May 20, 2023 • 33 mins
In this episode of the Stuck In My Mind Podcast, titled "Leading with Intention: Insights from Leadership and Mindset Coach William Attaway," host Wize El Jefe engages in a captivating conversation with leadership expert William Attaway. Throughout the episode, Attaway shares his wisdom gained from over 20 years of coaching leaders, providing valuable insights on how to cultivate a growth mindset, navigate the challenges of leadership, and create a positive work culture. The conversation kicks off with an exploration of the critical role of mindset in leadership. Attaway emphasizes how a growth mindset is essential for leaders as it enables them to continuously improve, adapt to change, and inspire their teams to do the same. Conversely, a fixed mindset can hinder a leader's ability to grow and develop, ultimately impacting their team's performance and overall success. Attaway's guidance on coaching leaders to adopt a growth mindset not only empowers them to leverage every experience for personal and professional growth but also encourages them to instill this mindset within their teams. The episode delves into the common mistakes that leaders often make, such as exhibiting an unteachable spirit and undervaluing the people they lead. Attaway highlights the detrimental impact of these behaviors and stresses the importance of leaders recognizing their team members as individuals with dreams and lives beyond the workplace. By valuing their team, leaders can foster a more engaged, motivated, and productive work environment. Drawing from his recently published book, which captures leadership principles distilled from decades of coaching conversations, Attaway shares twelve keys to catalytic leadership. The book, designed to be accessible to leaders at any stage of their journey, spans various sectors, including government, academia, the military, and the C-suite. By providing practical and actionable guidance, Attaway equips leaders with the tools they need to navigate the complex challenges of leadership successfully. As the conversation unfolds, Attaway's commitment to continuous learning and intentional growth becomes evident. He emphasizes the value of learning from those who are ahead on the leadership journey and actively seeks opportunities to expand his knowledge and skills in specific areas. This intentional focus on development not only fuels his own growth but also influences the culture he cultivates within the teams he leads. Furthermore, the episode explores the unique challenges posed by the COVID-19 pandemic, particularly the struggle to maintain a healthy work-life balance while working remotely. Attaway emphasizes the vital role of leaders in modeling healthy work-life balance, as well as the importance of setting boundaries to prioritize physical and mental health, relationships, and overall well-being. Throughout the episode, Attaway's profound insights and practical advice serve as a guiding light for leaders seeking to develop their leadership skills intentionally. As the conversation draws to a close, it becomes clear that intentional leadership, rooted in continual growth and a positive work culture, is not only beneficial for the leader but also creates an environment where teams thrive and succeed. In conclusion, "Leading with Intention: Insights from Leadership and Mindset Coach William Attaway" offers a wealth of knowledge and actionable strategies for aspiring and seasoned leaders alike. The episode serves as a valuable resource for entrepreneurs, professionals, and individuals across various industries who find themselves in leadership roles, empowering them to lead with purpose and create a lasting impact.
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(00:36):
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(01:21):
And welcome to another live episode. I am your host,
W-I-Z-E-I have a very special guest.
He's a leadership coach, an executive coach,
mindset. He's got a great story to tell. I'm excited
to have him on the show. Welcome,
william adaway. Hey. Hey, how are you?
(01:43):
So great to be. Thanks for having me on the show. The pleasure is on
mine. How are you doing today? So far, so good. All right,
so let's just get into it. Tell us a little something
about your background and what made you become a leadership
coach. I started as a student of
leadership, actually, when I was 15 years old, I was invited to my first leadership
(02:04):
conference. A teacher saw something in me that I didn't see
in myself at all. And I heard, and I learned,
and I was hooked by the power of what great leadership
can be, can do, can accomplish. And I also saw
the shadow side of that right, what happens when you don't have good leadership.
And so I've been a student of leadership for decades and moving into the
(02:27):
business world in leadership there and then into the nonprofit sector, leading in
the local church. I had the opportunity to coach leaders on
both sides of that, both in the for profit business world, in
corporate America, and in the nonprofit in the church world. And
you know, what I discovered is that leadership principles are transferable. No matter
where you are, no matter where you're leading, there are principles that
(02:50):
can help you lead better. That's why I've been coaching leaders now for over 20
years, helping them to get better where they are.
So what do you think are the essential qualities of a great leader?
I think the number one thing I would put on that list is what I
call the non negotiable of catalytic leadership. If you want your leadership
to make a difference, then you have to model and exhibit
(03:13):
and have a teachable spirit every single
day. That's something that you can do for free. Every
one of your listeners or viewers can do that for free today.
You can choose to have a teachable spirit, no matter the context, no
matter the circumstances or the situation, in every meeting, in
every conversation, in every environment you're in, you can
(03:36):
choose to be the most teachable person in the room. You can say, hey,
you know what? I can learn from anybody in any situation.
Sometimes I might learn what not to do, but that could be incredibly
valuable. I'm going to be the most teachable person. That to me
is the one non negotiable to truly be catalytic as
a leader. It's funny that
(03:58):
you mentioned teachable. So
prior to me doing, because now I do
live, but prior to that, I was strictly audio.
But before the lives, I was pre recorded and video. And then before
that I was just strictly audio until I had
a coach and his wife on their brand and strategist and all
(04:20):
that. So you don't do video?
And I'm like, oh, no, not yet. I'm not prepared. I'm still getting ready.
But I was using StreamYard to record the interview, but just
the audio part. I wasn't recording the video. And they're like,
okay, so you don't do
video. And I'm like and then the third time
(04:43):
he goes, he asked me the same question I'm like, I do now.
And I press record and he goes, you're coachable?
I like that. He says, you're willing to listen
and learn. But I understood why
he was asking me. He was like, Why don't you do video? Basically, because this
is another tool you can be using. That's
(05:05):
right. That I wasn't taking fully advantage. I was already using the
setup. Basically. This is what he was
telling me. Why not take full advantage of everything you have?
Yeah, absolutely. And I was like,
makes sense. It's absolutely right. There was no reason I
shouldn't have been using video. I was already using the setup.
(05:27):
So I
needed that episode. So there's episodes that I need myself
to help me grow and then there's episodes that listeners tune in
and like, oh, man, thank you for I'll get an email or
something and thank you. I needed to hear that episode. Yeah,
absolutely. I think that's the mark of a teachable threat.
(05:50):
What you just said, like that episode, you could have said,
no, I don't do that. No, I don't do that. I just kept saying it
like double down. No, I don't do that. No, it's just audio. But
instead you say, hey, maybe there's something
more here. I love that. And I
think that's the mark of a leader who wants to make a difference. I
(06:12):
really do. So how can leaders be
more intentional in their actions and decisions?
I've watched and studied and worked for a lot of leaders,
and I've coached more than I can tell you.
And one thing that I have learned about leaders,
(06:32):
I've never yet met one who woke up one
day and said, oh, wow,
I'm a fully mature, developed leader. I've got all the skills I
need. I don't know how that happened. I just woke up today and
here I am. Doesn't work like that.
They had to choose to develop those skills. They had to choose to
(06:54):
grow and develop. They had to be intentional about it. And so that's
one thing that I talk with leaders about frequently. You're not just going to wake
up one day and be where you want to be.
You have to choose to go from where you are to where you want to
be. You have to be intentional about it. You want to grow, you want to
develop. You want to be a better leader tomorrow than you are today.
(07:15):
Then what are you doing today to prepare yourself
for tomorrow? That takes intentionality. It is not going
to happen accidentally. Okay.
So can you share a couple of tips on how a leader could build a
strong team and foster positive team culture?
Sure. I think it starts with the environment. I think it starts with who
(07:37):
you are as a person. You're going to model for them what you want
them to do or be. For instance, if you're
modeling personal development and growth and your intentionality to grow as
a leader, well, then you're going to be talking about the books that you're reading.
You're going to be talking about a podcast that you listen to that you found
really helpful, that really challenged you. Like this one. You're going to talk about
(07:59):
a conference that you're going to go to and you're looking forward to learning from
this person or this person who's going to stretch you and help you to
grow beyond where you are. Those type of comments and
conversations are culture creators. But it
starts with you as the leader. If you're intentional in your own development and growth
through all of those things and more, if you talk about the coaching that you
(08:20):
have that helps you and ask you the coach who asks you questions
that really stretch. You that really make you uncomfortable but help
you to grow. Then when you, as their leader,
start to ask them questions, they're going to think about that and they're going to
understand you're doing it for their benefit. You
choose the culture that you have. You're either going to have a
(08:41):
culture you chose on purpose or you're going to have a culture that you've chose
by not choosing.
How important is that mindset in leadership? And how can
leaders cultivate a growth mindset within their team?
Mindset is where it all begins. I believe that a leader's
(09:03):
mindset is absolutely critical to their
leadership ability, capacity, and legacy.
You want to make an impact. It starts between your ears. It starts with how
you are going to think and learn and grow because
that's what people around you are going to pick up on. They're not going to
follow just what you say. They're going to follow what you do. And
(09:25):
what you do starts with your mindset. Are you going to have a mindset that
is what is called a growth mindset, where you understand that you
can grow, that you can get better. You can learn, you can
develop and sky's the limit. Keep going, keep
growing. Or are you going to have a mindset that's more
fixed? Or you say, hey, you know what, I've only got so much capacity. This
(09:46):
is the best I can do. This is all I can do. I'm just wired
this way. This is just how it is. This is how the circumstances have made
it. That's a fixed mindset. That's not helpful for
anybody. Then you are a victim of your circumstances. You're
a victim of your past and your history. You're a victim
of what is going on in the situation. I coach
(10:07):
leaders to have a growth mindset so that they understand they
can grow, that there's no such thing as a wasted experience, that everything
can be used for their benefit and for the benefit of other people
if they have the right perspective. That's where a healthy
mindset comes in. Yeah, no, absolutely. It's definitely
it's helped me develop as a podcaster.
(10:30):
It's me wanting to grow and develop
and the only way that was going to happen is by me
learning, me connecting with other people, learning, asking
questions, being able to have these conversations, to be able to speak
to experts like yourself that have been doing this for over
20 plus years. And it's these
(10:53):
conversations that are helping me every day. I love doing my podcast
because of the fact that I get to grow as an individual, but
I'm also putting out some great content. I have some great
guests that have some great content that needs to be
shared. So with me being able to share it at the same time,
learning and growing from it,
(11:15):
it's a win win for me. So I get to do what I love, which
is podcasting. But at the same time, I'm also learning and
developing and growing and helping myself as well as other
people out there. Absolutely. I feel the same way about my
podcast. Like, I get to have conversations with people that benefit me,
but then I get to share those conversations so they can benefit other
(11:37):
people. How much better does it get than that?
It doesn't.
It's been great being able to just the growth
of my podcast, starting from audio to pre recorded to
now live. Because I started doing
a live show, I started doing my friends live
(11:59):
shows and I enjoyed
the chat, the interaction with the
audience members and that was something that I was like, oh, this is
cool. So when I started doing my lives and people come
chime in and ask questions, it was a great experience. It
was something that I enjoyed doing because it was just the evolution of
(12:23):
from where I took my podcast to where it is now.
I'm enjoying doing the lives.
It saves me on a lot of things. It saves me on editing. First of
all, that's true because if it's done, it's
already done. There's nothing I can do about it. That's right.
But like I said, it saves me an editing time now.
(12:45):
But I also get another perspective because sometimes
the guests have some wonderful questions
and sometimes
they just say things that are just, wow, they
leave some great comments and stuff like that. So
(13:06):
for me, it's just been being able to
grow with my podcast.
I wish anybody could do it,
but it just shows that
if you want to improve, you really have to change your
(13:27):
mindset. You have to really focus on because if you would
have asked me four years ago would I be where I'm
at right now with my podcast, I would laugh. I'm like podcast.
Oh, please. And to be able to
improve in these three years that I've been doing my
podcast, from where I first started to where I am now,
(13:51):
it just shows the growth. If you go
back to my first audio podcast and you listen to the one I just
released on Saturday, it's
night and day. Absolutely. I think you just keyed in on
it. Growth happens on the other side of change,
right. You had to go through a process of learning,
(14:14):
evaluating, adapting and changing in order to
grow. And now you've got three years of track and experience
where you have developed and learned and grown,
and the end result is better product.
Right. You're producing something now that, like you say, is night and day compared to
where you started. That ought to be how every leader
(14:35):
operates. If you lead the exact same way you did three years
ago, five years ago, ten years ago, something is wrong.
And that something is your mindset.
But that's how a lot of jobs
are.
(14:59):
I guess they don't. Like you said, if you're still thinking about the same
way you thought 510 years ago,
sometimes at these jobs, that the mindset that they had is from the
beginning, from the company, and they haven't changed
much. But people have changed. Yes, they have.
Particularly the last three years. Yes, they have. In the
(15:21):
last few years, it has been a big shift.
Yeah. And I think when you're in an
environment like that that is resistant to change of any kind,
that they're not asking consistently, how do we make it better?
How do we make our culture better? How do we make the experience for our
clients or customers better? If they're not constantly asking that
(15:42):
question? That's what I call an unhealthy environment.
And that's not a place where people are going to want to stay. No, not
at all. So what are some common
mistakes that leaders make and how can they avoid them?
I think one is
not exhibiting the teachable spirit. We started talking about thinking that
(16:05):
you already have all the answers, you already know how to do this, and
you stop learning. When you stop learning, you start
to drift. You're not moving in an intentional direction anymore. You're just
drifting. Well, what I know is that you never drift into
excellence. You always drift into mediocrity.
And so that's a mistake people will make in leadership. They will
(16:28):
at first have a learning curve as they learn to lead, but then
this is more comfortable. I kind of got this now. Then they start to drift.
And if they're not careful, if they're not intentional about continuing to grow and
develop and learn, then they're going to drift right into
mediocrity, which is where so many are. I think there's a
better way. That's one big mistake. Another big mistake is
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devaluing the people that they lead, seeing them as
cogs in a machine, or people to accomplish tasks
instead of seeing them as real, 3D, actual human beings
who have hopes and dreams and a life outside of the office or
wherever they work. When you begin to value people,
you see a response from them where they lean
(17:13):
in. People want to be valued when you
don't value them. That's one of the greatest mistakes a leader can
make. Absolutely.
Okay. How does a leader
balance their personal and professional lives? How does a great
(17:36):
leader effectively balance both? That's the
question of the hour, isn't it? I think with COVID and the work from home
and all the challenges that has brought, where
work for so many is just down the hallway from the living room,
or maybe it is the living room. How do you turn it off and how
do you balance it in a healthy way? There's a lot that
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has been said and can be said and still should be said on this.
I think that one thing to bear in mind is that
you need to start from where you're leading. You need to
start as the point leader of your team to say,
hey, I want to model this and I want you to model
it right. I want you to model it for the people who are looking
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to you. It trickles down. If the point
leader or the team leader or department leader does not have
a healthy balance in their life,
then that's going to trickle down too. You get to
choose. You get to decide the culture you're going to create.
One of the things that I think the last few years has really taught us
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is the importance of this. And with the shift to a
lot of people working remotely or working from home, their number of
hours at work hasn't gone down, it's gone
up. They traded the commute time now
for more work time. Guess what?
You decide what goes on your calendar. You
(19:06):
decide the boundaries and choosing healthy boundaries for your
life, whether it's I'm going to have time, where I'm going to focus on making
sure I have physical health, where I'm exercising, I'm planning meals,
or whatever it is. I'm not just grabbing what's quick and easy, which is usually
not good for you. Instead, I'm going to be intentional about that
part of my life. That's part of balance. I'm going to be intentional about the
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relationship if I'm married that I have with my spouse. Right. I want to make
sure that I'm making time, not
we'll figure it out. Catch his catch can. That's a lack of
intentionality that will come back and bite you, I promise, 100% of the
time. If you have kids, same thing with your kids. What's the relationship with your
kids like? Are you intentionally investing there? Are you making intentional
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time? You get to decide again. And all of
these things contribute to the sense of balance in your life. I often use
a tool called the wheel of Life, which has every part of your life on
it. Right. Your relationship with your spouse, with your kids, your work
relationship, your financial relationship, all of these different pieces of
your life. What is the health of each one of these spokes on the wheel?
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And you rate it on a scale of one to ten. One B in the
center, ten B in the outer part of the rim. Well, when
people start to rate this, they're like, okay, well, this is a three and this
is an eight, and this is a six. Then I connect all those
lines and say, okay, now imagine driving on that wheel. What's
that going to feel like? Well, it's going to be kind of bumpy. Yeah, it
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is. So why don't we smooth that out?
That is balance. That's learning to have
a balance around understanding that every part touches every other part.
You can't isolate, you can't compartmentalize one part of your life and say, well, that's
not going to touch anything else. That's not true. It's all
connected. All
(20:55):
right. So
how do leaders handle conflict and difficult conversations?
Effectively, the short answer is
directly. Friend of mine says
that bad news is not like a fine wine. It doesn't get better with
age. And you know what? That's true with difficult conversations,
(21:16):
too. Too many people dodge the difficult conversations because they don't
want to have them. They're uncomfortable, they're unpleasant, and they fear of
what the consequence is going to be. Here's what I know, though.
Dodging a difficult conversation never, ever gives you the results you
want. So how does a good leader handle it? Directly,
kindly, but directly. Clarity is
(21:38):
kindness. Okay.
Yeah. So can you share some examples of how you've helped
leaders overcome challenges and achieve their goals? Sure. So
I have one client who entrepreneur, who started a
business and was really good at what he did and started to find success, had
to hire people to help him. And all of a sudden, now he's got a
(22:00):
bunch of people who are around him who are looking to him to lead.
Wait a minute. I didn't sign up for that. I signed up to provide this
service. I didn't sign up to lead a group of people, but that's where you
are now. Now what? Well, you need to understand that
leadership is a skill, and like any other skill, it can and should be
developed. And so what I've been able to do is help him
(22:23):
to grow, to intentionally grow and develop skills in
leading so that he is able to lead his team at a much
higher level with a much greater capacity than was
true previously. Another client is in the academic
space. Right. And what she discovered was that she was now in a
role that she'd never been in before leading a team. She'd never done that before.
(22:45):
What do you do now? Hey, you know what? You got to start
where you are, not where you think you should be. So we begin and we
say, what are the areas of primary focus that you want to work on? And
then we're going to grow and develop those areas very intentionally in a very
focused way over a period of time. That's important.
Another client a government contractor, right. A C suite
(23:07):
leader, and he really struggled with the capacity
of his team. His team had hit a
ceiling. It felt like they couldn't really get past that. And so I worked with
him on helping him to increase his capacity as a leader,
which then again, trickles down to the team level. And what happens
over time? That team now has a far greater capacity than they did before,
(23:29):
because the leader has a greater capacity than you did before.
Always starts with the leader.
Awesome. All right.
What are some of the most important lessons you've learned on your
leadership journey? I
think one would be what we started with, which is the importance of a
(23:52):
teachable spirit. I think for every one of us, we
start by copying leaders that we admire
or respect when we first step into a leadership role. Maybe somebody we've
worked for, maybe somebody we admire from afar. And that's understandable at the
beginning. We all have been there and done that. The problem is when you stay
there and you just become a bad copy of a great
(24:14):
leader, that's not helpful for anybody. And
so I think one thing was to understand a teachable spirit in the
right way. Not becoming a carbon copy of somebody else,
but becoming a student of exactly how I'm wired. So
that I can lead from a place of authenticity and transparency
to a level of capacity that I would not have thought
(24:36):
possible ten years ago. But it starts with understanding who you are
and how you're wired. That's why one of the first things I do with my
coaching clients is we do some assessments to start nailing down and
determining their wiring, because if they're not leading authentically from who
they are, if they're trying to lead from who they think they should be,
that's not going to be helpful. They're never going to hit their capacity at that
(24:56):
point. So that's been a big learning for me. Another one
was the fact that this may be a little morbid for some
of your viewers and listeners, but one day somebody
else is going to sit in the chair you sit in at work. Somebody else
is going to have the title that you have. Then what
(25:17):
Stephen Covey tells us to start with the end in mind,
knowing that one day somebody else is going to sit where you sit and have
the title that you have. What's going to be the most important thing
then? Well, you get to build that now.
You get to choose to build that now. I want to build
a foundation so that when that day comes and I walk away
(25:39):
from the office for the last time and I step out of that role for
the last time, not only have I handed something to somebody
else that's stronger and better than it was when I got it.
But the things that are most important to me are
there. So
how do you stay up to date with the latest trends and developments in leadership
(26:02):
and coaching? I read a lot.
I was about to ask you to read. Have you had every single one of
those behind me? I'll tell you, the one directly
behind me, that shelf is a lot of reference material, but the one to my
left, yeah,
they're good. My two read stack is in front of me underneath my desk.
(26:23):
And so that's where I pull from these days. The
important thing is that you never stop learning and growing.
So I read a lot. I attend conferences and workshops and
seminars just like anybody else, and I try to learn from
people intentionally that are farther down the road than I am in a certain
area. So every year there'll be two or three areas that I want to
(26:45):
intentionally grow in this year. Well, I'm going to find somebody who's really good
at that, and maybe I can interview them for my podcast, or maybe I can
go and bomb lunch or bomb coffee and just say, hey, I would
love to just pick your brain for a little bit, and I'm going to come
with questions. Ready? I want to honor their time.
I want to learn from them because if there's somebody who's farther down the
(27:07):
road than I am, then they have seen ditches that I haven't gotten to
yet, and maybe they can help me avoid them so I don't drive into
them. That's valuable to me. So I want to be
intentional in doing that. And by picking two or three areas a year,
then it's not like the entirety of leadership I want to get better at
this year. Okay, that's fantastic. It's also incredibly
(27:29):
broad and unachievable. Let's pick two or three areas
and let's focus there. Yeah,
it makes sense. It makes a lot of sense
to focus, like you said, why would you want to say I want to
excel on everything, but like you said, it's it's difficult. So
(27:49):
pick on two or three things, like you said that you know that you need
work on, and focus on those skills. Absolutely. I agree with that
100%. All right. So now
tell us a little something about your latest book, Catalytic Leadership.
Sure. So I published this last year, and what I tried
to capture in this book was the principles that I've seen that
(28:10):
are consistent threads across so many of the coaching conversations that
I've had over the last 20 plus years. Whether it is
somebody in government service or C suite or a
solopreneur, or somebody who's just getting something off the ground, even, or
in the academic space or military. What are leadership
principles and challenges that really cross all of
(28:32):
those? And so in the book, what I've done is capture twelve keys that I
think help define what it means to be catalytic in your
leadership in these areas and these principles that I think can make a
difference. What I've tried to do is craft the book in such a way that
it feels like you and I are sitting across the table having coffee. It's very
conversational. My goal is for it to be accessible to anybody no matter where they
(28:53):
are in their leadership journey, but also helpful no matter where you
are in your leadership journey. Awesome.
Definitely. I got to definitely pick add that to my collection.
So I will be adding it. I'd love to hear what you think.
I'll let you know once this weekend I order it, and
(29:15):
once I read it, I'll definitely leave you a review
and let you know I appreciate it.
Okay. So now is the time of the show where you get to
share. Just plug away that let people know where
they can find you, how they can get a hold of you, and the
(29:37):
solo screen. And here you go. So if you'd like
to learn more about the coaching that I do with Leaders, you can go to
catalyticleadership. Net. That gives you more information about
who I am, the coaching that I provide. You can sign up for my
weekly email newsletter that goes out every Monday. Tells you the books that
I'm currently reading, what I'm currently learning, some quotes that have stood out to me
(29:59):
for my reading that week, and a story or a resource that I think you
might find helpful for your listeners. I would love to offer a free
copy of my book, Catalytic Leadership. If you go to
Catalyticleadershipbook.com, you can get a copy
sent to you directly if you're willing to pay the shipping so I can get
it to you. I will be paying for
(30:20):
the shipping so I can get it.
Awesome, man. I'd love to.
Oh, man. Thank you for being a guest on the show. I greatly appreciate
it. But I have one more question. Yeah. What piece of
advice would. You give someone who's just starting their
leadership journey. Don't be
(30:42):
intimidated by the mass of the
mountain in front of you. Leadership is
intimidating when you're just starting out because there's
so much you feel like you don't know. Don't let what you don't know
stop you from taking your first steps.
Start where you are, not where you think you should be.
(31:04):
Take a step. Read a book, read an article.
Listen to a podcast. Begin to learn and
grow that compounds over time. Investing in yourself like
that, choosing to learn and grow from other people from their
journeys. What that's going to do? Is that's going to compound over time and 20
years from now, you're going to be so glad you started that journey
(31:27):
because you're going to be a better leader and the people on your team are
going to thank you for investing in yourself today.
Awesome. Once again, I greatly appreciate you being on
the show. This has been great. I had really
good time, man. Thank you so much for being a guest, man. Thanks for having
me. It's been an honor, man. I've really enjoyed this, too.
(31:49):
I enjoy podcasting so much. And
within the last year, I've been having some
amazing guests, just people that are here that
have so much knowledge and that are willing to share it. So
let's do this. Let's put it out there. So thank
(32:10):
you for spending your time with us. I greatly
appreciate it. It's been my honor having you on the show. Don't
leave just yet. Let me just close out the show and we can chat a
little bit off the air. Sounds great. All
right. Let me get the solar screen now and do
my shout outs. All right. Big shout out to my real wise
(32:30):
FAM. Love you guys. Appreciate you. Brandy j
Poppy j Love you, facebook user. I don't know who you
are, but I'll check later and thank you for stopping by. What's
up? To my man Ben from the BS Three network, which we air live
Monday, Tuesday, Wednesdays at 05:00 p.m.. So catch
us there. Big shout out to the
(32:53):
boss lady, FINA. Greatly appreciate you, baby, and everything you do for
me. Big shout out to our guests, William Adaway
for coming through and just having a great conversation. He really dropped
some gems, so I hope everybody out there listening learned something from it.
It was some great topics. I had a great time with him on the
show. And as always, a big, big shout out to all the
(33:16):
essential workers out there. God bless you. I'll be safe. You know how your
boy Wise does it. Peace, South.
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(01:21):
And welcome to another live episode. I am your host,
W-I-Z-E-I have a very special guest.
He's a leadership coach, an executive coach,
mindset. He's got a great story to tell. I'm excited
to have him on the show. Welcome,
william adaway. Hey. Hey, how are you?
(01:43):
So great to be. Thanks for having me on the show. The pleasure is on
mine. How are you doing today? So far, so good. All right,
so let's just get into it. Tell us a little something
about your background and what made you become a leadership
coach. I started as a student of
leadership, actually, when I was 15 years old, I was invited to my first leadership
(02:04):
conference. A teacher saw something in me that I didn't see
in myself at all. And I heard, and I learned,
and I was hooked by the power of what great leadership
can be, can do, can accomplish. And I also saw
the shadow side of that right, what happens when you don't have good leadership.
And so I've been a student of leadership for decades and moving into the
(02:27):
business world in leadership there and then into the nonprofit sector, leading in
the local church. I had the opportunity to coach leaders on
both sides of that, both in the for profit business world, in
corporate America, and in the nonprofit in the church world. And
you know, what I discovered is that leadership principles are transferable. No matter
where you are, no matter where you're leading, there are principles that
(02:50):
can help you lead better. That's why I've been coaching leaders now for over 20
years, helping them to get better where they are.
So what do you think are the essential qualities of a great leader?
I think the number one thing I would put on that list is what I
call the non negotiable of catalytic leadership. If you want your leadership
to make a difference, then you have to model and exhibit
(03:13):
and have a teachable spirit every single
day. That's something that you can do for free. Every
one of your listeners or viewers can do that for free today.
You can choose to have a teachable spirit, no matter the context, no
matter the circumstances or the situation, in every meeting, in
every conversation, in every environment you're in, you can
(03:36):
choose to be the most teachable person in the room. You can say, hey,
you know what? I can learn from anybody in any situation.
Sometimes I might learn what not to do, but that could be incredibly
valuable. I'm going to be the most teachable person. That to me
is the one non negotiable to truly be catalytic as
a leader. It's funny that
(03:58):
you mentioned teachable. So
prior to me doing, because now I do
live, but prior to that, I was strictly audio.
But before the lives, I was pre recorded and video. And then before
that I was just strictly audio until I had
a coach and his wife on their brand and strategist and all
(04:20):
that. So you don't do video?
And I'm like, oh, no, not yet. I'm not prepared. I'm still getting ready.
But I was using StreamYard to record the interview, but just
the audio part. I wasn't recording the video. And they're like,
okay, so you don't do
video. And I'm like and then the third time
(04:43):
he goes, he asked me the same question I'm like, I do now.
And I press record and he goes, you're coachable?
I like that. He says, you're willing to listen
and learn. But I understood why
he was asking me. He was like, Why don't you do video? Basically, because this
is another tool you can be using. That's
(05:05):
right. That I wasn't taking fully advantage. I was already using the
setup. Basically. This is what he was
telling me. Why not take full advantage of everything you have?
Yeah, absolutely. And I was like,
makes sense. It's absolutely right. There was no reason I
shouldn't have been using video. I was already using the setup.
(05:27):
So I
needed that episode. So there's episodes that I need myself
to help me grow and then there's episodes that listeners tune in
and like, oh, man, thank you for I'll get an email or
something and thank you. I needed to hear that episode. Yeah,
absolutely. I think that's the mark of a teachable threat.
(05:50):
What you just said, like that episode, you could have said,
no, I don't do that. No, I don't do that. I just kept saying it
like double down. No, I don't do that. No, it's just audio. But
instead you say, hey, maybe there's something
more here. I love that. And I
think that's the mark of a leader who wants to make a difference. I
(06:12):
really do. So how can leaders be
more intentional in their actions and decisions?
I've watched and studied and worked for a lot of leaders,
and I've coached more than I can tell you.
And one thing that I have learned about leaders,
(06:32):
I've never yet met one who woke up one
day and said, oh, wow,
I'm a fully mature, developed leader. I've got all the skills I
need. I don't know how that happened. I just woke up today and
here I am. Doesn't work like that.
They had to choose to develop those skills. They had to choose to
(06:54):
grow and develop. They had to be intentional about it. And so that's
one thing that I talk with leaders about frequently. You're not just going to wake
up one day and be where you want to be.
You have to choose to go from where you are to where you want to
be. You have to be intentional about it. You want to grow, you want to
develop. You want to be a better leader tomorrow than you are today.
(07:15):
Then what are you doing today to prepare yourself
for tomorrow? That takes intentionality. It is not going
to happen accidentally. Okay.
So can you share a couple of tips on how a leader could build a
strong team and foster positive team culture?
Sure. I think it starts with the environment. I think it starts with who
(07:37):
you are as a person. You're going to model for them what you want
them to do or be. For instance, if you're
modeling personal development and growth and your intentionality to grow as
a leader, well, then you're going to be talking about the books that you're reading.
You're going to be talking about a podcast that you listen to that you found
really helpful, that really challenged you. Like this one. You're going to talk about
(07:59):
a conference that you're going to go to and you're looking forward to learning from
this person or this person who's going to stretch you and help you to
grow beyond where you are. Those type of comments and
conversations are culture creators. But it
starts with you as the leader. If you're intentional in your own development and growth
through all of those things and more, if you talk about the coaching that you
(08:20):
have that helps you and ask you the coach who asks you questions
that really stretch. You that really make you uncomfortable but help
you to grow. Then when you, as their leader,
start to ask them questions, they're going to think about that and they're going to
understand you're doing it for their benefit. You
choose the culture that you have. You're either going to have a
(08:41):
culture you chose on purpose or you're going to have a culture that you've chose
by not choosing.
How important is that mindset in leadership? And how can
leaders cultivate a growth mindset within their team?
Mindset is where it all begins. I believe that a leader's
(09:03):
mindset is absolutely critical to their
leadership ability, capacity, and legacy.
You want to make an impact. It starts between your ears. It starts with how
you are going to think and learn and grow because
that's what people around you are going to pick up on. They're not going to
follow just what you say. They're going to follow what you do. And
(09:25):
what you do starts with your mindset. Are you going to have a mindset that
is what is called a growth mindset, where you understand that you
can grow, that you can get better. You can learn, you can
develop and sky's the limit. Keep going, keep
growing. Or are you going to have a mindset that's more
fixed? Or you say, hey, you know what, I've only got so much capacity. This
(09:46):
is the best I can do. This is all I can do. I'm just wired
this way. This is just how it is. This is how the circumstances have made
it. That's a fixed mindset. That's not helpful for
anybody. Then you are a victim of your circumstances. You're
a victim of your past and your history. You're a victim
of what is going on in the situation. I coach
(10:07):
leaders to have a growth mindset so that they understand they
can grow, that there's no such thing as a wasted experience, that everything
can be used for their benefit and for the benefit of other people
if they have the right perspective. That's where a healthy
mindset comes in. Yeah, no, absolutely. It's definitely
it's helped me develop as a podcaster.
(10:30):
It's me wanting to grow and develop
and the only way that was going to happen is by me
learning, me connecting with other people, learning, asking
questions, being able to have these conversations, to be able to speak
to experts like yourself that have been doing this for over
20 plus years. And it's these
(10:53):
conversations that are helping me every day. I love doing my podcast
because of the fact that I get to grow as an individual, but
I'm also putting out some great content. I have some great
guests that have some great content that needs to be
shared. So with me being able to share it at the same time,
learning and growing from it,
(11:15):
it's a win win for me. So I get to do what I love, which
is podcasting. But at the same time, I'm also learning and
developing and growing and helping myself as well as other
people out there. Absolutely. I feel the same way about my
podcast. Like, I get to have conversations with people that benefit me,
but then I get to share those conversations so they can benefit other
(11:37):
people. How much better does it get than that?
It doesn't.
It's been great being able to just the growth
of my podcast, starting from audio to pre recorded to
now live. Because I started doing
a live show, I started doing my friends live
(11:59):
shows and I enjoyed
the chat, the interaction with the
audience members and that was something that I was like, oh, this is
cool. So when I started doing my lives and people come
chime in and ask questions, it was a great experience. It
was something that I enjoyed doing because it was just the evolution of
(12:23):
from where I took my podcast to where it is now.
I'm enjoying doing the lives.
It saves me on a lot of things. It saves me on editing. First of
all, that's true because if it's done, it's
already done. There's nothing I can do about it. That's right.
But like I said, it saves me an editing time now.
(12:45):
But I also get another perspective because sometimes
the guests have some wonderful questions
and sometimes
they just say things that are just, wow, they
leave some great comments and stuff like that. So
(13:06):
for me, it's just been being able to
grow with my podcast.
I wish anybody could do it,
but it just shows that
if you want to improve, you really have to change your
(13:27):
mindset. You have to really focus on because if you would
have asked me four years ago would I be where I'm
at right now with my podcast, I would laugh. I'm like podcast.
Oh, please. And to be able to
improve in these three years that I've been doing my
podcast, from where I first started to where I am now,
(13:51):
it just shows the growth. If you go
back to my first audio podcast and you listen to the one I just
released on Saturday, it's
night and day. Absolutely. I think you just keyed in on
it. Growth happens on the other side of change,
right. You had to go through a process of learning,
(14:14):
evaluating, adapting and changing in order to
grow. And now you've got three years of track and experience
where you have developed and learned and grown,
and the end result is better product.
Right. You're producing something now that, like you say, is night and day compared to
where you started. That ought to be how every leader
(14:35):
operates. If you lead the exact same way you did three years
ago, five years ago, ten years ago, something is wrong.
And that something is your mindset.
But that's how a lot of jobs
are.
(14:59):
I guess they don't. Like you said, if you're still thinking about the same
way you thought 510 years ago,
sometimes at these jobs, that the mindset that they had is from the
beginning, from the company, and they haven't changed
much. But people have changed. Yes, they have.
Particularly the last three years. Yes, they have. In the
(15:21):
last few years, it has been a big shift.
Yeah. And I think when you're in an
environment like that that is resistant to change of any kind,
that they're not asking consistently, how do we make it better?
How do we make our culture better? How do we make the experience for our
clients or customers better? If they're not constantly asking that
(15:42):
question? That's what I call an unhealthy environment.
And that's not a place where people are going to want to stay. No, not
at all. So what are some common
mistakes that leaders make and how can they avoid them?
I think one is
not exhibiting the teachable spirit. We started talking about thinking that
(16:05):
you already have all the answers, you already know how to do this, and
you stop learning. When you stop learning, you start
to drift. You're not moving in an intentional direction anymore. You're just
drifting. Well, what I know is that you never drift into
excellence. You always drift into mediocrity.
And so that's a mistake people will make in leadership. They will
(16:28):
at first have a learning curve as they learn to lead, but then
this is more comfortable. I kind of got this now. Then they start to drift.
And if they're not careful, if they're not intentional about continuing to grow and
develop and learn, then they're going to drift right into
mediocrity, which is where so many are. I think there's a
better way. That's one big mistake. Another big mistake is
(16:50):
devaluing the people that they lead, seeing them as
cogs in a machine, or people to accomplish tasks
instead of seeing them as real, 3D, actual human beings
who have hopes and dreams and a life outside of the office or
wherever they work. When you begin to value people,
you see a response from them where they lean
(17:13):
in. People want to be valued when you
don't value them. That's one of the greatest mistakes a leader can
make. Absolutely.
Okay. How does a leader
balance their personal and professional lives? How does a great
(17:36):
leader effectively balance both? That's the
question of the hour, isn't it? I think with COVID and the work from home
and all the challenges that has brought, where
work for so many is just down the hallway from the living room,
or maybe it is the living room. How do you turn it off and how
do you balance it in a healthy way? There's a lot that
(17:59):
has been said and can be said and still should be said on this.
I think that one thing to bear in mind is that
you need to start from where you're leading. You need to
start as the point leader of your team to say,
hey, I want to model this and I want you to model
it right. I want you to model it for the people who are looking
(18:21):
to you. It trickles down. If the point
leader or the team leader or department leader does not have
a healthy balance in their life,
then that's going to trickle down too. You get to
choose. You get to decide the culture you're going to create.
One of the things that I think the last few years has really taught us
(18:43):
is the importance of this. And with the shift to a
lot of people working remotely or working from home, their number of
hours at work hasn't gone down, it's gone
up. They traded the commute time now
for more work time. Guess what?
You decide what goes on your calendar. You
(19:06):
decide the boundaries and choosing healthy boundaries for your
life, whether it's I'm going to have time, where I'm going to focus on making
sure I have physical health, where I'm exercising, I'm planning meals,
or whatever it is. I'm not just grabbing what's quick and easy, which is usually
not good for you. Instead, I'm going to be intentional about that
part of my life. That's part of balance. I'm going to be intentional about the
(19:29):
relationship if I'm married that I have with my spouse. Right. I want to make
sure that I'm making time, not
we'll figure it out. Catch his catch can. That's a lack of
intentionality that will come back and bite you, I promise, 100% of the
time. If you have kids, same thing with your kids. What's the relationship with your
kids like? Are you intentionally investing there? Are you making intentional
(19:51):
time? You get to decide again. And all of
these things contribute to the sense of balance in your life. I often use
a tool called the wheel of Life, which has every part of your life on
it. Right. Your relationship with your spouse, with your kids, your work
relationship, your financial relationship, all of these different pieces of
your life. What is the health of each one of these spokes on the wheel?
(20:13):
And you rate it on a scale of one to ten. One B in the
center, ten B in the outer part of the rim. Well, when
people start to rate this, they're like, okay, well, this is a three and this
is an eight, and this is a six. Then I connect all those
lines and say, okay, now imagine driving on that wheel. What's
that going to feel like? Well, it's going to be kind of bumpy. Yeah, it
(20:33):
is. So why don't we smooth that out?
That is balance. That's learning to have
a balance around understanding that every part touches every other part.
You can't isolate, you can't compartmentalize one part of your life and say, well, that's
not going to touch anything else. That's not true. It's all
connected. All
(20:55):
right. So
how do leaders handle conflict and difficult conversations?
Effectively, the short answer is
directly. Friend of mine says
that bad news is not like a fine wine. It doesn't get better with
age. And you know what? That's true with difficult conversations,
(21:16):
too. Too many people dodge the difficult conversations because they don't
want to have them. They're uncomfortable, they're unpleasant, and they fear of
what the consequence is going to be. Here's what I know, though.
Dodging a difficult conversation never, ever gives you the results you
want. So how does a good leader handle it? Directly,
kindly, but directly. Clarity is
(21:38):
kindness. Okay.
Yeah. So can you share some examples of how you've helped
leaders overcome challenges and achieve their goals? Sure. So
I have one client who entrepreneur, who started a
business and was really good at what he did and started to find success, had
to hire people to help him. And all of a sudden, now he's got a
(22:00):
bunch of people who are around him who are looking to him to lead.
Wait a minute. I didn't sign up for that. I signed up to provide this
service. I didn't sign up to lead a group of people, but that's where you
are now. Now what? Well, you need to understand that
leadership is a skill, and like any other skill, it can and should be
developed. And so what I've been able to do is help him
(22:23):
to grow, to intentionally grow and develop skills in
leading so that he is able to lead his team at a much
higher level with a much greater capacity than was
true previously. Another client is in the academic
space. Right. And what she discovered was that she was now in a
role that she'd never been in before leading a team. She'd never done that before.
(22:45):
What do you do now? Hey, you know what? You got to start
where you are, not where you think you should be. So we begin and we
say, what are the areas of primary focus that you want to work on? And
then we're going to grow and develop those areas very intentionally in a very
focused way over a period of time. That's important.
Another client a government contractor, right. A C suite
(23:07):
leader, and he really struggled with the capacity
of his team. His team had hit a
ceiling. It felt like they couldn't really get past that. And so I worked with
him on helping him to increase his capacity as a leader,
which then again, trickles down to the team level. And what happens
over time? That team now has a far greater capacity than they did before,
(23:29):
because the leader has a greater capacity than you did before.
Always starts with the leader.
Awesome. All right.
What are some of the most important lessons you've learned on your
leadership journey? I
think one would be what we started with, which is the importance of a
(23:52):
teachable spirit. I think for every one of us, we
start by copying leaders that we admire
or respect when we first step into a leadership role. Maybe somebody we've
worked for, maybe somebody we admire from afar. And that's understandable at the
beginning. We all have been there and done that. The problem is when you stay
there and you just become a bad copy of a great
(24:14):
leader, that's not helpful for anybody. And
so I think one thing was to understand a teachable spirit in the
right way. Not becoming a carbon copy of somebody else,
but becoming a student of exactly how I'm wired. So
that I can lead from a place of authenticity and transparency
to a level of capacity that I would not have thought
(24:36):
possible ten years ago. But it starts with understanding who you are
and how you're wired. That's why one of the first things I do with my
coaching clients is we do some assessments to start nailing down and
determining their wiring, because if they're not leading authentically from who
they are, if they're trying to lead from who they think they should be,
that's not going to be helpful. They're never going to hit their capacity at that
(24:56):
point. So that's been a big learning for me. Another one
was the fact that this may be a little morbid for some
of your viewers and listeners, but one day somebody
else is going to sit in the chair you sit in at work. Somebody else
is going to have the title that you have. Then what
(25:17):
Stephen Covey tells us to start with the end in mind,
knowing that one day somebody else is going to sit where you sit and have
the title that you have. What's going to be the most important thing
then? Well, you get to build that now.
You get to choose to build that now. I want to build
a foundation so that when that day comes and I walk away
(25:39):
from the office for the last time and I step out of that role for
the last time, not only have I handed something to somebody
else that's stronger and better than it was when I got it.
But the things that are most important to me are
there. So
how do you stay up to date with the latest trends and developments in leadership
(26:02):
and coaching? I read a lot.
I was about to ask you to read. Have you had every single one of
those behind me? I'll tell you, the one directly
behind me, that shelf is a lot of reference material, but the one to my
left, yeah,
they're good. My two read stack is in front of me underneath my desk.
(26:23):
And so that's where I pull from these days. The
important thing is that you never stop learning and growing.
So I read a lot. I attend conferences and workshops and
seminars just like anybody else, and I try to learn from
people intentionally that are farther down the road than I am in a certain
area. So every year there'll be two or three areas that I want to
(26:45):
intentionally grow in this year. Well, I'm going to find somebody who's really good
at that, and maybe I can interview them for my podcast, or maybe I can
go and bomb lunch or bomb coffee and just say, hey, I would
love to just pick your brain for a little bit, and I'm going to come
with questions. Ready? I want to honor their time.
I want to learn from them because if there's somebody who's farther down the
(27:07):
road than I am, then they have seen ditches that I haven't gotten to
yet, and maybe they can help me avoid them so I don't drive into
them. That's valuable to me. So I want to be
intentional in doing that. And by picking two or three areas a year,
then it's not like the entirety of leadership I want to get better at
this year. Okay, that's fantastic. It's also incredibly
(27:29):
broad and unachievable. Let's pick two or three areas
and let's focus there. Yeah,
it makes sense. It makes a lot of sense
to focus, like you said, why would you want to say I want to
excel on everything, but like you said, it's it's difficult. So
(27:49):
pick on two or three things, like you said that you know that you need
work on, and focus on those skills. Absolutely. I agree with that
100%. All right. So now
tell us a little something about your latest book, Catalytic Leadership.
Sure. So I published this last year, and what I tried
to capture in this book was the principles that I've seen that
(28:10):
are consistent threads across so many of the coaching conversations that
I've had over the last 20 plus years. Whether it is
somebody in government service or C suite or a
solopreneur, or somebody who's just getting something off the ground, even, or
in the academic space or military. What are leadership
principles and challenges that really cross all of
(28:32):
those? And so in the book, what I've done is capture twelve keys that I
think help define what it means to be catalytic in your
leadership in these areas and these principles that I think can make a
difference. What I've tried to do is craft the book in such a way that
it feels like you and I are sitting across the table having coffee. It's very
conversational. My goal is for it to be accessible to anybody no matter where they
(28:53):
are in their leadership journey, but also helpful no matter where you
are in your leadership journey. Awesome.
Definitely. I got to definitely pick add that to my collection.
So I will be adding it. I'd love to hear what you think.
I'll let you know once this weekend I order it, and
(29:15):
once I read it, I'll definitely leave you a review
and let you know I appreciate it.
Okay. So now is the time of the show where you get to
share. Just plug away that let people know where
they can find you, how they can get a hold of you, and the
(29:37):
solo screen. And here you go. So if you'd like
to learn more about the coaching that I do with Leaders, you can go to
catalyticleadership. Net. That gives you more information about
who I am, the coaching that I provide. You can sign up for my
weekly email newsletter that goes out every Monday. Tells you the books that
I'm currently reading, what I'm currently learning, some quotes that have stood out to me
(29:59):
for my reading that week, and a story or a resource that I think you
might find helpful for your listeners. I would love to offer a free
copy of my book, Catalytic Leadership. If you go to
Catalyticleadershipbook.com, you can get a copy
sent to you directly if you're willing to pay the shipping so I can get
it to you. I will be paying for
(30:20):
the shipping so I can get it.
Awesome, man. I'd love to.
Oh, man. Thank you for being a guest on the show. I greatly appreciate
it. But I have one more question. Yeah. What piece of
advice would. You give someone who's just starting their
leadership journey. Don't be
(30:42):
intimidated by the mass of the
mountain in front of you. Leadership is
intimidating when you're just starting out because there's
so much you feel like you don't know. Don't let what you don't know
stop you from taking your first steps.
Start where you are, not where you think you should be.
(31:04):
Take a step. Read a book, read an article.
Listen to a podcast. Begin to learn and
grow that compounds over time. Investing in yourself like
that, choosing to learn and grow from other people from their
journeys. What that's going to do? Is that's going to compound over time and 20
years from now, you're going to be so glad you started that journey
(31:27):
because you're going to be a better leader and the people on your team are
going to thank you for investing in yourself today.
Awesome. Once again, I greatly appreciate you being on
the show. This has been great. I had really
good time, man. Thank you so much for being a guest, man. Thanks for having
me. It's been an honor, man. I've really enjoyed this, too.
(31:49):
I enjoy podcasting so much. And
within the last year, I've been having some
amazing guests, just people that are here that
have so much knowledge and that are willing to share it. So
let's do this. Let's put it out there. So thank
(32:10):
you for spending your time with us. I greatly
appreciate it. It's been my honor having you on the show. Don't
leave just yet. Let me just close out the show and we can chat a
little bit off the air. Sounds great. All
right. Let me get the solar screen now and do
my shout outs. All right. Big shout out to my real wise
(32:30):
FAM. Love you guys. Appreciate you. Brandy j
Poppy j Love you, facebook user. I don't know who you
are, but I'll check later and thank you for stopping by. What's
up? To my man Ben from the BS Three network, which we air live
Monday, Tuesday, Wednesdays at 05:00 p.m.. So catch
us there. Big shout out to the
(32:53):
boss lady, FINA. Greatly appreciate you, baby, and everything you do for
me. Big shout out to our guests, William Adaway
for coming through and just having a great conversation. He really dropped
some gems, so I hope everybody out there listening learned something from it.
It was some great topics. I had a great time with him on the
show. And as always, a big, big shout out to all the
(33:16):
essential workers out there. God bless you. I'll be safe. You know how your
boy Wise does it. Peace, South.
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