Kalmia Records Blog

There is more involved in making money than just the income - you need to be bringing in money as effectively as possible given your outgoings. One asset often omitted, however, is high quality business performance management software and all of its benefits.

Business optimization requires comprehension of the specialties and weak areas of its employees; in what areas do they do their best work? How can your system adjust to use their strengths and cover their weaknesses? There can be no more important question. While this data is important, it is not effortless to get hold of.

Determining and keeping track of progress through employee performance management on its own can be a huge amount of work. You first put employee evaluation techniques in place so that you can evaluate work carried out by each employee. If this was done with established approaches, you now need to study all of that information by eye just to define objectives, goals, and keep track of future advancement. Utilizing performance management software you know that this assessment is done for you and you need only scrutinize the different analyses and factors to find what an appropriate set of targets for this worker would be. It also renders following the worker’s advancement much simpler. This takes away the need to spend time on analysis and is likely to be far more useful. There is the option to look at the raw data yourself and use the software just to collate and track everything.

It goes without saying that it isn’t only the efficiency of employees that can benefit from use of performance management software. Such software can also be used to examine your clients as well as your suppliers. With suppliers in particular you can pinpoint their weaknesses such as slow delivery times, high damage rates, etc. Turning our attention to clients & affiliates, it’s possible to demonstrate who bringhs you the most resales if there are payment issues, which one has the highest loss percentage, and more. You can then adapt your ordering and stock handling to maximize your income while reducing outgoing money. Who wouldn’t take advantage of that? Not only that but a greater awareness of your market will permit more efficient marketing. performance appraisal software can study your suppliers to save money and analyze the market to tailor plans and boost your profits. With regular talent assessment and employee reviews such application is guaranteed to accelerate staff performance management greatly. All in all, what a careful user can achieve with this software is astounding.

A successful business depends on the efficient management of people. You can learn and improve these techniques. Having a innate skill for getting along with people can be an advantage, but there are a lot of skills you can learn that will make the process easy. Relationship Development: Begin by memorizing staff’s names. Engage in conversation; make eye contact as you’re speaking. Be respectful, also be attentive to the other person’s thoughts, regardless of whether you agree or not. Listening to what employees say is one of the best people management skills you can have. Be sure to show an interest in what people can offer the business.

Live up to promises: Keeping your word is key. If a promise is broken, it will ruin trust, and without trust your staff certainly won’t offer their best. Each time you make a statement or make a promise, do be sure you can follow through or it would really be more sensible not to give your word at all. The truth is, when you can’t be counted upon, your team can’t be relied on to be available when it’s really important.

Feedback is essential: Feedback should be a two-way process. Talent management skills mean being open to all feedback. If you are able to establish approachability and openness, you establish that other’s ideas count, your ideas will be valued in return. Encouraging discussion in addition encourages development of new ideas, ways of accomplishing goals, and improves the team dynamic. When your team members are given a voice, the project and its outcome will become important to every employee.

Promote all sorts of communication: Communication is the key to dealing with people effectively. Be approachable, listen closely to people, keep an open mind, and permit all your staff to express themselves. Encourage team members not only to speak with you, but also with each other. The growth of a business relies to a great extent on the interchange of opinions, and when the team communicate effectively, you can spot problems swiftly, permitting corrective action to be put in place to prevent further problems.

This will take time, however the rewards far outweigh the effort necessary. Through building the bonds of a good team and demonstrating good listening skills, you can have the best in business success.

A 2010 job hunting campaign is by nature quite involved. While the Web has offered a variety of new sites and ways to communicate, it also creates exaggerated rivalry for topnotch jobs and potential challenges for job seekers.

Job searches need to be thought of as a highly individual, highly targeted marketing process where you are the product. Your resume is an ad. Your extended network is your lead generating machine.

So where does the Net fit in? At AACareers, we recently listed a job on Craigslist and got over 500 resumes in a workweek. For just one opening. That’s crazy competition.

Had the right individual contacted us ahead of our posting that ad, they could have secured the job prior to getting all that competition. How? By knowing a person at our company who became aware of the job prior to posting. Everyone was aware of the job for at least 10 days before it was posted. Who in your extended network might know of a job that’s coming available soon?

So the good news is that job boards give you a sense of who is hiring, and for what kinds of careers. But once those jobs are posted, the competition is intensive. You can still compete, if you have a well honed resume, designed to appeal directly and clearly to the recruiter. And if you have practiced interviewing - so you don’t stumble at a critical point.

Another problem to be aware of is how easily you can be checked out on the internet. As we Googled several candidates, we ran into some pictures and comments that were in questionable taste. Nothing larcenous, but enough to sway our thinking about who to hire.

AA-Careers provides a comprehensive set of services for Bay Area job seekers, providing our clients a personal career consultant, a managed job hunting campaign, modern tools like a personal website, video, highly targeted resume, and much more. Let us know if we can help you.

Be careful out there, and good hunting!

A thriving business depends heavily on competent people management skills. People management can be developed and studied. Having a natural affinity for getting along with people and building relationships is a plus, all the same you can do some things to make this process easy. Relationship Building: Remembering employees by name should be a great start. Speak to people; get eye contact when you are speaking. Be respectful, and be sure to be attentive to everything the other person has to say, even if you disagree or have a different viewpoint. Acquiring the ability to listen is one of the greatest things you may do to improve your talent management skills. Be sure to receive any contributions from your co-workers.

Keep your word: Do not make promises you can not keep. If you can’t deliver on what you have promised, the fragile bond of trust is shattered, and without trust your staff certainly won’t perform at their best. Everytime you give a commitment or give a promise, you are wasting your time and effort if you don’t follow through. The truth is, when you can’t be depended on, you can be sure they will behave in a similar manner.

Encourage any comments: Feedback should be a two-way process. Maintaining an open mind regarding other’s opinions is an important skill in managing employees. Being accessible and open shows that other’s views matter to you, your thoughts will be appreciated in the same way. Encouraging open discourse in addition boosts development of creative troubleshooting, ways of achieving goals, and strengthens the company in general. By giving the employees a voice, every member of staff takes ownership of the outcome. Communicating is essential: Good communication is fundamental to managing people with skill. Maintaining an open door policy, use good listening skills, remember to welcome feedback , and give team members an equal voice. Inspire staff not just to speak to you, but also with each other. The sharing of ideas is necessary in the creative process, and in listening to each other, you can spot any problems at an early stage, permitting corrective action to be put in place to prevent any further problems.

This may take time, yet the payoff is worth it. Through encouraging a good team dynamic and demonstrating effective listening techniques, you can achieve the best in business success.

A previous article outlined the horrific costs associated with Inventory Shrinkage in the retail industry - approximately 4% of the total annual inventory costs. A good POS (Point of Sale) system can help cut this in half by helping to eliminate two of the major causes of Inventory Shrinkage - internal theft and “messed up paperwork”. The last article dealt with the “carrots” you can implement with a good Point of Sale system to reduce the internal theft component of Inventory Shrinkage. It covered things like improved communications, profit sharing, employee discounts, and the tracking and offering of sales commissions, SPIF’s, etc.

In this article, I’m going to show how a Point of Sale system can be used to reduce internal theft using the “stick” of increased security measures. A following article will discuss how to improve “messed up paperwork”.

A good Point of Sale system should balance between carrots and sticks, but sometimes the only way to reach some employees is through a “stick” of an effective security program and a straightforward policy of prosecuting any employee caught stealing. Here are some sticks that a good POS can give you.

• Each employee should have a username and password required to log on to the Point of Sale system. This promotes accountability, especially if they know that transactions can be immediately traced back to an individual

• Run frequent Administrator Reports - daily or at least once a week. By keeping a close eye on sales and inventory and by immediately following up on discrepancies, staff will soon learn that nothing gets by “ol’ Eagle-eye”

• Prevent unauthorized “markdowns” by setting security levels to reflect what the individual needs to do. Frontline salespeople don’t need to access the Accounting backend, and only those responsible for receiving inventory should be able to adjust stock levels. Your POS should have complete flexibility to customize security access and “clone” settings, so all Salespeople have similar security access

• There will always be situations where Salespeople may need to offer a discount to make a sale. Make sure your POS can handle predetermined sales discounts on a per item basis - with or without a “Manager’s Override” required

• Brazen theft of cash from the cash register is reduced when your POS can give real-time reconciliations simply and quickly, and with the complete itemized list of who did what transactions

• Refunds are often an area of “vulnerability” that is open to employee abuse. Your POS should be able to quickly access the original sale based on the item being returned. A complete sales history of both the customer and the inventory item, coupled with the salesperson involved, can also identify any suspicious activity

• Receiving and Shipping are also areas prone to potential “mishandling”. Your POS should automatically handle Purchase Orders, generate Receiving forms, and easily handle short-shipped and backordered items. All this information should be immediately and easily available for spot checks

Jim Hawkins works at Windward Software, developers of Point of Sale software, and is passionate about promoting “best practices” in business. For more information about how Windward Software can help your business improve its processes, visit us at http://wws5.com

Many of the clients I work with in success coaching can relate to the following example.

If you have ever been to the circus, you have probably seen the side show in which a clown or juggler puts a plate on a stick and spins it. Then he puts another plate on a stick and spins that one, and another, and another, etc. A neat trick, but then he has to constantly run around to keep all the plates spinning.

Now there’s a metaphor for modern life if I’ve ever heard one.

In order to talk in a useful way about time management, we need to call it what it really is, which is life management. Each of us is given twenty four hours each day in which to manage our lives. That’s why I call my time/life management seminars “24 and No More.”

In order to manage your time and therefore your life, well, a very important distinction needs to be made. Do you organize your life around work or do you organize your work around your life? A key distinction to be made is that if you are part of a family, your most important job is not at work, it’s at home.

Having said all that, let’s put some hands and feet onto this idea of time/life management, and provide you with some solutions you can take home.

Get organized. That’s step one. So much time is spent and wasted looking for something or doing something over and over again, when a little organization can allow you to organize once and be done with it.

If you are at all like me and don’t come by organization naturally, either hire or borrow someone who has the gift of organization. Or you could get lucky like me and marry someone with this gift.

Create systems. Creating systems for doing things is a great time saver. In fact, an acronym for system is:

Saves
You
Some
Time
Energy and
Money.

Prioritized To Do Lists. Remember, a to do list is a tool that you use to work for you, not you for it. A prioritized to do list is divided into three categories, A tasks, B tasks, and C tasks. A tasks are things that must be done today, B tasks are things you would like to get done today, and C tasks are things you can get done with any extra time. If you have items left over at the end of the day, simply put them behind you for the day and move them on to the next day’s list.

“But what if all my tasks are A tasks?” That’s a question I often hear. Here’s a two part answer to the question. Part one is to go back through the list and ask this question, “What will happen if I don’t get this task done today?” If you can live with the answer, it may not be an A task. Part two is, if all your tasks are really A tasks, then the key is to…….

Delegate. That’s a fancy way of saying ask for help. It’s amazing to me how willing most people are to help. Just about every time I’ve gotten over my pride and asked for help with something, I’ve been pleasantly surprised by the outcome.

Block Scheduling. For those of us who have multiple projects and multiple daily demands, block scheduling can be a real life saver. Block scheduling simply means to set aside blocks of time on a daily, weekly, monthly basis in order to do certain tasks. Barring a true emergency, nothing is to interfere with the task scheduled for this time.

There are at least three clear benefits to block scheduling:

a time is set aside to accomplish key tasks
lower anxiety knowing there is time set aside
you get more done.

Visit SecretsofGreatRelationships.com for tips and tools for creating and growing a great relationship. You can also subscribe to our f*r*e*e 10 day e-program on how to enrich your relationship today, from relationship coach and expert Jeff Herring.

It is possible to find about 2,050,000,000 “problems” on the internet.

Often, problems do not get solved because they do not have an owner. They saunter around like orphans that are not taken care of.

This could be the case when a problem is too big to address for a single owner. Today, a local newspaper reviewed the situation about the shrinking of the Greenland Glaciers. It is a problem that might cause a disaster in the end, but which (impact) is nearly invisible at the moment. It is a standard long-term versus short-term issue where the former is not often favored. Until there is no real need, no action will be undertaken. Besides that, not everybody could be convinced that the melting will indeed cause a problem.

Problems that do get attention are those where the urgency is high. The Internet site of a company that goes down for example. The production process could delay because of a part that was not delivered (and previously purchased) by the purchase department. Or a constant jam in the traffic to your call center because of a lack of agents (the problem of giving stress to your agents). For this last issue the owner of the problem is the manager of the call center. Although…

There are available agents in the team next door, owned by another manager. The call overflow could be routed to this neighboring team (call center), but the problem will be shifted; to another team and to another moment in time.

It is not sexy to talk about problems. You should rather focus on a challenge. Either way, something needs to get solved. And that is no problem;

It is possible to find 3,230,000,000 “Solutions” on the Internet.

And that is another reason why problems do not always get an owner. It is much more interesting to own a solution. There are too many of them, the question is, do they solve “your” problem?

© 2006 Hans Bool

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management advice. Astor Online solves issues in hours what normally would take days.
You can apply for a free demo account

For scientists who want to move ahead in their careers, the ability to give a truly great formal science presentation is a vital skill. Being able to give an outstanding presentation is important in all phases of your career. When you are interviewing for a new job, the presentation is almost always a major part of the interview process; often it is the first chance that your prospective coworkers get to see what you can offer. Even when you are comfortable in a stable position, you still need to be able to give a great presentation at a moment’s notice in order to advance your career.
In talking with scientists I have found that this ability can be a highly effective way to get noticed by management in an organization.

In addition, taking the time to prepare formal presentations can help your career in another way. As you take the time to organize your thoughts for a presentation you will find your overall understanding of the material improving. Most people aren’t born with the ability to consistently deliver a great presentation, but learning some basic skills and continuous practice can dramatically improve your presentations.

In any presentation you give, the primary goal is to communicate some idea or concept to your audience. The easiest way to really communicate with your audience is to capture their attention and really engage them in the material. One surefire way to do this is to display an appropriate amount of enthusiasm for your subject matter. If you present with too little energy, your audience will have no reason to pay attention to you. On the other hand, if you bounce around like a motivational speaker after 20 cups of coffee, you will not be taken seriously. The ideal balance is to let yourself express a sincere interest in your material. A second way to get the audience’s attention is to use overheads or slides that are useful and easy to read. Again, balance is the key; your overheads should not be too cluttered with information and graphics or be full of empty spaces. It is important to put time and thought into developing interesting and visually appealing overheads or slides, with each individual overhead communicating a distinct point.

Once you have captured the audience’s attention, you can really engage them in the material. Perhaps the single biggest key to keeping your audience engaged is to aim a little low in terms of the knowledge that you expect the audience to have. In most situations you will not just be presenting to experts in your field, but also to scientists who have only partial knowledge of the details of your field. As soon as you launch into heavy jargon, you run the risk of losing a good chunk of your audience. This method of breaking down your presentation into easy to understand pieces has the added benefit of increasing your own understanding of the material.
Another useful technique for engaging an audience is to organize your presentation into a story. Having a narrative to follow throughout the course of your talk can really help the listener to keep up, even if they are not familiar with the exact field that you are speaking on. On a related note, the more that you can illustrate the technical details with cartoons and other visual representations, the more successful your presentations will be. One well-designed figure that explains a concept or technique can be used in many different presentations, so it is worth your time to develop a distinctive and informative figure.

There are also a number of tricks and techniques that you can use to help your audience stay engaged with what you are saying. The most important aspect of your presentation style is your pacing; your goal is to find a pace of speaking and presenting that does not bore anyone or leave anyone behind. The best way to find this pace is to know your audience and adjust to any feedback you get from the audience during the early part of the talk. One good way to periodically slow down the pace of your presentation and make sure your audience can keep up is to explain what the axes are in the graphs that you are presenting. Graphs can be a wonderful way to illustrate important results or ideas, but they can also be a real barrier to understanding a talk that is a little outside of your area of expertise. Everyone who works in the field automatically knows what the graph is telling them, while those who are less familiar can easily get lost. Taking a moment to define the axes gets everyone on the same page and has the added bonus of helping you maintain a reasonable pace of presentation.

It is also crucial that you look at your audience as much as possible during your talk. When you are facing your audience, not only can they hear you better, but they will also be more motivated to pay attention if they know that you can see them losing focus. Of course, it is also much easier to get feedback from your audience when you are actually looking at them! One little trick to get yourself to look out at the audience is to think of yourself as Vanna White on the Wheel of Fortune. When you are pointing at something on screen, you don’t need to stare at it. Instead you can point like Vanna while facing the audience, allowing your audience can see and hear you.

Incorporating a joke into a presentation can be another way to keep your audience engaged. However, there are some caveats to consider when you are injecting humor into your presentation. The best jokes are delivered with a light touch. If your audience gets it, that’s great, wait a moment and then move on. If the audience doesn’t acknowledge the joke, you need to be able to move ahead with the talk rather than waiting for a laugh that probably won’t come. It goes without saying that you should also be careful not to use jokes with offensive content.

By using these techniques to capture your audience’s attention and keep them engaged, you will be able to deliver outstanding scientific presentations. Of course, the only way to develop the skills you need is to practice giving presentations as much as you can. Only through repeated practice and feedback can you master the art of giving great science presentations.

Gary Lavine, PhD

“How This Scientist Discovered Strategies to take his career to the next level
And Why They Will Work For Anyone! Guaranteed!”
Warning: You Won’t Find This In Any Educational Institution!
FREE Professional Career Guide Shows You How…

You are a leader if someone is following you. This could be as simple as one person watching you and following your example and encouragement, to being a leader in your home, your community, your workplace or even your nation. Leadership can take many forms, but typically it often involves managing people- one of the most difficult of all tasks. It means coordinating and motivating the actions of others to achieve a common goal. A leader has to establish that goal, and gain the willing agreement of others to be governed by and work together towards that goal.

The style of leadership taken by any leader is usually predetermined by the personality and motivational values of that person. They are who they are, as a personality, and that has a strong influence on the way they lead and communicate with others.

The study of personality traits has been on going for centuries, and there is a great deal of agreement in the conclusions and findings of personality characteristics. In this article I am going to refer to the different types of personality in color form, adopts the categories applied by Linda Berens and Don Lowry.

Every personality type has particular talents and skills that lend themselves to good leadership. Any form of leadership however, is greatly enriched and enhanced if it is able to draw on the strengths and characteristics of the other styles.

A leader who has a strong Gold personality type is personally committed and dedicated to the goal. They work hard, and expect their team to do the same. They lead from a place of belief that the work is important, and has to be done right. Gold leaders value tradition- the ways of the past are proven ways, and so do not take well to new ideas unless they are well proven to have potential.

Leaders with a strong Blue personality are motivated by their commitment to the people involved, and a strong sense of community. They have a democratic style of management, valuing the input of employees and team workers. Blue leaders tend to see the big picture, and have the ability to inspire others with the vision.

The strong Green leadership style also sees the big picture as well as the complexity of detail. Green leaders excel in strategy. They bring intellect, ingenuity and design into the leadership role. They research and analyze facts and concepts, constantly looking for improvements for working smarter rather than harder. Facts and information are all important to the Green leader, and they pay little attention to the value of feelings and relationships.

Action is the focus of the Orange leader. Administration and organization exist to make action possible. They are great troubleshooters. The Orange leader leads by example, setting the standard to follow. Orange management style can be quite authoritarian and abrupt as they are impatient with opposition, and expect their directions to be followed. Above all Orange leaders welcome change believing that the old ways can always be improved on. A new project represents, adventure, a challenge and potential fun, all of which the Orange personality thrives on.

Every leader has a combination of all four personalities, but one will always be the stronger, more natural way to operate in. A leader’s style may also be a blend of their main strength, combined with their second strongest style. A wise leader will understand the strengths and weaknesses of their personal leadership style and use those team members with different styles to bring balance and greater efficiency in meeting the shared goal.

For more leadership
and teambuilding resources.

Barbara White is the President of Beyond Better Development. As a speaker and
author, Barbara brings her passion and expertise in href="http://www.livingbeyondbetter.com/seminars.html" rel="nofollow">leadership
development to work with people to help them grow towards excellence in their
personal and professional life. For more articles visit href="http://www.livingbeyondbetter.com" rel="nofollow">http://www.livingbeyondbetter.com

Decades ago, a now renowned orchestra leader, just starting out as an assistant, experienced a defining moment that would shape his future. He was rehearsing the Cleveland Orchestra in a Chopin piano concerto. He recalls, “An oboe solo went over me like some kind of tidal wave. I thought, ‘Nothing could make that any more beautiful.’ And it came straight from the oboist. It wasn’t because I did something.”

He had hit upon a powerful principle of conducting that would come to inform his style; and in reading about it, I realized it’s also a powerful, though seldom realized, leadership principle to inform your career. It’s a principle that if manifested daily will make you a dramatically more effective leader. And it’s a principle that calls for the end of leadership as it has been commonly known.

The principle is: The best results come not from what you make happen but from what you LET happen.

It might seem like a simple, if not simplistic, concept. Why is it so important and why does it call for something as seemingly presumptuous as the end of leadership?

Let’s first look at the word and concept of leadership. “Leadership” comes from an old Norse word meaning “To make go.” The trouble is, people misunderstand who makes what go.

The orthodox view of leadership is that the leader makes things go by directing people and resources towards certain goals. But within the context of this principle, this view misses what great leadership is about.

Having consulted for several decades with leaders of all ranks and functions in top companies world wide, I’ve seen what great things can happen when the leader lets them happen.

In a recent interview, the conductor noted that conductors can control a performance only up to a certain point, and they go wrong if they want to control it further. He says: “You have to leave room for the possibility that geniuses in the orchestra will bring you things you can’t teach them. In rehearsal, I try to leave it short of tacking it down, because if it is tacked down, you can hear that all the way through. You can hear the conductor say, ‘Do it this way.’ And I don’t want that. I want to feel they absorbed it, and they play it to you as if they were a large chamber group. And when they get near that, it seems like a success to me.”

To take this principle into your daily activities as a leader, do these three things.

1. Change your assumptions. The conductor, inspired by the oboist, changed his fundamental assumptions on how to bring out the best in an orchestra. So you as a leader, to adhere to the principle, should change your assumptions on how you relate to people to get results. Your trust in their abilities trumps your abilities in almost all cases.

Abraham Lincoln described this truth in another way: “You cannot build character and courage by taking away a man’s independence and initiative.”

I’m not talking about a simple change in mind set; to achieve great results by letting things happen, you should undergo a transformation of your consciousness so broad and deep that it animates your activities throughout your career. When you come to understand that your leadership is not just about compelling or persuading people to act in certain ways but helping them bring out the best in themselves, you’ll make big advances in your effectiveness.

2. Be rigorous. Just as the conductor had to be working with highly skilled and disciplined musicians, you cannot apply this principle to unskilled, undisciplined people. Bringing out the best in people by letting things happen entails, on the part of everyone involved, hard work, clear communication, cultivation of job skills, and a dedication to practical processes.

For instance, for more than 20 years, I’ve been teaching leaders of all ranks and functions in top companies worldwide a practical process called the Leadership Talk. (My website shows more about it.) The Talk helps leaders not to order people to do things but have them want to do things. That ‘want to’ is the pivot point of getting great results by letting things happen.

3. Be results-oriented. The conductor understood the performance wasn’t for his ego or the musicians but for the audience. This is a patently obvious point, but many leaders, strangely enough, miss this point. Just like conductors who are into “tacking it down”, these leaders focus on cementing their power at the expense of releasing the greater power inherent in the people they lead.

There is only one reason letting things happen can truly be a trumpet call for you to end your commitment to orthodox leadership: It gets results. In fact, if the imperative is not helping you get far more results than ever before, don’t heed the call; stick with the old leadership methods.

Mind you, if you do answer the call, know that putting an end to orthodoxy may not happen all at once. The endeavor can be carried out many times daily for the rest of your career. You’ll often fail. But keep trying. Fail forward, fail better.

Clearly, this approach is not for every leader, but when it’s fruits become evident, it may turn out to be a skill most leaders will endeavor to master. And, by such mastery, you, like the conductor as a young assistant, will come to shape your future through truly beautiful moments that achieve more results.

2006 © The Filson Leadership Group, Inc. All rights reserved.

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. - and for more than 21 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com For more about the Leadership Talk: http://www.theleadershiptalk.com