313: Jeff Harry – Playing at work (Enhancing CX with Play)

313: Jeff Harry – Playing at work (Enhancing CX with Play)

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

312: Jim Loehr – Character Development in CX

312: Jim Loehr – Character Development in CX

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

311: Dennis Geelen – Customer-Centric Innovation

311: Dennis Geelen – Customer-Centric Innovation

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

310: Nir Bashan – Filling the Creativity Gap in CX

310: Nir Bashan – Filling the Creativity Gap in CX

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

309: Bill Eckstrom – Coaching for Leaders and Managers

309: Bill Eckstrom – Coaching for Leaders and Managers

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

308: Sean T. Ryan – Strategic Plan That Drives Results

308: Sean T. Ryan – Strategic Plan That Drives Results

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

307: Cliff Goldmacher – Songwriting and Innovation for Business

307: Cliff Goldmacher – Songwriting and Innovation for Business

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

306: Greg Ablett – How Organizational Health Can Benefit Your Company

306: Greg Ablett – How Organizational Health Can Benefit Your Company

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

305: Tom Connally – Coaching Leaders to Improve Their Performance

305: Tom Connally – Coaching Leaders to Improve Their Performance

Sean Ryan was put in charge of an engineering team that had more experience than he had been alive. He wanted them to be more focused on the customer, but he could not possibly dictate any decision to them because they were more experienced than he was. Not really knowing what he could bring to the table, Sean tried to figure out what value that he could bring to the team, and he realized that if he could create space for them from the bureaucracy within the company, then they would be able to perform better and be incredibly successful at what they do. From that experience, Sean was able to learn to think on what his role is as a leader and what he brings to the table when he can’t tell anybody to do anything of substance.

304: Robert E. Quinn – Inspiring Positive Change

304: Robert E. Quinn – Inspiring Positive Change

When Dr. Robert E. Quinn was in the 6th grade, there was a popular boy in school who was good at basketball and almost every cute cheerleader loved him. Due to certain circumstances, he had to leave the school, and Dr. Quinn, wanting to be loved by the cheerleaders as well, saw it as an opportunity to replace him and become the best basketball player he could be. After working really hard, Dr. Quinn didn’t see any results, as even though he became the best basketball player, the cheerleaders still didn’t love him or notice him. But something else happened for the first time in his life. He realized he could set a goal and pursue it and turn into somebody new. And from his role as a point guard, he learned that it’s about making everyone else better. Although he never achieved his goal of becoming loved by the cheerleaders, Dr. Quinn learned something even more profound in his life.