Fields of Dreams…. Aspirational Journey

Irving Fields is 92 years old. Six nights a week he plays piano at Nino’s a restaurant on 58th Street in NYC, right behind our apartment.

People come from all over to listen to him play – even Tony Bennett and other singers who he has played for over the years. Last year Irving wrote a song for the Bush’s dog and they invited him to the White House to play it.

At Ninos, Irving walks around to tables and asks people what they want him to play. He writes down all the songs and then he links them all together into a medley; one song folds into the other. He composes as he goes. He lives for music and loves his music. He has a passion for his music and he shares it wherever he goes. Irving is a Field of Dreams – who never stops dreaming.

When he was 91, Irving has his hip replaced. In the hospital his nurse told him he needed to be careful walking up and down stairs so she made him repeat the phrase, “up-left, down-right” over and over and over again. Every day she came in to feed him, or give him medicine, she would have him repeat, “up-left, down-right.” She even woke him up at 3 in the morning to repeat the coaching to ensure he got it. Irving dreamt about these words - “up-left, down-right” - “up-left, down-right.”

At first Irving was really angry that she thought he would forget. “Goodness gracious,” he would say to himself, “I’m only 92. Of course I’ll remember what to do!”

Then, in an Irving-sort-of-way, he did something wonderful and unexpected. Irving started dreaming about “up-left, down-right.” One morning he awoke and he had turned the “up-left, down-right” phrase into a song, which he then choreographed and before leaving the hospital sang to every one of the patients and nursing staff. He left with a standing ovation.

Irving couldn’t get the song out of his head. He kept singing it to everyone and always got a chuckle. It was a catchy tune, and once you heard it, it had ‘sticky power.’

When he got home from the hospital, one of his protégés called to see how he was doing after his operation. Irving shared the story about “up-left, down-right” and the protégé said to him, “you should start a Jingle Company and write these songs for people to buy.” His protégé further advised Irving to start a company, and advertise his services on the web. Irving didn’t know about the web, all he knew was his music. He didn’t even have a computer.

His protégé told him not to worry. He said to Irving, “I’ll come down and video tape you singing your song, and we can post it on YouTube so everyone could see how great your song is. Irving didn’t know what YouTube was either.

So the protégé came down to NYC from Canada where he was living, and he taped Irving singing. However Irving didn’t sing “up-left, down-right.” When he learned about what You Tube was, he got so excited; he transformed the original song “up-left, down-right” into a song which he called YouTube.com.

So if you go to YouTube and type in the name Irving Fields, you will see Irving singing YouTube.com. Here’s the link: http://www.youtube.com/watch?v=gxkuYeERt1c

As of this week, Irving’s YouTube jingle has had over 719,000 hits. He now has a Jingle site under construction, and he comes up to our apartment to see himself on the internet and count the number of visitors.

Irving Field is our hero. He practices music 4 hours a day and then plays for hundreds of people at night. His positive outlook on life is infectious. At the restaurant, he goes over to tables, introduces himself and asks people what they want to hear, then plays it flawlessly. Even though his fingers appear arthritic, the music comes out with passion and gusto. If you judged him by the outside, you might think he was too old to perform the way he does or too frail to play for hours at a time without stopping.

Irving continues to teach me lessons every time I see him. I am reminded that we can all get caught up in labels, and judge others unfairly. We can think we know what people are capable of and think of them smaller than who they are or could be. Irving has taught me to let go of labels and focus on dreams .

Irving lives in a state of continual youth. He is alive, and growing. He feels young and acts young; he makes people feel good to be around him. He turns negativity into positivity. Most of all, Irving Field builds a Field of Dreams every day, and pulls others in with him. When you are around him, you just want more of him.

Research: We spend 75% of the time in an aspirational state. When we are sleeping we are in a dream state. When we are awake we think about how we want each day to unfold – and hidden inside of those thoughts are our aspirations for the future. Everyone has aspirations and dreams that need to emerge, and when they do we feel alive, and happy and passionate about life. What are you doing to make sure you keep your dreams alive?

Exercise: Field of Dreams

Think about your state of mind. Are you optimistic or pessimistic?
How many times have you found that your passion has left you? How often do you feel that ‘a job is just a job’ and it’s not fun anymore. How often do you say ‘I work to pay the bills’?

What is your Field of Dreams?

Individual: Write up a list of aspirations you have. Some people find it’s easier to call them goals because goals feel more tangible. Write them up and post them on the wall. Check them over at the end of the week and/or the month and see what steps you are taking to turn your dreams into reality.

Organizational: Run an Aspiration Day every month. Ask people to get together and share their aspirations and see how the feel of your workplace will change!

To aspire means to “breathe life into something” and when we aspire together, dreams are borne.

What aspirations in your life are just waiting for a chance to emerge?

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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Effective Leadership Skills

Nothing in life is neutral. Organizations are based on relationships, and most relationships involve positional power.Think about your workplace. Think about your team. What Vital Conversations can you introduce to create a stronger WE-centric workplace? The following are a list of topics that represent the most powerful dynamics at play in a team seeking to work together towards a common goal. When teams learn to have conversations about these vital dynamics, and learn to build rules of engagement to handle them, they are on their way to becoming a powerful team able to tackle every challenge interdependently.

Let’s explore these potential navigational obstacles – sometimes they are “perceived obstacles” and sometimes they are “real.” As you read, imagine how you might introduce these topics for discussion into your next meeting, project or team engagement. Having conversations openly about how we perceive our challenges, enables us to surface our fears and deal with them head on: these are called Vial Conversations.

1. Power
2. Attachment to being right
3. Old grooves
4. Fear
5. Groupthink

Power

Nothing in life is neutral. Organizations are based on relationships, and most relationships involve positional power. Most decision-making involves power and what we often fear most is that someone will use their power in abusive ways. We don’t open up when we feel that we will encounter and engage with other powerful people who have their own self-interest in mind. In environments where acquisitions and mergers are commonplace, or restructuring and re-engineering are day-to-day activities, we often revert to our self-protective behaviors to ensure that in the end we will hold a position of value. Any shift in relationships offers the possibility that someone might be demoted or even fired. It makes sense. Too often changes and reorganizations begin with a “housecleaning.” It’s no wonder when change is afoot that colleagues are concerned about losing rank and power.

Question: What Vital Conversations can you encourage colleagues to have with you to reduce the threat of positional power and create an openness in your communication and opportunities for learnng, growth, and nourishment?

Attachment to Being Right

Under stress, and in the face of dramatic business challenges, we want to have answers; we want to be right about what we believe. We want a feeling of safety and security. We want to live in our Comfort Zones. Yet, this is rarely possible. When we are attached to being right, we defend our point of view. We are not open to learning. We are persuading. We are influencing with a push energy, and most often colleagues will push back. Sometimes our desire to be right accelerates to such a level that we want to be right at all cost, even if it means losing a relationship. Being right provides false confidence in the face of complexity and ambiguity. When we are “all knowing,” we feel superior over others. Sometimes, in the spirit of being right, we explicitly prove others wrong.

Question: What Vital Conversations can you encouarge colleagues to have with you to reduce the negative impact of “righteousness” and the need to be right? How will this positively impact your relationships with others, build trust and openness, and create opportunites for learning, growth, and nourishment?

Old Grooves

When we undergo major changes in our strategies, our direction, and our ability to address marketplace competition, our brain reverts to a default setting. That means that we fall back into old familiar habits and behavior patterns. We are not open to change; we are not open to thinking about new strategies. We close down and fall into the old, worn grooves that feel good—where comfort in the known feels more desirable than facing the challenges of the unknown. When we face rapid change and marketplace shifts, our fear of not having the answers causes unsettling feelings. Human beings have trouble staying open to leaning new things. We want quick answers, and we want closure. Staying open pushes us out of our Comfort Zones. Old grooves are comforting. However, these well-worn, habitual practices, while consistent with the past, are often not right for the future. Old ways of approaching new challenges can undermine success in new ventures.

Question: What Vital Conversations can you encourage colleagues to have with you to reduce the negative impact of old grooves, growth, and nourishment?

Fear

Fear causes us to default to our self-protective behaviors. It is not reality that triggers this response, but the “feared implications” of an imagined unfriendly future reality. Feared implications are the often hidden concerns that we all have about how any change in the organization might negatively impact us. They are hidden because they are implications we are generally afraid to discuss. Example: “If they sell our division, I’ll lose my job.” Or, “If I don’t make the cut, I’ll be demoted.”

Sometimes, these are issues we are not comfortable sharing with others, such as feared implications about the motivations and behavior of our boss: “My boss is a jerk. He’s so insensitive. He’s arrogant and doesn’t care about anyone but himself.” In reality, once we learn how to create safe environments in which we can openly share these fears and concerns, we can do something about them. Discussing them openly is the key to change!

There are other types of protective behaviors that hold us back:

- Fear of giving up control
- Fear of success
- Fear of failure
- Fear of the future
- Fear that nothing will really change

Question: What Vital Conversations can you encourage colleagues to have with you to turn fears into possibilities and create opportunities for learning, growth, and nourishment?

Groupthink

While research suggests that team decisions are formulated on better judgments than those made by individuals, this is not always the case. When Groupthink is at work, the group may limit its wisdom and make misguided, wrong decisions. It is a process for gaining consensus at all cost. While Groupthink may sound like it’s a positive process for getting everyone onboard, it really is not. It’s actually a covert process for, in some cases, strongly intimidating those with different opinions to cave in and agree with the majority. On the surface, Groupthink appeals to our notions of WE-centricity; however, it is a different animal altogether—it is I-centricity disguised as a WE!

Groupthink has a metalanguage, or a hidden line of communication among the team, that suggests “you better go along with what the top dog, the boss, or the company wants” or you will be rejected from the group. Groupthink sets the norm of compliance in place and limits innovative thinking, pushback, and challenging conversations.

Groupthink also forces convergent thinking, which limits exploration, closes down options, and hides inconsistent data from the group’s review. Since groups often seek consensus, those individuals with differing points of view often feel like they need to abandon their divergent ideas for fear they will be rejected by their peers. And because such rejection can go beyond the ideas themselves to personal rejection, we often don’t risk opening up. Sometimes good ideas are squelched well before the important gems surface.

Groupthink screens out some of the most important data that could prompt a new course of action. When pressured by time, judgmental postures, and a few powerful talkers, the group literally stops thinking together and adopts a singular course. By eliminating the potential conflict, the group might also eliminate the higher truth.

Groupthink forces out novel contributions, conflicting ideas, and unique participation, often at great expense of a forced decision. It causes premature closure and convergent thinking, and it can have a negative impact on the quality of decisions. Handled properly, however, a divergent group process can help a team keep minds open long enough to spark breakthroughs in thinking. This is the challenge—and the opportunity—in group decision-making.

Question: What Vital Conversations can you encouarge colleagues to have with you to reduce the negative impact of Groupthink and create opportunities for opening up to learning, growth, and nourishment?

How Fear Closes Down Organizational Space

In the face of group pressure, telling the truth, speaking up, and holding a different point of view takes courage. Encouraging positive pushback and courageous vital conversations enables colleagues to break the Code of Silence, mitigates against fear, and creates a platform for building team success.

WE-aving It All Together

When given a choice, most of us would prefer to create positive change rather than inhibit it. At the same time, our instinct to protect our territory and be fearful of the enemy are triggered when potential changes are contemplated. The natural fear of the negative impact of change (i.e., “I may lose my job”) often triggers fear and the perception that “something is being done to me that I won’t like.” The unintended consequences of these fears are a cycle of behavioral posturing that turns into resistance to change. Why? Because these dynamics create power-over rather than power-with relationships.

The healthiest state of being is when we feel vital. Vital Conversations are power-with conversations where both parties agree to face their biggest challenges head on, agree to be open to influence, and agree to work the difficult issues without letting fear erode their relationship. It’s easier to say that it’s someone else’s fault than it is to work through the dynamics and have the kind of discussions to get to the heart of a problem. In many companies that are experiencing growth and cultural challenges, the essence of the problem stems from fear of speaking up in the face of authority—the fear of opening up and getting pushback. Vital Conversations enable us to create safe spaces for greatness to emerge.

In many cases, people are afraid to push back in the face of five powerful dynamics in the culture. When you make these dynamics visible, you help remove the stigma of pushback and enable people to open up and take risks with one another that release positive energy into the environment.

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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How Does One Become a WE-centric Leader?

Creating the space for open and nonjudgmental conversions is a WE-centric skill. As we have conversations and listen, we are able to sort out what affects our personal future and what does not.

The amygdala in our brain senses threats and tries to prevent them from harming us. It senses where we are in the pecking order, who is bigger, who is more powerful, and who is friend or foe. This kind of subconscious listening is fundamentally I-centric by nature.

Listening I-centrically causes us to be apprehensive in our conversations with others and cautious about their intentions and motivations. Because most of us fear confrontation, and because one of our least-developed skills is the ability to confront another person and have a difficult conversation, we reactively take on the posture of being an enemy ourselves when we sense that we are facing an enemy.

Even thinking of the word confrontation causes our blood to boil, or our fears to rise. The word is fraught with meanings that keep us at a distance from others. The dictionary defines it as “to stand over or against in a role of adversary or enemy.” While the word also means “to meet or to face someone; to encounter another person,” we often project onto the word all of the bad experiences we have had when we face others. Over time the word itself has become tinged with fear and apprehension.

When we think of “confrontation” or of having a “difficult conversation,” it takes most of us to the edge of our Comfort Zone and we will do everything imaginable to avoid it.

Having difficult conversations scares most people into thinking they will lose a friendship, and so we avoid confronting the truth. When we feel frustrated or angry with someone who has stood in the way of our success or undermined us and caused us to lose face—at least from our point of view—we get so upset that we just can’t find the words to express ourselves. We end up angry and express our most reptilian behaviors. Worse than that, we hold it all inside until we boil up and over with frustration and then we blast that person.

Confronting others honestly requires we share mutually in building our relationship, with both parties feeling the power of the exchange; these are power-with relationships. When we feel others want to own us or take our power away —a power-over relationship—we fear harm and cannot open up with honesty. If we think of our conversations as a power-over experience, it’s impossible to be comfortable confronting others honestly.

Additionally, when confronting another person brings up potentially volatile emotions, we move with caution and keep our real feelings close to our chest. In the most extreme cases, when we are faced with situations that stir up highly charged emotional content, most of the tension and drama is actually taking place in our own minds. This is our “story” and how we have put words to the drama of our experience. Much of our frustration is coming from the words we use to tell this story to ourselves and to others.

Yet behind the scenes is the reality of the challenge: How do we communicate with each other when we feel we are being excluded? How do we deal with others in a way that builds relationships rather than erodes them? How do we masterfully keep ourselves in a state of openness, with our assumptions and inferences in check? Susan, President of an International Design Firm, faced the challenge and discovered how to open the space for Creating WE—even though she faced some extremely powerful obstacles.

Designing the Future From the Inside Out

Susan was a senior executive. She climbed the ladder of success early in her career in retailing, and with each new career move, had the opportunity of being president of increasingly larger and more visible design manufacturing firms with well-known brands. Sharp and quick-witted, she was extremely candid. Her intuitive merchandising talent plus her leadership capabilities were both her strengths and her weaknesses. At times, these talents gave her more power and influence; at times, they rubbed people the wrong way. Because she was not fearful of authority, she was good at pushing back against resistance and achieving results.

She was hired as CEO of a medium-sized retail manufacturing company known for its handbags and accessories. The company decided to radically expand its strategy from 100% leather goods to 70% design-oriented accessories, which meant a dramatic change in everything from how product was sourced and made, to how it was sold into retailers. Few companies change their product profile or brand so dramatically – yet this was her carter – and her goal was to win.

Knowing this industry inside and out, and with previous successes, Susan was well equipped to become the leader of this company. Within the first three weeks, however, having completed her internal due diligence of the culture’s readiness to change, she realized that the organization she was about to lead in a new direction was mired in the past, caught up in groupthink, fearful of change, attached to old ways of working. Whenever she communicated with the organization about the necessary changes that lay ahead, they confronted her with all the reasons they felt change was impossible.

She was so frustrated. Knowing she had to deliver, she began to rant and rave at every meeting, at times even insulting people – trying to get them to “wake up” and “get on board” with the challenges. Within 3 weeks fear invaded the hallways. People were afraid to attend meetings for fear they would be singled out and yelled at for not producing.

When she got no results, she considered firing everyone, yet give her turn around timeframe it would have been impossible to find a team to replace them.

Susan had exhausted all her power-over strategies with no success, so she turned to her power-with approaches. She realized that having Vital Conversations was her only strategy for success.

Susan was relentless. She set up critical strategy sessions for her team to discuss key customer accounts and what they needed so they could get on board with the new system. She created clear-cut leadership challenges for her teams to work on and provided them with forums to discuss how to get customers excited. But first, she talked about “conversations” and how to work together as a team to create breakthroughs.

It was a new experience for her team. At first it was uncomfortable to talk about “talking.” Yet once they got over the feelings of awkwardness, a new feeling of trust emerged in the team. By providing the environment for open, honest, candid and at times difficult conversations, Susan reduced the fear that was standing I the way of their success. Within 5 months, the business was on its way to meeting its goals. By the end of the year, while competitors businesses were down, Susan’s company was up an astounding 58%.

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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The Golden Threads of Trust

A decade ago, power, control, and authority were considered acceptable behaviors. Today, we measure ourselves against a new yardstick of leadership success. It is interdependence that counts.

This article focuses on how to shift a workplace from fear-based power-over environments (I-centric), to aspirational-based power-with environments (We-centric). When leaders understand the condition necessary for Creating We, they are able to “be the change they want to see in the world.”

It All Starts With You

As a leader who wants to make a difference in your organization, you hold the key. It all starts with you. You influence the power dynamics in your organization. When you create a sense of community and inclusion, colleagues feel they are accepted and valued and they will strive to live up to that higher level of performance. When you broadcast, even unconsciously, that you are unhappy with or, worse, unaware of the value colleagues bring, they feel the lack of appreciation and they will underperform.

Once you become mindful of the difference and can consciously shift your orientation as a leader, your organization will explode with productivity. This deep level of awareness provides you the power to engage your organization positively and proactively in the process of becoming extraordinary.

You can do this by becoming conscious of how masterfully you use inclusive language to pull people toward you rather than push them away; inspire others to greater heights, and fuel everyone’s Leadership Journey. You have the ability—by being mindful of how your conversations impacts others—to transform relationships, teams, and organizations – from power-over to power-with; from positional power into mutual power, fear into opportunity, and territorial energy into positive, vital energy. When this happens, you also change the mindset of the company from powerless to powerful—and incredibly, progress begins.

The ability to work together interdependently is one of our least-developed skills. This is so vital that, in its absence, good leaders turn bad, good executives become ineffective, and good colleagues turn into adversaries. The skill of opening up to others—and of creating the emotional space for others to open up—requires deep trust. Trust is the most precious of the golden threads. Without it, there can be no WE. With the golden thread of trust, we can weave our lives together like a beautiful tapestry.

WE-centric relationships are built on trust. I trust you will not harm me and you trust I will not harm you. When we have that level of trust we don’t feel the need to duck into protective behaviors. We automatically assume a mutual support and we move forward from there.

When we experience doubt about the good intentions of others, for whatever reason, we need to recognize the importance of having the kind of conversations that bring us back to trust. Creating the space for open dialogue enables us to reclaim trust with others.

Building Trust Takes Commitment

When we get married, we establish a relationship based on mutual love and appreciation, and we hope for unconditional love every day. While we may aspire to unconditional acceptance and respect at work, we find that these relationships are often temporal. And there are many more of them to manage. Because of the nature of work and business, relationships take effort to sustain, and establishing positive, growing relationships takes a lot of back-and-forth checking, updating, and clarifying. All of these are necessary to create a sense of community and collaboration. Such an environment is feedback-rich.

Our ability to communicate openly with candor and caring, determines the quality of the connectivity between us as individuals, teams, or larger organizational units. While we don’t always talk about it, we feel it. Knowing where we stand is vital to our success, and when we feel we are on the outs, it negatively impacts our performance. We start acting strangely—we protect, we hide, we defend—all because we feel we are being judged or rejected.

Too often, we see management and employees as separate. In reality, both are part of a larger system of colleagues working together to create positive business results. The challenge for you as a leader and as a colleague is to understand how to create “mutual trust” through the way you communicate with colleagues every day.

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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Imagine That You Are a New Leader

How we make others feel about our leadership is now a critical measure of our success or failure.

Imagine you just joined a new company in a new position, and you have been given the responsibility for achieving success. Your predecessor was unable to pull it off, so you have some extra pressure to deliver results. Imagine you accept this responsibility and start your job tomorrow.

While holding that thought, imagine the following situation, which I’ll call Scenario 1. As you do your due diligence and make your assessment of the situation, you uncover concerns that you didn’t see before. The talent seems to be light for the task ahead. You sense that the resource base is also light, and you realize that the job is bigger than you thought.

The business problems also seem bigger and you can’t get your arms around them. You are new and believe you are supposed to be in charge of the situation. You decide not to share your fears and worries out of concern that others will think you are not capable of being a leader or are unable to handle the challenge. How would that decision impact the future success of the business?

As an alternative, let’s look at Scenario 2. You come aboard, do your due diligence, and find problems are more difficult than you originally anticipated. You immediately bring your direct reports into your assessment and, with open and honest communication, you create an engagement process to build positive energy and focus. You include others in discovering new and exciting ways for building the business. In Scenario 2 you are more open and transparent with colleagues, you express your desire to create sustainable partnerships, and you are willing to coach and be coached to help yourself and others grow.

Leadership Choices

Whether you are a man or a woman, old or young, seasoned or new, you have leadership choices about how you want to engage with your organization from the moment you step into your new role.

In Scenario 1, you choose to hold your fears inside, but by doing that you broadcast to your colleagues that you are unapproachable. As a result, your concerns magnify and your fears amplify until they appear from the inside out as insurmountable. Without realizing it, you send out signals of secrecy, which cause other people to make up stories about what is going on inside your head. By not sharing what’s on your mind, you set yourself apart from others—distancing yourself from the very colleagues you need to work with to overcome challenges that face everyone.

In Scenario 2, on the other hand, you know how to face your challenges by including others rather than pushing them away. You reflect on the challenges deeply and think about how to create the context for bringing them onboard with the challenges ahead.

Who Are You?

What kind of leader are you? How will you approach the job of moving your business forward? Will you be open or closed? Will you blame others for not having the talent you need, or will you engage others in finding ways for everyone to raise the bar and succeed?

What Kind of Leader Are You?

• Power-over Leadership or Power-with Leadership
• Exclusive or Inclusive
• Being in control or Developing accountability
• Criticizing and judging others or Appreciating others
• Punishing risk-taking or Encouraging risk-taking
• Instilling fear or Instilling hope
• Silo mentality or Encouraging sharing
• Dictating or Developing

Do you know who you are? Most of us know ourselves only from the inside out. We know how we want to be perceived and that we want to be acknowledged as a leader. We rarely see our dark side; we most often focus on our bright side. We know ourselves in terms of the values and beliefs we stand for—again, from the inside out.

Executive coaching has taught us that what is missing for many leaders is the view from the outside in—how we influence others and how they perceive us relative to the actions we take every day. Since feelings have been considered taboo for so long in the business world, we have pretended they do not exist. Yet, among the new leaders, feelings make a difference—a big difference. In fact, how we make others feel about our leadership is now a critical measure of our success or failure.

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