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C-Suite Intelligence Returns for Season 3
<p><span style= "font-size: 12.0pt; mso-fareast-font-family: 'Times New Roman';">The go-to podcast for high performers and aspiring leaders is back for a third season. Hear CEO Stephen Miles, COO Taylor Griffin, and top executive coaches at The Miles Group and their special guests discuss how to thrive through impending recession and systemic inflation, how to build operating models that are flexible and adaptable, why ultimate high-performing leadership teams reduce friction, and more.</span></p>
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19. Low Friction Leadership
<p class="MsoNormal">One of the most important elements of being a high performance, high growth executive is identifying ways to reduce behavioral friction. These “low friction” leaders line up to stakeholders’ preferences and styles. <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> discuss common examples of behaviorial friction, and explain how low friction leadership can lead to exponential growth and create leadership opportunities for executives.</p>
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18. It’s What You Learn After You Know It All: How Founders and High-Growth Executives Can Scale Their Own Leadership and Stay Ahead of Their Company’s Growth
<p>Most founders and executives are so deeply immersed in their business model and products that they forget about themselves – their own personal growth as a leader. Everybody talks about business growth or the exponential growth of an organization, but personal growth is just as important, say <strong>Stephen</strong> <strong>Miles</strong> and <strong>Taylor Griffin</strong>. The research is clear that when a founder can effectively scale with the company, shareholder returns tend to be high. There must be commitment to personal growth. It’s an ongoing and continuous activity, not just for yourself, but also for the organization and the teams you lead.</p>
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17. The New Leadership Toolkit: From Potential to Performance
<p>Even though they can be inspirational, motivational, and passionate, many Silicon Valley leaders lack the right performance-driven toolkit to achieve success in every economic environment. <strong>Rob Tarkoff,</strong> EVP of Oracle, joins <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> to describe the kind of “ambidextrous” nature VCs look for in executives – the combination of a potential-driven mindset with the performance-driven aspects of bootstrapping and doing more with less.</p>
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16. Executing for Outcomes: What It Takes To Win
<p>Operating in highly complex and dynamic environments, the best CEOs maintain alignment with their teams by communicating frequently, collaborating effectively, and prioritizing routinely. Good process delivers good outcomes, say <strong>Stephen Miles </strong>and <strong>Taylor Griffin</strong>, and if you take the time to thoughtfully recalibrate and refocus teams with constant context, you can create a culture and environment where everyone can win together.</p>
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15. Executing for Outcomes: Pivoting from Potential to Performance
<p>As layoffs hit the tech sector, <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> discuss how companies need to pivot from potential to performance. We’ve seen valuations come down at a catastrophic level that nobody could have ever imagined, say Miles and Griffin. They explain how the sudden change redefines expectations for leaders, who may need to refocus their teams on their core business – that “original wicked idea” that got them there.</p>
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14. Executing for Outcomes: A New Operating Environment
<p>Unlocking performance inside an organization requires delivering real outcomes, not just a proliferation of activities, say <strong>Stephen Miles</strong> and <strong>Taylor Griffin. </strong>This can prove difficult in our new multivariate and asynchronous operating environment. Miles and Griffin discuss how “executing for outcomes” can help refocus and reorient teams in turbulent, highly complex times.</p>
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13. Critical Measures of Leadership Awareness: MeQ, EmQ, and SocQ
<p>There are three levels of leadership awareness that are critical for any leader, or aspiring leader: self-awareness (MeQ), one-to-one leadership (EmQ), and one-to-many leadership (SocQ), which includes the broader social context and environment. <strong>Taylor Griffin</strong> and <strong>Courtney Hamilton</strong> discuss why today’s “social economy” compels leaders to develop a more nuanced awareness toward various stakeholders and audiences, both within the company and without.</p>
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12. The Paradox of High-Potential Employees
<p>High-potential employees are easy to spot – they’re usually quick on the uptake, light on their feet, and have a high capacity for growth. Leaders are attracted to hiring people who they believe will grow into roles, however, they don’t always invest the proper training to get them there. <strong>Taylor Griffin</strong> and <strong>Courtney Hamilton</strong> discuss how leaders can ultimately build out a mosaic of talent across their team that’s going to meet the needs of the business today and the business of tomorrow.</p>
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11. The Real Meaning of Executive Presence: Followership
<p>Conversations around developing an effective executive presence tend to focus heavily on “leadership” but not enough on “followership.” Most executives are followers long before they are leaders. For <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong>, good followership requires understanding your own style and making sure it complements both your boss's and your teammates' styles. And that is critical to becoming a good leader.</p>
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10. The Real Meaning of Executive Presence: Introverts and Extroverts; Thinkers and Blinkers
<p>Introvert or Extrovert; Thinker or Blinker – one is not better than the other when it comes to elevating your executive presence. Rather, it’s about mastering your personal leadership style to show up as the best version of yourself. <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> explore the differences between these various styles and discuss how high-performing executives can add range to their style so they can better know themselves and show up appropriately and with confidence.</p>
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09. The Real Meaning of Executive Presence: Beyond the Sartorial
<p>Many executives who have been working from home during Covid may need a wardrobe and executive appearance refresh. Yet the challenge for most leaders who receive feedback around their executive presence is that their sartorial style is fine. Stephen Miles and Taylor Griffin discuss how real executive presence extends far beyond dress, to the substance of executives’ contributions and their ability to both elevate and adapt their styles to new challenges, reporting relationships, and colleagues.</p>
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08. Being Best at the People Business
<p>No matter where you work or whatever industry you are in, being best at the “people business” can help you succeed. When talent management is as critical to your company’s long-term goals as it is to your short-term bottom line, you need a team you can rely on, and one that can rely on you, too. <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> explain steps leaders can take to set their people up for success.</p>
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07. The Leader of the Future – And You Thought Covid-19 Was Hard
<p>The job of high-performing leaders isn’t what it used to be. On top of running the company amidst a complex business environment of overlapping crises, CEOs and other C-Suite leaders bear the weight of increasing responsibility, at times defending their companies’ very license to operate. <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> explain how a new kind of ‘Leader of the Future’ is emerging as we begin to recover from the pandemic despite setback after setback.</p>
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06. The Great Transition
<p>What does it mean to successfully reframe “The Great Resignation” into “The Great Transition?" Top executive coaches <strong>Stephen Miles</strong> and <strong>Courtney Hamilton</strong> discuss how companies are successfully onboarding new employees; what it's like to welcome someone remotely; and, what the best and worst practices are in this environment for leaders, employees, and those taking on senior roles in new companies. In this important new podcast, Miles and Hamilton share strategic and practical tips for success as the pandemic waxes and wanes, but does not disappear.</p>
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05. The Office as a Private Club
<p>As business leaders continue to reimagine the way we work, offices everywhere are getting revamped to support new organizational priorities. For <strong>Stephen Miles </strong>and <strong>Christina Woodard</strong>, office density and intentionality top the list. We need to be purposeful about what we’re doing, says Miles, and why we’re asking teams to convene. Working together, colleagues can peel away from virtual meeting rooms to reforge strong connections and trust in person, and then tackle the hard issues with creativity and high performance. In a sense, the office of the future will be like a private club, where employees are the members.</p>
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04. Getting Your Mojo Back
“This is what happens when you put everybody in solitary confinement for an extended period of time,” says Stephen Miles, Founder and CEO of The Miles Group. “Covid quarantines have led to all kinds of strains on individuals’ energy,” adds Taylor Griffin, COO of The Miles Group. "We have a lot of senior executives coming to us and asking how they deal with this for themselves, as well as for their broader teams and employee base. Employees have high expectations of their leadership teams that they are really going to learn something through Covid, and that the future office is going to look different from before. Many people really enjoyed the flexibility of working from home.” Miles and Griffin discuss the high expectations employees have of their leaders, and offer insights, tips and tools on how the future office can look different, and work better, than it did before Covid. Part of getting your mojo back is building relationships, learning lessons, and reestablishing your comfort zone with getting to work,” they say.
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03. Office Next – How We Can Make Offices Work Better
<p>The pandemic lockdown called for CEOs everywhere to transform their businesses to remote operation. Two years in, millions of white-collar workers are returning to the office – an exercise that is playing out in multiple phases and to varying degrees of success. As <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> explain, since 2020, remote work has gotten very transactional and people are less engaged. With attrition rates at an all-time high, they discuss the importance of meaningful interactions among teams and managers, and how leaders can leverage their virtual toolkit to optimize “<em>Office Next</em>.”</p>
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02. Struggling to Lead in Hyperinflation
<p>Inflation continues to climb at its fastest pace in decades, but most CEOs and board directors today have never dealt with hyperinflation – that’s when inflation “turns from transitory to intrinsic, affecting every facet of business in the world today.” Stephen Miles and Taylor Griffin discuss how executives can begin to lead – and win – in this new dynamic environment.</p>
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01. Resilience Redefined
<p>Faced with new challenges every day, the world we live in is full of setbacks. <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> discuss how unfamiliar setbacks can test even the strongest leaders, and why leaders should practice embracing these learning moments.</p>
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C-Suite Intelligence returns for season 2
<p>The go-to podcast for high performers and aspiring leaders is back for a second season. Hear top executive coaches at The Miles Group discuss how successful leaders amp up their game, even as business conditions grow more complex every day.</p>
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18. Leading During the Coronavirus Crisis
<p>The coronavirus pandemic is challenging leaders at unprecedented levels. Executives are facing the complexity of severe business impact and employee health concerns while they and many employees work from home. But many leaders haven’t led during a crisis, says <strong>Stephen Miles</strong>; they react poorly, amplify stress, and ignore critical information and advice. Miles provides tools for leading powerfully during this crisis, including how to make decisions, communicate, and engage employees with empathy.</p>
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17. 10 Critical Keys to Business Survival
<p>The incredible challenges companies are facing today are creating shocks to the system that every CEO needs to prepare for, says <strong>Stephen Miles</strong>. From the stunning impact of the coronavirus to the increasingly rigorous ESG expectations placed on every company to the exceptional level of performance demanded of leaders 24/7/365, the best CEOs are shifting the way they and their teams approach these daunting problems. Miles takes us through 10 keys that are critical for companies to survive today.</p>
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16. Dealing with Sudden Change
<p>During times of sudden change, how leaders respond is critical to driving the best outcome. Leaders who are less effective make decisions too quickly or not at all. The best leaders are like the best athletes: they slow the game down around them and make it easier for other people to participate. <strong>Stephen Miles</strong> and <strong>Taylor Griffin</strong> explain how great leaders communicate with and leverage their teams, absorb rather than amplify stress, and create the context for people to be successful.</p>
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15. Managing Underperformance
<p>Nearly all leaders wait far too long to deal with underperformers. “I wish I had handled the problem sooner” is what <strong>Taylor Griffin</strong> says she hears from every person she coaches. Leaders are evaluated on how well they select and develop talent by whoever is the lowest performer on their team, so managing underperformance is critical. Griffin explains how to recognize signs of habitual low performers, how to give meaningful feedback and how to address issues swiftly to minimize damage to the team.</p>
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14. What Does a General Counsel Do?
<p>The General Counsel acts as air traffic control for all legal issues across a company, says <strong>Billy Stern</strong> – from HR, compliance, and IP to a host of business risks. But while a lawyer is typically a “no” person, the best GCs have a “yes” mentality, working with the CEO to think expansively as a true business partner. Stern explains the complex job of GCs as they serve this and other roles including succession advisor, company “heavy,” contract enforcer, and fierce legal and regulatory advocate.</p>
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13. The Agent Problem: Becoming a Better Advocate for Your Best People
<p>The most critical decisions around an employee’s future at a company usually happen when they aren’t in the room. But most organizations have an “agent problem,” says <strong>Stephen Miles</strong>: its leaders aren’t effective agents or advocates for valuable employees, and talent discussions can get dominated by fast talkers or bullies who push forward “their” people who are less qualified. Miles explains steps you can take to represent your best people most effectively and create a stronger team overall.</p>
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12. Dealing with Difference: Adapting to a Diverse Global Workforce
<p>Working with colleagues and clients who come from many cultures, countries, and backgrounds is a hallmark of global business today. But how effective are you when working with people who are not like you? To succeed in an economy that is increasingly diverse, says <strong>Taylor Griffin</strong>, individuals must adapt to culture and gender differences as well as to a broad range of personality and communication styles. Griffin walks us through some of the challenges and opportunities in dealing with difference.</p>
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11. SocQ – The New Leadership Skill Required for the Social Economy
<p>As we move from a knowledge-based to a “social economy,” leaders must build what <strong>Stephen Miles</strong> defines as their “social intelligence quotient” or SocQ. This skill goes beyond having one-to-one empathy to being able to connect with the broader public in a way that communicates a company’s purpose and values yet is in sync with the community’s standards. Miles explains how leaders’ SocQ and ability to connect one-to-many are essential to organizations’ survival under the global magnifying glass.</p>
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10. Managing Your Most Difficult But Most Valuable Employees
<p>They’re hard to get along with and difficult to manage, but they bring disproportionate value creation to a company, says <strong>Stephen Miles.</strong> He dubs them “high-beta” executives, and explains how their breakthrough thinking and willingness to take on a business’s most difficult problems can result in massive opportunities for a company and its future. Miles describes the leadership style required to manage the idiosyncratic “high betas” and how to create a place for them to be wildly successful.</p>
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09. When the Right Person Is in the Wrong Role
<p>Many high-performing executives promoted or hired into a new senior role are “uniquely unqualified” for the position – they have never done that job before. This carries significant risk for the organization, as even the best people can fail when facing scope or scale beyond their experience. But companies can mitigate risk, <strong>Stephen Miles</strong> explains, if they give people adequate developmental support and ensure that there is strong enough capacity in place to support new talent coming onto a team.</p>
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08. The Importance of Asking Questions
<p>One of the most effective tools to get the results you want, <strong>Taylor Griffin</strong> explains, is to think of your job as asking questions. Whether you are CEO or anywhere along the path to running a company, being Socratic in your interactions is the way to learn more, gain clarity, and understand the reasoning behind how decisions are made – good and bad. Taylor discusses the tone, timing, and context to consider when asking questions and how leaders can model a learning culture for their organization.</p>
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06. The Talent Private Equity Firms Are Looking For
<p>Private equity firms want the best management teams in place when they purchase companies. If your company is being evaluated by a PE firm, what do you need to be prepared for when it comes to your job? Where can you bring value to the company under its new ownership? <strong>Courtney Hamilton</strong> and <strong>Billy Stern</strong> discuss talent assessment in a private equity takeover and how employees can position themselves as the right talent to drive investor goals and growth.</p>
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05. How to Avoid Having Another Worthless Meeting
<p>Meetings are the most expensive use of company resources, yet they are still too long, poorly organized, and a waste of everyone’s time. But they don’t have to be. <strong>Stephen Miles</strong> describes what’s necessary to make meetings productive, efficient, and on-topic.</p>
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04. Working For a Tough Boss
<p>Working for a tough boss doesn’t mean that you are powerless in your job, says <strong>Taylor Griffin</strong>. There are strategies for adapting to a range of challenging leadership styles – from finding information elsewhere in the organization when a boss is uncommunicative to diffusing heated conversations with a boss prone to anger. Griffin explains ways to be effective in your role even in difficult situations and how working for a demanding boss can be one of the most valuable experiences of your career.</p>
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03. Protecting Your Job in a Merger or Acquisition
<p>When new owners take over your organization, how do you protect your job? As five consecutive years of acquisition top $3 trillion and robust private equity markets continue to chase company investments, the reality of M&A today makes changes in management inevitable. <strong>Courtney Hamilton</strong> explains the best ways to prepare yourself for company takeovers and how to arm yourself with vital information about the company and its new leadership.</p>
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02. Stasis vs. Growth Mindset
<p>For some companies, success can be dangerous: a “stasis mindset” can take root, with a complacent “we know best” attitude capable of bringing down even the highest-performing companies. <strong>Stephen Miles</strong> explains that the best leaders actively fight off this mentality by embracing a “growth mindset” – they seek out new challenges and learn new ways of thinking by looking beyond what they already know. He discusses how both individuals and organizations cultivate this critical leadership mindset.</p>
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01. How the Smartest CEOs Are Preparing for the Next Recession
<p>Boom or bust, the smartest CEOs put plans in place well before the next downturn arrives, says <strong>Stephen Miles</strong>. Without scenario planning and taking steps toward “recession inoculation” during periods of growth, leaders can be caught by surprise when the economy turns, forcing them to make decisions with less time and thought. Miles discusses how CEOs are planning with their top teams and speaking with their boards and investors about how to weather the next recession.</p>
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Introducing C-Suite Intelligence
<p>What are the secrets of the top performers in business? Learn from the team at TMG, who coach the world’s most successful executives and see every day how these leaders stand out from everybody else.</p>
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