Love in Action

In this mini episode, Marcel shares quick insight on the impact of love and care throughout the leadership levels and how that impacts entire organizations inside and out. What’s next? You can look forward to upcoming content from Marcel's forthcoming book. “Leaders have an enormous responsibility to care for their people, and in those truly human places…love and care show up at every leadership level through things like empathy, inclusion, belonging, and psychological safety.” [00:54] These might not be characteristically love traits, but Marcel challenges you to consider how these actions make people feel… the overwhelming answer? ACCEPTED. He highlights how love in action not only impacts groups, teams, and peer relationships but all the way to the customer. Be on the lookout for the content coming from Marcel’s forthcoming book in Winter 2024.Mentioned in this episode:Marcel Schwantes on LinkedInMarcel Schwantes

Robb Holman is an internationally recognized leadership expert, executive coach, keynote speaker, podcast host, and best-selling author who has a heart for authentic relationships and a true talent for equipping people with the skills and the knowledge necessary for their success.Quotes:“The book Lessons from Abdul, has everything to do with bringing a needed and timely balance to the receiving and the giving. But I highlight in the book the hidden power of receiving from anyone, anytime.” [15:59] Marcel Schwantes is interviewing friend, colleague, and esteemed leadership expert Robb Holman on his new book, Lessons from Abdul. Robb shares who exactly Abdul is, how he met him, and the inspiration for this important message.“Receiving falls into three buckets: one is help or support, another could be opinions or perspectives, and the third would be praises or compliments”. [22:04] Robb and Marcel discuss what receiving looks like and some of the struggles that come with receiving. Marcel opens up about pride getting in the way of receiving affirming words. Later in the episode, Robb elaborates on the barriers to receiving and steps to work through them. “There is study upon study that just shows that when you share stories, not just professional stories, when you share personal stories and you're committed to doing so on an ongoing basis with your team members, so much magic comes in and out of that place. [32:00] As Robb shares a story from his childhood working with his coach and namesake of the book, Abdul, he breaks into an important thing he learned about storytelling and building bonds. When you share stories with your team, an unwavering trust is built that is anchored in values. And when you have a true understanding or your own unique values, you are opening your mind to learn from others. “This exchange of receiving leads to more selfless service, not selfish service…we receive deeply so we can give more greatly.”[43:20] Bringing home the interview, Robb shares a moving story about his wife ringing the bell for her last chemotherapy treatment. He explains how they have opened their hearts to receiving and have been able to receive in so many ways during this time. He explains that it is not selfish, even the opposite of that—that on the other side, he and his wife will be able to give like they have before, and that is the hidden power of receiving. Mentioned in this episode:Amazon.com: Lessons from Abdul: The Hidden Power of Receiving from Anyone, Anytime eBook : Holman, Robb: Kindle StoreLessons from Abdul Research Says Learning How to Receive, Not Just Give, Can Make You Happier | Inc.comRobb HolmanMarcel Schwantes on LinkedInMarcel Schwantes

Quotes:“There’s a growing body of research that finds organizational kindness, in how people treat each other, how leaders manage the workforce, how customer-facing employees interact with their clients....has enormous benefits. It’s just great for business.” [0:35] As Marcel opens the episode, he begins with an excerpt from his forthcoming book, expected Fall 2024. He discusses kindness and the difference it holds from just “being nice." It’s about intention, and it goes beyond surface level politeness. When you’re truly kind, it impacts everything. “I'm going to take a break from the podcast to get this book project done and off my plate. We will be back at full strength with weekly episodes featuring world-renowned guests in April 2024.” [2:55] Marcel announces that the Love in Action Podcast will be taking a break while he puts in the work to finish the manuscript for his aforementioned book. The book is important for businesses and leaders around the world. Listeners can look forward to the podcast returning in April ‘24, until then, Marcel would love to hear from you about topics and guest suggestions for the future.Mentioned in this episode:Marcel Schwantes - Ooltewah, Tennessee, United States | LinkedInMarcel Schwantes

Erica Keswin is a globally renowned workplace strategist, consultant, speaker, best-selling author, and professional dot-connector. Her latest book is The Retention Revolution. Erica first joined Marcel in the very first episode of Love in Action. Now in a post pandemic world, she returns to share the “7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company” as written in her latest book. Quotes:“The world of work has changed, there is no going back.” [10:00] As Erica Keswin dives into the why now of her latest book, The Retention Revolution, she explains how these pretty standard ideas and predictions on how work would progress were accelerated due to the pandemic. One point being that the young members of the workforce are no longer staying at companies for their lives; they look at work differently than previous generations, and they expect their treatment to reflect that.“[The book] is not necessarily tying them to the chair…it’s keeping them connected”. [14:50] In a 30,000 ft. view of her book, Erica gives a synopsis of the 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company. She compares the new ways of thinking to the old mindset when it comes to onboarding, autonomy, flexibility, professionalism, offboarding, and more. “If you have intentional onboarding, it’s drastically related to your ability to retain your employees.” [15:45] Erica’s book explains 7 old ways of thinking and the new ideas that should replace them. She starts with something important but is often thought of as a thing before the work starts. Instead, intentional onboarding looks like strategic relationship building from recruitment and beyond. Erica shares really impactful ideas on the new way to onboard from major companies like Hulu and Gusto.“There’s a need, AKA demand for leaders to be more human.” [25:18] During the pandemic, Erica says, leaders were defaulting to a more loving and caring management style. But now, a year later, we're all but forgetting that piece, no longer checking in or asking how the staff is truly doing. The problem is that employees still need this human professionalism from their leaders. “The people are your work now, as it should be because expectations change when you’re elevated into a leader role.” [37:00] Marcel quotes Erica’s book with a story from OC Tanner, which explains the way culture must elevate and celebrate middle managers. Often, middle managers are on the front lines, in the mess of it all, but they have the power to influence the rest of the culture in an organization, and they need the support to do so. “Left to our own devices we are not connecting, take some time and make sure that you’re connecting, especially as we celebrate Thanksgiving…that you’re connecting with others in your personal life, your work life, and also taking time to connect with yourself.” [44:40] Erica closes out this Thanksgiving (if you’re listening from America) holiday with a special and important sentiment about connection. Mentioned in this episode:Erica Keswin Get your electronic copy of Erica’s first book, “Bring your Human to Work.” Email Erica for your free copy: erica@ericakeswin.comThe Retention Revolution: 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your CompanyErica Keswin on LinkedInErica Keswin (@ericakeswin) on InstagramMarcel Schwantes on LinkedInMarcel Schwantes

Dr. Michelle K. Johnston is a renowned executive coach and business professor. She is the author of The Seismic Shift in Leadership. Dr. Johnston is a champion of connection in the workplace. She talks with Marcel in this episode on how leaders can serve their team and ultimately how connection drives results.Quotes:“You have to figure out right now how you can communicate and lead in a way that makes your people feel seen, heard, valued, respected, and appreciated.” [11:51] Dr. Michelle K. Johnston dives right into the long list of expectations for our leaders in today’s world. The center of all of these important qualities: connection. “If you really want to build trust and safety and team cohesion, then embed time to do an offsite with your team, bring in a facilitator and start with the question: what’s your story?” [18:11] Creating an environment of psychological safety is more than just blurting out your origin story. Dr. Johnston peels back the layers of what it really means to get to know your coworkers and how that builds true trust and community.“Connecting with your team…the foundation of that is truly turning the speaking/listening equation on its head.” [29:13] Are you giving your team the space and the environment to be heard? She explains how leaders can do their job better by listening before speaking. As a servant leader, your job is to serve your team, helping them to do their job and hearing them out. “He [Todd Graves] adds laughter and levity, he makes it fun.” [38:20] Speaking about fast food chains, Raising Cane's CEO, Todd Graves, and his success across the world, Dr. Johnston talks about his championing of what he wants to see in his organization. The future of work and leadership is encompassed by this idea of fun and enjoyment, making it more than ‘just work’.“Connection drives results.” [42:20] This is the basis for Dr. Johnston and Marcel’s entire conversation today. She explains that result oriented leaders will only accomplish goals by going back and embedding time to connect.Mentioned in this episode:Dr. Michelle K. JohnstonThe Seismic Shift In Leadership: How To Thrive In A New Era Of ConnectionMichelle Johnston on LinkedInCommunication Preference Profile Assessment | Dr. Michelle K. JohnstonMarcel Schwantes on LinkedInMarcel Schwantes

Kristina Mänd-Lakhiani is the co-founder of Mindvalley, the world’s most powerful life transformation platform. She’s the author of Becoming Flawsome: The Key to Living an Imperfectly Authentic Life. Kristina speaks about personal transformation, authenticity, understanding and accepting oneself and a path to happiness.Quotes:“Authenticity is the force without direction, because it’s your relationship with yourself. The moment you use authenticity in your relationship with the outside world, you give this force a direction.” [10:04] Authenticity is being true to yourself. Does this mean speaking the truth? Being blunt? Being rude? No. Kristina explains the difference between behaviors and authenticity, there is no particular behavior that is authentic because it will depend on the true value and self of an individual.“There are so many facets and layers to living with perfectionism; it’s not just recognizing that you have it but actually being functional with it.” [21:09] As Kristina explains the barriers of perfectionism, she shares how to move past them. If you have lived all of your life as a perfectionist, this will not simply change overnight. She challenges you to consider your idea of failure. What is failure to you? Try to reconceptualize it. “Honesty starts with the very simple realization...  I may be wrong.” [26:32] Imposter syndrome is easily combated with the idea that you don’t know everything. Kristina says, when you realize that at any point in the day, about anything you can be wrong, a strong weight is lifted. “For our society, vulnerability is the dose of medicine that we have to take because we have forgotten the true face behind our polished facade.” [39:15] Kristina speaks on the buzzword and quality everyone talks about, vulnerability. What is vulnerability, and why is it important? She explains the place and purpose of vulnerability.  It’s more than sharing an inspiring story. It is being brave without certainty of the outcome. “We don’t know how self love looks; we’re afraid of it; we don’t understand it. We confuse self love with self care, with selfishness, and with being self obsessed. We confuse self love with indulgence with complacency. We’re afraid of it; we don’t know how it looks. That’s why we do the rituals; it makes us feel a bit better." [55:25] What is the difference between self love? Kristina explains it as the complex relationship in which we care for ourselves. And in one of Marcel’s final questions about leading with practical love, she says that in order to bring more love and kindness into your organization or any other facet of your life, you must bring more love and kindness into your relationship with yourself. Mentioned in this episode:Kristina Mänd-Lakhianiflawesomeb – Kristina Mänd-Lakhiani, Author & Mindvalley Co-FounderKristina Mänd-Lakhiani (@kristinamand) on InstagramKristina Mand-Lakhiani on LinkedInMindvalleyMarcel Schwantes onLinkedInMarcel Schwantes

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, and is renowned for her research on psychological safety. She is the author of Right Kind of Wrong. In this interview, Amy sets the stage for how leaders can learn and thrive through intelligent failure. Quotes:“That is love in action, when you find work that you feel is almost meant for you and you can do it in a way that people seem to appreciate.” [13:04] Amy Edmondson shares her journey from engineer to her unlikely position at Harvard Business School where her work is world renowned. “Mistakes are deviations from best practice in known territory whereas intelligent failures are an experiment that didn’t work out the way we’d hoped.” [17:41] Why are leaders afraid to fail? Amy explains the difference between mistakes and failures. To operate a failure free organization means there are no risks being taken. Leaders must embrace intelligent failure or fail to innovate and ultimately fail altogether. “It’s good to have high standards, it’s good to pursue excellence but perfectionism is this crippling belief that ‘I cannot make mistakes, I cannot come up short or I'll die.’” [25:56] Explaining perfectionism, Amy draws this mode of thinking as a mindset at odds with healthy failure. Marcel and Amy discuss the small failures and how you react and respond can help perfectionist attitudes by relieving the pressure. “If you’re a leader in an organization, get out ahead of these predictable failures in mindset and behavior that your employees and managers will fall prey to.” [37:27] Amy sets leaders up with the steps for setting up a culture that allows for healthy failure, by breaking the path to perfectionism. Leaders must start emphasizing purpose and encouraging curiosity. “As soon as you remind yourself to be humble, you are almost naturally curious.” [42:47] How does humility connect to failure? Amy describes that humility allows the questions to arise that you don’t have all the answers. Providing opportunity for risks and chances to learn from these intelligent failures.“We are all fallible human beings, that’s just a given. Now, how do we thrive?”[55:14] As Marcel and Amy close out the episode, she answers her own question connecting it all to love in action. We thrive through intelligent failure, with love, interconnectedness, facing an unknown future together. Mentioned in this episode:Right Kind of Wrong: The Science of Failing Well by Amy EdmondsonAmy Edmondson on LinkedInAmy Edmondson (@AmyCEdmondson) on XTomas Chamorro-Premuzic and Amy Edmondson (Episode #87)Marcel Schwantes on LinkedInMarcel Schwantes

“Leadership and life is about human relationships.” [1:04] Servant leadership has emerged over the last 40-50 years as a solution for leaders in the business world changing their attitude when it comes to leading their organizations“Listening lands first on my list because it’s a crucial yet frequently absent trait in leaders.” [3:08] Marcel credits Robert Greenleaf as responsible for the modern Servant Leadership movement as he dives into the characteristics of a servant leader.“Empathy has been proven to drive performance.” [3:32] Listing empathy as the second characteristic of servant leaders, Marcel explains that it is an extension of listening. Where leaders are able to be understanding and listen to others without judgment. “How have you been a servant leader?” [6:23] Marcel poses this question after he shares the other 3 characteristics of a servant leader: Self-Awareness, Foresight, and Commitment to the Development of people. Consider how you have modeled the traits of servant leadership. What would it do for your team if you were to think and act this way?Mentioned in this episode:Marcel Schwantes - Ooltewah, Tennessee, United States | Professional Profile | LinkedInMarcel Schwantes

HUBERT JOLY is the former Chairman and Chief Executive Officer of Best Buy and is now a senior lecturer at Harvard Business School. He is also a member of the board of directors of Johnson & Johnson and Ralph Lauren Corporation, a member of the International Advisory Board of HEC Paris, and a Trustee of the Minneapolis Institute of Art. Joly has been recognized as one of the top 100 CEOs in the world by the Harvard Business Review, one of the top 30 CEOs in the world by Barron’s and one of the top 10 CEOs in the U.S. by Glassdoor.Quotes:Marcel asks Hubert what he believes business is about. “At the heart of business... is the pursuit of a noble purpose, putting people at the center, embracing all stakeholders, and treating profit as an outcome, not the goal,”[3:12] Hubert responds. “There are three imperatives to an organization and tackling them in the correct sequence leads to optimal outcomes: a people imperative - having the right teams properly motivated and equipped; a business imperative - having happy customers who you sell good products to; and a financial imperative - about profit. [10:05]” Hubert shares how financial results have to be the end focus. First, you have to start with people; when you do this, the financial results will come. “The old model of leadership portrayed a leader as a superhero here to save the day, probably the smartest person in the room, and, unfortunately, too driven by power, fame, money or glory,” Hubert claims. “This [type of leadership] doesn’t work... [people] want to be part of the journey and the solution.” [16:55] Hubert debunks the concept of perfectionism as a key to success; he shares how demonstrating his imperfection actually helped create the right environment for optimal performance at work. “Operational progress creates routine degrees of freedom, so sometimes you have to start with the basics before you think about creating an amazing future,'' [35:47] Hubert advises. He describes the five ingredients for creating a fabulous work environment, which are: connecting dreams, developing authentic human connections, fostering autonomy, achieving mastery, and putting the wind at your back. “Work is love made visible... Business is about embracing all stakeholders… This is a beautiful friendship you’re building with all stakeholders, treating all of them, in a sense, as customers.” [50:30] Hubert shares how he thinks leaders love in a practical way, day in and day out.Mentioned in this episode:Hubert JolyMarcel Schwantes

Dr. Jennifer Nash, a leadership expert and consultant to Fortune 50 organizations, is the bestselling author of “Be Human, Lead Human”. She invites you to radically disrupt your leadership thinking and practice to lead effectively in a post COVID-19 world. She shares a research-based, actionable framework to transform leadership thinking and practice, engaging human connection as the cornerstone of organizational performance.Quotes:“There is no personal self and no professional self, we’re all one human being.” [6:50] We don’t leave part of ourselves at the door when we walk into work each morning, says Dr. Jennifer Nash, as she describes the power of innate curiosity to understand the way humans operate in the corporate world.“We have leaders that for the most part want to do the right thing, they wanna lead well but they don't have the tools to do so”. [11:55] In a post COVID-19 world, Dr. Nash says we’ve been in a leadership pandemic. Leaders want to fall back to the old school mentality and old tools because they can't get comfortable in the new normal. She takes a look at what is driving this discomfort and what tools they need to make the change. “The first part of that internal GPS, the ‘Leading Yourself’ is figuring out…what are your values?” [22:55]  Dr. Nash discusses the Human Leading Operating Model, a triangle that features three legs: Self, Others, and Business. She explains the first step: determining the values that guide decision making. This model works together so that leaders can take a look at how they lead themselves so they may lead others and the business more successfully.“There should be a lot more emphasis placed on building relationships in the workplace, because that is what helps work get done, it’s the glue that holds the social fabric of the organization together.” [27:00] It's not just the output or just the work employees are doing; who your people are and all of the different facets of their being are important. Dr. Nash explains the fuel and power that is relationship building in the workplace. “The HUMANS Framework came out of all of the research that I did for the book, it addresses all of the needs that we all need as humans.” [30:00] Dr. Nash created the HUMANS framework to highlight 6 elements: Hearing, Understanding, Mattering, Appreciating, iNspiring, Seeing… all connected to these important dimensions of humans and powered by relationships. “Where do you fall on this human leader paradigm?” [36:35] In Dr. Jennifer Nash’s book Be Human, Lead Human is the Human Leader Index, a 67 question assessment. You can also find this online on her website. Not only can you gauge where you are as a human leader, but if you want to move the needle and do the work, Dr. Nash has resources and activities as well.  Mentioned in this episode:Dr. Jennifer NashJennifer Nash, PhD, MBA, PCC on LinkedInHuman Leader Index (HLI) Assessment | Dr. Jennifer Nash | Coaching and ConsultingMarcel Schwantes

When it comes to using love in the workplace, our guests on this podcast literally wrote the book. Zina Sutch and Patrick Malone are the co-authors of Leading with Love and Laughter. Zina has been leading development and diversity programs in the U.S. government for 20 years. Patrick Malone spent 23 years in the Navy, serving as an officer in the medical service corps. Today, Zina is also a faculty member of the key executive leadership program at American University, where Patrick is the director. Quotes:“I look for people having fun at work – laughing. If I see people in a staff meeting cracking up with each other… that’s a good team. So, why hasn’t anyone written a book about this?” [8:55] The two talk about how they decided to write a book about love, laughter, and the workplace. “The perspective that we had on love was that it was a mutual admiration, respect, and care for one human being to another.” [10:54] It’s important to define ‘love’ early on – there are a lot of different types of love, after all. “People have this false idea that having emotions in the workplace, feeling love and exuding that love for other people is a weakness.” [13:33] This isn’t true, as Zina says: “But the exact opposite is true: When you are so confident in yourself, in who you are, you know yourself well enough to know boundaries, to know what is right and wrong, how to approach people, what love feels like to you, what it should feel like to others, then you become the strongest person in the room.” [13:47]“If you think you’re a leader, and you look over your shoulder and no one is following you… you’re just taking a walk.” [15:07] Patrick talks about how there are a lot of people in positions of leadership who can direct and tell people what to do, but are they really leading? This happens at all levels of an organization. “The single most important factor for organizational success and accomplishment is psychological safety.” [17:42] Patrick shares the science that backs up Zina and Patrick’s book. Technology isn't the most important factor, according to Microsoft's research.“Laughter in the workplace, people think, ‘OK, I’m going to be a joke teller’. But that’s not what it is at all. It’s much deeper than that.” [29:18] If you can develop environments where people feel free to laugh and love one another, you’re on the right path. If you walk into the room and everyone stops talking, there’s a problem. It’s important that your presence in the workplace breeds positivity and good feelings—in other words, love and laughter. “Love starts with the self.” [39:46] Everyone, from the bottom of the corporate ladder to the very top, should focus on loving themselves. That’s how you really begin to love others. Take time out of your day to do self-analysis and determine what 'self love’ means for you.“Don’t make it about work,” [41:02] Patrick says small, one-on-one interactions create love, and when you do that, don’t make it about work. Ask your employees or coworkers about their lives and what’s going on with them. That’s how you create real, authentic connections. Mentioned in this episode:Leading with Love and Laughter: Letting Go and Getting Real at WorkSutch & MaloneZina Sutch - LinkedInPatrick Malone, PhD - Director - Key Executive Leadership Programs - American University | LinkedInMarcel Schwantes

Dr. Natalie Baumgartner is Chief Research Officer and Partner at Contemporary Leadership Advisors (CLA) and Chief Workforce Scientist at Achievers.  She has spent over a decade focused on driving the translation of culture research and theory into SaaS based software, working to help make it possible for organizations to solve problems and achieve goals that advance their performance. In this conversation, Dr. Baumgarnter brings home her passion for connection within organizations with the four pillars of manager effectiveness. “It was very eye opening in terms of where managers are thriving and where they’re struggling, and how employees are feeling about all of the above."  [9:52] Dr. Natalie Baumgartner is talking about the Achievers Report on The Foundations of Manager Effectiveness. Using a variety of factors of effectiveness, the report found that only 28% of employees would actually recommend their managers to others.“Managers aren't getting the training, the support, the scaffolding that they need to deliver these really critical factors that employees need to receive."  [13:01] It’s no surprise managers are not reaching their employees effectively; Dr. Baumgartner says 1 in 5 managers never received any training. So many employees are promoted to managers, but there is no clear guide on what it means to shift from an individual contributor to a manager. This lack of empowerment is creating a systemic issue of failure in management.“There is no such thing as too much recognition as long as it’s meaningful”. [22:08] Recognition is one of the Four Pillars of Manager Effectiveness, in addition to meaningful contact, coaching, and development. Dr. Baumgartner speaks to the great impact of recognition. Managers must give some form of recognition once a month at the bare minimum, but she explains that weekly specific, individual recognition can make all the difference in manager effectiveness and team productivity.“Manager effectiveness and manager empowerment are two different concepts that are linked. We must be empowering, supporting, developing, training our managers to deliver." [25:29] Dr. Baumgartner asks the question, How can we measure and monitor effectiveness if we are not first empowering? First, managers need to set themselves up for success with education, support, and empowerment, and then ask team members how they’re doing. When it comes to measuring effectiveness, the employees ARE the measuring stick.“We’re seeing that female managers are struggling in even more ways than the general population of managers.” [35:17] In their report, findings showed an overall lack of development in managers, but Dr. Baumgartner was surprised to find just how lacking it was when it came specifically to women. She describes the challenge women managers face to move out of middle management and how they are deepening research in this area.“We need to be creating connections inside our organizations. Between managers and employees, between one function and another function, up and down. We need that connection; people aren't getting it, and it’s hurting all of us.” [36:50] Throughout the conversation, Dr. Baumgartner shares the effects of isolation as it relates to this post pandemic era. Now more than ever, in our organizations, in order to be effective, connection is so important.Mentioned in this episode:AchieversAchievers Workforce InstituteThe foundations of manager effectiveness reportNatalie Baumgartner, PhD - Member - Chief | LinkedIn

Todd Finkle, Gonzaga University Pigott Professor of Entrepreneurship, is the author of Warren Buffett: Investor and Entrepreneur. He was the entrepreneur of six ventures and obtained a PhD & MBA in Entrepreneurship & Strategic Management, and with over 250 books, articles, presentations, and scholarships.Quotes:“He [Warren Buffet] was doing so many entrepreneurial things through his youth that he made $76,000 by the time he graduated.” [15:08] By the age of 10, Warren Buffett already knew he wanted to be an entrepreneur. Warren started his businesses early with youthful ventures like lemonade stands, selling bubble gum and coca cola door to door, and barbershop pinball machines.“In looking for people to hire, you look for three qualities: Integrity, intelligence, and energy. And if they don’t have the first, the other two will kill you.” [25:45] Marcel quotes Warren Buffett in this advice for hiring as a testament to Warren's good character. Todd Finkle, the guest and author of Warren Buffett: Investor and Entrepreneur, shares parts of Warren’s history that contributed to his value of integrity. Beginning with strong family values but continuing with big life events like his court testimony in the case against the Solomon Brothers.What defines happiness? “Warren will tell you, it’s how many people that love him…he won't say how many houses he has or the kind of car he has.” [33:42] Todd comments on Warren’s philosophy of happiness, which revolves around love for others, generosity, and the people around you. For Warren, more important than money and success is leaving behind a legacy of love.“They’re [Warren’s shareholder meetings] are kind of a combination of a rock concert…a carnival…and a cult. …The people that go there are the best part.” [38:35] Many of Todd’s insights on Warren come from his attendance at Warren’s shareholder meetings, where he got to be face to face with the legend. Beyond the words coming straight for Warren, Todd shares that the environment and community at these meetings with smart, like minded people from all over the world are invaluable.“How to live a better life is so powerful and so important, if you’re doing that you won’t need as much money to be happy.” [42:06] Financial freedom, personal success, and living life to be happy—these are the lessons learned from Buffett and the takeaways author Todd Finkle hopes his readers will take to heart.Mentioned in this episode:Todd Finkle - LinkedInTodd A. Finkle, Ph.D. | Gonzaga UniversityWarren Buffett | Columbia University PressMarcel Schwantes

Amelia Dunlop is Deloitte Digital’s Chief Experience Officer and the author of Elevating The Human Experience. Amelia writes and speaks regularly on the topics of human experience, design, and customer strategy. In this episode of Love in Action, she touches on the three paths to elevate the human experience involving self love and worthiness at work and in life. Quotes:“So many traditions and philosophies teach that the fundamental human condition is one of suffering. There are many things you and I may not have in common, but [we can understand] that feeling of suffering we share.” [9:30] Why is elevating the human experience so necessary? Amelia shares the importance of helping people feel loved and worthy and the impact it has at work.“If you're not putting human needs at the center, you feel burned out; if you’re not feeling heard, you feel gaslit, if you’re not feeling included, you feel excluded.” [12:43] There are many ‘trends’ of focus in the workplace right now, and as Marcel points out, ​​burnout, loneliness, and isolation are not new concepts. Amelia turns these problems around and focuses on the cause: human needs and the human experience.“The first path is the path of the self where we learn to see ourselves as inherently worthy of love.”[16:15] How often do you share love with yourself? Amelia explains the system of external affirmations in society through grades, gold stars, etc. It is the self love that comes from within that allows us to see that we are worthy. She challenges listeners to write down the reasons they are loveable and explore those answers.“You could argue that doing the work on yourself is selfish. No, doing the work on yourself is critical as a leader in particular. You now have to mirror back the worth into somebody else, and that’s the second path.” [29:20] Amelia quotes Ian Forrester when she says, only connect. She explains how we cultivate worthiness as leaders within our employees. We can do this by showing up as allies at work: As a friend, as a mentor, as a sponsor, and as a benefactor. Consider not only who those people are for you but also who you are to others. “What does it mean to leave someone better off, no matter how brief the interaction?” [37:37] As Amelia begins to discuss the third path, cultivating love in the community of work, she places importance on acknowledging the system that is there; even though it is invisible, it can be deconstructed and redesigned to support our human needs.“The journey element is key, there is no point of arrival…we are always a work in progress."  [41:48] Marcel and Amelia wind down there discussion on the three paths to elevate the human experience. Amelia notes that these paths are not always sequential and require a lifelong journey of work. “We have about 40 years of research from Gallup that says [recognizing your employees’ contributions improves employee engagement]; it does something special to the human spirit when somebody lifts and builds you up through gratitude.” [43:30] Closing out their conversation, Marcel notes research that backs up Amelia’s tip for leaders: Catch your employees doing good work and let them know!Mentioned in this episode:Amelia Dunlop | LinkedInMarcel Schwantes

Julie Winkle Guilioni is the author of the international bestseller Promotions Are So Yesterday: Redefine Career Development. Help Employees Thrive. As a champion for workplace growth and development, she believes that everyone deserves the opportunity to reach their potential. Julie supports organizations and leaders who want to make that happen with keynote speeches, consulting, and training.Quotes:“It really does feel like Promotions Are So Yesterday is the sequel [to my previous book] because, as you know, Help the Grow really focused on the conversation, ‘How can we disarm this whole thing called career development?’.” [12:14] Before diving into her new book, Julie reiterates the message behind her first book and what that means for her research. “The climb is listed as well as your other 7 discoveries for these new alternative ways people want to grow and develop.”  [17:05] Marcel and Julie touch on the 7 dimensions of development in the book: Contribution, Competence, Confidence, Connection, Challenge, Contentment, and Choice.“We found that contribution across ages, genders, levels - that was number one.” [23:21] Julie discusses the really positive meaning behind the number one dimension, contribution, as a top need for people in the workplace. A surprising yet comforting bottom dimension? The climb of the corporate ladder. “This whole conversation around choice is really alive for a lot of employees, managers, and organizations alike, as we try to figure out: where does that decision-making lie?” [30:28] Julie explains how the ranking around choice fluctuates and has changed heavily based on COVID related shifts in the workplace.“A facilitative mindset acknowledges there is wisdom, there are insights, there are brilliant ideas inside each person just waiting to find expression.” [34:59] Julie outlines how leaders can act as facilitators by asking great questions and, at the same time, cultivating silence to create a safe playing field for employees to share their contributions.“The work becomes the development, the development becomes the work.” [47:00] Marcel drops a quote from the book that sums up the movement in which employees are shaping their work and the way leaders can seamlessly embed this intention of learning in any job.Mentioned in this episode:Marcel SchwantesJulie Winkle GiulioniAssessment - Julie Winkle GiulioniJulie Winkle Giulioni, Author | FacebookJulie Winkle Giulioni | LinkedIn

“To this day, Bruce is my favorite boss because of his penchant for leading with love.” [0:44] Marcel ‘introduces’ Bruce, a favorite boss from his corporate career. He explains the qualities of love Bruce led with and how they impacted him at work.“While he was still "the boss," I was much more satisfied and engaged in that job than at any other time during my corporate career. The big difference? Bruce never managed people from the top down; instead, he led from the bottom up.” [1:30] When it comes to being “the boss” it doesn’t mean leading with high demands and personal gain; instead, it was the freedom and autonomy Bruce allowed his employees that made the difference.“We had a higher level of commitment because we could see the relationship between the organization's direction and what we personally believed in and cared about.” [2:50] As Marcel closes out this excerpt from his book to be released in Fall of 2024, he shares exactly how the entire organization and the employees benefited from the leadership of Bruce and his focus on relationships and trust.Mentioned in this episode:Marcel Schwantes

“The way most Western businesses operate today can be traced back to Friedman’s essays. Love and care as business values were as distant to Friedman’s model as Pluto is to planet Earth.” [2:35] Marcel references Milton Friedman, a champion of free enterprise, and his NYT articles from the 1970s that share a doctrine of shareholder primacy and his ‘Greed is Good’ mentality.“We will need to completely overhaul our selection process to identify, hire, and promote leaders and potential leaders who embody the principles of Love in Action.” [3:24]  There is a clear shift and ‘Changing of the Guard’ so to speak, that Marcel explains in order to help this new vision of love and care create profit that is good for humanity“Until we abandon systemic managerial thinking anchored in the industrial revolution, where autocrats hold control, power, and decisions at the top, we will hold back the workforce—our most valued employees—from reaching their fullest potential."  [4:55] As Marcel closes out this sample of his future manuscript, he emphasizes the reason for the Love in Action podcast and the importance of these conversations that engage the idea that companies profit when the human lives supporting them flourish. Mentioned in this episode:Marcel Schwantes

Heather McGowan is one of the leading voices on the Future of Work. She’s the co-author of The Empathy Advantage. McGowan is a sense maker, a dot connector, a deep thinker, and a pattern matcher who sees things that others miss. Heather gives people the courage and insight that illuminates their path forward. She’s transforming mindsets and entire organizations around the globe with her message about how the next phase of work will focus on continuous learning and how leadership must shift to guide these expeditions. Quotes:“Leaders cannot be unquestioned experts making decisions in certainty and calling all the shots.” [8:39] As Heather McGowan joins Marcel to discuss the book she co-authored, The Empathy Advantage,  she explains the purpose behind discussing this important topic. Leaders need to rely on their people in an ever changing workforce, and the only answer is empathy to access this human potential. “We’re looking at about a 30% churn in the labor market. If that’s your new reality, you can’t lead the way you used to lead.” [11:03] People leaving jobs due to poor leadership and burnout was only catalyzed by the pandemic. 2021 was not the end of the great resignation, in fact it only increased in 2022 and 2023, people are continuing to leave jobs because they are empowered and need  to be led better. “If you’re hearing cynicism [in your organization], they don’t believe the things you're saying…they don’t believe you. You’ve lost trust. Your culture is gone.” [19:50] Culture is an important piece of the leadership puzzle. How do you know when you have a toxic culture or something is going wrong? Heather says the number 1 warning sign is cynicism. “Most people at every level of an organization are leading people that have skills and knowledge that they do not.” [21:39] The old way of leading was born of a different generation and way of life, that just isn’t going to work anymore. Organizations are built differently and for good reason. To get through this and lead the way of today Heather explains 4 fundamental shifts: mindset, culture, approach, and behavior. “Empathy is good for business because if you apply empathy to your customers that's the foundation of innovation…Empathy towards your employees means your focused on activating their human potential.” [25:59] As Heather and Marcel wind down the episode, she explains her ultimate hope for the readers of her book: Empathy is not something that diminishes performance.Mentioned in this episode:Heather McGowan Heather E. McGowan 🏳️‍🌈🏳️‍⚧️ | LinkedInMarcel Schwantes

Matt Poepsel hosts the “Lead the People” podcast and is the author of Expand the Circle. His mission is to help us liberate ourselves from outdated attitudes and behaviors that hold us back from our true potential. When working with organizations, Matt partners with HR Leaders, Executives, and Team Leaders who seek to help their leaders—and themselves—embody an enlightened leadership approach.Quotes:“We are grateful and honored that you choose to spend time with us every week...because there are literally millions of podcasts out there.”[2:12] Welcome to the 200th episode of Love in Action, this is no small feat and as he celebrates, Marcel Schwantes thanks his listeners from around the globe as well as his incredible guests. “Leadership holds such potential for us to change our organizations for the better.” [9:54] As Marcel and Matt Poepsel, PhD dive into their discussion, Matt explains his love/hate relationship with leadership. He feels it has so much power and importance but as a whole it's not getting the development, attention, and service it deserves.“How do we cast off these outdated notions, attitudes, and beliefs about what leadership is?” [12:05] The theme of Matt’s book, Expand the Circle…Enlightened Leadership is defined by Matt as a modern, contemporary, and less selfish version of leadership.“Being, Belonging, and something Bigger than myself…we all want these things.” [24:24] Matt introduces the 3 B’s in a team context and how leaders can lead teams and help teams find identification and inclusivity. “Leadership isn’t just the domain of the most senior person in the room.” [27:16]When talking about leading the organization, Marcel makes the point that not everyone wants to be in the C-Suite. Matt explains that anyone can influence the organization and the collective whole in many ways like reinforcing values and influencing the teams around them.“When people feel connected to mission, and to one another, and to their own potential selves…that is the place of enlightened leadership and that is only gonna happen through love.” [37:29] Matt shares inspiring words when it comes to what Love in Action means to him.Mentioned in this episode:Matt PoepselMatt Poepsel, PhD | LinkedInMarcel Schwantes

“A toxic work culture was found to be 10.4 times greater than compensation in predicting a company's attrition rate relative to its industry average.” [1:23] Marcel explains the not so shocking reason why workers left jobs in droves in the 2021 Great Resignation. “When leaders lack empathy, fail to communicate clearly, or prioritize their own interests over the well-being of their employees, it can lead to a toxic environment.”[2:13] As Marcel says, toxic work culture is not built overnight, it happens with consistently poor behavior in leadership that seeps into every aspect of the organization. “It is about bringing our deepest sense of right, authentic caring, and highest ideals to business. It is about achieving success beyond success, measured in the flourishing of human lives.” [4:41] Marcel quotes  CEO of Barry-Wehmiller, Bob Chapman, to emphasize his point on the importance of prioritizing people over profit.Mentioned in this episode:Marcel Schwantes