team management – Engaging Potential

02 Jul

Managing and leading change at a team level

“People don’t resist change. They resist being changed!” – Peter Senge

As a manager/supervisor and leader, you will have a role to play in managing change within your organisation. For some, this is a daunting prospect. Yet there’s no point hiding or avoiding your role – if you do, you could let down yourself, your team and potentially your organisation.

Primary influences of change responses

Understanding how people respond to change and the reasons for their responses is an important step in being a successful leader.

The way that people respond to change is often driven by three very personal factors:

Past experiences: an individuals’ past life experiences with change will shape their thoughts, feelings and attitudes about it and the way it is managed
Values and beliefs: personal values – and subsequent beliefs – may impact response to change depending how the change (and they way it is managed) aligns or conflicts with these values
Capacity and capability: an individual’s approach to the change can vary depending on their capacity to be involved in the change (do they have the resources?) and their capability (do they have the skills?) to implement or cope with the change

Human reactions: transitioning with change

Individuals will experience emotions throughout the change. Some people will move very quickly from being cautious or fearful of change, through to acceptance and into excitement. Others may spend longer being fearful, may experience anger and possibly even despair – sometimes emerging from this, at other times being resistant to move beyond this.

It’s important to understand that no matter the change, it is human nature to experience an emotional response, or a series of emotions over time. Managers must accept that everyone will experience the change differently and thus they need to be prepared to respond appropriately to the emotion being demonstrated or expressed at any one time.

The way you interact with someone experiencing anger about the change will be different to interacting with someone who is excited. Your message about the change may be the same – your delivery of the message and the support of the individual will vary. Empathise, explore and engage towards solutions with evident anger, frustration or fear. Encourage, energise and engage towards opportunities with evidence of acceptance, optimism and excitement.

A manager and leader’s role at the team level

Each of your team will respond slightly differently to change, depending on how it impacts them and the influencers above.

As a manager and leader you will need to understand the individual’s within your team (personality type and typical responses to change, key motivators, ‘de-railers’). You will also need to reflect on how they have handled change in the past (if observed) and explore how they are feeling about the current changes. Be aware that their current feelings will likely vary over time as they work through the change.

With this information at hand, you will be able to prepare and act for individuals and the team:

What communication might be appropriate – level of detail, frequency and repetition required, along with the medium or channel that you will use (face-to-face is usually the best option where possible)?
What support may be needed – coaching, reinforced direction, engaging motivational drivers, counselling (through employee assistance programs with professional counsellors)?
How you will handle emotions in the team, especially minimising negative impacts on each other e.g. if one person is not happy about the change and is causing unnecessary concern for others?
How you will keep people focused on their performance and results whilst still supporting them?
How will you manage your personal feelings and thoughts about the change and still lead in a professional, positive and supportive manner? What support do you need to be able to do this?

The critical thing is to stay engaged with your team members, encourage teamwork and positive support of each other, communicate effectively and often and lead by example.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

13 Nov

Uh-oh, it’s team building time…

“Unity is strength…when there is teamwork and collaboration wonderful things can be achieved.” – Mattie Stepanek

As the end of the year approaches, many managers remember that they have forgotten to hold a team building session during the year. Often this results in a frantic scramble to ‘tick-the-teambuilding-box’. Suddenly a team finds itself tolerating a competitive colleague at ten-pin bowling, or not listening to an inspirational speaker because they are too overloaded to spend time hearing someone else’s story, or perhaps even cringing through a hastily prepared ‘funny awards night’. Whilst each of these activities can be enjoyable and appropriate in certain circumstances, they are not always effective for every team and situation.

Team building should not be an after thought or a ‘must-do’. It should be something that has clear objectives and outcomes, otherwise you are wasting company time, employees’ time and often a load of money.

[As an aside, should we really be calling this team building? Over the years this term has, rightly or wrongly, come to mean ‘having fun’ or ‘being social’. But guess what? Not every team or individual wants to have fun or socialise with their colleagues! And even if they do, everyone has a slightly different idea of what fun is to them. Call it what you will – we prefer to call it Team Development – no matter what you do, you should be using the time to develop the team and enhance its culture.]

Team development can be anything from a lunch to celebrate a job well done, a 1/2 hour skills refresh, a presentation, through to a 3 day team-vision and strategy session. It may or may not include activities removed from work (e.g. sport, games) and social elements (e.g. lunch, dinner). It can have a business focus or a personal focus. An event may be organised and facilitated by the manager, or it might be facilitated by a third party – a learning and development colleague or external consultant.What you end up doing should be driven by the needs of your team, not by what someone else has done or just because an activity sounds like fun.

So how do you make sure you are doing something worthwhile and not a last minute booking that no one is interested in? Below are some questions to consider.

Objective

What are you trying to achieve with the team – both in the longer term and also at this particular event? This might include the type of culture you wish to foster, skills you wish to develop, collaboration you must generate or mutual understanding you need to encourage.
What do you want people to be doing differently as a result of your event?

Motivations

What motivates or interests your team members?
What types of environments or activities does the team respond well to? (Of course ask the team for input – just be aware that occasionally the responses will be about something fun they want to do, that has little benefit to the team as a whole)
How will you cater to different motivations across individuals within the group?

Business

How do you see a team development/building event benefiting the business?
How will you know this has been a successful investment in your team by the business?
Are their any limitations to consider? This might be related to things such as policies, OH&S issues, cultural awareness, geography, or physical restrictions.

Options

What are all the possible options for achieving your objectives and meeting team needs/motivations? (This will involve some brainstorming and/or research)
Which option or combination of options do you believe would be most successful?
Is the preferred option one that you can run yourself or is help needed?
Is the preferred option one that can be linked to other events or activities the team have done/will do? Sometimes team development is more sustainable if it is a series of related events spread over time.

Plan and communicate

Make sure you plan the event well, no matter what you are doing.
Communicate with the team to outline objectives and logistics. Most people will want to understand what the focus of the event is – whether it is do get to know each other better, develop strategy or just take some time out from the business to celebrate success.

If thought through well, team development can be used to build a team’s culture, capabilities and performance.

Happy teaming!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

30 Oct

Stop wasting money when training your team!

“Tell me and I forget. Teach me and I remember. Involve me and I learn.” – Benjamin Franklin

How many times have you sent your team members on training programs and afterwards wondered why you even bothered? Many managers feel frustrated when they allow their team to take time off work to be trained, then don’t see any results afterwards. It can often seem like a huge waste of time and money and many managers don’t realise a few simple actions might deliver better results.

Training can be mandated by head office, it can be suggested by the employee, it might be recommended by HR or you might identify a program that you believe will help a team member. Yet we are often ahead of ourselves – trying to find a solution before we’ve identified the problem or indeed that there is a problem in the first place! Or we might be ‘ticking an employee development box’, trying to keep an employee happy or even just getting them out of the office for a few days! So before you throw someone into a training program, make sure you have covered off a few basic steps. The tips below are no guarantee, although they should help you start to see better results for your investment.

1. Identify specific strengths and gaps

Take a few moments to write down what you see as the strengths and gaps (areas for development) for the individual. Be specific – don’t just say “good at their job” – identify what specifically it is that they do well or what specifically they could be doing better. For the developmental areas, consider what behaviours you would like to see if they had closed the gap in this area. Finally, prioritise developmental areas – their importance to the individual’s ability to do their job is a good starting point. After you have done this for your employee, it’s a great idea to have a conversation with them to see if you are on the same page – ask them what they think their strengths and development areas might be, then share your thoughts. This opens up constructive dialogue, helps raise their self-awareness, and by asking for their input, you are encouraging them to take responsibility. In these discussions, generally it is best to start with strengths as these are so important to acknowledge!

2. Determine cause of gaps: skill, knowledge, experience or capability

Areas for development have many different causes for each individual. Sometimes it is a skill that they are unfamiliar with, or it may be some background knowledge is missing. Perhaps they have not had the opportunity to demonstrate a skill. Or maybe they do not have the capability to close the gap in development – this might relate to emotional or intellectual intelligence, geographical location or other physical barriers. Of course, often the cause of the gap is an overlap of some of these aspects. Once you know the cause/s of a developmental gap, it will help you determine what might be needed from a learning program. As with point 1. above, and other points below, often this can be a joint discussion with the individual.

3. Understand how they like to learn

Different people learn differently. Take a moment to uncover how your employee BEST learns. For example, do they learn through reading, discussions, role-plays, applying skills in the workplace, observing others, and so on. Understanding this will help determine the type of training they might need and also the extra help they might benefit from to support any theoretical learning. And if you don’t know how they like to learn – ASK! Sometimes the way they like to learn will tie in with their strengths – for example, they might bring a very structured and detailed analysis to projects so their learning preference might be to read, take notes and structure the key concepts into memorable points before applying them to a specific task.

4. Identify learning opportunities and plan

Work with the employee to identify a learning plan for closing the gap. Based on their learning preferences, this might involve attending a training program or it may be more comprehensive, like being assigned a specific task, attending training to learn more about the skills required for the task, being coached by an expert in the area and getting feedback at key milestones of the project. Try to incorporate opportunities where they can enjoy and reinforce the learning through use of their strengths – for example, if they are excellent presenters, then have them present the key concepts of any training back to the team afterwards; if they are problem-solvers, ask them to identify areas of the business where the training concepts might improve systems and processes.

5. Reinforce the learning

Prior to beginning their learning plan, including any training sessions, meet with the employee and ask them what they hope to get out of the activities/training. By verbalising their thoughts, they are more likely to take responsibility – they are telling you what they want to learn, so they have to own it. And if they can’t think of anything, perhaps back to point one before you waste money and time! Of course, if you have expectations of their learning that they don’t identify, it’s a good idea to highlight these; they might include how you hope they will apply the skills post training. Then after the training program or learning activity, meet with the employee again to seek their feedback on how they found the learning and what they got out of it; also how they see themselves applying what they learnt back in their daily job. And make sure the learning is reinforced at regular intervals – through follow-up training, discussion, application and coaching, as appropriate. Without effective reinforcement, people will forget, not use effectively or not use at all what they have learnt. Your role as a manager is to help support this reinforcement in an ongoing fashion.

There is no guarantee that you will always get the maximum return on investment for any training that you provide for your employee. What you can do though is to support the learning process effectively to enable the right solution in the right way.

Happy training outcomes!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

08 Aug

The management brick wall

“Tell me and I forget. Teach me and I remember. Involve me and I learn.”

– Benjamin Franklin

As a manager, have you ever felt like you are hitting your head against a brick wall? Do you feel like your team ignore your suggestions, directions and advice? Do you find you have to explain the same things to them over and over?

If you answered ‘yes’ to one or more of these questions, you might be hitting what we could describe as the management brick wall. Rather than keep hitting your head against it while thinking it’s your employee’s fault, how about considering what you could change in your approach to improve the situation.

Consider the following tips that might go part way to knocking down the wall.

1. We all learn differently

Each person in your team is unique; they are not (and nor should you want them to be!) a replica of you. As such, they each will have slightly different ways that they prefer to learn a new skill, seek knowledge and gain experience. Some people learn best through reading and reflection in a quiet environment, some like to read and then discuss, some like to get stuck in and give something a try, some like to watch a demonstration, some like to hear from an expert, some like to talk to different people…and so on. Often learners are described as Visual, Auditory or Kinesthetic, yet many are a combination of two or more of these categories and there will be subtle differences amongst even learners with the same ‘type’ of learning style. Understanding how each team member likes to learn will help you understand how best to approach teaching, instructing, coaching and guiding them in new areas. And understanding how they like to learn is as simple as asking them!

2. Our motivations vary

As with learning styles, we each have different things that will motivate us to perform and succeed at work. For some it is having new challenges, for others diversity in their work, for some it is working in a team, for others it is to be able to work autonomously. Strange, but true, research in this area has found that money is not the prime motivator for most people – sure it’s often important, yet not the main thing that inspires them to achieve. Looking for opportunities to tap into people’s motivations will help you to build their knowledge, skills and experience more effectively than just giving them a task to do or telling them how something should be done. For example, if you want them to develop their networking skills, you will only get so far by telling them they need to interact more with other staff members. On the other hand, you might find their skills grow if you explain how developing these skills will enhance their chances of future promotion (if that is a motivator) and that you are asking them to sit on a cross-functional team (working in a team may be a motivator as well) because you feel it will give them more opportunity to learn about the company and to network with colleagues.

3. Sometimes there are other ways

It may be hard to believe, however sometimes our way isn’t the only way. In fact, sometimes there might even be a better way! So be open to your employees’ ideas. As long as they are clear on expectations, know what the boundaries are, and assuming there is no significant risk, there will be times when asking them how they would like to approach a task might be an effective strategy. People learn much more effectively when they need to tap into their own ideas and take responsibility for their actions – they learn when it works and they learn when it doesn’t. As a manager, if you set the expectations, then coach and support them, you might be surprised to see positive results!

So if you feel like you are hitting your head against a brick wall, take 5 minutes to think about what you can do differently to get the best out of your team.

Happy managing!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

20 Jun

What do you expect of your team?

“The bottom line is, when people are crystal clear about the most important priorities of the organisation and team…not only are they many times more productive, they discover they have the time they need to have a whole life.” – Stephen Covey

How clear are your team about the expectations you have of them in their roles? If you asked them, would they be able to respond quickly and accurately?

As managers, we often make assumptions that our team members should know what is expected of them; we assume they have the same standards, work ethic, values we do. And we sometimes assume they have the skills and commitment to achieve good performance. Unfortunately, we can forget that we should never assume! Even if our team have good intent, a positive attitude and high level skills, they may not be as focussed or even performing as we would want them to be.

To make sure you provide your team with solid grounding to achieve, support them to have knowledge, resources and opportunity to learn and perform. It is also imperative that you also be clear on what is expected.

Team purpose, goals and responsibilities

The big picture purpose of the team i.e. why does the team exist? Ideally this is not presented in ‘corporate speak’ (you know, when lots of big, important sounding words are used, yet the message is not clear) rather delivered in succinct, every day language that is easily remembered.
The goals of the team breaks down the purpose into achievable actions to be carried out over a set period of time.
What each team member is responsible for to achieve the team goals. This should be as specific as possible, and accompanied by a clear outline of timelines and how the responsibilities will be measured.

Attitude and alignment

The attitude that is expected for a productive team culture is not something that is always covered, however by being clear on the expectations here, it can make it easier to praise it when you see it and call it when you don’t. Do you expect your team to be positive, solutions-focussed and supportive of each other? If you do, tell them – it helps create the framework for building your team culture.
Alignment is as important as attitude. A business will not succeed unless teams are aligned in their work with the organisational vision, goals and values. Ensure your team understand their link to organisational success and that their own goals and behaviour support that.

The ‘little’ things

There will be other professional matters that are important for different reasons to different managers/organisations. These ‘little’ things can become big issues of they are not explained to the team. For example, do you find it incredibly rude and inefficient for people to be late to meetings? does your company expect certain policies to be well understood and strictly adhered to? do you expect to have monthly catch ups with each team member? what do you expect to be updated on and when?
Obviously you don’t want to overload with these ‘little’ things or it will seem like a list of demands. Think through what is important for effective working relationships and performance then make sure your team know your thoughts.

Oh, and once you have established your expectations for the team, how about asking them if they have any of you? Most people appreciate being asked and generally will be reasonable and professional in response!

Happy teaming!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

02 May

Coaching breakdown for new managers

“One cannot teach a man anything. One can only enable him to learn from within himself.” — Galileo Galilei

Particularly for those new to management, the word ‘coaching’ can be a little daunting. Other managers throw around the word, they say they coach their team regularly, they seem so confident. But as a new manager, does someone sit you down to explain what coaching is or how to do it? Generally not. So you organise weekly meetings with your team members, get them to update you, tell them where they could improve and share your expertise – see, you’re coaching…aren’t you? Probably not.

Here are some key points for new managers to start growing their understanding of coaching. (A recommended book to enhance new and experienced managers’ understanding is “Coaching for Performance” by John Whitmore)

What is coaching?

Coaching can be a way of managing and leading (i.e. it doesn’t have to be rolled out on special occasions!)
Management by coaching may be informal and used frequently in communicating with staff e.g. problem solving, briefing and debriefing projects, feedback discussions, informal skill development
Coaching can also be formal and structured as required e.g. career exploration, formal skill development
The foundational element to coaching is asking questions
Through questions, a coach helps the employee think about the situation and come up with their own answers
Coaching questions help raise awareness in the coachee and ultimately guide them to take responsibility for choices and actions

What are the benefits of coaching?

When someone comes up with their own options and answers, they feel more in control and engaged with the situation and are more likely to follow through with actions
Coaching helps develop employees and encourages application and retention of skills
Ultimately staff who are coached can enhance performance and improve productivity
As your staff develop their skills and confidence, and own their actions, it will save you time – less chasing and instructing!
Asking questions, listening and responding appropriately will have profound impacts on interactions with your staff – they will feel valued and that you care about their opinions, they will grow in confidence, they will feel motivated and they will likely develop their professional skills (of course, some people may take time to respond if they have relied on being told what to do and think!)

Is it only about questions?

Management by coaching may also involve situations where you do provide advice or instruction
The balance of ‘ask’ vs. ‘tell’ will depend on the level of motivation and skill of the individual
Even when you think more ‘tell’ is needed, hold off and ask a question or two first e.g. “How do you think we could approach this?”, “What do you think the first step might be?”; you never know, you might have made an incorrect assumption about the level of ‘tell’ required
If you do need to do some ‘tell’, always follow with a question to involve the employee e.g. “What do you think of that?”, “What other options do you see?”
The other key aspect to coaching is listening; engage with your employee, don’t give in to other distractions and truly listen!

When should I be coaching?

As you practice your coaching skills, you will realise that most discussions with staff will be enhanced through coaching questions – engaging them in the discussion, presentation or decision-making (of course there are times when it may not be appropriate e.g. serious performance issues, crisis situations)
Try starting with the regular one-on-one meetings you have with your team members; if they are updating you, ask them questions e.g. “What’s going well on this project?”, “What are the major challenges you’ve faced?”, “What are your next steps?”
Try questions when an employee comes to you with a problem; instead of solving it for them, see if they can solve it themselves! e.g. “What’s the background to this issue?”, “What have you tried already?”, What are your options for dealing with this?”, “What do you think should be done from here?”
When a team member asks you for feedback on something they have done – ask for their input first e.g. “What do you think you did well?” (the good stuff first is a must!) “What could you have done differently?” It’s ok to then provide your own feedback – having their input first is important

Is there a structure I should use?

One of the world’s most widely used coaching frameworks is the GROW model. Developed by John Whitmore and colleagues (Performance Consultants) it provides guidance on areas to explore that will help raise awareness and responsibility in the coachee

Goal: explore the goal of the discussion

Reality: explore the current situation

Options: explore the alternative actions

Will: determine what WILL be done, when, by whom and the WILL to do it

If you find a model difficult, just start by asking open questions with the aim of truly understanding a situation and the employee’s perspective (open coaching questions are commonly those beginning with “What”, although other starters like “When”, “How” or “Which” may be used)
Once you start using GROW, you will see the benefits of the discussion steps; after a while you will likely find that you are not even conscious of following a ‘model’ – you are simply having a productive conversation

How will I know what to ask?

If you truly engage with and actively listen to your employee, you will know where to go – have an open mind and an attitude of honestly wanting to explore the situation with them; if you don’t bring this openness and authenticity, then you might struggle
In knowing what to ask, this is where GROW is useful – it gives you some guidance in an easy to remember model. As nicely summarised by John Whitmore, the process is basically variations on the following:

What do you want? GOAL

What is happening? REALITY

What could you do? OPTIONS

What will you do? WILL

If you have time to prepare for a discussion, you could write down some questions that might prompt you; try writing GROW down the left-hand side of your notepad, with one or two questions next to it

Coaching is an exciting, fulfilling and efficient way of enhancing your management style. As you understand and practice, it becomes a way of managing and leading with great results.

Happy coaching!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

14 Aug

New to management? 3 traps to avoid…

“If a rhinoceros were to enter this restaurant now, there is no denying he would have great power here. But I should be the first to rise and assure him that he had no authority whatever.” — G.K. Chesterton

So you’ve finally been made a manager – congratulations! This no doubt is an exciting and perhaps slightly daunting time for you; and it’s time to figure out the type of manager you will be. Management is wonderful, but it’s not always easy. There are several traps that you can fall into when new (or even when experienced!) – here are just three to think about in those early days, to help you get the best start.

“Because I’m the boss…”

Some new managers think that to gain respect or to get results, that they need to be directive, assertive or even aggressive. Whilst it is important to be clear on the desired results and to give direction when required, you can go about it without ruffling too many feathers. Remember that in many cases the people you now manage have been doing their jobs for some time. Coming in and throwing your weight around may not be the most productive approach in the long-term. Just because you are the ‘boss’ doesn’t mean that you have all the answers or that you automatically receive respect. Find out as much about your team’s role and responsibilities as you can, along with individual’s strengths and capabilities. Ask for their input on pressing matters, seek their thoughts on how the team is tracking. And if there is urgency requiring you to be very directive, quickly – explain the situation to them and be ready to answer questions or listen to alternative viewpoints. You can still make the final decision, however it will go a long way if you encourage some collaboration with your staff.

“We can be friends…”

Many managers – especially those promoted to manage former peers – believe that they can be friends with their team members. Whilst to an extent this is true, the trap comes when ‘being friends’ impedes being a manager. Sharing a joke, having lunch together and even socialising can create a great team atmosphere – it’s simply about getting the balance right. Be prepared to say no or even discipline your team, watch for inappropriate or prolonged joking and story telling in meetings, be mindful of perceived inequalities within the group, never share professional confidences or related gossip with the team and be cautious about talking love-lives and personal dramas. You can have friendships with team members, just be aware of the need for professional boundaries.

“I’ll just wait and see…”

As a new manager there will be issues within the team that become apparent relatively quickly. There may be a personality conflict between two team members, someone may be falling short on their responsibilities or it may be that you have a major performance issue to deal with. These situations are hard and they can be daunting for a new manager. Sometimes a manager will wonder if they have misread the situation, some may even think it is their issue (“Maybe my directions weren’t clear enough?”) and many will choose the ‘wait and see’ option. This may be where a manager thinks that they are too new to deal with an issue or they lack the confidence to address it. Rest assured, ignoring issues and hoping they will resolve themselves rarely works. A more productive approach is to gather your facts – write them down – and ask yourself if there is indeed an issue. If there is an issue, consider the consequences of not dealing with it (for you, the team, the individual concerned and for business results). Explore the options for resolution and discuss these with a coach, mentor or your manager. Be familiar with any HR or legal policies that may apply. Now, prepare your approach, know what you want to say / do and even role-play difficult conversations. Whatever you do, don’t ignore it!

Happy managing!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

29 Nov

Pre-holiday reading!

“A good book on your shelf is a friend that turns its back on you and remains a friend.” – Unknown

This week’s post is short and hopefully sweet – a recommended reading list for those who need some brain stimulation as we wind down to the holiday season.

At this time of year you may find work slowing down as those around you start to relax about deadlines or chill out in the party season. For others, the pace may actually pick up as you try to slog your way through the end of year ‘to do’ list so that you can forget about work over your holidays.

Whether it’s slow or busy, many of us like to keep our brains stimulated with something in addition to what we can buy for our ‘secret santa’ colleague or how we will complete the year-end sales report.

Here are a few suggestion for those who like to learn through reading – enjoy!

Presentation skills

‘The Presentation Secrets of Steve Jobs.’ – Carmine Gallo.

Simply the most interesting and practical book I have seen on presentation skills!

Coaching

‘Coaching for Performance.’ (4th Ed.) – John Whitmore

A great resource to help understand and use the GROW coaching model and to use it well!

Team management

‘Managing Teams for High Performance’ – Harvard Management Update

A compilation of articles on developing high performance teams – PDF available for purchase through Harvard Business Review website (www.hbr.org).

Marketing / branding

‘The Big Moo’ and ‘Purple Cow’ – Seth Godin

Great perspectives on marketing and business in our increasingly competitive world.

Innovation

‘Innovate the Pixar Way’ – Bill Capodagli and Lynn Jackson

Well written and fascinating book about Pixar and its amazing business success.

General

‘The Art of Happiness at Work’ – the Dalai Lama and Howard Cutler

Practical advice and approaches to getting the most out of your daily work!

Happy reading!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!