The Learning Leader Show With Ryan Hawk Podcast Por Ryan Hawk capa

The Learning Leader Show With Ryan Hawk

The Learning Leader Show With Ryan Hawk

De: Ryan Hawk
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 As Kobe Bryant once said, "There is power in understanding the journey of others to help create your own." That's why the Learning Leader Show exists—to understand the journeys of other leaders so that we can better understand our own. This show is full of learnings taught by world-class leaders—personal stories of successes, failures, and lessons learned along the way. Our guests come from diverse backgrounds—CEOs of multi-billion dollar companies, best-selling authors, Navy SEALs, and professional athletes. My role in this endeavor is to talk to the most thoughtful, accomplished, and intentional leaders in the world so that we can learn from them as we each create our own journeys.Learning Leader LLC 062554 Economia Gestão e Liderança Sucesso na Carreira
Episódios
  • 683: Nir Eyal - How to Break Limiting Beliefs, Create Your Own Luck, Transform Your Relationships, and Start Seeing Opportunities Everyone Else Is Missing

    683: Nir Eyal - How to Break Limiting Beliefs, Create Your Own Luck, Transform Your Relationships, and Start Seeing Opportunities Everyone Else Is Missing
    Apr 12 2026
    Order my new book, The Price of Becoming... www.LearningLeader.com/Becoming This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Nir Eyal is a Stanford lecturer, behavioral designer, and bestselling author who has spent his career at the intersection of psychology, technology, and human behavior. He's one of the most rigorous thinkers alive on why people do what they do, and what it actually takes to change. Notes Julie introduced Nir to the Turnaround technique. Nir and Julie met the first week of college in 1997 and have been married since 2001. A big part of the genesis of Beyond Belief came from Julie introducing Nir to this technique called The Turnaround, which comes out of the work from Byron Katie, that she used with her mother to repair the relationship she had with her mom. A limiting belief is a belief that saps motivation and increases suffering. It does that by creating short-term relief from discomfort. "I hate public speaking, I'm no good at public speaking, so I'm going to avoid public speaking." You reduce your motivation to go on stage, providing yourself temporary relief, but long-term suffering. The Turnaround helps you collect a portfolio of perspectives. The problem is that our minds hate changing beliefs. We use these beliefs to justify passivity. A turnaround helps you identify many different kinds of beliefs, and then you can choose the ones that serve you versus the ones that hurt you. Your conscious mind can only process 50 bits of information per second. Your brain is processing 11 million bits of information (the sound of a voice, light hitting your retinas, the ambient temperature of the room). Your conscious mind is not aware of all this. Your brain has to filter out and leaves you with 0.00045% of the information that's coming in. The brain sees reality through a tiny pinhole of attention. It's the difference between reading a simple sentence or War and Peace twice every second. In order to make sense of all this data coming in, the brain has to see reality through a tiny pinhole of attention, just a tiny fraction of reality you're actually consciously aware of. The brain makes predictions based on our beliefs. How does the brain make sense of all this information? It has to make predictions, and those predictions are based on our beliefs. We call this predictive processing. Everything you experience, everything you see, everything you feel, and everything you're inspired to do is determined by the three powers of belief. The three powers of belief: The power of attention changes what you seeThe power of anticipation changes how you feelThe power of agency changes what you do Limiting beliefs hide themselves. A limiting belief, by definition, is hidden because we think that what we see is accurate. We all think that what we experience is a fact. "I saw it for myself. I'm stating my truth. This is the way things are." But that's not true at all. The way the brain processes information is woefully inadequate to put that burden of truth on it. The Turnaround uses four questions to challenge limiting beliefs. Is it true?Is it 100% absolutely true?Who am I when I hold onto this belief?Who would I be without this belief? Nir's story: "My mother is too judgmental and hard to please." Nir sent his mom flowers for her 74th birthday. She said, "Thank you very much. But just so you know, the flowers were half dead. Don't order from that florist again." Nir instantly became his 13-year-old self and blurted out, "Well, that's the last time I order you flowers again." Venting is terrible. It does nothing but reinforce your beliefs about people because not only do we not see reality clearly, we certainly don't see other people clearly. We see our beliefs about people. We don't see reality as it is. We see reality as we are. The Turnaround opened up new possibilities for Nir. In 30 seconds, he determined: (1) that belief may not be true, (2) it doesn't really serve him, and (3) there might be a better way to be. He could actually be happier without that belief. The brain hates changing its mind. The turnaround asks you to look at the diametric opposite of your belief. We have a psychological immune system. Just like if you get a splinter in your finger, your body will mount an immune defense. The same happens in our minds. The more you feel "that's crazy, I don't wanna think that way, that can't be true," the more you need to explore it. Nir found four beliefs instead of one: My mother is too judgmental and hard to pleaseMy mother is NOT too judgmental and hard to please (maybe she was just conveying information)I am too judgmental and hard to please (I had rehearsed a script of effusive praise I wanted)I am too judgmental and hard to please towards myself (I felt incompetent ...
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    58 minutos
  • 682: Will Guidara - Obsession, Adversity, Learning From Danny Meyer, and The Only Competitive Advantage That Lasts... Unreasonable Hospitality

    682: Will Guidara - Obsession, Adversity, Learning From Danny Meyer, and The Only Competitive Advantage That Lasts... Unreasonable Hospitality
    Apr 5 2026
    My new book is The Price of Becoming. To order, go to www.LearningLeader.com/Becoming This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Will Guidara is the former co-owner of Eleven Madison Park, the restaurant he took from a struggling two-star establishment to become the number one restaurant in the world. He's the author of the New York Times bestseller Unreasonable Hospitality, the host of the Welcome Conference, and a co-producer on the Emmy award-winning series The Bear. Notes: Key Learnings "Obsession is a beautiful thing when you can grab it by the tail." This quote is from chef Sean Brock when he opened his pizza place in Nashville. For Will, obsession is when you care so much about something that you give all of yourself to bring its most fully realized version to life. What obsession means to Will: "Loving with every ounce of my being the pursuit of something." He can't imagine a life where he doesn't have something to be obsessed about. When you lose yourself in the pursuit of something, that's when it gets ugly. Obsession is a beautiful thing if you can grab it by the tail. For those that can't, it becomes ugly. You need to hold onto yourself while obsessively pursuing whatever it is. Find a hobby to be obsessed with before you retire. Will is 46 and has seen people he's long looked up to finally retire in their late seventies without a hobby they're obsessed with. They're feeling listless and without purpose. He's thinking about this now for his future: start to become obsessed with a hobby so that when you do one day retire, there's something else to fall into. "Adversity is a terrible thing to waste." You cannot always control what life throws at you, but you can always control how you react to those things, what you choose to learn from them, how you allow them to fuel your competitive spirit, the perspective you glean from those moments. Allow yourself and your team to feel the weight of the disappointment. When there's a moment of adversity, leaders hear "adversity is a terrible thing to waste" and immediately shift into cheerleader mode. That is not the right thing to do. You need to allow yourself to be as human as humanly possible, and give your team the grace to fully feel the weight of that disappointment. Sometimes adversity sucks, and you just need to be able to say, "This sucks. I don't feel good. I feel bad. Let's feel bad for a moment." Suffer together. When your team is going through adversity, you want to know that your leader thinks it sucks, too. It's good to feel bad alongside a community, but then after a measure of time, that's when you say, okay, now how do we grow from this? How do we use this to compel us forward? Be thankful for the tough moments. Will can look back at every tough moment with gratitude. The girl who broke his heart two years before he met his now wife, he's so grateful that she did. Breaking up with his business partner and selling his restaurant company felt like the worst thing ever, but he wouldn't have written Unreasonable Hospitality had that not happened. "Who is a restaurateur without restaurants?" COVID forced Will to find the space to decide what he wanted to do next. When he sold the company, two days later, he had a full-blown identity crisis. COVID gave him the gift of forcing him to find the space to decide what he wanted to do next, as opposed to running back to do the thing he'd always done. Team first. "The best way to make sure that you are taking care of your customers is to start by taking care of your team." This is what Will learned from Danny Meyer. The power of language to define a culture. How beautiful and impactful it is when you take the time to clearly and succinctly articulate your values through language. Danny spoke in "isms." Every time he gave them an ism, it was clear that thing mattered to him, so it needed to matter to the team as well. Cult is short for culture. Will's friends from college joked that he worked for a cult, but cult is short for culture. The funny thing is, they worked for companies that lacked a culture. Every great team feels a little cultish, and that's because of the leader. Hospitality is the advantage. The only competitive advantage that exists over the long term comes through hospitality. Every company is trying to identify its competitive advantage: what is the thing about the business that will prevent someone else from coming in and taking away its customers? Those conversations almost always center around the quality of the product or the strength of the brand. Here's the thing: it does not just matter how good the product is, and it does not just matter how strong the brand is, because eventually someone's going to come around and build a better product or create a ...
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    58 minutos
  • 681: Clark Lea (Vanderbilt Football Coach) - Rebuilding a Program, Belief as a Practice, Leading Misfits, Ownership Mentality, and Why Relatedness Is Your Edge

    681: Clark Lea (Vanderbilt Football Coach) - Rebuilding a Program, Belief as a Practice, Leading Misfits, Ownership Mentality, and Why Relatedness Is Your Edge
    Mar 29 2026
    Go to www.LearningLeader.com/becoming to learn more about "The Price of Becoming." -- My new book! Clark Lea is the head football coach at Vanderbilt… He's led one of the best turnaround stories in college football. He got hired as head coach in 2021 to inherit a program that had gone winless the year before. What he's built since is remarkable: a 40–35 upset of No. 1 Alabama, back-to-back SEC Coach of the Year awards, and Vanderbilt's first 10-win season in program history. He's won games and changed the culture. Key Learnings Better people make a better team. Development in one area is development in all areas. We're trained to see life in separate lanes (coach here, husband here, father here, student here, athlete here), but when you live that way, you're in constant conflict. Instead, see each person as a circle where all those roles define who we are, and development in one area is development in all areas. Show up on time, deliver on time, engage resources. If you show up on time, turn your work in on time, and engage the resources that are here to help you, you're not just going to survive, you're going to thrive. This is what it takes to be a great football player and a great student. "We are not victims in this process." After missing the playoffs, Clark told his team: This is the ground we stand on, this is who we are. Let's be really proud of what we accomplished, but also acknowledge we've fallen short, and that is no one else's fault. Vanderbilt football doesn't need to complain loud enough to get someone to change their mind. We need to play better football. The joy we can experience is equal and opposite to the pain we can experience. In athletics, you're suspended between the pain and the joy, and the depths of that pain can be excruciating. But the joy we get to experience together in a shared way is unbelievable. The entry fee is the acceptance of that. ?This is exactly where we're supposed to be because there are no mistakes." Driving into work the day Vanderbilt didn't make the playoffs, Clark realized: this is actually exactly where we're supposed to be because there are no mistakes. As a leader, they have to know who you are. How do you coach a team and make sure your personality shows up on the field? As a head coach, being open, honest, and exposed in front of the team is essential to leadership philosophy. Take new players through your entire story. Clark does an intake meeting with new players every year that runs an hour and a half. He starts with an image of himself as a kid and takes them through high school, college, his career journey, where he met his wife, where they got married, where each of his kids was born, the highs, lows, all of it. Then he takes them through the state of the program when he got here and every team since. Share your family with them. Clark's kids are around all the time, his wife comes out to practice, and they talk about things in an open and honest way. That's a gateway to really meaningful relationships, and that's been the bedrock of this program build. "Change is hard. Change is painful. Are you willing to go to the hard places?" This job has been a personal evolution for Clark, which has allowed for program evolution. He had to change, and he didn't know about going to the hard places until he took this job. When you get so obsessed with long-term goals, you leverage the moment in such a way that makes it impossible to breathe. Clark thought he was going to be a major league baseball player. He went to Birmingham Southern, won the NAIA World Series, but his skills were diminishing. He was experiencing the yips, a mental block, because he was holding it too tight. Even though you change places, your problems will follow you. Clark transferred to Belmont for a fresh start, but his skills diminished even further. It was humiliating and challenging to his identity. That year was really difficult. "Relatedness is our edge." Brotherhood is the most overused word; family is overused. Relatedness is this shared experience we have, a sense of belonging and community, a deep respect, a foundational respect. Once we learn how to see each other at that depth and understand one another and care for one another and fight for one another, we carry that as an edge in our performance. "Belief is a practice." Clark said four years ago that they're building the best program in the country, and everyone laughed except people internally. The phrasing is important: "We are building the best." That means it's early stages. Hope is passive; belief is an active decision. Hope is passive; belief is an active decision. When you hope for something, you kind of sit back, and you go, man, I hope that's the case. Belief is, I believe this is the case, so here's the thing I'm going to invest in that puts me on the pathway to actualizing that outcome. If the belief isn't there, your tolerance for sacrifice won't be there. You're going to see the entry fee, and ...
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    39 minutos
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