213. Robert Jordan on Leadership

sinclair | November 29, 2022

A new podcast is up! Check out the YouTube version HERE or The Winning Momentum Podcast on all major platforms.

This Episode is an insightful leadership discussion with Robert Jordan, leader of InterimExecs of Chicago, providing access between the best interim and project executives in the world and company owners seeking brilliant leadership on demand.

Robert has helped launch, grow and ultimately sell a number of fast growing companies. His first company, Online Access, put him on the Inc. 500 list of fastest growing companies.

He is the author of How They Did It: Billion Dollar Insights from the Heart of America and author of How They Did It: Real World Advice from Today’s Most Successful Entrepreneurs.

• If you’ve got this Rock Star Executive that has just done incredible things in their career, that’s a sacred trust.” As an agent, you… shower clients with love and affection. I thought – that’s what you need to do with these executives.

• Not everybody is meant to be in leadership.

• Fail fast.

• For the exceptional people, whether they would say it was intentional or not, they just tended to gravitate more and more towards their strength, intuitively making better decisions, intuitively putting themselves in the way of better outcomes.

• What you tend to see among exceptional people is that they reject more of what is not for their highest and best use.

• One of the key things we noticed about exceptional leaders is that, while the first ability of exceptional leaders is doubling down, equally important is this ability to collaborate on steroids.

• Integrity is wholeness. It is being true to your word or to a collective set of values.

• There has to be within you a sense of that you’re holding accountable to yourself.

• You have to stay at the center in the midst of all the chaos. And, for me, part of the answer is that for years I’ve meditated.

• A lot of people get frozen because of what they think. The magnitude of the decision is usually not the one that will destroy the company. And so the point is, make the decision.

• The problem, I think, for a lot of people, is they think what they do is who they are. And so, if this project or little experiment fails: Oh, my God, I’m a bad person!

• Just grant yourself ninety seconds of silence and quiet. Put the technology away and just focus on your breathing and see what happens at the end of the ninety seconds.

Great Scott! Let’s get this ball rolling.

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