Month: December 2012

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10 Myths About Boards of Directors

Group of businesspeople sitting in a conference room for a board meeting

There are numerous myths that seem to persist about Boards of Directors. Here’s a list of 10 of them.

Myth –The phrase “corporate Boards” conventionally refers to statutory, for-profit Boards. However, statutory nonprofit Boards are Boards of a corporation, too, so they’re both “corporate Boards.”

Myth — A Board of Directors can delegate its fiduciary accountability to another body, for example, to a subcommittee. No, courts have held that the entire Board is always responsible for its fiduciary duties, not a subcommittee.

Myth — The Board Chair is the boss of the Board. No, typically, if a quorum of the Board members wants the Chair gone, then he/she is gone.

Myth — Working Boards are immature Boards. No, many organizations prefer a more hands-on Board. That’s fine, as long as they’re attending to their fiduciary roles, as well.

Myth — To get more engaged Board members, make their experience more pleasurable, e.g., have less Board meetings and bring cookies. No, it’s more effective to continue to expect and demand that members engage.

Myth — All Boards should have term limits. No, in small communities, you’d have to clone people if you have term limits on every Board.

Myth — The Strategic Planning Committee should do all of the planning, too. No, the Committee should be in charge of ensuring a high-quality planning process, but all Board members should be involved in the planning — or in approving the overall Strategy.

Myth — Board members are officially Board members once their names are on the Board minutes or a roster. No, courts discern a person to be a Board member if there’s proof that he/she has been acting like a Board member, e.g., attending meetings and taking part in votes in meetings.

Myth — For-profits Boards and nonprofit Boards are very different. No, most of the nature of their Board operations is the same, other than for-profits attending to shareholders and director compensation (and any rules and regulations for listed/public companies). Nonprofits Boards uniquely attend to volunteers and perhaps fundraising.

Myth — Strategic planning always follows the same process. No, the process should be highly customized to the nature of the organization and to the purpose of the planning.

Also see:

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

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How to Train the Young of Today and Tomorrow

Training-for-tomorrow.

I never thought I’d admit to this, but I have discovered this, believe it or not, in the college English writing class that I teach. It is almost as if the students don’t have a real sense of the past. They cling to the here and now that technology is what makes life civilized and it is hard for them to think beyond that, hard to convince them that there are civilizations that exist today that don’t have running water and electricity, let alone computers, cell phones and IPads. “Those poor people who had to write letters and wait weeks for a reply and we can do it in seconds.” That was the awful past. The world without computers is unthinkable. It was only a few decades ago the PC; that’s right, before most of them were born.

Naturally, it makes teaching some of them the past challenging, but naturally some students are fascinated by it anyway, of course. Those are the “nerdy” ones today. What does this mean to trainers? I think it means we really have to know our audience, now more than ever taking into account their technology proficiency and not overally assuming it based on age; (I’m fairly proficient and not terribly young) and not ignoring the interest and proficiency if it is there; and teaching and training the old ways. At least in teaching English, we incorporated different aspects of technology so they would learn at least the positive and the negative.

What I found is that most of the students were very familiar with anything they could glean online and could use that in an essay–the ancient mechanics needed attention though; however, the basic idea of looking up information from the book was so foreign to them, most didn’t bother. Not a good thing. This also was one of the few classes that did not have an e-book, but an expensive book of essays and a grammar reference book. I’m sure, other than reading the essays, the books were hardly touched and if they could get away with it, not touched at all.

My question is this: does that mean they will take to a CD better than a book? Can they cut and paste from it? Or, an online program? Again, is it something they can do other than read and write a response to? Not much different than dealing with a hard text.

I’m not going to use X, Y generations because I think there is much overlap these days. Do we modualize depending on subject student/trainer’s tech IQ, assuming our highly proficiency people will be more interested in doing it? Bottom line: today’s student or trainee is used to the lightning speed of technology. If you can’t speed up your training and practically pour it into their brains, I’m afraid it won’t make a difference to anyone except who made the sale. Not to deny the vendor, but his or her product has simply become another way of presenting the same material and I think not much more effectively–except in especially motivated individuals.

Herein lies the mystery: how do we reach use them through their interest in technology? If we wow them with fancy techno shows, will they pay attention to the content or just want to know how we did it? So, we’ve accomplished nothing. How do you get their minds off of technology if you want them to be elsewhere? You can see for certain subjects this would be important. Science and technology is easy. It’s where they live. You could go back in history and they would find it easy to learn the history of what they now enjoy. Beyond that?

Now, I’m not even pretending to have an answer here. I’m just saying we need to pay closer attention, more personalized attention to who we teach or train, and find out from them the way around this conundrum. I had a student who spent so much time on the computer writing for no one in particular, he never realized what a good writer he was. When he was in danger of failing my class, I pulled him aside and asked to see some of his work in progress. He was not only good, but he was the best writer in the class. His reclusiveness behind the computer made him terrified to make his writing and his ideas public. Once he realized his work was positively received he came out of his shell, but what if he hadn’t? What if his work had been deplorable? At least I’d have been there to work with him.

And so it goes with training. Instead of making it less personal, we need to go the other way. We need get tight with our students or trainees and learn from them what is keeping them from learning.

That’s all for now. Happy New Year. Happy Training

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For more resources about training, see the Training library.

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Subliminal Training

a-training-session.

I can remember when “subliminal” was the buzz word going around town. Anyone sitting in a theatre or watching television was going to go do outrageous things because of the subliminal messages hidden on the screen of either medium. It could be a useful tool in training come to think about it. So does mind-reading, but not everyone or, anyone for that matter, can really do it.

I always talk about tricking my students into learning. It’s not all talk. You might say that my message to them is subliminal. It is in the way I handle my tools and my students or trainees. They learn what I want them to learn. Yes, even the ones who don’t want to be there learn something. Am I advocating that we all learn to train using subliminal messages? Not really. Maybe I just like the sound of the word. Subliminal.

In fact, if you Google the word, you’ll get back such items as “train your wife,” “train your slave,” “train your body and mind,” train special parts of your body”–you know–if you want something bigger, etc. Hypnosis also comes under this category. Is it subliminal? It is suggestive? At any rate, we aren’t in the business of hypnotizing our trainees. So, no, I don’t think we should take the subliminal training too seriously.

However, I think I have close second. In way it is somewhat like my article on reading minds. You can’t really read minds, but you can read body language and observe, using it to your advantage. If you can affect someone’s thought processes you are projecting your own thoughts. Right? Subliminal.

Here’s where tricking students into learning comes in. It does require a flexible trainer or teacher to go with the flow of the class. Allow the class the floor while find a place to jump in and offer your part. Soon, you begin to make sense and they want to hear more. I think that is all a good trainer or teacher does: they become a part of the class. Connected. Not projecting his or her thoughts, but the class thinks as one.

Try this with one of your small training sessions give them a problem to solve from your training agenda, and when they are ready to discuss it (you take on that role as well), you let the ideas flow. The ideas you bring to the table are mostly from your training. I know there is probably another name for this kind of particapatory training. Call it what you will. I like “subliminal.”

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For more resources about training, see the Training library.

Just so you know I’m a real person, I teach University English and Speech, and Public Speaking and Acting; and like just about everyone in the 21st century, I have a website. In addition, I have authored four books, including my best seller, The Cave Man Guide to Training and Development and a novel, a hair-raising tale of the near future called, Harry’s Reality.

Happy training.

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Staffing: Do We Have The Right Number of Employees?

customer-service-in-an-organization-conversing-with-clients.

Our organization continues to downsize. We are getting a lot of “flack” from our managers saying there are not enough qualified employees to do the work in their department and everyone is overwhelmed and grumbling. Are they right or are they lobbying to prevent additional layoffs?

Here are some examples why they may, indeed be right. See if they apply to you.

1. Staff cuts go too far.
In the spirit of fairness, companies implement an across-the-board layoff. Each department is required to reduce their staff by so many people. In conducting an employee survey of “the survivors” of an agency, we found that the workload problems were particularly severe in the smaller departments.

2. Unexpected workload change.
An office manager of a busy, large medical practice was told one day that 1) the practice would be adding a new physician and 2) one of their larger HMOs was changing procedures and the office would now be required to complete additional paperwork. She had to ramp-up fast but there was a hiring freeze.

3. Required skills change.
A financial service organization had many dedicated, long tenure employees. To improve efficiency, the company had been gradually updating their internal systems. Many functions previously performed by hand by the “long-timers” are now fully automated. Our audit found that, as a result, the technical staff fells overworked and the long-timers feel under-utilized. What they needed were fewer of the “do-it-by hands “and more computer savvy workers.

What You Can Do:

  • Conduct periodic staffing audits. Staffing levels evolve over time but don’t necessarily match the needs of a changing business. A systematic audit of the volume of work to be performed and the needed skills can identify the mismatches. With this information, you can now be more effective in staffing.
  • Retrain staff. Once an audit identifies shortages, retraining existing staff can often fill the gap. It may be cheaper in the end to develop your good employees than hiring new folks who may or may not turn out well. Also you will send the message to them that they are valued. This is important especially in times of organization change. when good people may start to look elsewhere.
  • Ask employees. Employees are often the best source of information about the needs of the department or team because they are on the front line dealing with customers or production every single day. They may have greeter insight into operations issues and solutions.

Management Success Tip:

One of the most pressing problems companies face is staffing – having the right people,s, in the right place doing the right things to grow the business or maintain it’s market position. Make sure your employee bullpen is filled with the right kinds and right number of employees for today and tomorrow. Also see Managing is Hard Work, Make Good Decisions and Staff Feeling Overwhelmed.

Do you want to develop your Management Smarts?

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Social Media Throwdown: Netflix v. SEC

netflix-on-screen

Crisis management for a clash of modern vs. traditional communication

While the rest of the business world has boarded the social media train, an incident earlier this month involving Netflix CEO Reed Hastings brought to light an important question: How do you avoid having your social media communications run afoul of regulatory bodies that are behind the times?

Here’s a rundown of the situation, from a Reuters article by Ronald Grover and Sue Zeidler:

Hastings wrote in the post on the company’s public Facebook page on July 3: “Netflix monthly viewing exceeded 1 billion hours for the first time ever in June.” The post was accessible to the more than 244,000 subscribers to the page.

Netflix received what is known as a Wells Notice from the U.S. Securities and Exchange Commission, which means the SEC staff will recommend the full commission pursue either a cease-and-desist action and/or a civil injunction against Netflix and Hastings over the alleged violation.

Netflix may have run afoul of the SEC’s Regulation FD, adopted in 2000, which requires public companies to make full and fair public disclosure of material non-public information.

 

 

“We think posting to over 200,000 people is very public, especially because many of my subscribers are reporters and bloggers,” Hastings said on Thursday in a letter. He also said that he did not believe the Facebook posting was “material” information.

You would be hard pressed to find many who would deem a post on a major organization’s Facebook page to be anything less than “fair public disclosure” but apparently the SEC employs at least a few that don’t feel the same way.

Hasting’s initial response was pretty much on track, although we would have recommended padding it a bit by paying some respect to the efforts of the SEC, and he certainly has the court of public opinion on his side by dint of sheer popularity – both of Netflix and social media – but other organizations may not find themselves in such an advantageous position when facing down regulators.

So, what can you do to mitigate the impact of a similar situation?

As we’re so fond of saying, the best form of crisis management is crisis prevention, and you’ll limit the potential for damage simply by being prepared. Get your legal and social media teams together and hammer out the details of a communication plan. Social media can state what they intend to share, and legal can then draw parallels from traditional, approved communication methods (and by reaching out to critical stakeholders like the SEC) so that there is documented proof that your organization made every effort to comply. Keep these two in close communication and even if trouble does manage to sneak in, you should be able to thwart it with little harm to reputation or the bottom line.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

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What’s Important to an Employer?

An-office-man-sitting-behind-his-desk-

Experience of course. So is loyalty, dedication and a strong work ethic. However, none of these alone is enough to ensure your job security – that you continue to be employed in the future.

You must add value. That means what you do contributes specifically to your organization’s bottom line. After all, you can work long and hard at counting paperclips – but unless counting paperclips somehow adds to your organization’s bottom line, all of that effort is likely to go unnoticed.

Start Having a Profit –Loss Outlook

Particularly now, organizations need to be lean and efficient. That means they want people who are doing things that create real bottom line value. They want contributors who will provide them with a return on their investment in them.

For salespeople, it’s relatively simple to measure how their work translates to the financial gains – sell more widgets and and increase profits. But for others, it’s not so clear. So, even if your work is far removed from directly generating revenue or decreasing costs, you should have a profit-and-loss outlook. Start by analyzing your job description. What is your job’s overall purpose? State this purpose in a way that relates to an element of the bottom line.

Examples:

  • An accountant is responsible for delivering accurate timely financial reports to senior managers. But how does this add value? Senior managers are better able to make informed strategic choices about the right products and markets leading to revenue increases.
  • A personal assistant is responsible for providing support services to an executive. So, how does this add value? It frees the executive from small or routine tasks, meaning that she can focus on making her business more efficient thereby lowering the cost of
  • A warehouse manager is responsible for ensuring that all orders are shipped on time, and that goods are properly packaged. What value does this add? Customers are satisfied and therefore place more repeat orders, meaning that revenue increases.

Now It’s Your Turn

Start by thinking about profit and loss, regardless of your position, and question the value you add on a regular basis. Don’t assume that merely showing up for work and doing what’s expected will be enough to secure your success. With cutbacks or restructuring, you need to show that your work is well worth your compensation.

Career Success Tip:

Job security does not come from a title or position Rather it comes from the positive impact you have for your department, business unit or company. Developing an awareness and desire to help your organization run effectively as possible is key to your long-term career success. Also see Company Re-organizaton: How to Stay Employed and Don’t Get Caught Up in the Peter Principle.

Do you want to develop Career Smarts?

  • For more resources, see the Library topic Career Management.
  • Start with the Career Success System.
  • Sign up for Career Power: 101 success tips.
  • Need a speaker? Get the Edge Keynotes-webinars-workshops.
  • Find career and leadership boosters in the Smart Moves Blog.
  • Copyright © 2012 Marcia Zidle career and leadership coach.
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Happy New Year

happy-new-year-beside-mandarins

I have always loved the coming of the new year. This time of year has always reminded me to take time to reflect on what has happened and prepare for the what is to come. This is an often missed step along our busy paths to and quest to accomplish so much during a year. However, reflection should be a regular habit in our days. Our busy lives and ever connectedness to everyone and everything often stifle our ability for this.

However, reflection is necessary for adult learning and growth. Many adults would agree with the research that suggests we learn through our experiences. A critical step in this learning process is the ability to analyze and reflect on the experiences. Failure to take adequate time to do this can result in quick reactions that may be driven by emotions that were brought on by the experience.

So in the new year, build reflection into your schedule. Set time to review what has happened and what is expected to happen. Allow time for flexibility and readjustment. And allow time to just de-compress and relax.

Best wishes to you in the new year!

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For more resources, See the Human Resources library.

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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. Follow me on twitter @Sherimaz

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Centers for Spiritual Living – Part 2

religious-woman-praying in her ofice

This post is part 2 of Crystal Davis’ guest blog based on her dissertation on Servant Leadership in a spiritual organization. Ms. Davis is passionately engaged in Servant Leadership and selfless service to the nonprofit and public sectors having served both large and small organizations throughout her career and her consulting business.

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I decided to look at self-transcendence and servant leadership behavior through the lens of Religious Science. Centers for Spiritual Living teaches a philosophy that came out of the New Thought Movement, and was started in the mid-1800s by Transcendentalists like Ralph Waldo Emerson and continued into the twentieth century with the teachings of Emmett Fox, Napoleon Hill, Emma Curtis Hopkins, and Ernest Holmes.

Centers for Spiritual Living (CSL) was founded in the early 20th century by Dr. Ernest Holmes. Holmes (1966) believed there was a thread of truth running through every great religion and philosophy and it was his desire to pluck out that thread, leaving behind all superstition, dogma, and religious opinion. Holmes (1966) taught Religious Science from his book, The Science of Mind: A Philosophy a Faith, A Way of Life. Religious Science teaches three core values; A belief in every religion and honor all paths to God; A belief that every life is sacred and valuable; and A belief that every person is on a spiritual journey which will ultimately lead to their greatest good. Centers for Spiritual Living around the world use the Science of Mind textbook written by Dr. Holmes as one of the resources for the aforementioned beliefs.

Science of Mind has influenced luminaries in the field of self-development such as Wayne Dyer, Jack Canfield, Oprah Winfrey, Michael Beckwith, and Marianne Williamson. The integrated movement has over 400 spiritual centers in 29 countries, and publishes two inspirational monthly magazines with a combined readership of 100,000.

Holmes (1966) taught that the universe is created by an Infinite Mind; therefore one should remain “open at the top”; always ready to incorporate new wisdom as it is revealed through the arts, science and religion. The western Holy Bible, along with the eastern teachings of the Tao and other sacred texts are illumined as resources for spiritual truth (Star, 2008).

Centers for Spiritual Living celebrate and welcomes diversity. It is believed that every person holds equal value in the eyes of God regardless of religion, race, gender, sexual orientation or any other worldly identification that attempts to separate people. Centers for Spiritual Living hold the vision that one day humankind will see itself as one people on one planet, living in one universe governed by one God.

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

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Crystal J Davis holds a Bachelor’s degree in Journalism and Mass Communications from Kansas State University, a Masters in Human Relations from the University of Oklahoma, and will graduate with a Doctorate in Management and Organizational Leadership from University of Phoenix in December 2013.

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Tips on Building Relationships with Evaluation Stakeholders, Part 1

A-consultant-with-his-clents

“It is one of the most beautiful compensations of this life that no man can sincerely try to help another without helping himself.”

Ralph Waldo Emerson

This post is dedicated to the committed stakeholders I’ve worked with over the past year, who continue to inspire me to follow their example of helping others.

The season of giving has been upon us again, and some of you have probably been involved in your nonprofit’s own fundraising efforts. Recently I received a fundraising letter from my alma mater that really stayed with me, long after I put it down. The letter reminded me of evaluation and building relationships with those who have an important stake in our evaluations. Yes, as you have surmised, this post is not about financial giving. It is about building relationships with evaluation stakeholders, a lesson I continue to learn. These relationships are vital to crafting an evaluation that is meaningful and useful to your stakeholders. Here are some tips to building those relationships with evaluation stakeholders:

Tip 1: Find and learn from a “champion”.

The letter I received was from a well-known figure who has supported my alma mater in various ways, from speaking at graduation ceremonies to talking with students firsthand to learn about their experiences. Find a like-minded supporter who is a “gatekeeper” of the community—a leader who will champion the evaluation. A gatekeeper gives an evaluator an entrance into the community. This is my advice to fellow evaluators or those commissioning evaluation: Look out for and learn from (or urge your evaluator to do so) someone whom your stakeholders trust, respect, and talk about.

This might be someone who has had face to face contact with your stakeholders, and who has positively impacted them. Ask this person thoughtful questions to help you learn from their experiences. Some of my best meetings have been when I’ve learnt something new by asking a question. A deeper understanding of the program being evaluated and the people being served establishes a strong base for the evaluation.

Recently, I was inspired by one such person, Dave Purdy, who won the trust of communities by his tireless dedication to the cause. Despite challenges, he drove long distances to get to know and serve people with Parkinson’s. One evaluation stakeholder summed up his description of this person’s accomplishments with these simple, yet meaningful words: “he’s just a great guy.”

Tip 2: Sit down face to face

There is nothing like a face to face talk. In this age of e-mail and social media, I’ve made the mistake of not recognizing the value of face to face meetings. But there is nothing like sitting down with people for a cup of coffee. Nothing can take the place of face to face time. Over time, all these interactions build up to help us get to know each other and gain trust. Especially since evaluation can make some feel threatened (for more information, please see a previous post, How to Address Others’ Fears about Program Evaluation), building trust equals building relationships with stakeholders.

Tip 3: Discuss mutual goals

The author of the fundraising letter shared a striking, specific, personal goal of his: that every alumnus from the class of 2012 to 1920, make a contribution. Use face to face time to engage others in:

  • Articulating mutually meaningful goals
  • Thinking through goals
  • Updating stakeholders on evaluation activities and considering progress
  • Revising those goals, as needed

It is especially vital to communicate evaluation goals with those commissioning your evaluation. It is so easy for evaluations to get de-railed by competing needs and tangential directions. Re-visit goals during every meeting. Strong evaluations are focused. Carefully and mutually thought-out evaluation goals and objectives will help focus your evaluation, while building relationships with your key stakeholders.

(To be continued…)

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

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Priya Small has extensive experience in collaborative evaluation planning, instrument design, data collection, grant writing and facilitation. Contact her at priyasusansmall@gmail.com. See her profile at http://www.linkedin.com/in/priyasmall/

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Unleashing the Power of your Story Leadership for Our Era

a-manager-supervising-and-controlling-a-department
This post is the second one from Unleashing the Power of your Story, an upcoming E-Book by Steven Ober.

The world and our species are in states of deep transition. Many describe our present situation as a planet and a people as one of great turmoil. We experience constant “wars and rumors of wars;” we hover on the verge of economic collapse; our political systems seem unable to address societal problems.

Even more profoundly, the ecosystem necessary to sustain human life on our planet is at risk; we have created for ourselves a major threat to our civilizations, and to our survival as a species. Our climate is changing; extreme weather events are occurring more frequently, and time is running out.

As Kurt Vonnegut stated so poignantly, these realities are having a powerful effect on our consciousness:

”Is there nothing about the United States of my youth, aside from youth itself, that I miss sorely now?” opined Vonnegut. “There is one thing I miss so much that I can hardly stand it, which is freedom from the certain knowledge that human beings will very soon have made this moist, blue-green planed uninhabitable by human beings.”

From Our Choice by Al Gore

Indeed, earlier civilizations have experienced economic, political and environmental Collapse. Numerous Central and South American civilizations had come and gone over the thousands of years before Columbus arrived at islands off this continent’s shores. Some of these earlier civilizations destroyed themselves through war, some through greed, and, yes, some through destruction of their environment. Others were destroyed by disease brought by visitors from across the oceans. (See 1491: New Revelations of the Americas Before Columbus by Charles Mann and Guns, Germs and Steele buy Jared Diamond).

The difference now is not that we as a species are encountering these cataclysmic shifts for the first time. The difference now is the scale on which we are experiencing them. Our species has become so large in number, and so interconnected, that we now face these challenges on a global scale. We are regarded by many, and I think accurately so, as a species out of control, a species in danger of destroying not only ourselves, but also the ecosystem on which we depend for survival.

Some refer to this period as “The Great Turning.” Many believe that we are at a critical, make or break turning point as a species. One fork in the road will lead to disaster, to a situation in which our planet can no longer support human life and human civilization as we know them. The other path leads to a new level of integration with one another and our environment and a new level of consciousness as a species. Depending upon the choices we make, we can either destroy ourselves or evolve to a higher state.

We need many things to address today’s crises and to evolve, including a clear vision of a better world, the ability to collaborate in ways we haven’t yet imagined, and the political will to make the required changes in our legal and social infrastructures. Another of the things we certainly need is to be grounded in who we are—to be able to act with a conviction based on our deepest view of ourselves. To meet today’s challenges effectively, we need leaders and followers who can operate from this deeply grounded state and draw upon our wellsprings of wisdom, strength and courage. Story work can help us become so grounded and operate from that place of personal alignment. It will help us be clear about who we are and enable us to have the reserves of strength, authenticity, and good sense to address contemporary challenges successfully.

If you would like to learn more about story work and/or consider story coaching, feel free to call or email me at:

Steven P. Ober EdD
President: Chrysalis Executive Coaching & Consulting
Affiliate: Systems Perspectives, LLC
Office: PO Box 278, Oakham, MA 01068
Home: 278 Crocker Nye Rd., Oakham, MA 01068
O: 508.882.1025 M: 978.590.4219
Email: steven.p.ober@gmail.com
www.ChrysalisCoaching.org

Leadership Blog: HYPERLINK “https://staging.management.org/blogs/leadership” \t “_blank” https://staging.management.org/blogs/leadership

Steve is a senior executive coach and consultant. He has developed and successfully uses a powerful approach to leadership coaching, Creating your Leadership Story, which enables leaders to make deep, lasting improvements in their leadership effectiveness in short periods of time. He and a group of partners created a breakthrough educational program, Coaching from a Systems Perspective, in which you can significantly enhance your abilities as a systemic leadership coach. See HYPERLINK “http://SystemsPerspectivesLLC.com” http://SystemsPerspectivesLLC.com.