Global Growth Academy

Appointed President of Predictive Index in Korea

2010-05-08T16:19:00.003+09:00

May 8, 2010.

Michael Conforme has been appointed President of Predictive Index in Korea effective May 1, 2010.

PI Korea is part of PI Europe and a member firm of PI Worldwide.

PI Worldwide is a premiere global consulting company specializing in leadership development and sales performance development; helping organizations uncover data-driven insights to create and sustain a high performance culture. We offer a unique combination of behavioral assessment, sales assessment and sales training to help organizations of all sizes:

1. Improve productivity across all levels
2. Manage people and teams for maximum performance
3. Sell more strategically—and more effectively
4. Retain and develop high potential talent
5. Grow future leaders

Our products and services that include Predictive Index ®, Selling Skills Assessment Tool and Customer-Focused Selling provide valuable insight into workplace behavior and employee motivation resulting in improved: job fit, employee retention, sales performance and succession planning.

Through our experienced, professional consulting staff, we give you and your management team the power, and the knowledge, to better motivate, lead and utilize your people to the best of their ability.

World Ocean Forum 2009

2009-11-12T23:03:00.004+09:00

World Ocean Forum 2009 - "Ocean, the Future of Human Kind"

The following is about my session, Cultivate Global Talented Marine Experts for the 21st Century. Written by J.H. Noh at the Busan Ilbo.

미리 보는 2009 세계해양포럼 ⑤ 특별세션
비즈니스 관점서 본 해양 대국 가는 길

노정현 기자

'해양, 인류의 미래'를 주제로 내건 '2009 세계해양포럼'은 4개의 일반세션 외에 2개의 특별세션을 따로 마련한다. 특별세션은 비즈니스·마케팅 세션이라 할 수 있다. 연구 분야와 비즈니스의 경계를 넘나드는 복합적 세션 구성을 지향하는 세계해양포럼만의 특징이 잘 반영된 대목이기도 하다.

오는 12일 개최되는 특별세션은 한국이 해양환경 변화에 적극적으로 대응하기 위한 방안 및 해양대국으로 발전하기 위해 핵심적으로 성장시켜야 할 분야에 초점이 맞춰진다.

연구와 결합 복합 세션
기후변화 대응 설명
그린물류·크루즈 전망
국제해운거래소 소개도

오전 10시부터 낮 12시20분까지 부산 벡스코 컨벤션홀에서 열리는 첫번째 특별세션의 주제는 '해운·물류·크루즈산업의 미래'다. 해운·물류·크루즈산업 분야의 미래 전망 및 발전방안에 대한 심도깊은 의견 교환이 이뤄진다.

먼저 이노우에 사토시 세계항만협회(IAPH) 사무총장이 '기후변화와 세계항만'이라는 주제발표를 맡는다. 이노우에 사무총장은 해상무역과 국제물류에서 필수적인 역할을 하고 있는 항만이 지속가능한 방식으로 발전하고 운영되어야 하며 동시에 자연환경과 조화를 이루는 것이 중요하다고 강조한다. 이와 관련, 이노우에 사무총장은 세계항만 기후변화 구상안(WPCI)을 발족해 전 세계 항만업계가 현안문제 해결에 동참하도록 유도하고 있는 세계항만협회의 노력과 실천에 대해 설명할 계획이다.

두번째 주제발표자는 한진해운 신항만주식회사의 최영배 사장으로 '새로운 그린물류시대'라는 주제로 한진해운 등 해운사들의 그린물류 현황을 전달한다. 이어 세계 최대 크루즈사 중 하나인 '로얄캐리비안크루즈'의 마이클 베일리 아태지역 부사장을 통해 한국 해양산업의 최대 도전 과제 중 하나인 크루즈산업 분야에 대한 가능성을 타진해보며, 마지막으로 동명대 박남규 교수로부터 컨테이너 터미널 모델링에 관한 논문을 통해 새로운 물류기술에 대한 구상을 들어본다.

오후 1시30분부터 2시간 동안으로 예정된 두번째 특별세션의 주제는 '21세기 글로벌 해양인재 양성'이다.

첫번째 주제발표자는 세계 최대 선박 중개사인 심슨 스펜스 앤 영(Simpson Spence & Young)의 데이비드 베어드 전무이사로 또 하나의 블루오션인 국제해운금융거래소를 소개한다. 선진 중개사의 사례발표는 우리나라에서 아직 생소한 국제해운금융거래 분야에 대한 관심을 촉진시키는 기회가 될 것으로 보인다.

이어 다국적 HR컨설팅사인 GCT 파트너스의 마이클 콘포메 대표이사의 해양산업 CEO 양성에 대한 발표가 준비되어 있다. 국제적 시각을 가진 HR 전문가로부터 글로벌 해양인재 양성 전략을 들어보는 자리다. 20년간 기업들의 임원코치로 활동해온 콘포메 대표이사는 주한미국상공회의소 및 주한캐나다상공회의소의 HR파트너이기도 하다.

㈔해양산업발전협의회 관계자는 "이번에 마련된 특별세션은 연구와 비즈니스가 결합된 복합구성으로, 보다 실질적인 성과를 기대할 수 있을 것"이라고 말했다.

-끝-

노정현 기자 jhnoh@busan.com

Avoid 10 Common Mistakes in HR Communication

2009-08-13T23:43:00.011+09:00

Happy Summer holidays! I am feeling recharged and ready for the second half of '09.

With the current economic cloud still looming over head companies may still face challenges when it comes to communicating with their employees. Usually, this burden falls into the laps of HR.

While relaxing and thinking about the challenges you may face during the remainder of '09 why not take a break and check out this articile written by Katie Badeusz, "Avoid 10 common mistakes in HR communications."

HR communications have big impacts on the work force; make sure yours are on target.

As organizations tackle rising health-care costs and work-force integration issues, effective HR communications is more crucial than ever.

Many people think of HR communications as tactical duties like creating policies and manuals, for instance. But “there are very big business issues in HR—like health care, compensation and layoffs—which generate the need for strategic communication,” according to consultant Laurie Barnes of Mercer Human Resources Consulting.

Barnes says that communicators can create a substantially positive change in an organization by recognizing some of the most common mistakes in HR communication and take the steps to avoid them.

Common mistakes in HR communications

1. Too much technical information. “It’s not uncommon for HR managers to get caught up in technical details and language when they’re drafting policies or negotiating new contracts.” However, it’s important for communicators to avoid using too much technical detail and language when presenting new information to employees. “Communicators must work to present information in careful detail so employees can understand it.” Streamlining detailed concepts and explaining them in terms that everyone can understand are the two most important aspects of clear communication, according to Barnes. This means using less technical language, and always explaining what a concept means for the individual and the company.

2. Not enough lead time. Communicators are often brought in to help right before management is ready to make an announcement. But communicators should be involved with new plans and announcements right from the start, according to Barnes. “Cutting short that upfront time puts communication objectives and messages at risk because it doesn’t allow the communicator enough time to learn about the plan.” Fix this mistake by always making yourself available to managers at the beginning of a process.

3. Messages aren’t personalized. Communicators should personalize information by tailoring it to specific departments or employees. Do this by determining how each set of employees will best comprehend information and explain it using the best vehicle for reaching that audience. Keep in mind that adult learners learn differently—some people need to hear information, some need to read it and others need to experience it in order to comprehend it. For example, the financial sector of your organization might prefer to see statistics on a chart, while the marketing or advertising sector may prefer to get their information in a visual and creative way.

4. ‘Why’ is not always explained. “HR communicators are habitually guilty of explaining policies without clarifying the ‘why,’” Barnes explains. This means that sometimes communicators forget to explain the reason we’re doing something when we announce a change or new piece of information. “Don’t leave your audience in the dark,” Barnes warns. This will only lead to questions, confusion and disengagement. When communicating, be open and honest with employees upfront and tell them why something new is taking place.

5. Not enough opportunities for feedback. Communicators forget to implement opportunities for feedback in their communications plan. Barnes suggests incorporating surveys, blogs, question and answer sessions, town hall meetings, and other outlets and opportunities for two-way communications into your communications plan.

6. HR communicators don’t do enough research upfront. “Communicators can usually anticipate what 80 percent to 90 percent of their work force is going to say about a change or new policy. But that 10 percent to 20 percent that can’t be predicted can make or break the communications plan,” Barnes says. “We must try and understand the work force as it relates to a particular issue before we communicate.” For example, research your audience by developing a survey on how they prefer to get information about internal policies, benefits, compensation plans, etc.

7. No leadership support. “It’s really important from a change-management perspective that leaders of an organization understand and stand behind what communicators are doing.” Obtain leadership support by addressing your issues to management, and explain how the issues will be communicated. Communicators should also incorporate managerial duties for each communication plan so employees can see upper level support and involvement.

8. Employee impact isn’t considered. During the development of a new communications plan, communicators should ask themselves questions about how employees are going to respond. This is an essential part of any communications process because this consideration can change the way things are communicated, according to Barnes. Communicators should personalize their messages to different departments and address issues in ways that best relate to their audience.

9. Too much spin is put on messages. “Employees for the ages can recognize a line when they hear it,” Barnes says, so we always tell our clients that honestly is the best policy.” Spin gives your employees an opportunity to contradict what is said and identify an aspect of the message that isn’t completely transparent. Avoid confrontation by keeping communications as clear, specific and honest as possible.

10. Lack of ongoing enforcement. “We often forget to tweak and continue our messages throughout the program,” Barnes says. Health care, benefits, retirement and work force issues are all things that can’t be communicated effectively with a one-shot communication. Continual communication is critical in order to get employees to understand all facets of operations. Make sure you are incorporating ongoing communication opportunities into your plan. For example, host meetings throughout the year to reinforce policies and procedures and give employees the chance to ask questions.

Enjoy the rest of Summer and see you in the Fall.

Michael Conforme

3 Mistakes Most People Make When They Meet a Stranger

2009-07-16T13:33:00.002+09:00

3 Mistakes Most People Make When They Meet a Stranger

By Darlene Willman

When you network, you are planting tiny seeds of possible business with each person you meet. There's no guarantee that you'll gain business right away but over time you'll harvest a large crop!Over the past 20 years, I've noticed a few common mistakes that most people make while they network. In the beginning, I made them too until I realized how to properly grow my own network.

Don't assume that someone is interested in learning all about your business. I know how tempting it is to want to do all the talking and explain all there is to know about you and your company. Unfortunately, the person you're talking to wants to do the same thing so this can pose a problem. I believe in holding your posture while you're networking so you don't come across as too aggressive. There's a time and place for doing a sales pitch and it's definitely not when you meet a stranger. You might have heard the term, "Verbally Throwing Up on Someone" and no one likes that too much. It's a known fact that if you tease someone with just enough information that piques their interest, you'll more likely get another chance to go into full detail. Take some time to figure out how to offer a sample or appetizer while networking instead of providing the main course.

Never bring up someone that you had a negative experience with or engage in gossip. After you start networking, you'll discover how connected people are and you just might be talking about someone they know. Worse yet, they might be considering doing business with them and you may cost the other company money if they lose the business. You might even find out that person is somehow related to the one you are talking about! My advice, simply talk in general terms without involving names.

Try not to be overbearing with someone you just met. Every person has a different way of communicating and responds differently to meeting total strangers. If you happen to be a Type A individual that talks in a rush and wants you to just get to the point, the person you meet might need more information. Don't expect to do a one, two punch with someone that needs everything spelled out. Be aware of the different personality types and do your best to "mirror" them to communicate in the best way they receive information. If they talk slow, you should too. If they are a bottom line person, cut to the chase.

If you are aware of these three mistakes, hopefully you will have better success networking with total strangers and start growing your business!

About the Author: Darlene Willman, aka The Sassy Networker, is a keynote speaker, author and coach, specializing in small business networking and referrals. She provides resources, connections and support to entrepreneurs, small business owners and other professionals that have a strong desire to promote their companies through relationship marketing. She will show you how to build an incredible network of people who refer business to each other plus so much more.

You can start receiving her eZine, The Networking Focus (a $67 value) by visiting http://www.sassynetworker.com/. Contact our office today at (636) 387-3000 to book Darlene Willman as your next keynote speaker.

How Do You Control CEO Rage?

2009-07-15T21:17:00.003+09:00

First, apologies for being behind on my blogging it has been 4 months since I have written or posted anything of interest. Although we are in a global economic slump somehow through luck, talent and support from our clients we have been able to survive. So to my Partners and Staff, I say "Thank you" and to my clients words cannot express how thankful I am to all of you. See you at our year-end party in Seoul, Korea.

Well - as I am still up to my neck with various projects instead of writing this month I have posted an interesting article written by Klaus Kneale (Forbes.com) about "How Do You Control CEO Rage?"

Some bosses think outbursts of temper serve them well. Sometimes they may even be right.

In Pictures: 10 All-Time Great CEO Outbursts

Tom Adams, the chief executive officer of Rosetta Stone, the language software business, says he never blows up about big stuff, like aligning the objectives of an entire board of directors. Smaller things get to him more. He remembers being furious when a long-term employee was let go without his OK.

Douglas McKenna isn't surprised. With his background in psychology and leadership development, he coaches executives in dealing with stress and anger.

One of the first things McKenna does is try to find a pattern to the anger. CEOs don't generally walk around in a rage all day. Something has to trigger it, maybe a particular concern, person or even time of day. He worked with one CEO who got up early every day and became prone to outbursts at around 11:30 a.m., when she started getting hungry for lunch.

In Pictures: 10 All-Time Great CEO Outbursts

Such patterns are common, he says, but sometimes the job is just too much. "There's a theme in anger," he explains. "We get angry when we're thwarted. CEOs have a thousand opportunities every day to see their goals get blocked."

Chief executives may be more resistant to stress than the rest of us (See "Stress Management For The CEO"), but their personalities and environments often exacerbate hostility. They tend to be Type A personalities and very impatient, says Nathan Bowling, an industrial and organizational psychologist who studies job attitudes and performance and the role of personality in the workplace. They're goal-oriented go-getters who want things done now. All these traits tend to lead to frustration. "It makes sense that a fair number of CEOs have anger issues," Bowling says.

Not that they care to discuss it. Almost every CEO we asked about anger for this article refused to comment.

Does the boss's anger do more good or harm? In general, it's a tradeoff that depends a lot on how that anger is expressed. Robert Hogan has studied what he calls "derailed managers," looking at their personalities and performance, since the 1960s. When a manager throws a tantrum, he says, there is almost always a short-term, immediate benefit. Someone runs off and gets what you wanted, or makes a promise they can't necessarily keep to appease you.

The problem is longer term. Alienating and stressing out workers by yelling at them kills team-building. Regular outbursts tend to harm the culture of the company as well. Managers who get yelled at yell at the people they blame for getting them yelled at.

McKenna warns that even in the short term, the benefits of outbursts are dubious. There are four general responses to displays of anger: fighting, fleeing, appeasing and sabotage. Only the appeasement response actually provides even a brief benefit, and that's often outweighed by the additional stress, shoddy workmanship or thoughtless action that follows.

Bowling adds that handled right, anger itself isn't bad for CEOs. "Everyone gets angry. What you don't want is someone who lashes out," he says. "If you're never upset, though, some people will think you don't care. It can even be politically unwise to always be cool." He even says some employees respond very well to anger.

McKenna has seen bursts of anger have a wide range of effects. Some that he calls "laser-guided missiles" do get the job done and done well. More just show the CEO losing his composure. Showing a deficit in balance and flexibility does no good at all.

McKenna says the key is to maintain your anger and composure at the same time. In fact, some CEOs are successful partly because they've mastered this very ability. They can intimidate without being unprofessional.

How many psychologists does it take to change a light bulb? One, but the light bulb has to want to change. CEOs who throw tantrums have to acknowledge that they need to change before they can do so. Many explosive CEOs may admit to having a short fuse, but even so don’t think they need to change.

What do you say to the boss who can't keep cool? Hogan says the best way to frame it is: "If you keep doing this, you're going to fail." Many anger-ridden CEOs do what they do because they believe it will bring results. Realizing they are damaging themselves and their companies in the long term must be the first step down the road to redemption.

President Barack Obama is the absolute antithesis of all this, according to Hogan. "No one has ever heard him yell." So far, it appears to be serving him well.

Angry CEOs: It's time to channel your inner No-Drama Obama

Companies ask expatriate staff to take unpaid leave

2009-02-11T19:23:00.002+09:00

Here's is an interesting article written by Sara Hamdan and Sarmad Khan reported in the National.

Could this trend happen in Korea? We shall see.....

An increasing number of firms are asking expatriate employees to take unpaid leave rather than making them redundant, uncertain of how long and deep the downturn will be in the region.

Dhow Palace, a five-star hotel in the Burj Dubai area, has given a quarter of its staff a one-way ticket home on unpaid leave for three to four months.

“They are mostly junior staff, but by sending them away, we are saving a lot on transportation, food and accommodation,” said Ashwin Singh, the general manager of the hotel.

“It is hard to lose staff, but I would prefer to lose 25 per cent rather than all of them. This is the only solution available to hoteliers.”

Mr Singh said hotel revenues throughout the industry had fallen between 45 and 60 per cent since the final quarter of last year. Occupancy rates since then have dropped about 30 per cent and room rates have declined sharply.

“I’m not worried about the occupancy as much as I am worried about how to increase revenue,” Mr Singh said.

Shahzad Butt, the director of business development at Chelsea Hotels Group, said room rates, in most cases, had fallen back to levels of 1998-1999, forcing hoteliers to send staff back home on involuntary leave to manage costs.

“Sending staff on unpaid leave is a short-term solution to retain human capital,” Mr Butt said.

“Hoteliers don’t want to lose trained staff, but the current financial strain on our pockets dictates that we must let them go for a short while. We know many hotels have sent staff on unpaid leave. We will have to do the same if the crunch persists.”

Staff asked to take unpaid leave are confident the companies value them enough to retain their jobs, and remain optimistic despite having to tighten their belts.

“It helps the company and I get extra time with family back home, so why not?” said a valet attendant at Emirates Towers hotel, part of the Jumeirah Group. “At the end of the day, I still have a job and that’s what matters these days.”

Some companies are encouraging employees to take a sabbatical, in some cases up to a year, as they seek to cut costs and find creative ways to cope with the financial crisis.

“I won’t take too much time off; most are taking about two weeks of unpaid leave,” said another employee at Emirates Towers.

The Jumeirah Group, which employs more than 10,000 people from 90 countries, declined to comment.

Analysts say this measure of managing costs is occurring in Europe as well, as a means to cope with the crisis.

“Some companies find that it is better to give [employees] leave and wait for the economy to recover,” says Kamran Butt, the head of the Middle East equity research team of Credit Suisse. “All in all, we’re seeing this not only in the Middle East, but in Europe as well with car manufacturers; it’s a different way of looking at managing the business.”

Dusit Dubai is another five-star property that does not want to make redundant staff it has trained over the years. “Right now, we are encouraging staff to take voluntary unpaid leave up to a month, in addition to their accumulated annual vacation,” said Michael N Francis, the marketing and communications manager at the hotel.

“It’s better that employees take unpaid leave and relax back home as opposed to sitting here and doing nothing.”

If business did not pick up, he said, sending employees on longer unpaid leave would probably be the only option, because the hotel did not want to terminate staff “it had worked so hard to train”.

Analysts said this approach to cost cutting was being used globally, including by the car makers Honda and Toyota.

“As [companies] brace for a slowdown, they remain uncertain as to how extreme the slowdown will be; [granting unpaid leave] is a way to protect the company in an environment when it’s difficult to forecast how far down the private sector will go,” said John Sfakianakis, the chief economist of the Saudi British Bank, a subsidiary of HSBC.

“This is a kind of ‘wait and see’ approach for companies; they realise that they face less demand by consumers and are forced to reduce output and downsize, so this way they can avoid permanently laying off staff, which is a cost in itself.”

Analysts expect companies across all sectors to consider cost-cutting initiatives such as involuntary sabbaticals in the next few months. “We’ll see this in other sectors, including financial services, because they are all interconnected and there’s an obvious decline in all the sectors,” Mr Sfakianakis said.

The job cuts and sabbaticals will have an effect on prices and general economic growth, he said. Without wages, people will consume less, so demand will decline and overall prices will fall. Remittances will also decline from the high number of expatriate workers in the UAE who send a large proportion of their wages home.

Do Your Best Workshop Feedback

2009-02-02T00:57:00.003+09:00

3분의 1정도?가 영어로 진행됬지만, 어려운 영어가 없어서 쉽게 접할 수 있었다.

가장 좋았던 점은 미션,비전,골에 대한 정의를 확실히 할 수 있었다는 것이다.

몇년전부터 '내 생애 최고의 해'라는 프로그램으로 새해계획을 세우고 있는데,미션,비전,골에 대한 정의를 확실히 내리니 좀더 목표가 분명해졌다.

처음부터 끝까지 열정적으로 강의해주신 GCT의 Michael Conforme 와 Mark Pattion씨께께 감사의 말씀드립니다.

오랜만에 뵈었는데 유영호 팀장님 얼굴이 건강해 보이셔서 참 보기좋았다는 ^^

아래는 강의 핵심내용을 정리해 보았어요.

*3P (Do your Best 를 위해서 꼭 기억해야할 것)
- Positive 긍정
- Passionate 열정
- Professional 전문성

*미션
- 정의
- 자신의 정체성에 대한 명확한 표현
- 나는 이런사람이다.
- 나는 이것을 위해 살아왔다.
- 해야할일, 구체적인 실체
-설정방법
- 열정을 느낄 수 있게 표현
-원칙 5가지
i. 미션은 구체적이어야 한다.
명확하고 행동을 명시해야 함
ii. 모순되지 않아야 한다.
구성 요소끼리 상충되지 않아야 한다.
iii. 공과 사의 구분 없이 자신의 행동은 미션에 일치해야 한다.
iv. 문서로 기록된 구체적인 미션은 말로만 표현하는 것 보다. 훨씬 효과적이다.

*비전
- 정의
- 내가 무엇이 되고자 함을 명시
- 장기적인 큰 목표
- 욕심, 오기가 생기는 것
- 원칙 5가지
i. 모호하지 않고, 나아가야 할 방향을 명확하게 제시
ii. 상대방과 경쟁에 초점을 맞추지 않아도 된다.
iii. 창조성을 요구하나, 적당함을 유지한다.
iv. 구성 요소끼리 서로 모순되거나 상충되지 않는다.
v. 불가능한 것이 아닌, 도전적인 것이어야 한다.

* 목표
- 정의
- 비전과 미션을 달성하기 위한 구체적인 달성해야 할 대상
- 무엇을 할 것인지, 어떻게 성취할 것인지, 구체적인 내용이 담겨야 함
- 원칙
- 목표는 다른 사람들에게 많이 이야기하라
- 달성하면 긍정적 보상을 하라

How to conduct a Management Trainee Interview

2009-01-31T23:54:00.002+09:00

Hillarious interview sketch by Monty Python.

Welcome to the Year of the OX

2009-01-31T23:43:00.003+09:00

Do Your Best in 2009!!!

Welcome to the year of the Ox. You made it through one more year. After a rollercoaster ride in 2008, it has finally come and gone and if you’re like most people these days, it probably went much much faster than you anticipated. In fact, the last two, three or five years probably went by much faster than you not only anticipated, but also wanted.

What about the last nine years? Do you remember celebrating the dawn of the New Millennium? That was nine full years ago...time flies doesn’t it?!

So here’s a thought. What would you do differently if you knew that this year will also fly by faster than you thought, faster than you want?

How long would you put off doing what you want to do?

How long would you be willing to wait for happiness?

How long would you sit in your comfort zone longing for more adventure and excitement in your life?

Of course, time doesn’t slow down but our lives continually seem to speed up and let’s face it, 2009 will go by just as fast as all the recent years.

Now turn those previous questions around and take control of your 2009 destiny.

How quickly can you start doing what you want to do? Today!

What can you do right now to feel happy? Anything!

When can you stretch your comfort zone to embrace a new challenge or opportunity to learn, grow and contribute? Right now!

There is no doubt that you can make 2009 your best year ever. However, it’s not going to happen by accident. You can have awesome goals, grand plans and many lists. Yet without consistent action, your dreams remain just dreams and another year passes by leaving you wanting more. Only action leads to results. And consistent action in the direction of your dreams leads to positive results that inspire you to keep going.

5 Action Points to Do Your Best!

Here are a few starter points for having an incredible 2009. Put these into action and not only enjoy the months ahead, but also possibly have your best year ever.

1. Get clear on what worked and what didn’t.

Reflecting back on the lessons learned from the previous year can help you to identify clearly common obstacles (physical and mental) that prevented progress as well as understanding where you really excel and find great happiness.

2. Set new goals that excite you.

Often goal setting can seem like a creation of another long ‘to do’ list. It’s important to make a distinction between stuff you want to do and goals that excite you. You will still do the stuff you want to do but identifying a handful of bigger, bolder goals that get your internal juices flowing and make you want to jump out of bed in the mornings brings an entirely different and energetic perspective on your year ahead.

3. Create an action plan.

Here is where the dream starts to feel real. Your goals from point 2 give you clarity on the ultimate outcome you want. Your action plan should then break down that outcome into smaller steps to guide you along the way. The best action plan for a year will be structured into quarterly, monthly, weekly then daily plans. Consistently daily action is your fastest route to goal achievement.

4. Take action and adjust.

A good thought to keep in mind is that every action you take is either moving you in the direction of your goal, or away from your goal. Sometimes you just need to do things that aren’t aligned to your goals and that’s ok…as long as you’re aware of it. When you see yourself getting off track you simply need to make an adjustment, try a different approach and remain focused on your ultimate goal.

5. Be accountable.

Even when you have brilliant goals that really excite you and massive motivation to take action, sometimes life challenges us to remain on track. Holding yourself accountable for consistent action can be tough at times, which is where a GCT Coach can really make a difference. A coach will help you develop the strategies necessary to get the results you want.

As Oprah Winfrey was once quoted, “Doing the best at this moment puts you in the best place for the next moment.” So to do your BEST in 2009 stay positive, be passionate and follow the recommended action points. Good luck and we wish you all the best in 2009.

Scrubs - John Dorian's 3 step leadership skills

2009-01-31T23:29:00.002+09:00

Why Leaders Fail?

2009-01-31T22:44:00.003+09:00

Happy New Year!

January has been a very hectic month so I have been negligent in writing my weekly blog. With February just around the corner my goal is to be more diligent.

Although the global financial crisis is definitely taking its toll on the training industry with companies cutting their training budgets from 25% to 62% and in some cases freezing their training budget by 100%; one area that we have seen an increase in is our Leadership Coaching programs.

The main reason is being a leader a "Best Boss" has come under the spotlight with leaders now being held even more accountable during this financial turmoil.

So why are leaders failing? If you lined up 1000 consultants and coaches you would hear a variety of reasons why. For me, I tend to agree with Mark Sanborn.

Who is Mark Sanborn? He is a best selling author and motivator whose books on leadership and service have touched millions world-wide (taken from his website).

Sanborn writes that there are 6 warning signs why leaders fail.

A Shift in Focus
Poor Communication
Risk Aversion
Ethics Slip
Poor Self Management
Lost Love

Instead of going into detail about each one, please refer to Mark's article below.

Why Leaders fail?

This article is from Mark Sanborn, CSP, CPAE

Donald Trump, paragon of the real estate world, files for bankruptcy. Richard Nixon, 37th U.S. President, resigns the presidency over the Watergate scandal. Jennifer Capriati, rising tennis star, enters a rehabilitation center for drug addicts. Jim Bakker, renowned televangelist, is convicted of fraud.

In the recent past, we've witnessed the public downfall of leaders from almost every area of endeavor -- business, politics, religion, and sports. One day they're on top of the heap, the next, the heap's on top of them.

Of course, we think that such catastrophic failure could never happen to us. We've worked hard to achieve our well-deserved positions of leadership -- and we won't give them up for anything! The bad news is: the distance between beloved leader and despised failure is shorter than we think.

Ken Maupin, a practicing psychotherapist and colleague, has built his practice on working with high-performance personalities, including leaders in business, religion, and sports. Ken and I have often discussed why leaders fail. Our discussions have led to the following "warning signs" of impending failure.

WARNING SIGN #1: A Shift in Focus
This shift can occur in several ways. Often, leaders simply lose sight of what's important. The laser-like focus that catapulted them to the top disappears, and they become distracted by the trappings of leadership, such as wealth and notoriety.

Leaders are usually distinguished by their ability to "think big." But when their focus shifts, they suddenly start thinking small. They micro manage, they get caught up in details better left to others, they become consumed with the trivial and unimportant. And to make matters worse, this tendency can be exacerbated by an inclination toward perfectionism.

A more subtle leadership derailer is an obsession with "doing" rather than "becoming." The good work of leadership is usually a result of who the leader is. What the leader does then flows naturally from inner vision and character. It is possible for a leader to become too action oriented and, in the process, lose touch with the more important development of self.

What is your primary focus right now? If you can't write it on the back of your business card, then it's a sure bet that your leadership is suffering from a lack of clarity. Take the time necessary to get your focus back on what's important.

Further, would you describe your thinking as expansive or contractive? Of course, you always should be willing to do whatever it takes to get the job done, but try never to take on what others can do as well as you. In short, make sure that your focus is on leading rather than doing.

WARNING SIGN #2: Poor Communication
A lack of focus and its resulting disorientation typically lead to poor communication. Followers can't possibly understand a leader's intent when the leader him- or herself isn't sure what it is! And when leaders are unclear about their own purpose, they often hide their confusion and uncertainty in ambiguous communication.

Sometimes, leaders fall into the clairvoyance trap. In other words, they begin to believe that truly committed followers automatically sense their goals and know what they want without being told. Misunderstanding is seen by such managers as a lack of effort (or commitment) on the listener's part, rather than their own communication negligence.

"Say what you mean, and mean what you say" is timeless advice, but it must be preceded by knowing what you mean! An underlying clarity of purpose is the starting point for all effective communication. It's only when you're absolutely clear about what you want to convey that the hard work of communicating pays dividends.

WARNING SIGN #3: Risk Aversion
Third, leaders at risk often begin to be driven by a fear of failure rather than the desire to succeed. Past successes create pressure for leaders: "Will I be able to sustain outstanding performance?" "What will I do for an encore?" In fact, the longer a leader is successful, the higher his or her perceived cost of failure.

When driven by the fear of failure, leaders are unable to take reasonable risks. They want to do only the tried and proven; attempts at innovation -- typically a key to their initial success -- diminish and eventually disappear.

Which is more important to you: the attempt or the outcome? Are you still taking reasonable risks? Prudent leadership never takes reckless chances that risk the destruction of what has been achieved, but neither is it paralyzed by fear. Often the dance of leadership is two steps forward, one step back.

WARNING SIGN #4: Ethics Slip
A leader's credibility is the result of two aspects: what he or she does (competency) and who he or she is (character). A discrepancy between these two aspects creates an integrity problem.
The highest principle of leadership is integrity. When integrity ceases to be a leader's top priority, when a compromise of ethics is rationalized away as necessary for the "greater good," when achieving results becomes more important than the means to their achievement -- that is the moment when a leader steps onto the slippery slop of failure.

Often such leaders see their followers as pawns, a mere means to an end, thus confusing manipulation with leadership. These leaders lose empathy. They cease to be people "perceivers" and become people "pleasers," using popularity to ease the guilt of lapsed integrity.

It is imperative to your leadership that you constantly subject your life and work to the highest scrutiny. Are there areas of conflict between what you believe and how you behave? Has compromise crept into your operational tool kit? One way to find out is to ask the people you depend on if they ever feel used or taken for granted.

WARNING SIGN #5: Poor Self Management
Tragically, if a leader doesn't take care of him- or herself, no one else will. Unless a leader is blessed to be surrounded by more-sensitive-than-normal followers, nobody will pick up on the signs of fatigue and stress. Leaders are often perceived to be superhuman, running on unlimited energy.

While leadership is invigorating, it is also tiring. Leaders who fail to take care of their physical, psychological, emotional, and spiritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life -- and check them often! When a gauge reaches the "empty" point, make time for refreshment and replenishment. Clear your schedule and take care of yourself -- it's absolutely vital to your leadership that you continue to grow and develop, a task that can be accomplished only when your tanks are full.

WARNING SIGN #6: Lost Love
The last warning sign of impending disaster that leaders need to heed is a move away from their first love and dream. Paradoxically, the hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the dream that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them. They must stick to what they love, what motivated them at the first, to maintain the fulfillment of leadership.

To make sure that you stay on the track of following your first love, frequently ask yourself these three questions: Why did I initially assume leadership? Have those reasons changed? Do I still want to lead?

Heed the Signs
The warning signs in life -- from stop lights to prescription labels -- are there for our good. They protect us from disaster, and we would be foolish to ignore them. As you consider the six warning signs of leadership failure, don't be afraid to take an honest look at yourself. If any of the warnings ring true, take action today! The good news is: by paying attention to these signs and heeding their warnings, you can avoid disaster and sustain the kind of leadership that is healthy and fulfilling both for yourself and your followers.

The American President

2008-12-14T02:28:00.006+09:00

Excellent example of assertive communication by Michael Douglas in the movie, "The American President".

Are You Ready To Fly? Contact Michael Conforme today!

General George S. Patton - What's his communication style?

2008-12-14T02:08:00.007+09:00

There are a variety of communication styles that leaders use. At GCT we assess leaders communciation styles by the way they communicate (behavior) with thier employees and use the following four categories to describe them:

Openly Aggressive Behavior
Concealed Aggressive Behavior
Passive Behavior
Assertive Behavior

In the movie, "Patton" George C. Scott plays the main role of General George S. Patton. While viewing the movie clip can you guess General Patton's style? (viewer warning: strong language)

Are You Ready To Fly? Contact Michael Confome today!

Death by PowerPoint

2008-12-13T23:58:00.009+09:00

Interesting slideshow out of Russia by Alexei Kapterev about Death by PowerPoint

What Could You Accomplish If The Fear Was Gone?

2008-12-13T23:42:00.003+09:00

People who couldn't express themselves in business are now being promoted and getting more responsibility, because they can speak clearly and decisively.

Those who felt marginalized or ignored, now participate fully in negotiations and debate, because they can state their position with confidence.

Many who shied away in social situations are building relationships and finding happiness, because they are now spontaneous and authentic.

Our clients now face conflict responsibly, and argue calmly and evenhandedly, because they no longer fear judgment or criticism.

They are now equipped to speak publicly and promote their businesses in ways they could not before, because their fear of speaking is gone.

Are You Ready to Fly? Contact Michael Conforme today.

May I Present by Michael Conforme

2008-12-13T23:02:00.011+09:00

This is a humerous presentation giving by Tim Conway. I use this clip during my presentation coaching & training sessions in Korea (hence the Korean subtitles). Enjoy.

Are You Ready To Fly? Contact Michael Conforme today!

Is Your Fear of Speaking In Public Hurting You Personally and Professionally?

2008-12-13T22:51:00.013+09:00

Do you lose control over your body?
Dry mouth?
Quivering voice?
Sweating?
Increased heart rate?
Do you forget what you had planned to say?
Do you require hours of preparation before you can talk before a group?
Does your fear of speaking prevent you from asking questions?
Do you worry about sounding foolish and having people laugh at you?
The fear of speaking in public is really painful, isn't it?

If you answered, "Yes" to any of these questions then contact Michael Conforme today.

GCT - Time to Fly!

Managing Your Organization's Talent

2008-12-13T22:26:00.002+09:00

With the dual challenges of a deepening economic crisis and a growing fear of talent shortages, it is becoming increasingly important to effectively manage your organization’s talent.In the survey Managing Your Organization's Talent, you will be asked about how well your organization attracts, selects, retains, rewards, develops and promotes talent, and which areas have the greatest potential to improve company performance.If you can answer these types of questions about your own company or organization’s talent management processes, please take this brief survey on Managing Your Organization’s Talent. If not, please forward this to those in charge of your talent management and/or HR processes.

Start the survey now.

You Too Can Get Rid of Your Fear of Public Speaking

2008-12-13T22:25:00.004+09:00

When I was young every time I had to stand up in front of an audience of as few as 30 people I felt a real fight-and-flight panic reaction. Twenty years later standing in the board room speaking to the CEO of one my pharmaceutical clients I was reminded how nervous one can feel when having everyone looking at you.

In the past my fear of public speaking had stopped me from speaking at corporate events. However, I knew if I wanted to be a motivational speaker I would have to speak publicly in order to spread my message. I now feel ready anytime I am asked to speak.

Due to my fear of public speaking I had been limited in the promotional activities that I could select to enhance my business. Now that the fear is gone, I am equipped to speak publicly and promote my business in ways I could not before.

Originally I had felt somewhat skeptical until I got in front of a room filled with people and realized that I was no longer in a state of panic. I really appreciate The GCT Method because the fear is gone.

People have a choice about living with the fear of public speaking. They can use The GCT Method to eliminate the fear.

GCT Overview by Michael Conforme

2008-12-13T21:52:00.011+09:00

GCT launches 2009 Global Growth Academy

2008-12-13T18:50:00.002+09:00

Reduce staff by 25%, cut capital expenditures by 33%...

Soccer Coaches frequently motivate players by shouting out the quote- "When the going gets tough, the tough get going".

Well, economic conditions are extra tough right now so how do companies get tough and help their teams win?

One way is by taking advantage of GCT's Global Growth Academy. Our Global Growth Academy focuses on high-impact coaching & training delivered at economical rates.