Interchangeably called CEO peer groups or networks, these organizations generally arrange regular meetings in confidential environments where CEOs can share ideas, best practices, experiences and advice. High performing executives value the perspective of other leaders, as well as the wisdom that comes from the practical experiences learned by others in similar circumstances.
To read this 2020 Report by Chief Executive Research, LLC., please click HERE
Chief Executive Research surveyed 1,668 companies in April thru June of 2019 about their 2018 fiscal year compensation levels and practices, as well as their expected compensation levels for the remainder of 2019.
We’ve received detailed data about compensation packages for CEOs and nine other senior executive positions, as well as comprehensive information about each company’s executive compensation policies and practices. The substantial response provided meaningful data for companies across revenue ranges, industries, regions, ownership types and levels of profitability.
Detailed data from this survey is analyzed and presented in our acclaimed 2019-20 CEO & Senior Executive Compensation Report for Private Companies, for which we are happy to provide you, as a survey respondent, this executive summary.
While most data sources on CEO compensation focus on large public companies, our research brings real-world insight into the compensation of CEOs of the approximately 6 million private companies in the U.S., not just the S&P 500. We invite you to consult the full report for complete compensation data broken down by company demographics and performance.
To read this Executive Summary by Chief Executive Research, click HERE
Nowadays, it’s possible for virtually anyone to get their message out into the world. As a result, we’re often overwhelmed with an endless stream of information and noise.
So if you’re a professional who wants to become known for your expertise, how do you stand out from the crowd?
Ron Carucci is a fellow Harvard Business Review author and member of Marshall Goldsmith’s 100 Coaches, a partner in the consulting company Navalent, and a member of my Recognized Expert course and community. In a recent #LinkedInLive session that I had with Ron, we discussed what it really means to be a recognized expert in business today.
To ensure you can join me for my next LinkedIn Live interview, follow me on LinkedIn. Click this link to my profile – https://www.linkedin.com/in/doriec/ – and then click “follow.”
Here are five pieces of advice from Ron about how you can start your journey as a recognized expert:
Expand your audience. A few years ago, at the start of his journey, Ron realized he needed to grow his network – because as it stood, he was mostly in dialogue with people who already knew him, and he needed to get known by new audiences. He therefore doubled down on content creation, and actively began writing for Forbes and the Harvard Business Review.
Create content to attract your ideal clients. One can’t simply create content and expect to go viral or suddenly gain a massive following. Ron says, “It’s not enough to write or put ideas out there, even if they’re brilliant. They have to be the brilliant ideas you want to represent you. That’s how you invite the kind of people into your life whom you want in your life.”
Swim against the stream. Right now, consider what everyone in the news is writing about. Sometimes, it pays to do the opposite, such as Ron’s successful recent piece in the Harvard Business Review talking about ambition (at a time when almost everyone else was focused on writing about the pandemic).
Get proactive with your social media engagement. We all appreciate the fanfare of a well-liked post, picture, or article, but every single reaction to your content is a potential opportunity, as Ron suggests. “Every one of those reactions, tweets, LinkedIn follows, the comments on the article, is a new relationship,” he says. “Just responding something like, ‘Hey, thanks for your engagement’ or ‘Hey, interesting question- what do you think?’ grows both your recognition and potential business down the road. I would leverage every one of those interactions far more aggressively. In terms of just being diligent and engaging, try to start a conversation with them.“
Play the long game. Everyone envisions a “break-out” moment on their journey to success. The truth is, you don’t reach your goal by taking just one really good step. As Ron says, “We all think that maybe this article, maybe this video, maybe this TED talk, maybe this podcast will be the one – that breakout moment. There’s no such thing. Each of those moments becomes a diligent step on the journey to advance the cause. Be diligent in your content idea sharing, in your strategies, how you create content, whom you talk to, and what you talk about. That’s all really important. But prepare yourself for the psychological and emotional journey of resilience. This is a long game. The recognition part of the recognized expert is a long game. Don’t keep looking to your left and right and getting into the ‘Well, how come them and not me?’ It’s not about meritocracy. Don’t be looking for the merits of your ideas to stand above somebody else’s or not. That’s not what this is about. It’s about people getting to know you better.”
By following the steps Ron suggests above, you can advance much further on the journey to becoming a Recognized Expert.
To watch the video replay of my interview with Ron, click this link here.
And if you’d like to see how far along you are in the recognized expert journey, sign up to receive a free PDF download of my Recognized Expert Self-Evaluation Toolkit.
Thank you for reading this week’s newsletter! Make sure to comment below, share your questions and ideas, and click “share” so your colleagues can join in on the discussion, as well.
Author: Dorie Clark
Meatpacking plants are a microcosm of what we are all experiencing right now—the indivisible system. As the contextual environment more aggressively imposes itself into our everyday world, the resources we used to call upon, while necessary, are insufficient to get us through this real crisis. The leaders at meatpacking plants must operate on all cylinders and become agile sense-makers of their environment to address the needs of their workforce, the needs of the communities they operate in, and the needs of the world’s food supply. This is not the time to think about themselves, their professional development or their personal assessment results. They are in chaos and complexity, and the leadership strategies previously applied will no longer work. There is no going back, there is only evolving forward.
“The concept of emotional intelligence (EI) is a 101 course for leadership right now.” This spot-on statement was made this past week at CCI Consulting’s monthly virtual Executive Coach Café— something that has been taking place for much longer than the pandemic. We were, like so many others in the industry, discussing coaching strategies that are particularly important to help leaders right now; some of whom are dealing with bottom-line crises resulting in their businesses precariously perched on the brink of insolvency. Other leaders are navigating the needs of virtual staff and the mechanics of returning to a face-to-face office environment while simultaneously adjusting to the legal issues involved with protecting their employees. Whatever the particular situation, the workforce is in dire need of help and support.
But the statement made about Emotional Intelligence, or EI or EQ, has never rung truer than it does today because EI is not new. Most leaders already know about the 1995 book, “Emotional Intelligence,” by Daniel Goleman even if they haven’t read it or put its guidance into practice. Some are even aware of the 1990 John Mayer and Peter Salovey article that first used the term emotional intelligence, or the seminal work of Howard Gardner and Reuven Bar-On in the 1980s that dug into multiple intelligences and the psychological well-being and drivers of success outside of IQ and academic or hard-skill proficiencies.
One does not turn on the EI switch and suddenly develop the capacity to marry self-awareness and the awareness of others any more than after one reads a book or listens to a TED talk and suddenly becomes attuned to the needs of psychological safety, authenticity or courage. All of these concepts require leaders—and all of us for that matter—to zero in on the foundation that allows these concepts to turn into everyday actions that move the needle on interpersonal effectiveness and leadership strength.
Our society needs interpersonal effectiveness and leadership strength now more than ever. But, more important than that, we need to shift our perspective to the indivisible system we live in. To do that, we need to turn up the volume on the foundational skills of systems thinking, focused intention and trust.
Consider these scenarios:
Pre-pandemic: The office reception area was always sparkling, but the building scheduled individual offices and cubicles to be cleaned on a bi-monthly basis.
Upon reopening: Your direct report walks into the office environment and wonders privately if the building manager allocated the proper resources to procure the ethanol or cleaning solutions necessary to disinfect their cubicle space or thinks that perhaps they diluted materials in favor of cost savings. They say nothing because at least they still have a job.
Pre-pandemic: Your Asian American lab manager received an award for facilitating a successful clinical trial.
Upon reopening: On her way to work, your Asian American lab manager was harassed and called names for bringing the novel coronavirus to America. When she came into the office, she said nothing and moved quietly to her workstation wondering if anyone at work felt the same way.
Pre-pandemic: A key member of the senior leadership team launched a new initiative, setting the stage to acquire a competitor.
Upon reopening: With schools still closed and summer camp postponed, that same key member was distracted by family concerns and schedules, as well as figuring out coverage for staff, and the acquisition opportunity was not only missed but they experienced a hostile takeover.
If we peel back the surface…if we move deeper than the mechanical needs of Personal Protective Equipment (PPE), social distancing, work schedules and remote technology, we will see that these things are simply tools. And who uses the tools? People. It is the experience of people that matter more right now than ever before.
The three foundational concepts that can help to move all of us forward require strategies that involve:
Systems Thinking – None of us likes to think of ourselves as living in a bubble and now, more than ever, we see how siloed thinking causes unnecessary conflicts and contributes to misinformation and delayed decision-making. Systems thinking is not new, but its perspective is enjoying a resurgence. People everywhere are noticing its value when addressing complexity and the VUCA environment. As we move through the current pandemic, it is critical to call on a systems perspective to help organizations and people adapt to change. Russell Ackoff defined a system as, “a whole, which cannot be divided into independent parts…the essential properties of any system, the properties that define a system, are properties of the whole which none of its parts have.” When adopting a systems mindset, we see that our internal or operating environment (yes, our bubble or our organization) exists within a transactional or stakeholder environment where we act and interact with those around us, beyond which exists in our contextual or global environment.
To be a true systems thinker requires consideration that the changes taking place in this contextual environment place pressures that cause changes in behavior of the stakeholders in the transactional environment. And, as changes in the transactional environment take place, they naturally place pressures on the internal and operational environment of the organization.
Ah…the pandemic. But not just the pandemic.
Change is not linear, and we are seeing in real time that what we are experiencing around the globe requires us to address the contextual environment of the pandemic and the economy but, more importantly, the changes we need to make FOR people. Leaders must accelerate considerations for how technology and digital productivity can enhance and not replace workers. Leaders must address shifting ways of generating business value through agility, innovation and new customer strategies. And how about where our employees come from? Entire categories of people are impacted when geopolitical and economic powers shift, but more so when the well-being of people and purpose of work dramatically change.
Re-envisioning work as opposed to returning “back” to the way things once were is the new mission- critical competency leaders must embrace now.
Focused Intention – The game has changed and our global existence has come into sharp focus because we now understand that even if we work hard, develop ourselves to be at our best, provide opportunities for others, and focus on our mission and values, there are still things we cannot control. The word intention often brings to mind a goal or target, such as we find when we have good intentions. However, our good intentions don’t always have the intended impact with either people or outcomes. There has never been a better time to take a step back and think about the kind of person you want to be…how you want to show up as a leader, friend, colleague, parent and citizen. Then, if you are honest with yourself and solicit feedback from others, is this the person you are today? Is there a gap you can fill?
There are those who choose activities that quiet the mind or activate the soul. Whatever you choose is not really at issue. What is at issue is that you place focused attention on your intentions and exercise behaviors that support them, reflect on how you did, and adjust where needed. Hopefully, your intentions are supportive to those around you.
Trust – At the core of everything is trusting the “other” person, but also ensuring they trust you. Without trust, we cannot communicate; without communication, there is no trust. If we choose to widen our perspective and allow greater transparency in the system, we must open ourselves up to the ideas of others and fill the gaps of understanding to make sense of our global system. During times of uncertainty and fear, people need to feel grounded that their leaders and organization are reliable and have one another’s back. Recognizing our own assumptions and biases are a good start here. Are we making assumptions that those around us are not interested in remaining healthy and alive? Are others making the right assumptions about us? In a way, it is the same as wearing masks right now: I wear a mask because I care about you and want you to wear one as an expression of how much you care about me.
Begin by treating everyone—and I mean everyone—with complete positive regard. And, if you can’t, ask yourself how to approach the other with curiosity and kindness. Learn how they are experiencing everything right now. Learn how they are struggling and laughing and tell them about how you are experiencing things right now. Together, and through courageous and caring conversations, it will be easier to build an environment where people reconnect with one another after we reduce our distance, where we all begin to challenge our own limiting beliefs, and where we can co-create whatever our future has in store.
There are many important leadership tools out there, but without thinking in systems, intention and trust, everything else falls flat. Together we lead.
Author: Adena Johnston, D. Mgt. MCEC Vice President and Practice Leader, Talent Development
How will you be remembered for leading through these times? What will people say about the way you showed up? What will be your legacy?
Today and tomorrow – into the foreseeable future – will be painful and destabilizing as we manage through this pandemic. Our days will also bring new ideas and plans, and the chance to relate differently to others and to the world. Everything has changed and is changing every day.
Will they say you were centered, calm and present in an environment of fear and uncertainty? Will they recall how you focused everyone on what was most important? Will they think back and remember how you communicated every day about what you knew, didn’t know and couldn’t know about the Covid crisis and its impact?
Will others look back at how you took charge of details to solve urgent problems and then included others in the plan for getting through the worst days? Will they say how inspired they were by your vision for what your organization could be post-pandemic, a vision that was realistic and bold and challenged them to bring their best?
Will they recall feeling connected to you and cared about? Will they talk about how you checked in often to ask about their families’ safety and how they were handling the stress of working from home? Will they hold in their minds the thought, “he was going through this with us?” Will they talk about how you were present and grieved with a team member who lost her mother?
Will they say you showed your humanity, your fear for your own family’s safety and your own concerns about the future of the organization and business. Will they remember you saying, “I don’t know?”
The future is not some far-off time when others will settle back in their chairs to review how you showed up as a leader when the world changed. Your leadership today will be talked about tomorrow and for days to come, and it will carry more significance, or not.
So, don’t wait for history to remember you. Your leadership legacy is now.
Author: Ken Giglio
Ken Giglio is a highly experienced Executive Coach, Consultant, and Coach Supervisor focused on Mindful Leadership, the courage to confront and shift the self-limiting mindsets and behaviors that undermine personal, team, and organizational effectiveness. As Principal, he leads a global team of highly experienced executive coaches and supervisors who link leadership to an organization’s strategic business objectives. www.mindful-leaders.com
It’s only noon; you’re halfway through teaching your third virtual class of the day, and you just can’t take it anymore. Even with the air conditioning on full blast and slurping down your third cup of coffee, you can’t stare at the screen any longer. You feel increasingly distracted, increasingly frustrated, and you’re not even sure why. Worse yet, you know your students are feeling the same way. In your gut, you know there has to be a better way to keep focused and energized.
In-person classes and meetings are challenging enough; after all, there’s a reason why Patrick Lencioni’s book Death by Meeting was such a hit. Then came COVID-19 and everything moved online, presenting a familiar yet even greater challenge for educators: how can I ensure my classes are efficient and engaging in a virtual setting?
The good news is that, right now, as we think ahead to upcoming semesters, we have the opportunity to change how we approach and design virtual classrooms. With a few simple shifts, we can make virtual classrooms more efficient, productive, engaging, and collaborative, all while ensuring our sanity and focus as educators. It may surprise you that we can turn to the nearby (likely closed) gym for tips on how to optimize online teaching—and make it more enjoyable.
Maximizing results in a minimal amount of time is a mantra echoed in the fitness world with a concept known as high-intensity interval training, or HIIT. According to Medical News Today, HIIT is exercise that involves short bursts of challenging activity followed by rest or lower-intensity exercise. Studies have found that even a short HIIT workout, done a few times a week, maximizes health outcomes including reduced body fat, improved cardiovascular and metabolic health, and improved mental health.
Imagine yourself in a workout class. The sweat is pouring from your face and arms as you push yourself to do just one more sit-up. You hear the voice in your head telling you that you just can’t do anymore.
Tell yourself you can do this! There is no magic pill, yells the instructor. You surprise yourself by completing two more sit-ups. Your heart rate slows as you sip water, wipe down your station, walk to the treadmill, and give the instructor a beleaguered thumbs-up.
While many gyms are quickly adopting this trending technique, the idea of maximizing results by balancing intervals of performance and rest is grounded in the basic theory of human well-being. In The Power of Full Engagement, authors Jim Loehr and Tony Schwartz talk about energy as a resource, a currency for performance. Loehr and Schwartz make the case that it is maximizing energy, not time, that will give you the edge you need to perform and renew.
If balancing rest and movement supports healthier bodies, it can also help our mental focus and attention. Short intervals of a complex work or learning task followed by periodic breaks ensure that when we re-engage, we are cognitively ready to give our best effort to our work.
So how can educators apply the benefits of HIIT to their virtual classes? It’s a five-step process.
Virtual classes are different from in-person ones, but that doesn’t mean they have to be worse. Embracing a positive mindset is the first and most important step in changing how you approach virtual classes.
For your students, you need to be a supportive coach. A positive outlook has a long-term impact on achieving learning goals. Reward students with a virtual high-five. Invite classmates to offer each other appreciative feedback.
And for yourself, adjust your mindset about how much you can do in a class session. To be realistic, cut your expected outcomes and productivity goals by half. If you have four desired outcomes to achieve in an in-person class, plan to accomplish one or two virtually. In other words, retain the outcomes and activities that are most critical, so that you have the leanest, most essential program.
In a HIIT program, you might target arm strength on Monday and cardio and core on Tuesday. This ensures that you can work out consistently, building habits for success and not burning out any single muscle group. Apply this to your virtual teaching approach. Avoid squeezing a whole week’s worth of activity into one day. Remember that each activity takes longer online, while the attention span of your students shortens.
You would never spend a whole workout watching your coach demonstrate the exercises. Participation—not presentations or lectures—is the most important part of a class session. Presentations are a one-way delivery, the equivalent of watching a YouTube video or the evening news. Reserve class time for participatory work that requires collaborative discussion.
For long lectures, consider sending out a pre-recorded video or podcast. This enables students to engage with the content when they are ready to listen attentively. Then, when you do get together online, you can use your time discussing or working through the material.
You might also consider creating a reverse classroom, where each small group learns a different part of the lesson and teaches it back to the entire class. In other words, think of your large class as several small group modules, and give students as much time as possible to get their hands (metaphorically) on the content.
Approach the design of your class session the same way you would design a HIIT program, in short-burst intervals like the ones shown in the figure below. Avoid presentations that run longer than 10 or 15 minutes before you have students engage in some way. Even a light activity, such as asking questions via the online platform’s chat function or taking a quick poll, is enough to hold focus.
Favor small-group work and experiential learning whenever possible. If you have an hour of class time, think of ways to break it up into intervals of presentation, participation, reflection, and individual silent work and study, with the educator on hand to answer any questions that arise.
Vary the activities you use to deliver content. Avoid too much frontal teaching or “talking heads.” Mix it up with engaging videos and breakout groups. Experiment with using an online shared workspace, such as a Google document or a MURAL board.
You could splice up a long lecture into 15- to 20-minute chunks. Deliver a small chunk of content, then put the students into virtual breakout groups to discuss what they learned.
Don’t forget to build in time to towel off and grab a sip of water. Ninety minutes is as long as a group can go without a break. A five- to 10-minute break every hour is recommended.
No one wants to do a workout they dread. Design your sessions to be ones people want to attend. Just as it takes time to transition from one workout circuit to the next, build in extra time for people to connect before diving into the next activity. Especially right now, people crave social connection. Build in five or 10 minutes for socializing in breakout sessions, if you can.
And just like there is no one-size-fits-all workout, each person has different needs, attention spans, and energy for participation in an online class. Small-group breakouts give extroverts the space to talk through their ideas. Time for individual reflection gives introverts the space to think through what they would like to say.
To work out without injury, we must warm up, know our equipment, cool down, and stretch. To lead a virtual class without “injury,” we must also take a few steps to ensure the well being of the class. This could mean incorporating agreements or ground rules up front to provide a safe space for collaboration. A few important agreements for virtual classes include the following:
The term “ice breaker” is often accompanied by eye rolls. Think of an ice breaker as a warm up, something that you do to help a group get ready for the hard work. You don’t run without walking first. You don’t lift weights without stretching first. A virtual ice breaker not only gets the group connected and ready to work, but also gives everyone a chance to play with the technology before beginning a session. Build in energizers (see sidebar) before each large content piece, as a way of warming up and maintaining a steady burn.
Cooling down is just as important as warming up. In working with students online, this means three things:
With the world in a constant state of uncertainty, it is hard to find things we can control. How we spend and share time in class is something that can be shaped. Applying the HIIT formula to virtual classes is one way of finding our balance, focusing, and performing at our best with the tools and resources we have.
Original Content Courtesy of Harvard Business Publishing Education
Written by: Rae Ringel, Brian Tarallo, and Lauren Green
The answer is – Yes.
As leaders we invest a tremendous amount in our work, and there are two ways that we can approach it. We can work harder than everyone else, and we can work just as smart as we work hard. Both are equally important.
Those who are in a position to assess other leaders will usually take note of a leader who is putting in 30% or 40% more hours than their colleagues, while showing the same results. These leaders are typically the subject of conversations that call into question exactly what they are doing with all those hours.
Working hard without working smart does you no favors. So, do both.
Let’s examine what it looks like to work smart. When you work smart you are continually looking for efficiencies and the kind of simplicities that help you get things done effectively and efficiently. It means you are building a vast and varied network of resources and people that you can call on to help you accomplish the three or four dozen things you need to achieve each day. And to reciprocate as you find as many ways as you can to help these good people accomplish what they need to in return.
Smart means understanding the nuances that help leaders in your organization and your industry be successful. The leadership competencies that we call organizational savvy and leadership agility go a long way toward describing this leadership quality. I lean on these two competencies most often, as I coach leaders to be their most productive. Within our organizations, we spend our time determining which levers to pull, who we can lean on, which approach works best in the culture, and those that don’t.
When we’re presented with challenges to resolve, we have two things that we need to focus on. We are expected to deliver on what it is we need to deliver. And, just as important, we are responsible for cultivating relationships with those we partner with along the way. The reason the relationships are so meaningful is that the people we get to work with are the ones that help us get things done. Pretty simple. The other reason they’re important is that we are going to be working with those same people tomorrow, and next week and next year. It helps if we enjoy working with each other.
So the relationships we establish and enhance are as much of a commodity as the deliverables we achieve. As we go about delivering on our goals, it’s vital to demonstrate our organizational savvy and focus on both what we deliver and how we deliver. We need to be constantly aware of how we build relationships, sharpen our leadership intelligence, and cultivate our leadership brand.
John Wooden
“It isn’t what you do, but how you do it.”
Author: Scott F. Burns
Visit his website: leadership-scottfburns.com
If you lived through the trauma of 9-11, you know that the way we do some things –such as travel – changed forever. The reality of doing business post-COVID-19 will be no different, and its reach will be far more impactful.
Unlike the sudden shutdown, reopening may happen gradually and with various caveats, such as wearing masks, moving work spaces further apart and checking employee temperatures at the beginning of the work day. Regardless of what government and health guidelines require or suggest, now is the time to prepare for doing business in the new world of coronavirus, which likely will be with us for many months – or perhaps years – to come.
As you plan for re-entry, evaluate your current practices during the shutdown and consider which are applicable when you re-open. Create workflows that consider the following questions:
1) What changes have the virus forced upon you?
2) What processes are you doing differently? Which are working? Why? Which are not working? Why not?
3) How is the virus and shutdown affecting each product or service? Are there special considerations for some and not others?
4) How are you communicating with employees? Is it the same? Different? Better? Worse?
5) How are you keeping your team engaged and motivated?
6) What is causing your and your team’s stress? How are you handling it?
7) What innovations has your team developed during the crisis that could be implemented post-shutdown?
8) How well have you – and team members – handled change? Have new “stars” emerged who showed greater leadership?
9) Has remote working been a positive experience? Should you continue it at some level in
the future?
10) Has providing flex-time hours been a positive experience? Should you continue it?
Working through these questions and developing new “rules” for each scenario will help you anticipate your business life in the future. Depending on the size and type of business, you may need to consider different procedures for each division, department or individual employees.
Once you have evaluated your situation and developed your plan for the various scenarios, you may want to consider reopening your business in phases on a priority basis. Here is one possible re-entry schedule:
Phase One: Return employees onsite who aren’t able to effectively or efficiently work remotely because they don’t have all the necessary tools or need to be more
closely managed.
Phase Two: Employees working well from home are returned onsite as needed and work on a flexible schedule.
Phase Three: Employees working extremely well at home can continue working remotely longer, or they may never need to come into the office daily.
While this unplanned shutdown has been painful and will require us to work differently, it is providing an opportunity to reassess business practices and make changes that will create a more positive company culture. With the right changes, your team can become more productive, and your business can become more profitable.
About the Author: Shelley Smith is a company culture curator, author and president of Premier Rapport www.premierrapport.com. Culture isn’t built in a day; it’s built every day.
Executives often understand the importance of goals and solid business strategies. However, many fall short in understanding, embracing and shifting the culture to meet or exceed those goals.
In the following white paper and the accompanying book, How To Shift Your Company Culture, I address and layout the methods I designed through my years of working in corporate America and in my business with clients.
The white paper includes all my methods, processes, survey explanation and client results. For most businesses, employees are the largest line item in the budget and the number one differentiator in the business over competitors. The company culture can make or break the overall success (profitability) of an organization. The culture is made up of its people, those people are the culture.
I hope leaders use this white paper to help teams shift their companies’ culture in the direction they envision to achieve their goals. As my tagline says, Culture Matters.
Shelley D. Smith is the CEO of Premier Rapport, Inc. and also a best-selling author, consultant and highly sought-after speaker.
Her experiences over the past 35+ years have earned her a reputation as “The Culture Curator.”
Forward thinking organizations use her I.M.P.A.C.T. Leadership Model to help them shape the culture they’ve envisioned, increase profitability, decrease employee turnover and retain top talent.
If you’re like other business leaders who still believe in the people and the mission of your organization, I’m sure you’ll find all the information written by Shelley D. Smith to be helpful.
To access this comprehensive overview of how to remove the contaminants that pollute peace of mind, productivity and profits, visit the title below:
How To Survive A Toxic Workplace And Shift The Company Culture Before It’s Too Late.
Shelley D. Smith encourages everyone that she can answer any questions that arise while reading the book.
Shelley can be reached at shelley@premierrapport.com.