Rising Tide Leadership Podcast

Leaders are Resilient (Ep. 78)

Leaders are Resilient (Ep. 78)

Summary

In this episode of the Rising Tide Leadership Podcast, Scott and Mo discuss the importance of accountability in leadership. They use the movie 'Civil War' from the Marvel franchise as an analogy to highlight the conflicts that arise when there is a lack of accountability. The conversation is divided into three key actions: leading by example, taking responsibility, and holding others accountable. They emphasize the importance of leaders setting the tone of accountability and creating a culture of trust and collaboration. They also discuss the role of feedback and continuous communication in maintaining accountability.

 

Keywords

 

accountability, leadership, leading by example, taking responsibility, holding others accountable, trust, collaboration, feedback, communication

 

Takeaway

• Leading by example is the foundation of accountability. When leaders model the behavior they expect from their team, it sets a powerful standard and creates a culture of trust.
• Taking responsibility for one's actions and outcomes reinforces the need to be reliable and dependable. It enhances a leader's credibility and strengthens overall leadership.
• Holding others accountable ensures that everyone is contributing to the team's success and maintains a high level of performance. It should be done from a place of support and encouragement, rather than punishment.
• Regular feedback and open communication are essential in holding others accountable. Leaders should create a safe space for open communication and provide constructive feedback to motivate individuals to take ownership of their performance.
• Leaders should set clear goals and expectations, regularly check in with their team members, and foster a culture of responsibility and continuous improvement.
• Accountability starts with the leader. By embodying accountability in their leadership, leaders create a ripple effect that influences the entire team and builds a culture of trust and integrity.

Special Guest: CW4 (Ret.) Dave Morphis (Ep. 77)

Summary

 

In this episode of the Rising Tide Leadership Podcast, host Mo interviews his friend Dave, a retired Chief Warrant Officer from the United States Army. They reminisce about their time in the Army and discuss the role of a Chief Warrant Officer. Dave shares his journey from enlisting in the Army Reserves to becoming a Warrant Officer specializing in food service. He explains the unique position of Warrant Officers as specialists in their chosen fields, advising commanders and keeping them out of trouble. Dave also shares a funny story about a deployment where soldiers were fed nothing but chili dogs for several meals. 

 

Overall, the conversation provides insights into the life and responsibilities of a Chief Warrant Officer in the Army. David Morphis shares his experiences working as a logistics officer in Northern Iraq and the challenges of being away from his family during his wife's labor. He emphasizes the importance of finding value in everyone and learning from their experiences. He also discusses the influence of his father and wife in shaping him as a person of influence. 

 

David recommends the books '12 Rules for Life: An Antidote to Chaos' by Jordan Peterson and 'David Copperfield' by Charles Dickens. He encourages listeners to strive to be better and uplift those around them.

 

Takeaways

 

• A Chief Warrant Officer in the Army is to be a specialist in a chosen field and advise commanders.
• Warrant Officers manage specific areas, such as food service, and ensure the commander's decisions align with regulations and best practices.
• Army deployments can last for extended periods, with soldiers spending months in a foreign country before returning to the United States.
• The Army Reserves have a different mobilization process than the active duty Army, with reservists going to a mobilization site before deployment.
• Deployments can involve challenging and dangerous situations, but soldiers find ways to cope and maintain communication with their families.
• Humor and camaraderie play a significant role in soldiers' experiences, even in difficult situations like being fed only chili dogs for multiple meals. Find value in everyone and learn from their experiences.
• The influence of family members, such as fathers and spouses, can shape a person's character.
• Read books like '12 Rules for Life: An Antidote to Chaos' and 'David Copperfield' to gain wisdom and inspiration.
• Strive to be better and uplift those around you.

 

Sound Bites

 

• "An entire training organization of 2,000-3,000 soldiers was fed only chili dogs for about four meals."
• "It was the best deployment I ever had, mainly because of those four months working with the special forces."
• "We all have those staples of influence and shifting influences."
• "You can overcome just about all obstacles. You just have to stick with something."
• "There's a lot of wisdom in organizing yourself before you try to organize others."

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Books Mentioned in the Show

12 Rules for Life: An Antidote to Chaos, by Jordan Peterson

David Copperfield, by Charles Dickens

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Leaders are Resilient (Ep. 76)

Summary

 

In this episode of the Rising Tide Leadership Podcast, Scott and Dr. Michael David Morales discuss the topic of resilience. They start by sharing the story of Ari Dickey, a former knuckleball pitcher in Major League Baseball, who faced numerous roadblocks and challenges throughout his career. The conversation then delves into the importance of understanding resilience and how it can fundamentally change the way leaders approach challenges. They explore strategies and practices for building resilience, such as reflection, mindfulness, and continuous learning. The episode concludes with a discussion on applying resilience and the role of vulnerability in inspiring others.

Main Takeaways

 

1. Resilience is not just about bouncing back, but about growing through challenges.
2.  Leaders need to understand resilience and its importance in navigating uncertainties and inspiring their teams.
3. Building resilience requires reflection, mindfulness, and continuous learning.
4. Leaders can apply resilience by fostering an environment of support and encouragement, and by sharing their own stories of facing and overcoming challenges.
5.  Resilience is a catalyst for transformation and growth, both personally and within organizations.
6. It starts with vulnerability 

Top Quotes From MO

 

"Resilience isn't just about bouncing back. It's about growing through what you actually go through."

"Building resilience is like strengthening a muscle. It requires consistent effort, the right exercises, and sometimes a little bit of guidance."

"Resilience is not just a theoretical concept. It's something that we deal with every day. It's about lived experience."

 

Books Mentioned in the Show

A Long Walk to Freedom by Nelson Mandela

I Am Malala, by Malala Yousafzai

Whenever I Wind Up by R.A Dickey

Special Thanks To:

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Change Management (Ep. 75)

Episode 75 - Change Management Summary

 

In this episode, Scott and Mo discuss change management and its importance in the workplace. They highlight the need for leaders to encounter challenges, build resilience, and foster open communication. They emphasize the importance of recognizing opportunities and engaging employees in the change process. The hosts also encourage leaders to be proactive and continuously evaluate and refine their approach to change management. They conclude by emphasizing the need for leaders to be open to change and drive positive change within their organizations.

3 Ways to Deal with Change Management

 

1. Focus on encountering challenges. 

• Change can disrupt the status quo 
• Change can create resistance among employees. 
  • If you're not encountering challenges, then you're not leading. 
• Look for the unexpected
• Get out in front of challenges and be ready to work them out
• Resilience
  • What is going on in your company?
  • How can you work amidst those challenges? 
  • How can you build that resilience within your team that is going to be vital for navigating change effectively? 
• Be adaptable.
  • Are you ready to adapt quickly to change? 
  • Are you ready to bounce back from the setbacks? 

 

BOOK: The Leadership Challenge: How to Make Extraordinary Things Happen in Organization, by Kouzes and Posner. 

 

“The only way you're going to get good is to get good”. 

• Don't baby your people. 
• Build resiliency in your team. 
• Leaders think challenges are opportunities.
• Foster open communication. 
  • Open up - Be honest
  • Allow team members to express within the team and to one another their concerns. 
  • Be part of expressing those concerns 
• Change presents opportunities for innovation and for growth. 

 

How do you recognize opportunities? 

• Focused on the things that can be used as a learning moment or a teaching moment. 

2. Focus on Engaging Employees.

• The “Buy-in” - John Maxwell's The 21 Irrefutable Laws of Leadership
• To be an effective leader, you need to create a buy-in of ownership for your people. 
  • Empower team members 
    • To contribute ideas
    • Give those solutions 
    • Foster a sense of ownership
    • Create commitment

 

BOOK: Made in America, by Sam Walton

 

3. Encourage Pro-activists 

• Your people are only going to be proactive if you allow them to be proactive. 
• Continuous evaluation and refinement of our approach to change is going to ensure ongoing success. 

 

QUESTIONS: 

• What are the things that are worth evaluating in your business? 
• What are your feedback mechanisms? 
• Are you giving your people a way to tell you the things that are going good and bad?
• Do you have an open door policy? 
• Are you making it better in your workplace? 

 

MO’s Final Thoughts:

You need to be the most open person in the room when it comes to change management. It is so easy for us as leaders to tell other people that they need to be open to change. When in reality, leaders, it's really us that's not open to change. Don't get upset with your people. Help them and redirect them to where they're supposed to be. Change is what you need to be about. Leaders are all about change. 

 

As we talk about encountering challenges, engaging employees, encouraging proactiveness, you know, who's in charge of all that? You are in charge of that as the leader. You're the person who is responsible both for the productivity of your company and specifically for your team. So leaders, remember, it's about embracing opportunity because that's going to bring you to growth and innovation and your people are going to jump onto that process. And when it comes to leadership, you are the one that drives those processes.Give your people the best opportunity to succeed. The way you do that  is to get in front and be ready to deal with that change management.

Amazon Book Link:

The Leadership Challenge: How to Make Extraordinary Things Happen in Organization, Kouzes and Posner - https://a.co/d/aO2WW5M 

 

21 Irrefutable Laws of Leadership, John Maxwell - https://a.co/d/72MPij0 

Made in America, Sam Walton - https://a.co/d/aUgPpSs 

 

Special Thanks To:

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Work it out by LiQWYD https://soundcloud.com/liqwyd 

Creative Commons — Attribution 3.0 Unported — CC BY 3.0 

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Leaders Create a Clear Vision (Ep. 74)

Episode 74 - Leaders Create a Clear Vision 

 

A clear vision does more than just set a destination. It inspires, motivates, and provides a sense of purpose essential for any team's success. 

Point 1: Articulate the Vision Clearly and Passionately

 

• Not just about what the goals are but why they matter. 
• Use inspiring and relatable language, ensuring that every team member can see how their work contributes to the bigger picture.
• Make the vision feel tangible, so every individual understands their role.

 

Making it Make Sense:

• Embrace Simplicity. 

• Articulate ideas in the simplest terms possible. 
• Boil down complex concepts into their essence. 

1. Engage in Active Listening.

• Communication is a two-way street. 
• Listen to the team's feedback. 

• Adapt to your audience. 

• Every team member has a unique background, learning style, and perspective. 

Point 2: Align the Vision with Team Values and Goals

 

• The vision should be in harmony with the team's values and goals. 
• Engage the team in discussions about the vision, incorporating feedback and making adjustments.
• When people feel they have a stake in the vision, their commitment and motivation skyrockets.

 

Key Strategies of Motivation

1. Be Transparent: 

• Share the vision with your team, including potential roadblocks. This will build trust and prepare them mentally for the challenges ahead.

2. Celebrate Small Wins: 

• Acknowledging and celebrating the progress made can boost morale and keep everyone motivated.

3. Keep the Mission Front and Center: 

• Regularly remind your team of the bigger picture. Why are you doing what you're doing? What impact will it have on the world? This can help to reignite passion and commitment, even when the going gets tough.

 

Point 3: Keep the Vision at the Forefront

• Consistently remind your team of the vision, celebrating progress towards it and recalibrating when necessary. 
• Helps to maintain momentum, even when challenges arise. 
• Provides the resilience teams need to push through obstacles. 

 

BOOK: "Making Vision Stick" by Andy Stanley's

 

• vision needs to be reiterated across various platforms and mediums—team meetings, emails, company newsletters, and one-on-one conversations. 
• Weave the vision into the fabric of the organization's communication so that it remains top of mind.
• Demonstrate its relevance to each team member's daily work, connecting the dots between the work individuals do and the broader vision of the organization. 

 

Practical Ways to Keep Vision at the Forefront: 

• Understand the vision yourself. 

• Before you can convince anyone of anything, you need to be a believer.

• Dive deep into the why behind your company's goals. 

•  Communicate effectively and often. 

• Communication is key in any relationship.

• Find opportunities to remind your superiors of the original vision in your regular reports, meetings, or casual conversations. 

• Use real-life examples to highlight how current projects or decisions align with that vision.

• Be a bridge. 

• Use your unique position to bridge this gap. 
• Share feedback from your team and customers that reinforce the vision.
• Show how the day-to-day work contributes to the grand goal.

1. Lead by example. 

• Actions speak louder than words. 
• Show your commitment to the vision 

Mo’s Final Thoughts:

 

Mo: Leaders create and sustain a clear vision. Make sure that you have a clear vision. If it’s a mist in the pulpit, it is a fog in the pew. Align your vision with the values and goals and help your team understand them. You always have to keep the vision at the forefront. Every day, get up and do something that will get you closer to the goal.   

 

Amazon Book Link:

21 Irrefutable Laws of Leadership, John Maxwell - https://a.co/d/72MPij0 

Making Vision Stick, Andy Stanley - https://a.co/d/cuevuOo 

 

Special Thanks To:

––––––––––––––––––––––––––––––

Work it out by LiQWYD https://soundcloud.com/liqwyd 

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Special Guest - Dr. Lem Usita (Ep. 73)

Episode 73: Special Guest - Dr. Lem Usita

 

Summary:

In this episode of the Rising Tide Leadership Podcast, host Mo interviews Dr. Lem Usita, an entrepreneur and leadership expert. They discuss Dr. Lem's leadership experience and how he defines leadership. They also explore the obstacles he has faced in his leadership roles and how he overcame them. Dr. Lem shares his early influences and the catalyst for his intentional leadership development. He emphasizes the importance of mentorship and surrounding oneself with a supportive team. The episode concludes with Dr. Lem's recommended reading list and his final thoughts on leadership.

 

Takeaways:

• Leadership is not easy and comes with challenges and obstacles that must be faced and overcome.
• Surrounding oneself with a supportive team and mentors is crucial for personal and professional growth.
• Leadership development requires self-reflection and a willingness to address weaknesses and areas for improvement.
• Reading books on leadership and learning from other leaders can provide valuable insights and strategies for effective leadership.

Facing Obstacles:

• Every leadership role has its dark side.
• Organizational culture. 
  • Sometimes you jump into a role and there were other people in that role before you
  • Others tell you how to do things
  • Lack of resources
  • Inherit problems

• It’s a cop out to blame the organization for the obstacles. As the leader, it's my responsibility to lead the organization no matter what situation they're in. 
• I need to know what my weaknesses are and I need to shore up my weaknesses in order to lead this organization. 
• The responsibility is on the leader.

 

“If I am not leading well or if I don't lead these folks well, it impacts their family, it impacts their kids. And it might even impact the generation.”

• When you start thinking and reading and researching and studying leadership, then you're able to:
  • Change your behavior
  • Change your practices
  • Change your habits 

• Every leader can teach you those two things:
  • Things that you want to do
  • Things you don't want to do

• Surround yourself with people:
  • Mentors
  • Those who walk alongside you 
  • Business resources
    • CPA, Attorney, etc 

 

Lem’s Final Thoughts: 

Lead out of who you are. You lead out of your personality, you lead out of your history, you lead out of your family sculpture, family of origin stuff, you lead out of your trauma and pain, you lead out of your weaknesses, and you lead out of your strengths. And if you're not doing the work of getting to know yourself, you're not growing your effectiveness as a leader, you just aren't. And so it takes courage and humility to do this work—to become better because it's facing yourself and making some huge changes and that takes courage and humility to lead yourself so that you can lead and be effective as a leader. 

 

Amazon Book Link:

Power vs. Force: The Hidden Determinants of Human Behavior, Daivd Hawkins. - https://a.co/d/03N27ma 

 

Unreasonable Hospitality: The Remarkable Power of Giving People More than They Expect, Will Guidara - https://a.co/d/eyo9HqM 

 

Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Mak e the Competition Irrelevant, Roger Wayne, W. Chan Kim, Renee Mauborgne - https://a.co/d/hYOjpmg

48 Laws of Power, Robert Greene - https://a.co/d/eP3VELJ 

 

Special Thanks To:

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Work it out by LiQWYD https://soundcloud.com/liqwyd 

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Three Pillars of Emotional Intelligence (Ep. 72)

Episode 72 - Three Pillars of Emotional Intelligence

 

EQ - navigating the complex inner interpersonal dynamics, inspiring, motivating teams and making really sound decisions that are based on emotional awareness. 

 

Three Pillars of Emotional Intelligence:

1. Self -awareness
2. Empathy
3. Relationship management

 

• Self-Awareness:

• Leaders are self -aware. 
  • involves understanding emotions, strengths, weaknesses, values, goals.
  • recognize different triggers, biases, limitations to regulate their emotions effectively and make more and better informed decisions.
• Leadership is not really about who you're supervising, more of a matter of how you are getting better. 
  • listening to other men and women who are smarter or wiser
  • you can't start the self -awareness process on your own 

 

QUESTION: Are you self -aware? 

• Reach out to other people
• Ask them, “Am I self -aware?” 

 

• Empathy

• Leaders are empathetic. 
  • attuned to emotions and perspectives of their team members
  • fosters trust, collaboration, and effective communication 
  • creates a supportive work environment where individuals feel valued and understood.
• Leaders have to live in the feelings and emotions realm
• A leader that doesn't care is not going to be a leader for long. 

 

BOOK: 21 Irrefutable Laws of Leadership, John Maxwell 

• Your people need to know that you care about them before you can lead them. 

 

QUESTION: What kind of vulnerability do you have with your people? 

QUESTION: Who are the people in your life that can speak into your life and do it freely?

 

• The last thing that you should ask your people at the end of every meeting or every conversation with them is, how can I help?
  • that is your job⸺ to help other people to solve problems. 
  • Metaphor: When sitting across from somebody I supervise, what does it take for me to move to their side of the table? 

 

• Leaders are Relational 

 

• Relationship management involves leveraging your own self -awareness and empathy to cultivate a positive relationship with each of the people on your team.
  • More influence with others 
    • Emotionally intelligent leader excels at:
      • Conflict resolution. 
        • Prioritize open communication, constructive feedback, empower team members to succeed. 
        • Foster a culture of trust, loyalty, and productivity within their organizations.
      • Relationship Management Skills
        • Communicating clearly 
        • Listening actively
        • Cooperation
        • Stay away from social pressure 
        • Do conflict in a constructive manner. 
        • Seek help when needed

 

BOOK: Emotional Intelligence 2 .0, _____

 

QUESTION: What does it take for you to express your feelings to others? 

 

ASSESSMENTS:  

• Gallup Strengths Finder. 
• DISC Profile

 

• Leaders need to know themselves and be self -aware of both their strengths, and their personality 

MO’s Final Thoughts

The key differentiator is a genuine commitment to continuous self -improvement. It's about you getting better, not about making your people better. You're not there to work on your people. Work on yourself. The emotionally intelligent leader is going to be humble enough to acknowledge his or her own shortcomings and actively seek feedback from others. Invest time and effort into developing these emotional intelligence skills. Read the books. Hang out with the right people. Take the assessments. Practice it. Seek out people that can help you. Those who prioritize their own growth, are going to be the ones that set a positive example for their teams. And they're going to create a culture that values emotional intelligence at all levels of the organization.

 

Amazon Book Link:

21 Irrefutable Laws of Leadership, John Maxwell - https://rb.gy/1cysf8 

Emotional Intelligence 2.0, - https://rb.gy/jfp53n 

 

Special Thanks To:

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Work it out by LiQWYD https://soundcloud.com/liqwyd 

Creative Commons — Attribution 3.0 Unported — CC BY 3.0 

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Leading in the Remote (Ep. 71)

Episode 71: Leading in the Remote

 

• Culture is amplified

• Culture is the heartbeat of any organization
• Remote work doesn't mean sacrificing the heartbeat - the key lies in intentional cultivation
• Define culture clearly and consistently, communicate it across all channels, and align hiring practice 
• Bad news needs to be delivered in person
• Keep it personal and personable

 

ARTICLE: “The Telephone is the Instrument of the Devil”, Marika Ehrenkrona

 

BOOK: Telecommunications: Yesterday and Today, Peter Anderson 

 

• We need to embrace new communication no matter what it is

 

QUESTION: Am I embracing the changes in culture and am I using that to shape the culture of my own team?

 

1. Communication is appreciated 

 

• Communication is the lifeblood of remote teams
• Beyond these tools, it's about fostering an environment where open dialogue is encouraged, where every team member feels heard and valued
• Do not blur the boundaries of the people that you supervise. 
  • Respect the boundaries of the people you are leading

 

BOOK: Boundaries, Henry Cloud

 

• It is your job to set boundaries in your own life and help the people that you supervise do the same.

 

• Clarity is achieved 

 

• You as a leader need to be proactive in addressing issues and provide clear guidelines
• Create channels for reporting misconduct
• Promoting empathy, and understanding among the team members can prevent misunderstandings. 
• Create a virtual workspace where everyone feels safe, supported, and empowered to do their best work
• It's up to you to be communicative - clarity begins with you. 
• “If it is a mist in the pulpit, it is a fog in the pew” - If it’s not clear, it is your fault.

 

QUESTION: Do you know your strengths? Do you know what you're good at? Do you know your personality? Do you know who's extroverted and introverted? 

 

• Good clarity breeds a great team 
• Have clarity and to bring clarity to your teams 

 

MO’s Final Thoughts:

Leadership is not about commanding from the top, but it's about empowering from within. If you want to empower your people in the remote world, you can do so. Stop complaining. Leaders need to learn how to lead in the remote. Leaders, the culture is up to you, the communication is up to you, the clarity is up to you. And when you take full responsibility for those, you are going to start building an incredible team and people are going to want to be on your team.

 

Amazon Book Link:

Boundaries, Henry Cloud - https://rb.gy/724kik 

 

Special Thanks To:

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Work it out by LiQWYD https://soundcloud.com/liqwyd 

Creative Commons — Attribution 3.0 Unported — CC BY 3.0 

Free Download / Stream: https://bit.ly/l_work-it-out

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Leaders Take Care (Ep. 70)

Episode 70: Leaders Take Care

 

Point 1: Address the Need for Wellbeing

 

• 70% of Americans feel that the nation doesn't care for them, and 38% are considering moving abroad due to concerns about their human rights. (American Psychological Association)
• Gallup's "State of the Global Workplace" report reveals that 57% of U.S and Canadian workers experience regular stress, impacting their performance and satisfaction. 
• Leaders need to understand the real costs of workplace stress.
• Leaders set goals. 
• Writing out goals solidifies them. 

Point 2: Promote Wellbeing in Your Team Culture

 

• Leaders should always be promoting wellbeing within their organizations. 
  • Foster a culture of empathy and support, 
  • Provide resources and programs to help employees manage stress 
  • Recognize employees who are happy and healthy are more engaged and likely to perform at their best.

• When it comes to work life balance, you as the leader have to lead the way. 
  • Take care of your people and take care of yourself. 

 

BOOK: (Walsh, Bill; Jamison, Steve; Walsh, Craig. The Score Takes Care of Itself: My Philosophy of Leadership (pp. 215-216). Penguin Publishing Group. Kindle Edition)

 

QUESTIONS:

• Are you practicing that self care right now?
• What do you need to do to change so that you are better ready to serve those who follow you?

 

Unhealthy Workplace:

• You need to get out
• Start making an extra strategy now
• Or you will be in the exact same spot

• If the people above you are not taking care of your well-being now, they are not going to do so in the future. 
• Don't be the problem. 
  • How do you know whether you are doing things the right way or not? 
  • Ask the people that you are leading.

 Perception vs. Reality:

• People say they want to take care of themself, but don’t do it. 
• Have a standard for yourself. 

 

Point 3: Make Wellbeing a Priority Now

 

• Leaders must know the importance of making wellbeing a top priority. 
• Collaborate and develop strategies and policies that prioritize employees' wellbeing.
• Find strategies to help people feel better about what they do. 

 

Practical Tips:

• You need to take a day off. 
  • step away from your phone and anything else that distracts you from letting your mind rest. 
  • if you don't, you are never going to be fully replenished your energy level. 

 

ARTICLE: Productivity Tips – Be More Productive With Less Effort, Brian Tracy

 

BOOK: “How I Raised Myself from Failure to Success in Selling”, by Frank Betcher. 

• Self Organization Day

 

“A rising tide lifts all boats”.

 

MO’s Final Thoughts:

Make this the time in your life you put forth a plan to take care of your well-being. Then invite those around you to be part of the process. When you do this, you will have a friend for life. 

 

Amazon Book Link:

The Score Takes Care of Itself: My Philosophy of Leadership, by Bill Walsh, Dick Hill, Craig Walsk, Steve Jamison - https://a.co/d/3jmnubU 

 

How I Raised Myself from Failure to Success in Selling, by Frank Betcher. - https://a.co/d/7FPwhs8 

Special Thanks To:

––––––––––––––––––––––––––––––

Work it out by LiQWYD https://soundcloud.com/liqwyd 

Creative Commons — Attribution 3.0 Unported — CC BY 3.0 

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Convo with a Champion: Coach Candace Moats, IWU Volleyball (Ep. 69)

Episode 69: A Conversation with a Champion 

Special Guest: Candace Motes, Indiana Wesleyan University Women's Volleyball Head Coach

 

• Won the NAIA National Championship.
• Every person has a different philosophy and there's no two leadership philosophies that are exactly the same. 

 

Background Information:

• When did you start coaching? 
  • I got into volleyball and it took me to an opportunity to go play at the University of Nebraska Omaha.
  • That's where I became knowledgeable as a coach in a sense being a player around great coaches
  • I Wasn't thriving in that culture at all and it was becoming more of a heartache for me So I left and went to a Christian University.
• What made you want to be a coach?
  • Assistant Coach for the team I played on and enjoyed it
  • Was recommended to take over as my college coach left. 
  • Coaching peers - “One of the hardest things that I did”
    • “When God calls  you to something and you, even if fear, go towards it, it changes your life.” 
  • Coached at Alma Mater for 10 years before coaching in Indiana. 
• How long have you been in your current position at Indiana Wesleyan?  
  • Coaching at Indiana Wesleyan for 22 years
  • There's been hardships, there's been growth, but overall it's been a great experience for me.

 

Team Background:

• How did you feel going into this season? Did you know that this was going to be the season? 
  • No, I didn't. 
  • There were lessons learned from each individual. 
    • But for me personally, I did not have the trust that I needed.
    • Didn’t see this team for the potential that they had. 
    • I was very critical,  skill set wise, 
  • The grind of continuing to have the vision of what it took to get to the highest level and going through that journey.
  • Chasing little goals

 

•  What do you think contributed to this being the championship winning season?
  • Focused on Building Culture
  • Adjusted practices to reflect this priority 
  • Brought in a mindset coach
  • Took an international trip
    • The value of being uncomfortable
    • Doing something together
    • Serving 
  • Recruited great players

 

Facing Obstacles:

• Not always just players and their drama
• Coaches can bring in obstacles too 
• Injuries
• Keep the mindset in a positive direction
• Helping our culture stay together
• Understanding roles

Who is someone who has really influenced your leadership?

• Debbie Brown from Notre Dame. 
• John Dunning from Stanford.
• Ruth Nelson - Olympian coach  
  • https://www.theartofcoachingvolleyball.com/profile-ruth-nelson/
  • Has really shown me to stay in it till  you don't have a passion anymore, but don't leave because you're believing lies that tell you that you should be done and do something different.

 

BOOK: “Starts with Why”,  by Simon Sinek. 

 

Coach Candace’s Final Thoughts: 

Don't be afraid to change your thoughts. Don't be afraid. First of all, for young coaches, don't try to be anybody else that you think you should be. I have to be who I am. And I have to be who God created me to be. And I have to be the person that he wants me to be influencing in the moment that I'm in. But then, as you continue to go, continue to stay grounded in, “I can change, and I can make changes.” 

 

Amazon Book Link:

Start With Why, Simon Sinek - https://a.co/d/1SQnw4G 

Special Thanks To:

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