Episode Details

Ted Brown is President & Partner at Lockton Companies, and the founder of The Valor Bridge Foundation, which merged with Salute Colorado in 2021. He now serves as Chairman of the Board for Salute Colorado. Ted discusses the importance of self-awareness in decision-making and emphasizes the need to be comfortable with uncertainty. At Lockton, he believes in empowering individuals to determine their career paths and aligning work with their strengths for long-term fulfillment. He highlights the importance of a strong leadership team based on authenticity, servant leadership, and cultural fit, and stresses that leadership should be merit-based, not political. Ted reflects on the value of "aggressive authenticity" in leadership, especially for younger generations, and stresses the importance of developing future leaders to ensure company culture endures beyond a single leader. Finally, he warns against the dangers of ego in leadership, encouraging a focus on servant leadership when developing others. https://bit.ly/TLP--430 Key Takeaways [02:51] Ted shares how his father's emphasis on hard work and adversity, shaped by losing his own father young, influenced him during summers working on a ranch and sparked his desire to serve in the military. After 9/11, Ted tried to enlist in the Navy to become a SEAL but withdrew due to personal reasons, a decision he regretted deeply. At 37, too old to enroll, he channeled this regret into action by interviewing veterans and creating a 12-week program to help veterans transition to civilian life, focusing on personal identity, leadership, and networking with mentors. This initiative has been highly rewarding and impactful. [07:36] Ted discusses decision-making, explaining that it starts with self-awareness. In both personal and business contexts, decisions require understanding one's values, timelines, and impacts on people and culture. He emphasizes that decisions rarely have all the information available, so it's important to be comfortable with uncertainty. [10:57] Ted touches on leadership potential and career fulfillment at Lockton. He explains that while the company offers resources like executive coaching and personality tests, not everyone follows the same path. They need both long-term contributors and those seeking advancement. It's about empowering individuals to determine their career trajectory. [13:08] Ted agrees with Jan that companies today need more personalized development approaches. While a general framework is necessary, tailoring growth to each individual's strengths leads to better career fulfillment. He believes that aligning 75% of one's work with their natural strengths is key to long-term satisfaction and organizational stability. [16:20] Ted discusses the importance of a strong leadership team that is comfortable in their skin, authentic, and servant leaders. He explains that when people are miscast in roles, they become limiting factors. Ted stresses the need for leadership teams that fit well within the culture and how advancement should be based on merit, not politics, to avoid limitations. [19:39] Jan asks Ted about the role of consequences in reinforcing company culture. Ted explains that, initially, their company rewarded bad actors for financial performance, but the focus has now shifted to authenticity, servant leadership, and having an impact beyond financial success. Leaders lead by example, picking up the heaviest burdens and being the first to admit mistakes. [22:44] Ted reflects on "aggressive authenticity" as a leader, especially in front of younger generations who want to see themselves in their leaders. Authenticity, he believes, comes from sharing personal stories, admitting mistakes, and earning trust by following through on commitments. He encourages leading by removing obstacles for the team. [24:51] Jim raises a concern about leadership cultures falling apart after a leader leaves. Ted emphasizes the importance of investing in others to ensure t