Pipeline Energy Dynamics a new pipeline and energy management company continue to grow by adding software enhancements to it systems by acquiring software and intellectual property from some of the leading software experts in the oil and gas industry.

Pipeline Energy Dynamics Service Philosophy

Providing the highest level of customer service and support is the standard at Pipeline Energy Dynamics. Serving the oil and gas industry requires 24/7 availability. We understand the unique concerns and challenges oil companies face, and proactively address them. Our client partners are partners for life. These long-standing relationships have been cultivated over many years by providing the highest level of customer service and support to oil companies across the nation.

Most organizations use tools such as the intranet, emails from the CEO, Town Hall meetings and blogs as a means for the CEO to communicate with employees. However this focus on information tools whilst necessary in letting employees know the details of what is happening do little to engage employees with the reason for change. This is especially true when those changes relate to a merger or acquisition, a restructure of the organization, the announcement of financial results or other complex change messages. In these instances an engagement strategy needs to be designed to ensure that employees truly embrace the reason for change.

Employee engagement should always result in some positive change of behaviour which will then lead to the achievement of organizational goals. Just distributing information by any of the above methods will not achieve the change in employee behaviour and organizational outcomes you are looking for.

These following 5 tips illustrate how you can ensure leadership communication will achieve desired business outcomes.

1. Step one is reviewing all the current tools and methods you use to communicate with employees. You need to scrutinize the content of that communication and determine whether it is one way information or whether some could be adapted as an engagement tool.

2. The second tip is important because your ultimate aim as a leader has to be to create the “Aha Moment” for employees. The “Aha Moment” is based on information that challenges the employee’s belief about an aspect of the business. The information that suddenly helps employees say, “Now it makes sense”, “Now I understand”, “Now I can do something about it”. Once you know what the “Aha Moment” is this will form your key message and the basis of your design of your employee communication strategy.

3. This third step is about conducting focus group research to find out what employees actually think about a particular topic and then what information you have to counter their views and to create a change in how they think. The objective is to find out what information will make employees stop and say, “Aha! now I get it”. Once you have the answer to this it is easy to design engagement strategies that will focus employees on the change to the organization and the work that they do.

Benefits of focus group research are that they are a good format for allowing topics to be explored further and frequently will uncover issues or ideas which hadn’t been considered prior to the session. Focus groups generally are held for one and a half hours duration and in groups of 8 – 10 participants. The facilitator should lead the discussion but leave the actual dialogue to the participants, and steer them around to the main issue if they have gone off topic and to ensure that all the topics that you wanted to cover within the timeframe allocated are. Well facilitated focus groups identify the key messages to focus your leadership communication strategies on as they relate to specific business objectives.

4. This fourth step is all about what you do next with the outcomes of the focus groups. It is important that you have identified clearly what employees actually think about a particular issue and the reason for that opinion. If that opinion needs to change then you need to identify specific data that is based on facts to successfully create a paradigm shift in the thinking of employees. Once you do this you will create the “Aha!” moment.

5. The fifth step is to take the key information that you have gathered from the focus groups and then identify a business issue that you feel certain your transformational leadership strategies can impact. The advantage is that by making use of that information you are then able to create a personalized leadership communication approach that will be measured against business results.

The outcome is that with all this information you are then in a position to design leadership communication strategies that will engage employees around the one key business message. Most of these employee engagement strategies will mean that employees will be actively involved in some aspect of change through direct participation. As always with all change management strategies these engagement techniques will then be supported by communication information tools.

For more information make sure you obtain our excellent free report on how to design transformational leadership communication strategies.

What is the secret to business strategy and the media? Does publicity and promotion for your business cost a lot of money? Let’s find out how it works! Consultants and business professionals who run businesses, firm and corporations do not have to spend a lot of money to edge out their competitors. Consultants and businesses have to go the ‘extra mile’ to excel in their areas. They should be visible to their targeted business community and offer expanded value with guaranteed deliverables.

No client wants to throw their money away on what might happen if they buy your product or service, they want clear deliverables that they can use to further their income, growth and ability to serve their clients.

They also want to do business with consultants and businesses that are CENTER STAGE, that is, they are in the center of action commenting on the issues facing their industry. Professionals and consultants should seek out opportunities to be the quoted or commenting expert seen on, heard on or read about in Radio, TV, Print, Magazine and Internet Sites. Clients like to do business with people they feel are vital, creative, strong and engaged in their industry with plenty of energy to produce outcomes for them.

Make a difference in the lives of your clients. Teach them what they need to know to excel using your products and services. This way, your business becomes an investment for them in that they expect to earn a return on their purchase with your company. Also, by actively engaging in your client’s success, you fuel your creativity to build new products and services that truly meet the needs of your marketplace and avoid the products and services that lead to nowhere.

Once you become invested in the success of your client you are motivated and inspired to create better, higher performance products and strategies to help your clients succeed. Make it your business that your clients are successful and you will be too. Consultants and business professionals are encouraged to understand how their products are services fuel their client’s growth and income, evaluate how their firm helps clients be more competitive and prosperous while also understanding the value of selling outcomes that leads to enhanced market share for your client.

Get additonal tips for Business Strategy to enjoy all new levels of success for your business at Annie Jennings PR. Find out how to enjoy incredible Corporate Communication success for your business with next level ideas including marketing. Don’t miss your chance to be the best!

Do you have a heart as big as the world and feel a need every day to make the world a better place. Tina Ferguson International an organization all about empowering women to live the life of their dreams is getting ready to launch their commissioned sales and affiliate programs. If you are ready for that next step and to get paid a great commission while sending love out to the world contact Tina Ferguson International today: Commissioned Sales Opportunity

Contacting Tina Ferguson International today will make sure that you are one of the first ones on the list when they send out the official commissioned sales job descriptions and emails about their affiliate programs.

Information about Tina Ferguson, the founder of Tina Ferguson International.

Ever since I can remember I have loved looking out into the world, seeing patterns everywhere, and observing the connections all around us. I would spend hours wondering about how the physical world works, daydreaming about an invisible world I felt all around me. I often drove my mother crazy with all of my wonderings.

As I got a little older, my curiosity turned from the big unknown Universe and began to focus around people. I wanted to know everything about them. I carried around a little black tape recorder loaded with cassette tapes from K-Mart and would ‘interview’ people for hours on end. I seemed to have an unquenchable thirst for what made them tick. I wanted to know about their dreams and how they viewed the world. I asked personal questions. I asked silly questions. I asked serious questions. Each question led me deeper and deeper into who the person was, and I loved seeing the richness of each individual I met.

My personal path as a youth found me wondering about super powers I knew every person carried within them. I often wanted to know when I would discover mine. I knew we all had special powers that could be released only by us as the unique individuals we are. I just didn’t know how to find my own.

Now, I unite all of these to assist and support people to discover themselves and also to tap into the Universal powers available to us all. As I worked with many clients to reveal the truth within, I, too, learned about the truth of who I am. Today, I create programs that help women truly see where they are and move to be all they are meant to be.

Oh, and the special power I always searched for is one I’ve had since I was a very little girl growing up in Fort Worth, Texas. I just didn’t see it for what it is. I have ‘talked to God’ since I was a little girl. I thought everyone did that, so I never thought it was anything special. Now I see how I was created just the way I was meant to be.

Along my path, I learned how to accelerate companies very quickly. I have worked with business owners to align themselves to their businesses, and then *boom* their revenues take off. I enjoy teaching these techniques to those I call “the big hearts of the world” – people who want to be all that they are while contributing to the world in a greater way.

My greatest joy is to celebrate with clients as they discover and start to live their lives as a magical journey. I feel that I bring a unique perspective to clients as I have walked the confused path and also a path of clarity. I can relate to what they are experiencing and guide them gently toward an easier way.

Many people call me an executive coach. Some call me an intuitive coach. A very special client once called me a spiritual guide. That definition feels most dear to my heart and soul. I feel grateful to walk the path with clients as we all learn, laugh and leap together. I believe living a fully-expressed life is our greatest gift to ourselves, to our families, to the world, and to our Creator.

If you are ready for that next step and to get paid a great commission while sending love out to the world contact Tina Ferguson International today: Commissioned Sales Opportunity

Tell us where to send it, and we’ll send you the number one
success book of all time.

My friends Vic and Lisa Johnson are doing this crazy marketing
test where they’re giving away Napoleon Hill’s “Think & Grow Rich.”

I’m helping them with their big giveaway and wanted to make sure
you got your copy before they take this offer down.

Get the details here:

http://www.FreeTGRbook.com/rapidsuccessnow

Feel free to pass this on to friends. They can get one too if they
act right away.

This is one of my favorite books.  I know you’ll love it!

Tina Ferguson

P.S. Vic and Lisa are actually shipping these so you need to give
them your address before they run out.

Details here:

http://www.FreeTGRbook.com/rapidsuccessnow

A Plano engineer and former beach volleyball champion spiked his old job to open up a volleyball training center in Allen.

By Karl Benson

A Letter of Intent (LOI) is a common way to express your intentions to purchase a property without having to write a formal, legal binding contract. The Letter of Intent is presented to a seller in the very preliminary stages of a project. The intentions of a buyer are spelled out clearly and simply so the seller knows exactly how the buyer wants to purchase the property, and under what terms. Essentially a Letter of Intent is to open a dialogue and create a framework for that dialogue between buyers and sellers.

Definition of a Letter of Intent

“A Letter of Intent is basically a written statement expressing the sender’s intention, should certain circumstances arise, to take or forgo some action, like entering into a future agreement with the recipient, or, more generally, carrying out business activities mentioned in the Letter of Intent.”

I often submit a LOI right after I have found a building, quickly analyzed the operating numbers and recognized that a deal could be created. This whole process might be as a short of a time as 30 minutes. I want the seller to recognize me as having a serious interest in the building and not just a ‘tire-kicker”. The sooner he knows he potentially has a viable sale of his property, the sooner he may stop fielding calls and inquiries from others. In other words, his attention will be focused on the dialogue with me.

The letter of intent in the offer process

This Letter of Intent is not a traditional letter. You do not write it and forget it. It is a living document that should be updated and added to on a regular basis throughout the offer process. In the offer and purchase process, the letter of intent tells the property seller that you are interested not only in submitting a proposal to purchase, but in response also receiving all LOI updates and modifications. The LOI is an agreement to agree in the future. Once the Investor and the seller have come to the meeting of the minds via the LOI, a formal Purchase Contract would be written.

If the letter of intent is accepted, then the due diligence period will begin. It will continue until the time agreed upon by both parties in which, at the end of the term, a binding contract is constructed. Terms may change during this time if certain aspects of a property, previously not disclosed, are discovered. For example, there may be soil contamination in which the buyer will not want to purchase the property and will safely option out of the non-binding contract. Or, perhaps the property is in a lot worse condition than originally thought, causing the buyer to negotiate a decreased purchase price.

If not binding is the letter of intent is a worthless document?

A letter of intent is not an offer or a contract. It doesn’t commit you or the seller to the project. In other words, it cannot be enforced. Often in the LOI there is often times, at the bottom or, in the body a paragraph stating and reinforcing the non-binding character of the LOI.

This should be a basic understanding of the nature of the LOI. This language is
usually just re-enforcement inserted to let all who may read that it is not a binding document, nor an agreement to agree in the future, unless specifically written.

The Specific details of due diligence, cash flow and the buyers’ needs, how those terms will be carried out with sellers. In most of the initial presentations, the accommodation of the seller’s financial needs is what is addressed. As a result the focus becomes more about the seller’s than the buyer’s needs.

For this reason, the dialogue is broken off, and the proposed purchase falls by the way side.

When the needs of the buyer and seller are addressed up front, it helps insure a movement to contract. s are spelled out in the . Buyers are often disappointed when their deals die at the LOI stage, with emotion aside, the understanding of the nature of the LOI, it is only a tool to open dialogue to see if an acceptable deal can be created. This allows the buyer to focus on the next viable deal. So in the regard the LOI is a very worthwhile document.

Writing the Letter of Intent

Use a formal letterhead and do not handwrite the letter of intent. A letter of intent must have five basic elements in its content:

1. The Seller’s or the Seller’s Agent’s name
2. The buyer’s name
3. The property address and description
4. Your offer details, which includes:
a. Purchase price
b. Down payment
c. Financing
d. Terms
e. Due diligence conditions
5. Time frame.

The body of the LOI would address the following items;

Terms: We should spell out the offering price, and the specific terms and contingencies of the financing, the down payment, where and what kind of financing to be obtained.

Conditions: We will often use this portion of the LOI to request documentation regarding the performance of the property, such as financials or other items that may aid us in our Due Diligence.

Due diligence time: specific time frame for consummation-typically about 90 to 120 days-or a so-called “drop dead” date by which the deal must be finished and the Buyer should have its due diligence completed, financing in place and ready to close escrow.

Closing Date: The specific date by which you can complete all of the due diligence and arrange for funding and any other clauses or provisions. When a formal contract will be written up if the LOI is approved if elected, a clause that makes the LOI non-binding. State to the seller that you are, interested in being kept informed about any modification related to this property, i.e. the LOI document itself, essentially an invitation for response.

Conclusion: Your signature and a place for the seller’s signature: close the letter formally with “sincerely” or a similar polite expression. Sign your name and title. Be sure to provide correct, complete contact and reference information for future correspondence. Remember to consult your lawyer, Tax advisor and other counsel for further information before entering into the formal contract.

Karl Benson has over 18 years or personal real estate investment experience. Karl has been teaching, training, instructing, speaking, coaching and mentoring real estate investment for over 10 years. Karl is recognized as a premier provider of real estate education. He has coaching certificates from Franklin Covey and Legacy Learning.

“In addition to walking away with checks from the closing table, I also walk away with experiences and lessons from the transaction. Those experience last a lot longer than the proceeds of those closings.” It is through those real life experiences combined with his training, Karl maintains a unique perspective of creating Win/Win results based on an understanding of the needs of both the buyer and the seller.

Karl’s specialties include creative transactions, cash flow, re-positioning, asset protection and building real estate business models. Also, general or specific Commercial and Investment services. Karl CAN help you with your real estate and investment career. For more information see http://www.mycoachmentor.com. Your source for relevancy in today’s market.

Incoming search terms for the article:

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By Dr. Jim Sellner Ph.D.

1st Coaching Principle – A high Level of Emotional Intelligence is required of the coach so people will know, like, respect, value, risk, and trust her or him. Without a high level of Emotional Intelligence the coach’s attempted guidance will fall on deaf ears and closed minds.

The models – John Wooden, former UCLA basketball coach. Oprah, Phil Jackson, NBA coach. Herb Kelleher, former CEO of Southwest Airlines. Renee Sarata, owner, Reneevations Professional Development, Guy Kawasaki, managing director of Garage Technologies.

2nd – Prescription Without Diagnosis is Coaching Malpractice. Find out what’s going on with the person. Use the Socratic method to flesh out the details.

The Socratic Method — it works best in exploring complexities and uncertainty rather than in eliciting facts.

1. Set down conversational guidelines.
2. Learn to be comfortable with a prolonged silence after asking a question; silence can be productive. Sooner or later, a coach, growing too uncomfortable with the silence, will say something. That will lead to the next opening.
3. Aim to produce an atmosphere of “productive discomfort” in the dialogue. In the best of Socratic dialogues, there can be real tension in the dialogue.
4. Coaches must be open to learning something new, as well as being willing to acknowledge not-knowing or being stuck.
5. Welcome “the totally crazy idea” while discouraging ideas that are really just attempts to escape serious engagement.
6. Emphasize that brief remarks are preferred over lectures. Tell the coach if you are boring yourself over her or his narcissist monologue.
7. Discourage “obsequious deference” to your status as a coach. The fact that you are experienced should not, in a Socratic discussion, give the coach any advantage whatsoever.
8. Find a comfortable space. Vary it from time to time.
9. Always ask the coach at the beginning of the next session, “What did you learn?”, “What came up for you?”, “Is there anything you are confused about?”

3rd – Connect With the Platinum Rule – do onto others as they wish to have done onto them that is in their best interests. Ah, there’s the rub. The skilled coach helps the coach to discover her or his self-destructive behaviors while tapping into the new behaviors that will develop the person sense of self.

4th – Tell short, pithy stories — to engage and to make a point.

5th – Run the Communication Loop — listen using the Covey principle – first seek to understand.

6th – Hold people as able — do not take care of people. We are adults. Develop, yes. Enable, no. That means people are challenged to do what they say they will do, when they say they will do it and let others know if they can’t.

7th – Coaching is About Educating People. Animals get trained, people get educated. The role model here is the Dog Whisperer — Cesar Millan — trains dogs while educating people on how to relate to their dogs.

• Training’s Objective: Memorizing and regurgitating a certain way of doing things without question.
• Education’s Objective: Guiding, sometimes showing people how to find their own answers in a process of self-discovery and self-exploration.

8th – Coaching & being coached is a voluntary, participatory sport. The coach volunteers his or her time and wisdom with an attitude of no attachment to the outcome.

The assumption is that, as Marshall Goldsmith says,

“There is nothing wrong with you, that’s what right with you can’t fix.” Plus the coach follows nanny McPhee’s ethic, “When you need me, but don’t want me, I’ll be there. When you want me, but don’t need me, I’ll be gone.”

The coach engages in the relationship with a view to improving one’s self. The most intelligent and ambitious of coaches will have difficulty staying with the process because of their impatient, results-oriented attitude. Sometimes an engagement contract is required to keep them in the conversation.

Do you have a life and money?

• Did you know it is possible to start having the life and business of your dreams in as little as 2 months?
• Did you know people who understand the bigger game of business and life succeed more than others who don’t?
• Did you know it is much easier to move toward what you want than to move away from what you don’t.
• Do you realize small changes add up to a huge difference in your company’s profits?
• Do you know the six easy ways people engage in business?

My Life Coaching and Success Programs get what you are looking for. RESULTS!

• One professional services firm jumped from $3.8 million to over $10 million in four years
• Another professional services firm rapidly grew from $4.5 million to more than $15 million in five years
• A professional services organization grew from 25 members to more than 40 within two years
• One client’s proposal win rate moved from 22% win rate to more than 68%
• An entrepreneur went from almost bankrupt to a three-fold revenue increase in just five months

Tina Ferguson – CEO Rapid Success Partners – Award-winning Marketing Strategist, Life Coach, Small Business Success Expert.

As people and organizations across the country have been affected by the changes in the economy it is important to have the right organization in your corner when looking for work or the right people to hire. You want an Industry leader that has experience and the tools to connect Job seekers and employers with a high degree of accuracy. 

NES Staffing Solutions started out as a small recruiting firm which has now grown into an industry leader in the employment solutions space.  The growth of N.E.S and their powerful website NESStaffing.com has accelerated because of a very high satisfaction rate in both applicants and employers.

When it comes to employment needs, N.E.S. is a company that you can trust.  Their foundation is built on meeting and exceeding each clients expectation.  You can be guaranteed that if Nationwide Employment Solutions makes a commitment to you, they will follow through until you are completely satisfied!

NES Staffing Solutions prides itself on delivering a professional and courteous service that meets your needs, wants, and desires.  From their customer service reps to their staffing agents and CEO, you will be treated in a professional manner each and every time you conduct business with N.E.S..  Guaranteed!

I once spoke to a room of bright, professionals who all happened to be CPAs. Each was there, of course, to get a portion of their requisite CPE credits. About an hour into the class, these perfectly nice CPAs who ranged in age from 26 to 56 began to laugh more. Smiles circled the room. The discussion escalated around various business tax matters. An hour flew by, then another, and another.

Before we knew it. Eight hours were gone. CPE credits were earned. The energy in the room emanated out across the hall where the audit class wondered what ‘all the fun’ was about.

If only they knew.

With a handful of four and five star rating sheets, the class ended with one participant hissing, “I came here for CPE NOT to be entertained.” Clutching his one-star sheet, he sneered as he left the class.

The Fabulous Tax Babe is all about tax CPE that is fun, entertaining AND powerfully technical.

Not technical without fun.

Not entertaining without technical.

All three – fun, entertaining and technical.

If you are looking for a CPE instructor who helps CPAs remember a time when taxes were fun, and CPE that gives CPAs a reason to jump with anticipation, come back to work energized, and filled with relevant tax information, then give me a call.

The Fabulous Tax Babe Presents the Following Topic

• State and Local Tax
•  Federal Taxation
•  Tax Structuring for Profits

“Pam is an odd mix of accounting, business know-how, and Tony Robbins. I didn’t realize that CPE could actually be enjoyable. Not only do I look at taxes differently, I think about business altogether more creatively. It seems hokey to say this changed my life, but it certainly has shown me something I never knew was inside of me.”  - Mark Weber, Senior Accountant with Regional Accounting Firm

Fun…Entertaining

Powerfully Technical

Countdown to December 31, 2009

Most Challenging Economy in American History

What’s Possible for You?

You’ve found the Rapid Success Experiment – Welcome!

This experiment started June 15, 2009 with a question – What is really possible for people who decide to go big during the most challenging economy in American history?

With an email sent out to friends and colleagues, several joined us and the results already have surprised us.

• One person moved from a declining business of 1 client per week to adding 10 to 12  clients per week – within a week of joining the experiment!
• Another added $45K in new business.
• Yet another added three clients in two days.

The goal of this experiment is to bring people together to contribute to a bigger vision of what is possible both individually and together. Some of the results will focus on money, others may include achieving a lifetime dream, challenging yourself to pursue your truest desires.

While there are those who work personally with us as group coaching clients (during this experiment, we have a 100% money-back guarantee for our coaching fee), we believe the opportunity to unite as a group is available to anyone who is committed to his or her future. You are truly the only one who can decide what your future will be.

Join this experiment is 100% free as a participant by joining the forum and/or our Yahoo! group. Download the Create Your Own Group guidelines and invite others to have a bigger conversation with you.

The Experiment

Open your mind and life to what is truly available to you. Challenge yourself to go big – shoot for the moon! Throw yourself into an experiment with others who want to ‘see’ what’s really possible in a time that is like no other in the history of the planet. Be part of something bigger!

The Steps

STEP 1

Decide RIGHT NOW to end 2009 on your most successful note (remember, this might include money, a change in your life, a different way to work that brings you greater joy – create this experiment on your own terms). Take responsibility for your future now. Join the Rapid Success Experiment.

STEP 2

Sort fact from fiction. Take stock of what is in your reality right now. On one side of a piece of paper, write down the ‘facts.’ These are things that are in your experience right now. They do not have reasons or ideas or emotions tied to them. For example, my business has decreased 50%. That would be a fact. If you write, my business has decreased 50% and that means I have to sell my house and I’m going to lose everything I’ve worked for. This would include some fact (the decrease in business) and some fiction (we don’t know what is going to happen yet – the rest of that is fiction – unless you haven’t paid the bills, and in that case, you would list this in the fact list).

Once you know what is ‘fact’ then only deal with the facts. When you notice fiction coming to you, realize those are fears that want your attention. Look at the facts, and affirm that you are the only one that will decide what your future holds. Your actions today equate to your future.

STEP 3

Create a vision for your business based on what you really want to create, not on what you think is possible ‘in this economy.’ Based on fact, look at your business again. What do you really want here? Look at your business with fresh eyes. Create a vision that opens your heart with possibility. If it does not move you, it is unlikely to move others. Ensure your vision has a specific picture in your mind.

Consider the opportunities that are available now to you in your business. For example, if your business has decreased, ask yourself what opportunity is available in the change? Is it time to move location? Implement changes you’ve wanted to make? If you’ve lost contracts, ask yourself which companies would want to know you?

STEP 4

Stay positive. Each day, think about your vision, and work with the new ideas that come to you. Challenge yourself on what you think you know. Today, our world’s economy is so different than it was even two years ago. Challenge yourself to consider the ideas that come to mind. When you find yourself saying, “That won’t work.” Or “This isn’t working.” Shift to, “What could I do?” Or “What is next?” If you have an idea that seems “ridiculous” shift to “what would happen if this worked” or “what could make this possible?”

STEP 5

Get Into Action. When fear creeps in, action is a powerful antidote. This experiment is not about taking unnecessary risks, yet it is an opportunity for you to challenge yourself to do things you might not have done before. Most of what is available to you does not have to cost anything. Talk to people. Ask for help. Accept help from others who are offering it. Open yourself to all that is coming to you already. Follow your actions, and as you do, new actions will come to you. Take a step knowing that you will soon know what the next step is.

STEP 6

Celebrate. Each moment of every day is a moment to celebrate. In every moment something is growing and something is dying. Focus on what is growing. Celebrate small victories, and large ones too. Love each moment as a gift and love every opportunity in each moment. Each challenge is taking you to a new person, to a new experience, and it is a great adventure for you to get to know what gifts are in store for you.

Daily

Visit your vision daily. Think about it in your mind, and notice any ideas that come along with it. These might include people to call, ideas to share, changes to make. Ensure that you consider each idea on its own. As you look at each idea, you might have other ideas. Simply ensure that each idea your pursue is based on your decision that it is a ‘yes’ for you.

Get Connected

This experiment will create a conversation that will connect many people together in a short period of time. By coming together with a powerful intention for this year, you can tap into others and celebrate with them and share your own celebrations. In this way, you will enjoy a new experience in your life of ‘what is possible’ based on many people who are experiencing what is ‘possible.’ You get to choose what you believe is possible.

If you want, join our forum or Yahoo! group to share what you are doing and hear what others are doing.

Join our Group (Dallas only right now)

Our Small Business :: Big Success (SBBS) group coaching is one-of-a-kind. We are a group of conscious business owners who believe the world can be a better place if we all work together.

Our 12-month group coaching is the location for our part of this experiment. Smaller groups meet to go through a proven, rapid success practice builder system. These groups offer support and intention as members go through their goals. With SBBS coaching, you have access to a coach for challenges, and can access a buddy coach for weekly accountability.

During this experiment phase, our SBBS coaching is $397 per month and the commitment is through the end of the year. Our guarantee is that you will make a MINIMUM of 100% increase on your investment. So, for example, by joining in August, the fee is a total of $1,985. We guarantee that you will earn at least $3,970 as a result of your efforts after joining the program. Most earn this within a month, depending on the cost of the services or products they provide.

Why Join the Rapid Success Experiment?

• Generate positivity in the world of business.
• Show yourself what really is possible for you when you ‘go for it.’
• Improve your current business or start a new one.
• Be a positive example to others around you to be about ‘can do’ instead of ‘can’t do.’
• Be part of the solution for this challenging economy.
• By focusing on what is possible, your mind will be tuned in to more possibilities.
• You can tell others it works!
• Why not?

Tell Others – Invite Them to the Experiment

The more the merrier! As we invite people from America (those around the world are invited too!), we begin to create an energy that says, YES! This experiment is more about focus and action than it is about talking. However, talking stimulates ideas between people. We encourage you to connect with people and have a greater conversation about what is possible. Move from rehashing what doesn’t work or what is awful and move to what could we do together?

And, when you give a gift to others, don’t forget that you are the recipient of the gratitude that comes with it!

Be a gift to others. Share a new idea. Invite others to be part of the experiment.

Visit Rapid Success Experiment

By Manish Chauhan

“Being on par in terms of price and quality only gets you into the game, client service wins the game.” Lately, I have been thinking about aspects that differentiate one vendor from another. While expertise, experience, affordability, and ease of communication featured high on the list, client servicing made a distinct appearance.

Effective client servicing is very often what differentiates the winner from the plodders, in today’s highly competitive business landscape. Exemplary client service practices can give your product/service the extra impetus it needs to outshine rival product/service. And since finding new clients is much more expensive than retaining existing ones, the need for superior client servicing gets amplified. Also, a lost customer would mean lost revenue and an unhappy customer can damage your reputation.

With so much at stake, I don’t believe any organization would not want to service their clients well. In view of this, I would like to share some quintessential aspects of effective client servicing.

Honesty is the best policy

Honesty and sincerity go a long way with clients. Do not pretend that you have answers to every problem they have, if you don’t. Admitting a weakness in your knowledge or process is better than outright lies. The genuineness of your concern to formulate an effective solution to your client requirements will win you their loyalty and long term partnership.

Foresee you clients’ needs

Your business plan should be built around understanding and anticipating your clients’ needs and aspirations. Make sure you offerings are in sync with your clients’ expectations and delivers on those expectations satisfactorily. A mismatch would lead to unpleasant experience.

Listen to your clients

Effective listening entails truly making an effort to absorb and comprehend what is being said and acknowledge that understanding. Learning to listen is a key skill that will serve you well in all aspects of your business. Attend to even the smallest details. Try putting yourself in the client’s shoe and endeavor to understand their point of view.

Resolve conflicts in time

Don’t allow issues to remain unaddressed and mould and fester. Prompt and timely resolution holds the key to good client servicing. Don’t shy away from tendering an apology even if you are not necessarily in the wrong. Intervention by a senior member to placate an important client and seek effective solution can be effective at times.

Communicate and follow-up periodically

Your client service initiative should not stop with completion of sales process. The endeavor should be to maintain a free flow of information between you and your clients. The communication should be designed to educate clients about your product/service and organization. Newsletters, interactive forums, and other forms of social media are effective tools to communicate key messages.

Seek to build long lasting relationship

It is imperative to build long lasting relationship with your clients and not just perfecting a singular non-repetitive client. Building an effective relationship involves being responsive to client requests. Every effort should be made to accommodate client requests or to explain options that are available. A client, who feels appreciated, cared for and understood is less likely to leave in pursuit of better service and/or price. Effective relationship can compensate for poor performance, but it cannot be used or rather abused to justify low grade performance.

In short, superior client servicing is critical to your survival in the market place. It should be the cornerstone of your business and will help you retain a loyal client base.

Kneoteric is a leading online marketing company providing PPC Management Services, online marketing consultancy, SEO services and link building services.

By Paul Godines

When selling consulting, you will need some highly successful methods to get clients. Because one of the most difficult issues that every business owner has, especially during a recession is getting clients. This might make you wonder if there are even enough clients to make it worth staying in business for.

When in fact that’s not the case, especially during a recession, business consultants are HIGHLY needed. Whatever you service or product you are likely the answer to someone’s problem. Even if your product is an audio made with your kids digital recorder, you can make an impact on the world.

More importantly its not how much you give but the value you offer that will earn you tens of thousands of dollars of income. So, lets start with creating a simple method you can use to sell your consulting.

Begin by realizing your not a business consultant, or a transcriptionist, or a virtual assistant you’re a teacher. That’s your job, whose primary role is to discover your prospects needs and than if applicable educate your client about exactly how you can bring value to them with your services and or products.

With that in mind, lets move on. All you need to do is create a comfortable conversation which helps you discover their needs. I suggest you do that by using just a few well placed words.

Here’s a simple dialogue you can use to uncover opportunities and enroll clients;

• So tell me what’s going on – use this to discover opportunities.
• What result do you want – find out exactly what they want.
• What’s the evidence you will use to know you have achieved your goals – determine if you can deliver those results.
• What’s that worth to you – find out to what degree they value those results. I use a scale of 1 – 5 for example.
• It sounds like – here you help them see the possibility of reaching those results.
• We can help you achieve those results – here you actually make a statement with confidence that you can achieve the results they want.
• Is this something you would like to move forward with – here you are asking them if they would like to actually achieve those results.
• Ok here’s the next step – here you take the time to take them to the very next step, usually the procedure involved with enrolling.
• Confirm – get them to confirm to you the nest step, make sure they know exactly what to do next, and when to do it.

Now what makes this system so successful is in how you use this list. Start using it with friends, clients, prospects and family, force yourself to ask them what’s going on. What they would like to see happen, ask them how they would know they achieved their goal.

Than ask them what its worth to them to achieve their goal, tell them what it sound like to you. What’s most important is to be casual and very relaxed. Once you have some practice – you should do this at least 50 times – you will find enrolling clients extremely easy.

If you’re ready to go to the next step, and become a High Priced Expert than go to Adapt on a Dime.com http://www.adaptonadime.com Get your FREE “Quick Start Guide To Become A High Priced Expert.”

Paul Godines Coaches Professionals to become High Priced Experts using Joint Ventures. Leveraging and Multiplying your Skills, Knowledge and Experience into a High Priced Consulting Practice.

By Dave Guerra

Disasters can occur at anytime and anywhere. When they occur they are usually unplanned or when notice is given it is usually not much. You can prepare for just about any disaster by having a Disaster Recovery/Business Continuity plan in place and ready to roll at sign of the first raindrop. What people usually do not prepare for is how to act the moment a crisis begins be it natural or man-made.

The old Rudyard Kipling quote, “If you can keep your head when all about you are losing theirs…yours is the Earth and everything that’s in it, and — which is more — you’ll be a Man, my son!” should serve as a prime example of why remaining calm will lead you to a place that other men and women can only imagine.

Remaining calm during chaos will work in your favor when you need things to get done. Not only will your ability to remain calm serve to calm others but will also make you the person that people will turn to because of that ability. It may be difficult at times, especially when the severity of the situation may be more than you have ever faced. You will have to reach deep inside yourself and find the strength to get past the surreal situation you find yourself in and put on a brave face.

The first thing you will need to do, as part of a leading in a time of disaster is to get information. The task at hand will be to determine what the exact situation is, not what someone thinks it is, and especially, not what someone else heard it might be. Therefore, it is imperative to gather all the information that is available and the information that is secondhand should be confirmed as quickly as possible. Provided that no one is sick or injured as a result of the initial onset of the situation then it is imperative to get people focused on what needs to be done and get their minds off the initial shock of the situation. You will need to assign specific tasks. Initially, this will focus on the people around you being the ones that will provide you with the information you need. Assigning such tasks should be based on their ability to gather and deliver the necessary information. If you are looking for an update on the status of supplies available then someone working in the warehouse or storeroom should be tasked to provide that information, if you’re not sure on whom to call upon, ask for volunteers.

Keeping everyone focused gives everyone an opportunity to alleviate some of the stress and anxiety they may have, as it will help them voice their concerns along with critical information about the situation. Keep in mind that collecting information initially should come from direct observance of the unfolding situation, outside sources such as television and radio, feedback from individuals that are present and any historical data available about the present situation. Thus, it is important to get as much firsthand information as possible and limit the amount of second- and third-hand information you are willing to accept, as second- and third-hand information will take time to verify. As a rule of thumb, if it takes more than 5 minutes to confirm then don’t use it, as it may be information that is wrong or already out-of-date.

Having collected your data now you will have to act fast in processing information and developing the plan by which to act on. Depending on the severity of your situation you will need to determine what you will be able to do what you will definitely not be able to do, what can possibly be done, and what you would like to do. As the situation may be continuing to unfold, the development of any plan should definitely take into consideration the current situation and possible outcomes that are both short- and long-term and in some cases post-disaster considerations should be included.

During this time information could still be coming in and will continue to impact your ability to make a plan. At some point you will have to draw a line and say to yourself no more new information will be accepted and the plan will be made based on the information available. When putting the plan together, you will not have the luxury of time, as in most cases things are happening fast and changing constantly. However, just as it is essential to make a decision as fast as possible it is equally important to not make hasty decisions.

Making hasty decisions will lead to outcomes that might have been avoided provided there was a bit more time to process the information that was available. Therefore, avoid making any decisions or plans until you have enough information and can no longer wait for any more information to come in. While there never is really a good time to make a decision and you will never have all the information you need, a decision still has to be made. At this point, you must now make a decision that will affect everyone involved. Be sure to include everyone that is available and able to do something in the plan.

The plan should be designed to keep everyone focused and centered on what needs to be done and hopefully, not on what has happened. If everyone can participate and contribute then all the better, however, be careful when there are not enough tasks to go around. Those without something to do should be monitored to ensure that they do not create a negative atmosphere that can demoralize the rest of the group.

As a leader, your responsibility is not only to ensure that what needs to be done gets done but also to keep everyone motivated, as having a negative atmosphere will defeat any morale building activity. Therefore, ensure that a negative or a defeatist attitude is addressed as quickly as possible. By having everyone on the same page and working towards a common goal will ensure that whatever you are trying to accomplish will get done.

After making your decision, it is time to put the plan into action. Assigning specific tasks ensures that everyone understands what needs to be done. It is also important that everyone understand what is being asked of them. It is imperative that everyone is fully aware of your intent, if they do not than it is up to you to explain it to them quickly, concisely, and that they can say what it is back to you. As with any assignments, it is important to have measures in place that will notify everyone as to whether the tasks are on track to be accomplished properly or are they creating more trouble than what they are trying to accomplish.

By monitoring the activities of everyone as well as getting feedback from the participants themselves you are then able to adjust the assignments as necessary. Additionally, you should be able to fine-tune the plan so that it conforms to any changes in the situation. The trick here is to find the point by which you not only stay up to date with the evolving situation but you can even forecast actions to be taken.

At some point, you will be able to relax and have the time to reassess the situation as the initial crisis state has passed. In the event of a natural disaster, this means that the initial shock has passed and while destruction may still be occurring, time has elapsed which will enable you and your team to reshape the plan to gain greater ground on what needs to be done. In the case of a man-made disaster, short of a nuclear accident or event, the initial chaos may have subsided. You and your team definitely can proceed in a slower and more deliberate pace, that way what was initially missed or overlooked can now be addressed.

Leading in a time of disaster is not something that can be practiced; it can be simulated. Simulation will only go so far because once it hits the fan all bets are off. As part of any disaster recovery or business continuity plan be certain to include time to go over any possible scenarios and what your reaction will be. No matter how horrific or surreal things may be you will need to remain calm, stay focused, and above all be the leader. You may be called upon to do things you would never do in everyday life but then again natural or man-made disasters are not an everyday occurrence. This is where planning and preparing now comes into play, so always remember and never forget what someone once said: “Sweat more today and bleed less tomorrow.”

Dave Guerra
Owner The Dave Guerra Company (http://www.daveguerra.com)

Dave Guerra invites you to find out how providing Information Technology Leadership and Management greatly enhance return on your technology investment. The Dave Guerra Company helps small to medium sized organizations get their message out via the use of Internet Technologies utilizing new media tools such as Web2.0 and the emerging Web 3.0 technologies. Find out what The Dave Guerra Company can do for you, your organization, and your Information Technology investment.

(c) Copyright – David G. Guerra. All Rights Reserved Worldwide.

By Jan Richards

Your vision of the future – whether it’s positive or negative – is a much more powerful factor than you might ever guess in helping the shape your future success.

A vision that works motivates the person or group who hold it to take action to make the vision come true, no matter what obstacles they find ahead.

Effective visions are ones that appeal powerfully to both emotions and logic.

Discover, express and focus on a vision of the future that’s clear, positive, compelling. Think of creating your vision as a way to “pre-experience” success, in detail. Think of the vision, itself, as a snapshot or preview of the future you are creating.

Here are tips about how you can create your team or individual vision:

1. Create the time and space for it.

You need time to relax and let ideas flow. That requires time and space away from the pressures of the regular workday. Schedule the time in advance.

Create an environment for the visioning work that’s free of interruptions and enables you or you and your team to think expansively, clearly, honestly, creatively.

If you’re working with a group, engage a good facilitator if there’s no one in your group, presently, who has those skills.

2. Envision a compelling future.

Start by setting a target date by which you hope your vision will be real. Perhaps that’s 5, 10 or more years away. Whatever it is, make it a specific date.

Next, imagine what you will have achieved by this time. Imagine in detail. “Be there now.”

If it is a business vision you are creating imagine what your customers, collaborators, and competitors are saying at this future time about you or your group, your results and how you created them:

- When you see and hear their reactions, what do you like?

- What do you want to change, about what they are saying about you, in that future state?

Now, as you imagine being in this future, imagine how you feel about what you have achieved by this time:

- What do you like best?

- What do you want to add or change?

3. Capture and sort the input to create the vision.

Capture the ideas you’re generating in writing or graphics, whether you’re creating your own vision, or working with a group.

Sort the information in some easy way as you move through the process. You can use mindmaps, clustering techniques, or structured brainstorming exercises.

You can also create a graphic template ahead of time of a metaphor you want to use to catch and organize the ideas that lead to your ultimate vision. For example, some people use a metaphor of taking a journey, mountain climbing, surfing, or building a city. There are many other metaphors you can also use.

4. Refine and post the vision. Then follow up.

Take the visioning work you’ve done, and distill it, whether you’re working on your own, or in a group.

Produce a simple final vision statement or graphic.

Post the vision in a prominent place where you or your team will see it regularly. That may be a physical space, or if you’re working as part of a virtual or dispersed team, post it on an online space you share.

And now I would like to invite you to claim your Free Instant Access to “Firewalking: Leading Teams Successfully Through Uncertain Times” when you visit http://www.jgrichardsresults.com from Jan Richards, J.G. Richards Consulting – Turning Business Goals Into Great Results.

By Michael McCann

There are five key factors that are essential to today’s decision making:

•Intuition – concerning the direction events may follow.

•Flexibility – concerning a willingness to accept foreign information.

•Initiative – in problem solving, decision making, and creativity.

•Creativity – in opening wider ranges of alternative ideas.

•Adaptability – to new conditions not anticipated earlier.

Intuition: Our expanding technology is daily making available a wide range of new potential products and services on one hand. On the other hand, our expanding and mobile population is daily creating demand for new types of products, thanks to new needs and desires. To decide what your company wants, and to blend it with what the customers want, requires value judgments.

Key executives know that in choosing between broadly separated alternatives, they must often rely on intuition in blending the insufficient information available for decision making. How, for example, can a hosiery manufacturer be sure the trend is to longer or shorter skirts? No decision-maker can ever be sure!

As the output of technology advances and as the interactions of communications are speeded up, permitting reports on mass tastes and trends at an overnight pace, the level of intuition required in these areas to make future value judgments must rise. This is an apparent contradiction with the widely held image that new management skills in the information-gathering area are dramatically reinforcing decision making as a science.

The fact is that the new tools of specialized knowledge in such areas as technology and market research, when compiled with the emerging computer technology, are broadening the known choices for a decision-making executive. An executive must be prepared to work to develop intuition and must not be afraid to act intuitively as information streams around him or her.

Flexibility: In the use of one’s executive intuition (in solving a problem or in reaching a decision), when “all the information is in that we have time to
gather,” we do well to remind ourselves of the need for flexible thinking. We can dam up our intuitive capacities if we become rigid concerning areas we are willing to include in the search of alternatives in the problem solving and the decision-making processes.

This flexibility is close to creative thinking – but not quite the same: the creative process applies largely to the creation of alternatives to our decision making process, while flexibility applies more to the problem solving area.

As we attempt to define the cause or causes of our problems, we benefit by staying flexible. If we prejudge a cause of a problem – or restrict our search for causes – we cut the ground out from underneath the subsequent decision making process.

Initiative: In both problem solving and decision making, a high level of personal executive initiative needs to be exhibited.

• A desire to look for solutions to problems.
• A desire to examine alternative actions.
• A spirit of discontent to fuel creative wonderings.

The subject of initiative is subjective. It is one thing to know the techniques involved in executive decisions – it is quite another to want to enter these processes with both feet.

“Initiative,” “verve,” “drive,” motivation,” or whatever you wish to call it, continues to be the prime variable in the competitive arena – between companies and between executives (assuming all other factors to be relatively even: i.e., personality conflicts, no nepotism, no great educational variables, no great intellectual variables, etc.).

Creativity is a key that can in degree be learned and cultivated as a habit. A person with initiative can become a more creative person by initiating a feeling of discontent with things as they are. Also, a naturally creative mind can prod its “body” to take more initiative in order to see fulfillment of its creative impulses.

Analyze your strengths in both areas – and use one strength to help you raise your sights in the corresponding area.

Adaptability: Behavioral scientists tell us that the true measurement of intelligence is the ability to adjust or adapt quickly to a changing situation. To this extent, adaptability to a changing situation is different from flexibility of thought; it can be said that we should be flexible in our adaptability.

A rapidly changing marketplace may require an executive to adapt to conditions created by his or her competitors. In the process, he or she is hopefully:
• flexible in examining his or her alternate methods of adapting to conditions, and
• flexible in determining what the real cause of his or her problems may be.

All strategic decisions in the executive arena require a degree of adaptability to changing events both inside and outside the company. The complexities of today’s marketplace dictate that rapid adaptability must be a characteristic of the contemporary businessperson.

Make more money faster by easily connecting with hard-to-reach decision makers who can buy your products and services…NOW! Get started free by getting Michael McCann’s new Special Report excerpted from his newest edition of his popular business development book, Connecting with Key Decision Makers (How to Reach Hard-to-Reach Businesspeople Who Can Say “Yes”)…just for asking at http:/www.GlobalBusinessCafe.com/ – http://Twitter.com/MikeHMcCann Go now!

Michael McCann is a 25-year veteran of developing unique and professional business development programs that create tangible results for individuals and companies. Let him help you instantly…free!

By Kevin Dervin

How would your clients and prospects describe your marketing personality?

Every small business person has a number of qualities and characteristics that make up their unique marketing personality. Are you conscious of what kind of marketing identity you’re projecting… in other words, how people see you?

This really came to my attention in observing behaviors at a recent Home, Lawn & Garden Show in Kansas City. I spent some time supporting my friend and business partner’s booth at the trade show.

Now trade shows are a little bit of a different animal, but it was unmistakable observing the various marketing personalities. For several of the small business owners displaying, trade show marketing is no doubt an important piece of their overall marketing efforts.

Before I cover some of the marketing personalities that were observed, let’s discuss why this is even important.

One of the ways I’ve always encouraged small business clients to think about marketing is to picture a wall. There is the side that you see because you’re inside your business. But, there’s also another side to the wall that your clients, prospects, and potential referral partners see.

Are your marketing efforts designed from the outside in, or from the inside out? If you only focus on what you see and what you like (i.e., your side of the wall) in your marketing efforts, there’s a decent chance you won’t connect with all the prospects that are possible. Because they’re looking for what’s important to them, and not what’s important to you.

I’m not saying to try and be something that you’re not. It’s more a matter of being conscious of your marketing personality so you can set your marketing processes & systems up to best leverage it.

OK, here are some of the marketing personalities that I observed at the Home, Lawn & Garden Show:

* Extreme Introvert – One individual sat in his booth and I never saw him engage a single person unless he was spoken to or asked a question first. It appeared to be a “Field of Dreams” approach. “Well my display is beautiful. If people want what I have, they’ll come and ask me for it.” It was as if he didn’t want to impose on anyone, not even the people who clearly stopped to learn more about his service.

* Look at ME! Look at ME! – OK, I didn’t see the rainbow colored afro wig. But, you do see some things that are clearly set up to try and draw as much attention as possible. What strikes me is the lack of focus on a clearly defined target market. It didn’t seem to matter whether people needed the product/service or not.

* Extreme Extrovert – Everyone was a friend. Smiles and, “Hello, how are you?” were plentiful. This was different from the Look at ME type. I suspect some these folks did well assuming they focused on engaging in conversations with visitors that fell within their target market.

* Oblivious – Ever been involved in a one-way conversation? It was wild. Questions were not answered and a dialogue was clearly not engaged. He had the things on his mind he wanted to communicate and that was that.

* Attentive – This was my favorite to observe. This person was clearly mindful of the traffic. Smiles, nods and hello’s were given, but not necessarily with the intent to stop anyone. When someone stopped at the booth, if the hesitation was appropriate then he engaged. The conversation was polite, but focused with a clear call to action at the end of the discussion.

There is no scientific conclusion here to say who did better than anybody else at the trade show. It was just observation of the various marketing personalities I noticed.

The things is how does this marketing personality carry over to other marketing tactics like networking, direct mail or social networking? Something to think about.

And now I’d like to invite you find more FREE articles and resources to increase your own small business marketing effectiveness at http://www.MarketingActionClub.com Just come have a look around to see what all is available.

Kevin Dervin is co-founder of the Marketing Action Club and creator the the Get More Great Clients marketing system.

By Daniel L. James

There is no such thing as job security, especially in the IT industry. It matters not whether – like me – you have thirty-plus years of experience, an MBA, are a Certified IT Project Manager, have published a book, or any other past accomplishment. Potential clients or employers only care about the value you can bring to their organization today. It was this way in 2001 when the tech industry tanked, and is again in this economy, forcing us to continuously adapt, retool, rethink and re-behave.

No longer is it “safe” to rely on a single source of income. No longer is it a “sure thing” that our 401-Ks will even retain their values, let alone provide gains over time. According to IRS statistics, 93% of public stock market traders lose money each year. According to the Social Security Administration, over half of Americans must continue working at age 65 or later to supplement their retirement.

In an environment where our “superior” resumes are thrown in a stack of thousands for consideration, we must change our approach. Recruiters are overwhelmed with sellers and a tiny fraction of buyers.

The solution is to think strategically, but from from new angles; to find new ways of attracting customers or clients; to become the hunted rather than the hunter.

We do this by becoming mentors, experts in our field, leaders willing to educate and train our prospects without expecting anything in return. Only by first earning trust and respect will our prospects be willing to do business with us, hire us, or invest their precious capital. This concept is called Attraction Marketing, and it’s no longer the exclusive domain of network marketing plans and affiliate programs. It is based on a long-held principle that, helping others achieve their financial (or life) goals automatically helps you achieve yours.

In years past, relying on a single employer to provide for our families was a point of honor and virtue. Today, it’s a case of “what have you done for me lately.” In today’s economy, we need a second source of income just to cover our teenagers’ text-messaging bills, let alone to stock up a lagging retirement fund.

It is time for managers and professionals — technical or administrative — to become entrepreneurs, to find one or more alternative source of income, and to automate that source so that it consumes a minimum amount of bandwidth. Can Attraction Marketing do all that? It certainly can!

For example, you can have a full-time job while mentoring others online in your spare time, building your expertise and followings on various Social Networks. It may not provide instant cash, but the lifetime dividends this “investment” returns can be enormous.

So, what is your passion? What is your favorite hobby? Do others think you’re already an expert in something? Are any ideas coming into your head as you’re reading this that you believe others would find interesting? Are you willing to share your expertise for free in order to attract a loyal following on the Internet? If you answered “yes” to any of these questions, then you qualify to build an Attraction Marketing business. If built correctly, it will take little of your daily time — in fact, much of it can work on auto-pilot — allowing you to continue with your job and life.

The bottom line is this: In this economic climate, how are you going to retire at any age without multiple streams of income? Your job consumes forty-plus hours per week. If you could invest one hour per day to build a lifetime of revenue, would it be worth it?

Something to think about.

Dan James is Senior VP at LarkinSoft (http://www.LarkinSoft.com), a consulting firm specializing in systems that help businesses thrive on the Internet. See Dan’s blog, and more information on Attraction Marketing, at his website, http://www.DLJames.com

By Jason Wilton

When hiring and promoting people into manager roles, many times those who get the positions are those who work the hardest at their current jobs. Rewarding hard work is always an intelligent choice for those in upper management, but in some cases, the hardest workers do not have outstanding leadership qualities. When this happens, some effort must be expended in making managers into leaders.

First, you must teach your management candidates how to think outside the role of an employee. While they may have worked for a long period of time beside the people they will be leading, they must learn how to step out of the co-worker role and into their position of leadership. Watch for employees who may think they can take advantage of their friends, and nip this problem in the bud.

Second, evaluate their personal and business traits to see which leadership qualities need the most work. Place them in situations where they must work on these issues and hone their weaknesses. Even when someone does not naturally have a particular leadership quality, most of these traits can be learned with practice and reinforcement.

Finally, build up their confidence so that they can step into their new role and perform their duties as a manager without any hesitation. For many people, the most difficult part of assuming a leadership role is their confidence in their abilities to lead others. Once they have conquered their own insecurities, taking responsibility for others will become easier and those who work under them will be able to treat them with the respect that they deserve.

In some cases, making managers into leaders simply does not work. There are some people whose personalities are just not cut out for a leadership role and that is perfectly acceptable. In such cases, the best move is to find a position within the company where their strengths can be used to further their own career, as well as to create a stronger organization. Not everyone is a born leader, but nearly anyone can be trained to be a very effective manager with decent leadership qualities.

Making managers into leaders is one of many topics you can learn about at Leadership Made Simple. This periodic journal of practical leadership and management tips provides great material about leadership development. Right now, you can subscribe to this free journal to receive four great videos that can teach you to become a better leader or manager:

By Jason Wilton

When hiring and promoting people into manager roles, many times those who get the positions are those who work the hardest at their current jobs. Rewarding hard work is always an intelligent choice for those in upper management, but in some cases, the hardest workers do not have outstanding leadership qualities. When this happens, some effort must be expended in making managers into leaders.

First, you must teach your management candidates how to think outside the role of an employee. While they may have worked for a long period of time beside the people they will be leading, they must learn how to step out of the co-worker role and into their position of leadership. Watch for employees who may think they can take advantage of their friends, and nip this problem in the bud.

Second, evaluate their personal and business traits to see which leadership qualities need the most work. Place them in situations where they must work on these issues and hone their weaknesses. Even when someone does not naturally have a particular leadership quality, most of these traits can be learned with practice and reinforcement.

Finally, build up their confidence so that they can step into their new role and perform their duties as a manager without any hesitation. For many people, the most difficult part of assuming a leadership role is their confidence in their abilities to lead others. Once they have conquered their own insecurities, taking responsibility for others will become easier and those who work under them will be able to treat them with the respect that they deserve.

In some cases, making managers into leaders simply does not work. There are some people whose personalities are just not cut out for a leadership role and that is perfectly acceptable. In such cases, the best move is to find a position within the company where their strengths can be used to further their own career, as well as to create a stronger organization. Not everyone is a born leader, but nearly anyone can be trained to be a very effective manager with decent leadership qualities.

Making managers into leaders is one of many topics you can learn about at Leadership Made Simple. This periodic journal of practical leadership and management tips provides great material about leadership development. Right now, you can subscribe to this free journal to receive four great videos that can teach you to become a better leader or manager:

By Doris Kovic

“Are you kidding me – how can I be optimistic? There is nothing to be optimistic about in this economy.”

With the constant stream of bad economic news it is very easy to get caught up in thinking that nothing positive is happening. We start to believe that there is little that we can do to improve our circumstances; we withdraw, play it safe, feel concern, and fear about our future. We become especially vigilant for further signs that we are at risk.

Optimistic leadership is not about seeing the world through rose colored glasses. The economic down turn is real and we need to make business decisions based on that reality. But once you have your plan of attack, optimism will inspire a sense of hopefulness and the confidence that is required to take full advantage of the opportunities that do exist.

Optimism or pessimism is not about the reality of the situation, it is conscious choice that has a huge impact on your ability to succeed.

Additionally research has confirmed that those who are able to find an optimistic outlook will not only be more successful, they will also live longer, be healthier and happier.

Below are ten ways to become more optimistic and to energize your organization.

1. Seek positive perspectives and evidence. Unfortunately most of what is being reported today has a pessimistic tone, so to build a more
balanced view, you need to look for the positive signs. In an economic
downturn, pessimists may be more right but optimists will see more opportunity and actually accomplish more.

2. Practice possibility thinking. We have an amazing ability to construct our inner world and outlook, to use self talk to either build ourselves up, or tear ourselves down. Give yourself permission to reframe your thoughts, to focus on the opportunities not the negative consequences – the 90% that we still have rather than the 10% we have lost. See bad events as setbacks, transitory not permanent and focus on what you can do to energize and build growth.

3. Build a compelling vision that inspires. Take the time to develop a deep sense of mission and purpose, to get really clear about what you want for your organization and the unique value you can provide. In the words of Peter Drucker – “the best way to predict the future is to create it”.

4. Surround yourself with positive people. Optimism is a learned habit, and it is contagious. Seek out people who have a positive outlook – you
are only as good as the company you keep. Expand your support network
and consider hiring a business coach to support you as you work through this process.

5. Be aware of the “shadow” you cast in your organization. As a leader everything you do impacts those around you. Your mood and your behaviors are watched and interpreted by everyone around you. Be a good role model, maintaining your composure and a positive attitude – that’s authentic.

6. Encourage open dialog. Being positive and open will draw people towards you. Staying focused on understanding and listening is especially important with others who don’t feel so optimistic. Optimism or pessimism is not about the reality of the situation. You need to remain open to fully understand alternative perspectives and be able to lead people to a more positive future.

7. Build resilience through wellness. Optimists are more resilient to stress and enjoy better health. Resilience builds a mental toughness and an ability to bounce back from setbacks. To build your resilience, you need to make purposeful choices to take care of your body, mind, and spirit.

8. Build personal mastery. This begins with an honest assessment of your capabilities and a lifelong commitment to professional development.

Mastery will bring confidence and the capacity to succeed, creating more reason for optimism.

9. Believe in the capabilities of your team and organization. One of the most powerful gifts you can give someone is to believe in their potential. Suddenly they are capable of accomplishing so much more, which in turn gives you more to feel optimistic about.

10. Stay focused and track accomplishments. When there is a lot of information and distractions it is very important that you keep your eyes focused on the road ahead, on the things that you can do and control. Celebrating your victories along the way and knowing that although it may be a long road you will get to your destination in the end.

Great Quotes
=========

“Success is often achieved by those who don’t know that failure is inevitable”
~Coco Chanel, French fashion designer & businesswoman (1883-1971)

“For myself I am an optimist — it does not seem to be much use being anything else”
~Sir Winston Churchill, British prime minister during WWII (1874-1965)

“I prefer the errors of enthusiasm to the indifference of wisdom”
~Anatole France , French writer (1844-1924)

“Perpetual optimism is a force multiplier”
~Colin Powell, Former U.S. Secretary of State (1937 – )

http://www.leadinginsight.com
doris@leadinginsight.com

Leading Insight San Clemente CA 92672 T: 949-429-8137

© 2009 Doris Kovic All rights reserved. You are free to use material from the Leading Insight eZine in whole or in part, as long as you include complete attribution, including a live website link. Please also notify me where the material will appear. The attribution should read:

By Doris Kovic, Business and Executive Coach of Leading Insight. Please visit Doris’s web site at http://www.leadinginsight.com for more leadership articles.

By Consuelo Meux

If you had to explain your organization culture to another person would you be able to do it easily? That can be a difficult question if you’ve never stopped to consider that organization culture influence what makes your company function on a daily basis. You might be so involved in the culture that you really can’t see it. Here are 7 top ways that a woman leader can use to tell others about your organization culture.

1.  Who is most important in the organization? Tell people if the leaders, managers or employees are considered the most important people in the company. This lets them know the type of activities and recognition people get involved with in the company as well as where most of the resources will be allocated.   

2. Do you ever see the managers? Relate how accessible management is to workers on a daily basis and how formal or informal the interactions are between workers and management. This lets people know to sharpen their business etiquette in case they have a chance to meet the managers on a regular basis.   

3. What are the work expectations? Let people know if employees are expected to work after regular work hours to complete their work or if overtime work is frowned on. This lets people know if they can plan activities for after work hours or expect to put those extra hours in at the office.

4. How are people welcomed? Talk about how new people are brought into the organization. Are they provided with an orientation or left to fend for themselves? This will affect the retention rates of employees at many companies. Workers that experience a good orientation usually stay longer.  

5. What is the satisfaction factor? Talk about how satisfied the general workforce seems to be throughout all areas of the organization. Are people generally happy or disgruntled? People want to work where others are happy. A dissatisfied work staff can be a motivation buster.

6. Who do people like the most? Talk about the special people in the organization. It might be someone who is still there or a person who was the organizational “hero” from long ago.  This gives a good view of the type of characteristics and values that are considered to be important in the organization.

7. What type of activities do you have? Tell whether people are expected to get involved with company picnics or parties or if people barely know each other’s names or anything personal. Some personality types will have a difficult time in an environment that is not social or welcoming.

These 7 top tips give you quick talking points that help explain your organization culture to other people. By sharing this type of information, you can quickly convey what is expected in the organization and the regular norms and behaviors of company members. 

Consuelo Meux, Ph.D. coaches professional and executive women to build the confidence and communication skills to start and grow a prosperous small business. Get a free business plan template, resources and other support at her website. Private fast track coaching is available on a limited basis. http://www.consuelomeux.com

By Woody Kaye

You are probably a leader in many aspects of your life, even if you do not usually think of yourself as one. You may be a leader in your family, and help other family members make decisions that are good for everyone involved. You may be a financial leader and earn money to keep the family happy and healthy. You might be a spiritual leader in your church, or just be the guy (or girl) who says the prayer before Sunday dinner each week. And, of course, if you are a business person, then you are a leader to everyone else in your business, regardless of whether you have a staff of one or a staff of hundreds or thousands.

As a business leader, you have multiple responsibilities:

• You keep things running on time.
• You maintain focus.
• You present a positive aspect and outlook on business to keep customers and employees involved and productive, and, perhaps most importantly of all,

You make work continue.

Now, there are a lot of people out there who would like you to believe that making work continue means keeping people employed and paying paychecks at all costs. You may even believe that yourself. As a good leader, you do (and should) feel responsible to those who depend on you for their livelihood, whether they depend on your for your services or for the employment opportunities that your business represents.

However, sometimes as a leader you may have trouble seeing your way clear to this goal, particularly when economic times get tough and your instinct is to cut back on everything in order to conserve what you have and “weather the storm.” It can even lead to your making poor decisions in an effort to not let employees go or to continue to provide services that may no longer be economically viable.

Instead of caving in to emotion, do your job. Make work continue. The best way to do this is to change your strategies so that they fit the new trends of the time. For example, you may need to alter your advertising strategies so that they are more memorable and more cost efficient. You might elect to start using methods that literally “do the work for you” by keeping your business at the forefront of a targeted group of potential clients’ minds. Promotional merchandise that has been labeled with your business information, services, name or contact information are a great way to get the most out of every penny that you spend on advertising.

The best way to do your job as a business leader is to make a wise decision on how you spend every advertising dollar so that you can literally make work continue by garnering new client relationships and cultivating old ones.

Woody Kaye is the founder of Corporate Values, Inc. a distributor of promotional products offering more than 600,000 imprintable items that can be fully customized with corporate or business unit logos, and/or conference or event information. For more tips on using promotional merchandise or promotional printing just click on one of the links to check out Corporate Values blog or sign up for our free newsletter and receive free marketing tips right to your inbox.

By Maynard Brusman

Creating Opportunity in Uncertain Times

Are you working in a company or law firm where your Human Resources Department hires executive coaches to help high potentials develop their leadership capability? Does your Human Resources Department currently have sufficient resources to offer employees essential training and development programs?

One of the most powerful questions you can ask is “Are leaders receiving the coaching help they need to stretch their inherent capabilities?” Emotionally intelligent and socially intelligent leaders provide leadership coaching and leadership development programs for their best and brightest.

Crisis or Opportunity?

The upside of a financial crisis and recession is that they offer all of us the opportunity to stretch our skills in our current jobs-and I mean everyone. That means you. But you already know you’re being stretched, don’t you? You feel it. The question is, how are you going to welcome your own particular crises and use them to benefit your personal and professional development?

Managers often redirect people’s careers based on insufficient evidence that they have talent (or lack thereof). Unfortunately, we don’t give ourselves the same opportunity. We’ll try something new, and if it doesn’t come naturally or we don’t immediately excel, we conclude we have no talent for it. We often don’t give ourselves the time and effort it takes to establish new behaviors.

We abandon pursuit. We never give ourselves the chance to practice and make progress. We don’t like the feeling of discomfort that comes from doing something poorly, so we don’t hang in there. Scientific evidence, however, is beginning to show that our definition of talent is wrong. In fact, “talent” may not mean anything at all.

In studies of accomplished individuals, researchers have found few signs of precocious achievement before their subjects began intensive training. Similar findings have turned up in studies of musicians, tennis players, artists, swimmers, mathematicians and chess players. Accomplished athletes and artists get better by developing a strong work ethic and putting in hours of hard work to improve their skills.

Leaders at all levels can get better by getting out of their comfort zone and be willing to make mistakes as they learn and grow. Nothing can replace a lot of hard work and stickiness to achieve success in new endeavors.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help company leaders develop top talent. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision and mission of your company or law firm.

Subscribe to Working Resources FREE electronic newsletter at http://www.workingresources.com

Visit Maynard’s Blog at http://www.WorkingResourcesBlog.com

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams.

The Society for Advancement of Consulting (SAC) awarded two rare Board Approved designations for Dr. Maynard Brusman in the specialties of Executive Leadership Coaching and Trusted Advisor to Attorneys and Law Firms.

Dr. Maynard Brusman
Working Resources
Tel: 415-546-1252
E-mail: mbrusman@workingresources.com

By Rick Johnson

The state of the economy is a fact. How you feel about that fact and what it means to you personally is a belief. Your beliefs have a major impact on your employee’s attitude. Beliefs that drive your sales behaviors are the keys to becoming successful in a down economy. If you believe that this economic crisis can provide you with opportunities than your attitude will drive the behavior of your employees.

Sales Belief

One sales person might believe that a “bad” economy means it’s going to be harder to make a sale. “It’s just not possible to hit my numbers when the economy sucks.”

Another sales person might believe that a “bad” economy means you can now win lots more business. “I am a good sales person and I am prepared for this downturn. We have quality value propositions coupled with our ability to reach out – network and build customer relationships is far superior to the competition that generally only has price going for them. I know I can take business from the competition”

So, ask yourself these questions.

What Do Your Sales People Believe? What Do You Believe?

Is Your Glass ½ Full or ½ Empty?

If you believe the glass is ½ Full, then you believe there is a window of opportunity built on the following foundation.

• Distribution market share growth normally occurs in the down cycle

• High unemployment creates opportunities for the upgrade and recruitment of quality people from competition-

• Cost containment means trimming the fat from the “Top Down” – NOT the bottom up

• You take the “Smell the Blood approach”

• Taking advantage of vendor discounts and special promotions because inventory management has always been one of your core competencies and you are now in a position to capitalize on it.

• Refocus on customer service

• Refocus on best practice

If you believe the glass is ½ Empty, then you have adopted an attitude that may demonstrate fear, panic and confusion. Your leadership model becomes one of panic response management built on the following foundation.

• We must fight to keep from losing customers – cut prices

• We need to cut cost and the quickest way is a reduction in force (RIF)

• Cut expenses to the bone “Bottom Up”

• We must “Stop the Bleeding” which includes RIF

• Cut commissions

• Sell off inventory

• Reduce services

• During economic turbulence judgment can become cloudy and you can confuse personal needs with business needs. This means you put your personal wealth and objectives ahead of the business needs and objectives. This is a major mistake.

Attitude

This is Not the Time to Panic. Yes, there are economic problems, but there are also opportunities! Leadership during these tough economic times is about not panicking, and that’s exactly the message I want to get across… don’t panic! Panic causes knee jerk reactions, and they’re rarely correct. This Economic Panic that could be caused by “Media Sensationalism” can create a knee jerk reaction that negates effective leadership.

Panic Creates Fear —– & Fear

• Paralyzes Potential

• Ruins Relationships

• Sabotages Success

• Inhibits Initiative

• Circumvents Creativity

• Promotes Poor Productivity

We must understand the difference between panic and caution.

Panic – (noun) a sudden overwhelming fear, with or without cause that produces hysterical or irrational behavior that often spreads.

Caution – (noun) a prudent forethought to minimize risk: a warning, a precaution.

Deliberate Leadership, clear thinking and solid strategies leads to success in any economy. Panic leads to failure. As leaders we need to be deliberate, thoughtful, and take the actions necessary to stabilize the future of our individual businesses.

The Pygmalion Effect

The wrong attitude can create a Self fulfilling Prophecy. It’s called the Pygmalion Effect. You Must Believe in Yourself. You must believe in your own ability, the ability of your team. You must have the will to succeed even though times are tough. You must openly demonstrate the desire to succeed. Look inwardly at your own thoughts. Thoughts are powerful as they shape your attitude and your attitude shapes your beliefs which control your actions. Hard work is a direct expression of your beliefs. Effective leaders fall back on the five basic principles of success.

1. Commitment with a passion — Leaders must demonstrate a commitment for success that leaves no doubt in the minds of their employees.

2. Realization that “You don’t have to have all the answers. Seeking input from employees and openly discussing ideas and strategies is the best way to demonstrate a confidence in the team you have and the employees that will execute your vision.

3. Empowerment & Delegation

Delegation is the handing of a task over to another person, usually a subordinate. It is the assignment of authority and responsibility to another person to carry out specific activities. It allows a subordinate to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction and review of ‘delegated’ work.

Empowerment refers to increasing the spiritual, political, social or economic strength of individuals and communities. It often involves the empowered developing confidence in their own capabilities. In the sphere of management and organizational theory, “empowerment” often refers loosely to processes for giving subordinates (or workers generally) greater discretion and resources: distributing control in order to better serve both customers and the interests of the company.

4. Employees are the most precious asset — This means you must walk the walk and invest in employee development and employee training even more during tough economic times. Employees are the profit and success creators of every organization.

5. Communicate intentionally & effectively following these ten tips.

• “Manage by Walking Around”. Get out and meet your people, talk to them, show an interest in them and in the job they are doing for you. This includes everyone from the forklift driver to your Vice President of sales. Everyone likes to know they are appreciated.

• Eliminate unproductive – unnecessary lengthy meetings. I know a CEO that refuses to allow chairs in the conference room. All meetings are held standing up. I don’t believe there is a company that exists that can’t do a better job making their meetings more productive.

• Written communication should be precise and clear. Don’t write like you are a journalist for USA today. Avoid excessive and lengthy diatribes that become confusing.

• Create flexibility in your organization structure. Rigid organization charts that are too restrictive can get in the way of getting the job done. job functions and descriptions must have clarity but don’t make them so restrictive and detailed that cross functional inter action, support and cooperation is limited.

• Open your ears and your heart. Learn to listen more effectively. That means becoming disciplined at not interrupting. You might be amazed at what employees will tell you if you just listen. You might be amazed at what employees can do for you and the company if you just let them.

• Constructive feedback can be helpful. Don’t criticize the messenger. Frank opinions can be helpful if we allow our ego to get out of the way.

• Put a filter between your brain and your lips. A passing comment that seems frivolous to you could devastate your entire staff and you may never hear about it. Think before you react spontaneously. Don’t say what you think they want to hear and remember; even the simplest or dumbest complaint to you is serious to the one expressing it. Be sensitive to the environment, the values and the culture of the person or persons you are communicating with.

• Don’t build a kingdom on the backs of your employees. If economic times dictate cutbacks, layoffs and expense control… Start at the top. Share the pain. Look at corporate overhead, perks and fringe benefits of management and the executive staff. Consider a pay cut at the executive level.

• Keep your hand on the pulse of your business environment. Make sure you are well informed on the external and the internal environment of your business. Network with industry colleagues. Benchmark friendly competitors or businesses outside your region. Stay close to the communication channel of your vendors.

• Make sure you have a definitive focus on employee training and development. This must always carry a priority. Make sure your orientation program for new employees is continuously updated. The first sixty days is critical to retention. Communicate the company’s value effectively.

Today’s Reality

Unemployment expected to reach 10%, Consumer spending is falling like a rock and it represents seventy percent of our economy. Recovery could take two years — so…….Don’t count on the government bailout to fix things. Seek New Ways to Improve

If you are like most people, you are content with the status quo until something disturbs it. You should be constantly re-evaluating not just your sales plans, but all of your business strategies including policies, pricing, and employee performance. The idea is to eventually be as efficient and effective as possible so your company runs smoothly and profitably. Look closely at your competitors. Talk to business leaders you respect. Read business management books. Experiment; solicit feedback from your workers and customers. By doing several of these things you will accumulate a wealth of knowledge and experience crucial to the survival of your business.

Take Advantage of the “Window of Opportunity”

In a practical sense, what this means is that you view this time as providing you a unique window of opportunity to cut the non-profitable elements of your sales and marketing system away, to pare down to a dedicated and competent core, to sharpen the focus of every element of your system, and then to expand your market share so that you can weather the hard times and be stronger when the economy inevitably turns.

Evaluate your markets. Over the past few years have you stretched into markets which are not profitable? Are they unprofitably siphoning time and talent that could be more effectively focused on your core markets?

Evaluate your customers. The same approach applies here. You are probably losing money on half of your customers. Get tough, prioritize and target your accounts based on the stability and likely growth of their business

Carefully and methodically exam each piece of your structure. Look at this temporary economic downturn as a window of opportunity to jettison some of the policies and procedures that are vestiges of the past, and reconfigure your system for the next wave of future growth. Look at your inside sales department, customer service staff, marketing and sales administration, etc., with the point of view of reducing the unprofitable and focusing on the profitable.

Focus on gaining market share. Approach your good customers with sole source proposals. Capture the business and lock it up by forming long-term contractual relationships with those customers who are solid and supportive.

Finally, keep your antenna sensitive to the opportunities to add key salespeople, managers and executives. Many of your competitors will struggle to stay in business. Some good people will become available. The pool of available talent will swell. Look for opportunities to upgrade your personnel by picking off proven talent when it becomes available.

Turn Your Vision into a Cause

“Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them”. If you aren’t a visionary —- hire one —- more importantly — turn your Vision into a Cause. I wonder how many of you remember the movie “Rebel without a Cause”. Rebel Without a Cause is a 1955 film directed by Nicholas Ray that tells the story of a rebellious teenager played by James Dean. In this movie James Dean played the part of a rebel but he had no cause that could provide direction, guidance or an ethic to get him on the straight and narrow path; the path to success.

Paradoxically to Dean in this movie, every effective leader I have ever known has had a vision. But, having a vision alone does not make you an effective leader. In fact there are hundreds of “Unsuccessful “companies and “Ineffective” leaders that have Vision Statements posted on their web sites, in their brochures and even posted in their lobbies. A Vision without a Cause? You see, almost anyone can have a vision but if you have a “vision without a cause” you are just a dreamer. Let me repeat that — “A vision without a cause” simply makes you a dreamer. I have known plenty of dreamers in my lifetime whose ship never has and never will come in. One thing I know for sure — If your ship misses the harbor — it’s generally NOT the harbors fault.

http://www.ceostrategist.com – Sign up to receive “The Howl” a free monthly newsletter that addresses real world industry issues. – Straight talk about today’s issues. Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com. Don’t forget to check out the Lead Wolf Series that can help you put more profit into your business. E-mail rick@ceostrategist.com for your special Howl discount order form. Get the CEO Strategist Interview Guide and Conducting an Effective Sales Training Session Guide just for signing up for “The Howl”. Don’t forget to check out the Lead Wolf Series that can help you put more profit into your business. E-mail rick@ceostrategist.com for your special Howl discount order form.

By Rick Johnson

The majority of effective CEO/President leaders seem to be natural visionaries. Although, I admit, that there are successful leaders that can’t see past lunch. However, those leaders without the vision that are successful are successful because they have the unique ability to surround themselves with high quality people. Almost unanimously this type of leader has at least one member of his team or Board of Directors that fills that visionary void. Today’s individual leadership models, to be effective, must embrace an empowering framework not a commanding one. The most effective way to get employees to release discretionary energy, ideas and information is to mobilize their human energy through empowerment. That is the basis of the “Lead Wolf Model” of leadership.

1. The Visionary — This is the platform for the functions of leadership. A visionary leader defines the company’s destination. They craft the core values and define the culture of the organization. Clarification of goals and initiatives are a primary responsibility and the leader must distill a concept of success throughout the organization.

2. The Cheerleader — The cheerleader’s primary responsibility is to keep the team focused and motivated. They in essence are the primary team builder starting at the top with the executive team. But creating an effective executive team isn’t enough. The leader must instill the coaching and mentoring concept in the core belief system of his executive team to insure that these values are passed down throughout the organization.

3. The Role Model — Do as I do. That is exactly what employees will do. The leader is and must be highly visible to all employees. The leader has a responsibility to reinforce the success principles and core values of the organization. Day to day actions, managing by walking around, open communication, empowerment and generating employee feedback are key responsibilities of the leader as a role model.

4. The Last Chip —- The ultimate decision maker for the toughest decisions. This requires mental toughness, total honesty and integrity. These types of decisions are often forced by external forces, unpredictable circumstance or long term investment activity. The leadership function called the last chip is defined this way to reinforce the concept of empowerment. A leader’s primary responsibility is not to make day to day decisions but to empower his employees to make the majority of those decisions with only those critical, long term, high investment, futuristic decisions reserved for the leader.

All four of these functions are critical to the success of the leader and critical to the success of the organization. All four of these functions including the “Last Chip” apply to all other leaders in the organization to the degree that is relative to their functional responsibility. The definition of “Last Chip” is the only function that carries with it a level of variability. Keeping these four functions of leadership in the forefront when building your own personal leadership model will help you maintain a servant style embedded in your model which is the only way to maximize success in today’s environment with today’s workforce.

Check out Rick’s new CD and workbook Real World Leadership Kit — “Learning to Lead So Others Will Follow: http://www.ceostrategist.com/resources-store/real-world-leadership.html

http://www.ceostrategist.com – Sign up to receive “The Howl” a free monthly newsletter that addresses real world industry issues. – Straight talk about today’s issues. Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com

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By Sandy Rees

Asking for money can be a scary thing. So many people are afraid to ask their friends for money and this seems to be a particular problem for folks who sit on nonprofit Boards and have the responsibility for fundraising for their organizations.

Just like conquering fear of heights or fear of most anything, your fear of fundraising can be overcome. It takes a few simple steps, a positive attitude, a little support, and a good dose of courage.

Focus on the reason why you care about the organization. Keep that in your mind as you go through this exercise and it will make things a bit easier.

When you’re ready, take these baby steps toward asking for a donation:

1. Pick a friend that you can ask for a gift. Make sure it’s someone you trust – this will help you feel safe.
2. Practice telling him/her about your organization. It’s okay if you stumble on your words. You’re practicing on a friend after all.
3. Then ask for a $50 donation. (This is a slightly larger amount than most people give and a good place for you to start.)

Pay attention to how the experience goes for you. How does it feel while you are in the conversation? Are you nervous? Sweating? How does it feel after you ask for the gift? Are you relieved that it’s over? Was it easier or harder than you thought?

Afterward, write a short description of your experience, positive or negative. (There’s great power in writing this experience down!)

Hopefully, it was an exhilarating experience for you! Once you get your fear under control, you may actually find it fun to talk with people about the organization you love.

Whether the experience was positive or negative, think for a moment if this is how you want fundraising to be for you. Is there a different way you think it could or should be? Would you like it to be easy and light, with the words rolling off your tongue? Would you rather it be full of energy, with your donor prospect catching your enthusiasm like a spreading wildfire? Would you like to have donors thank you for giving them the opportunity to support your organization’s work? (It can happen!)

Remember, when you focus on the baby steps that need to be done, and just DO one, you stop being afraid or overwhelmed by the big stuff or the things that might happen if you fail.

Want more practical tips and ideas for successful fundraising? Get the twice-monthly “Bright Ideas for Fundraising” at http://www.getfullyfunded.com

Sandy Rees is a nonprofit fundraising coach and speaker who shows small nonprofit organizations how to raise more money, gain more supporters, and strengthen their Boards.

(c) Sandy Rees, CFRE

By Ross Blake

Although the television networks bring more devastating news about the economy every night, we also need to be aware of employers and employees who are making beneficial, even heroic, efforts to help each other and the economy.
Here’s an outstanding effort by an employer which will motivate and retain good employees while reducing costly employee turnover.

Just this past December, 300 employees in Ashland, Ohio, were devastated when Archway Cookies, owned by a private equity firm, suddenly closed the plant, eliminating their jobs and health insurance. However, Lance, Inc., a Charlotte, North Carolina-based maker of snack foods, purchased Archway, reopened the plant, immediately hired back 60 employees, and reinstated their health insurance. More employees will be rehired as business improves.
So far, this would be a great story, but there’s more.

Lance gave all 300 of Archway’s former employees a $1,500 prepaid debit card to help with expenses. Rita Devan, an employee said, “What are these people doing? They don’t know me. They don’t know us. They don’t know any of the Archway people. And they are giving each and every one of us $1,500.” According to CNN (the source for this article), David Singer, CEO of Lance, Inc., said the gift cards were a way of letting employees and the community know the new owners are different. “We wouldn’t do it willy-nilly,” Singer said. “We do want to make money. But this is the pool of folks we intend to hire. We just wanted to let them know who we were.”

Many, if not most, managers and business executives would be critical of the company’s generous action.
However, just what has Lance likely received in return for its $450,000 investment?

1.     An enormous reservoir of goodwill from the employees who are back at work; the employees not yet back at work; local officials; and the community at large.
2.     A workforce that’s likely to do whatever it can to be certain that Lance not only recoups every penny of its investment, but makes lots of money and thrives.
Why is this? It’s human nature. How do most people respond when someone demonstrates their belief in them and makes a financial investment in them before they get anything in return?
Most of us would be determined to prove they made the right decision by doing as much as we can.
And, if there are some employees who don’t feel or act this way, the peer pressure on them will be substantial.
3.     A workforce likely to be highly cooperative when the company asks for help in reducing costs or waste, learning new skills, improving quality or productivity, working overtime, or cutting management some slack if it makes an error.
4.     Employees who value their employer and show it in small and large job actions on a day-to-day basis.
5.     High retention of skilled employees and low employee turnover costs. This is a company that’ll be spending its time and money on improving its internal operations, products, and customer service instead of recruiting, interviewing, hiring, orienting, and training new employees.
6.     Lower hiring costs; qualified employees will seek this company out as an employer; they’ll have a deep bench.
7.     Far fewer grievances and complaints, sloppy or incomplete work, bad attitudes, lateness, and absenteeism.
8.     Thousands of dollars worth of positive publicity in the consumer and business press, and in broadcast and print media.

In addition, I estimate Lance will get 3 to 4 times its dollar investment back!
Every organization wants talented, hardworking, cooperative employees and desires to reduce costly employee turnover. Notice that Lance, Inc., was willing to make a financial investment in advance to forge a strong, new employer-employee relationship.

Management often has to make the first move in such matters because it’s management’s responsibility to lead, and because it has the resources. While your organization may not need to take action similar to Lance’s, are there smaller, but similar things in principle that you could do? Remember that at some point the economy will turn around; how well you’ll retain valuable employees then has a lot to do with how you’re treating them now.

Ross Blake, the Employee Retention Manager, shows small to medium size businesses, employers, and HR professionals how to develop strategies to increase employee retention; save thousands of dollars by decreasing employee turnover; and reduce recruiting and hiring expenses.

He has developed How to Retain More New Hires and How to Develop An Employee Retention Blueprint for Your Organization.

Learn more; free special report, Five Employee Retention Strategies Outstanding Employers Use: http://www.EmployeeRetentionManager.com

By Kathy Esper

Welcome! I’m delighted you made your way to this report, which was created to provide the Creative & Conscious Entrepreneur with 3 Powerful Strategies to Grow Your Business with Ease.

These 3 strategies were created through witnessing what was not present for struggling clients, and when we developed these 3 areas, they were empowered to make different choices, take different actions, and experience growth in their Creative & Conscious business. This is what I want for you.

I will also share with you that I traveled this same path myself. So I can tell you from personal experience that developing these strategies will absolutely make a difference for you. You must be committed, and remember that when we bring something new into our lives, something else must go.

Be Conscious about piling more “to do” items onto your list. Getting caught up in the “knowledge” and “doing” is an unconscious habit from the old paradigm, and where many people get stuck making the shift. Remember, you now know that success in the new paradigm comes from exercising the nontraditional skills of Creativity while remaining Conscious.

Please note that these strategies are circular, not linear, and each strategy serves as a foundation for the one that follows. Because the Creative & Conscious business owner is always learning and growing, the cycle consistently restarts itself.

Powerful Strategy #1 Clarity and Confidence

One of the biggest culprits for keeping you stuck, in a rut, or feeling like you have much more potential than you’re expressing, is a lack of clarity and confidence. It’s one of the most common experiences of Creative & Conscious business owners making the shift, and it’s also one of the most hidden ones.

Many of us carry the fierce need to succeed into our business and relationships. This is really residue from the old paradigm, and those unconscious choices and actions impede business growth in the new paradigm. It is in this place that we find ourselves connected to the doing, without understanding the “Why”. Wisdom uncovered through disciplined skills development is what liberates you from this prison of the old paradigm.

It is only when you become completely clear about what your gifts and talents are, how they contribute to your clients, who the best clients are for you and why, that you develop the confidence to step forward into an increasingly stronger and healthier business experience, at a faster and faster rate. This is also the place where your clients step into better and better experiences faster and faster simply because of your positive impact on them.

This first Powerful Strategy is all about skill, and taking baby steps at first. Getting clear and confident also calls us to strengthen our patience. Obviously a quality that was not called for very often in the Information Age! Practicing patience can be tough, but hang in there, because while this doesn’t ever end, it does get exponentially easier as you develop your Creative & Conscious faculties.

Two of the tools that yield the greatest results for my private clients, and that I personally transfer into my own business, are Your True Values (originally developed by Coach University), and Discover Your Spine” (my own tool). I use them with my Platinum clients during retreats and the results are infectious! When you take your time and have some fun with these tools, they yield foundational clues that you’ll carry with you as you continue on your adventure of developing your Creative & Conscious faculties!

Powerful Strategy #2 Embodiment

If you choose to do just one thing differently as a result of reading this report, let it be to embody what you learn and what you are ready to create.

I CANNOT ENCOURAGE YOU ENOUGH TO IMPLEMENT EMBODYING INTO YOUR CREATIVE & CONSCIOUS BUSINESS.

The old paradigm, which is heavily weighted in knowledge and doing, prods you to get us much in as fast as you can! There’s often a sense of urgency and scarcity within this paradigm, and Creativity and Consciousness cannot live here.

The new paradigm is about embodying what you’re consciously creating. There is a huge difference between “knowing” the trend or concept, and really getting how it uniquely affects you and your business, and “feeling” it in your body, experiencing it. Embodiment is the way to move through obstacles you are guaranteed to encounter.

One of the reasons artists are able to create so consistently and expansively is that they understand and practice embodiment. Experiential learning is the only way I know to truly embody anything. Horses are our most powerful teachers of embodiment, because being in relationship with them requires this from us, and this is why Equine-Facilitated Learning Experiences are by far the best thing you can do to enrich your life and Grow your Business with Ease.

Horses are the most powerful models, mirrors and inspirations we have for embodiment. For many reasons, which scientific research has proven, these special creatures naturally bring out the best and the worst in us, powerfully showing us the energy we are expressing and infusing into our business. Just like your business, a horse will very clearly either connect or disconnect with the energy you embody.

A few reasons why embodying through experiential learning creates and sustains true shifts include:

* Like your brain, your body has memory too. When you embody what you are creating, you are able to rewire neural pathways

* When you are in relationship with sentient beings you feel what you are creating, which makes unconscious blocks conscious for you

* Embodiment requires present moment awareness, and challenges you to not miss a beat. This is the transformational place from business is Creatively and Consciously grown

* Embodying what you are creating allows you to choose differently, based on what you are Creating

* Embodiment makes clear the current relationship between the Authentic Self and the External Self, and how they are currently working together (or not) to impact the quality of results you create in your business

By nature, the tools and skills of experiential learning must be practiced. The only way to strengthen these skills is to by doing them (Hint: this is the Creative piece!). This is why I strongly encourage you to explore my experiential learning programs.

Learn more about regularly offered Equine Facilitated Experiential Learning and Coaching experiences. Private programs are customized, so we can both embody “outside of the box!”

* Experiential Learning Workshops without horses are also available

* Transformational Wisdom from Artists and Horses, my free weekly newsletter provides stories, tips & ways to embody your Creative & Conscious faculties

As you explore what’s available for you to embody more of your Creative & Conscious faculties, notice what resonates for you. And honor the value of this Action step (Hint: this is the Creative piece). While the old paradigm might dismiss the value of this Action, this subtle step is packed with tremendous power in the new paradigm.

Taking the smallest action is the challenge of staying in the present moment. It is through being present that you Grow your Business with Ease!

Powerful Strategy #3 Making Different Choices, Creating Different Results

I like to call this Powerful Strategy the dynamic intersection between Clarity/Confidence and Embodiment. My clients understand that the quality of the results you create is directly related to the quality of your experience. Another way to say this is that quality results are created when your Choices are made Creatively and Consciously, informed by your Clarity, impacting your Confidence positively, and propelling you into Embodying Right Action at any given point in time.

What I know is that this is an ongoing process that requires practice and patience. I also know that we do not make different choices and cannot create different results until we embody our purpose, priorities, standards and values. This applies to Growing Your Business with Ease, and you must be Creative & Conscious in order to do this authentically and effectively.

In order to thrive in the new paradigm, your Creative & Conscious faculties must be honed. In this paradigm, we operate from the present moment, which challenges us to be exceptionally aware of what is happening within us and within our environment. This can change in a second, and we are called to stay on top of it.

There is no way that someone can do this for you, or give it to you. The greatest tools you have for living Powerful Strategy #3 are instilling the discipline to regularly practice the tools in Powerful Strategy #1. Through direct coaching and learning experiences, what you are saying and doing at a deeper level is uncovered, liberating you to Create from a keener level of Consciousness.

I stand behind the Conscious Creative and I am committed to helping more of you Grow Your Business with Ease. And have fun in the process!

Copyright (c) 2009 Kathy Esper

For more information, please visit http://www.KathyEsper.com

By Kathy Esper

Owning your own business is a challenge in its own right, and growing one that thrives in our current environment is even trickier. Those who are sowing the growth of their business in the traditional sense are getting stuck and creating not-so-desirable results. The practices that worked yesterday are not standing up in this new paradigm we find ourselves in. We see evidence of this in the breakdown of our society’s major systems, including, but not limited to traditional business.

From the systemic perspective, we consider the current breakdown to be an indication of what needs to happen next, pointing us in a new direction. Many thought leaders, including myself, feel very optimistic about this time we are in. The question is, will your business be able to create the breakthrough, to make lemonade out of lemons?

My work is very non-traditional, emergent and pioneering. For you to find your way here says a lot about who you are and your inherent potential. Simply because you found your way to this report, I believe YOU CAN CREATE THE BREAKTHROUGH necessary to Grow your Creative & Conscious Business with Ease. You can if your commitment is authentic.

In order to do so, you need a couple of things:

* (Conscious) Context – some background information, to help you understand what’s happening in the big picture

* (Creative) Authentic Commitment – to develop new skills – leverage uncommon tools – ignite internal and external inspiration – infuse true growth in your business.

Providing the Conscious Creative with this all-important information compelled me to write this report for you.

Reading this information, and transferring it into your business will open new eyes through which to see your world (invoking deeper Consciousness), and inspire new actions (igniting fierce Creativity) through which to experience that world. Are you ready, because here we go!

The All-Important Context You Need to Know

To put things into context, the bigger picture you need to be Conscious of is that our world is experiencing a paradigm shift. The way we conduct business and relationships is literally changing, as is evidenced in the breakdown of major systems (including business, political, marriage and social) in our society. What worked yesterday, is no longer working today. The bigger picture is that our Creative faculties, which have been suppressed, minimized, or ignored, now are being called forth in order to experience success in the new paradigm.

Global thought leader Michael Beckwith has called this a “birth” quake, because we’re giving birth to a new way of life, and a new way of conducting business. Those who are developing their Creative & Conscious faculties are leading the way in this paradigm shift, and they’re experiencing healthy growth in business that is not only sustainable, it continues to get better and better.

What is Really Happening This paradigm shift taking place is significant. Creative & Conscious business owners are experiencing explosive growth, indicating our movement out of the Information Age into what I am calling Creative & Conscious Age.

Think of this name as a working title, expressing this exciting and challenging time, where individual and collective inner and outer paradigms are shifting. It’s a bumpy ride, much like what people experienced in the transition from the Industrial Age into the Information Age. It is the people who are attending to and exercising their Creative & Conscious faculties who are leading the way and thriving through this transition, which is why I am here to help you develop those faculties.

The purpose for sharing this context with you is not to have you unconsciously jump on the bandwagon–which wouldn’t be creative by the way–but rather to help you get clear on YOUR Creative & Conscious role in the emergence of this new paradigm.

The Subtler Shift During the shift into the new paradigm, if you’re not growing your business effectively, you are most likely getting caught up in the “knowledge” and the “doing,” choosing and acting unconsciously, and suppressing the power of your Creative faculties.

Because the focus has for too long been solely on the bottom line, what’s happening now is we are in the process of moving o back to mutually beneficial value, and trusted relationships in business. As we do this, we need to be financially responsible, however, profit is not the only intention we have for our businesses, and it is not accomplished unconsciously.

As we move out of the old paradigm, where the meaning of relationship has been diluted, I believe that much of the systems breakdowns happening are a direct result of the breakdown of relationships, both personally and professionally. You see, relationship is intertwined with every aspect of our life, including our business. It is the essence of creating consciously, and the quality of our professional results is a direct reflection of the quality of our relationships.

When you are making choices creatively and consciously, you are more aware than ever of your power to create quality experiences for yourself and those around you.

Identifying the Creative & Conscious Business For years, I have boldly stated my fierce belief that Conscious Creatives fill the most significant role for our society and where we’re headed. They are truly the leaders in the new paradigm, and we are seeing that leadership expressed through the tremendous growth of the Creative & Conscious business.

So how do you know that you have a Creative & Conscious business? Do you want one? How do you build one?

Now that you understand the context of what is happening in the environment and your place in it, let’s look at some of the qualities that characterize the Creative & Conscious business.

You need to have both the Creative and the Conscious present in your business to succeed in this new paradigm. First, you want to be Conscious about what’s happening in and around you and your business.

It takes great courage to be aware and Conscious when you’re looking at your situation straight on, and challenge the assumptions and limiting beliefs that have up until now, held such a tight grip on you. It is often said that the radio is playing, whether you’re tuned in or not. When you have the discipline to develop the faculty of “tuning” in, you are rewarded big.

The Creative piece is the active piece, and it is the Creative instinct that unlocks your potential. Many Conscious business owners will go very deep into the reflective states, and do not take the proportionate or right action necessary to create new results. Consider for a moment the essence of creating. It is doing. If you are not in action, you’re not really creating.

It’s important to be connected to “why” you are doing what you are doing though. Creative business owners can make the mistake of “doing” unconsciously, and this does not work either.

The key is to develop both your Creative and Conscious faculties, and to have them work in partnership. It’s very much like the breath in and the breath out. One does not work without the other.

You are now more Conscious than you were when you started reading this report, because you have the context of what’s happening in the bigger picture, and you’re ready to Creatively discover how your business uniquely fits into that context.

Copyright (c) 2009 Kathy Esper

Kathy Esper is the CEO and Creative Director of Kathy Esper Enterprises. For more information, please visit http://www.KathyEsper.com

By Christine M. Kloser

Nothing endures but change. -Heraclitus

Yesterday, I had the honor of participating in two of my spiritual masterminds. One was with a group of fellow spiritually-oriented women entrepreneurs and the other was a one-on-on visioning session with a long-time friend.

The theme through both of these calls was change; deep, profound change. We listened to each other speak and could sense the emergence of someone new… someone who has evolved, grown and transformed. It was a glorious experience to be conscious of the change that had occurred in others, as well as ourselves.

These conversations, caused me to contemplate what change really looks like. If you’re like me, you may sometimes find yourself going through a personal transformation (also known as an AFGO – Another Faithful Growth Opportunity) without being fully aware of what exactly is evolving. Change without consciousness leads to fear. And, fear leads to a whole slew of other negative experiences.

The purpose of sharing these top 3 signs of positive change is to raise your awareness of what’s occurring within you. So as you transform (and grow) you’re conscious of what’s evolving… and have the ability to navigate through fear and welcome change with grace and ease.

1. Heightened Frustration – Who ever thought frustration would be a good thing?! Well, in this case it is. Because, if you’re frustrated with something in your life or your business, you’re experiencing it because something that used to work isn’t working anymore, or something that never worked is becoming totally intolerable. Bless your frustration and ask it to show you what’s changing? Frustration is a fantastic teacher to help you notice where your change is occurring and what you can do to move through it more easily. Adjust your relationship to that which is frustrating you, and you’ll see the gift of change waiting inside.

2. Highs and Lows – Change brings out a range of emotions that can be felt practically simultaneously. For example, you may find yourself being ecstatically happy one moment, and crying the next. This is a tell-tale sign of great change because as you come closer and closer to experiencing an inner shift, everything gets compressed. Emotions become stronger, they swing from lows to highs more quickly than usual, and you may be wondering what in the world is going on! And the answer is… change is going on! So, if you find yourself experiencing opposing emotions relatively close together in time, embrace them and let them remind you that you are going through a great change… and all is unfolding exactly as it’s meant to.

3. Seeking Solitude – Change requires a certain level of energy. Whether or not you are aware of the change you’re going through, your BEING knows what’s going on. And, as you expend energy in evolving and growing, a very natural response is to seek solitude. Just like the butterfly that goes through it’s most profound change in a cocoon of solitude, you may find your soul craving solitude as well. Keep in mind that solitude is not the same as isolation… if you’re isolating it’s because you don’t want to deal with anything, whereas if you’re seeking solitude it’s because you’re want to BE with yourself, in silence, in quiet, in peace. Solitude is a gift any time, but especially when you’re experiencing change the urge for solitude shows up to remind you to pay attention and nurture yourself as you grow.

Now that you’re aware of these three signs, I encourage you to notice them when they show up in your life, and acknowledge them for what they are. Give thanks for the change you are experiencing and allow yourself space to surrender, trust and embrace your next evolution. It is all good…

Christine Kloser, author of The Freedom Formula, helps small businesses put soul in their business and money in the bank. If you want to enjoy a purpose-driven business and a soulful life, send for my free Conscious Business Success Kit, which includes my report, How to Avoid the 3 Massive Mistakes Made by Conscious Entrepreneurs and audio, 7 Strategies Entrepreneurial Authors Need to Know Before Writing a Word, at LoveYourLife.com.

By Christine M. Kloser

Does your business ever feel “weighed down” to you? Like there’s something invisible holding it back from reaching its’ (and your) highest potential? This kind of “energetic weight” puts you and your business in a danger zone. And, often times it’s not what’s happening in your business that’s causing the sluggishness; it’s what’s happening in every other part of your life that’s affecting your business’ bottom-line.

If you want to reach your destination (your goals and dreams), you’ve got to identify the “weight” in your life and know how it energetically affects your conscious business. Once you do that, you can begin making the shifts necessary to release these energy drains and let the abundance and joy flow into your life, and your business.

There are two strategies I recommend to help you identify and release those things that are energetically holding you back.

Strategy #1: Take Inventory

One sure-fire way to help your business lift-off is to give yourself the gift of taking an “inventory.” No, this is not the time to count how many products you have ready to ship to customers; rather, this is the time to ask yourself questions that give you clarity on how your feelings, beliefs, stresses, circumstances and attitudes (about every part of your life) are affecting your business. Because, the truth is your business is a reflection of EVERY area of your life.

So, I invite you to begin asking yourself some of these questions. (If you haven’t gotten to it yet, my book The Freedom Formula, goes into a lot more detail on this process.) But, for now, you can begin by reflecting on these areas of your life:

Personal (health, relationships, family, recreation, hobbies, etc.) Spiritual (faith, love, fulfillment, contribution, etc.) Financial (gross revenues, expenses, net revenues, investments, savings, debt, etc.) Business (mission, vision, products/services, operations, team, marketing, fulfillment, etc.) Simply begin by reflecting on these areas and asking yourself these questions: 1) what is your current experience in that area; 2) what is your level of satisfaction and joy in that area; 3) what are your challenges in that area; and 4) what is your highest vision for that area of your life?

As you do this, be sure to keep in mind that you’re not looking at these areas to identify points of separation. Instead, you’re taking this inventory so you can find threads, themes, consistencies, unity and ultimately a fully integrated picture of your life. Because, it’s your integrated life that’s going to have the greatest impact on your business… that’s when you live in the FLOW, and manifest your desires with ease and with grace.

Strategy #2: Delegate

Another strategy that will help you shed energetic weight is to delegate the things on your to do list that don’t bring you joy. Why? Because when your “to do” list is filled with tasks you don’t enjoy, your energy drops… your frustration increases and the FLOW of everything good basically comes to a halt. On the other hand, when you do those things that bring you joy, you experience MORE joy, more love, more fulfillment, and more light as you feel more connected, more peaceful and more on purpose. Get the idea? It’s a snowball effect. Now, you may be asking yourself, can delegating really help you experience all this? And the answer is yes!

It’s easy to get started. Simply write down a list of everything you do and categorize your “to do” list according to these four categories: 1) don’t like doing; 2) love to do; 3) can be done later; and, 4) not worth doing at all. Once you have your list organized, start with the “delegate” list and identify at least three items you can hand off to someone else. And, use your newly found time to focus on the second category… things you LOVE to do! Then, notice how this shift helps to eliminate some of that “weight” you’ve been feeling in your business.

Using these two strategies (taking an inventory and delegating what you don’t enjoy) are two critical factors that’ll help you step into the abundant flow in your business. You’ll be pleasantly surprised to see how implementing these simple strategies will help you feel lighter in your business, more joyful in your life and more easily able to attract more of what you want. Once the energetic weight is gone, the good just keeps on coming!

Christine Kloser, author of The Freedom Formula, helps small businesses put soul in their business and money in the bank. If you want to enjoy a purpose-driven business and a soulful life, send for my free Conscious Business Success Kit, which includes my report, How to Avoid the 3 Massive Mistakes Made by Conscious Entrepreneurs and audio, 7 Strategies Entrepreneurial Authors Need to Know Before Writing a Word, at LoveYourLife.com.

By Christine M. Kloser

Have you ever noticed entrepreneurs who appear to become successful “overnight”? It’s a bit of a mystery, isn’t it; one day nobody knows who they are and the next day everyone’s talking about them. This is an interesting phenomenon that happens with entrepreneurs, but I assure you… the success rarely happens “overnight.” Granted, there may be an extremely small percentage of true overnight successes; but for most entrepreneurs it’s taken years to reach that level of achievement. How do I know? Because it’s been my personal journey.

What I want to share with you today, are the three key strategies that helped me get to this level of success in my business. For those of you who know me, or who have been following me for several years, these will sound familiar to you… but for those of you who are new to my teaching, my story and my business, get ready for an inside peek at what it really takes to become an “overnight” success.

1) Faith

Faith has been the single most important factor in my success. Now, you may be asking what I’m talking about when I refer to faith. First, let me say that, to me, faith has nothing to do with religion. My personal experience of faith is having the unwavering belief there is something much larger than myself that is helping me expand, grow, evolve and transform through every step of my journey… through the challenging times and the joyous times. Faith is your convincing belief of the greatness that lies within you. It’s knowing that (as Marianne Williamson says) you were born to make manifest the glory of God that is within us. It’s not just in some of us; it’s in everyone.

2) Commitment

The second factor in my success is being willing to commit 110% to the realization of my highest and fullest potential. Commitment is what kept me going when I experienced multiple failures with previous businesses. Now, keep it mind that commitment is not about persisting and forcing the thing you want to be successful in, rather commitment is about being willing to let go of what isn’t working because of your higher commitment to your Self. For me, this showed up as being committed to experiencing success and freedom, no matter the size or number of obstacles placed in my way. The deep desire I have to make a difference by helping and serving others was the commitment that made me continue exploring new avenues, new opportunities and new openings that helped me get to where I am today.

3) Surrender

Ahhhh… sweet surrender. You may be wondering how surrender can help you become a six or seven-figure entrepreneur. Good question! It took me a long time to “get” this one. Because, for many years I used my will, tenacity, determination and action-oriented mindset to “make” things happen. And, yes, things happened (to a degree). However, when I fully understood what it meant to surrender to where I was being guided…versus where I thought I should be going… everything changed for the better. None of my success could have happened if I didn’t surrender to what was being shown to me… and say YES to it.

So, I invite you to reflect on these three strategies of faith, commitment and surrender. And, ask yourself how you can further bring these into your business, and your life.

Copyright (c) 2009 Christine Kloser

Christine Kloser, author of The Freedom Formula, helps small businesses put soul in their business and money in the bank. If you want to enjoy a purpose-driven business and a soulful life, send for my free Conscious Business Success Kit, which includes my report, How to Avoid the 3 Massive Mistakes Made by Conscious Entrepreneurs and audio, 7 Strategies Entrepreneurial Authors Need to Know Before Writing a Word, at LoveYourLife.com.

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THE QUEEN OF DREAMS

“TINA FERGUSON”

Imagine a world filled with people who experience peace, purpose and prosperity on a daily basis. Wouldn’t that be great? I think so! You are a beautiful child of God. You have a divine right to enjoy abundance and joy each and every day. Do you believe it? Do you realize that you can have everything you can imagine and more? It’s true! It’s also simpler than you think and nearer than you realize.

Begin today to allow all that is yours. Begin by seeing all the abundance already present in your life today – beauty, joy, nature, experiences, relationships. See more and receive more.

We want you to know that you are divine! You are so loved and so supported, there are no words to begin to tell you how much you are thought about and cared for! There is virtually nothing you could ever ask for that would not be met with resounding enthusiasm and joy.

I live in our great, big, beautiful world with my son and husband, and then of course, there’s our angel dog, Rico (think big – really big – like Marmaduke).

Beyond this there are many people I love and care about who call this planet home. Suffice to say I want the world to be a good place now and in the future. What better way to help make the world a better place than by working with people to help them understand that they already hold the keys to the life they truly desire?

I have experienced an adventurous life path. It has been steep at times, always breathtaking, and abundantly bountiful in gifts. What I see most often is that people often know something isn’t right, and they believe they aren’t sure what it is until the guidance comes and it confirms what they knew all along! This is just one of the things I delight in when working with people.

As an internationally recognized Intuitive Expert and Business Coach, I’m honored to use my gifts to serve the Creator of All That Is and the creator in you.

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By Christine M. Kloser

There was a time in my business when I simply did whatever was put in front of me to be done. I was a task-master without a clear vision of where I was taking my business. (I felt as if the ship were steering me more than I was steering it!) You see, I started in business prior to having a solid understanding of some of the most basic success principles. And, it wasn’t until later in my entrepreneurial career that I started learning more about how to experience real (and satisfying) success.

On this journey of understanding true success, I was blessed with interviewing some of the most successful people in business. Today’s article features two of these experts who share key principles that were true turning points in my entrepreneurial career.

Insight #1: “Determine whether you’re in a dip or a cul-de-sac. If it’s a cul-de-sac, get out; if it’s a dip, stick it out.” Wisdom From: Seth Godin, Author of The Dip

I remember when I first heard about Seth Godin’s book, The Dip. At the time, I was running my former business (NEW Entrepreneurs) and trying hard to make it work. I was stuck in that place of not knowing if I should continue with it or let it go. Then, after reading Seth’s book, I got a clear answer and was so moved by his wisdom that I contacted him for an interview… and he said YES!

During the interview with Seth, he helped me (and hundreds of entrepreneurs listening to the call) get a deeper understanding of how to know whether you’re in a cul-de-sac or a dip. He shared that a dip is simply the extraordinarily challenging part every aspiring entrepreneur goes through before they break through to success; whereas a cul-de-sac is when no matter how hard you try, things will never break through… basically they’re not going to change (at least with that endeavor). While this was difficult information to absorb, it made all the difference in the world in helping me gain the confidence to release my business that was in a cul-de-sac. It was the decision to let go, that created the opening for the success I’m experiencing today.

Something To Think About: Is there an aspect of your business you may need to release because you’re stuck in a cul-de-sac?

Insight #2: “Design your business to create an extraordinary life.” Wisdom From: Ali Brown, Million-Dollar Entrepreneur Coach

As I shared in the beginning of this article, I used to let my business steer me, rather than me steer it. One of the most influential mentors I’ve had to help me change this is Ali Brown. Ali was the first entrepreneur who helped me “get” that it was my responsibility (and right) to design my business to support the life I dreamed of. Not knowing this information when I got started, I had let my business run my life rather than create it in a way that supported me and my vision for my life outside of business.

When I interviewed Ali on the topic of “designing your business” it was the first time she shared the seven simple principles she used to design her own business to create an extraordinary life. The most important thing I learned from Ali is that it was OK to have a great life. She helped me break the old pattern of believing that you had to work hard and sacrifice your life to be successful. With her insights, I gave myself permission to create a business on my own terms and not feel guilty about having a great life, too. I also “got” that great for someone else wasn’t necessarily great for me. (You’ve got to define what would make your life great, outside of what anyone else thinks about it.)

Something To Think About: What does an “extraordinary life” look like to YOU? And, is there something you need to shift in your business to support that life?

Copyright (c) 2009 Christine Kloser

Christine Kloser, author of The Freedom Formula, helps small businesses put soul in their business and money in the bank. If you want to enjoy a purpose-driven business and a soulful life, send for my free Conscious Business Success Kit, which includes my report, How to Avoid the 3 Massive Mistakes Made by Conscious Entrepreneurs and audio, 7 Strategies Entrepreneurial Authors Need to Know Before Writing a Word, at LoveYourLife.com.

By Christine M. Kloser

I love being on the stage! As a child and young woman, I performed as a competitive figure skater, jazz dancer and competitive swing dancer. (I’ve got a collection of medals and awards to show for it.) However, since 1997 my time on stage has been in the form of sharing my message as a speaker and teacher. And, my “performance” has completely changed during that time.

You see, in order to authentically share my message in a way that would have an impact on my audience, I had to completely let go of my drive to “perform.” But, let me tell you, the “performance” drive was so ingrained in me it took a lot of “undoing” for me to release the expectations I had on myself (and any expectation I thought my audience was putting on me).

Honestly, I used to worry about every detail of my performance, as if there were still a panel of discerning judges waiting to critique my every move.

Ahhhh, but there WAS a panel of extremely critical judges in my OWN mind; until I learned how to be completely 100% authentic, transparent, honest and open when I am “on stage” and off! This authenticity completely eliminated my drive to “perform” and also got rid of the judges in my head while making a HUGE difference in the impact and connection I have with my audience.

So, what does it look like to give up your performance and step into your authenticity… in business?! Over the course of the next few weeks, I’ll share some examples from my own experiences in hopes these will give you a glimpse of how to be your authentic self in YOUR business.

Speak From Your Heart

In my desire to help more people and make a difference when I speak, I did a lot of research to discover the “style” in which to speak so I could make a lasting connection with my audience. I studied with a few mentors that were considered by many to be the “masters” in the field of speaking. These experts had their talks down to a science. Literally; every gesture, every joke, every inflection in their voice, every nod and smile were perfectly executed.

However, these types of presentations always felt sleazy and calculated to me; as if the speaker didn’t really care about the audience. Needless to say, I quickly dismissed what I learned from them and decided to find my own voice! And that’s the best way for you to share your authentic self, too.

Finding your own voice requires you to connect with yourself, connect with the love in your heart and the light you want to share with others. Yes, it’s important to have a few key points in mind to talk about, but what truly gets your audience on board (whether it’s 1 person or 1000 people) is how they FEEL when you’re talking. Here are some questions to think about from the perspective of your audience/your listener:

Do they feel that you truly care about them? Do you come across as authentic to them? Do they feel like you have their best interest in mind? Do you show up as the same person on stage as you do when you’re off stage? Are you aligned with your message? Do you feel “real” to them (rather than polished and perfect)?

These things are what truly matter to every person you talk to in your business. Take some time to contemplate these questions to best assess where you stand now in being authentic with your clients, prospects and audience members.

And, remember, when you forget about what you think you “should” be doing and focus on speaking from your heart, your authentic self shows up… every time!

Copyright (c) 2009 Christine Kloser

Christine Kloser, author of The Freedom Formula, helps small businesses put soul in their business and money in the bank. If you want to enjoy a purpose-driven business and a soulful life, send for my free Conscious Business Success Kit, which includes my report, How to Avoid the 3 Massive Mistakes Made by Conscious Entrepreneurs and audio, 7 Strategies Entrepreneurial Authors Need to Know Before Writing a Word, at LoveYourLife.com.

By Alvah Parker

Your confidence can erode during a job transition. As you move from the known to the unknown you feel unsettled and off balance. It is easy to begin to doubt your own abilities. This can happen during any type of job transition. Whether you doing a job search, have accepted some new responsibilities added to your old job, or are starting a new job, transitions can be rough on your confidence level. Here are some exercises that will help you build and maintain your confidence.

1. Think about what success would look like for you. Write it down and review it regularly. It will help you to determine your path and help you to see the progress you are making.

2. Create a victory list. Include the things you have accomplished in your life on your list. Write your list on a small piece of paper or file card. Carry it around with you. Review it often in order to feel energized and confident.

3. Examine the negative beliefs you hold about yourself. Develop some positive truths to replace them. (A coach can be helpful in working with you on this.)

4. Talk to someone you trust about your fears. Get the support that you need by talking about your fears with the person and then brainstorm ideas about ways to address your fears.

5. Join a support or strategy group. Use the group for positive reinforcement and to generate new ideas to raise your confidence. This type of group can be very useful in a transition.

6. Examine worst case scenarios for strategy and planning purposes only. Focus on best case scenario with plans to overcome problems. Once worst case scenario has served its purpose, let it go. It is there only so you know what to do if something happens.

7. Use imagery to build confidence. Think of the good things sticking to you like Velcro and the bad sliding off you like Teflon. Continually visualize this image so that it gives you energy.

8. Recall past successful experiences. Think about times you took a risk and won. Remember times when through trial and error you solved a problem. Confidence comes from recalling past experiences in which you overcame an issue, problems or risks. This gives you mental energy and the exercise builds your confidence.

9. Take direct action to complete a task or make a decision. Schedule the task or the decision at a certain time in the future. Complete the task or decision on time to gain mental energy and feel success. Divide big projects into small pieces and schedule them to complete in the future. Celebrate the success!

10. Mindfulness builds mental energy. Stay in the moment. Pay attention to what you are doing. Don’t multitask. Do one thing well and feel good about it.

Alvah Parker is a Practice Advisor (The Attorneys’ Coach) and a Career Changers’ Coach as well as publisher of Parker’s Points, an email tip list and Road to Success, an e-zine. Subscribe now to these free monthly publications at her website http://www.asparker.com/samples.html

Parker’s Value Program© enables her clients to find their own way to work that is more fulfilling and profitable. Her clients are attorneys and people in transition who want to find work that is in line with their own life purpose. Alvah is found on the web at http://www.asparker.com She may also be reached at 781-598-0388.

By M. Goldsmith

Many qualities of effective leadership – characteristics such as communicating vision, demonstrating integrity, focusing on results, and ensuring customer satisfaction – will never change. But five new factors have emerged as clearly more important in the future:

1. Thinking globally.

The trend toward globally connected markets will become stronger. Leaders will need to understand the economic, cultural, legal, and political ramifications. Leaders will need to see themselves as citizens of the world with an expanded field of vision and values.

Two factors making global thinking a key variable for the future are the dramatic projected increases in global trade and integrated global technology, such as e-commerce. Future leaders will have to learn how to manage global production, marketing, and sales teams to achieve competitive advantage.

New technology is another factor that makes global thinking a requirement for future leaders. New technology will make it feasible to export white-collar work around the world. Computer programmers in India will communicate with designers in Italy to help develop products that are manufactured in Indonesia and sold in Brazil. Technology can help break down barriers to global business. Leaders who can make globalization work in their favor will have a huge competitive advantage.

2. Appreciating cultural diversity.

Future leaders will also need to appreciate cultural diversity, defined as diversity of leadership style, industry style, individual behaviors and values, race, and sex. They will need to understand not only the economic and legal differences, but also the social and motivational differences that are part of working around the world. Understanding other cultures is not just good business practice – it is a key to competing successfully in the future.

An appreciation of cultural diversity will need to include both the big and the small things that form a unique culture. Religion is one of the most important variables affecting behavior in a region. Smaller issues, such as the meaning of gifts, personal greetings, or timeliness, will also need to be better understood.

The ability to motivate people in different cultures will become increasingly important. Motivational strategies that are effective in one culture may be offensive in another culture. The same recognition that could be a source of pride to one could be a source of embarrassment to another. Leaders who can understand, appreciate, and motivate colleagues in multiple cultures will become an increasingly valued resource.

3. Demonstrating technological savvy.

Many future leaders who have been raised with technology view it as an integrated part of their lives. Many present leaders still view technological savvy as important for staff people and operations, but not for them. We need not all become gifted technicians or computer scientists, but we need to:

- Understand how the intelligent use of new technology can help us.

- Recruit, develop, and maintain a network of technically competent people.

- Know how to make and manage investments in new technology.

- Be positive role models in leading the use of new technology.

Organizations with technologically savvy leaders will have a competitive advantage. Without technological savvy, the future of integrated global partnerships and networks would be impossible.

4. Building partnerships and alliances.

More organizations are forming alliances today. This trend will be even more dramatic in the future. Reengineering, restructuring, and downsizing are leading to a world where outsourcing of all but core brand-related activities may become the norm. The ability to negotiate complex alliances and manage complex networks of relationships is becoming increasingly important. Joint leadership of new business models is vital to a successful global venture.

The changing role of customers, suppliers, and partners has implications for leaders. In the past it was clear who your friends (customers and collaborators) and enemies (competitors) were. In the future, these roles will become more blurred. Building positive, long-term, win-win relationships becomes critical.

5. Sharing leadership. Sharing leadership is a requirement, not an option. In an alliance structure, telling partners what to do and how to do it may quickly lead to having no partners.

In dealing with knowledge workers – people who know more about what they are doing than their managers do – old models of leadership will not work. Future leaders will operate in a mode of asking for input and sharing information. Knowledge workers may well be difficult to keep. They will likely have little organizational loyalty and view themselves as professional free agents who will work for the leader who provides the most developmental challenge and opportunity. Skills in hiring and retaining key talent will be valuable for the leader of the future.

Most high-potential future leaders see the value of these new competencies and are willing to have their performance measured by them. Future leaders may be recruited to help mentor present leaders. If future leaders have the wisdom to learn from the experience of present leaders, and if present leaders have the wisdom to learn new competencies from future leaders, they can share leadership in a way that benefits the organization.

Looking for professional development courses and seminars? Then check out the many training and development courses, including sales training and leadership training courses, offered by Canadian Management Center, a trusted partner in worldwide professional development with over 40 years of experience.

By Ian D Smith

This is a challenging time to be in business but there lies the opportunity. I’ve listed 10 specific characteristics of downtimes and 10 positive strategies that embrace and capitalize on them.

1. More time to create a focused business: Use this slower paced market to revisit the business you are in – what defines you. This is the perfect time for repositioning, selling off non-core subsidiaries, sharpening up product road maps and value propositions.
2. Flight to price and quality: Now is the time to revisit your product mix and pricing strategies. Buying behavior changes dramatically in a recession. Lower priced versions of your product or subscription based business models may be relevant to ease customer cash flow pain.
3. Measuring the signals is vital:> Mistakes made in downtimes can prove fatal.
   Convert your Accounts Department into a Metrics Center. Trap and visualize your key performance indicators. Audit the signals and constantly interpret the significance to your strategies.
4. Acquisitions just got cheap: PE ratios of the majority of public companies are in single digits and the valuations of private companies are low. Consider a proactive approach to acquisitions by building a robust acquisition process that is proven to work.
5. The “C” level suite just got a free pass to visit their customers: Never has there been a better time for the inner cabinet to visit their customers to understand the specific issues challenging them. It’s not only productive, it’s essential for shaping strategy. Define your engagement strategy and get on site.
6. Value Propositions must improve a customer’s performance: Receiving a purchase order, confirming a big deal is very satisfying but it’s not enough. You need to be invested in the improved performance that will be achieved because your customer uses your product. Does your sales process achieve this?
7. Curiosity & Urgency of managers dramatically increased: Well it certainly should have. This new level of alertness (perhaps it’s fear) needs to be channeled to produce results. Difficult projects shelved in better times are prime candidates for this energy. Staff want to be effective and busy to get things moving again. Tap into this momentum.
8. People and tasks are mis-aligned: Now is the time to think like a start-up. The key –Define Performance Profiles that your company needs to be executed, not job specs but tasks that need to be done well. This will cause old jobs to be merged and new jobs to be created.
9. Silo Management is broken: Urgent initiatives will fail without cross-functional support. Company visions need to inspire and flow across functions. Build cross functional teams to execute top priorities.
10. Competition thins out: It might be difficult to create double digit growth but you can grab market share. The best companies don’t just survive bad times; they grow and develop into more robust and valuable businesses.

As an experienced business leader, Ian Smith is passionate about maximizing the potential of fast-growing companies. The Portfolio Partnership offers Corporate Development Services on an advisory, operational or investment model. Specifically we execute growth strategies by repositioning companies organically and/or by acquisition.

Ian was educated in Scotland, earning a BA degree from the University of Strathclyde and qualified as a Chartered Accountant of Scotland with Grant Thornton. Post qualification he joined Thomson the publishing giant and became one of their youngest divisional Finance Directors at 26 and was awarded the prestigious, UK Accountant of the Year ahead of many experienced FDs. From 1988 to 2000 he successfully built up two major boutique M&A advisory firms, Livingstone Guarantee and Capita Corporate Finance. During this period he completed over 40 acquisition, disposal or finance transactions, many cross border, many in the technology sector. He assisted dozens of entrepreneurs execute their vision.

In late 2001 he moved to the states to successfully reposition and grow Teamstudio, an IBM business partner with HQ in Beverly, MA and offices in the UK and Japan. During the next 5 years the top line was grown by over 45% and losses were turned into EBITDA of over $10m. high achiever, Ian expects the highest performance from his staff but always mixed with a Glaswegian sense of humor!

Ian lives in Wenham, Massachusetts with his wife and two teenage daughters. http://portfoliopartnership.com/index.html

Don’t limit your success by using an Austin life coach. Expand your search outside of Austin with virtual Intuitive Business Coach Tina Ferguson “The Queen of Dreams”. You have read about her in the Dallas Morning News among other publications. An intuitive life and executive coach brings all the skills of a life coach with intuitive information that gets you in touch with your soul gifts and on the road to a life of your dreams.

Advantages of an Intuitive Life Coach

1. Able to help you remove limiting beliefs that are holding you back in a matter of weeks instead of years with typical life coaching
2. Intuitive Coaches hold a space so you can get in touch with your true self
3. They transforms the very fabric of your being so that you will start to live the life you were meant to have
4. Intuitive Life Coaches can delivers meditations and tools to relieve stress and help you conquer any situation
5. They can connect to your spirit guides, loved ones, and angles to show you how much you are truly loved in the universe.

THE QUEEN OF DREAMS

“TINA FERGUSON”

Imagine a world filled with people who experience peace, purpose and prosperity on a daily basis. Wouldn’t that be great? I think so! You are a beautiful child of God. You have a divine right to enjoy abundance and joy each and every day. Do you believe it? Do you realize that you can have everything you can imagine and more? It’s true! It’s also simpler than you think and nearer than you realize.

Begin today to allow all that is yours. Begin by seeing all the abundance already present in your life today – beauty, joy, nature, experiences, relationships. See more and receive more.

We want you to know that you are divine! You are so loved and so supported, there are no words to begin to tell you how much you are thought about and cared for! There is virtually nothing you could ever ask for that would not be met with resounding enthusiasm and joy.

I live in our great, big, beautiful world with my son and husband, and then of course, there’s our angel dog, Rico (think big – really big – like Marmaduke).

Beyond this there are many people I love and care about who call this planet home. Suffice to say I want the world to be a good place now and in the future. What better way to help make the world a better place than by working with people to help them understand that they already hold the keys to the life they truly desire?

I have experienced an adventurous life path. It has been steep at times, always breathtaking, and abundantly bountiful in gifts. What I see most often is that people often know something isn’t right, and they believe they aren’t sure what it is until the guidance comes and it confirms what they knew all along! This is just one of the things I delight in when working with people.

As an internationally recognized Intuitive Expert and Business Coach, I’m honored to use my gifts to serve the Creator of All That Is and the creator in you.

Results from Tina Ferguson’s Work

By Ian D Smith

Whether you are a CEO of a start-up driving towards your first order or a regional sales manager striving to hit your 2009 sales target – sales are everything in today’s tough markets. My recent gig, leading the turnaround and double digit growth of the software group, Teamstudio over the last 7 years has many lessons worth sharing.

Sales growth starts with a compelling story. A vision to believe in! This story flows with passion through every aspect of a company, creating powerful marketing campaigns and effective sales scripts that encourage prospects to take action. Given this mindset, let me shine the spotlight on the work of David Sandler and more recently Jeff Thull to help you create a world class sales organization that will deliver consistent results. My take on their work was that Jeff’s processes were inspired by David’s tactical genius for closing deals. The essence of Jeff’s process – there are four main pillars to execute remarkable conversations with your prospects, close deals and add huge value: Discovery, Diagnosis, Design and Delivery.

Discovery

Discovery is about research and preparation. It encompasses how sales professionals get ready to engage and serve clients. The discovery process is aimed at the identification of a specific client who has the highest probability of change. No desire to change – no Purchase Orders. It allows a team of professionals, outside sales, inside sales, engineers, and marketing staff to sign off on an Engagement Strategy for each priority prospect/customer. (Clearly these are constantly evolving).

Diagnosis

Diagnosis stage encompasses how salespeople help their prospects and clients fully comprehend the inefficiencies and performance gaps. It is a process of “hyperqualification” during which we pursue an in-depth determination of the extent and financial impact of their problems. It is important to deal with each manager, one at a time. Generic value propositions will not compel action. This is a very personal and focused conversation with your prospect.

Design

Design encompasses how salespeople help the client create and understand the solution. It is a collaborative and highly interactive effort to help clients sort through their expectations and alternatives to arrive at an optimal solution. This also takes the drama and confrontation out of proposals.

Delivery

In the final phase of the sales process, the previous phases come to fruition. It allows the salesperson to execute the desired solution and deliver real results for their clients.

This approach ensures that sales conversations are set in the context of “trusted advisor”. The sales professional’s objective is to ensure that the client achieves better results. By investing in your client’s success, great things happen, such as: repeat business, testimonials, deeper long term relationships!

By embracing a diagnostic approach to selling, constantly exploring the consequences of customers ignoring priority issues and relentlessly pursuing improved performance for your customers, your sales team can become a world class organization. They will be seen, over time, as a source of great competitive advantage to their customer base.

World Class Sales Organizations Contain:

• A Specific compelling value proposition

• Engagement Strategies

• Diagnostic Questions

• ROI spreadsheets

• Costs of problems

• Harmony between sales and marketing

• War Rooms

• Deployment of White Papers

• Great cookbook metrics

• A passion for delivering improved client performance

• A relentless follow through

• The smart deployment of technology

• Mentoring of sales professionals

As an experienced business leader, Ian Smith is passionate about maximizing the potential of fast-growing companies. Over the years, he has come face to face with the wide range of operational and strategic issues, and relishes the challenge of transforming sluggish or outmoded business models into robust product road maps, effective marketing campaigns and successful sales programs. He has been described as “the glue between an organization’s founding vision and its marketing and sales.”

Interim CEO/COO, a Scot and world class masters athlete, Smith has covered a lot of ground in his nearly three decades in global business. Originally trained as an accountant in Glasgow, he has logged many miles as a finance director, a venture capitalist, an investment banker and successful CEO of a US based software group.

He has witnessed the life-cycle of a wide variety of companies, both large and small. Says Smith, “ambitious companies start life with passion and big ideas but often fail to realize their full potential”. This lack of success is often avoidable but it takes innovative thinking and impeccable execution. Using his unique portfolio of operational and executive experience; Smith partners with leadership teams to execute their vision. Each case is different. Support can take many forms but usually draws on his portfolio of experiences covering restructuring, acquisitions and sales leadership.

http://portfoliopartnership.com/index.html

By Jay Forte

We are in a period of massive change as our economy moves from the skill-focused industrial age to today’s talent-focused intellectual age. Yesterday’s manufactured products have moved offshore and have been replaced by today’s networked and thinking service economy. We made things; we now collaborate to make ideas. Everything about this process is new; everything about this process is in transition. How we hire, the future of work, how we build relationships, collaborate and manage a business are all changing. We are truly in a period of massive change. As we struggled in the move from the agrarian economy to the industrial economy (we reinvented work from farms to cities and manufacturing centers), we now struggle to move our economy from manpower to brainpower.

Many of today’s business support systems are failing because they support our previous and now outdated industrial-age structure. The new technology and intellectual age requires organizations to be more fluid, nimble and responsive. Structured, military-inspired, command-and-control industrial-age systems are now too slow and too cumbersome to respond in our speed-of-the-click world. Their structure inhibits easy and open communication, innovation and collaboration. Stuck in outdated structures, the high-tech world continues to zoom past industrial-age organizations making them more and more out of date and ineffective today. To survive in today’s period of massive change to an intellectual and networked age, build these ten must-do things into your workplace.

1. Create and maintain the best and most employee-focused workplace. Employee-focused workplaces openly value their employees and by result, attract the best candidates and retain the best employees. Employee-focused workplaces create opportunities for employees to fully develop their talents and abilities, while driving results and owning their performance. These workplaces solicit information from employees about the things that will activate their passionate performance and build as many in as they can to address employee needs, so employees can stay focused on customers and performance.

2. Hire for talent – invest in the right people. In an intellectual workplace, talents are the driving force behind each employee’s success; skills and experience were more valuable in an industrial-age economy. To succeed, organizations must be adept at defining talents (natural thinking and strengths) needed by responsibility and role, assessing candidates for good fit, and hiring the right employees. This process is more time consuming but it realizes that since your people are your profits, a commitment must be made to understand how to hire the right employee for the right role/responsibility in an intellectual age.

3. Redefine how work is done. In an industrial age, it was important to have defined roles with standard job descriptions. Employees were required to show up to a specific location (plant, factory, facility) in order to work. Today’s intellectual workplace changes this model. Today, employees’ contributions do not necessarily need to be in a specific location or in even in a defined role. Today’s workplace allows employees to work (intellectual contribution) remotely. It also encourages managers to redefine staffing into a small fixed component of workers and a larger variable component, hired by task or responsibility. This introduces the concept of “just in time and just long enough” workers – workers hired for particular responsibilities or tasks and then released. This allows an organization to acquire the best talent in a particular area without the requirement of hiring those talents in a full time role; these new roles now require limited overhead, office space and other industrial-age systems, systems that in today’s world cost money and add little value. This allows employees to step in and out of organizations, doing the things in which they are the most talented, gifted and interested. This builds a new workplace model, limits spending, space and fixed manpower in favor of greater talent matching, variable contributions and higher productivity.

4. Constantly recruit the best. With a new focus on a fixed and variable workplace, build a sustainable and robust fixed and variable sourcing and recruiting plan. Define the expectations of each role and responsibility to clearly define the talents needed in each to be successful. Network with others. Create a solid pipeline, particularly of variable, flexible employees, who can be called for specific projects or responsibilities and then released. Share the expectations and talents needed with all fixed employees to engage them in the sourcing talent process for the organization.

5. Clearly define role and responsibility performance expectations. All fixed and variable employees/contributors must be held fully accountable for performance; each role and responsibility must have clear performance expectations from which they are reviewed, compensated and retained. All employees must now have a greater sense of performance ownership and this starts will clearly defined performance expectations that define performance outcomes but allow employees (fixed or variable) to develop achievement plans. These expectations can be used to pay for performance, attract top talent and hold employees (fixed and variable) accountable for performance and results.

6. Understand your world – become a strategic thinker. Stay connected to the world around you and your business. Know the impact of the economy, regulations, demographics, social trends, technology and others factors affecting your industry and business. Know trends, facts and key indicators. Include employees in the review of business challenges, innovation and opportunities. Base your responses on the world in which you find yourself – stay current.

7. Communicate effectively, move information around, and use it to be great. In an intellectual workplace, information is both power and capital. Organizations that stay connected to their world use information to share what they know, what they hear, and what they think; they use information to activate new ideas and solutions and move ahead of the competition. Develop ways to openly share news, suggestions, ideas and concerns. Ensure information moves clearly and effectively both down and up the organizational chain.

8. Commit to an unwavering standard of excellence. Define, live and assess all performance by its ability to support and provide your defined standard of excellence. Be the best at what you do, without exception. Be the most responsive, the most innovative and the most professional in customer contact, ideas brought to market and quality at every level. Customers and employees commit to organizations that commit to excellence. As the workplace and products/services change, a guiding commitment to excellence will always insure the organization stays ahead.

9. Constantly recruit, educate and develop customers and employees. Commit to knowing the most. In an intellectual workplace, performance power is in knowledge. Successful organizations constantly educate both their customers and employees – in good times and in bad. They focus on education, thinking and developing raises the bar for all involved. Customers are as important to educate as employees because in their education, they become a greater part of your collaborative approach to products and services. Gone are the days of organizations creating products/services for customers without their input, guidance and suggestions. Raise the bar for everyone – it encourages greater performance.

10. Applaud successes with wild enthusiasm. We are in tough period as we usher in a massive change and economic transition. Successes are difficult when so much change is present. Activate your employees and customers by applauding successes in an extraordinary way. See each success as one step forward on the road to redefining business success. “What gets rewarded, gets repeated.” Applaud, celebrate and praise successes, innovation and performance; it activates the performance and encourages more. Word gets out quickly about organizations that value, honor and celebrate their employees and customers. These are the organizations that great employees (fixed or variable) want to work with.

We are truly in a period of massive change as our industrial age gives way to a new more networked, collaborative and thinking intellectual age. This requires us to be more involved in actively ushering in our new age, understanding how to succeed as we change and staying focused on value of and for our employees and customers. Now is no time for timidity. Leaders and managers need to step up or step out. Provide the clear voice, a solid strategy and an understandable view of how to impact results in this changing world. Massive change is on our agenda; learn how to use it and respond to it. And when the new age is fully ushered in, watch the horizon for the next age approaching and reinvent your plan to stay successful.

Jay Forte is a powerful performance speaker, consultant, author and founder of Humanetrics, LLC. He works with managers who want to be more successful in activating and inspiring exceptional employee performance, to significantly drive customer loyalty and improve company profitability. Jay, a CPA/financial executive turned educator, turned consultant, is renowned for producing significant results. He is a highly engaging speaker and author of the new book “Fire Up Your Employees and Smoke Your Competition; How to Invite, Incite and Ignite Employee Performance.” He has developed a new talent assessment process to help organizations attract and hire the right employees. For more information on talent-focused hiring and ways to fire up your employees, visit his new site http://www.FireUpYourEmployees.com For great business tips and information on speaking, programs and keynotes, visit http://www.Humanetricsllc.com or call: 401-338-3505.

Written By Stephen Billing

The great insight from social constructionism is that we are not independent isolates, our reality is constructed with others as a social phenomenon.

It can be very helpful to keep this in mind when you are dealing with people who are (or seem to be) resistant to change. In order to dissolve the resistance, it is necessary not for the other person to change, but for the relationship between you and the resistant person (or people) to change. In our socially constructed world, if you change your relationship with that person, their resistant attitude will also change. As you’ll appreciate, this is quite different from the standard change rhetoric which advocates persuasive communication to change the other person’s point of view.

Here’s what to do. Invite the person to talk with you on neutral ground. Over a coffee away from the workplace is a good start. The purpose is to enter into what I call a ‘joint enquiry’ with the other person.

‘Joint enquiry’ means that you have a perspective on the situation, and you recognise that so does the other person. By hearing the other person’s perspective and by expressing your own, and being open to changing your own views, you will reach a new understanding of the situation, and with this shift in understanding comes a shift in the resistance.

Here is a four-point action plan for a ‘joint enquiry’ into the situation that will change the resistance of the other person.

1. Ask what their point of view is. Then summarize it back to them. If you have already heard their point of view previously, summarize your understanding of their point of view.

Lawyers and debaters often do this when they are rehearsing their arguments. The powerful key here for dissolving resistance to change is to express it in non-judgmental and non-personal terms. Don’t say “You did not support the improvement to the quality system because you are not a team player,” Instead say either “You did not support the improvement to the quality system because you were concerned about the impact on overtime,” or “You did not support the improvement to the quality system and I do not understand why not. Can you please tell me?” Then summarize back to them what they have said to you.

2. Ask the other person if you have understood the situation accurately from their point of view. Allow them to make any corrections they think are needed.

3. Given what you have heard, explain your (amended) point of view, again using non-judgmental language. Keep your explanations free of value judgments as much as possible. Point out aspects of how your viewpoint has similarities as well as differences.

4. Agree next steps – some specific actions that you will each take, or something you are each committed to change in relation to each other. For example, “I will tell you if you do something that I don’t agree with.”

You may not need to go to step three, as steps one and two are so powerful.

Stephen Billing works with organizations to create dramatic change for competitive advantage. Areas of expertise include organization design, restructuring, changing company culture, introducing new technology or new ways of working, developing leaders and sales and sales management capability and human resources

With over 20 years of experience, he holds a Doctor of Management from University of Hertfordshire – his research investigated the role of consultants in organizational change. He has spoken at conferences in New Zealand, Denmark and Holland, and has published articles and book chapters

Written By Stephen Billing

I really think that sponsors of change projects, project managers of change projects, those involved in change project teams, business unit managers, and consultants like me all have a big problem on our hands.

Even though you may plan the project well, sign off on the risk and issues registers, conduct steering group meetings that are efficient and get through everything on the agenda, deliver the deliverables on time and within budget, and give progress reports to senior and line managers, these are all inputs, not outcomes.

Of most importance to you as a sponsor of a change project are the outcomes. Line managers are most concerned about the impact of the project on their operations and what they will have to do to make it work (i.e. outcomes for their business unit). Project managers and their teams, by contrast, become more concerned about deliverables, which are inputs. Project management structure and planning drives them in this direction – to have all the papers ready for a steering group meeting, for example.

Immediately you can see the dilemma of inputs versus outcomes. Deliverables (this concept was invented as a way of measuring progress towards the goal, i.e. to measure progress of inputs, especially useful for long term projects) include things like project plans, reports on progress, strategy documents, databases, people recruited, leases secured, and equipment purchased. The problem is that success in these things is then taken to equate to the success of the project overall.

Project sponsors, through their close alliances with project managers and their teams, also run the risk of being seduced into prioritizing deliverables at the expense of outcomes. By contrast, line managers seldom are seduced this way, perhaps because they often don’t develop the same close associations with these project teams.

From a project sponsor’s point of view however, outcomes can only be measured after the change project is implemented. At the same time, project sponsors play a pivotal part in whether the outcomes of the project are achieved or not. They are the ones with relationships with their senior level peers, who secure and commit resources and who provide real world guidance to their project and program managers.

Your project management effectiveness is one component of the solution. And you surely do need good project management, make no mistake. You also need the right mix of technical skills on the team. But good project management and good technical skills are only part of the mix. In order to achieve the outcomes you desire, you also need to make sure that the right range of views have been incorporated into the decision making, that the shadow conversations have been taken into account.

So one thing that you can do as sponsor of a change project is to keep in touch (perhaps informally, and definitely with an open mind) with the line managers. Project managers would also do well to adopt the same approach.

The grave danger I am warning you of, is that initiatives live or die in the shadow conversations – over the coffee machines, in the smoking rooms, in the cafeteria, in the corridors, at staff drinks, around the water cooler. And project sponsors, project managers, project teams, and human resources people, typically do not spend their time in those places. Blinding flash of the obvious – if informal communications are so critical to the success of change initiatives, why are all the communications efforts concentrated solely on the formal communications channels?

No wonder the standard statistic is that 75% of change projects are reputed to fail.

Stephen Billing works with organizations to create dramatic change for business improvement. Areas of expertise include organization design, restructuring, changing company culture, introducing new technology or new ways of working, developing leaders and sales and sales management capability and human resources

With over 20 years of experience, he holds a Doctor of Management from University of Hertfordshire – his research investigated the role of consultants in organizational change. He has spoken at conferences in New Zealand, Denmark and Holland, and has published articles and book chapters

Written By Tom Philp

In December 2008, the National Bureau of Economic Research (NBER) announced that the U.S. economy is officially in a recession. No doubt you felt the effects long before the economists stated the obvious, and by now those effects have penetrated deep into your organization. And while the experts indicate the recession will last well throughout 2009, we know that eventually our economy will stabilize and start growing again. The good news in all of this is that there are steps that can be taken now to help your organization emerge stronger and healthier once the recession is over.

Purpose

The purpose of this article is to encourage its readers to review their organizations’ strategies, structures, and people processes. First we will identify an appropriate model of effectiveness, followed by a Gap Analysis that will allow us to determine your organization’s current condition versus its desired state. Additionally, we provide many low-cost solutions that will enable your organization to continue building a strong infrastructure for emerging healthier from a recession economy.

Defining Organization Effectiveness

Let us begin with the end in mind by identifying what effectiveness looks like in your organization. According to Cameron (1980), there are four models of effectiveness. The four models are:

The Goal Model – Organizational effectiveness is defined in terms of the extent to which the organization accomplishes its goal.
The Systems Resource Model – Effectiveness is equated with the ability to acquire needed resources.
The Process Model – Effectiveness is defined in terms of how smoothly the organization functions, especially the degree of absence of internal strain in the organization.
The Strategic Constituencies Model – Effectiveness is determined by the extent to which the organization satisfies all of its strategic constituencies, such as special interest groups.

Based on the above definitions, your organization might encompass one or more of these models, depending on the type of organization (i.e., for-profit, not-for-profit, or government) and the market it serves (i.e., shareholders, community, or special interest groups). If you are unsure as to the best fit, start by asking the following questions: When are we most effective? Is our culture more collaborative or competitive? Do we use metaphors of winning the war or eliciting supporters? Do we define success by percentage of growth, dollars raised, or resources procured? To provide a brief example, if your organization is a privately owned, for-profit manufacturing firm, then the goal model will probably best apply. Your effectiveness determines the ability by which you meet your production goals, continue to grow your sales and market share, and manage your people by identifying, developing, and retaining top performers. If, however, you are a not-for-profit, then you might identify with the systems resource model instead. With this model your effectiveness depends on securing vital resources, such as donations through programs and fund raisers, on keeping your employees engaged in the mission and values of the organization, and on remaining fiscally responsible with the funds available in any given year. With a clear definition of organizational effectiveness in mind, we can now turn our attention to the Gap Analysis.

Applying a Gap Analysis

One of the most common techniques used to assess an organization’s performance is the Gap Analysis. According to Harvey and Brown (2001) this tool is typically used to assess an organization’s response to opportunities in its environment. For the purposes of this paper, we are going to adapt this model and use it to determine the internal performance of the organization. Answer the strategy, structure, and people process questions that follow, using your definition of effectiveness as your level of desired performance. If you find that your organization is not achieving its desired outcomes, then the difference between its current state and future state is the gap in performance for which you will apply the low-cost solutions found later in this article. I have provided a few questions to get you started, but I encourage you to add your own questions relevant to your organization’s type and the market it serves.

Strategy Questions:

• Is your strategy up-to-date and relevant?
• Do you know what effectiveness looks like in your organization?
• Is your organization able to compete for its resources?
• Do you have contingency plans for various scenarios that may occur in the environment?

Structure Questions:

• Is your organization’s structure tied to its strategy?
• Is your organization structured to achieve its goals and/or meet its constituents’ needs?
• Are your teams aligned with your organization’s strategy?

People Process Questions:

• Are you currently investing in your people?
• Do you have successors lined up for key positions?
• Are your managers spending adequate time coaching others?
• Are you communicating your mission, vision, and values to keep your workforce engaged?

Low-Cost Solutions
Now that you have identified what effectiveness looks like in your organization and you understand the gap in performance as it relates to your strategies, structures, and people processes, consider these low-cost solutions that can help your organization emerge stronger from a recession economy. Most of the solutions provided below are low-cost in that they only require the time of the organization’s members.

Strategic Solutions:

Strategic Planning. If it has been a while since you have had a strategy meeting, now may be a good time to do so. Assemble your board members or executive team and talk through what is working, what is not working, and what may need to be changed. You can apply a Strength, Weakness, Opportunities, Threats (SWOT) analysis yourself. Consider what products or services are succeeding right now and which ones are not. This is not the time to bury your head in the sand about your organization’s strategic performance.
Scenario Planning. If your current strategies are still viable, then consider scenario planning. With this approach, your executive team or board members consider all possible changes in the environment and develop responses to each condition based on the organization’s mission, vision, and values.
Future Search. This approach allows an organization to bring a cross-section of its members together in a large group planning meeting to explore the past, present, and future of a specific task or strategy. The outcome is a commitment to an action plan based on the organization’s values.

Structural Solutions:

Team Alignment. If your teams are not aligned with the organization’s strategic goals, production and/or customer service may suffer as a result. Make sure your teams clearly understand their purposes, roles, and expected outcomes. Remove any obstacles that may prevent them from working interdependently and achieving the highest results.

People Processes Solutions:

Coaching. Coaching should already be a part of every leader’s job, and now is the time to put coaching into over-drive and accelerate everyone’s development. Stress coaching to your leaders and managers, make sure they have the skills necessary to coach others, and hold them accountable for doing so. Influence your leaders to spend extra time with their top performers. This may seem counter-intuitive when low performers need most of the attention and help, but research shows that top performers are the first to leave. Ensuring that your company survives the recession is mission number one; ensuring that you have a high performance workforce when your company emerges is mission number two.
Mentoring. Pairing a senior and junior staff member to facilitate the transfer of learning is one of the hallmarks of development. Make sure to match up individuals who are complimentary in personality, and outline the frequency of contact initiated by the senior member.
Benchmarking/Best Practices. Many organizations like to compare themselves with other organizations as a means of determining how they are doing. Most industries have an organization that monitors trends, metrics, and benchmarks for their particular industry, such as Kennedy Information for management consulting, or People Report for the restaurant industry. Tap into these valuable resources and learn more about their products and services. There may be a small fee to join, but the information in return far outweighs the cost.
Communication. Finally, encourage all of your leaders to continue to communicate the organization’s mission, vision, and values. During difficult times, those employees who tend to stay are the ones who identify most with the organization’s vision and values and feel they contribute to its success.

Summary

Despite the current economy, now is the time to look internally for necessary changes to your organization’s infrastructure. With very little monetary investment, you can position your strategies, structures, and people processes to emerge healthier and stronger from a recession economy.

References

Cameron, K. 1980. “Critical Questions in Assessing Organizational Effectiveness.” Organizational Dynamics 9(2): 66-80.
Harvey, D., & Brown, D.R. (1991). An Experiential Approach to Organization Development (6th ed). Prentice Hall: New Jersey.

Company Overview
Tom P. Philp is President of Philp Consulting Group, an organization development firm that assists its clients in creating sustainable solutions that drive individual, team, and organizational success

For more information contact Tom Philp at http://philpconsulting.com or 918.794.6999

By Yvonne Bleakley

Most of us start at the bottom of the career ladder and work our way up. We become so proficient at our job, earning respect of the management and becoming a valued member of our team. Eventually promotion is offered, usually within the same team and we can find ourselves leader of the team we were once part of. This does have its advantages, however, doesn’t come without its problems.

There is nothing that can gain respect more than people knowing that you have been there and done the job for yourself. You know the systems and procedures, what is expected and the problems that your team may encounter. You can see things from their point of view. This can be a great advantage when leading a team. You know when to cut the slack because of genuine difficulties, but you also know an excuse when you hear one.

The problems arise though when some of the team members may have been there much longer than you, may be older with more experience, or may feel that they were the ones that deserved the promotion. You may find it difficult to be assertive and to feel that you are taken seriously as a manager. Since you were once in their position, you will know how hard the job is and may feel guilty for enforcing deadlines.

So how can you gain respect from your team and get them to do what you need them to without them thinking that power has gone to your head?

Firstly, stop beating yourself up and congratulate yourself on your promotion. It is quite normal to feel this way when you have been used to working on the other side of the fence, as it were. The dynamics of your team have now changed so now you need to embrace this change and take control.

In order to gain respect, you have to give it. Show your team that you value them and support them by listening to how you can help them. Listen to any ideas that they may have. Think back to when you were in their position. If you had a problem, how would you have liked your leader to have handled it? Remember that the only way to get what you want is to ask for it. Never assume that anyone in your team knows exactly what is expected of them. When enforcing a deadline, explain to them when it has to be done by and why, then ask how they think they can achieve it, what do they need to make this happen, how can you best help them? Once they know that they have your full support, then they will do whatever they can for you.

Yvonne Bleakley is the director of Coach Uk Ltd and creator of The Silent Motivator System and Change your Life Forever System. Yvonne works with business owners and managers showing them an effective way to motivate and communicate with their staff and colleagues

The Silent Motivator System is a 10 step system designed to turn managers and business owners into effective leaders, producing happy passionate staff who are able to think for themselves

To receive a monthly subscription to the monthly Silent Motivator e-zine go to http://www.coachuk.ltd.uk You will receive regular tips on managing and motivating your team as well as access to a number of free resources and articles which can help you in team meetings to get the most out of your staff

By Maynard Brusman

Reluctant Leaders

Are you working in a company or law firm where leadership requires certain people to have an executive coach? How do leaders in your company or law firm assess an individual’s motivation to engage in a productive executive coaching relationship?

One of the most powerful questions one can ask is “Does our company leadership properly assess the motivation of people recommended to participate in an executive coaching program?” Emotionally intelligent and socially intelligent leaders are excited about further developing their leadership skills helping their organization become more successful.

A major reason for failure in executive coaching is a lack of commitment on the part of participants. Many organizations do not address this problem. Although executive coaching may sound like a great idea, many people are not open to getting feedback and executive coaching.

The organization can risk a great deal of time and money when there is little real engagement on the part of participants. There cannot be behavioral change without substantial effort.

Effort requires that the individual be motivated. Unless this issue is addressed up front, coaching is wasted. If coaching is set up as a requirement, as in the case of remedial goals, then the outcomes should be behaviorally focused rather than concentrating on mere attendance.

In another example, the individual says they are interested and motivated, but there is a lack of attendance or a lack of participation in action steps. Lack of time is frequently cited. Worse, there is a failure on the part of the executive coach to hold the person accountable.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help motivated leaders improve their leadership skills and helping the organization achieve success. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged and aligned with the vision and mission of your company or law firm.

Subscribe to Working Resources FREE electronic newsletter at http://www.workingresources.com

Visit Maynard’s Blog at http://www.WorkingResourcesBlog.com

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. We provide strategic talent management solutions to select and develop emotionally intelligent leaders and lawyers. The Society for Advancement of Consulting (SAC) awarded two rare Board Approved designations for Dr. Maynard Brusman in the specialties of Executive Leadership Coaching and Trusted Advisor to Attorneys and Law Firms

Dr. Maynard Brusman
Working Resources
P.O. Box 471525 San Francisco, California 94147-1525
Tel: 415-546-1252 Fax: 415-721-7322
E-mail: mbrusman@workingresources.com

By Maynard Brusman

Leadership Development

Are you working in a company or law firm where modeling good leadership skills is a high priority of management?  Do leaders in your organization have a favorite model of exemplary leadership?

One of the most powerful questions one can ask is “Do our company leaders model excellent leadership qualities?” Emotionally intelligent and socially intelligent leaders are motivated to develop their leadership skills and achieve both personal and business goals.

The Leadership Challenge

Jim Kouzes & Barry Posner wrote Leadership Challenge which is one of the finest books on leadership development. In the book they describe five practices of exemplary leadership. I incorporate the five practices in all of my executive coaching and leadership development work with clients. The authors also developed an enormously popular 360 degree feedback instrument the LPI based on the five practices.

The five practices of exemplary leadership are as follows:

Model the Way

1. Clarify values by finding your voice and affirming shared ideals.

2. Set the example by aligning actions with shared values.

Inspire a Shared Vision

3. Envision the future by imagining exciting and ennobling possibilities.

4. Enlist others in a common vision by appealing to shared aspirations.

Challenge the Process

5. Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.

6. Experiment and take risks by constantly generating small wins an learning from experience.

Enable Others to Act

7. Foster collaboration by building trust and facilitating relationships.

8. Strengthen others by increasing self-determination and developing competence.

Encourage the Heart

9. Recognize contributions by showing appreciation for individual excellence.

10. Celebrate the values and victories by creating a spirit of community.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you become a leader who models exemplary leadership. You can become a leader who demonstrates emotional intelligence and social intelligence, and who inspires people to become happily engaged and aligned with the vision and mission of your company or law firm.

Subscribe to Working Resources FREE electronic newsletter at http://www.workingresources.com

Visit Maynard’s Blog at http://www.WorkingResourcesBlog.com

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams

We provide strategic talent management solutions to select and develop emotionally intelligent leaders and lawyers

The Society for Advancement of Consulting (SAC) awarded two rare Board Approved designations for Dr. Maynard Brusman in the specialties of Executive Leadership Coaching and Trusted Advisor to Attorneys and Law Firms

Dr. Maynard Brusman

Working Resources

P.O. Box 471525 San Francisco, California 94147-1525

Tel: 415-546-1252 Fax: 415-721-7322

E-mail: mbrusman@workingresources.com

By Maynard Brusman

Are you working in a company or law firm where leaders recognize the value of people expressing discontent? How do leaders in your company or law firm handle employee complaints? One of the most powerful questions one can ask is “Does our company culture encourage leaders to immediately address the complaints of workers?” Emotionally intelligent and socially intelligent leaders create a culture that encourages open communication and discourages unproductive complaining.

What are people complaining about in your organization?

The objects of disaffections may vary but griping is always in season at work. When things go from bad to worse the discussions end up in the manager’s office. When they don’t, they form an undercurrent of discontent and resentments that is counter-productive.

People spend vast amounts of time complaining. They invest amazingly creative energies coming up with clever ways of expressing their discontent. No matter how sophisticated, however, a complaint is unpleasant to listen to. It can instill an aura of negativity and un-productivity. It becomes contagious. At its worse, it poisons relationships and sabotages team efforts.

We all complain, no matter what our position. No matter what the particular content of complaints, it turns out that most of us have an experience at work that we perceive as obstructing our own well-being, growth and development.

This conversation about what we can’t stand is so universal it goes unrecognized and accepted as normal. Obviously we recognize complaints from others more so than from ourselves. Complaining grows like a weed. The problem is that it does not usually lead to changing anything.

To be fair, complaining may help people let off steam. It can also create alliances and support because one realizes they are not alone. But it rarely accomplishes more than this. It doesn’t transform anyone or anything. It often leaves people feeling worse by virtue of the negative feelings that flourish.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help you become a leader who creates a positive work culture and climate that values productive communication and minimizes complaining. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged and aligned with the vision and mission of your company or law firm.

Subscribe to Working Resources FREE electronic newsletter at http://www.workingresources.com

Visit Maynard’s Blog at http://www.WorkingResourcesBlog.com

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams

We provide strategic talent management solutions to select and develop emotionally intelligent leaders and lawyers

The Society for Advancement of Consulting (SAC) awarded two rare Board Approved designations for Dr. Maynard Brusman in the specialties of Executive/Leadership Coaching and Trusted Advisor to Attorneys and Law Firms

Dr. Maynard Brusman

Working Resources

P.O. Box 471525 San Francisco, California 94147-1525

Tel: 415-546-1252 Fax: 415-721-7322

E-mail: mbrusman@workingresources.com

Written by Dr. Richard C. Baiz

I have observed in over thirty five years of experience whereby most individuals quite honestly, have not devoted much time to what really makes them tick. Think about it for a second, do you really sit up in the morning while waking up or perhaps when going to bed in the late evening and say to yourself this is the one facet in my life that really drives me. I venture to guess not, yes I realize that we are driven to go to school get a degree find a good job and move along in life with all the other goodies that come along when taking the appropriate steps to reach success. And, there are those whom decide to go a different route to reach success without going to colleges or universities and still succeed, but in my view that is a rare case, unless you could sing like Elvis Presley then you don’t have to worry about it.

The intent of my writings is to bring to light the chief characteristics of what produces quality leadership or what produces the qualities in individuals that will propel them to a level of success that will put them in a category of leadership. Many individuals particularly youth whom have not developed a formative opinion of themselves to understand whether they are born leaders; or seeking to be made a leader, or are they to take the course of wait and see where it all leads to are issues that are up for discussion. However, from my perspective the sooner thought is devoted to the conceptualization of the driving principals of what compels you to become creative and positive the sooner one will be able to attain a level of success based on a formula. In my opinion and from my years of experience of consulting in various forums leaders though some are gifted many and I mean many are taught to be leaders. If my statement could not hold truth of leadership based educational attainment; in other words it has been taught to you then the leadership development industry would be broke. And, I am here to tell you the leadership development industry is a multibillion dollar industry per year; it is mega dollars as people from all over the world from all various cultures seek to be principled driven leaders

So, again, let’s take a look of what can be done to examine the ingredients of principal driven behavior; to what? Most likely a leadership position, if we presume that one is seeking a good paying job or forming a business that will be profitable. So what is needed, knowledge will be important, skills development would be essential, abilities and talent are important elements to have, etc. The fact that we are social creatures and people have certain perception about us; it would be prudent to be positive, demonstrate discipline and determination, be sensitive but yet be firm on the importance of fairness. Most high accomplishers are highly driven and typically have a higher level of discipline from non doers as they are always seeking some form of a systematic approach to reach success while developing their support base and competencies.

Much of the guiding force behind identifying the principals that drive you is within you, one must prevent a nebulous course of character of unsure how it all happen. There needs to be the attitude of plan by design with intent; of without a doubt and of confidence. It is a process that will include nourishing your personal philosophy understanding that it is a life long journey that will include along the way a deep sense of appreciation from many who helped along the way. It will entail the principals of enthusiasm, alertness being a problem solver without any thoughts of suspicious or anxiety characteristics which are self defeating. One needs to follow the principle of being a great communicator and influence through persuasive interest of other people’s concerns. It take years to develop and it takes obtaining the right coaching from the right coaches a mentors, so find one.

Do you want to discover the secret to explosive Personal and Leadership Development? Download my free guide here: Personal and Leadership Development. Dr. Richard C. Baiz is a College and Corporate Personal/Leadership Development Instructor and Coach who gets his clients top notch successful results fast.

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Written By Kelly Vandever

The group wasn’t happy about being acquired by a new company. They had a successful product and doubted the tenacity of the acquiring company’s offerings. What’s more, they were not impressed with the acquiring company’s executive management that had already visited their offices. And now, the group was getting a new manager who would manage them…from more than 700 miles away! Imagine what you would have thought if you were in this group!

Getting to Know You

Whether you’re managing new people 700 miles away, or working with employees who sit in the cube across from you, one of the hardest things for any leader to do is to really get to know each person on your team as an individual. Why? It takes time. It takes effort. It takes trust. As leaders, we’re busy doing the work of our role and often don’t make the time, take the effort or develop the trust to really, truly get to know the people in our group.

It’s far easier to assume that everyone believes the same way and wants to be treated the same way. And of course that same way would be the way we best understand – the way we the individual leader of the team believe and would want to be treated. It’s much harder to take into account individual team member differences such as the one team member who learns better in a classroom setting and the other team member who learns better with a book and time to tinker. It would be so much easier if they could all take an on-line course the way our organization is pushing toward training team members.

Everything aspect of every person – from learning preferences to the way we like to receive information to the way we like to be rewarded – is unique. So how do you approach the variations and the needs of your individual team members that you lead? What is a leader to do?

Perhaps some of the principles below will help you on that quest.

It’s OK to Ask

Somewhere along the way, many of us seem to have gone down this path that as leaders, we need to magically be able to discern what we need to know. If we don’t know all the answers, we might be perceived as weak. Or maybe we’re concerned that we’re prying into people’s lives and going beyond our boundaries as a leader. To both of those concerns I say, “Hogwash”! When it comes to something as important as getting to know the people on your team, give yourself permission to ask!

Whether you’ve worked with your team for years or you are just starting to work with a new person or a new group, take the time to ask questions and listen closely to the answers. The best way to find out what a person thinks or wants is to ask him or her.

Start by setting up a time to speak with each person individually. Let them know in advance that you’re going to meet with each person individually and that you’ve be asking a series of questions – then provide the questions in writing. There are several reasons for this approach.

First, by meeting with them individually, you are letting them know that you care and want to hear from each and every person. As an effective leader, you need to have followers that are willing to voice their opinions, advise you as the leader and speak up for what they need to be successful. Communicate this to your followers – then of course, reinforce this message through your actions.

Next, people process information in different ways. While some people are perfectly comfortable answer questions off the top of the head, others will want time to think about what they really want to say. Providing the questions in advance gives those people who need the time to mull things over the opportunity and space in which to do that. And for those top-of-the-head folks, well, it might be a good idea for them to spend time with the questions as well.

And finally, these questions may be hard for some people to answer. They may not have considered what they want to get out of their job or what they’re passionate about. You may be the first person to ever ask them to talk about their strengths. By sending the questions out in advance, you give them the opportunity to start contemplating the answers, even if it takes them a few more days, weeks, months or years to really understand their deepest held answers to the questions.

Suggested Questions

The questions below were inspired by the Franklin Covey 7 Habits for Manager workshop, the books, Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton and First, Break All the Rules by Marcus Buckingham and Curt Coffman, and by my own personal experience. These again are question that you’d want to send out in advance of the meeting and then review with the team member when you meet. In my experience, the discussions are more in-depth and meaningful if I do not have the team member return their answer to me prior to the meeting but rather having them discuss their answer during the meeting. I have also found it helpful to ask follow up questions to their responses based on how team member responds. For instance, if they say, “I’m a good leader” I ask them to tell me how that looks, what does it mean to them to be a good leader. We each define terms differently based on our life experience. A few follow up questions beginning with phrases such as “tell me what you mean by…” or “can you give me an example of…” can reveal important information about how my definition may differ from theirs.

Here are my suggested questions but do not limit yourself to just these. Add questions that can help you get to the particular nuances important to your group or the person’s role.

• What do you love to do?

• What are you really good at?

• What do you find most challenging about your current role?

• If there was one thing you could change about your current role, what would it be?

• What are you most proud of in your current role?

• Do you have the information and the materials you need to do your role? If not, what else do you need?

• What are the strengths that you bring to this role?

• What areas in your role to you struggle with or do you not enjoy?

• Name as many things that you can think of that you’ve been complemented on more than once? Tell me more about those complements.

• If I wanted to express my appreciation to you, what are the ways that are most meaningful to you to receive praise?

• What areas do you want to develop additional experience or skill in?

• What do you hope people say about you when they comment on your contribution in your role?

• What else do you think would be important for me to know about you as your leader?

What not to ask

The questions above are relevant to the person, to the role and to the organization in which you lead. But there are some questions that are generally not appropriate to ask, and in a work environment, may actually be illegal. Those would be questions relative to items protected by law such as race, religion, national origin, gender, disabilities and so on. And unless your organization is specifically supporting a political cause or candidate, avoid questions about politics as well. I am not a lawyer so please consult an employment law attorney before posing any questions aimed at areas that are protected by law.

There will be times when issues such as race, religion, health will come up. As you are working with your team members and building a relationship, they may share with you how they appreciate that you were willing to take a chance on a person of their race, or that they can’t work on a particular day because of a religious belief. They may also have a health concern that they bring to your attention when you ask them the question “What else do you think would be important for me to know about you as your leader?” I was told the story of a leader who asked that question of an employee once only to find that the employee was gravely ill. The employee was in a very stressful job and the doctors told him he only had a year or two to live. That particular manager worked with that employee to find them a job with less stress and the story told to me was that the man was still alive five years later. You may not hear life changing information when you ask these questions. But that story made such an impression on me that I am still asking the question 20 years later.

Make the Investment

As you may have guessed by the introductory story, I was that manager who managed from 700 miles away. Using a variation of the questions above, I was able to start down the path of establishing good working relationships with the individuals in this group. As a leader, your success raises and falls on the success of your people. And the success of your people can be greatly impacted by the answers to the questions above. Make the decision to invest the time, the effort and the trust that it takes to build the relationship and understand the answers the individual follower’s answers to the questions above. I’ve seen first hand that the dividends on this investment will pay off in the long run.

Kelly Vandever is the president of Communications for Everyone, LLC, a company focused on helping leaders improve productivity while growing healthier work environments through more open communications for everyone. Start improving your work place today by contacting Kelly through the Communications for Everyone web site http://CommunicationsForEveryone.com/.

Written by Will Bicknell

Visualization Exercises

Visualization exercises involve identifying each member’s unique talents, lifting the self-imposed limitations, and directing them to progressive goals. Visualization exercises can help in this regard, as they challenge workers to visualize not a portrait of failure or of stagnant achievement but a true vision of personal success. Questions may start slowly, such as what field would you study if you had the time and finances to arrange for it?

What subject would you enjoy studying for a few years so you can gain a thorough understanding of it, and perhaps look towards a career? There are no limitations in these exercises, so questions may have to adapted to suit children and more experienced workers. This is exercise is most effective when you’re dealing with workers that are limited in their ambition and seem to be stuck in a non progressive work routine. There is no better way to motivate a person than to make the issue personal. The games called Superhero and Fantasticat are also examples of these visualization techniques. When adapted for circumstances they can really help to explore a person’s potential.

Group Interpretations

Group interpretations are an excellent way to motivate the interests of workers and to learn your team members (at least personality types) in a short period of time. One example of this is Picture Interpretations. A trainer displays a picture or photograph of a scene (usually an interaction between two or more people) and then asks for their group to offer personal interpretations of how they interpret the events in the picture. Questions to discuss may include: what is being said in the picture, what is being felt, what is the motivation, what has already happened and what might happen in the next few moments?

Each member will have their own personal interpretation of what is happening, and may even have questions of their own. This exercise is an excellent way to measure each team member’s self-awareness and group participation skills. You may even choose to have a final explanation in mind, revealing to the group where you got the photograph and what was actually happening. This exercise could also involve the trainer having to enlarge photographs, so prepare the logistics ahead of time.

Before a team becomes strong and united, individuals must be strong in their own goals and aims. Team building involves not only directing an entire group, but even more so focusing in on individuals and helping them to excel in personal achievement. As a trainer you should strive to encourage a worker’s personal goals and then direct that energy towards the company, or more specifically, for their supportive team. A team victory is made that much more satisfying when each member is also fulfilling their goals.

To read more about the different types of team building events you can arrange for your team, visit http://www.team-building-event.co.uk/. You can also get a wide range of corporate event ideas from our professional event organizer.

Small Business :: Big Success Group Coaching

Remember with Small Business Big Success you can always attend one workshop for FREE. Call 469-831-2450 for details

Do you have the nagging feeling that ….

…. your business has much more potential than you’re currently realizing?

You’re not alone. Most businesses owners suspect they could have more profit with a lot less effort, but they just aren’t sure where to make the changes.

The issues you deal with every day are similar to those experienced by other business owners, professionals, and solo entrepreneurs.

In this program over a 12-month period, you learn, apply, and master Twelve Keys to having an effective, profitable small business or professional practice. I’ve developed these twelve keys by coaching my clients and watching the results with them. Surprisingly much of the information is not new; some of it you may already be familiar with. But it is my experience that most business owners are missing some important pieces and/or don’t apply all the ones they do know.

You must insert yourself into a success structure. It’s what successful business owners and professionals do. The ones who remain isolated are in a continual struggle. Sure, you may make it alone, but why would you if there is a better way?

Do any of these business situations sound familiar? -

• SALES ARE FLAT:

even though you’ve tried several new approaches.

• OVERCOMMITTED:

you’ve got way too many plates spinning.

• YOU’RE MISSING OPPORTUNITIES:

it’s something you sense, but you can’t put your finger on it.

• CREATIVE ISOLATION:

you’re really creative, but there’s no one to brainstorm with.

• LITTLE INNOVATION:

it’s no fun to just react to customers instead of wowing them with innovation.

• A LACK OF VISION:

it’s hard to have a compelling vision of the future when you have too little time, money, and opportunity.

• MORE WORK/LESS PLAY:

every year seems uncertain and you’re not really getting ahead.

As the owner you rarely have all the resources you would like to have in order to deal with issues such as these.

It will help you to achieve clarity, focus, and structure. Clarity about where you are and where you want to be. The way to Focus your finite resources for most effective impact. And the Structure to leverage your best efforts. For over 20 years I’ve helped owners do just that, and create better lives (and better lifestyles) in the process.

How does it work?

Here’s how the Small Business :: Big Success Group Coaching program works.

• Once a month you come together with a group of your peers — other business owners, professionals, and solo entrepreneurs — and you spend a morning with your designated coach. You learn, discuss, apply, and are coached on one of the Twelve Keys. You leave the workshop with new knowledge, new processes, some personal “ah-ha’s” and a few action items you choose to focus on over the next month.
• Following the monthly workshop you receive a short weekly email highlighting and reinforcing some aspect of what you covered in the workshop.
• You can also be part of a group telephone call about two weeks after the workshop to get your questions answered, course-correct, reinforce your learning, and acknowledge your successes.
• You may also call during published times to receive private laser coaching on the specifics of your business issues. There is no limit to the number of laser coaching calls you may have.
• The design of the Small Business :: Big Success Group Coaching program means that you invest only one scheduled, in-person morning out of your month and the rest of the coaching and support happens at your direction, on your timeframe, and at hours which work best for you. It’s a powerful, flexible model of just-in-time, just-what-you-need business coaching.

What else?

In each monthly workshop we cover — in depth — one of the Twelve Keys.
Therefore, in one year (12 morning workshops) you will have

1) learned about,
2) been coached on,
3) applied in your business, and
4) begun to master, all twelve Keys.

The longer you stay in the program, the more you will see how each of the Keys connects with each of the others. A powerful picture of you and your business emerges.

Currently, all of the in-person workshops are in the Dallas, Texas, area.

And finally…

One of the subtle but significant benefits of this program is connecting with a strong group of your business peers — non-competing, like-minded, committed-to-success individuals who are looking for the same outcomes you are. When you hear someone in a non-related business, or even a different industry, discuss the same issue you are dealing with it, it opens your perspective dramatically.

Furthermore, you can (and I will show you how and encourage you to) use the other members of your group to help hold you accountable for your actions. There is nothing like having a supportive, interested-in-your-success group who, in turn, expect you to help them be accountable for their actions. A bonding can occur which can last long after you have completed the RSP Group Coaching program!

Here’s the call to action!

If you have the feeling that this program can help you take your small business and create a big success, if you are ready to turn your potential into profits, call us at 469 831 2450 or email RSP to enroll. We will then have a conversation to see if you meet the qualifications. (Which all other members of your group have met.) If you do, you’re in.

Life doesn’t have to be hard. Your business can be fun again. You can have what you want. But you must use all the resources available to you.

What is the cost to you if you do nothing?

Have the life and business you always wanted by attending our Plano Small Business Success Workshop. FREE

The scenario is all too familiar: Everyone was convinced that Steve was the right choice for promotion into the Chief Operating Officer position. So why is he struggling so much? Fact is, if something doesn’t change, and fast, he isn’t going to make it. How could this have happened? How did we get it so wrong?

As a business leader, you have no doubt witnessed this scenario. It seems that the Peter Principle, which dictates that people will be promoted to their highest level of incompetence, is in full force. But is the Peter Principle the inevitable end-of-the-road for most business leaders?

The answer is a resounding no. The reality is that there are many things an organization can do to avoid the Peter Principle, and it’s never too late to start.

It’s a Whole New Ball Game

Being a leader is not easy. Leadership requires a totally different set of skills, distinct from those of the individual contributor. And as one advances in an organization, the expectations of how work gets done shifts dramatically. What’s more, many new leaders find that the very skills that enabled them to land that coveted promotion into a leadership position don’t seem to work anymore. In the absence of other skills to rely on, the only possible response is to just try more of the same. But this approach simply doesn’t work, leading to frustration and failure.

Adding to this challenge is an all too common tendency – as leaders ascend an organization, their developmental feedback begins to dry-up. There is a natural, albeit inaccurate assumption that the leader has the skills they need (or else they wouldn’t have landed the job in the first place, right?). Meanwhile, the performance bar is consistently being raised and the pressure to perform is ratcheted-up. It is no wonder that so many leaders fail.

The Costs of Failure

There are many negative cost consequences associated with leadership failures, including lost productivity, recruiting costs, ramp up time, missed opportunities, relocation expenses and most importantly, the loss of employee confidence. Taken to an extreme, the impact of bad leadership is catastrophic. Think no further than the once storied Arthur Anderson business which was singlehandedly torpedoed by the bad judgment of the Partner who served the Enron account. So how do you minimize leadership mistakes?

Develop Who You Have

The old expression “dance with who brung ya” rings true when it comes to selecting your future leaders. There is great power in developing the internal leader who knows your company and understands how to navigate the culture. An effective leadership development approach for your company should have a two-pronged focus:

1. Addressing overarching gaps

For example, if a company chose to strategically move to a new growth-by-acquisition model, it may find the need to enhance the financial acumen of its leaders. This development focus could be applied to all leaders.

2. Addressing individual needs

For example, a leader could be transferred to a different part of the company, requiring new functional knowledge and therefore requires specific development to be successful.

Whether addressing overarching or individual gaps, an effective leader development program should include the following steps:

1. Align to the business strategy

2. Assess the skills leaders will need to successfully execute the strategy

3. Evaluate your leadership group against the desired skills

4. Develop and apply development activities to address the gaps

5. Begin the cycle again

Your company’s future depends on your leaders having the right skills to achieve the strategy and deliver against performance objectives. But way too often companies look at the effort, time and cost involved in developing and maintaining an effective leader development process and decide that they can’t afford it. But without effective leaders, your ability to achieve results will be severely compromised and your business will quickly become irrelevant.

The bottom line: You can’t afford not to develop your leaders.

Matthew Angello is the Founder and Principal of Bright tree Consulting Group.
Bright Tree Consulting Group, LLC is a boutique firm that offers an array of highly personalized and effective coaching and consulting services for executives and companies seeking to unleash their potential, move their performance to the next level and prepare for future challenges. Our focus is on the development of pragmatic and actionable programs that are tailored to address the specific challenges and needs of the individual executive or company. http://www.brighttreecg.com

Management versus leadership, what’s the difference? Is there a difference? Well, there has always been a difference, but people have not always known how to communicate the difference between the two, which is why in many instances, the terms are expressed in an indistinguishable fashion. However, a leader’s role and a manager’s role within any organizational setting is not interchangeable. This is not to say that an individual cannot possess the attributes of both, but do realize that their functions and outlooks pertaining to the existing paradigm/status quo (policies, practices, norms, standards, and rules) are very different.

In a nutshell, leaders can be seen as revolutionaries, change agents, and paradigm shifters. Their role is to get people with similar views and ideas together, in a inspirational and collaborative way in order to accomplish a given task or goal. Of most importance however, is that leaders often operate outside or in-opposition to, the parameters set by the existing paradigm/status quo in order to achieve their goals. This sometimes rebellious nature often brings about new and innovative ideas and ways of doing things that shifts or changes the existing paradigm/status quo.

Managers on the other hand, are also tasked with accomplishing goals, but they often confine themselves within the parameters of the existing paradigm/status quo. Managers often utilize people as well to achieve outcomes, but more often in a less inspirational and collaborative way. Therefore, it can be said that while managers are required to meet incremental outcomes, they are still dutiful gatekeepers of the existing paradigm/status quo. In contrast, leaders often identify and challenge the non-productiveness and inefficiency of the existing paradigm/status quo, creating a seemingly oppositional and chaotic environment that can yield innovative and wondrous outcomes that probably would not have been achieved within the existing paradigm/status quo that had been in place prior to the challenge.

Dr. Barrett has an earned PhD in applied management and decision sciences, with a specialization in leadership and organizational change. He also holds a MS in organizational leadership and a BS in organizational management. In addition to these degrees, Dr. Barrett has completed several executive certificates focusing on various areas of management and leadership development.

Dr. Barrett is proud of his academic accomplishments, as they are the product of his long and sometimes difficult journey out of poverty. Along his journey, Dr. Barrett served honorably in the U.S. Air Force, participating in several vital overseas operations in the Middle East and Europe. He has also taught organizational leadership courses at the graduate degree level at Mercy College. This desire to develop leadership whether it be in myself or others is what drives Dr. Barrett. Dr. Barrett currently lives in NYC, where he runs The Barrett Center for Leadership Development, LLC (http://www.TheBarrettCenter.com) and produces The Barrett Leadership Blog (http://www.TheBarrettCenter.blogspot.com).

Leadership is a concept that is sometimes identified only with large organizations, but don’t be fooled by this assumption. Leaders are present in every organization, at every level, and this includes small business. As a small business leader, you are probably more visible and more accessible than leaders in a large company or organization, so your skills are being watched and emulated more closely. Leadership tools and actions span quite a bit of distance, but here are five important leadership tools for the small business.

First, try “planning proactively”. In small business, it’s easy to become reactive. After all, the ups and downs of small business can be much more tumultuous and emotional since they come on quickly and affect a smaller population. But that it is no reason to avoid making plans and being proactive about problem solving. Be honest with yourself and your team about what issues could be ahead. With this, you should know the pitfalls of small business and be aware of how you can solve some of the problems you might encounter. Involve your team in problem solving at every opportunity. This will give them a “stake” in your business and the chance to participate in planning sessions.

Next, create a vision for the business. You probably have a personal vision and had one when you started the business. Does that vision still work for the business? Have you achieved the original vision? If so, it’s time to think of what the future vision is. Along with a vision, what is the mission and goal of the business? Think about these important details, write them down, and visualize them. You can make your vision part of your everyday life – and remember that a vision does not have to be reserved for the largest organizations. Here’s the biggest benefit of this exercise: leaders are visionary thinkers. When you focus on that vision every day, you’ll start to think like the visionary you are. With vision, comes leadership.

Third, you must share your vision with your family, friends, and most of all, your small business team. This is the hard part. As a small business owner, entrepreneur, and leader, the vision is probably a part of you. With large organizations, the vision is usually a shared one to begin with. But your small business was your idea – it’s your “baby” and a vision that concerns it could be personal. And that is difficult to put out there for everyone to see. But you’ll notice that by sharing that vision, you are letting your team become a part of it and live it every day just as you are. Post the vision around the workspace and keep your pride in ownership. By sharing the vision, you’ll truly become a visionary leader. You’ll find yourself making decisions based on the vision, and leading the team to do the same thing.

Fourth, be sure to manage and lead – and know the difference between the two. Small business leaders are usually in the position of wearing two hats, that of the manager or supervisor, and that of the leader. Management is the day-to-day, short-term direction that you provide. Your management may include dealing with customer and employee issues, vendors, orders, and even front line work. You may find yourself scheduling, managing projects, and hiring employees. But don’t forget to go above these things. Provide direction through your vision. Take time to coach employees on their performance. Cheer them on for good work and gently correct them for not-so-good-work. Show your team that you can manage but that you are also a leader who will take them to the next level.

Finally, be willing and able to change. Small business leaders have pride in ownership. The business you created is close to your heart – and it can be difficult to change. But be aware that change will come whether you want it to or not. Don’t get stuck by not changing to meet new employee, customer, and market needs. Examine your systems and operations and make the determination if they are really working or not. Most of all, accept suggestions for change from your team. Open the floor to new ways of doing business. After all, your team may become more intimately familiar with your business, operations, and customers than you are. By being willing to change and open to suggestion, you are proving your leadership.

If your small business needs a “shot in the arm” or if you are just starting out, keep these five leadership tools in mind at all times. Employ them every day and watch your organization grow.

Copyright 2009 Bryant Nielson. All Rights Reserved.

Bryant Nielson – Learning & Development Expert – assists executives, business owners, and top performing sales executives in taking the leap from the ordinary to extraordinary. Bryant is a trainer, business & leadership coach, and strategic planner for many sales organizations. Bryant’s 27 year business career has been based on his results-oriented style of empowering.

Subscribe to his blog at: http://www.BryantNielson.com

You may be an expert in your field and personally good at what you do, but if your intention is growing the business then you have to be able to bring on and lead others effectively. Without followers, you will be limited to doing only what you are capable of doing alone. Without committed followers, growth isn’t possible.

No matter how great the company or the job is, no one willingly follows someone for long who is guilty of the seven deadly sins of leadership:

Killer #1: EGOTISM

“It’s all about me” – my ideas, my way, what’s good for me. A head so big that no hat fits it properly, and when things go wrong or a mistake is made, “Why are you doing this to ME?”

People will walk away if their boss’ arrogance, self-serving interests and constant need to take credit for the good work of others kill their interest and enthusiasm.

Killer #2: INSENSITIVITY

Total indifference to the feelings of others. Clueless about how what you say or the decisions you make in the business affect others or impact their work or lives. Expecting people to “get over it”, and when they start complaining or try to explain their concerns…”Quit whining; if you don’t like it, LEAVE!”

People will walk away if their boss’ failure to consider their feedback and lack of empathy about what it would feel like to be hit with something unexpected kills the heart they used to put into their work.

Killer #3: UNBELIEVABILITY

Total lack of credibility. No one believes you know what you’re doing or that you’re capable of telling them the whole story, and when yet another promise is made that they know will be broken, eyes roll “Yeah, RIGHT.”

People will walk away if their boss’ failure to inspire belief makes them wary of every decision and kills their willingness to “just trust me on this.”

Killer #4: MISTRUST

Looking for hidden agendas. Second-guessing the motives and decisions of experienced people, needlessly worrying about your back and micro managing others until they finally tell you to get off theirs.

People will walk away if their boss’ failure to trust them to do what they know how to do in ways that are in the best interests of the company kills their initiative and makes them into dispassionate robots just filling time doing exactly what they’re told to do.

Killer #5: INDECISION

Putting off a decision because of uncertainty about what to do. Vacillation, procrastination, just decide SOMETHING!

People will walk away if their boss’ inability to decide one way or the other and stick to it causes confusion and frustration about what’s next and kills any hope of forward progress.

Killer #6: NEGATIVITY

Constant naysayer. No matter what anybody says or does it isn’t right. The glass is ALWAYS half-empty and the sky is ALWAYS falling, and when something doesn’t turn out… “See, I TOLD you it wouldn’t work!”

People will walk away if their boss’ consistently black mood would wipe the smile off Pollyanna and kills their desire and motivation to turn problems into opportunities.

Killer #7: PURPOSELESSNESS

Lack of focus. Distracted. Confusing activity with results. Aimless decision-making. Trying too hard to be everything to every customer and not doing any of it very well.

People will walk away if their boss’ lack of vision and clarity about the organization’s purpose and goals has them confused and kills their willingness to get behind and follow.

People don’t leave companies; they leave bosses who confuse title for real leadership. Think about it…haven’t you left a good job for the same reason? If you need great people to help your business grow and thrive then it’s a good idea to learn how to avoid committing these deadly sins.

Marilyn Lustgarten, executive coach and president of The Star Makers Group, works with leaders in good companies that want to be great! She also speaks and writes on leadership issues and organizational transformation. Contact her at http://www.starmakersgroup.com

Written by Barbara White

How do you get your employees to work together as a team? This is a question that many managers are asking.The bottom line for managers is getting the results needed, and if employees would work as a team instead of as individuals, getting the results would be much easier.

One of the most effective ways to do this is to create a working environment where your employees see themselves as part of a team and you as a manager as the coach of the team. The traditional model of supervisor and subordinates does not create a willingness in employees to take ownership of their responsibility, and become motivated to put more than minimal effort into their work. The team building model, however, when effectively implemented, can produce better results, and increase participation and cooperation among the employees.

The manager has a essential part in creating a sense of team, and the approach taken is a critical factor for success. A successful model of team building can be seen in sports.

Every sports team has a coach. The role of the coach is to strategically position the players, train and coach them, and motivate them towards becoming a champion team. There are many useful analogies between a sports and a work team.
The more managers consider themselves as a coach to their team, the more the team will respond positively to their leadership.

This article explores some of the team building skills of a sports coach, and how they can be successfully applied to a workplace supervisory position

Relationship Building

Managers need to be able to build a good relationship, not only with the team as a while, but also with individuals on the team. Relationship builds an essential team building block – that of trust. Trust is vitally important for encouraging cooperation and for motivation

Availability

Managers need to be available to the team and approachable. They need to seen to be around, not shut away behind a closed door doing administration. Do your employees feel they can approach you about their concerns? Are you around enough to know and feel the pulse of the team.?

Set goals

Planning and setting goals is an important aspect of supervisory success. Does your team know what the short. mid term and long term goals are for the team? Are the goals realistic, and communicated well? Does the team have a sense of purpose and direction?

Promote participation

Managers need to be able to motivate team players to fully and willingly participate and buy in to the team purpose. It is the role of the manager to focus employees on the goals and purposes of the team, and facilitate everyone working together to get the needed results.

Share Information

Successful managers do not keep information to themselves. They keep people informed and provide them with all the information needed for them to take on a task or project.

Being a role model

Managers need to be a positive example of what they want to see in the team. That means walking the talk, having exemplary standards and consistent expectations of themselves as well as the team.

Celebrate Attempts

Coaches encourage their team to try new things and create an environment where people feel comfortable learning and trying new things. Progress and personal achievements are to be celebrated as people attempt challenging tasks.

Delegation

Coaches do not do everything themselves. Rather they view delegation as a means to develop their players, and enlarge their skills by positioning them strategically. They see delegation, not just as a means of dividing up the work, but as an opportunity of building self esteem and confidence and increasing skills

Be A Team Player

A coach doesn’t just manage the team but becomes part of the team. Don’t ask a team member to do something that you would be unwilling to do yourself.

Developing a coaching style of managing will create the team that will get the results managers want. Managers have the greatest influence on the job satisfaction on the employees they supervise. The role of supervisor means the authority to make decisions that directly impact the team. As a coach, developing team building skills will give you the power to influence and motivate your employees to participate as team players, and work as a team .

Barbara White gives training in management skills. For more articles on effective management skills, check out this Business Management Skills lens.

Written by Barbara White

A mark of a good leader is to be able to provide consistent motivation to his team encouraging them to attain excellence and quality in their performance. A good leader is always looking for ways to improve production and standards. Here are six management skills you can develop as a leader in working to create a quality effective team.

1. Observation

This is an important aspect that often gets neglected due the demands on a leader’s time and schedule. Observation and regular visits to the work environment are a priority and should be scheduled into the calendar. Observing employees at work, the procedures, interaction and work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place.

2. Monitor Employee Performance

Employee performance needs to be monitored in mutually accepted ways. Policies and procedures need to be clear. Conferencing should be on a regular basis and not just when there is a problem. Assessments and evaluations should not be merely all formality or viewed a necessary paperwork to be done and filed away. Individual and group conferencing should be undertaken not only to monitor performance, but with the expectation of on going professional development and support. There should be frequent encouragement and clear criteria for on going goals both for the group and individual.

3. Implementation of Professional Development Programs

A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.

4. Demonstrates Working Knowledge and Expertise

Good leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not possess all the expertise and knowledge personally, then regular consultations with experts involved in the departments should be held. This is important in order to maintain an accurate and informed overall picture.

5. Good Decision Making

Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. Clear firm decisions, combined with the willingness and flexibility to adapt and adjust decisions when necessary, create confidence in the leadership.

6. Ability to Conduct and Evaluate Research

On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in product and performance, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future.

Excellent leadership is always pro active rather than reactive. By developing these six managerial skills builds a solid foundation for success.

Barbara White

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