Tuesdays: 5:00pm - 6:00pm (EST)
EPISODE SUMMARY:
WHAT YOU WILL LEARN: What is at the heart of leadership? Are there universal aspects of leadership that have withstood the test of time? Are there things we gain through leadership? Are there things we move lose or let go in order to lead better? Ever wonder what it takes for executive leaders to lead at the highest levels? That’s what we will be delving into today with Jamie Ramsden.
In a world that is crying out for better leadership, we uncover universal aspects of leadership that have stood the test of time and their connection to underlying human needs and drivers. You will learn about the Adastra Leadership Model, gain deep insights about the human condition, gain practical applications (whether you are in a formal leadership role or informally lead, inspire, or influence others), with inspiring approaches that will elevate your leadership game, and bring others along for the ride.
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ABOUT OUR GUEST: Jamie Ramsden is a former CEO with 25 years of international business experience. As an elite coach, he works with Fortune 500 C-suite clients, business owners, and entrepreneurs across the globe to drive consistent, sustainable results through strategy, people development, and scalable infrastructure. His inspirational approach to leadership is shaped by extensive practical business knowledge, deep insights into human motivations, and his proprietary leadership framework.
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LINKS MENTIONED IN EPISODE:
Guest LinkedIn Profile: https://www.linkedin.com/in/adastraleadership/
Guest Website: https://www.adastraleadership.com/
Our website: www.gotowerscope.com
leadership, executive coaching, leadership coaching #leadershipcoaching #leadershipdevelopment #executivecoaching
Tune in for this empowering conversation at TalkRadio.nyc
On this episode of The Hard Skills, Dr. Mira Brancu is joined by guest Jamie Ramsden as they will discuss universal aspects of leadership and the different models that help to understand and elevate leadership skills. To start the episode, Dr. Brancu asks Jamie to share his background, how he started focusing more on leadership coaching, and some of the pivotal moments that led him to go in that direction. From there, Jamie shared some of the pivotal moments that led him to see his leadership process and how he discovered his passion for becoming a coach.
After the first break, we return to Jamie discussing how he views the definition of leadership. From there, Dr. Brancu brings up Jamie’s book about galvanizing people to lead them to a better tomorrow and Jamie shares the four pillars of his Adastra Leadership Model. They wrap up the segment by starting to dive deeper into the meaning of each pillar.
We return to Dr. Brancu and Jamie talking about the second pillar in the Adastra Leadership Model, which is the importance of community building and connectivity. They also have time to discuss the third and fourth pillars dive deeper into their meanings and view them from a philosophical point of view.
As the episode comes to a close, Dr. Brancu and Jamie wrap up their discussion by talking about being a visionary and what it may entail in the workplace. They also talk about a hypothetical situation if a person is struggling to make connections with the organization and what Jamie may say in that specific case. To close the episode, Jamie shares what he hopes listeners can take from everything they have discussed during their interview. To learn more about Jamie and his work, please visit https://www.adastraleadership.com/ for more information.
00:00:44.890 --> 00:00:57.469 Mira Brancu: Welcome welcome to the hard skills show where we discuss how to develop the nuanced hard skills meaning the most challenging soft skills needed to make a real impact through your leadership.
00:00:57.560 --> 00:01:00.360 Mira Brancu: Now, what is at the heart of leadership?
00:01:00.630 --> 00:01:06.190 Mira Brancu: Are there universal aspects of leadership that have withstood the test of time?
00:01:06.340 --> 00:01:08.080 Mira Brancu: Are there things that we
00:01:08.585 --> 00:01:11.380 Mira Brancu: might lose or let go of
00:01:11.470 --> 00:01:13.759 Mira Brancu: in order to lead? Better?
00:01:14.230 --> 00:01:20.419 Mira Brancu: Have you ever wondered what it takes to really lead at the highest levels for executives.
00:01:20.800 --> 00:01:24.952 Mira Brancu: That is what we're delving into today with Jamie Jamie Ramson.
00:01:25.510 --> 00:01:52.199 Mira Brancu: and I'm going to introduce them in a second. But I'm going to introduce myself and us first.st I'm your host, Doctor Mira Branco. I'm the leadership, consulting and coaching psychologist, founder of Towerscope leadership academy, an associate, professor, a psychology today, columnist, author of Millennials Guide to Workplace politics. When I had my own leadership career before transitioning to helping teams and high achieving women navigate their leadership complexities.
00:01:52.520 --> 00:02:04.529 Mira Brancu: So thank you for joining us today before. I continue on with the introduction also. This is another reminder that applications are now open through July 19th
00:02:04.600 --> 00:02:21.180 Mira Brancu: for the fall. 2024 cohort of the Towerscope Leadership Academy. The Academy focuses on building a community of high achieving growth, minded leaders looking to expertly navigate today's complex workplace challenges within disrupted industries and make a greater impact.
00:02:21.550 --> 00:02:23.110 Mira Brancu: Who is this right? For
00:02:23.410 --> 00:02:32.510 Mira Brancu: if you're experiencing a tension between your expectations, your organizational culture, your values. This is the right community for you.
00:02:32.540 --> 00:02:36.150 Mira Brancu: If you're feeling blindsided by workplace politics.
00:02:36.230 --> 00:02:47.419 Mira Brancu: a desire to be more intentional and strategic, a desire to feel more effective on your leadership journey, or you're feeling ambivalent or concerned about your leadership trajectory.
00:02:47.710 --> 00:02:53.509 Mira Brancu: This is a structured learning community that will help you take a reflective pause to support your next steps.
00:02:53.860 --> 00:02:57.660 Mira Brancu: You can learn more about it at our open house, which is July 15, th
00:02:57.720 --> 00:03:05.159 Mira Brancu: or directly@www.go towerscope.com and click on Leadership Academy.
00:03:05.280 --> 00:03:17.499 Mira Brancu: Okay? With no further ado, I'm excited to introduce our special guest today. Jamie Ramseen. Jamie is a former CEO, with 25 years of international business experience
00:03:17.510 --> 00:03:30.170 Mira Brancu: as an elite coach he works with fortune 500 c-suite clients, business owners, and entrepreneurs across the globe to drive consistent sustainable results through strategy, people, development
00:03:30.350 --> 00:03:32.560 Mira Brancu: and scalable infrastructure.
00:03:32.590 --> 00:03:38.820 Mira Brancu: His inspirational approach to leadership is shaped by extensive practical business knowledge.
00:03:38.890 --> 00:03:43.440 Mira Brancu: deep insights into human motivations and his proprietary leadership framework.
00:03:43.700 --> 00:03:46.030 Mira Brancu: So welcome, Jamie.
00:03:51.280 --> 00:03:52.940 Mira Brancu: and you're on mute. So just.
00:03:52.940 --> 00:03:53.667 Adastra Leadership: Thank you so much.
00:03:53.850 --> 00:03:54.810 Mira Brancu: Yeah, there, you go.
00:03:54.810 --> 00:04:10.769 Adastra Leadership: Hey? Sorry about that. I yeah, it's so great to be here today. I really appreciate the opportunity to to be on the show with you, and I just wanted to say, Thank you for everything that you do for the leadership in the industry that we're in and and through telescope leaders around the country in the world.
00:04:10.770 --> 00:04:27.780 Mira Brancu: Thank you. Thank you. I appreciate that. So let's get started. People get out your pens and paper. If you're a pen and paper person like me, or get out your devices. And really he is the right person for you to reflect deeply and take notes.
00:04:28.161 --> 00:04:41.500 Mira Brancu: Really helps you think at a much sort of deeper philosophical level and identify at least one small step based on what you learn from him today to develop your hard skills muscle. Now.
00:04:41.920 --> 00:04:43.380 Mira Brancu: Jamie and I met
00:04:43.410 --> 00:04:51.280 Mira Brancu: through air consulting. I believe I'm pretty sure that's how we met right and for the audience. If if you've been tracking.
00:04:51.310 --> 00:05:04.420 Mira Brancu: I had the CEO Jonathan Kirchner on the January 30th episode, where we talked about how to leverage technology while staying authentic as a leader. So for those of you who are interested. January 30.th Is that episode.
00:05:04.490 --> 00:05:07.820 Mira Brancu: What I find really interesting about having both of them on
00:05:07.930 --> 00:05:11.389 Mira Brancu: is that I think they offer
00:05:11.410 --> 00:05:14.959 Mira Brancu: 2 very distinct perspectives on leadership.
00:05:15.030 --> 00:05:19.169 Mira Brancu: Right? So, Jonathan Karcher, I think brings in
00:05:19.380 --> 00:05:33.890 Mira Brancu: this comes at leadership and hard skills from a practical skill set perspective, like, what should we be doing? How should we be doing it to move into the future? And then, you see, you'll hear, I think.
00:05:33.970 --> 00:05:38.769 Mira Brancu: today from Jamie, who comes at it from a very philosophical perspective.
00:05:38.850 --> 00:05:40.830 Mira Brancu: How should I be thinking about this?
00:05:41.155 --> 00:05:45.740 Mira Brancu: Which is a really great compliment? So I'm excited to sort of get into that.
00:05:46.800 --> 00:05:50.422 Mira Brancu: So, Jamie, let's just start with
00:05:51.080 --> 00:06:13.880 Mira Brancu: You know the beginnings of this journey for you. You were initially a CEO, right. And I would love to 1st hear like how you how do you? Even how you even got to that point of leading an organization or multiple and then what were the pivotal moments after that that cause you to feel like
00:06:14.020 --> 00:06:17.340 Mira Brancu: I'd like to sort of also get into coaching and help other leaders.
00:06:18.360 --> 00:06:26.169 Adastra Leadership: Yeah, absolutely. So. I was born and raised in in the Uk. I spent 5 years based out of France working across Europe.
00:06:26.420 --> 00:06:32.130 Adastra Leadership: And now I've spent the last 20 years here in the States, 10 on the West coast and 10 on the east coast.
00:06:32.290 --> 00:06:39.239 Adastra Leadership: and as part of that process I did an Mba specializing in leadership and change management, and I work for a company in the automotive industry.
00:06:39.610 --> 00:06:58.690 Adastra Leadership: And so to answer the question about how I became the CEO. When I 1st started working for the organization it was by any measure broken. There was morale was low, alignment was over, attrition was high. Our clients and customers were unhappy. Our quality of our products, service and delivery were all really terrible.
00:06:58.770 --> 00:07:18.929 Adastra Leadership: And this is what I just walked into. So I had my Mba beautiful frameworks and theories, and I walked into an organization where 10 of the top 12 of our customers said, Hey, you've got 90 days to figure this out. Otherwise we're going to find somebody else. And so I wasn't the CEO at the time. But me and a group of people decided we're going to try and make it better.
00:07:18.950 --> 00:07:28.029 Adastra Leadership: And we used a lot of the philosophies that we typically use in coaching. So first, st we had to be aware of where we were, which was in the bottom 5% of global suppliers.
00:07:28.090 --> 00:07:46.260 Adastra Leadership: And then we had to build what we did through ninety-day sprints, which is typically how I organized my coaching engagements. We had to try and work on improvements. So we set ourselves some fixed objectives and made ourselves better in 90 day increments, and then invited feedback back from our clients in what kind of progress we were making.
00:07:46.650 --> 00:08:09.209 Adastra Leadership: And so, you know, within 15 months we had gone from the bottom, 5% to the top, 5 to. We were an award winning supplier to all 10 of those clients and others in terms of quality cost, delivery and service top 5 or 10 in the global supply chain of 500 people. And so through that process.
00:08:09.580 --> 00:08:24.050 Adastra Leadership: I think the leadership that was demonstrated through that process in terms of inside, out and outside in that allowed me to then be able to run, 1st become CEO of the us, and then ultimately the CEO of the Americas.
00:08:25.202 --> 00:08:26.147 Mira Brancu: That's amazing.
00:08:26.740 --> 00:08:27.969 Mira Brancu: 1st of all, I just
00:08:28.270 --> 00:08:40.100 Mira Brancu: really resonate with getting into leadership because you saw something was broken and you wanted to fix it. Not everybody gets into leadership for that reason. But if you're drawn to
00:08:40.130 --> 00:08:48.699 Mira Brancu: fixing things problem solving, making it better, making it great. I think you have. You already start out with a different mindset.
00:08:48.750 --> 00:08:50.820 Mira Brancu: Right? And yeah.
00:08:51.340 --> 00:08:54.520 Adastra Leadership: I think that's what Warren Venice would call the crucible moment. Right? So.
00:08:54.663 --> 00:08:54.949 Mira Brancu: Yes. Yeah.
00:08:54.950 --> 00:09:20.400 Adastra Leadership: Sort of thrown into this situation, and you really, I had no experience to draw from right. I had some nice frameworks and models, but really nothing, no experience, just a terribly urgent situation that was in front of us. And so, by adapting a methodology, unlocking the potential of the people within us and enlisting help from the outside. Those are 3 things that still resonate when I'm working on people with coaching engagement, so scalable processes
00:09:20.400 --> 00:09:29.090 Adastra Leadership: in listing out help from the outside and then doing the work like having to do the actual work itself. You can create and we do create transformational results.
00:09:29.950 --> 00:09:37.553 Mira Brancu: Yeah. And you know, I know you're not gonna share all your trade secrets, Jamie, but I'm very intrigued and interested.
00:09:38.170 --> 00:09:59.280 Mira Brancu: with these 90 day sprints. It's rare for coaches to do something like that. Usually they do like a 6, 9, 12 month kind of thing, but it's much more aligned actually, with behavioral change. Behavioral change takes about 66 to 91 days. And so it makes sense to have 90 day sprints. And I'm really curious.
00:09:59.450 --> 00:10:02.920 Mira Brancu: What kinds of things did you focus on
00:10:03.750 --> 00:10:07.350 Mira Brancu: during these multiple 90 day sprints to get
00:10:07.360 --> 00:10:10.329 Mira Brancu: such a massive turnaround in 15 months?
00:10:10.330 --> 00:10:10.960 Adastra Leadership: Yeah.
00:10:11.800 --> 00:10:16.009 Adastra Leadership: Well, I'm gonna try and avoid being too technical cause. Otherwise everybody will turn off.
00:10:16.290 --> 00:10:16.880 Mira Brancu: But.
00:10:16.880 --> 00:10:45.340 Adastra Leadership: But you know, for example, like incoming inspection. So the quality of the products that you're using in the 1st place so that can be a get a gateway so you could focus on that and to ensure the quality products are coming through the door, for example, or there's inline processing. So how are you manufacturing in the process? We can look at different areas there that will be part of a 90 day sprint, or our external shipping, or the quality of the products as it comes out of the door. And so, similarly, if I'm working like most clients, I mean most coaches the clients that we have.
00:10:45.550 --> 00:10:56.270 Adastra Leadership: We're going to be working 9 to 12, because that's where you can really see and demonstrate transformational change in our human behaviors, because a lot of times. We're rewiring habits that have been around for a long time.
00:10:56.440 --> 00:11:14.770 Adastra Leadership: But typically what I like to do is to break it up into segments. So I'll have a phase, one or a phase 2, which is a 90 day, where we may have 3 or 4 different areas of focus. But we may prioritize some of those in order to get some gains and to build momentum, and to be able to really start the habit of breaking habits.
00:11:14.770 --> 00:11:30.459 Adastra Leadership: and then we can take a look back either midpoint or a 3rd of the way through and say, Okay, now, what are we looking at? What kind of progress have we made? And can we sustain or consolidate those behaviors while we focus on something else? And so, likewise within the organization.
00:11:30.540 --> 00:11:36.150 Adastra Leadership: we're able to do that with our clients, too, and that yields pretty significant and impactful results.
00:11:36.150 --> 00:11:38.570 Mira Brancu: Yeah, that makes a lot of sense. So
00:11:38.760 --> 00:11:39.700 Mira Brancu: then.
00:11:40.150 --> 00:11:43.170 Mira Brancu: what led you over time
00:11:43.420 --> 00:11:52.979 Mira Brancu: to really start thinking about your own leadership journey and trajectory. And what were what were those pivotal moments for you.
00:11:52.980 --> 00:12:12.749 Adastra Leadership: Well, I think there's 2 in particular. So if that was the crucible, the experience of being in an organization where you really have a deadline and a timeline. There's high expectations and high stakes environment. And we were able to navigate. When I 1st said to our clients, We're going to be one of the best suppliers in the industry. Of course most of them laughed at me, and I'm used to that, and that's Ok.
00:12:13.163 --> 00:12:16.969 Adastra Leadership: Because then, you know, that's the fuel that we then use to prove them wrong.
00:12:17.070 --> 00:12:24.669 Adastra Leadership: And so, you know, we did make an enormous transformation. I think if I talk about sort of the coaching or leadership process.
00:12:25.768 --> 00:12:33.199 Adastra Leadership: You know, there was an experience I had when I was 25, which talked about how I knew I was going to be a coach even before this industry really existed in his.
00:12:33.200 --> 00:12:33.820 Mira Brancu: Groove.
00:12:34.200 --> 00:12:36.680 Adastra Leadership: So I was in, and I'll try and make this brief.
00:12:36.790 --> 00:12:45.449 Adastra Leadership: So bear with me. But I was in the lobby of a hotel in in in at a trade show, just sat at the end of the evening watching everybody come back in.
00:12:46.000 --> 00:12:52.709 Adastra Leadership: and I sat on my own, just watching people watching as I like to do, and and this entourage came in with somebody who's clearly an important person, the CEO.
00:12:52.760 --> 00:13:09.010 Adastra Leadership: They came in and sat and asked if they could join me, and the CEO went into this long dialogue about how you know his son would never amount to anything, because he had an earring and long hair, and how you know. And I stood up, and I said, How dare you talk about your family like that in front of a group of strangers.
00:13:09.226 --> 00:13:23.519 Adastra Leadership: So the whole bar went quiet. And I was like, Okay, I'm in trouble now. And you know his answer. I started cracking the knuckles. And I thought, Okay, I could be in trouble here. But he actually said, Come and sit next to me because nobody ever talked to me like that and turns out he was a CEO of a billion dollar business.
00:13:23.630 --> 00:13:26.419 Adastra Leadership: And we talked. We actually talked through the night
00:13:26.836 --> 00:13:30.000 Adastra Leadership: and he was in tears. He was on my shoulder.
00:13:30.100 --> 00:13:42.570 Adastra Leadership: crying, saying, I'm trapped in my life. I can't get out like, you know. All these people have expectations around me, and so we had this, you know, very deep and profound conversation. I remember I was 25, I remember at the time.
00:13:42.610 --> 00:13:55.069 Adastra Leadership: and he was nearly twice my age, and and so that was a really impactful moment for me, because we talked through the night. He bought me breakfast in the morning and and said, Thank you, and I've never spoken to him since, and I don't think he's alive anymore.
00:13:55.070 --> 00:14:18.120 Adastra Leadership: But it suddenly unlocked something in me about how I can really help people to see themselves differently, to offer that challenge which can be. It's not typically as dangerous as that when I work with clients, but to offer a challenge and then be able to provide the space for people to be able to share about themselves and think about how to be better. And we talked about through that process about how he could be a better CEO,
00:14:18.420 --> 00:14:26.240 Adastra Leadership: and be a better parent, and a better spouse too. So that was a formative moment. That was a really pivotal moment in my life.
00:14:26.500 --> 00:14:36.680 Adastra Leadership: And so, through the course of while I was a CEO, I was coaching while I was a CEO, so that's very unique. Not many people do that. And then, when we sold the business, we had the opportunity
00:14:36.860 --> 00:14:47.739 Adastra Leadership: for me to be able to do this once the industry had sort of bloomed into what it is today we were able to establish industrial consulting, which is the name of my company, and to be able to do this full time.
00:14:48.300 --> 00:15:15.268 Mira Brancu: That's incredible. I love that story for so many reasons. You know, number one, that you can make an impact regardless of, you know age, difference or experience difference, and that kind of thing by just seeing someone what you know for their whole human. And the connection that we often talk about between personal development being leadership, development and leadership development being personal development. It impacts. You know how far you can go in. Either you know,
00:15:15.740 --> 00:15:17.599 Mira Brancu: part of your life. So
00:15:18.500 --> 00:15:26.590 Mira Brancu: that said, we're reaching an outbreak. You're listening to the hard skills with me, Dr. Mirabu and our guest, Jamie Ramsen, when we come back.
00:15:27.169 --> 00:15:42.260 Mira Brancu: Let's get a little bit more into this part of your life where you're helping other leaders and what you've pulled from your experiences and your knowledge to be able to help other leaders. You know, throughout the globe
00:15:42.260 --> 00:15:58.889 Mira Brancu: we air on Tuesdays at 5 Pm. Eastern time. If you would like to join us online right now and ask us questions or ask Jamie questions that he can answer in real time. You can find us on Linkedin or Youtube at Talkradio, Nic. And we'll be right back with Jamie in just a moment.
00:18:11.190 --> 00:18:12.630 Mira Brancu: Welcome back
00:18:13.020 --> 00:18:17.030 Mira Brancu: to the hard skills with me, Dr. Mayor Broncu and our guest today.
00:18:17.980 --> 00:18:19.400 Mira Brancu: Jamie Ramsden.
00:18:19.730 --> 00:18:21.609 Mira Brancu: of industrial leadership.
00:18:21.700 --> 00:18:32.879 Mira Brancu: So, Jamie, you shared this incredible story just making a comment to a really important person.
00:18:33.522 --> 00:18:39.409 Mira Brancu: Ceo, of a very large company. When you saw that his
00:18:39.970 --> 00:18:44.459 Mira Brancu: kind of public behavior was indicated in indicative of
00:18:45.188 --> 00:18:47.140 Mira Brancu: how he might treat.
00:18:47.280 --> 00:19:13.470 Mira Brancu: maybe even his employees, and he probably didn't even realize that at the time. And he, you know, sort of brought you in to a very intimate what ended up being a very intimate conversation, very sort of strange experience once a lifetime experience for sure, formative, that led you to this place of realizing this is, you know, kind of what you want to do in terms of helping others be better leaders, and so
00:19:13.911 --> 00:19:20.240 Mira Brancu: before we get into kind of your own philosophy. How you got there. Let's just sort of start with the basics.
00:19:20.660 --> 00:19:22.459 Mira Brancu: How do you define leadership?
00:19:23.800 --> 00:19:26.330 Adastra Leadership: For me. The definition of leadership has always been
00:19:26.470 --> 00:19:29.959 Adastra Leadership: galvanizing a group of people to build a better tomorrow.
00:19:30.200 --> 00:19:40.330 Adastra Leadership: That has been the case throughout history. And it is the case in our corporations and in our governments and in our military and in our communities.
00:19:40.490 --> 00:19:46.519 Adastra Leadership: And so that's typically how I said to myself, how are we bringing together a group of people to build a better tomorrow?
00:19:46.700 --> 00:19:56.820 Adastra Leadership: And of course there is subjectivity, and what better is, and what tomorrow, how long tomorrow looks like. But to me that's a sort of centering, anchoring spot like, are you bringing people together?
00:19:56.840 --> 00:20:06.440 Adastra Leadership: Because if you're not, then, you know. There may. You don't need if you don't need a team, then you may not need to bring together a group of people. You can do it on your own. You can be a solopreneur, or
00:20:06.510 --> 00:20:14.049 Adastra Leadership: you know, you can be a subject matter expert. But really the concept of these leadership, the reason why it exists is so that we can do that.
00:20:14.340 --> 00:20:20.440 Adastra Leadership: and that includes, you know, building the Pyramids, you know, includes, you know it is. It is echoed through time.
00:20:20.560 --> 00:20:23.989 Adastra Leadership: And so that's typically how I center and anchor myself on what is leadership mean?
00:20:24.720 --> 00:20:30.409 Mira Brancu: Yeah, I I resonate that for multiple with with that for multiple reasons, one is
00:20:30.600 --> 00:20:31.090 Mira Brancu: that
00:20:32.310 --> 00:20:35.490 Mira Brancu: we have really moved beyond the single hero.
00:20:35.520 --> 00:20:36.759 Mira Brancu: leader, model
00:20:36.980 --> 00:20:41.210 Mira Brancu: right? Even in the past, when we had
00:20:41.310 --> 00:20:52.534 Mira Brancu: that model leaders did not just accomplish things on their own, like, without a team of people or a group of people. Right? It's just that they never acknowledge that a group of people help them get there.
00:20:53.056 --> 00:20:53.960 Adastra Leadership: Been in the background.
00:20:53.960 --> 00:20:55.126 Mira Brancu: Right? Right?
00:20:56.020 --> 00:21:13.069 Mira Brancu: And in today's day and age. It's not just like a command and control kind of thing. You can't just tell people do this, and they'll automatically say, yes, please. I you know I would love to. You know it requires influence. It requires
00:21:13.850 --> 00:21:25.690 Mira Brancu: you know. People being excited about a mission, you know, and interested in in following or in supporting or serving a role in this.
00:21:25.710 --> 00:21:30.650 Mira Brancu: And so that's why, I really also like this idea of galvanizing. So
00:21:31.080 --> 00:21:34.489 Mira Brancu: if you're gonna galvanize a group of people for a better tomorrow.
00:21:35.050 --> 00:21:40.550 Mira Brancu: what are your 4 pillars? Let let me just share with you. 1st of all.
00:21:40.710 --> 00:21:41.810 Mira Brancu: this book
00:21:41.870 --> 00:21:44.279 Mira Brancu: that he wrote. Here, let's go.
00:21:45.144 --> 00:21:56.515 Mira Brancu: I've tagged up nearly the entire book is so good. And I'm not just saying that I don't say stuff just to say stuff. Okay, I don't give out compliments just because
00:21:56.950 --> 00:22:08.460 Mira Brancu: it really is good. And I wanna dig into your model. That supports how leaders can galvanize others into a better tomorrow. What are those 4 pillars.
00:22:08.460 --> 00:22:21.239 Adastra Leadership: Yeah. So so the context is, I wrote, the the leadership model comes out of my Mba thesis. And when I wrote it back in 2,000. We didn't have anything like the proliferation of books that we have right now. And yet we had 10,000 years of leadership.
00:22:21.410 --> 00:22:35.899 Adastra Leadership: And so what I wanted to do is go back to basic principles and try and find something that was timeless, particularly at the time. We were also talking about E-leadership. What does electronic leadership at the time? 20 years ago? That probably sounds dated now. But what does e-leadership mean?
00:22:35.950 --> 00:22:55.069 Adastra Leadership: And the question still holds for today, how do we integrate technology into leadership? That's a different question. But I wanted to present a counterpoint to that and think about well, what has leadership meant? And it was always about. There are 4 dimensions in which leadership takes place, and that's within the leader or the individual within the team.
00:22:55.090 --> 00:22:59.819 Adastra Leadership: within the context and within the mission. So those are the 4 dimensions of leadership.
00:23:00.060 --> 00:23:04.620 Adastra Leadership: And then subsequently, because of that, the leader has 4 roles that they need to play.
00:23:05.000 --> 00:23:08.469 Adastra Leadership: And that is role model, a community builder.
00:23:08.570 --> 00:23:10.209 Adastra Leadership: a sense maker
00:23:10.440 --> 00:23:12.020 Adastra Leadership: and a future shaper.
00:23:12.190 --> 00:23:21.459 Adastra Leadership: And so my leadership thesis was around. That was that I developed that theory myself. I read 100 books in 30 days, believe it or not. Sounds crazy, but I did.
00:23:21.530 --> 00:23:50.009 Adastra Leadership: and then did, interviewed senior leaders at the time, and that became the foundation for my thesis, and then I used it myself in my own leadership journey. So for a decade as a CEO. And as I was coaching others, and then, when I launched the dash in 2015, I then used it for my client base, and then there was so much feedback positive feedback about the concepts around it. I actually developed, we've partnered with the center for creative leadership to create a 360 model. There's a 360 benchmark assessment.
00:23:50.010 --> 00:23:50.640 Mira Brancu: The.
00:23:50.640 --> 00:23:52.220 Adastra Leadership: Based on the model
00:23:52.380 --> 00:24:05.779 Adastra Leadership: that uses their library of competencies. So hundreds of thousands of people who've been through the Ccl. Program over the last 50 years, but it overlays on my model of the 4 dimensions that I talked about.
00:24:05.930 --> 00:24:23.670 Adastra Leadership: And so now there was a demand. I thought there was enough people asking to say, Well, can you put this into a book form so that we can actually take it with us and use it as a reference guide. And so it's been tried and tested in my career and the career of the people I've worked with for about 20 years. I'm hoping now that other people get to see it and use it.
00:24:24.250 --> 00:24:27.050 Mira Brancu: Yeah, let. So let's
00:24:27.290 --> 00:24:35.030 Mira Brancu: let's dig in a little bit here, leader, as role model makes perfect sense. Are there
00:24:35.450 --> 00:24:36.600 Mira Brancu: certain
00:24:37.280 --> 00:24:41.499 Mira Brancu: things that you have seen where leaders have
00:24:41.640 --> 00:24:46.640 Mira Brancu: attempted to be role models, and yet somehow still flailed.
00:24:47.090 --> 00:24:53.329 Adastra Leadership: Yeah. And so if we think about role model, you know the connection that it has to the underlying universal.
00:24:53.560 --> 00:24:57.310 Adastra Leadership: you know, need that we all have as human beings is around a sense of self.
00:24:57.560 --> 00:25:12.089 Adastra Leadership: And so, you know, because leaders will have an aspirational element to them. We look up to them, and we give up something to them in order to be led, and they should be leading consistently and with integrity. So those are the 2 competencies that were typically aligned with this.
00:25:12.170 --> 00:25:24.419 Adastra Leadership: And so, you know, we look for our role models to provide us consistent behaviors, consistent direction, right? Consistent emotional control, like being consistent is a hallmark of great leadership.
00:25:24.450 --> 00:25:54.259 Adastra Leadership: Why? To the point. Because if you are inconsistent, it's hard for a leader to sign up for something. If they don't know what it looks like. If you're going into an uncertain future and you have uncertainty in your leader or leadership base, then that's double the uncertainty. And sometimes we're looking for leaders to create certainty out of uncertainty, and that can be through the consistency of their values, the consistency of their principles, the consistency of their behaviors, and just making sure that they say what they do, and they do what they say.
00:25:56.510 --> 00:25:58.240 Mira Brancu: and you have the leader
00:25:58.790 --> 00:25:59.989 Mira Brancu: who is
00:26:00.220 --> 00:26:05.210 Mira Brancu: consistent in their behaviors and still causes feelings of uncertainty.
00:26:05.680 --> 00:26:18.389 Adastra Leadership: Well as long as if the behaviors are not aligned with the so, the reason why we have consistency and integrity is ensuring that they are aligned with the values of the organization and all the people that they have been elected or nominated to represent.
00:26:18.870 --> 00:26:25.969 Adastra Leadership: And so in doing so that we can then attach something. This is why it taps into our sense of self because we want to look towards them.
00:26:26.170 --> 00:26:47.930 Adastra Leadership: And so a lot of times, if I think about when it doesn't work. I have leaders right now, and I may even have been guilty of this for a period of time when I was a leader, which is, you know, if a leader, you know, I have an organization I'm working with right now where the leader is a natural visionary. They're great at communicating. They're great at making sense of the world, but they're not always consistent in terms of the tactics
00:26:47.960 --> 00:26:50.060 Adastra Leadership: and the behaviours that they show up with.
00:26:50.758 --> 00:26:55.990 Adastra Leadership: You know nothing troubling, but just. The behaviors are sometimes inconsistent, or they're pivoting consistently.
00:26:56.150 --> 00:27:00.889 Adastra Leadership: And when I interviewed the team, part of the feedback was. We're really worried about Monday morning.
00:27:01.140 --> 00:27:01.570 Mira Brancu: Because.
00:27:01.570 --> 00:27:11.199 Adastra Leadership: We just had 2 days to go and think about things, and we're working on something. I've heard this in a couple of cases where, you know, we were working on something, and then it changed or it got reprioritized
00:27:11.320 --> 00:27:23.419 Adastra Leadership: right. And so what does that mean to the work we've done? How does that demonstrate respect for us as individuals? And if we don't, if we don't attribute sense of meaning, why have we changed, too? Which is another one of the
00:27:23.460 --> 00:27:33.780 Adastra Leadership: the areas or the roles that we play in. Then that can be very discon could be confusing for people. It can create burnout. It can create whiplash a lot of times. If the leader is consistently pivoting.
00:27:34.220 --> 00:27:34.670 Mira Brancu: Yeah.
00:27:34.670 --> 00:27:38.249 Adastra Leadership: Good person, and not be consistent around your behaviors.
00:27:38.250 --> 00:27:46.710 Mira Brancu: Yes, yes, I'm thinking of multiple leaders right now who? Just wonderful people, but they have
00:27:47.900 --> 00:27:55.150 Mira Brancu: not not an atypical personality style of being very excited about innovation.
00:27:55.520 --> 00:28:07.319 Mira Brancu: and as a result of their excitability, they're they kind of have some a shiny object syndrome, you know. What about this. Let's type start this. Let's do this. Let's do this. Let's do this, and they get really excited about all the things
00:28:07.410 --> 00:28:10.587 Mira Brancu: I am like that, too. I get it, and
00:28:11.490 --> 00:28:38.240 Mira Brancu: the the downside is, if you do that to your people and like you said on Friday you say one thing, and then on Monday you come in with something totally different, because you took 2 days to come up with a brand new, amazing, incredible idea. But you don't take a step back and take a breath and include your people and all of that stuff. It can be very frustrating, very jarring, especially for people who just
00:28:38.450 --> 00:28:46.920 Mira Brancu: got ready to start something, and now you want them to start something else, too. So totally get it that you can be.
00:28:47.330 --> 00:28:49.265 Mira Brancu: you know, a really
00:28:49.820 --> 00:28:51.240 Mira Brancu: you know, great
00:28:51.880 --> 00:28:57.000 Mira Brancu: high intention, role model, and still sort of fall short with the consistency piece.
00:28:57.960 --> 00:29:14.069 Adastra Leadership: And so in that case, you'd need to. You know, there's a self-awareness that's required for somebody to just understand the consequences or impact of their actions, and also, maybe then, architecting or placing architecture or structure around themselves, so that they have a sounding board right
00:29:14.759 --> 00:29:26.379 Adastra Leadership: so that they have somebody to say, well, hang on a minute. Let's help to prioritize, or even with the team. Okay, let's understand. If I wanted to accomplish this, where would it fit in with your current work schedule? Or how would it fit in with the current direction that we're on.
00:29:26.630 --> 00:29:36.480 Adastra Leadership: and using that self-awareness and that infrastructure in order to mitigate what could be the extremes of well-intentioned but inconsistent behaviors.
00:29:36.800 --> 00:29:47.889 Mira Brancu: Yeah, absolutely. Let's let's move on to the next. We're only gonna get started just a little bit before the add break. But let's move into the community builder.
00:29:49.290 --> 00:29:52.330 Mira Brancu: I loved that. You put this in your book
00:29:52.460 --> 00:29:56.660 Mira Brancu: cause you really don't see that much in many leadership.
00:29:57.074 --> 00:30:06.429 Mira Brancu: and leadership development programs, leadership development trainings, re leadership development books, and so I would love to hear how you got to this piece.
00:30:07.320 --> 00:30:12.189 Adastra Leadership: Yeah. And so you know the Co, the competencies that are behind the community building
00:30:12.270 --> 00:30:41.210 Adastra Leadership: communication and a focus on others, right? And they speak to our sense of belonging. And so part of the leader's role. And when I look at the 360 data, this to your point, this is one of the lesser focused areas about not just the direct reports. Sometimes we think about when my direct report's happy, then I'm okay. But actually, the community that you're building is the community of internal and external partners who are going to help you bring your or realize your mission or realize the strategy or the vision of the company.
00:30:41.390 --> 00:30:47.310 Adastra Leadership: And so it isn't just the people within your organization. It's your network inside and outside the organization.
00:30:47.360 --> 00:31:04.329 Adastra Leadership: And so great leaders are going to spend time thinking about, how am I galvanizing? So we're back to that word. How am I bringing people together? Not just inside my organization. But how am I sharing the vision that I have communicating that, and also understanding where other people are coming from, and helping them to understand where they fit into the bigger picture.
00:31:05.020 --> 00:31:06.300 Mira Brancu: Absolutely
00:31:06.890 --> 00:31:07.400 Mira Brancu: so
00:31:07.690 --> 00:31:32.980 Mira Brancu: after the eyebreak, I really want to dig in a little bit more about what that looks like when it's going well, what it looks like when it's not going. Well, you're listening to the hard skills with me, Doctor Mara Broncu and our guest today, Jamie Ramson. We air on Tuesdays at 5 PM. Again, if you'd like to join our online audience, we're airing right now, you can ask any questions on Youtube or Linkedin at Talkradio, NYC, and we'll be right back in just a moment.
00:33:35.190 --> 00:33:41.659 Mira Brancu: Welcome back to the heart skills with me, Doctor Mira Broncu and our guest today, Jamie Ramsden, with adder leadership.
00:33:41.920 --> 00:33:50.230 Mira Brancu: So Jamie, we just started getting into your second pillar which is community building
00:33:50.360 --> 00:33:54.569 Mira Brancu: and I'd love to hear more about
00:33:55.450 --> 00:33:56.560 Mira Brancu: when
00:33:57.548 --> 00:33:59.580 Mira Brancu: when this goes awry.
00:33:59.760 --> 00:34:03.376 Mira Brancu: what does it look like? Do you have examples?
00:34:04.310 --> 00:34:06.099 Mira Brancu: And then, of course, when
00:34:06.550 --> 00:34:10.739 Mira Brancu: when does it look good like? What does it take to
00:34:10.949 --> 00:34:11.920 Mira Brancu: get there?
00:34:12.060 --> 00:34:27.239 Adastra Leadership: Yeah, well, I think you know, conceptually right, if you think about what does it take in order to build, you know, a better future. It takes a lot of energy, right? It takes a lot of people multiply by a lot of energy. And so part of this community building is giving people a sense of belonging
00:34:27.550 --> 00:34:44.860 Adastra Leadership: so that they are prepared or willing to do. You know, it's going the extra mile. And when I see organizations where the community is not properly built. What can tend to happen is that people, they become transactional, right? So we're just thinking about what's in it for me, and there's a simple trade-off, because there isn't any connectivity
00:34:44.920 --> 00:34:47.350 Adastra Leadership: or the willingness to go that extra mile.
00:34:47.469 --> 00:34:55.049 Adastra Leadership: And so then you multiply that by all your internal and external stakeholders. It just means suboptimal or limited, you know, outcomes.
00:34:55.120 --> 00:35:02.260 Adastra Leadership: Whereas if you think about the things that we look at, you know, where somebody has really shaped an incredible future
00:35:02.410 --> 00:35:25.700 Adastra Leadership: when you talk to the people around them. Yes, they did have to put in extra work. It takes energy and effort, right, it takes collective effort. And so, if you're not prepared or willing to do that, then you may get great results, but they will be limited or suboptimal versus what you can get when you make that the intention, the focus on others, and communication truly galvanizing a group of people inside and outside your organization.
00:35:27.910 --> 00:35:28.719 Mira Brancu: Yeah. And
00:35:29.280 --> 00:35:32.000 Mira Brancu: do you have an example of when
00:35:32.600 --> 00:35:35.999 Mira Brancu: someone has tried to develop community
00:35:36.190 --> 00:35:37.120 Mira Brancu: but
00:35:37.580 --> 00:35:40.090 Mira Brancu: just hasn't gotten there. And what was missing.
00:35:40.090 --> 00:36:02.409 Adastra Leadership: Yeah. Well, I mean, there's a couple of cases, I think, about one in particular where you know somebody. So again, the focus on others. Right? So for some people it's a lot more natural to engage with others. And so I always. I'm always differentiating between introverts and extroverts. And there are some people who it's not as socially, easily for them to actually sort of build and galvanize. Or it takes more energy. We're thinking of introvert extrovert terms.
00:36:02.600 --> 00:36:14.310 Adastra Leadership: And so I've seen cases where somebody who wasn't familiar or very comfortable on stage, or didn't feel, you know they prefer, like one-on-one or small group settings where we had to either get them to perform out of type.
00:36:14.520 --> 00:36:22.120 Adastra Leadership: right to actually store and preserve and create the energy and the space and the time for them to be able to operate out of type of crucial moments.
00:36:22.140 --> 00:36:40.710 Adastra Leadership: and or to leverage the people around them who are more skilled than that. So you don't have to do it all. It's the self-awareness that I talked about earlier on. If we start with that, and you can see the blind spots or the limitations that you may have, you can organize and deploy other resources at your disposal to be able to compensate for that.
00:36:41.060 --> 00:36:59.020 Adastra Leadership: So that's where I've seen it where a leader may not be as connected to the team, but then we can find alternate ways of either doing it themselves or managing through others that can create that. Still, that sense of connectivity, that sense of belonging that we're looking for. But it doesn't all have to be coming from directly from the leader.
00:36:59.390 --> 00:37:01.499 Mira Brancu: Yeah, I really appreciate that because
00:37:01.820 --> 00:37:02.930 Mira Brancu: you
00:37:03.854 --> 00:37:19.449 Mira Brancu: you do need to create connection and belonging for people within your organization and your stakeholders. However, how you do, it does not have to be formulaic, and you don't have to do it a very specific way. And so I appreciate that you bring out like
00:37:19.930 --> 00:37:27.609 Mira Brancu: there are different people with different styles. There's nothing wrong with different personality styles. You just have to make sure that you're leaning into this in a natural way. So you don't look
00:37:27.770 --> 00:37:34.179 Mira Brancu: so disingenuous and inauthentic that it just like rubs people the walk the wrong way.
00:37:34.580 --> 00:37:41.880 Adastra Leadership: Exactly. Yeah. And I think there's a mistake that leaders can make is often under or thinking that other people have the same motivations that they have.
00:37:42.130 --> 00:37:57.300 Adastra Leadership: And so really, this is again the value of having time and space and architecting the world around you, and having good people advising you, is to be able to help you understand, or think through what it looks like to be in somebody else's shoes, and what it is that they're looking for in terms of sense of belonging not just you.
00:37:57.770 --> 00:38:00.709 Mira Brancu: Yeah, I I think about
00:38:01.610 --> 00:38:09.979 Mira Brancu: community in lots of different ways, a lot. Obviously, with the Towerscope Leadership Academy, it's actually a community. So I'm
00:38:10.160 --> 00:38:13.319 Mira Brancu: often thinking, how do I develop a healthy.
00:38:13.340 --> 00:38:15.947 Mira Brancu: inclusive community for others? And
00:38:17.230 --> 00:38:19.430 Mira Brancu: you know some of the things that I just
00:38:19.720 --> 00:38:24.009 Mira Brancu: wrote down that, you know, I pulled from my recent newsletter
00:38:24.330 --> 00:38:28.540 Mira Brancu: on this as well as just thinking through what you just shared
00:38:28.670 --> 00:38:33.170 Mira Brancu: are number one, you, you know, change management
00:38:33.180 --> 00:38:48.085 Mira Brancu: is a critical piece when moving from current state to future state wherever you are now and where you need to go, change management does not happen without community. It doesn't happen without people being involved being excited. Understanding what will happen.
00:38:48.760 --> 00:38:57.069 Mira Brancu: having mentors having a board of directors helps you with that perspective that you were just talking about.
00:38:57.510 --> 00:39:01.699 Mira Brancu: and having different perspectives, learning what is
00:39:01.870 --> 00:39:05.899 Mira Brancu: not within your awareness, but should be
00:39:07.330 --> 00:39:08.370 Mira Brancu: helping
00:39:09.020 --> 00:39:16.840 Mira Brancu: you challenge each other right in good, healthy ways to help you sort of broaden your experience and perspective.
00:39:17.368 --> 00:39:21.512 Mira Brancu: Amplify the work and create that kind of
00:39:22.270 --> 00:39:31.102 Mira Brancu: Broader network has a massive impact. I mean, I just, I can go on and on about this. But like it has a massive impact, I'll just put a period on that one.
00:39:31.440 --> 00:39:36.109 Mira Brancu: Alright, let's let's move into the next piece sense, making
00:39:36.559 --> 00:39:45.340 Mira Brancu: yet another critical piece that I don't think a lot of leaders think about but they have so much
00:39:46.150 --> 00:39:56.569 Mira Brancu: power to shape the way people feel and think about where they are. Within the organization and the world, so share a little bit more about this one.
00:39:56.570 --> 00:40:07.159 Adastra Leadership: Yeah. So so since making you know the competencies underpinning that are going to be around intelligence. And I use cognitive social and emotional intelligence cognitive is just not enough anymore.
00:40:07.470 --> 00:40:18.689 Adastra Leadership: So intelligence and a learning orientation. So if we're trying to build an organization that's going to win and learn and then win and continue to win. The leader has to help the organization to learn.
00:40:18.730 --> 00:40:23.370 Adastra Leadership: And so their their objective is to create a sense of meaning for the people around them
00:40:23.380 --> 00:40:25.030 Adastra Leadership: by sense making.
00:40:25.390 --> 00:40:35.029 Adastra Leadership: And so, if I go back to my experience, you know probably of the 4 different dimensions. This is the one that I spent most of the time in. And I think for many leaders, it's the one where the biggest opportunity lies.
00:40:35.690 --> 00:40:43.180 Adastra Leadership: If somebody walks in your office and says, Hey, something has happened, whatever that may be, some tragedy or some difficult situation has surfaced, and we need to take care of it.
00:40:43.200 --> 00:40:55.220 Adastra Leadership: Your response to that you can. Many leaders that I work with. They're time pressured. They see the situation. They go straight to the worst case scenario. So they give somebody a solution, turn them around and get them back out of the office and think, okay, we're done.
00:40:55.540 --> 00:40:59.960 Adastra Leadership: and the reality is that those moments are moments of truth inside your organization.
00:40:59.970 --> 00:41:22.599 Adastra Leadership: By that what I mean is that there's an opportunity for you to help somebody understand? Not just the situation. Because you have all these options. You can choose not to take action. You can choose to have somebody else take action. You can say you already have a system or a mechanism that's in place, and you just need to see it play out. You can choose to stand on the table, rally around the troops and get everybody focused because it is that important.
00:41:22.670 --> 00:41:32.499 Adastra Leadership: And so your response to that really literally speaks to not just the values and the principles, but also it helps people connect to their own work, and it helps us to reinforce the journey that we're on.
00:41:32.620 --> 00:41:51.619 Adastra Leadership: And so sense making is absolutely critical in the leader's repertoire. It's really important for them to have this ability to not just try and turn people around and get them out the door or not, try and solve a problem in the immediate, but to help people understand, both for themselves and the people around them. The context of the situation and the meaning behind the decision.
00:41:51.820 --> 00:41:55.119 Adastra Leadership: So it isn't just making the decision. It's making meaning of the decision.
00:41:56.030 --> 00:41:58.413 Mira Brancu: Yeah, I can imagine that.
00:41:59.440 --> 00:42:03.706 Mira Brancu: right now. It's more important than ever, because
00:42:04.600 --> 00:42:08.156 Mira Brancu: there's so little that makes sense in the world right now.
00:42:08.480 --> 00:42:08.860 Adastra Leadership: Yeah.
00:42:08.860 --> 00:42:17.229 Mira Brancu: We? We feel a sense of uncertainty. A lot of people feel like anxious about the unknown, you know where we're going.
00:42:17.710 --> 00:42:21.905 Mira Brancu: and a leader who is able to say
00:42:22.780 --> 00:42:26.874 Mira Brancu: to, to basically name the thing right to say,
00:42:27.510 --> 00:42:29.419 Mira Brancu: here's where I think we are.
00:42:29.590 --> 00:42:40.909 Mira Brancu: And here's where I think it's important to go. And here's why we're making this decision is very, I think, very grounding. I mean, am I understanding this sense making piece the way that you're thinking about it.
00:42:40.910 --> 00:42:52.749 Adastra Leadership: Exactly. Yeah, no, it's about, you know, how are we meaning making? And so a lot of times when I say, if you're in the French Revolution. How do our leaders in the French Revolution make sense? If you're in the American Revolution, if you're in a technological revolution.
00:42:52.930 --> 00:43:03.280 Adastra Leadership: the people who stood up and said, I can see clearly what the future looks like. Are the people that we've gravitated towards, because we want to have that sense of certainty, especially in times of great uncertainty.
00:43:04.940 --> 00:43:05.550 Mira Brancu: Yeah.
00:43:05.700 --> 00:43:19.150 Mira Brancu: excellent. Okay, let's start getting into a little bit of the future shaper before the ad break. Tell us about what it means for a leader to also be a future shaper.
00:43:19.210 --> 00:43:22.239 Mira Brancu: How is that different also, especially from sense maker?
00:43:22.240 --> 00:43:33.339 Adastra Leadership: Yeah. And so the future shaper is somebody who's going to build a compelling vision for tomorrow. Right? If I said, we're galvanizing a group of people to make a better tomorrow, and that requires a vision and a bias for action.
00:43:33.400 --> 00:43:52.519 Adastra Leadership: So you could be a great manager and be a good role model. And you develop relationships. And you can make sense of the world. But in order to be a great leader, you have to give people a more compelling version of the future that they can get into or buy into. They can understand how it will impact them. And that really speaks to the universal principle, the sense of purpose
00:43:52.570 --> 00:43:55.119 Adastra Leadership: that we all look for as human beings.
00:43:55.510 --> 00:44:17.830 Adastra Leadership: And so we talked about a sense of self. We've talked about a sense of belonging. We talked about a sense of meaning, but this sense of purpose is something that draws us all. It's what we give up in terms in order to be led is, we give up some of our individual desires or wishes. We give up our time. We may give up some of the things that we take, for you know that we hold dearly in order to be able to build this
00:44:17.830 --> 00:44:34.619 Adastra Leadership: better tomorrow, because we gravitate towards a greater sense of purpose, wherever that may be right. So it might be in your community, it might be in your organization, it might be in the political sphere, it might be somewhere else. But we all gravitate towards building something that's bigger than ourselves that can outlive and outlast us.
00:44:35.010 --> 00:44:41.469 Adastra Leadership: And so, you know, that's really the critical part of the leader. If you have the other 3 dimensions. This one is the icing on the cave.
00:44:41.670 --> 00:44:54.400 Adastra Leadership: right? And I've seen people where they've said, hey? I've got a great team, and we're all galvanized. We're ready to go, and that we can pivot, or, you know, iterate what the future looks like, or there are other people who have such a clear vision, and we have to help them build the team around themselves.
00:44:54.440 --> 00:44:59.519 Adastra Leadership: But if you don't have both, you are going to be suboptimal, or you're not going to accomplish the goals that you set out.
00:45:00.030 --> 00:45:00.760 Mira Brancu: Yeah,
00:45:01.690 --> 00:45:03.740 Mira Brancu: I have a question for you
00:45:03.920 --> 00:45:09.458 Mira Brancu: before the add break. You can think about it, and then we'll we'll go into the ad break, and then we'll come back with this.
00:45:09.970 --> 00:45:18.750 Mira Brancu: this is a this is interesting. I really appreciate that you connected sense of purpose to future shaping, because I think
00:45:18.830 --> 00:45:22.039 Mira Brancu: a lot of people confuse visionary
00:45:22.580 --> 00:45:23.540 Mira Brancu: with
00:45:24.840 --> 00:45:35.819 Mira Brancu: you know. This future shaping idea. And what you're adding is, it doesn't have to be visionary. It just needs to add a sense of purpose. And I get a lot of questions
00:45:36.170 --> 00:45:54.100 Mira Brancu: in our our Terrascope Leadership Academy around. You know different leadership styles and like, what if I'm a more operational person? And I don't feel like I'm a visionary, you know. Does that mean I can't be a leader, and I would love for you to think. Chew on that
00:45:54.548 --> 00:46:07.969 Mira Brancu: and give us a good answer for that when we come back in the context of your framework. So you're all listening to the hard skills with me, Dr. Maya Broncu and our guest today, Jamie Ramseen, with Addastra leadership, and we'll be right back in just a moment.
00:48:11.320 --> 00:48:25.029 Mira Brancu: Welcome back to the hard skills with me, Dr. Mira Broncu and our guest today, Jamie Ramseen, of Addastra leadership. We were kind of cracking up behind the scenes here. Our engineer likes to be silly back here, entertain us
00:48:25.240 --> 00:48:28.871 Mira Brancu: alright. So I'm I'm focusing now, focusing
00:48:29.710 --> 00:48:31.070 Mira Brancu: We left off
00:48:31.460 --> 00:48:33.509 Mira Brancu: with a question I have for you.
00:48:33.700 --> 00:48:35.146 Mira Brancu: Jamie, around
00:48:36.430 --> 00:48:37.660 Mira Brancu: connecting
00:48:38.020 --> 00:48:55.509 Mira Brancu: future shaper to developing and helping others to develop a sense of purpose, and how that might be different if it is in your eyes from visionary. Can you not have this sort of personality of being like a big visionary, and still be a future shaper.
00:48:55.510 --> 00:48:56.090 Adastra Leadership: Right?
00:48:56.220 --> 00:49:07.510 Adastra Leadership: Yeah. Well, I'd say, this is that, you know. Again we come back to the individual the 1st thing I'd say is that the leader, as always, doesn't have to do it alone. So if you're not naturally to answer the question that you had, if you're not naturally
00:49:07.750 --> 00:49:18.569 Adastra Leadership: somebody who considers himself to be visionary. You can lean into all kinds of resources, internal and external, at your disposal to be able to craft a vision right?
00:49:19.198 --> 00:49:22.149 Adastra Leadership: But but I'd say also to that is that
00:49:22.290 --> 00:49:47.010 Adastra Leadership: if you think about particularly in larger organizations, we do a lot of this work about building visionary capabilities inside organizations because you will typically elevate. It's very hard if you're a natural visionary and not an operator, to be able to elevate through an organizational structure, especially at large, because most of your time is spent operationally. It's spent accomplishing things and getting tasks done.
00:49:47.290 --> 00:49:51.649 Adastra Leadership: And so a lot of the times it's actually, you know, it's actually quite interesting to see how.
00:49:51.660 --> 00:50:05.329 Adastra Leadership: when people do spend some time and when they think about what the future needs to look like in an organizational context, how it's easy to make that stretch into being. You know what could be perceived as a I call it, a purpose-driven leader. Maybe, instead of a visionary leader.
00:50:05.510 --> 00:50:19.205 Adastra Leadership: I work with some visionary leaders, and of course we have to build infrastructure around them to make sure that the operations are managed, and that they don't disrupt their team through visionary thinking on the daily guilty is charged and but
00:50:20.139 --> 00:50:25.629 Adastra Leadership: but you know we can also do the same thing, like, if you have the other 3 components in space in place.
00:50:26.010 --> 00:50:39.460 Adastra Leadership: you can leverage the resources as a leader, you can leverage the capabilities and the team around you to be able to build a compelling picture. Let me just call it that instead of a vision, maybe a compelling picture of where it is that we're going
00:50:39.790 --> 00:50:51.890 Adastra Leadership: right? So in our case in our organization, I said, we're going to be one of the best manufacturers. We're going to be one of the best suppliers in the industry. Right? And so they laughed at me at the time. That was probably I'd say more of a vision than a picture.
00:50:51.910 --> 00:51:01.019 Adastra Leadership: But as I'm breaking it down to folks who are, you know, we're 18 months away from that, and somebody is doing a job that has no connection to that. They don't even see the client base.
00:51:01.100 --> 00:51:09.729 Adastra Leadership: How do I help them to understand? Well, that's when we give them a little bit of purpose. We find ways to break it down into component parts, and to build the bridge
00:51:09.780 --> 00:51:15.840 Adastra Leadership: between where people are today and what they have to do, and how they have to evolve in order for us to be better tomorrow.
00:51:17.330 --> 00:51:20.739 Mira Brancu: and so let's just take that example for a second.
00:51:20.740 --> 00:51:21.190 Adastra Leadership: Yeah.
00:51:21.190 --> 00:51:23.080 Mira Brancu: What would you actually say
00:51:23.450 --> 00:51:31.110 Mira Brancu: if you were well, you were a leader in that role? To the person who's not making the connections
00:51:31.270 --> 00:51:32.819 Mira Brancu: to that big vision.
00:51:32.820 --> 00:51:55.750 Adastra Leadership: Yeah. So it's, you know. So again, it depends on how big the piece of the puzzle that they need to see. But this is back to this is where future shaping and sense making connect. This is really the role of the leader where you're actually sitting with somebody and saying, let me just take the time for you to say, hey, listen. So, for example, we were measured by very simply by parts per 1 million defects. Right? So you make a million parts. How many of them are defective?
00:51:55.750 --> 00:52:04.490 Adastra Leadership: That's a very simple measure that we would measure daily. We would post it out to the organization, or they might be measured by you know, how many units can they make in a certain period of time?
00:52:04.570 --> 00:52:09.349 Adastra Leadership: And so it's helping them to understand. Well, actually, you know, it's really important for us to have quality.
00:52:09.410 --> 00:52:18.459 Adastra Leadership: So quality is then a value, a principle that we're helping people to make sense of and for you to do better work. I don't care about the throughput as much as I care about the quality of work.
00:52:18.520 --> 00:52:39.020 Adastra Leadership: And so you're sitting there with somebody understanding their motivations may not be the same as yours. So we're bringing together all 4 of these dimensions, and we're helping them to make sense of. Oh, I just got to do this a little bit differently today. Yes, and then once we bridge that gap, then we could go back and have another conversation about, oh, how do we get to the next level? Or how do we celebrate the milestones that we're making along the way?
00:52:39.250 --> 00:52:51.190 Adastra Leadership: And so the leader has the opportunity, in these moments of truth, to help, to galvanize and to bring people together, and to help them to understand, not just themselves, but also the importance of the diverse capabilities of the team.
00:52:51.320 --> 00:53:03.269 Adastra Leadership: and also how that fits into the bigger picture, both tactically and ultimately, strategically, if they're not ready to have the conversation, or they're not interested, or they don't have the bandwidth. Then that's perfectly fine. We can just build the bridge.
00:53:03.300 --> 00:53:08.449 Adastra Leadership: But if they are a leader's role is to help people understand how they all fit in and what it means for them.
00:53:09.210 --> 00:53:10.780 Mira Brancu: That makes a lot of sense.
00:53:10.810 --> 00:53:36.379 Mira Brancu: And so since you've already started explaining how some of these like pulling these together into an example if we were to now pull all of these role model community builder, sense maker, future shaper which, by the way, Jamie just slipped this in. But like, I'm just gonna pull this right out and make it super super clear that each of these are connected to
00:53:37.310 --> 00:53:39.819 Mira Brancu: basic human needs
00:53:40.000 --> 00:53:43.240 Mira Brancu: for self belonging meaning and purpose.
00:53:44.230 --> 00:53:54.330 Mira Brancu: Okay, so if you were, if you were to pull all of that together, what is the one message that you want people to take away from all of this.
00:53:55.520 --> 00:53:58.040 Adastra Leadership: Yeah, I mean, you know, I think that
00:53:58.460 --> 00:54:05.599 Adastra Leadership: if you're in a if you're in a leadership role. So I think that'd be the 1st thing I wanted to take out of today other than going by the book.
00:54:05.780 --> 00:54:21.999 Adastra Leadership: but is in the book. What you'll see in there is if you're in a leadership role today is thinking about, how do I create the self-awareness, time, space, and energy for me to reflect on myself? Because the individual, the leader is the connecting piece between all of these different dimensions.
00:54:22.130 --> 00:54:49.019 Adastra Leadership: And then to be thinking about, how do I develop in those different areas? So do I need work, you may be able to take an assessment. We have them, but there are others where you can see where you lie in those different areas. And so where are my strengths and weaknesses at the highest level and then breaking it down into component parts about. Okay, there's certain groups or pockets of group that aren't. I'm not making sense for them well enough, or there are certain parts of our community that aren't really engaged as much as I would.
00:54:49.210 --> 00:55:07.100 Adastra Leadership: or as I'd want them to be. And so the leader's role is to either do it themselves or deploy the resources and assets they have available in order to be able to. You know, you don't have to be a 10 in all 4 areas. That's not what we're asking for here. It's about the awareness and the understanding that the leader is the person, the individual.
00:55:07.120 --> 00:55:19.660 Adastra Leadership: You don't have to do it on your own, but you have the capability to bring all of these things together in a meaningful way, in every single conversation. You have in these moments of truth, that you have with the people inside and outside your organization.
00:55:20.560 --> 00:55:22.680 Mira Brancu: Wonderful, and I can imagine
00:55:22.910 --> 00:55:24.140 Mira Brancu: that
00:55:24.520 --> 00:55:25.749 Mira Brancu: this is a
00:55:25.820 --> 00:55:27.540 Mira Brancu: perpetually
00:55:28.930 --> 00:55:48.820 Mira Brancu: sort of never ending evolving process for a leader. You know. I don't think that you could ever be like perfect at all of these. I think you're always getting better over time. So, and every sort of challenge brings something new right. If people want to learn more about you, where can they go.
00:55:49.470 --> 00:56:07.539 Adastra Leadership: Yeah. So obviously, I'm on Linkedin. So they're welcome to come and connect with me on Linkedin, the adastraleadership.com is the name of the website. And there we have details on the book, on the model, our coaching programs, and also some merchandise, some pretty cool merchandise that. We just launched
00:56:08.229 --> 00:56:18.429 Adastra Leadership: and then, you know, the book itself is on Amazon. It's on Barnes and noble Waterstones. Wx Smith in the Uk. Any good independent books will will have this
00:56:18.590 --> 00:56:19.345 Adastra Leadership: and
00:56:20.230 --> 00:56:31.469 Adastra Leadership: you know, as as leaders, we typically do. From a coaching standpoint, we typically work in the shadows. I'm not out in front as I was as CEO. Now, I'm helping other Ceos to be successful.
00:56:31.700 --> 00:56:38.130 Adastra Leadership: But if people want to go and find us www, dot dastra leadership.com is the website.
00:56:38.670 --> 00:56:48.260 Mira Brancu: Excellent. Thank you. And audience, what did you take away? More importantly, what is one small change you can implement this week, based on what you learned from Jamie.
00:56:48.300 --> 00:57:05.429 Mira Brancu: Share it with us on Linkedin, at Mira Broncu or Jamie Ramzen, and at Talkradio, NYC. So we can share you on. We are also on Facebook, Instagram, Twitter, Twitch, Amazon all over the place. But Linkedin is where I live online. I'm pretty sure that's where he lives. So we'll respond there.
00:57:05.793 --> 00:57:32.660 Mira Brancu: We're also a live show on apple spotify and Amazon Podcasts help increase our visibility, reach and impact by leaving a review. The stuff we talk about is part of our research based strategic leadership, pathway, roadmap as well. And we teach that in our towerscope Leadership Academy. And again, you can go to go towerscope.com, and click on Leadership Academy to learn more about the applications for the 2024 cohort
00:57:32.740 --> 00:57:42.369 Mira Brancu: that are open. Now, thank you to Talkradio, NYC for hosting. I'm Doctor Mara Broncu, the host of the Hard Skills show and thank you for joining us today. Jamie Ramseen.
00:57:42.580 --> 00:57:43.930 Mira Brancu: so great to have you.
00:57:43.930 --> 00:57:45.579 Adastra Leadership: Absolutely pleasure to be here.
00:57:45.580 --> 00:57:50.219 Mira Brancu: Yes, and have a great rest of your day wherever you're tuning in from everybody. Bye.
00:57:50.220 --> 00:57:50.940 Adastra Leadership: Bye, bye.
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