Craig Lemasters is the author of Unstuck, which offers a powerful learning methodology that equips leaders to strategically leverage the wisdom of others to drive transformational growth and jump-start pathways toward innovation. Craig’s strategic process will first help executives pinpoint exactly where and how they are stuck, identify places where innovation and growth are necessary and then equip them with the 3-steps process necessary to move forward rapidly.

Thank you for joining me for this series titled Stronger Through Adversity. The book by the same name is based on conversations I've had with more than 140 global leaders as they navigate through COVID-19.

In Stronger Through Adversity, I borrow wisdom from Greek philosopher Epictetus who said, "We have two ears and one mouth so that we can listen twice as much as we speak." Throughout my conversations with leaders, it was clear that they were listening more and with increased intensity than they had before the pandemic. For example, these leaders regularly assessed their people and customers' emotional status, fears, and morale. Leaders increased stakeholder listening through surveys (which I will discuss in next week's post) and unstructured conversations.

These leaders practiced active, continuous listening, and they closed the loop by taking action on what they heard. From Epictetus' perspective, during this time of extreme disruption, the most successful leaders listened twice as much as they spoke.

If you would like to learn more about Stronger Through Adversity and get your special signed 40% off pre-order offer, head to strongerthroughadversity.com.

Recording of the video live stream from this past week where Joseph answers questions about writing and publishing a book.

Thank you for joining me for this series titled Stronger Through Adversity. The book by the same name is based on conversations I've had with more than 140 global leaders as they navigate through COVID-19.

In Stronger Through Adversity, I wrote, "The more things change, the more they stay the same or so it would seem from reading Marcus Tullius Cicero's writings.”

In conversations with leaders throughout the pandemic, it became clear that customer and employee safety (something that typically operates in the background of a business) jumped to supreme importance. Leaders shared with me many specific decisions they made to protect customers and team members - even when those decisions resulted in substantial short and mid-range costs and losses.

Stronger Through Adversity is full of examples of how leaders acted on behalf of team members and customers, consistent with Cicero's maxim that safety should be the highest law, but let's bring this discussion back to you.

How has your behavior aligned with Cicero's maxim? What are the short and mid-range costs to your business of setting safety supreme? What are some of your most challenging tradeoffs?

If you would like to learn more about Stronger Through Adversity and get your special signed 40% off pre-order offer, head to strongerthroughadversity.com.

As president of Benjamin Franklin, The Punctual Plumber, a home service company, Ellen Rohr helped grow the company from zero to $40 million in franchise sales and 47 locations in less than 2 years. She is also the COO of ZOOM DRAIN Franchising, LLC, a new drain and sewer company expanding across the USA. They make Business UN-Complicated so you can live Life UN-Leashed!

Thank you for joining me for this series titled Stronger Through Adversity. The book by the same name is based on conversations I've had with more than 140 global leaders as they navigate through COVID-19.

In Stronger Through Adversity, I suggest that practicing employee obsession is an ominous concept since, in its most negative connotation, obsession means a disturbing preoccupation. I go on to write that the leaders I interviewed weren't advocating disturbing preoccupations with team members. I am, however, using the broader definition of obsession to reflect a compelling motivation.

In Stronger Through Adversity, I talk about how I've had a front-row seat as a leadership and customer experience consultant to a raging debate about whether companies should aspire to put the customer or the employee first. As you might guess from Amazon's guiding principles, Jeff Bezos consistently says, "Put the customer first," while the founder of Virgin Group, Sir Richard Branson, believes, "Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients."

What do you think of the debate between prioritizing team members versus customers? More importantly, how have you enhanced your team member experience, given the challenges of the pandemic?

If you would like to learn more about Stronger Through Adversity and get your special signed 40% off pre-order offer, head to strongerthroughadversity.com.

Ed Mady is the Regional Director of West Coast USA and General Manager of The Beverly Hills Hotel and Bungalows. He will be my guest today to discuss transformational leadership during times of crisis.

Thank you for joining me for this series titled Stronger Through Adversity. The book by the same name is based on conversations I've had with more than 140 global leaders as they navigate through COVID-19.

I wrote the following in Stronger Through Adversity, "Unfortunately, many leaders lose perspective on their limitations and carry an inordinate responsibility for the success of their organization, team, family, and community. They fail to heed the wisdom of poet John Donne when he wrote, 'No man is an island, Entire of itself.'" The concept of leaving the island captures how world-class leaders eagerly asked for help, sought guidance, and adopted a growth mindset.

In the book, I said, "Ironically, many of the leaders I spoke with credited the pandemic for fueling substantial personal and organizational growth. I heard statements like, 'COVID-19 gave me a harsh wake-up call,' or 'The pandemic forced my team and me to dive into learning. As soon as we figured out operating in a lockdown, 'Bam,' we had to knit together a re-opening plan.'"

In many ways, COVID-19 has been the great equalizer. It's rendered leaders so vulnerable that they couldn't fake their way through solutions alone. It has humbled leaders to understand that asking for help is a sign of strength, not a sign of weakness.

To whom have you reached out for help during this pandemic? How regularly are you asking others for guidance? Who has turned to you? I would love to learn what will assist you? Let's explore what will be needed to help you elevate your leadership and human experience delivery.

If you would like to learn more about Stronger Through Adversity and get your special 40% off pre-order offer head to strongerthroughadversity.com.

Scott McKain is a customer experience and distinction expert teaching companies and individuals how to establish strategies and execute seamlessly to stand out from the competition. Known internationally as a top-rated keynote speaker and virtual presenter, Scott’s clients represent the world’s most iconic brands. You’ll have the confidence of working with a professional known for impacting bottom-line results. To learn more about Scott, visit scottmckain.com.

Thank you for joining me for this series titled Stronger Through Adversity. The book by the same name is based on conversations I've had with more than 140 global leaders as they navigate through COVID-19.

During my conversations with leaders, many referenced having no roadmap for leading in the pandemic or suggested their previously crafted maps didn't apply. That prompted me to recall a lesson I learned when I started hiking 14,000-foot mountains in Colorado. A veteran climber told me, when the map doesn't match the terrain - follow the terrain.

They shared how they sought and continued to seek reliable, real-time information on all stakeholder perceptions as well as the financial health of the business. They candidly shared the challenges of garnering accurate data given widespread misinformation and conflicting expert and political guidance. They also spoke about the constant cadence of meetings and the rapid tactical shifts they make. Most importantly, they talked about the constant recalibration required to maintain a steady course in unsteadying times.

I won't get into the stories shared by these leaders, you can find those in the book; however, I will ask how readily you give up preconceived notions or existing plans? Where do you turn for reasonably accurate information amid a sea of distortions? How nimbly are you able to act and course-correct as conditions warrant?

If you would like to learn more about Stronger Through Adversity and get your special 40% off pre-order offer head to strongerthroughadversity.com. Until next time, may you be Stronger Through Adversity by following the terrain.