The Remarkable Leadership Podcast

00:00:09:04 - 00:00:41:07
Kevin Eikenberry
What if you could get great coaching tips from a top leadership coach? Wait, you can get those lots of places. What if that coach gave you a model to help you coach yourself through the toughest leadership problems you face? Well, that's different, and that's what's coming right now. Welcome to another episode of the Remarkable Leadership Podcast, where we are helping organizations and their leaders grow and lead more effectively and make a bigger difference across their teams, communities, and the world.

00:00:41:09 - 00:01:03:17
Kevin Eikenberry
If you are listening to this podcast, you can join us in the future. Live on your favorite social media platform. You can get all of your all of the information about these live episodes when they're taking place. And how can you can interact with us by joining our Facebook or LinkedIn groups. Just two of the platforms that these live stream on, just go to Remarkable podcasts.

00:01:03:18 - 00:01:27:21
Kevin Eikenberry
Com slash Facebook or remarkable podcast.com/linkedin to get all the scoop, to get out the schedule and to know when you can join us. And if you want to get more from this episode and to every podcast you listen to, I hope that you'll download my free short Practical Action Guide. Just go to Kevin. I can pre-comp get more.

00:01:27:23 - 00:01:58:09
Kevin Eikenberry
So you can learn how to get more from every podcast you listen to. And you definitely want to do that today. As I bring to the stage doctor, Katie Best. She is the founder and director of Katie Best Associates, an appropriate name for her company, A Leadership Development, a consultancy that works with executives, senior leaders and business owners at companies including KPMG, Eli Goldman Sachs, Barclays, Verizon, Oxfam and many others.

00:01:58:09 - 00:02:20:08
Kevin Eikenberry
In addition, she's a visiting fellow at the London School of Economics, where she heads the MBA Essentials Executive Education program, and she's a visiting senior research fellow at King's College in London. She's the author of this book, The Ten Toughest Leadership Problems, which is what we're going to talk about today. Katie, welcome.

00:02:20:09 - 00:02:21:22
Katie Best
Hey, thanks for coming.

00:02:21:22 - 00:02:23:03
Kevin Eikenberry
Dad's house.

00:02:23:05 - 00:02:32:23
Katie Best
Exactly. So don't judge me on the books behind me. If any one of your viewers is good enough, I say, let's just. Just don't pay attention to the spines.

00:02:33:00 - 00:02:36:14
Kevin Eikenberry
Oh, we're supposed to. We're not. We're supposed to be looking for spies, right? No, I'm just saying they.

00:02:36:14 - 00:02:38:08
Katie Best
Don't do that.

00:02:38:10 - 00:02:45:05
Kevin Eikenberry
Listen, so since we're talking about books, I promised we were going to talk about yours. Why did you write the book?

00:02:45:07 - 00:03:07:13
Katie Best
I it's it was lockdown when the process started, and I was bored, but also follows the idea of all these people who really needed help and couldn't easily get it. So work for companies who haven't necessarily got budget. So they face problems that are really imminent. And it takes too long to go through the process of being matched with a coach.

00:03:07:15 - 00:03:36:18
Katie Best
And I was like, what if those people could get their hands on a resource that they could use to work their way through their problems and try and solve them themselves? And that's what the book came from. And so in the book, I go through the ten icy loads in my book, I think that people come to me with coaching problems with most often and then use the model that the self model that I created to help them tackle those, and then eventually they can move on to think about how they would tackle other problems using that model.

00:03:36:19 - 00:03:57:11
Kevin Eikenberry
So I have to tell you a little inside baseball for everybody, that, when I, when I write the titles for these shows before they get, put out for the live stream, I look at the book a little and then I come up with the title, and, I probably would have titled this differently now that I've read the book.

00:03:57:13 - 00:04:16:02
Kevin Eikenberry
We're certainly going to talk about the toughest leadership problems. But as I hinted in the in the open, we're going to talk about how you can deal with them and help get through them. We're not going to make a list of them, although the book does that, as you said. Katie. And so I don't really think that the title is wrong.

00:04:16:08 - 00:04:34:14
Kevin Eikenberry
I just think it could have been better. And we are going to talk about this solve model, but, and maybe that is the answer to this question, but I'm curious, from your perspective, what's the big idea or the thing that separates this book from others in the genre?

00:04:34:16 - 00:05:05:14
Katie Best
Yeah. So I think books in the leadership space, there's lots of amazing books out there, but often they tell people, if you lead in this one way, your life will be better. And they almost entirely disregard context of the size of the company that you work for, the type of people you're working with, the country you're in. They just kind of gloss over all of that and go, well, no, I've done some research and the research says, if you do this, all your all your life will be great.

00:05:05:16 - 00:05:38:06
Katie Best
And the more I coach, the more I could say that's just not true. So much of it comes down to context. So I would say the the real thing that separates this is encouraging leaders to be their own researchers and getting really forensic on what their companies like, what their colleagues are like. All the key factors that help them to understand what the problem is and where it's come from, but then also that help them pick a solution that is really going to work for the place that they are at.

00:05:38:08 - 00:06:12:04
Kevin Eikenberry
Listen to my last book, Flexible Leadership. Context is a huge part of it. Yeah. And and so from my perspective, context makes us way smarter. And, and until we have context, like, and as a coach like you or when I'm, when I'm formally coaching, like, I find half of my time I'm spending trying to get that context because how can I help them or how can they help themselves to your point, until they understand context, which is one of the things where you brought that up, because it's one of the things that I like the most about your model and about your approach.

00:06:12:04 - 00:06:41:07
Kevin Eikenberry
And so we should probably just dive in. Well, actually, before we get to the sound model. Yeah, there's a paradox here. Because I introduced you as a coach and now you're saying, well, people can so and and you're not saying there isn't a need for coaches, right? You're saying there's another way to consider it. So let's talk before we get into how to do this self coaching.

00:06:41:09 - 00:06:54:19
Kevin Eikenberry
Talk about the opportunities and limitations if you will, of self coaching. And maybe when do you decide you need or want a real coach.

00:06:54:21 - 00:06:55:04
Katie Best
Yeah.

00:06:55:08 - 00:06:56:12
Kevin Eikenberry
An extra.

00:06:56:14 - 00:07:16:12
Katie Best
Yeah. It's such a good question. And you know, just to draw an analogy before I answer your question, I think it's a bit like a recipe book. So, you know, pick a famous restaurant over here. We've got I don't know if you've got Wagamama there, but we've got this chain of noodle bars that everyone was obsessed with in the noughties because it brought Japanese food to the UK, like on the high street.

00:07:16:14 - 00:07:35:18
Katie Best
And, they did a recipe book. And the recipe book isn't saying don't ever come to like a mum. Or again, it's saying for some of the recipes in some context, you might be able to make some of this stuff at home and bring a bit of Japanese cooking into your kitchen. The book is similar, so it's not saying that you don't need coaching.

00:07:35:18 - 00:07:57:07
Katie Best
There will be complex situations. There will be. So, you know, sometimes it's even used as a reward by companies for a promotion or for doing well. You get this time spent to help develop your career, to help develop yourself, but there are plenty of other situations where that's just not available. So I hinted it already. But sometimes the budgets aren't there, sometimes the timelines are too short.

00:07:57:13 - 00:08:06:01
Katie Best
You might literally have to solve a problem tomorrow. You're not going to get a title for the day. Yeah. Or today or in the next 20 minutes.

00:08:06:03 - 00:08:28:07
Kevin Eikenberry
Right? Absolutely. 100%. I love that. So now we've teased it long enough. Let's get to the solve model. Five steps s o l v e. No big surprise. Probably there. You don't know what those stand for, so why don't you just talk about them in, in sort of at a high level. And then I want to dive into a few specific things.

00:08:28:09 - 00:08:57:11
Katie Best
Perfect. All right. So at the very high level then the first one is state your problem. So that is making sure that people can come up with a really clear, crisp definition of what it is that's going on. And they're avoiding, trying to diagnose why it's happening and they're avoiding solving at that point. It's literally like these people aren't getting on and don't, don't know why, or these people aren't getting on and it's having a massive impact on staff turnover.

00:08:57:13 - 00:08:58:09
Katie Best
So that's more of.

00:08:58:14 - 00:09:00:10
Kevin Eikenberry
The second better than the first. Yeah.

00:09:00:12 - 00:09:25:09
Katie Best
Right. Exactly. Yeah. Yeah. And often, you know that consequence is really important. But sometimes there are so many consequences. You know it's impacting turnover motivation etc. etc. etc.. So trying to get it into a really concise sentence about what matters. The second stage is open the box. So this is where you take that problem statement and you start to unpack it and you start to try and do the research on your context.

00:09:25:09 - 00:09:45:07
Katie Best
So why are those people not getting on? Is it that they are fighting over limited resources, or is it that they've got a personality clash? Have they got competing objectives and start like really understanding all of that and what I say to people at this stage is it's so tempting to rush it to try and get to the solution.

00:09:45:09 - 00:10:23:15
Katie Best
But the more time you can spend at this stage, and I know I'm preaching to the converted with this based on your last book, but the more you can kind of dig in at this stage, the better. I try and remind, you know, many people have been to university or college and have done some sort of research methods, whether it's science, whether it's social science, tapping back into those skills about asking really good questions and observing what's going on, and then also not being afraid to read things like Harvard Business Review, Sloan MIT review, because there's so much coverage of these kinds of issues, what tends to cause them and why.

00:10:23:16 - 00:10:44:03
Katie Best
So then once they've done that, the third stage is lay out your solution. So with this, they've probably already got some ideas from the reading they've done in the observation as to what might solve this problem. But they're looking at each of the different elements, each of the whys and why this problem is happening and what they could do to try and resolve that.

00:10:44:03 - 00:10:54:18
Katie Best
Why? So if people aren't getting on because there's limited resources, you could try and give them more resources, or you could explain to them why you can't and then set up some sort of fact.

00:10:54:20 - 00:10:56:16
Kevin Eikenberry
You could help them reprioritize.

00:10:56:21 - 00:11:14:17
Katie Best
Exactly, exactly. There's so many options. And again, based on your context that will make sense. You might also find that some of it is down to another factor. And then you'll have another separate solution to try and resolve that. It's not saying that your solution is going to be perfect at this point, but it's your first attempt at.

00:11:14:19 - 00:11:20:00
Katie Best
I think this is what a good solution could look like. Stage four is the bench.

00:11:20:03 - 00:11:44:17
Kevin Eikenberry
Before you before you to. Yeah it's what so so far we've said state the problem. Yeah. Which a lot of people zoom right past or don't do it very well. And then open the box. Think about it. Observe research, etc., which people want to rush, as you said, which gets them to laying out a solution, which sort of makes sense.

00:11:44:23 - 00:11:54:19
Kevin Eikenberry
So we may miss may not spend near enough time on the first two before we get to the third one. And yet some people don't do any of those, and they just go right on to the V, which is.

00:11:55:01 - 00:12:00:13
Katie Best
Absolutely which is venture forth. I normally put an exclamation mark at the end of it.

00:12:00:15 - 00:12:02:10
Kevin Eikenberry
I do, and I'm sorry I didn't put that there.

00:12:02:11 - 00:12:10:01
Katie Best
Like literally doesn't matter. But I have an image of like a person on a horse, like forging forward and giving their instructions that treats like less vegetable.

00:12:10:03 - 00:12:10:11
Kevin Eikenberry
Because.

00:12:10:11 - 00:12:32:05
Katie Best
Too many people can just stay with. Well, I thought of a nice solution, but I'm not brave enough to implement it. Or I want to think about it a bit more, and you've got to actually do the work now of putting the solution into practice. And it's fine if you need to pivot or change things a bit. At this stage, you're just not going to know that until you start to put the plan into practice.

00:12:32:05 - 00:12:36:17
Katie Best
So once you've done enough laying out, it's time to venture forth.

00:12:36:19 - 00:13:03:22
Kevin Eikenberry
And that is, well, first of all, it speaks to me personally because I sometimes have a challenge like I, I love to take action. And yet sometimes, especially with something that's especially big, or sticky or momentous, I, Kevin, often feel like, well, I built a great plan and I feel like I've done something, which, yeah, I have, but I really haven't done anything.

00:13:03:22 - 00:13:25:17
Kevin Eikenberry
I've just gotten ready and and I see that in organizations all the time. Here's an example. In organizations, we spend all this time writing goals, and we feel like we did something, all we did was get ready to do something. We have to venture forth. So I love the way you framed that. Not just for me personally, because I.

00:13:25:17 - 00:13:37:19
Kevin Eikenberry
Because I think it impacts a lot of people, even people who are action oriented, like, we can't frame the the plan as an action. We can only frame the plan as a precursor.

00:13:37:21 - 00:14:02:04
Katie Best
Yeah. Yeah, absolutely. And people yeah, as you said, as I say, like they just stop, they get stuck on what else. And if I'm running a workshop in a room with people is I'll get the whole room to stand up and they have to move somewhere along the spectrum of whether that's someone who never puts the plan into action, or whether they rush straight to a solution, and putting the plan into action without doing enough thought and it's really interesting.

00:14:02:04 - 00:14:23:18
Katie Best
Different types of organizations will have clusters in different places. So public sector universities, there's often a lot of overthinking and not enough action. Sorry, all of those places. It's not true for everyone, but because of all the bureaucracy, I think it slows people down. And then you'll have other places where everyone just flies along solving stuff and they're solving the wrong problems.

00:14:23:18 - 00:14:27:06
Katie Best
And it's they end up in a different kind of chaos.

00:14:27:08 - 00:14:40:11
Kevin Eikenberry
Yeah. And I talk about like, the two ends of the spectrum. Yeah. Are almost always problematic. Yeah. The right answer is somewhere in between. And the right answer depends entirely on context.

00:14:40:13 - 00:14:47:12
Katie Best
Yeah, absolutely. And also knowing when you've got enough data that's a big thing. So so.

00:14:47:17 - 00:14:49:16
Kevin Eikenberry
Let's just stop there. I know we haven't finished.

00:14:49:18 - 00:14:50:21
Katie Best
Yeah. We haven't.

00:14:50:23 - 00:15:19:00
Kevin Eikenberry
Yet. But like how. Because I wanted to come back to the research piece anyway. And so that's a great question. How do we know when we have enough. How what advice do you give people. Because one of the challenges here, if we're self coaching, is we don't have that other voice, we don't have other perspective. So help us think about when we know we've got enough.

00:15:19:02 - 00:15:42:09
Katie Best
Yeah. It's when you start to hear the same things repeatedly, not just because your brain is biased and is going, oh, I've heard that, and you're filtering out all the other stuff, but you'll seeing similar kinds of patterns. People are telling you similar things. The stuff you're reading is pointing in similar directions, and you start to build up a picture where it's like, this makes more sense than not, and I think I can see a way forward.

00:15:42:09 - 00:15:52:00
Katie Best
And I'm fairly sure that this is a safe and reasonable way forwards that hasn't got massive downsides. I think it's okay to give it a guy.

00:15:52:02 - 00:16:12:17
Kevin Eikenberry
Fairly sure that's worth writing down. Everybody like fairly sure. Like the world is. You know, all of this discussion today, Katie, is about the world is so uncertain. And it is and by some measures, it's more uncertain than ever. But that doesn't mean it's never been uncertain before. Like it's always uncertain. Like we can't.

00:16:12:17 - 00:16:31:01
Katie Best
Completely. Yeah, people, as soon as we're engaging with people, it's uncertain because we can't climb in their brains and know what they're thinking. So if we want to find a place where we've always had a high level of not knowing what's going on, just think about your partner. And you know when you're trying to interpret what they're saying or adding, we think we get it quite often.

00:16:31:01 - 00:16:35:08
Katie Best
I will still be surprised about how wrong I am.

00:16:35:10 - 00:16:45:07
Kevin Eikenberry
100%. I absolutely love that. So, state the problem, open the box, lay out the solution, venture forth, and then e.

00:16:45:09 - 00:17:07:07
Katie Best
Elevate your learning. And this is something that I'm really passionate about because lots of problem solving or decision making models stop with the point of, okay, you've done your solution, job done. This is about you've learned new skills, you've got new knowledge, you've learned something about yourself. Probably in the process of solving this particular problem. How can you harness that learning further?

00:17:07:07 - 00:17:30:05
Katie Best
So is it teaching it somebody else? Is it putting a process into place in your organization so this thing doesn't happen again? Is it you've discovered that you are amazing at, staff development and you actually want to think about pivoting your career to move into the learning and development function because, wow, you've enjoyed helping your team get through this problem.

00:17:30:07 - 00:17:46:14
Katie Best
So anything and everything can come from this. And if someone makes a book, they'll say at the end of the chapters with the elevate, you're learning the points that I make kind of all over the place, like the way from like really tiny things of trying, you know, you might want to change how you talk to people or, you know, all the way up to consider a different career.

00:17:46:16 - 00:17:53:00
Katie Best
And because what we, what we take from the problem will be really personal for us.

00:17:53:02 - 00:17:59:16
Kevin Eikenberry
You know, one of the. So I love that. So in in venture forth in that step you talk about doing a pre mortem.

00:17:59:18 - 00:18:00:03
Katie Best
Yeah.

00:18:00:03 - 00:18:16:08
Kevin Eikenberry
Which we can talk I which I like you talk about in a second but like in elevate your learning it's about doing the postmortem like like yeah. You know it's it's it's reflecting and processing on what what happened. What did I learn. What do I want to repeat. What do I not want to repeat and all those sorts of things.

00:18:16:10 - 00:18:22:05
Kevin Eikenberry
I want to hook those two things together. But I really wanted you to go back and talk about what you call a pre mortem.

00:18:22:07 - 00:18:51:08
Katie Best
Yeah. So I really wish that time was mine, as we know it is. But it's so useful. I love to make use of that concept. It's the idea that you get a project and you imagine that it's gone wrong. So let's say if you're solving your people issue that we that I've used as example, your team on getting on and you decide to, a solution to this is you're going to have a much better team building approach.

00:18:51:08 - 00:19:11:17
Katie Best
You're gonna have a lot more collective meetings and try and get people to glue themselves together as a team so that they stop arguing with one another. You would follow it through each thing. Okay, if that went terribly wrong, what would that look like? So my thought with that is someone ends up with way too many meetings. No one's getting their work done.

00:19:11:17 - 00:19:31:23
Katie Best
It's all about team building. Or you might also find that these people discover they really don't like each other as a result, and the whole problem gets worse. So then you follow that. But that's that's your pre mortem. You've kind of you've dissected the the dead body on the morticians table and you've gone, okay, these are the things that killed it.

00:19:32:01 - 00:19:39:07
Katie Best
And then you work back and go okay, so how could I act in the present to avoid those problems in the future?

00:19:39:09 - 00:20:11:02
Kevin Eikenberry
Right. And that's not taking it. That's not having a negative attitude. It's not being fatalistic. It's about pre engineering really in many ways. Yeah. So One of my observations in the book and in this conversation is that, another thing we have in common is that when I'm teaching people about coaching others, I often say that at the end of the day, and I have a model that we use to do that, and, and I often say that.

00:20:11:02 - 00:20:32:00
Kevin Eikenberry
So when you look at this, what you see is this is this is problem solving, in, in coaching clothing. Right. That ultimately and by probably I don't mean a person's bad. I simply mean that there's a gap between what you got and what you want. And in the case you've been using, there's a gap between how people are getting along and how you want them to get along.

00:20:32:02 - 00:21:06:05
Kevin Eikenberry
There's a gap, which means there's a problem. And if you can't define both of those, you haven't defined the problem, which takes us back to your step one. And I really think it's helpful to think about coaching, as problem solving. And yeah, you and I have that in common. I'm curious. With all of this that we're talking about here, how do you see AI playing in here?

00:21:06:07 - 00:21:11:13
Kevin Eikenberry
Does it have a place? What is its place? What are your thoughts?

00:21:11:15 - 00:21:39:23
Katie Best
Yeah, absolutely it does. But I don't think. And and when this is definitely a box, it's it's going to reassure people. I hope. I think it's not a new problem. It's it's the same set of problems that we've seen before which are people are feeling threatened in their jobs, people are having they're on a massive learning curve and they're finding it stressful.

00:21:40:03 - 00:22:01:10
Katie Best
People don't like change. And the nature of their jobs is shifting. You know, a whole list of different sub factors. As a leader, we're facing all of these at once. Plus we're also having to manage our own emotions and all of that going on for ourselves. That's uncomfortable because often when we're dealing with the problem as a leader, it's our team.

00:22:01:14 - 00:22:37:04
Katie Best
And below we're not we're not caught in it ourselves, and it's going ridiculously fast and no one knows where it's going to end. But it doesn't make it a different problem. It's the same building blocks just all at once and really quickly. But if you can use this, if you look at most of the writing on it, when it's thinking about leadership and and solutions, it's all the same stuff we've been doing for decades, but just kind of combine together, you know, talking to your staff, admitting when you don't know the answers, role modeling, learning we need we need all these skills that we've always needed.

00:22:37:04 - 00:22:39:20
Katie Best
We just need them all at the same time.

00:22:39:22 - 00:23:10:04
Kevin Eikenberry
Yeah. That's a that's a really useful thought. People who are here, many people who are here listening or watching, or two hats and they wear the hat of I am a leader. And so our conversation has been very much focused on them as a leader, at whatever level. But many of them are also thinking about the rest of the leaders in their organization, whether they're in London, whether they're in training, whether they're in organization development, or whether they're a senior leader.

00:23:10:05 - 00:23:27:11
Kevin Eikenberry
Right. And so I want us to shift to the last little bit of our time to the organizational lens. How can what's your advice to us, about how we can use these ideas organizationally?

00:23:27:13 - 00:23:46:13
Katie Best
Yeah. So it's definitely something I have been going in and using with companies based clearly and hidden for a very long time. And by that I mean the model didn't even have a name until I started writing the book. I took it to a publisher and they were like, love it, it needs an acronym or something to go with it.

00:23:46:13 - 00:24:11:21
Katie Best
So it's been the the scaffold of my work, but it hasn't been called the self model until the last five years. And I find it works really well at the organizational level and at the team level, because if you can get people talking the same language around the model about this is how we look at problems, how we solve them and they become better researchers, better critical thinkers.

00:24:12:03 - 00:24:28:10
Katie Best
They understand their context, they know what's going on. They're in a much better position to serve the interests of that organization and the people that work for it, than without that common language. Everyone just doing their own thing.

00:24:28:12 - 00:24:40:16
Kevin Eikenberry
So, two questions, same question, two different lenses. The first lens is individually, where should we start? And then the second lens is organizationally, where should we start?

00:24:40:18 - 00:25:02:20
Katie Best
Yeah. So individually, I, I don't mean this as a sales pitch for the book. What so ever. But if you're keen on learning the approach, the best thing to do is pick this up because it's got a detailed outline of how to use to solve. I'm going to do that with mine as well. Let me go. It's got a detailed model of how to solve, and it will help you to work through it.

00:25:02:20 - 00:25:19:11
Katie Best
There's also an article in Harvard Business Review on the same model. So if you want a bit more of a taste, not quite ready to quit the book, that's a great place to head as well. And it's just a case of getting stuck in like have a go at the model. I love it when people reach out to me.

00:25:19:11 - 00:25:41:02
Katie Best
So if anyone's listening and get stuck or wants to talk about it more, definitely find me on LinkedIn. I know, Kevin, you're going to share my details with listeners and on the podcast, so that's great. Give me a shout. Let's talk about the problems that you're facing. And if you're stuck anywhere on it as an organization, I think it's about having a common language.

00:25:41:02 - 00:26:07:05
Katie Best
It doesn't have to be my language. So it works really well, but it doesn't have to be that. So how we're going to talk about decision making, how we're going to talk about problem solving and the way that we're going to do that. How will we tackle things? And I think it ties in really nicely. And I know you've had guests who talked about this issue around psychological safety, because if you're giving people the confidence to say, I don't know the answer to this, but I'm going to go and find out.

00:26:07:07 - 00:26:19:11
Katie Best
And then they can try things and they're not judged for having to pivot or change their solution a bit. That's amazingly powerful at an organizational level.

00:26:19:12 - 00:26:31:09
Kevin Eikenberry
Excellent. That's really, really good. Katie, I've got one more question. Well, I have two more questions, but the next one is the one that you knew I was going to ask. Which is what are you reading?

00:26:31:11 - 00:26:55:12
Katie Best
I've got two answers. So I'm reading a really brilliant fiction book that my daughter recommended to me. So my daughter is 12 and she's reading a book called moxie, and it's about, riot girls in the 1980s who were very feminist. I'm only 30 pages in. I'm absolutely loving it, listening to the Spotify playlist that goes with it as well.

00:26:55:14 - 00:27:21:21
Katie Best
It's just brilliant. I would recommend it to anyone who has got a teenage daughter who who's got any, you know, any kind of like enthusiasm for feminism or for anything about girls having a like a proper position in the world. Such an amazing book. And on a more work side, I'm reading Micro Habits, which is about tiny changes, and by the subtitle is Tiny Changes that supercharge High Performance.

00:27:21:21 - 00:27:40:11
Katie Best
I've got it on my screen. So I was like, I'll never remember the subtitle otherwise. And that's really good. It's it's really interesting. It's based on the podcast that Jake Humphrey has the high performance podcast, and it's taking some of the bigger learnings from, that more famous guests like Usain Bolt and New Zealand black players and that kind of thing.

00:27:40:13 - 00:27:54:16
Katie Best
I wouldn't say the title exactly fits what the book's about. I'm not sure they are micro habits. I think you'd struggle to go and apply them in one minute. That big lifestyle changes, but the content is really good and they're really inspiring story, so I'm enjoying that.

00:27:54:18 - 00:28:18:09
Kevin Eikenberry
We'll have both moxie and micro habits and all the ways to connect with Katie in the show notes, but we'll also have a link to her book, the ten Toughest Leadership Problems, which she unpacks using the solve method that we've talked about today. So, Katie, now the question that you hoped I would ask, where can people learn more about you, get connected with you, etc..

00:28:18:11 - 00:28:41:14
Katie Best
Yeah. Perfect. Thank you. So you can find me on LinkedIn at Doctor Katie. Best. You can also find me at my website. Katie. Best.com. And on there there's a page to sign up for my newsletter, which is Dear Katie, which I love writing. It comes out fortnightly. People write to me with their real leadership problems, which I then anonymize and reply to in the newsletter, helping them to solve those problems.

00:28:41:16 - 00:28:56:17
Katie Best
If you sign up and you decide to write to me, you don't have to wait for your answer until the newsletter comes out. I will reply to you within about 48 hours and you get an immediate, fast solution to the problem that you're facing, so you're not suffering on your own.

00:28:56:19 - 00:29:24:03
Kevin Eikenberry
So Doctor Katie can help you with self coaching, but she can also be your coach, paid or otherwise. And so Katie, thanks so much for joining us. But before I say goodbye to Katie and say goodbye to you, I have the question that I need to ask you. It's the activation question. It's the action question. It's the now, what are you going to do as a result of the last 30 minutes of conversation?

00:29:24:05 - 00:29:56:08
Kevin Eikenberry
What idea did you get? What action would you take? Not. Oh, that was good. Oh, that was really interesting. Oh, that's a good idea. But what will you go apply and there were plenty of things I'm not going to tell you which things, to do, because those those belong to you. But I strongly encourage you if you want to get the most from this episode, to answer that question, which is one of the things in the in the action guide that we've offered you, Kevin, I can very accom slash to get more, but answer that now what question.

00:29:56:08 - 00:30:05:08
Kevin Eikenberry
And you'll get more from this episode than you would if you don't. Katie, thank you for joining us. Doctor. Katie Best, it's been a pleasure to have you on the show.

00:30:05:10 - 00:30:08:18
Katie Best
Thanks so much, Kevin. It's been great talking to you.

00:30:08:20 - 00:30:29:18
Kevin Eikenberry
And so everybody, I hope you found this useful. I hope you found it mildly entertaining, but mostly I hope you found it as something that you can take action on to make you a more effective leader in the leaders in your organization, more effective in the future. That's why I do this every week. And so I'll be back next week with another episode of the Remarkable Leadership Podcast.