levin joined us in-studio to discuss her new book, Built to Scale: How Top Companies Create Breakthrough Growth Through Exceptional Advisory Boards

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Here’s what we asked Marissa to address:

  1. You say, “Culture and people fuel growth. Growth does not fuel culture.”
  2. Tell us about your “SCALE” framework.
  3. When you build your own advisory board, what surprised you?
  4. How does a board of advisors differ from a board of directors?
  5. How does advisory board selection differ from traditional employee hiring?
  6. Name 3 things every board member must possess.
  7. Aside from compensation, what motivates board members to stay active and engaged?
  8. As an international business, do you think one should have international members?
  9. How has your advisory board impacted your leadership skills?
  10. Talk to us about the importance of exit interviews.
  11. What size companies can benefit from advisory boards?
  12. What are some key strategies in picking your advisors?
  13. Do you look for matching talents, or perhaps pick those very different from the types of people you surround yourself with?
  14. How long should you plan to use advisory board, is it necessarily an ongoing thing?
  15. What about compensation for board members?
  16. How often should you meet? What is a structure for that?
  17. How do you “close” an advisory board?
  18. Are there elections from time to time?