Do you use your power of positive persuasion or negative persuasion when selling your ideas and influencing your co-workers?

Check out our side-by-side comparison and evaluate yourself, or better yet, ask one or more co-workers, who will be candid and open with you, to objectively assess you!

Check out this article plus more in A-CHIEVE! (July 2011).

What is ShareVis?

ShareVis is a user friendly point-and-click solution that sits on top of (and integrates with) SharePoint for organizations who are serious about operating Faster, Better, Smarter, Cheaper.

Why ShareVis?

• Automate your most complex business processes in hours vs. weeks and months
• Define successful repeatable steps that deliver consistent positive outcomes vs. reinventing each and every time and hoping for the best 
• Provide easy access to forms and documents that everyone can leverage vs. wasting time searching for and/or recreating documents

• Create pipeline transparency for high-value processes vs. operating in ‘a black hole’ (as an example, it’s a great project pipeline intake, management and delivery solution)
• Establish and measure against targeted outcomes and clear accountabilities vs. manage against subjective, evasive and nebulous expectations   
• Optimize your existing SharePoint investment in a value-add, cost-effective, goal-attainment way vs. sinking more programming code dollars into a hard-to-use base product

• Manage ‘by exception’ through automated alerts and dashboarding vs. trying to manage everything through information overload
• Become self sufficient where business/non technical people can easily create workflows, dashboards, alerts, forms and document management and collaboration communities
• Increase IT”s value proposition by offering a high impact, easy-to-use business solution that is not IT programming dependent

• Significantly reduce your future SharePoint development costs (low/no code)
• Reduce your programming rework expenses as you upgrade to future SharePoint versions
• Take advantage of ShareVis’ ’licensed per server’ vs. ‘licensed per user’ model

Why aren’t more consulting companies advertising ShareVis?

Many consulting/contracting companies are not pushing ShareVis like we are because ShareVis significantly lessens an organization’s reliance on SharePoint developers – which is the ‘bread and butter’ for many consulting/contracting companies. We’re introducing our clients to this product because our goal is to provide our clients with faster, better, cheaper, smarter solutions that materially accelerate business goal attainment. At the conclusion of virtual or on-site ShareVis Training (which we offer), the Business and IT can be 100% productive in ShareVis/SharePoint Day 1. Eric Hutchinson, our SharePoint/ShareVis expert plus certified trainer, is credited with many accomplishments including his recent SharePoint-as-a-business-solution/ShareVis Training roll-out to Kaiser Permanente’s 13 regions/2,600 users.

Who uses ShareVis?

ShareVis’ client list includes American Airlines, Lockheed Martin, Heinz, Sony, Pfizer, US Bank, Fujifilm, The Library of Congress, United States Special Operations Command, Edwards Airforce Base, Elgin Airforce Base plus many more large, mid size plus small businesses across a variety of industries.

Want to learn more about ShareVis?

Please contact us if you’d like to schedule a ShareVis demo plus allow us the opportunity to automate one of your complex business processes so you can experience ShareVis’ easy-to-use and quick-to-implement feature-rich capabilities. Contact us at 440.248.7488. 

UNLEASH CREATIVITY | MOBILIZE TALENT | CAPITALIZE ON COLLECTIVE INTELLLIGENCE

“…while businesses have traditionally managed their workforces with an eye toward operational efficiency, they have not necessarily done so with the creativity, flexibility and speed to capitalize on the growth opportunities that spring from an ever-more dynamic global marketplace.”

Working Beyond Borders, IBM Study, 2010 | Summary Insights from 700 organizations across 61 countries

We thank companies like IBM who have the capital and reach to conduct expansive and thoughtful global surveys and share results with us so we can leverage their work within our own organizational microcosms. Unfortunately, great surveys like “Working Beyond Borders” come and go with little fanfare because we read a title, and in our age of information overload, quickly decide “Oh, that doesn’t apply to me and my organization because:

• We don’t have a global footprint 
• Our industry and culture are unique
• We’re just fine the way we are
• The study is ‘blue sky’ thinking
• IBM is just trying to sell their services”

– when, in fact, the over-arching concepts apply to each and every one of us. Even more ironic, the study’s first of three challenges – cultivating creative leaders – defined as “nimbly leading in complex global environments”, speaks to our inability of being open to then creatively translating (connect-the-dots between) high-level concepts, trends and statistics into goal-driven, realistic and practical strategies and tactics that scream competitive advantage, unique differentiators, exceptional results, continuous improvement and marketplace relevancy. We love studies like IBM’s because we are anecdotally seeing and experiencing within small, mid size and large organizations, exactly what the study’s 707 Chief Human Resource Officers (CHRO) and Workforce Strategists are seeing and experiencing across the globe. So what are the “top 3″ challenges and how can they be remediated?

Challenge #1: Cultivating Creative Leaders

The CHROs concluded that organizations must develop “…energized leaders with a flair for thinking about opportunities and challenges in completely different ways. These leaders must be able to provide direction to, as well as motivate, reward and drive results from an increasingly dispersed and diverse employee base.” We 100% concur with the CHRO’s assessment. Here’s our practical, on-the-ground, living-it-day-in-and-day-out take…creative leaders, as defined above, are not around every corner. In fact, they are few and far between. We believe in the 80/20 rule, so we would suggest that creative leaders account for about 20% of the leadership population. The other 80% typically fall into one of the following categories – the leader:

Has the right creative leader capabilities but…

• Is consumed with ‘in the weeds’ work to a degree where he/she is not contributing as a high performing leader
• His/her creative leadership efforts are being blocked by the person’s manager, who is not a creative leader and therefore, has no appreciation for creative leadership  

Was once a creative leader but…

• Has allowed his/her leadership skills to atrophy for a variety of reasons  
• Is now personally motivated by achieving his/her short-term goals, such as retiring, rather than being concerned about the long-term health and welfare of the organization and its people

Was never a creative leader but was promoted into and continues on in a leadership role because he/she…

• Is a subject matter expert in a particular field, meaning a person who has mastered his/her craft such as a highly skilled technologist, sales person, engineer, lawyer, physician or even a task-completer, but falls short in having mastered the art of amassing followers, breaking through barriers and achieving his/her vision through a sincere, charismatic and transformational style
• Feels ‘locked into’ a management position since stepping down would result in a title, span of control, office location and/or monetary adjustment
• Is self-unaware and doesn’t realize that he/she does not have what it takes to be a creative leader

In each case there is a common theme  – it is up to the most senior leaders to instill, inspire and expect nothing less than creative leadership at all organizational levels. How is the before-mentioned achieved? We suggest that you read our March article, Retaining Pivotal Talent – Your Company’s DNA, and take the first step toward assessing your Creative Leadership talent pool. In a future A-CHIEVE! publication, we’ll dedicate our feature article to how organizations can cultivate creative leaders.   

Challenge #2: Mobilizing Talent

The CHROs concluded that organizations “…must be willing to simplify processes and provide fast, adaptive workforce solutions to meet the requirements of a quickly changing marketplace. A responsive human capital supply chain and the ability to fluidly allocate resources are essential for competitive differentiation in today’s tumultuous environment.” They further stated that while organizations are somewhat to generally adept at sourcing talent, managing labor costs, evaluating workforce performance, enhancing workforce productivity and retaining valued talent, few organizations are proficient in properly and efficiently allocating their workforce, aka mobilizing talent – a capability deemed critical to high performing organizations. In our world, we consistently see this gap. We would also suggest that if an organization isn’t proficient in properly and efficiently allocating their workforce, they are not positioned to optimize their labor costs, workforce performance, workforce productivity and ‘top talent’ retention, since all of these components are tightly coupled from a systems (cause and effect) perspective.

How does an organization tackle workforce allocation? We suggest implementing a highly effective Demand Intake and Fulfillment Management process that is designed to provide customers with positive business outcomes, results and experiences through predefined and transparent workflows and deliverables that optimize time, cost and resource utilization. We guarantee that those organizations who fail to establish some type of predictable and consistent end-end-end supply chain delivery process have little to no value-add visibility into resource utilization and therefore, cannot properly or efficiently allocate their workforce. It’s simply not possible.   

Challenge #3: Capitalizing on Collective Intelligence

The CHROs concluded that “…application of collective organizational knowledge and experience is essential to building an agile and responsive workforce…yet many organizations lack the structure and resources to facilitate institutional knowledge sharing and collaboration.”

We hold a very different perspective based on our experiences. While we whole-heartedly agree that the gap is real and pervasive, we believe that while a lack of structure and facilitative resources is a contributing factor, the root cause can be traced to leaders and teams lacking the attitude, know-how and skills required to behave in a truly collaborative manner. The cold, harsh truth – if a person isn’t collaborative, he/she will only share knowledge if it benefits the individual vs. the organization. During our Collaboration in Action workshops, we discuss this very topic – why aren’t human beings inherently collaborative? We would suggest that as a species, human beings are wired to be competitive and self-preserving (the survival of the fittest), which doesn’t help. To make matters worse, educational institutions focus on  individual performance starting Day 1, when we take our first step into the classroom. Although team activities and sports are thrown into the mix here and there, we are generally evaluated based on individual vs. team performance. We then enter the workplace and find ourselves in highly competitive environments where individual performance is king, managing upward to appear collaborative is possible, our leaders aren’t setting the right collaborative tone, our organization’s culture is anything but collaborative, and we rarely receive the essential tools required to break our bad, non collaborative habits. The good news – collaborative behaviors can be learned and then instilled and sustained through awareness-building, consistent practice and accountability methods and measures.

Want to take a deeper dive into the “top 3″ trends? Download IBM’s Working Beyond Borders Study.

Check out this article plus more in A-CHIEVE! (May 2011).

Part 1: The SharePoint Matchmaker, You Are 

One of the most common questions I’m asked from IT and business leaders alike is how do they make the case for SharePoint in their organization? Most people who use SharePoint understand its potential to solve common business problems. But they have difficulty communicating the real value of SharePoint to the executives in their company making the budget decisions.

So where do you start? You begin by becoming a SharePoint Matchmaker. Don’t like the new role? How about Business Analyst? A SharePoint Matchmaker is essentially a business analyst focused on the business and technology of SharePoint. If you happen to be a business analyst already then this is going to be fun! (No, really – fun!)

What or whom are you matching? You are matching whatever it is that is of #1 importance to the key decision makers and influencers in your company, e.g., your most vocal internal customers…your just-make-it-happen CEO…your ever-vigilant CFO…and your deliver-faster-better-cheaper boss, with a SharePoint solution that helps him or her or them attain their business goals. The key to selling your matchmaking idea is to first discover then clearly articulate (in Business English — not tech talk) how your SharePoint solution will either fulfill an unmet business need or eliminate a business pain point or, if you’re incredibly innovative, achieve both simultaneously! Identify that sweet spot where need or pain meets effective business solution and watch the SharePoint romance unfold!        

What fuels the SharePoint attraction? If your company is like many others and is trying to do more with less, then SharePoint 2010 has many features that will help you make the case for SharePoint. For example, a common organizational goal, particularly in this economy, is keeping headcounts flat. Or maybe you’re now managing more relationships with vendors, clients, partners, etc. than you used to, so you need a simple yet effective way to keep track of relational expectations, commitments and results. There are many ways SharePoint can not only make your job, your boss’, your team’s and the C-level Suite’s jobs easier, but SharePoint can save your organization time and money. I’ll delve into how SharePoint can save your company big bucks and how you make the SharePoint Return on Investment (ROI) pitch to your CFO in the next part of our 3-part series, “Show Me the Savings”.

Back to matchmaking…the following breaks down a few examples of business objectives and their corresponding SharePoint solutions. Use this as your ‘getting started’ guide to determine which components of SharePoint 2010 will support your company’s business objectives.

In part two of our 3-part SharePoint love story, “Show Me the Savings,” I’ll break down both the hard and soft ROI that you’ll need in your role as matchmaker to secure buy-in!

In A-CHIEVE! (February 2011), we featured the Disengagement Epidemic impacting 33% of the U.S. workforce (25 million employees) at an annual lost productivity cost of $416 billion. We also shared how to keep your employees engaged – through “human connectedness” create an environment where your employees feel that they’re a part of the team, feel that they’re respected and valued and feel that they’re learning and growing. Enter Team-Based Learning (TBL), which, when structured correctly, not only engages your workforce, but accelerates business goal attainment, solves a multitude of challenges plus delivers high impact results!

How did TBL come about?

The term was first popularized by Larry Michaelsen, University of Oklahoma, to describe an educational strategy applied in the academic environment. That application, however, is different than what we’re recommending in this context. In 2005, the term was redefined then adopted by Duke Corporate Education’s President and PricewaterhouseCooper’s Chief Learning Officer to describe a process for teaching and developing people in the workplace vs. in the classroom. Their goal was to replicate John Hopkins’ hospital learning environment methods into the corporate world. They recognized the effectiveness of teaching medicine to and engaging interns and residents in the treatment of real patients with real diseases in order to develop highly effective doctors.

How does TBL apply to the corporate world?

Let’s take a look at how TBL works. At a high-level:

• The team develops its people and practices while pursuing meaningful, measurable business goals
• Learning activities and stretch assignments provide benefits that motivate the team to engage and commit
• Development principles and routines are embedded into day-to-day work processes
• Team members continuously learn, develop and professional evolve
• Every team member participates on a consistent basis and is held accountable – no one is exempt

Can TBL be that powerful?

Absolutely! Successfully structured TBL environments deliver many benefits while mitigating some of the more common place, organizational impediments. TBL organizations:

Realize…

• Active employee engagement
• Goal-oriented thinking, behaviors and outcomes
• Real-world, real-time, targeted ideas and solutions invention and implementation
• Collaborative cultures and shared accountabilities
• Training and professional development investment optimization

Mitigate…

• Employee disengagement
• ‘Check off the task’ thinking and behaviors
• Theoretical, conceptual and philosophical talk with no plan of action/no results
• Silos, we/they thinking, lone ranger behaviors and competing, conflicting or no accountabilities
• Miss-spent resources (training dollars and people time) plus disenfranchised employees in the absence of an ‘applied learning’ plan or approach

How does one go about implementing TBL?

If TBL is new to you, start simple and try the following:

• Identify a measurable business goal
• Define your success criteria, e.g., the outcome will be perceived as wildly successful when the following is achieved…
• Discuss your vision, business goal and success criteria with your team
• Engage your team in defining your goal-attainment strategy, objectives, scope, risks and mitigations, roles and responsibilities, deliverables, timeline, plan, etc.

At this stage, take a step back and identify all team experience, knowledge, capability and skill (hard/soft) needs and gaps that could either accelerate or jeopardize a successful outcome. As a team, specifically discuss and identify:

• How and when you can inject/interweave practical, bite-size learning segments into your work so you may simultaneously develop your team while accelerating results delivery
• Who is best qualified to address your team’s learning needs. By ‘best qualified’, we suggest you seek out resources who are TBL principles-experienced, so they can help you:

1. Identify ‘on the fly’ opportunities as valuable contexts for learning
2. Push responsibility combined with support to the most junior person possible
3. Teach vs. tell – use inquiry to teach rather than just give the answer or solve the issue
4. Create a heightened sense of accountability and motivation for team members in delivering quality client service
5. Effectively embed TBL daily routines into your work, e.g.,  rounds, shadowing, team lunch & learns and workshops,  individual and group observation & feedback, lessons learned forums

How have TechEdge clients successfully piloted TBL while pursuing measurable business goals?

While…

• Identifying, vetting and prioritizing enterprise-wide business opportunities and needs with the greatest payback potential
• Optimizing throughput as measured by cost, speed, accuracy, outcomes plus customer experience
• Achieving Key Performance Targets through best practice methods, tools and techniques adoption
• Increasing customer satisfaction survey scores as measured by service delivery process predictability, speed, efficiency, communication plus service delivery outcomes

If you’d like to receive more information regarding how to implement Team-Based Learning in order to engage your workforce, accelerate business goal attainment, solve a multitude of challenges plus derive high impact results, please contact your TechEdge Team! 

Check out this article plus more in A-CHIEVE! (March 2011).

Gwen Walsh, president of TechEdge, LLC, has come to the village to help the mayor and council have a better dynamic and to improve their communication skills.

Mulcahy said Walsh works towards collaborative leadership in her company.

“She’s keeping my eyes open to the possibility that somewhere in the middle of the negative things, there is some well-intentioned and well-meaning comments that need to be considered. We need to work better with communication,” Mulcahy said.

Walsh, an Orange resident, was presented to council at the Jan. 5 meeting. Mulcahy said Walsh was upset about the community dynamic in Orange and approached the mayor about her services after the Issue 116 election. The mayor said she studied what Walsh offered through her company and the goals she had and decided she was “absolutely right on target and has the skills to help.”

“Even if I can’t get everyone to participate, I will work with her to make whatever unilateral changes I can make and maybe it will trigger others for change,” Mulcahy said. Click here to read the full article.

Want to catch up with us? View TechEdge’s Human Connectedness Presentation.pdf presented at NEO IT Think Tank’s 09/22/2010 event (http://www.linkedin.com/in/gwenwalsh) then follow along!

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OK, it’s been 2 weeks since we discussed the 8 compelling business reasons to “up” our Human Connectedness savvy, e.g., helping colleagues:

• Feel part of the team
• Feel respected & valued
• Feel that they’re learning and growing

The question is…how many of us are actually doing the work required to get the results desired?

Between NEO IT Think Tank’s & my statistics, over 180 of us have reviewed the Human Connectedness (HC) slide deck…over 25 of us have downloaded it…so most of us “get” HC’s importance. But be honest & ask yourself…are you taking the right next steps?

I know some are because you’ve reached out to me, we’ve talked, you’ve taken away “homework assignments” & now you’re sharing positive “evidence” with me ~ which tells me that you’re committed! Excellent! One person is applying HC techniques to day-to-day interactions with internal customers as she effectively sets expectations & constructively manages conflicts. Before HC, she would “fight” or “flee” when facing tough discussions, but today’s a different day! Several folks are applying HC techniques to enterprise-wide application & system implementations because they realize sweeping changes cause uncertainty & distress (best case scenarios) & oftentimes lead to destructive behaviors (apathy or passive aggression) plus poor business outcomes, relationships & results when we lose sight of Human Connectedness. These are just a few of several success stories that are already in the works! Keep it up!

Several of you have asked me if the Human Connectedness program can be presented to your organization to raise awareness & gain commitment across a broader audience (beyond just you). That answer is “yes”. It’s available in two flavors — a 2-hour event plus 1-day, in-depth workshop that includes an expanded agenda, more interactive exercises, table-top break-outs, role playing, tips & technique sheets & Action Plans that reinforce HC Key Learnings. You can also host the 2-hour event or workshop & invite your internal customers, business partners and suppliers to participate ~ so you are all on the same HC page & moving forward in the same HC direction. Details are posted to my LinkedIn profile along with additional human behavior & organizational change and transformation items that may be of interest.

Have more HC questions? Let me know! And once again, to those who are pushing themselves to become the “best versions” that they can be ~ stick with it ~ create a future that you can be proud of! Charles Kettering said it best…”My interest is in the future because I’m going to spend the rest of my life there!”

It’s tough enough getting people to collaborate effectively within/across teams because of this little sticking point called “people behaviors” that’s oftentimes overlooked, but now we’re facing yet another collaboration challenge playing out before us ~ the Baby Boomer, Gen X and Millennial “Great Divide”. And let’s not kid ourselves into thinking that the Great Divide doesn’t exist because the facts and anecdotal data prove otherwise. 

If you’re a Baby Boomer (born 1946-1964), just take 10 minutes and have a heart-to-heart talk with a Gen X’er (born 1965-1979) or Millennial (born 1980-1999) who you have a trusted relationship with, and REALLY LISTEN to what they have to say. Based on my work with clients as we’re proactively tackling the Great Divide… 

Gen X’ers are irritated that Baby Boomers are blocking their way to advancement. Baby Boomers aren’t retiring for a variety of reasons. They’re maintaining their key leadership position stronghold. To further exacerbate the situation, a portion of the Baby Boomers in key leadership positions are behaving as “lame ducks”, to put it bluntly. That bad behavior would aggravate any top performer regardless of when he/she was born. 

Millennials on the other hand, are irritated with Baby Boomers because they’re not effectively engaging Millennials in key areas: 

• Connecting on a human-to-human basis
• Understanding what motivates Millennials
• Providing 1×1 value-add, real-time mentoring, coaching and feedback
• Working with Millennials to create career paths
• Communicating with Millennials using engaging technologies (e.g., social networks, IM, Twitter, Smart Phones)
• Supporting Millennials’ work/life balance needs  
• Creating sustainable virtual teams (which, by the way, save companies HUGE quantifiable dollars plus increase productivity if thoughtfully planned and implemented)

And what do Gen X’ers and Millennials have in common? First, both groups are loyal to people but not to organizations, which means…Baby Boomers, you must genuinely connect with both groups in order to engage and optimize their potential AND retain them! Second, both groups are turned off by Baby Boomers who place monetary-driven (greed-driven) personal, company and shareholder agendas before “the good of humanity.” Baby Boomers, you’re still holding key leadership positions and you’re highly influential, so you can start setting a different tone within your organizations and teams by actively weaving in meaningful opportunities that support “the greater good”.    

So what’s the business case that would compel organizations and teams to address the Great Divide? First, some statistics. Although estimates vary by source, roughly 70 million and 48 million comprise the Millennial and Gen X U.S. workforces respectively, or 118 million collectively, compared to 70+ million Baby Boomers. It’s official ~ Baby Boomers, you’re in the cultural minority. It’s no longer about “you”. I can say this because I too, am a Baby Boomer. But reasons to tackle the Great Divide go beyond that:  

• Baby Boomers owe it to the next generation of leaders and to society to position Gen X’ers and Millennials for success. That’s what genuine leaders do. They take action based on the big picture and the greater good.

• For every Millennial that quits, and they will quit if their key needs are not being met, expect turnover costs to soar. For a company that employs 5,000 with a $50K average annual salary and annual turnover rate of 10% and cost of 50% (turnover costs can range from 50%-150%), reducing turnover by just 3% can save the company $3.75 million annually ($8.75 million vs. $12.5 million).

• For every Millennial and Gen X’er that doesn’t feel engaged, the person is operating at some percent less than 100%. Using the previous example and assuming 2,080 planned annual hours per employee, if 20% of the workforce is operating at 80%, the productivity drain is roughly 416K hours or $10+ million annually, which means that 200 FTE’s (full time equivalents) are showing up for work, are on your payroll and contributing a BIG ZERO to the bottom line. And let’s not forget that unproductive employees slow down productive employees, so the productivity drain will grow vs. shrink if ignored.          

One last tip – don’t refer to a Gen X’er or Millennial by these two or other common generational names. Although Baby Boomers aren’t typically offended by their generational title, the same is not true for those generations that follow. Another cultural difference!   

How are you tackling the Great Divide? Please share your comments with us!

STEMout announces that Gwen Walsh, President of TechEdge LLC, has been elected to their board of directors. “Gwen is doing a terrific job at advising and guiding her clients so they may reach their greatest potential, and as such, we are looking forward to her contributions as a member of STEMout’s board of directors,” said Katie Jagusch, STEMout Board President. “We think Gwen’s insights, leadership experience and technology credentials will be very valuable in helping to guide STEMout in the years ahead!”

“STEMout is one of those amazing organizations that I truly admire because they inspire youths to choose STEM careers and are helping us shape our youth’s future,” said Gwen Walsh. “I’m really looking forward to working with Katie and STEMout’s board to help with STEMout’s impactful outreach program!”

STEMout Inc. was founded in 2010 with the sole mission of increasing science, technology, engineering, and mathematic career-path awareness among students. For more information on outreach or STEM Squads, please visit www.STEMout.org.

What a great way to kick off the week.  Congratulations, Gwen!

We define collaboration as “the mutual engagement of participants in a coordinated effort to achieve a common end goal.” When building and nurturing relationships, we look for the following integrity-driven behaviors: 

• Honorable and genuine intentions
• Collaborative spirit
• Company agenda advancement
• Add value and give first
• Transparency
• Long term, mutually beneficial

The definition of manipulation is “to change by artful or unfair means so as to serve one’s purpose.” (Merriam-Webster) The clues that we look for that point to less than integrity-driven behaviors would be:

• Dishonorable and disingenuous intentions
• Exploitative bent
• Personal/hidden agenda advancement
• Take first
• Opacity/opaqueness
• Short term, personally beneficial

One of the best ways to determine if a person is characteristically collaborative or manipulative is to objectively observe his/her behavior during some type of conflict. Among other behaviors, a collaborative person will listen intently to the other party, seek to understand the other person’s point of view and invite feedback when advocating a point. Under no circumstances will an authentic collaborator initiate or engage in behavior that causes harm to the other party.

A manipulative person may initially appear to be genuinely interested in the other person’s point of view, but before too long, the manipulator applies one or more of the following tactics¹: 

¹In Sheep’s Clothing: Understanding and Dealing with Manipulative People, George K. Simon, PhD.  

Please share your comments and coaching questions with us!