Going forward, this will be a members-only call. However, I wanted to share this first session with you—even if you are not a member—so you could sample the kind of content I am providing at Platform University.
Sometimes you learn from positive role models. Often you learn from negative ones. This is one of the reasons I love to read history—you inevitably get both.
After watching Steven Spielberg’s movie Lincoln, I decided to review Team of Rivals by Doris Kearns Goodwin. I had read this book a few years ago. It is a page-turning account of Abraham Lincoln’s presidency and his political genius.
On the third Monday of each January in the U.S., we celebrate Martin Luther King, Jr. Day. As you know, he was the chief spokesman for nonviolent activism in the civil rights movement of the 1960s.
Dr. King was an eloquent preacher and gave a famous speech, “I Have a Dream,” that defined the aspirations of that movement, not only for his generation but for generations to come.
I think it is particularly appropriate, in view of the upcoming holiday, to devote a podcast episode to the this speech. I urge you to take time to watch this speech and experience what Martin Luther King, Jr. Day is all about.
While the speech is a masterpiece of rhetoric—one of the top ten best speeches ever given, in my opinion—I believe it also provides eight key insights into what it takes to be a truly great leader.
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I don’t like conflict. In fact, sometimes I think I am conflictaphobic. (I just made that word up.) I will do almost anything to avoid it.
As a result, especially early in my career, I would keep my real opinions to myself. I didn’t want to get in trouble. I thought that if I just complied with the system and kept my mouth shut, I would get ahead.
We live in a very externally-focused culture. However, there is an internal issue which is largely ignored: the condition of your heart.
The corporate world is increasingly aware of the fact that you can’t improve productivity without increasing engagement. In other words, people have to show up at work with more than their education, experience, and skills. They have to come with their heart.
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I’ve recently come in contact with a lot of information regarding courage. It’s a particularly interesting subject to me in many aspects of life.
Being a father, husband, entrepreneur—and generally living in a crazy world—the opportunity to exercise courage seems to present itself on a daily basis. If we’re to be leaders on top of all that, we better understand how this thing works.
Michael Hyatt has said,
We’ve all experienced it: the large bureaucracy where the employees seem to be just punching the clock.
A while back I had to get my drivers license renewed. This meant a trip to the Department of Safety’s Driver Service Center. While the process was quicker and more efficient than I expected, the people working the counter seemed lifeless.
As a result of my book, Platform: Get Noticed in a Noisy World, and my speaking, I get a lot of e-mail about blogging. People want to know what I advise about getting started. In this episode of the podcast, I answer this question.
In my book, I share a social media framework. It consists of three parts:
- Home base. This is a place in cyberspace that you own and control. For most people, this will be a blog. It could also be a podcast or a video podcast. It is a place where you have 100 percent control of the design and the content—in other words, the branding and the message.
- Embassies. These are places in cyberspace you don’t own and control, but where you have a presence. Examples would include Twitter, Facebook, LinkedIn, Google+, Pinterest, etc. Don’t confuse these with a home base. You don’t want to use these as the primary means of delivering your content to the marketplace.
- Outposts. These are places in cyberspace you monitor using a tool like Google Alerts.
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The orchestra was conducted by the renowned Hugh Wolff. He and the orchestra performed Beethoven’s Concerto No. 4 in G major for Piano and Orchestra. Horacio Guitiérrez played the piano. After the intermission, the orchestra performed Rachmaninoff’s Symphonic Dances, Op. 45.
“I don’t have a leader title.”
“I don’t have anyone who reports to me.”
“I don’t have experience leading people.”
I used to say these things, as an excuse. I used to say I am not a leader. I used to believe I was not a leader.