Chris Hare

And there's other questions that you can ask. So if you're wanting to know thought leadership, for example, potential directions for thought leadership, what's the one thing that Vince should write about forever? If Vince could only talk about or write about one thing, what would that be to put constraints on it?

And there's other questions that you can ask. So if you're wanting to know thought leadership, for example, potential directions for thought leadership, what's the one thing that Vince should write about forever? If Vince could only talk about or write about one thing, what would that be to put constraints on it?

So you take those interviews, you record them and then start looking at the patterns from them and seeing and looking at, OK, what are those stories that they told and how do they make me feel? How do they challenge my thinking? How might I synthesize those to shift the direction that I'm going? A great example of this was how I ended up bringing 360s into my methodology.

So you take those interviews, you record them and then start looking at the patterns from them and seeing and looking at, OK, what are those stories that they told and how do they make me feel? How do they challenge my thinking? How might I synthesize those to shift the direction that I'm going? A great example of this was how I ended up bringing 360s into my methodology.

But I had on Art Delacruz, who's the CEO of Team Rubicon, an amazing nonprofit that deploys veterans, gives veterans community and purpose by creating opportunities for them to go and serve after natural disasters. And so Art had an entire career in the Navy and was a Top Gun instructor. He was a fighter pilot or naval aviator and was a Top Gun instructor.

But I had on Art Delacruz, who's the CEO of Team Rubicon, an amazing nonprofit that deploys veterans, gives veterans community and purpose by creating opportunities for them to go and serve after natural disasters. And so Art had an entire career in the Navy and was a Top Gun instructor. He was a fighter pilot or naval aviator and was a Top Gun instructor.

He said the only thing that was true in the first Top Gun movie was when their plane went into a 360 spin. And that happened to him. For 57 seconds, their plane was plunging towards the desert, and they did desert floor, and they did all of the things to get out of the spin, and they couldn't. And so they had to eject.

He said the only thing that was true in the first Top Gun movie was when their plane went into a 360 spin. And that happened to him. For 57 seconds, their plane was plunging towards the desert, and they did desert floor, and they did all of the things to get out of the spin, and they couldn't. And so they had to eject.

A $40 million plane blows up in a fireball with, I think, 14,000 pounds of fuel. And then... They're parachuting down and have to maneuver their parachutes so they don't land in the fireball. What was interesting, he talked through that narrative, the internal narrative, and then how he navigated through that, and then how he came back from that to fly again.

A $40 million plane blows up in a fireball with, I think, 14,000 pounds of fuel. And then... They're parachuting down and have to maneuver their parachutes so they don't land in the fireball. What was interesting, he talked through that narrative, the internal narrative, and then how he navigated through that, and then how he came back from that to fly again.

A lot of people wouldn't be able to fly again. He took ownership, even though he was mostly not at fault. What was interesting, though, is I posted about that on LinkedIn. It was the highest true engagement of any post I've ever had on LinkedIn because what was fascinating is person after person from across decades who have known him.

A lot of people wouldn't be able to fly again. He took ownership, even though he was mostly not at fault. What was interesting, though, is I posted about that on LinkedIn. It was the highest true engagement of any post I've ever had on LinkedIn because what was fascinating is person after person from across decades who have known him.

came and commented on who he was as a leader, how they owed him for what he'd taught them, or people within the nonprofit that he works in telling just remarkable stories about who he was as a leader. And so this wasn't him saying, how do I burnish my executive brand? And how do I tell this story that positions me as a thought leader? It was him telling this very raw and vulnerable story.

came and commented on who he was as a leader, how they owed him for what he'd taught them, or people within the nonprofit that he works in telling just remarkable stories about who he was as a leader. And so this wasn't him saying, how do I burnish my executive brand? And how do I tell this story that positions me as a thought leader? It was him telling this very raw and vulnerable story.

It was also the fact that he lived in those moments. He led in those moments across his career, even when no one was watching or seemingly no one was watching. But because he had the guts to tell this story in that environment, that opened up for people to come and share these perspectives that gave him an opportunity to hear those things that he might never have heard.

It was also the fact that he lived in those moments. He led in those moments across his career, even when no one was watching or seemingly no one was watching. But because he had the guts to tell this story in that environment, that opened up for people to come and share these perspectives that gave him an opportunity to hear those things that he might never have heard.

So that's what sparked that. But I would say those are the two tools is one that future visioning and then the other is the 360 piece.

So that's what sparked that. But I would say those are the two tools is one that future visioning and then the other is the 360 piece.

Yeah. So I think some of it is what will people take on? And so for some of my clients talking to three or four people, that might be a lot for them. But on the flip side, I'm actually working with a founder named Dr. Tammy Wang. So she used to be the VP of machine learning and analytics at Korn Ferry and her co-founder is a leadership development professor at Columbia.

Yeah. So I think some of it is what will people take on? And so for some of my clients talking to three or four people, that might be a lot for them. But on the flip side, I'm actually working with a founder named Dr. Tammy Wang. So she used to be the VP of machine learning and analytics at Korn Ferry and her co-founder is a leadership development professor at Columbia.