《EmotionalIntelligenceCoachingandSustainableL》由会员分享，可在线阅读，更多相关《EmotionalIntelligenceCoachingandSustainableL（66页珍藏版）》请在金锄头文库上搜索。
1、Sustainable Leadership, Coaching and Emotional Intelligence Presentation to Federal Consulting GroupWashington, D.C.November 17, 2006John Lazar, MA, MCC, NCOC708-771- Learning ObjectivesBy end of session, you will be able to:nIdentify key factors that enable the development of sustainable leadership
2、.nState the role that coaching plays in contributing to sustainable leadership.nState the relationship between emotional intelligence (EI) and sustainable leadership.nIdentify at least one next step you can take to further sustainable leadership.Part 1Model for Sustainable LeadershipFactors to Consi
3、dernChanging environments will demand new and changing organizational structures (ways of organizing) and new ways of leading.nLeaders may resist new ways of organizing because:nPrevious successnPerceived importance of own part of the business (silos)nDifficulty with new organizational complexitynEf
4、fort to develop teamsnDiversity of workforce and valuesThe Consultants View “the success of the organizational changes is dependent on leadership. As difficult as organizational change can be, leadership change is exponentially more challenging. Leadership often is the slowest to change in response
5、to environmental and organizational demands.”Source: Weiss & Molinaro (2005, p. 11)Sustainable LeadershipnCalled “leadership capacity” by Weiss & Molinaro.nDefined as “the extent to which organizations can optimize their current and future leadership to drive business results and successfully meet t
6、he challenges and opportunities of an ever-changing business environment.”Source: Weiss & Molinaro (2005, p. 5)The Leadership GapnIf gap isnt closed, organizations may jeopardize their competitive ability.nConference Board (U.S.) research: Percentage of senior leaders who believe their organizations
7、 have serious leadership gap increased from 50% to 67% from 1997 to 2001.nConference Board (Canada) research: 70% of Canadian CEOs identified leadership as top business concern.Source: reported in Weiss & Molinaro (2005, pp. 13-15)Just Over the HorizonnAccording to RHR Consultancy, among the 500 lar
8、gest U.S. companies, they will lose 50% of their senior managers in next five years. The rate will be even higher among the most senior managers in civil service.Source: reported in The Economist (2006, October 7, p. 4)Leadership Challenge is Already HerenUp to 70% of CEOs surveyed see their own org
9、anizations leaders as being fair or weak in ability to build teams, gain employment commitment, make employees feel valued.nEmployees doubt extent to which senior management has their best interests at heart (as expressed by their accessibility, visibility and inspirational leadership) or communicat
10、es openly about important business issuesSources: reported in Weiss & Molinaro (2005, p. 19); Towers Perrin HR Services (2006)Leadership Gap Defined by Four AspectsnTalentnAvailabilitynCapabilitynInsufficientnDevelopmentnFragmentednValuesnGeneration differencesSource: Weiss & Molinaro (2005, chapter
11、 2)Sustainable Leadership: Leader and Organizational AccountabilitynLeaders accountability for development of their competenciesnOrganizational accountability (through HR as agent) for integrating systems, processes, programs, etc. nEmbed leadership through organizationnFocus on critical positions &
12、 key talentnIntegrate leadership developmentSource: Weiss & Molinaro (2005, chapters 10-14)Two Leadership Models1. CCL Leadership CompetenciesnThree competency clustersnLeading the organizationnLeading othersnLeading oneselfLeadership Competencies, the CCL Way (1 of 3)nLeading the OrganizationnManag
13、ing changenSolving problems and making decisionsnManaging politics and influencing othersnTaking risks and innovatingnSetting vision and strategynEnhancing business skills and knowledgenUnderstanding and navigating the organizationSource: CCL website, www.ccl.orgLeadership Competencies, the CCL Way
14、(2 of 3)nLeading OthersnManaging effective teams and workgroupsnBuilding and maintaining relationshipsnDeveloping othersnCommunicating effectivelySource: CCL website, www.ccl.orgLeadership Competencies, the CCL Way (3 of 3)nLeading OneselfnDeveloping adaptabilitynIncreasing self-awarenessnManaging y
15、ourselfnIncreasing capacity to learnnExhibiting leadership staturenDisplaying drive and purposenDeveloping ethics and integritySource: CCL website, www.ccl.org Two Leadership Models2. Holistic LeadershipnBusiness strategynCulture and valuesnCustomer leadershipnOrganizational leadershipnTeam leadersh
16、ipnPersonal leadershipSource: Weiss & Molinaro (2005, chapters 3-9)Organizational Accountability -Embed LeadershipnEmbedded leadership process to ensure that sustainable leadership is seen and becomes integral part of fabric of organizationnFoundational strategiesnEnsure secure supply of talentnDeve
17、lop compelling leadership storiesnAnchor to well-developed organizational processSource: Weiss & Molinaro (2005, chapter 11)Organizational Accountability Focus on the CriticalnSuccession management to addressnCritical positionsnVulnerable incumbents and potential candidatesnDevelopment plansnTalent
18、management strategies fornRetention nOnboardingnExpatriation and repatriation integration Sources: Weiss & Molinaro (2005, chapter 12); Charan, Drotter, & Noel (2001); Watkins (2003)Organizational Accountability Integrate Leadership DevelopmentnLeadership development optionsnAssessmentnCoaching and
19、mentoringnLearningnExperiencenImplement integrated-solution approachSource: Weiss & Molinaro (2005, chapter 13)Part 2The Coaching Contribution Coaching and its FocusnCoaching is “an informed dialogue whose purpose is the facilitation of new skills, possibilities, and insights in the interest of indi
20、vidual learning and organizational advancement.” nCoaching may focus on:nBehaviornDecision-makingnFundamental beliefs, values and purposesnOverall business performance Sources: Bacon and Spear (2003, p. xvi); Pomerantz and Bergquist (2005)Forces That Shape Us on Our JourneyForces that Shape Us: Our
21、Degree of Personal ControlGeneticsNoneExperiencesSomeActions, including our-Beliefs-Interpretations-Choices-Moods-BehaviorsAllSource: Adapted from Lazar (2006a)A Personal Model for Learning & Development Where to Focus?ActionsResults(includingErrors)ObserverSmall, Incremental Change/Improvement Larg
22、e, Discontinuous Change/ImprovementIdentityandContextSources: Adapted from Hargrove (1995, p. 28); Sieler (2003)Coaching DistinctionsnNon-judgmental listening is the key.nTheres value when another person is a stand for you to be your word.nTheres leverage when one can distinguish experience from exp
23、lanation.nCoaching unconceals our blind spots and makes choice possible.nMoods are contagious. Noticing them is essential. Being able to shift them is a precondition for personal power.nHumor (especially not taking oneself too seriously) lightens the mood and enables learning.Source: Lazar (2005)Whe
24、re Coaching Fits with Types of Root Causes TYPES OF CAUSES: Absence of or insufficientCLASSESOFSOLUTIONSSkill/KnowledgeMotivationIncentives or improper incentivesEnvironmental supportTrainingAdditional or fewer responsibilitiesProcess, output or outcome feedback or evaluationSimplify workJob aidsRol
25、e or goal clarificationRewardChange processModelingMotivational feedbackPraiseImprove tools/equipmentDocumentationValues clarificationPunishmentChange policyCoachingCoachingContingency managementChange work conditionsMentoringTask variationRemoval of reinforcementReplace performerSource: Adapted fro
26、m Lazar (1991)Coaching Challenges Can Occur at Three LevelsnIndividual performernDepartment/Unit/ProgramnOrganization-wideSource: Adapted from Bergquist (2004)Where Coaching ContributesIf Role isThen Coaching can be used toSupervisor Increase self-awareness, self-management & others-related awarenes
27、s S/K Develop interpersonal & communications S/K Sustain learning of technical and functional S/K.ManagersAbove plus Development of effective management practices. Directors; Project Mgrs.Above plus Effective project management practices.C-level; Vice Presidents;General ManagersAbove plus Increase a
28、bility to manage and lead change Shift old habitsthen develop new habits & S/K Provide reflection and thought partnership.Source: Lazar (2006c)An Opinion About the Value of Coaching “Coaching is the single most important part of expanding others capabilities (Coaching) is the difference between givi
29、ng orders and teaching people how to get things done. Good leaders regard every encounter as an opportunity to coach.”Source: Bossidy and Charan (2002, p. 74)Part 3EI and LeadershipEmotional Intelligence (EI) and Emotional Competence (EC)nDifferent definitionsnEI underlying capability to recognize a
30、nd use emotionnEC personal and social skills that lead to superior performance in work worldnDifferent theoretical basesnPersonality theorynPerformance theorynCombination of above, plus moreSource: Gowing (2001)Different Assessment Methods for EI and ECnMEIS (Mayer, Caruso, & Salovey)nMSCEIT (Mayer,
31、 Caruso, & Salovey)nEQ-I (Bar-On)nECI (Goleman & Boyatzis)nEQ Map (Cooper & Orioli)Source: Gowing (2001, p. 129)Emotional Intelligence The Conceptual ModelSelf-AwarenessSocial AwarenessSelf-ManagementRelationship ManagementSelfOthersRecognitionRegulationPositive impacton others 2000 Hay Group. All r
32、ights reserved.Emotional Intelligence Competencies FrameworkSelf-Awarenessn Emotional self-awarenessn Accurate self-assessmentn Self-confidenceSocial Awarenessn Empathyn Organizational awarenessn ServiceSelf-Managementn Self-controln Transparencyn Adaptabilityn Achievementn Initiativen OptimismRelat
33、ionship Managementn Influencen Inspirational leadershipn Developing othersn Change catalystn Conflict managementn Teamwork and collaboration 2000 Hay Group. All rights reserved.About Competencies & ECI (1 of 2) nDefinition: Any measurable characteristic of a person that differentiates level of perfo
34、rmance in a given job, role, organization, or culture.nA competency builds upon ones:nSkillsnKnowledgenValuesnSelf-ImagenTraitsnMotives 2000, HayGroup. Reprinted with permission.About Competencies & ECI (2 of 2)nCompetencies consist of behaviors that are developmentally scaled (from easy to difficul
35、t). nFor each competency, there is a target level of behavior that, when met or exceeded, positively and differentially impacts performance. 2000, HayGroup. Reprinted with permission.3. Anticipates impact of actions or words3. Anticipates impact of actions or words4. Develops behind the scenes suppo
36、rt4. Develops behind the scenes support TargetLevel3. Uses indirect influence 3. Uses indirect influence 2. Anticipates impact of actions or words2. Anticipates impact of actions or words 1. Engages audience 1. Engages audience InfluenceDegree of DifficultyExample of Scaled CompetencyCompetency leve
37、ls increase by degree of difficulty. 2000, HayGroup. Reprinted with permission.The ECI PrioritiesSource: Jacobs (2001)The Power of Self-AwarenessnWith self-awareness, person has 50-50 chance (49%) of demonstrating self-management; without it, person has virtually no chance (4%).nWith self-awareness,
38、 person has 38% chance of having social awareness; without it, person has 83% chance of lacking social awareness.Source: Burckle & Boyatzis (1999)How Do EI Competencies Fit Together?nSome competencies are easier to develop (e.g., for Social Skills) than others (e.g., for Self-Awareness, Self-Managem
39、ent and Social Awareness).nSome competencies are more important than others.nCertain combinations of competencies may contribute to outstanding performance.nOne competency may compensate for another.nYou do not need to master every competency to be successful. 2000, HayGroup. Reprinted with permissi
40、on.Why Should You Know About EI?A Wake-up Call (1 of 3)n70% of the reasons for losing clients/customers are EI-related:nPoor service.nPoorly handled complaints.nUnpleasant interactions.nDidnt go the extra mile.nNo follow-up.nLack of human connection.Source: Research by Forum Corporation on Manufactu
41、ring and Service Companies, 1989-1995, cited in Orioli (2000)Can You Hear Me Now? (2 of 3)n75% of the reasons careers get derailed are EI-related:nUnsatisfactory team leadership during challenging times.nInability to handle interpersonal issues.nInability to adapt to change.nInability to elicit trus
42、t.Source: Research at the Center for Creative Leadership, 1994, cited in Orioli (2000)Are You Up Yet? (3 of 3)n50% of time wasted is due to lack of trust.Source: John Whitney, Director, Deming Center for Quality Management, cited in Orioli (2000)Like EI, Leadership Has Many Models and Some Consensus
43、nMy viewpoint on what the leader does:nCreates vision for a better futurenSets direction, tone and contextnSets priorities and temponSets, models and maintains standardsnEngages, influences and rallies othersnEncourages fresh approaches to problemsnListens for what is common and unitingWhats Differe
44、nt Between EI & Leadership Competencies?nDifferences: LeadershipnIncludes intellectual/cognitive and business skills and performancenIncludes technical skills and performancenMay include personality traitsnDifference: Emotional IntelligencenIncludes managing ones own and influencing others positive
45、outlook/moodWhats Similar Across EI & Leadership Competencies?nSimilarities: Both includenCongruency of personal values and ethical behaviornSelf-awareness, self-management and motivationnAwareness of others and social environmentnBuilding relationships and working well with others Perspectives from
46、 Peter Drucker and Daniel Goleman “Your foremost job as a leader is to take charge of your own energy and then help orchestrate the energy of those around you.” “In any human group the leader has maximal power to sway everyones emotionsThe effects of primal leadership extend beyond ensuring that a j
47、ob is well done. Followers also look to a leader for supportive emotional connection for empathy.”Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)Part 4What Now?Using EI & Coaching to Close Leadership Gap - Actions1.Follow andragogical principles to lear
48、ning2.Use and support integrated approach to developing sustainable leadership3.Discover, create and refine coaching models that leverage benefits while reducing per person cost4.Pair coaching with other interventions to provide synergy for results1. Use Andragogical PrinciplesnDefinition: an integr
49、ated framework of adult learningnAssumptions: Adults1.Need to know why they need to learn something before starting to learn it.2.Have self-concept of being responsible for their own decisions.3.Come to educational activity with greater volume and different quality of experiences from youth. Implica
50、tions for individual differences and richest resources source.4.Become ready to learn what they need to know to cope effectively with their real-life situations.5.Are life-centered (vs. subject-centered) in their orientation to learning. They learn most effectively when they are presented in context
51、 of application to real-life situations.6.Generate most potent motivators as internal pressures (desire for increased job satisfaction, self-esteem, etc.)Source: Knowles, Holton, & Swanson (1998, pp. 64-69)2. Use Integrated ApproachnExecutive/management accountabilitynLeadership as strategic priorit
52、ynPersonal responsibility for developmentnModel required behaviors & attitudesnHR accountabilitynAligned people & organizational initiativesnProvide conditions where managers act as people managersnValue demonstrated through people alignment with strategic direction & core valuesnFollow EI guideline
53、s for best practiceSources: Weiss & Molinaro (2005, chapter 14); Cherniss (n.d.); Cherniss & Caplan (2001)3. New Coaching ModelsnInclude & move beyond one on one coaching:nGroup coachingnTeam coachingnPeer coachingnShadow coachingnCross-supervisory coachingnCoaching culture4. Coaching PlusnCoaching
54、to support: nTraining & educationnOnboarding & orientationnExpatriation & repatriationnPromotional transitionsnJob changesnLeadership changesnHealth and work-life balance concernsReview of Key PointsnCrisis in sustainable leadershipnRequires integrated approach, with leader & organizational accounta
55、bilitiesnCoaching one of several important interventions to develop leadershipnEmotional intelligence and leadership competencies significantly overlapnDeveloping EI (throughout organization) supports embedding leadership & engagementAppendix 1Example of Talent ManagementHow to Address Targeted Inve
56、stment in PeoplenAllstate Talent Management ProgramnTalent Management “An enterprise-wide system for defining future requirements and identifying, assessing, and developing talent to place the best qualified people in critical leadership positions.”Source: Groff (2005)Business Case for Effective Lea
57、dershipAt its best, effective leadership (at all levels)nSets a company standard of excellence other enterprises want to emulate.nCultivates the next generation for effective leadership continuity.nMakes organizations culture a competitive asset.nCreates a learning environment where people may try “
58、the new” without fear of rejection and reprisal-fostering innovation.Source: Groff (2005)Aligning Talent with Business NeedsBusinessImperativesNew RoleExpectationsCommunicateNew BehaviorsNeededHireBuildCapabilityEnhanceMotivationPerform RoleMeet BusinessNeedsSource: Groff (2005)Deepening the Focus o
59、n LeadershipnIdentify emerging leaders among:nOfficersnDirectors/Senior ManagersnManagersnProfessional Individual Contributors (Exempt)nIndividual Contributors (Non-exempt) Source: Groff (2005)Leadership Development CurriculumnDifferent development experiences for different management levels.nDevelo
60、pment experiences designed for enterprise & business unit activities.nDevelopment experiences include:nEducation and TrainingnWork-related LearningnProgression and Mobility ChoicesSource: Groff (2005)The Stand for Talent Managementn“We need the best leaders at all levels but we also need to understa
61、nd where talent has the greatest impact on business results.”nTop and line management (plus HR & individuals in leadership development) are responsible for its success.Source: Groff (2005)References (1 of 5)(2006, October 7). The battle for brainpower. A survey of talent (Special section). The Econo
62、mist, 1-24.Bacon, T. & Spear, K. (2003). Adaptive coaching. Mountain View, CA: Davies-Black Publishing.Bergquist, W. (2004). Appendix D. Professional coaching: A preliminary taxonomy. In the Research Council of the ICCO and the Research and Development Committee of the ICF, The Stewarship Forum: Res
63、earch and Theory for Coaching in Organizations, proposal submitted to Wingspread Foundation. Bossidy, Larry and Charan, Ram. Execution: The discipline of getting things done. New York: Crown Publishing, 2002.Boyatzis, R.E. (1982). The competent manager. New York: John Wiley & Sons, Inc.Buckingham, M
64、. (2005). The one thing you need to know. New York: Free Press.Charan, R., Drotter, S., & Noel, J. (2001). The leadership pipeline. San Francisco: Jossey-Bass.Cherniss, C. (n.d.). Guidelines for securing organizational support for emotional intelligence efforts. Paper drafted from research for Conso
65、rtium for Research on Emotional Intelligence in Organizations. Cherniss, C., & Caplan, R.D. (2001). Implementing emotional intelligence programs in organizations. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 286-304). San Francisco: Jossey-Bass.References (2 of 5)Ch
66、erniss, C., & Goleman, D. (2001). Training for emotional intelligence. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 209-233). San Francisco: Jossey-Bass.Collins, J. (2001). Good to great. New York: HarperCollins Publishers, Inc.Conger, J.A., & Benjamin, B. (1999). B
67、uilding leaders. San Francisco: Jossey-Bass.Fernandez-Araoz, C. (2001). The challenge of hiring senior executives. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 182-202). San Francisco: Jossey-Bass.Gallwey, W.T. (2000). The inner game of work. New York: Random House.
68、Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.Goleman, D. (2004). What makes a leader? Harvard Business Review, 82(1), 82-91.Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership. Boston, MA: Harvard Business School Press.Goleman, D., & Cherniss,
69、C. (n.d.). Guidelines for best practice. Paper developed for the Consortium for Research on Emotional Intelligence in Organizations.Gowing, M.K. (2001). Measurement of individual emotional competence. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 83-131). San Francis
70、co: Jossey-Bass.References (3 of 5)Groff, D. (2005). Talent management. Presentation at OD Network Chicago meeting, Deerfield, IL.Hargrove, R. (1995). Masterful coaching. San Francisco: Jossey-Bass/Pfeiffer.Heller, S., & Surrenda, D.S. (1994). Retooling on the run. Berkeley, CA: Frog, Ltd.Kegan, R.,
71、 & L.L. Lahey. (2001). How the way we talk can change the way we work. San Francisco: Jossey-Bass.Knowles, M.S., Holton III, E.F., & Swanson, R.A. (1998). The adult learner. (Fifth edition). Houston, TX: Gulf Publishing.Kram, K.E. & Cherniss, C. (2001). Developing emotional competence through relati
72、onships at work. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 254-285). San Francisco: Jossey-Bass.Lazar, J. (1991). Ensuring productive meetings. In Richard Swanson and Bonnie Knapp (Eds.), Innovative meeting management. Austin, TX: 3M Meeting Management Institute,
73、 35-50. Lazar, J. (2005). Coaching and the HPT toolkit: Where it fits and when to use it. Invited presentation made to ISPI Wisconsin Chapter, Milwaukee, Wisconsin.Lazar, J. (2006a). Focus and attitude, support and practice: Leverage for success. Invited presentation at Success Mastery Conference, M
74、iami, Florida.Lazar, J. (2006b). Coaching A valuable tool for human capital management. Invited plenary address at 14th International Congress of Strategic Management, Ciudad Obregon, Mexico.References (4 of 5)Lazar, J. (2006c). Coaching Leverage for developing human capital. Invited workshop at 14t
75、h International Congress of Strategic Management, Ciudad Obregon, Mexico. Lazar, J. (2006d). Contracting as context for effective coaching. Presentation at ICF European Coaching Conference, Brussels, Belgium.Lazar, J. (2006e, November). Emotional intelligence and leadership: Connecting the dots. Inv
76、ited presentation for ICF Metro DC chapter, Bethesda, MD.Nadler, R.S. (2006). Leaders playbook. Santa Barbara, CA: Psyccess Press.Orioli, E.M. (2000). Leader know thyself: Measuring and developing leadership using the EQ Map. Workshop presentation at Linkage Emotional Intelligence Conference, Chicag
77、o, IL.Pomerantz, S., & Bergquist, W. (2005). Summitry coaching program. Sacramento, CA: Professional School of Psychology.Powell, C. (2001). A leadership primer. Powerpoint presentation.Schlosser, B., Steinbrenner, D., Kumata, E., & Hunt, J. The coaching impact study: Measuring the value of executiv
78、e leader coaching. International Journal of Coaching in Organizations, 4(3), 8-26.Sieler, A. (2003). Coaching to the human soul. Blackburn, Victoria, Australia: Newfield Australia.Sloan, K., with Pollak, L. (2006). Smarter, faster, better. San Francisco: Jossey-Bass.References (5 of 5)Spencer, L.M.
79、(2001). The economic value of emotional intelligence competencies and EIC-based HR programs. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 45-82). San Francisco: Jossey-Bass.Spencer, L.M., & Spencer, S.M. (1993). Competence at work. New York: John Wiley & Sons, Inc.S
80、preier, S.W., Fontaine, M.H., & Malloy, R.L. (2006). Leadership run amok. The destructive potential of overachievers. Harvard Business Review, 84(6), 72-82.Towers Perrin HR Services. (2006, November). Winning strategies for a global workforce. Global workforce study - executive report presented at E
81、motional Intelligence: Engaging Human Capital briefing, Pittsburgh, PA.Watkins, M. (2003). The first 90 days. Boston, MA: Harvard Business School Press.Weisinger, H. (1998). Emotional intelligence at work. San Francisco: Jossey-Bass.Weiss, D.S., & Molinaro, V. (2005). The leadership gap. Mississauga
82、, Ontario: John Wiley & Sons Canada, Ltd.Zaleznik, A. (2004). Managers and leaders. Are they different? Harvard Business Review, (82)1, 74-81.About John Lazar, MA, MCC, NCOC John has worked within a performance improvement consulting framework for over 25 years. He has been a coach for over 22 years
83、, eleven as an executive coach. He has a Masters degree in clinical and developmental psychology. He is trained and certified as an Ontological Coach by the Newfield Network and has been certified as a master coach by the International Coach Federation (ICF) since 1999. John is co-owner, co-founder,
84、 and co-executive editor of the International Journal of Coaching in Organizations (www.ijco.info), now in its fourth year of quarterly publication. He is a founding member and the former Acting Executive Director of the International Consortium for Coaching in Organizations (ICCO, www.coachingconso
85、rtium.org); he is currently a Co-Chair of its Governance and Ethics Committee. His performance consulting and executive coaching firm, John B. Lazar & Associates, Inc. (), works with organizations (from entrepreneurial ventures to small and midsize family owned firms to Fortune 50 companies) to crea
86、te emotionally intelligent leaders, motivated performers, workplaces that work, and business results. He has presented at numerous local chapter meetings and international conferences on a variety of topics in North America, Mexico, Europe and Australia. In 2005, the book Conversations on Success (Volume 6) was published with interviews with 23 success leaders, including John. In addition, his 12-part series of DVDs/CDs on Take Your Power Back and a two-DVD interview series with Les Brown and John, entitled Master Keys to Success, were released and are available from his website.
