Thursday, August 28, 2008

Coaching Self-Assessment for Leaders

The questions below relate to the skills and qualities needed for effective coaching. Use this assessment to evaluate your own effectiveness as a coach.

1. Do you seize development opportunities and focus on immediate performance problems for your employees?

2. Do you try to develop a supportive, emotional bond with your employees?

3. Do you observe your employee's behavior?

4. Do you form and test hypotheses about your employee's behavior before acting on them?

5. Do you separate observations from judgments or assumptions?

6. Do you listen for signals that your help is needed?

7. Are you careful to avoid using your own performance as a yardstick to measure others?

8. Do you prepare employees for coaching sessions in advance?

9. Do you use open-ended questions to promote sharing of ideas and information?

10. Do you use closed questions (those that require a “yes” or “no” response) to help focus the discussion?

11. Do you blend inquiry (asking questions) with advocacy (offering opinions and ideas) during discussions with individuals you’re coaching?

12. Do you listen actively when someone is talking with you?

13. Do you paraphrase or use some other method to clarify what is being said in a discussion?

14. Are you able to discern the emotions behind your employees’ words?

15. Do you identify causes of performance problems or look for ways to close skill gaps?

16. Do you work with the employees you are coaching to generate alternative approaches or solutions that you can consider together?

17. Do you work with your employees to reach agreement on desired goals and outcomes?

18. Do you set a positive tone during coaching sessions?

19. Do you demonstrate sincerity in wanting to help your employees?

20. Do you customize your coaching approach depending on the person you are coaching?

21. Do you give specific feedback?

22. Do you give timely feedback?

23. Do you give feedback that focuses on behavior and its consequences (rather than on vague judgments)?

24. Do you give positive as well as negative feedback?

25. Do you always follow up on a coaching discussion to make sure progress is proceeding as planned?

If you answered “yes” to most of these questions, congratulations, you are probably an effective coach.
If you answered “no” to some or many of these questions, you may want to consider how you can further develop your coaching skills. 

Monday, August 25, 2008

How to Create Your Own Personal Mission Statement

A question from a reader:

"What advice do you have to offer to people in terms of how to create your own mission and vision?"

Good question, but unfortunately, this is not my area of expertise. I have LOTS of experience in helping managers and management teams write visions, missions, goals, and values for organizations, but not so much on the personal side.

So rather than faking it, I'm going to "outsource" my answer, and point you to a few articles that describe how to write some combination of your own personal mission, vision, or values:

1. Here's AJ West, from Lifehack, 'How to Write a Personal Mission Statement":

2008 is here and it is time to take a personal inventory to make this year your most productive year ever. You may be asking yourself, “How am I going to do that?” You, my friends, are going to write personal mission statements. A large number of corporations use mission statements to define the purpose of the company’s existence. Sony wants to “become the company most known for changing the worldwide poor-quality image of Japanese products” and 3M wants “to solve unsolved problems innovatively”. A personal mission statement is different than a corporate mission statement, but the fundamentals are the same.

So why do you need one? A personal statement will help you identify your core values and beliefs in one fluid tapestry of content that you can read anytime and anywhere to stay on task toward success. For example, Tom Cruise in Jerry Maguire came to the realization that he had lost track of what was important to him. After writing a personal mission statement, we saw him start his own business and he got the girl, Renee Zelleweger. Not bad, wouldn’t you say? A personal mission statement will make sure that, through all the texting, emailing and constant bombardment of on-the-go activity, you won’t lose sight of what is most important to you.

Read the rest here.

A personal mission statement is a brief description of what you want to focus on, what you want to accomplish and who you want to become in a particular area of your life over the next one to three years. It is a way to focus your energy, actions, behaviors and decisions towards the things that are most important to you.

While there is no unique format or formula for creating your personal mission statement, the following guidelines may be helpful: read the rest here.

This site even offers all kinds of mission and values templates and samples.

3. Randall Hansen, from Quintessential Careers, "The Five-Step Plan for Creating Personal Mission Statements":

The biggest problem most job-seekers face is not in wanting to have a personal mission statement, but actually writing it. So, to help you get started on your personal mission statement, here is a five-step mission-building process. Take as much time on each step as you need -- and remember to dig deeply to develop a mission statement that is both authentic and honest. And to help you better see the process, we've included an example of one job-seeker's process in developing her mission statement. Go here for the complete article.

Hope that helps. If anyone else has ideas or a good source on this topic, please comment.

Saturday, August 23, 2008

14 Key Elements of an Executive Talent Profile

As a part of a company’s talent management system, information is usually gathered about individuals that have either been identified as a high potential, part of a talent pool, a successor to a key position, or some targeted level of management (i.e., senior team, next level).

This article describes recommended information to include as part of these profiles.

This information isn’t just for HR; it’s also for managers that are interested in maintaining “Talent intelligence” about their own teams or organizations.

And oh by the way… if you’re ever fortunate enough to get a request from your manager, or someone from HR that you may not have even heard of, and they are requesting that you provide any of the information in this article – GIVE IT TO THEM! Promptly. And be nice about it. If they ask for a picture, then get a decent picture taken, not a mug shot. If they ask for a resume, then submit a good one. Don’t act like you’re Brad Pitt being hounded for an autograph. Someone, somewhere is looking at this information (or lack of) and making some pretty serious decisions about your career.

All of the following data can simple be kept on documents in a confidential folder, or, for larger, more complex organizations, be entered into a talent management database.

14 Key Elements of an Executive Talent Profile:

This information can be filled in by HR, the individual, or the manager:

1. Name, position, organization, age, reports to, and location. Basic information that can usually be pulled from the HR database.

2. Picture. Believe it or not, you may be famous in Topeka, but not everyone at HQ or on the Board may recognize you. And they can be used to produce slick looking org charts or replacement tables.

3. Chronological listing of positions held, with dates and summary descriptions.

4. List of significant accomplishments. Stick to results, preferably big hairy ones.

5. “Relocatability”. This one’s tricky. Unless you are 100% certain that you could NEVER relocate, it’s best to check off the “yes” box. You never know, and when you “no”, you could be placed in a secondary talent pool and be overlooked for a great opportunity.

6. Education, training, languages, certifications, and external relationships.

This information is filled in by the individual’s manager with the assistance of HR, and usually confirmed or overruled by the next level manager:

7. Performance: Often a simple rating (1-3), sometimes directly from a performance and potential matrix assessment.

8. Potential: Again, a simple rating (A-C), from a performance and potential matrix.

9. 360 assessment score or other talent management assessment results. Not often used or looked at, but if available, could be helpful.

10. Ratings against a competency model, if available.

11. Potential next position(s), and “readiness”. These are position(s) the individual desires and/or is being prepared for. A “readiness” indicator is often used (now, 1-2 years, 3-5 years).

12. Retention risk: High, medium, or low.

13. Race, gender, passport. Often used for diversity considerations.

14. Top 3 development needs and actions. This is a summary individual development plan, often discussed in talent review meetings and sometimes tracked and monitored.

When information like this is collected and kept up to date, an organization or manager is bettered equipped to assess, develop, and promote the right people for the right jobs.

Thursday, August 21, 2008

Ouch! McKinsey Survey Says HR Can't Manage Talent

More bad news for the HR function. This just in from The McKinsey Quarterly Chart Focus Newsletter:

Realigning the HR function to manage talent
Although McKinsey surveys show that business leaders around the world are deeply concerned about the intensifying competition for talent, few companies make it an integral part of a long-term business strategy, and many even try to raise their short-term earnings by cutting talent-development expenditures. Other factors compound the difficulties of recruiting enough appropriate talent: minimal collaboration and talent sharing among business units, ineffective line management, and confusion about the role of HR, not to mention challenges such as Generation Y employees seeking greater work/life balance, expansion into global markets, and the specific needs of the fast-growing category of knowledge workers.

The exhibit below focuses on another problem: the declining influence of the human-resources function. Yet only HR can translate a company’s business strategy into a detailed talent strategy. HR professionals should assert their influence and provide credible and proactive business counsel and support for individual business units.
To find out more about how companies can bolster the HR function and successfully recruit and manage employees, read “Making talent a strategic priority” (January 2008).
So I did. More bad news. Here's what McKinsey had to say about HR in this report:
"The HR department’s declining impact and the dearth of talented people willing to serve there haven’t helped at all. McKinsey’s global organization structure database and work by the Saratoga Institute separately found that less than two-thirds of all HR directors report directly to the CEO. Recent UK salary surveys show that senior sales, finance, marketing, and IT managers earn up to 50 percent more than their HR counterparts. Our research confirms the idea that HR’s influence is declining. The executives we interviewed criticized HR professionals for lacking business knowledge, observing that many of them worked in a narrow administrative way rather than addressing long-term issues such as talent strategy and workforce planning (Exhibit 3). As one HR director explained, senior executives “don’t see us as having business knowledge to provide any valuable insights. We’re doing many things based on requests, and they don’t see HR as a profession.
Bolster HR
Ten years ago, HR specialists were preoccupied largely with formulating and managing standard processes—notably, recruitment, training, compensation, and performance management. We believed then, as we do now, that human resources should assert its influence over business strategy and provide credible and proactive counsel and support for the chiefs and line managers of individual business units. Only HR can translate a business strategy into a detailed talent strategy: for instance, how many people does the company need in order to execute its business strategy, where does it need them, and what skills should they have?"
OK, HR, here's an engraved invitation to your coveted "seat at the table": Help wanted -
Talent management.
Your company needs you. Are you up for the challenge?

Sunday, August 17, 2008

Captain Kirk and Leadership

This post is all about about one simple, yet powerful leadership lesson:

Leaders don't need to know more than every single person they are leading.

OK, so where did I come up with that brilliant revelation? And whys it such an important leadership lesson?

It started after reflecting on something Randy Paush said in his "Last Lecture". I finally got around to watching it last night with my 17 year old daughter. I know, I know, I'm probably one of the last people to watch it, and being in the leadership development business business, I should have watched it a long time ago. It was everything I've heard - inspirational, funny, touching, and loaded with leadership lessons. Just in case you're one of the few that haven't watched it, here's a link. It's a must for any leader or aspiring leader.

Anyway, back to the lesson. One of Randy's childhood dreams was to be Captain Kirk. He talked about what a great role model leader Captain Kirk was. He didn't know everything about everything. Scotty knew more than him about engineering, Spock about science, and Bones about medicine. In fact, you wondered what the hell was it that this guy brought to the table. Randy nailed it - it was leadership. He was able to lead that team to extraordinary results, harnessing all of that collective genius.

Then, this morning, while reading the Sunday newspaper, I came across today's Dilbert comic (another of my favorite sources for leadership wisdom). See my sidebar Dilbert widget for the full strip, but here's the text:

Pointy-haired Boss (PHB): "Find out what the users want before you build it"

Dilbert: "Why are you explaining my job to me as if I'm an idiot?"

PHB: "It's called managing. I assume you're dumb because you work harder than me and earn less money."

That's exactly how a manager comes across when they act like they know more than every one of their employees! Arrogant, condescending, stupid, and obnoxious. A real PHB.

Are there managers that really believe this? Yes!! I see it everyday, and recently, I even heard a senior manager articulate it in one of our classes for new managers.

I'm paraphrasing, but this manager's words of wisdom went something like this:

"It's your job to know more than anybody in your organization that's making less money than you".

I wanted to set my hair on fire when I heard that.

So let's see how that plays out: I'm a manager, I have 10 employees. Each one of them has some area of expertise and knowledge. Each has a brain. As a leader, I would need to know more than all ten of them combined, plus the unique stuff that I bring to the table. That's the equivalent of 11 brains! Wow. I'd say under that model, leaders would need to have very large heads to hold those humongous brains.

It sounds silly, but if we really take a hard look at ourselves as leaders, are we coming across this way to our employees? Are we acting like a "know it all" in subtle ways?

When an employee comes to you with a problem, do you immediately jump in and solve it, instead of helping your employee solve their own problems? Do you come in at the last minute and make "suggestions" in order to enhance your team's work, without having had the benefit of understanding how they came up with their solutions?

Think about it: Captain Kirk or PHB? Who would you rather be like?

Tuesday, August 5, 2008

Woman’s Leadership Programs

Companies will often use external, university-based programs as a way to develop their high potential senior leaders. These programs typically are 1-2 weeks in duration and offer an intense (and expensive) learning experience.

According to Iris Marchaj, Director of Smith Executive Education, “99% of leadership development programs offered by elite business schools are male-oriented...which is precisely why they fail when it comes to leadership learning for women!”

Woman’s leadership programs can be effective because they create an environment where woman are more comfortable taking risks and focus on leadership issues unique to woman. They also provide an opportunity to network with peers and form life-long bonds.

These programs can often always stir up a little controversy. The debate usually centers on challenging the need for “special” programs for woman. I’ve actually heard this more from woman, although I’m sure some men are thinking the same thing but don’t speak up. In fact, I’m surprised some idiot hasn’t filed a “Hooter’s” kind of reverse-discrimination lawsuit.

If you're going to offer a woman's leadership programs, here are some things to consider that would help address these issues and ensure program success:
- Offer leadership programs for all groups
- Give woman a choice – either or both
- Evaluate the programs – talk to women who have attended, and determine if they are right for you or your company, and continue to monitor

- Allow influential woman leaders to make the final decision, and encourage them to be sponsors and advocates

- Form internal graduate network groups

- Encourage graduates to apply what they're learned to a company sponsored internal project

I’ve had the pleasure to manage and be associated with a number of woman’s executive development programs. Here’s a summary of the ones I’ve used and would highly recommend:

Smith CollegeAt my last company, we were a member of the Smith College Leadership Consortium. A handful of companies (Johnson & Johnson, MetLife, JP Morgan Chase, Eastman Kodak, and others) sent groups of mid to senior level woman leaders to this two-week, custom program. It always proved to be an outstanding development experience for some of our best woman leaders, and I feel it helped with retention as well. Smith also offers the open-enrollment Smith-Tuck Global Leadership Program for Woman.
UCLA’s Anderson School of Business Leadership Suite
The UCLA Leadership Suite is composed of four programs designed to enhance the management and leadership skills of specific groups of managers and high potentials. The programs examine management and leadership issues from the perspective of each of four audiences: African American; Latino; women; and lesbian, gay, bisexual, and transgender managers. I’ve sent executives to all four programs, and all received rave reviews.

The Center for Creative Leadership: The Woman’s Leadership Program
The Women's Leadership Program, designed for and staffed by women, brings together the powerful assessment and feedback tools found in other Center programs, coupled with research-based content that centers on issues and perceptions unique to women. CCL’s programs are always top-notch.

What are your thoughts on woman’s leadership programs? Do they foster inclusion or exclusion? What are the potential advantages and disadvantages?

Sunday, August 3, 2008

Taking Command of Time: Getting Things Done

Nikki Leigh, an author and web publicist, asked me to help promote her client's new book as a part of a "virtual book tour". OK, I'm easy. So here's a guest post by the author, Hugh Ballou:

Taking Command of Time: Getting Things Done
By Hugh Ballou

Choosing priorities and ordering our time
A good leader is not the person who does things right, but the person who finds the right things to do.
Anthony T. Dadovano


Decide why you are doing every thing you do. Is it consistant with your vision and mission
statements? If you do not really know why, then don’t do it! Transform your life by eliminating
unnecessary tasks!

Develop a reliable system

Develop a system and support for that system. Use paper or electronic means. Make a decision.
Make a plan and work the plan. Have ONE calendar. Those who keep two calendars know that
BOTH of them are usually wrong! Record all your data in one source and have a reliable back up! If you keep a paper system, attend a seminar on the effective use of the system. They will teach you the basics and then you can modify it to suit your needs.

The greatest help is to write everything in one system. EVERYTHING! When writing phone
numbers or notes to call someone back, don’t use those silly pink phone pads and have lots of little pieces of paper floating around. They are always in the way and you can’t find the phone number when you need it! Scattered and disorganized people waste time that could be better spent in productive ways.

Don’t take legal pads to meetings to record notes – use a meeting sheet in your calendar system. Time cue the action items on your calendar and refer to the appropriate page in your notes for the details. Your calendar page should have a section for tasks next to the times of day for appointments. Remember, only put items that require your physical presence on the calendar. Other items go on the task or project list.

Here’s the basic idea. Record meetings in your date book. Record follow-up calls or actions in your task list. Connect the two in some way. Only put meetings that require your physical presence in your date book or calendar. That is a clear statement of where you are to be. Here’s a good place to plan your personal time as well. If you don’t schedule planning time, preparation time, study time, thinking time – then it most likely will not happen. Make a date with yourself and keep it.

Set a time of day to return phone calls. As the messages collect, put them into your task list for the time scheduled. The best time for calls is at the end of the morning or the end of the day. Do not interrupt productive time with phone calls, unless they are a priority. Plan your day the day before.

This chapter outlines the principles of establishing and choosing priorities as well as adhering to those decisions. These priorities come from having a strong mission and vision statement. If we cannot order our time, then we cannot be constantly effective.

Plan the major events of the week on Friday and review or refine and put in the details the day
before, not on the current day. If you begin your day without a plan, much of the day will slip by
without being productive.

Use your computer calendar program, PDA, or paper calendar system such as the Covey/Franklin planner. They have all the resources you will need and the training to go along with it. Keep everything in the system you use - phone numbers, addresses, e-mail, names, and other pertinent information. The beauty of this kind of consolidation is that you always have contact information handy when you need to follow up, and you can use extra time for planning or making notes. Extra time comes when you don’t expect it, such as when waiting for a doctor’s appointment or in the school line to pick up kids. By now, you’ve got the idea – now find a system and work it! Transformational Leaders are disciplined and structure their time to get things done so that they have time to live.

Learn to plan ahead

You don’t need to plan out your whole life in one sitting or even plan out the year, but learn to
anticipate what needs to be done in the short and long term. You can plan several events at the same time and save time and energy as well. Set aside time to enter events into your calendar. Set aside time for study projects. Set aside time on a regular basis to think, reflect, and research. If you are constantly running full-speed ahead, then you have no time to get ahead, or to evaluate or resource your efforts.

Don’t wait until things are in crisis. Look at the big picture before planning all the details. Make a rough outline, then fine-tune and fill-in the blanks. Make a resource list for planning so that you don’t leave out anything. Assign priorities to every item. Choose a system, such as giving letters for priorities (A=Highest, B=Next Highest, etc.). Don’t give every item an “A” or this system won’t work. Do the highest items first, then go the next priority.

As you plan your daily schedule, consider priorities as well. Do not plan your day too tightly. Allow for sliding priorities – those things that are important, but unanticipated. If someone comes to visit who has a personal tragedy in his or her life you must be able to adjust your priorities so that you can deal with that hurting person. This is an unanticipated priority that must be fit into place. If you have planned your day with too much on your schedule, then something of value must be bumped. Bumping is fine on an occasional basis; however, if this is a normal routine, then it will undermine your effective and careful planning process.

If you have unassigned time in your schedule (dream on), then look ahead to the next day’s or the next week’s schedule and see if there is something that can be done ahead. It will be valuable to have some tasks out of the way if you have a scheduled task that takes more time than you have allowed. There must be a place to catch up. The other option is to reward yourself for being efficient. Learn from this – do not over plan.

Allow for creative reinforcement - time away from your normal surroundings to work on a creative project without the burden of the ordinary or the pressure of the workplace. Allow for creative space – both physically and chronologically – to recharge your administrative energy.

When items on your “Task List” are complete, then find a way to mark them off boldly. Celebrate the completion of the task or assignment! Don’t mark it off with just a fine point pencil – use a big bold marker! Feel the success! Enjoy marking it off! Know that you have succeeded. You might think this is funny. Try it! See how good it feels! Success is not only intellectual. It is emotional as well. Enjoy!

Transformational Leadership begins with transforming yourself and your personal routines.
Your daily personal schedule should allow time for greeting people as you come and go. In arriving at work, leave time to visit with those whom you encounter on your way into the office. Learn to spend a little time with people so that you can cultivate a relationship with them, viewing people relationally and not functionally. Ministry is about relationship. You must earn a relationship with someone before you can impact what that person does. Give yourself room to breathe in your daily schedule.

Know your schedule and adhere to it

Have you ever missed a meeting because you simply did not look at your calendar? Certainly, we all have done this and regretted it. Use your calendar! Know how your day looks from the beginning. Know what needs to be done and how much time and energy it will take to do it. Prepare mentally and physically for the day ahead.

You have planned your day; now work your plan. If you are constantly revising your daily plan, then learn to plan more efficiently. It takes time to rewrite your plan every day. Now, please don’t be too hard on yourself. Revising our schedules is normal. Undergoing a complete makeover means that you were not realistic when planning. Planning is not an automatic success. You will have to learn this skill as you have learned others. The essential point here is to keep on planning. You will learn as you go. Plan - read your plan - work your plan. It only takes a little time each day.

Knowing your plan also lets you know if you can interrupt the plan when others need you. Decide if their priority is your priority. The old saying is: “Lack of planning on your part does not necessitate an emergency on my part.” Don’t let those who do not plan constantly interrupt your plan with their problems. Learn to say no to interruptions that are not valid. Learn to tell others that you can schedule time later for them. Ultimately, they will respect this – or figure out how to solve it themselves.

Know what is important on today’s schedule because if you do not get it done, then what is
important today might become urgent tomorrow! Start your projects early enough to do them well. Don’t get caught spending time solving problems that are unimportant or that have less importance. Give preference to important things and solve unimportant issues in less productive times of the day, before they become urgent. Management by crisis might give you adrenaline, but it might also give you more stress than you can handle on a regular basis.

Your carefully managed schedule allows you time for recreation and rest, for socializing, for personal reflection, and for time to enjoy your day. This is actually good stewardship. Learn to be a good steward of God’s blessing of time.

Constantly evaluate your schedule

I repeat a very important concept - know WHY you are doing everything on your schedule. If it
does not support your personal vision and mission and the vision and mission of your organization, then why is it on your schedule? Evaluate the why along with the other factors of time, resources, and talent.

Know that something is on your schedule because you cannot delegate it or that it is important to your personal fulfillment of your vision and mission. If it can be delegated, then delegate it. Refer to the chapter on volunteers for ideas on delegation.

Do it now

Procrastination is an art, a fine-tuned skill, and a deadly mistake! When you open your mail – do something with each piece - NOW. Don’t put it away to file later. Moving paper around in your office is a royal waste of time. Touch it once! Act on it – or discard it! Move on!

Actions on mail or notes could be handled in one of several ways:
1. File it.
2. Return it to the sender with your notes.
3. Discard it.
4. Pass it on to the appropriate person - with your notes.

Learn to plan; learn to delegate; learn to say “no.”

For more information about Hugh Ballou – visit Book information is available at For full tour details, visit

Saturday, August 2, 2008

The Leadership Development Carnival #2

Welcome to the second edition of The Leadership Development Carnival !
This month's midway of attractions is bigger and better than ever. While last month's successful inaugural carnival had an impressive 37 posts, this month's edition features 41 posts!

I also did a couple things to enhance the quality of the carnival . First, I reached out to some of my favorite leadership development bloggers and asked them to submit posts. I was also more selective this month, rejecting a few submissions that I didn't feel were relevant enough to the carnival theme of leadership or leadership development.

So go ahead - buy yourself a cotton candy, play a game of chance, ride the ferris wheel, and spend a few hours soaking up some of the best leadership development advice and information you'll ever receive!

Featured Attractions:
Here's posts from authors that I read on a regular basis:

We'll start off with a double dose of Wally Bock, who presents Why the definition of leadership doesn't matter and posted at his Three Star Leadership Blog, and Feedback: breakfast of champions posted at his other blog, Momentor.

Next up is Art Petty presenting The Emerging and Strange Alliance Between Boomers and Millennials posted at Art Petty on Management.

Tom Magness presents Battlefield Circulation (Part I) posted at Leader Business.

Lisa Haneberg presents The Creative Space - real space and the space in your head posted at Management Craft.

Kris Dunn presents Vegas Baby, from The HR Capitalist.

Chris Morgan presents Being a Role Model.... posted at Learn2Develop - Thoughts from the World of L&D.

Ask a Manager presents how to mentor someone posted at Ask a Manager.

Chris Young presents AMA Releases Interesting Stats About Employee Coaching posted at Maximize Possibility Blog.

Kevin Eikenberry presents Five Ways to Overcome Boredom at Work - and Anywhere Else posted at Kevin's Blog.

Michael Wade presents Finding the Leadership Balance between Revealing and Filtering posted at

Jim Stroup presents Leaders and Conflict posted at Managing Leadership.

Steve Roesler presents 10 Lessons For Self-Leadership posted at All Things Workplace.

Totally Consumed presents The Stress of Leadership posted at Totally Consumed.

Step right up, there's more!
Here's the best of the rest:

GreatManagement presents Be on the Lookout For Desk Rage posted at The GreatManagement Blog.

Jordan Viator (written by Chris Bailey) presents Five Steps To Make Employees Your Best Brand Ambassadors posted at Connection Cafe - A nonprofit technology and online philanthropy blog by Convio.

Woman Tribune presents Mind Your Own Business Girls: Business Coaching, Education & Empowerment for Woman Entrepreneurs posted at Woman Tribune.

Tip Diva presents Tip Diva Top Ten Tips - Getting Your Ideas Heard posted at Tip Diva.

Mike King presents How to Make Delegation Work For You posted at Learn This.

Phil presents Characteristic of Leadership: Seeing Things Differently posted at What's New On The Happy Manager.

Ben Simonton presents Leadership, Good or Bad posted at Leadership Skills.

Karl Goldfield presents Messaging: Do you hear the words coming out of my mouth? startup sales mentor blog posted at Karl Goldfield.

Anya presents Why tenacity and persistence are essential for sales success posted at Gavin Ingham.

Michael Anderson presents 12 Angry Men posted at Executive Coaching Tips.

Benjamin presents Be A Better Employee (or Boss): The #1 Element in Effective Performance Appraisals posted at Trees Full of Money.

Andrew Heath presents The Purpose of Apology posted at The Gift of Life.

David Cassell presents Feel The Pain posted at

bernardsia presents Tai Chi - The Ultimate Master's Weapon posted at The Dark Arts of Management.

swiper presents Critical Elements of Strategic Leadership: Beyond Corporate Strategy posted at CMOE- Leadership Development.

Dawn Abraham Life Coach presents Announcing an Easy and Effective Way to Improve Your Communication Skills To You Get What You Really Want! posted at Qualified Life Coach.

Phil for Humanity presents Grow, Plateau, and Go <<> posted at Phil for Humanity.

Emmanuel presents Are your prepared for Success? posted at PACE with Emmanuel Oluwatosin.

Dereck presents A guide for increasing your creativity posted at I Will Not Die.

John Phillips presents Brett Faux posted at The Word On Employment Law.

Dr Joe Capista presents Key Behaviors for Success posted at The Success Triangle.

Alvaro Fernandez presents Top 10 Brain Training Future Trends posted at SharpBrains.

Shamelle presents 10 Vital Actions To Inspire Others And Gain Respect posted at The Enhance Life.

Steven Heron presents The Mindset Of A Leader posted at The Clan Leader - Resource Portal for Clan and Guild Leaders.

Linda Griffin presents Leadership lessons from the tennis court posted at CareerShock!.

Rich Maltzman, PMP presents Have a little look-see. posted at Scope crêpe.

Cameron Price presents The Leadership Choice posted at Leaders' Log.

That's it for this month. Next month's edition will be September 6th. Deadline is September 5th; use the carnival submission form if you'd like to submit a post.