In this issue:

Message From the President
LEADERSHIP AND CONFLICT

The trait theory of leadership says the leaders are born, not made. I disagree. I believe there are specific behaviors that outstanding leaders exhibit that produce outrageous results. I’ve just created Leadership that Transforms & Delivers: A Journal for Introspection & Discovery. This journal is designed to help you unconceal and reveal your own authentic and powerful leadership style. It’s available in a downloadable e-book as well as a beautiful, spiral-bound portable edition suitable for carrying around to capture those moments of profound insight we all have (if we listen).

I’ve distilled the nuggets of wisdom from the coaching program of the same name into a self-study process. A series of questions guide you on an exploration of your passions, commitments, resources and goals. You will gain clarity and techniques to move purposefully toward your goals with gusto and much-needed support. Send it to me now! Or go for even more gusto with the group-coaching program targeted to deal with your specific, personal leadership challenges. More information >>>

		I can approach my boss with more confidence. M. Wright I received a very workable process for dealing with resentments and forgiveness. Karen R. I now have the courage to speak up and communicate my, otherwise unknown, desires more clearly to get results. Anonymous The examples for each aspect helped to show me how to apply the methods for resolving conflicts. A. Honig I am now able to clarify my approach to difficult situations. The simple and straightforward set of steps that were provided, were most valuable. Anonymous The examples shared were valuable. I can use the information in my personal & professional dealings. J. Urias I now have tools to use to resolve the conflicts in my life. S. Rucker

Feature Article -
WHAT DOES IT MEAN TO AMPLIFY YOUR HIRE, INSPIRE AND FIRE POWER?

Dealing with people can be a challenging task; managing people is even harder. Business owners and organization managers are often perplexed at why people just don’t do what they’re supposed to do. This is the first in a series of articles that will investigate why this dilemma exists and what you can do about it.

Sometimes managers hire the wrong people for the job. They recruit by the seat of their pants, relying on ineffective ads and referrals from friends and family. While ads and referrals can be effective, if you haven’t given some strategic thought to your vision for your business and how your employees each contribute to that vision, you’re missing the mark.

In the interview process, you’ve probably asked canned questions which revealed only good interviewing skills of the candidate rather than competencies and attitudes needed to accomplish the day-to-day work. A recent national study indicated that 98% of all employees exaggerate during an interview and half misrepresent their qualifications on their resume. You may have been burned yourself by people who are great interviewers but don’t perform once on the job. Spending a little time and money in the selection process can reduce the cost of turnover and improve customer satisfaction.

(Click to Read More) >>>

Performance Improvement Partner™ PIP Tip