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solely those of the hosts and their guests and not
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W FOURCY Radio.
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Well, hello everyone, I'm very glad to see you here again,
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and I'm very excited to have my guest Eddie Turner.
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Eddie is ranked number fourteen globally in six secutive years
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as a global guru in coaching. He really specifically works
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with emerging talent and he's able to identify people and
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help them develop for their next level. Eddie's a graduate
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of Harvard some Harvard programs, and he's internationally recognized as
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a leader in the field of leadership and organizational change.
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So welcome Eddie. I'm so glad to have you on
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the show.
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Well, Linda, thank you for having me, and you forgot
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to mention. The most important thing is that I am
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the number one band club holder of Linda Sharkey.
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Well, I probably only have one fan club person in
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the total. Well that's good, that's good. So Eddie tell
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me a little bit. Let's let's let's see the audience here,
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a little bit about you know, how did you get
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into this?
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What's your feeling? You know, we both worked at ge
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DO actually, which is interesting.
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Indeed, when uh we worked as as we affectionately called it,
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the General, and we both had the meatball on our forehead, right,
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that's what we said in Parland's. Now it's been quite
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some time. I did not know you there. I met
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you as an esteemed member of the Marshall Goldsmith one
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hundred coaches family, and I'll never forget that day you
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walked in and you instantly took over the room. You
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had us all in laughing and howling in laughter. And
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we've been friends ever since.
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Yep.
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And that was in San Diego. And you're not going
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to say what I said. No, I'm not gonna say what,
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but it was funny.
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Everybody did laugh.
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I think.
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I forgot her name, but she was probably sorry she
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called on me.
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Oh no, she wasn't eat eat eat Who put together
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the pre event for the annual meeting? Yes? Yes, no, yeah,
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you you definitely if we were not already in gear,
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you shortly took us there.
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Yeah, that's great. So tell me, so tell me the
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evolution of your career. How did you get to this
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wonderful spot where you are?
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Well, you talked about the life at GE. I had
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changed jobs every year as an information technology professional. I
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did not have a degree, and in those early days
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of the nineties, think about that, Yeah, you need an
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agree if you were information technology. And then when I
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landed at GE. I'll never forget when the recruiters called
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me and they said, we'd love you to take this
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job at GE. And I thought in my head I
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was working some really premier organizations, and I thought GE
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refrigerators and light bulbs, does anything wrong with that? But
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just like you know, so I went on the interview.
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It still took about three or four years before I
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realized I had landed a GE capital the financial engine
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of the entire organization, right, and the yes account for
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forty percent of the revenues and really set the standard
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for the globe. And of course, you know quoting Bill
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where you get educated in the ge way and the
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best in leadership, and so I often say I saw
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the best lead the best. But I was an information
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technology professional. The transition for me came or as you say,
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so beautiful here I discovered the next powerful chapter of
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my life when they said we can't use you any
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further without a degree, and so that sent me to
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get a degree. I did not understand the value of,
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you know, selecting an institution, and so I had a
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gentleman who took you on this meeting and he said, Hey,
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living in Chicago, you need to really go to Northwestern
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University of Chicago if you're going to need to compete
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with the type of folks we have working here. That
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landed me at Northwestern and that great school. Yes, ma'am
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it is. I am a proud wildcat as we say,
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And it literally changed my life. Yeah, I got the
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great education that he said I would. But in making
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that decision, once he told me he was up, he
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was happy with my decision because he didn't like the
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first ones I told him. He said, you're going to
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get a great education, but you're paying for the network.
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And that network really has really been the most transformacial component. Right. Yes,
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I got the education. Yes, it gave me a different
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mindset and way of thinking and truly a way of living.
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But the network, including one of the gentlemen who came
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and talked for our class that evening in twenty oh six. Yeah,
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do you remember, Bob d I remember because he and
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I are still friends twenty years later. He said, you're
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not a normal IT person. You've got a personality. So
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he took me in his wing.
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And it's kind of insulting actually, right.
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Well in some ways, in other ways, you know, I
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fully understand now what he was saying. Right, And so Bob,
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you took me this way. He taught me to business
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of learning and talent development because at that time he
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was the vice president of global learning and talent development
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for the number one search executive search firm in the world.
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I drink in struggles, right, Yes, So that took me
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out of this world in information technology. I still have
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a couple more years before I really hit my stride,
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actually five more years, but it led me to do
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in the work I do now as a leadership advisor,
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and that led me both the early experiences at GE
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combined with my studies at Northwestern University where I focused
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on leadership and organizational behavior to understanding this process that
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it takes to emerge as a leader when you're not
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already a leader. And then I created a point of
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view on well, what about those who are already senior
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leaders in an organization. We use the word emerging for
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one portion of leaders, those who HR calls hyphos high
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potential early on. But really the work of leadership is ongoing,
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and so even those who are senior leaders need to
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continue to emerge, to come into view, to be recognized
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as a leader, and not rest on past accomplishments. And certainly,
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if we don't believe that we have to continue to emerge,
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this world of AI is teaching us that we have
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to learn new skills, we have to come into of
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you improve ourselves as leaders all over again. How do you.
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See AI impacting all of this? It's fascinating, really.
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It absolutely is. It absolutely is. It might be said
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that number one is, especially as a former it professional.
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Moore's law was our entire industry, our professional revolved around
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and that was this concept that Robert Moore codify that technology,
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chips and processing double in speed every six months, So
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of course you had to keep up hostly, re certifying yourself,
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learning new skills, and staying abreast of the latest and
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grace and technology which was changing ever rapidly. If you
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spent six months out of it outside of the industry,
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as I ended up doing after studying leadership, pronomia dcial behavior,
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then you were almost like a dinosaur. Well, AI is
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increasing exponentially faster than what we've seen in it. So
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the impact is as leaders it's no longer enough to
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rest on the institution that we went to. Right it
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used to be a bona fines it might be said,
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could be traced to our pedigree because of the university
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we attended, corporations we've worked for, past job experience. Well,
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now AI has said we don't need people. You know,
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we could give you information really fast. It does, yes,
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you need task completed. You know, one of the number
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one firms in the world, that number one consulting firms
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in the world. There are AI algorithms right now that
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basically do what that firm does for no cost. Five
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thousand dollars an hour consulting fee is because of A.
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So it's disintermediating entire industries, entire professions.
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But new professions are going to come in behind it.
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Well, that's an interesting point. Historically that's been very true.
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And when technology was introduced, while it eliminated much of
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the manual work that we did, and now you have
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this new automation and of course there's always fear when
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my job is going to be eliminated. Well, no, here's
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a new job you can do with AI. This is
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a little different. So what will those jobs in the
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future be. We don't know yet. What we do know
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is the work entry level working legal for example, Wow,
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that's being documented and retrieved much faster by AI than
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any human could ever do. Things that you went to
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a high priced attorney for. Well, AI can do a
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lot of that inclinely viewing contracts. So what do those
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new roles look like. We don't know that precisely just yet,
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although it seems like every other week there's a new
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university coming out with a degree, both at the bachelor's
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and master's level. Right the what appears to be very
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clear is agility. How fast can you and I as
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learners adapt to these new technologies. How fast can we
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make assimilations that the bot can't.
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Do interesting interesting? So how are you using AI?
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Eddie?
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Oh?
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And I want to go back and ask you about
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how you have the Harvard experience too before we get
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out that. But how are you using AI?
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I challenge myself to do something new with AI every day,
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and that means everything from mundane activities that I like
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anyone else, like any great corporation, that I may have
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paid others to do in the past. I now employ
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AI to do those tasks for me, simple things or
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simple task that I do, even as an executive coach,
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as I do as i'm I have a very strong
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point of view. When it comes obviously to writing an authorship,
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I really believe that still needs to be my voice,
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my point of view, but certainly to have AI, for example,
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running analysis and make sure that I got everything correct
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is very helpful. So being a proof reader, if you will,
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it is probably better way of phrasing that not an author,
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but a proof reader, right, And certainly when it comes
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to research, when it comes to client analysis, research, developing products,
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developing a support system even for the day or for
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a particular client set, it is invaluable as everyone is
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discovering both at a corporate level and at an individual
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entrepreneurship level.
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Yeah, yeah, very very very interesting.
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So along your journey you end up at Harvard, So
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tell me about that, how that happened, What was the experience, like,
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what did you gain from it?
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There's not many things I say of transformational, So you
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pertably say that with regard to Northwestern, you hurt me
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say that now, I'll say that now with heart with
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Harvard in it. Because I didn't have a degree. The
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one thing I did have for certifications, and so I
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made it a point to always get certified on the
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latest and greatest technology, to be able to have that
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third party independent proof that I am as good as
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I say I am, that I have a base level
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of competency. So when I trans when I was transferring
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over into leadership development, and especially when it was very
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hard at first for HR people to take me serious
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because they would they would hire me, They wouldn't given
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opportunity right because they say, your resume screams it. So
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I'm showing job history, but I will show you anything
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in HR. So I began to apply that same mentality,
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I need to do what I did in it. So
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I looked for what are the best places for me
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to get that independent third party vetting that say I
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am as good as I say I am in leadership development.
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So I looked at several programs, including coaching. But one
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evening I was working with the woman who had now
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who's now become my wife and I we were engaged
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and I was sharing with her my view that every
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year I take a portion of my salary and I
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invest that toward an educational development experience. And I was
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suggesting that she started to do the same. So she
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at the time was in governmental affairs, and so I said, hey,
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why don't you look at this program at look at
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the Harvard Kennedy School and see if there's a program
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that you feel will develop you better. So she did,
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She applied. She was accepted very first. Right there. She said,
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you were right, this is amazing. I think you should
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come here and study. I said, no, No, that's the
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school of government. That's for you.
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Comment your people, your people, not my people.
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Right, I said, no, for me, it's across the pond,
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it's over at the Business School. I had already looked
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at the business school, and those programs were far more
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costly than out of reach for me. As she said, well, no, no, no,
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there's a leadership program here. You should look at the
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leadership program. And I said really, and so I literally
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I read it and I see that it's a leadership program.
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It's at Harvard. I didn't know anything else, and it
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was starting at two weeks. Oh wow, I am on
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a contract. I'm gonna ended and it's been a contract,
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which means obviously if I take time off, I'm not
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being paid for that. And of course my favorite program
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then e selp me. I get myself there and it
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was the most transformational thing that has ever happened to me.
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I one of it had. I now arrived in the
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in the class and realized that everyone else has come
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from around the world because of one man, doctor Ronald Heifetz.
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Everyone knew him, they had read his work, they were
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a fan. I knew nothing, and that program changed me.
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And I later on went on to complete four day
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diferent programs and if you do three specific ones on
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the track. They didn't have that when I did that program,
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but later on they added an executive certificate program. So
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I hold an executive Certificate in Public Leadership from the
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Harbor Kennedy School.
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Wow, that's great, that's what was your biggest takeaway from there?
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I have to pause to think about that because I
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took away so much, Linda, and I literally cite something
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I learned from the Harbor Counity School every day with clients.
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So the concept that doctor Heifetz codify is adaptive leadership.
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So if I had to say the biggest takeaway, I
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guess in the umbrella, I'd say adaptive leadership. Okay. The
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program was called the Art and Science of Leadership Development,
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and truly the beauty of what it means to be
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art and science it is, it is both, and it's
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this dance that you do between the two. Now, gee
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of the one of the most amazing programs I studied
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Rodinville was the Influencing Skills for New leaders right two
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thousand Right. That was the first time I learned about
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the power of influence right. Well, in this program, I
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then learned how doctor Heifitz is one of the pioneers
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of this study of how influence relates to leadership. So, yes,
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at a high level, I say, adactive leadership. What falls
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under that umbrella, It's huge. It's where the yes, yeah
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is absolutely huge.
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And so since then you've gone on to start your
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own consulting practice, and you now have two kids. You
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married the woman that suggested you go to Harvard.
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So life is good. Life is good.
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Life is absolutely good.
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So what's next for you, Eddie? What's what's next? What
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have you got your sights on going forward?
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Right now? That's that's ever evolving. I'm trying to be
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the best dad I can be. That is a daily
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endeavor for me, literally, because I'm a old guy who
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never thought he'd be a dad, and now, of course,
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post pandemic, I'm am pad damn it parent my wife
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and I. It changes everything. It literally changes everything. So
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a lot of time spent on what it means to
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when I'm talking about developing emerging leaders. My biggest project
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is at home with my emerging leaders. And one of
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the teachers said to me, pick up. She says, your
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son is such a leader. And so then she started
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to tell me why she's making a statement, and she's
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just like amazed. Now she doesn't really know what I
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do for a living. But I told her, I said,
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miss Tracy, you you have no idea what that means
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to me. That is like the best complement you could
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ever tell me. About my son. Now they've said it
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about my dark ways, but we had never been in
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that specific language, achieve you. So this was just like
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a month ago. So it's still really refreshed and has
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me being So you talk about a proud dad moment.
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That's it. Making the two greatest emerging leaders in the
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earth here at all my biggest project. That's what's next
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for me.
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That that's so exciting.
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And I know whenever I talked to you, which is frequently,
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you know, you've always got something going on with your children.
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They're lucky. They're lucky to have a dad like you.
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Thank you.
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So give me.
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Another So Marshall, let's talk a little bit about For
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anybody on the show doesn't know Marshall Goldsmith, look him up.
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He's the number one, number one coach in the world,
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I think, and you know, I mean, he's he's great,
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and he's been a guru and a mentor to both
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you and me and a bunch of other people. And
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so so how how did that connection all come to pass?
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It's interesting My first exposure to Marshall Goldsmith, who we
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love and the door, was in the program in Northwestern
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So again being exposed ideas and concepts that I never
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know about. My professor challenged me to read his book
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and had just come out what Got You Here, Won't
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Get You There? Right? Read it, loved it. Incidentally, four
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years later, I was studying in line at an event
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and I saw him. His daughter had just been accepted
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on a professorship in North question so apparently he and
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his wife were there, and I didn't want to interrupt,
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but I just was like, he's standing right in front
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of me. So I just introduced myself to him, say something.
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I said, you excuse me to goes with I know
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you just with your family. I don't want to interrupt,
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just want to say hello. So I did. And then
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never in a million years what I imagined that, you know,
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that was like twenty eleven. So fast forward for twenty
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nineteen that I am invited to join his prestigious organization
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because Sally Heblson, our dear friend. Oh, she suggested that
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I be a part of it and made the recommendation,
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and I just you talk. There's not many times you,
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I guess maybe just feeling just truly humbled and truly
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like are you sure you got the right guy right? Right?
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Are you right?
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So that was my exposure to Marshall. And of course
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what makes Marshall so beautiful is not just his body
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of work and his wisdom that he has put out
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into the world. But here's someone who can do anything
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he wants to do, and he has made his mission
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to take people like yourself and me and put us
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in this community and teach us everything he knows. Really
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and you know, so I made a comment with her.
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They said, man, how much are you paying to be
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in that? I said, you know what, I've belonged to
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a lot of membership. I have a lot of memberships.
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This is one I would absolutely pay for that. He
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doesn't charge us anything, No, he doesn't. Yeah, And so
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you know, we are tasked with doing as he has done,
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whether he's teaching us and giving us that. We have
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our givebacks right where we reciprocate and we give to others.
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And so you and I are both pouring ourselves out
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to other people or organizations, doing our part to make
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the world a better place and harmony with his mission
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and his life's work.
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Yeah, yeah, I mean he's really I will have to
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tell you I've known Marshall thirty some years and he
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really helped put my career on the map because I'm
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the one that brought coaching into ge and we never
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did that before.
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And I brought it was way before you.
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It was like nineteen ninety five or something like that,
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and brought Marshall in and he was a hit, so
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wireless to say, yours truly became a hit too, you know,
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for that period of time anyway, it was, it was
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really very good. So Eddie, what three things do you
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want people to know about you? And why should somebody
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reach out to you for support and help in coaching?
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People come to me for helping coaching, and the organizations
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that I've partnered with who put me on their coaching
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bench to support their corporations when they want to coach
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who is not going to try to make them a
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carbon copy of someone else, and they want to coach
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that has a breath of experience, not just with a
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certain tier of leaders. They said, well, what industry do
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you coach? Have I had to do an evaluation the
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other day. I literally have coached in every every but
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in this particular organization their list, I had coached in
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every sector, so I am not sector specific. I have
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coached at different tiers. I love coaching at universities. I
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love investing in the future leaders, leaders who are just
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learning leadership before they've got those bad habits later on, right, right,
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So emerging leaders in the truest sense. And also those
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senior leaders. I love working with senior leaders and helping
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them have aha moments from clients in biotech and one
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senior leader was leading a six billion dollar portfolio and
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just seeing the challenges they face and then to see
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the scales fall off. Brilliant successful people. And as we
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often say, you don't really need to teaching anything, right,
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you know how to be great, but you need that
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person who's going to believe in you and just stand
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there and be that guide on the side and help
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you see into the corners. So perhaps you haven't looked
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at in a while. So anyone who wants to develop
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as a leader, anyone who like any core any athlete
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on the field, recognizes they still need a coach even
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though they are great, they meet that person that's going
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to help them develop in private, bringing university to them
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if you will. That's who I work with. Those who
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want to accelerate their performance and drive impact.
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Wow.
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So what one additional thought you made me, But so
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what do you see as the biggest leadership blind spots
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that you come across really successful people.
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It still surprises me how many leaders at all levels
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suffer from a from what's been termed the impost experience. Right,
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some really don't see fully their greatness, see fully their
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their value, even though they've accomplished a lot and set
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at very high levels in an organization. Aside from that,
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I would probably say that sometimes not understanding that even
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though you have achieved at a high level, you need
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to continue to grow, continue to invest in yourself in
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leadership development. Leadership development is not on one and done.
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It is a continuous exercise that leaders must engage in,
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just as we need to do in our physical bodies.
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Yeah, I mean it's it's never you're so right.
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Leadership learning that's a lifelong event. And I always say
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to myself it's really about understanding yourself and being able
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to pull back the covers and face into the things
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that you the collective you may need to change and
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be willing to listen to it and to and to
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change and adapt to the different different times. It's the
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different times, absolutely different times. So Eddie, one final thought
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that you want to give to people.
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Well, in the words of the show that I run,
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it's this concept that you're always leading, or should be leading.
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You should never stop. It's continuous. So I always say,
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keep leading.
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Keep keep leading. And how do people get a hold
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of you, Eddie?
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Ask dot uh you're.
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A coach par excellence. Say that again. I talked over you.
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No worries, ask Eddie Turner dot com.
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Ask Eddie Turner dot com. Well, thank you so much, Eddie.
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I really appreciate you being on the show.
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I love you. You know that.
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I mean, we've had some great professional experiences together and
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I look forward to seeing you at the next event.
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I look forward to seeing you too. Much love. Thank
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you for having me much.
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Love, Bye, bye Eddie. We'll see you. Thanks.
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Listen every week at talk for Radio. Thank you for
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joining my show, and we'll see you next week.
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Bye.
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Yeah
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The topics and opinions expressed in the following show are
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solely those of the hosts and their guests and not
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be directed to those show hosts. Thank you for choosing
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W FOURCY Radio.
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00:00:46.359 --> 00:00:51.679
Well, hello everyone, I'm very glad to see you here again,
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00:00:51.920 --> 00:00:55.000
and I'm very excited to have my guest Eddie Turner.
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Eddie is ranked number fourteen globally in six secutive years
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as a global guru in coaching. He really specifically works
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with emerging talent and he's able to identify people and
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help them develop for their next level. Eddie's a graduate
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of Harvard some Harvard programs, and he's internationally recognized as
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a leader in the field of leadership and organizational change.
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So welcome Eddie. I'm so glad to have you on
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the show.
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Well, Linda, thank you for having me, and you forgot
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to mention. The most important thing is that I am
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the number one band club holder of Linda Sharkey.
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Well, I probably only have one fan club person in
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the total. Well that's good, that's good. So Eddie tell
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me a little bit. Let's let's let's see the audience here,
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a little bit about you know, how did you get
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into this?
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What's your feeling? You know, we both worked at ge
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DO actually, which is interesting.
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Indeed, when uh we worked as as we affectionately called it,
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the General, and we both had the meatball on our forehead, right,
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that's what we said in Parland's. Now it's been quite
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some time. I did not know you there. I met
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you as an esteemed member of the Marshall Goldsmith one
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hundred coaches family, and I'll never forget that day you
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walked in and you instantly took over the room. You
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had us all in laughing and howling in laughter. And
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we've been friends ever since.
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Yep.
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And that was in San Diego. And you're not going
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to say what I said. No, I'm not gonna say what,
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but it was funny.
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Everybody did laugh.
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I think.
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I forgot her name, but she was probably sorry she
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called on me.
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Oh no, she wasn't eat eat eat Who put together
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the pre event for the annual meeting? Yes? Yes, no, yeah,
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you you definitely if we were not already in gear,
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you shortly took us there.
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Yeah, that's great. So tell me, so tell me the
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evolution of your career. How did you get to this
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wonderful spot where you are?
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Well, you talked about the life at GE. I had
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changed jobs every year as an information technology professional. I
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did not have a degree, and in those early days
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of the nineties, think about that, Yeah, you need an
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agree if you were information technology. And then when I
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landed at GE. I'll never forget when the recruiters called
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me and they said, we'd love you to take this
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job at GE. And I thought in my head I
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was working some really premier organizations, and I thought GE
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refrigerators and light bulbs, does anything wrong with that? But
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just like you know, so I went on the interview.
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It still took about three or four years before I
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realized I had landed a GE capital the financial engine
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of the entire organization, right, and the yes account for
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forty percent of the revenues and really set the standard
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for the globe. And of course, you know quoting Bill
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where you get educated in the ge way and the
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best in leadership, and so I often say I saw
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the best lead the best. But I was an information
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technology professional. The transition for me came or as you say,
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so beautiful here I discovered the next powerful chapter of
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my life when they said we can't use you any
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further without a degree, and so that sent me to
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get a degree. I did not understand the value of,
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you know, selecting an institution, and so I had a
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gentleman who took you on this meeting and he said, Hey,
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living in Chicago, you need to really go to Northwestern
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University of Chicago if you're going to need to compete
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with the type of folks we have working here. That
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landed me at Northwestern and that great school. Yes, ma'am
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it is. I am a proud wildcat as we say,
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And it literally changed my life. Yeah, I got the
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great education that he said I would. But in making
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that decision, once he told me he was up, he
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was happy with my decision because he didn't like the
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first ones I told him. He said, you're going to
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get a great education, but you're paying for the network.
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And that network really has really been the most transformacial component. Right. Yes,
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I got the education. Yes, it gave me a different
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mindset and way of thinking and truly a way of living.
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But the network, including one of the gentlemen who came
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and talked for our class that evening in twenty oh six. Yeah,
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do you remember, Bob d I remember because he and
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I are still friends twenty years later. He said, you're
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not a normal IT person. You've got a personality. So
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he took me in his wing.
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And it's kind of insulting actually, right.
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Well in some ways, in other ways, you know, I
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fully understand now what he was saying. Right, And so Bob,
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you took me this way. He taught me to business
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of learning and talent development because at that time he
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was the vice president of global learning and talent development
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for the number one search executive search firm in the world.
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I drink in struggles, right, Yes, So that took me
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out of this world in information technology. I still have
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a couple more years before I really hit my stride,
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actually five more years, but it led me to do
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in the work I do now as a leadership advisor,
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and that led me both the early experiences at GE
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combined with my studies at Northwestern University where I focused
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on leadership and organizational behavior to understanding this process that
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it takes to emerge as a leader when you're not
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already a leader. And then I created a point of
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view on well, what about those who are already senior
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leaders in an organization. We use the word emerging for
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one portion of leaders, those who HR calls hyphos high
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potential early on. But really the work of leadership is ongoing,
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and so even those who are senior leaders need to
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continue to emerge, to come into view, to be recognized
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as a leader, and not rest on past accomplishments. And certainly,
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if we don't believe that we have to continue to emerge,
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this world of AI is teaching us that we have
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to learn new skills, we have to come into of
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you improve ourselves as leaders all over again. How do you.
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See AI impacting all of this? It's fascinating, really.
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It absolutely is. It absolutely is. It might be said
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that number one is, especially as a former it professional.
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Moore's law was our entire industry, our professional revolved around
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and that was this concept that Robert Moore codify that technology,
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chips and processing double in speed every six months, So
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of course you had to keep up hostly, re certifying yourself,
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learning new skills, and staying abreast of the latest and
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grace and technology which was changing ever rapidly. If you
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spent six months out of it outside of the industry,
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as I ended up doing after studying leadership, pronomia dcial behavior,
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then you were almost like a dinosaur. Well, AI is
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increasing exponentially faster than what we've seen in it. So
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the impact is as leaders it's no longer enough to
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rest on the institution that we went to. Right it
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used to be a bona fines it might be said,
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could be traced to our pedigree because of the university
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we attended, corporations we've worked for, past job experience. Well,
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now AI has said we don't need people. You know,
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we could give you information really fast. It does, yes,
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you need task completed. You know, one of the number
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one firms in the world, that number one consulting firms
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in the world. There are AI algorithms right now that
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basically do what that firm does for no cost. Five
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thousand dollars an hour consulting fee is because of A.
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So it's disintermediating entire industries, entire professions.
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But new professions are going to come in behind it.
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Well, that's an interesting point. Historically that's been very true.
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And when technology was introduced, while it eliminated much of
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the manual work that we did, and now you have
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this new automation and of course there's always fear when
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my job is going to be eliminated. Well, no, here's
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a new job you can do with AI. This is
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a little different. So what will those jobs in the
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future be. We don't know yet. What we do know
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is the work entry level working legal for example, Wow,
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that's being documented and retrieved much faster by AI than
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any human could ever do. Things that you went to
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a high priced attorney for. Well, AI can do a
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lot of that inclinely viewing contracts. So what do those
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new roles look like. We don't know that precisely just yet,
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although it seems like every other week there's a new
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university coming out with a degree, both at the bachelor's
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and master's level. Right the what appears to be very
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clear is agility. How fast can you and I as
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learners adapt to these new technologies. How fast can we
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make assimilations that the bot can't.
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Do interesting interesting? So how are you using AI?
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Eddie?
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Oh?
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And I want to go back and ask you about
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how you have the Harvard experience too before we get
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out that. But how are you using AI?
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I challenge myself to do something new with AI every day,
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and that means everything from mundane activities that I like
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anyone else, like any great corporation, that I may have
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paid others to do in the past. I now employ
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AI to do those tasks for me, simple things or
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simple task that I do, even as an executive coach,
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as I do as i'm I have a very strong
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point of view. When it comes obviously to writing an authorship,
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I really believe that still needs to be my voice,
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my point of view, but certainly to have AI, for example,
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running analysis and make sure that I got everything correct
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is very helpful. So being a proof reader, if you will,
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it is probably better way of phrasing that not an author,
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but a proof reader, right, And certainly when it comes
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to research, when it comes to client analysis, research, developing products,
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developing a support system even for the day or for
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a particular client set, it is invaluable as everyone is
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discovering both at a corporate level and at an individual
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entrepreneurship level.
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Yeah, yeah, very very very interesting.
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So along your journey you end up at Harvard, So
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tell me about that, how that happened, What was the experience, like,
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what did you gain from it?
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There's not many things I say of transformational, So you
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pertably say that with regard to Northwestern, you hurt me
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say that now, I'll say that now with heart with
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Harvard in it. Because I didn't have a degree. The
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one thing I did have for certifications, and so I
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made it a point to always get certified on the
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latest and greatest technology, to be able to have that
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third party independent proof that I am as good as
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I say I am, that I have a base level
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of competency. So when I trans when I was transferring
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over into leadership development, and especially when it was very
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hard at first for HR people to take me serious
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because they would they would hire me, They wouldn't given
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opportunity right because they say, your resume screams it. So
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I'm showing job history, but I will show you anything
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in HR. So I began to apply that same mentality,
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I need to do what I did in it. So
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I looked for what are the best places for me
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to get that independent third party vetting that say I
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am as good as I say I am in leadership development.
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So I looked at several programs, including coaching. But one
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evening I was working with the woman who had now
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who's now become my wife and I we were engaged
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and I was sharing with her my view that every
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year I take a portion of my salary and I
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invest that toward an educational development experience. And I was
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suggesting that she started to do the same. So she
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at the time was in governmental affairs, and so I said, hey,
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why don't you look at this program at look at
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the Harvard Kennedy School and see if there's a program
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that you feel will develop you better. So she did,
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She applied. She was accepted very first. Right there. She said,
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you were right, this is amazing. I think you should
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come here and study. I said, no, No, that's the
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school of government. That's for you.
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Comment your people, your people, not my people.
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Right, I said, no, for me, it's across the pond,
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it's over at the Business School. I had already looked
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at the business school, and those programs were far more
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costly than out of reach for me. As she said, well, no, no, no,
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there's a leadership program here. You should look at the
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leadership program. And I said really, and so I literally
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I read it and I see that it's a leadership program.
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It's at Harvard. I didn't know anything else, and it
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was starting at two weeks. Oh wow, I am on
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a contract. I'm gonna ended and it's been a contract,
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which means obviously if I take time off, I'm not
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being paid for that. And of course my favorite program
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then e selp me. I get myself there and it
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was the most transformational thing that has ever happened to me.
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I one of it had. I now arrived in the
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in the class and realized that everyone else has come
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from around the world because of one man, doctor Ronald Heifetz.
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Everyone knew him, they had read his work, they were
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a fan. I knew nothing, and that program changed me.
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And I later on went on to complete four day
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diferent programs and if you do three specific ones on
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the track. They didn't have that when I did that program,
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but later on they added an executive certificate program. So
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I hold an executive Certificate in Public Leadership from the
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Harbor Kennedy School.
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Wow, that's great, that's what was your biggest takeaway from there?
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I have to pause to think about that because I
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took away so much, Linda, and I literally cite something
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I learned from the Harbor Counity School every day with clients.
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So the concept that doctor Heifetz codify is adaptive leadership.
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So if I had to say the biggest takeaway, I
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guess in the umbrella, I'd say adaptive leadership. Okay. The
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program was called the Art and Science of Leadership Development,
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and truly the beauty of what it means to be
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art and science it is, it is both, and it's
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this dance that you do between the two. Now, gee
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of the one of the most amazing programs I studied
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Rodinville was the Influencing Skills for New leaders right two
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thousand Right. That was the first time I learned about
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the power of influence right. Well, in this program, I
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then learned how doctor Heifitz is one of the pioneers
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of this study of how influence relates to leadership. So, yes,
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at a high level, I say, adactive leadership. What falls
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under that umbrella, It's huge. It's where the yes, yeah
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is absolutely huge.
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And so since then you've gone on to start your
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own consulting practice, and you now have two kids. You
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married the woman that suggested you go to Harvard.
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So life is good. Life is good.
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Life is absolutely good.
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So what's next for you, Eddie? What's what's next? What
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have you got your sights on going forward?
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Right now? That's that's ever evolving. I'm trying to be
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the best dad I can be. That is a daily
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endeavor for me, literally, because I'm a old guy who
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never thought he'd be a dad, and now, of course,
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post pandemic, I'm am pad damn it parent my wife
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and I. It changes everything. It literally changes everything. So
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a lot of time spent on what it means to
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when I'm talking about developing emerging leaders. My biggest project
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is at home with my emerging leaders. And one of
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the teachers said to me, pick up. She says, your
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son is such a leader. And so then she started
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to tell me why she's making a statement, and she's
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just like amazed. Now she doesn't really know what I
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do for a living. But I told her, I said,
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miss Tracy, you you have no idea what that means
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to me. That is like the best complement you could
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ever tell me. About my son. Now they've said it
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about my dark ways, but we had never been in
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that specific language, achieve you. So this was just like
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a month ago. So it's still really refreshed and has
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me being So you talk about a proud dad moment.
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That's it. Making the two greatest emerging leaders in the
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earth here at all my biggest project. That's what's next
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for me.
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That that's so exciting.
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And I know whenever I talked to you, which is frequently,
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you know, you've always got something going on with your children.
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They're lucky. They're lucky to have a dad like you.
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Thank you.
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So give me.
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Another So Marshall, let's talk a little bit about For
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anybody on the show doesn't know Marshall Goldsmith, look him up.
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He's the number one, number one coach in the world,
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I think, and you know, I mean, he's he's great,
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and he's been a guru and a mentor to both
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you and me and a bunch of other people. And
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so so how how did that connection all come to pass?
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It's interesting My first exposure to Marshall Goldsmith, who we
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love and the door, was in the program in Northwestern
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So again being exposed ideas and concepts that I never
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know about. My professor challenged me to read his book
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and had just come out what Got You Here, Won't
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Get You There? Right? Read it, loved it. Incidentally, four
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years later, I was studying in line at an event
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and I saw him. His daughter had just been accepted
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on a professorship in North question so apparently he and
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his wife were there, and I didn't want to interrupt,
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but I just was like, he's standing right in front
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of me. So I just introduced myself to him, say something.
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I said, you excuse me to goes with I know
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you just with your family. I don't want to interrupt,
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just want to say hello. So I did. And then
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never in a million years what I imagined that, you know,
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that was like twenty eleven. So fast forward for twenty
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nineteen that I am invited to join his prestigious organization
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because Sally Heblson, our dear friend. Oh, she suggested that
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I be a part of it and made the recommendation,
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and I just you talk. There's not many times you,
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I guess maybe just feeling just truly humbled and truly
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like are you sure you got the right guy right? Right?
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Are you right?
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So that was my exposure to Marshall. And of course
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what makes Marshall so beautiful is not just his body
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of work and his wisdom that he has put out
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into the world. But here's someone who can do anything
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he wants to do, and he has made his mission
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to take people like yourself and me and put us
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in this community and teach us everything he knows. Really
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and you know, so I made a comment with her.
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They said, man, how much are you paying to be
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in that? I said, you know what, I've belonged to
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a lot of membership. I have a lot of memberships.
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This is one I would absolutely pay for that. He
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doesn't charge us anything, No, he doesn't. Yeah, And so
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you know, we are tasked with doing as he has done,
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whether he's teaching us and giving us that. We have
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our givebacks right where we reciprocate and we give to others.
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And so you and I are both pouring ourselves out
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to other people or organizations, doing our part to make
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the world a better place and harmony with his mission
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and his life's work.
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Yeah, yeah, I mean he's really I will have to
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tell you I've known Marshall thirty some years and he
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really helped put my career on the map because I'm
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the one that brought coaching into ge and we never
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did that before.
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And I brought it was way before you.
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It was like nineteen ninety five or something like that,
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and brought Marshall in and he was a hit, so
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wireless to say, yours truly became a hit too, you know,
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for that period of time anyway, it was, it was
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really very good. So Eddie, what three things do you
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want people to know about you? And why should somebody
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reach out to you for support and help in coaching?
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People come to me for helping coaching, and the organizations
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that I've partnered with who put me on their coaching
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bench to support their corporations when they want to coach
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who is not going to try to make them a
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carbon copy of someone else, and they want to coach
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that has a breath of experience, not just with a
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certain tier of leaders. They said, well, what industry do
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you coach? Have I had to do an evaluation the
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other day. I literally have coached in every every but
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in this particular organization their list, I had coached in
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every sector, so I am not sector specific. I have
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coached at different tiers. I love coaching at universities. I
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love investing in the future leaders, leaders who are just
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learning leadership before they've got those bad habits later on, right, right,
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So emerging leaders in the truest sense. And also those
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senior leaders. I love working with senior leaders and helping
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them have aha moments from clients in biotech and one
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senior leader was leading a six billion dollar portfolio and
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just seeing the challenges they face and then to see
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the scales fall off. Brilliant successful people. And as we
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often say, you don't really need to teaching anything, right,
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you know how to be great, but you need that
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person who's going to believe in you and just stand
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there and be that guide on the side and help
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you see into the corners. So perhaps you haven't looked
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at in a while. So anyone who wants to develop
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as a leader, anyone who like any core any athlete
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on the field, recognizes they still need a coach even
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though they are great, they meet that person that's going
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to help them develop in private, bringing university to them
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if you will. That's who I work with. Those who
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want to accelerate their performance and drive impact.
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Wow.
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So what one additional thought you made me, But so
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what do you see as the biggest leadership blind spots
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that you come across really successful people.
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It still surprises me how many leaders at all levels
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suffer from a from what's been termed the impost experience. Right,
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some really don't see fully their greatness, see fully their
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their value, even though they've accomplished a lot and set
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at very high levels in an organization. Aside from that,
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I would probably say that sometimes not understanding that even
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though you have achieved at a high level, you need
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to continue to grow, continue to invest in yourself in
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leadership development. Leadership development is not on one and done.
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It is a continuous exercise that leaders must engage in,
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just as we need to do in our physical bodies.
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Yeah, I mean it's it's never you're so right.
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Leadership learning that's a lifelong event. And I always say
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to myself it's really about understanding yourself and being able
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to pull back the covers and face into the things
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that you the collective you may need to change and
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be willing to listen to it and to and to
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change and adapt to the different different times. It's the
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different times, absolutely different times. So Eddie, one final thought
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that you want to give to people.
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Well, in the words of the show that I run,
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it's this concept that you're always leading, or should be leading.
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You should never stop. It's continuous. So I always say,
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keep leading.
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Keep keep leading. And how do people get a hold
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of you, Eddie?
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Ask dot uh you're.
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A coach par excellence. Say that again. I talked over you.
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No worries, ask Eddie Turner dot com.
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Ask Eddie Turner dot com. Well, thank you so much, Eddie.
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I really appreciate you being on the show.
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I love you. You know that.
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I mean, we've had some great professional experiences together and
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I look forward to seeing you at the next event.
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I look forward to seeing you too. Much love. Thank
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you for having me much.
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Love, Bye, bye Eddie. We'll see you. Thanks.
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Listen every week at talk for Radio. Thank you for
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joining my show, and we'll see you next week.
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Bye.
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Yeah
