A reader wrote: Our non-profit, faith based social service agency is going to split from the identity/brand of the church, but continue under a new name and separate 501(c)(3) to offer the same programs and services. The only difference is that it would no longer be associated with the church or considered part of the church’s social ministry.
The way I see it, there are two major obstacles a development team would face. My questions to you are: (1.) how would you communicate this change to your current constituents? And, (2.) how would you go about revising your approaches to fundraising …?
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For the purpose of responding to your question as completely as I can, I’ll assume that your questions relate to foster care services and that the new 501(c)(3) will comply with State laws regarding non-discrimination of prospective foster parents.
First, who, now, are your constituents/donors?
The people who gave to support the church and its good works, within the church’s beliefs/restrictions, will be unlikely to support a nonprofit that does not apply the same “restrictions.”
People who are interested in supporting foster care services for children, no matter the (prospective/qualified) foster parents, are likely to continue to support you and the children you serve.
For those folks, and for lots of people who have not yet been donors, a simple explanation that you’ve created the new nonprofit organization to make sure that there is as broad a base of quality/caring prospective foster parents as possible … to be able to provide homes for the greatest number of children.
And, to be sure that your (potential) donors are reassured and fully informed, let them know that the board of the new (c)(3) is a “diverse” group with the needs of the children uppermost in their minds and with the intention of complying with all applicable laws.
I have no doubt that the majority of your current donors (and a great many prospective donors) have read the papers, heard the reports, and are aware of the “controversy” about same-sex foster parents. Don’t beat the “issue” to death, just be open with them.
For your second question, since I’m not familiar with your prior fundraising methodology, my immediate response is to suggest that you stay with what has worked in the past. And, if you don’t already have a major gifts program, now would be a great time to create one.
I would also suggest the necessity of a regional marketing effort to get your new brand/identity known/accepted.
And, as a result of the changes/turmoil, it would also be a good time to ask donors to increase their giving … to account for any drop in income that the program has experienced … and to help you provide foster care services to as many children as possible.
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Have a comment or a question about starting, evaluating or expanding your fundraising program? Contact me atHank@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, I’ll be pleased to answer your questions.
I’ve come up with the following tips to follow when creating a document. You can think of it as a checklist. Hope you find it helpful.
Know your SME (Subject Matter Expert) – find them and collaborate; create relationships and work with them and inform them of why you’re there; use any opportunity to gather information. Help them help you-assist them by preparing questions and information that you already know and find out what is relevant. Ask what (is the product or its features, etc.), why (is it done this way, was it created, etc.), where (does this take place or belong, etc.), when (does or did this occur, etc.), how (is a process or procedure done, etc.) and who (is affected or is involved, etc.).
Know your target audience and their preferences – share and connect; find out what they want and need and in what format, be it video, print matter, charts, or training sessions. Show examples of previous documents to find out what they prefer.
Make sure your stakeholders are all in sync before any material is created; else you will be rewriting and rewriting.
Be concise and get to the point, make it simple – less verbiage, No more than 5 sentences per paragraph; use outlines, create quick reference guides and style guides for easy referral.
Use illustrations, tables, charts, graphics, print screens – let the image do the describing and make sure you note any exceptions to any process. Use icons, bullets, numbers and alphabetize – make it visually appealing and be organized and helpful by separating out data or material.
More white space – have plenty of white space- great for notes and readability.
Check your grammar and spelling – get the words right; correct and simple and know your terminology.
Know your timeline, workload, and prioritize – don’t be late; be organized and ready. Know your goals and schedule deliverables accordingly.
Get it verified and authorized – make it good to go.
Create your style guide and check list – list necessities or requirements, and maintain consistency and standardization.
Listen and learn, be open – be knowledgeable and collaborate.
Your words are your voice – be a trainer through written material. You are the editor, illustrator, and designer of your information. But most importantly, you translate information in a clear and easy to understand language to your target audience.
You are the knowledge manager – the gatekeeper; make sure you track and organize your documents.
If you have other tips to share, please leave a comment.
Program evaluations are “individual systematic studies conducted periodically or on an ad hoc basis to assess how well a program is working1.” What was your reaction to this definition? Has the prospect of undertaking a “research study” ever deterred you for conducting a program evaluation? Good news! Did you know that program evaluation is not the same as research and usually does not need to be as complicated?
In fact, evaluation is a process in which we all unconsciously engage to some degree or another on a daily, informal basis. How do you choose a pair of boots? Unconsciously you might consider criteria such as looks, how well the boots fit, how comfortable they are, and how appropriate they are for their particular use (walking long distances, navigating icy driveways, etc.).
Though we use the same techniques in evaluation and research and though both methods are equally systematic and rigorous (“exhaustive, thorough and accurate”2), here are a few differences between evaluation and research:
Program Evaluation Focuses on a Program vs. a Population
Research aims to produce new knowledge within a field. Ideally, researchers design studies to be able to generalize findings to the whole population–every single individual within the group being studied. Evaluation only focuses on the particular program at hand. Evaluations may face added resource and time constraints.
Program Evaluation Improves vs. Proves
Daniel L. Stufflebeam, Ph.D., a noted evaluator, captured it succinctly: “The purpose of evaluation is to improve, not prove3.” In other words, research strives to establish that a particular factor caused a particular effect. For example, smoking causes lung cancer. The requirements to establish causation are very high. The goal of evaluation, however, is to help improve a particular program. In order to improve a program, program evaluations get down-to-earth. They examine all the pieces required for successful program outcomes, including the practical inner workings of the program such as program activities.
Program Evaluation Determines Value vs. Being Value-free
Another prominent evaluator, Michael J. Scriven, Ph.D., notes that evaluation assigns value to a program while research seeks to be value-free4. Researchers collect data, present results and then draw conclusions that expressly link to the empirical data. Evaluators add extra steps. They collect data, examine how the data lines up with previously-determined standards(also known as criteria or benchmarks) and determine the worth of the program. So while evaluators also make conclusions that must faithfully reflect the empirical data, they take the extra steps of comparing the program data to performance benchmarks and judging the value of the program. While this may seem to cast evaluators in the role of judge we must remember that evaluations determine the value of programs so they can help improve them.
Program Evaluations ask “Is it working?” vs. “Did it work”
Tom Chapel, MA, MBA, Chief Evaluation Officer at the Centers for Disease Control and Prevention (CDC) differentiates between evaluation and research on the basis of when they occur in relation to time:
Researchers must stand back and wait for the experiment to play out. To use the analogy of cultivating tomato plants, researchers ask, “How many tomatoes did we grow?” Evaluation, on the other hand, is a process unfolding “in real time.” In addition to determining numbers of tomatoes, evaluators also inquire about related areas like, “how much watering and weeding is taking place?” “Are there nematodes on the plants?” If evaluators realize that activities are insufficient, staff are free to adjust accordingly.5
To summarize, evaluation: 1) focuses on programs vs. populations, 2) improves vs. proves, 3) determines value vs. stays value-free and 4) happens in real time. In light of these 4 points, evaluations, when carried out properly, have great potential to be very relevant and useful for program-related decision-making. How do you feel?
Chapel, T.J. (2011). American Evaluation Association Coffee Break Webinar: 5 Hints to Make Your Logic Models Worth the Time and Effort. Attended online on January 5, 2012
This is installment two of a blog series about lessons I learned this year. Most of the lessons were just reminders of things that I learned awhile ago, but 2011 served as a as a year to be reminded of them. Below is a list of three more lessons all dealing with change.
Lesson Five
The secret to weight loss is still the same and so is the secret to organizational change. The secret to weight loss (baring medical conditions) is easy. If you want to lose weight, you need to eat less and exercise more. Feeling healthier can also be a result of eating a nutritious diet filled with lots of vegetables, lean proteins, and whole grains. Dieting often fails for some people because they fail to make it a lifestyle change. Or they get started and don’t see results right away, so they give up. Either way it takes a lifestyle change to keep it off. It’s the same thing with corporate change.
If you want to make lasting change in an organization, you have to change the lifestyle of the organization. For example, if you need your employees to take better care of customers, you have to build customer care into the organization at all levels and within all things. Customer care has to be rewarded, measures and focused on. It has to be modeled. It has to become a freakoutable (see previous post for more on freakoutables). It has to be so ingrained in the culture that is habitual for all despite who is or who is not looking.
Lesson Six
Change brings emotion. Many of us have at some point learned about the cycle of change. The cycle refers to the emotional stages one goes through when change occurs. The emotions include things like fear and denial with the end of the cycle being acceptance. What is missed by leaders sometimes is that people will move through that cycle at different rates. Sometimes the rate is acceptable and sometimes it’s not. When it’s not, we coach. When coaching fails, we make hard decisions. It’s just part of our cycle as HR Pros. Reducing the hard decisions though is where we really bring value to the organization.
Lesson Seven
Change brings emotion and emotion and logic don’t live well together. It seems as this one gets in way sometimes over and over. Emotion clouds reason and logic. It inhibits our ability to make rational decisions. It is why so often, people say the wrong thing when they are angry or upset. They lose their ability to filter and concentrate on what they need to say. Keeping emotions in check is a skill. A needed skill that may need developed for some or may bring the demise of others. Diffusing the emotions of others is also a skill. In my opinion a critical one for anyone in an HR or Leadership role. These skills can be learned and modeled and become part of the culture in the organization as well. Just like losing weight or dealing with any sustained change.
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.
The Ethics Resource Center, a Washington DC based ethics research organization, released its 2011 National Business Ethics Survey. The NBES is regarded as the premier survey of ethics issues in the American workplace. This year’s survey identified some interesting trends:
On the one hand, misconduct has reached an historic low and observers of wrongdoing are more willing to report than ever. But with this good news we also see some very ominous signs – ethics cultures are eroding and employees’ perceptions of their leaders’ ethics are slipping. Additionally, pressure from employers to compromise standards is at an all-time high and retaliation has reached an alarming rate.
There are two independent dynamics working at odds here: employees are willing to report misconduct, but that is necessarily due to the ethical climates in which they work. In fact the ethical climates are becoming more challenged:
U.S. employees reported an increase in pressure to compromise their company’s ethics standards or policies, or even break the law. Thirteen percent of employees said they felt pressure to break the rules. That is the highest level since 2000 – just before a wave of corporate scandals triggered a new emphasis on corporate ethics.
The ERC research has shown for over 10 years that there is a strong correlation between the health of the organization’s culture and the number of instances of observed misconduct.
Ethics is a component of culture. The NBES measured critical aspects of ethics culture, including: management’s trustworthiness, whether managers at all levels talk about ethics and model appropriate behavior, the extent to which employees value and support ethical conduct, accountability, and transparency.
The percentage of employees who say their business has a weak ethics culture increased to 42 percent in 2011, a seven percentage point surge and the highest level since 2000.
Of the factors that determine the health of the organization’s culture, there are two that stand out: senior executives and supervisors. Employees’ perceptions of both have declined in 2011.
Confidence in senior leadership fell to 62 percent in 2011, matching the historic low observed in 2000 and down six percentage points from 2009. Far fewer employees believe their direct supervisors act as ethical leaders: one-third of employees (34 percent) say their managers do not display ethical behavior, up from 24 percent in 2009 and the highest percentage ever.
In its recommendations the ERC suggests two areas of focus that have the most impact in creating an ethical culture:
Invest in building a strong ethics and compliance program; and
Commit to ethical leadership and building an ethics-focused business culture.
The challenge for leaders is that many companies lump these two concepts together. However, they are very different factors which require very different interventions. Building a strong program will ensure that employees know what is expected of them. But without leadership deeply committing itself to an ethics-focused business culture, employees just won’t feel comfortable doing what they know they should do.
Two of the key recommendations by the ERC should be top of mind of policy makers as well as corporate leaders:
For policy makers:
Encourage the measurement of ethics cultures. The strength of cultures can and should be evaluated regularly. Public officials should set the expec- tation that companies regularly conduct assessments of their workplaces. Additionally, prosecutors who are considering alternative forms of enforcement against a corporation should insist on seeing data-based evidence that company defendants have taken steps to build a sound program and a strong ethics culture
For Ethics and Compliance Professionals:
Focus on supervisors who are the critical actors that set expectations for their direct reports, conduct evaluations, and are most likely to receive initial reports of misconduct. Develop specialized supervisor training on how to support ethical conduct by employees, how to properly handle reports of misconduct, and strategies for reducing retaliation. 2011 NBES data show that employees’ confidence in supervisors’ ethics has declined dramatically.
Help senior executives set a proper tone from the top. Work with corporate communications experts and speechwriters to craft messages and commu- nicate effectively with employees, assuring them that even as the company takes more risks during economic recovery, integrity remains a high priority. Encourage the establishment of performance metrics related to ethical leadership and reward business leaders for talking about the importance of ethics, modeling ethical conduct and holding employees accountable to the standards of the organization.
The ERC has laid out a clear roadmap, as well as the risks of not following it. Let’s see who takes the journey
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David Gebler is the President of Skout Group, an advisory firm helping global companies use their values to clear the roadblocks to performance. Send your thoughts and feedback to dgebler@skoutgroup.com.
How do you see your present job: as a rigid four equal sided box with no give and take or irregularly shaped which has a certain amount of flexibility?
Most professional jobs can be molded or shaped that will lead to a better fit with your talents and interests. In most cases, that will lead to greater job satisfaction.
In other words, first look at changing aspects of your job before changing your position or employer. Here are three things to focus on in job redesign – shaping your job to fit you better.
1. Task content: This involves improving the way that things are done using skills that you already have; or using your knowledge to change working methods so that you can generate better results. Michael suggested to his boss that they change the intake procedure so that there would be less errors and duplication.
So what changes in your job can you suggest to your boss that will benefit the department and also give you greater job satisfaction?
2. Relationships: Here, you look for ways to connect with others during the course of your work. For example, Joe volunteers to teach all new hires throughout the company on the internal reporting system. This does two things: He interacts with people from different departments and he gets known as the IT person to go to.
So how can you modify your job to allow for more interactions with others inside and outside the department and the company?
3. Purpose:
You can also redefine your job to reflect what you see as being the real impact of what you do. For example: Mary, a receptionist for a marketing firm, sees her job as an ambassador for the company. She greets visitors with an enormous smile, offers refreshments and engages them in conversation. She is not “just” a receptionist; she IS the company when people come in.
So how do you see your job? Can you identify how what you do makes an impact for your boss, your department, the company? Everyone should know and let others know their contribution.
Career Success Tip:
Job redesign gives you the chance to turn a dissatisfying situation around. The changes you make must not only bring you greater satisfaction but must also have positive outcomes for your team or department and of course your boss. Also see Job Satisfaction: Do You Have It?
An Executive Summary must be compelling and persuasive, as it introduces your narrative and provides a roadmap for reviewers. If it isn’t, reviewers will likely not pay much attention to the rest of your proposal.
Writers of good Executive Summaries avoid four common mistakes:
#1: Poorly written Executive Summaries very often begin with some flowery language about how pleased you are to submit this terrific proposal, and how you look forward to its review. These summaries tend to be very general, contain far too much marketing hype about the wonderfulness of your organization, and usually don’t focus on the needs of the government agency.
#2: Hastily written Executive Summaries, especially those written at the last minute, do not allow for proper review and rewriting. You need time to think, polish, and refine. This cannot be done at 2 A.M. the morning of the proposal deadline.
#3: Not addressing how you plan to carry out the contract is THE major mistake. Your Executive Summary must answer two important questions: Why am I bidding? What am I offering the government agency? It is, of course, important to discuss the positive qualities and services of your organization, but not to the extent of glossing over what the gov’t agency really wants to know.
#4: Bad Executive Summaries are dry and boring, and suggest to the reviewer that there is more of the same in the rest of the proposal. Your Executive Summary is a short sales pitch. Your challenge is to hook your reviewers and engage them in the rest of your narrative. You do that by demonstrating, in a relatively few paragraphs, that you have something special to offer the government agency.
This “introduction” to your proposal is too important to treat lightly. A well written Executive Summary should get the proposal reviewer to want to read your entire proposal.
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Dr. Jayme Sokolow, founder and president of The Development Source, Inc.,
helps nonprofit organizations develop successful proposals to government agencies. Contact Jayme Sokolow.
Crisis management can be like presidential politics: If you don’t set the record straight immediately and honestly, you can be out of the running in a flash. Perception quickly becomes reality and the negative consequences snowball. Case in point: Herman Cain.
By failing to address allegations of sexual harassment in a straightforward manner with integrity, the story dogged him until he finally dropped out of the race for the Republican nomination. The list of personal and political situations that morphed from damage control to total disaster because of poor management is long and infamous: from world famous professional golfers to congressmen.
Let’s face it, when we hear “no comment,” we immediately think, “guilty.”
What’s the reason for this?
Well, it’s mostly true.
With the way that crisis management has evolved, companies or individuals that clam up when facing scrutiny attract even more of that which they are trying to avoid. While the public has been proven more than willing to forget the mistakes of those who accept responsibility for their shortcomings, denial and cover ups are exposed with a ruthless efficiency, with the reputation of anyone caught in that trap taking a serious, sometimes permanently damaging, beating.
So, when crisis comes your way, suck it up, admit you messed up, and tell people how you’re going to fix it. It sounds overly simple, but by sticking to that basic procedure you can navigate even the most difficult of crisis situations.
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For more resources, see the Free Management Library topic: Crisis Management
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Employee’s excitement and motivation is at its peak when first hired. However, it is common that after settling into a routine of the daily grind, the excitement and motivation begins to wane. Before that happens the employer has an opportunity to reverse the trend. Parties everyday is impractical but team building days that happen once, twice or even three times a year can build moral among the entire workforce.
Team-Building is Important to Employee’s Sense of Belonging Team building is the most important term. The purpose is to include everyone and to encourage those that tend to keep to themselves to join into the activities. Employees learn things about themselves and the ones around them that they never knew before.
Misunderstandings can dissolve when seen from a different perspective
Alliances are formed when faced with a dilemma to work through
Personalities are exposed in new and different ways
Ideas come to those that free themselves from the “it is how it has always been done” mentality
Team-building days are fun as well as challenging.
There is going to be a Team-Building Day – Now What It is easy to talk about a team-building day but making it happen may be more challenging. Deciding what to do and where to do it involves making many decisions, consideration of the cost and what would make the greatest impact. Why not let the employees plan the day? The details would be different for a small business compared to a large business of course. A small business may include only a few employees while a larger business could include a hundred or more. The type of business would also make a difference – would outdoor challenges be best or would a cooking class be better?
What is the best Team-Building Event
Team-Building events are often thought of as outdoor challenges like rock climbing and obstacle courses. They may even include a trip to another state or a cruise to an exotic island. While those are great ideas they are not the only way to improve employee motivation. The state of the economy over the past several years has caused many businesses to change their extravagant ways. In some ways that is a good thing because often simple is better. Employees interact with each other instead of their surroundings. Getting to know each other is easier when there are fewer events.
Asking the employees what they would like may be surprising. Special training to improve their positions in the company, working together for a charity or taking hands on cooking class given by a celebrity chef may be exactly the right plan.
Team-Building Days Improve Employee’s View of their Job
Employees that love their jobs appreciate the benefit of a team-building day. Positive events also affect employees that have begun to dread going to work every day. Create a scrapbook to remind each employee and the employer of what is good about where they work now and in the future.
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For more resources, see our Library topic Team Building.
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Written by guest writter Tom Tolladay, event organiser for Chillisauce.
Can we use multiple modalities for training materials? Of course, we can.
Really! What you learn is up to you. Retention works best if it is self-motivated. But it is up to us trainers and managers to give you the best means of obtaining the information you need and are motivated to learn. There are various methods and modalities. By methods, I mean approaches to training; by modalities, I mean training tools or channels by which we deliver the training.
Can we use multiple modalities for training materials? Of course, we can. We can suit individual tastes, preferences really, and select the appropriate method or modality to fit the subject, importance and depth of the training; however, several questions need to be addressed first.
From the employer: what is most cost effective? It is usually not cost effective to use more than one modality at a time, although I could be wrong, and I think to mix in several types of training may prove unwieldy by training managers unless it is done in large enough groups at separate times to make it feasible.
I like the idea of the flexibility and the fact that we can take into account the employee’s preference, but sometimes it is just not practical. This may be one time where the welfare of the many outweighs the few. Yet, there are times when the training result itself is considered less important than just administering the training. Time management and prioritizing decisions must be made, it makes perfect sense to use these modalities on the more “no-brainer” kind of training that is really intended to be constant reminders of behavior and proper decorum in the workplace rather than a productivity issue.
The following questions were asked by a Gov Loop colleague:
“Which modalities should be offered for employee training based on our road to utilizing more technology?”
That is to assume we are on a road to using more technology in training and that is what we desire. When you read on I think you’ll see that I think there are some inherent problems in overusing technology to communicate ideas and train individuals and groups without an immediate interface for feedback. Admittedly, there are some very good programs out there, but, if I had to choose, it would be one that is as interactive as possible. There is not really a way to see when the “subject” employee has disengaged mentally though.
“Secondly, should different modalities be offered to different groups of employees?”
Yes and no.
Not to stereotype generations, but perhaps more traditional training methods to be utilized on older, more traditional employees – and modern-day modalities (e-learning, digital training modules) for the tech-savvy employees. What are your thoughts?
There is an assumption that modern “modalities” or media environments are more effective for the tech-savvy employees. First and foremost, these tech-savvy employees are still employees who have the same needs as other employees, and that doesn’t rule out that face-to-face communication where direct interaction is important doesn’t work for them. Second, I think with all the emphasis on technology and the “newer” generations we may have a bigger problem. What we may gain in their technical savvy we lose in people skills–the ability to listen and respond in kind to others. This is not just a social concern.
Schools are already seeing students who can’t communicate with others face-to-face. I’ve had students so shy they couldn’t look at me because most of their lives they were able to hide behind technology. The most prevalent mode of communication for young people today is texting, not talking.
Teaching writing today is about unlearning bad habits and trying to incorporate the positive ones students need in life to get along and work with his fellow man or woman.
Teaching speech is getting students to think on their feet and interact with people. That job is getting more difficult. Is it the result of the abundant use of technology.
All that’s left now is for someone to invent a hand-held gadget that has everything we can put on a computer and we won’t have to know anything except how to look up information.
Social technology? Who would have thought? What about intimate social relationships based on the ability to communicate with one another. Through texting?
There was a time when being an antisocial “nerd” was laughable; now it is something to be proud of. Is this a trend we want to see develop? Not that I have anything against the techno-savvy stereotype. Granted the world is changing and we must change with it, but as people become more disconnected from each other problems develop. Think bigger. World wars happened when one country has been totally focused within.
This may be more than my Gov Loop colleague wanted, to be sure, but it is an area of training that concerns me.
What also concerns me is the plethora of methods and modalities available to be sold not by trainers or training experts, but by entrepreneurs marketing what sounds good–not necessary what works in all situations or with all groups of people. Sometimes an employer can’t tell the difference. A good, experienced trainer can.
With the grim economy improving ever so slightly, we see businesses move in to encourage those dollars to change hands. The marketing of training tools has increased more as desperate employers are trying to be more efficient with their training dollars and still make their companies more productive. Training people well does make that possible in many cases, but it’s those cases where the training dollars aren’t spent on “professional training” that concerns me–those times when the training tools are touted by salespeople, not training professionals to do the same thing. If the person engaged in buying these services is not a training professional, it makes sense to ensure the products do what you want them to do–even if you have to hire a professional trainer or consultant to determine that. And, it’s probably cost effective as well.
For what it’s worth, it makes the job all the more difficult for legitimate vendors as well as trainers. Well, ’nuff said on that topic for now.
All that’s left now is for someone to invent a hand-held gadget that has everything we can put on a computer and we won’t have to know anything except how to look up information. Oh, wait, we have that. It’s a Smart Phone. Won’t be long before they no longer have a phone so we don’t have to talk to anyone. Wait! That would be a tablet.
Now, I’m making fun, but we do need to be careful in how much we depend on technology to teach humans how to perform better. Faster and cheaper isn’t always better, is it? What about flexibility and creativity? And, there is the final caveat: I can’t teach you anything if you don’t want to learn it.
There is more than one good thing about using various modalities. Some people are willing to use them because they are convenient; however, that doesn’t necessarily make them more effective. And, sometimes these modalities are more effective. At least cost effective. They also may be the most appropriate in certain training environments.
I have no doubt I will stir some comments with this article, but that’s what you get from the cave man trainer. My philosophy lies in simple, basic, audience-approved training. Check out more of my radical ideas on my web page. I actually write and and rant about other topics besides training like public speaking, speech consulting, theatre arts and communication in general. My book, The Cave Man Guide to Training and Development is available through most major vendors of eBooks, including direct from Smashwords. My novel,Harry’s Reality, is being distributed by Amazon e-books. In it I look at what happens when people stop talking face-to-face, content to let the machines do all the work. Their fantasies and realities are one and the same until it all goes wrong.
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