Friday, December 26, 2008

Ushering In a New Year and a New Generation of Leaders

As the New Year approaches it's a time to look back, celebrate successes and look forward to new opportunities and challenges ahead.

For many, this year will be one of our most challenging. I am hearing people say that - for the first time that they can ever remember it's as though 'we're all in this together'. Somehow that feeling of 'sharing the pain' has a way of easing the pain.

Being part of a team - sharing experiences together - being in a community and together creating the future are some of the most powerful needs of human beings.

When we join a company, a team, or an organization we do so with the hope of being welcomed into a well-functioning, healthy environment that is so compelling and exciting that we look forward to work every day. This expectation - and the deep disappointment that comes when it is not realized - is, in fact, an echo of our own individual wholeness and our most basic need for belonging, appreciating, and understanding.

Strengthening Our Organizational Immune System

We know instinctively that a healthy human being needs to be part of a healthy human community. This sense of health - the recoiling from all that is toxic in human relationships - is the fundamental touchstone we need to hold in our consciousness at every moment of our organizational lives.

When the body is healthy, the immune system works at all times to protect it, immediately identifying and attacking any threat to the body's health. The body learns about new threats and creates warning flags to alert the immune system.

These flags arise from cells, directing the immune system to know where and how to target their action and to marshal the internal resources to restore health. Cancer cells, for example, lose the capacity to pass this important information along to the immune system. When cancer forms inside our bodies, these warning flags are not erected to call the immune system to action.

Strengthening our Individual Immune System

We need to understand that the conditions necessary for creating healthy organizations are, in fact, the same conditions necessary for creating healthy individuals. We need to test and examine our beliefs about the balance between personal independence and the collective good - what I need in the context of what WE need. And we need to learn how to stand comfortably and confidently on that edge.

Raising Our Flags

It is as important that WE - both individually and collectively - monitor the health of our business culture, organization, teams, and one-on-one relationships - especially during times of challenge and economic crisis. Everyone in the organization must have the power to raise a flag if he or she needs help handling challenges, whether they arise from within the organization (conflicts) or from outside in the form of economic challenges we are all facing together. We need to look at challenges not as threats, but as opportunities to learn.

Each of us must be empowered to be part of the team, to watch and listen for challenges and respond to them. Each of us must become alert to challenges and listen in new ways to one another so that we add to the collective ability of the organization to respond quickly and proactively. With this level of awareness in place, we can better recognize how to respond by drawing on the wisdom of the whole organization.

There is, in fact, no I - only WE. Deep down we are not individuals, but rather collectives, billions of cells working in concert, networked together in an exquisite equilibrium via a common genetic code buried in each and every cell. But this amazing, self-healing system operates unconsciously within each of us: When it fails, disease results. When it works, we all learn, grow, and nourish one another and live in a state of health. What keeps it working are our Vital Instincts for mutual success.

As 2009 approaches, let's turn to each other to draw upon our deepest, most profound wisdom for ushering in new ways of thinking in the world. We are a global family.


 Judith E. Glaser is the Author of two best selling business books:

Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization - winner of the Bronze Award in the Leadership Category of the 2008 Axiom Business Book Awards, and The DNA of Leadership; and the DVD and Workshop titled The Leadership Secret of Gregory Goose

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Sunday, November 23, 2008

Children's World - The Emergence of Self- Expression

When my children were in elementary school, I created a project for their school and called it Children's World. For several years, we published an incredible book that contained the stories and pictures of all 550 students from kindergarten through 5th grade.


 The first thing that made the project extraordinary was the immediate support it garnered. We offered to have the students' stories and pictures compiled into a book and published. I shared this idea with the principal and he got behind it right away. I shared this idea with the teachers and they got behind it and offered to help in any way they could. I shared this idea with some parents and soon had 20 volunteers. When we shared this idea with the students, all but two participated. We were off and running.

Within a few weeks we had all of the contributions.

The second amazing thing emerged as we assembled the project each year. To create the books, we put all the contributions on the floor, looking for how we could combine them: everything from stories and pictures from the 5th graders to poems and pictures from 1st graders.

Something amazing seemed to drive the process at an almost invisible level. It was as though each year there was something in the air that each child was breathing - some aromatic that they could all sense. This unique essence showed up in the patterns and substance of the student's expressive art work and writings. Each year it was different - each year a larger story emerged and - once we saw it - mystified those of us working on the project.

At the end of our pattern seeking process, all of the art and stories came together into chapters that were driven by themes that seemed to emerge as we sorted. Each year the overriding themes were very different, yet the work seemed to synchronize.

We found a local printer who printed the books at cost, and made the books available to anyone who wanted them. They sold out in the first 2 days - we had to re-order them. We were surprised again at how much the children loved the books. Teachers saw them carrying the books around throughout the year. They were amazed at the fascination children had for each other's "expression." Teachers told us there was an upsurge of creativity during the years we published Children's World.

Other schools in our community heard about the project and began their own Children's World project.

 We later did a follow-up study to see if there was any impact of the books on the children in some measurable way. We were looking for any and all possible connections that might show the impact of the projects on how well the children developed - emotionally, socially and/or academically. At this point it was just curiosity. Low and behold, we did indeed find a positive impact from the few years we did the Children's World projects: There was a direct correlation to the number of children who were accepted into top universities - measurably more than in the years before or after.

Why might this be so? This experience suggests that there is something very important that happens inside when our view of the world is "validated publicly" -- when our voice is heard and acknowledged -- when we see we are not alone in our inner thoughts -- when our thoughts connect to other's inner worlds and tell a bigger story.

My feeling is that we all have bonding instincts. We have the need -- a strong instinct -- to connect with others and make music. When validated and fulfilled, our connections elevate us to higher levels of growth, wisdom, creativity and insight.

The contents of the book seems to speak to how children relate to their world -- how they figure it out, what they find interesting -- what turns them on. The book turned out this way -- 550 contributions:
  • I experience my World
  • I love the colors of my World
  • I grow when I am a part of the changing World
  • I experience joy from loving animals
  • I grow from belonging sharing and caring about others
  • I can imagine anything I want
  • But when no one tells me what to do I...
  • As I grow I learn how others reach out...
  • But when all is said and done...
We did the book twice -- and then I returned to school for another degree and passed it back to others to run. This past year I discovered that school children shared it with neighboring friends, and the idea caught on -- today all of the local schools in our Connecticut community publish books. It is now run by the teachers -- and is part of the curriculum. Imagine being published at the age of 8. What an achievement. More so, the experience raised the levels of writing and drawing in the whole school. Personal expression was supported. Kids believed they could do more and they did.

How to you drive self-expression in the workplace? How do you encourage speaking up? In what ways can people apply their talents to create the next generation products and services your company offers?

Discovery:
  • What we write and draw about reflects what we feel about our relationship to the world around us
  • Who we are is evident in how we express ourselves
  • We willfully seize opportunities to contribute when they call to us
  • Sharing our worldview validates our worldview and gives us confidence to live into our aspirations
Try These Experiments:
  • Think about how to craft an exercise like Children's World in your organization, your team, your school
  • Start a meeting by asking people to share a personal story and a business story that just happened that they are excited about -- watch how the meeting shifts
  • Collect success stories in teams and publish them -- watch how the team spirit changes
  • Publish success stories on your intranet. Ask people to include tips, and practices that underlay the success -- watch how the Cultural Intelligence grows in your organization

 Judith E. Glaser is the Author of two best selling business books:

Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization - winner of the Bronze Award in the Leadership Category of the 2008 Axiom Business Book Awards, and The DNA of Leadership; and the DVD and Workshop titled The Leadership Secret of Gregory Goose

Contact: 212-307-4386

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Saturday, November 22, 2008

What If....

WE think we're communicating, we are not.

WE use words that are familiar without the same meanings.

WE drive each other down into the dumps on not delivering.

WE didn't even agree on what to deliver.

WE think others are foes before they are friends.

WE fight for what we want rather than ask for it.

WE find others wrong before they are right.

WE play to win not to include.

WE harbor bad feelings till we burst.

WE confront disappointments late.

WE seek to blame before we seek to take initiative.

WE hide behind our fears and hold onto them too long...


WE ARE HUMAN BEINGS...

WHAT IF we had a real choice to make...

To give each other a chance to learn, grow and nourish.

To listen from the heart first before the head.

To ask when we don't understand, then listen until we get what others really mean.

To make winning the outgrowth of doing great things together with others.

WHAT IF we made the VITAL choice today...

To honor how far we've come and stay focused on the journey ahead.

To understand that without others we'll never get there.

To realize that we create the future and then step into it.

To take the time to author the future WE want to create together.



 Judith E. Glaser is the Author of two best selling business books:

Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization - winner of the Bronze Award in the Leadership Category of the 2008 Axiom Business Book Awards, and The DNA of Leadership; and the DVD and Workshop titled The Leadership Secret of Gregory Goose

Contact: 212-307-4386

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Observations of the Historic 2008 US Presidential Election


Most of us have grown up reading about historical turning points. This year, on November 4th, 2008 we experienced one together - not just our nation - the whole world.

As the world watched, we elected the first black President of the United States. Barack Hussein Obama represents a new way of being and a new way of thinking in the world.

During the first debate, some people criticized Barack for 'not being tough enough' and 'not fighting back.' His response was, 'this is my way - this is who I am.'

Barack has ushered in awareness that enables us to see the 'Fear - Hope' continuum in the words we speak with each other, in the conversations that connect us, and in the actions we choose to take.

We need teachers and sages in politics, not just politicians. Barack has given us light to be clearer on our choices, and to understand when we are choosing hope and accountability over fear, and why we are choosing hope. Barack is teaching us to be leaders, not followers.

During the election, each of us was asked to soul search. To dig inside and see what we each wanted to stand for. We had a chance to hold up a mirror and decide. And the world did.

Never before have we had such a voting-turnout. Never before have we had so many young and old people standing in line side-by-side to vote. Never before have we had such spirited debates and such lifting of consciousness about what it really takes to live in a WE-Centric world.

And now the healing begins. Democrats and Republicans are coming together to address one of this century's most threatening economic crisis; a crisis that not only touches our land, but reaches around the globe. We are all in this together whether we like it or not.

WE -as a global community - must find new ways to talk with each other; new ways of embracing our differences; new ways of having conversations. Now is the time to face each other in peace and unity - now is the time to seek new ways of framing our challenges to invite our best thinking to emerge. Now is the time for WE, now is the time for Change.

Judith E. Glaser is the Author of two best selling business books:

Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization - winner of the Bronze Award in the Leadership Category of the 2008 Axiom Business Book Awards, and The DNA of Leadership; and the DVD and Workshop titled The Leadership Secret of Gregory Goose

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Saturday, September 27, 2008

News & Events

Harvard Business School Alumni Association of Boston

Career Track Event
Deciphering the Language of Leadership

Leaders and managers in business often talk about "leadership" and "management" as though they are the same. We have been asked to lead a discussion exploring the distinctions between the two and the overlaps.

Date: Monday, October 27th, 2008
Time: 6:00 P.M.
Place: HBS Hawes 101

Click here for additional information and to register for the event.

_________________________________________________


Interview with Jim Blasingame on
The Small Business Advocate Show

How many brains do you have? Listen to our recent interview on the The Small Business Advocate Show with Jim Blasingame discussing what experts describe as our five brains and how to know when to listen to the right one at the right time.

_________________________________________________



Creating WE Institute - Workplace Negativity

The Center for Sustainable Leadership together with The Creating WE Institute are offering a 4-hour workshop titled Workplace Negativity - Performance Inhibitor or Business Accelerator?

Workplace negativity has been blamed for everything from stagnate productivity to declining morale. Management gurus routinely offer advice on how to "overcome" negativity and several bestselling books have been published on the topic. But what if negativity was not necessarily a bad thing? What if, instead of being something to be overcome, negativity could be harnessed as a source of heightened productivity and breakthrough innovation? Learn how companies like Capital One, IBM and Motorola are using this new understanding of negativity to enhance leadership effectiveness and improve teamwork.

In this 4-hour program, you will:
  • Learn why traditional approaches to managing negativity "leave money on the table"
  • Learn about a radical new understanding regarding the nature of negativity and how, when properly interpreted, negative emotions can become a source of penetrating insight, heartfelt compassion and breakthrough creativity
  • Learn a 5-step method for transforming negative emotions into prudent action and apply this method to an emotionally-charged situation at work
  • Leave with a Workbook and Job Aid to support you in applying these principles in your day-to-day interactions.
Click here to learn more about this workshop.


Judith E. Glaser is the Author of two best selling business books:

Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization - winner of the Bronze Award in the Leadership Category of the 2008 Axiom Business Book Awards, and The DNA of Leadership; and the DVD and Workshop titled The Leadership Secret of Gregory Goose

Contact: 212-307-4386

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Vital Conversations - Deciphering the Language of Leadership


The brain is like a black box, which has always been a mystery to human beings since the beginning of time. Every generation tests the brain with different forms of "drugs" and "chemicals" to try to see what the impact will be, making us better from illness, giving us highs, helping us see the world in a positive way if we are depressed; all forms of substances that test the brain's capacity to be changed. When we impact the brain chemically, we impact our state of "being" - we impact what it means to be a human being.

Language evolved only 6,000 years ago. Its function is yet to be fully understood. My premise is that language is the "new and natural medicine" with the capacity to trigger states of being as powerful as do drugs. That is why we are seeing a rebirth in psychiatric counseling in the treatment of psychoses and a big movement in the business world toward Appreciative Inquiry and Positive Psychology.

Historically, the medical model has been about fixing what is broken. However if we adopt this new thesis about the power of language, and we focus on the facilitative role language has in evolving the brain's capacity to expand perspectives, and create a "feel good" experience, then leaders can shape the workplace in profound ways.

Business Case for Mindfulness

We now have a business reason for understanding the power of this new linguistic framework for leaders. In the past decade, neuroscientists have corroborated that there are two types of genes. Those that are fixed - called template genes, and those that are impacted by the environment - called transcription genes.

We now know that children who are raised by parents who understand how to positively shape a child's environment with appreciative and value based conversations, will shape the child to become more optimistic about life, and more confident about themselves. Those children who grow up in punitive and judgmental environments will tend to be less positive about themselves, and more judgmental about others - passing along the "gene" for judgment to others with whom they interact.

We have a strong belief now that many of the "illnesses" we see today can be reduced by focusing on the "feel" of the conversational environment that we create both for our children and for our employees. To take this a step further, this suggests that mentally healthy people will have a strengthened immune system, affording them increased protection against disease. Studies of those who grew up in families where they were loved, where they learned to discover their strengths, and where they were challenged in positive ways, tend to be very healthy of mind, body and spirit. They will lead healthier lives.

Truth Be Told

What is exciting is that the field of genetics is proving that this premise of the power of language is actually true. There are many, many scientists working on deepening our understanding of genetics and neurobiological changes and they apply to human development and human behavior. One scientist, Dr. David Haig from Harvard University has spent 30 years studying life in the womb and the birthing process. He has shown that genes are turned on and off in utero and that they continue to be turned on and off during life based on the impact of conversations and the environment at large. These genetic changes, some permanent and some temporal, have a profound impact on our well-being.

Bruce Lipton, Ph.D. believes that every cell in our body is part of our body-language system talking continuously to ensure we are in a state of optimum health. Language is an environment in the same way that food is an environment, or unhealthy water is an environment, or toxic waste is an environment. Language impacts our state of being, and through that impacts our evolution as human beings.

We are Social Beings

No human being can function in a healthy way alone. When we are alone our brains shrivel up and we die earlier. Feral children, children experiencing no human contact, are unable to function in society simply because their FOXp2 gene is not activated during their development.

We need each other to grow and develop - and that development continues from our birth to our death. The notion of independence is false. We are interdependent and thrive through conversation. Conversations drive our social evolution - and raise all of our intelligences. Conversations shape our future.

Creating WE Institute's focus is to help leaders understand the power of language to trigger health and create positive growth. In genetic terms, it's to create positive epigenetic changes. What is pivotal to our work is that through language we connect with others and how we connect has a huge impact on us all, not just on a personal level, but on the future of the world.


Judith E. Glaser is the Author of two best selling business books:

Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization - winner of the Bronze Award in the Leadership Category of the 2008 Axiom Business Book Awards, and The DNA of Leadership; and the DVD and Workshop titled The Leadership Secret of Gregory Goose

Contact: 212-307-4386

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Monday, September 8, 2008

Three Vital Principles for Creating WE

Learning to manage the three critical dynamics for creating a WE-centric workplace is the key to success. First, you learn to manage your own reactions; second, you put your ego behind you; and third, you focus on the challenges facing the organization and build healthy, mutually beneficial relationships with others. Your ability to lead will increase exponentially, and you will enhance your ability to create inspiring environments where people work together for mutual gain, growth, and understanding.

Conversations

Rather than finding yourself tangled up in conversations about blame and fear and frustrations about what is not happening at work, you establish a positive context for transformation by engaging people in ongoing and iterative conversations about what has, can, and will work to create a transformation. In doing so, you focus on what needs to happen to address the challenges facing the organization and, with that focus and commitment, you develop into the best company possible, as a WE. Rather than trying to fix the past, you focus on creating the future with others. It is an experience at once exhilarating, engaging, and profound.

When colleagues work in concert, they learn from each other and are more apt to develop the higher-level skills and wisdom needed to meet the organization's performance goals. When we connect, we learn how to turn breakdowns into breakthroughs-we become high performing. When leaders turn to others for advice, suggestions, feedback, and points of view, and value them, they create a community of colleagues that look forward to coming to work every day.

Dissolve Cultural Boundaries

Even though our communication technologies enable us to dissolve boundaries of space and time and interconnect us in exciting new ways, we are still faced with the same old human challenge: to dissolve cultural and psychological boundaries among colleagues to build trust and to access the powerful people-resources we bring into our businesses.

WE-centric leaders know how to lift people out of fear, frustration, and anger, which cause people to disengage from each other. They know how to create a culture that enables colleagues to be connected, engaged, and involved in creating and living the values and vision of the company.

WE-centric leaders know that people become reactive when they feel disconnected. They understand that when people feel out of the loop, they project their anxiety onto others, create more fear, and blame others for what is missing in their lives. When we are rejected, we reject back and disengage.

Healthy Generative Culture

I-Centric Universe - I am the center of the universe - creates:
  • Territoriality and conflict
  • Lack of sensitivity
  • Indirect communication
WE-Centric Universe - WE are the center of the universe - creates:
  • Creativity and growth
  • Sensitivity and mutual support
  • Feedback rich, vital conversations

Hardwiring the DNA of Organizational Life

As a leader, you have the ability to shape and craft the experiences people have at work by understanding how to reduce fear and inner focus and create environments that facilitate enhanced sensitivity, mutual support, vital communication, and engagement in the business strategy.

When we live in toxic fear-based environments, we can become unhealthy in mind and spirit. We can react like cancer cells-like cells that stop communicating with the immune system that is designed to protect the whole body, cells that start to grow all over because they have lost their sensitivity to other cells, and cells that create roots and lock themselves in isolation, drawing nourishment from the body and weakening it. The parallel is striking.

When we live in fear, we withdraw, build our Ladder of Conclusions (make assumptions and interpretations based on fear), imagine others are out to get us, and react accordingly. We stop turning to others for help, and we stop taking feedback and advice from others. What happens at the cellular level happens at the organizational level.

Universal Fears and Universal Desires

Universal Fears:
  • Being excluded . . . so we create "old-boy networks" and exclude others first.
  • Being rejected . . . so we learn how to reject first.
  • Being judged unfairly . . . so we criticize and blame others.
  • Failing . . . so we avoid taking risks and making mistakes.
  • Losing power . . . so we intimidate others to get power.
  • Feeling stupid . . . so we either don't speak up or speak too much.
  • Looking bad in front of others . . . so we save face.
Universal Desires:
  • Be included on a winning team.
  • Be appreciated and valued.
  • Be successful.
  • Learn, grow, and explore.
  • Be creative and contribute.
  • Have a leadership voice.
  • Have meaning and purpose.
When we perceive the world through a lens of fear, our egos drive us into habit patterns of protection and, without realizing it, we learn over time to incorporate defensive behavior patterns into our daily routines. Too often, we turn away from others when we are coming from protective behaviors, rather than turning to others for help in making vital changes in our lives.

Judith E. Glaser is the Author of two best selling business books:

Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization - winner of the Bronze Award in the Leadership Category of the 2008 Axiom Business Book Awards, and The DNA of Leadership; and the DVD and Workshop titled The Leadership Secret of Gregory Goose

Contact: 212-307-4386

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Wednesday, September 3, 2008

Vital Instincts at Work

We are human beings - we need to grow and develop throughout our lifetime to reach our potential. Each of us has a unique set of DNA that unfolds through our interactions with others to shape our destiny.

Vital Conversations

When we join an organization we believe we have been chosen among other candidates because we are "the best fit for the job." And when we join, we create expectations and personal visions of success that we bring to work everyday. Through these beliefs we interact with our colleagues, customers, bosses and friends as we seek to fulfill our dreams and aspirations. We seek recognition and satisfaction at work.

When we achieve our goals and aspirations, we feel good - even great at work. When our goals and aspirations are not met, we can become disenchanted. We live between highs and lows - winning and loosing - feeling valued and undervalued. Sometimes sure, and other times not sure we are the right track for success.

When we join a company, join a team, participate on a project, or accept a new assignment, it is usually because we want to make a contribution. Human beings actually desire to be a part of creating something bigger than they can create alone. It's an instinct, a Vital Instinct.

When our expectations have not been met, some people simply move on, while others remain, sometimes feeling stuck, blocked, frustrated or even angry. Those who have the courage to leave get a chance to begin again; for those who stay, life at work can be a devastating experience. As my colleague Barbara Annis says, "Many people quit and stay."

Those who quit and stay, bring less spirit and commitment to work. Others launch into an inner dialogue of self-destructive beliefs that ultimately lead back to, "the problem must be you, not me." Others lose themselves in less productive pursuits-gossiping, beating up on people, telling tales, or bringing personal stuff to work.

Mirror Images

We uncovered a pattern we call Mirror Images. There are seven primary need-drivers that make people feel great about work - and in fact - feel great anywhere. When these drivers are satisfied in a new job, we are fully satisfied at work. These needs are not always conscious like a ready check list, yet they are encoded into our DNA as something that we seek out when making our career and job choices.

Needs for:
  • Being Included
  • Being Appreciated
  • Being Successful
  • Bring Trusted
  • Being Smart
  • Being Powerful
  • Being with Purpose
These seven needs explain why we take a job and also explain why we leave. They explain what gives us satisfaction, why we feel we want to contribute. When they are met we feel we are achieving our goals and ambitions, contributing creatively, playing a leadership role, and finding work purposeful and meaningful. When these needs are not met, we feel we are missing something important - our reason for being - and our ability to feel good at work dramatically diminishes.

Heroes and Heroines

While we are reaching for the stars, innovating and pioneering, we may, without awareness, step on people's toes, exclude those who need including, and limit the possibility for the advancement and growth of others without fully realizing we are doing so. We become territorial without realizing it and cause each other to mover into "I-centric" protective behavior. We are human beings and when threat to our ego occurs we move to protect ourselves from harm.

In relationships, when we believe we're being taken advantage of, we fight back. So the challenge to every leader is to understand what human nature is all about, and how to create environments that reduce threat and alienation, and provide the context for collaboration, sharing and support. These nutrients feed the human brain's evolution from I to WE, and enable us to co-create with others realizing our most awesome potential.

Try This: Become mindful of what triggers you and others at work. Ask yourself these questions everyday:
  • What causes us to feel stressful work?
  • What causes us to feel conflict with others?
  • What challenges are we facing and how are we dealing with them - alone, or with others?
  • What causes us to become emotional, reactive, angry, aggressive or desiring retreat?
  • And how can we transform our breakdowns into break throughs?

 Judith E. Glaser is the Author of two best selling business books:

Creating WE: Change I-Thinking to We-Thinking & Build a Healthy Thriving Organization - winner of the Bronze Award in the Leadership Category of the 2008 Axiom Business Book Awards, and The DNA of Leadership; and the DVD and Workshop titled The Leadership Secret of Gregory Goose


Contact: 212-307-4386

READ OUR NEWSLETTERS