Goal Processing: Map 'Em

"Its hard to know where you are when you're looking for something that ain't on a map."

Keith Anderson, Country Music Artist
From the song "I'll Know When I Get There"

If you want to actually accomplish them, get your goals on a map.  Figure out the start, middle and end points and how to benchmark your progress. Then get to driving.

Fostering Relationships: Hey Leader! Who Are You Following?

It never fails. Every time I pull up to a stop light a little closer than the car beside me, they pull up a little. They were totally content being back where they were until I pulled up a few inches and indirectly "nudged them forward."

This happened again yesterday and got me thinking: who do I have in my life nudging me forward? Have I surrounded myself with people who are smarter, quicker, and more talented than me? (My wife would say yes... and I agree.)

This leads to my second thought: have you? Every great leader has someone constantly reminding them that there is always room for improvement. Average leaders are content with being a few feet back from the line.

Great leaders maximize time, space, and energy by following people who nudge them forward (or downright push them.)

Goal Processing: The Falicy of the New Year's Resolution

It is May 1. 122 days into 2008. Question: How are you doing on your new year's resolutions? If you are like most people, probably lousy. The reason why is because, by definition, the new year's resolution system is faulty. Most new year's resolutions are about changing behavior and you don't change behavior yearly. You change behavior daily. You just decide right now to do something or to not do something. What most new year's resolutions lack is the specific language necessary to invoke specific, daily behavior change. Of course, even with more specific language you still have to do the work to make the change.

Americans' Top Ten New Year's Resolutions

1. Spend more time with family
2. Start exercising
3. Lose weight
4. Stop smoking
5. Stop drinking
6. Enjoy life more
7. Learn something new
8. Get out of debt
9. Help others
10. Get organized

These are dreams, not goals. And certainly not "resolutions." Here is what they are missing.

1. A specific target (I will lose 10 pounds...).
2. A deadline shorter than a year (in two months...).
3. An action list (by replacing a stop to McDonalds with a stop to Subway, only eating half my meals, starting the day with a healthy breakfast, drinking more water, walking 30-minutes per day, etc...).
4. A compelling reason (because my cholesterol is 30 points too high...).
5. An accountability partner to help (and I will ask my best friend to hold me accountable to my plan).

This is also a great strategy to use with any resolution you set, new year's or otherwise.

Masterful Communication: Dance With the One That Brought Ya'

The next time you give a presentation, remember to dance with the one that brought ya'. Look for those handful of audience members who are totally with you, checked in, listening up, leaning forward, and "dancing the dance" with you.

Have a conversation with these few people. Make and maintain eye contact with them. Read and respond to their body language. These dance partners will motive, energize and inspire you.

Your new-found energy will bring along the folks who just need to be asked in the right way to dance. Most importantly, forget about the few people who won't dance because they don't like the song, don't like your style, or just don't like to dance at all.

Masterful Communication: The Official 7 Authenticity Rules

If you are a reader of this blog, but haven't been to the Authenticity Rules blog (my presentation skills blog), the following PDF file will introduce you to the rules and hopefully encourage you to check out, study and sign up for your weekly dose of Authenticity!

Right-click to download the PDF - The 7 Authenticity Rules



(get the free Acrobat Reader)

The PowerPoint Show

The images I use for my leadership PowerPoint show can be viewed and downloaded here...

http://www.flickr.com/photos/23898824@N08/sets/72157604142424437/

Enjoy!

PS - The song I use is by Mat Kearney - Won't Back Down.

Skill Assessment: Scaling the Elevator

I had a great meeting yesterday with Steven Menzel, Director of the International Association of Character Cities for Character First, a character growth organization here in Oklahoma City. We chatted about a range of topics and training leaders popped up. Steve's father was a policeman, Steve is ex-military and he works for a character company. Needless to say, he had some great insights on leadership and leadership development. Here is a quote from Steve that is an interesting way to think about your influence growth journey...

"Leadership development, any skill development really, is just like walking up a down escalator. It is challenging, frustrating at times, hard work and when you stop exerting effort you immediately start going downhill." Steven Menzel, Character First

Fostering Relationships: 10 Ways to Weaken Communication

The following 10 actions weaken our ability to communicate openly and honestly with each other - particularly in a work and/or team environment. For each of the 10, there is a solution (which is really just the opposite of the weak action.)

1. Talking bad about someone not present
Stephen Covey says a great way to build trust with people is to talk up about people not present.

2. Talking about problems without offering solutions
This not only doesn't help anything, it also encourages people to avoid having meaningful conversations with you.

3. Asking for advice and not listening
If you really don't want their opinion or ideas, don't ask.

4. Not seeking clarity
The Alpha and Omega of great communication is clarity. Seek it out at all cost.

5. Telling a lie
It is amazing how simple and equally difficult this is to not do. Read this post to put some framework to why you do it.

6. Avoiding a difficult conversation
Make a commitment to your relationships and make the difficult chats happen. When done properly (measured emotion, authentic feelings, mutual respect, separation of behavior and person, etc.) the upsides greatly outweigh the downsides.

7. Criticizing in public
Encourage in public. Praise unreasonably. Only criticize if you have been asked (from a peer) or if it is part of a feedback session (if you are a supervisor/manager/etc.).

8. Talking in generalities
Like clarity, being specific and concrete in your comments strengthens your ability to communicate effectively.

9. Not meeting regularly
Inertia sets in and we lose track of time. Take time to meet (formally or informally) with your team mates, class mates, spouse, children, etc. and don't do anything but talk about how things are going.

10. Being too self-focused
No matter the communication context (one-on-one, public venue, marketing brochure, etc.), being audience-focused is vital and enabling. Think before you talk. Consider how they will recieve it. Put yourself in their shoes.

Goal Processing: Don't Believe the No U-Turn Signs

Most people you know are conditioned to follow the "No U-Turns" signs in their leadership life because they don't understand the power of this concept...

1. If you want to change a leadership outcome (i.e. - the result of your influence), you have to change.

2. If you want to change, you have to change a pattern in your life. We are creatures of habit. We are what we repeatedly do. Your leadership influence is the sum of your life patterns. Meaningful change only happens when a pattern is changed.

3. If you want to change a pattern in your life, you have to identify a faulty pattern and replace it with a good pattern.

4. If you want to swap out a faulty pattern with a good one, you have to start with deleting the bad pattern first. Then learning the new pattern second. You can't do both at the same time. You have to make a U-turn.

The Driving Metaphor

You are currently driving west, but you know you are headed the wrong way. You are supposed to be driving east. So, you have to physically stop driving west, turn around and start driving east. You can't keep driving west (continuing the old pattern) while also making progress going east (starting the new pattern.) You can't do both simultaneously. You have to ignore the signs and make a U-turn.

This same concept works in your life. You have to ignore the physical, mental, emotional and social pressures of repeating the old pattern, stop that pattern and start a new pattern.

WARNING - This is going to require some heavy-lifting. The inertia of your old ways will be strong. Your habits are greedy. They do not want you to kill them. This is why most people you know take the easy road and simply don't do the work. They take the easy road of driving west. It takes time, energy, focus and determination to stop, turn around and drive east. However, anything worth doing is difficult. Especially in the complicated world of leadership.

So, start today. Identify a change you know you need to make. Find areas in your leadership life where you aren't accomplishing the results you want or need. Find a better pattern (via personal study, leaning on a mentor, good old common sense, etc.) and make a U-turn in your life. The habit you need to change might be a communication habit, a relationship habit, a learning habit, a temper habit, etc. The possibilities are endless. You know what you need to change. Stop expecting it to change itself, take control of the wheel and turn around.

Integrity: Don't Serve It

Great line from the bottom of Seth Godin's post today...



In my favorite hotel's kitchen, there's a big sign on the way out to the dining room:


"If you're not proud of it, don't serve it."



This is true for all of us in the context of what we are called to serve everyday - a speech, a conversation, a clean floor, a taught student, a completed project, etc.

Vision: How to Inspire Your Performance

Any high performer, whether in the leadership world or not, knows they reach a point where they have to make a commitment move to inspire their performance to the next level. My good friend and fellow speaker Stewart Kennedy tells the story of a rock climber who has seemingly climbed as high as he could. He has reached a point where the next hand hold is just out of reach. To go higher he has to literally let go of where he is and leap for the next hand hold.

This is a great example of the first step out of four high performers must make to inspire their personal performance - they must take a risk. It is also a metaphor for step two, which is aiming for something. I have found myself in a similar predicament as of late. I have been growing our speaking business and doing great work, but I feel like it is time to aim for something new, something more challenging, and something higher. As high performers, we have to have something to aim for. A project or idea or proposition that truly inspires us.

Step three is to leverage our relationships to get there. We all know life is a team sport. Things get done through people, not systems or emails or silos. If you are struggling to reach a higher level, start tapping people who are at or near that level already. Learn from them. Lean on them. Help them (if you can.) If the relationship is authentic, they will learn, lean and help back.

The final step is to examine where your energies are directed. Energy is one of those unique resources that is not finite like time or money. Energy comes from the weirdest and sometimes most unexpected sources. If you need to go to the next level, you will need to redirect your energies to new places and you will need to create energy from new sources. This is not easy, but it is attainable. The toughest thing about energy in the context of reaching higher is how much it takes to get there. As a high performer, you are more than likely on auto-pilot in a number of areas. This auto-pilot has to be disengaged and you must take over the wheel again.

It is exhausting, but if you are fully committed to taking the risk, if your "something" is worth the aim and if the relationships are leveraged properly, you will be creating more energy than you expend.

Be rare. Go higher. Someone in your immediate circle and an infinite number of people in new circles need you to go there. They will be inspired to do the same. And that is what Personal Leadership Insight is all about. Inspiring others through your inspiring work.

Masterful Communication: Listen in on Listening

Today, Thursday March 13, at 1 pm Central Time, you will have the opportunity to learn more about my previous post on Listening Like a Leader via a live teleconference featuring yours truly.

The following link will take you to the Kevin Eikenberry Group's teleconference page to learn how to listen in - no charge.

http://www.remarkable-leadership.com/tss_laubach.asp

Masterful Communication: Listening Like a Leader

We can run through all the basics of listening, but I suspect you have heard them all before...

 

• Maintain eye contact
• Lean forward
• Mirror their body language
• Give response body language
• Don't interrupt
• Don't just wait to talk, but actually listen
• And on and on

If you want to get better at listening, you need more than the old standby suggestions.  You need something more tangible, relevant, and, frankly, interesting.

So, let's look at listening not from a "how do I get the information better" stand point, but rather take a look at how you can get better at processing the information you do get.

It starts with listening like a leader.  The leader behavior patterns relevant to information processing are providing value, changing things for the better, serving others, making the most of every interaction, respecting the viewpoints of others, knowing they don't know everything and being available to others.  Adopting these behavior patterns will allow you to listen like a leader and process information more effectively.

1.  Providing value - As you listen, look for ways to provide value to the other person.  I'm not saying you need to always provide feedback or try to improve upon what they are saying (this could hurt the conversation more than help it), but by adopting this mind set you are putting your attention fully in their world.

2.  Changing things for the better - There are times when your expertise is necessary and the situation is ripe for that expertise to be given.  Take the initiative to listen intently, find the gaps your expert opinion can fill and fill them.  If you are offering critical advice to their situation, they have no doubt you are listening.

3.  Serving others - Stop what you are doing.  Provide full attention to the other person.  Ask questions to get them talking about things they are concerned with.  All these say you are interested in them more than yourself.  One person listening fully to another is a powerful example of service-mindedness.  You are giving everything about you to that person at that moment in time.

4.  Making the most of every interaction - Start your conversations, either with friends, peers or perfect strangers, like you were already in the middle of a conversation with them.  Let your guard down and be you from the very start.  It is amazing how quickly people will open up to you.  Which is why most people don't do this - they don't want others to open up.  They are not interested in listening like a leader - they would rather just move on with their life.  My wife always points out service folks (toll booth collectors, drive-thru attendants, etc.) are always telling me their life story.  The reason is because I am natural and authentic with them from the very start.  And I ask questions and respond to their answer.

5.  Knowing they don't know everything - This is the simplest pattern to recognize and sometimes the hardest to adopt.  People who think they know everything (and you know at least two or three) are passively and actively encouraging others to not talk.  They send signals that turn people away from them, intellectually and physically.  They don't listen like a leader.  When you get ok with knowing you don't know everything, you get ok with saying you don't understand something (giving someone else the chance to share their expertise), you end up listening more (giving someone else the chance to talk more) and you appear (because you are) more authentic, natural, imperfect, etc.

6.  Being available to others - This last point taps into a leader's desire to mentor others.  Being available to others doesn't mean you have to set up formal mentoring relationships.  It does mean in order to listen like a leader, you have to put yourself in situations, seek out situations, encourage situations and fully commit to situations where you are providing value to someone else just by being an ear to lean on.  Say yes when someone asks to bounce an idea off you.  Say yes when a younger and/or less experience peer asks for a little of your time.  Be available to share what you can. 

Come to think of it, if you model these six behavior patterns, you won't just be listening like a leader, you will be living like a leader.  Good luck.

Skill Assessment: Attention Ladies - Sharpen Your Communication Skills

Click over to my speaking skills blog for a link to a phenomenal communication skills book for women.

Vision: Three Giant Jumps Every Great Student Leader Takes

Everyone knows great student leaders live life differently than the average Joe. However, not everyone knows how they do it. The three giant jumps is about a few of those differences. These are three very large leaps highly-effective student leaders make in their personal and social development that allow them to make a difference in their world and the world around them.

Before we look at the jumps, let's examine the structure.

Each jump has three elements:

1. The starting place
2. The ending place
3. The leap from one to the other.

All three are critical components of that particular leadership lesson. However, the leap itself is where the magic lives. It is rather simple to recognize the importance of each starting and ending point. How a great student leader makes each jump is the secret ingredient. The "how" is a moving target because it is different for each person, but our purpose here is to kick out into the open a few guiding dynamics for any student desiring to be a great leader.


Jump 1 - Self to Self-Aware

Our first starting place is all about authenticity and trust. Being ok with being you. Not putting a front on for people or being one person in one situation and another person in another. Mastering the "self" starting point is the foundation for trust - the core component of effective and healthy leadership. Every good student leader is comfortable in their own skin.

The ending point is being very self-aware. Recognizing your strengths and your weaknesses. Understanding your personality, behavior patterns, emotional triggers, learning style, core talents, etc. If you are going to be successful, you have to first know who "you" is.

The giant jump in the middle requires tools for examination, disciplining your attention to keep looking, asking, examining and a routine of repeating certain processes each year. This is one reason why involvement in student organizations is so beneficial. Most of these organizations host annual leadership conferences and provide other leadership development opportunities where you have the chance to learn about yourself, challenge yourself and expand your understanding of yourself.

Jump 2 - MySpace to YourSpace

Our second starting place is about the power of being a highly-specialized success agent that owns a "brand" or a MySpace. This doesn't mean you actually have to have a MySpace page, that is just the metaphor. It does mean you have spent time building a reputation that people trust, recognize and know. Every good student leader is branded with personal success.

The ending point is living in YourSpace and supercharging your agent status by being service-minded. It is amazing how many people could jump straight into a leader status just by getting this one thing right - by getting out of their own little world and put their focus on helping others.. Pretty self-explanatory. It involves thinking about how your behavior will impact those around you before you do it. Thinking about the ripples in the pond before you throw the stone, so to speak.

The giant jump in the middle takes Emotional Maturity. This one trait is so important it is one of the Ten PLI Essentials. It is challenging to master, but worth the effort. The best definition of maturity I have ever heard is "when a person thinks more of other's welfare than they do of their own."


Jump 3 - Cause to Because

Our final starting place takes us into the real world and is about how real value is created by student leaders. The cause in this case could be any project, mission, event, etc. that engages your talents, skills and experience. Every good student leader has a purpose for their leadership.

The ending point is all about understanding. Why is your cause important? What difference does it make in the world? What is your role in the cause and how do you bring value to the table?

The giant jump in the middle is an exercise in perspective and connections. Great student leaders have connected the dots between their actions and the actions of their peers and the impact those actions make in the world. They not only see the how (what do I do next as a leader), but they also see the why (what is the real change my next action will create).

Service-Minded: 33 Ideas for Being a Positive Influence

Following is a list of actual actions a population of students do on a regular basis to be a positive influence on the world around them. The students were anywhere from 9th graders to adult students who attended our SLAM (Serious Leaders And Movers) workshops on Tuesday at Francis Tuttle Technology Center in Oklahoma City (Rockwell Campus). SLAM meets once a month on one of the three FT campuses in Oklahoma City - Rockwell, Reno and Portland campuses.

The question is: What is on your list?

1. Working hard at my job


2. Being involved in school clubs


3. Volunteering in the community


4. Working with people with addictions


5. Having good hygiene


6. Baby-sitting my little sister


7. Working with senior citizens


8. Going the speed limit


9. Started church youth choir


10. Courteous driving


11. Holding door open for people


12. Being involved in the Special Olympics


13. Controlling emotions


14. Helping out with military troops with hugs


15. Teaching people how to dance


16. Recycle


17. Talk to shy people


18. Encouraging others


19. Having a positive attitude


20. Respect others property


21. Cleaning up after myself


22. Listening to others


23. Helping even when I don’t have to


24. Smelling the flowers


25. Being responsible


26. Giving money to homeless people


27. Not tailgating


28. Keeping some all white Nikes


29. Church group involvement


30. Not littering


31. Staying in school


32. Not smoking


33. Mentoring

Skill Assessment: The Five Seeds at the Core of DECA Chapter Engagement

This is a special post for the DECA organization. DECA is a student organization for students in high school interested in pursuing careers in marketing, entreprenuership, finance, hospitality, and marketing sales and service. I speak at their events throughout the year and this post is specifically designed to help DECA students and chapter advisors understand how to grow their DECA chapter.

At the Chapter Management Academy at National DECA’s ICDC each year my company, YourNextSpeaker, LLC, works with 300 of the best chapter leaders in the nation. The following five tactics have helped these great chapters leaders understand how to get and keep their chapter membership engaged. This is not about membership recruitment. It is about membership involvement. These strategies are built on the precept that 20 really engaged chapter members make a more effective chapter than 120 “half-way there” chapter members.

Seed 1 - Focus on the Cause, not the Condition

We begin with the understanding that you and your chapter probably have the same problem that many other chapters have – low chapter member involvement. Task number one is to correctly identify the cause of the problem. In our leadership trainings, we do an activity called Balloon Toss that clearly demonstrates the importance of this step. The object of the leadership experiment is for a team of 6-8 individuals to keep 10-15 balloons in the air and in motion at the same time. The balloons are fed to the team one at a time, the balloons can't be tied together and the team members must keep one hand behind their back the entire time. After the first round of competition is over, we discuss how to improve their chances of success during the second round. We begin this by discussing possible answers to the question, "What was the main reason you were not able to accomplish your goal?"

The leaders normally begin to list conditions, instead of causes. They say things like too many balloons, we could only use one hand, we didn't have a good plan, etc. These are true, but most of the conditions they list are unchangeable within the constraints of the activity - just like most of the conditions you are faced with in your chapter are simply facts of the system and unchangeable. If the leaders get bogged down in discussing conditions they handicap their ability to recognize a cause or to make any real improvement in their strategy for round two. The primary cause for not achieving their goal of getting all balloons in the air at once was that the balloons were out of control. Once the leaders recognized this primary cause they were better able to creatively discover the best strategy for getting all balloons in the air at once!

Your task as a chapter leader is to step back and look at where you and your chapter have your focus. Is it on unchangeable conditions or solvable causes?

Seed 2 - Leverage Your Personal Power

Chapter engagement cannot just be of interest to the chapter advisor or leadership team. It must be of interest to all chapter members. At a recent conference, one of the advisors told us about a student who isn't a positional leader in her chapter and still has played a huge role in getting members involved. She does this by…

1. Being genuinely enthusiastic about the chapter and most everything going on in her life. This pulls the students in and creates energy within the individuals and within the chapter.

2. Encouraging her peers to help the chapter in small ways. This creates obligation and an opportunity for her peers to add meaning to their life by serving the chapter.

3. She makes it "ok" to be a part of the group, which is not the opinion held by most of the school. This social connectiveness meets a huge need they have in their life that they would fill anyway somewhere else.

Seed 3 – Know the Difference Between Groups and Teams

Nothing great can happen in your chapter, especially something mission-critical like membership engagement, if your leadership “team” is really just a leadership “group.” Following these steps will turn your group into a team.

1. Teams have an identified, trusted leader that enthusiastically gains the respect of the team.

2. Teams have an identified, specific goal that everyone is working towards. This goal is team created, not leader created.

3. Teams have an identified and agreed upon system for decision making. Go to the March 24, 2007 post to learn eight solid strategies for team decision making.

4. Teams make and revisit big, unique memories. This strategy also plays a huge role in creating and sustaining engaged members. Go big or go home.

5. Teams are comprised of individuals who are able to do something they love to do to help the team.

Seed 4 - Keep Commitments

Doing what you say you will do is the engine that drives all chapter activities. It is a meaningful aspect of membership engagement because it allows for momentum to happen. It is also a small way for everyone in the chapter to make a big difference. Commit to these commitment-keeping strategies…

1. Know when to say no. Don’t say yes if you know you really don’t want to do something and/or don’t have the time to do something.

2. Stick to a list of priorities.

3. Over-promise and over-deliver.

4. Gain clarity on all time and duty expectations.

5. Apologize when necessary.

6. Remember that you aren’t what you do once. You are what you do repeatedly.

7. Respect people’s time and show up early. Early is on-time. On-time is late. Late is left!

8. You make time for the important things. You have time to shower, eat, and text message don’t you?

9. If you add a commitment, take one away. Unless you are superman or superwoman, you can’t be great at everything. DECA is important. Trim down your other “non-critical” time consumers.


Seed 5 – Be a DECA chapter Torchbearer

One of our most popular leadership keynotes/workshops for student and professional elected leaders is called Torchbearers. We actually invest full days helping leaders understand how to tap into, retain and share with others the passion they have for their organizations. Review the list below to see if you qualify as a Torchbearer for your DECA chapter...The DECA Torchbearer Seven Defining Qualities…

You are thirsty for helping your DECA chapter grow.

You own a strong allegiance to your DECA chapter.

You value and foster relationships within your DECA chapter.

You gain part of your identity from your DECA chapter (you include your DECA chapter involvement when you introduce yourself to people.)

You have a clear understanding of your role in your DECA chapter.

You know and believe in your DECA chapter’s core values.

You speak positively about your DECA chapter and its leadership and members.

Fostering Relationships: Three Ideas for Bringing the Best Out of Others

As you read this post, you might wonder, "why the forks in the pictures?" People are like forks. They can be used for good or bad based on the hands they are in. Also, I have a new keynote slide show titled "The Fork." It makes fork-related leadership points: the eating fork, the tuning fork and the fork in the road.

If you are in charge of leading others, the following list highlights three practices to maximize performance.


You need to decide whether or not your people are in the right job. Knowing this requires an intimate understanding of the person and the job responsibilities. My mother was a high-level leader in a hospital for years. A lady worked for her that was a hard worker, but consistently under-performed. Mom found out she was in the wrong position. This lady was an introvert and was working in a very social position. Once mom placed her in a more solo position, she thrived. She was able to give her best because her best was asked of her. When you have people in the wrong type of position, they are asked to engage a weakness every day. Only when people are asked to engage a strength can they perform at a high level.

You also have to make job placement about the table, not the person. It's about the position and the behaviors they demonstrate in that position. Don't make it about them personally. Talk about the duties of the job and what it takes to succeed in it. This will result in everyone being able to keep a non-personal point of view. There are enough reasons for personal squabbles in the workplace - whether someone is in the right position or not doesn't have to be one of them.


This decision is about clarity and expectations. People can naturally give their best when they know what their best should look like, feel like and move like. As a leader, you have to decide what "an amazing job" is for each individual. You then have to put language to it and get them talking about it. Get things out in the open. Keep an eye on their progress and then guide them through the gap between average and amazing. This is where high level leaders and performers live.

Once you get the gap between average and amazing identified, work with your team on getting one percent closer to amazing. Start small. Start with one skill. One process. One job. Figure that out, perfect it and then move on to another. Before you know it, you and your team will be much closer to amazing than average. Just make sure you, nor they ever feel like amazing has been reached. This can be just as dangerous as never reaching for it at all. (See my post on the dirty little secret of high performers.)


I did a post a few months ago about the difference between MySpace leaders and YourSpace leaders. To bring the best out of others, you have to care about them. You must have a genuine interest in seeing them personally and professionally succeed and then communicate this by asking questions, learning what is good with them, what is a challenge for them, etc. These interactions need to be positive in nature, even when helping them improve. Again, make it about the behavior or the job, not the person. Always coach up (here are a few suggestions on coaching strategies) and look for the good. The bad will reveal itself immediately. The positive is sometimes more elusive to find. It is your job to recognize the positive and emphasize it daily.

Emotional Maturity: What Do We Really Have To Complain About?

Skill Assessment: Personality and Presentations

A few weeks ago I did a post on my Authenticity Rules blog about how your personality impacts your presentations.  If you lead workshops, trainings or give speeches, go check it out...

How Does Your Personality Impact Your Presentations?