Mike Horne is a Coach and Organization Consultant for Science, Technology, and Engineering Leaders. Mike's journey is a testament to the power of diverse experiences shaping a purpose-driven career. His early work with the Gallup Opinion Research Corporation laid the foundation for his understanding of people's opinions and behaviors. But it was his involvement in the lettuce boycotts alongside Cesar Chavez and Dolores Huerta that truly ignited his passion for labor-management relations. These formative experiences paved the way for his eventual foray into organization development, where he now excels in guiding leaders and organizations through complex challenges and transitions.
One of the main topics we delved into was the daunting transition from technical roles to leadership positions, particularly in fields like science and technology. Mike underscored the significance of self-awareness and agency in this process. He shared compelling examples of how he assists executives in tackling intricate issues, instilling hope, and fostering discernment within their teams. It's about more than just technical know-how; it's about cultivating the leadership acumen to guide teams to success.
Connect with Mike on LinkedIn at https://www.linkedin.com/in/mikehorne1/.
Learn more about Mike at https://mike-horne.com/.
Key Points
• Mike explains how he helps his clients as a coach, teacher, and mentor, and shares his background in labor management relations and organization development (1:23)
• Mike discusses his career working with powerful people and emphasizes the importance of exceptional listening skills and self-awareness for creating profound change in someone's life (8:55)
• Mike explains that agentic behavior involves actualizing important values while working with teams and organizations, and gives examples of clients who are groundbreakers in their fields (11:14)
• Craig brings up the recent example of the OpenAI CEO being rapidly fired and rehired, and discusses the unique challenges of leading a technical team like that (17:23)
• Mike talks about their book "Integrity by Design" which is about bringing more of who you are to what you do and working and living authentically, and discusses how happiness arises through congruency (19:17)
• Mike announces their podcast will be rebranding to "The People Dividend" in January 2024, which focuses on creating organizations and teams focused on people-centered performance (20:30)
Transcript
Craig Andrews 00:07
Today I want to welcome Mike Horn. Dr. Horn. He helps aspiring leaders and executives move from possibility to probability whether they are facing career transitions, learning to scale in a new role, or increasing their effectiveness and influence. Mike coaches with focus on goal directed behaviors that create improved and sustain progress. He helps his clients to capitalize on their strengths, to catalyze new success behaviors, and to condition themselves for continued growth and progress. Mike is the host of a top rated podcast known as the Authentic Change Podcast. He's also the author of Integrity by Design.
Mike Horne 00:55
Mike.
Craig Andrews 00:55
Welcome to leaders and legacies.
Mike Horne 00:57
Thanks, Craig. I'm so delighted to be guest on your show, Leaders and Legacies.
Craig Andrews 01:03
Yeah. So let's take us back in time a little bit.
Craig Andrews 01:12
Well, actually, let's kind of start at the end, and then we're going to go back. Specifically, how do you help people and help organizations in your current role?
Mike Horne 01:23
Well, first I'd like to just unpack that word help, because for a lot of people, it carries some luggage or some baggage and what does it mean to help? And for me, I fully embrace it. That is what I've been doing for a good part of my career as a coach, as a teacher, as a mentor. It's to help people with their ideas, with their stepping into their potential and bringing more of who they are to what they do. And I have the good fortune of doing that with executives in the C suite. Sea leaders or leaders primarily in research, in science, in technology and engineering, that's my client world providing and helping those individuals with their personal and professional development as well as their team and organization development. So my helping today as coach, mentor, and teacher is fulfilling my life in all of those. As a coach, again, I help leaders in the C suite with the issues I like to work with. Really smart, essentially, you know, what I get working with scientists and engineers and technologists. And as a teacher, I teach at Golden Gate University. I'm chair of the graduate human resources management program. The graduate program in leadership studies. And I have several select mentoring opportunities that I'm engaged in right now as well.
Craig Andrews 03:05
Cool.
Mike Horne 03:06
And that's what I've done throughout my career. Whether it's been here in the US. Whether it was in another part of the world, it's been this pathway of helping people with their executive and organizational challenges.
Craig Andrews 03:21
Very cool. So that's where you are now. Take us back to where you started. Where are you from and what sent you on this path originally?
Mike Horne 03:33
Well, I think it's always been a natural curiosity about people and social systems. If I think about my earliest job experiences, my earliest career experiences, there are two that always stand out in mind. I used to go door to door as a teenager for the Gallup Opinion Research Corporation, asking questions to people in suburban neighborhoods. And my other formative work experience was working with Cesar Chavez and Dolores Huerta in the Lettuce boycotts. And that was a very fundamental way of thinking about it. Lend me to an early career in labor management relations. I mean, that's really kind of a boring field in many ways. It's really shifted and shaped as unions lost their stature in the United States, moved into employee relations. But I never really wanted to be involved in what I thought was this dichotomous, this drift between labor and management. So much more fun to be in organization development, working with vision and mission and purpose and goals.
Craig Andrews 04:39
So did you grow up in California?
Mike Horne 04:42
No, I grew up in western Pennsylvania. Thank you for asking.
Craig Andrews 04:46
Okay. Like Pittsburgh or surrounding
Craig Andrews 04:57
so the transition that was happening then was I would imagine you were seeing the fall off of the steel industry in that area go through a little bit of a dip, an economic dip.
Mike Horne 05:12
I don't know. As a child, I was sort of immune from economic dips or wealth or poverty. I didn't know better. I am certain that all of that was underway. I'm sure it could read a history and know that that was all underway at that period of time. Sure. Remember the city being.
Craig Andrews 05:45
Went to there's a museum on top of mount Washington, and I saw pictures where it looked like midnight in the middle of the day. There was so much soot in the air.
Mike Horne 05:56
Yes. I don't recall that, but I have seen photographs to that.
Craig Andrews 06:01
It's today. It's a beautiful, beautiful city. So how did you go from that to getting connected with Cesar Chavez?
Mike Horne 06:13
Well, I think the strategy at the UFW united farm workers union at that point was they organized a number of boycot houses across the United States. Pittsburgh was a labor friendly town, and certainly people created and donated space for the UFW to have a headquarters there. It was during the giant giant giant for the UFW, the giant boycott of So. You know, it was a place to organize,
Mike Horne 06:46
to organize, to get ready to pick it, to protest. And luckily I had the good fortune of meeting Caesar as a teenager and interacting with him and also, you know.
Craig Andrews 07:00
And there's a lot of people who don't know who he was, except there's often some street in their town. I live in Austin and we have a know Chavez Boulevard. Who was he? What did he do? Why is his name meaningful?
Mike Horne 07:24
Well, it's probably not a question I am prepared or competent enough to answer, though I can put it in some of the words that I know. He was born in Arizona, I think family eventually moved to California. He served in the navy or the army, one of the branches of the service. He came back, he took an organizing course. He led essentially the changeover of a lot of migrant farm worker labor. I think identified for many Mexican Americans and other Latinos as an important figure like King or
Mike Horne 08:21
Caesar went on a number of hunger strikes. And I think that sort of propelled some of his fame and popularity. But I think it was a diehard allegiance to improve the life of the campus.
Craig Andrews 08:37
Okay, so you go from working with him to now you're in the tech industry helping develop leadership there. How did you get from there to where you are?
Mike Horne 08:55
Well, I think one theme that runs throughout my career is I've always worked with powerful people or people who had a lot of claim on their power. Top executives in big global corporations have often been my clients or the people I was lucky enough to work for. So I think that
Mike Horne 09:20
I have some unique gifts, as you may have been asking earlier, preshow notes in terms of doing what the best in my field have ever. You know, I think about that as Doug McGregor or EDC Shore, and that is that we listen really well and then maybe during the course of our engagement, we have a good idea and we offer it. And that can change the direction of an executive's life. It can chart the course of a business. But what I do in the tradition of, I think, some of the best in organization development is I am an exceptional listener.
Craig Andrews 10:13
So can we put some meat on that? Can you give an example? Obviously, we don't want to be too personalized, but what's an example of being able to listen extremely well and then turn that listening into a profound change in somebody's trajectory of someone's life?
Mike Horne 10:40
Well, I think there are so many things that come into play in that regard. But certainly I would consider two things to be important. One is self awareness, being clear about your values and who you are and comfortable in your own skin. And then secondly, I think it's using that sense of self and moving it into agency. So I think those are the two factors. It's from understanding self to agency.
Craig Andrews 11:10
And what's that mean when you say moving into agency?
Mike Horne 11:14
Well, agentic behavior that you can actualize the things that are important to you in working with teams and groups and individuals and organizations. Okay, you can make it happen. How about that? Yeah, you can make your values happen.
Craig Andrews 11:37
Can you think of an example that something very specific where the trajectory of an executive's whole career changed and turn changed those that followed him through your coaching?
Mike Horne 11:56
Many of the people that I have the good fortune of working with are trendsetters. They're groundbreakers. They break new grounds in their field in science and technology. Maybe they're curing a certain disease. Maybe they're making an advance in technology that affects all of us. Maybe they're thinking about moves towards more plant based foods and economies. So I work with people who are generally doing some pretty amazing things in their sphere of influence and what I know is that these people get attacked all the time, and that makes them irritated, vulnerable, angry. So the ability to listen through that and then to chart a new course, to bring hope, to bring discernment I have a pretty good sense usually of helping people figure out what's work and what's not work. Let's discern that because a lot of stuff people worry about is not that important. So let's figure out what's the work here. Let me be present with you, and then let's bring a sense of hope. Some people would call that a sense of heart, but I think about as more as hope that I bring a sense to executives that something can be different.
Craig Andrews 13:29
Okay, well, the tech industry is really kind of an interesting one because the entry point into that industry is usually a very technical degree where you get hired for what you know and then eventually and you move into a job and then you start advancing based on what you know and what you are able to prove or reduce to practice. But then as you move into leadership, there are new skills required. How do you see people navigating that as they move in from their technical roles to the more leadership roles?
Mike Horne 14:22
Well, a lot of it depends on where the sphere of influence is. And, you know, is it with your own team, maybe, as a leader of leaders? Is it with your peer group? Is it with the executive team in the organization?
Mike Horne 14:45
Is it as a leader of your own organization? I think so much of it changes depending on what audience, and it does change by discipline as well. So I think, for example, in science, most of the scientific leaders that I work with are collegial in nature. I mean, you really can't work in drug development without being collegial in nature. I mean, you have to bring a lot of people into a very big tent to develop a drug chemists, biologists, people who have different levels of expertise, toxicologists, pharmacologists, veterinarians, lots. So it's a very collegial endeavor for those who counting. Among my clients, some in the most technical areas, heads of information security at Facebook and other big companies, it's a different way of navigating the complexities of those worlds of technology and who's listening, particularly given the recent challenges in technology. It's a very squeezed market right now. Capital isn't there. I mean, it's a very squeezed market right now. So I think your question has a lot of know. It depends on audience. It depends on what you're trying to do in terms of the exercise of leadership and where you sit in relationship to that. Most of my clients, Craig, are people who are in some sort of transition or taking their teams through a transition or taking their organizations through a transition, maybe a redesign, for example, of a research and development department you mentioned. I think you had a background in electrical engineering. Yeah, I just completed a redesign in a large medical device company of an R and D department that was essentially made up of E's and Emmys and software engineers, a bunch of different kinds of engineers.
Craig Andrews 16:50
And what sort of challenges did you run into when you were doing that? Well, the challenge that I always like.
Mike Horne 16:56
To describe in working in some of these highly technical areas, which I work in a lot, is that you can host an ice cream social and people attend, but they only attend to take the ice cream. So it's really how do you engage people in a developmental process where they learn more about leadership, they learn more about organization, and you're doing the best to deliver value to customers.
Craig Andrews 17:23
There's a recent example in the news of leadership challenge, organizational challenge, in the rapid firing and then rehiring of the OpenAI CEO. And I think at one point there were, what, 780 employees, and 700 of them threatened to quit if they didn't bring back the CEO. That's unique in industries.
Mike Horne 17:56
Yes, I think it's very unusual. Very unusual. It does happen, and it's very unusual. Yeah.
Craig Andrews 18:06
But I think it exposes a broader issue there. I mean, leading a technical team like that of OpenAI is tough. I mean, it's a team that feels very empowered and very confident of their abilities, independent of the organization.
Mike Horne 18:27
I think it goes back to your earlier point, the point that we were discussing about where's the level of focus there are many leaders who survive votes of no confidence by employees, and the board still retains them. There are many CEOs who everybody else on their team wishes they were gone, but because of perhaps some they brought the IP, the board retains them. So I've watched and participated and been involved in these situations of votes of no confidence in leadership where leaders survive. As I said, I think it's unusual. I think it's rare. It does happen.
Craig Andrews 19:09
Yeah. Well, let's talk a little bit about you've got a book titled Integrity by Design. What's that about?
Mike Horne 19:17
Integrity by Design is about bringing more of who you are to what you do. The subtitle is working and living authentically. So it's a lot about congruency. It's a lot about can you do what you think and say? What I know, having served in so many organizations and among my current clients, is that generally people like working for happy people. How does happiness arise? Happiness arises through congruency, that I do what I say, and even better if I think the same thing. So I have an alignment in that regard. Generic creates happiness. That alignment creates happiness. People like working around other happy people. And that's what that book is about. It's about how you go about doing that in a stepwise fashion, about bringing more of who you are to what you do.
Craig Andrews 20:16
Well, excellent. And then you have your podcast, the Authentic Change podcast, and you say you're getting ready to transition. That what's podcast all of the wonderful.
Mike Horne 20:30
Listeners of this show and those who follow Authentic Change with Mike Horn in January 2024. We're rebranding to the People Dividend and super excited about this. The People Dividend as I help leaders move into a space about creating organizations and teams focused on people centered performance or working with individuals on people centered performance. And that pays a dividend. It's a psychic dividend. And I'm really looking forward to continuing to meet with industry leaders about creating these people dividends and organizations through people centered performance.
Craig Andrews 21:12
Well, excellent. I hope people will tune into I just I want to thank you for being on Leaders and Legacies today, sharing.
Mike Horne 21:20
It's a wonderful craig.
Craig Andrews 21:22
And yeah, thanks again.
Mike Horne 21:26
All right. Thank you so much. And I'd really love your audience to come and visit me. I hope they see it in the show notes.
Today I want to welcome Mike Horn. Dr. Horn. He helps aspiring leaders and executives move from possibility to probability whether they are facing career transitions, learning to scale in a new role, or increasing their effectiveness and influence. Mike coaches with focus on goal directed behaviors that create improved and sustain progress. He helps his clients to capitalize on their strengths, to catalyze new success behaviors, and to condition themselves for continued growth and progress. Mike is the host of a top rated podcast known as the Authentic Change Podcast. He's also the author of Integrity by Design.
Mike Horne 00:55
Mike.
Craig Andrews 00:55
Welcome to leaders and legacies.
Mike Horne 00:57
Thanks, Craig. I'm so delighted to be guest on your show, Leaders and Legacies.
Craig Andrews 01:03
Yeah. So let's take us back in time a little bit.
Craig Andrews 01:12
Well, actually, let's kind of start at the end, and then we're going to go back. Specifically, how do you help people and help organizations in your current role?
Mike Horne 01:23
Well, first I'd like to just unpack that word help, because for a lot of people, it carries some luggage or some baggage and what does it mean to help? And for me, I fully embrace it. That is what I've been doing for a good part of my career as a coach, as a teacher, as a mentor. It's to help people with their ideas, with their stepping into their potential and bringing more of who they are to what they do. And I have the good fortune of doing that with executives in the C suite. Sea leaders or leaders primarily in research, in science, in technology and engineering, that's my client world providing and helping those individuals with their personal and professional development as well as their team and organization development. So my helping today as coach, mentor, and teacher is fulfilling my life in all of those. As a coach, again, I help leaders in the C suite with the issues I like to work with. Really smart, essentially, you know, what I get working with scientists and engineers and technologists. And as a teacher, I teach at Golden Gate University. I'm chair of the graduate human resources management program. The graduate program in leadership studies. And I have several select mentoring opportunities that I'm engaged in right now as well.
Craig Andrews 03:05
Cool.
Mike Horne 03:06
And that's what I've done throughout my career. Whether it's been here in the US. Whether it was in another part of the world, it's been this pathway of helping people with their executive and organizational challenges.
Craig Andrews 03:21
Very cool. So that's where you are now. Take us back to where you started. Where are you from and what sent you on this path originally?
Mike Horne 03:33
Well, I think it's always been a natural curiosity about people and social systems. If I think about my earliest job experiences, my earliest career experiences, there are two that always stand out in mind. I used to go door to door as a teenager for the Gallup Opinion Research Corporation, asking questions to people in suburban neighborhoods. And my other formative work experience was working with Cesar Chavez and Dolores Huerta in the Lettuce boycotts. And that was a very fundamental way of thinking about it. Lend me to an early career in labor management relations. I mean, that's really kind of a boring field in many ways. It's really shifted and shaped as unions lost their stature in the United States, moved into employee relations. But I never really wanted to be involved in what I thought was this dichotomous, this drift between labor and management. So much more fun to be in organization development, working with vision and mission and purpose and goals.
Craig Andrews 04:39
So did you grow up in California?
Mike Horne 04:42
No, I grew up in western Pennsylvania. Thank you for asking.
Craig Andrews 04:46
Okay. Like Pittsburgh or surrounding
Craig Andrews 04:57
so the transition that was happening then was I would imagine you were seeing the fall off of the steel industry in that area go through a little bit of a dip, an economic dip.
Mike Horne 05:12
I don't know. As a child, I was sort of immune from economic dips or wealth or poverty. I didn't know better. I am certain that all of that was underway. I'm sure it could read a history and know that that was all underway at that period of time. Sure. Remember the city being.
Craig Andrews 05:45
Went to there's a museum on top of mount Washington, and I saw pictures where it looked like midnight in the middle of the day. There was so much soot in the air.
Mike Horne 05:56
Yes. I don't recall that, but I have seen photographs to that.
Craig Andrews 06:01
It's today. It's a beautiful, beautiful city. So how did you go from that to getting connected with Cesar Chavez?
Mike Horne 06:13
Well, I think the strategy at the UFW united farm workers union at that point was they organized a number of boycot houses across the United States. Pittsburgh was a labor friendly town, and certainly people created and donated space for the UFW to have a headquarters there. It was during the giant giant giant for the UFW, the giant boycott of So. You know, it was a place to organize,
Mike Horne 06:46
to organize, to get ready to pick it, to protest. And luckily I had the good fortune of meeting Caesar as a teenager and interacting with him and also, you know.
Craig Andrews 07:00
And there's a lot of people who don't know who he was, except there's often some street in their town. I live in Austin and we have a know Chavez Boulevard. Who was he? What did he do? Why is his name meaningful?
Mike Horne 07:24
Well, it's probably not a question I am prepared or competent enough to answer, though I can put it in some of the words that I know. He was born in Arizona, I think family eventually moved to California. He served in the navy or the army, one of the branches of the service. He came back, he took an organizing course. He led essentially the changeover of a lot of migrant farm worker labor. I think identified for many Mexican Americans and other Latinos as an important figure like King or
Mike Horne 08:21
Caesar went on a number of hunger strikes. And I think that sort of propelled some of his fame and popularity. But I think it was a diehard allegiance to improve the life of the campus.
Craig Andrews 08:37
Okay, so you go from working with him to now you're in the tech industry helping develop leadership there. How did you get from there to where you are?
Mike Horne 08:55
Well, I think one theme that runs throughout my career is I've always worked with powerful people or people who had a lot of claim on their power. Top executives in big global corporations have often been my clients or the people I was lucky enough to work for. So I think that
Mike Horne 09:20
I have some unique gifts, as you may have been asking earlier, preshow notes in terms of doing what the best in my field have ever. You know, I think about that as Doug McGregor or EDC Shore, and that is that we listen really well and then maybe during the course of our engagement, we have a good idea and we offer it. And that can change the direction of an executive's life. It can chart the course of a business. But what I do in the tradition of, I think, some of the best in organization development is I am an exceptional listener.
Craig Andrews 10:13
So can we put some meat on that? Can you give an example? Obviously, we don't want to be too personalized, but what's an example of being able to listen extremely well and then turn that listening into a profound change in somebody's trajectory of someone's life?
Mike Horne 10:40
Well, I think there are so many things that come into play in that regard. But certainly I would consider two things to be important. One is self awareness, being clear about your values and who you are and comfortable in your own skin. And then secondly, I think it's using that sense of self and moving it into agency. So I think those are the two factors. It's from understanding self to agency.
Craig Andrews 11:10
And what's that mean when you say moving into agency?
Mike Horne 11:14
Well, agentic behavior that you can actualize the things that are important to you in working with teams and groups and individuals and organizations. Okay, you can make it happen. How about that? Yeah, you can make your values happen.
Craig Andrews 11:37
Can you think of an example that something very specific where the trajectory of an executive's whole career changed and turn changed those that followed him through your coaching?
Mike Horne 11:56
Many of the people that I have the good fortune of working with are trendsetters. They're groundbreakers. They break new grounds in their field in science and technology. Maybe they're curing a certain disease. Maybe they're making an advance in technology that affects all of us. Maybe they're thinking about moves towards more plant based foods and economies. So I work with people who are generally doing some pretty amazing things in their sphere of influence and what I know is that these people get attacked all the time, and that makes them irritated, vulnerable, angry. So the ability to listen through that and then to chart a new course, to bring hope, to bring discernment I have a pretty good sense usually of helping people figure out what's work and what's not work. Let's discern that because a lot of stuff people worry about is not that important. So let's figure out what's the work here. Let me be present with you, and then let's bring a sense of hope. Some people would call that a sense of heart, but I think about as more as hope that I bring a sense to executives that something can be different.
Craig Andrews 13:29
Okay, well, the tech industry is really kind of an interesting one because the entry point into that industry is usually a very technical degree where you get hired for what you know and then eventually and you move into a job and then you start advancing based on what you know and what you are able to prove or reduce to practice. But then as you move into leadership, there are new skills required. How do you see people navigating that as they move in from their technical roles to the more leadership roles?
Mike Horne 14:22
Well, a lot of it depends on where the sphere of influence is. And, you know, is it with your own team, maybe, as a leader of leaders? Is it with your peer group? Is it with the executive team in the organization?
Mike Horne 14:45
Is it as a leader of your own organization? I think so much of it changes depending on what audience, and it does change by discipline as well. So I think, for example, in science, most of the scientific leaders that I work with are collegial in nature. I mean, you really can't work in drug development without being collegial in nature. I mean, you have to bring a lot of people into a very big tent to develop a drug chemists, biologists, people who have different levels of expertise, toxicologists, pharmacologists, veterinarians, lots. So it's a very collegial endeavor for those who counting. Among my clients, some in the most technical areas, heads of information security at Facebook and other big companies, it's a different way of navigating the complexities of those worlds of technology and who's listening, particularly given the recent challenges in technology. It's a very squeezed market right now. Capital isn't there. I mean, it's a very squeezed market right now. So I think your question has a lot of know. It depends on audience. It depends on what you're trying to do in terms of the exercise of leadership and where you sit in relationship to that. Most of my clients, Craig, are people who are in some sort of transition or taking their teams through a transition or taking their organizations through a transition, maybe a redesign, for example, of a research and development department you mentioned. I think you had a background in electrical engineering. Yeah, I just completed a redesign in a large medical device company of an R and D department that was essentially made up of E's and Emmys and software engineers, a bunch of different kinds of engineers.
Craig Andrews 16:50
And what sort of challenges did you run into when you were doing that? Well, the challenge that I always like.
Mike Horne 16:56
To describe in working in some of these highly technical areas, which I work in a lot, is that you can host an ice cream social and people attend, but they only attend to take the ice cream. So it's really how do you engage people in a developmental process where they learn more about leadership, they learn more about organization, and you're doing the best to deliver value to customers.
Craig Andrews 17:23
There's a recent example in the news of leadership challenge, organizational challenge, in the rapid firing and then rehiring of the OpenAI CEO. And I think at one point there were, what, 780 employees, and 700 of them threatened to quit if they didn't bring back the CEO. That's unique in industries.
Mike Horne 17:56
Yes, I think it's very unusual. Very unusual. It does happen, and it's very unusual. Yeah.
Craig Andrews 18:06
But I think it exposes a broader issue there. I mean, leading a technical team like that of OpenAI is tough. I mean, it's a team that feels very empowered and very confident of their abilities, independent of the organization.
Mike Horne 18:27
I think it goes back to your earlier point, the point that we were discussing about where's the level of focus there are many leaders who survive votes of no confidence by employees, and the board still retains them. There are many CEOs who everybody else on their team wishes they were gone, but because of perhaps some they brought the IP, the board retains them. So I've watched and participated and been involved in these situations of votes of no confidence in leadership where leaders survive. As I said, I think it's unusual. I think it's rare. It does happen.
Craig Andrews 19:09
Yeah. Well, let's talk a little bit about you've got a book titled Integrity by Design. What's that about?
Mike Horne 19:17
Integrity by Design is about bringing more of who you are to what you do. The subtitle is working and living authentically. So it's a lot about congruency. It's a lot about can you do what you think and say? What I know, having served in so many organizations and among my current clients, is that generally people like working for happy people. How does happiness arise? Happiness arises through congruency, that I do what I say, and even better if I think the same thing. So I have an alignment in that regard. Generic creates happiness. That alignment creates happiness. People like working around other happy people. And that's what that book is about. It's about how you go about doing that in a stepwise fashion, about bringing more of who you are to what you do.
Craig Andrews 20:16
Well, excellent. And then you have your podcast, the Authentic Change podcast, and you say you're getting ready to transition. That what's podcast all of the wonderful.
Mike Horne 20:30
Listeners of this show and those who follow Authentic Change with Mike Horn in January 2024. We're rebranding to the People Dividend and super excited about this. The People Dividend as I help leaders move into a space about creating organizations and teams focused on people centered performance or working with individuals on people centered performance. And that pays a dividend. It's a psychic dividend. And I'm really looking forward to continuing to meet with industry leaders about creating these people dividends and organizations through people centered performance.
Craig Andrews 21:12
Well, excellent. I hope people will tune into I just I want to thank you for being on Leaders and Legacies today, sharing.
Mike Horne 21:20
It's a wonderful craig.
Craig Andrews 21:22
And yeah, thanks again.
Mike Horne 21:26
All right. Thank you so much. And I'd really love your audience to come and visit me. I hope they see it in the show notes.
