Alex: Hey everyone, welcome back! Today we’re jumping into leadership, a world where every decision really counts. Ever feel bogged down as a leader, like the pressure is just too much? Trust me, you're not the only one. Hopefully, today we can offer some clarity. Michelle: Exactly, Alex. Leadership isn't just corner office and strategy meetings. It's about the daily choices. Those choices either lift you up or drag you down. Mark Miller's Smart Leadership gives us a solid path to navigate all this, right? Alex: Totally. Miller highlights four "Smart Choices" that can really transform you as a leader: Confront Reality, Grow Capacity, Fuel Curiosity, and Create Change. He shows how these aren't just empty phrases—they're actual, usable tools to boost your leadership. Michelle: And I appreciate that Miller doesn’t downplay the work involved. These choices take real intention, self-awareness, and effort. But the reward? A leadership style that's flexible, focused, and—dare I say it—actually works. Alex: Exactly! So, here's what we’re going to explore today. First, “Confront Reality” -- because pretending problems don't exist never works, does it? Second, “Grow Capacity,” all about developing your strength and energy as a leader. Third, “Fuel Curiosity” -- and that's sparking innovation by asking the right questions. And finally, “Create Change,” turning vision into action. Michelle: And let's not lose sight of the big picture, how these choices combine to create lasting excellence and a leadership legacy that endures. So, buckle up, everyone. This should be really interesting.

Alex: Okay, so let’s dive right into the first crucial step: “Confront Reality.” Really, Miller is crystal clear on this: it’s not just important, it’s absolutely essential. You simply can't expect to lead successfully without first having a firm grasp of where you actually stand, regardless of how uncomfortable that may be. Michelle: Exactly, and Miller is hitting on something that so many leaders really try to avoid: the plain, unvarnished truth. Not, you know, the polished version you present to stakeholders or even the story you tell yourself to sleep at night, but the raw, unfiltered truth. And let's be honest, Alex, facing reality head-on as a leader? It's a bit scary, isn't it? I think it's like standing in front of a mirror that you just can't look away from. Alex: Absolutely, Michelle. And the thing is, the scarier it is, the more important it becomes. Miller points out that leaders who fail to confront reality inevitably get stuck, and that often leads to stagnation. A great example is Kristen Hadeed, whose story Miller talks about in Smart Leadership. When she had that mass resignation from her team, it really forced her to re-evaluate everything about her leadership style and company culture. Michelle: Kristen Hadeed’s story is super interesting, isn't it? Let's just unpack that a little bit, because it really does drive the point home. Here's a leader who, on the surface, seemed to be doing pretty well. The business was expanding, they were making good money—but underneath, things were falling apart. And she just wasn't paying attention. Then that wake-up call arrives – boom! Mass resignation. You really can't get a clearer signal than that. Alex: Right. What makes this story so relevant is how Kristen didn’t try to cover it up or place blame on others. Instead, she leaned into those uncomfortable truths. She sat down with her former employees, asked the tough questions about what went wrong, and slowly rebuilt. Ultimately, her company came out of it even stronger. To me, it’s proof that confronting reality, no matter how painful, is really what clears the path for transformation. Michelle: Sure, but here's the question that story raises for me: Do most leaders even recognize their blind spots before it gets to that point? I mean, Kristen only really tackled her issues after her team had imploded. So shouldn’t leaders be actively looking for those red flags before disaster strikes? Alex: That's a fantastic point, Michelle. That's why Miller stresses the importance of self-awareness. He sees it as a non-negotiable skill for leaders. He also outlines strategies for confronting reality early, things like asking tough questions, seeking feedback, and being really observant of potential warning signs. I mean, are employees becoming disengaged? Are customers jumping ship and going to competitors? These can be reality checks that could save leaders from facing a situation like Kristen's, but only if they're paying attention and willing to act. Michelle: True, but people, in general, don’t like to admit when things are going wrong, right? Fear of failure, denial – it’s almost human nature to avoid facing uncomfortable truths. I mean, just look at Blockbuster. They had all the data, all the signals right in front of them, clearly pointing to digital disruption. But, instead of adapting, they just sort of doubled down on what they were comfortable with—their brick-and-mortar model—and well, we all know how that ended. Alex: Oh, definitely. Blockbuster is like the textbook example of how denial can lead to catastrophe. They just flat out ignored the reality that the industry was changing. And by the time they realized their mistake, Netflix was already far ahead. It’s really a cautionary tale for leaders: denial only delays the inevitable. Michelle: So, let me ask you this, Alex—if fear and denial are such natural tendencies, how can leaders actually overcome them? Because honestly, "just face reality" is a lot easier said than done. So, what's stopping someone from falling into those same traps, even if they have the best intentions, you know? Alex: You're right, it's definitely not easy. That's where Miller's tools come in handy. One strategy he recommends is asking hard, probing questions. Asking yourself things like, "What challenges am I really avoiding here?" or "Where could we be doing better, even if it's kind of uncomfortable to admit?" These aren’t just casual questions; they’re designed to really dig deep and uncover any blind spots. Michelle: Yeah, those answers are only useful if you actually listen to them. Talking to your team is great – but brushing off their feedback? Well, that's worse than not asking at all. Miller talks about anonymous surveys, right? Creating a safe place where people can share honest, unfiltered opinions can be a total game-changer, as long as you’re ready to act on what you hear. Alex: Exactly. Take the example Miller gives about those anonymous surveys uncovering a problem with excessive meetings. The leadership team wasn't aware that the constant barrage of meetings were basically killing productivity. But once that feedback came to light, they simplified their processes, and it boosted morale significantly. It’s all about creating space for honest conversations and acting on what you learn. Michelle: Sure. I think something that's particularly interesting about Miller's approach isn't just about questions or feedback, it's about direct observation. Take Bill George at Medtronic. He didn't stay locked up in his office, relying on rosy reports from his team. Instead, he visited hospital rooms and actually watched his products in action during surgeries. That's how you get valuable insight into reality. Alex: Absolutely. Bill George’s example is like a masterclass in closing the gap between perception and reality. By stepping into real-world situations, he was able to understand issues first-hand and make informed decisions. Just imagine how different Blockbuster’s story might have been if their leadership had actively engaged with emerging digital trends instead of simply ignoring them. Michelle: Okay, but here's a wrinkle I think gets overlooked. Even if you confront reality as a leader, how do you deal with it on an organizational level? It’s not enough for one person at the top to “wake up” if the rest of the company culture is still stuck in denial. How do you promote honesty, you know, across entire teams? Alex: Great question. Miller emphasizes that fostering a culture of transparency is the key. Leaders can’t just confront reality in isolation; they have to encourage their teams to do the same. Whether it’s through post-mortem exercises, regular feedback loops, or just building a no-blame environment, it’s about creating structures where honesty becomes the norm. Michelle: Right, so making sure employees know it’s okay to admit when something isn’t working. A post-mortem, for example, isn’t just about finding mistakes. It’s about using those insights to learn, grow, and improve without, you know, the fear of being blamed, right? Alex: Which really brings us back to the heart of this concept: confronting reality isn’t about being pessimistic or hyper-focused on just the negatives. It’s about ensuring that you, your team, and your organization have a clear starting point, strengths and flaws included. Without clarity, there’s simply no way to move forward effectively.

Alex: Once you really face reality head-on, that's when leaders can actually start focusing on growing their ability to deal with challenges and opportunities. Which leads us to the next Smart Choice: Grow Capacity. Miller’s talking about building the skills and systems to really scale up your impact. It's a crucial step for any leader, not just for themselves, but for their teams and the whole organization. Michelle: Right, I like that it's not just about grinding harder, but actually working smarter. It's about making strategic tweaks to how you operate, rather than just throwing more effort at the problem. Because, let's be honest, Alex, you can only spread yourself so thin before you break. So how does Miller suggest leaders actually do this? Is it mostly about skills? Or about systems? Or both? Alex: He really pushes for both, actually. He starts on the personal side, emphasizing the importance of making time for reflection and strategic thinking. He argues that leaders who don’t carve out that time often get swamped by their responsibilities. He even uses Steve Jobs and his famous walking meetings as an example. Michelle: Ah yes, Steve Jobs pacing back and forth, muttering revolutionary ideas while burning calories. But seriously, why do you think that worked for him? Was it just getting away from his desk, or was there more to those walking meetings? Alex: It's really both, Michelle. By leaving that traditional, often kind of stuffy, work environment, Jobs created this informal space that encouraged creativity and open conversation. And the act of walking itself probably cleared his head, helping him focus on what was really important. So, for leaders, making this intentional space, whether it's through walking, journaling, or just blocking out uninterrupted time for strategic thinking, is super important. It's about giving yourself room to see the bigger picture, you know? Michelle: Breathing room sounds fantastic in theory, but let's get practical here. A lot of leaders, especially in fast-paced industries, feel like they just don't have the time to create that space for reflection. If you're constantly putting out fires, or answering emails, how do you convince yourself, or maybe even your board, that stepping away is actually productive? Alex: You know, that's a totally valid concern, but it really comes down to prioritizing. Leaders need to see this as an investment in their own effectiveness. Think of the Eisenhower Matrix, where you categorize tasks by urgency and importance. If reflection and planning fall into that "important but not urgent" category, then you really have to make an effort to schedule it into your day, or week. The payoff is clearer decisions, more effective strategies, and usually fewer fires to put out down the road. Michelle: And speaking of prioritization, Miller also talks about getting rid of non-essential tasks, right? That one really resonated with me, because I've seen leaders get buried under administrative stuff that should've been delegated ages ago. Alex: Absolutely, Michelle. His example of the "open-door policy" illustrates this perfectly. Leaders were unintentionally inviting a flood of minor issues, leading to constant interruptions. But by setting up clear processes, like routing routine issues through mid-level managers, they freed up their time for higher-level strategy. It's really about trusting your team more. Michelle: Right, and letting go of control, which is something not every leader is comfortable with. But it's not just about time, is it? Energy plays a huge role in capacity building, too, and Miller doesn't shy away from that. Alex: Exactly! Managing your energy is so important. Because, ultimately, you can have all the time in the world, but if you're running on empty, it's not going to matter. Miller highlights the need to take care of your physical, mental, and even emotional energy. Andre Iguodala, you know, the NBA player who prioritized his sleep and recovery to boost his performance is a great example. Michelle: Sleep as a secret leadership tool - who knew? But it's a good reminder that leadership is more than just spreadsheets and action plans. It's about showing up as your best self. Alex, do you think energy management is the part of capacity building that most leaders miss? Alex: I really do. Many leaders just don't realize how much their energy levels impact their decision-making and overall productivity. When you're running on fumes, you're not just tired, you're more likely to make bad calls, you're less creative, and you're probably a lot more irritable. Managing your energy can be as simple as starting a morning routine that includes mindfulness, exercise, or even just a decent breakfast. Small changes can make a big difference. Michelle: But it's not enough if leaders just manage their own energy, right? It really has to spread through the entire organization. Which brings us to another angle: creating a growth-oriented culture. Alex: Exactly. Miller really emphasizes this. Leaders need to make sure that their teams are growing, too. He uses Google's famous "20% time" policy as a fantastic example, where employees could spend a portion of their workweek on passion projects. Innovations like Gmail came directly from that. Michelle: That's fascinating, because it not only builds capacity within teams, but also drives innovation for the whole company. By giving people the freedom to explore their own ideas, you're not just making them better workers, you're making the whole business better. But Alex, not every company has the luxury, or frankly, the risk tolerance, of a Google. So how does this translate for smaller organizations or those with tighter budgets? Alex: That's a great question. For smaller organizations, creating a growth-oriented culture might mean making regular opportunities for professional development, whether it's mentorship programs, access to training, or even encouraging cross-department collaboration to help employees develop their skills. It's less about these grand gestures, and more about consistently supporting growth in a meaningful way. Michelle: And consistent support is key, because leaders can't grow their own capacity in a vacuum, it's really a collective effort. Which brings us full circle: capacity building isn't just a personal project. To really scale your impact, you need intentional strategies that support both the individual and the organization as a whole.

Alex: So, with expanded capacity, leaders can really fuel their curiosity and drive innovation, right? Which brings us to the third Smart Choice: Fuel Curiosity. Miller calls it a catalytic step – it ignites creativity and keeps leaders and their teams relevant. The world’s changing so fast! Today, we're going to dive into why curiosity is so powerful and how leaders can actually cultivate it. Michelle: I like that word "intentional," because curiosity is often seen as just an innate personality trait. But really, it's a skill you can develop. But let's start with the big picture, Alex. Why does Miller emphasize curiosity so much? What's the real connection between curiosity and being an effective leader? Alex: Good question. Well, Miller says curiosity is the driving force behind innovation, adaptability, and continuous learning. And in our world, leaders who don't cultivate curiosity risk becoming irrelevant. It's essential, not optional. Take this global consumer goods company Miller mentions, right? They were super successful, but they got complacent, relied on their old processes, focused on short-term wins... Curiosity took a back seat. They failed to anticipate changing customer needs and market trends. And competitors? They just overtook them. Michelle: Resting on your laurels, right? I know that story. It’s like the corporate version of "The Tortoise and the Hare." They get cocky, stop running, and look around... boom! Someone else is standing on the winner’s podium. So, how did this company turn it around? Alex: Well, a leader realized complacency was their weak spot and deliberately reignited curiosity at every level. They introduced things like cross-team collaboration workshops and competitive scenario simulations. But these weren’t generic exercises, you know? They were targeted, designed to make employees think differently. Over time, they rebuilt a culture of curiosity and regained their market relevance. Michelle: Okay, but here’s my thing: how does a leader make sure curiosity isn’t just a buzzword? I mean, "let's be curious" sounds great on a PowerPoint slide, but what does that actually look like in action? Alex: That's fair, and Miller gets practical here. He outlines three strategies for leaders to fuel curiosity: asking better questions and fostering open dialogue, building relationships beyond your network, and cultivating a test-and-learn approach in teams. Let's start with questions. Michelle: Questions... Sounds simple, right? But the emphasis is on better questions. Not just "what's wrong," but flipping the script entirely. Miller gives a great example: instead of "How can we improve this product?" you ask "What's the most unexpected application this product might have?" It almost forces you to think creatively. Alex: Exactly! Breaking assumptions. Miller shares another example too, a software development leader who asked their team, "What would happen if this software had to work in zero-gravity environments?" Sounds wild, right? But that question shifted their focus and led to a system adaptable to all sorts of challenging conditions. It opened doors to new markets they hadn't even thought of! Classic example of how unexpected questions can bring transformative results. Michelle: But Alex, not every leader or team has time to dream up sci-fi scenarios. How do you make this practical for everyday workplaces? Do leaders need a framework, a set of go-to questions? Alex: They do. Miller suggests building a "curiosity toolkit"—a set of open-ended, thought-provoking questions that leaders can pull from. Like: "What would happen if we reversed our assumptions entirely?" or "How could we redesign this to serve our most underserved customers?" These questions challenge teams to go beyond surface-level answers and really think creatively. Yeah? Michelle: Let’s talk about the culture piece here. A lot of workplaces don’t encourage people to speak up or question systems. There’s an unspoken rule: "Don't rock the boat." How does curiosity survive in that environment? Alex: It doesn’t, unless leaders actively create safe spaces for open dialogue. And this means encouraging input from all levels and, more importantly, supporting it too. Leaders need to model this by being curious, asking questions, really listening, yeah? The more employees see that curiosity is valued and rewarded, the more it will thrive. Michelle: Okay, so once you've got open dialogue going, what's next? Miller's second strategy is about seeking diverse perspectives, right? Alex: Exactly. Miller argues leaders get stuck in echo chambers when they only consult people in their own networks. So, to fuel curiosity, step outside your industry, your area of expertise, basically your comfort zone. He gives a great example of a leader in the transportation industry. This person collaborated with urban planners and disability advocates to design a more inclusive passenger system. By expanding their network, they uncovered insights they'd never have considered otherwise. Michelle: Cross-pollination, right? Some of the best innovations happen when unexpected worlds collide. But let's be honest: a lot of leaders talk about seeking “diverse perspectives,” but they don’t actually do it. How do you move from theory to practice? Alex: Start small. Leaders could attend a conference outside their industry, invite guest speakers with fresh viewpoints, or encourage employees to connect with professionals from different sectors. Make those exchanges routine, not occasional. And of course, fostering diverse teams internally is essential too! The more perspectives, the more dynamic you are. Michelle: Which brings us to experiments, the third strategy. Miller suggests that curiosity needs a feedback loop, where ideas can be tested, refined, and improved. The retail company that ran small-scale experiments to revamp their stores is a good example of this I remember. By piloting modular displays and gathering real-time feedback, they avoided rolling out a flawed concept company-wide. Alex: That’s the beauty of the "test-and-learn" approach. It creates a culture where curiosity is backed by action, you know? Leaders need to fund low-risk, small-scale pilots and treat failures as learning opportunities, not disasters. Each test is a chance to learn and adapt. Michelle: It also makes risk-taking feel safer. “We’re not committing to a full overhaul—we’re just testing,” it's less intimidating for teams. And when those small wins accumulate, it creates momentum. Alex: Exactly! That momentum is key to making curiosity a sustained effort, not a one-off thing. Miller's final point really drives this home: document and review your ideas consistently. It ensures curiosity doesn't just spark, it endures. Michelle: That executive who kept a personal curiosity journal, that was fascinating. Daily questions and reflections, then reviewing them with his team monthly. One of those questions ended up inspiring a major product redesign. That kind of systematized curiosity is rare but effective. Alex: Right? It's a reminder to leaders: curiosity needs structure to thrive. Without processes for documenting, sharing, and reviewing, even the best insights get lost. Leaders can hold regular retrospectives, encourage team members to keep journals, or use shared workspaces for brainstorming. Michelle: Alright, so let’s recap. To fuel curiosity, leaders need to: ask better, bolder questions, seek inspiration from diverse perspectives, and establish systems for constant experimentation and reflection. It's a tall order, but the payoff is clear: a culture of adaptability, creativity, and relevance. Alex: And that relevance ensures that leaders and organizations remain vital no matter how quickly the world evolves. Fueling curiosity is a Smart Choice, but you have to make it actively and consistently.

Alex: And that, Michelle, naturally brings us to the next piece, creating meaningful change. A curious mindset, of course, gives leaders the insights they need. But then comes the transformational part: actually turning those insights into action. That's where Miller's final Smart Choice, “Create Change,” really ties “Clarity, Capacity and Curiosity” together, doesn't it? Michelle: Exactly Alex, it’s that glue that holds the whole framework together, isn't it? Having clarity, capacity, and curiosity is great, but if you don’t translate them into action, what’s the point, really? It's like having all the ingredients for a Michelin-star meal but never actually cooking it. So, where do we even start? Alex: Right. Miller emphasizes that leaders who excel at creating change understand the importance of a clear vision. It's not just about making decisions, you see, it’s about communicating a compelling picture of the future. A future that energizes and aligns teams. Take Southwest Airlines, for example. Their vision to become a low-cost airline serving Texas wasn’t just a tagline. It defined their decision-making and strategy at every level of the company. Michelle: You know Alex, Southwest is a great example of a clear vision. And what I love about their approach is how intentional it was. Southwest's leaders didn't just say "low-cost" and call it a day. They made tough, values-driven choices, like cutting out meal service and assigned seating, because they knew it would serve their bigger goal. So, it’s that kind of foresight that sets apart real change-makers, right? Alex: Absolutely! And one of the big lessons here is that vision isn't just about inspiring people, it's about simplifying decisions. When an organization is crystal clear about where it's headed, it eliminates a lot of the noise. Every action can be measured against that end goal. If the action can move us closer to our vision? If not, it’s an easy “no.” Michelle: Okay, so let's explore this idea of clear vision a bit more. What happens when organizations lack it? I am guessing things can spiral out of control pretty quickly? So how quick is quick? Alex: Oh, absolutely. Without a clear vision, organizations tend to drift. You know, Miller points out that leaders in this situation often spread themselves too thin. They start chasing every opportunity without a coherent strategy to tie it all together. That’s how companies lose focus, and often, their competitive edge. And that is why vision is foundational when it comes to driving meaningful change. Michelle: Got it. Okay here’s a challenge: let’s say I’m a mid-level leader. I’ve got a clear vision for what my team could accomplish, but upper management isn’t aligned. How can I create change when the broader organization isn’t fully on board? Alex: Oh, that's a tough one, but not uncommon, right? Miller suggests that even if you can't change everything at once, you can still create small pockets of excellence. You could start with what you “can” control - your team, your processes, or even just a single project. Achieve tangible results there, and use those wins as proof of concept to influence others. Sometimes change starts with a ripple before it becomes a wave. Michelle: Makes a lot of sense. It’s about starting where you are and showing that the vision is actually achievable and valuable. Now, let's move on to, perhaps what is the trickiest part of creating change: the resistance from others. Whether it's fear, skepticism, or outright pushback, encountering resistance is almost guaranteed. So how can leaders navigate that minefield? Alex: Great question, Michelle. Miller highlights something really important here: leaders who succeed in driving change don’t just bulldoze through resistance. They address it strategically, and also empathetically. A fantastic example is the manufacturing firm Miller mentions. When they introduced automation, employees immediately feared for their jobs. Instead of ignoring those fears, the leadership team tied the change to the company’s core value of “care for our people.” Michelle: And what would that look like in practice? Because I imagine it’s not just a matter of saying, “We care about you– trust us.” Alex: Exactly! They backed it up with actions. They held town hall meetings to hear employees’ concerns, implemented upskilling programs so people could transition into new roles, and communicated transparently every step of the way. By aligning their actions with their values, they built trust and reduced resistance. Michelle: That’s the key, isn’t it? Alignment. Leaders can’t just slap a motivational poster on the wall and expect everyone to get on board, can they? Actions have to match the rhetoric, or else you lose credibility. Alex: Absolutely. And on a tactical level, Miller offers some strategies that any leader can use to overcome resistance. For example, he recommends creating an explicit accountability. Defining everyone's roles and responsibilities during a change initiative. This way, there's no ambiguity about who's doing what. Michelle: And consistent communication is another major piece, isn’t it? I’ve seen organizations fumble change initiatives because leadership didn’t explain the “why” behind the change. Or worse, you know, they left employees completely in the dark. Then it just creates rumors. Alex: So true, Michelle. When people don’t understand the purpose or the process of the change, fear and confusion grow. Miller advises leaders to communicate consistently using diverse channels so the message reaches everyone. And of course, by tying the change to shared values, they create a sense of unity and purpose. Michelle: Let's talk tools for a second. One of Miller's recommendations is "milestone mapping" - breaking big change initiatives into smaller, manageable steps. And I love this idea because it not only keeps teams on track but also gives them opportunities to celebrate along the way. Alex: Celebrating those incremental wins is so important, Michelle. It keeps morale high and reinforces progress. And milestone mapping also gives leaders a way to make adjustments as they go. If a particular step isn't working, they can recalibrate before moving forward rather than waiting for a major failure. Michelle: It’s like designing a flexible blueprint for change. And speaking of flexibility, one of my favorite aspects of Miller's approach is his emphasis on reassessing organizational structures. Sometimes, you know, the way things are set up, whether it's workflow, reporting lines, or even physical office layouts, can be a barrier to change. Alex: Spot on, Michelle. And reassessing doesn’t mean tearing everything apart. It’s about identifying where your structure can be improved to better support the change effort. A great example Miller shares is involving employees in the restructuring process. When people feel like they have a voice, they’re more likely to buy into the vision and work towards it. Michelle: So essentially, creating change comes down to three things: vision, alignment, and execution, right? And all three need to work together. If your vision isn’t compelling, you can’t align your team. If your team isn’t aligned, execution will falter. It’s a chain reaction. Alex: Right. And leaders who master these elements don’t just react to external challenges, they define the future. Creating change is the culmination of all the other Smart Choices, and it’s what separates good leaders from truly transformative ones.

Alex: So, to “really” make these changes stick, it's about developing leadership skills for the long haul and empowering everyone around you . It’s not just about quick wins, you know? It's about setting up systems that make success last through well-thought-out plans—which leads us to the final stage: Sustaining Leadership Excellence . It’s where all those smart choices we talked about earlier come together . The focus is on making sure your impact, both as an individual and as an organization, “really” lasts . Michelle: Right, the "sustaining" bit . This is what separates those who can go the distance from those who just sprint out of the gate, isn't it? It's not about a one-off victory, but about building, uh, rock-solid systems, relationships, and habits that keep you moving forward . So, what's Miller's plan of attack here? How do leaders keep their momentum going, so they don’t fizzle out? Alex: Exactly, Michelle! Miller highlights key practices that focus on keeping things going, both for yourself and for your organization . Think energy management, nurturing supportive relationships, sticking to practical disciplines, and evolving into something of a "designer"—a leader who builds systems that can adapt and grow on their own . Michelle: Okay, I'm listening . Let's kick off with energy management, because, honestly, it’s one of the most overlooked things in leadership discussions . We get so caught up in strategies that we forget the energy needed to actually execute them . So, why is energy so critical for long-term leadership? Alex: Well, leadership is an energy-intensive game, when you think about it . Leaders are constantly making calls, handling conflicts, and motivating teams – that's a lot of mental, emotional, and even physical effort . If you don't manage that energy well, you end up burnt out, with poor judgment, and strained relationships—basically undoing all your hard work . That's why Miller suggests doing "energy audits." Michelle: Energy audits? Sounds a little intense, but probably necessary . How do you even do one of those? Alex: It’s actually pretty simple, but super effective . Leaders take a step back and look at their daily and weekly routines . They figure out which tasks give them energy and which ones drain them . It helps them decide where to focus their efforts . For example, a leader might realize that back-to-back meetings are killing their creativity . Knowing that, they can rearrange their day to include time for focused work or activities like exercise . Michelle: Right, I see . But that sounds like something only certain leaders have time for . If you’re juggling a lot, how do you justify taking time for an energy audit? Wouldn't some people see that as, dare I say, "goofing off?" Alex: I understand the concern, but it’s about changing how you see your time . Energy audits aren’t about taking time away from work—they’re about making your work better . Miller shares an example of a hospital executive who was always putting out fires . After doing an energy audit, she realized she wasn't making any time for strategic thinking or rest—which are essential for leading sustainably . By changing her schedule, she not only felt better but also led more effectively, tackling the root problems instead of just reacting to the symptoms . Michelle: So, working smarter, not harder . What if the “real” energy drain is people, not just tasks? Which takes us to nurturing relationships, right? This is interesting because relationships can make or break a leader . Alex: Exactly . Leadership isn’t a solo act . The relationships you build can either lift you up or drag you down . Positive, supportive relationships give you encouragement, feedback, and different viewpoints . But, toxic relationships can wreck your progress . Michelle: I'm guessing Miller doesn’t shy away from tough love here? Sometimes, keeping momentum means cutting ties with anyone who isn't helping you move forward . Alex: You got it, Michelle . He talks about a CEO who realized a senior manager was creating a toxic environment, even though they were good at their job . Every interaction left her feeling down, and the manager’s negativity was killing innovation . After trying to fix things, the CEO eventually let the manager go . It was a crucial decision—getting rid of that negative influence allowed her to rebuild a culture of collaboration . Michelle: That's a bold move, for sure, but definitely a necessary one . Toxic relationships don’t just affect leaders—they spread through organizations and can ruin team dynamics . So, how does Miller suggest you cultivate those "life-giving" relationships? Is it just about finding people who agree with you, or is there more to it? Alex: It’s more than just agreeing with you . It’s about finding people who challenge you in a good way, inspire you, and bring different ideas to the table . They could be mentors, peers, or team members with fresh perspectives . It also means being careful about relationships that constantly drain your energy or work against your goals . It might be uncomfortable, but the long-term benefits are worth it . Michelle: Okay, energy and relationships covered . Let's talk about practical disciplines . I like this idea of building sustainability into your daily habits . So, what’s Miller's angle on this? Alex: Miller would argue that practical disciplines—like morning routines and scheduled days for focused work—are key to sustaining leadership over time . For example, leaders like Benjamin Franklin structured their mornings to align with their priorities . Miller highlights a modern CEO who uses her mornings to review weekly goals and practice gratitude . These habits create clarity and intention for the day ahead . Michelle: Okay, so what about focus days? I'm intrigued because most leaders I know are being pulled in every direction at once . How do focus days break that cycle? Alex: Focus days are about intentionally setting aside uninterrupted time for strategic work, free from meetings or emails . Miller mentions a leader who follows the "themed days" approach, where each day is reserved for specific activities, like team input or innovation . It’s a simple way to make sure that critical tasks actually get the attention they deserve . Michelle: And reflective retreats tie it all together, right? They seem like a chance to step back and look at the big picture . Alex: Exactly . Reflective retreats allow leaders to step away from daily operations and recalibrate . These retreats help leaders assess whether they’re aligned with their goals, recharge emotionally, and course-correct if necessary . And the key is consistency—it’s not a one-time event but a recurring practice . Michelle: Which brings us to the grand finale, transitioning from being a "doer" to being a "designer." This, to me, feels like the peak of sustainable leadership . You’re not just running processes, you’re building systems that work without you . Alex: That’s precisely it, Michelle . Miller describes the designer role as the level all leaders should aim for . Designers shape adaptable structures and scalable workflows that empower their teams . For example, T.D. Jakes talks about stress as a sign of flawed design . One leader Miller mentions redesigned her tech firm’s structure to empower mid-level managers and streamline decision-making . Michelle: So, in a way, designers are architects . They create blueprints that allow others to thrive while stepping back from the day-to-day grind . Alex: That is so true, Michelle! Designing for sustainability is about asking questions like, “What systems will still work if I’m not here?” Leaders who focus on designing systems ensure that their organizations endure .

Alex: So, there you have it Mark Miller's “Smart Leadership” really boils down to these four transformative choices: Confront Reality, Grow Capacity, Fuel Curiosity, and Create Change We've explored how clarity, intentionality, and systems thinking can "really" empower leaders to not only face challenges head-on, which is great, but to create a lasting, meaningful impact. Michelle: And let's not lose sight of the bigger picture here Because leadership isn't just about, you know, those quick wins or just reacting to whatever crisis is thrown your way It's actually about designing a future, right? It's like an adaptable, thriving system where leaders are fueling their teams, and themselves, to maintain excellence over the long run That's “really” the difference between just "getting by," as so many companies do, and truly transforming an organization. Alex: Exactly Which brings us to this question: As a leader, what will you actually do differently starting today? I mean, which of these Smart Choices "really" resonates with where you are right now? Maybe it's asking tougher questions, or creating some space for reflection, or just paying closer attention to the energy levels of your team and their impact Just think about what one step you can take to unlock your full leadership potential. Michelle: Because at the end of the day, leadership is a, well, it's a choice that you make And the choices you make consistently, day in and day out, those are what define your effectiveness So, leaders, here's our challenge to you: Confront the truth, embrace the idea of bigger thinking, stay curious, and most importantly, take action The future of your leadership "really" does depend on it.