On January 3, at least 109 newly elected members of Congress will assume office in Washington. The looming question is whether the divisive climate in politics will change one iota.
I imagine you might doubt the ability of our government to solve any problems the way things are going today. You know as well as I do that the political parties are deeply divided on core issues like health care and immigration. If our elected officials keep doing things the same way, nothing will change. Albert Einstein hit the nail on the head when he said, “You cannot solve a problem with the same mind that created it.” Now is the time for self-examination and self-reflection to launch the changes that will drive transformation in our country.
I believe our elected officials have the power to make positive changes for our country if they are willing to work together.
Mastering these three leadership skills will enable them to solve big problems and make our country better.
Overcome confirmation bias. Confirmation bias is alive and well among our elected officials and American citizens. Confirmation bias occurs when you seek to confirm what you believe, so much so that you miss anything that doesn’t align with your beliefs. The stereotypes assigned to political groups, such as bleeding hearts or ultra-conservative , lead you to overlook or ignore those who don’t fit into that stereotype. It takes self-awareness to recognize your confirmation bias, and then discipline to actively look for examples that go against your beliefs. Checking confirmation bias at the door, and looking for ways to connect across parties, can lead to positive outcomes.
Engage in productive conflict. Conflict is not going away in politics, but it can be handled in a productive way. Our country faces big challenges with healthcare, immigration, and the deficit, just to name a few. I believe working together toward a common goal, like solving these challenges, doesn’t require common beliefs, but it does require an open mind. Productive conflict is all about finding better solutions and working together as a team with an open mind. The best decisions come when you bring all possible points of view to the table. Imagine an environment where it is possible to raise and discuss points of view and issues without offending or alienating one another and having a clear and honest discussion of all perspectives. Listening to understand, rather than to defend your position, is key to engaging in productive conflict. Alignment is possible if our elected officials truly seek to understand different points of view and then partner together to find the best solutions for our country.
Adopt a powerful positive mindset to solve stubborn problems. How you think matters. If you don’t have the right mindset, you will never make big things happen and distrust will close the door on unencumbered free thinking that leads to the best solutions. It starts with identifying your mindset – is it negative or positive? Because your thoughts impact your actions, and how you act is contagious, it’s important for our elected officials to adopt a powerful positive mindset. The negativity we see today catches like wildfire, and our elected officials can lead the change here. Choosing to believe that change is possible, that opposing political parties can work together, and trusting in positive intentions can ignite fresh solutions to the stubborn problems our country faces.
I believe there is hope for our country and what we need is great leaders stepping up to collaborate and find the common ground that will bring us the best solutions. I believe there is hope for our country and what we need is great leaders stepping up to collaborate and find the common ground that will bring us the best solutions. To give them the tools to do this, I urge all elected officials in the U.S. at the federal, state, and local level the opportunity to take a leadership program. The training I offer all about overcoming confirmation bias, engaging in productive conflict, adopting a positive mindset, and taking people with you, would be especially beneficial to our elected officials and of course all aspiring leaders.
On Jan. 3, at least 109 newly elected members of Congress will assume office in Washington. While their beliefs, backgrounds and sympathies may differ, they will all arrive with one thing in common: a sincere desire to solve big problems and help make our country better.
That this statement has inevitably caused some of you to roll your eyes is evidence of just how polarized and dysfunctional our political system has become. The growing lack of civility between Democrats and Republicans, liberals and conservatives has convinced us that folks with opposing philosophies can’t possibly work together to solve our nation’s problems. As a result, far too many of us — elected officials included — have fallen prey to a nasty case of confirmation bias: We embrace information that validates our existing belief system and ignore that which challenges or seeks to expand it.
If ever there was a time for true leadership, now is that time.
As the co-founder and former chief executive of YUM! Brands, I have seen the best of what leadership can accomplish. And in the wake of George H.W. Bush’s death, I am reminded of the power of “honest compromise and shared progress,” as his former rival Bill Clinton wrote about his beloved friend. With engaged, inspiring leaders, warring factions can find common ground and stubborn problems can find solutions. But when leaders tear each other down, don’t invite input and — most dangerously — doubt the sincerity of their coworkers, problems worsen and enterprises fail.
Open minds
In my experience, working toward a common goal doesn’t require common beliefs. But it does demand open minds. Leaders accomplish nothing when they work in opposition to their own people. For elected officials, this means forgetting whose vote they did or didn’t win, identifying common goals, soliciting ideas from everyone and walking a path toward practical solutions.
I’ve seen amazing things happen when people with a common purpose are inspired to set aside their differences. When I became president of KFC in 1994, the business was in decline and franchisees, who owned 70 percent of the restaurants, were in open revolt against the company. Still, it was clear that everyone sincerely wanted the business to succeed.
By the time I left the job, in 1997, sales jumped and profits had more than doubled. A financial analyst will tell you that product innovations — new menu items that spurred $125,000 in incremental sales per store — drove that turnaround. But it was only after we settled our differences with the franchisees that we were able to work together and produce those innovations. The revival of KFC was a financial win, but it was a testament to what can happen in a short period of time when common goals meet mutual trust.
Of course, the problems our country faces are far greater than anything a fast food restaurant might contend with. But we can agree on what those challenges are. Health care, immigration and the national debt are critical issues that require solutions now instead of continually kicking the can down the road. Without inspired, passionate leadership, any hope of finding those solutions is dim.
Like many Americans these days, I am saddened by the state of our politics. But I have seen time and time again in business the power of skillful leadership to turn even the worst situations around. And I want to do my part to help.
Teaching leadership
For the past 20 years, I have made it my mission to create better leaders in all factions of life. In 2012, I formed the Lead2Feed Student Leadership Program, which helps middle- and high-school students learn leadership skills while working to meet a community need. In 2017, I helped launch the Novak Leadership Institute at the University of Missouri, which offers a new approach to leadership education rooted in the principles of empathy and strategic communication.
At David Novak Leadership, the leadership training company I co-founded in 2017, we give aspiring leaders the opportunity to step back, reflect on their leadership and develop a plan to drive transformational change. Our leadership principles have helped thousands of people from all levels and all walks of life gain a new perspective on their own leadership approach by tearing down confirmation bias, bolstering their productive conflict skills and demonstrating a powerful positive mindset to solve stubborn problems.
As Albert Einstein once noted, we cannot solve our problems using the same thinking that created them. That’s why we are making David Novak Leadership’s Essential Leadership Traits digital training program available for free to all elected officials in the U.S. at the federal, state and local level. I know in my heart that this course can help all leaders, no matter how much experience they have, become more self-aware and effect positive change. If this offer helps even one of our leaders do that, the effort will have been worthwhile.
Like you, I love this country and know we are capable of so much more. Like you, I am dismayed by the state of our political dialogue. But I am not fatalistic, and I am not ready to give up. There’s no doubt in my mind that all our elected officials want our country to succeed.
Time and again, this country has come face to face with despair, until a leader emerged, from either side of the aisle, to help renew our optimism. Personally, I believe there are leaders out there, and we should all do our part to help him or her succeed.
Elected officials can access their free Essential Leadership Traits digital program at ogolead.com. Elected Officials click here.
David Novak is the co-founder and retired chairman of Yum! Brands and the co-founder and CEO of David Novak Leadership, a digital leadership platform.
Paul Varga is Chairman and CEO of Brown-Forman, one of largest American owned spirits and wine companies with iconic brands like Jack Daniel’s, Woodford Reserve, Old Forester and many more. Under Paul’s leadership the company has experienced a 12% compound annual growth rate. Paul is dedicated to leadership development and currently serves on the board of directors for the Kentucky Chamber of Commerce, Brown-Forman and Macy’s.
Full Bio
Paul Varga
Chairman and Chief Executive Officer
Paul Varga was appointed president and chief executive officer of Brown-Forman Corporation on August 1, 2005, and became chairman of the company in August 2007. He has been a member of the company’s board of directors since 2003.
Prior to becoming CEO, Varga served as president and chief executive officer of the company’s Brown-Forman Beverages subsidiary from 2003 to 2005. Since Varga assumed responsibility for the company’s beverage business in 2003, Brown-Forman’s reported annual operating income has grown from $378 million to $685 million, representing a compound annual growth rate of 12%.
Varga also served as senior vice president and chief marketing officer for Brown-Forman Beverages. In this capacity, he oversaw the global marketing efforts for the company’s spirit brands.
After beginning his career at Brown-Forman as a summer intern at Brown-Forman in May of 1986, Varga worked in Chicago, Southern California, Nashville, and Louisville in a variety of important positions, including many years of overseeing the company’s most important brand, Jack Daniel’s. Starting in the mid-1990’s, Varga helped the company establish its global brand management system which today continues to provide marketing direction on behalf of Brown-Forman’s brands throughout the world.
Varga is a member of the executive committee of Greater Louisville, Inc. (the Louisville Chamber of Commerce) and concentrates his work there on the Business Leaders for Education Initiative. He is also a member of the board of directors of the Kentucky Chamber of Commerce, Brown-Forman, and Macy’s Inc. Varga is a past board member of the Muhammad Ali Center, the Louisville Urban League the YMCA, and Three Chimneys Farm, a Kentucky-based thoroughbred horse business.
Varga earned his bachelor of business administration degree in finance from the University of Kentucky in 1985. He went on to earn his master’s in business administration at Purdue University in 1987.
Varga resides in Louisville with his wife, Melissa, and their three children.
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[bctt tweet=”“I think the greatest development comes from challenging yourself in areas that you’re less familiar with.””]
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Paul says the emergence of social media has made marketing much easier. It’s important to be persistent. Sometimes it takes a while for an idea to take off, but you should never be afraid to try something new.
How has social media influenced your industry?Is there a new idea you’ve been hesitant to try? Why?
Paul has a passion for developing others. He likes to challenge his team members and push them outside of their comfort zone. Sometimes this requires coaching and fostering their excitement about unfamiliar opportunities. Paul enjoys helping people navigate the uncertainty of a new role, and it’s always exciting to watch them succeed.
How has someone’s leadership or coaching influenced you in your career? What aspects of leadership do you most enjoy?
Bill Conaty, former Senior Vice President of Human Resources at General Electric. Bill served alongside leaders like Jack Welch and Larry Bossidy and was responsible for developing the legendary HR practices that made GE one of the most admired companies in the world. Bill is recognized as a world leader in the area of human resources. He is the author of “The Talent Masters: Why Smart Leaders Put People Before Numbers”. He is a currently a senior advisory partner at Clayton, Dubilier and Rice. He serves as the Chair of the Board of Trustees at Bryant University and has served on the Advisory Board of Cornell University’s Center for Advanced Human Resource Studies. As a world leader in human resources, Bill is a highly sought-after speaker and featured guest on CNBC’s Squawk Box.
[bctt tweet=”“To be a good functional leader.. you’ve gotta take issues off the CEO’s desk, not leave them on.””]
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According to Bill, it’s good to give constructive feedback daily. Don’t wait for the annual appraisal. Giving people feedback allows them to know where they stand. It also builds candor and trust. (39:30-42:25)
How can you incorporate more feedback into your leadership style?
What is one thing you need to improve on?
Bill recommends using differentiation when recognizing people. Treating everyone the same creates mediocrity. (38:05-39:01)
Today’s guest is Mike Kulp, President and CEO of KBP Foods. Mike bought into his first franchise restaurant at the age of 21. Today at age 37, Mike operates more than 600 restaurants across 23 states. His entrepreneurial spirit and vision has helped him become a leader in the world of franchising.
Get all the details by downloading this episodes Podcast Notes:
By: David Novak, Co-Founder & CEO of David Novak Leadership
Think about the motivational books you’ve read, the inspiring Ted Talks you’ve watched or even the articles you’ve found on Make It. Have you found yourself inspired to make a change? We all have.
But be honest: how many of those inspirational tips have you actually implemented? Three? One? None?
I believe one reason for the lack of success is not closing the Intention-Action Gap.
Failing to turn your intentions, or plans, into actions means you are living in what experts call the Intention-Action Gap. This gap occurs when you have great intentions about making a change in your life, yet you fail to do what it takes to make that change.
As CEO of Yum! Brands, I became passionate about our customers and shared my plans about becoming Customer Maniacs with others. Guess what? Not everyone was on board. In fact, some were shocked that I wanted our team members to become obsessed with customers. I had a choice to make… live in the Intention-Action Gap because not everyone was on board or turn my intentions into action.
I decided to go public with my plan and took action. We trained all our restaurants around the world on Customer Mania. We taught our team members to exceed customer expectations. We gave our front-line team members permission to solve any customer issue that was under $10 without talking to a manager. Our team members learned how to listen to the voice of the customer. They learned how to recover from mistakes.
And guess what? Turning my Customer Mania plans into action paid off – because when you get people capability right, then you are going to satisfy more customers, and that’s how you make more money. That’s the formula for success.
I went public with my plans because it’s a great way to give yourself that extra motivation to see it through. Why? Because if you don’t do what you say, you sacrifice your integrity, you lose credibility, and people will not believe you when you say things. To be a good leader, you have to put pressure on yourself, so if it’s important for you to get something done, take a public stand on it. That’s why I’m a firm believer in “going public so you can’t go back!”
Another thing to keep in mind is our intentions and words without actions and follow-through are meaningless. In fact, this quote from Walk the Talk by Eric Harvey and Alexander Lucia can be quite enlightening. “We judge ourselves mostly by our intentions, but others judge us mostly by our actions. People hear what we say but they see what we do, and seeing is believing.” That’s a powerful insight. In fact, it’s a cornerstone behavior that we teach you in my Essential Leadership Traits Program.
You can choose to stop living in the Intention-Action Gap today. Ask yourself: What’s one intention you have that you want to turn into action? Who can you “go public with” so you can’t go back? Answering these two questions can help you cross the bridge from intentions to action.
Are you willing to take the first step?
David Novak created David Novak Leadership to help people become stronger leaders. He is co-founder and former CEO of Yum! Brands and a New York Times bestselling leadership author. He has been recognized as “2012 CEO of the Year” by Chief Executive magazine, one of the world’s “30 Best CEOs” by Barron’s, one of the “Top People in Business” by Fortune and one of the “100 Best-Performing CEOs in the World” by Harvard Business Review.
[cs_content][cs_element_section _id=”1″ ][cs_element_row _id=”2″ ][cs_element_column _id=”3″ ][x_image type=”none” src=”https://davidnovakleadership.com/wp-content/uploads/2018/10/lonnie-Ali-circle.png” alt=”” link=”false” href=”#” title=”” target=”” info=”none” info_place=”top” info_trigger=”hover” info_content=”” style=”border:8px solid rgba(0,0,0,0.10);border-radius:50%;”][x_share title=”Share this Post” share_title=”” facebook=”true” twitter=”true” google_plus=”false” linkedin=”true” pinterest=”false” reddit=”false” email=”false” email_subject=”Hey, thought you might enjoy this! Check it out when you have a chance:”][cs_text class=”hidden”][/cs_text][/cs_element_column][cs_element_column _id=”7″ ][cs_element_audio _id=”8″ ][x_gap size=”30px”][cs_element_content_area_modal _id=”10″ ][cs_text]Today’s guest is Lonnie Ali, the wife of legendary boxer Muhammad Ali. Lonnie is an incredible leader who has devoted her life to making the world a better place. In 1992, Lonnie incorporated and served as Vice President and treasurer of Greatest of All Time, Inc. or (G.O.A.T). Today she is a Lifetime Director and Vice Chair of the Muhammad Ali Center, a non-profit museum and cultural center that she and her husband opened in 2005.
Lonnie Ali has been active in various charitable causes including advocating for children’s rights and Parkinson’s disease research. From 2010 to 2013, Lonnie served on the Presidential Commission for the Study of Bioethical Issues. She was the 2010 recipient of AARP’s Inspire Award, was named in 2012 as one of Arizona’s 48 Most Intriguing Women, and inducted into The National Consortium for Academics and Sports Hall of Fame in 2013.
[/cs_text][x_gap size=”20px”][cs_text style=”margin-top:-20px;”][bctt tweet=”“You have to have gratitude for everything you’ve been given and everything you haven’t been given.” – Lonnie Ali” ][/cs_text][/cs_element_column][/cs_element_row][/cs_element_section][cs_element_section _id=”14″ ][cs_element_row _id=”15″ ][cs_element_column _id=”16″ ][x_gap size=”10px”][cs_text class=”hidden” style=”line-height:1;”][bctt tweet=”“If you’re going to be successful you have to lead. And you have to make tough choices.” – Rick Pitino” url=”https://davidnovakleadership.com/podcast/rick-pitino/” ]
Becky recalls a significant failure in her career. She was working with someone she respected to launch a new product. Becky thought they should do it in a specific way, but her colleague didn’t agree. Becky relented, and later a competitor launched the product her way with great success. Becky knew she was right but second-guessed herself. Despite the failure, she is grateful that it happened when she was young. She learned that the next time she needed to fight harder.
Have you ever experienced a failure? What did you learn?
If your colleague disagreed with you, how would you respond?
Becky has the following thoughts on recognition:
Feedback is a gift, something we have lost in Corporate America. Becky says, “If I am not giving you feedback, then I am not investing in you. If I’m not getting feedback, people aren’t invested in me.”
What is the best piece of constructive feedback you’ve ever received?
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Today’s guest is Lonnie Ali, the wife of legendary boxer Muhammad Ali. Lonnie is an incredible leader who has devoted her life to making the world a better place. In 1992, Lonnie incorporated and served as Vice President and treasurer of Greatest of All Time, Inc. or (G.O.A.T). Today she is a Lifetime Director and Vice Chair of the Muhammad Ali Center, a non-profit museum and cultural center that she and her husband opened in 2005.
Lonnie Ali has been active in various charitable causes including advocating for children’s rights and Parkinson’s disease research. From 2010 to 2013, Lonnie served on the Presidential Commission for the Study of Bioethical Issues. She was the 2010 recipient of AARP’s Inspire Award, was named in 2012 as one of Arizona’s 48 Most Intriguing Women, and inducted into The National Consortium for Academics and Sports Hall of Fame in 2013.
“You have to have gratitude for everything you’ve been given and everything you haven’t been given.” – Lonnie Ali Click To Tweet
“If you're going to be successful you have to lead. And you have to make tough choices.” – Rick Pitino Click To Tweet
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From Podcast Action Journal
Becky recalls a significant failure in her career. She was working with someone she respected to launch a new product. Becky thought they should do it in a specific way, but her colleague didn’t agree. Becky relented, and later a competitor launched the product her way with great success. Becky knew she was right but second-guessed herself. Despite the failure, she is grateful that it happened when she was young. She learned that the next time she needed to fight harder.
Have you ever experienced a failure? What did you learn?
If your colleague disagreed with you, how would you respond?
Becky has the following thoughts on recognition:
Feedback is a gift, something we have lost in Corporate America. Becky says, “If I am not giving you feedback, then I am not investing in you. If I’m not getting feedback, people aren’t invested in me.”
What is the best piece of constructive feedback you’ve ever received?[/cs_content_seo]
Today’s guest is PepsiCo North America CEO, Al Carey. Al is a 35-year PepsiCo veteran. He is responsible for leading PepsiCo Beverages, Frito-Lay and Quaker Foods in North America. Al Carey is well-known for his passion for customers and frontline associates, and has practiced servant leadership throughout his career. He is on the board of directors of The Home Depot and the Food Marketing Institute.
[bctt tweet=”“I like people who are aggressive and confident. But do they have humility? Will they serve the people that work for them?””]
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For leaders, confidence is so important. Al says if you can help young people grow in confidence, it’s amazing how they can perform. When people are recognized for having a good idea, it’s remarkable how it ripples in the workplace. (12:47-13:38)
How have you grown in confidence?
What ways can you recognize young members of your team?
When it comes to diversity and inclusion, some companies talk about it but don’t do it. Al says you lose out on market share if you don’t have diversity. You need diversity to have a good business. He is a firm believer that if you don’t have diversity in senior management teams, it’s hard to recruit talented, diverse young people. Being able to see yourself in leadership makes for an attractive company. (40:37-43:19)
How can diversity and inclusion be something that you do and not just something you talk about?
At 28, Matt Case is an entrepreneur and CEO of Luminas International. Matt is an exceptional leader who has started and led multiple companies before the age of 30. In today’s podcast you’ll learn how Matt dreams big and uses innovative technology to make a positive difference in the world.
[bctt tweet=”Don’t be afraid to dream big, don’t be afraid to take risks, and don’t be afraid to fail.”]
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As the CEO of Luminus, Matt’s job is to help others understand the brand’s vision. He wants his team to keep a “top down” focus, meaning they dream big but maintain focus on the present. He doesn’t want to over-extend the company’s capacity. (8:02-8:27)
How do you help your team maintain focus?
Matt says the one habit that helped him succeed is he’s never stopped learning. He tries to keep an open mind because things are always changing. (20:40-21:20)
What quality or principle has contributed to your success?
Margaret Duffy is a professor of Strategic Communication at the Missouri School of Journalism. She is also the Executive Director of the Novak Leadership Institute. The institute offers an innovative approach to leadership education uniquely rooted in the principles of strategic communication and advertising. Dr. Duffy is the founder and Executive Director of MOJO Ad™, a student-staffed advertising agency specializing in the Youth and Young Adult market (YAYA™) serving national clients such as AOL, Redbox, Hallmark, and U.S. Bank. As an award winning scholar, author and consultant, Margaret Duffy conducts research and advises media organizations around the world.
[bctt tweet=”“Every person is important to themselves as you are to yourself.””]
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Margaret has dealt with her share of challenging bosses. For those in this situation, Margaret says the best thing to do is try to help the person succeed (so long as your boss isn’t being unethical).
You can get noticed by teaching your boss how to do things the right way. Oftentimes, if Margaret helped her challenging boss, whenever he was promoted, she would get his job. (6:42-7:19)
Throughout your career, how have you overcome the difficulties of working for a challenging boss?
Margaret says the one soft skill every leader needs is self-awareness. Feedback is so helpful, even though it can be hard to hear if it is negative. Develop the ability to trust your colleagues. (19:12-20:24)
Do you consider yourself a self-aware leader?
How often do you ask your colleagues for feedback?
Each month 800-CEO-READS compiles a list of top selling books. These books are featured on their site and syndicated through various publications. The popularity of these titles offers guidance for those seeking an interesting and helpful new book. They also report all book sales to The New York Times and Nielsen Bookscan…
Steve Holmes serves as chairman of the Board of Directors for both Wyndham Hotels & Resorts, Inc., the world’s largest hotel franchising company, and Wyndham Destinations, Inc., the world’s largest vacation ownership and vacation exchange company.
Over the course of his tenure as Chairman and CEO of Wyndham Worldwide, Mr. Holmes led the global growth of a wide portfolio of renowned brands into what was the largest integrated hospitality company in the world. He is currently on the Executive Committee of the World Travel & Tourism Council and is an officer of the Board of Trustees of Bucknell University.
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Throughout his career, Steve has had to come up with answers on the spot which has helped him become more assured of himself. To be a good leader, you need to have to have confidence. (12:41-14:59)
Does confidence come easy for you or is it something you need to grow in?
In what ways can leaders develop in their confidence?
Steve says it’s important for leaders to be good listeners. If you don’t listen to others, it’s hard to be empathetic. When leading others, listen to them and react to what they need so they can be successful. (17:07-18:22)
In your opinion, who should determine what is needed for success: those being led or the one leading?
What role does empathy play in your leadership?
Watch this video of David Novak, David Novak Leadership founder and former Yum! Brands CEO, speaking to the “Squawk Box” team about the issues around toxic leadership and President Trump’s own leadership style…
Leaders have a lot of power and influence. And people follow the example of what leaders do more so than what they say. That’s why it’s important to cast the right shadow of leadership.
Indra Nooyi, Chairman and CEO of PepsiCo, shows the impact great leaders truly have – things like creating a vision, having courage of your convictions, and unleashing the power of your people.
Results under her tenure as CEO of PepsiCo speak for themselves…
Think about the motivational books you’ve read, the inspiring Ted Talks you’ve watched or even the articles you’ve found on Make It. Have you found yourself inspired to make a change? We all have.
But be honest: how many of those inspirational tips have you actually implemented? Three? One? None?
I believe one reason for the lack of success is not closing the Intention-Action Gap.
Over the years, I’ve come to the belief that the single biggest differentiator between a good performer and a great performer is their desire to learn.
It’s important to find out just how passionate the person is about learning their craft and getting better and better every single day
On January 3, at least 109 newly elected members of Congress will assume office in Washington. The looming question is whether the divisive climate in politics will change one iota.
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