S4:E40AI RECAP 🎙️LIVE with Ron Higgs

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Welcome to the Leadership and Success Podcast with your host, Coach BZ. If you need to develop into a better leader, this podcast is for you. If you want to achieve a greater level of success, this podcast is for you. His mentor, Dr. John C. Maxwell, said it best: everything rises and falls on leadership. We hope to inspire you today and provide you with an insight that has the potential to positively impact the trajectory of your life. Welcome to the Leadership and Success Podcast.

Imagine gaining the leadership skills that could redefine your career. Join Coach BZ on the Leadership and Success Podcast, where each episode delivers practical insights from world-class speakers, military leaders, and industry experts. We dive deep into what matters most. Building resilient teams, leading through uncertainty, and navigating complexity with clarity and confidence. Every conversation is crafted for aspiring leaders like you who are ready to grow, lead, and make a lasting impact. Don't miss our powerful live sessions and recent highlights. Michelle Hayward on building diverse, high-performing technical teams. Anne Leslie on leading through global complexity and cybersecurity risk. Ron Carpenter, AI exploring faith, resilience, and AI-powered leadership. Colonel Michelle G.I. Gardner, INS, on commanding influence from the battlefield to the boardroom. Chris Robinson on shifting from drift to drive in life and leadership. And Coach Enrique Acosta Gonzalez on mentorship, legacy, and heart-centered leadership. Ready to level up your leadership journey? Tune in on Spotify, Apple, Audible Podcasts, YouTube Live, and LinkedIn Live. Join the movement toward leadership excellence. Listen now and start transforming your success.

Leadership isn't just about climbing the ladder. It's about transforming yourself and those around you. That's exactly what my next guest, Ron Higgs, is all about. Ron is a Navy veteran, former naval flight officer, and now an executive coach helping engineers become impactful leaders. From the cockpit to the boardroom, his journey is packed with lessons on emotional intelligence, strategic thinking, and leading with purpose. Join me live for Season 4, Episode 40 of the Leadership Success Podcast, Tuesday, July 29th, 11 AM Pacific, right here on LinkedIn. Drop your questions in the comments and be part of the conversation. Leadership and Success Podcast with Coach BZ, where military precision meets executive excellence.

Have a plan, execute that plan, but be ready when things don't go according to plan, right? And so the more of those things you understand, if you understand the mission, you understand your priorities, right? You understand your plan. When things sort of go off the rails, you know, and if you understand that mission and you have those priorities, I think you can, you know, you can, you can work your way through it. And then in that book, I talked about how I kind of used how I think like an aviator, both kind of in the business world and in my real life too, because there are a lot of people who get paralyzed when things don't go according to plan. Right. And then if you, if you go with the intent, it's like something's going to go off the rails. I just need to be ready for it at any time. We spent a lot of time talking about emergencies.

Success, because if I understand correctly, uh, you went through the Naval Academy and you retired as a, uh, Lieutenant Commander, which is pretty awesome. And then you got in, into the civilian work and now you, you have your own consulting firm. What, what do you think make you so successful?

Um, curiosity and love of learning. I think a combination of both. As someone who's 17 years old, boom, right, the Naval Academy prep school, Naval Academy, and then a career in the military. I mean, I was 41 years old before I had a job in corporate America, right? And so there's that innate curiosity about when I got to corporate America, well, how do things work here? How do people like startups? How do people start businesses, nonprofits? How does that work? So there's all sorts of curiosities I had about different things. And I stayed in aerospace and defense after I got out because it was safe. And then I got to the point, like, if I stay here much longer, I won't be— I'll be too old to really go anyplace else and do anything else. So I'm gonna just leave.

And I Why?

In terms of leadership, every human being is motivated by different things. You have no idea what motivates that person until you actually create a relationship with them. Right? So that, again, is learning how to create relationships. And I think the key is genuine curiosity about other human beings. We all have stories, we all have those experiences. I guarantee you every conversation I've had with any human being has ended in a, wow, that story is great, whatever their story is, or something that they've done, something they've achieved, something that they've worked through, something that they've beat, things like that. But it has to be a genuine curiosity. And I'll tell you a quick story. I had someone who worked for me, who I had worked with at some point. Then that person ended up working for me, didn't necessarily get along well with that person, sort of tolerated each other and worked. When that person came to work for me, I took the time to get to know that person. And it completely changed my perspective because of listening to the story, listening to that they've been through. And I'll, I'll leave you with this. Everyone you meet is fighting a battle that you know nothing about.

That's true. That is true.

Approach it with that mindset, in terms of leadership and genuine curiosity about them. I think that that's the key to networking and getting to know people. And even with all of these networking events and things like that, you don't have to go around and meet everybody in the room, you know, one good relationship.

Yes.

And you know, a handful or 10 superficial relationships.

That's powerful because that could definitely change your life or an amazing opportunity could come out of it. But yeah, when you talk about really truly caring, everybody has met the boss who's like, hey, how are you doing? How was your weekend? Okay, whatever. Go back to work. I mean, this is, it's like they don't care about what you say. You could have even almost died on the weekend. They absolutely don't care. You are here. You have to work. This is what we need to do. But then you see those uncommon leaders, like in my Navy experience, quite a few of them, especially The women who led me where they really, really truly care about you and they make you want to go like 110%.

I know.

Yeah. Welcome to our podcast conversation. Today we're diving into the journey from cockpit to coaching, where military precision meets executive leadership.

Absolutely. It's such an exciting topic. Transforming technical engineers into emotionally intelligent, people-focused leaders.

Right?

And it all begins with a foundation of mission clarity. You know, from the days of the Naval Academy, where every launch and every maneuver was tied directly to defending a vital mission, to the corporate world where so many organizations float vague mission statements up on the wall.

Mm, yeah. So what do you think it means for a team when they truly understand that mission?

Well, it's non-negotiable. When every individual can articulate why they're doing what they're doing in one simple sentence, it aligns work and creates unity. It's like, um, when you're flying, every control and every decision directly contributes to a critical purpose.

Right, exactly. That clarity is something many tech companies struggle with today, isn't it?

Yes, exactly. And to add, there's this powerful lesson about feedback. In the military, feedback isn't a personal attack at all. It's the lifeblood that keeps you sharp. You learn by debriefing, even when things went well, because there's always room to improve.

But isn't there a tension sometimes in corporate settings where people fear feedback because it might hurt their ego or jeopardize their status?

Absolutely. And that difference is so stark. In a Navy unit, the stakes are literally life and death, so everyone is eager for honest critique to improve and maintain trust. In contrast, corporate environments often shy away from it, fearing political fallout.

Mm-hmm. Very valid point.

And speaking of trust, there's this really transformative moment when a leader learns to delegate. I mean, imagine leaving an engineer in charge during your vacation and watching them step up to make decisions. That moment of empowerment not only challenges the leader's need to control, but it builds the team's confidence.

Right, exactly. I think sometimes, though, there's a hesitation among technical leaders in letting go because they fear losing their technical edge. What's your take on that?

Oh, definitely. Engineers by nature love the certainty of technical problems. Plug in a formula and get the same answer every time. But leadership, oh, it's messy. It's human. You have to shift from being the expert to enabling others. It's like, um, you trust them to do it in a different way. And sometimes that is unsettling.

Yeah, I totally get that. But isn't that shift exactly where the magic happens? The transformation from merely solving problems to inspiring solutions through others.

Exactly. And that brings us to emotional intelligence. Interestingly, many leaders learn about emotional intelligence the hard way, by suffering under poor leadership. When you experience a leader who makes you feel undervalued, you start to become hyper-aware of how you treat people.

Mm-hmm. That's so spot on.

Ron Higgs, for example, discovered his own emotional intelligence not from great leaders, but from the mistakes made by bad ones. He learned to be in tune with his team's feelings because, well, he knew how negative leadership felt.

I appreciate that perspective. It's sort of like learning to walk by watching others stumble and then saying, I'm not going to do that.

Exactly. And as leadership evolves, There's also that critical mindset shift from being a technical expert to a people leader. That's probably the most challenging part for many engineers. You're moving from doing the work to guiding others in doing the work, and that requires a fundamental change in self-identity.

Yeah, absolutely. Now, I've heard some critics argue that this shift from technical to managerial might dilute an engineer's value. What's your view on that?

Hmm, well, I'd respectfully challenge that. In my opinion, the true value of leadership isn't in holding on to technical mastery forever. It's about magnifying impact. When you empower others, you multiply potential. Sure, it feels like you're giving up control, but, um, you're actually liberating the whole team's creativity.

Yeah, that's a refreshing way to see it. And it seems Ron's model really revolves around asking questions rather than providing answers, right?

Yes, exactly. Instead of micromanaging, he coaches with questions. It's a technique that helps engineers figure out solutions on their own. It transforms dependency into independence. When you ask, "What would you do in this situation?" you're effectively guiding them to learn from both their mistakes and successes.

That's really empowering.

It's like when you leave someone in charge, you might say, "Hey, if this happens, what's your plan?" And the learning happens naturally from that exercise.

That makes a lot of sense. And on top of that, Ron emphasizes the importance of continuous learning and curiosity, even outside your field. In today's rapidly evolving tech world, staying curious is almost a survival skill.

Right. His story Going from military service to coaching engineers really underscores that a willingness to learn can pivot your entire career path. It's like, um, you're not just adding another skill, you're reinventing your career.

Yeah, exactly.

And he even suggests action steps. Define your mission, seek feedback relentlessly, practice delegation, develop emotional intelligence, and serve first. Always. These aren't just steps; they're a mindset for excellence in leadership.

It's almost poetic, isn't it? From the structured routines of the Navy to the unpredictable dynamics of the boardroom, these principles hold true across the board.

Mm-hmm, absolutely. The idea of Serve First Always really resonates because it reframes leadership from a position of authority to one of service. It's about adding value without expecting immediate returns. Kind of a selfless leadership mindset that benefits everyone.

Totally, right on point. It also sounds like Ron really leans on some powerful resources—books like "The Go-Giver," "Invisible Ink," and "The Big Leap," as well as influential podcasts. Would you say that's part of creating a broad leadership philosophy? Absolutely.

Podcasts, books, and even sci-fi stories like Star Wars and Star Trek can inspire leaders. They inject diverse perspectives, reminding us that leadership isn't confined to rigid formulas. It's about stories, vision, and, um, an openness to learn from everywhere. And let's not forget, leadership is not just an individual journey, but a networked experience. Building genuine, meaningful relationships where everyone feels seen and heard is for Ron, essential.

That really highlights the importance of humility in leadership, knowing you're not the sole source of all answers but rather part of a larger ecosystem of learning and service.

Right, and that brings me to his take on failure. Ron sees failure as an opportunity to learn, echoing the idea that you either win or you learn. This kind of mindset is so crucial especially in the face of rapidly changing technologies and challenges.

Exactly, it's all about evolving. And I love his emphasis on reframing mentoring relationships too, where leaders learn as much from those they coach as they do by instructing them. That creates a virtuous cycle of growth.

Yes, absolutely. When you empower your team to take charge and even risk making mistakes, you lift everyone up. It's like a positive feedback loop. They learn, they grow, and you become a better leader in return. Mm-hmm. I couldn't agree more. So if you're in a leadership position, especially if you started as a technical expert, remember these key points: mission clarity, feedback as a gift, delegation as empowerment, emotional intelligence as mission-critical, and the courage to evolve continuously.

That's a fantastic roadmap, and it really challenges the old paradigm that leadership is about control. Instead, it's about trust and, um, an open-minded willingness to learn from every interaction.

Exactly! It's exciting—transforming yourself from within and helping others to step into their glory. And when you think about it, leadership isn't just climbing a ladder; it's redefining success to mean developing great people along the way.

Yeah, absolutely. For anyone listening, what's one small step you can take today? Maybe defining your mission in your own words or asking someone for honest feedback.

Right, those are the action steps. Define your mission, seek feedback, delegate with trust, develop your emotional intelligence, stay curious, and always serve first. It's all about creating a legacy that transcends titles. Mm-hmm, that's the spirit. And, um, if there's one word to capture our conversation today, For me, it's exciting. Because leadership is always evolving, always challenging us to be more. And for me, it's open-minded.

Let's keep learning, keep evolving, and continue to lead with heart and purpose.

You're not going to like my answer, or maybe not, right? Honestly, if I had that kind of power, I would not waste my time with anybody that's considered famous. Right? You know what I mean? I would go with my dad and my two grandfathers. Oh, and have all of us be the same age, like 30 years old, uh, or something like that, right? Because that's what I care about, and those are the people that I want to talk to, right? Because we have never— you've never been able to talk to your elders as equals, right? Another— I would love to, my 30-year-old self, to talk to my grandfather's 30-year-old self and my father. Your old self, right? So those things I have never considered. You know, when people ask me that, I'm like, you know, there's just— I haven't considered. I don't want to talk to Napoleon. I don't want to talk to Benjamin Franklin. I want to talk to my grandfather. I want to talk to my father, great-grandfather, maybe, right? Or someone else, right? And maybe, maybe someone in my ancestry that was a slave, and to let them see where I am now. Wow. And what their future looks like. So, wow. It's a different answer than you probably expected.

No, that is very, very, very powerful. I really appreciate that because I can tell you, you are definitely the wildest dream of your slave ancestors. If only they knew. But it's just because I was really lucky. I did talk to my father quite a lot before he passed away. Actually, he gave me part of our genealogical tree and which I am working on. We started with like 12 people and I have more than 200 people and I'm still building this kind of part of his legacy. And me being originally from Africa, in Africa we say when an old person dies, like an entire library that dies because unfortunately we didn't have the written history like we do in the Western world. Most of our history How you do executive coaching, what pattern do you consistently see with technical professionals, with engineers that hold them back, right, from stepping into the C-suite, of becoming more of a leader than a hands-on expert operator?

I, I think with engineers, importantly, uncertainty is a big thing, and I think it goes with everyone. There's this big fear of uncertainty. I want to be certain about the outcome. I want to be certain about this. And so as engineers— and I'm an engineer— and as engineers, we work on things, everything's very logical. You know, you plug a formula in, a mathematical formula or anything, and you get the same answer. You program a machine to do something and the output is predictable. It's the same every time. Well, human beings don't work that way, right? And most of your interactions are with human beings. So, so what I find is that they're engineers. Our— a lot of our egos and well-being and everything else is wrapped up in our technical expertise and our skill. But when you take a leadership role, you have to shift your mindset to— from a technical mindset to serving people. Because most of what you do now that you've accepted the people management role are people-centered things and not the leadership thing. So maybe— or I'm sorry, not the technical And so maybe some fear on losing their technical edge, their technical proficiency, because now they're putting out all of these fires, all of this people stuff. You know, I've got all these meetings. I have a meeting with a finance person, a marketing person. This is keeping me from doing my engineering stuff, you know, and they feel they might lose the edge. At least that's what I'm seeing.

That is right on point. Actually, it was something I really had to learn myself because when you are individual contributor and you are very good at what you do. Usually, that's how they select you to then become a manager, a leader, a director, or whatever. But then, really making that switch where I am doing all of the work and I do it so well.

Thank you for listening to the Leadership Success Podcast with your host, Coach BZ. If you like what you heard, please subscribe to our channels and come back for more wisdom nuggets on how you may develop into a better leader and achieve greater levels of success. Leadership is the most critical skill. The world will always need leaders to lead others, deploy the next disruptive technology, or execute a business strategy. You may as well decide on counting yourself among the 21st century leaders. See you right here next time on the Leadership and Success Podcast with Coach BZ.