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The Learning Leader Show With Ryan Hawk

The Learning Leader Show With Ryan Hawk

Di: Ryan Hawk
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As Kobe Bryant once said, "There is power in understanding the journey of others to help create your own." That's why the Learning Leader Show exists—to understand the journeys of other leaders so that we can better understand our own. This show is full of learnings taught by world-class leaders—personal stories of successes, failures, and lessons learned along the way. Our guests come from diverse backgrounds—CEOs of multi-billion dollar companies, best-selling authors, Navy SEALs, and professional athletes. My role in this endeavor is to talk to the most thoughtful, accomplished, and intentional leaders in the world so that we can learn from them as we each create our own journeys.Learning Leader LLC 062554 Economia Gestione e leadership Management Ricerca del lavoro Successo personale
Episodi
  • 710: Ravi Gupta - The Anti-Dabbler's Guide to Mastering One New Skill Every Year, Why Presence Isn't Enough, Bourdain's Masterclass in Humility, and Pairing Reasonable Goals With Delusional Ones

    710: Ravi Gupta - The Anti-Dabbler's Guide to Mastering One New Skill Every Year, Why Presence Isn't Enough, Bourdain's Masterclass in Humility, and Pairing Reasonable Goals With Delusional Ones
    Oct 11 2026
    The Learning Leader Show with Ryan Hawk www.LearningLeader.com New Book - The Price of Becoming www.LearningLeader.com/Becoming Connect with me on socials Twitter/X - @RyanHawk12 Instagram - @RyanHawk12 Join 10's of thousands of leaders, subscribe to Mindful Monday My guest: Ravi Gupta is the founder of RePublic Schools, whose flagship Nashville schools became the first in Tennessee to rank in the top 5% statewide for both growth and achievement. He co-founded Arena, which trained more than 7,000 political staffers, worked on the first Obama campaign, and wrote speeches for UN Ambassador Susan Rice. Today he runs The Branch, a media company fighting polarization. His new book is The Invisible List: One Passion a Year, Every Year. Key Learnings One new passion a year, every year. When Ravi left his job running schools, he decided to treat every year like a school year with himself as the only student. He's done it for seven years. Surfing, tennis, screenwriting, a novel, Italian cooking. Be an anti-dabbler. The seductive version is a little boxing, a little salsa dancing, a little cooking. You get fifteen years of sampling and none of the skill. Pick the thing, commit to the year, see it through even if you come to regret the pick. The rule that makes it work: no new thing midyear. You can maintain old passions. You cannot start a new one. He broke his own rule and learned why it exists. Bored one day and avoiding his cooking, Ravi walked into a Muay Thai gym on his corner. He loved the class, walked out, and told himself it was off the table until January 1. The pull wasn't interest. It was the rush of early wins, and that rush is the most convincing form of procrastination there is. Trying something and quitting can be worse than never trying. Once you've tasted it, you start seeing it everywhere, and you replay the version of your life where you stuck with it. Pair a reasonable goal with a delusional one. Ravi almost always hits the reasonable one. He almost never hits the unreasonable one right away, but he often gets there eventually. The pairing is the point. Tim Ferriss's observation on why that works: there's less competition for big crazy goals, because so few people think that way anymore. December is the meta-learning month. Thanksgiving to New Year's, Ravi wraps up the current year and pulls together the next one: the books, the experts, the sequence, what it actually means to be great at the thing. Don't start researching it in August. He has next year's candidates in his head by late summer, but he refuses to buy books or line up coaches until December. Planning next year's passion is an elaborate way to avoid this year's. Output goals need a skill set attached. Example: hiking an outrageous number of national parks. Ravi's counter: keep the output goal, but build the skills underneath it. Pitching a tent, starting a fire, navigation, survival prep. Then the year leaves you with something beyond a number. Each year becomes a chapter. 2020: surfing. 2021: tennis. Childhood is memorable because it's divided into grades with names attached. Adult years blur into one undifferentiated stretch, and Ravi thinks that blur is part of why people get depressed looking backward and forward. The reframe on aging: turning 50 in seven years is only grim if those are seven blank years. Seven more passions is a different sentence entirely. Join an accountability group. The Invisible Posse is a group of readers all pursuing their own skills at the same time, at readinvisiblelist.com. New challenge every two weeks, a leaderboard, points for doing the work. The list is a solo project. The accountability isn't. Do the thing publicly in the first two weeks. The group's first challenge was to do your new skill in front of people immediately. The winner was a man learning to sing who sat his cousins down on vacation and performed a whole song. Once you're past being judged, you're doing it instead of planning it. The second challenge is the one most people skip: get feedback from someone who actually knows how to do it, then do it again. Protecting your time is on you. From Neil Strauss, in a writing group Ravi joined during his writing year: "It's nobody's responsibility but your own to protect your time." The complaint that nobody respects your boundaries is a complaint about your own boundaries. Which means the conversation has to be explicit. You take Saturday, I take Sunday. One of us has mornings. I've carved out 45 minutes and you know about it. Writing is especially hard to defend because it doesn't look like work. Treat your session time like a flight. Strauss again, this time on writer's block. Nobody waits to feel motivated before going to the airport. You wake up early, sit in the security line, get wedged next to someone taking up too much room, and you never treat any of it as optional. Put the sessions on your calendar and defend them the same way, whatever your thing is. The question that ended ...
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    1 ora e 3 min
  • 709: Vanessa Van Edwards - How to Connect with Anyone, Master Small Talk, and Ask the 9 Power Questions That Deepen Every Relationship

    709: Vanessa Van Edwards - How to Connect with Anyone, Master Small Talk, and Ask the 9 Power Questions That Deepen Every Relationship
    Oct 4 2026
    The Learning Leader Show with Ryan Hawk www.LearningLeader.com New Book: The Price of Becoming www.LearningLeader.com/Becoming Connect with me on X: @RyanHawk12 Instagram: @RyanHawk12 LinkedIn - Ryan Hawk Receive "Mindful Monday" (free) This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My Guest: Vanessa Van Edwards is a behavioral researcher, Harvard instructor, and founder of Science of People. Her books Captivate and Cues have been translated into 18 languages, and her work reached more than 300 million people last year. Her new book is Conversation: How to Connect with Anyone and Make Every Interaction Count. Key Learnings Small talk is required for big talk. You can't skip it. You can do it better. Conversation is a skill with micro skills underneath it, and small talk is one chapter. Two traps make small talk painful. Autopilot (asking questions without actually connecting) and going for facts instead of stories. Awe is the best small talk ingredient. "Wow, that's amazing," or "What is that?" Positive awe is wow. Negative awe is compassion: "Everything okay? Can I help?" Both solicit stories. Both work only if you mean it. Awe beats a compliment. A compliment lands. Being visibly wowed by something invites the story behind it. Be story ready. When someone asks how you are, don't hand back good, fine, busy. Have something loaded: "Today the craziest thing happened." You break the script with your answer before anyone has to break it with a question. Flip your questions into story hunters. Not "how are you" but "What's been good?" or "Tell me something good." Slight change, big shift toward optimism. Or check in on something specific from before. "I noticed you dedicated the book to your daughters. How old are they now?" The update question does the work that the generic one can't. Katie Couric never asks "what do you do?" She asks "What do you like to do?" Vanessa found it in Couric's memoir. One-word swaps have major potential. Turn small talk into a treasure hunt. Everyone has gold. You don't know what it is yet. Your job is to ask the questions that find it. Treasure hunting also kills the awkwardness. Vanessa calls herself a recovering awkward person. Her problem for years was that her goal in conversation was to be impressive. No good conversation comes from that. Curiosity has to be innate. Vanessa thinks nearly everything is teachable. Not this. If you aren't actually curious about the person, the techniques will read as manipulative, and eventually you get found out. The rule on using someone's name: if you're already thinking about it, use it. If you're not thinking about it, don't. That's the whole test. Three levels of connection, and you have to go in order. From Dr. Dan McAdams. Level one is general traits: occupation, hometown, family status. Level two is personal concerns: goals, motivations, values, what drives and worries someone. Level three is self-narrative. Put your work relationships in level two. That's the practical instruction. Most people stall at level one and assume level two isn't work-appropriate. It is, and conversations get more engaged, collaborative, and productive once you're there. Level three is about frames, not facts. Two people can have identical facts and completely different stories about what those facts mean. Self-narratives are self-creating. People who see themselves as lucky approach the world as lucky people. They spot more opportunities, think more laterally, and create more surface area for good things. Unlucky people do the same thing in reverse. Narratives are editable. They're not Enneagram or Myers-Briggs. They shift, usually on an annual scale, most often through conversation with someone you trust. Journaling alone rarely does it. The five re-storying questions. Who am I now? Who do I want to be? How do I get from here to there? How do I make change stick? Who can help me? Be a loud liker. A friend asked Vanessa to assess a date named Tim. Her read: meh. Before she could say so, the friend told her Tim had loved her, thought she was fun, and bought all her books. Vanessa's opinion of Tim reversed on the spot. She was embarrassed by how fast. The lesson from Tim: when someone clearly likes you, you feel at ease, you feel more likable, and you like them back. Very few of our impressions of people are fixed. You can't like too loudly if it's authentic. Vanessa's hot take. Gushing is fine. The only failure mode is inauthenticity, or liking so loudly you prevent the conversation from happening. Warmth, then competence. Susan Fiske's research, quoted directly: "Competence without warmth leaves people feeling suspicious." Leading with data and numbers reads like you're hiding something. Warmth is the lubricant that lets people accept your ...
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    53 min
  • 708: Danny Meyer - How You Make People Feel: The Founder of Shake Shack & Union Square Hospitality Group on Culture as Soil, the 49/51 Hiring Formula, and Leading With Generosity

    708: Danny Meyer - How You Make People Feel: The Founder of Shake Shack & Union Square Hospitality Group on Culture as Soil, the 49/51 Hiring Formula, and Leading With Generosity
    Sep 27 2026
    The Learning Leader Show with Ryan Hawk www.LearningLeader.com My new book, The Price of Becoming, is a USA Today, LA Times, Success Magazine, and Publishers Weekly bestseller! I think you'll find it useful. Connect with me on Twitter/X: @RyanHawk12 Instagram: @RyanHawk12 Sign up for Mindful Monday (it's free): This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My guest: Danny Meyer is the founder of Union Square Hospitality Group and one of the most influential restaurateurs of his generation. He built New York landmarks like Union Square Cafe and Gramercy Tavern, and Shake Shack... He's the author of the classic Setting the Table and the new What Could Possibly Go Right? Key Learnings "Business, like life, is all about how you make people feel. It's that simple and it's that hard." "Optimists and pessimists die the same way. They just live differently." Shimon Peres. Danny prefers to live as an optimist. Most people respond to hope. A few will come out of a dark closet hopping on a pogo stick and a few will walk on the shady side no matter what. Most people start the day intending to make it better than yesterday, and they'll follow someone who shows them how that could happen. A growing business needs funding and leadership. It also needs soil. Like a plant needs sun and water and still needs something to grow in. The soil is the culture, and it determines whether anything you plant actually grows. Be explicit about which behaviors you celebrate and which you won't tolerate. Then be relentlessly consistent about both. That's how culture survives you not being in the room. Everyone is watching who gets hired, promoted, and paid. Every time you compromise on either the skills or the character, you send a message that you didn't mean any of the words. Probably unwittingly, but you send it. Curiosity is the behavior Danny celebrates most. If you want a team that treats every day as a chance to be better than yesterday, someone has to actually wonder what could be done differently. Entrepreneurs are upsighted. Danny's word. They only see what's up, only see what could possibly go right, and they look at existing problems that would make the world better if solved. A bad salesperson answers questions you never asked. Danny remembers a shoe store that hauled out everything from the back room regardless of what he wanted. The only two questions that mattered were does it fit and do I like it. A great one gets into your shoes and asks what you'd want. Sometimes they help you get to the question you actually have. There's no job that doesn't benefit from good sales skills, and good writing skills. Entrepreneurial athleticism is the trait Danny looks for in every leader. Talent gets you in the door. Athleticism is dedicating yourself to train plus the mental and emotional mettle to find a way to win. Day one mentality. The day a restaurant opens, nothing is scratched, every door works, nothing is smudged, and you assume everyone might be a critic. Day one of year 10 should be better than the original, because you have ten years of learning. Without that, it only goes backwards. The hiring formula is 49 and 51. Forty-nine percent is how well he thinks you can do the job, which is mostly technical and different for every role. Fifty-one percent is who you are. That 51 percent is Hospitality Quotient. The composite of optimistic warmth, curious intelligence, determined work ethic, empathy, self-awareness, and integrity. Someone with a high HQ is happier themselves when they make someone else feel better. "Cooking a great piece of fish only gets you to the 49-yard line." You need all 100, and it isn't just the servers who need it. It's everybody. A high HQ is a liability in an interview. Danny sometimes has to park his own at the door, because his job isn't to make the candidate feel good. It's to assess how they'll make the staff and the guests feel. Never ask if someone is self-aware. They'll say yes. Ask instead: "What's the greatest misperception other people have about you?" You can't answer it without self-awareness, because you have to know both what you are and what you're projecting. When hiring a chef, Danny already knows they can cook. What he's testing is the feedback loop. Will they get defensive? Grateful? He may well be wrong in the feedback, and he still wants to know early what it's going to be like to lead this person. Caitlin took a reservation and saved a woman's life. She was getting a phone number when the caller's voice started halting. Caitlin sensed something was wrong, asked permission to call 911, and got the address. It was a hemorrhagic stroke. The woman survived and had to relearn how to speak. Caitlin was so moved that she went back to school to become a speech therapist for ...
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    54 min
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