|
White Papers from the Gold Coast Institute Fellows |
|
The Winning Balance:
Managing the Leadership Tensions Terry
L. Paulson, PhD., CSP, CPAE The
Gold Coast Institute “The
new economy is a dangerous place. It is unforgiving, and it measures
human life in dog years: Three years wasted on the wrong pursuits, or,
just as bad, in avoiding the right ones, leaves you 21 years older and
farther off track. There’s never a time for comfort. Now, can you act
as though you know that? The interesting challenge is to know that if
you don’t go far enough, you’ll never know how far you can go.”
Harriet Rubin “Recognize that every 'out front' maneuver you make is going to be lonely. If you feel entirely comfortable, then you're not far enough ahead to do any good. That warm sense of everything going well is usually the body temperature at the center of the herd.” Anonymous At
a screenwriting class, a struggling screenwriter asked, “I’m
starving out here trying to make it in Hollywood. I have a friend who
writes scripts for training films. Do you think I could do that and
still work my way into Hollywood?” The instructor replied, “Don’t
touch them! They are entirely different animals. Hollywood is into
creating unresolved tension to get people to watch from beginning to
end. Training films are into giving answers. There is no tension; that
is why they are so boring!” Training programs may be boring, but life
in leading companies is anything but boring. The answers in sustaining
excellence are not found in getting closure; they are found in taking
advantage of the tension of processes involved in getting people and
systems to work together to sustain excellence. The best leaders do not
just want a good year; they want to sustain a dynasty. In change
management, the truth may very well be found in managing the tension
between equal, seemingly conflicting leadership forces. "In
times of rapid change, experience could be your worst enemy." J.
Paul Getty “It
often happens that I wake at night and begin to think about a serious
problem and decide I must tell the Pope about it. Then I wake up
completely and remember that I am the Pope.” Pope John XXIII "I
never worry about action, but only about inaction.” Winston Churchill “You
miss 100% of the shots you never take.” Wayne Gretzky "When
you come to a fork in the road, take it." Yogi Berra "If
you want to manage somebody, manage yourself. Do that well and you'll be
ready to stop managing. And start leading." Executive Development
Systems Embrace
Change and Value the Past "We
want to play hard for the season, win the big game, and sit around
during the off-season and gloat about how great we are. But the
competitors we face in business today don't want to wait until next year
for a rematch--they want to play again next week and every week until
they finally win. It's tough for us to accept that we don't control the
rules of the game anymore. We've got to be ready to battle formidable
competitors everyday, forever, without a break." Bill Almon,
President of Conner Peripherals "The
new code of conduct is an active strategy of disrupting the status quo
to create a series of unsustainable advantages." Rich D’Aveni In
the fast lane of change, all must be challenged to get on board in order
to shape its desired course. Instead of trying to
relieve stress by giving people the promise of calm after the next
change and then watch the trust take a dive when the next change is
announced, be honest—“We are never going to be finished with change.
Be excited! You will never be bored again! The good old days aren’t
coming back, but we get to help shape the new good old days!” You’ve read this in every leadership
book...embrace change! Where is the tension here? It’s time for a
little straight talk—Not every
change is for the better! While it is true that every improvement is
the result of change, not every
change is an improvement. The past has value, and it will continue
to have value. At the same time, the past shouldn’t have an automatic
veto. We need to take the best from the past and best from the future to
forge our way into the future. That means turmoil. If you ever felt that
certain people in your organization were designed to frustrate you, you
are probably right. Somewhere in the struggle for the best strategy you
will need to keep the change agents and the status
quo seekers talking together to get the
best out of both. Neither has a lock on truth! Leaders must learn to
value and learn from both groups to find their way. What is worth
holding onto from your organization’s past? What needs to be let go of
to move forward? "People
ask about skeptics, and it's always in a negative way. But I think the
skeptics help bring the champions back to reality. I need that. I can
get off on a target very quickly." Charles Caldwell "American
workers don't speak up because they fear being ostracized, cut off from
the information flow. Fully 70 percent of workers didn't speak up to the
people who could solve a problem. That means managers have an inadequate
pool of information for making decisions. That, in turn, fuels workers'
perceptions that managers aren't to be trusted." Joshua Hammond,
American Quality Foundation Sell
the Need to Move beyond Fear to Take Advantage of Opportunities “Only
the paranoid survive.” Andy Grove, former Intel CEO "We
need to be afraid of our customers, because those are the folks who give
us money. I remind people every morning we should wake up afraid and use
the terror as a motivator. The customers are the folks that at the end
of the day are really in control.... Customers have a bigger voice
online. If we make a customer unhappy, they can tell thousands of
people. Likewise, if you make a customer happy, they can also tell
thousands of people. With that kind of a megaphone in the hands of every
individual customer, you had better be a customer-centric company."
Jeff Bezos, CEO of Amazon.com "There's
little plain, unvarnished truth in organizations. Those in charge play
things too close to the vest. As a result, most people aren't part of
the change; they're the targets. They spend most of their time imagining
what will be coming next and when and how they are going to deal with
it. The ownership of the change is just far too narrow." Fred
Nichols Fear
and hope are both good motivators. Your job as leaders is to unfreeze
the status quo before you sell any change. When you wait for a crisis to
be your catalyst for change, you seldom have the money or time to do it
well. Resist trying to sell people on new solutions when they don’t
even have an awareness of the need
to change. Keep asking yourself, “What can I do to generate an
awareness of the need to change while they still have the time and the
resources to make change work? How do I become an eye-opening translator
of the advantages for strategic, service-driven change?” While noting
the cost of doing nothing, sell the value and hope involved in embracing
change as a way of life. Music in a movie creates anticipation. As
executives, you are called to be the music for your people. What threats
and opportunities are you aware of that can help get your people
ready for needed change? “People
only change when confronted with strong leadership, crisis, or both.
Therefore, unless you are willing to be at the whim of crises, strong
leadership is the only reliable change force you have.” Thomas
C. Gibson Drive
a Compelling and Flexible Vision Guided by Core Values “Vision
without action is only a dream. Action without vision is just passing
the time. Vision with action can change the world.” Joel Barker "Creative
tension comes from seeing clearly where we want to be, our `vision,' and
telling the truth about where we are, our `current reality.' The gap
between the two generates a natural tension. Without vision there is no
creative tension. Creative tension cannot be generated from current
reality alone. All the analysis in the world will never generate a
vision. Many who are qualified to lead fail to do so because they try to
substitute analysis for vision. What they never grasp is that the
natural energy for changing reality comes from holding a picture of what
might be that is more important to people than what is." Peter M.
Senge, MIT Sloan School of Management "Spend
as much time on opportunity management as you do on operations
management." Gary
Hamel and C.K. Prahalad "A
change facilitator provides...multiple paths. They keep five or six
streams running and make sure new streams come along so that branching
continues. A change facilitator is someone who is looking not for
closings but for openings. We can't control change. That's not the issue
anymore. It is managing the ride, rolling with the flow. That is very
different from where we've been and not a place where we are
comfortable. It involves a lot of risk." Gloria Regalbuto, William
M. Mercer Inc. "Never
forget...that the most difficult thing in doing good business is to say
no to bad business, the bad opportunities.... You must always decide who
your customer is...and you should say no to every option that is not
related to that customer's need." Jan Carlzon, former CEO of SAS Without
a compelling vision of the future and realistic assessment of the
current reality, people won’t be motivated to make strategic change
work. Teams crave a meaningful direction, but clear crystal balls are in
short supply. Good leaders must again manage the tension. Instead of
waiting for a perfect laser-focused vision, risk moving in a direction
committed to refining your vision as you move. With input from
stakeholders, forge, communicate and drive a fuzzy
but strategic focus. Making progress on an imperfect 10 degrees of
direction is still better than having to tackle 360 degrees of limitless
chaos. Since the destination is never reached or fully defined, keep
adjusting and driving that vision as your people and clients provide
course-correction data from real-world experience. Instead of becoming
lost in distant details, keep your eyes on the changing horizon to
communicate any course corrections that may be necessary. Never expect
closure; be looking for a flowing focus in search of never-ending stream
of new profitable options. Be flexible enough to support different paths
but only within your strategic
focus. The essence of true strategy is denial; the toughest challenge is
always saying no to the many ideas that will be intriguing but not
focused strategically. No organization can do it all and retain
excellence. Focus on targeting their risk taking and strategic
positioning to make a difference where it counts for your clients. Let
go of what does not add value to those you serve. Remember, the biggest
difference between a vision and a hallucination are the number of people
who see it. Don’t just assume your people buy your vision. What are
you doing to communicate and drive home your strategic vision to your
people? “In
an organization that truly manages by its values, there is only one
boss, the company’s values.” Ken
Blanchard and Michael O’Connor "In
the current environment, companies can't afford not to have a set of
guiding principles, a system of core values that communicates 'true
north' to the entire organization. Many of the operational decisions
that enact the strategy are being made in the field, near the customers,
rather than at the top. But with a clear set of strategic principles in
place, it's actually easier for people in the field to make quick,
confident decisions that are consistent with overall strategy. And, in
the end, that arrangement allows for greater freedom, flexibility, and
experimentation." Orit Gadiesh, Chairman of Bain & Co. For
high performance leaders, values and integrity are back in. Trust is a
fragile asset that has long-term payoffs for individuals and for the
organization. It takes every person daring to live his values. Don't
wait for others to do their part. As a leader, they want to see you walk
your talk every day. There is great value to values. Core values help
direct your strategic choices. They are both your anchor in the rough
sea and the lighthouse that helps illuminate a positive and principled
course. It is your foundation for anything you build. It is what you
stand for and what you hold yourself accountable to maintain no matter
what the cost. This
provides the internal measuring system leaders need to be consistent and
build trust. This firm foundation allows you to stand up to the tough
decisions all leaders face. What are your core values and do they show
in your strategic decisions? "Always
do what is right. It will gratify most of the people, and astound the
rest." Mark Twain "You
need clarity on your own non-negotiables. You need to know what you
won't budge on, or you'll be buffeted by the winds." Curtis R.
Berrien Keep
Hope Alive Overcome Obstacles and Positively Gossip about your Success
Stories "The
first and last task of a leader is to keep hope alive." John W.
Gardner “I
could detect a distinct correlation between this notion of vision and
performance.... The good ones had a vision. As for the bad ones, it was
hard to tell why the people had come to work that morning.” Donald
Povejsil Having
a vision promotes strategic movement, but creating and sustaining the
drive and the enthusiasm for the journey takes work in a world locked
into cynicism and negative media programming. In a changing world,
leaders will need to help teams relearn the optimism advantage. This is
not a call for motivational hype. Research suggests that flexible
optimists persevere even in the presence of obstacles and negative
outcomes. They perceive failures as temporary setbacks, rather than
final verdicts. Victory comes most often to the steady and dependable.
Sometimes you have to look the media-driven reality in the eye and deny
it. In fact, we value leaders who have an optimistic view of the future,
but we don’t like Pollyanna!
Good leaders promote a healthy tension; they balance the hope of
strategic success with a realistic assessment of the obstacles that must
be overcome to reach it. Selling any vision requires leaders who believe
in their workers ability to accomplish their mission. It also requires
leaders who give honest information about the obstacles people will need
to overcome to make the vision a reality. Drive
your vision every day with a good dose of hope and optimism. Let
the commitment and enthusiasm of your people be as contagious as your
own. Find the stories that capture and promote how the new culture is
working. Remember, the difference
between being enthusiastic and generating enthusiasm is whose ideas you
get excited about. Be as excited about the ideas and work of your
people as you are about your own. Capture hope and excellence where you
find it, fan the sparks, and reflect the heat to the others who do not
yet believe that change can work! Good stories are a rich reservoir of
enthusiasm, feelings and wisdom. Good stories touch your people where
they work and provide images for retention. Take time to master
questions that will surface best practices worth sharing: What has been
working for you? What are you doing differently that is worth bragging
about? You are known more by the questions you consistently ask than by
anything else you say. What questions define your leadership? “There
are two ways of spreading light: To be the candle, or the mirror that
reflects it.” Edith Wharton "I’m
often introduced as being ‘in charge of change.’ I’m not in charge
of anything. My role is to create mirrors that show the whole what the
parts are doing—through coffee talks and small meetings, through
building a network, through bringing people together who have similar or
complimentary ideas. You seek out the positive deviants and support
them. You feed them; you give them resources and visibility."
Barbara Waugh, Worldwide Personnel Manager, HP Labs "Every
person I work with knows something better than I. My job is to listen
long enough to find it and use it." Jack Nichols Effective
Resource Management Means Being Tight and Loose “Nothing inspires
genius like a tight budget.” Sign at the CA State Finance Department
in Sacramento "In
difficult times, the most common mistake is a kind of corporate
egalitarianism. Companies take 10% away from everybody, instead of
separating out what's core. They need to determine what's critical and
invest in that, even if it means taking 20% away from something else.
There's too much democracy, because nobody wants to make anybody
unhappy." Tom Rohrs, Senior VP of Global Operations for Applied
Materials Inc. The
best leaders invest where it counts, and they know how to cut costs
where they can. They are tight and
loose. Keep everyone working smart on real priorities and stress early
problem solving when there is too much to do. Find and eliminate any
project that is not adding value to free you to do the things that must
be done to serve your customers. Expect every member of the team to
honor the call for "no surprises." Stress the need to take
initiative and set limits to keep team members in their peak
productivity zone. Use the 4 X's Rule--“For every unit of time you may
be late, give four times the warning to those you team with or report
to.” When inadequate resources exist and significant work is not being
done in support of strategic initiatives, make sure your people are
professional pests in fighting for the resources they need to make
change work. Be tight where you can be and loose where teams can add
significant value. Don’t just think More with Less; learn to focus on doing the RIGHT Less with Less! Change agents live by saying YES to
life's challenges, but too few have learned that to empower the RIGHT
YES one must be able to exercise the FREQUENT and STRONG NO. Work the
power of focus. Frequently ask the questions, "What are your
principal priorities?" "Is what you're doing adding value? If
not, don't do it!" and "Are there any red flags?" Now, where
are you and your people wasting resources on work that ought not to be
done? "Never
let the things that matter most be at the mercy of the things that
matter least." Goethe "Lack
of planning on your part does not constitute a crisis on my part."
Sign used by Peter Ueberroth during the 1984 Olympics The
Winning Balance—Make a Living and a Life “The trouble with the rat race is that even if you win, you’re still a rat.” Lilly Tomlin "People
who cannot find time for recreation are obliged sooner or later to find
time for illness." John
Wanamaker “In this age of terrorism I can
intellectually accept that I could end up in a pile of rubble, but I
can’t accept that I would be in that rubble not having lived the rest
of my life. I’ve got singing lessons to take and poems to write, and
I’m just beginning to show my children the world.” Pat Eisemann, Manhattan publishing executive All are called to do their part to work smart and add value. At the same time, don't let maximizing the effectiveness of your people become permission to burn out your best people. You can't afford to lose your gold! To do that, your good people must find balance in their lives or lose their vitality on the job. Make time for you and your team to enjoy your "energy boosting" relationships, regular stress breaks, and time to exercise. Start by buying a few tickets! When you've paid a hundred dollars for theater tickets, you find a way to get everything done so that you can go no matter what work demands appear. In fact, have tickets every day and be willing to give them up only when unexpected job demands require it. Work and live hard. The tragedy of life is that the people you most want to spend time with, you have to schedule time to even see. The people you least want to be with will find you wherever you are. Treat your time investments as carefully as you do your financial investments. Ultimately, only you are responsible for finding your winning balance. Few want on their tombstone—“I finished everything on my to-do-list!” “Someone
who works, has a family and goes bowling with a group has an edge on a
person whose life is work. With each added relationship you have, the
less likely you are to become ill.” Sheldon Cohen, Carnegie-Mellon
University researcher
“Your
company measures its priorities. People also need to place metrics
around their priorities. I track how many times I get home in time to
have dinner with my family; my assistant reports the exact number to me
each month. My goal is to be home for dinner at least 25 nights a month.
Keeping track of your behavior each month means that you don’t slip
up, because you know immediately whether your schedule is matching up
with your priorities.” Vinod Khosla, General Partner, Kleiner Perkins
Caufield & Byers Balance
Empowerment and Meaningful Limits "Empowerment
is not real unless it is sandwiched between mission and measure."
D. Quinn Mills "The
only man I know who behaves sensibly is my tailor; he takes my measures
anew each time he sees me. The rest go on with their old measurements
and expect me to fit them." George Bernard Shaw "People
in every nook and cranny of the organization are empowered--encouraged
in fact--to do things their way. Suggestions are actively sought. But
this all takes place within a context of direction. People know what the
boundaries are; they know where they should act on their own and where
not. The boss knows that his or her job is to establish boundaries, and
then truly get out of the way." Robert
H. Waterman Everyone
knows that empowerment is the
answer to make change work, but it also can be the cause of major
organizational disasters. Ask the former executives of Barrons about
empowerment? One empowered
employee without adequate limits and checks brought the company to
bankruptcy. Again, leaders must manage the tension between encouraging
involvement while focusing it within necessary limits or boundaries. The
best learn to be very, very clear about strategic goals, the mission,
and the limits on any person’s decision making. Then, they are ready
to step aside until needed to give teams the time and the latitude to
make change work where it counts. But rest assured, without clear
objectives and boundaries, empowerment can be an invitation to anarchy.
Robert Waterman defines empowerment as directed
autonomy. People are encouraged to do things their way within a
context of direction. People know what the boundaries are; they know
where they should act on their own and where not. Then the boss’s job
is get out of their way. Trust has to be earned. If you don’t trust
someone, you won’t empower them. Work with everyone to build trust or
they help them find another job. By encouraging participation within
limits, you give people control of their work. By providing needed
information and shared measurement systems, you help focus everyone on
what’s working and what isn’t. "I
can't stand this proliferation of paperwork. It's useless to fight the
forms. You've got to kill the people producing them." Vladimir
Kabaidze, Moscow Teamwork
Starts with Caring Enough to Confront and Support "We
found that the most exciting environments, that treated people very
well, are also tough as nails. There is no bureaucratic mumbo-jumbo...
Excellent companies provide two things simultaneously: Tough
environments and very supportive environments."
Thomas Peters "We
all make mistakes. But what really makes mistakes expensive is not
admitting them right away. Business culture teaches us never to admit to
our mistakes but to bury them instead or to blame someone else."
Katie Paine, Founder and CEO of the Delahaye Group "A good
manager doesn't try to eliminate conflict; he tries to keep it from
wasting the energies of his people. If you're the boss and your people
fight you openly when they think that you are wrong--that's healthy. If
your people fight each other openly in your presence for what they
believe in--that's healthy. But
keep all the conflict eyeball to eyeball." Robert Townsend "If
managers in your firm today were asked the question: 'If I work for you
and I have an idea, what do you want me to do with it?' What would their
response be? Would they be able to talk about the process with ease and
comfort, or would they hem and haw and backpedal? Would they have
top-of-mind examples to share? The answer to this issue is to establish
an idea management system that is right for your firm." Robert
Tucker, author of "Driving Growth Through Innovation: How Leading
Firms Are Transforming Their Futures" The
best team members have learned to avoid avoidance; to be problem
solvers, not problem evaders. In today’s rapidly changing world at all
levels we must be open to confront all problems quickly. If anyone in
your company is aware of mistakes, good leaders want to know about...and
they want to know about it now.
Building a team works best when filled with diverse members who have an
overwhelming commitment to the team but are each capable of challenging
other members with differences and innovative ideas. Well handled
conflict and conversations help build clarity of vision and purpose.
Take time to honor, support and use disagreements when they occur. They
will work to keep everyone active in disagreeing without being
disagreeable. Effective leaders in the future can’t limit their
interaction to announcing changes or confronting problems; they must
learn to major in the positive. Give credit and take more than their
share of the blame. Take time to give timely, specific recognition and
ask for assistance in the areas they respect and trust their skills.
They don’t just talk online; they get face-to-face with people on
small talk and work related issues. They care enough to confront and to
major in being supportive. What are you doing to build a problem solving
not a problem avoiding culture? “I
don’t like that man. I’m going to have to get to know him better.”
Abraham Lincoln “In
my experience, relationships and loyalty have become undervalued
commodities at many American companies. So many of us have lost sight of
the vital importance of dealing with people we can trust. Adversarial or
distant relationships are not inevitable—nor are they the best way of
doing business. Much can be gained by enlisting partners and colleagues
who are committed to the same goals.” Howard
Schultz, Starbucks Coffee Company "Our
role as leaders is not to catch people doing things wrong but to create
an environment in which people can become heroes." Newt Hardie, VP
at Milliken “Good
leaders take more than their share of the blame and less than their
share of the credit. Bad leaders take more than their share of the
credit and less than their share of the blame and then wonder why no one
likes working with them.” Ernest Archer Care
enough to confront but major in
bridge building to make diverse teams work. In winning organizations
leaders are bridge builders who are masters in the motivation and
coalition building arena. Significant change brings with it conflict;
leaders must balance increased conflict with an investment of time in
building attitude, morale, and motivation within their influence
network. Put your calendar where your mouth is. Do your part to create a
culture of pride that recognizes the effectiveness of others. Take the
time to recognize and formally acknowledge your key team members.
Research shows that to be perceived as a supportive leader, leaders need
a four-to-one positive to negative contact history. Most leaders achieve
that only with those they enjoy and know well; effective leaders bridge
across lines to make diversity and new coalitions work. Imagine every
team member has on his chest a sign that reads, "Make me feel
important!" Give timely, specific recognition and ask for
assistance in the areas you respect and trust their skills. Listening is
one of the most important skills effective executives possess. Invest
time in maintaining the listening advantage and major in being visible
during major changes. What works for you as a leader to bridge to all
your people? “People
need leadership to help them maintain their focus on the tough
questions. Disciplined attention is the currency of leadership.”
Ronald Heifetz, author of Leadership Without Easy Answers Take
Your Job Seriously and Yourself Lightly “Laughter
is the shortest distance between two people.” Victor Borge "If
you aren't having fun in your work, fix the problem before it becomes
serious; ask for help if you need it. If you can't fix it and won't ask
for help, please go away before you spoil the fun for the rest of
us." Russ Walden While
taking your job of leading very seriously, don’t forget to take a
sense of humor along for the ride. Take your mission seriously, but
yourself lightly. Humor and laughter make great daily companions on your
team’s journey to excellence. Don't go through life with your car or
your face in park. In fact,
use your sense of humor for fun and profit. It develops good feelings
and rapport and develops a positive, lighter atmosphere. Why does it
work? People like to do business with people who make them laugh. Never
forget that some days you're the bug, and some days you're the
windshield. That's a perspective worth remembering in this chaotic and
changing age. Make
Change Work Starting with Yourself… "Excellence
isn't a sometimes thing. You have to earn it and reearn it every single
day." Vince Lombardi “The
most important part of the meeting is immediately after. What are they
going to do with it once it is over?”
Walter Hailey True
change requires application. It’s easy to think of other people who
ought to be here doing the changing, but the only person you control is
yourself. What are the three most important “Keepers” you have
learned that you can use to support strategic change? Prepare
to share your change objectives with those you lead. Resources
1. Bennis, Warren. Managing People Is Like Herding Cats: Warren Bennis on Leadership, Executive Excellence, 1999. 2. Benton, D.A. How to Think Like a CEO, Warner Books, NY, NY, 1999. 3. Blackard, Kirk and Gibson, James. Capitalizing on Conflict: Strategies And Practices For Turning Conflict To Synergy In Organizations, Davies-Black, 2002. 4. Collins, James and Porras, Jerry. Built to Last: Successful Habits of Visionary Companies, Harper Business, NY, NY, 1994. 5.
Courtney, Hugh. 20/20 Foresight:
Crafting Strategy In An Uncertain World, Harvard Business 6. Dauphinais, C. William and Price, Colin, Eds. Straight from the CEO, Fireside, NY, NY, 1999. 7. Drucker, Peter. Managerial Challenges for the 21st Century, Harper Business, NY, NY, 1999. 8.Gladwell, Malcolm. The Tipping Point: How Little Things Can Make a Big Difference, Little, Brown and Co., 2000. 9. Kaplan, Robert S. and Norton, David. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business Press, 2000. 10. Kaye, Beverly and Jordan-Evans, Sharon. Love ‘Em or Lose ‘Em: Getting Good People to Stay, Berrett-Koehler, 1999. 11. Kelly, Patrick. Faster Company, Wiley, NY, NY, 1997. 12. Kotter, John. What Leaders Really Do, Harvard Business School Press, 1999. 13.
Larkin, T.J. and Larkin, Sandra. Communicating
Change: Winning Employee Support for New Business Goals,
McGraw-Hill, 1994 14. Mathews, Ryan and Wacker, Watts. The Deviant’s Advantage: How Fringe Ideas Create Mass Markets, Crown Business, 2002. 15. Paulson, Terry L. They Shoot Managers Don't They? Ten Speed Press, Berkeley, CA, 1991. 16. Paulson, Terry L. Making Humor Work, Crisp Publications, Inc., Menlo Park, CA, 1989. 17. Paulson, Terry L. Paulson on Change, Griffin Publishing, Glendale, CA, 1995. 18. Paulson, Terry L. 50 Tips for Speaking Like a Pro, Crisp Publications, Menlo Park, CA, 1999. 19. Pfeffer, Jeffrey and Sutton, R. I. The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action, Harvard Business School Press, 2000. 20. Seligman, Martin. Learned Optimism: How to Change Your Mind and Your Life, Pocket Books, 1990. 21. Stack, Jack and Burlingham, Bo. A Stake in the Outcome: Building A Culture Of Ownership For The Long-Term Success Of Your Business, Doubleday Currency, 2002. 22. Tichy, Noel. The Leadership Engine, Harper Business, NY, NY, 1997. 23. Tucker, Robert. Driving Growth through Innovation, Berrett-Koehler Publishers, San Francisco, 2002. 24. Vincent, Laurence. Legendary Brands: Unleashing The Power Of Storytelling To Create A Winning Market Strategy, Dearborn, 2002. 25. Womak, James and Jones, Daniel. Lean Thinking, Simon & Schuster, NY, NY, 1996. To
book Dr. Paulson for future programs contact our office directly at
1-800-521-6172. For
information on his books visit our website: www.terrypaulson.com/resources.html For information on his
books visit our website: www.terrypaulson.com To receive
Dr. Paulson’s free biweekly online
Message of Mastery and Mirth, visit
http://www.terrypaulson.com/message.html to sign up through an easy online form. |