Kerry Siggins Podcast

How do you get good at doing hard things? How do you master doing hard things? We as leaders always have to do hard things. We have tough decisions to make.
We have difficult conversations. To have, we have to set a vision, a bold vision of where our teams or companies are going, and that isn’t easy. And as I like to say, the only way to get good at doing hard things is to do hard things, and you can do it even if it means taking a little bit of a risk, getting a little bit vulnerable, failing, even that is how we get good at doing hard things.
And the better we get at doing hard things, the more resilient we’ll be and the more successful we’ll find because most people don’t take risks. They don’t put themselves out there to do big things, make a big impact, or see what’s possible. And so they’ll never live up to their full potential as leaders because they’re too busy playing it safe. They want to make sure that everything is just smooth sailing. If you want to be an impactful leader who changes the lives of your employees, customer, industry, and world, then you have to make bold moves. You must learn how to do hard things.
You’ve got to be resilient, not just bounce back, but bounce forward. Life punches all of us in the face. And the way that we respond to it is what sets us apart, and it’s what allows us to either learn precious lessons or help us make the changes we need in our lives, our teams, and our companies.
Or we can say, “Ooh, I will never do that again.” And become risk-averse. But, we only have one life to live, and in this day in age when everything is so crazy, let’s just go for it.
Let’s make a significant impact, a positive impact. Let’s bring people together and do bold things. Let’s be great leaders, which means taking some risks.
1. Have a vision and a bold vision. You have to know where you want to go.
2. Be willing to expand your competency zone.
3. Get comfortable with being transparent and being a little bit vulnerable.
4. Step into the discomfort of having challenging conversations or making tough decisions.
5. Own your mistakes and be willing to admit when you are wrong.
The world needs you to show up as your whole self, your bold self, your authentic self, your leadership self, and you must get good at doing hard things. You’ve got to get more comfortable with doing hard things. And the only way to do it is just to jump in there and do it.
Question of the Week
My question of the week came from somebody on LinkedIn saying, “Kerry, how do you delegate? I’ve tried delegating, failed at it, and feel like I try to control things too much. How do you delegate properly?
Great question. Listen in to find out.

Guest: Frankie Russo is all about fully achieving not just success but authentic success. According to Frankie, sometimes, we have to shatter something in order to rebuild it. And he knows a thing or two about shattering – his business and himself.
Frankie has developed a portfolio of companies across multiple industries through his Russo Capital firm, including technology, advertising, marketing, automotive, music, agriculture, publishing, and finance. The beneficiaries of his investments have offices in the United States and India and serve 128 US markets. Frankie and his team have led two of his companies to become some of America’s fastest-growing, privately-owned organizations for eight years. The Art of WHY (2016), Frankie’s first book, was on Amazon’s best-seller list in the self-help category and has been readapted and expanded into the rules-defying Breaking WHY. Frankie’s highest calling is his family, and he happily lives with his wife and six children in Louisiana.
Episode in A Tweet: Pursuing our true WHY and purpose never ends. Unless we continue to break it down and rebuild what leads us to a meaningful life, we will miss the beautiful journey of finding our WHY.
Background: I met Frankie at a 3 Ring Circus event (now called Impact Eleven) in Bonita Springs, FL, and we immediately connected. Sharing substance abuse issues, we share similar stories of self-destruction – all in the name of chasing success. In this episode, we discuss the importance of asking yourself hard questions such as “why am I here?” and performing deep exploration to figure out your purpose in life. Frankie shares how finding your why is not a ladder, and there is no pinnacle. Instead, it’s circular and ongoing – it’s about the journey, right?
In his new book "Breaking Why," Frankie breaks down the steps needed to achieve a more substantive version of ourselves in both our personal lives and in the realm of business and entrepreneurship. By exploring the role emotions can play in hindering AND empowering us, Frankie ultimately argues that pursuing a singular, self-driven “I” is the ultimate misinterpretation of success. A champion of authenticity and a proponent of harnessing “strategic emotions,” Frankie aims to debunk the common conception that emotions are an aversion to having a successful life. Using the tools and hacks in Breaking WHY people from all walks of life will realize that it can be just as essential to break the rules as it is to make and follow them.
This is a real, raw and funny interview. I know you’ll love Frankie as much as I do.
How to find Frankie:
https://www.linkedin.com/in/frankie-russo-30ab531a/
www.frankie-russo.com
https://www.instagram.com/frankierusso/
https://www.instagram.com/theschoolofwhy/

How do you inspire your team in the face of uncertainty and at risk of burnout? We will talk about that in today’s episode of Reflect Forward: Advice From a CEO.
People are feeling overwhelmed. There’s so much noise and conflict in the world. Managing inflation, workloads, childcare, and other life’s demands – on top of the conflict of political polarization and war – sometimes it’s just too much to take. Your employees are at risk of burnout. But as a leader, not only do you have to manage these tense times yourself, but you also must keep your team motivated and moving forward. You have to support them tough these touch times to encourage their well-being.
That’s why I share my five tips on leading through uncertainty to keep your team motivated and reduce the chance that they will experience frequent burnout.
Manage yourself: No matter how turbulent you feel on the inside, you must remind cool, calm and collected. Remember, you set the tone, and your team will be stressed out if you are stressed out. Why? Because they model and mimic you. To be this, you must prioritize self-care. You can’t take care of others if you aren’t taking care of yourself.
Make courageous decisions: Your team needs you to make brave decisions. That means you must step into the discomfort of making difficult decisions. Your team and company require you to be decisive, especially when making tough and unpopular decisions. I get it, it’s not easy, but it must be done. My best advice is to show the vulnerability that making tough decisions requires. You may not be sure of the outcome or if you are making the right decision, but you must make them. Don’t be afraid of failure; instead, embrace the learning that failure might bring.
Listen, listen, listen: Everybody wants to be seen and heard. It’s part of why people leave their jobs; they don’t feel seen, heard, and valued. Many leaders would rather hunker down and get things done, but when times are stressful, the best thing you can do is sit down and listen. Dialogue matters.
Be transparent: All your employees want to work for a transparent leader. Why? No one likes to be left in the dark or to have partial or no information shared with them. Lack of transparency creates more fear and uncertainty because people tell themselves stories in the absence of information. So be transparent, tell the truth, and share as much information as possible. And okay with saying, I don’t know. No one has all the answers.
Build connections: Help your employees feel connected and like they are part of something bigger than themselves. Everyone wants to feel part of a team and that they belong. Ask them questions and create opportunities for them to connect with their peers.
Question of the Week
How do you have difficult conversations where people walk away feeling positive?
You can have difficult conversations, and you can have people feel motivated and inspired and walk away feeling positive. How do you do it? Here’s a straightforward trick: In addition to listening and engaging in the conversations and being open-minded, I turn negative language into positive language. You can say the same thing using positive language.
For example
“Your communication style is hindering your performance. You need to stop interrupting and listen more carefully to what’s being said.” This statement is relatively negative.
Try this instead
“I’d like to talk about improving your communication style so you can be more successful. I’ve witnessed you interrupting, leaving people feeling like they aren’t being heard. I’d like to see you develop some tools that will help you be a better listener.”
Listen in for more tips on how to turn negative language into positive.

Guest: Jocelyne has been called an "architect of success," possessing an "impressive understanding of business." In a career that took her from public service to entrepreneur to CEO of a software company, Jocelyne has found a passion for impactful leadership, sustainable growth and business agility.
Jocelyne has led teams of 40+ members, managed operations through crises and transformation, redesigned recruiting processes and overhauled business financials, leading to profitability and measured growth. Through her company, Loxentus Inc.,
Jocelyne teaches entrepreneurs and leaders targeted recruiting, impactful leadership and operational optimization leading to growth.
Jocelyne is also the Chair of the Forbes Business Council's Employee Empowerment group and a member of the Women Executives and Public Speaking groups.
Episode in a Tweet: When you deepen your self-knowledge and understanding of others, you'll become a better leader and more able to build people-centric companies.
Background: I had the pleasure of meeting Jocelyne through the Forbes Business Council, and we hit it off as I share her philosophy on building people-centric organizations. During the interview, Jocelyne tells the story of how she became a CEO, which wasn't until she left a stable, well-paying public service position – and sold her home and almost all of her possessions – to go cruising on our sailboat with her husband even though she had been "warned" this would ruin her career. She created income by freelance writing, and then one day, she joined a software company as an executive assistant and, a few years later, was running the company. Sound familiar? Her passion for leadership and hard work paid off.
Jocelyne believes that the more we lead and work at deepening our knowledge of ourselves and understanding of others, the more effective we become as leaders. During this episode, Jocelyne and I discuss why it's important to develop self-awareness and share stories about how we've tripped ourselves up over the years. Jocelyn also gives her tips on how to recruit and keep talent by meeting each persona where they are at.
I know you'll enjoy this fun and engaging interview. Be sure to check out Jocelyne here:
https://www.loxentus.com/
https://www.linkedin.com/in/jocelynemorinnurse/
https://www.instagram.com/jocelynemorinnurse/

If you're listening to this podcast, I must assume that you are interested in leadership development and becoming a high-impact leader. But the path to high impact can be confusing, and no journey is the same. And with all the advice and leadership books out there, it can be overwhelming. This week's episode of Reflect Forward: Advice From a CEO highlights the top four areas you should focus on to be a high-impact leader.
Develop Other Leaders
The most important thing a leader can do is develop other leaders. You must be good at building a team, giving feedback, and helping people do their best work. Great companies and great teams are filled with great people, and no leader is successful on their own.
Embody Company Values
To be a high-impact leader, you must embody your company's values and principles, even if they don't serve your self-interest at the moment. Your people are watching you, and if you don't walk the walk, all the company values are is a list of words on a wall poster.
Know When to Lead vs. Do
As you develop as a leader, you must learn to let go of doing and instead lead. Letting go isn't always easy, especially when you base your value on the work you produce. But high impact leaders know that they must delegate effectively by setting clear expectations, giving smart goals, following up appropriately, and then getting out of the way.
Understand Emotional Impact
High impact leaders understand the emotional impact they have on their employees and company. Leaders should be emotionally impactful but in a positive way. Every word you say, every facial expression you make, has an emotional impact on somebody and with this comes great responsibility. Develop self-awareness and understand that you set the tone.
Question of the Week
This week's question came from a podcast guest who asked me, "how are you so good at so many things?"
I giggled at this question because I think I am terrible at many things. But I am committed to excellence, and that's why I work hard to develop my skills and talents. My best advice is this: if you want to be good at something, practice. Work at it. Practice makes progress, and when you make progress, you improve. It takes consistency, discipline and feedback to get good at something, and that's why you've got to work at it. So pick a skill in which you want to excel and practice it. You will get better over time.

Guest: Kelli Thompson is a women’s leadership coach and speaker who helps women advance to the rooms where decisions are made. She has coached and trained hundreds of women to trust themselves, lead with more confidence, and create a career they love. She is the founder of the Clarity & Confidence Women's Leadership Program, and a Stevie Award winner for Women in Business—Coach of the Year. She is the author of “Closing The Confidence Gap: Boost Your Peace, Your Potential & Your Paycheck,” releasing the fall of 2022.
Episode in a Tweet: We all have self-doubt and sometimes even imposter syndrome. But we all deserve a seat at the table. That’s why it’s important to push through these feelings and claim your power.
Background: Kelli Thompson is on a mission to help women advance to, and make an impact in, the rooms where decisions are made. During our fun and enlightening conversation, Kelli shares that oftentimes, we label self-doubt as imposter syndrome and how that label can feel overwhelming. We all have self-doubt, and it can be used to propel you forward. Kelli believes that it’s important to have organizational conversations about the systemic issues are at play that perpetuate imposter feelings and address them, even if they aren’t easy conversations.
Kelli and I share stories about being told we are too aggressive (me) or too direct (Kelli) and how we moved through these labels to create success. We talk about how to turn your flaws into superpowers and why it’s so important to use your unique talents every single day. Kelli says, “Not only will you benefit in terms of your own personal happiness and energy, but others will, too, because they are counting on your unique calling.”
I know you’ll love this interview with Kelli. I can’t wait to have her back on the show, once her book has launched.
How to find Kelli:
Website: www.kelliraethompson.com
Book: www.closingtheconfidencegap.com/book
Social media:
Instagram: @kelliraethompson
LinkedIn: https://www.linkedin.com/in/kelliraethompson/

When we think of corporate communication, we consider how we talk to our customers or handle PR. But what matters most, especially if you are building a people-centric organization, is internal communication. How you communicate to your employees and teams will make or break you as a leader.
In this week's episode of Reflect Forward: Advice From a CEO, I give seven tips you can use today to create effective internal communication.
1. Vision and Values: everyone needs to understand where you are going as a team or company. Communicating vision and values increases the chance your employees all pull in the same direction and understand what's important to the company.
2. Set Expectations: If people don't know what's expected of them, they probably are going to fall short.
3. Listen: most people think that internal communication is just about sharing information, but equally important is listening. Communication is a two-way street, and you need to pause and hear what your employees are telling you.
4. Meet Regularly: Most people want to interact with management, so I recommend more personal communication. Take the time to talk with every person on your team at least once per week. Another option is to hold monthly company meetings where you share information, showcase progress on company initiatives, and celebrate wins.
5. Streamline communication channels: there are so many ways to communicate within a company that it can be confusing to know when to use what channel. Clarify how you want your employees to use the various communication methods within your company.
6. Own and Celebrate Mistakes: communication is stifled when people are afraid of failing or making mistakes. Talk about mistakes and failures openly, even celebrating them. No organization or person is perfect so make it safe to fail.
7. Ask More Questions: the best way to learn what's going on with your employees and teams is to ask questions. Be curious and encourage people to talk to you by asking open-ended questions.
Question of the Week
This question ties into this week's topic of creating better internal communication. A fellow YPO'er asked about my town halls. He asked, "how do you structure your town halls to make them feel safe and effective?" I share my tips on how to hold small town halls where employees feel heard and can ask you anything.

Guest: Dermot O'Shea is an entrepreneur that has jointly founded and run Taoglas for over 18 years and grown it to more than 425 workers with ten global locations and over $100M revenue in sales per year.
Dermot is a recognized thought leader in the IoT industry and is also accredited with creating "The best IoT party" and networking event every year at MWC Americas. When not selling Taoglas, Dermot enjoys outdoor activities and spending time with his wife and three sons. Dermot also serves on the board of Alpha Antennas and the Board of Trustees of La Jolla Country Day School.
Dermot and his wife Ciara set up unityforukraine.net, a nonprofit to help protect Ukraine civilians in the war. So far, Unityforukraine.net have sent over $100,000 worth of essential equipment to help their friends and colleagues - civilians - in Ukraine.
Episode in a Tweet: Being a CEO is not about you; sometimes, it's about taking the backseat and letting others lead.
Quick Background: Dermot O'Shea learned the hard way that leading isn't about being the most intelligent person in the room or always being in the spotlight. After years of dealing with the stress a hard-charging leader brings, Dermot realized that he would be happier and a better leader when he let other people shine. So, he stepped back and made room for others.
In this very candid interview, Dermot and I talk about how imposter syndrome forces you to overcompensate and how to get over insecurities as a CEO. He also talks about his journey as an entrepreneur and how betting on himself paid off even though it seems risky. Dermot shares his passion for the Internet of Things (IoT) space and how he and his partner built a $100M company.
I'm confident you'll love this vulnerable and honest conversation with Dermot O'Shea.
How to Find Dermot:
https://www.linkedin.com/in/dermotoshea/
https://www.taoglas.com/

News stories of people quitting their jobs are everywhere, reporting that people are leaving for better opportunities or working for themselves. In fact, 44 percent of employees are looking for new jobs, according to Willis Towers Watson's 2022 Global Benefits Attitudes Survey.
On the flip side, the news reports stories of unfilled positions and the impact of the labor shortage as companies scramble to find employees. But workers across the globe are putting their collective foot down, telling leaders loud and clear that they want better working conditions, pay and work-life balance. And with 11 million unfilled jobs in the United States alone, it's evident that companies aren't creating careers that people want.
So what's going on? Why are people leaving jobs? Why are they putting their collective foot down? We talk about why people re quitting in this week's episode of Reflect Forward: Advice From a CEO.
The situation is complex, and it's difficult to pinpoint a single issue, but I've narrowed 'The Great Resignation' down to these reasons.
Family Comes First
During the pandemic, many people began to reevaluate their work and life, especially when it came to spending time with family. Many people are saying, "I am putting my family first, and the health of my relationships is more important than grinding it out every day." People left if their jobs didn't fit with their newfound family-first purpose.
Looking for Purpose in Work
Finding purpose in our work is essential to thriving in life and the workplace. People want to know that their work matters in the bigger picture and aligns with their talents and skills. One gentleman I spoke to said, "If I am working 8-10 hours a day, I want to feel good about what I accomplished at the end of the day. But not just for the benefit of my company. I want to feel purposeful in my life – like I am doing something I am meant to be doing."
Bad Jobs Are Bad Jobs
There's no getting around it; some jobs suck. Low pay, long hours, unsafe work conditions, rude customers – all these things have always made people want to quit.
Entrepreneurial Aspirations
Many who are leaving jobs are going to work for themselves. The WFH movement showed people could do much of their work from anywhere and inspired people to go out independently.
What are businesses to do?
Notice that most of these reasons have nothing to do with pay. While compensation is important, pay is not the primary reason people leave. Employees want healthy workplaces that offer flexibility and autonomy – they want to choose where and when they work. They want to work for companies that value and respect them. People want to work in businesses where customers aren't abusive and rude. Business leaders must start addressing the root causes of these issues and commit to authentically recreating their culture and relationships with their employees. Those who don't will be left behind.
Question of the Week
This week's question comes from someone on Facebook who asked, "My cpmany is undergoing changes, and I have resistant people on my team. What should I do?
I share my tips on bringing people along, how to bite off change in small chunks, and what to do when you just have to rip the Band-Aid off.

Guest: Bob Arciniaga is the Founder and Chief Board Architect of Advisory Board Architects, LLC. Founded in 2005, ABA builds, maintains, and manages “High Impact” advisory boards and boards of directors. ABA provides a proprietary methodology and process so organizations can maximize the
impact of their boards. ABA works with private and publicly traded companies from $20mm in revenues to $22bil in fourteen different countries.
Bob also founded Boardology in 2019. Boardology provides a proprietary technology platform that allows organizations to quantitatively analyze and benchmark the level of impact, effectiveness, and engagement of their boards. Boardology’s technology provides organizations with the science and data of their High Impact Boards.
Bob is a recognized thought leader in maximizing Board Engagement and Impact. He has conducted High Impact Board Training for 100s of Board Leaders around the globe. He has been a featured speaker at many global conferences, including events for Young Presidents Organization (YPO), Women in the Boardroom, Singapore and Hong Kong Institutes of Directors, Hanoi and Ho Chi Minh Stock Exchanges, and numerous organization boards. Bob has been interviewed and highlighted in numerous publications including the NY Times and ABA was highlighted in the successful business book about innovative companies written by Salim Ismael (2014) called Exponential Organizations.
Episode in a Tweet: Great board leaders not only have great ideas, but they also help CEOs learn, grow and become better executives.
Quick Background: I met Bob Arciniaga through the YPO Colorado chapter several years ago and have always appreciated his perspective on executive leadership and how CEOS should develop its board of directors. During this episode, Bob and I discuss why CEOs should look at their boards as a strategic advantage and build a board with the right expertise to accelerate growth.
Bob also shares how his new company Boardology helps CEOs create high-impact boards by measuring engagement and alignment. Bob tells us about the three ways CEOs and boards miss the mark when building out their board and explains why all boards should have a thorough evaluation process to measure impact.
I hope you enjoy this fun and enlightening conversation with Bob; I am sure you’ll walk away with insights on how boards are run.
How to find Bob Arciniaga
www.advisoryboardarchitects.com
www.boardology.com
https://www.linkedin.com/in/bob-arciniaga-8842811/