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Organization Development with Power for the New Economy

March 1, 2010 By

Pathos Leadership Group has launched their “Pathos Power Library,” a collection of customizable e-learning course titles that address today’s most important business issues.

Created from research in organization development by the Pathos Leadership Group Executive Coach  and Organization Development teams, the “Pathos Power Library” consists of thirteen (13) organization development programs.  Each program consists of approximately one-hour (1) of active learning including professionally researched content, quizzes for comprehension and an action plan for implementation.  Many of the titles include a supplemental real-world business scenario for use in team meetings for further topic exploration.

Pathos President Sam Palazzolo CPLP PCC said, “Organizations that are looking to get the influential edge in business in this ‘New Economy’ are looking for tools which can take their organization development to another level.  Our latest offering, the ‘Pathos Power Library’ brings the topics which produce this edge to organizations in a convenient, customizable and cost effective solution.”

The “Pathos Power Library” programs consist of an Instructors Guide, a PowerPoint Presentation, Participants Guide, e-Learning Video, as well as a Business Scenario for team discussion / team building.  All programs are 100% customizable with a few mouse clicks, and there are no license fees, no certification fees, no minimum order quantity, and no maximum number of participants.  Purchasers pay a single price for each title, or a special low price for all of them.

More information on the “Pathos Power Library” can be found from the Pathos Leadership Group website – http://www.pathosleadershipgroup.com/pathos-power-library/

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Contact:

Sam Palazzolo, Pathos Leadership Group, Dallas, TX USA

Tel: 877 455 3133 Email: info@pathosleadershipgroup.com Web: www.pathosleadershipgroup.com

Notes to Editor:

Pathos Leadership Group provides results-oriented Executive Coaching and Organization Development to some of the world’s largest healthcare, telecommunications and financial groups.

Their Executive Coaching has earned them International Coach Federation professional certifications and Organization Development programs the American Society of Training’s (ASTD) Certified Professional in Learning & Performance (CPLP) designations.

Contact Information:

Pathos Leadership Group

Sam Palazzolo

877 455 3133

info@pathosleadershipgroup.com

www.pathosleadershipgroup.com

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Are You and Your Organization the BEST?

February 9, 2010 By

The ASTD BEST Awards annually recognize organizations that demonstrate enterprise-wide success as a result of their employee learning and development. They look for organizations that get it: they use the learning function as a strategic business tool to get results.  Award winners show that they are BEST at building talent, enterprise-wide, supported by the organization’s leaders, fostering a thorough learning culture.

HURRY!  The BEST applications must be submitted by March 31, 2010.

Each year we work with organizations who strive to be the BEST, so together we can help you and your organization:

  • Be honored for your contributions and identified as among the BEST in the world
  • Establish your organization as a leader recognizing learning has an enterprise-wide role
  • Share your innovative ideas with peers in the industry at Learn from the BEST meetings
  • Teach others to embrace learning and development as a strategic initiative

If this doesn’t sound like your organization, that’s even more reason for us to strategically partner together!  For more information, please contact us at 877-455-3133 or info@pathosleadershipgroup.com.


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Executive Coach Asks Leaders… “Should You Go Undercover?”

February 8, 2010 By

5 Reasons Why Going Undercover Could Save Your Business!

Executive Coach Asks You To Go Undercover

After watching the premier of CBS’ Undercover Boss last night after the Super Bowl,  we’re left here at Pathos Leadership Group wondering why more leaders don’t go “undercover” to identify first-hand what problems really are being faced day-in and day-out in their organizations.  In case you missed it, the Undercover Boss premise features a senior executive at a major corporation, who for one week works incognito in his/her own company as a newly-hired entry-level worker, to find out how the company really works (including the impact of “corporate policy”) and identify some of the unsung heroes among the workers.

Here are five reasons why if you are a leader you should schedule an undercover session ASAP:

  1. Find Efficiencies – We’d all like to think that our operations are running optimally.  Unfortunately, even though all the reports in the world say that we are, there’s still room for improvement.  For example, one business owner that we worked with had a fleet of delivery trucks.  While he believed that the delivery drivers were extremely honest, and the GPS systems he installed verified that they were working hard, until he actually went on ride-n-drives with them did he discover there was a lot more upside to the efficiency story than he had been reading about and being told.
  2. Production Bottlenecks – By working on the assembly line, production line, sales call routine, paperwork shuffle, etc. you’ll see first-hand where production is bottlenecking.  Most importantly, you can assess exactly what is causing the bottleneck.  Is it that your associates don’t have the right skills, tools, numbers, etc.?
  3. Human Capital Deployment – The adage “people are our most important asset” seems to be overstated yet underrated in the workplace.  With organizations attempting to do more with less and less, the opportunity exists to put together a business scenario for increasing new hires when the payoff is greater than associated expenses.  In other words, careful analysis can reveal if you’re running the operation too lean for your own bottom-line good!
  4. Strategic Policies & Procedures – The “Ivory Tower” is a long way away from where the action happens sometimes, and perhaps the best way to see what the ramifications of your decisions are is to talk to the people they are intended for.   An even better best practice would be to actively involve those that the decisions will ultimately effect in the actual decision making process.
  5. Avoid the “YES Man” Syndrome – As an Executive Coach working with leaders, I am often complemented that I ask the questions that the executive’s leadership team doesn’t!  While I’d love to admit that I have greater subject matter expertise all the time which I can tap to provide insight from, more times than not I ask the questions that the leadership team is scared to ask.  The New Orleanian saying “If you’re scared, just say you’re scared!” still doesn’t allow organization’s associates, regardless of level, to ask the scary questions.  I’ve come to realize that this has more to with job security than anything else (Yes, retribution and retaliation are alive and well in the minds of those that should ask these difficult questions!)

Management By Walking Around (MBWA) was a leadership fad that unfortunately seems to have come and gone.  By discovering the five undercover strategies listed above, leaders should rediscover the positive gains to be had!  What’s stopping you from going undercover?

Sam Palazzolo CPLP, PCC is President and Chief Influence Officer at Pathos Leadership Group. Since 2005, Sam and the team at Pathos have been helping leaders and their organizations get the influential edge, so that when they compete… They win! If you’re a leader and you’d like to see how you rank on the “Influential Leader” scale, complete the partial Influential Leader Inventory at http://www.pathosleadershipgroup.com/assessments/ILI/ today! For more information on Sam or Pathos, contact us at 877.455.3133 or email info@pathosleadershipgroup.com.

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The Influential Leader Inventory

January 25, 2010 By

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The Influential Leader Inventory

Page One

The Influential Leader Inventory contains 120 statements to help you identify your strengths and weaknesses in comparison with the ten critical skills identified in “The Influential Leader” by Sam Palazzolo CPLP, PCC. This condensed version consists of 20 of those statements.
 
Please respond to each statement on the following pages by rating how frequently you demonstrate or use each behavior (i.e., how often you engage in the particular behavior or how often that behavior describes the kind of person you are).

1. I converse in a manner that is concise. Required Question
2. I articulate my thoughts clearly. Required Question
3. I persuade others to see my point of view. Required Question
4. I ask questions that identify what is most important for my customers. Required Question
5. I put the best interests of my organization above my own. Required Question
6. I commit to supporting other’s ideas when I cannot provide a better alternative. Required Question
7. I ask the “difficult” questions that need to be answered. Required Question
8. I challenge others to think their “best” thoughts. Required Question
9. I teach others new technology techniques learned. Required Question
10. I improve my technical prowess/know how. Required Question
11. I determine the advantages/disadvantages associated with new undertakings. Required Question
12. I consider outcome impacts on the individuals, the organization and the community. Required Question
13. I anticipate the needs of my clients. Required Question
14. I have customers that refer others to me. Required Question
15. I adjust to others in the given situation. Required Question
16. I keep my emotions under control when engaged in new situations. Required Question
17. I establish a bond with others. Required Question
18. I can sleep with a clear conscience based on the actions I’ve taken. Required Question
19. I understand that those who follow me will inherit the outcomes of my actions. Required Question
20. I have control of what gets said about me. Required Question
Contact Information
Required Question
Required Question


Required Question




Required Question


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Assessments

January 17, 2010 By

How can you improve as an executive, senior leader, manager or associate? How do you and your team perform at higher levels? How will your organization get to the next level? In answering these crucial questions, there is no substitute for assessment data which can provide you with valuable insight, clearer direction, a focused action plan with measurable results. These are the benefits you receive when you engage Pathos Leadership Group’s comprehensive range of individual, team and organizational assessment services.

Backed by more than ten years of practice in leadership and organization development, our assessments are research-based, time-tested, and routinely updated to reflect changes and innovations in the data-collection field.

Contact Pathos by email (CLICK HERE) if you would like to discuss how we can strategically partner with you and your team to identify which of our assessments fit your organization needs, or to customize and assessment for your organization.

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Executive Coaching for Managing Expectations of the Leader

January 14, 2010 By

Are You Pushing Your People Hard Enough?  The Potential of Personnel Productivity from the Perspective of Einstein.

As executive coaches, we’re often asked about expectations from the leaders we coach.  Specifically, are the expectations that leader’s possess realistic, accurate, and relevant for today’s workplace and workforce?  Furthermore, what’s the best way to manage those expectations?  Consider the work of Einstein and several expectation solutions reveal themselves.

Einstein was arguably the greatest “thinker” of the twentieth century, and one could/should argue that he was the greatest of all time.  His work in physics has been the basis for much of the progress of mankind.  Even more impressive than the outputs from his thoughts is the process from which these outputs were generated.  The productivity of Einstein’s thoughts was truly amazing!  For example, from the fall of 1915 to the spring of 1917, he generalized relativity, found the field equations for gravity, found a physical explanation for light quanta, hinted as how the quanta involved probability rather than certainty, and came up with a concept for the structure of the universe as a whole.  All the while battling stomach ailments that had him bedridden at times, going through a difficult divorce, and being separated from his kids.  Dennis Overbye, noted science expert of the New York Times called this period “arguably the most prodigious effort of sustained brilliance on the part of one man in the history of physics.”

So often in our Executive Coaching we are presented with the leader’s challenges when it comes to expectations, a few of which are worth mentioning:

  • How to deal with difficult conversations (or the more popular “crucial conversations” and “crucial confrontations”)
  • Establishing the proper success measurement criteria
  • Having members of the staff take initiative, both at the leader and non-leader organization level
  • What to do when you realize the people that “got you here” won’t be able to “get you there”

It is in these moments of expectations, and the time period after, where as an executive coach we work with the leader to establish the potentials regarding what could be.  In other words, what is it that they really want and how will they go about getting it.  Far too often, a leader is limited in their thoughts of what can be accomplished by self-imposed barriers to progress.  The leader simply can not remove themselves from their current reality in order to effectively assess the future potential possibilities.

So how was Einstein able to complete such a range of activities, and what can you do as an executive to increase your expectations (as well as the productivity of your team)?  The following five expectation enhancers should be considered:

  1. Multiple Tasks Require Multiple Thoughts – Einstein was a master at being presented with several tasks, but deriving a single outcome.  While his thoughts might have been scattered, he had the ability to simultaneously focus on several items in order to produce solutions.  Executive Coach Question – Are you able to focus simultaneously with intensity on several tasks?
  2. Distraction Yourself – Einstein was known to escape from his current reality when he could not derive a solution by playing the violin.  He often said that the answers to his dilemmas would come to him while playing Mozart.  Executive Coach Question – What activity do you engage in when you need to have your best thoughts?
  3. Visualize the Elements – Thinking spaciously was the key to Einstein’s abilities to see what was possible.  He was able to break down the complex into simple “real world” analogies.  It was in this ability to visualize that he would then set out for solution.  For example, his theory of relativity was partially constructed when he was a boy by a vision he had of a speeding train and the actions of the participants on it.  Executive Coach Question – Can you see what is possible in your organization?
  4. Seek Support – Einstein, while a steadfast loner spending countless hours by himself while developing his theories, would in the end present them to family, friends and trusted colleagues for verification.  While you might not have the ability to contact a Nobel Peace Prize winner such as Madame Currie to help manage your expectations, there needs to be a “sounding board” to which you can get perspective from. This board should be external to your situation.  Executive Coach Question – Who will you verify your expectations with?
  5. Challenge the Norm – There are many lessons that can be learned from Einstein, but perhaps the greatest was his ability to not take what was known or thought of as a given.  He continued to almost rebel against the current norms of the time and push towards elevated accomplishments.  Often criticized, ridiculed and labeled, he was Teflon-like in that he did not let the thoughts of others regarding the accepted influence his thoughts of expectation.  Executive Coach Question – What are the norms in your environment that you will challenge?

The leaders who can successfully manage their expectations and follow-through on them typically achieve much more than was prevsiously thought possible.  The five tips presented are not an exhaustive list of the many characteristics that made Einstein successful.  Instead, they are intended to offer a glimpse at the possibilities available for leaders to set expectations beyond where they normally otherwise would.  After all, the one sure method for accomplishing less than full potential is to establish expectations within a “comfort zone” or far below what is possible.

For more information on how the Executive Coaching and Organization Development techniques at Pathos Leadership Group and Sam Palazzolo CPLP, PCC can assist you and your organization, contact us at 877.455.3133 or info@pathosleadershipgroup.com.


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Job Satisfaction Hits New Low!

January 8, 2010 By

Seven Strategies to Improve Employee Job Satisfaction

Pathos Job Satisfaction

Americans workers, regardless of age or income, continue to grow increasingly unhappy in the workplace.  This is a long-term trend which should concern employers on the topics of productivity, employee engagement level, and the potential of retaining high performers when the economy ultimately rebounds.

It’s safe to say that most everyone today knows someone who complains about their job (or those who recently lost their jobs). Who hasn’t heard the wines from the coffee-clutch group, the fantasy football players, or the customer service agent who is anything but customer focused?

Why all the lack of satisfaction in the workplace? The answer might surprise you… Fewer Americans are satisfied with just about every aspect of their employment than at any time in the past two decades.

Worse yet, there appears to be no pattern or structure to the decline, as there is no age or income group trends with this drop in job satisfaction.

A survey of 5,000 U.S. households conducted for The Conference Board found that only 45.3 percent

of Americans today have job satisfaction, down from 61.1 percent in 1987. Only 12 percent say they are “very satisfied” among the 45.3 percent who say they are “content.”

Money Can’t Buy You Love!

The Beatles sang:

“Cause I don’t care too much for money, money can’t buy me love”…

Well, it appears as though the American worker is singing:

“Cause I don’t care too much for money, money can’t buy my love!”

While the study reveals that those who earn more income are correspondingly more satisfied with their jobs, the trend data suggests otherwise.  In comparison with data from 1987, those who are most satisfied (i.e., those who earn more income) have become increasingly less satisfied with their jobs.  They’ve experienced a decrease of 20% versus those 1987 figures.

How About the Utes?

In the movie “My Cousin Vinny”, Joe Pesce (Vinny) and Fred Gwynne (the Judge) have a classic exchange as follows:

Vinny: Is it possible, the two utes…

Judge: Eh, the two what? Uh, uh, what was that word?

Vinny: Uh, what word?

Judge: Two what?

Vinny: What?

Judge: Uh, did you say ‘Utes’?

Vinny: Yeah, two utes.

Judge: What is a ute?

Vinny: Oh, excuse me, your honor. Two YOUTHS.

So perhaps job satisfaction lies in the four generation workforce, specifically at the ute, or make that youth level?  Unfortunately, the study shows that this is not the case either, in fact, it reflects that those entering the workforce are amongst the most dissatisfied.  Nearly 36% of the youths weigh in that they are dissatisfied!

What a Long, Strange Trip It’s Been

So as you analyze the generation at the other end of the spectrum, the oldest generation, would they appear to be the most content/satisfied?  After all, they have the prospect of experiencing “the light at the end of the employment tunnel” approaching?  Unfortunately, they also are amongst the least content when compared to their equivalent peers in 1987.  When this comparison is made, a staggering 30% drop is experienced in the data!

Now What?

So what to do if you’re an employer looking to stave off the lack of job satisfaction?  Here are seven options to implement to eliminate job dissatisfaction:

  1. Recruiting – Review your hiring programs to ensure that you are establishing the proper hire/no hire criteria.
  2. Assess – Utilize assessments to identify organizational strengths and weaknesses.  Develop action plans based on them
  3. Training & Development – Stop Training & Development that does not support the company vision or deliver on its success metrics.
  4. Compensation Review – While we saw in the study that compensation has little correlation to job satisfaction, compensation should be reviewed to ensure that people are paid based on what they have direct control over.  Furthermore, compensation plans should be simple for the average worker to calculate/keep tabs on during the time period.
  5. Coaching – Consider the opportunity to work with an external executive coach for the leadership team, and a business coach for your associates (Group coaching can work effectively in small/large organizations).
  6. Employee Reviews – Perform employee reviews that establish individual development plans, and then bring in executive coaches to ensure that they are executed.
  7. Fire – As a last resort, you may have the wrong people in the wrong jobs.  Furthermore, regardless of how many moves you’d attempt to make, you still wouldn’t be able to place them in positions where success is achieved.  When you exhaust all of your opportunities, it’s time to allow them to go and be successful somewhere else.

Summary

If you’d like more information on Pathos Leadership Group and how our Executive Coaching and Organization Development can serve you and your organization, email info@pathosleadershipgroup.com or contact us at 877.455.3133.

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Is Focus the Key to Business Success in 2010?

January 5, 2010 By

Executive Coaching sessions teach that If you stare at a business problem long enough… You’ll still have a problem!

Pathos Executive Focus

Most business leaders spent the majority of 2009 attempting to figure out how to overcome the economy. Some chose to slash expenses (Payroll, Advertising and Marketing amongst the favorites), while others chose to shut-down for extended periods of time.  Some brave leaders even chose to increase their spending!  The bottom line is that with the economy, all leaders soon realized just how much was out of their control. This “out of control” mentality lead many, nearly most, shunning their responsibilities and casting blame elsewhere.  So just what was in a leaders control in 2009?  In our executive coaching we identified the number one area was their ability to focus.

So just what should have been focused on, and perhaps more importantly what will be the focus for those achieving success in 2010?  We’ve identified the following seven (7) focal points for success:

  1. The Organization’s Vision – The vision should compel action, and should be repeated time and again by leadership to all that will listen.  If your people don’t know where you’re headed, don’t be surprised when you arrive someplace completely different!
  2. Think “Green” Clean – How would you describe the organizational climate where you lead?  Healthy or harmful! We can tell a lot about an organization just by walking around.  Imagine… no interviews, no assessments, no meetings or focus groups… just walking around and observing.  It’s biological to state that the successful crops receive the proper nutrition and climate.   Take a look around your facilities and take stock of what is growing.  If you don’t like what you see (and few do), you have the opportunity to change it.
  3. Actively Listen – When was the last time as a leader you went into a conversation without a script, an opinion, a perspective?  If you’re biased going in, everyone will be coming out of the conversation biased thanks to you!  Why not suspending your thoughts and actively listen.  Not just hearing alone listening, but actively engaging in asking questions, nodding your head up and down to reflect comprehension, and exhausting several possibilities before concluding on one of them?
  4. Converse Optimally – We have a preconceived notion as leaders to want to have the “perfect” conversation, or the “crucial conversation” as space and time would dictate.  Let’s face facts… there is no such thing as perfection and isn’t “crucial” really just one parties perspective?  Why not strive to hold your best conversation?  Conversations where you optimally extend and receive effort.  When you do so, you’ll receive better results.
  5. Pinky Swear! – Remember when you were a kid and something of great importance was at stake and you were asked to promise?  When the truth was on the line, and you weren’t crossing your fingers behind your back, you probably were asked to pinky swear!  Why not do the same when you’re asked, or asking, to do something important?  What could be more important than keeping your organization running successfully?  The answer lies in the power of the pinky…
  6. Innovate & Differentiate – If you do little else in 2010, you’d better figure out how to innovate and differentiate your products, your services, your people, your website, your everything!  If you don’t… your competitors will… and so will your customers!
  7. Invest – We see it all too often in our organization development efforts… Leader talks a great game about how his people are “his most important asset.”  When his people are interviewed we find that they don’t have exactly the same perspective, or feelings, or see the “walk” backing up the “talk” necessary!  Investing isn’t an expense… Investments look for returns while expenses look for expenses.  While capital improvements can bring about operational efficiencies, if you’re not investing in your people they’ll either do it themselves (wishful thinking on your part) or someone else to do it for them.

There are many aspects of leading a successful business, all of which require a focal pattern of a fly!  Perhaps the greatest example of control that we see in our executive coaching is the absence of control, or the delegation thereof —a leader who has cast-off their control and delegates responsibility often remains in better control!  So which aspect of control will be the right one for you and your organization?

Sam Palazzolo, CPLP, PCC

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Executive Coach Provides Tips on New Year’s Resolutions

January 4, 2010 By

Will 2010 be your best year ever?  It should be!

Now that the Holiday Season is behind us, it’s time to focus on the year ahead.* If you’re as excited as I am about the year ahead, I’ve put together the following six (6) tips which I believe will allow you to not only establish clear/concise New Year’s resolutions, but actually be able to implement them in order to achieve success.  These tips came about as a result of an executive coaching conversation that I held during the Holidays with a client.  Here are the basics from that coaching conversation:

Client: “I’ve got so many things that I want to work on in 2010… I’m just a little concerned that I won’t be able to get to all of them.”

Sam: “Tell me about the ‘things’ that you want to work on.  Let’s just list them out first in no particular order.”

Client: ”Sales, the organization leaders, organization development, products, our customer retention, team building, performance reviews, marketing, overcoming the economy (again!), succession planning, the company website, recruiting, terminations…”

If you had similar thoughts, or even if you haven’t, use the following six (6) New Year’s Resolution implementation tips for success:

  1. Consistency – Be consistent in your approach to setting, as well as solving, your resolutions.  Consistency from my coaching perspective primarily surrounds the principles of establishing goals that are realistic for you within the timeframe you identify.  While most executives that I coach are “hard chargers” who achieve what others think/forget about, you’ll get more done if you establish a plan of action that is consistent.  Studies have shown that your productivity will come in “waves” during the month (“Employee Engagement: What It Is and Why You Need It” BusinessWeek Online 5/11/09).  The key is to capitalize on those moments through consistent action.
  2. Enjoyment – Do you enjoy the resolution that you’ve come up with for yourself?  Our studies show that if you do, you are 97% more likely to accomplish it.  So if you don’t enjoy what you’ve resoluted, then you’ll really need to focus on the outcomes that it will provide you with.  Here’s an example, one of our coaching clients wanted to focus on time management for the year ahead.  Unfortunately, while he is very productive, he is extremely insensitive to time.  It’s not that he doesn’t care about time, he’s just more comfortable working in his own “time zone”.  When he identified time management as a resolution, we drove towards the outcomes that he would receive when he would master time.  The benefits (primarily get even more accomplished, make even more money, become even more successful) were of great importance to our executive.  It’s this level of importance coupled with his desires that are our primary focal points.
  3. Get Assistance – The amount of information that is available to each of us is staggering.  For example, a single issue of the New York Times contains more literature content that your grandfather encountered during his entire life!  So with information everywhere, which way should you turn?  While it’s simple to say that you need to “decide, commit and succeed” the reality is that it is often much more difficult in the real world.  We recommend researching your resolution for the current best practice that has stood a time-test (Keep in mind that what was successful ten years ago may, or may not be, successful today… Technology played a key role in the extinction of many great productivity tools!  As a result, one must locate strategies that have proven successful for others, as well as ones that can be implemented into your needs.  Finally, you’ll want to establish an accountability program (If you’d like to establish a formal accountability program that will ensure that you achieve your resolutions, contact us at 877-455-3133 or info@pathosleadershipgroup.com).
  4. Be Social – I know that you have good ideas that you want to make great… However, determine if the resolutions that you’ve established are so far flung (advanced) that you couldn’t get there in 2010 with an eleven foot ladder!  All too often I find leaders during our coaching sessions that want to drive towards the “advanced” playing stages without ensuring that they have mastered the foundational “basics”.  Here’s a good tip, take a look around you and determine who in your industry/organization/space already has the resolution that you want to drive towards.  After you identify this individual, reach out to them and ask them for some help.  This will take a certain level of “swallowing” of one’s pride, but it will allow you to (1) engage with an individual who is operating successfully on the resolution you identified and (2) interview them to identify not only how they achieved such success, but formulate your own action plan.  Looking “advanced” is great, but getting “advanced” advice from someone who’s already there will save you considerable time.
  5. Get Scarce – Most of the leaders who approach us here at Pathos Leadership Group like the idea of having an executive coaching relationship, but aren’t certain how they’ll be able to make the time available.  If you look deep enough at what you want to accomplish, and more importantly how you’re spending your time, you’ll find that you probably have a decision to make.  There are unproductive portions of your day.  The key is in identifying those portions of the day/week/month that drive the least productivity for you and cut them out!  One of the executives we coached last year was on several very high profile boards of directors.  While the prestige he received was good for his ego, it was bad for his productivity and pocketbook.  If you’d like to receive our Pathos Leadership Group “Influential Time Management” productivity tool, email info@pathosleadershipgroup.com and we’ll forward one to you.  Please include your contact information (First + Last Name, Company Name and Direct Phone Number) in your request.
  6. Reciprocate – Success is both a journey as well as a destination.  You’ve got to give it back, even when it appears you have nothing to give!  You probably know of a few people that have prepared their own resolutions for the coming year… Why not offer to help them accomplish them?  Here are a couple of recommendations… (1) Ask if you can help without being asked, (2) put yourself in situations where you can be asked to assist, (3) give recommendations after you determine what it is that your being asked to recommend and (4) forward on the link to this article so that you can begin assisting!

2010 should be your best year!  By adhering to the above six tips towards solving your New Year’s Resolutions you may just be in position to establish new “New Year’s Resolutions” prior to the beginning of next year.  Remember… a real leader makes their own luck!

Sam Palazzolo, CPLP, PCC

*While it’s never too late to begin preparing, we recommend a more proactive timing for forecasting.  For example, we assisted most of our clients here at Pathos to begin their forecasting process in Q3 or Q4 of 2009.

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Pathos Coaching

August 14, 2009 By

Get your Complimentary Strategy Session… Consisting of:

  • Discover Your “Top 10 Professional/Personal Challenges”
  • Identify Your “Mission Critical” Goal
  • Test Drive the Pathos Coaching Process
  • Receive a Detailed Summary Report

Click here to schedule your session today!

http://my.timedriver.com/8215S

business coaching, business coach, executive coach, executive coaching, sales coach, sales coaching, transition coach, transition coaching, newpreneur coach, newpreneur coaching, transition coach, transition coaching, small business coach, small business coaching

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