Announcing The Indigo Podcast: An Exploration of Human Flourishing at Work and Beyond

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Announcing The Indigo Podcast: An Exploration of Human Flourishing at Work and Beyond

When Chris Everett and I formed Indigo Anchor in 2018, we knew we would be a different kind of management consulting firm.  We would not be interested in fancy suits, not interested in churning out reports that were unhinged from real change. Nor would we be interested in peddling the latest organizational pop psychology.  

What we wanted to do was bring evidence-based approaches and strategies from academia, the military, and successful enterprise organizations to clients that were truly ready for the change required for improvement.

Fast forward to 2019, we’ve stayed true to these values and have had tremendous success where our competitors have previously failed.  And we’ve received validation that we are indeed “different.” We are “bold” … “challenging” … “funny” … “intense.” We’ve had clients laugh, cry,

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Harvey Weinstein, King David, You, and Me

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Harvey Weinstein, King David, You, and Me

People who have power without oversight are likely to abuse it. Such has been the case throughout history. Not all people in power are abusive or unethical, yet power itself increases the probability for wrongdoing. 

Recent examples include Harvey Weinstein, whose reportedly habitual repugnant, criminal behavior against women is—appropriately—shocking.  

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Long Live the Organizational Heretic!

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Long Live the Organizational Heretic!

The pressure to conform is tremendous. It starts before we can walk.  

Be nice. 

Share. 

See what your brother is doing? He’s doing a good job. Be like him.

As Yusuf Islam, better known by his former stage name of Cat Stevens, once sang, “From the moment I could talk, I was ordered to listen.”

And that’s just at home. We then, very quickly,

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Are You Liked, Respected or Really Useful?

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Are You Liked, Respected or Really Useful?

There’s a conversation that typically happens at some point in leadership training for military officers about whether it’s better to be liked or respected as a leader. That is, do you want your people to enjoy your presence and to feel some sort of emotional attachment to you? Or do you want them to hold you in high regard for your abilities and behavior? 

It’s a good conversation because it highlights a natural tension that exists when you’re in charge of people. On one hand, being liked is a source of power in and of itself. People don’t like working for jerks. On the other hand, being in a supervisory position often requires one to make hard decisions that may not sit well with some people, and if your goal is to make your people like you, it could affect your judgment and behavior negatively. 

There’s no right answer, although sometimes I’ve noticed (at least in my own life in how I understood things and acted as a young leader) that in the military the “liked” versus “respected” distinction is treated too frequently as a strict dichotomy. It’s either one or the other. 

In reality, though, I see this as an “and” proposition. It’s possible—even, dare I say, ideal—to be both. 

But the bigger problem is

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Be Vigilant for Your Moment

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Be Vigilant for Your Moment

Despite its sometimes harsh weather and a professional football team that continually disappoints its fans, Cleveland, Ohio, is home to one of the world’s best orchestras. 

And that’s not just my amateurish opinion. Gramophone magazine, for example, compiled a list of the 20 best orchestras in the world, based upon ratings from top music critics—whom, I would readily assume, know more about classical music than I. 

The Cleveland Orchestra, on this list, is number seven.  

It’s rated higher than the Los Angeles Philharmonic, the Boston Symphony Orchestra, the New York Philharmonic and a number of other great orchestras in the United States and around the world. 

So the Cleveland Orchestra is, quite naturally, a point of pride for northeast Ohio. 

And during the holiday season, the Cleveland Orchestra turns its attention to performing a variety of holiday tunes in its annual Christmas Concert series. 

As I have in the past, I found this year’s performance to be splendid. But during the performance, I noticed something that got me thinking. 

It was

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Never Give Up, Never Stop Learning

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Never Give Up, Never Stop Learning

Although I teach courses on various topics related to leadership, I’m quick to admit it: Learning a lot about leadership won’t necessarily make you a great leader. 

Similarly, just because someone has 20 years of experience doing something doesn’t necessarily make him or her an expert. It’s quite possible—and common—for people to have the same experience, 20 years in a row. 

What oftentimes elevates truly great leaders above the rest is their tenacity, their commitment to never give up—and to never stop learning. It’s their ability to persevere through adversity with an open mind, applying the lessons they acquire along the way. 

One such leader whom I’ve always enjoyed listening to and reading about is United States Marine Corps General James Mattis (ret.). Among recent military leaders, Mattis is a legend, particularly if you talk with other U.S. Marines. 

Stories about his selfless, direct style of leadership abound. 

Additionally,

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What Leaders Can Learn From Mr. Olympia

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What Leaders Can Learn From Mr. Olympia

Imagine that you’re about to interview for the job of your dreams. Or that you’re about to give a high-stakes presentation. Or take an important test. Or simply focus on getting a few things done in the next hour. 

What are you thinking? What are you telling yourself in your mind? 

If you’re anything like 8-time Mr. Olympia Ronnie Coleman, you’re telling yourself, “Ain’t nothin’ to it but to do it.” 

Coleman is widely considered one of the greatest bodybuilders of all time, which is impressive enough, but what I find compelling is how he talked. In particular, how he

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When Drowning Prevention Meets Business Strategy

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When Drowning Prevention Meets Business Strategy

My children love the water. They swim, they splash, they laugh. 

My children, like most children, are fast. They dart, they scurry, they hide. 

Therefore, when my children encounter water, it can be an exhausting experience for my wife and me. We must be vigilant. 

The pool we frequent has lifeguards. But their vigilance will never match mine. 

Unless, of course, we’re talking about

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The Rise of HR … Agility

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The Rise of HR … Agility

It’s easy to fall into patterns and comfortable routines. 

Some of those are great. Take, for example, dental hygiene. Or strength training. 

But if our routines too often keep us around the same people, we run the risk of stagnating. It’s even worse if we’re isolated—or insulated, depending on how you look at it—from other ideas. 

That’s one reason why I enjoy professional conferences. Even if you’re around people in a similar area of expertise or interest, you’ll learn a great deal from their different perspectives and experiences. 

Last week, I spent a few days at the annual conference of the Society for Industrial and Organizational Psychology (SIOP) in Anaheim, Calif. And in between all of the

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Leadership to Change the World

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Leadership to Change the World

Recently, I did something that changed the world. It might have been an encouraging word, a provocative question, a smile.

But honestly, I have no idea what it was.

Recently, you did something that changed the world. It might have been an offer to help, an attentive ear, a cup of coffee.

But you, like me, probably don’t know exactly what you did either.

You see, everything we do can either

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Feed Them Radishes! And 3 More Ways to Stifle Change

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Feed Them Radishes! And 3 More Ways to Stifle Change

We are creatures of habit. We continually seek—or create—routines. The structures of our days and our weeks give us predictability, and that makes us comfortable. 

None of this is inherently bad. In fact, routines and habits let us free our minds to work on other, more complex problems. If we had to think actively about everything in our day, deliberately evaluating every decision from the time we roll out of bed until we return to the pillow, we’d be overwhelmed. 

What does this have to do with agility, human resources, leadership and change? 

Everything. 

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Employee Motivation: Expectancy Theory

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Expectancy theory is one of the most well-known theories of work motivation. It takes a rational approach toward human behavior, assuming that people make conscious decisions among alternatives. In this clip, I explain the basics of expectancy theory and some of the potential implications it has for managers. 

Leadership Lessons from Dancing Guy

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Derek Sivers is an interesting guy--entrepreneur, speaker, musician, performer, writer, programmer, and more. I first heard him speak at a music business conference in 2004, when he was running CDBaby, the wildly successful online music store that catered to independent musicians. Sivers made a video a few years ago called "Leadership Lessons from Dancing Guy." I think it's great. As a management professor, I've used it in class numerous times as a great way to spark discussion about leadership, followership, risk taking, creativity, and other related topics.

Check it out below and see what you think.