The pandemic has accelerated change and amplified issues within organizations. As a leader, how do you bring in positive leadership moving forward into this new revolution? Today’s guest is Executive Coach Brent Mullins of Brent Mullins Coaching. Brent has over 25 years of experience in executive leadership and organizational complexity at Fortune 200 companies and multi-cultural organizations. He joins host Stephen Jaye to discuss what qualities are required of a leader in these volatile times. Brent underscores a learning mindset as one of the key factors in the evolution of a leader. Tune in for more insights and advice on leadership.
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Listen to the podcast here:

Brent Mullins On Positive Leadership And The Importance Of A Growth Mindset
In this episode, I want to talk to you all about leadership in organizations and leadership in our lives. Leadership tends to set the stage for an entire organization, how people within the organization interact with one another, how they interact with the customers and how the organization ends up being presented to everybody. A leadership that's misprioritized and misguided can have an impact on the employees. It can lead to employees being disengaged, disinterested and dissatisfied with their job.

Given some of the statistics that we've seen about the percentage of employees that are indeed disengaged, it's easy to feel like we're in some multidecade-long leadership crisis at the moment. Here to help with this problem is our guest, an Executive Coach, Brent Mullins of Brent Mullins Coaching. Thank you very much for joining us on the show.

Thanks, Stephen. That was a great intro.

Every executive coach has their own niche or all coaching because coaching is a pretty broad category of people. Each particular person needs to establish a niche and we've covered this in some of our previous episodes about niching. To orient our readers, what is your niche in this executive coaching world?

While I do work across a number of industries, most of my work is working with executives and leaders who have executive aspirations somewhere in the life sciences field, biotech, healthcare technology, medical device, physicians or wherever they are in the life sciences space. In particular, I work one-on-one with leaders, especially those who are wanting to take on bigger strategic challenges, but they're somehow hamstrung or kept from getting to those challenges that they're after. That oftentimes leads into the other part of the work that I do, which is working with the leader and their teams to increase the effectiveness of the team overall.

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With these aspiring leaders, you talked about them being hamstrung. What are the most common challenges that people experience as they're trying to step into a leadership role or improve their leadership capabilities to create better teams?

Some of the big challenges from a strategy standpoint might have to do with going into new markets. If they're making something, they may be re-evaluating their industrial footprint. I've never met a CEO that doesn't think of more growth on their head every day, day in and day out. When you've got these challenges and you're living in a world like COVID and navigating the pandemic, there are so many issues and people challenges pulling on your time. It's quite remarkable. The question becomes, "How do I as a leader keep everything going and keep my hand on the wheel and still be able to attend to the strategic challenges that are often outside of the four walls of my business?"

When you say outside of the four walls to your business, do you mean challenges that arise from changes in markets, a new competitor emerging or consumer trends and things like that?

A new technology that has popped up, establishing brand-new markets like the Blue Ocean Strategy.