Intentional Leadership (Sample - First 25 Pages)

W E L C O M E
T O
The Intentional Leader experience was created for leaders like you to give you an opportunity to grow at higher levels through daily experiences. Each day of this experience has been specifically designed to help you discover how you are doing in several foundational areas of leadership. Our desire is that by the end of this experience you would be drawn to a deeper commitment and greater impact in your leadership. Every month has a monthly theme, weekly directions, and daily activities. Each months guide contains four weeks worth of materials. Each week consists of five days of activities. Here are the daily components for each week:
intentional L E A D E R
It is our desire that the process of completing this program will increase your confidence in yourself, your influence on others, and your ability to make a real and lasting difference as a leader.
DAy 1 Weekly Direction: Introduction to the weeks theme DAy 2 What is True About You: Daily internal activity DAy 3 External Significance: Daily external activity DAy 4 Reflection: Summation of weeks theme DAy 5 Preparation: Being intentional with your weekend
intentional L E A D E R
Daily Leadership Growth for You and Your Team
2011 Giant Impact, LLC. ALL RIGHTS RESERVED. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any meanselectronic, photocopying, recording, or otherwisewithout prior written permission.
V I S I O N
Month 1
V I S I O N
I BELIEVE that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. - J O h N F. K E N N E Dy, M Ay 2 5 , 1 9 6 1 With those words, President Kennedy cast the vision for perhaps the most spectacular feat ever undertaken by the United States of America. His ambitious vision captivated the imagination of Americans, and it motivated the nations brightest scientists and astronauts to pursue a seemingly impossible mission. The clarity of your vision, along with your ability to cast that vision, will determine what youre able to accomplish in leadership. Take a few minutes to ponder these questions which will help you begin to examine this months theme.
No one, even a generation earlier, could have fathomed a man walking around on the moon. Consider that only fifty years before Kennedys speech, most Americans were traveling by horse and buggy! In those days, sending a man to the moon would have seemed just as ridiculous as traveling backward in time. Amazingly, NASA accomplished Kennedys daring vision when the crew of Apollo 11 landed on the moon in July of 1969. Within a dozen years of JFKs speech, twelve astronauts had walked on the surface of the moon. America had done the impossible, and the entire country took pride in the accomplishment.1
EXPLORE:
DO yOuR DAILy ACTIVITIES align with your long-range vision?
DOES yOuR ORgANIzATIONS VISION inspire commitment from your team? hOW DO yOu REguLARLy COMMuNICATE your vision to those you lead? hAS yOuR VISION been adopted by your team?
INTENTIONAL LEADER
By developing a picture of what could be and inspiring others to inherit their vision, leaders set the agenda for the future. Through vision, a leader initiates progress and motivates others to achieve what they never imagined possible.
week
day ONE
ONE: PERSONAL VISION LEADINg OThERS WELL begins with leading yourself well. And without a strong personal vision driving your own leadership, even this task can prove difficult.
multiple mediums to carry forward his vision and left his mark on society like few others.2
Perhaps no other name illustrates this more than Walt Disney. Disney is a brand synonymous with innovation and success. However, the theme park, television channel, film studio, cruise line, and retail juggernaut hasnt always experienced the level of success we all see today.
As a leader, youll be most effective when your actions are aligned under the banner of a consuming vision. If you cant see greatness in your minds eye, then youll never experience it in life. Envision yourself succeeding, and refuse to let failure deter your vision. AC T I O N P O I N T: TODAy, ThINK about what may be preventing you from confidently believing in your personal vision. What is it?
While Disney was well known since the late 1920s, as Hollywoods leading independent studio head, he didnt experience the same prosperity as other studios during World War II because of the time and labor-intensive work of creating animated films. He knew that he couldnt keep going down the same road he had been on and expect different results. Armed with a vision that few others would have seen, Disney convinced the American Broadcast Company (ABC) to contribute half a million dollars toward the construction costs of a new amusement park he dreamed of opening in southern California. Within a year of the parks opening in 1955, millions of fans flocked to the new Disneyland and an empire was born.
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For the next 50+ years, Disney was a master of leveraging
day T WO
When you dream and have a vision for your life, you begin to set your journey apart from what others are doing. With each step in the direction of your dream, you become a better version of yourself. Through this journey you become focused, refined, and experienced. If you cannot lead yourself in the pursuit of your personal vision, how do you expect to lead others in the pursuit of vision? WhAT IS your personal vision (not your business vision)?
WhAT IS TRuE ABOuT yOu?
Today, examine your personal vision journey. What area(s) do you need to fine-tune in the pursuit of your personal vision? Select one of the following areas of personal vision and block out time today to process this area with a trusted friend or co-worker. With your confidant, DISCuSS ThE FOLLOWINg quESTIONS in relation to the area you selected above: 1. 2. 3. 4. 5. Knowing your destination Propelling yourself toward the goal each day Learning from your mistakes
EXTERNAL SIgNIFICANCE
day ThREE
hOW DOES your personal vision affect your family or close relationships? Are you and they better for it?
hOW DOES it impact your work?
WhAT AREA will you fine-tune? DOES yOuR WORK take you closer or farther from your vision?
Do I have refined goals or guided principles for this area? What am I willing to give up in order to achieve my personal vision? How will others benefit from my pursuit (even in my mistakes)? Am I pleased with my current progress in this area? How can I improve in this area?
WhO WILL you ask today?
INTENTIONAL LEADER
SChEDuLE yOuR TIME TODAy. Take your laptop or a journal and get away!
day FO u R
Today, refine your vision by writing it down. Be detailed about your dream. After youve captured it, go back and condense what youve written into a single paragraph. Once you have a concise paragraph, see if you can express your personal vision in a single sentence.
REFLECTION
Most people rush into the weekend needing rest, with a loose set of plans or projects to get done. What would happen if you looked at your weekend a bit differently? What would happen if you were more intentional about rest, friendship, projects and rejuvenation? Being intentional with your weekends helps you to not be wasteful with your free time. Usually when we are not well prepared for the weekend, we wind up being not fully prepared for Monday.
day FIVE
What do your weekend plans look like? ASK yOuRSELF ThESE quESTIONS to be more intentional with your time:
Picture others in your life WhAT DO ThEy NEED FROM yOu this weekend?
Think about your rest, needed tasks, and some fun hOW WILL yOu gIVE TIME & attention to each this weekend? REST: NEEDED TASKS:
gIVE uS CLEAR VISION that we may know where to stand and what to stand forbecause unless we stand for something we shall fall for anything. - PETER MARShALL
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How do you want to feel on Monday? WhAT NEEDS TO hAPPEN this weekend in order for you to feel this way when the weekend is over?
FuN:
TAKE SOME TIME TODAy to think through big activities that you have coming up in the month ahead. Be sure everything is accounted for in your calendar/weekly planner.
week
day ONE
T WO : SEEINg ThE BIggER PICTuRE AS MuCh AS ANyThINg, LEADERS ARE
defined by the size and scope of their vision. How firmly are they convinced of their vision? How willing are they to commit to it? The answers to these questions dictate the extent of a leaders influence. The story of Sergey Brin and Larry Page illustrates the enormous power of connecting with a big vision. As students at Stanford, Page and Brin grappled with the challenge of linking the growing number of data collections on the Internet. As the two friends became engrossed in the project, they decided to suspend their education to chase after their colossal vision of making the World Wide Webs information universally accessible and useful.
worlds printed books or to solve the global energy crisis, Page and Brin continue to commit themselves to audacious goals, refusing to surrender their visions to the confines of possibility. AC T I O N P O I N T: TODAy, ThINK about your teams commitment to the organizational vision. Do they believe in its possibility? Do they share your passion for achieving it?
Brin and Page began operating Google out of a garage in September of 1998. By September of 2008, only ten years later, Google was processing nearly five billion web searches per month. The search engines massive growth was certainly fueled by genius, but it relied just as much on the unyielding commitment of Brin and Page to a seemingly unattainable vision.3 You have to be a little silly about the goals you are going to set, advises Page. There is a phrase I learned in college called, Having a healthy disregard for the impossible. That is a really good phrase. You should try to do things that most people would not. Whether attempting to digitize all of the PEOPLE ONLy SEE what they are prepared to see. - RA L P h WA L D O E M E R S O N
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INTENTIONAL LEADER
day T WO
Committing to an organizational vision begins with the organizations leaders. A strong commitment to vision can start by knowing the history of an organization and its values, committing to its vision, and building upon the vision. Take a few minutes to evaluate the level of commitment you and your employees have to the vision of your organization. Examine and rate each of these areas where 1 = weak and 10 = strong.
How well do you know the history and values of the organization?
Today, take a quick assessment of your peers or employees commitment to the organization. ASK ThE FOLLOWINg quESTIONS of three to five people as you interact with them. 1. 2. 3. 4.
day ThREE
WEAK
10
STRONg
How well do the employees know the history and values of the organization?
WEAK WEAK WEAK WEAK
1 1 1 1
2 2 2 2
3 3 3 3
4 4 4 4
5 5 5 5
6 6 6 6
7 7 7 7
8 8 8 8
9 9 9 9
10 10 10 10
STRONg STRONg STRONg STRONg
RECORD some of their responses.
What are the key historical facts and values of the organization? What is the vision of the organization? What about the vision is compelling to you? Are you meeting your vision in the organization? How does the organization ask you to build upon its vision?
Is the vision of the organization compelling and easily communicated?
Are you and the employees committed to the vision of the organization?
Can you and the employees build upon the vision of the organization?
WhEN yOu LOOK at these rankings, what do you see that can be leveraged to build a stronger commitment to the vision of the organization?
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day FO u R
This week did you see any discrepancies in your answers or in others answers concerning commitment to the organizations vision? How can you encourage greater buy-in to the vision? What would allow others to see the vision of the organization more clearly? What would give them a desire to make it their own?
REFLECTION
day FIVE
Now, think about the vision you have for your team. How much have they bought into your vision for them?
FuN:
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INTENTIONAL LEADER
week
day ONE
ThREE: TRuMPETINg ThE VISION VISION gETS LOST IN TRANSLATION
AC T I O N P O I N T: TODAy, CONSIDER the ways youve historically reinforced vision to your team or organization. What has worked the best?
unless it is communicated simply, clearly, and consistently. In the words of Andy Stanley, Vision leaks, and as such, must be replenished constantly. With respect to vision, leaders ought to err on the side of repetition - repeatedly speaking it, celebrating it, and linking it to action.
Pat Woertz has consistently ranked as one of the most powerful women in the world according to Fortune magazine. The President and CEO of Archer Daniels Midland didnt end up on elite leadership lists by accident. She has a crystal-clear vision of what she wants, and she knows how to get there.
Pat Woertz credits her powerful vision as a key factor in her rise to the pinnacle of corporate leadership. You have to create a succinct and common vision, while carefully articulating exactly where you want people to go. She explains, We live in a complicated world, where messages are so easily misunderstood. Clarity is essential. Woertz walks her talk. She regularly gathers ADM directors and top managers together in order to cast vision. Her concrete benchmarks have given the organization an unmistakable sense of its mission, and her scorecards have made plain ADMs measures of success. When it comes to vision, Woertz spares no amount of time or energy to ensure that all her prominent leaders are seeing the same picture.4
IF I hAVE SEEN farther than others, it is because I was standing on the shoulders of giants. - I SA AC N E W TO N
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day T WO
WhAT ARE the methods by which vision is communicated? Are they effective?
With so many changes in the world every year, it is more vital than ever before that organizations clearly communicate their vision to their employees. Answer the following questions to assess the communication of the vision within your organization or team.
Today, develop a plan to communicate vision to your organization or your team. In your plan, include the following items and any other key components. A simple and clear vision statement The why behind the vision statement Clear benchmarks or goals of the vision Celebration markers or rewards for accomplishing parts of the vision The communication strategy to key leaders or team members Clear action items to consistently reinforce so the vision continues to be shared
day ThREE
WhAT BENChMARKS are associated with the organizations vision or your teams vision? Do any of these benchmarks need to be modified?
After you develop an initial draft of your plan, seek out the opinion of a trusted advisor or confidant to get feedback. START your draft here:
DO yOu and the organization reward or celebrate activity that is linked to the vision? How? If not, why not?
hOW DO yOu implement the vision of the organization and link it to action?
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INTENTIONAL LEADER
day FO u R
Today, develop an action plan for the month for the continued communication of the vision to your organization or team. Implement the plan and evaluate it at the end of the month, then make adjustments to it. Schedule all action items on your calendar. Record several creative ways that you can communicate and reinforce the vision.
REFLECTION
day FIVE
gOOD BuSINESS LEADERS create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. - JAC K W E LC h
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FuN:
week
day ONE
FO u R : A guIDINg VISION
PhIL KNIghTS VISION for marketing athletic shoes reoriented an entire industry. Prior to Nikes arrival on the scene, competitors had grappled with one another to gain an edge from low-cost or superior comfort. Knight rewrote the rules, making the game all about cool.
Leaders with an innovative vision buck the usual trends and blaze a new trail. Like a compass, their vision provides guidance, pointing the way forward and preventing the organization from veering off course. Even after leaders have departed, their visions endure, lending strategic direction to those they once led. Phil Knights vision gave Nike an unbeatable edge in advertising by marketing the brands image rather than the specifics of its shoes. By building its brand around the personalities of celebrity athletes such as John McEnroe and Michael Jordan, Nike sold its trademark swoosh as a status symbol. Thanks to Knights advertising vision, Nike shoes transcended the market of serious athletes and entered the fashion mainstream.
identity. Following in the footsteps of its founder, Nike advertising rarely features its shoes, but rather the attitude projected by the brand.5 AC T I O N P O I N T: TODAy, ThINK of a leader whom you have seen finish well. What did that leader leave behind? How did the organization continue in the vision after the leaders departure?
Although Phil Knight is no longer at the helm of Nike, his vision still steers the ship. The company continues to pay princely sums to secure famous athletes as spokespeople, and its ad agency crafts slogans that give Nike shoes a unique
INTENTIONAL LEADER
PEOPLE ARE MORE INCLINED to be drawn in if their leader has a compelling vision. Great leaders help people get in touch with their own aspirations and then will help them forge those aspirations into a personal vision. - J O h N KOT T E R
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day T WO
How good are you at the different components of vision? Examine and rate yourself in each of these areas where 1 = weak and 10 = strong.
Defining the vision: How well can you construct or define vision?
WEAK
10
STRONg
Communicating vision: How well can you explain the vision to individuals and groups?
WEAK
10
STRONg
Continual communication of the vision: How well do you continue to broadcast the vision?
WEAK WEAK
1 1
2 2
3 3
4 4
5 5
6 6
7 7
8 8
9 9
10 10
STRONg STRONg
BEFORE yOu SEEK out those three people today, what would you say about yourself? If you left the organization, what impact would that have on the organization or the team? Are others equipped to proceed without you?
Today, talk to three people you work closely with and who are familiar with your work. Ask them to hypothesize with you for a moment so you can have some honest feedback. If you were to leave the organization, how would that impact the vision of your organization or team? Would the organization or your team be able to continue successfully without you? Are they ready to proceed without you?
day ThREE
Strategy around the vision: How well do you link goals and strategy to vision?
Investment into employees: To what extent do your employees feel your commitment to them?
WEAK
10
STRONg
AFTER TAKINg ThIS BRIEF ASSESSMENT, what areas of vision do you need to grow in? What resources can you use to grow in each of these areas (i.e. books, discussion with experts, intentional practice, etc.)? IF yOu DONT IMPROVE WITh RESPECT TO VISION, how could that affect your organization or team?
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day FO u R
Today, consider the responses from those you talked with yesterday. What did you hear that was good, and what did you hear that concerned you? Would your work carry on because of the mark you left?
REFLECTION
day FIVE
What do your weekend plans look like? ASK yOuRSELF ThESE quESTIONS to be more intentional with your time: As a leader, we have to face the truth and learn. What have you learned about yourself as you have focused on vision this month? Where do you come up short? Where are you strong? What changes will you make in your leadership as a result of what you have learned?
FuN:
INTENTIONAL LEADER
SPEND SOME TIME TODAy with someone who can help you improve being intentional with your weekends. Review your ideas and plans from the past month. Ask them for ideas on how you can improve.
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final
W RA P u P :
Anyone who has driven in a downpour can attest to the importance of vision. The rainfall may trouble passengers in the car, but theyre not the ones behind the wheel. For the safety of all, its up to the driver to be alert and attentive. Passengers depend on the driver to keep an eye on the road, avoid accidents, and make the proper turns.
As youve grappled with vision this month, your spirit has perhaps been stirred with longing. What excites you about the future? What are you hoping to see happen? Whats your vision? Whatever your dream may be, make sure to grab it tightly and wring out its energy to fuel your leadership.
Like a cars driver, a leader has the responsibility to see the way forward. Leaders have to anticipate the future and be aware of their organizations desired destinations. If they do not, theyre not only lazy, but theyre reckless with the resources at their command. Vision correlates to a bold imagination. Leaders should be able to articulate a compelling vision that invites others to enlist in a cause greater than their own self-interest. Knowing where youre going is essential, but inspiring others to join the voyage carries equal weight. Visionary leaders are dreamers. Not fanciful idlers, but women and men who marry passionate action to their notions of an ideal future. As T.E. Lawrence said, ALL MEN DREAM: BuT NOT EquALLy. Those who dream by night in the dusty recesses of their minds wake in the day to find that it was vanity: but the dreamers of the day are dangerous men, for they may act their dream with open eyes to make it possible.
STENgER, RIChARD. MAN ON ThE MOON: KENNEDy SPEECh IgNITED ThE DREAM. hTTP:// ARChIVES.CNN.COM. 2001. CNN ONLINE. 6 FEBRuARy 2009. <hTTP://ARChIVES.CNN.COM/2001/ TECh/SPACE/05/25/KENNEDy.MOON/>. WEISBLAT, TINKy. WALT DISNEy: u.S. ANIMATOR/PRODuCER/MEDIA EXECuTIVE. ThE MuSEuM OF BROADCAST COMMuNICATIONS. 2011. <hTTP://WWW.MuSEuM.TV/EOTVSECTION. PhP?ENTRyCODE=DISNEyWALT>. MALSEED, MARK AND VISE, DAVID. A hEALThy DISREgARD FOR ThE IMPOSSIBLE: PART 1. WWW.ENOTALONE.COM. 2009. ENOTALONE ONLINE. 28 MAy 2009. <hTTP://WWW.ENOTALONE. COM/ARTICLE/18937.hTML>.
AMONg MOST POWERFuL WOMEN IN ThE WORLD ACCOuNTINg gRADuATE RANKS. WWW. SMEAL.PSu.EDu. 2001. SMEAL COLLEgE OF BuSINESS. 6 FEBRuARy 2009. <hTTP://WWW.SMEAL. PSu.EDu/NEWS/LATEST-NEWS/OCT01/ACTggRAD.hTML>. KRENTzMAN, JACKIE. ThE FORCE BEhIND NIKE. WWW.STANFORDALuMNI.ORg. 1997. STANFORD MAgAzINE. 6 FEBRuARy 2009. <hTTP://WWW.STANFORDALuMNI.ORg/NEWS/MAgAzINE/1997/ JANFEB/ARTICLES/KNIghT.hTML>.
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R E L A T I O N S h I P S
Month 2
R E L A T I O N S h I P S
Relationships mold us, and we shape others through them. We cannot help but be impacted by the lives of those closest to us. For this reason relationships, not riches, are the best indicators of a successful and satisfied life. It has been said, practice makes perfect, but, more importantly, relationships eliminate the fear of imperfection. Regardless of personal brilliance, every leader has weaknesses and blind spots that can only be overcome by relationships. If we desire to be effective influencers, we cannot live in isolation. Rather, we must work together to cover our flaws and sharpen our strengths. The scientific principle of synergy is a prime example of how we are at our best when were in relationships with others. It is commonly supposed that 2 + 2 = 4. However, in the case of synergy, the combined effort of two or more forces is greater than the sum of their individual forces. In essence, 2 + 2 = 5. RELATIONShIPS ARE the best indicators of a successful and satisfied life. What is true in physical science holds true in human relations: were greater together than by ourselves.
Take a few minutes to ponder these questions which will help you begin to examine this months theme. hOW DO yOuR STRENgThS AND WEAKNESSES show up in your relationships?
EXPLORE:
hOW hAVE ThE RELATIONShIPS IN yOuR LIFE helped you grow as a leader? WhEN hAVE yOu PuT ASIDE relational differences to pursue a shared goal? IN WhAT WAyS have you made sacrifices for the sake of a relationship?
Consider an example from a county fair horse-pulling contest. At the end of the competition, the winning horse pulled 5,000 pounds, while the second place horse pulled 4,000 pounds. Event organizers decided to yoke the horses together, expecting them to pull 9,000 pounds. Much to their surprise, the horses towed 12,000 pounds! They had just experienced synergy in action.1
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INTENTIONAL LEADER
week
day ONE
ONE: LOOK IN BEFORE REAChINg OuT
AC T I O N P O I N T: TODAy, TAKE AN INVENTORy of your strengths and weaknesses in the area of relationships. Which relational skills do you feel are your strengths?
ABRAhAM LINCOLNS gRASP of his personal strengths and weaknesses enabled him to form relationships with bitter rivals in order to steer the United States through some of its most precarious days in history.
Abraham Lincoln ascended to the presidency from Illinois with relative inexperience on the national scene. A self-aware leader, Lincoln realized he needed to add more seasoned statesmen to his cabinet. With the country divided, he saw the value of unifying the Republican Party before he attempted to reconcile the nation. For these reasons, Lincoln appointed his foremost political rivals to prominent positions within his cabinet. The move was considered a bizarre tactic at a time when presidents normally stacked the cabinet with loyal supporters. However, Lincoln trusted his ability to manage the egos of his former rivals, and he knew their input would be invaluable. Drawing upon the talents of his rivals-turned-advisers, Lincoln successfully steered the nation through the Civil War.2
WhICh RELATIONAL SKILLS do you feel are your weaknesses?
When you understand your own strengths and weaknesses, you gain a greater appreciation of others as you see them with strengths and weaknesses as well. As a leader, you begin to know and value others as much as you value yourself, and you see what you can accomplish together.
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yOu CAN DO what I cannot do. I can do what you cannot do. Together we can do great things. - M OT h E R T E R E SA
day T WO
hONESTy: When you speak with others, do you avoid sharing details that you know might reflect poorly on you? Do you easily admit when you dont know something, or do you try to cover it up?
Here are five underpinnings in building great relationships. Rate yourself in each of these areas: 1 = Weak and 10 = Strong. WEAK 1 2 3 4 5 6 7 8 9 10 STRONg
Share with a close friend or co-worker your assignment from Day 2. Ask the person how they would rate you in the following five areas. Encourage them to be open and honest with you for your own growth. Five Underpinnings to Building Great Relationships:
day ThREE
RELIABILITy: Can others count on you to follow through and do what you say you will do? Do you make a lot of small promises yet dont follow through?
WEAK
10
STRONg
hONESTy: When you speak with others, do you avoid sharing details that you know might reflect poorly on you? Do you easily admit when you dont know something, or do you try to cover it up? RELATINg: When you interact with others, do you seek to understand and listen attentively, or do you tend to try to be understood?
RELATINg: When you interact with others, do you seek to understand and listen attentively, or do you tend to try to be understood?
WEAK
10
STRONg
EMPAThy: Do you demonstrate your concern by doing what you can to help? Support can take many forms, from standing up for someone, to giving him or her an extra measure of kindness during tough times.
RELIABILITy: Can others count on you to follow through and do what you say you will do? Do you make a lot of small promises yet dont follow through? EMPAThy: Do you demonstrate your concern by doing what you can to help? Support can take many forms, from standing up for someone, to giving him or her an extra measure of kindness during tough times.
WEAK
10
STRONg
TIME: Do you continually invest time and energy into your most important relationships? Are you mutually contributing to these relationships, or are you taking and not giving?
WEAK
10
STRONg
AFTER RATINg yOuRSELF, summarize your thoughts and takeaways on how well you build relationships. Are your relationships mutually beneficial to both parties?
TIME: Do you continually invest time and energy into your most important relationships? Are you mutually contributing to these relationships, or are you taking and not giving?
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INTENTIONAL LEADER

Intentional Leadership (Sample - First 25 Pages)

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W E L C O M E

DO yOuR DAILy ACTIVITIES align with your long-range vision?

For the next 50+ years, Disney was a master of leveraging

WhAT IS TRuE ABOuT yOu?

hOW DOES it impact your work?

WhO WILL you ask today?

T WO : SEEINg ThE BIggER PICTuRE AS MuCh AS ANyThINg, LEADERS ARE

WhAT IS TRuE ABOuT yOu?

WEAK WEAK WEAK WEAK

STRONg STRONg STRONg STRONg

RECORD some of their responses.

Is the vision of the organization compelling and easily communicated?

ThREE: TRuMPETINg ThE VISION VISION gETS LOST IN TRANSLATION

WhAT IS TRuE ABOuT yOu?

WhAT IS TRuE ABOuT yOu?

ONE: LOOK IN BEFORE REAChINg OuT

WhICh RELATIONAL SKILLS do you feel are your weaknesses?

WhAT IS TRuE ABOuT yOu?

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