Brenda

118: Leadership development – an outstanding leader

Leadership Development Tagged with: Development, Formation, leader, Leadership

May 242013

Our new programme ‘Leading in formation’ is achieving excellent results. These workshops are planned primarily for the leadership teams of professional firms or organisations.

It is interesting to see how the input from different organisations varies. Unique and valuable information is gained through the groupwork and this is consolidated after each session often providing the starting point for further individual reflection and then groupwork at the next session. One exercise requires that they describe an outstanding leader by listing up to 10 characteristics that a leader of that caliber would demonstrate. Individuals start from scratch with very few guidelines and thus the input is fairly spontaneous but results in quality conversation in the groups. The process is as important as the outcomes.

Below is the consolidated input after the first workshop session for a hospital management team. They have done an excellent job. However, I don’t necessarily agree with all their points and many need expansion. At the next session, the information will be further refined. Many of the points below could fit under different headings, but I have included them only once. Please consider all the attributes below before reflecting on the questions at the end of the article.

An outstanding leader is some-one who has:

Good communication skills
High E Q
Integrity
Self-belief
Strength of conviction
A vision
Management skills
A good sense of humour

Words that describe the outstanding leader’s characteristics:

Accountable
Action-oriented
Active
Ambitious (a ‘go getter’)
Approachable
Assertive
Bold
Capable
Compassionate
Confident
Consistent
Dependable
Determined
Driven
Empathetic
Enthusiastic
Fair
Flexible
Focused
Fun-loving
Gentle
Honest
Humble
Influential
Innovative
Inspiring
Inspirational
Kind
Knowledgeable
Motivated and motivating
Objective
Open
Optimistic
Passionate
Patient
People-oriented
Punctual
Reasonable
Resilient
Resourceful
Sensitive
Skillful
Spontaneous
Supportive
Tenacious
Transparent
Trustworthy
Unafraid

An outstanding leader is some-one who is:

Able to identify their own strengths and weaknesses
Open to constructive criticism without taking offence
Open to taking advice
A good ‘active listener’ and willing to listen
Not a slave to rules
A mentor
A good planner
Gorgeous (I liked that one!)
Open to new ideas
A pillar of support
Open to suggestion
Willing to admit that he/she has made an error
Encouraging and encourages others
A decisive and fair decision-maker
Born to be a leader
Able to identify the strengths and weaknesses of people
A friend
Engaged
Able to recognise potential

In relation to their team, an outstanding leader

Is accessible to the team
Empowers the team
Is a team player and works well in the team
Has team focus
Gives credit to his team
Maintains communication between the team
Understands the team concerns
Leads by example
Is group-oriented
Is able to coach the team without supervision
Offers training
Knows what the team is capable of
Works with the team (or person) and discusses with them before making a decision
Achieves goals through delegating appropriately
Understands the team
Delegates interesting tasks to the team
Is a role model who assists and guides in the right direction
Assists those who are stumbling and shows direction
Recognises the individual efforts
Shows interest in the team
Takes interest in you as a person
Shows interest in individual and the team development
Understands the needs of the team
Is able to identify weaknesses and strengths
Creates a happy work environment
Positively influences the team
Makes people accountable for their actions
Takes the ‘heat’ for the team
Leads with his heart
Stands firm and calm in a crisis
Offers solutions to problems
Gives positive and negative feedback
Shares relevant information
Shows fortitude
Imparts knowledge
Acknowledges achievements
Gives guidance

What else does the outstanding leader do?

Participates
Takes risks
Sees opportunities
Seeks to understand
Recognises potential
Guides
Deals with conflict
Engages
Thinks outside the box
Understands what is needed
Includes staff in the ‘change management’ process
Participates actively
Leads people and not the organisation
Rewards people
Understands that respect must be earned
Gets the job done
Reflects on himself/herself

Envisioning the outstanding leader

Now that their excellent work from Session 1 has been consolidated into the above points, at the next session the hospital management team will be working in groups on the following questions. What would your answers to the same questions be? Please carefully consider each word or phrase above.

Good questions to ask are:

What do you think the groups really meant by each word or point?
What examples of each point are you able to personally provide?
In describing a good leader or being important for a good leader, which of these do you agree with?
Which of these characteristics do you feel could be omitted?
Are there points or words that mean the same thing? How would you consolidate this list even further by combining points?
What words or phrases should be added to the above lists?
If you were to choose the 20 most important points from above (and only 20!), for describing a good leader in your profession, organisation or other general context what would they be?
In which areas do you personally need to develop in order to become an outstanding leader?

Once you have completed the questions above, you may wish to have a look at the input from an accounting firm. Please see the article, ‘113: Leading in formation’. You’ll see a marked difference when comparing their input with the consolidated input above.

If you would like more information on leadership development or any of the other services offered by Brenda Eckstein International please visit www.strategy-leadership.com or e-mail brenda@strategy-leadership.com

117: The importance of reflection and journaling

Coaching Tagged with: Journaling, Reflection, Stepping stones, Stumbling blocks

May 192013

Reflection followed by journaling is an important part of the process for those engaged in shifting their ‘way of being’ and making positive changes in their lives.

By ‘reflection’ we mean creating an intentional pause during which real self-awareness is possible. Stillness enables introspection. And this is often difficult for clients. The demands of professional and business careers usually come with the expectation that being constantly ‘in action’ is the only way to achieve positive results. This also applies to those of us in leadership positions.

Reflection provides an opportunity to think about our cognitive, emotional and somatic states at any specific time. Thus we can more easily recognise the patterns in our lives and acknowledge the part we personally play in establishing those patterns. Thus reflection is an important element in changing ‘stumbling blocks’ into ‘stepping stones’. Please see the post, ‘Turning ‘stumbling blocks’ into ‘stepping stones’: the BIG picture’.

As an ‘integral coach’, I usually suggest that clients’ reflections involve stopping and thinking about what happened during the day and their role in those developments. How did they react – or how did they respond to situations? What were their feelings at the time? How does the response show something of their past, their present and their future possibilities? How are their self-observations, practices and exercises going? What are their great insights for that day? And which were their crystal-clear moments? And what did their bodies feel like at any of those times?

Without stopping to reflect we often go on blindly ignoring the way we are perpetuating patterns of thought and behaviour which may not be serving us well.

Journaling crystallises our thoughts and consolidates the process of refection. So we usually combine these two assignments or do our journaling immediately after our reflection on a daily basis. This critical habit is part of the integral coaching process. And for many people this isn’t easy. However the benefits are enormous. Journaling helps capture the insights gained in a meaningful way and generally celebrates progress and areas that we need to work on. Through conversation the coach can gain valuable information for building a programme where the practices and exercises are even more relevant.

When clients are battling with their journaling there are many ways to creatively make the activities more enjoyable – and thus more sustainable. Through my coaching experience I have noticed that often a slight change can make a big difference. Although I don’t see the contents of the client’s journal, we discuss their insights and progress at each session. Here are some of the areas I usually explore with clients:

Journaling in writing seems to generate better results than capturing reflections on computer. Writing manually is quite a challenge for many who are accustomed to doing everything on computer or on their iPads. Audio recordings also do not seem to have the same benefits as ‘good old-fashioned’ writing. Try it!
The choice of journal is important. Some clients choose A4 size, others prefer a book that will fit in their handbags. The colour and type of cover need to be appealing to the owner? Will it encourage you to pick it up and write? And what does it feel like? Is it hard and rigid? Or is it soft and pliable? And do you prefer lines – or blank pages? I have found interesting journals in the most unusual places. For example, I bought the one I’m using at present from ‘Mr Price Home’. And I love it!

Mandy (*) a Chartered Accountant recently provided an excellent example of finding a creative solution regarding her ‘type of journal’. She has achieved great heights in her profession and other areas of her life. And she was committed to our ‘Executive Coaching’ programme and diligently following through on all our agreed assignments. However, she found the reflections and journaling extremely difficult. At first she tried capturing her thoughts each evening on computer. She couldn’t sustain that. So after the next session she tried writing in a new journal. That too was not working. But we persisted and she creatively tried to find a way that engaged her and was sustainable. She found the solution herself. The answer was using a ring-bound journal. Knowing that she could tear out the pages if she was not happy with what she had written made her feel less vulnerable. And her journaling became an authentic recording of her reflections. As far as I know she hasn’t yet torn out a page! But, knowing that she could remove a page if she wanted to was the solution to her uneasiness.
Many of us are particular about the type of pens we use. So, if we are not comfortable with one type, it is worth persisting and trying a variety. Geoffrey (*) writes freely with gelwriters with rubber grips. Giving him a ballpoint does not bring out the best in him! What is your favourite type of pen?
The colour of the ink is also important. Jane (*) has a set of pens and consciously decides which colour she feels like using that day. Some days she writes different components of her journaling in different colours. Things she is proud of might be red, areas that are making her nervous might be purple and growth could be green.
I assign drawing Mandalas as a practice to many of my clients and these can be effectively incorporated into the day’s journaling. Please see my previous article, Mandalas to unmuddle the mind. It is the process of creating Mandalas that is important – and we do not set out to produce a masterpiece. In fact, we are purposely ‘non- judgemental’ in our approach. Including Mandala’s in our journaling certainly brings the pages to life. Here is a glimpse of one of the pages in my current journal:

Many clients enjoy drawing pictures or patterns in their journals, too.
It is better to have a set time of day to journal. Using suitable phone reminders helps us to establish the new journaling habit. And it is good to start small – possibly assign only 5 minutes a day in the beginning?
Remember that we are doing our reflections and journaling primarily for our own self-development. Writing with the mindset that others will read what we have written destroys our ability to be authentic, to allow our real thoughts to surface. We need to be honest even when what we write may sound ridiculous, irrational and unlike the way we have been conditioned to think of ourselves. We need to let the writing flow and not look back during each session. We need to be curious, not judgmental.
Don’t look back too often! In order to appreciate the progress we are making, it is important not to look back on our journaling too soon or too often. After a few weeks or months, go over the writings looking for patterns. It is amazing what surfaces. Try it – it is worth persisting in establishing this habit.

There will often be challenges in setting the time aside and in following through in immersing ourselves in the reflections and journaling. But there are creative ways of finding solutions. Find the way that suits you best and establish a sustainable habit. The benefits are enormous!

(*) Names have been changed to protect clients’ identities.

For more information on ‘Executive Coaching’, or other services offered, please visit www.strategy-leadership.com or e-mail brenda@strategy-leadership.com

116: Editing business letters

Communication Skills Training Tagged with: communication, Documents, Editing, Verbal, Written

May 142013

In our ‘Communication Skills’ courses we often include the ‘how to’ of written and verbal business communication. Developing a checklist for editing draft business documents is an important aspect.

But first we need to look at the basic steps in writing a business letter or preparing a document:

Check the purpose of the document and any instructions that may have been given.
Gather relevant information.
Make sure it is easy to access the information when needed.
Decide on the structure into which you’ll put the information.
Outline your message in a way that suits your style – Mindmap, keywords etc.
Check that the information is organised in a logical order.
Compile the first draft.
Edit.
Produce the final version.

Jonty Schwartz and Mpumi Dlomo, group leaders at a session in the Treverton Post-matric ‘Communication Skills’ programme.

In this article we are dealing mainly with Step 8, the editing process. This checklist was developed from the consolidated input from various facilitated group discussions over a period of time. These include the contribution of groups in a recent Treverton Post-matric course covering a total of twelve four-hour workshop modules.

Checklist for editing your draft

Questions you should ask yourself are:

Are you authorised to write and send this letter or is permission required?
Is the letter (or other document) in line with the expectations or instructions of those requesting the letter or being responded to?
Professional and appealing are two words that would describe your draft?
Grammar, spelling, font and page size are in line with corporate specifications? For example, there is no ‘slang’, the spelling is South African English, the font is Arial 12 and the page size is set at A4 if that is what is specified?
The above are not only in line with expectations, but have been checked and corrected?
The appropriate letterhead has been used? (Some businesses use different letterheads for various communities or sectors of their business.)
Page numbering is in the correct place, correct font and size?
The letter is dated and will be sent as soon after that date as possible? (Not dated March and sent in May?)
A logical structure is evident but the information flows?
The message is clear from the beginning and it will capture the reader’s attention?
There is no ambiguity? You are clear on your intended purpose and the letter reflects this?
The tone is professional yet respectful?
Where possible and appropriate your have included evidence that brings your message to life?
The source of information or quotes has been credited (correctly!)? For example, never include ‘the experts say …….’. Who are ‘the experts’? What qualifies them or makes them credible?
Wherever a date or statistic appears, it is correct?
Does this document cover only relevant information but in sufficient detail? There are no irrelevant points?
Unnecessary words and phrases have been eliminated?
If possible, the content has been reduced to one page (without prejudicing the font size or layout)?
Are you following protocol? It has been addressed correctly and is being sent to the appropriate person?
However, are you sending the message to the right person – the person who required the information or has the ability to make the decision? Have you taken the time to find out who has the authority to handle your issue? It is often a waste of time sending to the wrong person.
You have assumed the right level of knowledge and are using the level of communication appropriate to that recipient?
Even although it may not be necessary to address these issues at the time, you have thought of all possible arguments when compiling the letter?
Indicate who has been copied on the letter.
It conveys a polite and unemotional impression?
Ask yourself how you would react or respond on receiving this letter?
Is it likely to achieve the desired results?
If the letter requires a response, have you said so, and given a date? (Your expectations may be for the person to reply soon, or ‘at your earliest convenience’. In your mind, you anticipate receiving the reply by the end of this week. The recipient may interpret ‘at your earliest convenience’ as being by the end of next month.)
Have you clearly indicated any other action that you are suggesting or requiring?
Have you done whatever you can to close the gap between your intention in sending the message and the recipient’s possible perception of your message?

Although the above checklist applies primarily to letters, it is useful in checking any business document.

For training in communication skills, and especially for courses tailored to suit your specific needs, please visit www.strategy-leadership.com or e-mail brenda@strategy-leadership.com

115: How to introduce a speaker

Communication Skills Training, Leadership Development Tagged with: Audience, CV, Speaker, Topic, Treverton

Apr 232013

I am often asked to help executives and others who need to introduce a speaker. People often become quite anxious and end up reading – yes, just reading – pages and pages of a CV. That certainly does not set the scene and make your speaker feel welcome. You want them to perform at their best!

Nine tips on introducing a speaker

Speak to the audience (not to the speaker)
Make sure your introduction is relevant to the audience, the topic and the occasion. For example, an introduction at a function held on the beach would need a different tone to an introduction at a formal dinner at a convention centre.
Keep it simple and brief. The length should be proportionate to the length and complexity of the speaker’s presentation. A two-minute introduction would be appropriate for a one-hour presentation whereas it would be too long for a five-minute speech.
Show genuine appreciation of the speaker – no flattery or anything which may cause embarrassment
Have a ‘personal touch’. Show that you have at least spoken to the speaker before the event. For example, refer to one of the questions you asked the speaker and include the answer given. ‘When I asked our speaker where his interest began, he replied that…’
Smile, relax, be friendly and yet professional
Remember that your role is to set the scene and help ‘put the spotlight’ on the speaker. It is not your personal ‘time to shine’ so don’t try to ‘steal the show’.
Introducing a speaker is a skill that can be learned. And practice is important.
Use a simple formula to organise your thoughts and make it easy for the audience to follow.

A simple formula

You can learn how to introduce a speaker in a simple and yet efficient way. I find that the ‘TIS formula’ can be adapted to most situations. Let’s have a look at it:

‘TIS formula’

T Topic
I Important
S Speaker

So the questions we ask ourselves in preparation are:

Topic

What is the ‘topic’? Stating the topic at the beginning makes the purpose of the talk (or other presentation) clear. The audience will know clearly what the speaker is going to speak about, without the introducer pre-empting what approach the speaker might choose to take.

Important

Why is this topic important to this audience at this time? (The purpose is to engage the audience. How relevant is the topic to them?)

Speaker

What qualifies this speaker to speak to this audience on this topic?

Athol Davies (centre) with members of a Treverton Post-matric group.

Example of an introduction using the ‘TIS formula’

So, let’s look at a real-life example. In February I introduced the speaker at the Leadership Forum run by the Pietermaritzburg Chamber of Business. And this is how I applied the ‘TIS formula’.

Topic

‘Our topic this evening is Lessons in Leadership.’ (Keep it simple.)

Important

‘We are here this evening because leadership is important to all of us. The purpose of the Leadership Forum is to promote awareness of quality leadership within the Chamber community. We can gain great insights from a new, fresh approach in training young people in leadership. And we can transfer these insights to our own situations in the corporate environment. It could help us to be less complacent and consider applying new approaches in our own leadership roles. That could be one of the great benefits this evening.’

Speaker

‘Our speaker this evening is the Director of the Treverton Post-matric programme. His role includes leading and managing young people, who are spending a year engaged in adventure pursuits while they strengthen their leadership ability and work as members of teams. Athol has constantly needed to adapt his own leadership role in dealing with the dynamic needs of young people within the College structure. Combining leadership development and outdoor adventures has often been challenging.

During the twelve years that Athol has been in this position he has consolidated his vast experience into a series of lessons, a summary of which he will share with us this evening.

When I asked Athol when he felt his interest in leadership had begun, he answered that his interest was ignited at a young age when he was privileged in being involved in a feeding programme which his mother courageously initiated. She saw a need and pursued goals at a time when it was hard to work cross-culturally in rural areas. Working in youth church groups strengthened his interest in leadership and he later held the position of programme facilitator at L’Abri where outdoor leadership programmes for corporates and youth groups were the focus.

Athol Davies achieved a BSc degree, Honours degree and Higher Diploma of Education from the University of Natal. Having grown up in this area, he attended Maritzburg College. He is married to Gayle and they have two children and live on the beautiful Treverton College Estate in Mooi River.

Please join me in welcoming Athol Davies…….’

For more information on the Treverton Post-matric programme, or to engage Athol as a speaker, please phone +27 33 263 1927 or e-mail adavies@treverton.co.za . The website is http://www.treverton.co.za/post-matric.html

For more information on training in communication skills, or facilitation of leadership development, please visit www.strategy-leadership.com or e-mail brenda@strategy-leadership.com.

114: Relevance

Coaching Tagged with: Change, Michael McQueen, Relevance, Speaking, Success, Time

Apr 192013

If we wish to stay in business we need to remain relevant to our target markets. That statement may seem obvious. However, particularly when riding the waves of success, we may become complacent without realising it. In this rapidly evolving world, the consequence of not regularly checking our relevance could mean our becoming obsolete and thus going out of business. Recent examples are Kodak and Borders. And in the words of Michael McQueen ‘many of the world’s top brands are dropping like flies’.

As an example of remaining relevant, let’s look at a specific business, the ‘speaking’ business. As speakers if we aren’t timeously providing a message that is relevant to each audience it is unlikely that we will remain successful. We need to check regularly. How do we do that?

Michael McQueen and Brenda Eckstein, speakers at the TAFI convention in South Africa.

Australian speaker, Michael McQueen has an excellent, simple model using relevance and time as the two axes. This tool can be applied in any business.

I have watched Michael in action and he personally ‘walks the talk’. He remains relevant to his audiences. Recently I was privileged to be in the audience at two of his talks on the same topic, ‘relevance’ and these presentations took place less than a month apart. The audiences were very different and yet he was able to effectively address their specific needs.

At the first event, we were both presenters at the TAFI (Travel Agents Federation of India) Convention in Durban, South Africa. The 1000 travel agents in the audience (mostly the owners of their businesses) were fascinated by Michael’s strong message which really ‘hit home’ for them. They felt that he understood their industry and they were motivated to ‘take action’ in checking the current relevance of their businesses in India. His message was powerful and would help them navigate change and stay ahead in the relevance curve.

Less than a month later, Michael presented his talk on ‘relevance’ at the NSAA (National Speakers’ Association of Australia) convention up at the Gold Coast. As a member of the New South Wales Chapter, I was in the audience. I’m convinced that every member of that audience would have been motivated to check the relevance of their business on Michael’s simple model and then take appropriate action. So, Michael is an excellent example of the business of speaking, the art of speaking and the heart of speaking. Well done, Michael!

Regardless of what business you are in, how relevant is your business right now? And on the time line, how far along the relevance curve are you? Are you moving towards the ‘tipping point’ or are you further along and nearing the ‘turning point’? Or have you gone past that and are in a downward trend? And where-ever you are on this journey, what is the appropriate immediate action for you? Asking these questions will not only give your business a greater chance of survival, it could lead to multiplying your success. Recognising opportunities and then optimising them are skills which can be enhanced.

I trust that this article has given you ‘food for thought’. For more information on ‘relevance’ and how you can be assisted in navigating change, you may wish to visit Michael McQueen’s website or e-mail: info@TheNexgenGroup.com. The author of 3 best selling books, Michael’s newest release, Winning the Battle for Relevance is a revealing look at why good ideas and great companies become obsolete and how to avoid their fate.

For more information on the ‘speaking’ and other services offered by Brenda Eckstein International, please visit www.strategy-leadership.com or e-mail brenda@strategy-leadership.com

113: Leading in formation

Coaching, Leadership Development Tagged with: Characteristics, Formation, Leadership, Leading, Professionalism

Mar 272013

As a leader, do you experience challenges in getting your team to ‘fly in formation’? Our new programme, ‘Leading in formation’ is producing exceptional results. A series of three half-day workshops helps develop new ‘flight paths’. Topics covered include assessing and finding ways to raise team morale, uncovering personal values (and checking congruence with corporate values) and developing a ‘Code of Professionalism’. The facilitation results in lively discussion and this is as important as the final outcome.

Geese flying in formation.

At a recent series of workshops for the leadership teams of accountants, ‘Colenbrander Incorporated’ a young dynamic team of multi-skilled business people, I asked the 17 participants to describe ‘an outstanding leader’ by listing up to 10 characteristics that a leader of that caliber would demonstrate. The emphasis was on the importance of that leader putting the characteristics into action. I believe that it is pointless having positive characteristics that lie dormant.

The consolidation of their individual input provided the following list (in random order):

An outstanding leader has:

The skills and capacity to network.
Focus, direction and is steadfast.
Strength of character and is emotionally strong.
A strong sense of self.
Self-sacrificial tendencies.
Planning skills and organisational skills.
Good communication skills.
A broad knowledge base.
Authority.
Humility.
Dedication and commitment.
Wisdom.
A positive attitude.
Patience.
Friendship.

An outstanding leader is:

Motivated and able to motivate others.
Highly responsible.
Trustworthy.
Decisive – is able to make decisions and support other’s decisions.
Interested in others, compassionate and kind.
Disciplined.
Ingenious.
Actively honest and a person of integrity.
Accountable.
Able to maintain control.
Loyal.
Confident.
Vulnerable.
Inspiring.
Encouraging.
Transparent – no double standards.
Able to delegate effectively.

An outstanding leader:

Encourages others.
Leads by example.
Thinks logically and yet creatively.
Develops their fellow team mates.
Provides constructive feedback (both positive and negative).
Feels and shows (appropriate) gratitude.
Boosts team morale.

These lists provide the ‘raw data’ from their input. This will provide the basis for further group discussion at the next session where the content will be refined. I look forward to seeing their final lists!

Questions

Above are the characteristics of an outstanding leader as developed by this group. This forms an excellent tool, a starting point for conversations with your team. Reflect on the following:

How do these characteristics align with my perception of an excellent leader?
What is missing?
Which areas do I personally need to work on?
What action is needed to help my team(s) fly in formation?

Then take action!

For more information on the facilitation of ‘Flying in formation’, other aspects of leadership development or ‘Executive Coaching’ please contact Brenda Eckstein on +27 82 4993311 or brenda@strategy-leadership.com. The website is www.strategy-leadership.com

112: Conference or event evaluation

Business Consulting Tagged with: Branding, Conference, Evaluation, Event, Hosting

Mar 142013

Conference or event evaluation on a professional basis is a service I offer. Having a qualified outsider’s view provides constructive ideas on how organisers can continuously improve on each event. The question is: ‘How can we increase the value from the organisation and participants’ point of view? And it is important for them to remember to continue doing what is working well and stop certain aspects to create space for what needs to be started.

Recently, over a ten day period, as a presenter or guest, I was privileged to have been involved in four different conferences, seminars or major events staged by organisations, firms or businesses. These varied enormously and were independent of each other: I have chosen this combination of diverse organisations and functions in order to provide real-life examples for the points that follow below.

The Summerhill Stud - ‘Emperors Palace Summer Ready to Run Sale’
TAFI (‘Travel Agents’ Federation of India’) – Convention held in Durban
Graemor (Leaders in Business Growth) – 40^th Birthday Party
Morar Incorporated (Chartered Accountants, Registered Auditors) – Post Budget Breakfast

Checklist

Here are ten of the many areas that need to be on the organisers’ checklists and they are listed in random order:

1. Be authentic
A public event or event planned for a selection of clients should be an extension of what your firm stands for. You can always test the validity against your vision and values. And is the event in line with your corporate branding? The hosts are able to be ‘real’ when leaders and staff appear and behave in line with the corporate image. They are acting out ‘this is the way we do things around here’. A huge amount of unnecessary energy goes into providing a veneer, something on the surface that does not reflect the real soul or culture of the organisation. And the participants may feel confused by the different ‘messages’ they are experiencing.

I’m not saying that you shouldn’t try something new. We have to do that in order to grow. And if mistakes are made, we need to learn from them. We also need to apply our immediate ‘bounce back’ strategy. And this includes communicating immediately with all relevant role players when expected standards are not reached.

A good example of ‘authenticity’ was the ‘Emperors Palace Summer Ready to Run Sale’ day at the Summerhill Stud. Can you picture the scene? We were in the beautiful thatched conference centre enjoying food from the award winning Hartford team and looking out over the most magnificent view. And yet Mick Goss and his team found a way of bringing the horses into the same room, with their grooms, one by one in order to be auctioned. The event also incorporated advanced technology. We remained seated at the round tables where we had enjoyed lunch and this unusual combination of events worked. Why? It was authentic.

Summerhill Stud Convention Centre – the view from our lunch table.

2. Head, heart and action
There needs to be a cohesive welcoming attitude coming from the people at the top to those lower down in the organising and hosting chain. Guests need to feel that the whole team is really happy to have them there. And I must say that all four events mentioned above scored exceptionally high on that point. A watchpoint should always be that enough preparation has gone into the event so that the organisers can relax and enjoy the event with their guests. The team who are collecting papers or dealing with emergencies can work unobtrusively in the background.

Being pro-active in anticipating what guests may need also makes guests feel really good. There needs to be ‘action’, too. For example, at the TAFI (Travel Agents Federation of India) event at the ICC (International Convention Centre) in Durban, even the dignitaries always watched and stepped forward to help my husband who has had a stroke and is handicapped. And as a presenter I was overwhelmed by the expression of sincere gratitude after my ‘keynote’. It was important in both these examples that ‘head, heart and action’ were combined.

Bunny Bhoola, South African organiser, Brenda Eckstein, presenter and Aditi Bhende, TAFI Convention Chair from India.

3. Hosting
Each event listed above had excellent hosting. In all cases it was a great team effort where the leader was actively involved and the team members followed through in an appropriate manner.

I liked the way that at the TAFI convention, where some of us were staying ‘on site’ at the Hilton next to the Convention Centre, two of the SATSA team (Southern Africa Tourism Services Association) were on duty in the hotel lobby assisting participants from early morning till late at night. For any queries, whether they referred to the convention, accommodation, transport or the tours they handled them for us with an attitude of helpfulness. Nothing was too much trouble and I commend them highly.

At the Morar Incorporated event, during the talks, two staff were allocated to vigilantly watch the audience from the side of the room and they did. If people needed more water or had any other requests, the staff noticed and immediately followed through, liaising with hotel staff or whoever else needed to assist.

4. Food
Being a ‘foodie’, the food that is offered at any event is important to me. Once you have had the pleasure of enjoying a Hartford meal, as was provided at the recent Summerhill Stud event, everything else pales into insignificance. And I’m not the only one who loves Hartford food! It is superb. I quote from Mick Goss’s message: ‘The Washington Post is America’s most famous newspaper. When they talk, you listen. Just recently, their man in the food business said “Hartford House is one of the three best country restaurants on the planet” On the planet? Yes, and if he had the means, he’d hire a jet for his twelve best friends and head to Hartford for a long weekend.’

We can’t always have the benefit of food of this quality. However, there are many watchpoints even when mediocre food is being served. For example, although I do eat meat occasionally, I usually prefer ‘vegetarian’. Where there is a buffet, vegetarian is usually marked. One event this week had very little for those who don’t eat chicken or meat – and it wasn’t marked.

When planning with the venues, organisers should check how buffets are going to be laid out. At one event, queues would have moved much faster if people had been helping themselves on both sides of the table. But the table was placed almost against the wall. The table could easily have been moved a short distance away from the wall and people could have worked on both sides of the table.

I must say that the TAFI gala dinner at the ICC was an amazing event. To have 1000 people seated at round tables (100 tables) and served expediently requires great skills. And this was executed by cheerful servers with precision and minimum fuss.

5. Branding
It is wonderful when you see the corporate branding consistently showing throughout the event. There should be consistency from the invitation, during all aspects of the event to the ‘thank you’ sent after the event.

Personal branding is very important, too. I commend Mick Goss of Summerhill on the way that he and all the staff are dressed in a way that is congruent with breeding horses. It added a feeling of ‘trust’ to all that happened that day. Graemor and Morar Incorporated were also excellent in the way that the outfits worn by the staff were in keeping with the branding of their events.

6. Conference bags and what is on the table
If you are providing bags, please make sure that you provide all delegates with a bag. And this includes the presenters. We need programmes and we need to have the information that the delegates have.

It always wonderful when participants are given ‘just what we need’. With theatre-style seating it isn’t possible to give each person a pad, pen, water and sweets, laid out – there are no tables in front of participants. Graemor handled this magnificently, giving each person a brown paper bag containing relevant and useful items. And I must commend them on the notepads they gave out. These were beautifully branded with the programme printed on the inside cover of the branded notepad. It was so easy to find and refer back to.

Summerhill also handled this well as each person took a folder as they arrived and all the items they needed for the day were in the folder.

Morar Incorporated had their branding running through. Even the ‘question cards’ for the speaker were branded. It was excellent that anyone could write down their questions on the cards and these were collected at the appropriate time during the session and handed to the speaker. It was very well organised.

7. Sticking to time
Both Summerhill and Graemor scored a huge ‘plus’ for this aspect. If there are boundaries, the guests know what to expect and this makes it easier for everyone to stick to the structure. However, in the case of Morar Incorporated, there was a very good reason to go overtime and it was worth every minute of listening to that spontaneous ‘impromptu’ speech by a dignitary. And it was the last event so it didn’t impact on speakers following.

By going overtime into the breaks, often participants need to disrupt the event to get to an appointment or are late. And people become very frustrated. So there is a ripple effect.

Events need to start exactly on time and end exactly on time. And there can never be the excuse that ‘oh we didn’t have enough time’. Professionals fit what they have to do into the time available. And they are flexible so that they can adapt when the need arises.

I believe that we need to honour those who are present on time, and start. At least call the event to order and ask for an immediate 5 minute recess (an example – you may ask for a different time period) if necessary. And then reconvene exactly five minutes later – at the time that you said you’d resume. But respect those who are there on time and thank them. By the Programme Director being ‘in control’ an orderly event can be expected and is more likely to satisfy the majority of participants. The organisation’s goals will be met and so will the participants’ goals be met.

8. Planning
In the planning stages, manage time and manage energy. Time is not renewable whereas energy is.

It is important to plan enough time for people to comfortably network in appropriate breaks. There is a narrow balance between people feeling that time is being wasted and that it is being used constructively. Allow comfort breaks and tea breaks carefully and if people aren’t back on time, just start without them. Delaying for the few who are late isn’t fair on others and they soon learn that the Programme Director is in control. People need to know that the event is being managed. Professionalism is an important part of all that we do.

9. Deliver what you promise
Whether people are paying to attend your event or participate in some other way, deliver what you promise – or ‘overfly their expectations’. Don’t offer them a ‘fun morning’ and then bore them with long speeches that are not relevant. Don’t use this event as a platform for other issues. Of course, you are entitled to promote your business, or products or get the sales. But people must know what they are coming to and be satisfied that they have had value for money and value for the time invested. So, in planning we have to be absolutely sure of what we are offering, make sure we are communicating this effectively and follow through on delivery.

When things go wrong and those involved are not satisfied, we need to have a sound ‘bounce back’ policy in place. What can we do to more than ‘make amends’? The way we handle this can ‘make or break’ our relationships. The sooner we respond, showing that we acknowledge their concerns, the more professional and effective the outcome is likely to be. Remember that people want us to validate them: ‘I see you, I hear you and what you say matters.’ If we leave serious issues to smolder, more emotion is added and the outcomes can be disastrous.

And this is another reason for ensuring that all communication comes from a unified base. Does every member of your team understand exactly what is being offered? And does he/she understand the impact of not following through according to participant’s perceptions?

10. Relevance, energy and balance
Is every component relevant to the whole? This is one of the questions that we need to ask when we are in the planning phase. And will it help to add balance to the whole programme or sequence of events?

Will energy levels be maintained? Is another question we need to ask. For example, after a serious speech we may need something light. At the TAFI convention I was delighted when the organiser asked me to keep my keynote ‘light’. I knew what was expected. I needed to provide a powerful message in a way that the audience enjoyed. Knowing this I was able to plan accordingly and it worked. The follow up was excellent.

At Summerhill I am always very impressed by Mick Goss who is the master of creating events that achieve his purpose in the nicest possible way. He and his team are continually trying new things and improving. This time he held the viewing, followed by the video footage of each horse. During the auction as each horse was brought into the room to be auctioned, the video specific to that horse was again played in the background. There were also staff members available to show the videos at any time that prospective buyers wanted to view them.

I have mentioned just a few of the many areas that need to be considered when evaluating a conference or other event. Get greater value from your events by having them evaluated by an expert. You and your clients or members will benefit. You’ll be able to continuously improve.

For more information please contact Brenda Eckstein on +27 82 4993311 or e-mail brenda@strategy-leadership.com. The website is www.strategy-leadership.com

111: Listen to the Universe

Coaching Tagged with: Books, Listening, Time, Universe, Vision

Mar 072013

Listen to the Universe so that you’ll know when the Universe is listening to you – and responding. Many of us spend a great deal of time managing the present. We fight deadlines, and feel as though we have little time to work towards the future. However, each of us is a ‘gift’ to the world and we need to spend time uncovering and discovering our purpose. How can we build in line with our authentic selves? And often this ‘building’ may seem overwhelming. But once we start, the Universe seems to send us what we need.

Let me tell you a story. As a coach, I want to be the best possible coach so that I can help my clients ‘turn stumbling blocks’ into ‘stepping stones’. In looking carefully at myself, and through being coached by an excellent coach, I realized that I’m much better at ‘output’ rather than ‘input’. I love writing these blogs, developing training programmes, speaking in front of audiences, and I write volumes. I have improved my listening skills (input) to an extent where I do focus on my clients when coaching but find that I’m not spending enough ‘quality time’ reading. (And I really have been trying to do my practices!) This also is in line with ‘practice what you teach’. But my reading was just not good enough.

Then yesterday I went to Graemor’s (an accounting firm) birthday celebration and there were amazing prices to be won. I was hoping that I’d win the airflights or one of the other spectacular ‘lucky draws’. But I won something even better…… the Universe knew I was trying to read more, and sent me 8 (yes, 8) amazing books donated by the local branch of Exclusive books. But what is even more incredible is that the books range from cooking to business to inspirational and cover the whole spectrum. I’m going to gain such enjoyment from reading these books.

So, when you crystallise your thoughts and voice them, the Universe listens and assists you. So that is why you need to be clear as to what you need. In addition, you have to stay open and ‘tuned in’ to what is happening around you. So, focus and peripheral vision are two skills we need to develop.

For more information on ‘Executive Coaching’ please contact Brenda Eckstein on +27 82 4993311 or e-mail brenda@strategy-leadership.com. The website is www.strategy-leadership.com

110: Friendship does not need a budget

Coaching, Leadership Development Tagged with: Budget, Economy, Friendship

Mar 052013

‘Friendship is not something you can put in a budget’. Today, March 2 2013, these powerful words were sincerely spoken by a great leader, Dr Zweli Mkhize, Premier of the Province of KwaZulu-Natal and Treasurer-General of the ANC (African National Congress). The message came from his heart.

Let me give you the background: With our national budget having been presented last week, our provincial budget this week and February 28 being the end of the financial year for many businesses in South Africa, the allocation of financial resources and plans for the future are ‘hot’ topics at present.

So, it was with interest that I attended a Post-Budget (National) function this morning organised by the accounting firm Morar Incorporated. The guest speaker, the Honorable National Deputy Minister of Finance, Mr Nhlanhla Musa Nene eloquently addressed the audience explaining the impact of the national budget and the importance of various background factors. And he effectively answered the questions posed by the audience.

Brenda Eckstein, Dr Zweli Mkhize, Dr May Mkhize, and Sameela Mahadea.

Amongst the dignitaries present were the First Lady of the Province, Dr May Mkhize, two mayors and many other important guests. The Premier, who has also recently been appointed as the Treasurer-General of the African National Congress (so is one of the five on President Jacob Zuma’s national leadership team) had another engagement so had tendered apologies. But being the committed person that he is, he was still able to arrive and was then asked to spontaneously ‘say a few words’. That man is amazing! I follow his leadership style with great interest.

His message brought tears of joy to the eyes of many who were present. I wish every South African could have heard his message. He gives us great hope for the future and so does his wonderful wife, our First Lady, Dr May Mkhize.

The gist of his sincere message was that as South Africans we need to ‘see each other as one’.

In essence to make a better life for everyone it is essential that we incorporate:

The economy
Social issues
Goodwill – how we deal with each other.

It is necessary for us to address the economy. He spoke of our paying a great deal of attention to the ‘hard things’, those that appear in a budget. And that is important. And we have to fight social issues like crime and disease.

But, in addition to the above two elements, people should bring the issue back to ourselves. We need to address our goodwill and generosity towards each other. We should think in terms of ‘how can I help you’? It is important that there is a spirit of generosity. We can have all the money we require, but unless we are generous towards each other, whatever we have is not going to help.

He spoke about the intangible issues like ‘commitment’ which he described as ‘the creative face of goodwill’. He stressed the importance of friendship. ‘There is no price to generosity.’ ‘We need to offer our skills to help the next person, thus giving them hope.’ Hope and relevance go together. He gave an example: ‘If I have hope, I look after myself and value others, thus (I am more likely to be constructive and) less likely to cause harm’.

‘We need to see a different future. It should start with us.’

Comment: I believe that our Premier is correct. It is essential that we combine the ‘hard issues’ and the ‘soft issues’ in order to achieve the desirable outcomes. In coaching terms, there should be a combination of ‘head’ and ‘heart’. And then we need to take appropriate action so that the ripple effects impact positively on as many lives as possible. Each of us is accountable and ‘friendship does not need a budget’.

For more information on leadership development or ‘executive coaching’, please contact Brenda Eckstein on +27 82 4993311 or e-mail brenda@strategy-leadership.com The website is www.strategy-leadership.com

109: Drive your life

Coaching Tagged with: Coaching, Hijacking, Johann von Bargen, Journey, Observations, Traffic, Vision

Feb 272013

Life is an exciting journey and you can choose to be a passenger or drive your own vehicle. Which is your preferred way of functioning? And if you are in the driver’s seat, how defensively do you function? This is important in any place that you are ‘on the road’. However, in South Africa where the accident rate and hi-jacking rate are unfortunately exceptionally high, we need to pay even more attention to reducing risk.

Recently at one of our Sunday Breakfast Club meetings held at the auspicious Oyster Box Hotel at Umhlanga, we were privileged to have East Coast Radio’s, ‘Trafficguy’, Johann von Bargen as our guest-speaker. Affectionately known as ‘JvB’, he emphasised lessons and showed us practical ways of minimising risk.

The ‘Trafficguy’, Johann von Bargen.

By combining his unique experience in the ‘Police Force’ and practical day-to-day knowledge working with traffic and mishaps, using humour he painted vivid ‘word pictures’ and regaled us with stories, each of which had a powerful lesson. His teachings provide excellent metaphors for reducing risks as we travel the journey of life. Let’s look at just a few of those covered:

1. The risk of separation

In discussing ‘anti hi-jacking techniques’, JvB asked us to distinguish between ‘theft’ and ‘hijacking’. Do you know the difference? He explained that technically, ‘hijacking’ is where the thieves separate you from your car’. The next question becomes: what can I do to minimise the risk of this happening to me?

In life, our adaption to others’ expectations often robs us of being our ‘authentic selves’. Our real selves and the ‘person we have become’ are separated. We sometimes no longer feel ‘whole’. So what can we do to make ourselves more aware of what we are doing and minimise the risk of losing our true identity? ‘Executive Coaching’ can play and effective and important role in ‘getting us back on the road’.

2. Respond rather than react

‘Trafficguy’ warned us that if we were in the process of being hijacked that we should not ‘fight with the hijackers’. That sounds obvious. These guys have guns and could use them. JvB warned, ‘these guys react to you in the way that you interact with them’.

Isn’t that true in most aspects of our lives? In highly emotional situations, if we can pause, step back and respond (rather than react) we have a far higher chance of getting out of these difficult circumstances. Practice in these techniques is an important part of our ‘executive coaching’ programmes.

3. ‘Think like a hijacker’

JvB asked a simple question: what do hi-jackers really want? Most of us failed that question because our automatic answer was ‘my car’. No, that is not what the hi-jackers really want. Occasionally they may need a ‘getaway car’, but in most cases their goal is ‘money’. They want to get rid of the car as quickly as possible and convert it to cash.

So, what information are we unknowingly providing to hi-jackers? What patterns of behaviour do we perpetuate? For example, do we always leave home at the same time, follow the same route, and arrive at the office at the same time each day? How predictable are we? In doing this we are providing observable information that hi-jackers can quickly and easily use to their advantage.

By consciously breaking patterns we make ourselves less vulnerable (to those with negative intentions). If we want to reduce the risk of being hi-jacked we should consciously be aware of our behaviour and purposely change our patterns.

So, what is it that others really want from us? If we know what they want and how they think, we can adapt our behaviour to reduce the risk of misfortune. How do we consciously ‘tune in’ to their needs and consider the way they are thinking? Understanding and not presuming that others needs are the same as ours goes a long way in reducing risk.

4. Look far ahead and be pro-active

By ‘far ahead’ JvB is not talking about only as far as two cars in front of us. The emphasis is on distance. The further we project our vision, the more likely we are to be able to observe, interpret and take appropriate action. Timing is important.

In addition I like to help clients to look at peripheral vision. What is happening ahead, behind, to the left to the right, above and below? Again, this metaphor can be used in ‘driving our lives’. For example, ‘above’ and ‘below’ can apply literally or in our families, to different generations. In our work lives, it could refer to levels of management in large organisations. Are we alert to what might be happening? This links to ‘Who moved my cheese’ and the principle, ‘smell the cheese often’. What changes are there. What might be happening?

In coaching we provide simple ‘self-observations’ and ‘practices’ that help to ‘look beyond’ and take appropriate action. What might be happening beyond our ‘normal’ comfort zones? We need to constantly ‘scan the environment so that we can minimize threats and maximize opportunities.

5. Keep moving

Further advice given by JvB was ‘keep moving’. If we are moving, especially at high-crime intersections, we are less of a target than those who are stationery. The statistic that he gave was that by moving (instead of stopping) we have 97% less chance of being hi-jacked. An example that he gave was that if an individual were travelling at 20km per hour, no person ‘on foot’ would be able to hold a gun at their heads. And a large percentage of hi-jackers are on foot.

In addition, easing up slowly to an intersection where the traffic-light is red means that we spend less time in a dangerous area. By looking far ahead and pacing our driving we can arrive at the intersection when the light is green, or even spend less time at the intersection. By proceeding without stopping we reduce our risk enormously.

So, how do we apply this metaphor to ‘driving our lives’? The more we fully understand dangers and the more we consciously modify behaviour to minimize potential risk, the more likely we are to proceed without incidents.

6. Stop at a safe distance

Stopping too late or in a dangerous area can have severe consequences. This may sound like an unnecessary warning? But embroidered with Johann’s real-life examples, it is an important lesson.

How often do we, hampered by diverted attention come to a halt too late? And this applies in all aspects of our lives. Focus is important. We need to find the balance and still take the risks necessary for us to grow. Stagnation results if we spend too long in our ‘comfort zones’. Yet we need to be aware and consciously stop before it is too late

7. Reverse park

This is an interesting lesson. I have found that in countries like Australia, where the risk is much lower than here, people are much more likely to ‘reverse park’ than in this country where we need to do this as a matter of habit. The advantages are enormous and Johann explored the advantages and possible barriers to our doing this.

So, how does this lesson apply in other areas of our lives? If we are facing the right way at the start of a journey, we have a ‘head-start’ on those who need to manoeuvre to get going. Think of the time and effort it takes to first reverse, turn your car and then get going. Always reverse park and you’ll be able to have a clean start in the journeys ahead.

These are just a few of the profound lessons shared by Johann and I’m grateful for the role he plays in making this world a safer place for everyone.

How can you take the ‘lessons in anti-hijacking’ and use these as metaphors for improving the way you cope with challenges in your life?

For further information on Executive Coaching, please contact Brenda Eckstein on +27 82 4993311 or e-mail brenda@strategy-leadership.com. The website is www.strategy-leadership.com

108: Navigating the future keynote

Keynotes Tagged with: Horizons, India, Keynote, Navigating, Sunrise, Travel

Feb 242013

I was delighted to be invited to present a motivational ‘keynote’ to a 1000 delegates at the TAFI (Travel Agents Federation of India) annual convention at the International Convention Centre in Durban. This takes place from February 24 to 27, 2013. The theme is ‘Navigating the Future’ and the topic given to me, ‘Golden Horizons’.

I immediately linked my message to stays at the beautiful Oyster Box Hotel where the view of sunrise from my window is often magnificent. The horizon appears ‘golden’. Out at sea there are always ships waiting to enter Durban Harbour and the lighthouse outside the Oyster Box is a beacon to them, helping them with their navigation.

A ‘Golden’ Sunrise from my window at the Oyster Box Hotel.

My ‘brief’ for this keynote included ‘keep it light’ and this suits my style. The tribute which I wrote in their honour and used as the introduction follows:

‘Tourism’? – I’m not sure what it really means
But now I know it is not what it seems.
‘Free trips galore!’ I always thought with glee
‘That’s the industry where I want to be.’

I’ve never considered the lonely nights
Away from family and home delights.
The sacrifices you make are many and great
I know there is absolutely no debate.

Upmarket Hotels can be sterile and cold
(Most of them fit into the jolly-same mold.)
Through glass you see the pulse of the city
But your feelings are numbed and that is a pity.

You’d love to go out and meet the real nation
But alas you must work so you stay at your station.
How do you touch the soul of this place
When airport-venue-hotel are base?

And when taxis take you from one to the other
You wind down the window and shout: ‘Hi, Brother!’
But no-one listens to your desperate cry
To them you are just another passer-by.

Yet travelling alone is some-times a gift
Group travel takes you on a different drift.
The challenges and issues of travelling fellows
Sound loud in your ears like a pair of bellows.

You scream and shout inside your head
But calmly smile and serve instead.
‘Come to my Kingdom!’ the Big Voices say
And it doesn’t take much – you gladly obey.

So you take up the challenge and come from afar
To learn from each other ‘cause that’s how you are.
You carefully build and plan for the future
Great things ahead you’ll continue to nurture.

You truly are a remarkable bunch
And that is not just a presenter’s hunch
My tribute comes from deep down in my heart
And I hope it will give you a really good start.

The ending summarised the content of the keynote:

With the travel trade industry in turbulent transition
The last few years have been an ongoing mission
Strong partnerships like BRICS have effectively arisen
Now the future looks good on the ‘golden horizon’.

So count the ships as you look out to sea
And ask yourself: ‘How would I captain if it were me’?
Clear in our minds must be the stern talk
‘People follow a captain and not a cork’!

For more information on ‘speaking’ tailored to suit the needs of your audiences, please contact Brenda on +27 82 4993311 or +27 33 3425432 – email brenda@strategy-leadership.com or www.strategy-leadership.com

107: Leadership tips for women (and men!)

Coaching, Leadership Development Tagged with: Breathing, Coaching, Leadership, Vision, Women

Feb 202013

Women in leadership roles constantly have many competing demands impacting on them. They sort out the washing, try to listen to the children, stack dishes, make an urgent business phone call, brush their hair, smear lipstick and yet calmly walk into the boardroom minutes later. Female leaders often take challenges like this in their stride.

Seeing the ‘bright side’ and treating problems as challenges are just some of the characteristics that enable female leaders to achieve remarkably. Juggling our business and personal lives prepares us for the ‘war zones’ that we often face. And if we acknowledge that every one of us is a leader in one aspect of our lives or another, we have a great deal to be proud of.

As an ‘executive coach’, I find that women (and men!) benefit from simple relevant practices and I’m going to share three tips with you.

Tip 1: ‘breathing practice’

This simple practice works well if applied consistently. All it takes is commitment to doing the practice every day at roughly the same time for at least three weeks. If done properly, that three-minute practice can change your life. It becomes a tool which you can use ‘in the moment’ when the need arises.

Here are the instructions: Stand against a wall making sure that your head, shoulders, torso and legs touch the wall. I know that we all have humps and bumps in different places – so do your best to have as much of you connecting with the wall (or door) as possible. Once you are in that position, take a deep breath making sure the air fills the bottom of your lungs first. Slowly take in air, filling to the top. Hold your breath for a few seconds. After that, slowly release the air starting with concentrating on the top of your lungs. Empty downwards until your lungs feel empty. Take one or two normal breaths and repeat. Your goal is to get up to five breaths with no ‘normal breaths’ between.

So what is the point of this practice? Firstly, it helps you develop a ‘posture of confidence’. When we are stressed or tired our bodies often sag forwards. This upright posture counteracts that. It also helps us to feel more ‘in control’. In addition, by ‘opening up’, we benefit through taking in more oxygen. And by concentrating on our breathing, something we usually do unconsciously, we can’t think about much else. So this helps to clear our minds. Thus immediately after the practice, we can ‘respond’ to situations rather than ‘react’ as we have reduced the emotion that is making us feel stressed. By creating a pause in our activities, we can fill that ‘space’ with positive thoughts.

However, to add this practice to our toolbox, we need to do it every day in order to create new pathways or habits. This tool becomes our default so that when we need to use it, we remember and do this self-correction automatically. So, for example, if we are chairing a meeting where the situation is becoming volatile, we call a 5-minute recess, go off to the ‘ladies’, shut the door and do our breathing standing against that same door. I coach a CEO who goes off to the deserted kitchen and does her practice there.

This same practice works well in all domains of our lives. So, once it has become a default activity, through self-awareness, we catch ourselves ‘in the moment’ and ‘self-correct’. When we are feeling angry or upset with our partners, or we feel exhausted with children demanding our time, that is the time to ‘take a break’ for those few minutes and go and do our breathing practice in private. We’ll return to the situation able to cope better. We’ll respond rather than react and thus are less likely to ‘snap’ at others in a grumpy way that makes us feel guilty and miserable (over our behaviour) afterwards. Thus we will have more energy for positive interaction.

Tip 2: ‘peripheral vision’

Another practice that has helped many of my clients involves developing our ‘peripheral vision’. We are often so engrossed in the task at hand that we don’t pay enough attention to what is happening around us. And as a leader, this is important in the broader context. We need to constantly ‘scan the environment’, assessing change and looking for threats and opportunities.

To encourage awareness I simply ask that each time clients climb in the driver’s seat of their cars, that they carefully examine all three mirrors to get the different views of what is happening behind them. And they do this each time they stop (obviously not while they are driving!) at traffic lights or anywhere else. It sounds so simple, yet it is surprising that most of us don’t do that automatically. Again, doing this every day for three weeks creates new habits. And it is interesting how developing our peripheral vision impacts on all aspects of our private and business lives.

As leaders, we are ‘in the driving seat’. Let’s function more effectively. We need to notice changes and be able to ‘tune in’ using all our senses.

Tip 3: Executive coaching

Whether you aspiring to a leadership position, or are sustaining a current leadership role, a good executive coach can help you to turn your ‘stumbling blocks’ into ‘stepping stones’. This takes away stress, enables the client to enjoy ‘balance’ and achieve more. A shift in your ‘way of being’ brings great benefits. This coaching can take place ‘in person’, via phone or Skype. Find a coach that suits you and your needs.

Being effective as a female leader in business presents many challenges and we need to be able to draw on our inherent strengths. By following the three tips above, we can enhance our leadership skills in business and this can translate into benefits in our home and community lives as well.

For further information on leadership development programmes and ‘executive coaching’ please contact Brenda on +27 82 4993311 or +27 33 3425432 – email brenda@strategy-leadership.com or www.strategy-leadership.com

106: Leadership evaluation checklist

Coaching, Leadership Development Tagged with: leader, Leadership, Objectives, Tasks, Team

Feb 172013

Many of our clients appreciate a simple ‘leadership evaluation checklist’. The useful tool below was adapted from the work of John Adair and his ‘Three-circles model’.

Leadership Evaluation Checklist

TASK NEEDS: Did the Leader…

…establish a common purpose, i.e. were the task objectives explained and accepted by the group?
…spend time planning with the group at the outset on how they would tackle the task?
…organise by allocating jobs to members of the group?
…co-ordinate the efforts of his team?
…control the progress of members of the group in achieving their tasks?
…expect quality results?

GROUP NEEDS: Did the Leader…

…work towards getting commitment from the team to the task objective?
…consciously develop the loyalty of the team?
…consciously foster the pride of belonging to the group? Did he say “we” and “us”, etc?
…ensure that team morale was high?
…maintain the unity of the team, ensuring co-operation and that conflict was minimised?
…give credit to the group if the task was successfully done, and not take it for himself?
…receive acceptance by the group as their leader?

INDIVIDUAL NEEDS: Did the Leader…

…ensure that each team member knew what was expected of him and what his responsibilities were?
…give each individual the opportunity to develop a sense of achievement?
…provide all team members with an opportunity to contribute, take part and to show their potential?
…make individuals feel that they were needed in the team?
…give recognition to members who did good work?
…counsel or advise individuals when they needed it?
…ensure that each member felt that he had grown/improved through the experience?

105: Personal Branding

Coaching, Leadership Development Tagged with: Authentic self, Branding, Image, Person of choice

Feb 122013

You are a reflection of your corporate brand. So you need to make sure that your image is congruent with that of your organisation, business and firm you represent.

An example of my corporate brand.

Let me give you an even broader example: we were on a train in Switzerland and a group of rowdy people in our carriage were behaving in an unseemly manner. Although we had no connection with them, we were embarrassed because from their accents, we recognised that they were South Africans. The image they created would not enhance the reputation of our country. So individually and collectively, their ‘personal branding’ was not congruent with the image we would hope that South Africans would project.

There is a strong link between personal and corporate branding. Let’s first clarify what we understand by the various concepts. And here I thank the various authors and ‘experts’ from whom I have learnt over the years.

What is branding?

Branding:

Is a process of building an image for a company or product.
Offers the pledge of quality or superiority over competing products.
Comprises the visual, emotional and cultural images associated with a company or product.

What is ‘personal branding’?

Personal branding:

Is the process whereby an individual builds an image for themselves.
Helps to hi-light competitive advantage.
Is about differentiation and about becoming visible amongst the masses.
Is the foundation for personal success.

As with individual leadership, it is not what you do, but who you are and who you become.

Benefits of Personal Branding

Personal branding is about you!

So, what are some of the benefits of paying attention to personal branding?

In ‘The Brand Called You’, the author Peter Montoya says: ‘Personal branding lets you control how other people perceive you… You’re telling them what you stand for — but in a way that’s so organic and unobtrusive that they think they’ve developed that perception all by themselves.… When done right, it’s irresistible. . .’

Why is ‘personal branding’ important?

Through ‘personal branding’ visibility and exposure are maximised in the corporate world.
The process helps you to become the ‘person of choice’.
You attract business opportunities.
Interpersonally you gain admiration, respect and support.
It helps you to reach potential.

Don’t be a ‘generic’

The message is clear.

Differentiate yourself from the masses.
Develop your unique talents.
Build on your competitive advantage.
Stand out in a crowd.
Be the ‘person of choice’.
Network your way to success.

Develop your personal brand

It is important to remember that your ‘personal brand’ has to be an authentic reflection of your true self. To sustain effectiveness it cannot be a ‘veneer’.

‘Personal branding is not about building a special image for the outside world, it is about understanding your unique combination of rational and emotional attributes – your strengths, skills, values and passions – and using these to differentiate yourself’ (William Arruda)

How does an individual go about developing their ‘personal brand’ in a positive manner?

Have your personal strategy in place – vision, values and critical success factors.
Align your personal branding to this.
Understand your unique talents, develop, share.
Address your relevant weaknesses.
Network effectively, be visible.
Become a leader in areas important to you.
Have a personal motto and live by it.

Become ‘the person of choice’

In our workshops we look at constructive ways in which individuals can become ‘the person of choice. These tips are also useful in sustaining the impression that others have.

The input from one of these workshops is consolidated and may be found in the post, ‘Ten tips to help you become the person of choice’.

Reminder

Regarding the impact of personal branding, please remember:

Believe in yourself.
Be your ‘authentic self’.
First impressions count.
Manners are an outward expression of your respect for others.
Be professional.
Promote yourself – have confidence and speak out – without being arrogant.
Consider feedback seriously and take appropriate action.
Continuously improve.

Books and websites

William Arrunda: Reach communications consulting (reachcc.com)
Brenda Eckstein: Networking Tactics (personal strategy and networking)
Brenda Eckstein: ABCs of Effective Networking
Brenda Eckstein: ‘Ten Tips to help you become the Person of Choice’
Frost, R.: Me incorporated: Your own magnetic brand
Tom Peters (1997): The brand called you, Fast Company.
Rubin, H. (1997): The Princessa: Machiavelli for women, Bloomsbury: Great Britain.

For further information on our workshops on this topic or on ‘executive coaching’ please contact Brenda on +27 82 4993311 or +27 33 3425432 – email brenda@strategy-leadership.com or www.strategy-leadership.com

104: Working together

Leadership Development Tagged with: Code, Formation, Professionalism, Relationships, Stumbling blocks

Jan 252013

Within teams often ‘stumbling blocks’ hold the individuals back from ‘flying in formation’. By skilfully facilitating sessions where specific topics are addressed, remarkable shifts can be achieved.

Recently I have enjoyed working with the CEO, Melanie Veness and staff of the Pietermaritzburg Chamber of Business. During five three-hour sessions, perceptions, individual values, professionalism and team functioning have been explored. Discussion and reflection have shown how broad their spectrum of individual values is. In addition, the rich cultural mix has added to the different ways in which actions are perceived.

PCB CEO Melanie Veness and Thabisile Ngidi.

It has been a fascinating journey with an increase in positive relationships (within the group) with understanding and acceptance being underlying principles. By building trust and practising addressing topics without ‘getting emotional’, a platform for future growth has been established.

Gill Adie, Lungile Nkabinde and Beauty Mkhize.

One of the exercises involved developing a ‘Code of Professionalism’ for their team from scratch. Over five sessions by changing group dynamics each time, and further developing understanding of individual values and team morale, a code limited to 20 points was finalised and accepted by the group as being the points they wanted included and the carefully chosen wording agreed upon.

And that is where the game-plan changed! From the first session, they had worked on ‘we will at all times…..’. And in order to get individual commitment, at the last session it became ‘I will at all times…’ The final version below was accepted by all the team members and their individual signatures confirmed their commitment. This document will serve a useful purpose as a reminder and also provide a checklist. When unsure, the question for individuals to ask is: ‘Is this specific behaviour of mine in line with all points in our code?’

It is interesting to note how different this is from other ‘Codes of Professionalism’ developed during BEI training programmes. This is unique and specific and a great deal of thought has gone into it. I commend Melanie and the team on their commitment to improving professionalism and team morale.

Please have a look at the other example of a Code of Professionalism developed by a different group during a BEI programme.

For leadership development and team building programmes please contact Brenda on +27 82 4993311 or +27 33 3425432 – email brenda@strategy-leadership.com or www.strategy-leadership.com

PCB ‘Code of Professionalism’

I will at all times:

Treat others and conduct myself with respect and dignity
Be assertive, not aggressive
Show honesty and integrity
Keep our work area clean
Share knowledge if beneficial
Build positive relationships with others
Ensure good communication in our team and be a good team-player
Respect organisational confidentiality
Work towards continuous improvement in achieving the goals of the organisation
Be solution orientated
Lead by example
Have fun / FLAG
Immediately acknowledge customers with a smile and greet them appropriately
Portray a professional image in the way I dress, speak and behave
Smile pleasantly so that others feel welcome
Check all documents carefully to make sure they are of a high standard.
Keep our customers informed of progress and be a continual support system
Deliver exceptional service by ‘going the extra mile’
Keep myself abreast with technology
Appreciate diversity and celebrate differences

Signed: Name:

Date:

103: Networking influence

Personal Networking Tagged with: Clients, Network, networking, Relationships

Jan 142013

Networking is no longer a choice – it is a necessity for success in any business or professional career. To many successful people, networking ‘comes naturally’. It is an unconscious activity. But it is wise for each of us to invest time in reflecting on our unique strengths as networkers. How can we improve? What can we offer others? How good are we at building relationships?

Unless we have built positive relationships, exploring possibilities is unlikely to be as effective as it could be. And the successful outcomes of our actions and projects often depend on the first two steps – building relationships and exploring possibilities.

Each year companies spend huge amounts of money on association memberships, functions and hospitality events. They rely heavily on networking for business generation, as well as for managing relationships with existing clients. In addition, networking is equally important internally. Often there is a high correlation between the quality of their networks and the success of ‘high potential’ employees.

I value the ‘network’ I have built up over the years, both from a business and personal perspective. And my current relationships reflect various ‘eras’ in my development and different formal and informal groups. And I continue to have my life enriched by wonderful people. For example, a fellow ‘executive coach’ in Johannesburg, Pat Roberts recently asked a provocative question of a group when running a session and she shared it with me: “Who in your environment could have the most influence on your career and what are you doing to build your relationship with that person?” She found that the issues and ideas that emerged from this discussion were amazing.

Reflect on these questions. Explore possibilities and then take action. Often we don’t realise how those in our networks not only enjoy helping us, but also sometimes consider it an honour to do so. But even more important, what can you do for them? How can you be of assistance?

There are many books on the topic of networking. Two that are recommended are:

‘Networking tactics’ (please see above) and ‘ABCs of effective networking’ (also authored by Brenda Eckstein).

For more information on our ‘Networking Tactics’ workshops, or for a speaker on the topic of networking, please contact Brenda on +27 82 4993311 or +27 33 3425432 – email brenda@strategy-leadership.com or www.strategy-leadership.com

102: ‘To do’ lists

Coaching Tagged with: Change, Lists, Mindmaps, Pictures

Jan 092013

Life is busy. There is always so much that we should do. And most of us, no matter how hard we try, feel stressed about our ‘unfinished business’.

We try different ways of getting through our lists. We attack them in creative ways. Perhaps mindmaps would be better than linear lists? Would they inspire us more and help us to get the job done? Or would drawing pictures be more effective than writing words? Different colours add interest to our ‘to do’ categories, too. We try new approaches. But most of us still end up with a sense of failure that we have not managed to complete enough items on our lists.

But ‘what if’ we abandoned our busy intentions ‘just for today’ and adopted a different approach? We might even find that we are more productive although we are calmer.

Recently we were talking about the challenge of getting through our ‘to do’ lists and one of my ‘coachees’, Des kindly sent me a different kind of ‘to do’ list. I have adapted her list and superimposed on a photo of sunrise taken from my bedroom window.

Although this ‘list’ still requires some ‘doing’ it does shift the emphasis more towards ‘being’. Sometimes small shifts can have ripple effects which lead to big changes.

If we were to incorporate this approach wouldn’t we be enriching our own lives and at the same time helping to make the world a better place for everyone? Try it…. just for today!

For more information on executive coaching or other services offered by Brenda Eckstein International, please contact Brenda on +27 82 4993311 or +27 33 3425432 – email brenda@strategy-leadership.com or www.strategy-leadership.com

101: Using resources creatively

Coaching, Leadership Development Tagged with: Knowledge, Relationships, Resources, Wisdom, Wrapping

Jan 062013

The ‘wisdom of the elders’ has a huge impact on our lives and we need to recognise and honour the gifts that are passed down through generations. There is often ‘tacit knowledge’, information or ‘know how’ that cannot easily be articulated. It is absorbed through interaction within positive relationships.

December 25 2012, Mavis on her 91st birthday with partner Norris.

Let me give you an example:

My mother’s family had little money but an abundance of love. She grew up being unaccustomed to wearing shoes as it wasn’t necessary on the farm – and her parents couldn’t easily afford shoes for the children. They went to school by horse-and-trap and if it rained too hard, they couldn’t cross the drifts, so had to stay at home. That generation also weathered ‘the great depression’ and ‘the war years’ so they were accustomed to ‘doing without’. They saved and made use of what they had. And this influenced their lives enormously and continues to do so. In addition, fostering positive attitudes enabled them to be creative and meet the challenges.

Let’s skip to the next generation: When I was a child my mother owned and ran a ‘tea-room’ and sold fruit and vegetables. The leftover fruit was carefully combined and cut into fruit salad which was sold to shoppers later in the day. The parts of vegetables that couldn’t be sold were put into the huge soup cauldron, combined with meat bones and became delicious, nutritious soup. On cold, dark winter mornings, my mother opened the shop at 6am and workers on their way to the 3 local factories brought in their empty ‘jam tins’ which she filled with her hot soup, charging them only a pittance.

Even now that she is 91 years of age, she constantly inspires me with her ingenuity and positive attitude. This year she gave beautifully wrapped Christmas gifts and from a distance I marvelled at how much effort she had gone to. But, when I came closer, I was even more surprised.

Have a careful look: she has used the slightly shiny advertising pages from the newspaper for wrapping. You’ll see the picture of ‘Koo’ brand peaches, cooking oil and dried beans. The ‘ribbon’ was ‘danger tape’ which had served its purpose on the pavement and had been left lying in the gutter. Of course she washed it and went to the trouble of making a range of different beautiful bows. (When I complimented her she responded ‘and it was such fun!’)

Below is an example of another bow:

Now in this current era, for many there is an ‘overabundance’ of material items. Through habit, some have become unnecessarily extravagant and wasteful. Complacency often destroys our ability to recognise, value and use our potential resources in the best possible way. So, we need to make a conscious effort to deal with all our resources more effectively.

From the story above there are many lessons to be learned. And these are significant in our personal, business, professional, organisational and community lives. Let’s reflect on a few questions:

How can we use our resources more wisely?
How can we be more creative in looking for new ways of using ‘old things’?
In which ways can we be less wasteful and less extravagant?
And how can we tap into ‘the wisdom of the elders’ in more deliberate and constructive ways?

For more information on our ‘executive coaching or ‘leadership development’ please contact Brenda on +27 82 4993311 or +27 33 3425432 – email brenda@strategy-leadership.com or www.strategy-leadership.com

2013: Stop, Start and Continue

Strategy Tagged with: Continue, Destination, Start, Stop

Dec 202012

We have another New Beginning ahead of us. But I don’t see a boundary between 2012 and 2013. Do you? Except, of course, there is one on the calendar!

However, this is a good time to pause. The three simple questions to ask are:

What should I stop doing? Unless there is ‘space’ in your life, the next question is meaningless.

What should I start doing? We need to continuously stretch ourselves, build new pathways so that we continue learning. There is no room for complacency.

What should I continue doing? Often we are so enchanted by the ‘stop’ and ‘start’ that we forget the importance of continuity.

And it is not only at a time like this that we should ask these three questions. For example, we teach our small children that is important to complete the race they started, regardless of how well or how badly they are doing. They need to continue swimming, start thinking positively and stop worrying about the impact of their (poor) performance. Sometimes it may seem easier just to ‘give up’.

I often think about the ‘cork bobbing in the ocean’. It has no impact on the direction it will take. The external elements dictate its future. It may one day get washed up on a beautiful beach. But the sun will eat into it, the sand will bury it and a dog may even come and chew at it.

Compare that with a ship heading towards a specific destination. It may hit rough waters, but we all have to be prepared to take risks in life in order to establish new pathways, have meaning in our lives. As they say, ‘the safest place for a ship is in the harbour, but that is not what it is built for’

I trust that 2013 will be a year filled with good health, great happiness, peace and prosperity. Take the risks that will head you in the right direction. Be prepared to sometimes not be the best swimmer in that race. But please, please make sure your life has meaning, that you are living your ‘authentic self’ and ‘making the world a better place for everyone’.

You are not a ‘cork in the ocean’. What do you need to Stop doing, Start doing and Continue doing?

Warm wishes,

Brenda

Touchstones: catch some-one doing something right

Coaching, Leadership Development Tagged with: leader, praise, Stepping stones, stumbling block, Touchstones

Dec 192012

We all benefit from genuine praise. It motivates and energises. ‘Catching a member of your team doing something right’ and showing immediate sincere appreciation is a competence which you can develop. It takes practice. This applies equally in our business, personal and community lives. And we develop these skills during many of the BEI courses.

Let me tell you a story: Today I ‘caught someone doing something right’ in bringing their ‘touchstones’ into their work lives. I immediately found out who the leader was, called her and told her how much I appreciated her actions.

I’ll set the scene, ‘frame’ the event. I was lying in my hospital bed thinking how fortunate I am – for so many reasons. Scans had excluded suspected serious conditions. I had been given a private ward when it is often almost impossible to get any bed in the hospital. It was peaceful.

The view from my window was exquisite. I enjoyed watching the blue sky and clouds change shape. If I looked down there was some activity in the hospital carpark, but no disturbing sounds. At the centre of my ‘picture’ were two flags waving ‘hello’. The first showed ‘Brand South Africa’ and the other, ‘Brand Netcare’. Through the fence was the busy road with cars and taxis speeding to their destinations.

Across the road were two huge buildings, ‘Natalia’ and ‘The Library’. Both have a special meaning for me as they were designed by the architect who designed our house (for himself) and from whom we bought our home. Between these buildings, in the distance, up in the green hills below Worlds View, I could see our home and I absolutely love our beautiful home which is one of my own ‘touchstones’. Patterns were forming.

The view from my window: Sunday, December 16 2012.

Recognising similarities and patterns is important in our lives and especially for coaching to be successful. As ‘integral coaches’, we help clients learn to take their ‘stumbling blocks’ and turn them into ‘stepping stones’. Thus they treat ‘negatives’ as ‘challenges’ which they can consciously learn to use effectively for their own benefit.

One of the techniques I use is asking a BIG question: ‘How can you incorporate more of your ‘touchstones’ into your daily lives’? Through conversation I first help clients to identify those smells, tastes, sights, sounds and feelings that bring out the best in them, make them feel ‘whole’ or ‘really good’. We spend time exploring these factors. Then whatever the ‘issue’ (another term for ‘stumbling block’) facing them, the next question revolves around how to incorporate more ‘touchstones’ in dealing with the ‘stumbling block’? How can we incorporate more of our ‘touchstones’ (those experiences that bring out the best in us) into our work, private and community lives?

So, that sets the scene for the wonderful example I had today at St Anne’s Hospital in Pietermaritzburg. It is Sunday morning and the surgical ward is very quiet as most of the doctors have gone on holiday and there were few scheduled operations this, the week before Christmas. As I lay in bed photographing the beautiful view from my window (please see the photo above), I heard the melodious sounds of gospel singers. I felt great joy. It was wonderful that these professional singers should voluntarily visit hospitals and sing for the patients on a Sunday. I wanted to see who they were, but was confined to bed. I wanted to know if they had possibly produced a CD I could buy for a friend. I lay there hoping they would walk towards my room so that I could see them and thank them personally, but unfortunately they didn’t.

I rang the bell and one of the nurses immediately came to me, but unfortunately the group had completed their singing in our ward. I asked who the professional singers were and was astounded to find that they were the staff in my ward! They gather together to pray early most mornings and where possible burst into spontaneous song. Any of the staff who wish to do so are welcome to join in. And the songs vary from day to day. I asked and was told that ‘Boni’ was the leader so of course I asked that she come and speak to me. What a charming young lady she is! I learnt that she has no formal training in singing but sings in the Catholic Church. She shows great leadership potential, too. Being able to lead a constantly changing group (mostly considerably older than her) in a variety of songs which are different each time takes great skill. The music comes from their hearts. To me this is true ‘soul’ music.

Boniswe Sithole, Student Nurse, St Annes, Pietermaritzburg.

What is our lesson from this? It is wonderful that the staff are able to incorporate singing, one of their ‘touchstones’, an activity they are passionate about, into their work lives. At the same time, the ‘ripple’ effect to their patients is enormous. It also strengthens the bond between the team members (nursing staff). Thank you to Boni for leading today’s singing. I also commend the other singers, too.

So from this story, how can we use these examples to enrich our own lives?

Firstly, identify your ‘touchstones’. Think of the smells, tastes, sights, sounds and experiences that bring out the best in you – the things that make you feel ‘whole’.

(These nurses are passionate about singing.)

How can you use these ‘touchstones’ to turn your ‘stumbling blocks’ into ‘stepping stones’?

(The seriousness of their daily work is complemented by the joyous singing which enables them focus and to cope better.)

How can you use patterns to enhance your functioning?

(The nurses recognise that some staff voluntarily wish to join them in prayer followed by singing. They notice a pattern in that this activity gives them a good start to their long hours of duty.)

How can you incorporate more of your ‘touchstones’ into all aspects of your life?

(The nurses sing at work, at a specific and appropriate time, they also sing at home and they sing at their churches or other places of worship.)

What can you do to ‘catch people doing something right’ and sincerely ‘polish them?

(I immediately rang the bell for a nurse, found out who the leader was, invited her to come to my bedside and throughout the day asked and commended any of the other nurses who had been involved in the singing. I also posted this article on my website, mentioned my experience in my evaluation on being discharged and sent a copy of this article to the management team.)

You’ll find another article on the topic of ‘Catch some-one doing something right’ on our website.

For more information on Leadership Development, Team Development or Executive Coaching please contact Brenda on +27 82 4993311 or +27 33 3425432, brenda@strategy-leadership.com or www.strategy-leadership.com

Older Entries