Leadership for Millennials and Gen Z | Nate Ginsburg | Skillshare

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Leadership for Millennials and Gen Z

teacher avatar Nate Ginsburg, Entrepreneur | Investor | Yogi

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

10 Lessons (51m)
    • 1. Leadership for Millennials and Gen Z

      1:55
    • 2. If You Want Better People, Become a Better Leader

      3:18
    • 3. Leadership vs Management

      4:09
    • 4. Four Keys to Servant Leadership

      6:37
    • 5. Sharing the Mission and Vision

      6:01
    • 6. Building Strong Team Culture

      9:18
    • 7. Radical Candor

      6:25
    • 8. Non Violent Communication

      7:27
    • 9. Radical Ownership

      5:09
    • 10. Thanks for Joining!

      1:06
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About This Class

A good leader attracts the highest caliber of people around them..

They inspire and evoke the greatest levels of output from their teams..

A good leader communicates and takes responsibility. 

They earn the respect and commitment of those around them

Do you want to become a better leader? If so, then you’re in the right place. This class is for you. 

In this course you’re going to learn crucial leadership foundations.

You’re going to learn the difference between leadership and management. And why good leadership trumps management every time..

You’re going to learn what it means to be a servant leader. And how you can inspire your team to reach new heights. 

You’re going to learn critical conversational skills. To address and resolve issues in the most effective ways possible.

Good leadership not only inspires those around you to be better - it inspires you to be better.

Which is what I hope for you when you complete this course.

Check it out today! 



Meet Your Teacher

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Nate Ginsburg

Entrepreneur | Investor | Yogi

Teacher

I'm a location independent entrepreneur, investor and yogi. I've been traveling around the world running my businesses since 2013! My first big success was in the Amazon FBA space. Where I build and sold my business for just under One Million dollars! You can watch the video below about my story starting, scaling and selling my FBA business below.

See full profile

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Transcripts

1. Leadership for Millennials and Gen Z: A good leader attracts the highest caliber of people around them. They inspire and evoke the maximum output from their teams. A good leader communicates and takes responsibility. They earned the trust and commitment of those around them. Do you want to be a better leader? If so, you're in the right place. This course is for you. Hi, I'm Nate Ginsburg, entrepreneur, investor, world traveler, and Yogi. I've been leading teams for the last ten years, from small teams, from just a few people to organizations of nearly 50. During that time, I've learned firsthand what it takes to be a good leader, which is what I'm excited to share with you in this course. And most people are never taught what it means to be a good leader. So when they are thrust into a leadership role there, under prepared and under-perform, they don't know how to be the leader that their team needs. In this course, we're going to solve that problem and you're going to learn crucial leadership foundations. You're going to learn the difference between good leadership and good management and why good leadership, Trump's management. Every time you're going to learn what it means to be a servant leader and how you can inspire your team to new heights. You're going to learn critical communication skills to allow you to address and resolve issues in the most effective way as possible. This course is for you if you're ready to level up your leadership abilities to attract and retain the highest quality of people now and in the future. Good leadership not only inspires those around you to be better, it inspires you to be better, which is what I hope you get from this course. Check it out today, see you inside. 2. If You Want Better People, Become a Better Leader: Hey guys and girls, it's nape Ginsburg here and I'm so excited to share with you about one of my favorite topics, leadership. So my leadership journey started in the summer of 2015 when I was fortunate to attend an amazing entrepreneurship program out of Lithuania. And this program was called sovereign Academy. And there I was fortunate to meet and learn from some of the best and smartest entrepreneurs in the world. Guys like Simon black, matt Smith, Craig Valentine. When I attended that entrepreneurship program At the time, my first business was really getting traction and really starting to grow. But at the time, it was basically just me and a couple of VAs that we're running this business and there's nothing wrong with VAs, but I knew that I needed a better and stronger team in order to take my business to the next level. It was at this camp that the instructors shared a quote that really stuck with me. And that quote is, if you aren't getting the people that you think you deserve, become a better leader, that deserves better people. But when I heard that, as I kept thinking about it really stuck with me. And I realize how true it is. And that instead of blaming my team or blaming others for not having the people that I thought I needed. Really, it was it was up to me and it was, it was my opportunity. It was my challenge to become the leader that is going to deserve and attract and earn the kind of people that I know that I needed. And so during that entrepreneurship summer program, it really transformed how I understood myself as an entrepreneur and as a leader. And at that camp as well as, as well as following time after I, I really committed to becoming that leader that deserved the caliber of people that I knew that I wanted, that I needed. And that's the journey that I've been on these last years. Diving into everything I can to learn how to become that leader that deserves the kind of people that I wanted that I needed. And testing things with my own businesses and building systems, structures, frameworks to transform me into the leader that deserves the kind of people that I, that I wanted and needed. I'm proud to say that on my teams, I don't have that problem anymore. I do get to people that that I need and that the business needs. And the difference in what changed is me, I transformed as a leader and now I earn the kind of people, the caliber of people that my business needs. And that's what I'm excited to share with you in this course, and so look forward to it and we'll catch you in the next video. 3. Leadership vs Management: All right, so the first thing that I want to talk about is the difference between leadership and management. And so this is important because while they're both related, they're actually separate roles and separate skills needed to be a good leader and, or a good manager. And so the important thing to realize here is that leadership, Trump's management or good leadership Trump's good management. And I'm not saying that both aren't important, they both are important. But when it comes down to it, Leadership, good leadership is going to get you farther, is going to have a bigger impact, is going to get you more results than good management. And so I like to think of leadership is like, it's like a lighthouse that you can, that you can shine for your team. It's like a lighthouse, it's like a tractor beam. And so when you have good leadership, like a light house with a tractor beam, you're, you're pulling people towards you. You're you're leading them and you're pulling them forward in the direction that you want to be going in or you want the business, the team to be going in. So leadership, It's high level, it's leveraged and its leaves and pulls from the heart. Whereas good management, which again is also, it is important. But management is more tactical. Its tactics, It's techniques. And again, not saying that it's not important. But when it comes to leadership and management, if you can excel at leadership, that is going to compensate for less than, less than a 100 percent management. And you'll still, you can get away with it more and still have a strong team, strong culture, beat's strong leader, a, versus on the other side, if you have really strong management and tactics, but lack that strong leadership, you're not going to keep the people, the best people aren't going to work for you. They're not going to stay with you. They're going to be less happy. Good leadership compensates for a lot of other things. And this is something that I know from my first-hand experience as with with my businesses and I've had become the leader that my team needs and then I want to be for my team. This allows you to get away with a lot of things that otherwise you wouldn't be able to if you weren't the strong leader. So strong leadership gets people to stay with you. I've had people on my Teams were they were approached by other companies and offered more money to go work for them and they declined. And the reason they declined is, is it's because of the strong leadership that we have in our company. And they're not going to decline a higher salary or a different job. Just because there's good management and tactics they do that people, people follow, good leaders and good leaders deserve to be followed. And so just want to talk about again, yeah, that distinction and why it's important. It's, it's incredibly impactful. So if you can nail leadership, it is going to compensate and cover for a lot of things. And so how do you do that? How do you become a good leader? Well, good leaders. Good leaders are servant leaders. Good leaders, share the vision. Good leaders build culture, and good leaders are amazing communicators. And so we're gonna get into more of the details of what it means for all of these things. Servant leadership, sharing the vision, building culture, communicating in the coming videos. But know that those are the ingredients that make up the good leader, which is what we are going to dive into in the coming videos. So thanks, and I'll catch you in the next one. 4. Four Keys to Servant Leadership: Servant leadership, what a powerful word that evokes such powerful images and emotions a servant leader. Think about what that means. On one hand, it seems a bit counterintuitive or potentially hypocritical. How can you be a servant and a leader? But the reality is that it is through servant leadership that is going to have the strongest team formed, the strongest bonds, formed the strongest commitment to you, to the team, to the mission. And that's why it's so important. I want to dispel a myth here. And so when it comes to, when it comes to leadership, we can think of two different ways. We have servant leadership, which is with empathy, it's listening, it's carrying. We're gonna get into more of this in a second. But let's contrast that to some other types of leadership. And so let's think about Machiavelli. It's better to be feared than loved. Or a drill sergeant. That is, they're leading, but they're leading through through intimidation. They're leading through power, they're leading through fear. I'm not saying that that can't be effective. But when it comes to building the strongest bonds between you and your team and the people that you're leading. The way that you do that isn't through intimidation, is in through scare tactics, through screaming. The way you do that is through, is through servant leadership. A few things that make up servant leadership. One is being a good listener. So again, a little bit counter-intuitive. You think the leader is the one who's, who's talking the most, but really it's different. The leader is the one who's listening, who understands the people that they're leading and their needs. Therefore, they're able to give them what they want, which in turn leads the team to giving the leader what they want. And so listening, so, so, so critical. A servant leader listens more than that or following on from the listening, a servant leader has such strong empathy and so it's not enough just to listen. You need to listen and understand and put yourself in their shoes, the people that you're leading. And so this is important because when people feel understood and heard and listened, that's when they're going to go the extra mile for you. That's when you're going to build that real bond, that trust, that commitment is when they feel heard, when they feel seen. And the way that you do this again is by listening, but not just listening, but having empathy, really seeing things from their perspective. The next is awareness. So awareness I like to think of is really like EQ. And so we have IQ intelligence quotient and EQ emotional quotient. And it's that EQ which gives you that people awareness of what their needs are, how they're doing, where things are going, kind of keeping the pulse on your people. So all of these things, they all tied together, right? Listening, empathy, awareness. And it's really, it's the combination of all of those that make up that EQ that is going to get you that strong commitment and bonds with the people that you are leading. Another aspect or component of servant leadership is commitment to the growth of your people. So growth is, is a core human need. It's one of the six core human needs. And if you can help people grow, then that's just going to build that connection, build that bond, build that commitment to you and your goals by giving your people what they need and helping them to achieve their goals. And so really servant leadership is recognizing that for you to get what you want, the most effective way for you to do that is actually to help other people get what they want. And so through these things, we've been talking about listening, empathy, awareness, commitment, and supporting your people in their growth. If you can do that, then it's going to show them that you care, that you're on their side and they're gonna go that extra mile for you. And so the last thing on the servant leadership mentioned it a little bit already is really showing them that you're on their side. And so again, let, let's contrast this with another type of leader. So a drill sergeant or a general. And we see the general kinda, the image is someone there. They're standing across from each other and and, you know, drilling orders, yelling potentially at someone. And it's very much trying to get them what you want them to do or telling them what you want or need them to do. Versus a servant leader. The different image is someone where you are on the same side of the table as them. You're understanding their perspective, you're understanding their needs, your understanding their wants, and what you can show them that you're on their side. Then again, that's going to build the strongest bonds, the most commitment, which is going to lead to people going the extra mile for you. They're going to stay with you longer. They're not going to bail, they're not going to flake. They're going to really going to go the extra mile for you and the business and the team when you can be that servant leader. Now, if I'm going to sum up one thing of servant leadership of what you can do to be a more of a servant leader, be a better servant leader. Really, it comes down to carrying and care. And so if you can just take one thing from this section or one thing that's going to improve your leadership. It's caring about the people that you're leading. If you can do this through listening, through empathy, through awareness, through supporting their growth, through being on their side. Going to build the strongest bonds connection and gets you the output and outcomes that you want from your team. So we've got an action item. And this action item is more of a thought exercise. And I just want you to think about this. How can you be more on your team side? Think about that. What does that mean to you? And yeah, we're going to come back to some of these action items later. But yeah, for this section, think about how can you be more on your team sides, where you're on the same team, you're not at odds. And that is the action for this section. Thanks, and I'll catch it in the next video. 5. Sharing the Mission and Vision: A good leader shares the vision and mission. So what does this mean? Why is it important? So, especially nowadays with millennials and the people that you're likely going to be hiring on your teams. It's now more important and critical than ever to not only have the vision, but share the vision and mission behind the business and in what you're doing. And so this is so important because again, especially the generations that are entering the workforce now, being a part of something more than just a job that pays them a salary is more and more important these days than ever before. And so if you want to get the best people, if you want to keep the best people, then it's absolutely critical that you're able to, I mean, one that you have a vision and mission and then that you're able to articulate and share that with your team. Because again, this is what this generation of workers wants and is important to them. Probably as important as salary is being a part of something that they care about that matters. And so this is your challenge and opportunity as the leader is 2, 1, come up with the vision. And then two, you need to communicate and share that vision. And so how do you do that? What I like to do is take some time off away from the computer. Potentially, you can take a weekend or, or take a week and really put some solid thinking time into what is the vision and mission for your business. A good exercise is to think fast forward. Three years, five years. And if everything is going according to plan or everything is going best-case scenario, what does that look like? You need to think about this and really get some clarity there. And it's a simple question, you know, fast-forward, three years, five years. And what does success look like? It's, it's an easy question to ask, but it can be very challenging to answer and it's not a quick answer. Coming up with a vision for your business in the mission isn't something that you just do in passing and write it down. And now it's done like this is one of the most important things that you, that your impact and influence on the business as the leader is identifying and sharing that vision and mission. And so take your time doing it. Think about the vision. Think about what the mission can be and, and don't rush it, let it sink in, take some time off. It's okay if you build this over a series of days or weeks. Again, you don't need to or want to rush this. And also know that the vision can change. That's okay. But with you as the leader, it's important that you can communicate and share this vision and mission with the team so that they know they're a part of something bigger for them to understand the direction that things are going in. It's easy to forget as the leader, as the CEO running your business. It's easy to forget that the people that are working for you aren't thinking about your business all the time, like you probably are. So I know for me, my business, it's not my mind all the time. I'm working during the day, in the afternoons, I go for bike rides and almost all the time or there's something in the back of my mind thinking about a business. What are we working on? What direction are we going in? What new projects? And the thing is, it's easy to forget again that the people you have working for you there, they're not thinking about the business all the time. They're not thinking about that vision all the time. And so that's why it's so important that you communicate that and share that with them. Because they want to be, they want to know they're a part of something greater and they want to know the direction that they're going in. So this is one of the most common questions that I get from my team. It so every every quarter we do some quarterly evaluations and updates and feedback from the team. And commonly one of the most common questions that that'll get is like, where's this business going, what direction are we going in? What is the vision? And when it get that question, I know that I need to do a better job communicating the vision. They want to know where they're going. They want to know what they're a part of. And so and again, they're not thinking about this like you are. So that's why it's so critical for you to share it with your team. And so the action item for this section is to think about the one-year vision, the three-year vision. Take your time. You don't need to rush it, but go out and do some thinking time about where you're going, the direction, the vision, the mission of the business. Where are you going? Why does it matter? Why should anyone care? And so the first part is, is think about that. And then the second part is shared with your team. So that's the action item for this section. Go out, think about your vision to find the vision and then share it. Really, really important is to share it, but also know when it comes to sharing it. It's not just sharing it once it's sharing it over and over and over and reinforcing it so that your team knows because again, they're not thinking about this stuff. And so need to be told and shared what they're doing, what they're a part of, what direction things are going. And again, don't get tripped up by thinking, you know, this isn't perfect or you want to change some things. That's all okay. Division can change. What's most important is, is having some direction that you can articulate and share with your team so they know what they're a part of, they know where they're going. Really, really powerful. So there you go, action for this section. Thanks and I'll catch you in the next video. 6. Building Strong Team Culture: Next, we're going to talk about building the culture. So what is culture? What does that mean, company culture. Culture is this amazing, amazing component aspect of your business. That it's one of these intangibles that in some ways it, it takes on a life of its own. And it's really, it's amazing when you see it in action. Where the culture is something that you as the leader can and need to influence and build. But what happens at a certain point when you build this culture? It, it just, it becomes a part of the team and becomes a part of the business. And really becomes something separate than just yourself or the business. It's like it, it becomes its own thing and its own sustaining thing. And culture is so, so, so important. You know, it's up there with people being aligned and understanding the mission and vision for things that they, It's one of those intangibles, that It's not money, but really, really makes a difference in people. And so when, when people are working in a strong culture, they're likely to work harder, be happier, stay longer. All these things incredibly valuable and important if you're going to be running a good team and a good business. And so again, it's on you as the leader to build that culture, to keep your people, to motivate them, to inspire them, to keep them happy. And so the single most effective way to build the team culture, influence the team culture is through establishing your core values. So core values is a set of values that establish the culture of your business. And so I'll go into some examples in a second. But a good way to identify what your core values are is to think about people that you've worked with on your team or otherwise. And think about one people that you just loved having on your team that did good work. You know, if you could hire everyone that's like this person, you know, it'd be an amazing team, would be an amazing business. And so you want to look at them and think, what is it that they did so well, or what was it that impressed you so much about them? And so that's a way to identify and pull out these positive aspects that you then turn into core values for your business. So let's say someone on your team, they just, they just take amazing initiative. And so this person, they, they're doing things before they're asked. And you know that you can count on this person. If something needs to be done, they're just going to do it. They don't need to be told. And so identifying that that initiative is something that really matters to you as the leader and matters to you as the business owner. Then you can pull out that, that value of taking initiative and that becomes one of your core values. Another way to identify them is the inverse or opposite of that. And so looking at people that were not a good fit, that didn't work out, that you weren't happy with their weren't pleased with on your team. And looking at what is it that they were doing that made them not the right fit. And then the inverse, the opposite becomes the core value. So let's just say there's someone on your team and they're always making some little mistakes. And so, you know, their e-mail communication, there'll be some little grammar errors. Or you'll get a report or an updates. And some of the formatting could just be a little bit off or there's a, you know, they they forgot to update certain parts of the report or the sheet or whatever. And if that really is a problem for you, and that's something that you, you, you know, frustrates you. Then you can flip that and pull out the core value then is, is attention to detail. And so the core value then again is the, it's the opposite of that thing that you identified that you didn't like that was a problem. And so when it comes to creating your core values, you want to think about this, list them out. And again, most important is doing this. You don't need to overthink it. This doesn't need to be, it's not like set it and forget it, It's done. Your core values can, can change. Width as the business change, as you change, as things that are important to you, and the business change, and that's okay. And this is so, so, so critical as the leader to establish this because you're going to use these core values throughout your business to enforce the culture. That is, that demonstrates and shows the team what is important to us on this team together. And that's through the core values. And you want to use this. Through your hiring process as well. So you want to articulate these core values. And it's so powerful because this is then going to allow you to, it becomes a filter. And you can attract the people that read these core values and they're like, Yes, I agree. That's me. Then great, those people are the right fit for your team. And you can be a good leader to them by giving them that, that, that structure in that, and that definition around what's important. And then the same on the other side is when you have these core values defined, It's going to people that don't resonate with that. They're, it's going to filter them out. And so again, that's equally important. It's going to attract the people that you want in your culture and it's going to repel the people that you don't want in your culture. And so just sharing some core value examples from my business is, so one is we communicate with radical candor, communication that is directing, carrying. We're gonna get into more about radical candor in one of the next sections. The next is we have a growth and abundance mindset. We take initiative. We believe in conscious capitalism. We have integrity. We focus on the 820. We live the 7 Day weekend. We are a family. We value growth and we radically participate. And so these are core values that I have built and collected and refined over the years that I use for my business now as well as future businesses. And the thing is this list of core values. I mean, I've, I've been, I've been leading different teams over the last five years. And the core values stay pretty consistent because it's the core values for me as the leader. And so this is again, it's so valuable and important and critical. Because as the leader, you need to build the right culture for your team. And it is through defining these core values that allows you to do that. And again, attract the people that it resonates within, repel the ones that it doesn't resonate with. And so when it's, when it's all said and done, these core values that they become like the, the, the goal posts that define what, you know, what is important to you and your business and your team. And, and that's what creates that culture. And it's, again, it's up to you to shape it. It's your challenge as well as opportunity to shape it. And so action item for this section is to create that list of core values. So well, two parts. One, create the list of core values and then to share them. And so the core values is similar to the mission and vision that we talked about in another section. And that it's not, it's not enough to just make them you need to share, but not just share once, continue to share in reinforced them. And so some ways that you can do that is when you're complementing people on the team, you compliment them and you, you praise them and call them out based on the core values. So for example, oh, Angelo, you're doing a great job. You're exemplifying our core value of taking initiative when that client had a problem and you went above and beyond to serve their needs and keep them happy. That showed amazing initiative. And on this team, we care about Initiative. It's a core value. So great job. So just an example of, of how you can tie in and reinforce these core values in the day to day or week to week. Engagement communication, leadership of your business. So really, really important. Again to action item, make your core values and then share them, and then reinforce them. So there you go in and yet don't over-complicate it. You can change them, you can edit them. Most important is getting started. So that's what I want you to do. Take action, create your core values, share them, reinforce them. And we'll see you in the next video. 7. Radical Candor: What does it mean to be a good communicator? And why is it important? Well, that's what we're going to dive into in this video. Good communication is one of the most critical skills that you can learn and need to be an effective leader. Good communication solves so many problems, almost all people related problems you can solve with good communication. So that's why it's so important. Good communication with your team, good communication with clients. It's one of those intangibles, those things that can, it's, it's so widely impactful. And when you master this skill, strengthens your leadership abilities. It's so, so, so powerful. And so when it comes to good communication, there are a couple of different tactics, techniques that I want to share with you. And the first one is radical candor. And so radical candor, the idea, it's a book by Kim Scott. The way that we can explain and understand the radical candor is if we're looking at a graph. So we've got a graph and on one axis is how much you care. And on the other axis is how direct you are with this graph when you care and are direct. That quadrant is radical candor. And so when you communicate in this quadrant with using, utilizing radical candor, meaning that you care and you're direct. This is objectively the most effective way to communicate. So I'm going to say that again, It is objectively the most effective way to communicate. And good leaders care about being effective. And so this is how you can be the most effective with your communication is carrying, as well as being direct. And so I'm going to share some of the other quadrants. So let's say if you care a lot, but you are not direct than that quadrant is called ruinous empathy. So think about that name, ruinous empathy and tell me if that resonates with you. So this was something for me when I was first introduced to this idea, it totally changed how I understood communication and how I communicated. Because i'm I'm naturally I'm a more feeling person, a heart lead person. And so I never had a problem with the carrying into communication, but I did I was challenged with being direct. So when you're not direct, when you don't address things directly, like the quadrant says, ruinous empathy, it's ruinous, it's not as effective. It's that gets into passive aggressive. And so an example would be, it's like, hey, Sally, you're doing a great job. But there was this thing and yesterday that, you know, if you could in the future, maybe not do that would be really great. I just that is not being direct as opposed to, Hey, Sally, yesterday, you did this and In the future, I need you to do something different and we're going to talk more about frameworks for communication, but you need to be direct and address things. And again, that's, it's objectively the best, the most effective. And this was a big area of growth for me personally. And if, if you're like me and tend to be more on the less direct side or, or naturally or less direct, then this is a big opportunity for growth for you as a communicator and as a leader. So yeah, you want to be direct as well as carrying. And so let's just look at some of the other quadrants when you're direct but not carrying. That's called obnoxious aggression or you're basically just being an asshole. And so well, that's not where we want to be either. Obnoxious aggression. So being direct and not carrying is more effective than ruinous empathy. And so neither are good. Again, where we want to be is carrying and direct, but obnoxious aggressive and being direct and not carrying is, is the second most effective. But again, we want to be in the radical candor, carrying and direct with our communication. And then I'll just to share the last quadrant where you're not direct in, you're not carrying is called manipulative insincerity. So we don't want to be there. We don't want to be in any of the quadrants aside from radical candor. And so again, this was an area for me when I first understood this, it totally changed how I understood communication and how I communicate with my team, how I communicate with my family, how I communicate in other relationships in my life because I care about effectiveness and good leaders care about effectiveness. And so that's why it's important to communicate the most effective way possible, which is radical candor, carrying and direct. So the action item for this section is some self introspection. And so what quadrant do you naturally communicates? So I said for me I was more naturally in the room and as empathy. And so you want to identify what your natural state is and then be intentional and think, how can you communicate with more radical candor? And so this could be uncomfortable, and I'll say for me, it's been a journey and becoming more direct with my communication. It's been a journey, It's been challenging. But I can say with anything, the more you practice it, the better you get at it, the easier it will become, the more effective communicator you'll be, the better the leader you'll be, which is what we want. So that's the action item. Think about how you communicate naturally and then what you need to do to shift your communication into that radical candor quadrant. Thanks, I'll catch you in the next video. 8. Non Violent Communication: Now I'm excited to share one of the most powerful and effective frameworks for communication, and that is nonviolent communication. And so Nonviolent Communication, a book by Marshall Rosenberg and it explains a framework for communicating that we can use to effectively communicate and address issues without people getting defensive. And so you think about the problem or the challenge a lot of times giving feedback, saying, hey, stop doing that, that's bad. And we can think if somebody says that to us or we say that to them, the instinct is to get defensive, which closes you off. You're not listening, you're not hearing, you're not you're not going to be open to what they're saying. And so that's what we want to avoid. And so that is why nonviolent communication is so important and so valuable for your communication, for your leadership as a way to address things objectively and to be effective in addressing problems or challenges in, in a way that people are open to receiving them as opposed to getting defensive and shutting off. And so Nonviolent Communication is, it's a four parts communication framework. And so the first part is objective observation. When I see you blink, it's objective. You're you're you're you're not making a judgment. You're just objectively identifying a certain observation. The second part is emotion. When you do observation, it makes me feel blank or not. It makes you just say when you observation, I feel blank. We'll get into some examples here in a second. And then the next part is, is saying your, your need or value. And so explaining why that emotion came about in explaining the genesis of that emotional response for you. And so it's important you don't want to put your emotions on someone else. Your emotions are your own. Nobody makes you feel anything. Things happen, and you have reactions and feelings about them and yeah, you have needs. But it's important to keep that line where nobody makes you feel anything, nobody can make you feel anything, things happen. You, you can have an emotional reaction, but it's important to understand that that's, that's on you. And then the reason why you have an emotional reaction is because of your needs and values. And so then the last part is a request. So objective observation, emotion, need requests. So this is the nonviolent communication framework. And let's get into an example. And so I'll say a team. So let's say it's someone on your team. And they're always showing up late. And so this isn't good. And so instead of saying, hey, stop doing that, you're always late, You're the Worst, which probably won't be received that well. You say objective observation when you are late to our calls or even better, the more specific, the better. So yesterday and last week, when you showed up 15 minutes late to our call. So objective observation, I feel concerned, worried, upset, confused. So again, so observation, something happens and you feel something. And then saying, because I need, I've, we value punctuality on our team and you agreed to be on time again. So when you're late to our calls observation, I feel upset, emotion because need. I value punctuality. I need our team to be on time because I value my time and not wasting it. And then the last part is the request. So in the future, can you please make sure to be on time? Again, it's a way that we can address things directly, also in a caring way. So this, this style certainly would, would qualify as a radical candor were being direct, but we're also being caring. And so when we're doing this, again, this, this framework, it's so powerful. Observation, emotion, need, request. When we do this and then we, we requested the end. We're asking them were inviting them to improve and make a change and make a difference. And so again, this way they don't get defensive or not attacking them. And yes, just effective and powerful. And so let's take a look at another example. So when you are MIA and don't communicate, unfortunately, something that happens with teams sometimes. So when you aren't available and don't communicate, objective observation, I mean better. It's like if you can say last Friday when you disappear, the second half of the day and I had no idea what was going on. You know, objective observation. I feel emotion, irritated, worried, unhappy, upset, confused. Because I need I need to be able to trust everyone on our team to show up, do their job like they're supposed to. Otherwise, the whole team and business is in jeopardy. Then request so in the future, if you are going to be unavailable, can you please make sure to always communicate? Objective observation, emotion, need, request. So that's the framer for nonviolent communication. So, so, so powerful. And it's just, I mean, it's effective. It's powerful when communicating and giving feedback to anyone in your life, whether it's your team, your family, your other relationships. Strong communication is such a critical component of good leadership. And nonviolent communication is such an effective tool that strong leaders use to communicate effectively. But the people there communicate to their open to receiving their communication and they don't get defensive and shut them out. So action item is practice NVC, practice some non-violent communication. Next time something happens that triggers some emotion from you. Notice it and address it using the MVC framework, objective observation, emotion, need, request. And so that's your action item. That's your homework for this section is practice MVC. Again, like everything. The more you practice, the easier it gets, the better you get at it. And mastering this framework is so powerful, so impactful for you as a leader, as a communicator. So there you go, That's the action item. Thanks and I'll catch you in the next video. 9. Radical Ownership: Now I want to talk about another concept that is critical for your success and growth as a leader. And that concept is radical ownership. So the term radical ownership comes from a book authored by retired Navy Seals officer JOCO, willing. And understanding radical ownership is critical for leaders to earn the respect of the people that they're leading. So what does radical ownership mean? Radical ownership means taking responsibility. Always taking responsibility. Radical responsibility, even if it's not your fault. And as the leader, you need to realize that everything is your responsibility. Even if it's not your fault, even if someone else did it at someone else mistake as the leader. You need to take ownership. You need to take responsibility because you're the leader. If it's a mistake that someone else made. As the leader, you need to take ownership, take responsibility and realized that you could have prevented it. You should have prevented it, or you should have assigned it to a different person or given that responsibility to someone else. And so when you, when you realize this, it, It's both practical as well as empowering. Because as a leader, if you want to, if you want to be a leader, you want to lead the team. You want to have the impact. Then you need to have that perspective always that it's all your responsibility, that it's all your fault, and that everything that you're leading is, is within your realm of influence. So if you want to be the leader, then you need to take responsibility always for the impact and the results of everything that's happening under your realm, under your business, under your control. And in when you have this, this shift in perspective are really powerful thing happens because you stop making excuses and you start looking for and finding solutions. Taking this, this radical ownership mindset, it's the opposite of victim mentality. Victims, things happen to them, things are out of their locus of control and radical ownership is the opposite. Nothing happens to you. You're never the victim. Everything is within your realm of impact, your locus of control. And, and whatever happens, you can do things to prevent it from happening in the future, to mitigate the situation, to learn, to grow individually as a team, personally, professionally, all of these things. And again, you stop making excuses and you start looking for and finding solutions. And again, even if it's not your fault, you always, you take responsibility and do what you can to improve the situation. All good leaders, they take radical ownership for the outcomes of their teams and their businesses. And by doing this, that they earned the respect of their team. And practically it allows them to have more of an impact on the outcomes. Because again, they're not making excuses, they're not passing blame. And so when you do this, you evaluate the situations, objectively. Take ownership of what happened in do whatever you can practically to solve or improve the situation. Even if it's not your fault. Which honestly if you're leading teams is going to happen for sure. Your team are the people that you're leading. They're going to be mistakes. There's gonna be problems. They're going to be things that other people do that are going to lead to negative outcomes that now you need to resolve, guaranteed. If you're a leader, if you're leading people, this is going to happen. But what you need to understand is even if or when this happens, still, you can't pass blame. You can't be the victim. You always need to take that responsibility. And when I say this, I'm not saying to not addressed mistakes or problems or let people off the hook if they if they're doing things that they shouldn't be or they're making mistakes that shouldn't be happening. Issues should and need to be addressed with radical candor, with nonviolent communication like we've discussed. But when it comes down to it, ultimately, it's still is your responsibility as the leader for the outcomes to resolve the issues, to make the progress, to manage or fix whatever the issues that arise. So next time something happens, even if it's not your fault, if you didn't cause it, I invite you to take that radical ownership. Can you take responsibility? Because that's what real leaders do. 10. Thanks for Joining!: Thanks everyone for joining this class. I hope that you can take these lessons, take these principles to become the leader that deserves the caliber and quality of people that you know that you want, you know that you need to take your business to the next level. Thanks for joining, thanks for tuning in. So I have other classes that are related. So this one obviously focused on leadership, but I have some other classes about hiring, about structuring your business that I invite you to check out if you enjoyed this, that I think you'd enjoy the other ones and they're really all fit together. I mean, leadership is in a very important piece when it comes to running a good business and building a solid business. But of course there are other pieces and so that's what I tried to cover in my other courses. So invite you to check them out. If you liked. It, would really appreciate if you can leave a review, leave some feedback. Because that's what's going to allow more people to check out this course. So just want to say, thanks for joining any questions, comments, feel free to reach out to me. Thanks, Bye.