KateNasser.com

Corporate and business labels come in all forms — job titles, organizational units, processes, functions, acronyms, and so forth. Labels clarify, organize, and communicate. Labels can also limit development, possibilities, and empowerment. The leadership challenge is leading beyond the labels.

Labels can speed communication and understanding. Can you imagine the frustration of having to repeatedly describe in detail something that could be said with one label that everyone quickly grasps? Ironically, that same label can shut down listening, questioning, discussing, and innovating — if you let it.

Leading Beyond the Labels

1. Ask yourself: Are you and/or your teams using labels to limit or to explore? Listen carefully for instances of building boundaries out of labels. Spotting this trend early and correcting can reduce engrained change resistance.
2. Check for “should” and “only” in your mind and in your words. One of the easiest ways to spot labeling to limit is to ask yourselves are you thinking/saying limiting thoughts as you use a label. This team member is only a _________ (job title/label). This step should be done by _________ (department/label).
3. What’s the risk of not limiting vs. limiting? Leadership requires assessing risks. If the risks of not limiting are great, you will likely go with labeling to limit to minimize risk. Else, avoid it.
4. Labeling people, even positively, builds more limits than talents. Counteract this effect with cross-teamwork, developmental assignments, and team building activities that explore beyond the labels.

Labels are alluring to many. They make things clear, tangible, — and comfortable. Hence the true danger. Don’t accept this comfort. Question it. Challenge it. Counteract it. Succeed by leading beyond the labels.


What would you add to this list to limit the limiting effects of labels? I welcome your thoughts in the comments field below. Add your voice!

From my professional experience to your success,
Kate Nasser, The People-Skills Coach™

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. For permission to re-post or republish the content of this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

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Kate Nasser, The People-Skills Coach™, turns interaction obstacles into business success. Now in 23rd year of business, Kate delivers coaching, consulting, training, and keynotes on leading change, customer service, customer experience, and teamwork. See this site for workshop outlines, keynote footage, and customer results.

A great definition of teamwork includes a call to action to build and exercise change-ability skills for optimal teamwork in any situation.

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Picture your organization using this new definition of teamwork:

Growth and change within team members to achieve a common success.

It’s applicable to changing environments, is very clear, and defines teamwork as adapting to reach the common goal instead of working to reach the common goal. 

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This definition of teamwork creates startling results when you use it with these four precious gems.

RUBY. Passion for learning. When you create a learning (not training) culture, the team exercises its change-ability muscles. Learning is change and one that most people welcome since it enhances their careers and no one can fail. 
The startling result is a stream of new contributions because all are involved in continuous improvement.

Creativity increases and critical thinking improves. Athletic teams regularly exercise for improved performance and theater troupes explore new ideas for this same reason. Unfortunately teams focused on production often get locked in daily routines. Create startling new results with a learning culture.

Action Item: Pick one topic related to business, teamwork, service, sales, or technology. Have each team member Google/Bing on the topic and collate those results online.  At a virtual team meeting, take 15 minutes for team members to identify aloud what info they can use and how.  Make this a weekly event and watch the teams create, collaborate, and flex to changing needs.

 

 

EMERALD. Leader with a confident ego. If you have a learning culture, the leader must feel confident even with constructive dissenters and creative strategic thinkers on the team. This confident leader is the emerald gem of teamwork — reminding us all of The Wizard of Oz. Toward the end of the movie the curtain is drawn back to reveal there is no all-powerful wizard. He is instead a wise caring person.  His insights flow from there.

 

 

 

SAPPHIRE. Human bonding on diverse and distributed teams.  The evil of isolation due to distance or differences undermines the full potential of teams. Picture world-wide technology rollout teams who have never met, come from different cultures, and rotate team members. If no bonding is addressed, the teams will fall short of full success. Use video-based virtual meetings to introduce team members. Build understanding on topics of personality type, generational differences, cultural norms, learning style, and pet peeves!

 

 

 

DIAMOND. The I’s in Team. There are several I’s in teamwork – individual initiative and identity committed to the team. Respect and acknowledge individual talents contributed to the whole. It inspires greater contributions and willingness to share and teach. Some organizations call this the essential piece culture where each person knows how s/he contributes to the whole success.

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. For permission to re-post or republish, please email info@katenasser.com. Thank you for respecting intellectual capital.

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Kate Nasser, The People-Skills Coach, delivers team building workshops and innovative solutions for startling team results. See this site for more info and 21 years of testimonials.

Can you think of someone who would not want to be called the best? Most business leaders and professionals would beam at this honor. Being the best means you have an extreme strength. It emerges from a natural talent or intense study, practice and development.

Yet there is a weakness to every extreme strength. That weakness is the undeveloped counter-strength you might need today or in the next step of your career.

For self-development, traditional wisdom says:
#1 Be aware of your weakness
#2 Know how to change
#3 Have the desire to change


Why does the weakness often persist?

1. The organization taps you for your strength. More of your time is spent using a strength than developing a counter-strength.
2. Using the strength feels better than the struggle of developing a weakness. We yield to the positive feelings.
3. Being called the best can create overconfidence and block growth. Consider, when are you too confident to learn?
4. Believing that the counter-strength is inconsistent with the extreme strength. Picture a strong analytic who relies heavily on data and looks down on those who don’t. How likely is this analytic to develop and use big picture thinking necessary in a leadership position?
5. Fearing that it will weaken the extreme strength. For example, strong driver personalities who push for the end results are afraid that learning participative leadership will undermine success.

Overcoming the grip of extreme strength:

1. If the organization is the block, ask for a short project where you can learn a counter-strength.
2. If the positive feelings are holding you back, picture the negative feelings of being unprepared for the next skill set needed.
3. If overconfidence is trapping you, find a trusted friend or mentor to snap you out of it with honest feedback.
4. If are stuck in one belief, search for examples to test the accuracy of it. Is it a feeling or a fact? If it is a feeling, you can stretch past it and develop a counter-strength.
5. If fear of failure is stopping you, find people who have your strength and the counter-strength you need. Their balanced success can move you past your fear.

How have you developed counter-strengths to balance your greatest strengths? What success have you had that will help others? Please share your story below.


©2011 Kate Nasser, CAS, Inc. Somerville, NJ. For permission to re-post or republish, please email info@katenasser.com.

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Kate Nasser, The People-Skills Coach, turns change obstacles into your professional success with inspiration to action. See this site for workshop outlines, keynote features, footage to view, and customer testimonials.

Recent studies show that loyal customers are the ones that find your service easy.  For hotels and the hospitality and travel industry, this has morphed into frequent guest profiles on room type, or rental car preference, or aisle/window choice on an airplane.

They have created a standard process on certain service items to earn customer loyalty. It’s just a beginning.

Hotels must go far beyond that and rewards programs to earn the customer loyalty especially of frequent business travelers. They must:

Make it easy for customers to get exceptions to the standard process and sustain those exceptions throughout each stay.

Most hotels don’t sustain customers’ exceptions. The hotels are driven by standard processes and handle each exception as a transaction. You can make a special request and hopefully they deliver on that exception. Yet if it’s something you want every day during the stay or for every stay, you must request it each time.

A recent example: Sheraton hotel provided two bath towels, two hand towels, and two wash cloths in the room. I asked for two additional bath towels. They delivered. The next day housekeeping gave me — you guessed it — just two bath towels, two hand towels etc… Each day I had to request the same exception to their standard process.

Delivering great customer service when requested may get you high customer satisfaction scores. Delivering pro-active customer service may win you great acclaim.

But to earn customer loyalty, deliver easy exceptions and sustain those exceptions. Why? In this example, it’s just one easy phone call each day for some towels right? Easy maybe. Loyalty building it isn’t.

Customer loyalty is earned from easy exceptions that you remember to deliver each time. When you sustain the customers’ exceptions, you are telling them you remember their needs. Being remembered and cared for creates psychological comfort. That earns you the customers’ trust and thus their loyalty.

Picture yourself as a customer. Think about the diner waitress who remembers exactly how you want your eggs. The dry cleaner who knows your name and remembers your preferences. The consultant who already knows your hot buttons and key concerns. The dentist who knows your pain tolerance and how to ease it. The florist who remembers what flowers you send your mother even when you don’t!

This type of customer service becomes more than service. To the customer, you become an essential part of their easy life. If a hotel makes my life easy, I don’t even consider a different hotel for my next trip. You prevent the question mark from forming in my mind. Your hotel becomes my sanctuary when you sustain my exceptions to your standard processes.

This is a challenge for large scale operations yet it is feasible with modern technology. How about easy online portals for all customers to send in their exception requests in advance — without having to call? Or even when they are on site? How about special request kiosks on each floor? Perhaps hand held devices on housekeeping carts that give the staff just in time info on what each customer wants?

Capitalize on the fact that most people don’t like change. They like comfortable easy situations that they can rely on especially when far from home. Following your standard process is a change. You earn their loyalty by making exceptions easy to get and remembering to deliver them each time.


Will it be your brand? If yes, let me know and I will be a regular at your hotel!


From my professional experience to your success,
Kate Nasser, The People-Skills Coach™

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish this post, please first email info@katenasser.com for terms of use. Thank you for respecting intellectual capital.

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Kate Nasser, The People-Skills Coach™, delivers actionable customer service insights through workshops, keynotes, consultations, and DVDs. Now in her 21st year in business, her stellar results are well known in the customer service industry. See this site for more information.

Authenticity is touted as critical to success in leadership and business in the 21st century. Authenticity is the spirit of the day with young entrepreneurs and new generations in the workplace. It is the ever present success formula from brand strategists and marketing experts.

Meanwhile adaptation is also critical to success. Leaders, teams, and businesses that cannot adapt to change, fail in the long run. Adapting to market conditions, generational differences, cultural diversity, customer expectations, and the mindset of venture capitalists brings success.

There are many who see authenticity and adaptation as mutually exclusive and at war with each other. This view drives their extreme behavior.

Some think adaptation defines a chameleon so they cling to authenticity. Those who crave acceptance constantly adapt and lose authenticity as they meld into the crowd.

Extremes like this lead businesses, leaders, and individuals to unnecessary mistakes. Authenticity & adaptation are partners, not enemies, in success.

Authenticity:
Builds clarity & customer trust in your brand
Prevents groupthink on teams
Inspires and engages employee talent
Develops trust between leaders & team collaborators

Adaptation:
Keeps your brand current and competitive
Builds bonds for teamwork
Develops your versatility to capture possibilities

The extreme view can grip anyone or any company during tough times. Consider Coca Cola’s historic move to crush Pepsi Co. so they adapted Coke to taste like Pepsi — with disastrous results. Or IBM’s refusal in the early 90′s to adapt and embrace outside influences until the stock price plummeted. Witness online rudeness, labeled as authentic and necessary for honest discourse. Yet honesty and civility can coexist.

Thwart the power of the extreme view:

1. Evolve and test your purpose regularly. An up-to-date mission gives you clarity when the cloud of stress and tough times move in.
2. Gather and consider quantitative and qualitative information. Seek other views.
3. When you are comfortable, stretch. When you are uncomfortable, question your motives before you act.

When adaptation is driven purely by fear, greed, or insecurity, stick with authenticity.

When comfort, arrogance, ignorance, selfishness or fear of change masquerades as authenticity, it’s time to adapt.


How have you found the balance between authenticity and adaptation in your leadership, or business, or teamwork?

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Kate Nasser, The People-Skills Coach, is known for taking corporate teams from inspiration to action during times of great change. Her workshops on teamwork, transitions, and customer relations continue to deliver stellar results.

Leaders, do team members in your corporation or business speak up soon enough?  Long standing teams often answer yes to this. The comfort of knowing each other fuels, what I call, the voices of success in teamwork and business.

This is no little feat.  Social research in America shows that people often speak up less in groups – even in a crisis (When Will People Help in a Crisis).

The common response to this challenge is to get new teams to know each other more quickly and engage the voices of success faster. It’s a start. Yet it still traps success in the time it takes to know everyone.






It also fails in today’s environment of constant change and sudden (ad hoc) teamwork. Can you imagine the business wins possible with the voices of success working in every meeting and encounter — globally? In other words during every instance of sudden teamwork?

Encourage the Voices of Success
Why not spread these messages with signs throughout your business, with your prime vendors/suppliers, and in your new hire orientations? Add these to your performance reviews and see employee engagement soar.

1. “If you think of something possible, say something!” For people to speak up with ideas they have for success or with cautions of dangers to avoid, they must feel it’s OK to do so. Throughout airports and train stations, they now announce “if you see something, say something” — to get people to report possible dangers.
2. “You are getting paid to deliver success. Speak up!” People must feel that they are expected to sound their voices of success. It’s not self-evident in a group setting.
3. “An idea is a terrible thing to waste. Speak up!”
4. “For us to succeed, we must all risk and commit. Speak and listen.”
5. “Respect ideas, even when we disagree.” People fear responses to their voices of success. Reduce the fear by restoring civility and building respect for diversity. Nothing creates silence and lost potential more quickly than rude disrespectful responses to new ideas or key concerns.

If you want true success in your business, encourage your customers to speak their minds too and of course be ready to listen to their voices of success.

Great listening and expressing harvests full potential.

What do you think? What other ways can we tap the creative and innovative ideas of business and corporate teams? Add your voice in the comments section below!

©2011 Kate Nasser, The People-Skills Coach, Founder & President, CAS, Inc. Somerville, NJ. If you would like to re-post or re-publish the content of this post, please email info@katenasser.com for permission.

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Kate Nasser, The People-Skills Coach delivers keynotes, workshops, consultations, and DVDs to turn interaction obstacles into interpersonal success in business, teamwork, customer relations, and leading change.

As a corporate leader or a team member, you are hired for your strengths. There are even established respected programs like Marcus Buckingham’s Now Discover Your Strengths to help you identify and hone them and those of your team.

Yet for true corporate and business success, discover and develop the strength of balance.

The strengths that are your extremes deliver current success. They become a great risk in times of change when those strengths no longer serve the business.  Ever wonder why businesses that initiate major change also initiate or experience turnover?  The leaders and their teams cannot adapt.  They did not develop counter strengths.  They do not have the strength that comes from balance.

The strength of balance gives you long term success with lower risk.  It is not however without cost.   You must spend time and effort to learn counter strengths while working on and enjoying current success.

Very successful people always do this to prepare for the future.


Now Develop Their Strength of Balance!

If you are great technically, discover and develop your people skills.

If you are generally an interactive listener, learn how to listen to introverts.

If you are quiet, practice expressing.

If you are a team member, discover your leadership skills.

If you are a tough practical leader, learn how to inspire.  If you are a soft-hearted leader, learn how to assert.

If you are a big picture person, develop some attention to details.

If you are a speaker, learn how to write.

If you are a creative thinker, develop critical thinking.


If you work with those your own age, learn about other generations.

If you are mono-cultural, discover other worlds.

If you are very stressed out, change something to reduce the tension.  You need the energy to prepare for the future!


What do you think? Can you and your team members always stretch and grow to stay vital in the face of any change? Or is it a waste of time? Some claim it is the same as trying to turn an eagle into a dove. What say you?

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Kate Nasser, The People-Skills Coach works extensively with technical organizations on thriving in change, masterful teamwork, and memorable customer service. See this site for more information.

Are you slow to change even when things are bad?  Thriving in change is not as complicated as you think. Those who thrive in change act on one belief: scale down to step up.

Scale Down to Step Up

1. Abandon absolutes of your thoughts and make space for new ideas.  I always saw myself as a speaker and not a writer.  I now do both.




2. Move constant complainers off the team to boost morale and productivity of committed workers. The re-energized team will produce better results.




3. Reduce false hope that things will change and increase actions to make things change. Take small steps forward. You lessen fear of mistakes and build self empowerment.




4. Eliminate relationships that focus on your weaknesses and step up to supportive connections. I walked away from a 15 year friendship when  I admitted that she was a wart on the spirit of life.




5. Give up comforts that keep you in the present and adopt new comforts that move you forward. I scaled down cable TV. I found all types of fun online learning and discovered more time for interesting new friends and Latin dancing.

Thriving in Change. Throw off the old myth: better the devil you know.  Habit makes the current pain seem easier for now.  But thought-filled action brings new found possibilities and a new found confidence.

Best wishes for your future. I am here as your GPS and catalytic force.

From my professional experience to your success,
Kate Nasser, The People-Skills Coach™

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please first email info@katenasser.com for terms of use. Thank you for respecting intellectual capital.

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Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on leading change, customer service, customer experience, and teamwork. For 23 years, she has turned interaction obstacles into business success. See this site for workshop outlines, keynote footage, and customer testimonials and results.

A VP of Human Resources told me that the ONE trait companies seek in people they hire is flexibility, also known as change ability.

A company’s success depends on its ability to change and the employees must show change ability to be hired, retained, and promoted. Those that resist change and cannot adapt are a drain on and a risk to the company’s success.



Key Question:
How do you show your change ability without seeming unreliable?


The right mindset (growth and/or innovation) and using the professional people skills noted below will strike the balance.



“If you don’t like change, you’re going to like irrelevance even less.” – General Eric Shinseki, Chief of Staff, US Army

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Show Your Change Ability:

1. Innovation and growth are driven by a thirst for exploring and learning. Invest some of your own time in learning and contribute that knowledge in the workplace. In this way, you show that this thirst is truly a part of you while contributing to the status quo.


INNOVATION Image by:Seth1492

2. In your daily work, offer creative ideas to solve existing problems, and help implement whatever idea is selected. In this way, you exhibit both flexibility and reliability.
3. When changes are announced in your company, replace your fear and comments of resistance with questions on how best to contribute during the transition to the new situation.
4. During job interviews, ask what balance of innovation (change) and maintaining the status quo does the company expect and the job require? Demonstrate in your questions that you realize both are needed. Recount how you have done both — in your life and previous jobs.
5. Develop and exhibit excellent conflict resolution skills. Many people can picture temperamental creative geniuses who come across as unreliable when they jump ship in the face of resistance and conflict. Ironically, in this moment they are also inflexible. If you can both innovate and deftly work through resistance and conflict, you are very valuable to the business.

Change-able is not fickle. It is not unreliable. It is not erratic, inconsistent, nor indecisive. Change ability is a skill of balance during growth.

How have you developed your change ability? I welcome your thoughts in the comments field below.

©2011 Kate Nasser, The People-Skills Coach, Somerville, NJ. For permission to re-post or republish, please email info@katenasser.com.

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Customer service teams, technical support teams, help desks, customer care centers, and call centers have one critical customer service challenge in this decade — adapting to customers’ needs and preferences.  It takes more than just multiple customer service venues (channels) or the latest technology and knowledge management to satisfy diverse expectations of customers around the globe.

It takes empowered CSRs, technical support reps, help desk analysts, and call center agents that are allowed to innovate without fear of failure or punishment.

Companies in every sector are touting innovation as the top focus for continued success yet not implementing this empowerment at the front line.  Necessity is the mother of invention (innovation) IF fear of failure or punishment is low. Otherwise the front line sticks to a pre-determined routine and set of rules that fall short of  superior service to diverse customers.

Innovate Customer Service at the Front Line

1. Communicate the purpose, values, and mission of customer service. On that basis, trust staff to make appropriate judgments and in-the-moment decisions on adapting to customers. Nordstroms and Zappos successfully empower their front line.
2. Use staff meetings to develop a culture of continuous improvements. The front line knows what each customer is thinking. Encourage them to innovate by tapping their knowledge and ideas for improvements.
3. Foster and recognize the front line for their innovations that deliver great customer service.

BONUS: In addition to higher customer satisfaction ratings, the front line achieves greater job satisfaction. Doubtful?

Studies at MIT and University of Chicago, as summarized by Daniel Pink, DRIVE: Motivation Beyond Carrots & Sticks, show that autonomy, mastery, and purpose are the motivators of great performance and seeds of job satisfaction (except for purely mechanical tasks).

Customer service professionals are very purpose driven. The best seek jobs in enlightened companies that tap their commitment and give them autonomy to innovate and deliver the best possible service. Attract the best talent and they will deliver the best service!

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Questions:

What else will encourage the front line to innovate for better service?

What else can customer service leaders do to increase performance and retain the best staff?

Leaders, in the corporate and government spheres embraced the concept of best practices and certification with great ardor based on the alluring part of the definition.

Best Practice

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A technique or methodology that, through experience and research, has proven to reliably lead to a desired result. (Source: WhatIs.Com).

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Experience – proven — desired — results!  What leader can resist that? It lowers risk, sounds efficient, and breeds success right?  Hold on just a minute.

Success in today’s world requires initiative, innovation, and learning. If we grip onto what’s been proven we increase the risk of falling behind by staying behind with the proven. We squelch learning.

If you are wondering what got me, The People-Skills Coach™ Coach, started on a post about best practices and certification, here’s the quick story.  

I was running a people-skills workshop in a large global corporation.  The first workshop was for the leaders.  As we started to dig into certain people-skills issues one of them said — “my people are certified in people-skills.  We already follow the best practices.” Grip, grip, grip. He was resistant to change. He justified it by gripping onto the simplified definition of best practice noted above. He squelched learning.

A fuller definition of best practice (Source: WhatIs.Com) disagrees with this resistance and hints at a more successful approach:

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A commitment to using the best practices in any field is a commitment to using all the knowledge and technology at one’s disposal to ensure success.

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Success in my field, professional people-skills, requires ongoing learning and adaptation. If we use certification, best practices, and proven ways to squelch learning, they become silent killers of success.

Leaders, it is worth asking yourselves: What message am I giving my teams about best practices and certification? Do my teams see it as an end goal or a starting point? Are my teams using best practices and certification to shut out information and resist change?

Your messages to them can overcome the misuse of best practices. Encourage the use of all the knowledge at your disposal to innovate and ensure success. Give your teams and your organization one of the greatest gifts you can — success through learning, innovation, and action. This is the truly the best practice.

One sure way to encourage this:

Regularly ask them – How can we improve the best practice? What is all the information we have at our disposal to innovate and do better? What is different about this situation and how do we reach success?

End each week with: What have we learned and innovated this week?

Please share: What other ways are you encouraging innovation and learning? This blog is a learning zone! I welcome your insights in the comments field below.

From my professional experience to your success,
Kate Nasser, The People-Skills Coach™

©2010-2012 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please first email info@katenasser.com for terms of use. Thank you for respecting intellectual capital.

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Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on customer service & experience, teamwork, employee engagement, and leading change. Kate turns interaction obstacles into business success. See this site for workshop outlines, keynote footage, and customer results.

Often new leaders, especially those moving from being a peer to being the boss, struggle with feelings vs. results. Some new leaders struggle with feelings vs. results more than others depending on personality type. Nonetheless, a clear focus on the mission, goals, and results is essential — for the leader’s success and especially the peers’ job security.

In fact, a leader’s excessive focus on feelings can cost the peers’ their jobs.

As a coach and consultant, I have seen teams fall short of the required results because leaders put feelings above results.

In two recent cases, the functions of the teams were outsourced because they didn’t show results. How unfortunate that the leaders confused a focus on results with heartlessness. There was no need to choose between results and feelings. Effective leaders breed great results from inspiring team members to care about the results while respecting them as people.

Moving from Peer to Boss

1. From day one as leader, a)Speak clearly about the mission/goals and your passion for the success of the team and b)Listen to their ideas and concerns on reaching those goals.
2. Highlight your former peers’ untapped talents and discuss their development as you all work toward results.
3. Handle jealousy straight away. If former peers are envious of your promotion, let them know that you welcome all positive contributions.  This is not cold. It is truthful.  It helps your former peers move past the envy and on to developing their strengths and talents.  It protects the entire team from a disastrous side trip to the world of fake choices — like the one between feelings vs. results.
4. “You used to complain about things when you were one of us. Now you have changed.”   This plea from former peers is not about you. It is about resisting change. Do not take this to heart or feel guilty.  The answer is quite simply, “Yes, of course. I see a bigger picture now that I am doing this job.  I still care about the issues and welcome your solutions.”
5. Spend time thinking about the type of team you want to lead. Inspired? High Achieving? Respected? If these adjectives do not describe it, what words do? Do your words also describe a team that will reach the needed results? They must gel in order to succeed.
6. Read and learn about inspiring different personality types. Even if your new job description outlines mostly tasks and tangible results, your ability to do those things depends on people-skills and communication.

Honor your promotion and your new position with courage, insight, and knowledge. Honor the mission and business with your clear focus. Honor your team by treating them as adults who will live up to the obligations and responsibilities of the job.

I am here to help you as The People-Skills Coach. Your first consultation with me is complimentary as my gift and congratulations for your promotion. I also continue to learn. What suggestions would you add to the list above?

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Kate Nasser, The People-Skills Coach, is well known for her ability to inspire teams to great commitment and success. Whether she is delivering a keynote, a workshop, or a one-on-one session, Kate taps your ability to succeed through incisive questions, humor, truths, and practicality. For more information, email Kate Nasser, The People-Skills Coach.

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