Friday, November 7, 2014

Warren Buffet's Residence Cost $31,500 and Other Leadership Lessons

I have had a great deal of respect for Warren Buffet since he showed his humanity by openly admitting he had been a bad public speaker and had taken lessons to give himself the skills and confidence to talk to groups. It's also intriguing, in a voyeurish sort of way, to think about the Oracle of Omaha living in exactly the same property he bought in 1958...coincidentally the year I was born....which therefore seems a long time ago. Somehow, I suspect we may not be getting the full story about his residential quarters, but non-the-less it makes for a great headline and lesson in leadership!

Indeed, according to Forbes the 6000 square foot home is valued at around $700,000. There may well have been one or two upgrades since I was born!

It's reminiscent of a story I heard when I met with Jim Sinegal, the founder of Costco. In his office, Jim kept the original decrepit desk he used when he started the wholesale giant with co-founder Jeff Brotman. Jim told me he kept it to remind everyone of the virtue of frugality which is easy to forget when every report you receive is denominated in round millions. These days, since his retirement, Jim's not acting so frugally. He made this point in public recently when he hosted a fundraiser for President Obama at his home in Seattle.

Jim Sinegal hosted President Obama at his Seattle mansion
. Source http://www.king5.com/story/news/local/2014/08/03/13137630/

I think its fair to say that both Sinegal and Buffet have made great use of symbolism over the years, which is indeed a technique adopted by many energizing leaders. Here's some more lessons from Buffet that I extracted from a post by Travis Wright, a Venture Catalyst, and Marketing Technology Entrepreneur. (His post first appeared in Inc, and then Linked-in Pulse)

1. On Risk

"Risk comes from not knowing what you're doing," says Buffett, which means one of two things. You can either be a big risk taker and gambler or you can learn what you need to do, play it a little slower and minimize your risks. Obviously the latter approach is best, but it doesn't lead to instant gratification. Put those multi-million dollar fantasies on the back burner long enough to get in control of your risk factor.

2. On Reputations

"It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you'll do things differently." This is especially true in the digital era where if something's in writing or on a video, it's forever. You can even take a screencap of a Snapchat, so be diligent when building your reputation--online and off.

Remember Congressmen Anthony Weiner tweeting pictures of his genitalia? Yeah, don't be that guy. His reputation is toast.

3. On Who You Surround Yourself With

"It's better to hang out with people better than you. Pick out associates whose behavior is better than yours, and you'll drift in that direction." Birds of a feather flock together, and you're probably not in the position to be anyone's mentor yet. If you surround yourself with better people, they'll inspire you to do better yourself.

As I tell my children, "If you want to soar like an eagle in life, you can't be flocking with the turkeys."

4. On Hindsight

"In the business world, the rearview mirror is always clearer than the windshield," quips Buffett. Of course, this is true in every other aspect of your life, too. Stop focusing on that rearview mirror, though, after you've gleaned the necessary lessons from it. Move forward, even if that direction isn't quite as streak-free.

5. On Stupid Mistakes

"I bought a company in the mid-90s called Dexter Shoe and paid $400 million for it. And it went to zero. And I gave about $400 million worth of Berkshire stock, which is probably now worth $400 billion. But I've made lots of dumb decisions. It's part of the game."

No successful person is mistake-free, and that's a good thing. Each stumble is a chance to learn and a warning when you're tempted to do something similar in the future.

6. On Knowing When to Quit

"Should you find yourself in a chronically leaking boat, energy devoted to changing vessels is likely to be more productive than energy devoted to patching leaks." In other words, ditch the stubbornness and know when to call it quits. Not every project is worth saving.

Monday, October 20, 2014

Leadership Isn't Easy and Other Business Lessons from an Army Officer

Following on my earlier post about the Full Metal Jacket Leadership style, I was intrigued to run across this article written by former army officer, Matthew Hamiliton. He identifies four of the great lessons he took out of his service for our Nation which he believes are applicable to the business world.

4 business management lessons from the military

Image provided by ThinkStock (Rafal Olkis)

When I was a kid, I didn’t want to be a businessman when I grew up; I wanted to be a soldier. So that’s what I did.

While serving as an Army officer, I was exposed to some amazing leaders and great leadership lessons. Since leaving the Army, I’ve seen those lessons are just as applicable in the private sector and would like to briefly share a few.

1. Give people a purpose.

Giving employees a task is easy. Giving them a purpose is harder, but much more important. Your employees need to understand the why much more than the what.

In the Army, mission orders consist of both a task and purpose. Emphasis is put on the purpose through the “commander’s intent” statement. Giving soldiers a purpose enables them to be flexible and adjust to changing conditions on the battlefield, while still accomplishing the overall intent of their mission.

Think about how your management team gives out assignments. If the only reason an employee knows why they are doing something is “because I was told to,” you may have a problem. Help put their tasks, large and small, in context of your larger organizational mission and situation. As an added benefit, in addition to giving them flexibility, purpose can help increase engagement and lead to more profits.

2. Be precise when you communicate.

Precisely communicating the intent of a mission in the military is extremely important.

For example, there is a difference between attacking an enemy and assaulting one. The differences are subtle and nuanced, but exist nonetheless. Faint variations of language can lead to a big difference in meaning and interpretation.

Think about how many emails you receive in a day in which the writer’s purpose is muddled and unclear. How often have you attended an unproductive meeting because the participants used ambiguous language that left their message indistinct?

In On Writing Well, editorial writer William Zinsser cautions to “care deeply about words (and) master the small gradations between (them) that seem to be synonyms.” Using precise words to convey your meaning will help people understand you.

3. Structure your problem-solving approach.

Soldiers in the Army are often placed in situations where they have to solve complex problems without much leeway for error. While in combat, my helicopter platoon’s priority was maintenance. Without functioning helicopters, we couldn’t accomplish our mission. With limited resources and a long supply chain, we could not afford to make mistakes.

We planned maintenance using the “P4T2” approach – problem, plan, people, parts, tools and time. This helped us to make sure we covered all the bases. Management consultants refer to a structured approach like this as being “MECE” – mutually exclusive, collective exhaustive – meaning you address all the relevant issues without unnecessary overlap.

The P4T2 approach worked for us. Business leaders, however, can benefit by figuring out what problem-solving method works for their organization. Fully structuring your approach before tackling a problem can help ensure you don’t forget something important that can come back to bite you later.

4. Motivate the right way.

I don’t know a single person who joined the military to become rich. Despite this, military service members are consistently some of the hardest working, most respected people. So why is money often the first incentive that many business people turn to?

Soldiers in the Army join, and remain, for myriad reasons. Similarly, many employees are motivated by more than just a paycheck.

It’s your job as a leader to figure out what they really care about. Try to see the world from their perspective, and ask them what matters to them.

Incentives can change over time, too. In combat, the most common motivation for soldiers is to bring everyone home safe. When your organization is in crisis mode, you need to figure out how to focus everyone.

Warning of layoffs may not do the trick, and may send people to look for something more stable. If you build your organization around strong and clear values, that mission can be the rallying cry to pull everyone together.

Leadership isn’t easy. “You can get knocked down, and it hurts and it leaves scars,” said Gen. Stanley McChrystal in his 2011 TED Talk.

Great leaders continue to learn and grow because they know they don’t have all the right answers. “A leader isn’t good because they’re right; they’re good because they’re willing to learn and to trust.”

Matthew Hamilton is a former Army officer and volunteer co-organizer for TEDxBirmingham, matthew@TEDxBirmingham.org.

This article first appeared in the Business Journal in December 2013

Tuesday, May 6, 2014

Managing Branson, Einstein, JFK and others with Attention Deficit Disorder

Dear Chief Energy Officer,

Do you have any advice on how I should motivate one of my most difficult employees? On one hand, she sometimes comes up with the most brilliant ideas. On the other hand, she seems unable to pay attention in staff meetings, and frequently interrupts. She also has trouble completing her assigned tasks, unless she’s really interested. When she’s interested, her work is exceptionally good. When she’s not interested she has me pulling my hair out!

Martha G, Marketing Director, Tacoma, Washington

Dear Martha,

It’s often the case that the “most brilliant” of employees are also the most challenging to manage. I am not a medical doctor, but based solely on the symptoms you describe, there’s a good possibility your employee has Adult ADD, i.e. Attention Deficit Disorder. While termed a “disorder” adults with ADD have many extraordinary gifts and are often:

Creative

Artistic

Intuitive

Empathetic

Visionary

Inventive

Sensitive

Original

Loving

Exuberant.

This could explain her “brilliant” ideas. Famous brilliant people with ADD include Albert Einstein, Richard Branson, and President John F Kennedy.

Her challenges “paying attention in staff meetings” and “completing tasks in which she is not interested” are consistent with distractability which is one of the clinical symptoms of ADD. Ironically, when people with Attention Deficit are interested, they go into a state known as “Hyper-focus”, which is maybe why you are describing her work under such circumstances as “exceptionally good.”

The second clue it might be ADD is her frequent interruptions. This if often coursed by impulsivity, which is another symptom of ADD.

Fortunately there are many treatment options some medical and others behavioral. My advice is to encourage her to do her own research. Remember you can only lead a horse to water, you can’t make it drink.

In the meantime, your best bet is to acknowledge her gifts, and look for ways to help her overcome her challenges, e.g. providing more admin support, more "air time" in staff meetings etc.

Finally, keep in mind that under the Americans with Disabilities Act you are required to make reasonable accommodations for people with ADD. This does not mean giving her carte blanche to perform as she pleases; it does mean you have to make a reasonable effort to help her succeed in her current responsibilities.

Please stop pulling your hair out!

Wednesday, April 30, 2014

What I learned from a Seattle Sunbreak

I learned a lot yesterday.

Here in Seattle we had a rare occurrence. A day of glorious sunshine in April. After several months of grey, Seattle residents become euphoric at the first sign of a huge yellow spherical object in the sky, and head for the outdoor bars, beaches, parks etc.

Jeff Nitta, Treasurer of Weyerhaeuser Corp, and Ivan Braiker, CEO of Hipcricket compare notes at a Cheese & Wine evening at the Center for Energizing Leadership, April 29, 2014

Great news for everyone. Unless you planned an indoor marketing event for that evening!

My predicament

Coincidentally, that evening, the Center for Energizing Leadership was holding the first in a series of Cheese and Wine events put on for the purpose of educating the market about our innovative Energy Cabinet program. The big idea is an Energizing Leadership Development program for accomplished entrepreneurs that converts into a New Business Incubator.

Our initial event was “sold out”. As soon as I saw the early morning sun, I knew that the event would experience many no-shows.

Where to turn for advice

I related this concern to my work-out buddies at the local LA Fitness.

Immediately, one of the most seasoned of the group, an elderly retiree (with a general phobia towards new technology) told me that this was a “good” thing. Say what? He pointed out that any prospect who failed to show up due to a "Seattle sunbreak" was unlikely to be a good prospect to join an Energy Cabinet. He told me to think about the time I would save, by not wasting time with “flaky” prospects.

The outcome

So what happened later that evening?

Kara Hamilton, Smartsheet Inc; Jennifer Olsen, Resourceful HR; Amy Allen, Morgan Stanley enjoy meeting each other at the Center for Energizing Leadership's Cheese & Wine Evening, April 29, 2014

As I had feared, several people were no-shows. But overall, we had an excellent turnout of quality CEOs and senior executives. Due to the reduced numbers I was able to spend quality time with the right prospects.

What I learned

So what did I learn? Three points worth sharing:

Although I am an optimist by nature, sometimes it takes a third party to point out that you can view the same set of circumstances through “a glass half-full” lens or “a glass half-empty” lens.
Just because someone is computer illiterate doesn’t mean they are not business savvy. There is a great deal of untapped wisdom among our grey-haired retired friends.
Don’t be afraid to share predicaments with others. Sometimes the wisest advice comes from the most unlikely sources in the most unlikely places.

My other take-away was that when it comes to marketing events, quality of prospects is far more important than the quantity. The Energy Cabinet program is a winner. Those leaders who attended quickly grasped the concept. Due to the unexpected Seattle sunbreak we had the right people in the room!

Sunday, April 27, 2014

The Secret Sauce For Energizing Leadership?

Dear Chief Energy Officer,

I’v heard you emphasize the importance of personal mastery recently. Can you please explain why its one of the 'secret sauces' of energizing leadership.

John H, CEO, Seattle, WA

Dear John H,

According to MIT’s Peter Senge, the author of the Fifth Discipline, “Personal mastery is a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively”

Personal mastery means knowing yourself completely and accepting yourself deeply so you think, feel and act from a grounded, integrated center.

Personal mastery builds integrity, authenticity and confidence in a leader. It opens them up to clearer vision and more decisive action. It's experienced as personal power which leads others to trust and be inspired to follow. It motivates those around you to produce their best. What starts on the inside, produces outstanding results when the rubber hits the road in the business world.

At the Center for Energizing Leadership, we've seen that personal mastery provides a solid foundation for great leadership development. This is because energizing leadership comes from who we are, not just what we do. Enduring change happens from the inside out. It is based on knowledge and self-acceptance. We believe that real, lasting, powerful change happens when a leader's inner foundation is strong.

In my experience working with dozens of leaders of businesses, the decision to take the path toward personal mastery brings immediate positive changes in leadership behavior, and business performance.

In other words, personal mastery is one of the key foundations on the way to energizing leadership. This is why we teach it in the first few sessions of our Energy Cabinet program. It’s important because ultimately personal mastery can lift your leadership to its full potential.

Best regards,

Please keep your questions coming to jc@energizing-leadership.com

Tuesday, April 22, 2014

Will Sir Alex Ferguson teach the Moyes Case-Study at Harvard?

I've really had a terrible soccer season, watching Manchester United plummet from its perennial Champions berth, to the ice-cold, murky depths of 7th place in the English Premier League. Therefore, today's announcement of the firing of its head coach , David Moyes, a man who prior to joining the Champions at the start of the season had specialized in 7th place finishes, comes as a great relief.

Having suffered, its some consolation to know that my pain was not in vain, as already the business press are chronicling the disaster, and memorializing it in Case Study format. Here's one I just ran across in Forbes magazine written by Andy Cave. Maybe Sir Alex Ferguson will be teaching it when he assumes his new position at Harvard.

10 Leadership Lessons From Manchester United's Hiring And Firing Of David Moyes

David Moyes

1) Don’t change the two most important people in the organisation at the same time

Sir Alex Ferguson had been manager of Manchester United for 27 years and David Gill had racked up a decade as chief executive when the duo stepped down last summer. For manager and chief executive at a football club, read chief executive and chairman at a publicly listed company. Allowing both to leave at the same time is dangerous, particularly when their combined leadership has been so successful. Where was the succession planning that didn’t let that happen? And what happened to the board’s oversight of the career decisions of its two most important executives? How many companies have lost their chairman and chief executive at exactly the same time and replaced both with great success?

2) Don’t let the last business leader choose the next one?

Sir Alex Ferguson imposed what some observers have described as a “Stalin-like grip” on Manchester United during his 27 years in charge. Very little, it is said, happened without either his direct say-so or tacit approval. But allowing the man who has had a stand named after him and a statue erected at the club’s Old Trafford stadium to effectively nominate his replacement as manager brought personal emotion, ego and self-interest into the succession, when it should have been a rational, well thought-out collective board decision. Who on the board would have dared to shoot down the suggestion of the club’s most successful manager ever? Ferguson was allowed to become much too important during his reign at the top. How many departing chief executives are allowed to select their successors?

3) Groom successors from within when you have a winning team

Ferguson’s biggest failing perhaps was not grooming a potential successor. Maybe that’s a pitfall of having a domineering, win-at-all-costs personality. But some of the most successful leadership at winning companies has taken more of a team-based approach, generating a cadre of capable lieutenants who have gone on to follow them as well as taking the helm at other companies. Groups including Procter & Gamble PG -0.37%, Dixons, Asda and the former menswear chain Burtons have served as prodigious academies of management talent. And in British football three of the 19 other managers in the Premier League served as players and/or backroom staff under Ferguson, demonstrating that the talent to groom at hand was indeed available.

4) Keep the most important support staff intact when the top jobs change

David Moyes entered the lions’ den when he took the manager’s job at Manchester United. The previous manager had won everything there was to win in a glittering career; the top players’ medal cabinets were stuffed full too. Having never won a major trophy himself as a manager, he had an instant credibility gap and needed wise heads around him who had the benefit of having been around in the glory years. Instead, he replaced the entire top coaching staff, bringing in the team that had served him at Everton. While this might have been seen as asserting his authority at the time, it left Moyes unsupported within the club and deprived the club of vital experience, know-how and continuity.

5) Appoint someone big enough for the job

Moyes has never won a major trophy as a football manager and yet he was expected to deliver more or less instantly at a club whose previous manager had won 13 Premier League titles and two European Champions Leagues. As if this was not mission impossible, his body language, demeanour and communications with the media suggested almost from the outset that he did not feel that he was up to the task.

6) Get the cultural fit right

The history of an organisation is an irrevocable part of what it is. It is almost impossible to imagine Apple AAPL -0.17% as a company full of conformists or General Electric GE +0.34% as recklessly-managed. Similarly in football, Manchester United’s history and reputation is as a dynamic and romantic team full of derring-do, adventure and attacking style. From the youthful exuberance of the “Busby Babes” in the 1950s to the swagger and pomp of Best, Charlton and Law in their prime, the club has developed a “United way”. Ferguson, a self-confessed sporting gambler, stuck to those principles. However, while Moyes spoke about a strong youth policy and the club’s fine reputation for attacking football, his actions and strategies did not match his words.

7) Manage the management’s communication

Moyes had no choice but to take the microphone after every defeat – the broadcasting contracts governing British Premier League football stipulate that the team managers are interviewed after every game. Moyes, following a master media manipulator in Ferguson, could not be expected to have his predecessor’s touch in this department. Honest and decent in his public utterances, he nonetheless needed support from his backroom staff and senior players and directors. The club’s media team could have taken a much more active role in protecting Moyes, presenting a collective front and showing support to a manager who was always going to have a tricky first year in following a legend.

8) Be decisive. Know when it’s the right time to stop the rot.

Prior to Moyes’s departure, United had a reputation for giving managers time to build teams, in contrast to some of the rapid firings seen at other top teams in the UK and Europe. Yet, it was clear that Moyes had lost the dressing room, while his comments after the team’s final performance under his management demonstrated that he didn’t have the long-term vision required.

9) Don’t let the news leak

Once the decision is made, make the announcement. Some of the momentum gained from the decisiveness United’s owners showed with their judgment that enough was enough was lost by widespread reports the day before that made Moyes’ sacking the worst-kept secret in British football. Nearly all Britain’s national newspapers led their sports pages with the news that Moyes was to be sacked, before it had been announced. While United’s listing on the New York Stock Exchange governs the timing of price-sensitive news, the leaking of the dismissal led to speculation about compensation, replacements and club strategy, when the focus could have been on a new beginning.

10) Have a credible new plan.

When an instant fix is neither credible nor desirable, at least have a plan, a process and steady temporary leadership. Appointing Ryan Giggs, United’s most decorated player in the club’s history, to take charge on a temporary basis, restores some respect to the fallen champions. Giggs is adored by fans, respected by the players and hugely liked by the sports media. With so much of the past leadership having departed, his is an obvious temporary appointment to try to arrest the team’s slide and provide some stability. Few companies, however, are likely to have somebody with his attributes waiting ready in the wings.

David Moyes is clearly an early candidate for Most De-Energizing leader of 2014.

Monday, April 21, 2014

"If I was two-faced would I be wearing this one?" How Lincoln energized the nation.

What made Abraham Lincoln such an energizing leader? Here's six lessons that I gleaned from this piece that appeared in The Week. The writing credit goes to Eric Barker.

1. Get out of the office and circulate among the troops

Historians believe he met every single Union soldier who enlisted early in the Civil War. In 1861 Lincoln spent more time out of the White House than he did in it. If a Union soldier had enlisted early in the Civil War, he likely saw the president in person. Lincoln made it a point to personally inspect every state regiment of volunteers that passed through Washington D.C

Lincoln knew people were his best source of information. And accessibility built trust. Lincoln effectively had an open-door policy. John Nicolay and John Hay, his personal secretaries, reported that Lincoln spent 75 percent of his time meeting with people Lincoln was always trying to get the best information so he could make good decisions. He virtually lived at the War Department's telegraph office so he could gain access to key information for quick, timely decisions

2. Persuade rather than compel

Despite having the power of the presidency, Lincoln didn't strong-arm people; he persuaded them.

He made them his friends. He made them like him. Here's Lincoln talking about his methods:

“ It is an old and a true maxim, that a "drop of honey catches more flies than a gallon of gall." So with men, if you would win a man to your cause, first convince him that you are his sincere friend. Therein is a drop of honey that catches his heart, which, say what he will, is the great high road to his reason, and which, when once gained, you will find by little trouble in convincing his judgment of the justice of your cause, if indeed that cause really be a just one.”

And it shows in the way he handled subordinates. He didn't give orders — he made requests. Look at his letters:

To McClellan (10-13-63): "…This letter is in no sense an order."
To Halleck (9-19-63): "I hope you will consider it…"
To Burnside (9-27-63): "It was suggested to you, not ordered…"

3. Lead by being led

Lincoln always gave credit where credit was due and took responsibility when things went wrong.

Not only did this satisfy Lincoln's need for honesty, integrity and human dignity; it also gave his subordinates the correct perception that they were, in many ways, doing the leading, not Lincoln. If nothing else, it made them feel good about their jobs. It also encouraged innovation and risk taking because they knew that if they failed, Lincoln would not blame them. Lincoln had no problem saying he screwed up, like in this letter to General Ulysses S. Grant: “I write this now as a grateful acknowledgement for the almost inestimable service you have done the country. I wish to say a word further. When you reached the vicinity of Vicksburg… I never had any faith, except a general hope that you knew better than I that the expedition could succeed… I feared it was a mistake. I now wish to make the personal acknowledgement that you were right, and I was wrong.”

4. Encourage innovation

What did Lincoln know about innovating? Well, he's the only U.S. President to ever patent something.Years before assuming the presidency, Lincoln had shown his interest in innovation when, on March 10, 1849 he received a patent for a new method of making grounded boats more buoyant. And even during his most difficult times, Lincoln continued to call on his subordinates to screen new advances, implement ideas, and win while learning. He realized that, as an executive leader, it was his chief responsibility to create the climate of risk-free entrepreneurship necessary to foster effective innovation

5. Influence people through storytelling

Lincoln was a great storyteller and he actively leveraged this skill to win people over. Lincoln reports “They say I tell a great many stories. I reckon I do; but I have learned from long experience that plain people, take them as they run, are more easily influenced through the medium of a broad and humorous illustration than in any other way”

6 Don’t take yourself too seriously

Honest Abe had a good sense of humor: "If I were two-faced, would I be wearing this one?"

Like President Reagan, he knew that by self-deprecating he was endearing himself to the population

"If I was two-faced why would wear this one?" asked President Lincoln. 'Only one hat,' thought the General to himself.

Six leadership lessons from a highly energizing President! Of course, if you try to emulate him there's no need to wear that ridiculous top hat...in fact, I would counsel against it unless you are running some form of Funeral Home.

Wednesday, April 16, 2014

Center for Energizing Leadership's April Newsletter Published

Center for Energizing Leadership

Newsletter April, 2014 - In This Issue:

Are You A Full Metal Jacket Style Leader?

Does Speaking in Public Make You Tense?

What's The Buzz about Energy Cabinets?

Are You A Full Metal Jacket Style Leader?

Time to retire Gunnery Sergeant Hartman as the poster-child for leadership.

When you think about energizing leaders, you don't instinctively think about officers in the US Military. On the contrary, I usually flash back to images of Gunnery Sergeant Hartmanin Stanley Kubrik's Full Metal Jacket, for a stereotype involving a boot-camp sergeant inspiring his men through the use of hard-edged and somewhat Draconian tactics.

Therefore, it was somewhat of a surprise to find being empathetic listed as a key leadership trait included in the published memoir of retired four-star General Stanley A McChrystal.... a man best known for his disparaging remarks about Vice President Joe Biden. Read more in Energizing Leader .

Does Speaking in Public Make You Tense?

Chances are, speaking in public puts a knot in your stomach. In fact, public speaking beats out death when it comes to being America's number one fear according to the Wall Street Journal. But there is a cure!

Of course, it doesn't take being a key-note speaker in a huge auditorium to get the butterflies going. Did you know that millions of Americans become nervous even when they have to make a work presentation to a small group of people? This is surprisingly common and at one time or another affected many of the people we have come to think of as confident presenters. Even Warren Buffet admits to having been a nervous presenter before he took a class on how to speak in public. So don't worry. There is a cure, and you can find it at the Center's popular workshop on Effective Presentations. It works!

What's All the Buzz about Energy Cabinets?

Find out at a Complimentary Cheese & Wine evening

Learn all about the Center's acclaimed Energy Cabinet program by attending a complimentary Cheese & Wine evening on April 29 and on other dates in early May, Jonathan Copley the Center's Founder will give a mini-presentation titled, Secrets of the Energy Cabinet. Other members of faculty will also be present to meet our guests.

Each session is limited to no more than 8 guests...(tickets for the May 6 and May 8 sessions are Sold Out.)

You can register for your free tickets at EVENTBRITE.

Newsletter of the Center for Energizing Leadership

Editor: Jonathan Copley jc@energizing-leadership.com

Visit the Center online at

http://energizing1.com

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An Intriguing Opportunity for Entrepreneurs and Senior Executives

An Intriguing Opportunity

for Entrepreneurs and Senior Executives

Center for Energizing Leadership

Weekly Event - Every Tuesday & Thursday: 6:00 PM to 8:00 PM (PDT)

Bellevue, WA

An Intriguing Opportunity for Entrepreneurs and Senior Execu...

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Event Details

Jonathan Copley the founder of The Center for Energizing Leadership is hosting a Reception & Mini-Seminar to introduce its ground-breaking Energy Cabinet program.

"Hanging out with negative people does not lead to a positive life."

Many people have achieved success despite being held back by energy-drainers.

Imagine what more they could achieve with a group of energizing peers.

That's why the Center for Energizing Leadership runs Energy Cabinets. Of course, according to participants, there are other reasons:

Take part in a state-of-the-art leadership development program.
Earn "brain equity" by jointly creating new business ventures.
Access to 15 leading professional service firms in the Grow50 consortium.
Obtain a proven business and career mentor for personal coaching.
Network with other CXOs, Directors, Partners, Owners, Entrepreneurs.

To learn more about this innovative and energizing program, join us for an informational cheese & wine evening.

Where

Center for Energizing Leadership

6305 160th Place SE,
Bellevue, WA 98006

Parking is available at the location.

Agenda

6:00 pm to 6:30 pm - Reception and Meet the Faculty
6:30 pm to 7:00 pm - Mini-Seminar: Secrets of the Energy Cabinet
7:00 pm to 8:00 pm - Q & A

When

Choose from one of these dates:

~~Tuesday April 29~~ (Sold out) Thursday May 1

Tuesday May 6 (Sold out) Thursday May 8 (Sold out)

Tuesday May 13 Thursday May 15

How to Register

Each session is limited to no more than 8 guests. Registration is required through Eventbrite.