Leadership Programs



To transform managers into leaders in a non-leadership world.

Value Proposition

Managers will...

…Find renewed purpose and enjoyment in their leadership roles

…Become leaders that people want to follow

…Build engagement and accountability in others

…Practice leadership that translates positively and powerfully to the bottom line












Program Descriptions

We adapt content and delivery to the level and responsibilities of the class that you form, which can range from first-line supervisors, through emerging leaders, to C-suite executives. Sessions are highly interactive. Students receive a customized workbook. All sessions close with a recorded commitment by participants to productive change. Optional post-workshop coaching intensifies organizational impact. Webinar delivery is an option where class participants are widely dispersed.


You don’t build a business—you build people and then they build your business. - Zig Zigler

Too many businesses, schools, hotels, hospitals, shops, and other enterprises achieve a level of success far beneath their potential. This happens when they limit their focus to vital matters such as finance, technology, facilities, product development, and mastering the marketplace. In doing so, they fail to ignite the cultural engine that actually breeds the excellence they seek in finance, technology, facilities, product development, and the marketplace. They put too little emphasis on the ten actions that create the engine that drives high performance.

  1. Remain true to the right mission

  2. Focus on an inspiring vision

  3. Form unmistakable and lived-out core values

  4. Hire the right people and onboard them smartly

  5. Zero in on agreed-upon strategic priorities

  6. Appoint leaders worth following

  7. Apply robust performance management

  8. Create success rather than prevent failure

  9. Inject embraceable and successful change

  10. Build a culture of collaboration

This program benefits organizations of any size. You will emerge with these three bonuses: (1) a thorough understanding of the ten actions as well as how to maximize their impact; (2) an assessment of how well your organization currently leverages each one; (3) a plan to enable your organization more fully live out the particular steps you identify to be most supportive of its bottom line.

While this program fully blankets the ten most critical builders of organizational excellence, the limitations of a half-day schedule precludes an exhaustive treatment of steps 4, 6, 7, and 10. Depending on the steps that you target for your company, you may choose to request additional content and assistance following the program.

Audience and Schedule

This program benefits those with the ability to create or influence change in their organizations. That typically includes C-suite executives, senior managers, HR professionals, business owners, and entrepreneurs.

Public Offering: Four hours to two days

In-Company Workshop: One to three days


You’re too busy making mistakes to stop making them. - Said by a consultant to the GM of a manufacturing plant

You may have recognized the title of this workshop as the definition of Lean Manufacturing. But don’t be misled! Lean principles apply to every organization: manufacturing, service, health care, hospitality, education, government, church, and media. Every one of these structural forms is equally invested in achieving its rationale for existence, or bottom line, in the most effective, efficient, and excellent manner possible. This workshop begins with a thorough description of nine continuous improvement actions that your management teams should be taking, Lean being one of them. Then we dig into the meat with ten reasons why and how waste acts as the enemy of the bottom line. You’ll discover your organization’s best opportunity to eliminate the waste that’s hurting it the most. Most importantly, you’ll create an action plan for the relentless pursuit of its elimination.

Audience and Schedule

This program for those in positions of corporate leadership or in any role where they are responsible for efficiency, effectiveness, and excellence.

Public Offering: Four hours

In-Company Workshop: Four hours to one day.


The ability to speak is a short cut to distinction. - Lowell Thomas

Do you need to more effectively influence others with your teaching, presentations, seminars, briefings, updates, speeches, or sales calls? If so, this workshop is for you. You will learn how to…

  1. Analyze and adapt to your audience

  2. Determine your purpose

  3. Discover your 3-5 main points

  4. Create compelling content

  5. Plan ahead!

  6. Open decisively

  7. Build rapport

  8. Adopt persuasive language

  9. Vary your voice

  10. Harness body language

  11. Use notes that do the job

  12. Leverage audiovisuals to advantage

  13. Defeat podium anxiety

  14. Manage the audience

  15. Close decisively

Following the workshop, options exist for private and individual feedback from one of the instructors on one of your live or videotaped presentations.

Audience and Schedule

This program for anyone, from clerk to CEO, who needs to improve their communication skills in any context.

Public Offering: Four hours

In-Company Workshop: Typically includes videotaping of assigned presentations followed by private feedback. Timing depends on the number of participants.


If you don’t have a selling system of your own when you are face to face with a buyer, you will unknowingly default to his system. - David Sandler

This program is inspired by Sam Deep’s best-selling international book by the same title, written in collaboration with the Sandler Sales Institute. It reveals the keys to successful selling, independent of the products or services you or your company provides, through these compelling topics.

  1. Adopt a selling mindset

  2. Increase your Margin

  3. Get the appointment

  4. Master the sales call

  5. Know your prospect

  6. Know your product

  7. Stop closing deals!

  8. Connect

  9. Don’t spill your candy in the lobby

  10. Advance the Pain-O-Meter needle

  11. Duck those swinging pendulums

If possible, you’ll want to experience Close the Deal with at least one other member of your sales team. That enables you to collaborate on the professional development plans you create and act as accountability partners to each other. The impact of this workshop is further magnified when attended by a sales manager and his or her sales team.

Audience and Schedule

Sales professionals at any level will gain new insights and strategies as well as confirmation of the positive tactics they already employ.

Public Offering: Four hours

In-Company Workshop: Four hours to one day.


From our customers’ point of view, if they can see it, walk on it, hold it, hear it, step in it, smell it, carry it, step over it, touch it, use it, even taste it, if they can feel it or sense it, it’s customer service. - SuperAmerica

The aim of this program is to equip you and your company team with the insight, skills, and directions you need to provide your customers with world-class service. We begin by defining quality service, before describing how to build it in your company. That leads to rating your current quality service level and putting plans into place to insure that you delight your customers so much that they wouldn’t dream of leaving you. Here’s the outline.

A. Defining It

  1. Customers want it five ways. How well do you deliver on each one?

  2. What is your Customer Service Vision? How effective is it? Are you leveraging it to increase your success in the marketplace?

B. Building It

  1. Is your Customer Service Culture supportive of the level of quality service you strive for?

  2. What room for improvement is there in the level of Internal Customer Service among your employees?

  3. Have you taught your people the Ten Commandments of Exceptional Customer Service? Do they live them out?

  4. Can you count on your people to say the right thing in the right way for each of the customer contacts they make?

  5. Are you and your people adept at healing customers who feel betrayed?

  6. Are you doing everything possible to keep the customers you have?

C. Sustaining It

  1. Administer the comprehensive 20-item Quality Service Assessment in your organization.

  2. Use the results of the assessment to leverage the lessons of this Program for your goal of providing Quality Service to your customers.

Audience and Schedule

Executives, managers, and customer service specialists leave this program with abundant takeaways to ignite the knowledge, the abilities, and the passions of your employees to delight your customers.

Public Offering: Four hours

In-Company Workshop: Four hours to one day.


When arguing with a stupid person, be sure he isn’t doing the same thing. - Author unknown

In 1789, Benjamin Franklin opined, “In this world nothing can be said to be certain, except death and taxes.” It is a bit surprising that this brilliant and wise old patriot overlooked the other worldwide certainty--conflict. In this program you’ll learn how to protect your relationships at work and at home from the potential ravages of this interpersonal inevitability. The big questions we’ll answer are…

  1. What are the 14 roots of interpersonal conflict?

  2. How can I reduce the frequency and intensity of conflict on my team and in my life?

  3. What role do these play in conflict reduction: strategic priorities; core values; roles and responsibilities; behavioral expectations among individuals, teams, functions, and departments?

  4. How can I reduce conflict through hiring practices?

  5. What are the best ways to deal with problem performers?

  6. What role does internal customer service play?

  7. What role does leadership play?

  8. What is the best way to fight?

  9. When should we step in when others are fighting, and what is the best way to do it?

You’ll leave this workshop with takeaways to improve peace in your personal relationships, and increase the level of collaboration within and across the teams in your organization.

Audience and Schedule

This program is for anyone, particularly business managers, who want to reduce and resolve interpersonal conflict in their work and personal lives.

Public Offering: Four hours

In-Company Workshop: Four to six hours


The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly. - Jim Rohn

Over the years, I have given countless groups of program participants this oral assignment: “Think of a great leader you have experienced or observed.” Following a brief pause comes this question: “What is one of the most outstanding personal qualities of that great leader?” The typical answers they shout out are recorded on a flip chart as “listener,” “compassionate,” “visionary,” “humble,” “decisive,” “honest,” “appreciative,” “accountable,” “teacher," “took stands,” “kind,” “gave feedback,” “organized,” “supportive,” “tough,” “sense of urgency,” “wise,” “resilient,” “ethical,” “controlled,” “determined,” and “passionate”—all manifestations of emotional competence! Only occasionally do they proclaim a quality that refers to either the intellect (“smart”) or skill level (“great speaker”) of these leaders. The conclusion to reach from these years of data collection is that great leadership emerges principally from what resides inside a person’s heart and soul, rather than their head, mouth, hands, and feet. Therefore, the agenda for this program answers these questions.

  1. What is emotional competence (EC)?

  2. Why is it so important for leaders?

  3. What is the current level of your EC?

  4. What are your EC strong points? What are the situations where you can leverage them further?

  5. What are your EC opportunities to get stronger? What are the costs to your leadership of not addressing them?

  6. Which one EC strengthening opportunity do you vow to pursue right now?

Audience and Schedule

This program is for leaders at all levels and in all venues at work and in the home who want to improve at engaging followers and holding them accountable.

Public Offering: Four hours

In-Company Workshop: Four hours


An ounce of prevention is worth a pound of cure. - Benjamin Franklin

Hiring the wrong person is a costly blunder. The opportunity lost when another choice would have performed better depresses the bottom line. The pain of lowered productivity, team disruption, and dealing with problem performers is excruciating. The precious time wasted on poor selection decisions can never be recalled. Why are as many as half of all new hires regretted? Because we hire people who can’t or won’t do the job, or we hire people who can do the job, but we fail to ensure their success with thoughtful and robust onboarding. Your company will dramatically increase the success of new hires when you…

  1. Know who you’re looking for

  2. Target your recruiting

  3. Take great advantage of reference calls

  4. Be wise in asking interview questions

  5. Rely on behavioral interview questions

  6. Administer valid job sample tests

  7. Leverage in-basket scenarios

  8. Conduct two-way shop/office/building tours

  9. Look hard for the four most important candidate qualities

  10. Make a wise and informed decision

  11. On-board smartly for six months

Audience and Schedule

This program is for HR professionals, managers, and business owners who need to hire top quality employees, get them to the top of the learning curve ASAP, and hang on to the best and brightest among them.

Public Offering: Four hours

In-Company Workshop: Four hours to one day


Leadership is liberating people to do what is required of them. - Max DePree

Over 3500 supervisors—many from a Fortune 500 corporation—have graduated from this highly-rated program. It provides participants with the practical tools required both to engage the people they supervise (through “servant” leadership) as well as hold them accountable for their performance (the “steel spike”). Following each of 17 teaching modules, individuals score themselves on these behaviors in order to target three that they choose to improve—with the consensus and support of their manager—in order to increase their supervisory impact.

  1. I strive toward a distinct purpose for my team. We know where we’re going.

  2. I impart meaning and purpose to my team.

  3. I state clear expectations for employee performance.

  4. I learn what expectations others have of me, and I strive to meet them.

  5. I constructively criticize failures to meet expectations, imposing consequences when necessary.

  6. I praise, recognize, and give credit to those who meet performance expectations.

  7. I speak precisely, powerfully, and positively.

  8. I listen attentively.

  9. I hold myself accountable for my professional growth.

  10. I train, coach, mentor, advise, and counsel my team.

  11. I am a change agent who deals well with new ways.

  12. I help my team deal with the downside that they see in change.

  13. I insist on excellence, continuous improvement, and good-enough-never-is.

  14. I deal well with criticisms coming my way so I can grow from them and—when they take the form of attacks—insist on better behavior.

  15. I sell my ideas effectively—particularly to my boss.

  16. I ask for the ideas of others and use them whenever possible.

  17. I resolve conflict with others effectively.

Audience and Schedule

The “Steel-Spiked Servant” was designed for first-line supervisors, mid-level managers, and emerging leaders at all levels. That said, the Fortune 500 company mentioned above populates its two annual classes with many employees not having any formal leadership responsibilities. They apply it as a premier personal development and relationship-building experience for all key employees they choose to grow and retain.

Public Offering: Two and one-half days

In-Company Workshop: Two to three days, depending upon development objectives as well as the practical realities of scheduling.


When you know yourself, you are empowered. When you accept yourself, you are invincible. - Tina Lifford

The DiSC model is applied in this workshop to four ends. First, you learn how your tendencies and preferences impact your workplace behaviors. Second, you learn the same for your colleagues in this workshop. Third, you learn how to connect better with those whose tendencies and preferences differ from yours. Finally, you learn how best to apply your tendencies and preference to your leadership of others. These seven steps enable those learnings.

Step 1: Position yourself with regard to the eight DiSC styles.

Step 2: Interpret the meaning of your position within the styles.

Step 3: Understand and appreciate the significance of all styles.

Step 4: Appreciate the implications of your style.

Step 5: Learn how to read the styles of others.

Step 6: Commit to the actions necessary to work effectively with other styles when they appear both in bosses and colleagues and in those you supervise.

Step 7: Commit to a plan to collaborate more effectively with one particular person in your work life who has a style other than yours.

Audience and Schedule

The DiSC workshop benefits a team or a company employee group that know each other and whose jobs require them to collaborate with or support those in the room. It is not offered as a public workshop. Its duration is anywhere from one to four hours, depending on the size of the group and the depth you request for each of the workshop steps.