Three leadership questions

Posted on December 29, 2012 by Michael Ray Hopkin

As another year comes to a close and a new year is on the horizon, it’s natural to look back at how things went in the past year and resolve to do better in the next. Here are three questions to ponder as you prepare to lead on purpose in 2013:

What are you doing to build trust with those you lead?

Building trust is a critical factor in leading others to success. Trust is a two-way street: you need to live and act so that others can trust you, and you need to trust others to do what they say they’ll do. Randy Conley points out a key factor in building trust: “Repairing broken trust can be a long and arduous process, and the best way to build trust with others is to not break it in the first place.”

How will you influence those you lead?

Great leaders have an uncanny ability to influence others. It’s important to focus your influence in positive areas that will build others. As Mike Myatt said in a recent post, “A leader simply operates at their best when they understand their ability to influence is much more fruitful than their ability to control.”

Are you confident in your ability to succeed?

Acting with confidence can feel like walking a tightrope: if you have too much of it you come off as cocky or arrogant, if have too little you’re seen as passive or weak. Yet developing confidence is a defining key to success. “Act confident even when you feel the opposite. If you know that you can look like a confident, capable person, eventually you’ll start to feel it, too.” This is just one of many excellent ideas on unleashing your inner confidence by Lolly Daskal.

While not all encompassing, spending time answering these questions – and taking steps to improve based on your answers – will get you off to a great start in 2013.

—
The Product Management Perspective: Leadership in product management is developed over time; however, certain skills accelerate that development. Building trust, exercising positive influence and showing confidence are key skills for developing successful products. Spend time developing these attributes and you will reap the rewards.

Filed under: Integrity, Leadership | Tagged: , , , , | Leave a Comment »

Five Actions for Sound Business Leadership

Posted on November 3, 2012 by Michael Ray Hopkin

Guest post by Lewis Edward

It’s easy to want others to follow you. The hard part is making yourself the kind of individual people would actually want to follow, and not merely feel obligated to do so. Would you follow you?

By following these five easy but key steps, you can make yourself the kind of leader you need to be in no time:

Lead by example

Don’t be a “do as I say” kind of person. Instead, adopt the “do as I say and do” approach. You can’t expect those under you to work hard consistently if you don’t work hard yourself. Sure, they may work hard at first, especially if you’re holding one threat or the other over their heads; but sooner or later, not even fear or financial motivation are going to able to cut it.

At such times, inspiration has been found more often than not, to work best. And nothing inspires more than a leader who doesn’t just “talk the talk” so to speak, but actually “walks the walk” as well.

Be enthusiastic about what you do; be passionate

If you actually love the kind of work you do, this should come easily to you. Nevertheless, even if your work happens to be less than a delight, don’t despair. Not everyone can have their dream job. You can still be passionate about what you do, or at the very least appear to be passionate about what you do, by adopting the right approach to your work.

One good way to build up enthusiasm on the job is to always focus on the brighter aspects of your work (the happy smiles of satisfied customers, for instance). Being an enthusiastic leader is important because it serves as a dependable source of motivation for the other members of your team.

Be confident

Believe it or not, just like dogs can smell fear in humans, so can followers sense hesitation, uncertainty, or panic in a leader. To be a confident leader, you need a healthy dose of courage.

Now being confident or courageous doesn’t mean you have to be the kind of person that doesn’t get scared, anxious, or worried; you only have to play the part and try as much as possible to hide such demoralizing emotions from the members of your team. After all, according to Ambrose Redmoon, “courage is not the absence of fear, but rather the judgment that something else is more important than fear”. And in this instance, what is more important than fear is making sure the work gets done.

Be organized

More often than not, the efficiency of your team will be nothing more than a reflection of yours. So if you’re disorganized, your team will likely be disorganized; and if you’re organized, so will your team.

Learn to delegate

The true salt of a leader doesn’t lie in being able to get things done; it lies in making others get things done. This is why a person can be such an effective and efficient worker and still end up being a lousy leader. One salient reason why some business leaders fail at being leaders is because they refuse to, or simply don’t know how to delegate.

As a leader, there is no way you can do everything on your own. That is why you need to learn to allot duties to the members of your team effectively. In this regard however, a leader must take great care not to mistake proper and effective delegation for total absolution from responsibility on his/her part.

If you do not have any of these qualities it will be hard to replicate leaders from your life and from history. There is always a big debate as to whether leaders are born or made from their learning and environment. The truth is it is probably a combination of the two interacting. You cannot separate the effect of your environment on your genes. The truth is that it is our words, actions and behaviors that will inspire and motivate other people. By learning to do the right thing, and learning to behave like a leader we can become the kind of person we would follow into any battle.

Lewis Edward is one of the owners of TheOfficeProviders. He is a real estate investor with many interests in other sectors. Lewis researches and contributes various written features for TheOfficeProviders in areas regarding real estate, including office space for rent and flexible office space, and general business and economy matters. Lewis is experienced in the inner workings of both the traditional and flexible workspace industries and has developed close links with various figures in real estate circles, as well other circles.

—
The Product Management Perspective: Successful product managers know that to lead their teams (and products) effectively they have to be persuasive and optimistic. They need to find ways to lead people without being the boss. The five actions discussed in this post will help you become a better product manager, and hence a better leader in your company.

Filed under: Leadership, Team Building, Trust | Tagged: , , , , | Leave a Comment »

Qualities of a Good Business Leader

Posted on October 6, 2012 by Michael Ray Hopkin

Guest post by William Lewis

A sound education in business is just one component of being a good leader; to truly take your company to the next level, you must also possess certain qualities that come from within. Think about some of the business leaders you admire – maybe it’s someone famous who has changed the world with their product or service; maybe it’s your own father or mother, someone you’ve grown up with in close proximity and had years to study. Whoever it is, successful business leaders are born and made, and chances are good they all possess the following traits, either naturally or through practice and acquisition. Even better for you, if you’re ready to become the true head of your company and embrace progress, it’s never too late for you to develop them with some concentrated effort and dedication.

Courage

Having the gumption to step into a leadership role (and stay there) takes courage right off the bat. But more than that, you must be brave enough to take chances, both on opportunities and people; you must be able to stand up to detractors from outside and within; and you need to be able to see past the minor bumps and have the wherewithal to pursue the future of your business despite the blockage of the present. Further, you have to be able to say and do the hard things, even though it might not make you popular, if it’s the right thing for the situation.

Vision

Knowing where you want your business to go and having goals for the both the short-term and the long-term are very important. It’s a lot like writing a term paper. You start with an outline of the entire essay, knowing that you want to get from point A to point B and knowing the essence of the message that you wish to convey. As you get into the nuts and bolts of actually writing the piece, you will add, delete, revise and edit, and maybe even the entire thesis will change, but every small part, every little paragraph, works toward realizing the greater whole. Staying on course is easier when you have a clear vision of where you want to go, even if it changes along the way.

Understanding/Empathy

People can tell when someone just doesn’t get them. More than that, they can tell when someone isn’t even trying to. And this makes them not want to work for them or do business with them. The show Undercover Boss on ABC helps illustrate, however unrealistic the situations actually are, that the people on top can sometimes lose touch with what’s important and real for the people they employ. Furthermore, in business dealings, you never know who you are going to meet, so keeping an open mind, educating yourself and trying to put yourself into the shoes of others will take you far.

Adaptability

The fact is, being unable to adapt means you will miss out on a lot of opportunities and your business will only suffer for it. Globalization has ensured that information and data spreads faster than you can click a mouse. Don’t be afraid of change and don’t stubbornly resist new ways of doing things. Listen to the people around you, absorb what they bring to the table, and be willing to try. Strategic thinking is an important aspect to all management training programs; if you can embrace that with an open mind, you will be able to analyze possibilities with a clear, unbiased head.

Responsibility

As the head of your company, you will shoulder a lot, and rightly so. You should also learn to shoulder the blame when it’s your fault. Human nature is such that we’re quick to point fingers and assign responsibility to others, but that’s a failing good leaders must overcome.

Confidence

Not to be confused with arrogance, you have to believe in every aspect of your business: you, your partners, your employees and your product or service. If you don’t…who will?

Sincerity

None of these traits matter a whit if you don’t have the sincerity to back them up. Pretending and play-acting at understanding is obvious. Essentially lying to your employees about a job well done is both cowardly and a sure way to run your business into the ground. If you’re not feeling sincere, make the necessary changes and improvements until you are.

William Lewis is a contributing writer and MBA graduate who has successfully created and sold two businesses thus far, and who is currently heading his third. His influences include Bill Gates and his older brother, Paul.

—
The Product Management Perspective: Product managers act as the CEO of their products. Leadership is key to succeeding in this role. The principles discussed here will help you focus your efforts in the right areas to improve the success of your products.

Filed under: Leadership, Learning | Tagged: , , , , , , | 2 Comments »

Guest Post: Confidence in management

Posted on July 28, 2012 by Michael Ray Hopkin

By Dominic Wake

Confidence in management is falling – can you stop the rot?”To see yourself as others see you” – that’s the general premise of the 360-degree feedback process.

Managers across the world certainly struggle when it comes to working out how well they are doing. The politics of the workplace, the lack of willingness for employees to give an honest assessment of their management style or business behaviors means that many organizations are left with ineffective managers in place. A management style unsuited to a business can do more harm than good in the long-run – yet 360-degree feedback can be a pivotal tool in inspiring positive change, letting you tailor your training to precise needs.

A 360-degree feedback evaluation uses information from peers, subordinates and supervisors to put together an overall assessment. As the feedback received by fellow peers is anonymous it promotes more of a positive performance review process. This is because the manager (or employee being reviewed) will not know who said what about him or her that may lead to unnecessary hostility and resentment in the workplace.  The input is very valuable since it gives the person receiving the input a much more complete perspective on their performance and on areas where they can improve their skills.

Unfortunately however, despite these benefits, many businesses are yet to wake up to the benefits which 360-degree feedback provides. A recent survey conducted by ETS found that employee confidence in management is falling. Almost half of the 500 workers it sampled (43%) felt that they are better people managers than their own boss and 23% say that management standards are getting worse. Furthermore, nearly a quarter of employees (22%) don’t think their boss has adequate people management skills.

Employees highlighted the need for managers to receive formal feedback from direct reports. Despite 91% saying that this would be valuable, just 42% of employees are currently invited to provide feedback to their manager as part of their appraisal or through 360-degree feedback.

Line managers play a crucial role in the success of any business by driving the performance level of teams. In the UK it’s common to see high-performing people promoted into management positions without the skills, desire or support to manage a team. Communication skills and the ability to provide constructive feedback are key development areas for managers. After all, companies that fully understand the importance of a manager’s role in driving performance prioritize training and development to help managers be more effective.

Although 360-degree feedback can go some way in providing a solution to a business management needs, it is not without its critics. It has often been claimed that the anonymity it provides means that follow-up questions or clarification on certain topics or issues raised is impossible. This lack of clarity means that some managers may not be able to make changes to their work practices. Another criticism leveled at 360s is that the politics of the workplace can lead to those people participating conspire make a manager look better, or worse, than they actually are.

What is clear though, is that 360-degree feedback offers something to managers that standard appraisal surveys don’t. With proper training and support, this system has a positive aspect in management performance. After all, providing consistent improvement in organizational production is the goal of any business – support your employees and you’ll also be supported.

Dominic Wake is Director of ETSplc where he is responsible for leading human resource projects across performance management, development and engagement.

—
The Product Management Perspective: As a product manager you can have important effect on the information that gets sent back to line managers and executives. Because PMs are typically “in the know” about many things that happen in the organization, you have a great opportunity to share information and do it in a way that will significantly help the organization. Don’t hold back information when you know people need to hear it. Have the courage to stand up and say what needs to be said.

Filed under: Learning | Tagged: , , , | Leave a Comment »

5 steps to remembering names (the first time)

Posted on May 26, 2012 by Michael Ray Hopkin

Leaders interact with scores of people every day. Whether in company meetings, at conferences or on a plane, meeting new people and new faces is part of the game. For some, the sheer quantity of interaction with people can seem overwhelming.

One of the best ways to make an impression and gain the confidence of other people is to address them using their name. On the importance of using a name, Dale Carnegie said: “A person’s name is to him or her the sweetest and most important sound in any language.” Here are five steps to help you remember the name of everyone you meet:

  1. Hear the name: When you meet people for the first time, listen when they state their name – really listen and hear what they say when they say their name.
  2. Spell the name: Take a split second and spell their name in your mind after you hear them say it. This important step locks the name in your mind in a powerful way.
  3. Comment on the name: Make a brief comment using the name shortly after you hear it, such as “hi [name], it’s nice to meet you.” Depending on the circumstances you may want to do this non-verbally.
  4. Use the name during the conversation: Use their name once or twice during the initial conversation – this is an important step in remembering a name. It can be something very simple like “so [name], tell me a little more about….” Don’t go overboard or sound too obvious, but look for ways to repeat their name while you become better acquainted.
  5. Restate their name when leaving: Close your conversation using their name. For example, you could say “it was great meeting you [name]” or “[name], I look forward to working with you on the … [project, etc.].”

As you meet someone new and go through these steps, look carefully at the person’s face and other features that will help you associate the name with that individual. You will see noticeable improvements in your relationships and your ability to positively influence people.

—
The Product Management Perspective: As a product manager you work with a lot of people. Make the effort to know them by name. It’s especially important to remember the names of customers you meet. Using these simple steps will help you establish positive relationships and work more effectively.

Filed under: Leadership, Learning | Tagged: , , , | 3 Comments »

Confidence—key to success

Posted on November 5, 2011 by Michael Ray Hopkin

Confidence is one of those things that ebbs and flows. Some people have it, some more and others less. It’s even defined differently by different people. Regardless of how you define it, confidence leads to success.

A recent experience caused me to think about my own confidence level. I realized it had been ebbing. I spent time reflecting and made a few changes that helped significantly. I learned a lot through the process.

Here are three things that will help to build your confidence:

  • Form a support team. Hang out with people who will build you up. Attitudes rub off. The more you’re around people who believe in themselves, the more you’ll see your own potential. Seek out people who will challenge you and make you better.
  • Focus on your strengths. Look for the things you do well. Give yourself credit for your strong points. Build on past successes.
  • Trust yourself. You know what you do well and what you can do better. As you work to build your confidence, believe in your own abilities.

You have a lot to offer. Take confidence in your ability to do great things.

—
The Product Management Perspective: Confidence is an essential characteristic for product managers. PMs drive the product roadmap, which has a major impact on the overall success of the company. Their confidence is key to creating successful products.

Filed under: Purpose, Trust | Tagged: , | Leave a Comment »

Three practices of successful product managers

Posted on November 30, 2010 by Michael Ray Hopkin

At the most basic level, a product’s success is measured by how well it sells in the market and the profit it brings to the company. A company’s success is ultimately a roll-up of all products and services selling for a profit. This seems straight forward, and yet in my experience company leaders too often lose track of this important goal. They focus on this marketing campaign or that new technology, and lose track of what’s most important. Granted, sometimes they focus too much on profit at the expense of other important directives, but that’s a topic for another post.

In most companies product managers have a lot of products and significant responsibilities. It’s easy for them to get bogged down in the countless tasks that are thrown their way every day. With all the meetings, floods of email, and requirements to manage, the thought of focusing on a product’s profitability can be illusive. It’s not impossible, however. By focusing on three simple, yet powerful, practices, product managers can channel their products toward profitability:

  1. Know your market: Get a clear understanding of the market where your products compete, and work diligently to stay in front of new trends and technologies. Make customer calls and customer visits often. Work with the sales team; understand how they sell your products. Know what works. Know the weaknesses of the products (and take action to correct them). Understand why people pay (or don’t pay) for your products. Be the voice of the customer to your company.
  2. Provide clear direction: One of the key directives for products managers is to provide clear direction to the engineering/development teams. Good product managers write understandable and timely requirements and prioritize them effectively. They provide solid product design (most effectively with the help of good designers). A key to giving clear direction is for product managers to project their confidence and full support to the work engineering is doing. Earn their trust. Inspire them to do great things, especially when developing your products.
  3. Launch successfully: A successful product launch depends on a coordinated launch plan involving many different groups. Product managers are in a unique position to facilitate successful product launches. Start with a tight, focused beta program; learn from the testers and change accordingly. Help product marketing set the proper tone for the launch by understanding the new product’s strengths. Work in tandem with the customer support teams to monitor product acceptance and make changes where necessary. Work with the sales team to make sure they understand the new product and hit the ground running when it releases. After a successful launch, monitor the product’s uptake and financials and make sure it continues to succeed. This, of course, loops back to knowing your market and making sure your product meets the needs of the people in your market.

These three practices cover the most important bases for creating successful products. You should plan time to focus on these elements on a daily and weekly basis. If you are in a leadership position in product management, take time to evaluate your team and make sure they are focusing on these key practices that will lead to profitable products.

Filed under: Leadership, Market-driven, Product Management / Marketing, Techology, Trust | Tagged: , , , , , , , , , | Leave a Comment »

Trust – the key to success

Posted on October 23, 2009 by Michael Ray Hopkin

One of the five factors of leadership, the tag ‘trust’ has become a hallmark of the Lead on Purpose blog. The act of trusting others and trusting yourself is vital success.

The Speed of TrustYesterday I received a copy of The Speed of Trust by Stephen M.R. Covey. I had listened to a podcast and read positive reviews about the book, so I was happy to receive a copy. I say “receive” because a friend of mine gave me the book with a personalized autograph from the author. As I started looking through it the first thing I noticed was the large number of reviews. As I began reading them it didn’t take me long to realize the power of this book. The book has 11 pages of reviews by 65 well-known, successful people. Though I have not yet started reading the book, just reading the reviews provided great insight on trust. Following are a few reviews that stand out and provide significant food for thought:

“Trust reduces transaction costs; it reduces the need for litigation and speeds commerce; it actually lubricates organizations and societies. At last, someone is articulating its true value and presenting it as a core business competency.” –Marilyn Carlson Nelson

“Collaboration is the foundation of the standard of living we enjoy today. Trust is the glue. This is the first book that teaches the ‘whats’ and the ‘hows’ of trust.” –Ram Charan

“After you turn off the projector, quit PowerPoint, and end your pitch, most deals come down to a simple question: Do you trust each other? This book is a valuable and timely explanation of how to trust and be trusted.” –Guy Kawasiaki

“Good leaders know where they are going. Followers trust it’s the right direction. Without trust, you get nowhere.” –Jack Trout

“Everything in marketing points to the reality that the profitable companies are those that have earned the confidence of their public. Confidence cannot be overestimated.” –Jay Conrad Levinson

“If you want to speed forward to wealth, you have to have unconditional trust to maximize earnings. This great book will tell you how.” –Mark Victor Hansen

“Lack of trust within an organization saps its energy, fosters a climate of suspicion and second-guessing, completely devastates teamwork and replaces it with internal politics. The end result is low morale and the consequent low standards of performance.” –Koh Boon Hwee

“The most important element in any relationship, business or personal, is trust and credibility.” –Brian Tracy

“Why are you reading the blurbs in this book? Simple, because you trust (a few of) us. Trust drives everything in our nonbranded, too-fast world. So trust this: This is an important book. The younger Covey has written a book that matters.” –Seth Godin

Trust provides the foundation on which you build solid relationships. Trust is something we give, and something we receive. Trust tethers us to others with whom we can achieve success. I am eagerly looking forward to reading my copy of The Speed of Trust.

—
The Product Management Perspective: Trust is vital for product managers. The people they depend on for the success of their products do not (usually) report to them; therefore, product managers need to do everything in their power to gain the their trust and keep their confidence. Trust goes both ways: product managers need to carry out their tasks in such a way that the team members can trust them. They also need to trust that the team members will do what they have committed to do.

Filed under: Integrity, Leadership, Trust | Tagged: , , , , , , | 1 Comment »

Success is not a zero-sum game

Posted on June 11, 2009 by Michael Ray Hopkin

In game theory and economic theory, zero-sum describes a situation in which one person’s gain is exactly balanced by another person’s loss. In games like chess, one person wins and the other loses. The win (+1) added to the loss (-1) equals zero.

Life in the business world at times feels like a zero-sum game. As you move up the ladder of success the number of positions decreases and the pressure to succeed increases. The situation can leave you feeling like the only way you can succeed is if someone else fails. While this sentiment may be common, it is wrong. In fact, most successful people freely admit they achieved their success with the help of others. The following resources substantiate my claim that success is not a zero-sum game:

According to Steve Farber — author of Greater Than Yourself — the only way for knowledge to truly lead to power in a person’s life is for that person to give it away. The reason this principle works is seemingly simple: “Everyone will want to work with you. And because of that you’ll be able to accomplish anything you set out to do.” Invest in relationships with other people and be clear on your intentions to make a difference in the lives of others. Promote their welfare, fortunes, success and capacity for achievement. Give away your knowledge, connections, experience, advice, life lessons and confidence. Hold others accountable for their commitments.

In his book The Speed of Trust, author Stephen MR Covey discusses the value that comes from trusting others. Trust is the very basis of the new global economy, and he shows how trust—and the speed at which it is established with clients, employees and constituents—is the essential ingredient for successful people and organizations.

Chris Warner and Don Schmincke, the authors of the book High Altitude Leadership describe what happens when people do not work together. The act of placing a higher priority on one’s own desires or “needs” than on the desires and needs of other people defines the word ‘selfishness.’ Selfish behavior robs companies of profits, reduces job satisfaction and weakens organizations’ culture. Overcoming selfishness is critical to effective leadership. This is done by crafting a compelling saga — language and actions that inspire passion for a strategic result. The compelling saga drives performance, inspires value-based behavior and provides strategic focus.

Author and blogger Art Petty offers 8 suggestions to improve your team’s problem solving skills. Problem solving takes teamwork, and in the process, everyone involved grows and improves. Art writes: “The best learning opportunities in the workplace occur when individuals or teams come face to face with a vexing problem.  These situations provide outstanding growth opportunities and a great chance to generate and implement innovative and creative solutions.”

What examples have you seen where working together and helping others leads everyone involved to increased success?

—
The Product Management Perspective: Product managers rely on others to help them succeed. The most successful products and services come from organizations where teams collaborate effectively. Product managers are (or should be) the catalyst for this success.

Filed under: Knowledge, Leadership, Purpose, Trust | Tagged: , , , , , , , , , , , | 5 Comments »

Five ways to make yourself more valuable

Posted on June 8, 2009 by Michael Ray Hopkin

In a down economy when things get tough, people get nervous. Some employees feel nervous about keeping their jobs. They get in the “hunker down” mode and do everything they can protect their job. Do you know anyone who behaves that way?

The people who are the most secure in their careers follow similar patterns of behavior. They understand competition exists. They recognize the steps they need to take to succeed. They manage their fears in the face of threats. They know life is a journey and look forward to every turn.

One of the keys to success is in understanding the value you bring to your organization and taking steps to increase it over time. The following five actions will help you increase your value and enhance your self-confidence:

  1. Improve skills and knowledge: Instead of hunkering down and running below the radar, take specific actions to improve your skills. Look for opportunities for training. If the company will not/cannot spring for it this year, look for learning opportunities online. Read books. Read blogs. Make an effort to learn new skills and practice them as much as you can in your current job. Remember the cogent words of Eric Hoffer: “In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exists.”
  2. Help others: One of the best antidotes to self-pity and fear is to help other people. When you make the effort to assist someone else to become better at what they do, you become better yourself. When you help others your confidence grows and you increase your value to those around you.
  3. Develop trust: People naturally want to surround themselves with people they trust. Developing trust takes time and consistent effort. Trust goes two ways: you need to behave in such a way that people will trust you will do what you say. And equally important, you need to trust others. Developing relationships of trust increases your value.
  4. Believe in yourself: As your skills increase, you gain more experience, you begin to understand your significance to your organization. Trials and difficult circumstances can diminish these feelings, but they should not. Believing in yourself, your skills, and your ability to succeed — without becoming arrogant — is a good thing. Never forget the people who have helped you increase your value along the way.
  5. Work yourself out of the job: This one may not make sense at face value. If you work yourself out of the current job, what will you do? The idea is to work effectively and close the loop on what you are doing. Think in terms of projects: each one has a beginning and an end. You plan what you are going to do, work at it and when it’s finished you move on to the next project. When your project is successful, it’s easier to land the next project. Jobs are the same way. Make your work so effective and make it run so well that anyone could step in and take over. As you do that you will automatically make yourself more valuable to your company, and they will have no choice but to promote you or find something more challenging for you to do.

—
The Product Management Perspective: As a product manager you are in a unique position to create value. Your role lends itself to working with many people in different parts of the company and with customers and others external to the organization. Practicing the five actions listed above will increase your value to your company and accelerate your career growth. And when you work yourself out of the product management position, perhaps you’ll find yourself in an executive’s chair.

Disclosure: Many thanks to my good friend Steve Reiser for the initial ideas on this post.

Filed under: Knowledge, Leadership, Learning, Purpose, Trust | Tagged: , , , , , , | 1 Comment »

Next Page »
Follow

Get every new post delivered to your Inbox.

Join 2,083 other followers