The Learning Leader Show With Ryan Hawk Podcast Por Ryan Hawk arte de portada

The Learning Leader Show With Ryan Hawk

The Learning Leader Show With Ryan Hawk

De: Ryan Hawk
Escúchala gratis

Obtén 3 meses por US$0.99 al mes + $20 crédito Audible
As Kobe Bryant once said, "There is power in understanding the journey of others to help create your own." That's why the Learning Leader Show exists—to understand the journeys of other leaders so that we can better understand our own. This show is full of learnings taught by world-class leaders—personal stories of successes, failures, and lessons learned along the way. Our guests come from diverse backgrounds—CEOs of multi-billion dollar companies, best-selling authors, Navy SEALs, and professional athletes. My role in this endeavor is to talk to the most thoughtful, accomplished, and intentional leaders in the world so that we can learn from them as we each create our own journeys.Learning Leader LLC 062554 Economía Exito Profesional Gestión Gestión y Liderazgo
Episodios
  • 663: Priya Parker - The Art of Gathering with Purpose: Power, Preparation, Magical Questions, and the Psychology of Bringing People Together

    663: Priya Parker - The Art of Gathering with Purpose: Power, Preparation, Magical Questions, and the Psychology of Bringing People Together
    Nov 24 2025
    Go to www.LearningLeader.com for full show notes Join tens of thousands of leaders pursuing excellence: https://ryanhawk.kit.com/profile This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My guest: Priya Parker is a master facilitator, conflict resolution expert, and author of the bestselling book The Art of Gathering: How We Meet and Why It Matters. Priya has spent decades facilitating difficult conversations in boardrooms, communities, and conflict zones. In this conversation, she reveals the mechanics of meaningful gathering and why most of us are doing it wrong. Key Learnings A facilitator is interested in the life of a group. I think of facilitation as working with people who are interested in the infrastructure of three or more people who need to come together and are ideally changed for the better by what transpires between them. A facilitator thinks deeply about how to set up the conditions to increase the likelihood that transformation happens. Great facilitators are obsessed with language. There's listening to make someone feel heard, but the difference between green facilitators and seasoned ones is an obsession and ability to hear, recall, and play with language. You have to understand what people are actually saying and be able to reflect it back in ways that unlock new meaning. Understanding power is essential to facilitation. You need to know how decisions are being made, who is talking more than others, when to allow for that, and what your own relationship is to holding the group. When do you shut up? When do you pull people out? When do you push back? All of this is fundamentally about understanding power dynamics. I'm a third-generation ostrich. On both sides of my family, when conflict arises, we stick our heads in the sand. Nothing to see here, folks. But I've cultivated the ability to hold heat. Even now, when facilitating a reckoning and the heat rises, my palms still get sweaty, I can feel my heart racing, blood rushing to my cheeks. But I've learned how to stay present with that discomfort. Counterintuitively, having deep empathy for people who want to flee makes me more effective. "90% of the success of what happens in the room, and as a facilitator, happens before anybody arrives." This is what my mentor Randa Slim taught me, and it's absolutely true. The construction of the house happens before anyone gets there. Dr. Hal Saunders changed everything for me. He was an American diplomat who served five presidential administrations and was part of the Camp David Accords. After leaving government, he realized that while governments can create peace treaties, people's perceptions of each other on the ground haven't necessarily changed. He trained me as a teenager in sustained dialogue, and I learned facilitation the way it should be learned—through apprenticeship. Even in his seventies and eighties, he always believed he had something to learn. The first questions people ask you signify what they value. When I arrived at the University of Virginia, people kept asking, "What are you?" I learned quickly that they meant racially. My mother, an anthropologist, had taught me that the first questions a community asks reveal what matters most to them. Race was clearly very important there. I made myself a conflict resolution facilitator. Growing up between two vastly different households—toggling every two weeks between a vegetarian, Buddhist home where the word "God" was never mentioned and an evangelical Christian home where we never ate before saying Grace. I became deeply interested in when and why and how people come together, what they think of as normal, how they create and change cultures, and how they come apart. Your highest real estate is when people are together in the same place at the same time. Wasting time in the room figuring out what to say or do is actually wasting everyone's time. A huge part of preparing for any gathering is figuring out what the right conversation is for this group to have, and how to equip them to have it well. Think of military pre-mission briefs. They're really good at setting mission objectives. This is the goal, this is what we're striving for. Then they debrief afterward to learn and do better next time. That same discipline applies to any gathering, whether it's a leadership retreat or hosting dinner at your house. Every gathering is a social contract. You're creating a temporary constitution. At a dinner party, there's an implicit rule: bring a bottle of wine. People find out they've broken the constitution when someone says, "Wow, they didn't even bring a housewarming gift." We have all these implicit norms, and in diverse groups... Which is every group, not just racially, but people with different assumptions about how things ...
    Más Menos
    1 h y 3 m
  • 662: Nicholas Thompson - The Atlantic CEO on Growing Up With a "Precariously Insecure" Genius Father, Hiring Leaders with an Edge, How Running Builds Discipline, and Why Moving at an Uncomfortable Pace Built a Million-Subscriber Media Empire

    662: Nicholas Thompson - The Atlantic CEO on Growing Up With a "Precariously Insecure" Genius Father, Hiring Leaders with an Edge, How Running Builds Discipline, and Why Moving at an Uncomfortable Pace Built a Million-Subscriber Media Empire
    Nov 17 2025
    Go to www.LearningLeader.com for full show notes This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My guest: Nicholas Thompson is the CEO of The Atlantic and former editor-in-chief of WIRED. He's the author of the best-selling book (and one of my favorites of the year), The Running Ground. Nick shares why great leaders must balance being decisive with staying open to being wrong, how to build teams that challenge your thinking without creating chaos, and why the most important skill for the next decade is knowing what questions only humans can answer. Key Learnings Consistency Over Intensity Creates Results - If you go out there every day, six or seven days a week, and a couple days you push yourself really hard, you get faster. There's no two ways about it. If you don't do that, you don't get faster. It's a very good reminder that you can get a lot done if you just go and allot time to pushing yourself. Recommendation letter written by the Stanford faculty about Nick's dad to be a Rhodes Scholar: "Scotty Thompson is the kind of young man that comes along only once in approximately ten years. I cannot recall ever having known a student who possessed the same combination of intelligence, creativity, energy, drive, and dedication. He has attempted more, achieved more, than anyone we have studied– including some who now hold high office. He is generally conceded among those who have observed the student body since World War II to be the outstanding leader of the era. I think it likely that in the entire history of Stanford campus life, he has had no near rival since Herbert Hoover as an undergraduate." Also about Nick's Dad: Tracy Bennett, one of his graduate students, said, "He was flamboyant, gently endearing, annoyingly arrogant, piercingly intelligent, entertaining, and more. I'd never met a man, nor had a professor, who was clearly so brilliant and at the same time so precariously insecure." His grandfather, Frank Thompson, placed second in the Southern California extemporaneous speaking contest held at Whittier College. First place was Richard Nixon. Parenting — "Nothing makes me more worried about failure than parenting." "Parenting is suffused with regrets, confusion, and mistakes. But when I run by, I know my children are rooting for me to succeed with infinite love and enthusiasm." Running hard... Pushing yourself. Why do it? "Discipline builds discipline. Discipline is cumulative." Sometimes You Have to Trick Yourself - I ran 10:48 because the track was bigger than I thought, and I didn't realize how fast I was going. If I had known I was running at a 5:23 pace, I would've shut down. My body would've started to hurt. Sometimes you can't let yourself know what you're actually doing, or you'll get scared. Hiring at The Atlantic - The people he hires at The Atlantic share four must-have attributes: A spirit of generosity. A force of ideas. They're relentlessly hard workers. And they have an edge: an anxiety about getting great work done. That last one stuck with me. The best people aren't just talented... They're driven by a productive anxiety to do work that matters. Becoming CEO of The Atlantic: The Search & Selection: The Atlantic conducted a yearlong search after President Bob Cohn left in fall 2019. When owners Laurene Powell Jobs and David Bradley announced Thompsont in December 2020, they said "Nick is singular; we've seen no one like him" and that he brought "a surround-sound coverage of relevant experience." Move at an Uncomfortable Pace - You don't get anything you want by being comfortable. If you're working in a way that feels easy and setting deadlines where everything seems smooth, you're not growing, you're not learning, you're not getting there. That's a lesson from running, and it's a good lesson for work. Set Audacious Goals - We're setting two extremely big goals at The Atlantic. Our projections don't suggest we're going to hit them. But the same was true last time when I said we're gonna get profitable and a million subscribers in three years. We got there. Sometimes having a really big goal motivates you and forces all the tough choices. Continuous Forward Motion Matters Most - When I realized yesterday's marathon was going badly, I kept telling myself: continuous forward motion. Sometimes the goal becomes just finishing. It's better to make a full drop in pace and hold that than to slowly slide backwards every mile once you know you won't hit your goal. Every Extra Word Is an Opportunity to Lose People - Every extra word, every extra thought, every extra detail that doesn't propel the story needs to be removed. This book is 75,000 words, but there's 60,000 words I cut. Is this sentence absolutely essential? No? It's gone. That's storytelling, and that's leadership ...
    Más Menos
    59 m
  • 661: Suzy Welch - How to Identify Your Core Values, Close the Authenticity Gap, and Live with Purpose

    661: Suzy Welch - How to Identify Your Core Values, Close the Authenticity Gap, and Live with Purpose
    Nov 10 2025
    Go to www.LearningLeader.com for full show notes This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Suzy Welch is known for co-founding the Jack Welch Management Institute and writing bestsellers like 10-10-10: A Life Transforming Idea. Her career includes roles as an editor-in-chief for Harvard Business Review, a crime reporter, and a professor. She teaches at NYU and is the best-selling author of Becoming You. Key Learnings Purpose Requires Realism, Not Just Passion - Everyone wants to be the drummer in Disturbed, but that guy's good at drumming. My whole methodology is about realism. You have to know what your values are, what your interests are, but you better be good at it or forget it. Otherwise, it's a hobby. Values Are Choices, Not Virtues - Most people confuse values and virtues. Virtues are things like integrity, courage, and thankfulness... Behaviors we all should have more of. Values are choices about how you want to live, work, and relate. It's a value if it would drive who you married, what job you took, and where you went on vacation. There are 16 Measurable Values - Values exist on a continuum like a DNA profile. Scope reflects how exciting a life you want. Radius is how much you want to change the world systemically. Belovedness is how important an intimate relationship is to you. Work centrism is whether you love work for work's sake or if it's just a means to an end. Men Over 32 Value Romantic Relationships Most - We just got data showing that for men over the age of 32, belovedness is their number one value. It's much lower for women. Only 50% of people have family centrism in their top five values—we assume everyone shares our values, but they don't. Your Authenticity Gap Reveals Your Pain - You could hold the value of scope as number one, but not be able to live it right now because of your job or family situation. That gap between what you value and what you're living—we call that your authenticity gap. If you've got a big one, you know it because it hurts. Gen Z's Top Value Is Self-Care - 75% of Gen Z have self-care, wellbeing, pleasure, and leisure as their top value. Their top three are self-care, authentic self-expression, and helping others. Meanwhile, hiring managers want achievement, scope, and work centrism. The overlap is 2%. Aptitudes Are Your Brain's Dominant Hand - We have nine cognitive aptitudes preset by age 15. Are you a generalist or a specialist? A future focuser or a present focuser? A brainstormer or someone who comes up with one fully baked idea per year? It's painful to be a generalist in a specialist job. Your Personality Is How The World Experiences You - Your personality is not the list of adjectives you write about yourself. It's how the world experiences you. When I did my 360 feedback, people said I was the hurricane, not the calm at the center. I had to learn to communicate better the thoughts I had, and learn to be less chaotic. Everyone Writes Themselves As The Hero - A police lieutenant once told me: everyone writes the story of their life with themselves at the center as the hero. No matter what story we tell ourselves, we always cast ourselves as the hero. That's why self-awareness is so hard and why we need testing, not just self-reflection. The Aperture Problem: Kids Only Know Five Jobs - When kids come out of high school, they only know about five jobs, two of which are their parents. By college it goes up to seven. By grad school, MBAs are thinking about two or three options—banking, consulting, or tech. There are 135 industries and thousands of types of work nobody tells them about. Great Leaders Don't Do It For The Money - I've been blessed to know many of the greatest leaders. They're doing it for love of people, excitement, work, or impact. I've never met a great leader who was doing it for the money. Jensen Huang and Jeff Bezos are examples—clarity, vision, excellence in everything, no shortcuts. Better To Be The Author Than The Editor - When you're ambitious, you end up surrounded by voices and can become the editor of your life. You have to become the author. Paint a self-portrait of yourself standing still so that when you start running, you know where you're going and why. Reflection Questions What would the 5 people closest to you say about how you show up? Would their description match how you see yourself, or do you have a self-awareness gap you haven't addressed?If you mapped your actual daily behaviors against your stated top values, would they align? Or are you living someone else's version of success while calling it your own?Are you the author of your life or the editor? Whose voices are loudest in your head when making big decisions, and have you given yourself permission to write your own story? ...
    Más Menos
    57 m
Todas las estrellas
Más relevante
This is the best podcast. Regardless of who you are or where you’re at in life, you’ll absolutely find incredible value. Literally every episode shared ways to just be a better person overall. And Ryan asks meaningful, impactful questions that drive to tactical approaches that we can actually use. Very grateful for him and this show.

My Daily Feed

Se ha producido un error. Vuelve a intentarlo dentro de unos minutos.