537: 3 Ways Coaching CEOs Can Influence Company Culture w/ Cecilia Landholt

ABOUT THIS EPISODE

In this episode we talk to Cecilia Landholt, Executive Coach and Culture Advisor for growing startups.

A relationship with the right referralpartner could be a game changer for any B to be company. So what if you couldreverse engineer these relationships at a moment's notice, start a podcastinvite potential referral partners to be guess on your show and grow yourreferral network faster than ever learn more at sweetfish media dotcom, you're, listening to the BETAB growthshow a podcast dedicated to helpig bee to be executive, achieve explosivegrowth, whether you're looking for techniques and strategies or tools andresources. You've come to the right place, I'm James Carburry and I'mJonathan Green. Let's get into the show. Welcome back to the bee to be growthshow today we are joined by Cecilia Land Hole. Cecilia is an executivecoach and she's. A culture advisor for growing startups CECELIA welcomed theshell thanks, Toin te thin it's great to be chatting with you. It's apleasure to have you on the show. You actually m came highly recommended fromsomeone that we'd featured on the show. I mean Gosh. It's got to be over a yearago, but Chancanderston we work with him, he's a fantastic guy and reallygrateful for him to b. You know putting us in touch with you to talk abouttoday. This idea that CEO and executive coaching can really affect companyculture on a deeper level than just the programs and processes m. You know itgoes much deeper than that and I'm excited to get into today's topic, butbefore we do Sicil, maybe you can tell our listeners a little about sort ofwhat you've been upt to these days. Yeah, of course I'm. So I work directlywith sort of CE OS and um other executives as well, but mostly sort ofCEOS. I've been in the sort of space since two thousand and ten and Istarted studying culture and very very long time ago and after I started iterating it anddoing different programs and processes...

...and and helping start up scrow. Irealized that working the CEOS actually had the biggest return on culture, andnow today I get to work with them directly to work through their beliefs,their identity and kind of coach them. In a way that isn't just let's make itto dolest, let's make you know your dreamlist and figure out how we getfrom ATOB. It's a lot deeper than that Um, it's more around the world of Hey.What actually caused you to make that decision. What let you know to makethat decision and is that r those decisions that you want to be making isthat the experience you want to be having and seeing how that has impactedcompany culture has been really eyeopening and Super Fun and yeah thatthat's kind of what what I've been doing for the last couple of years,pervect and w you know Y, you just imangine, you know it's been eyeopening and fun, but you also said before we even started recording todaythat you are, I mean y 're, you're sort of living, your dream job, and I thinkI et that so incredible and encouraging, and it also you ow the people that areso passionete about what they're doing I mean they definitely bring Um a levelof expertise, a level of enthusiasm to you know what they do. So that's one ofthe reasons I'm so excited to sort of tappen TA. You youare expertise today.So, like you said it, this can go the CEO, the executive, coaching and,as it relates to company culture I mean it. Can it can run deeper than thebasic programs and processes that people may think of going through? Heashions you know wh. Where are we going to start think today? We we're going tostart with sort of about how that relates to the the structure of theunwritten rules of company culture, yeah, so m. You know a lot of CS thatI've talked to before, and I've talked to C s, to Oure Twenty Six and in theirthirties and in their forties, Um somewheere in their fifties, and it's really fascinating, because somecos don't realize when they walk into...

...the office that Bibe they give off orthe energy they give off, and I know that sometimes that can be a taboo kindof thing to say that you know it's that that attitude and this belief systemsreally structure. What's going on with company culture, when you have valuesthat are written down, but the CE O is acting in a completely different way.The way the CEO is acting is going to shine through with the values and thosewritten values that are on the wall are going to be meaningless unless the CEOis actually really committed to those values and it's their values as well,so those patterning and values are, are you know they come through in so manydifferent ways and Um being on an executive team when I was doing peopleoperations and and company culture work was really interesting, because youknow you're talking to a flue of different people and you're watchingthem say: okay, yes, we're going to do this. No we're not going to do this andthey have to collectively decide as a group, but as t e CEO, you hold thatweight and you see how these differentleadership siles shine through. So some CEOS and start at founders. They don'treally realize how theyre how their leadership syls influence. Not just youknow the executive team or this decision, but how it includesinfluences n. The entire group, how that decision then infects the CRO andthe VP of engineering and the design and this and that and then how thosedecisions trickle down. So it's an I say, unwritten rules ofcompany culture, because you know we see day to day how the how values areposted on the wall and I'm sure lots of people work at companies and they seethose values and those values aren't being lived out at all and um othercompanies. You see values written on the wall and you see them lived out.You know through the decisions through you know, you see it at the companyBarbecuand, you see it at the at the board, meeting Um and s O and when yousee those differences, it really all all goes back to the CEO and or o'erthe founders sometimes they're...

...different people, so I always say C, Eoand and or sort of founder MHM yeah. I mean- and it's interesting that you hadmentioned that sometimes there can be this. This disconnactor disparig between thewritten rules of company culture and and what's actually being put intopractice. Do you have any pieces of advice interms of assessing whether there is a disconact?I mean it? It definitely. You know, I guess you can even start with the bestintentions or or think one thing of yourself and the way that you that youlead your team or you approach business and then, but in in practice you knowit doesn't it doesn't mapt to the same place or in practice over the years,you've you've started to stray, and you know, maybe that's not even a bad thing,maybe maybe o know there is a time to adjust. Tod Look at well d. The currentrills still reflect you know my my current values exactly yeah and Iactually always tell CEOS that that Um, you know, even when values are on thewall, that doesn't mean ther permanent rate like as we goup through the years.Our values that we had when we were seventeen are probably a lot differentthan they are today right. So iterating constantly looking at those values asthat, the same value that we had five years ago sure is that a value that wewant to keep having? Maybe not and Um actually that self awareness is reallyreally helpful because some people have these values on the wall and they'vebeen there for you know ten years and it's like no, you guys aren't athirteen person company working in you know two rooms in a basement anymore.You guys are a hundred people and things are bustling, maybe it's time toreiterate those values Um and they kindof. Sometimes people give me that,like what do you mean face and and Wellhey like you're operating at adifferent level now and how great is...

...that would celebrate that success inyou know changing values or or iterating them isn't a bad thing.Necessarily it's. How are you operating now? How are you a different person nowand and let' celebrate that and and make sure that the actual values umthat are shining through or actually on the wall for everyone else to see h y?That makes a lot of sense. So, let's move on to sort of this second point:aout founders, ce O's, executives and and becoming self aware, I'm interestedin this yeah, so Um. One thing I realizedbecause I used to do Um Gosh. I would start onboarding programs and do andhelp companies put together survey, ses sems and it was really interesting. Umdoing this type of work and having groups get super involved in it, but ifthe CEO wasn't behind it or the sea, I was like yeah, okay, thiswill behelpful, we'll see it really wouldn't take off, and I realize that workingdirectly with a CEO on coaching got a much higher return because they startedseeing Oh wow, like I am anxious with this, so I do get really short temberedwith this or I might work too late and now everyone's working too late on aFriday type of deal, and I realized the more they became self aware, the morethey realize their little ticks or they're patterning or their belief.Sesens, then that sorted to influence the rest of the group so and then theyalso got to decide. Okay, do you want to keep doing this? Is this somethingthat you has been going on for so many years that you don't know any other wayand to work? But is this exactly what you want m? My first question ofclients is Iwas. What would you like? What would you like your experience tobe because we can decide at any point what we would like our experience to be,and then we can move forward from there.How do we shape that? How do we reach for that? Because you can't reach forwhat you don't know that you want, and so we have to map all that out and alot of c e Os know that they want to...

...get to the next point or they wanta.You know, get this peedback and when we start working together they startrealizing. Oh okay, like I talk to my c Eo like this, but I talk to my cro likethis, and I talk to my bp of engineering like this, and now I seewhre, where there's all this discrepancy and dissennants and thingslike that, and they can actually start putting the puzzlepieces together,which is Super Super Fun to watch with clients. U It's one of my favoritethings to have them, come back after a few sessions and say: Oh yeah, I wastalking to my cofounder and it was totally different. I was having aconversation I would ae had three weeks ago and I would have been flying offthe rails, and this was just a fifteen minute conversation. We were able toget it done and move on to the next thing, because that's what I wanted, Iwanted to have a fifteen minute conversation get it done and move ontomy next thing, and you know I'm always high fiding people, so it' always a higfave moment yeah whenthat happened so Sicilia. I'm curious. I think this question kind of relatesto at least tangentially this idea of of becoming more self aware wha. Whatwould you say I is the: Is there a dividing line between maybe the thebeliefs and and way in which you live your life personally overlapse with howyou project your beliefs and company culture? Professionally I mean: Doesthere have to be two different things I mean? Is there? Can there be overlap?Can they can they be? One, and the same I mean I, I kind of grew up in this. Ifelt environment of okay, thereis R, there's your personal life and thenthere's your professional life and they don't necessarily overlap. But now Imean so much of our lives are online and and recorded and out thereand th and people are putting more of a premium on. You know. Oh there's, youknow, there's real people behind this company. It's not just a facelesscompany, if not B, to see or BTA B it's...

...you know. It's ptops people, Tho peopleput that out there. So I'm curious what your, what your thoughts are in termsof of that overlow yeah and I actually just think we are livinglife. You know when you hear about worklike balance. I I don't thinkthere's work life balance at all Um. I think there's just life and it's aboutit's a balancing act, a hundred percent of the time. So, regardless of whetheryou're at Work Yor at home, you're with your kids, you don't have any kidsyou're going for runs it's you're on a constant trying to figure out. Whatwould I like to do next and that's why I love the work that I do, because I'vehad some people reach Ou to me an they ere like? Well, I just want to work onthe workstuff. I don't need to talk about home life. I don't know to talkabout any of that and I end up telling them well hat we're going to talk aboutthat. I hate to break it to you, but Um. Ifyou had a shitty night asleep or a bad night, asleep I' sorry for swearing, then you know that might affect yourworkday and that's that's home life into work life. If you had a terribleday at the office yeah, maybe you can go home and play with the kids and andPu and leave it at the office. But then you tha that terrible day at the officeis still going to be there tomorrow so again for me working with clients. Thatgoes back to what would you like your experience to be somedays? I work withclins and all we do is we just talk about home life and then the nextsession that, because we talked about home life and we were able to tackle,stresses and anxieties, or I want to make sure that I'm home at six o'clockand playing with my kids and leaving work at work, which I know is importantto a lot of people, then that comes back and actually affects work becauseyou are well rested. You pleayed, with your kids last night, you left work atwork and now you're back at work and being a hundred percent. So yeah, Idon't think, there's any overlap. I...

...think it's just life being life and usin a constant. Sometimes it's a battle and a struggle to balance it all out,and sometimes it's a really fun game. Sometimes it's turning on music and having a lot of dancers and you get todo it all and how exciting is that, while Danse moves and higfogs yeah,that's how I like to live my life. So, let's Sicilias talk about this thirdpoint, then Um this idea and then perspectives and attitudes outside ofthe one that the founder ce o executive is braining to the table. Yeah M. Sothis whole self awareness with CEOS is really cool because it allows them toguide conversations. They end up being more proactive, so they are looking atthe chestboard in a different way is what I usually say you know, instead ofjust feeling like I have to make the next move, they can turn the table andlook at it above and below and kind of see where they want to move next, andthat actually gives everybody else. The opportunity to sort doing the samething, which is really cool to watch too people start taking the que and they start gettingmeperspectives and new attitudes, and then they end up getting to be in amore proactive culture instead of this reactive culture, where this is how itis well. This is what the C Eo said in this isn't going to change, and I knowso many people who have said that in company culture- and I worked in startups, where we're trying to do great things and get this process going andit'll improve everybody else. But you know at the end of the day of the C esSas now and then well. This is how it is and again getting thatself awareness andunderstanding your patterning, your Beliefo, sem why it is the way it isallows for that to trickle down to everybody else, so they can be moreproactive, so they can have that freedom to get created and think aboutproblems in a different way that they...

...might not have thought of beforeinstead of well. I have to think about it the way the c Ois thinking about it'cause. That's the only way I'm going to get this approved, which reallystarts getting very, very, very limiting, and when you get out of thatmindset, when you actually get to say hey, I think this is a great ideabecause of the experience I had because of the amount of time I've put intothis and the CE onoas like okay. I might not love this idea, but I wan to believe in someone beingproactive in being creative in xwaz whatever it is, it makes for it makes room for just alot more opportunity for companies to grow and then again, at the end of theday, totally effect company culture, which is you know. I said before I wasliving my dream job. I work with CES to help company cultures, thrive, Um,migaels, to make sure that everyone's really happy where they weren't,because we're we're working a lot these days and people don't work at Ninetofive anymore. They get up it for and go for a run and start work at five andmaybe take a break for lunch and they're working till nine and even shadwas selling me about his twelve hour days, but he loves his work. He loveswhat he does and when people can love what they do, they can do beautiful,amazing things, and that is ultimately my goal by working with COS andexecutives to make sure that they're self aware that they are, they knowtheir beliefs. They know what's going on so that they can have a way moreproactive, exciting, thriving company culture. Well and it's a beautiful goalI mean and who, who wouldn't want to enhance their workplace where they, where theyspend so many of their waking hours. Like you said, people are not working alot of traditional Ninefuns, I knows Ho not anymore so CACELIA. This has beensome fantastic content. I really do appreciate you coming on sharing yourexprotise with our listeners if any of our listeners are interested inconnecting with you. After today's...

...episode learning a little bit moreabout the content, we talked about learning a little bit more about howyou work. What's the best way for them to go about, doing, Lintoln is actuallythe best way to reach me at the moment. Um Sicilia landhold, Lington Um, I'mthere I'm on it, and if you write me a little note and let me know who you are,that's literally the best way to get in touch with me. Thank you so much again for fortakingyour time in your schedule is a pleasure having you on the Showa Yeah.Thank you so much oung it than I really appreciate it. If you're be to be marketer, we want tofeature you on sits like Poffinton, post, social media Exama and chiefMarke. Every week we send down a question related to B to De Marketing.We use the responses to those questions to fuel the content. We write forreally popular websites en over to sweetfish mediad, tcom, backlash,questions and sign up today. Thank you so much for listening until next time.

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