Category: Leadership Skills

The field of personal and professional coaching has a widely respected and accepted, independent certifying body called the International Coach Federation. It is independent in that it does not concurrently promote its own model of coaching — it does not engage in that kind of conflict of interest.

There seems to be a mistaken impression that there is already this kind of independent organization that grants Action Learning certification for the field of Action Learning. Actually, there is not — and that should not confuse current and new Action Learners. (There is an organization that claims to be the official certifier of Action Learning, but it concurrently sells its own proprietary model of Action Learning.)

Increasing Need for Independent Action Learning Certification Organization?

I believe there is a strong need for an independent organization that offers an optional certification for Action Learning training programs and facilitators. My reasons are:

1. There are variations that refer to themselves as “Action Learning” and mention Revans, yet dramatically differ from Revans’ core process. They might center on outdoors activities with journaling, group discussions or not include actions. Even Revans was loathe to define Action Learning, but at what point is a process not the group-based, problem-solving Action Learning process?
2. There is a misunderstanding that there already is the certification organization for the field of Action Learning. I have been asked if our (Authenticity Consulting’s and Acton Learning Source’s) trainings “are certified” or “approved” by that organization. If there already was a certifier, then ideally there would have been an apparent consensus about that among Action Learning training programs. There is not consensus, at all.

Major Benefit of an Action Learning Certification Organization Now?

A certification organization might help to address these issues by supporting the clarity, integrity and legitimacy of the field by suggesting certain standards and competencies. Those would be optional to those in the field, of course. Other prominent fields and professions have benefited from such a strategy, for example, the International Coach Federation, Human Resource Certification Institute, ASTD Certification Institute, and Project Management Institute.

What Would the Action Learning Certification Organization Do?

1. It would be widely respected as influencing standards, accreditation and competencies in the trainings and practices of group-based Action Learning.
2. It would provide its accreditation to training programs and certification to practitioners, along with suggesting standards of ethics in the practice of Action Learning.
3. Its standards, accreditation and certifications would not be mandatory; rather they would apply to whatever organizations and practitioners that seek them.
4. It could be a new organization or a program of an already established, independent organization, such as the International Federation for Action Learning.
5. It would be an independent body like that in other prominent fields or professions.
   NOTE: It would not concurrently sell or train its own model of Action learning that it has also certified.

Proposed Next Steps to Consider Action Learning Certification Organization

I propose that the consideration of this organization, include:

1. Dialogues about whether such an organization should exist now.
2. Then, based on indications from the dialogues, a council of representatives from various Action Learning centers would be convened.
3. It would suggest considerations and recommendations about such an organization.
4. If the Council, or some other organization or group of committed personnel concluded the need for the organization, it could be developed over time.

Proposed Question for a Dialogue Now

“Should there be an independent certification organization that suggests standards, accreditation and competencies for the field of Action Learning, to which training programs and practitioners have the option to follow?”

Feedback?

What do you think?

—

Carter McNamara, MBA, PhD, is a Principal in ActionLearningSource.com

When you are gathering input, ideas, and issues from your group at warp speed, it will inevitably be challenging and tedious. As a meeting facilitator, you must employ several techniques for recording information in a session to make it a manageable process. Here are a few methods taught in our course, The Effective Facilitator, that make the process easier – for you and your participants.

Offer participants a format for their responses

One method for managing the recording process is to give the participants a format for their responses. For example, you may ask for a “noun-verb-object” response from participants – e.g. “The Human Resources Department (noun) manages (verb) the onboarding process (object).”

The format method helps participants understand the information you are requesting. It also helps you listen for the information you desire and helps you to know what to document.

Record only as many words as necessary

As the facilitator, your goal is to ensure that your record of the participants’ comments are words that they said, clear to the reader and concise. The words you record must also be able to stand alone without having to rely on preceding comments to make sense.

To achieve these goals, it is not necessary that you record all of the speaker’s words. In fact, given the way most of us speak, recording all the words may reduce clarity! The key is that whatever words the facilitator writes are indeed words that the participants said.

For example, one participant says, “Somewhere early in the process we in HR place an ad in the paper.” You, as the facilitator, might record, “HR places ad in paper.” While 14 words were spoken, only five words were recorded, and each of these were words that your participant said.

Use common abbreviations where appropriate

Another technique for managing the recording process is to use abbreviations. When using abbreviations, be careful that the abbreviations are clearly understood by the participants and will still be understandable days later when the documentation is finalized.

For example, abbreviations might be used for departments (“Depts”) and Human Resources (“HR”).

Use the headline technique to have participants shorten long comments

Have you ever been faced with a participant who has given you a long, wordy comment? And, there you stand with a pen in hand and have no idea what to write. The headline technique is used for these situations. As the facilitator, you might say, “If the comment you just made was an article in the newspaper, what would the headline of the article be? Would you headline that comment for me?”

The headline technique can be quite effective in helping reduce an 83-word comment to seven words.

The headline technique can serve as a fail-safe mechanism for facilitators. When all other techniques fail, you can use it to bail yourself out when you have little idea of what to write. Keep in mind, however, it should be a fail-safe technique – not a technique used after every participant’s comment. The other techniques described earlier should prevent you from having to use the headline technique very often.

What are other techniques you use when capturing information in your meetings? There are much more to learn. Discover additional facilitation techniques plus get hands-on practice with these techniques in our training course, The Effective Facilitator.

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Certified Master Facilitator Michael Wilkinson is the CEO and Managing Director of Leadership Strategies, Inc., The Facilitation Company and author of The Secrets of Facilitation 2nd Edition, The Secrets to Masterful Meetings, and The Executive Guide to Facilitating Strategy. Leadership Strategies is a global leader in meeting facilitation, providing companies with dynamic professional facilitators who lead executive teams and task forces in areas like strategic planning, issue resolution, process improvement and others. The company is also a leading provider of facilitation training in the United States, having trained over 19,000 individuals.

Here we go. We’ve completed March, and now, it’s down to the Final Four in this year’s NCAA March Madness. As I analyze the four remaining teams and highlights of their seasons (and take a look at my butchered bracket!), I think about how March Madness and – more importantly – the game of basketball really does embody what we know about facilitation.

Let’s consider that thought for these reasons:

1. What we call engagement strategies, the players call pre-game activities – like pre-game warm-ups and pre-game rituals. The warm-ups are methodical drills that help the players get in rhythm, exercise their skills, and engage with each other – from stretching to laps to shooting. Many teams also have traditional, superstitious activities that must be done before any game – some are peculiar, some are funny, some stir the spirit outside of the locker room and are felt by the fans. They are just like engagement strategies, which facilitators love because they help focus and motivate the group and the result wanting to be achieved. We have a whole manual on strategies that engage a group, get them “warmed up” and thinking, and prevent boredom. Because pre-game warm-ups and rituals are often performed at the beginning before the game starts, they are also like opening statements because they produce the IEEI – the inform, excite, empower, and involve – that we teach in facilitation training, like The Effective Facilitator. What are the best warm-ups or rituals you’ve seen?

2. Even the word “facilitator” is used to describe the point guard’s position. Some even argue that, because of this, the point guard has the most important role on the floor. The point guard has the ball in his/her hands the most, and therefore, he/she must guide the team play by play. The point guard’s play-making decisions and actions influence the other four teammates on the court. Similarly, a meeting facilitator possesses this same critical responsibility (along with other unique roles) – the facilitator must guide the group throughout the session, and the meeting participants will look to the facilitator to “make plays” to achieve the group’s meeting purpose.

3. There will be dysfunction. Whether a personal foul, a poor officiating call, a technical foul, etc. – there will be dysfunction on and off the court, as there will be in meetings (in and out of the room). What happens when a team is assessed a foul? Turnovers, free throws, and a lot of frustration, as I’m sure Kansas State can attest to after that odd, technical call the team was given before the game even started. In basketball, fouls happen, and just like in meetings, they interrupt the group’s momentum and overall purpose. The team must find ways to overcome dysfunction – whether it be shifting player match-ups, utilizing your bench, or strengthening your defensive techniques. The good news for meeting facilitators is that we’ve found ways to manage dysfunction. Unfortunately, there is no officiating crew in meetings who assesses fouls on participants and rewards the other participants with free throws. Instead, we rely on facilitation methods to prevent and manage dysfunction to keep the meeting productive, as outlined in this eBook. Note – unlike in basketball, it is important that meeting participants not strategically try to draw dysfunction/fouls as part of their game plan!

4. Upsets happen in meetings too, as they do in in the Big Dance. Of course, my bracket this year is a prime example of that. Always count on a wild card or that Cinderella team – i.e. this year’s Dayton Flyers – that will go on an impressive run and upset the leading teams predicted to be in contention – i.e. Ohio State and Syracuse. You will find this in meetings as well – there may be participants expected to come up with the most innovative idea or the solution to the problem, but in a facilitated session, all bets are off – it’s no longer about competition. It’s about consensus. And, true consensus means that everyone has a say. You may be in a brainstorming session with senior-level executives in the room expecting to get approval on their implementation plan, but the chosen ideas born from that meeting might come from the new, entry-level person who had a chance to speak up, suggest brilliant ideas, and gain buy-in from the group. That’s the power of facilitation – helping all participants get to the answers through a structured process.

5. Hope is not a strategy on the court nor in the meeting room. Coach Billy Donovan will certainly not depend on his Gators to run up and down the court “hoping” the ball will find its way through the rim. He will come up with other strategies for their Final Four game against the historic powerhouse that is UConn. Similarly, as meeting facilitators, we cannot “hope for hope.” Come prepared for your participants in the room. Have your purpose clear and your meeting agenda ready. Like good basketball players, you have to know what you’re up against on the court. A good meeting facilitator is aware of everything in his/her room – from the participants to the flip charts. Use this checklist for meeting preparing and agenda setting.

So, who will advance after this weekend – Florida, Connecticut, Wisconsin, Kentucky? Who will facilitate their way to the national championship?

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Certified Master Facilitator Michael Wilkinson is the CEO and Managing Director of Leadership Strategies, Inc., The Facilitation Company and author of The Secrets of Facilitation 2nd Edition, The Secrets to Masterful Meetings, and The Executive Guide to Facilitating Strategy. Leadership Strategies is a global leader in facilitation services, providing companies with dynamic professional facilitators who lead executive teams and task forces in areas like strategic planning, issue resolution, process improvement and others. The company is also a leading provider of facilitation training in the United States, having trained over 18,000 individuals.

Alan Frohman
Articles, books and experience identify at least two types of tough leaders. Each is demanding, but in very different ways. The first type is described in these terms:
Critical
Judgmental
Lacks compassion
Micromanaging
Disrespectful

They rarely view themselves that way. But that is how their people describe them. They see themselves as being on top of things, focused on getting the job done right, and usually wondering about whom they can really trust. The people who work for them do not feel valued or appreciated. They can be called “Theory X, tough bosses, authoritarian, directive, pacesetting and task managers.”
These types of leaders can be recognized by their typical work challenges: over busy because they do not delegate, distant relationships with direct reports because they do not invest the time to build a strong bond with them, limited risk-taking and innovation below them because their reports are nervous about how their boss will react, and no strong successors because those people fled.

The second type is described in these terms:
Expects the best from me
Gets me to do my best
Challenges me to excel
Sets clear, demanding and achievable goals
Provides critical feedback in a respectful way

People working for them usually feel that they are growing significantly, are stimulated by the work and their colleagues, and go the extra mile without hesitation. These leaders view their jobs as unleashing the energy of their organization, channeling it in the most productive ways (usually through a clear, compelling vision among other ways), and reducing the obstacles to the progress and growth of people working for them. They can be called “Theory Y, participative, consultative, democratic, and high performance managers”.
Signals that you see from this type of leader are: high spirit and energy in the group, a sense of confidence and optimism regardless of the challenge, a cohesiveness and teamwork that seem natural, and ease of communication between the boss and the direct reports.

Few leaders are all black or all white, but we are likely to know both types. The first type of leader gets obedience at best from the people. People working for this leader operate out of fear and often a lack of respect and trust for their boss and sometimes each other due to the climate and example the leader sets. Anxiety runs high in those organizations. Performance can be high, but usually just for the short run. In fact, when there is a lot of pressure and urgency, sometimes this type of leadership is required.
What these leaders have to watch out for is people becoming passive, waiting to be told what to do and how to do it. Also, they are not likely to risk mistakes and therefore try fewer new ideas or to look for ways to innovate or improve things.

The second type of leader gets much more from his or her people in the longer run. People working for this leader are likely to be self-propelled to do their best. They often perform at levels that exceed everyone’s expectations, including their own. Mutual trust and respect are much more in evidence, again as a result of the climate and example the leader sets. There is a cost however, it is the time it takes to get people’s thoughts and ideas, listen to their questions and concerns, and to build alignment behind a direction. It has to be balanced with the urgency of the situation.

Have you seen either type of leader? What did the leader do and how did it impact you or others? Please share your story with us.

Ever been to a meeting that made you grimace with sympathy for the meeting leader, as you witnessed him/her struggling to facilitate the group? Why did that meeting facilitator struggle? Was it lack of preparation? Perhaps, a classic case of the “wing it” meeting?

Many times, we, as facilitators, are not prepared (or ill prepared) for meetings, and that leads to some horrific results – including those feelings you experienced while watching a fellow facilitator suffer through a meeting. What are some things you’ll hear in an unprepared meeting? Look out for these words. And, don’t let this happen to you.

1. “I don’t know why we’re having this meeting.” — This is something you, as the facilitator, should be able to answer. And, in fact, this is the very foundation of your meeting – the most critical thing you should state at the beginning of your meeting. At Leadership Strategies, we teach the Purpose of the meeting as the most important “P” in our “6 Ps of Preparation.” Otherwise, why would you have the meeting?
2. “We’re running out of time, but I think that what we have is fine… Right?” — What if that’s wrong? What if your meeting wasn’t really over until your group walked away with “x” (whatever “x” is)? When preparing for your meeting, you should always identify what your deliverable is – what the group should have in its hands when the meeting has finished. Is it an agreement on a new policy? A completed action plan? A final committee vote? Know what that “x” is, and if you don’t have it at the end of your meeting, get consensus from the group on what to do about it next (whether it’s schedule another meeting, etc.).
3. “Was she supposed to be here?” — Uh-oh. When you planned for that important group meeting, did you think about the stakeholders who needed to be involved – even those outside of your department? Part of your preparation should include this so that your group isn’t missing key faces in the room.
4. “Oh, I didn’t think about that.” — Surely, you’re not expected to be a mind-reader, but we do teach our facilitators that part of their role is to be clairvoyant. Facilitators take the time to see probable issues that lie ahead and may surface during facilitated sessions. How? By doing their homework, by interviewing key stakeholders/sponsors before a meeting, by asking about their perspectives – these are all essential in your preparation. Especially in strategy work or complex project meetings, a facilitator is always prepared.
5. “I don’t have an agenda prepared for this.” — Yikes. Without an agenda, how will your group stay focused? How will YOU stay focused? Many times the agenda also outlines your process and structure for facilitating the meeting. Without it, you have no navigation. And, furthermore, you don’t have your team’s buy-in to proceed with talking through the agenda that you might have prepared (in your head).
6. “Did anyone remember to reserve a conference room or set up a conference call?” — The logistics of the meeting are overlooked more times than you might think. Some individuals are so focused on merely getting the meeting date set on everyone’s calendar but forget to input details like: meeting place, if special building security access is needed, if someone in the group will need to call in, etc. As you prepare for your meeting, think about how your participants will be involved, where they should gather, what challenges might arise with the meeting place, etc. Isn’t it aggravating being delayed by fifteen minutes just because you scrambled putting together a conference dial-in or finding an empty conference room at the last minute?

If you find yourself hearing (or saying!) these expressions during your meeting, take some time to better prepare for your next meeting. Use this checklist, “Meeting Preparing and Agenda Setting,” for help. And, don’t forget that effective facilitation doesn’t end with good preparation – get trained on how to execute during your meetings too.

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Certified Master Facilitator Michael Wilkinson is the CEO and Managing Director of Leadership Strategies, Inc., The Facilitation Company and author of The Secrets of Facilitation 2nd Edition, The Secrets to Masterful Meetings, and The Executive Guide to Facilitating Strategy. Leadership Strategies is a global leader in facilitation services, providing companies with dynamic professional facilitators who lead executive teams and task forces in areas like strategic planning, issue resolution, process improvement and others. The company is also a leading provider of facilitation training in the United States, having trained over 18,000 individuals.

800-824-2850 | www.leadstrat.com

To be a great people manager, you must have an extensive set of skills – from planning and delegation to motivation and communication. for your long-term success, it’s wise to analyze your skills in all areas of management – and then challenge yourself to become better at managing and leading your team.

Did You Take the Management Skills Quiz in Part 1?

What was your score? What elements of management do you need to work on? Here are the eight essential skill areas where managers should focus their efforts plus resources to help you

1. Understanding Team Dynamics (Questions 5, 12)
Good management means understanding how teams operate. When forming teams, create a balance so there’s a diverse set of skills, personalities, and perspectives. Truly effective teams invite many viewpoints and use their differences to be creative and innovative. Read “Building Teamwork.”

2. Selecting and Developing the Right People (Question 9)
Finding great new team members and developing the skills needed for your team’s success is another important part of a manager’s job. You can develop your staffing skills by checking out “What’s Your Hiring Batting Average?”

3. Delegating Effectively (Questions 2, 14)
Having the right people with the right skills isn’t sufficient for a team’s success. Effective managers recognize that delegation – assigning work to the right people and clearly outlining expectations – teams can accomplish much more. Just because you’re responsible for the work, they should do it themselves to make sure it’s done right. Read “Delegate and Do It Right”.

4. Motivating People (Questions 10, 15)
It’s one thing to motivate yourself, but it’s quite another to motivate someone else. We’re all motivated by different things. Getting to know your team members on a personal level allows you to motivate your people better. See “One Size Doesn’t Fit All”.

5. Managing Performance (Questions 3, 6)
Sometimes, despite your best efforts, there are problems with individual performance. As a manager, you have to deal with these promptly. If you don’t provide feedback and coaching, you risk negative impacts on the rest of the team as well as your customers Read”Coaching vs. Criticism: What’s the Difference?”

6. Communicating (Question 7, 13)
Effective communication is critical to any position you hold, but as a manager, it’s especially important. You need to let your team know what’s happening and keep them informed as much as possible with team briefings and other ways to update. See how good communication works in “Leadership Lessons Riding Fire Engines”.

7. Planning, Problem Solving, Decision-Making (Questions 4, 8)
Many managers are very comfortable with planning, problem solving and decision making because they’re often skilled specialists who’ve been promoted. Now it’s important to transfer these skills to managing a team. Read “Are You On the Road to Abilene?”

8. Avoiding Common Managerial Mistakes (Questions 1,11)
A common one is thinking that you can rely on your technical skills alone rather than reaching out to others It’s important to communicate with your boss to keep her informed. If not you may have boss problems. Here’s how to avoid them.

Smart Moves Tip:

Whether you manage a department or a project team, it’s important to know how to get the work done right. When you’re asked to achieve something with the help of others, it’s complex – and you should spend much of your time managing relationships instead of doing the actual work. Delegating, motivating, communicating, and understanding team dynamics are some of the key skills needed.

Do you want to be a better manager?

• Build your skills with The Effective Manager.
• Sign up for Quick Wins: 101 Management Tips.
• Find performance boosters in the Smart Moves Blog.
• Listen to The Business Edge Internet Radio for success tips.
• Copyright © 2014 Marcia Zidle business and leadership coac

Are you getting the best out of your team?

To be a great people manager, you must have an extensive set of skills – from planning and delegation to motivation and communication. Because the skill set is so wide, it’s tempting to continue using the skills you’re already comfortable with. But, for your long-term success, it’s wise to analyze your skills in all areas of management – and then challenge yourself to become better at it.

Take This Quick Quiz

It will help you identify the aspects of management you’re good at and areas you need to improve. Decide, on a scale from 1 to 5, how well each of the 15 statements below best describes what you as a manager. Answer questions as you actually are (rather than how you think you should be or do).

(1) Not at All (2) Rarely (3) Sometimes (4) Often (5) Very Often

1. When I have a problem, I try to solve it myself before asking my boss what to do.
2. When I delegate work, I don’t always give it to the person who has the most time available.
3. I follow up with team members whenever I see that their behavior has a negative impact on customer service.
4. I make decisions following careful analysis, rather than relying on gut instinct.
5. I let my team members figure out for themselves how best to work together – teams are a work in progress!
6. I give ongoing feedback so people have a chance to correct their performance before taking disciplinary action.
7. I spend time talking with my team about what’s going well and what needs improving.
8. I fully understand how the processes in my department operate, and I’m working to eliminate bottlenecks.
9. When putting together a team, I consider the skills I need – and then I seek people who best fit my criteria. .
10. I try to motivate people individually rather than just the whole team.
11. When my team makes a significant mistake, I update my boss on what has happened and come with a solution.
12. When conflict occurs within a new team, I accept it as an inevitable as teams and teamwork develops.
13. I talk to team members about their individual goals, and I link these to the goals of the entire organization.
14. If you want a job done well, do it yourself may get work done faster but it may not always be the right thing to do.
15. I talk with team members as individuals to ensure that they’re know what they need to do to be productive.

Scoring:

46-75: You’re doing a great job managing your team.
Concentrate on improving your skills even further. Check the next post- part 2- to see what you can tweak to make this even better. What are some areas that you may need to improve?
31-45: You’re on your way to becoming a good manager.
You’re doing some things really well. Now it’s time to work on the skills that aren’t up to speed. Check the next post – part 2 – and figure out what you need to focus on to enhance your managerial skills.
15-30: Ouch. You got work to do.
If you want to be effective in a management role, you must learn how to organize and monitor your team’s work. It’s imperative you check the next post to develop specific skills that will increase your success.

Smart Moves Tip:

Effective management requires a wide range of skills, and each of these skills complements the others. Your goal should be to develop and maintain all of these skills, so that you can help your team accomplish its objectives efficiently and effectively. The follow-up post, part 2, gives a quick summary of the eight essential skill areas where managers should focus their efforts plus resources to help you.

Do you want to be a better manager?

• Build your skills with The Effective Manager.
• Sign up for Quick Wins: 101 Management Tips.
• Find performance boosters in the Smart Moves Blog.
• Listen to The Business Edge Internet Radio for success tips.
• Copyright © 2014 Marcia Zidle business and leadership coach.

Teams, teams, teams. Whether you love-em or loathe-em, you’ll have to learn to live, not only with them, but within them. Your success as a leader will depend on it.

So What’s Teamwork All About?
Here are five strategies for building and nurturing a winning team on the football field and in the workplace.

1. Manage by adultery.
It’s a term coined by Chaparrel Steel to describe its management philosophy of treating workers like adults instead of children. People are hired, not to do mindless jobs, but to put their brains to work. Management’s job is to give the team a mission, see that theyhave the necessary resources and provide feedback and encouragement. Then turn them loose to be creative problem solvers.

2. Hire people who care.
When evaluating prospective employees, a major airline brings all job candidates together in a room and asks each person to make a presentation. Everybody thinks that the company officials are evaluating the person making the presentation. But in reality, the company is evaluating the candidates in the audience to see who are attentive and supportive as others present. It is a strong signal that these people have the ability to care about fellow employees.

3. Make sure there is a scoreboard.
One critical difference between a group and a team is that a team knows what constitutes a win. Players in sports know instantly where their team stands and whether they are winning or losing. This information then affects how they are going to play the rest of the game. But in most businesses, employees may work for weeks and months and not know if they are winning, losing, or just hanging in there. Like sports teams, business teams should also have scoreboards. Then team members would have some idea how close they are to a win and what they need to do to make it happen.

4. Don’t take on your team’s monkeys or problems.
If the leader keeps running in and lifting the weights for his team, they are never going to build any of their own muscle. The trap in becoming a “hero leader” is that every time you pull a rabbit out of a hat, you generate more dependency from your team. Important: Astute leaders welcome their employees to discuss problems and solutions, but never let them leave their problems with the leader.

5. Set up your team to win, not lose.
If your team is faced with multiple tasks or problems, don’t always tackle the worst ones first. Conventional wisdom says prioritize your tasks and then begin tackling your most important problems, solve them and then move on to smaller ones. This approach ignores the fact that the biggest problem is usually the hardest to tackle. Therefore, if not prepared mentally, team members are more likely to fail, become demoralized and give up. This is not permission for all of us procrastinators to put aside our tough assignment. Rather, it allows us to gain the confidence to first experience success on a smaller level before going for “the big one.”

Management Success Tip:

Paul “Bear” Bryant, the legendary football coach at the University of Alabama, said winning team members need to know the following: “Tell me what you expect of me – Give me an opportunity to perform- Let me know how I’m doing -Give me guidance where I need it -Reward me according to my contributions.” I couldn’t have said it better than Bear Bryant.

Do you want more productive and effective teams?

• Build your skills with The Effective Manager.
• Sign up for Quick Wins: 101 Management Tips.
• Find performance boosters in the Smart Moves Blog.
• Listen to The Business Edge Internet Radio for success tips.
• Copyright © 2013 Marcia Zidle business and leadership coach.