No Bullsh!t Leadership

Episode #295 // “We make mistakes, at each new level that we move to – it's an essential part of our growth and development. But the higher up you go, the bigger the impact that those mistakes have.” One of my recent social media posts went viral (this one - 2.7mill views as of writing this), as I outlined the three biggest mistakes I made when I was finding my feet in my first few senior leadership roles.The good news is that, once I was aware of them, I was able to put some strategies in place to fill the holes. This had the surprising outcome of turning some of my biggest mistakes into genuine strengths.They became part of the rock solid foundations of my leadership repertoire and, for at least one of these weaknesses, it became an unqualified strength, which gave me a competitive edge over my peers.In this episode, I take a closer look at the three biggest mistakes I was still making when I stepped into senior leadership roles, and how I managed to turn these around. I’d love you to be able to do the same, without having to get quite as many scars as I did!————————FREE QUIZ: I’ve developed a 3-question quiz that’ll give you a free personalized podcast playlist tailored to where you are right now in your leadership career!Click here to take the 30-second quiz now to get your on-the-go playlist————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. 

Moment #65 // If you want to be a great leader, you have to learn to read the play – to know when it’s appropriate to push one of your people harder, when it’s appropriate to work more closely with them, and when it’s appropriate to stand back and let them get on with it.In this Moment, I take a look at Situational Leadership Theory (SLT). This model gives us guidance for how to adapt our style so that we have the best chance of getting through to our people, and enabling them to be successful.Of course, the world isn’t clear cut… there’s 1,000 shades of gray, and every individual is different. Your style will never be as definitive as the SLT model might suggest. But it’s a really good mental frame to remind us to adapt our style for the individual, rather than pursuing a one-size-fits-all strategy.You can take a deeper dive into these insights by listening to Ep.63: Reading the Play.————————FREE QUIZ: I’ve developed a 3-question quiz that’ll give you a free personalized podcast playlist tailored to where you are right now in your leadership career!Click here to take the 30-second quiz now to get your on-the-go playlist————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. 

Episode #294 // “If you can create a culture that values momentum, you will almost always outperform teams that don't!” I often talk about the need for speed. As a leader, placing a premium on forward progress is one of the most reliable tools you have to achieve execution excellence in your team. If you can create a culture that values momentum, you will almost always outperform teams that don’t. Teams that don’t value speed just seem to stagnate. I’ve seen lots of them over the years, and whenever that level of stagnation is present, it’s generally accompanied by other undesirable characteristics, like:A high level of conservatismA perfectionistic cultureLow productivityLack of challenge between team membersKnowledge hoardingLack of initiative and innovationDecision-making by consensusOver-indexing on process, and under-indexing on results That’s why I was interested to read an article a little while back in the Wall Street Journal, which was titled, Why Bosses Should Tell Employees to Slow Down More Often.It led me to wonder if there’s a case for deliberately slowing the tempo of the team, and under what circumstances that might make sense?In this episode, I share some of my experiences on the virtues of speed, momentum, and forward progress. I take a good look at the findings of the WSJ article. And I offer my suggestions for the areas where I think speed is essential, and where it might be better to tell your team to back off and cool their jets. Source Material:Wall Street Journal article:Why Bosses Should Tell Employees to Slow Down More OftenThe Guardian article:Sacking, revolt, return: how crisis at OpenAI over Sam Altman unfoldedAsana article:What is Agile Methodology?London Business School study:The motivation of mission statements: How regulatory mode influences workplace discriminationNo Bullsh!t Leadership podcast:Ep.266: What the Best CEOs Do ————————You can connect with me at:Facebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. 

Moment #64 // Many CEOs and senior executives talk a good game when it comes to culture change and transformation… it’s almost expected. But, even though they might make the right noises, it doesn’t necessarily mean they have the commitment to set a higher standard, or generate the level of momentum it would take to lead the change successfully.Pretty much every senior leader says they want a constructive, high performance culture. But very few can clearly articulate what this means… and even fewer are prepared to do what it takes to affect any lasting change.It doesn’t mean they’re bad people, or even that they’re ineffective leaders… What it does mean is that many senior leaders are only prepared to go so far in the quest for culture change. It’s the elephant in the room that no one really talks about. You can take a deeper dive into these insights by listening to Ep.37: The CEO Wants Culture Change… or does he?.————————FREE QUIZ: I’ve developed a 3-question quiz that’ll give you a free personalized podcast playlist tailored to where you are right now in your leadership career!Click here to take the 30-second quiz now to get your on-the-go playlist————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. 

Episode #293 // “I look at my high performers with one thought in mind: What will it take for them to get to the next level?”When you focus on setting a high standard for performance, it’s easy to fall into the habit of managing the exceptions — to focus on the people who fall behind, or don’t meet the minimum standard you’re trying to preserve. The old saying that the squeakiest wheel gets the oil is as true in the leadership context as it is in every other aspect of life! When people don’t perform to the required level, it’s only natural to want to help them… to coach, guide, and motivate them, so that they can perform successfully. So you can spend a hell of a lot of time and energy focusing on people who, quite often, have absolutely no interest in lifting their performance to meet your expectations.   And, while you’re busy focusing on the under-performers, it’s easy to forget about the people in the team who are self-sufficient… the ones who just get the job done… the ones who don’t suck your time and energy, because they consistently do things the way you expect them to.We’re quietly grateful for the ones who don’t constantly demand our attention, but this often leads to an unintended consequence: a few of these reliable people are genuine high performers, and neglecting them costs you way more than any of your under-performers ever could!In this episode, I start with the critical question, “Do you know who your high performers are… really?!”; I then give you some surefire ways to lead your team so that you get the most from your best; and, of course, I give you a few traps for young players that you should try to avoid.Download the free PDF resource, 6 Tips for Leading High Performers here: https://www.yourceomentor.com/leading-high-performers Source Material:No Bullsh!t Leadership podcast:Ep.231: Talent ManagementEp.240: The Talented JerkAmazon book link:The Halo Effect————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. 

Moment #63 // Times are tough and, when the pressure is on, it doesn’t take long before companies start to squeeze their suppliers in an attempt to find cost savings.Unfortunately, your suppliers are facing exactly the same pressures you are. Their costs are rising too, and they’re experiencing the same difficulty in finding and keeping their best people.Knowing how to manage your suppliers for optimum long-term benefit is critical, especially as you seek to outsource more and more of the company’s non-core work. If you squeeze your suppliers too tight, they’ll end up cutting corners. Remember, you can outsource the activity, but you can’t outsource the risk!You can take a deeper dive into these insights by listening to Ep.221: Managing Supplier Relationships.————————FREE QUIZ: I’ve developed a 3-question quiz that’ll give you a free personalized podcast playlist tailored to where you are right now in your leadership career!Click here to take the 30-second quiz now to get your on-the-go playlist————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. 

Episode #292 // “In team sports, “leading from the front” means a completely different thing than it does in business.”There are a number of elements that contribute to your leadership identity. Many leaders let their identity form organically, without much conscious thought or planning. That’s fine, but there’s an enormous amount of upside to be captured, if you choose to be deliberate and methodical in your approach.For every leader, regardless of level, industry, company size, or location, there are a number of foundational aspects of leadership that require a level of competence… but only if you want your people to thrive and perform, that is!Because every individual is different, the way you interpret and apply these fundamentals may also be vastly different. The best leaders understand how to apply their unique style, personality, and values to a framework of strong leadership that’s guaranteed to produce extraordinary outcomes.How deliberate are you in crafting your leadership identity? Are you thoughtful about how to integrate your own style into the tried and trusted foundations of high-performance leadership? Or are you, like many leaders, happy to leave it to chance?FREE Resource we recommend in this episode:Ep.186: Your Personal Leadership AuditEp.257: Your Leadership User Manual————————FREE QUIZ: I’ve developed a 3-question quiz that’ll give you a free personalized podcast playlist tailored to where you are right now in your leadership career!Click here to take the 30-second quiz now to get your on-the-go playlist————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. 

Moment #62 // The board of directors is increasingly seen as the accountable body for ensuring ethical, responsible behavior from companies. But we still seem to be witnessing some pretty spectacular failures in corporate governance.To me, this isn’t at all surprising. The board has very little influence over what the management team does on a day-to-day basis. Boards have limited control over what really goes on. I’m sure that many professional directors will disagree with me on this… but that would most likely be a reflection of their ego, rather than reality.You can take a deeper dive into these insights by listening to Ep.248: The CEO and the Board.————————FREE QUIZ: I’ve developed a 3-question quiz that’ll give you a free personalized podcast playlist tailored to where you are right now in your leadership career!Click here to take the 30-second quiz now to get your on-the-go playlist————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally. 

Episode #291 // “The boundaries between our work and personal lives have shifted, and leaders need to deal with the fallout.” When I began my corporate executive career, the only concern leaders had for safety was to ensure that people working in dangerous environments didn’t get seriously injured or killed.Then, there were a lot of businesses that didn’t even need to think about the word “safety”, because they were predominantly white-collar, office-bound enterprises.For most of my senior leadership career I worked in industrial businesses:Where people worked at dangerous heights, and in confined spaces;Where big machines moved with velocity; andWhere, heat, energy, and dangerous gasses could combust with explosive force. The world has moved on quite a bit since then. These days, what it means to keep people safe (and just how far your duty of care extends) has evolved dramatically. I’ve found that my grounding in the principles of physical safety leadership has been invaluable in meeting these evolving challenges.These days, when we talk about safety, it’s normally couched as SHE (safety, health and the environment), and it covers everything from personal wellbeing, physical and mental health, and psychological safety, right through to ensuring a company leaves the smallest possible footprint on the communities in which it operates.In this episode, I take a fly across the top of the safety domain, and talk about the role that you play as a leader in keeping your people safe — physically, mentally, and psychologically. Source Material:No Bullsh!t Leadership podcast:Ep.185: The Mental Health MinefieldHarvard Business School faculty profile:Amy Edmondson————————FREE QUIZ: I’ve developed a 3-question quiz that’ll give you a free personalized podcast playlist tailored to where you are right now in your leadership career!Click here to take the 30-second quiz now to get your on-the-go playlist————————You can connect with me at:Website: https://www.yourceomentor.comFacebook: https://www.facebook.com/yourceomentorInstagram: https://www.instagram.com/yourceomentorLinkedin: https://www.linkedin.com/in/martin-moore-075b001/Youtube: https://www.youtube.com/@YourCEOMentor————————Our mission here at Your CEO Mentor is to improve the quality of leaders, globally.