When we ask program participants and clients about times when they felt in the zone, nearly all can name one. Barely anyone claims to there now. And survey research supports this observation. According to a Gallup poll, more than 70 percent of people are disengaged from their job.

There are several key ingredients to peak performance. Knowing them can make it easier to diagnose what’s missing.

Recipe at-a-Glance: One part S (Strengths) to four parts P (Passion, Purpose, Preferences, Progress).

One Part ‘S’

1. Strengths:
In every peak moment, you will find that you are doing what you do best. Strengths may be learned skills or innate abilities. Either way, they are things that you excel at. Sometimes it’s hard to notice your own strength because it comes easily to you. What comes easily to you – public speaking, playing music, interpersonal skills, listening, remembering and using data – is terrifyingly difficult for others. Where you exhibit grace, others stumble or exert more effort for the same or less outcomes.

Ways to determine strengths:

• Take an inventory assessment: Gallup’s StrengthsFinder or Highlands Ability Battery are good options
• Recall what tasks at work you do most effortlessly

Four Parts P

1. Passion:
Just because you’re good at something doesn’t mean you like doing it.

Ways to determine passion:

• What tasks do you rarely procrastinate?
• When you do procrastinate, what do you tend to work on instead?
• What projects, work, tasks, do you volunteer or readily take on?
• If you could go back to school now, what would you major in?
• If money were no concern, how would you fill your days?

2. Purpose:
Whether you’re making a difference within a home, a company, or more broadly in the world, you feel like your contribution matters.

Ways to get clear about your purpose:

• What would I do if money were no object?
• What am I here to do?
• How can I add value to others and the world at large?
• How would I like to be remembered?
• What are the three most important lessons I would like to pass on to my children?

3. Preferences:
If your work doesn’t fit your personal preferences, you won’t feel motivated.

Preferences may include working:

• Alone or on a team
• In an office or at home
• At a fast or slow pace
• With a flexible or predictable schedule
• In a quiet or sound-filled environment

Of all the ingredients, this is the one that most fluctuates over time. What matters one day may change the next. Perhaps you were fine with working 60 hours a week when you just graduated college. But not now. Or, maybe a consulting job with lots of travel worked well until you had a child. Now, not so much. Or maybe now that you’re a parent you’d like to travel more!

4. Progress

In August, 2011, Harvard’s Teresa Amabile and Psychologist Steven Kramer published their book The Progress Principle, where they share their findings from a data-rich study of over 200 people in 7 countries. Dan Pink, author of Drive, calls it the best business book he’s read in years. The authors amassed 12,000 days worth of data from study participants and reported fascinating conclusions about what really motivates people at work, and conversely, what chokes creativity and engagement. They found that what motivates people most is making progress on meaningful work. And sadly, they also found that these valued “small wins” are too rare. What can you do? Amabile suggests:

• “Religiously protect at least 20 minutes – and, ideally, much more – every day, to tackle something in the work that matters most to you. Hide in an empty conference room, if you have to, or sneak out in disguise to a nearby coffee shop.
• Make note of any progress you made (even if it was a small win), and decide where to pick up again the next day.”

We also suggest that you

• Allow yourself to really savor the accomplishment, by pausing and letting a sense of satisfaction penetrate you…before you jump back on the hamster wheel. (like savoring clicking the “Publish” button on a blog).

Managers!

• Ask your employees how easy it is to make progress on meaningful work (on a scale of 0-10)
• Ask what gets in the way
• Ask what ideas they have for removing obstacles
• Support them in removing obstacles and check back often to recalibrate

Living Brilliantly

When life feels a little bitter or salty, take a look at the recipe for brilliance. Compare it to your life. Figure out what’s missing and take steps to get it more in balance.

We don’t mean to oversimplify. Taking steps to add a dash of anything may take incredible efforts. This is where it may make sense to find a coaching partner to help you bring some brilliance back to your life. An effective coach knows that living brilliantly involves more than creating quality work. To really feel “in the zone” you need to build a strong foundation of support in all aspects of your life, for example, good health, quality rest, fulfilling relationships, and fun. Every individual has a unique recipe that leads to ultimate fulfillment.

Note, if life feels sweet, just relax and savor.

Managers: this is the key to career development coaching. Many of your staff could use help figuring out how to get in the zone. They may feel awkward admitting to you that their job situation isn’t optimal. You can help by actively helping people develop more of a balance in their recipe.

Recommended Reading

The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal by Jim Loehr and Tony Schwartz (2004)

Don’t Waste Your Talent: The 8 Critical Steps To Discovering What You Do Best by Bob McDonald, Don E. Hutcheson, Lazar Emanuel, and Thomas N. Tavantzis (2005)

Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance by Marcus Buckingham (2007)

Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton (2001)

The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work by Amabile and Steven Kramer

Note: This is an updated version of the original, first published in our ebook, Conversations for Brilliance. This version was amended to include the very important fourth P, progress on meaningful work.

Now, imagine yourself about to have a conversation with them about this thing that’s been bugging you.

I bet you feel warm and fuzzy, brimming with anticipation to have this conversation.

No?

Many of us hate the thought of giving feedback so much that we go to great lengths to avoid having the conversation. We may try other strategies to change their behavior that don’t involve actually directly talking to them about it: avoid them; hint about what bothers us; talk to other people about them; or–my personal favorite–resent them for the thing they don’t even realize they’re doing.

Perhaps, if you’re a manager, you just store up all the examples until annual performance review, where you do a surprise macabre unveiling.

That always works out well.

Why do we do this?

Are we cowards? Cruel? I don’t think that’s really it.

I think we fear that someone will get hurt. And most of us don’t relish the thought of causing pain.

There’s lots of advice about do’s and dont’s of feedback. We have a Brilliance Inc feedback delivery model: 5 steps in 30 seconds.*

But I want to talk about something more important than technique.

Intention.

You can follow all the steps you learned in Management 101 training, but if you don’t have the right mindset, you’ll fail to inspire new behaviors and you may cause more harm than good to your relationship and their engagement.

If you enter the conversation worried about causing injury, how might that affect your delivery?

You’re likely to be unclear, uncomfortable, and defensive. Plus, you’ll unconsciously deliver the message through your body language and energy that there’s something to fear. No wonder people want to hide under the desk when they hear the dreaded phrase, “Can I give you some feedback?” Bombs away!!!!!!!!!!!

A New Context About Feedback

What would happen–to you, to your message, to them–if you shifted your intention? If you entered the conversation as though you were about to unveil a gift? A gift that will help this person grow and improve how other perceive him. A gift that others were not confident or generous enough to give.

You’d likely be more at ease and they wouldn’t detect any wonky nervousness that signals a subconscious warning to raise defenses.

A Graceless Gift

I will never forget a bit of feedback I received early in my career. I was 23, a month on the job in Corporate Finance at Oracle, when the Controller stopped about a 2 feet in front of me, pointed at my mouth and said, “We have a dental plan, you know.”

I had gotten so used to my front tooth, broken when I was 8, now discolored and misshapen, that I failed to notice it. Yet, it was one of the first things people saw when I spoke or smiled. And I was so used to living on a student budget, fixing it wasn’t even on my radar.

Was his delivery graceful? No. But it was authentic and carried no ill will. Plus, his very direct approach showed that he thought enough of me to give it and enough of my confidence to say it bluntly.

Was I mortified? Perhaps. I don’t remember. I do remember that within a month, I had a new, gorgeous, tooth. And that was a true gift.

I’m not suggesting you go around directly pointing out flaws. Just stop agonizing about getting the words perfect. You’re likely to stress yourself out unnecessarily and delay (possibly permanently) delivering the helpful feedback. Instead, talk with them today, bringing an intention that you care, and that you come bearing a gift.

Good intention trumps technique every time. Technique with good intention is brilliance.

Let us know how it goes.

*Stay tuned for our free video training on delivering feedback! 5 Steps in 30 Seconds

Related Posts: Feedback that Sticks

Can you recall a team off-site meeting where real conversations happened and real work got done? Where everyone felt that the time was well spent? If you are lucky enough to recall such an experience, you probably worked for (or are) a courageous leader.

Without leadership courage, department meetings are one-way talk-a-thons. Any inclusion is for appearances only. Silence or corporate nods stand in for meaningful conversation and buy-in. Disagreements are avoided or presumed non-existent. Agenda is king. Participants extract their souls from the meeting to cope with the tedium.

When you inject leadership courage, you increase the likelihood for meaningful exchanges of divergent opinions. You might even achieve real buy-in, make important decisions, and move forward confidently and aligned.

You CAN Handle The Truth

I recently had the opportunity to facilitate an amazing three-day conference for roughly 200 division leaders. The Senior Vice President was new to the job and to me: I had no real sense of his style or his tolerance for ambiguity and truth.

I wanted to create a venue worthy of the participants and the thousands of on-the-job hours sacrificed. Rather than talking heads preaching from the pulpit, I wanted real conversations that would deliver 199 views of reality to the leader.

I proposed a ludicrous idea: provide Audience Response Keypads to permit each participant to respond instantly and anonymously to provoking questions.

He courageously agreed without hesitation.

Not sure what we kind of feedback we would unleash, we publicly committed to asking the questions and revealing the answers instantly.

Imagine a new leader laying out a vision for change and then asking publicly,

“How clear was my vision?”

“How urgent do you believe this is?”

“To what extent is this rubbish?”

And not just asking for the sake of appearing inclusive, but asking and revealing each anonymous response.

After two days of inclusive conversations, he asked one last courageous question: “Do you believe that we should move the department in this strategic vision? Yes or No.

Keeping in mind that responses were anonymous, what percentage do you think responded “yes”?

87% said “Yes, we believe this is the direction we need to go.”

Imitation Courage

Too many new leaders mark their territory by making sweeping changes and overhauling organization charts rather than invest in the hard work of listening, learning, and leading.

A recent HBR study confirmed that while most new leaders prioritize organization overhaul, only a small fraction of those efforts improve performance, and most reorganizations actually harm performance and crush morale. You know; you’ve lived it.

True Courage

Authentic courage doesn’t swagger, but is humble. A courageous leader asks hard questions, listen to all inputs, learns, and adapts based on new information. The courageous leader doesn’t worry about looking all-knowing. Real courage apologizes when it makes mistakes. Real courage says something like: “I know that many of you want me to tell you exactly what we are going to do differently, but I won’t. I won’t because I don’t yet know. I can tell you that it will take all of us to figure this out together. I am committed to holding a vision, removing obstacles, gaining support, and helping you do what you do best. Someday, we might find it necessary to move some of the organizational boxes around, but that will be much further down the road and only when we are clear how it will facilitate decision-making and serve our vision.”

The root of the word courage is heart (from Latin cor, French coeur): The state or quality of mind or spirit that enables one to face danger, fear, or vicissitudes with self-possession, confidence, and resolution; bravery.

Before you summon your team to the next retreat, find your courage and create a venue worthy of your talent.

And hire a great facilitator.

Ways to Tell You Work in a Fear-Ridden Environment

Check any that apply:

◊   “cya” by email is an evolved and widely practiced art.
◊   Managers are expected to know micro-details of every project on short notice.
◊   The word “accountable” is used often.
◊   The phrase “I messed up” and its cousin, “It’s my fault” are heard rarely.
◊   People initiate and respond to emails after 11:00 pm.
◊   Employees in different departments are considered competitors.

If more than 2 apply to your workplace, you probably work in a high fear zone. If you are the boss, we should talk…soon.

Don’t despair. The situation is reversible. Here’s a list of action you can take to lower fear and increase the IQ and overall effectiveness of your organization.

To-Do List for the Courageous Leader

How to create a blame-free work zone where problems are surfaced early and people do their best work.

1. -  Evaluate your beliefs and behaviors about risk, blame, leadership, and emotions (see the Confidence and Ego Assessments in our e-book, Conversations for Brilliance).
2. -  Apologize for acting like a jerk.
3. -  Strike the word “accountable” from your vocabulary. It’s been ruined and only creates a witch-hunt mentality where people scramble to avoid blame.
4. -  When you discover problems, quickly and publicly admit your contribution. Use active voice and speak in first person: e.g. “I messed up.”*
5. -  Calibrate your expectations and illusions of perfection: accept that if you are to have any chance of creating outstanding products and services, then mistakes must happen, and despite such imperfections, you and your customers will most likely survive. Share this belief with others.
6. -  Invite people to disagree with you. When they do, don’t debate. Instead, ask “What else?” or ‘How can you tell?” or “Say more about that.”
7. -  Thank the messenger.
8. -  Take a deep breath, and remind yourself of who you want to be and what you want to create.

Be kind, for everyone you meet is fighting a hard battle.
- Philo of Alexandria

“I don’t recall…Mistakes were made.”
- U.S. Attorney General Alberto Gonzalez in testimony to the Judiciary Committee investigating the firings of eight US Attorneys.

“The person who can describe reality without laying blame will emerge the leader.”
- Susan Scott, best-selling author of, Fierce Conversations and Fierce Leadership

*This advice pertains specifically to American, and potentially other, high individualistic cultures.

Relationship is the grease on the wheels of business. When you have it, all else flows more smoothly and efficiently. Without it, everything takes longer: communication is stilted and unclear; miscommunication leads to re-work; efforts to save face or deflect blame distract precious energy.  Yet, often we neglect true team-building, thinking that it will steal valuable time from “real” work.

Relationship Pyramid

At Brilliance Inc., we liken the work process to a pyramid, with relationship at the foundation. Sure, you can flip it and try minimizing relationship while you focus on results, but like a spinning top, it’s unsustainable. And the resulting poor outcomes will only further damage relationships, bringing about a need for major intervention and leadership acrobatics. Meaning you’ll have to allocate intense resources to rebuilding relationships that may or may not be salvageable.

Here’s an overview of the discreet steps that lead to outstanding results. We call it ROAAR™.

Foundation Level: Relationship
-    Trust and mutual respect exists.
-    People appreciate, recognize, and leverage each others’ differences.
-    People communicate with candor and clarity.

Level Two: Objectives
-    Goals cascade from a Corporate vision and objectives, down to each team and individual.
-    Team and individuals goals are derived inclusively in robust conversations
-    Outcomes are clearly defined and realistic.

Level Three: Agreements
-    Roles and workflow handoffs are clear.
-    Team members debate until real agreements are reached.
-    Team members decline requests that they are unable to meet, then negotiate, remove roadblocks, and prioritize.

Level Four: Actions
-    Task assignments are aligned with strengths and passions
-    Team members put a clear plan into action or recalibrate as new information is gathered.
-    Adjustments are made based on learning acquired from the first stages of the plan which allows members to act skillfully on a larger scale.
-    As roadblocks or problems occur, team members surface them to leadership.

Level Five: Results
-    Results meet or exceed expectations.
-    When results fail to meet expectations, a blame-free analysis seeks to understand causes.

Meanwhile, Back in the Real World
When we present this model in workshops and ask participants, “How far back does root-cause analysis go in your company?” without fail, they’ve told us that when things break, they and their leaders look to the “Act” level first: “Who did (and didn’t do) what?” This shallow analysis creates a witch-hunt mentality where people scramble to get their stories straight and avoid having the blame fall on them. The ensuing self-preservation efforts divert valuable resources away from developing products and services that create loyal customers.

Futility of Fear

And for those who still aren’t convinced—those who think that results happen because you hold people “accountable” and “hold their feet to the fire”—you might be surprised to learn that the environment of fear that you are creating is counter-productive. In short, when people are in fear mode, they become stupid.

It’s true. If your goal is to drop the average IQ of your company, then treat people in a manner that ignites their fight or flight instinct. If you still doubt, just Google “Amygdala Hijack” and learn all about how to lower your competitive advantage and create a hostile workplace.

Identifying and Fixing the Problems: No Witch-Hunt Required

For those courageous leaders who would like some help with effective blame-free analysis, we offer our this complimentary ROAAR™ Analysis Model. This root-cause analysis starts by looking to the foundation (Relationship), then moving up the pyramid, reviewing each factor until sources of breakage are identified and addressed. The primary goal is to learn and prevent future breakages, while increasing trust and capability.We’d love to hear how it is useful to you and welcome your feedback, ideas, and comments. Click here to download a copy.

Other Thoughts & Inspirations

Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long by David Rock

“If you don’t make failure acceptable, you can’t have original and unique.”
~ Jeffrey Katzenberg, CEO Dreamworks

“Without relationship, you start at zero.”
~ Kofi Annan

“Clarity about whose head will roll when things go wrong.”
~ Accountability, as defined by Susan Scott in the new bestseller Fierce Leadership

Note: The metaphor of the relationship-based pyramid was inspired by our dear friend Peter Vultaggio, principal of the Lumi Company and brilliant trainer, coach, and business leader.

Think you could become fluent in Spanish in a one-day workshop?

Us neither.

How about proficient on piano in one day?

Nope.

Scientific research tell us, (what you already knew intuitively), that it takes at least 21 days of practice to instill a new habit. And, mastery is another thing altogether. If Malcolm Gladwell has it right in his latest book Outliers, it takes 10,000 hours of practice to be superlative in any field.

Yet, when it comes to developing the behaviors that characterize great leadership, many clients expect mastery in a day. We firmly believe that a leadership training workshop is just the beginning.

Practice makes…
If you are in a fabulous training program (like one of ours for example!) you can gain awareness about yourself and others, practice new skills, and plan to implement the behaviors.  While helpful, it’s probably not enough to keep the momentum going while everything in your life and workplace encourages business (and behavior) as usual. If you need any evidence that this is true, just glance at that shelf in your office where good training binders go to die, collecting dust.

Real, lasting improvement begins with epiphanies and takes hold with practice. That is why we became coaches. We saw too many great people fail to turn their insights into action after the (Incredible! Amazing!) workshop ended and reality happened.

Our goal:
Change the way corporations support leadership development so that the efforts create real, sustainable, brilliant results.

We have left the land of denial where we pretended that deep change could happen in a few hours, as long as the content was well designed, the leaders well-intentioned, and the facilitator was incredible.  We want you to join us!

You need support while you create new habits, gain proficiency and eventually, fluency. That is why we created the ebook Conversations for Brilliance: Tools to Help You Inspire Extraordinary Results from Yourself and Others.

Conversations for Brilliance:
With this ebook, you can become your own personal coach and refine (or overhaul) your practice to improve the quality of your conversations, your relationships, and your results. Learning how to consistently have more powerful conversations takes practice.

Leaders don’t have the luxury of practicing their trade off the field. Every day, in every conversation, and with every decision, you are developing yourself as a manager, colleague, influencer, collaborator, parent, trusted partner, etc. You’re practicing anyway…why not get the benefit of some pragmatic, experienced help so you develop the outcomes you need?

What’s in the book:
We’ve included ideas, information, assignments, assessments, and other tools that, when applied with regularity and gusto, will shape your results in all aspects of your life.

Our mission is to help you have more powerful conversations-all conversations, whether with yourself or with others, big or small, long or short, easy or uncomfortable-so that you evoke brilliance in yourself and others.

Are you ready to have more powerful conversations and improve your results? If yes, click here to order your copy.

Testimonials
Here’s what people are saying about the book:

“Conversations for Brilliance is a powerful tool for managers at all levels who want to challenge and inspire their employees, as well as themselves, toward achieving ever improving performance. ”
- JAY S. BENET, VICE CHAIRMAN AND CFO, The Travelers Companies, Inc.

“It’s been said that the quality of our lives is determined by the quality of the questions we ask ourselves and others who are central to our success and happiness and, of course, the quality of our answers to those questions. Those who thoughtfully answer the provocative questions posed in Brilliance will have insights galore, plus a wealth of recommendations from which to choose as they step onto a more effective and compelling path. What a great resource!”
- SUSAN SCOTT, BESTSELLING AUTHOR OF Fierce Conversations, Achieving Success at Work & in Life – One Conversation at a Time and Fierce Leadership, A Bold Alternative to the Worst “Best” Practices of Business Today

“In Conversations for Brilliance, Denise and Heather succeed in communicating profound and complex leadership concepts in an accessible manner. I recommend this book for good, introspective managers looking for advice on how to grow people-advice that goes beyond the simple management or coaching how-to’s they can find elsewhere.”
- MARIA V. WAYNE, Ph.D. AND SENIOR DIRECTOR, GLOBAL LEARNING AND DEVELOPMENT, Seagate Technology

“Reaching for our potential is in our DNA; we’re each born with an innate desire to discover all the brilliance that lies within us. In Conversations for Brilliance, Denise and Heather provide a guide, a wealth of tools, and practical advice to enrich the journey of discovery. This book is a resource you will find yourself going back to again and again as you navigate the most important relationships in your life.”
- KIRSTEN WOLBERG, CIO salesforce.com

Click here to learn more and order the ebook!

There are a number of remedies and tools out there: workshops, assessments, consultants, coaches, and for some, counselors or more alternative advisors. Deciding among remedies can cause you to want to sweep the problem under the rug – yet again.

We think it is helpful to take a step back, look at the situation more holistically, and see what needs to be attended to first.

We propose diagnosing your team, your personal effectiveness, your career, your marriage – whatever you are willing to take on – and selecting appropriate treatment just as you would with one of your most important assets: your health.

You start with triage – ensuring that the critical life giving elements are handled. Then move to manage pain and symptoms, with the aim of creating long term optimal health in the process. Let’s take a look.

1) Triage
It’s very difficult to achieve incredible (or even mediocre results) when you are bleeding or barely breathing. You must first attend to whatever it is that is squeezing the life out of your team, job, or relationship. It’s not the problem, per se, but the degree of severity that lands it in this category. Look for the gushing arteries. Is your attrition rate on your team through the roof? Are clients fleeing to the competition? Did you just launch your version of New Coke? Do your kids lock themselves in your room when you get home from work?

So, how do you figure out if you have a paper cut or a life-threatening injury? In some cases you may need to pay an outside firm or coach to run an analysis, or you could try asking some simple questions of yourself and your team such as:

What is it about working here that:

• Has you running screaming from your team meetings?
• Has you updating your resume or searching for a career coach?
• Has your spouse rolling his/her eyes and wearing ear plugs when you talk about your team/job?
• Has you moving your therapist to speed dial?

If you think we’re being too silly with some of these questions, think again. Research shows that you will often have more success breaching an ugly topic if you make light of it. But don’t expect real answers unless your team has high levels of trust. If that isn’t the case try:

• Curiosity: Ask “What do you see as the most significant, underlying reason for the challenges we face?”
• Silence: give them time to think. Then thank the first person who speaks and say “What else?”
• Offer your own painfully honest answer: (as long as it’s not cruel to any person on the team). You might start by naming the thing that everyone knows but no one feels safe naming.
• Start creating a safe environment: Apologize for your past poor behavior and commit to changing. Then, stop punishing people who express negativity. Instead, thank them for their courage, publicly if possible, and ask them what else they would like to share.

If you find out you have such an injury, take steps to fix it. Now. Recall the product. Confront the toxic boss. Apologize. Hire a new therapist. And if fixing it is not in your control, involve people in finding an interim solution until the problem is fixed. The goal here is to survive…in tact.

2) Managing Pain and Symptoms
Most teams and companies find they have problems in this level at some point. The goal should be to find the remedy that will relieve the most painful symptoms. Again, involving others in robust, real conversations in an atmosphere of trust will garner the best information.

• What makes it difficult to get things done?
• What frustrates you the most about working here?
• What one thing could we change to improve our effectiveness?
• What does our competition know that we don’t?
• If you were in charge and had complete control, what would you change?
• What is one thing I would change that would make my job less stressful?
• What is the situation that triggers unproductive conversation most frequently and how do we shift that?

3) Creating Optimal Health
While managing your symptoms, you can work toward optimal health. In business, this means going from good to brilliant. The answers are within the system, it just takes drawing them out with good questions, listening skills, and an environment of trust.

• • How could we be having more fun?
• • What’s going well? How could we make better?
• • If you were in charge, what improvement or change would you make?
• • How could we delight our clients?
• • How could we delight our employees?
• • What change could we make that would cause you to take your resume off the job boards for good?
• • What change could we make that would have you recommending this place to your best friend?
• • What keeps us from being as effective as we could be?
• • What looms in the future that threatens to knock us off balance?
• • Where do I feel most satisfied in my job and how can I do more of that?
• • What is going well in my career and what would excite me to take on next?

Just as in life, you can work on all these levels. You can take aspirin for the pain AND eat a healthy diet. Just remember to tie the tourniquet first.

Here are some of our favorite remedies:

Conduct conversations authentically, skillfully, and with care. Fierce Conversations, Susan Scott (workshop and book) can help you figure out how.

Recognize your need to grow as a leader (yes, even you!): What Got You Here Won’t Get You There. Marshall Goldsmith

Use tools for clarifying your path to health: The Grove (graphic facilitation that gives you a new way to clarify your vision, understand current conditions, and move forward productively)

Learn to optimize your strengths and flex your style-both as an individual and a team: MBTI, FIRO-B, Highlands, Strengthsfinder 2.0, Spherical Dynamics

Become a manager who evokes excellent performance and commitment in others: Coaching for Brilliance Workshop

Work with a partner to assess your situation, develop a targeted development plan, and achieve your goals: One-on-One Leadership Coaching

Here’s to your health.