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AIMing for Sustainable High Performance
People Are Your Greatest Resource:
The AIM Leadership Model for Executive Success

2. Contents Executive Summary
Executive Summary 3 Introduction
Introduction 4 An Introduction to today’s workplace
Analyzing the Problem 5 Analyzing the Problem
AIM Leadership Model 6 What troubles are managers/leaders
Case Studies 8 facing in today’s workplace?
AIM Offerings 12 What models are unsuccessful
executives using and why are they
Outcomes of AIM Clients 13
counterproductive?
AIM Leadership Model for Success
What is the AIM Leadership Model?
Why is it so effective?
Strategies for Success
Information about our ebooks.
Case Studies
AIM Offerings
How can you implement the
AIM Leadership Model going forward?
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3. Executive Summary
The purpose of this white paper is to:
1. Scrutinize the current solutions being used in
many firms and corporations today.
“A business that
The current solution is outdated and focused makes nothing
purely on the short-term results. While profits are but money is a
often the ultimate goal, the path to get there has poor business.”
changed dramatically in the past decade. - Henry Ford
2. Highlight the shortcomings of these solutions
that are being overly/ineffectively used today.
In today’s business world, leaders must take into account the WHO and
HOW, as well as the WHAT.
3. Explore why employees are disengaged and punching the clock.
Now more than ever employees are working with fear, rather than with
passion.
4. Discuss the disastrous effects of the current solution.
The current solution focuses on the short-term success of companies
and does not plan for long-term prosperity.
5. Examine a new, more effective and sustainable solution.
By updating the model to fit today’s world, companies can address
short-term problems with a sustainable solution that provides long-term
viability. The AIM model brings balance back to relationships vs. the
bottom line, which makes people happier and drives high-performance.
In the end, it is a win-win for people and the company.
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4. Introduction
Relationships are ever increasing. Every day the world is becoming more and more
global. We are now able to communicate with others from the comfort of our homes, as
we travel in our cars, and even as we fly. Today’s leaders lead diverse teams that
come from different generations, cultures, time zones and geography. These teams
have the technical ability and agility to communicate effectively through a wide range of
mediums such as email, phone, video chat and even in person. And yet there are
increasing challenges to these collaborations where we are not as effective as we
should or could be.
For many businesses, “leadership” is focused on
managing the bottom-line. Executives are pushed to Visions, goals, and
increase profits, reduce costs, and ultimately, do more relationships are put
with less. Instead of cultivating and motivating together in HOPES of
employees through positive means, managers are achieving profit.
constantly pushing employees to “hit the numbers”. Managers do not ALIGN
As a result, leaders are pressed to look for short-term these and are not as
shortcuts, often sacrificing future, sustainable benefits effective as they could be.
for short-term answers. Unfortunately relationships
become an afterthought, even though they hold the
key to business success. Effective leadership
includes the following:
o Information
o Communication
o Relationships
Executives
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value.
4

5. Analyzing the Problem: The Model of Failure
Let’s examine the problem and its source.
• 53% of employees do not trust upper management.1
• 55% of US employees are passively looking for a new job.1
• Businesses spend 25-200% of a sales person’s salary to recruit and train a
replacement.2
• Disengaged employees cost US companies up to $300 billion every year.3
A dangerous trend is occurring in the business world. With globalization, these
inefficiencies are even more hazardous. Customers can quickly move their business
elsewhere if they are not getting a great product at a great value. In the past, many
companies have used short-term/sighted models to manage teams:
In the Industrial-focused age, this model delivered results because it was focused on
WHAT. This results-oriented and cost-reducing model was effective in the industrial
age when a company’s greatest resource was the equipment. In the new economy
where people are a company’s greatest resource, a new model has emerged. It will be
harder to deliver results overtime because
it overlooks costs to people, relationships,
and the process. As the short-term results
erode, managers are left with disengaged
employees who are not working at full-
productivity.
The old model stresses resources as
physical property such as factories and
land. With the rapid movement into a
virtual world, physical property has reduced
value. In its place, the value of
relationships and importance people
have risen dramatically.
1
BlessingWhite, The State of Employee Engagement. 2008
2
American Management Association, Six Truths about Employee Turnover. 2004
3
Gallup Engagement Study. 2006
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6. AIM Leadership Model
The AIM Leadership Model is a much more comprehensive, sustainable model than the
previous. That’s not to say that the AIM model prioritizes people over profit. In reality, it
incorporates people and the bottom-line in a balanced way that provides the best
results.
In addition to delivering results, the WHAT, this AIM Leadership Model also addresses
the HOW and WHO. By focusing on self-knowledge, relationships, and alignment, the
AIM Leadership model promotes great results that are sustainable over the long term.
Traditionally, management has focused on getting the right results. To maximize
effectiveness, executives look at how the team is aligned to execute on these results.
Again, they focus on the short-term outputs. Effective leaders know that they must
attend to the relationships within their team to get the alignment to get the results.
Successful leaders value both the short and the long term results and know that each
individual must be developed. When individual team members have more self
knowledge, they are more aware and better positioned to cultivate real,
transparent relationships. These real relationships, in turn, will drive greater
communication, conflict resolution, innovation, and thus creating greater alignment.
Teams that are aligned in action, value and outcome create the greatest results. The
AIM Leadership Model addresses each of these components, and breaks them down
internally and externally.
Step 1. INDIVIDUAL AUTHENTICITY: Connecting Inside, Knowing Yourself Outside
This first element of self-awareness is just that, knowing the parts that make up who you
are. The internal aspects of self knowledge include clarity your values, beliefs,
strengths, and weaknesses; awareness of your physiology, habits, and language; and
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7. choosing your emotions, focus, reference, and response. You must know yourself so
that you can be true to who YOU are, do what matters, and set yourself up for success.
Self knowledge is part external and part interpersonal awareness. It is essential to
know how you connect (rapport, trust, empathy, authenticity); communicate (candor,
feedback, vision); collaborate (engage, align, influence, synergy); and celebrate (humor,
fun).
Step 2. INTERPERSONAL AUTHENTICITY: Creating Real Relationships
Most people think of relationships occurring between people, but there is a constantly
evolving relationship within yourself and then with others. Much like self-awareness,
having a real, authentic relationship with yourself is an important foundation that makes
it easier to have genuine relationships with others.
Real relationships are essential to transparent, productive communication and are often
taken for granted. With globalization, creating genuine connections is becoming more
difficult as people are changing jobs more frequently and spending more time working
virtually or from remote locations. This impacts both the quality and quantity of time
spent developing relationships. As opposed to working with robots, one must recognize
and respect their colleagues. Seeing the personal side of an individual facilitates
humanization. This in turn enables real relationships and drives trust.
Individuals need to feel they are important and that their work is valued, relevant, and
impactful to the larger organizational mission.
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8. Step 3. INTERDEPENDANT AUTHENTICITY: Creating Synergy and Sustainability
Clarity of focus and outcomes is essential to maximize effectiveness. While most
businesses “align for results,” they often overlook that this is both an internal (values,
cultures, accountability) and an external (outcomes, strategies, measurements)
process.
Most businesses use the “old model” and focus on the What/Results. They lack the
depth and “solidity” of relationship for fierce candid dialogue which is essential for
creating outstanding results.
When a true connection is made, a synergy between the individuals moves to a higher
level where teams and communities are established. Effective teams:
o create trust
o navigate conflict
o maintain accountability
Ultimately the relationships become strong enough to co-create sustainable strategies
and systems.
Step 4. INVEST IN PEOPLE, RELATIONSHIPS and TEAMS: Maintain Success Over
Time, Through Space, Within Technology:
Teams that have real relationships have the foundation for respect: they are able to
have conflict (which is key to making sure they are aligned), and can move towards their
goals. Internal alignment involves the HOW. The vision, values, culture and strategy
must all by in sync for success. The outcomes, priorities, tactics, and expectations must
also be assembled into a cohesive plan.
Technology is continually developing. Successful leaders are able to sustainably
develop their organizations through the use of new technology.
While driving results true leaders also
invest in the future. The key is to see the
long-term vision, and to continually invest
in and empower the people in the
organization.
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9. Case Study #1
Sarah had worked for a multinational Fortune XX corporation for over 20 years when she was
referred to AIM Leadership. Having managed a financial team for almost 10 years, Sarah had
been demoted two levels and “relieved” of her management responsibilities. She felt she had
delivered what was expected and each year she had performed well on evaluations. Over time,
the company’s values had shifted from results to who and how they were delivered.
Unfortunately, no one told this to Sarah. Her managers did not give her constructive feedback
on how to become more productive.
Not only was Sarah surprised by these demotions, she was embarrassed, confused and felt
betrayed. As the primary bread-winner, Sarah felt obligated to come to coaching and yet, she
was skeptical of “anything corporate.”
There were many problems in this situation. During the previous 3 years, Sarah had had
several managers. None had prioritized candid developmental feedback. None had created a
real relationship with Sarah, where they could understand what they saw as her priority. And
none were clear enough about their own values in order to constructively deliver difficult
feedback.
To complicate matters, during this same time period the corporation transitioned from being
family-run to having a CEO from outside the family. Very much aligned with the AIM Model, the
new CEO measured success on the “who and the how” in addition to the “what.” Sarah was still
focused on the old model and delivering the what. She had missed that the “game changed”
and no one had been courageous or honest enough to tell her.
Initially Sarah was very skeptical of AIM Leadership. A quiet woman to start, she felt stabbed in
the back by people she thought she could trust. As the primary breadwinner for her family, she
felt she had no choice and yet she was very doubtful of collaborating with AIM. During the first
four hours of coaching, the conversations barely touched on anything related to Sarah’s work.
The AIM coach focused on getting to know Sarah, understanding what was important to her and
deepening the relationship.
Not too surprisingly, Sarah shared several challenges on the home front that virtually paralleled
her work challenges. As a mother of two teenage sons, she was focused on getting things done
(cooking dinner, doing laundry, etc.) and overlooked how she delivered these results. The AIM
coach provided her perspective through questions, reflections, new insights. Not “telling Sarah”
– letting Sarah see herself.
Through the coaching collaboration Sarah reconnected to what was most important to herself
(developing her self-knowledge) and started to see how she was showing up at home (self
awareness). Within a week of making several small yet essential shifts, Sarah saw significant
shifts in her boys (they were sharing with her, more communicative, more engaged, working
with her on projects – rather than against her).
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10. With a few significant wins on the home front, Sarah was less stressed, more trusting of the AIM
coach and more open to learning – stretching – and collaborating with the AIM Coach.
As she became clearer about what was important and more aware of how she was showing up
(as she knew her self better), she was able to adapt, connect and relate more deeply with the
boys. Sarah saw the parallel between the challenges at work and home. She had specific
tangible wins with what “mattered most”; she could “cross-contextualize” and translate her
learnings from home to the workplace.
AIM coaching helped her see that if the coach had come in focused on the “what,” getting
Sarah on board to manage the way the company wanted, the collaboration with AIM would have
fallen flat on its face. In contrast, the AIM coach was committed to deepening the relationship
with Sarah: focusing on who she was and what was important to her, - meeting Sarah where
Sarah was. (With people you have to go slow to go fast). As Sarah saw the wins and felt
“seen” by her coach, the speed and intensity of her learning intensified.
She was invigorated, committed and disciplined in her learning. For each person she connected
with, Sarah began to deepen the relationships before tackling the work problems. Soon she
was seeking out her “challenging relationships,” inviting them to lunch, and getting to know them
as individuals. Before large meetings, she scheduled time to think about each person coming to
the table and thought of five things she admired about that person (deepening her relationship /
connection to the people involved… not just the worker bees). Within 3 months her boss praised
her shifts. Within 6 months, Sarah was re-instated to her management position.
Interestingly, as Sarah was reaping so many rewards, she was also continuing her growth and
development, and connecting more deeply with those around her. People soon came to her to
facilitate their most difficult, contentious meetings. From introverted socially awkward producer,
she became a skilled trusted facilitator. The best part is that Sarah did this because she knew
it was what was right.
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11. Case Study #2
Highly self-aware and self-motivated, Meghan sought out leadership development.
Professionally successful, she was aware of her gifts, strengths and talents as well as some of
her “developmental opportunities” that were inhibiting her (both fulfillment and accomplishment).
Meghan approached AIM Leadership to “grow herself”. For over two years, Meghan committed
to deepening her self-knowledge, skills and tools. She was always looking to play at a higher
game – and sought coaching – to push that edge and be supported in doing so. Meghan
wanted to combine professional success with her personal life (recently married, eager to be a
mother) “in a healthy, balanced, way.”
Her personal growth and development has been apparent in her personal successes as well as
her professional achievements. Meghan knew that as she continued to develop, the challenges
that she continued to face enabled her to have even greater learning opportunities. She
brought her real world challenges into her coaching and applied the outcomes immediately.
two years after commencing coaching, Meghan “lived” the AIM Model of Leadership and she
was reaping the rewards. She was constantly “growing herself”, and deepening relationships
with colleagues, friends, family and her partner. There was tremendous alignment and she
was experiencing the great results in virtually all areas of her life.
Meghan returned from maternity leave and accepted a “growth position” as a manager of an
early stage investment fund with an entirely different team and new technical responsibilities. In
addition she was given the challenge of co-running this team. That said, each of the new
learning areas was the “easy” aspect. The greatest challenge was collaborating with someone
who was focused on leading by the old Model of Success. Her partner Joe had a number of
big, financial wins under his belt. He had closed huge deals for different financial institutions
and had the “confidence” to prove it. He had been rewarded for the what and it seemed had
paid “less” attention to the who or how along the way.
When Meghan was asked to co-manage a new fund with Joe, she was excited. Although the
position was outside her comfort zone, she knew Joe had great experience with his background
in technology, banking, running his own early stage venture, and an incredible track record of
taking over, financing, and successfully exiting this company. Meghan went into the situation
uncertain of her abilities to deliver for the huge project and hopeful that she could learn from
Joe.
Meghan felt stretched beyond her capacity to manage her multi-cultural team and to balance
her family role as a mother and wife. The fund Meghan and Joe were tasked to run was
sponsored and wholly owned by a non-profit specializing in international development . Meghan
came to AIM Leadership for guidance on how to effectively balance her personal and
professional life, knowing that when her personal relationships were fulfilling so too would be
her professional relationships and responsibilities.
As an AIM leader and someone who followed through with her coaching, Meghan focused on
building relationships while Joe was very result-oriented. Meghan spent all this time developing
real relationships so she could connect to build deeper rapport with her clients. Joe continued
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12. to focus on the deals and his track records. Soon associates and clients wanted to meet with
Meghan instead of Joe, and with Meghan’s AIM leadership strategies she continued to close her
deals while Joe didn’t close any.
While Joe focused more on the results (what), Meghan focused on the process (who & how).
Team members were reluctant to work with Joe; he was perceived as callous, brusque and
disrespectful. As their track record “split,” Joe started to focus even more on closing the deals,
achieving the what. Meghan, a people person by nature, focused on their team, the
relationships and the engagement of colleagues to support the execution of details.
During a 6 month period, Meghan closed more deals, had more invitations to collaborate, and
was asked to speak more often (3:1). This gave her more exposure to then attract more deals.
Consistently Meghan reached out to Joe, trying to get to know him, to meet him on his turf to
understand what was important to him. She tried to share strategies from her own success.
This increased the pressure on Joe.
Joe resisted the chances to look in the mirror and their partnership came to a head during a
team retreat that focused on aligning outcomes. Joe wanted “old model” style while Meghan
and her team wanted the AIM Model style. Joe didn’t have the self-knowledge to manage
himself. He wasn’t able to share of himself, failed to create the real relationships with others
and didn’t adapt to the institutional context within which he was working. This approach cost
him deals, deteriorated relationships within his team and bled social capital with colleagues
around him. His ego was attached to closing the deals (what), and he didn’t have the agility to
try other approaches (how) and partnerships (who).
Amid company restructuring when budgets were cut, Joe was one of the first to go. He didn’t
have the results, the relationships, or the rapport to even have a discussion with executives.
Although she had significantly less depth of knowledge within this industry, Meghan and her
AIM model of leadership were a coveted resource. She was given a raise and kept abreast of
the situation. Management also “listened” to her amid the shifts. To that end Meghan saw “all
of Joe,” the human side and his unique skills, and strategically worked to retain him.
If Meghan made one mistake in this partnership it was not placing high enough priority on the
values /alignment of her partnership with Joe. More specifically, had she known he could only
do the old model she might have established rules of engagement / conditions for collaboration
sooner, saving herself emotional energy and social capital within the company that was spent
“trying to save him.”
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13. Conclusion
In the information age, people are a company’s greatest resource. By leveraging self-
awareness, latent strengths, personal values, and individuality, AIM clients create a
leadership style that is comfortable, sustainable and effective. With our changing
economy and globalization, we are witnessing the need for authentic leadership that will
sustain through technology and time. AIM Leadership is deeply passionate about and
dedicated to creating customized solutions which further maximize your leaders’
performance abilities.
We see the immense value in results-oriented collaborations and realize that in order to
create sustainable solutions, we must work together with people-oriented team
members.
The value is in the quality of the services. Among our adaptable and continually
progressive approaches are our executive coaching services, interactive trainings, and
international speaking engagements. Focusing on the strategies and resources, AIM
Leadership will enable you to empower and inspire yourself and your company.
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14. Outcomes of AIM Clients
Self-knowledge is core to leadership effectiveness. How well do your leaders
know themselves? How well are they managing themselves and others?
AIM Clients…
Optimize their strengthens and navigate their weaknesses
Apply the 7 steps to leadership effectiveness
Lead more effectively because they are congruent and aligned
Leverage the 4 factors of emotional intelligence
How effectively do you and your team connect and communicate?
AIM Clients:
Connect quickly and genuinely through real relationships
Implement the 5 steps of rapport to achieve business success
Leverage Authentic Encounters
Know and practice the power of language
Apply the 3 core values of communication to create results
Respond more swiftly and successfully when facing a challenge
How engaged, effective and excited are you and your associates?
AIM Clients:
Engage their teams to achieve 3 steps for outstanding results
Utilize SMART goals and lead by example
Apply consequences and outcomes to ensure success
Effectively manage themselves as well as their associates
Recognize how to motivate and move beyond any challenge
Master strategies for powerful questions to engage associates
Are your managers fostering engagement, effectiveness and profitability?
AIM Clients:
Master powerful questions to engage associates
Listen on 3 levels to address challenges more comprehensively
Communicate even more clearly and effectively
Co-create optimal solutions to increase associate engagement and results
Understand the 5 rules to gain and maintain influence
Motivate associates to innovate beyond challenges
Are your associates aware of their full potential? Are you?
AIM Clients:
Understand the 5 patterns of conflict, and know how to defeat them
Manage and resolve conflicts more effectively by understanding the 5 patterns of
conflict and the strategies required for each
Learn specific tools to overcome stress
Engage the 7 steps to become a powerful collaborator
Develop versatility to achieve results and enhance relationships
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15. Are your associates adapting and evolving in the global economy? Are you?
AIM Clients:
Leverage emotional intelligence
Create real relationships for virtual leadership
Practice virtual authenticity to create and maintain a sustainable global team
Engage clients and colleagues strategically to enhance virtual communication
Are disciplined and effective at engaging colleagues in virtual authenticity
Maintain the 3 steps to achieve global communication
How effective and sustainable are your results?
AIM Clients:
Enhance productivity through alignment
Maximize employee engagement and retention through effective relationships
Optimize assignments and leverage individual abilities
Leverage individual wellness, effectiveness and productivity
Engage the 3 core values of productivity and technology
Navigate obstacles proactively before they become challenges
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16. Highlights from our Ebook Series
AIM Leaderships uses eBooks to quickly distribute effective strategies to improve
leadership. Topics range from interpersonal issues, such as New Rules of Success, to
intrapersonal issues, such as Rapport. The following is a current listing of available
eBooks.
Authentic Encounters
• Know why a majority of employees resign and how to reduce this turnover.
• Know how to improve employee job satisfaction.
• Know the ways to create an honest and open workplace.
• Know where to place employees, so they can continue to thrive and ultimately
enable your company to succeed at an even greater level.
Gift Giving Yoga
• Give outstanding gifts
• Keep yourcheckbook balanced
• Maintain lasting relationships
Leading Virtual Effectiveness
• Learn the four strategies for effective communicatino in a distributed workforce
• Align your team even when working remotely
• Achieve the opportunities and maintain your succes
New Rules of Success
• Leverage yourself to be even more successful
• Optimize your strategy for feeling even more A.L.I.V.E.
• Learn the 4 key components of Success
• Enhance your ability to communicate with your associates, managers, and team
even more successfully
The Science of Complexification
• Recognize when others complexify
• Understand the costs of complexifying
• Empower yourself and others to work smarter not harder
• Know the 6 steps to simplifying
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