Develop High Performance Leadership

Many organisations today are undergoing a rapid transition in leadership styles. Coupled with the reality that modem organisational life is achieving more with less, there is a demand for a new form of managerial leadership- high-performance leadership.

 High-performance leaders empower others to venture into unknown territories, inspire colleagues and staff to make difficult decisions, and are able to move their organisations forward in new ways to achieve better results.

Managerial leadership

The term “managerial leadership” recognises  the subtle switch over the past decade from the role of a manager to that of a leader.

This is not to decry the traditional management activities such as planning, oiganising and controlling. Rather, it is to acknowledge the transition from control to empowerment that has taken place.

 Managerial leadership is a way to encompass both sets of activities. And high-performance leadership is a way of recognising the leadership attributes needed to achieve long-term organisa-tional success. One of the key distinguishing features ol this type of leadership is the ability to initiate, drive and constantly encourage change. High-performance leaders are pioneers, willing to step out into the unknown to achieve innovation. These leaders search out opportunities, experiment and take risks. They lead by example and act as a role model for others to follow, acting in ways that are consistent with their beliefs. High-performance leaders acknowledge the power of working collaboratively and concentrate their efforts on building peak-performance teams. This involves developing vision and values, establishing direction, and persuading others to see, understand and believe in their vision through develop¬ing shared goals and plans of action.

Change To Match

As the team develops and matures, the leader must change his leadership style to suit the stages of development of the team. He must also be able to diagnose and troubleshoot at every stage. This ability to change leadership style — not only during the stages of team development, but also when leading and managing staff at every level is the hallmark of high-performance leadership. By analysing the “maturity” of the subordinate and the varying levels of support and direction needed in any given situation, the leadership style can be varied. Choose the most ap¬propriate style — direction, coaching, support or delegation — to match the circumstances.

Desirable Qualities

Sharing vision and setting goals he at the heart of managing performance, which is the natural domain of a high- performance leader. Involving others in creating smart goals and setting performance standards and expectations lead to a clear understanding of what is needed from the team. Being able to spot performance problems early and developing the ability to coach and counsel are now an integral part of the leadership role. High-performance leaders develop the key interpersonal skills to lead others. They understand their strengths and weaknesses as a leader, acknowledge their preferred behavioural style when dealing with other people, and develop the ability to change style if necessary. They understand the power of effective communication, encourage others to give constructive feedback and praise when appropriate. They have leamt to empower and delegate. Above all, they are honest. In the majority of surveys about the most admired qualities of leaders, respondents said they admire leaders who are (in rank order): honest, competent, forward-looking and inspiring.

In a Nutshell 

To summarise, one can refer to Warren Bennis's now-classic book, Leaders. He describes leadership as "heading into the wind with such knowledge of one¬self and such collaborative energy as to move others to follow”. His book offers four major strategies that seem to form the essence of high-performance leadership:

Attention through vision: “l have a dream” (Martin Luther King). The leader must set a vision for others to follow.

Meaning through communication: “If you can dream it, you can do it” (Walt Disney).The leader’s vision must be communicated to the people who can make it happen.

Trust through positioning: The accumulation of trust is a measure of the legitimacy of leadership. Trust is the emotional glue that binds followers and leaders together. 

Deployment of self through positive self-regard: Leaders must have persistence and self-knowledge , be willing to take risks and accept losses, make and honour commitments, and be consistent and willing to learn con¬stantly. To paraphrase a quote from Colin Powell: “High-performance leader¬ship is about achieving more than the science of management says is possible.”

Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International and has more than 30 years experience in training and management development, gained in demanding yet sophisticated commercial organizations both in Europe and the U.S.A., where a high premium has always been placed on optimizing human resources and improving performance.

Email : chris.fenney@trainingedgeasia.com,
Website : www.trainingedgeasia.com

You Are The Boss, You Decide

The battle to remain employed has been lost - the new battle is to remain employable.

Welcome to the brave new world of the 21st century. All around us, the old certainties are fast disappearing to be replaced by the new, the unknown and the uncertain. Consider some of the paradoxes. The economy is changing. The iron rice bowl is no more. Jobs for life have gone. Unskilled, low value-added jobs are fast-disappearing. Full-time jobs are being replaced by contract or part-time work.

We are rapidly transforming into a knowledge-based economy driven by information technology, research and development and the provision of advanced services. Organisations are changing. They are flatter, leaner and more flexible, having to respond to the changing environment, customers and clients faster. Fewer people are being employed; and they have to work harder, faster, smarter and be multi-skilled and creative with a new, more open mindset. The market is changing. Consumers are older and wiser, demanding sophisticated value-added products and services. If you cannot deliver a better product or service at a cheaper price in a fast-changing market place, your competitor will!

Aim to be employable

There is no such thing as a career path any more. It is crazy paving, and you lay it yourself. The old employment paradigm has shifted forever. In the past, organisations were paternalistic, offered job security, had defined career paths, practised succession planning and had focused job descriptions and titles with narrow and specific responsibilities and clear reporting lines. The new organisational reality is very different. The company is no longer responsible for your job security. No employer anywhere, in any organisation, can guarantee you a job. The old psychological employment contract has been replaced by a looser, less structured working relationship. The emphasis is on employability, not employment.

Careers must be self-directed and highly flexible. You have to take more responsibility for your own development by building a portfolio of skills and talents, being capable of switching roles rapidly and multitasking with ease. Career resilience is the new mantra of our times. Be responsible for yourself, adopting a "self-employed" mentality even if you are working for a large organisation. Knowledge is the new currency of business, and lifelong learning is no longer an option, it has become mandatory for survival.

Invest in yourself

As an employee, you must know the skills you have and how these skills can be marketed to other employers. Continually update and upgrade your skills and be aware of new roles you may be required to fill. Develop skills aligned to business needs, an attitude that is focused yet flexible and a dedication to continuous learning and personal excellence. Deliver a solid performance in support of your organisation's goals. It is vital that you discover, or rediscover, yourself through self-awareness. Understand your personality and work style, what drives you and what your preferences are in a work situation.

Invest in yourself through developing an understanding of your work behaviour. Complete a proven personality-profiling tool such as Disc or Myers-Briggs and reflect on the feedback. Be aware of the key characteristics of employability and what employers value in the people they hire and promote.

There is a new emphasis on effective communication and interpersonal skills, with a growing awareness of the need for EQ (emotional quotient) as well as IQ. Good teamwork is required from people with positive and flexible attitudes.

There is a growing demand for problem-solving, creative and innovative thinking skills, with an increased willingness to take risks. Continuous learning is a necessity together with a commitment to personal excellence. And if you are developing a managerial career, do be aware of the new managerial realities. You need to become a coach - to nurture and develop the skills and abilities of your staff. Learn to delegate and empower, manage transition and change, and develop managerial leadership based on influence, not power.

Article by Chris Fenney, Co-Founder and Director of Training Edge International, who has more than 30 years' experience in training and management development across a range of sectors including manufacturing, service, retail and leisure.

Email : chris.fenney@trainingedgeasia.com

Website: http://www.trainingedgeasia.com/

E-learning is Fast Catching On

Today, many people in business are caught in a dilemma of competing demands. On one hand, their business demands more of their time and attention. On the other, they need to upgrade their skills and accreditations or risk being left behind or shut out.

In many areas, technology is seen as holding the answer, with online learning becoming increasingly popular.

But, there is one area where it has been said that online learning cannot cover — presentation skills.

Well, up until now, that is. Recently completed programmes have provided the practical evidence that online training for presentation skills works despite arguments against it:

You can’t teach presentation skills if you don’t have an audience in the room. That depends on how you define “room”. You certainly have an audience.

During a webinar, the audience is sitting in front of their computers. They can see a list of the attendees. They can also hear and speak to everyone via their computers’ speakers and microphones or, ideally, headsets (that they may use for communicating via Skype or a similar VoIP service). Some attendees (especially those presenting) will have a camera while others won’t.

Webinar facilitators often use the phrase, “I’ll go around the room and get everyone’s opinion”, so while there isn’t a physical “room”, there is definitely an audience.

Participants can’t interact. At any time, participants can let the facilitator know they have a question via a “hand” icon that pops up on the screen. They can also type messages to the facilitator or one or all participants at any time. The channels of communication are numerous.

You can’t give feedback to someone you can’t see. I have previously run some presentation skill programmes by teleconference. Now, everyone acknowledged that these were a huge compromise, but they were the best you could do 10 years ago in most areas.

What they did teach me was that only around 30 per cent of the feedback to my participants was on their body language — often much less. Now, I know that up to 55 per cent of a speaker’s message comes from his body language, and I do not disagree.

But in terms of the feedback that a facilitator gives a speaker to try to help him improve his presentation, it is generally 40 per cent in the content and construction, choice of words (speech writing), 30 per cent in the use of voice (pacing, pausing, emphasising and tonality) and 30 per cent body language and any accompanying visuals (such as PowerPoint slideshows).

The reality is that you cannot give a speaking trainee more than three to five points to work on. Otherwise, it is counter-productive. Even when I cannot see him, I’ve never struggled to find five points for improvement.

Most trainees do have a webcam, but, to be honest, this is one area where the technology is lagging — mostly through low-light limitations of the cameras. Time and the march of technology will soon eliminate this problem. If they are using a slideshow, this can, of course, be visible to all so the presenter can receive feedback on it.

The feedback has been fantastic. The convenience for the participants is phenomenal. And the cost-savings for an organisation can be astronomical. On a programme I recently completed, the face-to-face option would have involved airfares from six different countries.

It’s not as engaging. It can be if you acknowledge that it is a totally different medium. The skills are the same, but they are applied differently, like the difference between a television and a radio programme.

As the facilitator, I have neat devices like immediate online polling and virtual discussion rooms I can use to ensure interaction and input from the participants.

Feedback on the programmes from participants has been encouraging, with many describing the online training as “engaging”.

In a perfect world, you will still have some face-to-face time blended with online learning, but with the constraints of time and travel expenses and the convenience for participants, it is inevitable that this method of training will become increasingly popular.

Article by Kevin Ryan, an international speaker, workshop leader and author with Training Edge International. E-mail kevin.ryan@trainingedgeasia.com or visit www.trainingedgeasia.com

Singapore - The World’s Unhappiest Workers

A recent poll of employee attitudes in 14 countries, as reported in the Straits Times recently, ranked Singapore last in workplace happiness. Talent management company Lumesse polled about 4,000 employees from a wide variety of industries. People were asked about how happy they were at work, whether they felt their skills were properly utilized, the career paths open to them and the training and career opportunities they had. The result put Singapore last in three major areas.

We least enjoy going to work, are the least loyal and have the least supportive workplace. As a small nation that prides itself on the plaudits of being placed near the top of the rankings in so many fields, coming last in this crucial aspect of our economic life should cause us great concern and anxiety.

I have believed for many years that organizations get the workforce they deserve. If this is so, then the survey is a damning indictment on Singapore companies and more specifically on our management style.

Traditionally management has been concerned with the key tasks of planning, organizing controlling and directing the organization’s resources to achieve maximum utilization. Singapore managers have excelled at this and have achieved remarkable success over the past fifty years.

On reflection however these very same principles of management are the principles of management laid down at the turn of the last century by writers and practitioners like Frederick Winslow Taylor and Henri Fayol. Working conditions and organizational culture were very different then and as we progress into the twenty first century one could argue that we need a major rethink of our management attitudes, values and style.

A series of studies carried out in America in the early 1950’s gave us hard evidence for the first time that good management consisted of high concern for “task” and high concern for “people.” My suspicion is that we still have a high concern for task but that sometimes it is at the expense of people – and that is where the problem lies. Do we want our organizations to remain “prisons” based ultimately on a system of rewards and punishment or to become a very different place where individuals can develop, grow and flourish?

If we were to mentally create two lists with the headings of Management and Leadership and then bullet points all the characteristics we associate with both titles, we would find all the task functions in the management column and probably find that most of the people functions had been placed in the leadership column. Though simplistic and polarized it gives us a pointer as to where modern management best practice should be driving

My experience and intuition tell me that the old traditional principles of management need to adopt some of the newer concepts of leadership and that the way ahead is to transform managers into leaders who can embrace the new model of “Managerial Leadership” and by so doing move us up the rankings in terms of utilizing people’s skills, nurturing talent and creating opportunities for growth and development for all.

In order to simplify and understand managerial leadership I have adapted the acronym M.A.N.A.G.E.R. as a framework to explore the new roles that are demanded from modern managers and supervisors in addition to their more traditional duties which of course are still vital to the success of the organization. Vital but no longer enough!

Managers must: Motivate, Appreciate, Nurture, Align, Grow, Empower, Reflect

Motivate, Inspire and Energise members of their staff
Appreciate, Recognise, Give Poitive Feedback and Build Trust
Nurture a Climate of Creativity and Innovation. Let People take Risks
Align People to the Vision. Obtain Active “Buy In” Make the Job Fun
Grow, Coach and Never Stop Developing People
Empower Others, Delegate Responsibility and Encourage the Heart
Reflect on what they Hear. Listen and Communicate Endlessly

I know this is easy to write but far more difficult to apply in the fast paced demanding environment we work in. Yet consider the consequences if we do not. For Singapore to grow we need talented, motivated members of staff committed to the organizations they work for and willing to invest their own energy and potential into their own development and that of their companies.

Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com

5 Ways To Manage Conflict

Humans are complex, with a range of emotions, beliefs and needs. Often there is conflict when these characteristics clash with another persons. When they clash with someone we live or work with, it presents a problem that has to be dealt with. Conflict is normal in relationships; differences of perception, interpretation of events and opinion will be inevitable. It is not conflict that damages relationships, it is the refusal or inability to deal with it that is the problem. According to the Thomas Killman Model there are five, and only five, strategies that can be used to manage conflict. It must be stressed that no strategy is of itself right or wrong, they may however be more, or less, applicable in the circumstances.

Domination/Competition

This strategy results from a high concern for your group's own interests with less concern for others. The outcome is "win/lose." This strategy includes most attempts at bargaining. It is generally used when basic rights are at stake or to set a precedent. However, it can cause the conflict to escalate and losers may try to retaliate.

When To Use

• When quick, decisive action is needed
• On important issues where unpopular actions need implementing
• On issues vital to the organisation’s welfare and when you believe you are right
• Against people who take advantage of non – competitive behaviour

Collaboration
This results from a high concern for your group's own interests, matched with a high concern for the interests of other partners. The outcome is "win/win." This strategy is generally used when concerns for others are important. It is also generally the best strategy when society's interest is at stake. This approach helps build commitment and reduce bad feelings. The drawbacks are that it takes time and energy. In addition, some partners may take advantage of the others' trust and openness. Generally regarded as the best approach for managing conflict, the objective of collaboration is to reach consensus.

When To Use
• To find an integrative solution when both sets of concerns are too important to be compromised
• When your objective is to learn
• To merge insights from people with different perspectives
• To work through feelings that have interfered with a relationship

Compromise
This strategy results from a high concern for your group's own interests along with a moderate concern for the interests of other partners. The outcome is "win some/lose some." This strategy is generally used to achieve temporary solutions, to avoid destructive power struggles or when time pressures exist. One drawback is that partners can lose sight of important values and long-term objectives. This approach can also distract the partners from the merits of an issue and create a cynical climate.

When To Use
• When goals are important, but not worth the effort or potential disruption of more assertive modes
• To achieve temporary settlements of complex issues
• To arrive at expedient solutions under time pressure

Avoidance
This results from a low concern for your group's own interests coupled with a low concern for the interests of others. The outcome is "lose/lose." This strategy is generally used when the issue is trivial or other issues are more pressing. It is also used when confrontation has a high potential for damage or more information is needed. It may be beneficial for both parties to “shelve” the problem till the climate changes. This allows the two parties to maintain cordial relationships in the short to medium term The drawbacks are that important decisions may be made by default.

When To Use
• When an issue is trivial, or more important issues are pressing
• When you perceive no chance of satisfying your concerns
• When potential disruption outweighs the benefits of resolution
• To let people cool down and regain perspective
• When gathering information supersedes immediate decisions

Accommodation
This results from a low concern for your group's own interests combined with a high concern for the interests of other partners. The outcome is "lose/win." This strategy is generally used when the issue is more important to others than to you. It is a "goodwill gesture." It is also appropriate when you recognize that you are wrong. The drawbacks are that your own ideas and concerns don't get attention. You may also lose credibility and future influence.

When To Use
• When you find you are wrong – to allow a better position to be heard, to learn and show your reasonableness
• To build social credits for later issues
• To minimize loss when you are outmatched and losing
• When harmony and stability are especially important

Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com

Discovering Your Networking Personality

• Do you go to networking functions and never connect with the right kind of people?
• Do you meet people and then don’t know what to say or do next?
• Or do you want to meet a particular person and can never find a way to break the ice?

If you answered yes to any of these questions, you need to understand your networking personality better. As human beings we all have patterns of behaviour, which we follow on a day to day, week to week basis. Let me help you understand.

Some years ago I lived at the end of a train line and would catch the train to my office each day. Because it was the end of the line there was always an empty train waiting for me at the station when I arrived, usually mostly empty with plenty of seats to choose from. This particular day I walked into a carriage and sat down to read my morning paper. Some minutes later I noticed a man walked onto the train and was standing beside me hovering and twitching staring at me.

I stopped reading my paper and said, “Can I help you?” He said, “Yes, you are sitting in my seat, I sit there every day”. I glanced up and said “Not today!” and grinned. This was met with a very concerned look from the man and he looked lost as if he didn’t know what to do. Finally I stood up and said, “Here, have your seat”. He sat down and sighed a contented sigh. He had his prized seat and I learned an interesting lesson.

I sat elsewhere that day and began to notice that more and more people got on the train and sat in a particular spot. From that day forward I watched my “train friend” and others and noted that they all sat in the exact same seat every day.

This began a life long interest in people and their habits, you see we all have patterns or habits that we repeat every day. Gentlemen I bet that when you shave your face you follow a routine or pattern every time, ladies, when you put on your makeup, I bet you start somewhere and follow a pattern until you are finished.

As networkers we have patterns about how we like to behave at networking functions also. In fact research by the Referral Institute has shown that there are four different networking patterns that can be identified at any networking function. They are:

• Go Getter
• Promoter
• Nurturer
• Examiner

Let me tell you a little about each style and see if you can identify where you fit.

Go Getter
The Go Getter is someone who attends a networking function with a clear reason or intention. They know what they want and they go get it. They may have in mind to meet a well-know keynote speaker to discuss a possible engagement for their forthcoming global retreat for its top management team in Paris. They go to the function with this specific purpose and as soon as the formalities are over they leave because they have done what they came to do.

They are very goal oriented and stick to their plan. They are no nonsense people and are very focused and direct with their conversation and actions. You can identify Go Getters easily as they are always immaculately dressed.

Promoter
The Promoter is the person who knows everyone at the networking function and is fabulous at promoting themselves and others. They are often meeting new people and introducing them to others in the group. “Kevin, have you met Cheryl? She is Singapore’s best real estate guru, you must talk to her”. “Ah here comes Mervin Yeo, do you guys know Mervin?”

They are well connected people and sometimes are too busy promoting others and forget to promote their own product or service. Promoters often wear “out there” clothes, bright colours, with accessories to match, they care about their appearance and will often stand out in the crowd because of their dress.

Nurturer
The Nurturer is the person who arrives early to support the host or organizer of the function, they work silently in the background helping to set up the room, distribute the brochures and hand out the name badges. They nurture long term relationships and are very reliable people, they are more introverted though very loyal and reliable people.

Nurturers are more conservatively dressed and blend into the background because of their dress. These people however are staunch business allies and will stand by their colleagues through thick and thin. Finally they stay behind and help the organizer pack up and tidy the room after the function.

Examiner
Examiners dislike networking with a passion, though will attend functions because they know they “have to!” They would rather be at their office working on the month’s sales figures or reports for their boss or shareholders. At a networking function they are often very quiet and listen to the Go Getters and Promoters as they dominate the conversation. If they participate they will often ask in depth questions as they love detail and to get to the bottom of issues. They are easy to spot in conversation as they often ask a lot of questions. They are the most conservative of dressers and will wear dated or “comfortable” clothes. They own just one suit and will wear it over and over for years because it is good economics to do so. They stand out beside the Promoters who wear a different suit every function.

Article Contributed by Lindsay Adams, International Speaker with Training Edge International and President of Global Speakers Federation
Website : www.trainingedgeasia.com
Email : Lindsay.adams@trainingedgeasia.com

Getting The Best Deal

Whether it is Barack Obama trying to negotiate debt levels with the Republicans, the leaders in Gaza negotiating over settlement land or an engaged couple negotiating over who should be invited to the wedding – the principles are the same. The problem is, often these principles are based on myths: false assumptions which may have been true at one time – but certainly aren’t now.

Negotiating Myth Number 1: There is a level playing field.Level playing field sounds good; but the reality is no-one really wants it level – they want it tilted their way. Only natural, because no two parties are ever equal. Even if they wield roughly the same amount of power, it will be in different areas. Nowadays, it is better to assume that the other party has more power than you and prepare accordingly. Take this approach and what’s the worst that can happen? You might have over-prepared in some areas…so what? And it’s far better than the alternative!

Negotiating Myth Number 2: The goalposts won’t move.Planning for a negotiation is often based on establishing certainty – once we establish what cannot change, then we can know what’s negotiable. Makes sense. The trouble is the world can change so suddenly – totally altering that which previously seemed certain. Pity those who had a major deal ready to close on September 11th 2001 – or during October 2008. The answer is: speed. Negotiate with urgency – and encourage the other party to take the same attitude. Remind them that success in business today is not so much the triumph of the big over the small or the strong over the weak as it is the superiority of the fast over the slow. Assume that factors totally outside your control could change the circumstances overnight – and move quickly!

Negotiating Myth Number 3 – The other side will play by the rules.
In negotiations where there is a long-term relationship between the parties, only someone who is naïve or greedy would engage in unethical behaviour – unless, of course, the relationship (and their reputation) is not that important to them. In one-off negotiations – especially across international borders – anything goes. So ‘playing by the rules’ is a myth in itself. What are the ‘rules’ of negotiating, anyhow? Everyone has a different opinion of what’s ‘fair’; but often ‘unfair’ is the complaint we make when, really, we’re just annoyed that we didn’t think of it first. Just think about the negotiating between couples…and tell me what the ‘rules’ are! Hope that the other side plays by the rules – and plan for them not to.

Negotiating Myth Number 4 – Negotiating across cultures is difficult
In all the work I do in sales and negotiation skills training, cross-cultural differences are one of the most regularly nominated concerns. Sure, we need to be aware of the other’s cultural sensitivities – but no-one expects someone from another culture to be an expert in theirs. Often, just acknowledging your ignorance and asking is the best way. As Professor Hans Rosling says, “The problem is not ignorance, it’s pre-conceived ideas.”
A lot of the time, cultural differences are blamed when personality differences are the real problem. This should be reassuring because most successful people have learned to deal with different personalities in their own culture. People of compatible personality types and different cultures will often find it easier to negotiate than those of different personality types and the same culture.
Of course, any effective negotiating skills program will cover areas like proximity (personal space), negotiating and non-negotiating cultures, time perception differences, direct and indirect communication and the like, but to ensure that stereotyping doesn’t become a trap, cultural awareness and personality awareness need to operate side-by-side.

Negotiating Myth Number 5 – Signing the contract is the end of the negotiation
In certain times, in certain cultures, it used to work this way. Now, the negotiation never stops. Even in the tightest worded contract, there will be areas subject to interpretation. Some people are hagglers by nature while some see others get away with it and think, “why not me?” Expect this behaviour – and always hold something back to cater for it.

Negotiation Myth Number 6 – If you win, I loseWhile everyone talks ‘win-win’, a vast majority don’t believe it. Their primary experience of negotiating is, unfortunately, buying their house or car: classic zero—sum negotiation situations (where for one to win, the other must lose). This is because very few people have an ongoing relationship with the people they buy their car or house from. In most other negotiations, however, the ongoing relationship plays an important part – even if only for the length of the contract. One of the most toxic outcomes is a perceived imbalance in the original deal by one party who sets about trying to ‘claw back’ what they were ‘ripped off’ at every opportunity. Many people have negotiated a deal they thought was too good to be true and realised later that it was! Often, your most important task is convincing the other party that they got a fantastic deal.

The skills to be an effective negotiator are within the reach of all of us. Whether it is in business, community or family life – the opportunities to use the skills come along every day. Be aware of the negotiation myths, focus your energies on building strong relationships and always look for the mutually beneficial outcome and you’re on the road to negotiation success.

Article Contributed by Kevin Ryan, an international speaker , workshop leader and author with Training Edge International. He is a business communication expert specialising in the areas of employee and client engagement, sales, humour intelligence and presentation skills.
Email : kevin.ryan@trainingedgeasia.com
Website : www.trainingedgeasia.com