Helping Others Makes Employees Happy

 

Each company—large or small—has its vision, mission, and goals. Employees, from upper management to part-time interns, are a part of a team because of their goal-oriented mindsets, valuable skillsets, and appreciation for the philosophies and objectives of the organization. It’s this collection of individual talents that leads to goals being set, met, and exceeded. 

But even company achievements, continually accomplished by a stellar team, may not be enough to keep a unit engaged and enthused all the time. Acknowledging, celebrating, and crediting successes to a team goes beyond the professional perspective; the human element of raising intrinsic feelings of pride, joy, and worth among team members is where the bigger picture of giving back becomes vital. 

Studies show that feelings of positivity and worth increase when people are being of service in the communities where they work and live. As Ghandi wrote, “The best way to find yourself, is to lose yourself in service of others.” 

Make it personal 

It is one thing for a CFO or president to cut a check to a charitable cause, but the value of organizing participation by each team member to be of service has much longer lasting, positive psychological effects for everyone involved. It is that connection to the community that can help make tight-knit teams even stronger. 

To elevate the personal psyche of a team, there are a few avenues of giving back that a company can incorporate into its business rhythm. From a simple marketing perspective, it is logical to choose a cause that is linked to the organization’s mission and core values. Sure, helping many charities would be ideal, but organizing charitable involvement is time-consuming, so choosing the best fit makes the most sense logistically. 

Take the initiative and have your work group sponsor a unique event for a selected charitable cause. By taking ownership and creating a specific event, such as a 5K walk/run, car wash, or “Eat the Street” event, you’re showing employees and the community that organizational goals and involvement go beyond profit margins and revenue gains. The website Better Fundraising Ideas has an extensive a list of ideas.  Many can occur at times when they aren’t competing with other major events in your community. 

Another way to assist employees in giving back is to designate “giving days” when employees can individually or as small groups take a paid workday to give their time to a charitable organization of their choice. You might also want to pitch this idea to your executive staff as an enterprise-wide initiative. 

Get started 

You have the tools and talent right in front of you, so let employees set up a task force and have drive the project, choosing how they would like to be involved. Some may enjoy an organizational role, coordinating with city officials, chamber of commerce, charity directors and relevant vendors. Others may simply want to participate at the event itself. Throughout the process, besides seeing happy employees, you may find new talents from your staff you never knew existed. 

During initial discussions with staff members get them excited; let them know how important an event like this is for all those involved. Perhaps bring a member of the charity to a staff meeting so they can explain the charity and how their cause specifically benefits those in need. 

Some team members will get excited immediately, while others may see an event like this only as extra work. Through leadership and delivery, provide those employees who need that extra push a jumpstart. When all is said and done, their sense of happiness will exist long after being of service for a charitable cause. 

Bottom line 

The reasoning behind supporting a charity event should be for the charity and their cause—that comes first and foremost. A possible bonus throughout the process is the networking that will take place that probably would not have occurred otherwise. Working with other businesses, vendors, and the charities themselves may open business opportunities down the road. 

Company parties, rewards, and bonuses have their place—there’s no question. But the feelings received from giving back, that’s a truly human experience, creating in employees a happy intrinsic feeling that could carry them further and be more rewarding than a company pat on the back. Giving back has the capacity to heighten morale and daily outlook for each of your valuable team members. 

View the original article here

How to Use Curated Content for Content Marketing

rosemary published this at 6:34 am

Content is at the center of everything digital. It is what people look for when searching for something on the web and it is what makes them share, like, subscribe, comment, follow, buy or donate.

But creating valuable content can often be quite challenging, and when you are not quite ready for this challenge, curated content comes to your rescue.

Content curation basically involves sifting through relevant information on the internet and sharing the best of what you can find on your social profiles. However, curating content manually takes a lot of time and effort. To make things easier, you can use tools like DrumUp, Scoop.it and List.ly and overcome this hurdle. Using high quality, curated content projects you as an expert and an authority in your field. It gives you the reputation of being a reliable source of information, which will act as your social capital.

To save time and money
Original content can be expensive and takes a lot of effort and time to create. Content curation is a way in which you can make sure that you have quality content when you’re strapped for money or time.To become the trusted source of information
Prudent use of quality curated content will turn you into an authoritative source on the web. Sharing high quality content can make you the preferred source that others refer to for advice, tips and suggestions.To create round-ups for better engagement
Your audience could easily miss some content you share because information moves quickly on the web. Doing a round up of the best stories of the week on a specific topic can help them stay up to date. They will be grateful to find all the noteworthy advice and news that interests them in one post. To reach out to a wider audience
Using different content formats such as audio,video, presentations, and infographics on different social media platforms will add variety to the content you share and will help keep it interesting.Social media
In a survey of 400 marketing professionals, 76% of the respondents said that they share curated content on social media. When using curated content on Twitter, try expressing an opinion or asking a question. But you’ll have to keep it short since you only get 140 characters. Facebook and LinkedIn on the other hand give you a little more scope for long-form content. You could write a summary, add a commentary or ask a question to begin a conversation. Newsletters
Use newsletters when you need multiple pieces of fresh curated content all put together in one place. Remember that newsletters should include the latest in industry trends and data from the previous week, fortnight or month. Along with curated content, a good newsletter will include a note from the editor, original articles, calls-to-action and information on how to contact you.E-mails
Though email has often been prematurely declared dead and irrelevant, there are marketing tactics that live on. Curated content can be used in email marketing. You can charm your subscribers with interesting and quality curated content sent straight to their inboxes. Share links to your blogs and social network profiles in the mail. You will only earn more loyal subscribers.

There are three main challenges you face while creating original content – paucity of time, inability to create sufficient amount of content and inability to create engaging content. Curated content can help you overcome all these challenges effectively.

Are you curating yet?

Filed under Content | No Comments »

View the original article here

Get The Best Out Of People Through Leadership Development

Studies show that in organization, a strong sense of leadership is a must for its operations to run smoothly. It is for this reason that many companies now offer leadership development to potential leaders in various business organizations and also for people who would want to discover the inner leaders in them.

Leadership development pertains to activities that help a person enhance his or her leadership skills. This can either be through formal seminars or in other means such as a team building activity or a retreat. No matter what type of leadership development is preferred—the formal or the laidback setting—experts say that there is one surefire way to get the best our of people. This is by helping them discover the power of self motivation.

A different leadership development approach

Leadership is effective when an organization runs orderly and its people are working in a harmonious setting. This type of leadership, say experts, can be achieved only if the leader is motivated towards one common goal to success.

Studies show that leadership development that incorporates the concept of self-motivation is far more effective because it helps the person look forward to better things in life. These days, there are less effective leaders because many of them have lost their innate means of motivating themselves. When motivation to accomplish a certain goal has diminished, it would be easier for a leader or a potential leader to just give up and live a remorseful life filled with negative things.

Today, more and more people who conduct leadership development try to incorporate motivating the participants because this is one of the keys in helping people get rid of negative emotions. When people are cleared from negative vibes, they will be able to think more clearly and would be able to see things in a positive way.

Helping individuals discover the inner leaders in them

One of the factors that hinder people to lead better is their personal issues and problems. If you are conducting leadership development, it would be best to address the problems of potential leaders and help them motivate themselves.

You can tell them to slow down and set their own pace. Although it is sometimes healthy to be competitive in terms of achieving goals, there would always be times when people will get tired of running after so many things because they don’t want other people to finish before they do. More often than not, people who compare themselves with others are the ones who are left behind without anything because they spend too much time thinking how they could outlast the other person, thus, neglecting his or her own priorities.

To help that person motivate him or herself to be a better leader during leadership development, it would be best that they understand the importance of self-motivation so they won’t feel too much pressure. Tell them that this is beneficial for them because they can rest whenever they want to since nobody is breathing down their necks to finish something.

Why Management Training Is a Waste of Money

You have a problem. You know that your management team isn’t as effective as it could be, and you know that this problem comes down to a lack of skills or ineffective mindsets. So the solution is, of course, to find a management training professional to come in for a one- or two-day overhaul that will transform your managers into leadership rock stars. 

Right? Not exactly. 

Some $60-$80 Billion in the United States alone is spent annually toward leadership training. Yet only 20 percent to 30 percent of skills learned during this training actually results in on-the-job changes. 

So if 4 out of 5 dollars spent on management training are wasted, why do we keep spending the money? Because our need for making our managers better leaders far outweighs the ineffectiveness of the training. 

Is management training destined to fail, or are there adjustments that can be made to beat the averages and create a management program that is more effective? To answer this question, let’s look at why management training is failing in the first place. 

No Focus on What Happens Before Training

When training occurs, participants are typically shuffled into a classroom with less than a basic idea of what to expect. Maybe they know that they’re going in to learn “how to delegate more effectively,” or “how to better influence others,” but research says that’s not enough.

According to a study by University of Phoenix, 26 percent of learning effectiveness is actually dependent on what happens before training even takes place. This period of time is also known as the “pre-event.” The purpose of focusing on what happens before training is to provide participants with an effective mindset before entering the actual training curriculum. 

Little to No Follow-Up 

We’re seeing more and more evidence that what happens after training is most influential on whether or not training sticks. For instance, according to a recent ATD study, 70 percent of training failures occur because the real-world application environment is not conducive to fostering retention and follow-through. 

Without having accountability and regular refreshers on goals and priorities, the training curriculum will be quickly forgotten. 

Management training is a waste of money. The exceptions have less to do with content (actually, most content in management training courses is generally quite similar), and more to do with what happens before and after training. 

At Leadership Choice, we’ve dedicated our programs to overcoming the “how” and “why” of ineffective management training courses. In doing so, we have perfected a training platform that is 3x more effective than traditional leadership learning programs. Through some mindful changes to a traditional training system, we’ve been able to accomplish an average 85 percent retention and application rate.

We payi attention before training even starts. Our pre-event typically begins with a collaboration between a participant, their senior manager, and one of our leadership coaches. During this conversation, we are able to focus on a participants’ specific goals and needs. This gives the participant a preliminary mindset of what to focus on during training (instead of simply trying to be a “catch-all” for every bit of information) in order to more specifically fill their personal skill-gaps.

We prepare each participant to learn more effectively. Every participant in our program takes part in a communication workshop that helps them better understand their personal communication and learning patterns, as well as the communication patterns of those around them. Because management is such a people-oriented position, understanding how oneself and others communicate amplifies the success of the changes a manager will learn to make during their training program.

No participant flies alone. Our training models usually consist of four to five learning modules, each of which is directly followed by a one-on-one conversation with a personal leadership coach. This conversation personalizes the curriculum for each participant, allowing the participant along with their personal leadership coach to develop application plans and goals in order to make retention and application easier.

 No goal is forgotten. While many participants in traditional management training programs may leave their training session with a list of goals and priorities, this list is typically forgotten within a matter of days. To mitigate forgotten applications, our personal leadership coaches meet with each participant’s supervisor post-training. 

More importantly, Leadership Choice empowers the supervisors with the tools, knowledge, and follow-up to foster an environment in which the participant can successfully apply new behaviors.

View the original article here

What’s the Primary Driver of Innovation?

Innovation is the creation and implementation of something new and different. Innovation is a fresh approach to solving a problem and application of the solution. Innovation is both thinking and doing. Innovation is follow-through, the commercialization of a good idea. 

Innovation is vital because it’s the only way you can reliably achieve profitable growth. And profitable growth is the chief objective of every CEO. You’ve got to have profit—that goes without saying. But profit is not enough. You also need growth. In a dynamic competitive landscape, the company that’s not growing is on its way to irrelevance. 

There are really only two ways to grow. 

You can grab a bigger slice of the pie by stealing business from the competition. It’s fun, if you can do it. But it’s not easy. You can grow the pie. Innovation in products and services may do both. Innovative products and services can grow the market. They can grow the pie. And innovative products and services can also snare your competitor’s customers and enlarge your piece of the pie. 

In addition, process innovation can grow your profitability, because it means you’re running your business more effectively. 

Less time. Less scrap. Less friction. Less cash consumed. More cash remaining. More to the bottom line. That’s wealth. 

It’s the job of the CEO to create wealth. It’s the job of the CEO to drive innovation. Your CEO cares deeply about innovation, and so should you. 

What Really Drives Innovation? 

There are lots of books and articles written about innovation, and I’ve read many of them. Few seem to capture the primary lesson that that’s revealed by innovation research: expertise, more than any other factor, determines your ability to innovate. 

This doesn’t seem like much of an insight, but it must not be that obvious because so many books on innovation gloss over or completely ignore the role of expertise. Instead, they focus on getting the right culture, recruiting diverse teams, implementing gate reviews and process metrics, taking risk, and celebrating failure. A lot of what’s written about innovation, in my estimation, misses the mark. 

Look, there’s no such thing as the perfect culture to drive innovation. Even if there was a perfect innovation culture, it wouldn’t guarantee innovation. The power of team diversity is over-rated. In fact, diversity may work against you. And go ahead, use gate reviews, take risks, celebrate failure, and do a great job measuring everything. Good luck. It doesn’t mean you’ll innovate. 

But if you do nothing other than assemble a handful of engaged experts—I’m talking about true experts—you’ve at least got a shot at innovation. 

Above All, Innovation Requires Expertise 

We can all cite accidental discoveries that have launched groundbreaking innovations. But if we’re serious about innovation, we can’t wait for accidents. We have to be intentional about it, and that means we need experts. 

Experts have the ability to see anomalies that others don’t. They see similarities others miss. They see connections that are invisible to non-experts. They see patterns. Those patterns and connections are the basis of innovation. Innovation comes from the connections experts see between patterns. 

The first step to becoming intentional about innovation is to understand experts and the nature of expertise. 

Experts are passionate about their discipline. They are more than highly interested. They are more than hobbyists. Experts are focused, obsessive, and single-minded in a way that’s nearly incomprehensible to the non-expert. They are driven to study, think, experiment, and to develop their own unique point of view that is the result of their own work. Ownership is important to them. They cultivate their passion and fiercely guard their expertise because they’ve invested so much in it. They own it. In fact, that largely explains why they are so passionate. Their passion builds as their expertise builds. 
  Experts have a vast amount of experience. The passion of experts leads them to spend more quality time working in their discipline. The 10,000-hour rule was identified in research years ago and popularized more recently by Malcolm Gladwell. The point is that, although there are ways to accelerate and enhance the value of experience, there is really no way to get around the sizable investment in time required to develop expertise. A true expert in any recognized discipline—chess player, diesel mechanic, or physician—has paid their dues.
  The nature of an expert’s experience is different. It’s not just that experts have more experience, there’s a qualitative difference in their experience. They practice differently. It’s more focused, more intentional, more mindful. It leads the expert musician player to play the same four bars of difficult music over and over and over again until it’s more than perfect, until it’s natural. As martial artist Bruce Lee said, “I fear not the man who has practiced 10,000 kicks once, but I fear the man who has practiced one kick 10,000 times.”
  An expert’s motives are different. They are achievement-oriented, but the way they define achievement is different from others. More than anything else, they are motivated by being an expert. They love to have answers that others don’t. They love to be in demand for what they know. That’s not to say that experts don’t have other motivators. They may value autonomy, money, power, security, or affiliation, for instance. But above all, they long to breathe the rare air that only true experts breathe when they reach the pinnacle of their profession.

Of course, expertise is not the only driver of innovation. Innovation requires teamwork, and creating the right team environment for experts is essential. Innovators need resources, and are best served by an organizational culture that is informal, promotes a high degree of approachability between all players, and fosters constructive dissent.

We’ll explore these topics in future posts. In the next article, we’ll delve deeper into the careers of experts and explore how they are best developed and engaged by the organization.

View the original article here

Authentic Loyalty Requires Commitment, Not Just Compliance

Leaders often mistake compliance for commitment. Team members’ engagement in workplace could be misconstrued as commitment. Status quo performance and adhering to policies and procedures, set forth by regulations within industry, are symptoms of compliance.  In order to know the difference between a committed and a compliant team member, leaders and managers should heed simple principles in order to keep the team on track and ensure a “buy-in” attitude.

Micro-managing is a common mistake of leaders in a compliant-polluted environment. This damaging fault of leadership is one that cannot be changed easily or quickly. Acting as the grand overseer causes a state of paranoia for leadership and the team; the incessant need to watch your back and the emotionless overexcitement in an attempt to gain trust can result in an overall hostile work environment breeding compliance over commitment. Work is accomplished, but your team members are never really performing for the greater good and overall goal.

Cultivating a committed team in the workforce should have the majority. Leaders consider commitment as a weakness due to general lack of follow through and commitment on their behalf. However, engineering a committed team can be accomplished in three empowering ideals:

Strong vision. Team members have an emotional connection to the workplace as the majority of their daily lives are spent at work. One cannot assume that performance means commitment. Team members who lack belief in your vision will take the path of least resistance by ensuring work is completed but punch the clock as soon as the task is complete. Committed team members will go above and beyond, they will put their heart into their work. Involvement. Every good organization requires a variety of perspectives in the decision making process. Often the vision is similar for leaders and managers which can result in a tunnel vision and inability to mitigate variables in workflow. This is where feedback from team members is vital. Their democratic role in providing a valuable perspective to how they engage in a workflow or process can provide differing ideas and values when making decisions. Compiling their feedback and sharing to the audience at large keeps the team members engaged, ensures they feel valued by asking their view points and keeps the organization and team moving in the right direction. Recognition. Want to know the biggest secret to employee commitment? Endless thanks. Leadership and managers thank their team members for the greatest goals achieved, hurdles met, and when challenges are overcome. This can leave them feeling as if their daily contributions go largely unnoticed. Gaining commitment requires recognition on a regular basis, even if daily. A simple “thank you” at the end of the day thanking team members for their daily contribution shows your commitment to their commitment and daily dedication.

Gaining commitment from team members boils down to individual respect and helping them entrust to their own success. When team members feel empowered the quality of their work will show the difference between compliance and commitment. Additionally, committed team members will be compliant in the policies and procedures of the organization.

The two roles will begin to homogenize and meld into a cyclical nirvana of a heartfelt buy-in with the vision. Employees will begin to evolve by providing unsolicited, quality feedback to be utilized for the greater good, as opposed to the paranoid, back-biting fear that is generated by constant micromanaging and overseeing. Gratitude becomes the attitude as team members, managers and leadership nurture and develops each other personally and professionally.

An overall feeling of trust and security is experienced by the team members when they feel appreciated for their efforts, their feedback is considered in the decision making process and when they can see how they all merge into the shared vision. Maintaining this mode of operation is key for any organization and their leaders in order to operate at top potential for success.

View the original article here

Leadership Development: Making Sure It Works

Most companies nowadays have a leadership development program in place. This is because it's been a proven way to get an internal pool of talent for running a company. This is a lot cheaper than going outside of the company to headhunt a professional manager. The problem is that like all types of educational programs, leadership development isn't an automatic solution.

There need to be several factors in play for it to work the way it's supposed to. It is important to note that participation in a leadership development program means you're earmarked for a promotion – this is why some people want to be able to get the most out of such programs. If you're one of those people, here's a few hints on what you should be focused on:

1) Be open-minded – One of the hallmarks of being a good student of a leadership development program is being open-minded. Leaders are flexible individuals – they are able to accept most situations and turn it into their advantage. There's an emphasis on this during training and hopefully you manage to absorb it into your work ethic. Being open-minded means more than being able to accept changes in your work environment – this also means that you should be open to the chance that you ar mistaken. Negative feedback helps you improve and make you more efficient as a leader.

2) Be a planner - Another thing that leadership training emphasizes is planning. Good planning will almost always assure you of a positive for any situation that you are in. You will not believe how difficult it is to plan sometimes. This is because most people prefer to take things as they come. This is mostly because most of the time we have a laid-back culture. Leadership training does the opposite. It will encourage you to plan – you're not an employee anymore, which means you have to worry about more than yourself. Goal and problem identification, brainstorming solutions and implementation will be focused on in this part of the program.

3) Being pro-active – Leadership isn't just about spouting orders left and right. Leadership is about being an active part of the process. This is what is called “leading from the front”. Haven't you had that energizing feeling when your boss pulled up his sleeves and got down and dirty? Inspirational leadership goes hand-in-hand with active leadership. Don't be passive and sit behind the desk all day; admittedly it's a part of your job but going into the trenches and getting active feedback from your subordinates and gauging the morale of the group is also part of that. Learn to connect with people in a way that establishes a rapport, making you easily approachable. Also, familiarizing yourself with what your people are working with is a great way to win over your team.

Leadership development isn't exactly a snap but it can be condensed into these three things. Try to work on them and you'll be well on your way to the title of the “Boss of the Year”.

Five Ways to Lead Product Teams More Effectively

In order to bring quality products to market that delight your customers and meet their needs, a company must have leaders that run the product teams effectively.

Read Brian Lawley’s guest post over at About.com Management and Leadership for
5 Ways a Product team leader or Product Manager can be more effective in accomplishing this and leading the team and the product to success.

View the original article here

Leadership Styles: How to Dress for the Occasion

While some leadership styles may be more naturally comfortable than others, effective leaders need to adapt their style to the needs of their employees and the situation at hand.

Read my latest post over at About.com to find out why and how.

View the original article here

The Future Of Leadership Development

As in all things, the future promises an array of new ways and new understanding in the practice of leadership and leadership development. These are critical role-changing contexts which will play an important part in leadership development.

Several trends will assume major roles in the days to come, changing perspectives and changing premises of old assumptions and general thinking.

Leadership competencies

First, leadership competencies (requirements) will still matter. However, they will change as the competitive environment changes.

A study indicates five critical forces will shape leadership in the future: 1) global competition, 2) information technology, 3) the need for rapid and flexible groups, 4) teams, and 5) differing employee needs.

Globalization

Future leaders will have to be familiar and fluid in doing business on a global basis. Globalization, in effect, will require leaders to deal with more and more complex groups outside the realm of their organizations.

There will be more components involving international markets, global economic trends, and outside regions like the Asia Pacific rim, the Southern Hemisphere, etc. There will be an extensive use of the internet in the marketing of products and services.

Technology

The revolution in technology has drastically altered organizational life. It has changed the ways information and knowledge are obtained and spread.

One of the most important changes is in the way people communicate. This had produced some deep implications in terms of effective leadership. In the future, technology will have a vast participation in leadership development.

Leaders will have to be more knowledgeable with technology and its uses. As a matter of fact, technological savvy is slated to become an integral factor in leadership.

Character and integrity

The 90s had produced some of the most blatant corporate arrogance among executives of certain huge corporations. (Think Enron and WorldCom.)

This had triggered and accelerated sentiments among governing board members of companies that character and values shall be made more prominent in the leadership business.

There is a trend among the new crop of CEOs to be self-effacing and modest. (This is in direct contrast to the self-promoting styles of well-known business leaders before them who did not have enduring positive impacts on their companies after they exited.)

Return on investment

The strongest pressure of leadership practitioners in the future would be to demonstrate ROI (return on investment). Leadership development may be strategically important, but it is altogether expensive.

Today’s leading-edge companies (Pepsi, IBM J&J) have been quantifying the benefits of spending time and resources on leadership development for years.

In the future, it is likely that leadership development investments will be a priority of organizations committed to this end. However, plans are afoot to maximize ROI for leadership development efforts by way of effective planning, implementation and evaluation.

New thinking

Some time from now, the thinking would be that leadership and leadership development are going to be inherently collaborative, social and relational processes. It shall be understood as a collective capacity of all members of the organization.

This kind of leadership development is more difficult to design and implement. This is because it is in direct contrast to the popular notion of the past decades where the focus is to train individual leaders.

The Importance Of Leadership Development

More and more companies these days are seeking for help from various firms that offer leadership development. This is because they believe that the trainings that they give would be beneficial not only to their individual employees but for the betterment of the company in general.

Leadership development is very important for a company because it helps the employees and its leaders to be updated on how to make the company stronger in terms of strengthening its human resources. It is also important because the activities during leadership development reintroduce the employees various concepts that will help them adjust in the company and how to deal with its leaders.

New trends in leadership development training

As defined, leadership development pertains to activities that aim to enhance the skills of leaders of individuals or those that belong in an organization. It is usually categorized into two that include individual leadership development or collective leadership development. Individual leadership training focuses on the behavior of the leader when it comes to achieving the goals for the company and in interacting with employees.

The collective leadership development on the other hand refers to the entire process of enhancing leadership skills. This involves not only the leader him or herself but also include those that surround that person including the people that he or she works closely with. Here, interpersonal skills, social skills and networking skills are assessed to gauge the effectiveness of the leader.

Before, leadership development is conducted through traditional setting which is formal and more on theories on. These are usually through seminars wherein participants usually sit down the whole day listening to lectures and jotting down notes from Powerpoint presentations prepared by the speakers.

Now, there have been drastic changes when it comes to leadership development because it is less formal and more interactive. Aside from prepared presentations, leadership development these days are more personal because it focuses on the issues that hinder the person from bringing out his or her inner leadership skills.

Successful leadership development training

To ensure the success of leadership development training, an effective program is needed. It should be designed in way that integrates a range of developmental experiences over a given period of time. The program should also include monitoring scheme and gathering of feedback.

In making leadership development training effective, it should also combine experiential classroom style programs and business school style coursework. It should also include reflective journaling, executive coaching, and well as continuous mentoring. It should also involve goal setting that should follow an assessment of key developmental needs. Then, the evaluation of how goals can be achieved after a given period of time.

An effective leadership development training should include not only have the component of experiential learning but should also focus on self efficacy which include the right training and coaching as well as visioning which aims to develop the ability of the leader to formulate a clear image. This image should reflect the aspired future of the organization based on skills of the leader that heads it.

Developing Your Leadership Style: Getting Into Leadership Development

Being the boss may sound like a good thing but it's more often a headache when you actually reach the top. This is because, like the employees at the bottom, leaders face a unique set of challenges that is comes part-and-parcel of being where all the decisions are made. Nowadays, leadership development course are all the rage – this is because the people who are in upper management are usually the same people who have the drive to make themselves better to improve the bottom line.

This is because most often the key to a succesful business is good leadership and having a style of leadership that enhances company performance is what most executives and managers are looking for. Here's some steps to follow to get your commanding skills up to par:

1) Self-Assessment Is Where It Begins – Knowing yourself and your capabilities is always at the root of developing your skills. How else can you know where to improve? Start by thinking about what type of person you are – how do you view problems and how do you deal with them? Are you an optimist or a pessimist? Do a simple tally of what you think are your positive and negative attributes.

Next, move on to your skills – ask yourself what are you really capable of; how good are you at dealing with people? Do you know how to write a proper report or plan a proper budget? Would you be able to do your subordinate's job in a pinch?

2) What Are You Going To Do About It? - By this time, you should know exactly what you're capable of and your limitations. This is where you need to get planning. Look at your negative traits – how can you offset or eliminate them? Are they really negative traits for your job?

Are the positive traits that you listed really positive? Being aggressive is nice and fine for a sports meet but may not exactly jibe well with calm negotiations. Next, look at your skills: Are there any holes in your knowledge? Do you need to be familiar with something to be able to work at your maximum efficiency? Developing yourself is mostly about asking questions and coming up with answers to them. While you're doing all of this, write it down – this is important for the next stage.

3) Getting It Done – You've got the plan in hand, now you've got to make it happen. Implementing your plan may be a bit difficult – change is never easy, after all. The first thing to keep in mind is to not give up; self-improvement always pays off in the end as long as you stick to your guns and get the desired results you'll be fine. The other thing is you need to have someone else checking your progress. An independent evaluator makes sure that you are not cheating yourself of your development.

There you have it, the first steps to good leadership development. It can be a bit trying at times but it is rewarding all the same. In the end, remember that improving yourself can only help your business.

Ensuring a Winnable Game: Four Steps to Organization-Wide Strategic Success

We live in a fast-paced, ever-changing world that is filled with many distractions. Our organizations—and the members of our teams—are faced with many competing priorities. How do we help our teams and organizations stay focused to achieve our very important strategic goals in the midst of the “urgent” day-to-day responsibilities? 

Many organizations place their primary focus on creating a strategic plan. The high-level strategic plan helps set the direction for the organization. A company’s strategic objective may include goals for revenue growth, improved customer service, designing a new product, or moving into new geographical markets.

Common Challenges

But much of the important work comes after the plan is created. Bringing the plan to fruition to achieve the strategic goals requires focus, commitment, engagement, accountability, and regular review of progress. And in many cases, it requires people to change their behavior. As many leaders know, getting others to change their behavior can be very challenging—even changing our own behavior can be tough!

The challenges faced by Atrion, an IT services organization, while creating and implementing its strategic plans are common to many organizations.

Too Many Great Ideas. Have you and your organization ever been faced with so many great ideas that it becomes confusing and overwhelming to decide where to start and how to prioritize? Have you ended the year with completing few, if any, of your objectives? Not Enough Communication. Are you communicating the organization’s strategic goals to all your team members, or just to the Senior Leaders? Are all leaders communicating the same message to each of their teams? Does everyone understand the reason and importance of the goals you’ve set, and the company vision? Does each person know how they can contribute in their role? Inconsistent Participation. Is there a compelling reason why team members should participate? Is participation consistent across the organization? Have the leaders helped the team members understand “what’s in it for me?” Is everyone accountable for their participation? Lack of Clarity on Metrics. Are your metrics clearly tracking progress? Are your dashboards or reports easy to read and understand at a quick glance? How do you adjust your behaviors and efforts if you’re not achieving the progress you need to meet your goals?

When I took on the role of director of corporate strategy execution, we were faced with these challenges. But we recognized the importance of adopting a formal, proven methodology.

The Solution: Four Disciplines of Execution

To address these challenges, we selected “The 4 Disciplines of Execution” (or ‘4DX’) based on the research and book of the same name by Chris McChesney, Sean Covey, and Jim Huling. The four disciplines of execution that the authors outline—and we have used to successfully execute on our strategic plan are: 

Focus on the Wildly Important Goals (WIGs). Consider the “law of diminishing returns,” which says that if you try to focus on too many things at the same time, it generally dilutes the focus and effectiveness. Instead, choose two to three strategic goals. Make sure that these are the highest priority to help your organization or team achieve your vision. Act on the Lead Measures. How do you know which activities will help you and your team achieve success? If you wait until the game is over, it will be too late to adjust your strategy and plays if needed. The lead measures need to be activities that you and your team members can influence and be measured regularly. These measures will provide the visibility as to whether your actions are leading to the goal. And if they are not, it will allow you time to change direction. Another important key to success is to engage members at all levels of the organization. If team members feel their role and participation is valued, and are supporting one another, they’re helping to set the team up for success. Keep a Compelling Scoreboard. Have you noticed that your team’s efforts and participation are usually much higher when they’re keeping score, and they can easily track their progress? The healthy competition is a great motivator for each team to do their best. And this visibility also allows you to recognize the accomplishments of the teams, or help coach them to get back on track to achieving their goals. Create a Cadence of Accountability. What happens when goals are set but there isn’t a consistent, formal process for follow-through and accountability? It becomes very easy for strategic initiatives to be side-lined or lost in the midst of all the other competing priorities. It’s critical for the team to set a regular cadence for their meetings, to make weekly commitments for the actions they’ll take to help “move the ball down the field,” and for the team members to have shared accountability to help achieve their success. 

We have used these four disciplines to help us achieve organization-wide strategic success of exceeding our company’s revenue goals, profitability and client satisfaction. We have definitely found that this approach helps to bring the focus, discipline, participation, and accountability to create a winnable game.

View the original article here

Bagels: The Secret to Building a High-Performing Virtual Team

With more and more companies working seamlessly across cultures and time zones, I am often asked by clients what the secret is to building an effective virtual team. 

The answer is simple: fresh bagels. Okay, the secret is really building trust, but we’ll get to the bagels in a minute. 

The challenge, of course, is that it is much tougher to build trust when your team is split across time zones and continents than it is when you’re able to have a friendly chat across the water cooler every day. So, perhaps a second step needs to be added to help trust develop: getting together. 

I appreciate that there may be logistical and financial challenges for some organizations in getting together, but it is almost certainly a cost less painful than the missing financial targets due to a poorly functioning global team. 

Case in Point 

A team leader in a global IT company asked me to help improve the performance of his project team. He told me: “My team members are all respected experts in their fields and perform to an outstanding level individually; but I don’t understand why they miss their targets as a team by some 75 percent?” 

The client was British and based in Singapore; his team members were based in China, South Korea, South Africa, Japan, and Holland. We talked about teambuilding, and he added: “But that’s a lot of culture and time zones to navigate just to build a team!” 

We went back to basics. I interviewed every member of his team. It quickly became apparent that they didn’t trust each other and, as a result, were holding back from sharing information and collaborating with each other. 

What I found was that, right from the beginning, a few cultural miscues and misunderstandings had spiralled out of control and resulted in a very fractured and dysfunctional team. 

At the first few team conference calls, the Dutch and South African members had led most of the discussions. Hearing no questions or objections from the rest of the group, it was assumed that everyone was in agreement with their proposed plan. 

As time went on, it became painfully apparent that not everyone was on the same page. Deadlines were missed, tasks weren’t completed and, seemingly, much of the inaction came from the team members from Asia who hadn’t spoken up at the group meetings.

The South African and Dutch team members were frustrated and told me: “I thought we all agreed on the plan! But some team members didn’t keep their commitments. They seemed incompetent. I am not sure I can trust them again.”

On the other hand, Asian team members were equally frustrated: “We never agreed with the decision. They dominated the meeting and didn’t ask us for our input. We need more time to process the information and reach our own conclusions. We felt excluded!” 

Over the next year, as the project continued, they communicated less and less with each other and worked in silos. What communication they did by emails and conference calls often led to finger pointing on both sides as the divide between the various groups grew wider and wider. 

Hardly any effort was made to establish positive relationships among the team members, to better understand the various cultures at play within the group, or to resolve the conflicts in a constructive way. 

For example, if the South African and Dutch team members had spent some time understanding Asian culture, they would have recognized that the fact that their Asian colleagues were quiet during the meeting was not necessarily acquiescence or their tacit approval. It was much more likely that the Asian team members were taking the time to process the information due to language barriers or they simply disagreed with the decision but were too polite to challenge. 

On the other hand, if the Asian members had realized that many from western cultures are more direct and require more active involvement, they could have asked more questions and made more of an effort to make their feelings known. 

In the absence of any genuine bonding, along with misunderstandings due to cultural differences and language barriers, the group had each made assumptions about other members of the team and were jumping to conclusions about each other’s motives. It was like a cancer growing within the team that my client simply couldn’t stem. 

The Solution 

I worked with the client to bring the team together for three days—not only to work on their challenges, but also to rebuild trust. 

On the first day, we talked openly about what each of them needed from the others in order to build better teamwork, and the responsibilities each of them had to the others.

It was striking how straightforward their needs were. They all consistently asked of each other: 

be respectfuldon’t interruptlistensay “thank you”apologize if you’re wrong. 

In other words, act with consideration and kindness—the basic human building blocks of trust. Somehow these ideals had gotten lost along the way because there was no rapport among the group.

They worked out what their top five behavioral rules would be for future team interactions to ensure their new-found team spirit didn’t evaporate again. The team leader turned this into a slide which would always appear at the start of every meeting to remind them of their commitment to each other. 

They completed the three-day meeting with a memorable night out eating Singapore’s famous Black Pepper Crab and drinking ice cold Tiger beer. They all returned to their countries reinvigorated. One year later, the team leader called me with the news that his team had just hit 89 percent of its targets. 

Examples of Creating Connections 

The importance of not forgetting the basics can be seen in other ways, too. 

I heard recently of a global virtual team that takes turns, once a quarter, to send local food from their country to other team members around the globe so that they can all share breakfast or snacks together during their regular conference calls. At a recent team video conference, the United States colleagues sent a box of fresh bagels and coffee grounds to introduce team members in the Philippines to an “all-American” breakfast. This simple idea has transformed their calls into something that is the highlight of their meeting and the call is now a vibrant and effective communications forum. 

Another U.S.-based client was struggling to connect with a member of his new team, based in Mexico City, who seemed very slow to respond to email requests. Hiding his growing irritation he asked other colleagues, “What’s she like?” 

The leader learned that the worker had recently had a baby and was balancing work and new motherhood, which explained the sporadic responses. He immediately emailed her, congratulating her on her new arrival and sharing the news that he had become a grandparent around the same time. He even attached a photo of his grandson. Within minutes she responded with a picture of her daughter, starting a dialogue that helped them to quickly build an effective working relationship. 

Five Tips for Moving Forward 

Here are my five top tips for building a virtual team that trusts each other and works as well together thousands of miles apart as if they say in the same room. 

Keep your commitments. Do what you say you are going to do. Keep your promises. This may sound obvious, but keeping your word is absolutely essential to earn trust with other team members.
 Share information equally, transparently, and timely. Make sure everyone, particularly team members in remote locations, are not left out in the communication loop. Give feedback in a culturally appropriate way. Give positive feedback in public and negative feedback in private. Be culturally sensitive when delivering feedback so you don’t damage relationships and trust. Don’t jump to conclusions. Check your assumptions first. Make sure your understanding is in tune with other team member’s cultural tendencies. Listen to everyone’s opinion. Check back to confirm that you understand their point of view. Ask open-ended questions to make sure you are all on the same page. Always take a step back to understand the other person's perspective and pressures and give them benefit of the doubt. Help other team members without being asked. Maybe you’ve heard of the “Pay it Forward” principle? Doing something that is kind and helpful for someone (without being asked) is both a simple act of kindness and powerful way to build trust and rapport. It will also probably make their day. 

In my next blog, I will talk about how to take advantage of best practice and technology to ensure your virtual team is properly equipped to deliver outstanding results.

View the original article here

What do rejoicing, gratitude and freedom share?

molly published this at 3:00 am

Most of us think that we’ll be happy ONCE we have freedom, but that it’s impossible that happiness can create freedom. Is it? How many of us can recall the last time we really rejoiced? Was it at a wedding three months ago? Perhaps a New Year’s Eve party? How many of us are looking forward to rejoicing next month for Saint Patrick’s Day? A dinner party next weekend?

Both represent both past and future opportunities, but how about right now?

“Rejoice in the things that are present; all else is beyond thee.” ~ Montaigne

How many of us rejoiced this morning because their computer that connects them to the world started right up? …That they’re probably reading this in a snuggly bed while checking their messages on their smartphone? That they’ll be able to goof off today and watch some sports with their buddies; maybe even have a beer or two? That they can stand under a hot shower (until someone flushes the toilet in the downstairs bath and yells at them to get the heck out of the upstairs bathroom)?

These may all sound like goofy excuses for rejoicing (especially that last one), but gratitude is not only the seat of all abundance, but it is also key to realizing your independence. It is in rejoicing and gratitude that you identify that which is important to you.

When you know what is important to you, you can divest yourself from the other stuff that the world says SHOULD be important to you. THAT, my friend, is some serious freedom.

I really take the time now to notice when things are going well. I notice how good coffee smells when making the first pot of the day. …When I’m driving down the highway at dusk and the fields have that buttery-right-before-sunset glow to them …The sound of a kid laughing in the park. All of these are moments that are easily ignored, but they are all gifts waiting to be recognized.

Even when things aren’t so Hallmark-ian, it pays to rejoice: when you lose the Big Account; when you lock yourself out of your car; when you date the wrong person. Each is a gift, waiting for you to see the lesson within so that you can apply it to tomorrow’s actions.

“Real generosity toward the future lies in giving all to the present.”? ~ Albert Camus

I really like the saying, “go big or go home.”? Fully committing ourselves to our actions is where the magic lies. Half measures really do avail you of nothing. Try to imagine a wedding proposal where the man said to his girlfriend, “Yeah, well, the divorce rate stinks, but if you’re willing to give this marriage thing a shot, I’m game. …So, do you wanna get married, or what?” Blerg. (“No,”? by the way – not to a halfhearted proposal such as that).

In order to give our all to the present, we must be prepared. Here are some ways to “train”? for your life:

? Meditate: Even if you can only start with 5 minutes a day, learn how to shut out the external world and tap in to your consciousness.
? Maintain your Temple: this means taking the time to invest in your health – mental, spiritual and physical. A healthy individual is a responsive individual.
? Educate yourself about your industry, career, calling: Success is where preparation meets opportunity, and so spend a few minutes a day reading blogs, articles or otherwise researching the subject that makes your heart sing.
? Reach out to others who have already achieved what you hope to attain: Take the time to understand what is important to these folks; find out what you have to offer them, and connect (comment on their blogs; engage them on a social media platform).
? Learn to recognize opportunity: And then act when your chance presents itself.
? Do the work: This is the part where your action influences your tomorrows.

When we are tied to the past or connected to possible outcomes, we cannot live independently. We are bound by our regret of what has passed or by fears of what is to come. We must learn to fully inhabit the present and be prepared (as best we can) to deal with what happens. Living in the present requires an agility and flexibility which is a natural by product of independence. What are you doing to live fully?

——————————————————-

Molly Cantrell-Kraig is a woman with drive. Possessing an innate sense of purpose and a pragmatic, solution-based approach to empowering people, she fused these two traits in order to establish?Women With Drive Foundation. Based upon its founder’s personal history, Women With Drive Foundation is a means through which Cantrell-Kraig may effect change on both a micro and macro level. By providing women with something as essential as personal transportation in order to transition them from poverty to prosperity, she, through Women With Drive Foundation, seeks to empower women to help them help themselves. Through this action, the individual applicant benefits, as does society as a whole. Follow Molly on twitter as?@mckra1g or?@WWDr1ve (Women With Drive Foundation) or “Like” them on?facebook.

Filed under Successful Blog | No Comments »

View the original article here

Engage Teams for Organizational Success

Peter Drucker said, “No executive has ever suffered because his people were strong and effective.” Having a strong and effective team will create engagement and excitement, empowering the team with a “CAN DO” attitude that leads to great momentum for success. 

In fact, we all know that there is a limit to what you can achieve on your own. Therefore, to enjoy greater influence, impact, and income, you need buy-in from the whole team. But many leaders are unsure where to start. 

Hire for Success 

Team engagement actually starts at the hiring stage. First, you must attract the best team for your organization. Spend time in an interview procedure to discuss the vision and culture of the organization. Look out for key areas, such as: character, commitment, courage, chemistry, competency, and compassion. 

If you have inherited a team, I would encourage you still to focus on these 6 Cs. This is because this will build the framework for gaining the culture you need. 

In addition, every employee wants to feel secure in their career, as well as know there is growth opportunity. Leaders who want outstanding engagement from their teams need to display and clearly communicate potential growth opportunities. They also need to identify and work with those employees that they want to grow with these opportunities. 

Build the Best Team 

Clearly, leaders play an important role in leading teams. Equally important, though, a leader must realize that they have a pivotal role in first “building” the team. In fact, there is a big difference in having a team that works “for” you versus having a team that works “with” you. 

The first option is more formal. The team rarely exhibits much vision, and it feels that they are just there to do a job and that is it.  However, when you have the latter, you have created a team that is engaged for success. A team that works with you typically displays:

loyaltypassion ·vision commitment to you and the team desire to be and to deliver the best accountability trust. 

These attributes can be found in many team members, but it takes a leader to uncover them—for them to flourish. 

Avoid Criticism; Offer Engagement 

As I coach and train other professionals, I often see a “Tug of War” between the employer and the employee. This leads to frustration, wasted energy, and a breakdown of trust and productivity. Often, this can be traced back to poor leadership. 

When I train leaders, I often say, “Don’t criticize what you allow to happen.” It can be too easy for a leader to criticize a team member, often behind their back, without actually ever addressing the situation or person. The leader, therefore, allows the wrong things to happen, which ultimately affects productivity. 

One of the best ways to create engagement for success is for the leader to be engaged with the team. When this happens the team is engaged with the leader. Success and engagement is then part of the culture of the team. 

Train for Transformation 

Great leaders are great because of great teams. To see teams engage requires leadership training. When a leader sees—maybe for the first time—what she can achieve with an engaged team, it can literally transform a company. And many leadership skills can be learned, including: 

casting a vision—that has team buy-inidentify and recognizing emerging leadersremoving unrealistic expectations—so the team can exceed its limitationscreating a culture of engagement for success by all. 

To be sure, leading a team is a great responsibility. But the coming year holds many opportunities for leaders to become better at leading themselves and their teams. More importantly, leading a team that is fully engaged in where you want to go is fundamental for increased productivity—and can deliver huge dividends for the organization.

View the original article here

How to Plan a Great Off-site Meeting

To start off the New Year, a lot of leaders will take their teams “off-site” for a day or more. An off-site meeting can be a great way to develop strategy, get creative, develop a team, learn, and re-invigorate a team. Of course, they can also be like a sentence in purgatory if not planned and run well.
There is plenty of advice on how to run effective meetings, but not enough on planning. A well planned meeting can prevent a lot of the problems associated with bad meetings. Given that off-sites typically involve more time and people than regular team meetings, more thought needs to be put into preparation.
Here’s a few planning tips that will ensure your upcoming offsite is a fun, productive and rewarding experience, and doesn’t turn into and all day meeting from Hell.
1. Ask: “What is the overall purpose of the meeting?” Is it to develop a 3 year strategy? Improve teamwork? Solve a big hairy problem? Sometimes it’s a combination of a few things, but try to keep it to just a few. A great off-site agenda should not look like an extended staff meeting. This is an opportunity to take the time needed to strategize, brainstorm, debate, reflect, and learn.

2. Ask: “What are the desired outcomes?” Desired outcomes are a tangible set of deliverables that describe what a successful meeting would look like at the conclusion. Examples: “A list of 3-5 three year goals”, “A shared vision”, “a shared understanding of each other’s concerns”. Desired outcomes give you a target to shoot for and a way to evaluate the success of the meeting. It also helps drive the creation of the agenda – a way to screen out the clutter that everyone always seems to want to bolt on.
3. Do a “stakeholder assessment”. Who are all the key stakeholders for this meeting and what would a “win” look like for them. Stakeholders may be attending the meeting or they may not. For example, the manager of the meeting leader is a key stakeholder. You won’t be able to please all stakeholders but it helps to least be aware of their needs.
4. Consider the context. What’s going on in the environment that may influence the participant’s behavior, mindset, or participation? For example, is there a pending downsizing? A new team member? A restructuring?
5. Establish the dates. In today’s busy, fast paced environment, the days of multi-day off-sites are over. 1 Day is ideal, two is OK, and anything more than 2 can turn into a death march.
6. Select an overall “theme” for the meeting. The theme will emerge based on the purpose, desired outcomes, and context. Examples of themes are innovation, change, diversity, or playing to win. Having a central theme allows you to creatively tie all of the meeting elements together: agenda, venue, activities, gift, etc…
7. Find the right venue. Work with your corporate meeting planners or do your own search. Most resorts and hotels cater to corporate meetings and can help you select the best room, meals, and activities. You’ll probably work with a conference planner. Make sure you specify AV needs, room set-up, meals and breaks, and any other details. It’s the little details that can make or break an off-site that are often delegated and ignored.
8. Design the high level agenda. This is a creative process, where you begin to come up with ways to accomplish the desired outcomes. There could be teambuilding activities, strategy or problem solving sessions, training, and/or presentations.
The pieces should begin to fit together like a puzzle. I often write the key agenda pieces on post-its, and move them around until they begin to form a nice flow.
9. Develop the detailed agenda. For each major agenda segment, determine the what, who, how, when, and how long. Be realistic! Better to allow for a little slack time vs. trying to cram too much in.
10. Select “extracurricular” activities. Two day off sites often include a dinner and/or fun activity. This down time is a great way to informally build the team and keep the energy high. Pick activities that support your meeting purpose and theme.
11. Select a parting gift – some kind of special memento that supports the theme and creates a lasting anchor for the experience.
12. Fine-tune the agenda. Work with a partner to trouble-shoot potential snafus and make any inevitable last minute adjustments.

Once the meeting starts, be prepared to make more adjustments. Things never go as planned, but if you follow these steps, you’ll improve your chances of having a great leadership team off-site. Good luck!

View the original article here

Only 3 Days Till Voting Ends says Ravinder Tulsiani

On March 20, the #1 bestselling author Ravinder Tulsiani, announced that his book 'Your Leadership Edge' was nominated for small business book awards in category of management. Today, he announced that there is only 3 days left for a winner to be announced.

This year, 228 books were nominated for the Small Business Book awards; 'Your Leadership Edge' so far has taken a commanding lead and is currently in first place for the management category. "If you haven't voted yet, I urge you to do it. Make your voice count!" says Ravinder.

"I am quite pleased with the strong performance of the book (Your Leadership Edge). It has already hit 3 bestseller lists on Amazon." says Ravinder.

'Your Leadership Edge' was released on December 20, 2014 and is currently available in paperback and kindle format. It has caught the attention of many industry experts. Many of its readers have suggested that IT'S A MUST READ for any manager. (see http://www.YourLeadershipEdge.ca for Reviews on Amazon or http://www.goodreads.com/book/show/22594750-your-leadership-edge for reviews on Goodreads).

We asked the readers what makes this book a pre-requisite for new and seasoned managers and they all said they loved the practical exercises in the book. It not only informed, but it helped the readers acquire the skills.

We asked one of the readers, what would you say to a manager who has not read this book, her response: "managers are the number one reason employees leave, so you owe it to your people to learn how to manage properly to engage and empower them, rather than alienate and drive them away" said Dipta B.

Grab your copy of 'Your Leadership Edge' at http://www.yourleadershipedge.ca/ and don't forget to vote for it at http://vote.yourleadershipedge.ca/

The voting is currently live. Go to http://vote.yourleadershipedge.ca/ to vote for Ravinder Tulsiani. Additionally to buy the book or learn more about Ravinder Tulsiani, simply visit http://www.yourleadershipedge.ca/

About Ravinder Tulsiani
Ravinder Tulsiani is a Senior Learning Consultant with TRAINING EDGE with over 13 years experience in training and development. A Leadership Expert, Author and Speaker Tulsiani has appeared on several major media outlets including Bloomberg, CNN and Wall Street Journal. He is the author of numerous quality, business and self-help resources. For details visit: http://www.ravindertulsiani.net

MEDIA CONTACT:
Company Name: Training EDGE
Contact Person: Ravinder Tulsiani
Email: ravinder@training-edge.ca
Phone: 647-800-5966
Country: Canada
Website: http://www.ravindertulsiani.net/
For more information on this press release visit: http://www.ravindertulsiani.net/blog/

Media Relations Contact

Ravinder Tulsiani
Training EDGE
Telephone: 647-800-5966
Email: ravinder@mail.com
Web: http://www.ravindertulsiani.net/
Read more: http://www.ravindertulsiani.net/blog/