MILEthe extra motivate inspire lead engage autumn 2013 * Issue 6 October 2013

MILEthe extra
motivate inspire lead engage
autumn 2013 * Issue 6 October 2013
InThisIssue:
With over
1.5 Million
followers across
the internet,
Lori Deschene
tells us about
her journey as
founder of
4POSITVE,HAPPY,INSPIRINGPAGESFROMAROUNDTHEWEB
THEBOBMASONSERIES: THEMOTIVATION
PUZZLE:HOWTHEPIECESFITTOGETHER
KenBellertellsus: How is Conflict
Hurting Your Business?
OurTop4MostPopularTwitterPostsFromLastMonth!
MATTTENNEYREVIEWS“THEHEART
OFLEADERSHIP”
We’regivingaway5HardCoverCopies
of‘TheHeartofLeadership’EnterourCompetitionandGetYours!
HRMATTERS: JULIEGORDONon
KNOWLEDGEMANAGEMENT
BernieNaglehelpsusleadfromour
innerother

In This Issue
We are slowly changing the
E-zine to be more mobile
friendly, and so you will see
some slightly larger font in
this issue. This is to minimise
the need for mobile readers,
whether on tablet or smartphone
to zoom in. We thought it would
be best to make gradual changes
as our e-zine evolves. We hope
you like the results so far!
Our interview this issue is with
Lori Deschene, founder of
the wonderful “Tiny Buddha”
Wisdom, we love Lori’s work and
with 1.5 million followers we
know we are not alone!
Our contributors are amazing.
We bring a host of wonderful
articles and features which
we hope you will enjoy. We
are honored to include such
a diverse and wide range of
contributors. After each issue I
get lots of fantastic feedback.
Mark Miller launches his great
new book and we are excited
to be giving away 5 Hardcover
copies of “The Heart of
Leadership” Please do enter our
fabulous contest. All you have to
do is to go and like our Facebook
page, and let us have your email
so we can contact you when we
draw the 5 lucky winners!
Next month we are issuing a
special festive issue so if you
haven’t already, get signed up so
you don’t miss it!
ARTICLES
THE EXTRA MILE INTERVIEW
WITH LORI DESCHENE FOUNDER OF THE TINY BUDDHA
BY CHRISTINA LATTIMER PAGE 4
Performance APPRAISALS - JUDGE AND BEJUDGED
BY tasneem hameed PAGE 12
hOW IS CONFLICT HURTING YOUR BUSINESS?
BY KEN BELLER page 16
IT'S ONLY WORDS
BY JUDE L. GORGOPA PAGE 20
THE MOTIVATION PUZZLE: HOW THE PIECES FIR TOGETH-
ER
BY BOB MASON page 22
HOW TO RETAIN TALENT AS GREEN SHOOTS OF RECOV-
ERY APPEAR
BY GARY CATTERMOLE page 26
ONE OF THE THREE THAT WORKS WONDERS
BY GARLAND VAN DYKE page 28
FOLLOW THE LEADER
BY EDWARD LEWELLEN PAGE 32
CHANGE, OR MOVING FORWARD
BY ATTILA OVARI page 36
HONESTY AND INTEGRITY IN THE 21ST CENTURY
BY BARBARA ANN DERKSEN page 40
WHAT EMPLOYERS REALLY, REALLY WANT?
BY CLARA POUND page 48
LEADING FROM OUR INNER OTHER
BY BERNIE NAGLE page 52
FACING THE INCONVENIENT TRUTHS
BY CHRISTINA LATTIMER page 56
FEATURES
Book review - matt tenney
PAGE 8
twitter top 4
PAGE 34
the e.mile expert index
page 42
HR MATTERS
bY JULIE GORDON PAGE 44
MONTHLY INFOGRAPHIC
PAGE 46
FROM AROUND THE WEB
PAGE 51
CONTACT US
PAGE 62
By Christina lattimer

THE
LORI DESCHENE
INTERVIEW
Even before I realised how much I
would get involved and connect with
others across social media and the
internet; one of the first personal
resources I found which resonated with
me was Lori Deschene’s Tiny Buddha
twitter feed.
As a life-long learner and self-awareness
student, I have read my way through
literally thousands of books which speak
to my heart and soul, and I have to say
Lori’s work stood out in it’s simplicity
but also because of the truthfulness and
vulnerability contained in her articles.
So when I published the Extra MILE
E-zine, one of the first internet
resources I wanted to show my
gratitude to, was, the Tiny Buddha, and
I contacted Lori to get permission to
use her branding in the e-zine. Not only
did I get a swift and positive response
from Lori, I was absolutely delighted to
persuade her to let me interview her for
a future issue of the ezine.
I am
delighted
that this
interview
with
Lori also
coincides
with the
publication
of her second great book “Tiny
Buddha’s Guide To Loving Yourself”. I
pre-ordered the book and was struck by
the powerfulness of the chapters within.
A must read! (More later)
Lori’s inspirational first book “Tiny
Buddha Simple Wisdom For Life’s
Hard Questions” is also available from
Amazon.
So here is what Lori had to say about
her work on the Tiny Buddha and also
her inspirational new book.
What inspired you to create
the Tiny Buddha?
At the time I was working from home
as an online content manager for two
different websites. I didn’t have a
personal interest in either of the topics,
so I felt purposeless, not to mention
disconnected and overwhelmed by my
demanding schedule.
By Christina Lattimer

I knew I wanted to do something that felt
more meaningful to me, and through the
process of discovering and exploring the
world of personal development blogging,
I realized what that would entail.
I’d formerly struggled with self-loathing,
depression, and an eating disorder, and
had spent years isolating myself in fear of
being seen and judged. With this in mind,
I felt compelled to create a space where
we could all share our experiences and
lessons to connect with each other and
feel more empowered and less alone.
“I felt compelled
to create a space
where we could all
share our experiences
and lessons to
connect with each
other and feel more
empowered and less
alone.”
The community aspect of the blog was
important for me because I didn’t want to
build the site around myself, as though it
was all about readers learning from me.
I wanted it to be a place where we could
all be both students and teachers.
Who is the Tiny Buddha for?
It’s for anyone who wants to share
what they’ve learned, learn from others,
and feel a sense of belonging within a
community of supportive, openhearted
individuals.
The Tiny Buddha has been
active for a number of years
now. What has made you feel
like you had created something
really valuable over that time?
For a long time, I gauged the site’s
impact through reader emails and
comments. When people wrote about
how the site or my writing had changed
their life for the better, it gave me
a sense that I was doing something
important.
Now what really excites me is seeing the
community engagement. In witnessing
how community members inspire and
support each other through blog posts,
comments, and forum threads, I feel
proud to know that I’ve done more than
help people; I’ve enabled people to help
themselves and each other.
Why do you think the Tiny
Buddha has such a huge and
loyal fanbase?
I believe it has a lot to do with the
heart behind the site. People share
themselves honestly and vulnerably in
their writing, and this invites a type of
authentic connection that’s sometimes
hard to find.
I also think it has to do with the way the
site has grown—organically. Even as it
attracts more readers and writers and
we launch new products and features,

it’s never about maximizing page views
or meeting traffic or sales goals.
The purpose is always the focus, and
everything else is secondary.
We have many readers who
have based their businesses
around helping others. What
would your advice be to them?
Clarify your “why.” Most of us want
to help others, both to give back and
create a sense of purpose. We’re best
able to do that when we understand
and can communicate our unique set of
motivators.
In my case, that entailed sharing the
darkest times of my life and the years
of isolation that impressed upon me the
importance of genuine connection.
“People aren’t
attracted to causes
or businesses solely
because of their
missions. They’re
attracted to the
people and stories
behind them. ”
People aren’t attracted to causes or
businesses solely because of their
missions. They’re attracted to the people
and stories behind them. When others
believe in and connect with your “why,”
they’re most invested in helping with the
“how.”
And this, I’ve found, is one of the best
ways to help others—to create a cycle of
giving and receiving help so that it’s far
bigger than your own individual efforts.
We love your new book, Tiny
Buddha’s Guide To Loving
Yourself, which has just
launched this month. What
inspired you to write it?
I was originally planning to write a
different book about what it means to
“win” in life. Shortly after I signed my
contract, I went through a series of life
challenges—a major surgery, a robbery,
financial struggles, and the death of my
grandmother.
It was an emotionally draining time for
me, and one of the most difficult I’d
experienced in years.
After telling my publisher I wasn’t going
to be able to write the book, I started
being a little hard on myself, especially
since I’d already announced the project
on the Tiny Buddha blog.
As time went on, I began to reevaluate
what it means to take good care of

myself, and I thought
about a goal I’d had to
write a series of “Tiny
Buddha’s Guide to”
books, sharing stories
and insights from
community members.
Since I had just gone
through a time when I
really needed my own
love and compassion—
and since I’d spent
my younger life hating
myself—I realized I wanted to start with a
book focused on self-love.
I think it’s something we all struggle with
at times, and yet it’s so important for our
happiness. Everything we do in life is a
reflection of how much we love ourselves.
What is next for the Tiny
Buddha?
I have some exciting plans for 2014!
Some projects include: the first Tiny
Buddha app, designed to help users
feel and create more love (hopefully to
be followed by other apps on different
topics); and another “Tiny Buddha’s Guide
Website: Tiny Buddha
Twitter: Tiny Buddha/ Lori Deschene on Twitter
Facebook: Tiny Buddha/ Lori Deschene on Facebook
LORI DESCHENE
Lori Deschene is the founder of Tiny Buddha,
a multi-author blog that shares stories and
insights from readers from all over the globe.
She launched the site in 2009 as a community
effort because she believes we all have
something to teach and something to learn.
Tinybuddha.com has grown into one of the
most popular inspirational sites on the web,
now reaching close to 1.5 million monthly
visitors.
to” book, also including stories from the
community (topic as yet undecided).
We also have some new site features
in the works, but it’s a little too early to
elaborate. I hope as we approach and
enter 2014, Tiny Buddha continues to
facilitate connection, inspiration, and
growth within the community.
What’s the best way our readers
can engage with you?
Readers can reach me at tinybuddha.
com/contact.
WHEN FOLLOWING YOUR PASSION MAKES YOU
MISERABLE
50 WAYS TO OPEN YOUR WORLD TO NEW
POSSIBILITIES

Book Review
Last week I had the honor and privilege
of interviewing Miller (a link to the video
is below). We discussed his new book
The Heart of Leadership: Becoming A
Leader People Want to Follow, which
sheds light on the question:
What Makes Leaders Different?
Ten years ago, Chick-fil-A lacked a clear
process for identifying potential leaders.
Miller and his team were tasked with
identifying the key traits of their best
leaders.
First, they identified the skills possessed
by the top leaders. This was the focus of
the book The Secret, which Miller co-
authored with Ken Blanchard.
However, in the process of identifying
the key traits of the best leaders, Miller
and his team discovered something
rather interesting.
Leadership Is 10% Skills and 90%
Character
So you spot a star employee. They
absolutely excel at their job. You
promote them to a leadership role. They
fail miserably.
Sound familiar?
Most of us in management positions
have had this experience. It’s fairly
universal because of the truth that
leadership is 90% character, and only
10% skills.
What are the Character Traits of the
Best Leaders?
In the world of leadership development,
the topic of character is fairly common.
However, Miller points out that the
character traits often discussed - things
like integrity, loyalty, etc. - are actually
not unique to great leaders. These are
character traits that we expect from
every employee.
In The Heart of Leadership, Miller writes
about the five character traits that are
common among the best leaders.
In our interview, he discussed two of
the five from the book.
Matt Tenney reviews ‘The Heart Of Leadership’ by Mark Miller

Think Others First
When Blake, the main character of the
book, meets the first of the five mentors
that help him develop the heart of a
leader, he is told that leaders think,
“Others first.”
Leaders who think, “Others first,”
develop loyal followers who trust the
leader and are much more likely to
believe that the leader has their best
interest in mind when the leader has to
make a tough call.
Blake realizes that he doesn’t think,
“Others first,” and is given a simple
practice that will help him begin to
better serve others and help him
develop the heart of a leader.
Blake is instructed to make the effort to
consider how he can add value in some
way for every person with whom he
interacts.
What could you do to ensure that
you add value for each person you
encounter?
Expect the Best
Blake also learns that, although well
grounded in reality, the best leaders are
highly optimistic.
Miller stated in our interview that most
people think of a person as an optimist
if they say that the glass is half full
versus half empty. However, the best
leaders actually say, “The glass is ALL
full! It’s half full of air, and half full of
water.”
If a leader is unable to communicate a
compelling vision that is better than the
current situation, why would anyone
want to follow her or him?
Great leaders work to do develop
optimism so that they can inspire
greatness in the people around them.
Website: Matt Tenney
MATT TENNEY
As an author and speaker, Matt Tenney shares
insights from his journey as a prisoner, monk,
and social entrepreneur to help people become
highly effective leaders who inspire great-
ness in others. He is also a trainer with the
prestigious Perth Leadership Institute, whose
clients include numerous Fortune 500 compa-
nies. Matt believes that kindness, compassion,
and service are the most powerful secrets to
success and his company donates all profits to
charity.
Twitter: Matt Tenney
“In The Heart
of Leadership,
Miller writes
about the five
character
traits that
are common
among the best
leaders.”
We’re giving away 5 Hard Cover Copies
of ‘The Heart of Leadership’ Enter our
Competition and Get Yours!
ENTER HERE!

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To judge someone is a very difficult
task. Even God who is almighty fixed a
criterion for judging people, i.e. good
deeds and bad deeds for reward and
punishment. As their mind developed,
humans too accepted its value for better
control and they adopted it happily.
When organizations came in to being,
its application increased further because
of its acceptance as the best way to
manage people, and performance
appraisal was the outcome.
The modern performance appraisal
systems go beyond rewarding the good
Performance
Appraisals
Judge And Be JudgedTasneem Hameed
deeds, i.e. good work, performance
or efficiency and effectiveness of
employees through money and use it
also for development of employees.
In addition to direct fixed compensation
and bonuses employees get rewards
of promotion and career paths.
The punishment side comprises of
withholding of increment, warning letter
or even termination.
Blue Eyes And Bad books
Performance appraisals are not only
one of the most critical management
processes, but also the most
“When you judge another, you do not define them,
you define yourself”- Wayne Dyer

controversial. Judging and rewarding
people being a sensitive matter no one
can deny its importance.
It is difficult to find an employee who
thinks or admits that his/her work
performance was bad or not up to the
mark. Although new methods are being
continuously explored and implemented,
but there is always a feeling of justice
not being done according to most of
the employees who don’t get expected
outcome from their performance
appraisals.
As the manager/supervisor of an
employee has the most important role
in the performance appraisal, he mostly
has to bear the brunt of criticism. The
most common complaint has been
that of personal bias, both positive
and negative, i.e. favoritism or dislike.
For some employees good appraisal
indicates that the appraised is a blue-
eyed employee while the employee
who does not get good ranking in the
appraisal is in the bad books of the
appraiser.
Halo And Horn Effects
Halo and horn effects describe types
of bias. Halo effect is a kind of love at
first sight. The first positive impression
of some person creates a lasting effect
on another person making him see the
person always in good light. In the horn
effect the first impression or perception
is negative that stays as a permanent
impression affecting the objectivity of
the person.
Human Resource
Department
Human resource departments continued
to work to develop a system that will
remove personal bias and introduced
methods like measuring performance
through Key Performance Indicators,
Management By Objectives, making
Self-appraisal part of the system,
360-degree feedback method, the
critical incidence method, Behaviourally
Anchored method and many more, the
search continues.
HR Consensus
There has been a consensus among the
HR thinkers and experts that instead
of denying the bias, it is proper to look
for ways to decrease it to the utmost
extent. The best way is to introduce
a method that gets the view of more
people about the personal bias of the
appraiser. These then be put together
to reach definite conclusions about its
existence or otherwise.
In case the conclusion points out
towards personal bias a well-defined
intervention be undertaken to remove
the effects of the bias from the
appraisal’s result. The 360-degree
method stipulates soliciting the opinion
about the work of an employee from
different people, it’s better to extend

Twitter: Tasneem Hameed on Twitter
Facebook: Tasneem Hameed on Facebook
Blog: Tasneem Hameed’s Blog
Human Resource Professional with three
decades of experience, having worked in
multinational companies of repute with
distinction in senior positions. A certified
ezinearticles.com expert author, poet,
freelance consultant and owner of three
blogs. An internationalist and a peace
activist. A strong believer of a NEW
EQUAL WORLD based on the principles
of equality, equity and empathy.
its scope to include their opinion about
bias and its extent if found present. An
average of all the above reports should
decide about its extent. The Human
Resource Department on regular basis
collect evidence and any indications or
perceptions of personal bias and that
must also be recorded and included
when finally determining whether bias
existed and its extent if found present.
Intervention will consist of adjustment in
the reward. If the conclusion determines
that bias was 25% then the reward will
decrease or increase by that percentage
keeping in view positive or negative
nature of bias.
A Word Of Caution
A biased performance appraisal
can cause tremendous harm to the
employee who is the victim of negative
bias even threatening his job and
career. On the other hand, positive bias
may result in derailing organizational
systems, values and culture. It is
essential to properly train the appraisers
and to put more effort in making the
system more balanced by reminding the
appraisers about the aftereffects of bias
as indicated by Elizabeth Gaskell in her
quote: “How easy it is to judge rightly
after one sees what evil comes from
judging wrongly!”.
It is time to carry out performance
appraisal as a method of judging not
only the one being appraised, but also
the appraiser.
TASNEEM HAMEED

Ken Beller
Have you ever dreaded going to work because
you didn’t want to deal with all the conflict?
Maybe you didn’t want to face a boss who
nitpicks and over-analyzes everything or work
with a co-worker who is constantly texting while
you’re trying to explain something important.
Well, you’re certainly not alone.
Research shows that chronic unresolved conflict
is a decisive factor in at least 50% of employee
departures. 1
Further, roughly 65% of employee
performance problems are caused by strained
relationships between employees.2
What’s more,
managers spend 25-40%
of their time dealing with workplace conflicts.3
That’s up to 2 full work days every week that
they’re not getting any real work done! As
workplace conflict expert Daniel Dana, Ph.D.
states, “Unresolved conflict represents the
largest reducible cost in many businesses…yet it
remains largely unrecognized.”4
A Hidden Cause of Workplace Conflict
But what is the cause of all this conflict? Of
course, individual personality differences play a
role. However, one of the biggest hidden causes
of workplace conflict is generational differences.
After all, a company founder who was
born in the 1920s and grew up during
the impoverished Great Depression has a very
different work nature than a new hire who was
born in the 1990s and grew up in the generally
abundant and constantly connected Information
1 The Dana Measure of Financial Cost of
Organizational Conflict, Dan Dana
2 Managing Differences: How to Build Better
Relationships at Work and Home, Dan Dana
3 Washington Business Journal
4 Measuring the Financial Cost of
Organizational Conflict, Dan Dana

How is
Conflict
Hurting
Your
Business

Age. Basically, since they grew up
in such different times, they come
from completely different worlds and
have very different perspectives and
values. It’s not surprising that the
latter might be reluctant to play by,
or even understand, the rules of the
former. With so many generational
differences across an organization, it’s
no wonder there’s so much conflict!
So, where do we start in reducing this
generational conflict? Unfortunately,
when we look closely at the
traditional approaches to generations
(like Baby Boomers, Gen X, Gen
Y, etc.), we find some significant
problems.
The Traditional Generational
Approaches
The traditional approaches to
generations are flawed in a number
of ways. First, they take randomly-
chosen periods of time to try to
create generational profiles. But,
arbitrary timeframes such as a boom
in the birth rate after World War II,
or historical social cycles, do not
accurately reflect powerful shared
social experiences or exponential
technological change.
Second, the traditional approaches
try to predict how people will behave
in the future based on how they
behaved in the past. Unfortunately,
this approach doesn’t work either,
because past behavior does not drive
future behavior.
The Near Bridge Generational
Approach
In contrast, the Near Bridge approach
to generations looks at why people
behave the way they do and predicts
future behavior based on deep-
seated and often unconscious shared
values. Values drive behavior and
act as motivational filters through
which past behavior is more easily
understood and future actions are
more predictable.
The importance of shared values
came to light as Near Bridge
researchers analyzed thousands
of pieces of historical data (major
events, movies, music, commercials,
etc.) from the past century of
American life. In doing so, they
discovered generational groupings
that differ significantly from those
traditionally recognized. These
groups, whose consistent connection
is shared experiences, are termed by
Near Bridge as Value Populations and
are named to reflect their members’
shared values, such as Patriots,
Performers, Believers, etc.
“Unresolved conflict
represents the largest
reducible cost in
many businesses…
yet it remains largely
unrecognized.”

How Understanding
Generations Can Help Your
Organization
How Understanding Generations Can
Help Your Organization
Understanding generational values
can be highly beneficial to your
organization, both externally and
internally. Externally, it’s very useful
in areas such as sales and marketing
and customer service, to help better
communicate and connect with
customers. It’s also extremely helpful
within the organization to improve
areas such as recruitment and
retention, so you can better attract
employees
from different
generations
and reduce
turnover and
retraining costs.
And part of
that is creating
rewards and
incentives
that appeal
specifically to
Website: Ken Beller’s Website
Email: kbeller@nearbridge.com
LinkedIn: Ken Beller on LinkedIn
KEN BELLER
Ken Beller is the lead author of the highly-
praised books The Consistent Consumer and
Great Peacemakers. He is also the president of
Near Bridge, a consulting firm that specializes
in reducing generational conflict. Near Bridge
offers live speeches, workshops, and consulting,
as well as the convenient eCourse Reducing
Generational Conflict: at Work and at Home.
employees of different
generations. After
all, what motivates
one group can be
completely opposite of
what motivates another.
Further, all of this
helps make diversity
and inclusion efforts
more complete, since
generational differences
are one of the most
overlooked aspects of
diversity and inclusion.
The Bottom Line
The bottom line is this: in any setting
that requires two or more people
of different generations to work
together, understanding generational
values helps to reduce conflict—and
spending less time in conflict frees
up more time to collaborate and be
productive. And that not only makes
our businesses more profitable, it also
makes our work lives more enjoyable
and fulfilling, so we can stop dreading
going to work and actually start
looking forward to it again.

Sample the eCourse for free at NearBridge.com
TIRED OF STRESSFUL CONFLICT?
Gain powerful insights to reduce conflict
and improve relationships in your life
with this new eCourse!
“One of the best trainings I have attended.”
–Jan-Jan Lam, Manager, Disney University
“Life-changing information shared in each session.”
–Dr. Yolanda Williams, Dir. Diversity Inclusion, Seminole State College

It’s
Jude L. Gorgopa
I’ve been hearing a lot of speeches and
conversations lately particularly from
leaders of companies, organizations,
and political candidates. They all got
me thinking about language and what
a powerful influence for good, bad, or
indifferent words can have, how they
can stick or simply slide away.
I recently published my eBook on the
topic of communicating in today’s
market and I must say that I have
learned a few revealing truths during
the process. I also changed the format a
few times. Writing about words and how
they should or should not be used can
get, for lack of a better word, wordy.
We’ve all heard that it’s not what you
say but how you say it and choosing
words carefully for best effect can be
more productive; best to be succinct
and get to the point. This can be easier
said than done, particularly when what
we say is often linked to our egos, fear,
expectations, and past experiences. It’s
also interesting to note the statistical
fact that 55%-80% of all human
interactions are nonverbal. This means
that our gestures and movements, no
matter how subtle, can provide more
impact than a spoken word.
They can also reveal whether we’re
lying or not. Having knowledge of body
language and being a keen observer can
save a lot of wasted time and heartache
but, being the emotional addicts that we
are, we tend to have selective hearing
and choose to believe what we need to
at any given time.
Words can make us cry, laugh, make us
angry, upset our world and change our
lives. They trigger our psyches for better
or worse and how we respond is usually
based on the past, our fear of failure,
our need for acceptance. If we allow
them in, words can fool us, diminish our
accomplishments, humiliate, and cause
great stress. They can also lift us to
new heights, provide hope, motivate us,
reinvent our attitudes, and create great
possibility.
Only
Words

Of course, our reactions depend on how
we are feeling about ourselves at any
given moment; our perceptions, how we
are listening, and how aware we are of
what the speaker is really saying. There
are several variables involved including
the person that we are having a
conversation with or listening to. People
are usually expressing their own inner
angst from say, unmet expectations
when they berate others.
Words can also be an intimate
revealer of the speaker and how
they see themselves. But why do
we get emotionally involved in
some conversations and not others?
Sometimes we’ll hear words that
might press a button and in turn cause
discomfort, perhaps negative feelings
toward the speaker even if the message
is true for us. No one likes being
criticized, particularly if it’s unfairly doled
out in public, but understanding where
it’s coming from and, more importantly,
the motives for why can
turn the situation around;
even if we truly deserve
the criticism, we don’t
have to hand our power
over.
Words can carry quite
a visceral impact; they
can have a long-range
effect on others and also
create a domino effect
for better or worse. One
positive word can change
a life just as a negative
comment will most
certainly resonate.
Words are like seeds;
they plant themselves
Website: Jude Gorgopa’s Website
Email: jude@cloutetc.com
JUDE GORGOPA
Jude Gorgopa is a speaker, author, multi-
certified coach, business owner, advisor,
fundraiser, and award winning sales trainer.
Self-employed for most of her adult life in
the U.S. and abroad, she founded Clout Et
Cetera as a reinvention consultant small
business resource in 2001 along with The
Fundamentals of Clout that addresses a variety
of essentials such as: personal style branding,
communications, lifestyle business trends,
creating powerful first impressions online
and in-person. Jude has worked with hundreds
of people over the years and has also created
world renowned seminars as an adjunct for
NYU, FIT, and Baruch College.
in our personal impressions, often
subliminally, and either flourish or fade
depending on our interpretation of
them.
“If you tell the truth,
you don’t have to
remember anything.”
__Mark Twain
To be more successful in leading others,
and simply better as human beings,
we all need to choose our words more
wisely, to observe more, and to focus
on what others are saying without
distractions. Remember that people will
eventually forget what we did, they’ll
even forget what we said, but they will
never forget how we made them feel.

The Motivation Puzzle: How
the Pieces Fit Together
THEBOBMASONSERIES
A common management question
is “How can I motivate my people?”
Unfortunately, leaders too often default
to the money or perks answer. In The
Motivation to Work, (New Brunswick,
NJ, Transaction Publishers, 2004) Dr.
Frederick Herzberg lays out a very
compelling case that these are what he
called Hygiene Factors not motivators.
Since motivations are desires to meet
needs, leaders must understand those
needs.
Survival is a basic need. A threat to
our survival can elicit strong reactions;
psychologists call it fight or flight. In
today’s world most workers are not
concerned with becoming lunch for
a wild animal as much as feeding
and sheltering themselves and
their families. Note the dotted line
relationship. The survival need isn’t
necessarily exclusionary though it can
overshadow other needs. Motivation
for higher level needs is still possible,
even when survival needs are not
completely met. On the other hand,
even if employee’s acceptance and
self-esteem needs are met, they
may leave the company if another
opportunity arises that will better meet
their survival needs. The retail industry
provides a prime example. Employees
are notoriously underpaid with limited
and uncertain hours and to meet the
survival need, some employees work
more than one job. Turnover in the
retail industry is high; in some cases
over 100%. This doesn’t mean money
is a motivator, just a tool to achieve
the need. It has little or no effect on
motivation to higher level needs.
Safety is very similar. A worker
who fears for his or her safety will
concentrate on that need at the
expense of everything else. Again,
although they may still have some
motivation towards other needs, safety
will take precedence. Remember,
safety can be physical or psychological.
Perceived threats based on race,
religion, or similar factors can be
just as disruptive as physical threats.
Workers expect the company to
meet their safety need, but the same
workers will sometimes perform in an
unsafe manner if it seems momentarily
convenient for them. Oddly enough,
this doesn’t seem to affect motivation
to meet the safety need.
Helping workers meet socialization
and acceptance needs can seem
challenging for leaders who can’t
constantly police interpersonal
relationships in a workgroup. What
leaders can do is ensure a work
atmosphere of fairness. It’s also critical
that each worker clearly understand
where they fit in the organization,
what their contribution is, why
that contribution is essential to the
company’s success, and that the boss
also understands their importance.
Part 4 of Bob Mason’s great series on Motivation

Next In The Series
Engage!: How Understanding Motivation Can Create Engaged
Workers
WEBSITE: Plan Lead Excel
TWITTER: Bob Mason on Twitter
EMAIL: rlm@planleadexcel.com
BOB MASON
Bob Mason helps companies develop energized
leaders, engaged employees, and more profits
by teaching supervisors and managers to lead.
A retired military officer, he has over 30 years
of real leadership experience from small teams
to large, complex organizations. Bob’s third
book, Don’t Worry, You Can Do This: What New
Supervisors and Managers Need to Know About
Leadership was recently released on Kindle.
When leaders make these
points clear, workers are
more likely to feel they
belong and are accepted.
A technique I’ve found
useful is friendly
competition. There seems
to be an innate human
need to win. You may
notice that, while there are
many loud voices preaching
that winning or losing isn’t
important, popular “reality”
TV shows seem to lean
heavily toward contestants
winning, often at the
expense of others. In the workplace,
competition that emphasizes losing, or
winning at other’s expense, is detrimental,
but the opportunity to be part of a winning
team can be a great way to help people
meet the acceptance need.
Winning also helps realize the self-esteem
need. The motivation for self-esteem is
very strong and is present whether or not
other needs are met. Helping workers
meet this need is actually fairly easy.
Recognizing good work, whether a simple
thank you or a public award will feed that
motivation. Self-esteem is a continual
need which is never completely satisfied
so recognition will only meet the need
temporarily. What works over a longer
period of time is a culture of performance
excellence. When people know they are
on a continuously winning team and know
the boss understands the importance of
their contribution, they feel a higher level
of self-esteem.
Many, but not all workers who achieve
a high level of self-esteem need to be
challenged. The motivation for this
challenge need can be quite strong and
workers might even leave a company if
they don’t feel challenged. Successful
leaders look for people who seek new
opportunities or are willing to take on the
hard jobs. These are the people who need
a challenge. Notice the arrows between
challenge and self-esteem. These two
needs are interrelated as challenge feeds
self-esteem.
The beauty of this relationship is that even
for a worker who doesn’t seem to actively
seek a challenge, when they successfully
meet a challenge the boost to self-esteem
makes them more likely to seek future
challenges.
A work environment that considers these
six needs allows workers to realize their
individual motivations and become more
engaged in the company’s success. That’s
what I’ll discuss next month in this series’
final installment.

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Gary Cattermole
How to Retain Talent
as Green Shoots of
Recovery Appear
Gary Cattermole is a Director at leading
staff survey provider, The Survey
Initiative, here he explains how and why
companies need to plan ahead and act
now to retain top talent as the green
shoots of recovery spread…
When Britain first headed into recession
much was made in the media about the
high proportion of the UK workforce
whom had never worked in a period
of economic decline. Now many have
experienced the challenges such a
period of uncertainty brings, but how
will the workforce react when exciting
new job opportunities start to appear
at the back of business magazines?
In a time of recession the majority of
employees look for security clinging on
to jobs; and the proportion seeking out
fresh positions significantly decreases.
But the employment landscape is about
to change and traditionally companies
have found it very difficult to hold on to
top talent as we head out of recession.
Top talent can often be the first group
of employees to leave a business, as
by nature they are more aware of their
capabilities, more tenacious at reaching
goals and more aware of their perceived
economic worth.
How to retain top talent?
Strategic plans need to be put in place
immediately to ensure top talent doesn’t
flee with the allure of increased salaries
and employee benefit packages. Business
leaders and HR Directors need to
reassess their talent management (TM)
programmes to ensure they are fit for
purpose. Many organisations will have
new challenges and want to compete
for new opportunities as the wheels of
capital start grinding back into action.
Talent to meet the new demands may
need to be reassessed to ensure they
meet a company’s future plans.
Once you’ve decided where your business
is going you’ll need to decide who’s
going to drive it forward. Reassess who
should be on the talent programme, and
make sure employees are made aware of
who’s on it and who’s not. Don’t keep it a
secret, and don’t think it will be too de-
motivational for those that were on it if
they’ve been shifted off the system – just
imagine how they would feel if they are
repeatedly turned down for promotion
when they thought they were a part of
the TM system. Be open and transparent
and advise employees what action they

need to undertake to move
their career forward within
your organisation.
Don’t fall into the trap of
taking it for granted what
you think your top talent
need to reach their goals.
Talk to them direct and
engage them in workshops
to see exactly what their
career aims are and how
you can work together
to support them whilst
delivering your corporate
goals. Be creative and offer
staff training and new skill
and experience opportunities such as
secondments to other departments to
share best practise or learn new skills.
Remember the more stretched and
contented top talent are the least likely
they are to leave.
All businesses have had to steer
through very tough and long hard
economic times. Along the way
many companies have had to make
redundancies, cutback on salaries, offer
fewer promotions and less training
opportunities, therefore staff will have
changed their opinion of your company
over the past few years. Engage with
all staff on all levels to ensure their
voice is heard and that they understand
what is going on in the business,
especially during a period of change.
Many employees will feel that they’ve
been incredibly loyal to have stuck with
a company through thick and thin so
make sure you engage with them on an
on-going basis as the economic uplift
flows into your market sector.
TOP TIPS TO KEEP TOP TALENT:
1. Review your talent management (TM)
system ¬ is it fit for purpose?
GARY CATTERMOLE
The Survey Initiative is a leading staff survey
provider, specialising in employee engagement,
internal communications and talent
management.
The Survey Initiatve - specialising in employee engagement
Twitter: The Survey Initiative on Twitter
Telephone: 01255 850051
Product: Engagement Surveys
2. Align your TM to your strategic goals
¬ it must dovetail into your wider
corporate aims and objectives.
3. Is your TM system transparent?
4. Do you consult with your talent or are
their needs assumed?
5. Check that your TM system is giving
you meaningful and robust information.
6. Be prepared to devise more creative
opportunities for those on TM to cope
with the changes your business may
face.
7. Engage with all members of staff to
keep them motivated and excited about
future developments.
To find out more, visit www.
surveyinitiative.co.uk

ONE OF THREE
THAT WORKS
WONDERS
TRY ONE OF THE OLDEST TOOLS FOR
INTERPERSONAL RELATIONSHIPS
Garland Van Dyke
Joe Frustrated
Joe was a driven, ambitious, person.
He pushed himself to accomplish
important things, things important
to him. Joe was short with others in
conversation. He was angry when
folks didn’t come through for him on
time, budget, or quality. He let them
know his bitterness in words and
behavior.
You can imagine Joe was a very
frustrated individual. People and co-
workers stayed away from him. No
one wanted to be rebuffed by his
sharp tongue. People wondered how
he got married and stayed married.
Others who knew the couple said it
was a rocky relationship with lots of
spats.
The result of his work behavior was
extra hours of work and fighting
project details by himself. He was not
at peace within, anxious, on edge, and
even though driven to succeed, never
felt good at the end of a project.
Without a doubt Joe knew he needed
other’s help to get things done on
time. In a word, Joe was a mess.
One of Three
You know what Joe needed? Kindness!
It is one of three often missing
elements in all areas of our life.
Joe and the rest of us live in a crazy
world. Deadlines and drop dead dates
continue to pile up. There is a direct
correlation between the upward spiral
of anxiety and the due date of a
project. The closer the deadline, the
higher the anxiety. We all experience it
even if we won’t admit it.
People in our world are never perfect.
We sometimes depend on others

we are serviceable, good, and
pleasant. This definition is from
Vine’s Expository Dictionary of New
Testament Words.
Consider the Benefits.
(1) If you are kind to others they
are likely to return your kindness.
We all need kindness. It is one of
the fundamental things about being
human. You are not perfect. You want
kindness shown to you.
(2) If you are kind to others, you
work together well to achieve the
best outcome. This would
of course save time,
money, effort, and
make for a setting
where work really
progresses.
(3) If kindness
prevails, we all
have each other’s
back-that’s a team
oriented concept.
And I’m sure you’ve
heard of the
maxim for
“team”-
before our piece of work can begin.
Their work is often not on time; the
work can be substandard for which
you will need to straighten out tedious
details; the budget doesn’t allow for
time to rework work. Those pesky
time management records have to be
filled out for each project, for each
hour of work.
You can see why we are on edge and
edgy with each other. Our nerves
are overplayed. The stress chemicals
run amok in the body. It all makes
for a difficult environment. We need
kindness. Even more,
we need to show
kindness to
others. We
get when we
give.
Kindness
is a verb.
It shows
action.
We “do”
kindness
to ourselves
and others.
Kindness in
action
means

Together Everyone
Accomplishes More.
To some that sounds
“hokey.” Then again,
consider how many
millions are spent in
the team industry-
management,
leadership, team
building, and
organizational
development. The
team that wins the
biggest goal in sports
does so because of the
team concept. Those folks are simply
good to each other.
(4) If kindness is present you can
enjoy your successes. You are
relaxed. You are excited about the
work opportunities before you. Why
is this important? Ask management
folks how much money is lost in
absenteeism.
(5) Kindness is one of three golden life
elements. The other two are courtesy
and respect. The world is losing its
place in civility. Workplace shootings,
bombings, and such may be prevented
if we were more conscience of simply
being kind to each other.
(6) For me, in my line of work as
a minister, kindness is required by
the Almighty and presented in The
Book: “And be kind to one another,
tenderhearted, forgiving one another,
even as God in Christ forgave you,”
Ephesians 4:32. Sounds like the best
plan of all to me.
Website: Garland Van Dyke
Email: garland@garlandvandyke.com
Facebook: Mindu on Facebook
Garland is minister motivating others to find
that which is truly important and amazing. He
provides coaching and speaking to individuals
and organizations.
GARLAND VAN DYKE
Encourage JOE
Everything depends on .
Jobs-available when sales occur.
None of us can afford mean sales-
people.
Opportunities-maximized by
kindness. Don’t be on the outside
looking in.
Encouragement-acts of kindness
toward others driving everything to
completion.

When we were kids, most of us played
“Follow the Leader”. The idea was
that you would take turns being the
“Leader“. In fact, the one who followed
the best was to become the next
leader. Sometimes that didn’t happen.
Sometimes the “Leader” wanted to stay
being the leader and the followers wanted
that person to continue on being the
leader. Sometimes the “Leader” wanted
to continue on being the leader and those
following didn’t want him to continue
on, they may have felt the person that
had led wasn’t a good leader. So, there
was discord; some quit caring if they
followed, others purposely quit following,
some became confused as to who were
they supposed to be following, and some
broke off into their own game of “Follow
the Leader”. Aren’t we glad these things
don’t happen in Corporate America?!
But, they do.
A Harris Interactive poll was taken to find
out how well organizations function under
current leadership. Here are the
results which involved
FOLLOW THE
LEADER
interviewing 23,000 working Americans
and interpreted by the late Stephen
Covey as if these organizations were
11-member sports teams:
•Only 4 of 11 players would know which
goal was theirs
•Only 2 of 11 would care
•Only 2 of 11 would know what position
they play and what their role is
•9 of 11 would, in some way, be
competing against their own team,
instead of the opponent
With so much leadership training
available, why are so many in corporate
leadership so lacking?
With all of the Leadership training on
the market, why do organizations ask for
new Leadership training? Tony Robbins
recently said about Leadership, ‘A leader
is someone who creates breakthroughs.”
We’re living in the most disappointing
time in leadership in my history of
being here. Why are we disappointed?
Because the people we are calling leaders
are really followers.
Edward Lewellen

Most...leaders are trying to keep their
jobs so they do what’s popular. There’s
no leadership in following what’s popular
Leadership is your capacity to step in
when you know it’s unpopular...and to
influence others. In my mind, here’s my
definition of a Leader: A person of real
influence. A person that will not stand for
something if they know in their soul that
it’s not right.’
Here’s my challenge to you; How will
you show yourself to be a true Leader?
What legacy will you leave that will have
an impact on the people you touch and
beyond? What are you going to do to
change the stats shown above?
I want to look at four areas of life and
business to give you some guidance.
And, I believe you have to start with
your own psychological, convictional, and
behavioral systems.
“A leader is someone
who creates
breakthroughs.”
Tony Robbins
1) Are you congruent in your life? Here’s
a great test to find out if you are, or not.
Are you happy? If you’re not happy, then
how you see yourself (psychological) isn’t
congruent with who you are being. If
you’re incongruent and not happy, then
how can you have a positive impact on
those you lead?
2) What do you believe (convictional)?
Do you believe you aren’t worthy? Not
good enough? Not confident enough?
Not good-looking enough? Tall enough?
Short enough? Skinny enough? Do you
believe that other people are only out for
a paycheck? Aren’t honest? Are lazy?
Are stupid? That they will always have
more than you? That others are “lucky”
when they find success…and you don’t?
3) What does your lifestyle (behaviors)
show about you? Do you display anger?
Treat other people with disrespect?
Give up when things get tough? Look
for excuses, instead of solutions? Find
someone else to blame things on when a
project fails? Always are asking for more
resources, rather than being resourceful?
Once a Leader brings these areas into
focus, they then have an opportunity to
be a real benefit to the people they lead.
The next area I believe that a real Leader
will create is a culture that fosters the
outcomes they desire and that fits their
vision, mission, and values. This may be,
or not be, the same as the organization
with whom they belong. I’ll give you a
personal example: I was once a Sales
Leader in a company that was led by a
CEO that was in a constant rush. The
feeling of the top-level executives was
that if you aren’t in a frenzy, then you
must not be working. After just a short
time with the company, I had the sales
team running at a smooth, even pace.
We had time to enjoy our work and
receive extra training, while exceeding
sales quota. I remember being called
into the office for a meeting with the
CEO and CFO because they felt the sales
team was slacking off and wouldn’t hit an
important deadline.
I was told that the CFO, a
few other executives, and
I would need to get on the

Website: Transformative Thinking
LinkedIn: Edward Lewellen on LinkedIn
Email: ed@trans-think.com
Telephone: 972.900.9207
Product: Dr. Lewellen’s eBook “Creating a Life in Forward Motion”
EDWARD LEWELLEN
Dr. Lewellen is an expert in leadership
development, organizational alignment,
motivation, goal-setting, change management,
sales management, and other top and bottom-
line initiatives.
phones right away and work long hours
for several weeks. This was in addition to
the sales team that was ‘slacking off’. I
told the CEO and CFO that I had it under
control and not to worry. That made
them worry even more, because I didn’t
go into “Emergency” mode. Without any
extra hours, without a frantic pace, not
only did the sales team exceed the quota,
they exceeded it by 500%! They created
more sales that month than had ever
been created for that company in a single
month! I led the sales team against
the frantic-style ‘culture’ of the overall
company to heights that had never been
achieved.
4) Create the culture. What will you do to
create the culture around you that drives
extraordinary outcomes? You must first
have a vision that you are passionate
about and that is bigger than yourself. It
must be something that others want to
contribute to and be a part of, something
that will change something else for the
better. What’s your mission for the people
you’re leading, the reason for them being
gathered together? What values do you
and the people you lead value? When
you create this culture,
it brings a great deal of
clarity.
A few examples are:
•You will know what
projects you will take and
which ones you won’t
•You will know which
people you will hire and
bring on the team and
which ones you won’t
•You will know which
people will stay on the
team and which ones will
need to find somewhere
else to work
•You will know what behaviors will be
promoted and cultivated…and what won’t
be
As you fully consider all of this
information, you discover that clarity
is the key. Clarity about yourself
(psychological, convictional, and
behavioral), clarity about you purpose,
and clarity about your desired outcomes
and the culture that will make them
achievable. With this clarity, here are
what your stats will look like from the
previously mentioned poll:
•11 of 11 players will know which goal
was theirs
•11 of 11 will care
•11 of 11 will know what position they
play and what their role is
•11 of 11 will be competing for their own
team
So,discover who you truly are, what your
values are, what your vision is, and live
congruently with those! The happiness
and satisfaction you find will empower
you to live the definition of the term
“Leader”!

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There is a lot of material on change
management and how the only
constant in the world is change itself.
This focus on change and change
management can make one think that
change is what we should be aiming
for. But do we have it all wrong?
Should we be talking about change
or about how we are going to move
forward? In this article I will challenge
us all to thinking about moving
forward, rather than change.
Do not get me wrong. I do believe
that we are living in a world that is
very much changing and changing
at a faster and faster pace. This is
certainly a factor that we need to
consider in our actions in moving
forward. However I believe that the
focus needs to be on what we want to
achieve and what the future will look
like.
I have experienced moving forward
over the last couple of years in
my role in the Australian Army
Reserve. At the beginning of 2011
I was posted into my current role
as Officer Commanding 4 Combat
Engineer Squadron. The squadron was
operating at a good level and was
meeting the required outcomes. There
was not a need for change per say.
After a conference with my senior staff
we concluded that there were areas
that we could improve in.
Change, or
Moving Forward?
Attila Ovari

Without going into the full details, we
analysed our mission, the upcoming
structural changes to Reserve
Engineers and our likely future tasks.
We then developed a staged plan to
evolve into the squadron that will be
required for the future. This vision has
placed us ahead of the change cycle
that the Army Reserve is currently
experiencing.
The changes were not all made at the
same time. However during the whole
time we did not focus on change, we
focused on what we wanted to become
as a Squadron and why? The why was
very much an operational focus for
our likely future tasks. We developed
a simple sense of purpose being
“providing a deployable Troop and a
deployable Squadron Headquarters”.
Though simple this sense of purpose
enabled us to sharpen our training
program, reorganise our equipment
stores and develop our standing
operating procedures.
“the focus needs to
be on what we want
to achieve and what
the future will look
like.”
The outcomes of this sense of purpose,
has been that the Squadron has
changed. The change was not because
we focused on change, but more
on where we needed to be (moving
forward). The changes have not been
what everyone wanted and through
using a moving forward approach
we have been able to ensure that
everyone has at least been aware of
why. As I review the last couple of
years in command of the Squadron, I
am proud of what has been achieved.
So what are the lessons that we can all
apply in our work places. What are the
key steps that we can take away?
• Step 1: Develop what it is that
you want to become. This is not what
you want to achieve, this is what value
add you will make to your area of
influence. Review your mission, your
stakeholders expectations and your
vision for the future. Work with your
team on this process.
• Step 2: Develop an easy to
understand sense of purpose for the
organisation. In step 1 you discover
who as an organisation you want
to be; in step 2 you are focusing on
what this means. What is the sense
of purpose that you want each and
every member of your organisation to
focus on? Ensure that this is an easy to
understand purpose statement.
• Step 3: Develop a plan to move
forward towards your organisational
purpose. Ensure that you involve your
team and other stakeholders in this
process. The more involvement and

ownership over the
plan that you can
empower on your
stakeholders, the more
likely they are going to
move forward with the
same sense of purpose
as you.
• Step 4: Monitor
your progress. Ensure
that you take the time
to step back from the
day to day activities
to ensure that you
are heading towards
your desired sense
of purpose. It can
Blog: Attila Ovari
Telephone: +61-450-030155
Email: attila@ovari.biz
ATTILA OVARI
Attila Ovari has a large Passion for Life. As
a Leader, Trainer, Speaker Writer Attila
utilises in excess of 16 years of leadership and
management experience. He has a reputation
for challenging both himself and those around
him to set and achieve high standards and
goals. Attila has demonstrated leadership
ability through inspiring and empowering
both paid and volunteer team members in
business, government, private and not for
profit organisations. Attila has qualifications
in Management, Training and Assessment,
and is currently studying towards a Masters of
Business Administration
be easy at times to get distracted by
the day to day stuff and go off course.
Ensure that key decision points are
selected to review your progress and
direction.
• Step 5: Adjust your plan. As you
implement your plan it is the purpose
that is important, not the plan. If you
need to adjust the plan to meet your
purpose, then adjust your plan, not your
purpose.
• Step 6: Review and Celebrate.
As you progress forward, you will
consistently review want you want to
become and also your sense of purpose.
However as you review these things,
remember to celebrate with your team
and stakeholders the ground you have
gained.
So in conclusion I again challenge us all
to think about moving forward, rather
than change management. Through
a focus on a sense of purpose I am
sure that you will be able to move your
organisation into the organisation that
you want to become.
“We keep moving forward, opening new
doors, and doing new things, because
we’re curious and curiosity keeps leading us
down new paths.”
Walt Disney

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Barbara Ann Derksen
Honesty and
Integrity
in the 21st
Century
Have you ever watched a child who
tries to get out of a pickle? They
invent a story, and try hard to get the
person they’re defending their actions
to, to believe their tale of woe. That’s
what a fiction writer does. We invent
stories and, in the writing, work hard
to get out readers to believe that the
story is possible.
So...while we would call the child a
liar, does that mean that fiction writers
are liars, too? And if we are...in the
writing...how does that translate into
everyday life? Are we able to leave
the lie that we write and live the life
of a person of integrity...someone that
people can trust?
Trust is a big issue. If you think about
who you trust and who you don’t,
why did you lose trust in that person?
Probably because they lied to you a
time or two so you know you can’t
trust them or their word. It takes a
long time to rebuild trust once it’s
Displayed integrity or honesty reveals
our worldly expectations. Would you
agree? When we point out to a store
clerk that they made a mistake when
they returned more change than
was due, do we see surprise register
on their face? When we return
someone’s dropped wallet with all
their money and credit cards intact,
do we expect a reward or simply toss
it up to the way one should live? Are
lies a way of life in our current job
description or can our performance be
held to a higher standard filled with
integrity and honesty?
Day by day, we who write fiction are
immersed in a world that does not
exist, telling - no - showing the story
of people who do not exist, inventing
dangers for the characters to avoid
or not, and pretending that there’s
someone in the story who cares. It’s
all made up, false, a figment of our
imagination.

Product: Latest Mystery. Available on Amazon.
Website: Adventures in Writing
Facebook: Barbara Ann Derksen on Facebook
Email: barbarawrites14@gmail.com
Telephone: 204-392-8113
BARBARA ANN DERKSEN
Watching the expressions on the faces of her
readers is what drives author and speaker,
Barbara Ann Derksen to write. Her favorite
genre is murder mystery but each book brings
forth characters who rely on God as they solve
the puzzle in their life. Canadian born, Barbara
is a member of The Writer’s Collective, and
Christian Motorcyclists Association, USA.
broken. I don’t want people to distrust
who I am or what I stand for just
because I write fiction.
Now is this a stretch? Are all of you
able to separate yourself from the
fictional life you’ve created, to live a
life of integrity? I’d love to hear some
of your responses. I remember when
I used to watch soap operas when I
was a young mom. I’d live for the next
segment, feeling the pain with the
characters. I want people to react the
same way to my books but...I want
them also to
know that they
aren’t real, even though
they feel real.
When I deal with actual people, I
want my ‘yes’ to be yes and my ‘no’ to
be no. I want to keep my word, carry
out the plans I’ve committed to when
I’ve said I’d do them, pray for people
when I say I will. I want people to
see me as a person they can trust, a
person of integrity and while integrity
seems to not be as important in our
world as it once was, I think that it
matters...a great deal. I hope you do,
too.

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Recently I went to a HR
in SMEs conference and
enjoyed a great day
listening to a number of
inspiring speakers talk
about their experiences
of managing the
changes that growth
brings to a business.
On the day though, I
saw conferences as a
form of CPD in a whole
different light. Sat at
the back of the room
was Perry Timms of
Twitter – #PunkHR
– fame. Perry was
managing social media
at the conference and
from the outset we
were told, “Don’t turn
off your mobile phones;
join in our tweeting
throughout the day.”
What caught my
imagination was
that throughout the
conference, people who
were not even in the
room, at the conference
were Tweeting in to
ask questions of the
speakers, bringing a whole
new dimension to CPD.
I turned to thinking about the
value of social media within
the workplace, particularly as
a knowledge management
tool. But perhaps social
media takes knowledge to
another level.
Knowledge management
seems to me to be process
driven; a way of getting
knowledge to permeate the
business so that best practice
is shared. It can, although
not always, be hierarchical.
Social media is different
in that it takes on a more
informal and less structured
approach; there is no reason
why it cannot be used to
pass knowledge across the
organisation, by blogging for
example, but it adds value in
a different way.
Whilst knowledge
management provides a
framework for knowledge
to be captured and shared
where it can best be used,
social media adds value
by enabling people to
use knowledge in a more
innovative way; they can still
share best practice but at the
same time they capture their
experiences and opinions so
that those on the receiving
end of the knowledge can
make their own judgements.
Social media can add value
Social Media as a
form of Knowledge
Management
By Julie Gordoon

in a different way to knowledge
management as a means of employee
engagement; given the technology to
allow people to engage in this way,
they will do so because they identify
with it, not because it forms part
of a given structure in the way that
knowledge management traditionally
works in organisations.
Value is also provided from social
media in that it encourages
innovation, discussion and debate.
Communication groups emerge from
social media through joint interest in a
theme; those who sign up to a group
share its purpose and make their own
decisions about participation, rather
than it being something that is done
to them.
Both knowledge management and
social media have their place within
an organisation but each need their
own strategy and need to be valued
in their own right as a means of
communication, innovation and
engagement.
Telephone: 01302802128
Email: info:chrysos.co.uk
Website: Chrysos
JULIE GORDON
Julie Gordon heads up the team at cHRysos HR
Solutions, an organisation specialising in the
delivery of HR and Leadership-related training,
professional qualifications, as well as HR and
business consultancy services. With over 20
years’ experience in learning and development
within the private and public sector, Julie’s key
strengths are now in the management of the
learning and development process and in work-
based learning. As well as working in industry,
Julie has held various academic teaching posts
and has published journal papers in the field of
learning and development.
“Both
knowledge
management
and social
media have
their place
within an
organisation
but each
need their own
strategy”

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MONTHLY
INFOGRAPHIC!From Visual.ly

What Employers
Really, Really Want?
Clara Pound
Getting
employees
to do what the business needs is
often a challenge for many business
owners and people managers. When
we employ people the hardest thing
is often how we will define and then
communicate what is expected from
our employees and what the business
needs in order to function well.
In order to get the right outcomes
employers (business owners and
people managers) need to know how
to clearly define and then how to
communicate the right information, in
the right way, to their employees.
While it is often easier to complain
about what is not being done by our
employees, knowing what we want
and being able to clearly communicate
it in the right way to the people who
need to know is essential to getting
the right outcomes.
George Bernard Shaw said – “The
single biggest problem with
communication is the illusion that
it has taken place.”
Human beings are complex
creatures who can create
complexity from simple things.
We often see a great business falling
victim to the poor behaviour or
inadequate performance of employees
who do not know what they need to
do to be great employees for that
business. Often employees are not
advised of any consequences to
their poor behaviour or inadequate
performance until it is too late.
This lack of clear and respectful
communication of relevant
information can make it really tricky
if not impossible for even the best
employees to give their manager
or the business the great outcomes
which are sought after.
Good communication skills from
people managers and business
owners can be the key to great
employees giving productive outcomes
and behaving appropriately in the
workplace.

Most interestingly many poor
communicators adamantly believe that
they are giving out the right message
in the right way. Like many situations
it is easy to see ourselves and our
actions in a good light and see that
others have the short comings.
Considering the amount of time,
energy, and money which is invested
in finding and appointing an
employee to the business it makes
good business sense to improve the
chances of great outcomes from our
employees by communicating a clear
and strong message ‘respectfully’.
The following tips will help business
owners or people managers to
improve the outcomes from their
employees:
• Sara Lee Induction: have a well
structured and presented induction
process which layers information
over a period of time and mirrors
the information provided in both
the recruitment process and what
is required of the position by the
business. The induction process
should be a solid bridge into the
business, the link between what I can
offer (as an employee) and what the
business needs.
• Create a culture of professional
respect and regard: workplace culture
should be designed and developed
to prevent the damage caused by
lack of respect and regard for other
work colleagues. There is a level of
professional respect and regard which
needs to become mandatory. Decide
what this is and implement this into
your business. A good workplace
culture will help to increase the
engagement of your employees into
your business.
• Clarity of understanding: have a
clear and defined understanding of
how each position needs to contribute
to business outcomes and be able to
clearly and effectively communicate
this to your employees. Ask for
feedback so you can know whether
your message has been clearly
interpreted after all communication is
the response you receive.
• Communication Skills: ensure
all people managers learn and
apply the leadership skills and
the communication skills needed
for working with their employees.
“Communication becomes the
response you receive, not the
message you are giving out..... “

Communication
becomes the response
you receive, not the
message you are
giving out.....
• Policies
Procedures: Have the
right documentation
(Policies, Processes,
Procedures) in place
and make sure
employees know what
it means to them.
This will help you
increase your chances
of having great
employees.
• Be prepared to
take appropriate
action: make sure
that Policies
Procedures are used
and applied equally
for all employees and
that ‘consequences’
become a standard
expectation of non
compliance.
• Fairness Equity:
employees will feel
more respected and
will respond more
appropriately when
similar problems or
queries are dealt with
in the same way for
everyone. They will also
know exactly what to
expect.
Most importantly be
prepared to repeat
the message, gently,
sensitively and frequently
and to give positive
feedback when good
things are achieved and
when behaviour mirrors
what is expected.
In most cases ordinary
Website: Helping Employers get what they Really Really Want!
LinkedIn: Clara Pound on LinkedIn
Email: clara@practicalpeoplesolutions.com.au
Telephone: 0411 309 308
CLARA POUND
Mrs Pound is Director of Practical People
Solutions. Practical People Solutions conducts a
wide range of workplace training including the
new - “Employee Good to Great” workshops-
giving Employers what they really, really want!
Mrs Pound has over 23 years of experience in
dealing with most people related challenges
within the work environment.
employees can become
extraordinary with
the right information,
guidance and direction
and with the right
coaching.
Employees who clearly
know and understand
what is expected of them
have a much greater
chance of being great
employees and employers
who clearly know and
understand this have a
much greater chance of
being happy with the
outcomes.
“Be prepared to take appropriate action: make
sure that Policies Procedures are used and
applied equally for all employees and that
‘consequences’ become a standard expectation
of non compliance.”

From around the web
LIVE HAPPY MAGAZINE
POSITIVELY POSITIVE
THE HAPPINESS
PROJECT
THE POSITIVITY BLOG
POSITVE, HAPPY, INSPIRING PAGES

One can scarcely open a business
publication lately without being
bombarded by fifty shades of Marissa
Mayer and Sheryl Sandberg. Over the
last many months the topic of Female
Leadership has had more ink thrown its
way than the combined rosters of the
NBA and NFL. Business media, like all
media, tend to regularly cycle through a
long, dog-eared list of catchy topics and
for some time now one of the favorites has
been Female Leadership in general, and
noteworthy individual female leaders in
particular. I am not female but if I were I
think I might be plenty miffed by media’s
recurring epiphany regarding the efficacy
of female leadership attributes. Honestly,
how many more times must we “discover”
female leadership, and how many more
times must we endure the side-by-side
lists of male and female leadership traits;
pitting “Warrior” vs “Caregiver”. Seriously?
Can we not, once and for all, accept the
reality that females are eminently qualified
to lead successfully, and get about the task
of using that information to transform
and integrate our leader development
itinerary?
It’s been 23 years since Sally Helgesen
gifted us with four splendid examples of
how women neither need to become like
men nor do they necessarily have to play
by men’s rules in order to lead successfully.
In her portrayal of the fundamental
differences in how men and women
approach leadership she deftly describes
where the “female advantage” comes from.
I believe a fair reading of her foundational
work might conclude: For the majority of
men it’s largely about the “what”, the
“event” and the “win” – and for women it’s
much more about the “how”, the “process”,
and the “context”.
“Now is the time to unite
the soul and the world.
Now is the time to see
the sunlight dancing as
one with the shadows.”
Rumi
Leading From
Our Inner
OtherBernie Nagle

She builds this comparison not in a
customarily competitive context
where “what” and “how”
reside at opposites ends
of an either/or attribute
spectrum. Rather, she
coaxes us to picture
them comprising
the intertwined,
complementary
halves of the Tao
symbol – yin
and yang; non-
dual; female/male
energies in harmony
and interaction.
Rather than dismiss
or disparage the
Warrior archetype she
describes how each of
the four female subjects of
her book, “has mastered the
Warrior skills of discipline, will, and
struggle necessary to achieve success in
the public realm, but then moved beyond
them to provide models of what leadership
can become when guided by the feminine
principles.” In other words each of the
women profiled in Helgesen’s diaries has
learned how to honor and animate their
“inner other”.
Thinking back, even to grade school,
I don’t recall ever fully embracing the
“warrior/hero” mentality, so prevalent in
male leadership lore down through the
millennia.
Maybe
I was just a
wimp. Quite possibly I
didn’t warm up to power and domination
because I was small and skinny and not
at all likely to influence others physically
or psychically. It is entirely possible that
my tendency to default to reason and
collaboration was nothing more than
a rational accommodation to size and
stature, but upon further reflection I
realize I came by my more-feminine
leadership tendencies much more
honestly. Two noteworthy influences in
my life demonstrated to me a convincing
alternative to stereotypical male behavior
– my mother and my father.
My mother could be an outwardly
dominant figure who was able to
command attention and deference in
most situations. A registered nurse who
scrubbed floors and took in ironing to
put herself through nursing school, this

woman would have none
of the doctor/male BS on
the hospital floor, in the
school principal’s office or
occasional neighborhood
dust-ups. However, her
hard-as-nails exterior belied
the caring, compassionate,
shaman-like spirit that was
her true inner being, and
I got to see her in that role
of gentle healer more times
than I can recall. My father,
on the other hand, portrayed
an almost-submissive
exterior. But he was an
intent listener; cleverly
inclusive and collaborative,
yet resolute – and able in
most organizational settings
to influence opinion,
build a following and sway
consensus – thus repeatedly
becoming the leader of
social clubs, sporting
associations, and numerous
church committees and
activities.
What I observed in my
parents from my earliest
memories was what I believe
Jung would describe as an
androgynous maturity, an
expression of both male
and female energies, as
complementary components
of human psyche; an
integration of anima and
animus. In short, my parents
had learned to honor and
animate their “inner other”
and this in turn is what I
learned. Consequently the
inclination to listen, include,
collaborate, nurture and
connect – came as naturally
to me as the instinct to
pillage and plunder came to
Julius Caesar, or the impulse
to raid and acquire to Carl
Icahn.
In the closing pages of
“The Female Advantage”,
Helgesen refers to the
work of psychologist,
Carol Pearson, where
she describes the classic
male and female heroic
archetypes – the Warrior
and the Martyr – and
suggests we move beyond
them “to acknowledge a
new kind of hero that unites
the qualities of both: the
Magician”. In Pearson’s
words, “At the Magician’s
level dualities begin to break
down. Magician’s see beyond
the apparent dichotomies
of male and female, ends
and means, efficiency and
humanity, mastery and
nurturance, logic and
intuition. Instead they focus
on the interconnections
that bind all human beings
together and relate events to
one another.”
It is the “Magicians” among
us - competent, resolute,
compassionate, mindful,
conscious - who have
learned to honor and
animate both male and
female leadership energies.
If we are to overcome
the daunting dearth of
enlightened leadership in
the hallways of corporate
entities worldwide, we must
lose the focus on “male
vs female”, and begin to
encourage a transformative
development of leaders who
embrace both the anima and
animus – men and women
alike, learning to lead from
their “Inner Other”.
Website: Altrupreneur
LinkedIn: Bernie Nagle on LinkedIn
Email: altrupreneur@gmail.com
BERNIE NAGLE
Bernie has spent the last three decades
studying, teaching, and facilitating Employee
Engagement through Conscious Leadership. He
has held positions as VP of Operations, Director
of Strategy, and Director of Global Process
Improvement for Fortune 500 companies both
domestically and globally. He is also the author
of a hardcover book available on amazon called
“Leveraging People and Profit” @altrupreneur
Book: Leveraging People and Profit

One of the reasons I am passionate about
leadership is because I believe leaders now
and in the future have the skill, position,
influence and potential to help prevent and
cure suffering at work.
Suffering you might ask? Isn’t that a strong
word? Well yes it is, and no, I
am not even talking about
the endemic slavery that
exists, in our so called
civilised world, or
about the
child
labour
horror
which is
rife still.
Even
though,
both are
indeed, a
terrible indictment on our levels of
“civility” and care for each other as world
citizens.
So what do I mean by suffering? By
suffering I mean the “quiet desperation”
experienced when people come to work
with a heavy heart. When the stress levels
at work, are so high employees are on
medication. When levels of cynicism are
high, because senior managers simply
aren’t trusted. When people don’t have
any control, don’t feel cared about and, are
a simply a “bum on a seat”.
If by this point in reading you are feeling
dismissive, resistant or uncomfortable and
you read on, you are likely one who is able
to face those inconvenient truths which
life presents us with.
Don’t get me wrong, I know only too
well that as leaders we have massive
pressures and we do a fantastic job
most of the time. But sometimes we
have to really take some time out
to take a really hard look, to see
Facing
Inconvenient
TruthsBy Christina Lattimer

the inconvenient truths surrounding us.
Leaders might think suffering at work isn’t
applicable to them and their team. If their
team is engaged, motivated, with a clear
purpose, a great work/life balance and
works harmoniously together, they could
be in the small majority of leaders who
actually help to relieve suffering at work.
An easy way to find out would be to ask
their team. If not would they listen to
and face an inconvenient truth?
I worked with a brilliant group of students
recently. We talked about the issues facing
our leaders both at a global level and in
the corporate and business world. We
looked at the economy, the environment,
war, diversity, technology and everything
else which influences and impacts on our
leadership.
We also looked at the evidence out there
about the distrust and lack of competence
of leaders at work. According to the
World Economic Forum reported by “The
Economist” in January 2013 only 18% of
followers trust leaders. The DDI report
“Time for a Leadership Revolution 2011
” reported that only 38% of leaders rated
the quality of leadership highly. Study
after study shows that employees aren’t
loyal and are dissatisfied at work globally,
while in the UK, the CIPD Employee
Outlook report 2012 showed a massive
72% of those surveyed reported a lack of
leadership and management skills.
After the students and I explored the issues
currently facing leadership now and in the
future, I asked them this question. “What
qualities and skills would you want your
own leader to have given the task ahead”?
This is what they said.
“Integrity: Credibility: Wisdom: Courage:
Consistency: Social Intelligence: Charisma:
Vision: Communication: Appreciation:
Decision making: Fairness: Justice: Rational:
Creativity: Honest: Open-mindedness”
This from a group of multi-cultural students
from a cross-section of ages and from all walks
of the world of work.
“The mass of men
lead lives of quiet
desperation. What
is called resignation
is confirmed
desperation. From the
desperate city you
go into the desperate
country, and have
to console yourself
with the bravery of
minks and muskrats.
A stereotyped but
unconscious despair
is concealed even
under what are
called the games
and amusements of
mankind. There is no
play in them, for this
comes after work. But
it is a characteristic
of wisdom not to do
desperate things”.
Henry Thoreau

Not a mention about profit-making or
sales acumen or economic prowess. When
I challenged them, and queried that the
list was predominantly value based. They
confirmed that it is those values which for
them would make or break a leader. There
was also a resigned cynicism because some
of them did not believe that leaders would
buy into those values.
I was talking recently to a colleague about
a change programme he was developing.
He was astounded because his experience
with the senior team he said (quote)
“could only be described as derogatory to
their subordinates”. I had come across this
kind of attitude before. I find it’s mostly
an unconscious slant, which some leaders
have slowly assumed over the years,
because of their position and the zoning
out of their sense of powerlessness to make
a difference. I call it “The Superiority
Complex”.
One of the problems with dealing with this
complex is that it is largely unconscious.
When someone becomes conscious of
negative attitudes it can be terribly painful
to wake up and realise how damaging their
negative stance has been. For many it is
an inconvenient and painful truth, and for
those who have the humility to surrender
their attitude, it can be life changing.
We don’t need a revolution in leadership,
because then we make people wrong and
resistant and thus the denial continues.
We simply need to wake up - wake up
from the sleep we’ve been in and when we
wake up we have to forgive ourselves for
the lack of awareness our conditioning has
created, and face up to the inconvenient
truths and the painful albeit temporary
process this can involve.
When we face up to the truth of what lead-
ership is really about, then the suffering of
employees will begin to diminish. There
are many great leaders and leadership
experts who are effecting the shift needed.
A shift is happening, and it is a heartening
shift, but one which needs courage and
soul-searching to really make a difference.

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They're waiting…
They're waiting for you to tell them what the company is really all about.
They're waiting for you to tell them why they are important to that mission.
They're waiting for you to give them goals they understand and can be excited about.
They're waiting for you to tell them why they should be engaged.
You think they already know these things?
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RLM Planning and Leadership

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