The Mind Behind Leadership

Monday, June 20, 2022
Facebook Live Video from 2022/06/20 - Essential Emotions for Leaders

Facebook Live Video from 2022/06/20 - Essential Emotions for Leaders


2022/06/20 - Essential Emotions for Leaders

[NEW EPISODE] Essential Emotions for Leaders

Understanding the importance of emotion within leadership 

Reiner Lomb is the founder of BoomerangCoach, an executive coaching firm specializing in leadership and career development, innovation, and transformational change. Reiner’s mission is to mobilize and develop leaders to create a more sustainable and positive future for all.

As an executive coach, he works with leaders and changemakers in a wide range of organizations, from start-ups and multinational companies to nonprofits and local communities - all of whom aspire to create transformational change.

Whether he’s working with corporate executives, entrepreneurs, intrapreneurs, or indigenous tribal leaders, Reiner’s clients appreciate his international business and cross-cultural leadership experience 

Tune in for this insightful conversation at or watch the Facebook Livestream by Clicking Here.

Show Notes

Segment 1

Graham kicks off today's episode mentioning the importance of emotion within leadership. He introduces his guest, Reiner Lomb, the founder of BoomerangCoach. He also has a 30 plus year career in technology, particularly in Hewlett Packard (HP), which was his home for 20 years. Reiner grew up in Germany at the time when the Berlin wall was still up. He says that he observed and studied people in the street with this situation, paying attention to their behaviors and emotions. Reiner says that there is a common emotional aspect between building software businesses and these mass movements in history, that drives behaviors that lead to positive change. He grew up in a family business and grew up living on a farm. He learned from a young age to do things like speak on the phone, representing the family business. They discuss loyalty, engagement, and trust in teamwork and businesses. While talking about his time with HP, he mentions that although we call it a technology business, it’s still a “people business.'' By focusing on the people, he was able to have success and found joy in helping developing people. This was where he found his passion.

Segment 2

Reiner says that in the height of his corporate career, he was working around the world and was reaching a point of satisfaction in his life but also a dissatisfaction about the state of the world. He mentioned living in a country that was physically divided, he says that he today lives in a country today that is divided but divided by emotions, resentment, fear, hatred. After having kids over 30 years ago, he became a little more connected to the future state of the world and where we are going with economic and environmental issues. Reiner went back to school to work on his M.B.A focusing on sustainability. He mentions that his goals are to mobilize people to become leaders and to create positive change and to also develop themselves as leaders. Graham and Reiner discuss the hardship that comes with leaders who are starting off their career or don't have any experience. Reiner mentions that emotions and trust play a big role. Reiner talks more about sustainability and that this aspect for him is all about focusing on not just one topic but various things like environmentally, socially, and economically to give back to communities. They also discuss trust in leadership and management as well as in society. Some issues Reiner mentions are the biases based on how much someone makes in terms of income and the work they put in. Reiner has also studied that in countries where trust is low, they don't tend to do well economically.

Segment 3

Graham talks with Reiner about his book, Aspire. Reiner says that the inspiration was that he grew up receiving a lot of leadership development himself. He focuses on behaviors as well. He's gotten very curious over the years about how behavior and leadership development was actually implemented in actual leadership, considering how much dysfunction he has noticed and how hard it can be for habits to change. Reiner also discusses studies that show how much more powerful emotions are when making decisions, working with others and more. Emotions and trust are crucial in success for many actions taken. Graham and Reiner talk more about emotions and how one needs to be vulnerable, compassionate and empathetic to even talk about emotions and be a better leader; some good qualities in better leadership include serving your clients, customers, and better trust with your team. They also discuss how emotions in leadership were always put off to the side for a long time until more recently.

Segment 4

Reiner and Graham continue discussing the seven essential leadership behaviors and seven emotional drivers from Reiner’s book which include empathy, compassion and the drive to understanding. Reiner gives an example of leaders putting i a leadership position and they don't understand the needs of the people they are serving because of a lack of empathy and compassion. But also, they may not be understanding the systems they try to change or transform. Leaders need to have an interest to be able to understand and come up with solutions. Another important behavior is optimism. Optimism is a bit more complex as it can be based on past experiences and also new ones. More important drivers discussed are empathy for the needs of the people you are serving and mobilizing people. When people are mobilized, you can coordinate effective actions towards your actions and goals which also require trust. Reiner finishes off his examination into more emotional drivers and leadership behaviors. You can know more and contact Reiner Lomb by visiting as well as know more about his work as an executive coach.


00:00:51.240 --> 00:00:52.230 Graham Dobbin: Welcome to.

00:00:54.480 --> 00:01:12.030 Graham Dobbin: Talk radio dot nyc it's 4pm Monday in New York City it's ATM Tuesday morning here in Sydney in Australia, the shortest day of the year, which is a bit strange, for the first time we've been through this where it's about to be the longest day of the year for everyone over there and.

00:01:13.560 --> 00:01:14.490 Graham Dobbin: They were talking about.

00:01:15.960 --> 00:01:22.020 Graham Dobbin: Leadership with our guests, we get a hold of different kind of views and viewpoints, etc, but one thing that's tondo.

00:01:22.290 --> 00:01:33.150 Graham Dobbin: Definitely over the last couple of years since we started was emotional intelligence in some form or other, it seems to be a prerequisite for leadership no husband for a few years.

00:01:33.540 --> 00:01:46.770 Graham Dobbin: We were using different approaches different tools we've spoken about it with mark randall, who was a Co founder of netflix to risa the crowbar of the evolutionary business Council and even Dr Tony Alessandra.

00:01:47.310 --> 00:01:56.370 Graham Dobbin: And who looks at assessments and how we connect what we're thinking how we're feeling with what we're doing that's gonna that's a big part.

00:01:56.820 --> 00:02:06.930 Graham Dobbin: On leadership if it wasn't before for a business it definitely has been over the last couple of years, and today I am absolutely delighted that we have.

00:02:07.470 --> 00:02:15.750 Graham Dobbin: Reiner loan on who is the author of a spire seven essential emotions to leading positive change.

00:02:16.080 --> 00:02:28.620 Graham Dobbin: No matter where you are, let me just tell you why this is important bye bye writers here with us now is a phone or a boomerang coach and executive coaching firm specializing in leadership and career development innovation.

00:02:28.860 --> 00:02:35.970 Graham Dobbin: And transformational change, it was with leaders and change makers in a wide range of organizations globally.

00:02:36.660 --> 00:02:40.410 Graham Dobbin: before becoming an executive coach and this is always the interesting part because.

00:02:41.100 --> 00:02:50.610 Graham Dobbin: We get coaches, but then we get coaches were real world experience Reiner has a 30 year plus i've career in technology, particularly at Hewlett Packard.

00:02:51.030 --> 00:03:00.450 Graham Dobbin: which was his home for over 20 years building a new software product business and helping to grow it into a multi billion dollar organization I.

00:03:01.050 --> 00:03:10.320 Graham Dobbin: i've got a challenge to the rhino is word in English and German and i'm just learning English being been it's been a Scotsman i'm still learning English right so bear with me.

00:03:10.980 --> 00:03:19.110 Graham Dobbin: He holds an MBA in sustainable business a master's degree in computer science and as an accredited professional certified coach.

00:03:20.250 --> 00:03:21.390 Graham Dobbin: By the ICM.

00:03:22.830 --> 00:03:27.210 Graham Dobbin: Reiner welcome i'm going to take a breath after that one, and how are you.

00:03:28.290 --> 00:03:29.550 Reiner Lomb: i'm good, how are you.

00:03:29.670 --> 00:03:32.190 Graham Dobbin: i'm good i'm good it's great to see you and.

00:03:32.280 --> 00:03:33.960 Reiner Lomb: And thank you for having me.

00:03:34.110 --> 00:03:34.500 Reiner Lomb: Now.

00:03:34.920 --> 00:03:41.670 Graham Dobbin: it's exciting i'm always really curious we get kind of number of people would hear their coaches and trainers that muscle.

00:03:42.360 --> 00:03:53.460 Graham Dobbin: it's always kind of the background that takes us to that point take us back, how did, how did you come to this point go back is fungible we're always really curious about number everybody's background in history, what brought us here.

00:03:54.180 --> 00:04:00.090 Reiner Lomb: yeah so thank you for asking that question, so I co op in Germany, at a time when.

00:04:01.230 --> 00:04:06.570 Reiner Lomb: Germany was divided divided by the country actually when the Berlin Wall was still I was five years old.

00:04:07.830 --> 00:04:17.520 Reiner Lomb: So I don't have memory of of that event itself, but I have very vivid memory of the day when when the Wall came down the Berlin Wall came down.

00:04:18.930 --> 00:04:21.360 Reiner Lomb: To many of us as a surprise.

00:04:22.530 --> 00:04:27.390 Reiner Lomb: But later when when I worked more with leaders in developing leaders I.

00:04:27.810 --> 00:04:36.540 Reiner Lomb: didn't leadership development at HP in addition to my leadership and management roles in starting and growing businesses around the world software businesses.

00:04:36.990 --> 00:04:49.410 Reiner Lomb: I also develop leaders in the later years of HP to share my experiences and so on and so I also studied little bit more what were the events what what was the.

00:04:49.950 --> 00:04:58.140 Reiner Lomb: say the beside the behaviors of the people in the street, but we we really I wasn't sure if he understood what drove those behaviors.

00:04:58.770 --> 00:05:10.290 Reiner Lomb: And so, as I studied those a lot of the emotions that I teach today were present in people and that allowed them from like a handful of people.

00:05:10.710 --> 00:05:17.280 Reiner Lomb: You know, demonstrating and being beaten up and being put in jail to becoming a mass movement movement.

00:05:18.150 --> 00:05:28.020 Reiner Lomb: To millions and millions of people in the street that brought actually the government to its knees and eventually bought the wall down only from within a few months, basically.

00:05:28.380 --> 00:05:38.940 Reiner Lomb: And that was so amazing for me i'd studied as a mass movements, you know, like the civil rights movement movement us the you know the freeing you know India from.

00:05:40.770 --> 00:05:48.480 Reiner Lomb: colonialism and so on Sunday, and so on, but but in also South Africa right House you know Mandela.

00:05:49.050 --> 00:05:56.190 Reiner Lomb: The work he did, and so on, and the interesting thing for me, both in building software business and scaling them.

00:05:56.520 --> 00:06:08.370 Reiner Lomb: As a leader, as well as these mass movements in society, these changes have the common emotional drivers that pride the behaviors that lead to the change to the positive change.

00:06:08.940 --> 00:06:22.050 Reiner Lomb: And that was for me very interesting now, you asked a little bit about my background I come, I grew up in a family business my father was a cabinet and I had a covenant make a business, but also, I was on a farm small inherited.

00:06:22.530 --> 00:06:36.480 Reiner Lomb: family farm over generations and my grandfather had the mill business we're all very tangible type of things that you can either, can you look at you can live in, but the coin up in such an environment.

00:06:38.280 --> 00:06:45.540 Reiner Lomb: Practically allowed me to relate to people in different way, basically everybody my family interacted with.

00:06:45.840 --> 00:06:52.680 Reiner Lomb: was somehow related to the business of working into business or where clients and there was treated almost like family members, like friends.

00:06:52.920 --> 00:06:58.740 Reiner Lomb: And I learned that from little on alone like when I was like only five or six years old, to pick up the phone.

00:06:59.190 --> 00:07:05.880 Reiner Lomb: and speak as a representative of the family business right, so you you learn how to how to relate to people.

00:07:06.210 --> 00:07:14.010 Reiner Lomb: And I took that type of behavior that learning that kind of was ingrained in me how I relate to people actually into the corporate world.

00:07:14.250 --> 00:07:23.040 Reiner Lomb: And working at a global scale and leading and managing people at a global scale interacting with with with customers and partners and so on.

00:07:23.550 --> 00:07:30.840 Reiner Lomb: almost as if they were family members, I mean I related to relate to people in that way, so I think that's a big driver.

00:07:31.560 --> 00:07:42.990 Reiner Lomb: For the work that I focus so much on emotions, because I realized practically but also by studying it what the impact of emotion is on leadership and creating positive change i'm.

00:07:43.710 --> 00:07:54.780 Graham Dobbin: curious to treat people like family members Now I hear I hear companies, saying that we want to be like a family that we know but film is a really light rain.

00:07:55.530 --> 00:08:04.710 Graham Dobbin: We going well we've got a lot of trust with a lot of love there's a lot kind of there's a killing part but I don't know about you, but I feel like with my family as well.

00:08:07.230 --> 00:08:17.250 Graham Dobbin: Do you think that's an important part of being able to connect be able to be yourselves and and be able to help those disagreements within it does that can I help them to think about that in the business.

00:08:18.150 --> 00:08:33.930 Reiner Lomb: yeah but my just from my experiences like that, because I have led teams bullsh local teams, as well as globally distributed teams and you mentioned trust press in a family, but also loyalty to the family and to the you know, like.

00:08:35.250 --> 00:08:44.100 Reiner Lomb: helping to create this this common livelihood now in a business if you're on a team and a longer time, it is also creates a common likelihood that everybody depends on.

00:08:44.640 --> 00:08:52.830 Reiner Lomb: So, so you create a little bit more loyalty a little bit more engagement than if you just see it as your job right you use you say i'm.

00:08:53.700 --> 00:09:04.650 Reiner Lomb: When it comes to teamwork both trust is essential for for for collaborating but also what what is important is that you care for the other because not everybody.

00:09:05.160 --> 00:09:14.130 Reiner Lomb: can perform well at any given situation, sometimes the team Member needs a little bit more support, maybe a new member comes on somebody that just was hired.

00:09:14.340 --> 00:09:25.410 Reiner Lomb: needs a little mentorship and so, unlike I have received from colleagues at HP and other places, and so that's what I mean we're splitting them like family or like friends or like somebody's.

00:09:26.190 --> 00:09:33.720 Reiner Lomb: Not just like that you care about them, and that makes a big difference in collaboration and what you could be able to play together.

00:09:35.940 --> 00:09:38.100 Graham Dobbin: And just talking about family and thinking about.

00:09:38.640 --> 00:09:48.720 Graham Dobbin: i'm something so it's kind of missing with teams and in businesses when we when we talk about a team, being a family but it's probably not forgiving nature isn't it is kind of that that leeway that we that we.

00:09:49.140 --> 00:09:56.940 Graham Dobbin: You just said, some people stronger at one thing than another or they've got they've got different focus and families will was take that for granted.

00:09:58.350 --> 00:10:07.410 Reiner Lomb: yeah and we know this people they are strong in one area and maybe we can another area, we realize that, but in the family, like you know when you have a family.

00:10:07.890 --> 00:10:14.070 Reiner Lomb: And I don't want to belabor that too much, but you, you know each other, you know what somebody is good at you, you know.

00:10:14.430 --> 00:10:28.080 Reiner Lomb: Who you come, for you know I know that for like my car's broken down, I come to my brother in law, but if let's say I want to have like somebody listening empathetically Am I go to my Muslim things like that right it's.

00:10:29.580 --> 00:10:35.190 Reiner Lomb: In a good team in a team, but people know each other, they know who they go for for for what issue.

00:10:37.050 --> 00:10:43.380 Graham Dobbin: i'm curious what took you from Canada corporate world into what you're doing know what was that shift.

00:10:44.340 --> 00:10:45.420 Reiner Lomb: yeah I.

00:10:46.470 --> 00:10:47.310 Reiner Lomb: Obviously.

00:10:48.450 --> 00:10:56.070 Reiner Lomb: In my work in trading businesses and being really focused on technology and solving very tangible issues.

00:10:56.760 --> 00:11:15.630 Reiner Lomb: This was a software business that call from I was part of the startup team that code to multi billion dollar business over more than 24 years, and so you see a lot of change and you didn't you also need to lead a lot of change, and what I realized is, I would say, one is that.

00:11:16.680 --> 00:11:26.130 Reiner Lomb: When you focus on people that you make it happens with people, you cannot just like think your way through creating the business tool and developing a strategic plan and just command everybody to do.

00:11:26.490 --> 00:11:31.590 Reiner Lomb: You know, to achieve those goals, you have to inspire people, you have to motivate them, you have to develop them.

00:11:31.860 --> 00:11:44.700 Reiner Lomb: need to hire the right people and so on, so it's a people business, even if you call it a technology business it's still a people business, so I realized the importance of that and I was by focusing on the people I was able to achieve.

00:11:45.060 --> 00:11:56.400 Reiner Lomb: The aspirations that the things that I aspired to achieve, but also, I had tremendous joy, or have tremendous joy and developing people, so I over the years, I found out that.

00:11:56.760 --> 00:12:10.050 Reiner Lomb: My passion, I wrote a book before I spy I wrote another book called the boomerang approach, where I help people find their true vocation and one of the factors is that you work.

00:12:10.920 --> 00:12:27.360 Reiner Lomb: In an area or you do something you truly enjoy and so learning and development for myself and helping as us to learn and development creates tremendous joy it's my passion, basically, I mean if I could I could do it all day without getting tired of it.

00:12:28.650 --> 00:12:31.890 Reiner Lomb: So, so those are the two factors okay.

00:12:32.310 --> 00:12:32.790 um.

00:12:34.050 --> 00:12:42.330 Graham Dobbin: Again, I suppose that there's a there's a large part of we hear different stories of why people get into what they what they do there's been a big shift.

00:12:42.660 --> 00:12:48.750 Graham Dobbin: Obviously, in the last couple years and I remember there being a big shift in the financial crisis where there's just.

00:12:49.560 --> 00:12:58.170 Graham Dobbin: A bit of a movement, where it gets us to begin to think about our passions begin to think about what's really important to us and kind of reevaluate things.

00:12:59.160 --> 00:13:06.510 Graham Dobbin: And it's not everybody that can actually jump into it, so what we're going to do we're going to take a break in the morning when we come back from the break Reiner really want to.

00:13:07.320 --> 00:13:18.270 Graham Dobbin: begin to discuss this book aspire, and it just can how you see these seven critical emotions by that important and maybe by you.

00:13:19.110 --> 00:13:26.520 Graham Dobbin: I think missing, you know in lots of places so we'll begin to kind of dig into these and just just give our listeners a little bit of an idea.

00:13:26.940 --> 00:13:40.320 Graham Dobbin: Of what they can look for and what they can do, maybe just increase the leadership capacity you're listening to the mind behind leadership and live on talk radio dot nyc my name is Graham dobbin we're absolutely delighted.

00:13:40.710 --> 00:13:47.610 Graham Dobbin: We have Ryan, along with us here, the author of aspire and we'll be right back after the break.

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00:16:08.040 --> 00:16:11.550 Graham Dobbin: Welcome back you're listening to the mind behind leadership we have rhino.

00:16:12.510 --> 00:16:24.060 Graham Dobbin: rhino we will get you dancing to the thing chin before the end of the show, so there was no movement there were always always always always get people dancing to that and we spoke about kind of some of these shifts.

00:16:24.690 --> 00:16:36.900 Graham Dobbin: On what brings us to where we are, especially the kind of the kind of work that you do the anything kind of significant that you know you saw this in the business, but what was the moment they cut away pop.

00:16:37.260 --> 00:16:45.960 Reiner Lomb: We need to gather, thank you, thank you for asking that question, I would say, in the middle of my height of my corporate career.

00:16:47.520 --> 00:17:01.590 Reiner Lomb: working around the world and really feeling very successful and which which point of satisfaction, but also at the same time, I felt a dissatisfaction with the state of the world, I mentioned.

00:17:02.730 --> 00:17:11.820 Reiner Lomb: I mentioned a cram that I grew up in a divided country that was physically divided by by fences and walls and so on, and I live in a country today, that is.

00:17:12.300 --> 00:17:22.260 Reiner Lomb: Again, divided, but it's not divided by by fences and walt's it's divided by emotions by a resentment by fear by anger by hatred.

00:17:23.160 --> 00:17:33.060 Reiner Lomb: We see you know mass shootings we see the interaction last year and things like that, and your country that's really divided now, on the other side.

00:17:33.570 --> 00:17:40.410 Reiner Lomb: I think this it started when I had children over 30 years ago, you know my first child and second child or grandchild.

00:17:40.920 --> 00:17:47.430 Reiner Lomb: also become a little bit more connected to the future I started to care more about the future state of the world.

00:17:47.880 --> 00:17:59.160 Reiner Lomb: into where we going with climate change, for social justice with racial justice and all those economic issues that I tell people struggling with and I.

00:17:59.970 --> 00:18:10.950 Reiner Lomb: I wanted to do something about it, I wanted to make a contribution to helping to create a more positive future, and I went back to school to study sustainability, was the first school that.

00:18:11.730 --> 00:18:18.420 Reiner Lomb: had an MBA that offered an MBA in how to create a sustainable, more sustainable business and the more sustainable world.

00:18:18.930 --> 00:18:31.680 Reiner Lomb: And so, during that time and in studying the issues and so on, I also did some inner search, what is the contribution, I want to make don't want to lead a specific area like a half done for decades.

00:18:32.640 --> 00:18:40.440 Reiner Lomb: Or do I want to be more multiplier so I decided, I want to be a multiplier I want to mobilize people to to help lead.

00:18:41.010 --> 00:18:54.000 Reiner Lomb: towards a more positive change to help to create sustainable change, but also, I, as I was mobilizing people I was also finding out many didn't have the skills to leave that change they had an aspiration dancing I.

00:18:54.450 --> 00:19:00.960 Reiner Lomb: care about you know, climate change or I care about social justice or care about school and education, etc.

00:19:01.410 --> 00:19:09.060 Reiner Lomb: But then like tell me how I can be effective in leading there so so that's why my mission is really to mobilize.

00:19:09.660 --> 00:19:18.690 Reiner Lomb: people to become leaders to create positive change, sustainable change but also help them to develop so that's why I focus on on leadership development.

00:19:19.020 --> 00:19:29.370 Reiner Lomb: and, ideally, if I could trim if I could have pulled up a magic wand, that would be millions and millions of people that work towards a positive future, the world.

00:19:29.940 --> 00:19:40.740 Graham Dobbin: it's interesting you mentioned, I just for background moved from New York to Sydney last year, so I was there kind of when there was that and when the black lives matters.

00:19:42.240 --> 00:19:51.270 Graham Dobbin: begins in New York and was quite happy i'm quite happy to moes very active when when that was going on it's quite interesting when we look at.

00:19:51.720 --> 00:19:59.280 Graham Dobbin: Businesses and we see leadership we think about the people who influence us and we do give a bit of leeway we give a bit of leeway in the family.

00:19:59.520 --> 00:20:06.630 Graham Dobbin: We give a kind of a we see that development, but when it comes to social justice where where people are not necessarily aligned.

00:20:07.290 --> 00:20:13.320 Graham Dobbin: The opposite side always jump on something that that happens, or kind of no leeway in leadership there's no leeway to to make.

00:20:13.800 --> 00:20:17.730 Graham Dobbin: make mistakes or learn on the job you've got to make good decisions, all the time.

00:20:18.330 --> 00:20:30.870 Graham Dobbin: And that's kind of something that I saw that we wouldn't be necessarily considered it to people who were maybe the leadership would influence influential position for the first time in our lives, but something that was really, really emotional.

00:20:32.010 --> 00:20:37.800 Graham Dobbin: is just I just i'm curious what your thoughts are not just put what have you seen.

00:20:39.060 --> 00:20:47.880 Reiner Lomb: Well, I think there's one thing is people that come first time in a leadership position struggle there's actually quite a bit of research that.

00:20:48.330 --> 00:21:05.010 Reiner Lomb: First line first time managers like I think it's over 70% will fail, he will basically fail I don't have the exact number in my head, right now, but I think it's over 70%, but this is this is huge right get the the amount of suffering that is created.

00:21:06.030 --> 00:21:12.840 Reiner Lomb: For the teams are for the people they lead, but also for the person that is leading you know sleepless nights struggle at home.

00:21:13.320 --> 00:21:20.130 Reiner Lomb: And this function like burnout all the things we can be better there's a better way to prepare them.

00:21:20.940 --> 00:21:31.020 Reiner Lomb: And, and the I mean the other issue you mentioned emotions right so emotions play a big hole how we feel how like if we have to put in a.

00:21:31.440 --> 00:21:45.390 Reiner Lomb: leadership position I just had to have this discussion, all the time that somebody just asked me yesterday he said he's a he's a subject matter expert and very experienced very senior he said, using I can be a people leader.

00:21:46.830 --> 00:21:53.520 Reiner Lomb: And I asked the question, do you want to be a people leader and do you know what it takes, do you know what it has to lead.

00:21:54.210 --> 00:22:02.430 Reiner Lomb: You like what it takes to lead people right, and do you care about people do you care about you said yeah I care about people, people come to me all the time.

00:22:02.820 --> 00:22:12.570 Reiner Lomb: For advice, the US for mentorship and so on to say, I have the feeling, with all the things that already people coming to you, naturally, looking for leadership.

00:22:13.140 --> 00:22:21.780 Reiner Lomb: That this might be a good place for you, but we also where did you have to learn new things that you are currently not practicing because you're not in that leadership role.

00:22:23.250 --> 00:22:27.540 Graham Dobbin: i'm really curious you mentioned sustainable businesses.

00:22:28.590 --> 00:22:39.270 Graham Dobbin: And I think when we talk about sustainable businesses to kind of think we almost go down one route, but my guess is most most people would begin to think about environmental issues.

00:22:39.420 --> 00:22:39.810 yeah.

00:22:41.160 --> 00:22:42.780 Graham Dobbin: you'd sustainable business.

00:22:42.870 --> 00:22:48.900 Reiner Lomb: yeah it's very interesting, as you know, when the sustainability movement started, like the term started.

00:22:49.530 --> 00:23:03.570 Reiner Lomb: Many people ask me what do you mean, because if you can apply it to anything you can see, financial sustainability, and that is critical for business without financial sustainability of business cannot survive the sustainability aspect.

00:23:04.590 --> 00:23:11.010 Reiner Lomb: As it started in the you know early and mid 20s you know, like 20 years ago.

00:23:12.210 --> 00:23:23.070 Reiner Lomb: was really coming from the idea that we struggling in the world, we struggling with climate change, we struggling with environmental destruction we struggling with the communities where.

00:23:23.520 --> 00:23:31.920 Reiner Lomb: let's say we saw this was the auto industry in Detroit and so on, and like and maybe call industry and so we're all industries disappear and then suddenly.

00:23:32.340 --> 00:23:44.490 Reiner Lomb: The people that used to be in the industry for generation, the family suffer right so sustainability means really it's environmentally it means socially as well that we have a socially healthy.

00:23:44.970 --> 00:23:53.490 Reiner Lomb: affair and just you know, an environment that we don't have too big a gap in terms of rich and poor, that you know, everybody can have a decent living.

00:23:53.970 --> 00:24:00.030 Reiner Lomb: But also, it means economic sustainability as well in in a way that it is it's not.

00:24:00.900 --> 00:24:11.820 Reiner Lomb: that the money goes back into the communities as well, so that the communities can thrive, that the people can thrive and at the environment as well as protected so that future generation.

00:24:12.780 --> 00:24:23.310 Reiner Lomb: You know, can still live on this planet so that's the idea from that many companies have you know HP the original founders were operating under this.

00:24:24.030 --> 00:24:35.610 Reiner Lomb: idea, but it didn't call it sustainability it just they call it to you know, in the communities, we operate, we want to give back to the communities and want to be healthy community, the business also.

00:24:36.120 --> 00:24:48.960 Reiner Lomb: profits from that, but because many companies were not operating under this idea and that's why a lot of environmental and social destruction has occurred and that's why so many people are now mobilized to create that.

00:24:49.500 --> 00:24:55.710 Reiner Lomb: Sustainable more sustainable business sustainable economy, sustainable society.

00:24:56.730 --> 00:25:08.550 Graham Dobbin: And it's interesting you mentioned communities, because my father was a coal miner we We grew up in coal mining communities, you can always you can always go back to kind of what's happening now back to when the coal mines close in Scotland.

00:25:09.450 --> 00:25:09.810 Graham Dobbin: and

00:25:09.840 --> 00:25:11.910 Graham Dobbin: get a Community Community some in the cupboard.

00:25:12.630 --> 00:25:21.330 Graham Dobbin: yeah years have not recovered, you can just you can see that and it's it's really interesting kind of thinking back to Fort for life was like at that point in time.

00:25:22.530 --> 00:25:35.880 Graham Dobbin: yeah it was tough, it was tough and a lot of people, but there was kind of that that genuineness that honesty that kind of that family feel that they were comfortable with know with globalization, with people kind of thinking bigger.

00:25:35.940 --> 00:25:37.800 Graham Dobbin: Here is more discipline.

00:25:38.850 --> 00:25:44.640 Reiner Lomb: and have been multiple generations, being the coal industry of your family yeah how many how far does it go.

00:25:44.640 --> 00:25:48.060 Graham Dobbin: Back man I, from what I understand for generations.

00:25:48.600 --> 00:25:49.170 bow.

00:25:50.190 --> 00:25:57.960 Graham Dobbin: And then, all of a sudden there's just nothing there is absolutely nothing, one of the things I I still talk to my father about this, because he was a he was a powerful leader.

00:25:59.460 --> 00:26:10.320 Graham Dobbin: In with these teams and it was always about mistrust, nobody trusted all the teams just did anybody i've never seen i've never seen families like this, like.

00:26:11.670 --> 00:26:20.280 Graham Dobbin: he's really are tough working man who to trust each other, implicitly, the hunter they were working really dangerous conditions.

00:26:20.400 --> 00:26:21.120 Reiner Lomb: I can imagine.

00:26:21.510 --> 00:26:27.780 Graham Dobbin: But when it came to the management, there was no trust whatsoever zero so there was always this kind of adversarial.

00:26:30.630 --> 00:26:40.680 Graham Dobbin: approach to that was there was there was if they were if if something needed to be done, it was always a negotiation that was never kind of that yeah just get on with it, and I think that's.

00:26:42.600 --> 00:26:56.160 Reiner Lomb: yeah, and this is this really hard and i'm in my research also about trust I actually taking it to it to a larger scale right like you had talked about trust in a community and to the company and among the workers and how there was a break.

00:26:56.580 --> 00:27:08.010 Reiner Lomb: So that this trust in leadership in management and the company that exists that is very widespread and I think it has to do with this huge gap in terms of.

00:27:09.060 --> 00:27:21.990 Reiner Lomb: What people make right what the warden they put in and how much they make that this this gap of income, and so this is just obscene large, but also the other aspect that I studied.

00:27:22.950 --> 00:27:33.990 Reiner Lomb: And there's a lot of research being done in terms of economies like countries in countries where people don't trust the leadership when trust is low in the country itself, they do economically not well.

00:27:35.130 --> 00:27:35.490 Okay.

00:27:36.570 --> 00:27:52.320 Reiner Lomb: All right, make sense if we think of put yourself into a few because for business activity and for like contributing to society and and working, all together, trust is essential in our writing in a spy about that in the context of.

00:27:53.400 --> 00:27:55.140 Reiner Lomb: Fostering trust to.

00:27:56.220 --> 00:27:57.300 Reiner Lomb: Kate effective.

00:27:58.350 --> 00:28:07.110 Reiner Lomb: collaboration, but if this is true for what society's wi fi trust this law society is not doing well as trust as hated being better.

00:28:08.160 --> 00:28:16.170 Graham Dobbin: This might amuse you're still get from my father that i'm one of them, and one of the management and i'm, on the other side well because.

00:28:16.740 --> 00:28:34.290 Graham Dobbin: Because I wear a shirt and it's you know it kind of doesn't mean it and he sees the difference, but there's still that that almost that bias that as soon as someone's not doing this, or in a leadership or management position his his real experience has been negative.

00:28:34.890 --> 00:28:40.260 Graham Dobbin: or it's been it's been it's been off what we've just spoken about a lack of trust.

00:28:40.800 --> 00:28:41.550 Reiner Lomb: which you know yeah.

00:28:41.850 --> 00:28:42.270 We.

00:28:43.350 --> 00:28:49.440 Graham Dobbin: it's interesting that we that we went so long with that type that I would have said that was general in Scotland.

00:28:49.860 --> 00:28:56.100 Graham Dobbin: And we went so long in a very dangerous industry with That being the case, and people change just getting on with it.

00:28:56.940 --> 00:29:05.250 Graham Dobbin: we've got we're going to go to break I did see we're going to speak about your book we're having yet because we just keep on talking about some really interesting stuff especially.

00:29:05.820 --> 00:29:19.410 Graham Dobbin: When we're thinking about communities and i'm beginning to relate this system, things are going on around us on a daily basis, right now, so I thank you so much for that we're going to go for a break, when we come back, we will talk about your new book aspired.

00:29:20.340 --> 00:29:21.330 Reiner Lomb: To be bound for this.

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00:30:24.810 --> 00:30:35.700 Small Business trying to navigate the coven 19 related employment laws Hello i'm Eric savoured climate log business law attorney and host of the new radio show employment law today.

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00:31:31.470 --> 00:31:39.570 Graham Dobbin: Welcome back you're listening to the main behind leadership we have right now, along with us great interesting discussion just around and.

00:31:39.960 --> 00:31:45.660 Graham Dobbin: kind of want me communities tick what the emotions are and kind of how we're leaving one of the things we speak about here is.

00:31:45.990 --> 00:31:51.750 Graham Dobbin: That will lead them so many different capacities and that daily basis, this does not have to be a formal appointment.

00:31:52.260 --> 00:32:06.090 Graham Dobbin: Because we've got influence and those around us on a regular basis and Raina in your book and aspire seven essential emotions for living positive change, what was the what was the inspiration for this, to begin with.

00:32:07.170 --> 00:32:21.000 Reiner Lomb: yeah yeah the inspiration was basically that I have been like I grew up in being receiving a lot of leadership development myself and also developing as the leaders and.

00:32:21.690 --> 00:32:31.170 Reiner Lomb: Very often, it was so focused on behaviors you know in maybe 2030 years ago like companies corporations would have this long list of hundreds type of.

00:32:31.560 --> 00:32:42.180 Reiner Lomb: skills that are behavioral that makes a good leader and how to learn them and everything and I got very curious about like because people were trained on it.

00:32:42.990 --> 00:32:56.160 Reiner Lomb: But they did not, they did not is we still had bad leadership we had you know engagement law, and we have distress them at all these things and dysfunctional team that somehow I even wondered how companies are making it in such a mess right.

00:32:56.550 --> 00:33:03.960 Reiner Lomb: and lack of leadership and people were just complaining about the leaders, the team leaders and and so on, we talked earlier about.

00:33:04.530 --> 00:33:11.880 Reiner Lomb: People being promoted to first line manager or first time manager and alive and fail over 70% were large percentage failing, and all this.

00:33:12.390 --> 00:33:26.310 Reiner Lomb: This function, so I got very curious about what is actually the underlying drivers of those behaviors and and I saw there's obviously you know, we have the human needs that drive the behaviors we have the values and beliefs that right behaviors.

00:33:27.420 --> 00:33:38.010 Reiner Lomb: But even working on them, you know studying them for for such a long time and they made it into the leadership development people would stand up change their behavior so easily.

00:33:38.460 --> 00:33:50.820 Reiner Lomb: And so, as I, as I learned more about a man i'm also trained and certified as an ontological coach, which is a more realistic way of looking at a human being, which includes the emotions that includes your.

00:33:51.120 --> 00:34:09.930 Reiner Lomb: your thoughts and as well as your, as you know how you show up physically so medically and so on, and integrating all that I really found that the the emotional dimension of a human being has the biggest impact it has the it was the greatest leverage, so if we would compare our our brain.

00:34:11.010 --> 00:34:16.200 Reiner Lomb: let's say our visit computer and we would say we have a rational brain and we have an emotional brain.

00:34:16.740 --> 00:34:25.680 Reiner Lomb: That the emotions are so much more powerful and there's some evidence and research that is like almost half 1,000,002 million more powerful, if you would.

00:34:26.070 --> 00:34:36.900 Reiner Lomb: Compared to computers, but people very often try to say Oh, I can think my way into learning something, but if the emotional support is there, like, if you think.

00:34:37.500 --> 00:34:42.240 Reiner Lomb: You want to collaborate with somebody have to collaborate, but you don't trust the person you don't feel fast.

00:34:42.660 --> 00:34:49.140 Reiner Lomb: collaboration is not going to have happen right if you say, I have to care for this client.

00:34:49.620 --> 00:34:54.600 Reiner Lomb: But you don't feel empathy and compassion you don't feel it, you will not.

00:34:54.960 --> 00:35:05.550 Reiner Lomb: treat that client very well, we see that, when we have this you know when we call a customer support line right just sometimes somebody really that takes care very well very empathetic very compassionate.

00:35:05.880 --> 00:35:19.470 Reiner Lomb: And sometimes not so just to sum this up what I discovered in in was basically when I coach in the emotional space and also when I apply this myself, I have to create as leverage in changing behavior.

00:35:20.310 --> 00:35:29.370 Reiner Lomb: Both in my own leadership behavior but also helping as us to transform their behavior that actually leads to a higher level of consciousness people become aware.

00:35:30.060 --> 00:35:46.290 Reiner Lomb: What drives their behavior and able, as I described in aspire to point to the emotion, they need in this moment in this leadership challenge and how to cultivate it, how to shift it and that power was like for me transformational.

00:35:47.430 --> 00:35:48.270 Graham Dobbin: And trey you mentioned.

00:35:49.500 --> 00:35:59.880 Graham Dobbin: You mentioned to pick it up that for maybe a customer service place we don't necessarily get we're generalizing if we're generalizing but we don't necessarily get a kind of a.

00:36:02.250 --> 00:36:05.220 Graham Dobbin: One approach or or a continuity to.

00:36:06.510 --> 00:36:16.590 Graham Dobbin: yeah we regularly blame other people rather than looking at ourselves so I just want to record with a different attitude immediately and this began to you know we begin to so.

00:36:18.330 --> 00:36:25.080 Graham Dobbin: Why is a sin, this is going to save a strange question, potentially, why is it seen as fluffy there is a kind of seniors.

00:36:25.470 --> 00:36:39.360 Graham Dobbin: and leadership we get people to do that, but we avoid or we have done traditional of don't say we have them traditional maybe not so much know the why traditional have we kind of avoided the emotional part of leadership, do you think.

00:36:40.290 --> 00:36:52.440 Reiner Lomb: yeah well I think there's there's multiple reasons I don't think there's only one reason, I think the one is that the traditional systems in which require like from the school system, all the way to the.

00:36:53.610 --> 00:36:58.110 Reiner Lomb: universe like college system, and then the corporate co op in the corporate world.

00:36:59.970 --> 00:37:10.740 Reiner Lomb: Emotions were avoided, so we we come into this environment, and if you start even let's see if we have some outliers people that are more have more affinity to.

00:37:11.160 --> 00:37:21.360 Reiner Lomb: delete this emotions or equal to relate emotionally to people they're not going to do very well, it will be very uncomfortable it will require higher high degree of vulnerability.

00:37:21.810 --> 00:37:33.810 Reiner Lomb: Right, it will create this one nobility and people don't want to be one because that might be perceived negative, but the other thing is also that it is generational that the older generation, I know, in Germany.

00:37:34.380 --> 00:37:43.980 Reiner Lomb: Like depression history right like kind of very discipline and, like the old German way like like my father my grandfather it's like some toughness.

00:37:44.370 --> 00:37:47.850 Reiner Lomb: They were taught to you get to life, who toughness mine.

00:37:48.510 --> 00:38:00.450 Reiner Lomb: And I when I discovered the power of emotion, I wanted to break that cycle, I wanted to break that cycle, with my children and I wanted to break that cycle, with the people that I touch in the workplace and society.

00:38:00.840 --> 00:38:07.980 Reiner Lomb: and also my coaching clients and those people that are open that come to me and typically the ones that come to me are open to it.

00:38:08.550 --> 00:38:19.050 Reiner Lomb: They see a change, they see very often that transformational change happening, but the other thing is really the one of the ability it like talking about emotions.

00:38:19.710 --> 00:38:34.530 Reiner Lomb: makes us one of them right if we like to be in a public place and we are in expressing let's see I remember this moment I had this was a private place, but I was watching a documentary many, many years ago.

00:38:35.040 --> 00:38:47.250 Reiner Lomb: about Africa and there was two ethnic groups, fighting a war in one ethnic group was be reaching to as a village and cutting of the arms of all the little children and tears coming down my face right.

00:38:48.660 --> 00:38:56.190 Reiner Lomb: And so, but I would say that most people would have that reaction that that mentally healthy and mostly healthy, it will have that direction, but.

00:38:56.880 --> 00:39:16.950 Reiner Lomb: that's a healthy human relationship why wouldn't we the the Act, the same way if we deal with a customer who's who just lost maybe you know his wife or husband or a child or something like that, in the same way and then show empathy and compassion why wouldn't we do that right.

00:39:18.660 --> 00:39:24.390 Graham Dobbin: that's interesting so you're one of the things I can appreciate to the team, especially the sales team, the trading team here is just be human.

00:39:25.020 --> 00:39:35.280 Graham Dobbin: Just be human for the actual abortion, that you would have stopped don't fight it and q's you say that you your background brought this kind of that toughness That was the.

00:39:35.940 --> 00:39:47.580 Graham Dobbin: That was maybe the role models that were hired one of the things that jumps to mind and and maybe rain, or maybe I don't get off to be able to talk about this, but maybe you understand, this would be topic sporting to talk about football.

00:39:48.330 --> 00:40:02.850 Graham Dobbin: And one of the big things in Scotland, the role models would like some map must be Bob Paisley the great job steam all brought from mainland communities have tough men but we're always seen as great leaders, because of the empathy.

00:40:03.570 --> 00:40:10.350 Graham Dobbin: Because how they can connect with people people wanted to be Alex Ferguson, is another another one, but all.

00:40:10.740 --> 00:40:12.120 Graham Dobbin: Definitely very small.

00:40:12.210 --> 00:40:21.510 Graham Dobbin: very small radius of each other very, very, very similar kind of commanded that respect, but you knew there was a famous amongst them as well.

00:40:22.860 --> 00:40:30.360 Reiner Lomb: Look at look at young club today we live together know how he fights guide in that line very empathetic.

00:40:30.810 --> 00:40:44.040 Reiner Lomb: coach team leader who brings the best out in people, and I think this distance transferable and translates into the workplace and into public leadership as well leaders that are empathetic.

00:40:45.180 --> 00:40:50.640 Reiner Lomb: and compassionate it's easy for them to to create trust and to also inspire people.

00:40:52.230 --> 00:40:57.240 Graham Dobbin: that's actually interesting with your POPs appears to have quite a traditional.

00:40:57.750 --> 00:41:13.350 Graham Dobbin: approach to management within sport and it is it's about creating that family etc so talk, talk us through what we're looking at these seven seven emotions i've got seven critical motions empathy compassion interest optimism inspiration.

00:41:13.860 --> 00:41:19.260 Graham Dobbin: Trust in positivity and by you start with empathy by your bias.

00:41:20.940 --> 00:41:26.400 Reiner Lomb: When I started with empathy because if you trust us care caring.

00:41:27.600 --> 00:41:34.770 Reiner Lomb: And it has a lot of if a leader doesn't care about the business about the client about the employees, about the investors.

00:41:35.820 --> 00:41:48.240 Reiner Lomb: That leader, will not be trusted it feeds up all to the the trust issue that we had talked about but so so empathy and what i'm talking about his emotional empathy you know I talked about this example, but this.

00:41:49.320 --> 00:41:55.350 Reiner Lomb: Children having their arms kind of I had empathy with the father's that's why tears coming down now.

00:41:55.830 --> 00:42:13.800 Reiner Lomb: The next thing i'm talking about just really compassion, because empathy doesn't necessarily make your accurate use makes you care, but you can sit there all day and care right and nothing happening so so that's why compassion is needed compassion, is the emotion that includes.

00:42:14.910 --> 00:42:23.220 Reiner Lomb: empathy, but it also on top of empathy it commits you to act on what you care about it commits you to serve.

00:42:23.730 --> 00:42:36.360 Reiner Lomb: So when we talk about leader as serving as us, the well being of others, the needs of others clients, the business the investors, the employees and so on empathy and compassion absolutely essential.

00:42:37.620 --> 00:42:37.890 Reiner Lomb: and

00:42:37.950 --> 00:42:38.550 Graham Dobbin: I mean.

00:42:39.660 --> 00:42:49.350 Graham Dobbin: i'm i'm interested not what serve as a leader just can you just expand on on your thoughts in the sampling part of it.

00:42:49.950 --> 00:42:52.320 Reiner Lomb: yeah the serving part is really.

00:42:53.460 --> 00:43:09.840 Reiner Lomb: A critical I mean this is something this is obviously known under the term servant leadership and this this books written about this in my, in my opinion, is a leader, that is just they might there's a lot of leaders out there that they're just in it for themselves.

00:43:11.160 --> 00:43:15.240 Reiner Lomb: Right, but people will, over time, they will find that out.

00:43:16.290 --> 00:43:22.140 Reiner Lomb: Right, some might might fake it they might say yeah I really care, I really want to serve you but they really don't.

00:43:22.830 --> 00:43:31.890 Reiner Lomb: They don't have the emotional feeling if they don't have the compassion if they don't have the empathy they don't have the interest India, the other person to doing well on the clients is serve.

00:43:32.460 --> 00:43:44.400 Reiner Lomb: They will be at some point, they will fail to serve because it requires those emotions to drive a servant leadership behavior, which means that the actions and decisions you make.

00:43:45.210 --> 00:43:54.120 Reiner Lomb: You make miss that lens and with this criteria is this good for the other person is this good for my client, this is good for my stakeholders, this is saying.

00:43:54.570 --> 00:44:04.620 Reiner Lomb: If I take care of my employees, if I take care of my stakeholders, the company will do well, I did see as a part of this, the other element of outcome of servant leadership.

00:44:05.670 --> 00:44:14.670 Graham Dobbin: i'm will cover the rest of the group which is going to go to a final break I you just brought one one quick thing to mine and the trusted advisors group has got a.

00:44:15.570 --> 00:44:28.230 Graham Dobbin: Little formula for trust and it talks about everything that we can do about building credibility, about being reliable a understanding of people do all these things, and as soon as self interest comes in it dilutes everything.

00:44:28.590 --> 00:44:30.120 Reiner Lomb: And you're just saying there's a barrier who.

00:44:30.420 --> 00:44:40.770 Graham Dobbin: yeah and it's incredible, no matter how much we kind of we putting the positive side as soon as somebody gets an indication that it's it's for us we're doing it for a selfish purpose.

00:44:41.850 --> 00:44:47.820 Graham Dobbin: Everything crashes don't, no matter what we do is going to be doing with it anyway and we'll come back to.

00:44:48.660 --> 00:45:01.170 Graham Dobbin: kind of talking a little bit more about the book about needs and seven critical emotions for leadership you've taught and you're listening to them hanging behind leadership we're talking with Reiner law you're on talk radio dot nyc will be back after these.

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00:47:07.800 --> 00:47:17.070 Graham Dobbin: Welcome back you're listening to my behind leadership Reiner and I are just double checking what football team your support to make sure we're still getting emotional engagement and we're good.

00:47:17.250 --> 00:47:18.270 Graham Dobbin: we're absolutely good.

00:47:19.770 --> 00:47:28.740 Graham Dobbin: Talk us through so we've got and empathy and compassion and notice the next one, there is cuda interest you say the drive to understanding.

00:47:30.060 --> 00:47:43.290 Reiner Lomb: yeah, this is a very important one it's very interesting, as I have observed many times in corporations, but also in the political leadership, I can give you some examples some funny examples basically.

00:47:43.290 --> 00:47:47.940 Reiner Lomb: But that many leaders they put in a leadership position.

00:47:48.570 --> 00:47:57.600 Reiner Lomb: And they don't understand they don't understand the needs of the people is serving that's that's one issue, because they don't have the empathy or compassion, or have not developed it but also.

00:47:57.810 --> 00:48:07.620 Reiner Lomb: they're not necessarily understanding the systems they tried to change it to transform and so like I discovered as well, the financial crisis right 2008.

00:48:08.430 --> 00:48:11.220 Reiner Lomb: And there were many European leaders and.

00:48:12.060 --> 00:48:24.600 Reiner Lomb: It really takes and around the world basic the financial crisis and economic crisis, you have to have the system is so complex and we can apply this to any way to the healthcare system, the education system.

00:48:24.930 --> 00:48:36.150 Reiner Lomb: You know to our current division in the country is it super complex or leader has to understand the needs of the people and the possible solutions or systems they tried to transform.

00:48:36.570 --> 00:48:51.330 Reiner Lomb: In order to develop a vision, a better vision, how would a better system look like, how would a better solution look like, how would the meet the needs of the people we met with with that solution in an ideal way so.

00:48:52.590 --> 00:49:03.060 Reiner Lomb: Some leaders that do they they have the interest, but many leaders, we can observe have not I, it is an example of mercury because she's a kind of the coming.

00:49:03.660 --> 00:49:18.090 Reiner Lomb: You know from the research side and so on and so she came always very prepared into the meetings and her biographer was writing that most of the other world leaders that she was meeting hadn't done the preparatory work, so they were very superficially had their biases in the back.

00:49:19.110 --> 00:49:26.700 Reiner Lomb: But she shifted to read all the papers and so she could intend intelligently talking negotiate about it so that's just one example.

00:49:28.050 --> 00:49:40.500 Graham Dobbin: You mentioned the financial crash, I find it really interesting lives in New York in 2017 so you're kind of almost 19 years after the financial crash, which obviously that huge impact there and.

00:49:41.190 --> 00:49:49.230 Graham Dobbin: In talking to people who were involved in Wall Street etc at that time the emotion was still wrong about everything that happened.

00:49:49.740 --> 00:50:00.000 Graham Dobbin: So that kind of that that ship, it was it was a job, people have moved on, I get things that happen, but the emotion, to which still really, really relevant and apartment.

00:50:00.570 --> 00:50:02.220 Reiner Lomb: And mania spoke to.

00:50:03.390 --> 00:50:03.720 Reiner Lomb: yeah.

00:50:04.980 --> 00:50:05.790 Reiner Lomb: cool and this.

00:50:06.300 --> 00:50:18.930 Reiner Lomb: goes through a crisis, but you see the same cram when people have console war, like my parents generation of went for your parents generation poverty to and the experiences when it comes to.

00:50:20.190 --> 00:50:37.410 Reiner Lomb: To modern war so like them like when I on the phone when the Ukraine Ukraine war started, and so on people of that generation that I, it was hard for me emotionally to watch it from from distant and see the people suffering, but for those people, it was like reliving the trauma.

00:50:39.030 --> 00:50:48.120 Reiner Lomb: And so I can only imagine with the financial crisis, people that are in the middle of it and suffered from it that they experienced kind of a trauma reliving it.

00:50:48.870 --> 00:51:00.240 Graham Dobbin: I wonder if we're going to go through that after what's happened in the last couple of years, I do remember, obviously we were again talking about the code wouldn't your radio station, we were cutting we were grown 01 point.

00:51:00.360 --> 00:51:10.080 Graham Dobbin: Everything that was happening, yes, beginning, then I moved to Australia, we went into lock down here and I remember the moment I have that we were going into lock code, it was kinda like disbelief.

00:51:10.920 --> 00:51:22.380 Graham Dobbin: yeah and everybody hadn't really been locked down here already, so there were almost a little bit curious in in just kind of trying to figure out I just had all these emotions that triggered in very, very quickly.

00:51:22.710 --> 00:51:36.030 Graham Dobbin: about what yeah go live your life and almost had to break that did not create the environment, I thought was going to happen to this day, was it was a very situation and the go from interest to optimism.

00:51:37.260 --> 00:51:37.650 Reiner Lomb: yeah.

00:51:39.420 --> 00:51:40.500 Graham Dobbin: So, after all, bets.

00:51:42.840 --> 00:51:51.450 Reiner Lomb: Without optimism without feeling optimism, a leader has a very hard time, I would say it's impossible to create a positive vision of the future.

00:51:52.710 --> 00:51:53.610 Reiner Lomb: and pursue it.

00:51:55.260 --> 00:52:03.480 Reiner Lomb: And, as you know, optimism is one of these emotions that a little bit more complex and complicated complicated but there's this optimism that is.

00:52:04.620 --> 00:52:18.060 Reiner Lomb: Basically, based on past experience right so let's say I talked about the fall of the Wall, there were several attempts in Eastern Europe, or countries try to get more democracy and freedom, and they were.

00:52:18.570 --> 00:52:32.250 Reiner Lomb: They were beaten down militarily with force and so as they approached more the the actual fall of the Wall and the system, then collapsing and so on people still had that memory and had the fear.

00:52:33.030 --> 00:52:40.170 Reiner Lomb: Before they went out industry will I will this happen to me, will I be killed will be put in jail and so on later when I talked about.

00:52:40.770 --> 00:52:48.720 Reiner Lomb: Two people and so on, so so that's our past past experience, I took can we become optimists petty as the one is little bit.

00:52:49.290 --> 00:52:56.250 Reiner Lomb: When we create something totally new record a new society we have like a new company new business where we don't have any past experience.

00:52:56.640 --> 00:53:06.810 Reiner Lomb: that's kind of the that's that type of optimism, I tried to to foster and I do when I facilitate innovation workshops in startups in.

00:53:07.740 --> 00:53:21.000 Reiner Lomb: Like more interpersonal type of environments within a large corporation or any community and so on, so we be we need both types of optimism to move forward to look forward there's emotions that can hold us back like.

00:53:22.080 --> 00:53:36.120 Reiner Lomb: You know pessimism, or you know the sentiment is also backward oriented and overcoming it so optimism is absolutely essential for a leader to lead forward to look forward to a division and pursue it.

00:53:36.600 --> 00:53:47.670 Graham Dobbin: I see the link there because we were talking with family, the very beginning of the show we're talking with family we kind of, say, where there is a common purpose we get that creating an instinctive common purpose.

00:53:47.940 --> 00:53:49.890 Graham Dobbin: Within this is actually really difficult.

00:53:50.340 --> 00:53:52.170 Graham Dobbin: So visiting visiting huge.

00:53:52.620 --> 00:53:54.150 Reiner Lomb: Interest yeah and.

00:53:54.210 --> 00:53:58.560 Graham Dobbin: we've got um we're know we've only got kind of three or four minutes left right no.

00:53:58.770 --> 00:54:01.110 Graham Dobbin: no idea where all the times like talk us through.

00:54:01.650 --> 00:54:04.170 Graham Dobbin: talking to the next part that you see.

00:54:04.170 --> 00:54:11.970 Reiner Lomb: At an excess really from a behavior point of view that people are mobilized right that the leader develops a vision based on the understanding what needs to be done.

00:54:12.600 --> 00:54:20.790 Reiner Lomb: and empathy for for the needs of the people that he's surfing or she's serving then it's about mobilizing people and.

00:54:21.450 --> 00:54:28.410 Reiner Lomb: That emotion is inspiration inspiration for whites sustained energy to mobilize people.

00:54:29.310 --> 00:54:31.710 Reiner Lomb: to shorten it a little bit up because of the time.

00:54:32.040 --> 00:54:37.650 Reiner Lomb: On top of that is, then, when people are mobilized that sometimes can be just a handful when you start a business.

00:54:37.800 --> 00:54:48.510 Reiner Lomb: Or, or it can be when you have a larger scale change over time, as can be thousands or millions people that need to be more black is then to coordinate effective action towards that vision towards the goals.

00:54:49.020 --> 00:55:04.800 Reiner Lomb: And that's the quietest we talked about class and that has multiple dimensions, you mentioned some of this trust does the Leader care does you know to see reliable the sea, the sea mean what he says.

00:55:05.070 --> 00:55:05.670 Reiner Lomb: Is it.

00:55:06.090 --> 00:55:15.360 Graham Dobbin: got these other things sorry to interrupt the empathy that compassion and all that kind of stuff we've got this vision, have we created that trust you think almost instinctively.

00:55:15.390 --> 00:55:24.720 Reiner Lomb: It fits it fits trust yeah if that's why I had built it in that order that a bit like a permit, basically, these are the foundations, it becomes easier later.

00:55:25.230 --> 00:55:34.770 Reiner Lomb: I saw very consciously about in which order should lead to develop those competencies, so I want to dress development in in in this order and it will help you along the way.

00:55:35.220 --> 00:55:47.370 Reiner Lomb: there's the because of the sake of time I look at your your clock as well, but they are let's say if a leader, and it has build an organization or has created followership is you know set the goals and.

00:55:48.210 --> 00:55:56.760 Reiner Lomb: moves forward and people are following and supporting this vision inserted into goals, then things happen to pandemic, you talked about the pandemic.

00:55:57.180 --> 00:56:02.430 Reiner Lomb: Other things can happen in India, environment, you know financial crash things like that.

00:56:03.120 --> 00:56:12.270 Reiner Lomb: But then what is vertical is Sicilian that the leader Sicilian but also fuel Sicilians in the people he is leading or she's leading.

00:56:12.750 --> 00:56:21.510 Reiner Lomb: And the ceiling is is fueled to positive emotion so it's not just one emotion to hold palette of positive emotions, this could be hope joy.

00:56:22.140 --> 00:56:39.480 Reiner Lomb: gratitude there's more there's many more amusement even we're just like like trying to be a moose about you know football, which we call it soccer and European soccer obviously a bulls fan of but amusement also helps to to make people more resilient yeah I.

00:56:39.630 --> 00:56:45.390 Graham Dobbin: Suppose one of those things writers always get frustrated when I hear people say just be resilient.

00:56:45.960 --> 00:56:59.910 Graham Dobbin: And it's not something we can just be like i'm sorry we be chasing time it just means that the conversations been been real organic and so widespread Thank you so much for type rain along just very quickly How can people contact you yeah.

00:56:59.970 --> 00:57:15.720 Reiner Lomb: And my website, I know they can contact me there but also learn more about the book can also order the book from there, as well as find out more about my work as an executive coach and speaker insulin.

00:57:16.050 --> 00:57:23.550 Graham Dobbin: Reiner Thank you so much, doing you're an absolute standard background keeping us all right you're listening to the mind behind leadership we'll see you again next week bye.

00:57:24.390 --> 00:57:24.990 Reiner Lomb: Thank you.

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