SUMMARY

A quick survey of Jo Saxton’s life would tell you that she is deeply passionate about developing leaders. Whether it’s through speaking, her leadership of the Ezer Collective and Bethel University’s “The 25,” her podcast or her books, her mission is easy to see. Fresh off the stage at the 2024 Global Leadership Summit, she sat down with Jason Jaggard to talk about her work, and shared wisdom on what young leaders bring to the workplace and how seasoned leaders can engage this emerging generation.

IN THIS EPISODE

00:00 Introduction.

03:30 “The 25,” why it’s so important, and how Jo came to be involved.

05:45 How can established leaders can invest in developing leaders?

07:15 Understanding “unconscious competencies.”

10:30 What are some of the strengths and weaknesses of this new generation of leaders?

17:45 Finding authenticity in a world of AI and “deep fakes.”

20:15 What is “workplace betrayal,” and how can you navigate it?

27:00 Mistakes people make when they are betrayed that can make the situation worse.

32:00 Some of Jo’s current self-care practices.

34:30 Comments and Takeaways.

LISTEN

Apple Podcasts | Spotify | YouTube

STANDOUTS AND TAKEAWAYS

• It’s not enough to graduate with good grades; over 80% of jobs are found through networks.

• An entire community can benefit when established leaders invest in the next generation.

• Proximity is an easy place to start investing in emerging leaders.

• An unconscious competency is simply something that you don’t know that you know, usually because you’ve been living it.

• Our unconscious competencies usually emerge through questions.

• The emerging generation of leaders has been through a lot, and we probably don’t even know all of how they’ve been affected.

• One of the qualities that marks the next generation is “intermittent confidence.”

• One of the ways to connect with younger generations is to invite curiosity.

• The definition and understanding of “authenticity” differs across generations.

• The best way to recognize a counterfeit is to know the real thing, and established leaders can help younger people learn to identify what’s real (for them) through conversation.

• You can say, “I don’t like that,” but if you don’t know why you don’t like it, there’s a conversation (not a lecture) that needs to happen.

• Don’t ask questions just so you can give an answer.

• Workplace betrayal can include people stealing your ideas, being undermined by your leader or being tokenized.

• Even when you feel the pressure to deliver something, don’t underestimate the impact of workplace betrayal.

• You don’t actually lose anything by celebrating an idea that someone else brings to the table; you become the person who collaborates, and who can spot talent/good ideas.

• If you don’t know where an idea comes from, just be honest and say, “I don’t know.”

• When you are betrayed, watch what happens with your bitterness.

• Don’t let self-care get in the way of self-improvement.