Margaret Andrews teaches a variety of leadership courses and professional and executive programs at Harvard University and is the founder of the MYLO Center, a leadership development firm. Her MYLO course (Manage Yourself to Lead Others) has had a wait list every time it’s been taught for over a decade and has become the most popular professional development program at Harvard. And Margaret has now turned her course into a book titled: Manage Yourself to Lead Others.

Margaret earned her undergraduate degree from Cal Berkeley and her graduate degree from MIT.

In this episode we discuss the following:

• When Margaret’s boss told her that she wasn’t self-aware, she made a change. She learned more about herself and others—and since then, she has been teaching leaders to do the same.
• Margaret helps leaders by asking questions such as: “Who’s thinking has influenced your life?” “What are your core values?” and “What type of leader would you like to become?” Answering these questions helps leaders see where they’re at and where they want to go. And then it takes thoughtfulness and intentionality to become the leaders they want to be.
• We have to understand and manage ourselves if we want to understand and lead others.

Mark C. Crowley is a bestselling author and leadership expert. With twenty-five years in the competitive financial services industry, he rose to national roles, earning Leader of the Year for his heart-centered approach. His book Lead from the Heart, challenges conventional management practices that undermine employee success. In Mark’s latest book, The Power of Employee Well-Being, he emphasizes that thriving teams drive organizational success. Mark’s Lead From the Heart Podcast is ranked in the top 2 percent globally, reaching 175+ countries. Mark is also a sought-after speaker, Fast Company contributor, and organizational culture consultant shaping modern workplaces.

In this episode we discuss the following:

• I love Mark’s message, that the best leaders lead from the heart. They care about people, they support people, they trust people, and they have their best interest at heart.
• I thought Mark made a really interesting point that we admire coaches who show that they love their players. But the conventional business leaders shy away from this type of heart-led leadership.
• When we think about the best leaders we know, the ones who we’ll run through a brick wall for, they’re the ones who truly love us. The best leaders lead from the heart.

Adam Wowak is a Professor of Management & Organization in the Mendoza College of Business at the University of Notre Dame where he teaches strategic management to MBA and Ph.D. students.

Adam's research focuses on strategic leadership and corporate governance. His work has appeared in top-tier academic journals, including Administrative Science Quarterly, Academy of Management Review, Academy of Management Journal, Strategic Management Journal, and Organization Science. His research has also been profiled in media outlets such as The Atlantic, Financial Times, Forbes, NBC News, New York Times, and the Wall Street Journal, among others.

Adam received both his bachelor’s degree and Ph.D. from Penn State University.

In this episode we discuss the following:

• When Adam graduated college, he had a prestigious job as an investment banker. It paid well. It was intellectually challenging. He liked the people he was working with. But he wasn’t excited to work every day. He didn’t have autonomy. And he didn’t have creative outlets. So he thought about the tradeoffs he was making by staying. He then considered the tradeoffs he would make by leaving. By thinking about tradeoffs, Adam gained clarity on what mattered most to him. He ultimately chose to leave banking and found his way to academia, which has its own set of tradeoffs, but ones that Adam is happier with.
• As Adam tells his students, there are three types of careers people can have. One they love. One they hate. And one they’re okay with, in the murky middle. And it’s this third kind of career that people need to watch out for so that they don’t drift, and wake up 20 years later realizing they should have thought more carefully about the tradeoffs they were making.
• Remember to think about the tradeoffs we’re making, both when we stick with the status quo and when we decide to change.

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