Falling Awake Applied Workshop | Sonoma, CA; USA | June 1 - 3, 2008
Falling Awake Applied Workshop | Applied To: Financial Independence, Stress Management, and Life Coaching Sonoma, CA; USA
Falling Awake Workshop Applied | Sonoma, CA; USA | March 9 - 11, 2008
Falling Awake Applied Workshop Applied To: Relationships, Health, and Leadership through Coaching. Sonoma Valley, CA; USA
Falling Awake Workshop | Sonoma, CA; USA | August 17 - 19, 2008
Unlock your thinking; create effective action plans; learn how to accomplish your goals; focus your awareness; skillfully listen more effectively and develop strategies to consistently flourish. Sonoma Valley, CA; USA
Participate in a Profesional Development Event
Workshops, seminars, conferences, etc. Get out there and participate! Events either in person or over the phone (worldwide access).
Maximizing Your Return on People by L. Bassi and D. McMurrer
Harvard Business Review March 2007
New tools can show you which investments in employees are driving company performance now and which you should emphasize to advance your strategic goals.
Managers are fond of the maxim “Employees are our most important asset.” Yet beneath the rhetoric, too many executives still regard—and manage—employees as costs. That’s dangerous because, for many companies, people are the only source of long-term competitive advantage. Companies that fail to invest in employees jeopardize their own success and even survival. In part, this practice has lingered for lack of alternatives. Until recently, there simply weren’t robust methods for measuring the bottom-line contributions of investments in human capital management (HCM)—things like leadership development, job design, and knowledge sharing. That’s changed. Over the past decade, we have worked with colleagues worldwide to develop a system for assessing HCM, predicting organizational performance, and guiding organizations’ investments in people.
Using the framework we describe here has the obvious and immediate practical benefit of improving organizational performance. More broadly, though, as the links between people and performance come into focus, organizations will also begin to appreciate the long-term value of investments in human capital—and the folly of dwelling on narrow, near-term goals.
Click GO to View Full Article on HBR free, for a period of time.
Finding the Upside to Anger by Marshall Goldsmith
Comments (0)
Getting angry with other people often means you're just upset with yourself.
On a recent flight from Zurich to New York, I sat next to a very successful investor who had paid too much for a small high-tech firm. As we talked, he told me how livid he was with the owner of the company. Despite making a powerful initial impression, the entrepreneur lacked motivation and consistently missed important business commitments.
My seatmate complained over and over during the course of the flight about how the owner had led him on with promises of breakthrough technologies that never materialized. I asked my fellow traveler how long this guy had been upsetting him. "Far too many months!" he grunted angrily.
And yet the man sitting next to me was a multimillionaire. He lived in a beautiful home in Switzerland and had a lovely wife and child. He'd been a successful venture capitalist and invested in several incredibly profitable companies in the past. But even with all of these accomplishments, this one person was irritating him immensely. free
Goal 1, Mission 0 by Marshall Goldsmith Comments (0)
Obsessing on your goal – may cause you to forget your mission.
In the movie The Bridge on the River Kwai , the main character, Colonel Nicholson, is a prisoner of war in Burma who leads his men to build a bridge for his Japanese captors. Nicholson is an officer of high integrity, dedicated to excellence, a great leader of people - and thus well trained to complete any mission that he is given.
So he skillfully inspires his men to build a near-perfect bridge. By the film's end, he finds himself in the painful position of defending the bridge from attack by fellow British officers who want to destroy it - to prevent Japanese trains from using it. There's a chilling moment of realization, right before the bridge is detonated, when Nicholson (played by Alec Guinness) utters the famous line, "What have I done?" He was so focused on his goal - building the bridge - that he forgot his larger mission - winning the war!
That is goal obsession, which is a subset of wanting to win too much. It rears its ugly head in many ways. In its broadest form, it's the force at play when we get so wrapped up in achieving our goal that, like Colonel Nicholson, we do it at the expense of a larger mission. It's one of those paradoxical traits that are usually the sources of our success, but taken too far can become blatant causes of failure. You see this when people become fixated on the wrong goals. Given their history of success, they end up achieving a result that does more damage than good to their organizations, their families, and themselves
The canyons of Wall Street are littered with victims of goal obsession. I asked one hard-driving deal maker, "Mike, why do you work all of the time?" He replied, "Why do you think? Do you think I love this place? I am working so hard because I want to make a lot of money!" free
“Letting Go to Get Ahead” by Robert Gunn & Betsy Gullickson
The delegation of power is a dance that balances three parts: authority, accountability, and responsibility. free
“What Ships Are Built For” by Robert Gunn & Betsy Bullickson
The key to navigating transitions is the ability to watch for hidden assumptions that distract from the real work of the moment free
“The Antidote to Burnout” by Robert Gunn & Betsy Bullickson
Stress is exacerbated by thought habits that act like a clogged water filter in the mind free
“Time to Mourn” by Robert Gunn & Betsy Bullickson
Corporate cost of time lost to bereavement leave is likely to increase free
The Wall Street Journal
MAGAZINE: You know it and no matter where you are in the world, if you are looking to succeed as a leader, you need it.
The Preferred Leader Assessment
BOOK How well you walk your talk, partner with your staff and affirm their worth to the organization. 10 minutes test plus the action plans and recommended strategies for your unique profile.
Out in Psychology: Lesbian, Gay, Bisexual, Trans and Queer Perspectives
BOOK: The latest thinking in Lesbian, Gay, Bisexual and Trans psychology.
Maximizing Your Return on People 
Finding the Upside to Anger 
Goal 1, Mission 0 
