Month: January 2011

Posted on

Who Needs Lawyers?

A-lawyer-sitting-in-his-office-in-a-law-firm

[I very rarely cross-post, but I couldn’t resist putting this “press release” here as well as on Huffington Post today, where it was titled “Mom Always Wanted Me to Be a Lawyer.” Already, from HuffPost, I had one person think I was serious, which was kinda fun. I hope you enjoy it!]

Bernstein Crisis Management Launches Strategic Litigation Management Group

——————————————————————————–

LOS ANGELES–(SATIREWIRE)-Bernstein Crisis Management, Inc. announced today that it plans to establish a strategic litigation management group to assist national and international businesses and their managements and boards.

“With a number of law firms launching Crisis Management divisions, it made sense to me that we even the playing field a little by adding some quasi-legal clout to our activities,” said Jonathan Bernstein, president of Bernstein Crisis Management, Inc. “And I’m confident that we’ll be as good with legal matters as attorneys are at offering crisis management advice.”

Senior members of the group include former Transportation Security Administration officer Patricia “Pat” Down, bail bond tycoon Guido Ransome, former World Wrestling Federation Commissioner Crater Mess; and Tom Foolery, former senior staff advisor to the House Ethics Committee.

“This team brings decades of experience advising clients on managing high profile governmental, transactional and investigative matters,” said Bernstein. “More importantly for our clients, each of these five professionals has had considerable and sometimes painful experience with legal matters and has successfully helped those they served navigate through those issues.”

A former stock broker, 7-11 clerk and waste hauler, Ms. Down will provide high-level strategic counsel to corporate and government clients on a broad range of matters including risk identification and prevention, preparedness, response and recovery.

“With every pat-down I’ve conducted, I’ve been aware of how a crisis could erupt at any moment,” Down said. “I believe in transparency and full compliance with most laws.”

Ransome has established a national network of bail bond businesses in a career spanning more than three decades, following his early years on the other side of the bail bond counter. “Hey, if youse in trouble, I’m your man.”

After 17 years of serving as the commissioner of the WWF, Mr. Mess understands the importance and challenges of building and protecting a global brand.

“Your name is everything. In fact, your name may be the only thing real about you, so it has to be protected, legally and otherwise. Eventually, if you do that right, people won’t even realize what’s real and what’s not!”

Tom Foolery recently retired from his 25 years of service to the House Ethics Committee, and categorically denies that his own behavior was under review at the time of his retirement.

“If there’s a way to lie, cheat or steal, I know about it, and of course will do my utmost to protect our clients from such activity and from themselves.”

In response to concerns that his firm might be accused of practicing law without a license,” Bernstein commented, “I’d love to give you an appropriate crisis management response, but I have to say ‘no comment’ on the advice of my attorney.”

Bernstein Crisis Management, a 17-year-old international consultancy, has less than 500 employees providing the full range of crisis management services. For actual information on the firm, go to http://www.bernsteincrisismanagement.com.

——————————-
For more resources, see the Free Management Library topic: Crisis Management
——————————-

###

Posted on

Role of the Nonprofit Board Fundraising Committee

Nonprofit team brainstorming for fundraising ideas

One of the biggest misconceptions about the Fundraising Committee is that its members are to do the fundraising for the nonprofit. No, the job of the Fundraising Committee is to ensure that the fundraising is done very well. The actual fundraising should be done by all Board members, with various staff members supporting those Board members.

What’s the Primary Role of Any Board Committee?

The role of any Board Committee is, at a minimum, to ensure “best practices” in the activities, or the function, that the committee is assigned to. Just like people need to do certain things to stay healthy (such as eat, sleep and exercise), organizations need to do certain activities, too. Many people might refer to those activities as “best practices.” (There are many strong feelings about whether “best practices” even exist, but most people would assert that the phrase has more usefulness than not.)

When recurring crises occur, it’s usually because people are attending only to what’s urgent and not to what’s important. Best practices ensure that the most important activities are done. So Board committees should ensure “best practices” are implemented in the major functions in an organization, for example, in Board operations, planning, marketing, staffing, finances and (in the case of nonprofits) fundraising.

What’s the Primary Role of a Fundraising Committee? What Are Its Ongoing Responsibilities?

Notice the nature of the following activities — how they are not focused on very near-term, detailed tasks for Committee members to raise money. The following responsibilities should be included on a work plan for a Fundraising Committee. Notice that the activities are recurring — they should be done on an ongoing basis.

1. Ensure there’s a specific fundraising target

How much money needs to be raised? Usually the amount is the difference between expected revenues and expenses. Usually those revenues and expenses are identified during strategic or program planning.

2. Ensure prospect research occurs to identify how much money might be raised from different types of resources

Good prospect research will look at the nature of the nonprofit’s services and its locale, and identify similar nonprofits and the sources of funding used by them. For example, similar nonprofits might have raised 50% of funds from individuals, 20% from government contracts, 20% from grants and 10% from fees. That profile suggests the mix that the nonprofit might aim for. Good prospect research will go beyond searching a database of foundations to submit proposals to.

3. identify specific, potential sources of funds from a diverse mix of sources

Now the nonprofit is ready to start selecting specific sources of funds from individuals, foundations, government and/or fees. These activities should result in the names of specific sources, for example, names of people, foundations and government agencies, and/or the specific amounts of fees to charge for certain services. (The amounts of fees to charge might be recommended by, for example, a Marketing Committee.)

4. Develop an action plan about who is going to approach what source, how and by when

This responsibility includes identifying which Board members will approach what source, along with what staff members will support those Board members. All Board members should have assignments, not just the members of the Fundraising Committee.

5. Compile the results of items 1, 2, 3 and 4 into a Fundraising Plan that is approved by the Board

The Plan should include more than merely a listing of what foundations to approach. The Plan becomes the roadmap for generating sufficient revenue. It should include realistic expectations from a diversity of sources, and justify how those sources were identified. It should include an action plan (from step 4) that the Fundraising Committee ensures is implemented on a timely basis.

6. Ensure effective administrative systems to track grants and donations

As funding comes into the nonprofit, its various sources and amounts must be closely and accurately documented. Acknowledgements and receipts must be provided back to donors. Grant requirements must be monitored to ensure they are met. In the United States, fundraising information must be included on the IRS Form 990.

Summary — Job of the Fundraising Committee is to Ensure Planful, Strategic Fundraising

So, again, notice that the job of the Committee is NOT to just ask the Executive Director to provide a list of foundations to write grants to. It’s much more strategic than that. And its responsibilities are recurring — Committee members should never say they don’t have anything to do.

Members of the Fundraising Committee should not be picked because they are “big names” or “big pockets.” Popular and rich people rarely want to serve on Fundraising Committees. Many times, they’d rather write a check, than be expected to attend monthly meetings. And foundation officers see right through the “game” of listing big names on a list of Board members. Instead, select members who know how to think strategically, develop a plan and ensure that the plan is implemented.

Also see

What do you think?

————————————————————————-

Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 800-971-2250
Read my weekly blogs: Boards, Consulting and OD, Nonprofits and Strategic Planning.

Posted on

Sometimes HR Sucks-That’s Why We Love It!

If you are an HR professional, you have most likely had a few tough conversations with employees. Early in my career, my supervisor would always call on the days when I had to have a particularly difficult conversation with an employee. He would always start the conversation with “tough day.” I knew that this was his way of asking me how it went. Now the “tough day” designation did not occur with every conversation that one might put in the difficult column. Personally, I don’t find matter of fact discussions about performance or the company’s decision to terminate difficult. Usually by the time one of those conversations takes place, every effort has been made to help the employee succeed and the conversation is simply an expression of a consequence that has been previously communicated.

The “tough day” conversations for me are the ones that happen because we are in business and while it can be argued that HR folks are in the business of people, we are still in business. This means that sometimes changes in the landscape of the business or the industry or just a natural disaster can totally change the business requiring swift actions and tough decisions. I recently had a “tough day.” I had to have one of those conversations with someone whose life will likely be altered due to no fault of their own. A necessary business decision was made and even though it was the absolute right decision, I still hated having to bear the news. Quite honestly, it’s the part of the job that sucks.

But on that day, I didn’t have much time to dwell on how much it sucks. Immediately after the conversation (which required three or four different hats), I put on my recruiter hat and got busy selling. That was directly followed up by more hat changing as I put on the coaching hat, the benefits hat, the payroll hat, the unemployment hat, the legal hat, and then ended the day with the training and development hat. In was in that last few hours of the day, that I remembered what it is about HR that I love. It’s the hundred conversations I had that day. And while they ran the gamut in subject matter and emotion, they were business, people business. In the people business, you can’t avoid “tough days.”

Next time you have a “tough day”, remember that it is part of the business and your role is to handle it with respect, honesty and candor.

—

For more resources, See the Human Resources library.

—

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

Posted on

Release Yourself from the Press Release

Young female interviewing press release

Guest Writer: Michelle Tennant Nicholson

Press Release or Not?

I’ll tell you this as gently as I can: Press releases don’t always work. So don’t send them out thinking they’re going to get you on Oprah, The Today Show, Good Morning America or CBS Early Show. A lot of people still think press releases are the best way to get the media to notice them, but to the busy media professional, press releases say: “Here’s something everyone is going to get at the same time as you. No scoop for you!”

When Press Releases Work

Now I’m not saying they don’t work for search engine optimization purposes. Press releases are great for that. They:

  • build links back to your site
  • build your branding and messaging online and
  • increase your credibility.

You may want to send out press releases if you’re a corporate entity and need the message to be searchable on news wire services in the future. And reporters are not likely to ignore your press release if you have true breaking news, such as a plant expansion that will add hundreds of jobs in a local coverage area.

Relationship Building

But sending out press releases is not the most effective way to score the coveted news features that you’ll want. That is done with relationship building. Nothing beats “dial and smile” phone calls, personalized emails and perfect pitches.

Organizing an online press kit with ready-to-use story ideas, quotes and background will help you get your message out and make it easier for the media to cover you. And making it easy for the media will definitely boost your odds of being chosen as a source in articles, TV segments and radio broadcasts.

Social Media

Also, with social networking sites, it’s easier than ever to build a buzz about your product or service. You can take your message direct to the audience you seek with a great website, some search engine optimization or a Facebook friends link.

To score media coverage and build credibility though, there’s still no substitute for personal contact with your target media. Get to know them and make them feel special. Read their articles and tune in to their shows. Educate yourself on the different specialty or niche areas they cover.

Your Story

Dig in. Most businesses have untold stories that are interesting. It may be something about how they got started or how they developed a new product or service. So find the compelling story about your business or product.

Then make a list of those media people you would like to cover your story and begin building relationships with them — send them the press release before everyone else gets it. Give them the scoop before you announce it to the world. Making the media feel special is a sure-fire way to have them come back and ask for more scoops from you.

Have you found a way to make the media feel special? Share your tips!

——————

For more resources, see our Library topics Marketing and Social Networking.

.. _____ ..
Twenty-year PR veteran Michelle Tennant Nicholson is Chief Creative Officer of Wasabi Publicity and co-founder of www.PitchRate.com, a free media tool that connects journalists, publicists, and experts. Called a five-star publicist by Good Morning America’s Mable Chan, Michelle specializes in international PR, working regularly with the likes of Oprah, Larry King, BBC, The Today Show and other major media. Contact her at PR blog http://www.StorytellerToTheMedia.com where she teaches tips from the trade.

Posted on

Get the Most Value From Your MBA

business-partners-sharing-ideas-on-how-to-embark-on-a-new-business-deal

MBA benefit for careerAbout a year ago I finished my MBA. I expected there would be plenty of opportunities for advancement. That has not happened. What should I do?

That was a question from an analyst in a financial services company. That situation has come up several times in coaching recent MBA’s and Executive MBA graduates. They thought once they got that coveted degree, their company would quickly promote and advance them. When that didn’t happen, they were disappointed, unappreciated and wondered if they should stay or leave.

Your career advancement depends on…

1. What you can do now that you couldn’t do before your MBA.
Note that I said “do” not “know.” You may know a lot more, but does that translate into concrete tasks or projects that are helping your company? For instance, you may have studied international finance and politics, but if your company’s market is primarily the Midwest United States, it’s not helpful to them.

2. Where the company is today and will be tomorrow.
You may have started you MBA before or just as the recession started. You had high hopes. The company had high hopes. Now the economy and your company’s future are different. The expectations you had may not be realistic today. So reevaluate your situation, your company’s viability and potential opportunities. You may need to make a lateral move to gain more hands on experience before you are seen as promotion material.

3. How you are utilizing your MBA.
Think of your MBA in terms of the skills you’ve developed or enhanced and the application of these skills in your present position as well as potential opportunities within your company. Focus on accomplishments or the impact of your work. For example, you increased sales by 15% or cut down time to 3% which then led to what? Can you give a crisp answer to: How is your MBA benefiting the company or how will it benefit it in the future?

The worth of an MBA.

I think MBAs are great, but without underlying experience, they aren’t worth nearly as much. The burden of proof, that you are more valuable now than you would be without the degree lies, firmly on you. It’s not that you have an MBA that counts. It’s what difference you are making with the skills and knowledge you leaned from it.

MBA readers, what do you think?

Do you want to develop Career Smarts?

Posted on

Donor Recognition vs. Donor Privacy

-businesswoman-talking-with-a-donor-who-doesnt-want-his-identity-known

You can’t/shouldn’t assume that donors are OK with having their names (and the amounts or ranges of their gifts) made known to anyone outside the NPO they are supporting. Donors have a right to assume that such information is confidential.

The Codes of Ethics of the various organizations of professional fundraising staff and/or counsel unequivocally state that a donor has the right to privacy, and only s/he can give permission for his/her name to be publicized.

There are three common ways this is accomplished:
•   By asking the donor to check a box on the form they return with their gift
    agreeing that their name may be used;
•   By checking a box on the form they return with their gift denying
    permission for their name to be used; and,
•   By asking that donors check a box on the form they return with their gift
    if they don’t wish their name published — if the box is not checked, the
    assumption is made that permission has been given.

In the case of a gift/check submitted personally or through a solicitor, the donor should be asked his/her preference, and that preference should be recorded … and honored.

Since not every NPO is yet asking donors for such permission, and not every donor reads all those forms as carefully as they should, NPOs should make the extra effort — especially when contemplating publicizing donors’ names as broadly as does the internet — to adequately inform donors and to get specific permission.

It’s considerate, and it’s good donor relations.

Even publishing a donor’s name in an off-line annual report should engender the same kind/degree of consideration of the donor’s right to privacy.

Interestingly (and sadly) enough, most NPOs to which I’ve described this concept, and emphasized the ethics of complying with such rules of “consideration,” choose not to consider that concept to the degree they should.

It points up the need for everyone (board, staff, volunteers) to be educated about the ethics of fundraising – and, yes, there is a code of ethics for the practice of fundraising.

=-=-=-=-=-=-=-=-=-=-=-=-=-=

Have a comment or a question about starting or expanding your fundraising program? Email me at AskHank@Major-Capital-Giving.com. With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, we’ll likely be able to answer your questions.

Posted on

VUCA – A Leadership Dilemma

A business leader on a phone call

Last spring I walked into a client’s office to deliver a leadership development program design and was greeted with, “We just got the McKinsey/BCG/Bain (take your pick) consulting report and we are completely reorganizing the business unit.”[i] Sound familiar? Look anywhere – business, the marketplace, organizations, or personal lives – the amount of turbulence today is stunning. The destabilizing events that my clients, and my business, experience daily create an environment that is hard to navigate with any predictability. Yet predictability is a condition that most of us crave.

Although unforeseen, Dave (my client) and I were able to navigate the turbulence created by this turn of events, including our visceral reactions to it, and reach a place of opportunity for both our businesses. We achieved this using a framework and practices that helped us recognize and navigate the turbulence that the US Army War College calls VUCA – Volatile, Uncertain, Complex, and Ambiguous.[ii] Over the next few weeks, I will develop this example and others to explore how to lead in a world that increasingly exists in the VUCA state.

The VUCA framework was developed at the US Army War College in response to changes in the security environment over the last twenty years. The purpose of the Army post-graduate institution is the education of its best and brightest, focusing on leadership and strategy, and teaching the skills required to act effectively in a Volatile, Uncertain, Complex, and Ambiguous world. Its usefulness led to a new nickname for the College, VUCA-U.

A key leadership insight for working in VUCA situations is recognizing the dilemmas embedded within them. Unlike problems to be solved, dilemmas are those unsolvable, unanticipated, messy – yet potentially positive – issues and challenges that every leader faces. Dilemmas must be continuously managed, and they show up whenever VUCA does. Managing dilemmas requires leaders to think and act in new ways in order to make sense of the both/and nature inherent in any dilemma. In today’s VUCA world, recognizing dilemmas can save leaders from the “analysis paralysis” of problem solving, provided they have the capacity to stand in the adaptive tension dilemmas create.

Back in the conference room, Dave and I spent the first two hours of our meeting riding the rapids of VUCA and the dilemmas of disruptive change. As we talked, I took mental notes on the VUCA elements of our situation.

  • Volatility – the new structure was a stark contrast to the current one and required different accountability, work groups, reporting structures, and networks of relationships – it begged the question: How can this be implemented without creating even more VUCA throughout the organization?
  • Uncertainty – who might leave and who would stay, what roles and titles would be created and who would fill them, what additional change would this create and who would design and lead that effort?
  • Complexity – the company was just concluding an acquisition, the markets were expecting solid growth performance over the next five years, people were anticipating some change but not this change, and key strategic initiatives just being kicked-off were themselves complex and interdependent
  • Ambiguous – it wasn’t clear whether this new structure would be permanent or if the company would need to return to the current structure within the next 3-5 years

By the time we were joined by our three corporate sponsors, I was thinking about how we could shift out of VUCA and into VUCA Prime – Vision, Understanding, Clarity, and Agility – a compass that helps leaders navigate the turbulence. That’s what we’ll look at next week.

Lessons for Leaders

  • Successful tactical leaders can easily get trapped by their predictive mindset when they encounter a VUCA situation
  • Many leadership issues are not problems to be solved but rather dilemmas that must be continuously managed
  • VUCA is a neutral force in the world, it is the leader’s challenge to transform it and find the opportunity within

Next Blog Post

The antidote to VUCA – Vision, Understanding, Clarity, and Agility – VUCA Prime.

[i] For confidentiality purposes this and all examples have been modified.

[ii] http://future.iftf.org/2007/08/get-there-ear-1.html

Dr. Carol Mase integrates business and biology to offer clients novel tools and methods for adaptive change, leadership, and organizational effectiveness.

President | Cairn Consultants
Carol@CairnLLC.com | 215.262.6666

www.CairnConsultants.com | www.Knowesys.com

Skype: carol.mase

Posted on

Do Unions Help (or Hinder) Social Enterprise?

A lady pointing to the analysis of a business

As the social enterprise movement grows, enters new markets, and works with new employees, it’s discovering new partners … and new adversaries. One of those adversaries, according to some practitioners, can be unions. Unions of course exist to balance the excesses of power of management, and seek to protect the jobs and increase the wages of their members. Sometimes that can put them into conflict with a social enterprise, whose purpose in launching a new venture might be to provide training and jobs to the unskilled or who are recovering from drug abuse, incarceration or homelessness.

For example, there have been situations where unions have initiated legal challenges to a successful, growing social enterprise, which has demonstrated impact in training and employing those individuals. And these individuals would not have been hired into a unionized workforce because of those employment barriers. Nevertheless, because of concerns of loss of jobs of their members due to this new competitor, unions have filed complaints with the National Labor Relations Board, costing the social enterprise huge legal fees and reducing its ability to create jobs for those at the bottom of the economic ladder.

So are unions a problem for the social enterprise movement?

The ~7500 subscriber global social enterprise listserv I manage, the npEnterprise Forum, recently discussed this topic. Some of the comments provide insight into this question. One person noted that, after a recent merger, their staff who provide training to transitional jobs participants work under a collective bargaining agreement. The manager reported that going from pre-union to union affiliation “hasn’t been too noticeable.”

But other commenters told a different story. One person wrote that: “After working in private sector employee relations for many years and now several years in business development for a social enterprise, I have seen a few cases where a union could be appropriate and helpful when management performs poorly. In the not for profit SE — with a mission — there should never be a need to pay for third party intervention. If there is such a need, then the mission is wrong or not being achieved and the SE should be dissolved.”

Strong words, but that comment was echoed by another practitioner with decades of experience operating a social enterprise.

“The union, by default and heritage, serves as a 3rd party whose purpose is to protect workers from the abuses and self-interest of management. It must first convince the worker that this tension exists, however, because it’s going to charge the worker monthly for the privilege of having his/her interests protected. The union’s business model is entirely dependent upon making the the threat of abuse and mistreatment very real. It’s the only way to get your foot in the door and thereafter to sustain cash flow. I’m not naïve about potential abuses even within a social enterprise, but when the ultimate success of your business depends on the careful balancing of profits and people, market and mission, there are inherent checks and balances that make 3rd party engagement both unnecessary and potentially problematic.”

What do you think?

Posted on

The Nonprofit Technology Gap – Really? New Report Sheds Light on the Issue

Male technician looking at laptop holding in his hand

I am so enthusiastic to be the new co-host of the Nonprofit Capacity Blog here at the Free Management Library. Greetings! One topic that hasn’t been mentioned much here, that is an interest of mine is technology for nonprofits and so I plan to write about that subject. Frequently when nonprofits talk about capacity building they forget to include technology as a critical and important piece of that puzzle.

Recently the Johns Hopkins University Center for Civil Studies in association with ten leadership nonprofit organizations completed a study of nonprofits and technology. I’d like to share some key findings.

Although virtually all nonprofits use technology and it is frequently well integrated into financial, administrative and fundraising functions it lags well behind into integration into program and services.

I was surprised to see the low level of importance was put on technology for advocacy/lobbying, staff training and recruiting/managing volunteers as I see technology playing a key role in these areas.

Small nonprofits sometimes have older computers that are not networked, have outdated virus and other important updates, literally no IT support, slow internet connections and no ability to access information and work from home. They didn’t ask but if they have these problems security is also a nightmare. Fortunately they are in the minority.

Here’s the good news – many nonprofits – large and small are making great use of technology and it is paying off.

Some innovative ways a diverse group of nonprofits were using technology in delivering programs and services:

– Putting client data and assessments into digital format to determine service needs;

– Enabling the public to access materials such as oral history recordings, archival photographs, and

genealogical information;

– Releasing public policy alerts to mobilize members and supporters;

– Screening benefits and eligibility online for elderly individuals;

– Providing opportunities for autistic adolescents to communicate using technology;

– Making exhibits available on-line so that teachers can use them in their classrooms;

– Employing YouTube videos for therapy with children.

Organizations reported that over the previous year alone, incorporating

IT into program and service delivery

  • • Helped create a public presence for their organizations -89%
  • • Increased their capacity to communicate with clients, customers, and patrons – 87%
  • • Resulted in faster service delivery – 83%
  • • Improved the quality of services delivered – 80%
  • • Allowed them to be more client, customer, and patron-friendly in delivering services – 78%
  • • Allowed them to serve more people – 71%
  • • Satisfied funder and/or regulator requirements – 71%
  • • Allowed them to make innovations in their programs – 67%
  • • Resulted in cost savings in service delivery – 67%
  • • Allowed them to expand into new program areas – 56%

Lack of funding is one of the leading reasons given for this lag by some nonprofits. In a future post, I’ll have some ideas for dealing with technology funding more effectively.

See the whole Johns Hopkins report here.

——————

For more resources, see our Library topic Nonprofit Capacity Building.

——————

Posted on

Keep Choosing Love

Red-and-white-love-shaped-balloons-floating-in-the-sky

Last week, dealing with discouragement and confusion, I sat in meditation and heard the phrase, ‘Keep Choosing Love’. I was inspired to write the following prose.

As we celebrate not only the life, but the Spirit, of Martin Luther King Jr., I offer these words to carry into your work and your everyday life. May these words remind you of King’s life work that taught us to love and forgive more deeply.

In honor of Martin Luther King, Jr.:

“Keep Choosing Love”

If you are carrying a heavy weight of resentment, Choose Love and Forgiveness

If you are holding on to grudges and hatred, Choose Love and Understanding

If you are carrying sorrow or doubt, Choose Love and Faith

If you are hanging on to anger or pain, Choose Love and Compassion

If you are having troubles letting go of worry, Choose Love and Hope

If you are living in fear, Choose Love and Support

If you want to expand yourself, Choose Love and Peace

If you want to offer the best of Who You Are, Choose Love and Joy

If there ever was a time for healing, hope, and understanding, It is Now!

In the face of fear, anger, worry, stress, frustration, hopelessness:

Keep Choosing Love

Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate; only love can do that.- Martin Luther King, Jr. (January 15, 1929 - April 4, 1968)

********************

For more resources, see our Library topic Spirituality in the Workplace.

——————

Linda is an author, speaker, coach, and consultant. Go to her website www.lindajferguson.com to read more about her work, view video clips of her talks, and find out more about her book “Path for Greatness: Spirituality at Work” available on Amazon.