Self-Development for Personal Excellence

Building Assertiveness & Self-Image

  1. Asserting Myself to Balance the Performance of My Team as a Human Activity System

  2. Expanding the Description of What I See About Other People and Myself

  3. Enhancing the Assertiveness of My Team Leads and Client

  4. Leading Other People to Engage Assertiveness More Appropriately

  5. Mastering the Insights of Assertiveness

  6. Building My Self-Image to Attain Appropriate Levels of Assertiveness

  7. Building the Self-Image of Other People

  8. Getting Other People to See Me More Positively

  9. Learning to See Myself More Positively

  10. Making Change Deeper and Enduring

  11. Seeing Other People and Myself More Clearly

Attaining Leadership Maturity

Employing the Kuber Model to Refine Intellectual Capacities

  1. Employing the Kuber Model to Refine My Reasoning Capacities

  2. Employing the Kuber Model to Enhance My Workplace Relationship Skills

  3. Employing the Kuber Model to Enhance My Ability to Mobilize Innovation and Change

  4. Employing the Kuber Model to Enhance My Ability to Understand People, Lead Them, and Work with Them

  5. Employing the Kuber Model to Enhance My Ability to Communicate, Persuade, and Motivate

  6. Employing the Kuber Model to Deepen My Intellectual and Emotional Maturity

  7. Employing the Kuber Model to Enhance My Personal Drive and Initiative

  8. Employing the Kuber Model to Build an Appropriate Level of Ethics and Integrity

  9. Employing the Kuber Model to Increase Physical and Mental Health

  10. Employing the Brenner Model to Enhance My Leadership & Consulting Capabilities

  11. Employing the Brenner Model to Build My Cognitive Capabilities

  12. Employing the Brenner Model to Enhance the Effectiveness of My Communication Skills

  13. Employing the Brenner Model to Build My Personality Characteristics

  14. Employing the Brenner Model to Deepen My Influencing Skills

  15. Employing the Brenner Model to Enhance My Ability to Focus on Results

  16. Developing a Personal Approach to Leadership & Consulting Using the Brenner Model as a Baseline

  17. Using the Brenner Model as a Baseline for Developing a Personal Approach to Solve Personal Leadership & Consulting Problems

  18. Employing the Association of Management Consulting Firms Model to Enhance My Leadership & Consulting Success.

Organization Effectiveness for Effective Leadership

Part 1

  1. Examine Organization Effectives from Formative Perspectives

  2. Examine Organization Effectiveness as an Alternative Model to Organization Performance

  3. Connect Organization Effectiveness to the Popular Organization Redesign Methodologies

  4. Connect the Organization Effectiveness Model to the Business Redesign Methodology

  5. Use the Organization Effectiveness Model to Gain Customer Service Excellence

  6. Reinforce Continuous Learning and Improvement Practices

  7. Following a Proven Model of Performance Improvement

  8. Ensuring that Stakeholders Participate Adequately in the Process

  9. Investigate the Organization Design Model as an Alternative Model

  10. Employing Lawlor’s (1985) Productivity Model

  11. Identifying the Three External Factors of the Lawlor (1985) Productivity Model

  12. Identifying the Five Internal Factors of the Lawlor (1985) Productivity Model

  13. Employing Lawlor’s (1985) Productivity Model to Assess the Economic Client

  14. Employing Lawlor’s (1985) Productivity Model to Assess the State of the Markets

  15. Employing Lawlor’s (1985) Productivity Model to Assess the Direction of Change

  16. Employing Lawlor’s (1985) Productivity Model to Survey the Organization

  17. Employing Lawlor’s (1985) Productivity Model to Identify the People

  18. Employing Lawlor’s (1985) Productivity Model to Review the Rewards

  19. Employing Lawlor’s (1985) Productivity Model to Validate the Information

  20. Employing Lawlor’s (1985) Productivity Model to Update the Technology

  21. Understanding the Difference between the Common Organization Development and Leadership Models

  22. Examining The Resnik/Brown (1989): The Work Systems Associates Model (WSA) as an Additional Scenario

  23. Focusing on the Areas from which the Most Significant Gains in Productivity Arise

  24. Decomposing the Primary Five Workplace Performance Factors of Human Performance

  25. Decomposing the Focus Factor into Its Three Components

  26. Decomposing the Direction Factor into Its Four Components

  27. Decomposing the Involvement Factor into Its Six Components

  28. Decomposing the Communication Factor into Its Four Components

  29. Decomposing the Processes Factor into Its Five Components

  30. Decomposing the Secondary Four Workplace Performance Factors of Human Performance

  31. Decomposing the Involvement Competence Factor into Its Four Components

  32. Decomposing the Work Planning Factors into Its Six Components

  33. Decomposing the Work Performance Factor into Its Three Components

  34. Decomposing the Work Environment Factor into Its Six Components

  35. Employing the Ross Productivity Model of Organization Performance

  36. Employing the Manage Work Domain by Taking the Right Actions

  37. Employing the Motivate Subordinate Domain

  38. Allocating Resources by Engaging the Core Tasks of Performance

  39. Using the Ross Productivity Model to Increase Productivity

  40. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance

  41. Reframing the Mali Model as a Gestalt or Holistic Model of Organization Performance in which the Whole is Indeed Greater than All Its Parts

  42. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance to Become the Greatest Influencer of Productivity in My Organization.

Organization Effectiveness for Effective Leadership

Part 2

  1. Employing the Mali Model to Populate the Left Domain with the Core Factors

  2. Populating the Left Domain with Secondary Core Factors

  3. Employing the Mali Model to Populate the Right Domain with the Core Factors

  4. Employing the Mali Model to Populate the Right Domain with the Secondary Core Factors

  5. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance to Enable Multi-Layer Intersecting Domains

  6. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance to Populate the Level Two Left Side Domain with Four actors

  7. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance to Populate the Level Two Right Domain with Four Factors

  8. Employing the Mali (1978) Synergistic Productivity Model to Add a Third Level of Intersection Domains

  9. Employing the Mali (1978) Synergistic Productivity Model to Populate the Level Three Left Domain with Two Factors

  10. Employing the Mali (1978) Synergistic Productivity Model to Populate the Level Three Right Domain with Two Factors

  11. Employing the Mali (1978) Synergistic Productivity Model to Compose the Level Four Design with Only One Domain and Two Factors

  12. Employing the Gaither Branching Tree Model (1980) for Evaluation as a Psychologically Driven Human Factors Model

  13. Employing the Gaither Branching Tree Model (1980), to Describe the Primary Branches of the Model

  14. Dividing the Employee Job Performance Branch of the Gaither Branching Tree Model (1980) Into Two Areas

  15. Decomposing the Build Motivation Area of the Gaither Branching Tree Model (1980), into Its Four Core Branches?

  16. Decomposing the Build Motivation Area of the Gaither Branching Tree Model (1980), into Its Four Secondary Branches

  17. Decomposing the Formal Organization Area of the Gaither Branching Tree Model (1980) into Its Three Primary Components

  18. Decomposing the Formal Organization Area of the Gaither Branching Tree Model (1980) into Its Three Secondary Components

  19. Decomposing the Informal Groups Area of the Gaither Branching Tree Model (1980) into Its Three Components

  20. Decomposing the Job Design Area of the Gaither Branching Tree Model (1980) into Its Four Components

  21. Decomposing the Leadership Area of the Gaither Branching Tree Model (1980) into Its Five Components

  22. Decomposing the Union Area of the Gaither Branching Tree Model (1980) into Its Five Components

  23. Decomposing the Individual Employee Psychological Needs Area of the Gaither Branching Tree Model (1980) into Its Five Components

  24. Decomposing the Economic Conditions Area of the Gaither Branching Tree Model (1980) into Its Three Components

  25. Decomposing the Individual Employee Personal Situations Area of the Gaither Branching Tree Model (1980) into Its Four Components

  26. Decomposing the Physical Work Environment Area of the Gaither Branching Tree Model (1980) into Its Four Primary Branches

  27. Decomposing the Physical Work Environment Area of the Gaither Branching Tree Model (1980) into Its Four Secondary Branches

  28. Decomposing the Employee Ability Area of the Gaither Branching Tree Model (1980) into Its Three Primary Areas of Concern

  29. Decomposing the Employee Ability Area of the Gaither Branching Tree Model (1980) into Its Three Secondary Areas of Concern

  30. Employing Kopelman (1986)) Organization Productivity Model as an Additional Scenario

  31. Employing Kopelman (1986)) Organization Productivity Model to Identify the Four Major Factors of the Model

  32. Employing Kopelman (1986)) Organization Productivity Model to Identify the End Result Productivity Outcomes

  33. Employing Kopelman (1986)) Organization Productivity Model to Build the Process Forming Model

  34. Defining Kopelman’s (1986)) Three Stage Productivity Outcome

  35. Defining the Characteristics of Kopelman’s (1986)) Three-Stage Productivity Outcomes

  36. Specifying the Organization Characteristics of Kopelman’s (1986)) Three-Stage Productivity Outcomes

  37. Specifying the Work Characteristics of Kopelman’s (1986)) Three-Stage Productivity Outcomes

  38. Specify the Individual Characteristics of Kopelman’s (1986)) Three-Stage Productivity Outcomes

  39. Investigating the Organization Design Model as an Alternative Performance Building Model

  40. Investigating the Virtual Commerce Organization Design Model as an Alternative Performance Building Model

  41. Classifying the Organization Performance Models

  42. Employing the Most Commonly Used Organization Performance Models

Leadership for Behavioral Competence

  1. Mastering the Behavioral Competencies of the Professional Project Management Leadership Models

  2. Leading My Team to Effectively Meet Its Commitment

  3. Leading My Team to Enjoy an Appropriate Level of Engagement in Project Activities

  4. Exercising Appropriate Levels of Self-Control in Leading My Team to Success

  5. Becoming Appropriately Assertive During the Execution of Leadership Projects

  6. Learning to Relax to Refresh Oneself for the Difficult Challenges of Project Leadership

  7. Maintaining an Appropriate Attitude of Openness Needed to Encourage Teams to Become More Effective

  8. Encourage Teams to Become More Creative During Stressful Situations

  9. Encouraging Teams to Become More Results Oriented During the Tough Times of Project Development

  10. Encouraging Team Leaders to Become More Results Oriented When They Prepare Their Project Plans

  11. Encouraging Team Leaders to Become More Consistent in Thought and Action When They Make Commitments

  12. Encouraging the Wasteful People on Teams to Become More Efficient in the Use of Project Resources

  13. Encouraging the Wasteful People on Teams to Become More Efficient in the Execution of Project Tasks

  14. Building Client Consultation Skills to Better Influence Team Leads

  15. Building the Consultation Skills of Leaders to Better Influence the Leader’s Executive Level Colleagues

  16. Building the Leader’s Consultation Skills to Better Influence Teams

  17. Mastering the Art of Negotiating with the Leader’s Executive Level Colleagues

  18. Mastering the Art of Negotiating with the End-Users and Customers of the Client

  19. Mastering the Art of Negotiating with Teams

  20. Mastering the Art of Negotiating with the Leader’s Project Partners

  21. Mastering the Art of Negotiating with Vendors

  22. Encourage My Team Leads to Negotiate Better

  23. Reducing the Conflict on My Projects

  24. Reducing the Conflict between My Team Leads

  25. Reducing the Conflict with My Executive Level Managers

  26. Reducing the Conflict with End-Users

  27. Reducing the Conflict with Disrespectful Team Members

  28. Reducing the Conflict with Vendors

  29. Better Managing a Crisis in Project Teams

  30. Better Managing a Crisis with My Executive Managers

  31. Effectively Managing a Crisis with End-Users

  32. Effectively Managing a Crisis Within the extended Environment of the Project

  33. Effectively Managing any Crisis that May Occur

  34. Ensuring the Reliability of Project Team Commitments

  35. Ensuring the Reliability of Project Deliverables

  36. Building the Perception of Reliability of My Project Staff

  37. Enhancing the Perception of Reliability that My Colleagues Share About Me

  38. Enhancing My Own Perception of Reliability about My Team Leads

  39. Enhancing My Reliability as a Project Leader

  40. Effectively Communicating the Leadership Values that Govern My Projects

  41. Communicating More Effectively My Values to Team Leads

  42. Politically Communicating My Leadership Values to My Executive Managers

  43. Effectively Communicating Our Team Values to End-Users

  44. Assisting My Client with Communicating His or Her Project Values

  45. Mastering the Behavioral Skills Needed to Effectively Communicate the Project Values to My Project Teams

  46. Encouraging Team Members to Appreciate the Values Governing the Project

  47. Encouraging Executive Managers to Appreciate the Values Governing a Specific Project

  48. Encouraging End-Users to Appreciate the Values Governing the Conduct of the Project

  49. Encouraging My Teams to Appreciate the Values Governing the Performance of the Project

  50. Encouraging My Team Leads to Display Integrity on the Project

  51. Encouraging My Teams to Execute Their Actions Ethically

  52. Behaving Ethically in Political Situations on the Project

  53. Defining the Ethical Principles that Guide Our Project Activities

  54. Encouraging Team Leads to Define the Ethical Boundaries Governing Their Relationships on the Project

  55. Verifying that My Ethical Standards Are Indeed Appropriate to the Environment of the Project

  56. Handling Ethical Conflicts between Team Members

  57. Defusing Ethical Conflicts Among Team Leads

  58. Building Ethical Principles into the Project Environment

  59. Ensuring that the Ethical Principles Are Project Specific

  60. Encouraging Teams to Respect the Ethical Principles Governing Each Project

  61. Ensuring that the Ethical Principles Governing the Project Remain Focused on the Project

  62. Ensuring that the Governing Ethical Principles Facilitate Project Success.

Mastering Your Career Progression for Better Results

  1. Developing a Personal Framework for Making the Right Career Management Decisions

  2. Exploring the Question of Why I Care About a Job Change at All

  3. Determining What’s in It For Me, WIIFM

  4. Identifying the Psychological and Emotional Environment Associated with the Position

  5. Determining if the Position Resolves Important Professional Considerations

  6. Determining if the Position Resolves Important Financial Considerations

  7. Clarifying the Environment of the New Position or Promotion

  8. Determining What’s In It for Them, WIIFT

  9. Highlighting My Expertise to Expand My Impact on the Interviewer

  10. Leveraging the Discussion of My Expertise to Humanize the Interviewing Process

  11. Leveraging the Interviewing Process to Enhance My Soft-Skills Development 

  12. Using the Interview Process to Demonstrate My Mastery in Relationship Building, Soft-Skills Execution, and Communication Performance

  13. Expanding My Perspective about My Career to Demonstrate My Flexibility and Adaptability

  14. Using the Use the Interview Process to Gain Control of My Own Destiny

  15. Participating in Humanizing the Interview Process

  16. Using the Humanizing Process to Develop a Framework for the Written Acceptance/Employment Contract

  17. Negotiating Penalties for Any Material Misrepresentations about the Position

  18. Negotiating Penalties for Misrepresentations about the Position

Building Leadership Character through Effectiveness & Confidence

  1. Building Professional Effectiveness While Also Building Leadership Confidence

  2. Overcoming the Common Killer Attitudes that Get in the Way of My Effectiveness

  3. Assisting Leaders with Becoming More Effective Problem Solvers 

  4. Assisting Clients with Becoming More Effective Leaders

  5. Overcoming the Leader’s Hesitation to Cooperate Throughout the Duration of the Project

  6. Assisting the Leader with Building Better Workplace Relationships

  7. Getting the Leader to Cooperate More Consistently

  8. Assisting Leaders with Expanding Their Perspectives 

  9. Mastering the Art of Cooperation

  10. Gaining the Cooperation of Difficult Leaders

  11. Unfreezing the Behavior of Leaders Who Are Hesitant to Change Their Behaviors

  12. Developing an Authentic Leader Relationship

  13. Developing a Potent Two-Way Leader-Client Relationship

  14. Developing a Safe Leader Two-Way Relationship

Leadership for Emotional Effectiveness

  1. Building Leadership Effectiveness and Team Confidence

  2. Building Professional Effectiveness While Building Client Confidence

  3. Overcoming the Common Killer Attitudes that Get in the Way of My Effectiveness

  4. Assisting Leaders with Becoming More Effective Problem Solvers

  5. Assisting Managers with Becoming More Effective Leaders

  6. Overcoming the Leader’s Hesitation to Cooperate Throughout the Duration of the Project

  7. Assisting the Leader with Building Better Workplace Relationships

  8. Getting the Leader to Cooperate More Consistently with the Executive Manager

  9. Assisting Leaders with Expanding Their Perspectives

  10. Mastering the Art of Cooperation

  11. Gaining the Cooperation of Difficult Followers and Executives

  12. Unfreezing the Behavior of Leaders Who Are Hesitant to Change Their BehaviorsTake a minute to write an introduction that is short, sweet, and to the point.

Motivation in Building Your Leadership Success

  1. Powerful Leadership Philosophy

  2. Key to Moving from Employee Role to Leader Role

  3. 15 Core Competencies for Leadership Success

  4. Critical Success Factors for Leadership Success

  5. Nine Fundamentals of High Impact Leadership and How to Use Them

  6. Six Keys to Forging Leader Relationships

  7. Eight Models of Organization Performance

  8. Eleven Phase Leadership Process

  9. Leader’s Mission : Enhancing Human Performance

  10. Using Testing to Accelerate Performance Improvement

  11. High-Powered Interviewing Techniques

  12. Writing High-Impact Reports

  13. Leadership in Assessment and Selection

  14. Ten Step Action Planning Process for Leaders

  15. Evaluation and Development Services in Different Contexts

  16. Eight Most Effective Predictors of Executive and Leadership Potential

  17. ·Succession Development Process

  18. 18 Barriers to High Performance

  19. Six Critical Success Factors for High Performance and Using Them

  20. 18 High-Powered Leadership Tools

  21. Art of Strategic Leadership

  22. Surveys and Audits

  23. Group Development

  24. Supercharging Organization Performance

  25. High Performance Leader Practices

Communicating Well With Followers

  1. Excelling at Communicating with Followers

  2. Communicating Well by Listening Well

  3. Communicating as If the Follower’sS uccess Depends on It

  4. Assisting Followers with Improving Their Communications Process

Configuration Management (CM) Leadership

  1. Introducing Configuration Management Studies: A Standard for Managing the Configuration Management Plan

  2. Characteristics of Configuration Management Part 1: Introducing Configuration Management Studies

  3. Characteristics of Configuration Management Part 2: Introducing Configuration Management Studies

  4. Characteristics of Configuration Management: Introducing Configuration Management Studies, A Survey

  5. Describing Configuration Management: Introducing Configuration Management Studies

  6. Identifying the Fundamentals of Configuration Management: Introducing Configuration Management Studies

  7. Introducing Configuration Management Studies: Putting It All Together: Part 1

  8. Justifying Configuration Management: Introduction to Configuration Management Studies

  9. Introducing Configuration Management Studies, Second Edition

  10. Model One: Configuration Management Environment Audit Handbook: Introducing Configuration Management Studies

  11. Why Is a Special Program about Configuration Management Necessary: Introducing Configuration Management Studies, Fourth Edition

  12. Positioning Configuration Management in the Organization: Introducing Configuration Management Studies

  13. Introducing Configuration Management Studies, Third Edition

  14. Section Three: Tools, Forms, and Techniques: Introducing Configuration Management Studies

  15. A Standard For Defining The Configuration Management Plan: Introducing Configuration Management Studies

  16. Standards and Procedures for The Configuration or Change Management Plan: Introducing Configuration Management Studies

  17. Why Do Configuration Management: Introduction to Configuration Management Studies

Leadership in the Continuous Performance Management Organization

  1. Why Bother: The Two High-Impact Questions Leaders Need to Answer:

  2. Core Competencies of Successful American Leaders

  3. Assessing the Leader’s Potential to Succeed

  4. Attaining Trust and Confidence as a Leader

Leadership Human Activity Systems

  1. Describe the Appropriate System According to Their Dimension Types

  2. Describe the Appropriate System as a Balanced System

  3. Describe a Team as a Contrived Human Activity System

  4. Use the Systems Location Along the Continuum of Dimensions to Determine the Nature of the Team According to Banathy, 1979

  5. Becoming a Human Activity Systems Thinker

  6. Describe the Different Types of System

  7. Determining Human Systems from Other Systems Types

  8. Describe the Interactions of Human Activity Systems

  9. Describe the Interactions of Human Activity Systems as the Four Core Operations of Team Behavior

  10. Employing the Principle of Marginal Control, From Polanyi, 1966, to Describe the Impacts of Lower Levels Boundaries on Systems Operations

  11. Use the Control of the Four Core Operations to Describe the Nature of Teams

  12. Use Dimension Types to Describe the Four Kinds of Less Intense Teams

  13. Use Dimension Types to Describe the Four Kinds of Highly Intense Teams

  14. Describe the Nature of the Team as Complex

  15. Include the Characteristics of Choice when Describing the Nature of Teams

  16. Describe the Definitive Characteristics of Teams to Conform to the Methodologies that Enhance Them

  17. Describe A Team as a Social System Contrived by an Observer from a Transphenomenal Field

  18. Describe the Team as an Embedded System which Is Itself a Part of an Embedded Environment

  19. Remember that the Purpose for the Existence of the Team Is to Fulfill the Requirements of Its Environment

  20. Describe the Transformations that Occur as the Various Subsystems Perform Specialized Functions to Meet yhe Defined Goals

  21. Investigating the Most Commonly Used Human Systems Models

  22. Studying the Models Used in Problem-Solving

  23. Designing an Approach for Using Models Professionally

  24. Classifying the Models According to Systems Type

  25. Volume Two: Designing Your Organization as an Evolutionary Guidance System: Using Systems Thinking to Establish the Executive CharterTake a minute to write an introduction that is short, sweet, and to the point.

Leading Others to Achieve High-Impact Performance 

  1. Clarifying Minds

  2. Defining Shared Human Objectives

  3. Building Loyalty

  4. Building Assertiveness

  5. Leading for Mind Change

  6. Building Team Prudence

  7. Building Communications Skills

  8. Building Social Skills

  9. Building Generosity

  10. Overcoming Irrational Guilt

  11. Building Self-Responsibility

  12. Improving Emotional Life

  13. Establishing Respect

  14. Acknowledging Faults

  15. Conquering Anger

  16. Raising Interest Levels

  17. Defusing Passive-Aggressive Behavior

  18. Overcoming Lateness

  19. Overcoming Prejudice

  20. Building Commitment

  21. Motivating Followers

  22. Changing Emotional States

  23. Building Authentic Self-Esteem

  24. Eliminating Self-Destruction

  25. Defusing the Complainer

  26. Changing Self-Image

  27. Energizing Followers

Interpersonal Leadership

Part 1

  1. Mastering the Fundamentals of High Impact Leadership: Achieving Exceptional Leadership Performance

  2. Developing Potent Leadership & Consulting Skills: Part One

  3. Developing Potent Leadership & Consulting Skills: Part Two

  4. Putting My Stake in the Ground: Part One

  5. Putting My Stake in the Ground: Part Two

  6. Putting My Stake in the Ground: Part Three

  7. Putting My Stake in the Ground: Part Four

  8. Put My Stake in the Ground: Part Five

  9. Putting My Stake in the Ground: Part Six

  10. Reviewing the Client’s Leadership & Consulting Rationale: Part One

  11. Reviewing the Client’s Leadership & Consulting Rationale: Part Two

  12. Building My Framework for Success: Part One

  13. Building My Framework for Success: Part Two

  14. Building My Framework for Success: Part Three

  15. Building My Framework for Success: Part Four

  16. Building My Framework for Success: Part Five

  17. Building My Framework for Success: Part Six

  18. Describing the Critical Success Factor Models for Effective Leadership Part One

  19. Describe the Critical Success Factor Models for Effective Leadership Part Two

  20. Describe the Critical Success Factor Models for Effective Leadership Part Three

  21. Describing the Critical Success Factor Models for Effective Leadership Part Four

  22. Mastering the Fundamentals of High-Impact Leadership

  23. Living A Gentle Life

  24. Moving from Belief and Values to Character: Part One

  25. Moving from Belief and Values to Character: Part Two

  26. Move from Belief and Values to Character: Part Three

  27. Proactively Moving from Belief and Values to Character

  28. Clarifying the Competencies of High-Impact Leadership Effectiveness

  29. Mastering Fragmented Workplace Relationships

  30. Returning to the Basics

  31. Moving Beyond the Basics

  32. Building Authentic Cooperation: Part One

  33. Building Authentic Cooperation: Part Two

  34. Building Assertiveness: Part One

  35. Building Assertiveness: Part Two

  36. Coaching to Energize Teams

  37. Mastering the Skills Survey Part One

  38. Mastering the Skills Survey Part Two

  39. Mastering the Core Competencies of Teams

  40. Understanding the Roots of Great Performance Part One

  41. Understanding the Roots of Great Performance Part Two

  42. Changing Self-Image: Part One

  43. Changing Self-Image: Part Two

  44. Building Team Prudence

  45. Mastering the Leadership & Mentoring Environment

  46. Making Potent Decisions

  47. Mastering Leadership to Lead People to Change

  48. Going to the Core of Leadership Success

  49. Touching the Spirit

  50. Leading Difficult Clients

  51. Self-Awareness Through Emotional Intelligence

  52. Understanding Emotions to Lead People to Change

  53. Defusing the Confusion

  54. Managing the Core Competencies of Teams

  55. Enjoying a Spiritual Renewal as an Executive

  56. Understanding the Client

  57. Professional Maturity Requires Focus

  58. Mastering the Psychology of Focus

  59. Doing the Hard Work Successfully

  60. Using Leadership to Enhance Your Mentoring Program

Interpersonal Leadership

Part 2

  1. Assert Myself to Balance the Performance Of My Team As A Human Activity System

  2. Expand the Description of What I See About Other People and Myself

  3. Enhance the Assertiveness of My Team Leads and Client

  4. Lead Other People to Engage Assertiveness More Appropriately

  5. Master the Insights of Assertiveness

  6. Build My Self-Image to Attain Appropriate Levels of Assertiveness

  7. Build the Self-Image of Other People

  8. Get Other People to See Me More Positively

  9. Learn to See Myself More Positively

  10. Make Change Deeper and Enduring

  11. See Other People and Myself More Clearly

  12. Develop a Personal Framework for Making the Right Career Management Decisions

  13. Explore the Question of Why I Care About a Job Change At All

  14. Determine What’s In It For Me, WIIFM

  15. I Identify the Psychological and Emotional Environment Associated with the Position

  16. Determine if the Position Resolves Important Professional Considerations

  17. Determine if the Position Resolves Important Financial Considerations

  18. Clarify the Environment of the New Position or Promotion

  19. Determine What’s In It for Them, WIIFT

  20. Highlight My Expertise to Expand My Impact on the Interviewer

  21. Leverage the Discussion of My Expertise to Humanize the Interviewing Process

  22. Leverage the Interviewing Process to Enhance My Soft-Skills Development

  23. Use the Interview Process to Demonstrate My Mastery in Relationship Building, Soft-Skills Execution, and Communication Performance

  24. I Expand My Perspective About My Career to Demonstrate My Flexibility and Adaptability

  25. Use the Interview Process to Gain Control of My Destiny

  26. Discovering Where You Go From Here

  27. Emotional Intelligence Requires Emotional Understanding

  28. Developing a Shared Understanding Among Your Team

  29. Developing a Shared Understanding with the Client

  30. Specifying the Desired Outcomes of the Client as a Rationale for Proceeding with the Project

  31. Understanding the Client’s Department or Organization

  32. Determining What the Client Expects Me to Deliver in Respect to the Long Range View

  33. Determining if the Aims of the Client Differ in Any Way from the Aims of the Individual Decision Maker

  34. Identifying What the Client Loses by Implementing the Project

  35. Identifying the Risks to the Organization if the Client’s Project Fails

  36. Determining the Parameters the Client Wants Me to Set for the Project

  37. Establishing Guidelines that Govern the Client’s Involved Time

  38. Estimating What I Need from the Client in Respect to the Client’s Guidelines

  39. Determining the Level of Responsiveness of the Client

  40. Developing a Shared Understanding of the Client’s Proactive Leadership and Organization Leverage

  41. Monitoring the Impacts to My Efforts from Whatever Source

  42. Clarifying the Process-Driven Aspects of the Engagement

  43. Building a Reciprocal Partnership with the Client

  44. Developing a Shared Understanding with the Client that Delivers Realistic “Expertise-Stretch” Opportunities

  45. Ensuring that the Client Commits to the Investment Necessary to Achieve the Desired Result

  46. Clarifying that the Client is as Emotionally Invested in the Project And Its Implementation as I am

  47. Understanding the Expectations of the Client

  48. Determining the Client’s Perceptual Horizon

  49. Monitoring for Conflict between My Perceptions and the Client’s Perceptions

  50. Uncovering the Unspoken Requirements of the Client

  51. Forging a Team Spirit with the Client and His or Her Organization

  52. Anticipating the different Forms of Resistance Impacting the Client and His or Her Organization

  53. Identifying the Forms of Resistance

  54. Managing the Primary forms of Resistance

  55. Defeating the Client’s Attempt to Challenge My Competence

  56. Identifying the Appropriate Solutions to the Different forms of Resistance

  57. Engaging the Appropriate Solutions to the Different forms of Resistance

  58. Using the Opening to Build on the Rapport

  59. Enlisting the Client when Linking My Methodology to the Challenge of the Client

  60. Reducing the Client’s Tendency to Challenge my Competence

Interpersonal Leadership

Part 3

  1. Assert Myself to Balance the Performance Of My Team As A Human Activity System

  2. Expand the Description of What I See About Other People and Myself

  3. Enhance the Assertiveness of My Team Leads and Client

  4. Lead Other People to Engage Assertiveness More Appropriately

  5. Master the Insights of Assertiveness

  6. Build My Self-Image to Attain Appropriate Levels of Assertiveness

  7. Build the Self-Image of Other People

  8. Get Other People to See Me More Positively

  9. Learn to See Myself More Positively

  10. Make Change Deeper and Enduring

  11. See Other People and Myself More Clearly

  12. Develop a Personal Framework for Making the Right Career Management Decisions

  13. Explore the Question of Why I Care About a Job Change At All

  14. Determine What’s In It For Me, WIIFM

  15. I Identify the Psychological and Emotional Environment Associated with the Position

  16. Determine if the Position Resolves Important Professional Considerations

  17. Determine if the Position Resolves Important Financial Considerations

  18. Clarify the Environment of the New Position or Promotion

  19. Determine What’s In It for Them, WIIFT

  20. Highlight My Expertise to Expand My Impact on the Interviewer

  21. Leverage the Discussion of My Expertise to Humanize the Interviewing Process

  22. Leverage the Interviewing Process to Enhance My Soft-Skills Development

  23. Use the Interview Process to Demonstrate My Mastery in Relationship Building, Soft-Skills Execution, and Communication Performance

  24. I Expand My Perspective About My Career to Demonstrate My Flexibility and Adaptability

  25. Use the Interview Process to Gain Control of My Destiny

  26. Discovering Where You Go From Here

  27. Emotional Intelligence Requires Emotional Understanding

  28. Developing a Shared Understanding Among Your Team

  29. Developing a Shared Understanding with the Client

  30. Specifying the Desired Outcomes of the Client as a Rationale for Proceeding with the Project

  31. Understanding the Client’s Department or Organization

  32. Determining What the Client Expects Me to Deliver in Respect to the Long Range View

  33. Determining if the Aims of the Client Differ in Any Way from the Aims of the Individual Decision Maker

  34. Identifying What the Client Loses by Implementing the Project

  35. Identifying the Risks to the Organization if the Client’s Project Fails

  36. Determining the Parameters the Client Wants Me to Set for the Project

  37. Establishing Guidelines that Govern the Client’s Involved Time

  38. Estimating What I Need from the Client in Respect to the Client’s Guidelines

  39. Determining the Level of Responsiveness of the Client

  40. Developing a Shared Understanding of the Client’s Proactive Leadership and Organization Leverage

  41. Monitoring the Impacts to My Efforts from Whatever Source

  42. Clarifying the Process-Driven Aspects of the Engagement

  43. Building a Reciprocal Partnership with the Client

  44. Developing a Shared Understanding with the Client that Delivers Realistic “Expertise-Stretch” Opportunities

  45. Ensuring that the Client Commits to the Investment Necessary to Achieve the Desired Result

  46. Clarifying that the Client is as Emotionally Invested in the Project And Its Implementation as I am

  47. Understanding the Expectations of the Client

  48. Determining the Client’s Perceptual Horizon

  49. Monitoring for Conflict between My Perceptions and the Client’s Perceptions

  50. Uncovering the Unspoken Requirements of the Client

  51. Forging a Team Spirit with the Client and His or Her Organization

  52. Anticipating the different Forms of Resistance Impacting the Client and His or Her Organization

  53. Identifying the Forms of Resistance

  54. Managing the Primary forms of Resistance

  55. Defeating the Client’s Attempt to Challenge My Competence

  56. Identifying the Appropriate Solutions to the Different forms of Resistance

  57. Engaging the Appropriate Solutions to the Different forms of Resistance

  58. Using the Opening to Build on the Rapport

  59. Enlisting the Client when Linking My Methodology to the Challenge of the Client

  60. Reducing the Client’s Tendency to Challenge my Competence

Interpersonal Leadership

Part 4

  1. Normalizing the Give and Take Process With My Client

  2. Defusing the Silent Treatment of the Client

  3. Overcoming the Client’s Tendency to Become Obsessed with Detail

  4. Overcoming the Client’s Tendency to Constantly Disagree with My Conclusions

  5. Proactively reducing the Client’s Impatience

  6. Overcoming the Client’s Tendency to Take Flights into Exaggerated Concern for Health

  7. Exceeding the Expectations of the Client

  8. Remaining Candid with Clients

  9. Maintaining a Sense of Realism about My Capabilities

  10. Making My Capabilities Fully Available to the my Client

  11. Preparing the Clients for Different Kinds of Outcomes

  12. Optimizing, Not Maximizing, My Involvement with the Client

  13. Using the Questioning Process to Overcome Poor Judgment

  14. Questioning the Client to Illuminate Non-rational and Other Self-Defeating Behaviors

  15. Consistently Overcoming the Shortcomings of the Client

  16. Ensuring that We Are Doing the Right Things

  17. Ensuring That My Approach Delivers a Win-Win Solution

  18. Determine if I am consistently behaving fairly

  19. Remaining Consistent in Thought and Action when Working with the Client

  20. Excelling with Communicating with Clients

  21. Communicating Well by Listening Well

  22. Communicating as if the Client’s Success Depends on It

  23. Assisting the Client with Improving His or Her Communications Process

  24. Delivering the Results That Clients Can Use

  25. Influencing others with Integrity, Not Through Manipulation, Force or Threat

  26. Transforming Conflicts into Constructive Opportunities

  27. Creating a Win-Win Opportunity During Difficult Situations

  28. Delivering All Products and Services with Excellence

  29. Gaining the Trust and Confidence of Clients

  30. Becoming Regularly Involved in Many Issues Throughout the Organization

  31. Building the Respect of Clients for My Solutions

  32. Focusing the Social Architectures to Impact Individual Followers

  33. Focus the Social Architectures to Impact Individual LeadersTake a minute to write an introduction that is short, sweet, and to the point.Take a minute to write an introduction that is short, sweet, and to the point.

Leadership Development Opportunities

Leadership Seminars

Part 1

  1. Ulthule Leadership

  2. Discovering Core Values©

  3. Leading Organization Change©

  4. Improving Leadership Performance©

  5. Building the Successful Workgroup©

  6. Mobilizing Innovation and Change©

  7. Building Group Performance©

  8. The Bases of Competence©

  9. Evolutionary Guidance Systems©

  10. Technology in Learning©

  11. Developing Intellectual Capital©

  12. Social Cognition in Performance©

  13. The Strategic Training Department©

  14. Establishing a Performance Program©

  15. The Internet Assistant Action Learning Model©

  16. Mindfulness in Human Performance©

  17. Models of a Learning Architecture©

  18. New Methods of Design Inquiry©

  19. The Ulthule© Organization©

  20. Total Performance Management©

  21. The Design of WorkGroup Systems©

  22. The High Performance Environment©

  23. WorkGroup Performance Evaluations©

  24. WorkGroup Change Management©

  25. High Performance Development©

  26. Human Systems Management©

  27. Systems Models Approach©  

  28. Coaching & Consulting Seminars

  29. Why Bother with Coaching?

  30. Core Competencies of Successful Coaches & Consultants

  31. Critical Success Factor Models for Effective Coaching & Consulting

  32. Critical Success Models for Effective Innovation & Change

  33. Fundamentals of High-Impact Coaching & Consulting

  34. Fundamentals of High-Impact Leadership

  35. Common Organization Performance Models

  36. The Organization-Human Systems Continuum

  37. Important Descriptions in Coaching

  38. Important Coaching and Consulting Skills

  39. The Motivation Design Process

  40. The Activities of Coaching & Consulting

  41. The Core Competencies of Successful People

  42. The Value of Resonance

  43. The Value of Preparation in Coaching

  44. The Art of Initiation in Coaching

  45. Purposive or Purposeful Coaching?

  46. Clarifying Minds

  47. Defining Shared Human Objectives

  48. Building Loyalty

  49. Building Assertiveness

  50. Coaching for Mind Change

  51. Building Team Prudence

  52. Building Communications Skills

  53. Building Social Skills

  54. Building Generosity

  55. Overcoming Irrational Guilt

  56. Building Self-Responsibility

  57. Improving Emotional Life

  58. Establishing Respect

  59.  Acknowledging Faults

  60. Conquering Anger

  61. Raising Interest Levels

Leadership Development Opportunities

Leadership Seminars

Part 2

  1. Defusing Passive-Aggressive Behavior

  2. Overcoming Lateness

  3. Overcoming Prejudice

  4. Building Commitment

  5. Motivating People

  6. Changing Emotional States

  7. Building Authentic Self-Esteem

  8. Eliminating Self-Destruction

  9. Defusing the Complainer

  10. Changing Self-Image

  11. Coaching & Consulting Presentations

  12. Energizing Teams

  13. Returning to the Basics

  14. Understanding Your Client

  15. Attaining Client Trust & Confidence

  16. Mastering the Decision Making Process

  17. Mastering the Art of Persuasion

  18. Enjoying the Spiritual Approach to Life

  19. Designing Your Career Transformation Program

  20. Attaining Ulthule Performance

  21. Achieving Great Performance

  22. Attaining Coaching Results

  23. Mastering the Action Levers of Change

  24. Understanding the Intelligences

  25. Mastering the Intuitive Theories

  26. Clarifying Client Expectations

  27. Living the Gentle Life

  28. Realizing Your Gentleness

  29. Mastering the Beliefs & Values Continuum

  30. Transformation

  31. Realizing the Benefits of Coaching

  32. Mastering the Core Competencies of Successful Coaches & Consultants

  33. Making the Right Decisions

  34. Diversity & Globalization Seminars

  35. Navigating the Storm of Globalization to a Safe Harbor

  36. Finding Enrichment in the Culturally Diverse Board

  37. Refining Our Personal Strategic Vision to Transform Board Diversity

  38. Ethics & Law Seminars

  39. Facing the Ethical and Legal Issues of Board Activities

  40. Navigating the Pitfalls and Tarpits of A Global Business Code of Conduct

  41. Overcoming the Group-Think Tragedy Through Social Justice

  42. Achieving Consistency in Thought and Action to Build Board Success

  43. Fulfilling Fiduciary Responsibilities of Board Membership

  44. Managing Information Resources, Technologies, and Plans

  45. Assessing the Board’s Potential to Remain Relevant

  46. Principles Characterizing the Psychosomatic Movement in Learning. A Retrospective Analysis

  47. A Generic Model of the Human Activity Systems that Engage in Multi-Vendor Computer Performance Evaluation

  48. In Defense of Reason

Legal Fundamentals of Leadership & Leading

  1. Contracts and Obligations

  2. Billing Practices

  3. Social Relationships

  4. Professional Conduct

  5. Gift Giving and Receiving

  6. Recruitment of Client Employees

  7. Confidentiality and Secrecy

  8. Reflective External Behavior

  9. Risk Management, Insurance, and Bonding

New Product Development (NPD) Leadership

  1. Designing the New Product Development Environment: Designing NPD for Enhanced Business Performance Part One

  2. Designing the New Product Development Environment: Designing NPD for Enhanced Business Performance Part Two

  3. Implementing New Products: Mastering the Challenge of Strategic Execution

  4. Integrating New Product Development with Forecasting and Scenario Setting: Business Process Integration for Competitive Success

  5. Integrating NPD with Forecasting and Scenario Setting

  6. Introducing New Product Development: Mastering NPD for Enhanced Business Leverage

  7. Introducing the New Product Development Process

  8. Planning and Timing New Product Introduction Part One

  9. Planning and Timing New Product Introduction Part Two

  10. Planning and Timing New Product Introduction Part Three

  11. Pursuing Advanced New Product Development: Mastering NPD to Control the Competitive Environment

  12. Using Innovation to Prepare the New Product Development Environment: Enhancing Innovation to Forge Authentic Success

Examine Organization Effectives from Formative Perspectives

  1. Examine Organization Effectiveness as an Alternative Model to Organization Performance

  2. Connect Organization Effectiveness to the Popular Organization Redesign Methodologies

  3. Connect the Organization Effectiveness Model to the Business Redesign Methodology

  4. Use the Organization Effectiveness Model to Gain Customer Service Excellence

  5. Reinforce Continuous Learning and Improvement Practices

  6. Following a Proven Model of Performance Improvement

  7. Ensuring that Stakeholders Participate Adequately in the Process

  8. Investigate the Organization Design Model as an Alternative Model

  9. Employing Lawlor’s (1985) Productivity Model

  10. Identifying the Three External Factors of the Lawlor (1985) Productivity Model

  11. Identifying the Five Internal Factors of the Lawlor (1985) Productivity Model

  12. Employing Lawlor’s (1985) Productivity Model to Assess the Economic Client

  13. Employing Lawlor’s (1985) Productivity Model to Assess the State of the Markets

  14. Employing Lawlor’s (1985) Productivity Model to Assess the Direction of Change

  15. Employing Lawlor’s (1985) Productivity Model to Survey the Organization

  16. Employing Lawlor’s (1985) Productivity Model to Identify the People

  17. Employing Lawlor’s (1985) Productivity Model to Review the Rewards

  18. Employing Lawlor’s (1985) Productivity Model to Validate the Information

  19. Employing Lawlor’s (1985) Productivity Model to Update the Technology

  20. Understanding the Difference between the Common Organization Development Models

  21. Examining The Resnik/Brown (1989): The Work Systems Associates Model (WSA) As An Additional Scenario

  22. Focusing on the Areas from which the Most Significant Gains in Productivity Arise

  23. Decomposing the Primary Five Workplace Performance Factors of Human Performance

  24. Decomposing the Focus Factor into Its Three Components

  25. Decomposing the Direction Factor into Its Four Components

  26. Decomposing the Involvement Factor into Its Six Components

  27. Decomposing the Communication Factor into Its Four Components

  28. Decomposing the Processes Factor into Its Five Components

  29. Decomposing the Secondary Four Workplace Performance Factors of Human Performance

  30. Decomposing the Involvement Competence Factor into Its Four Components

  31. Decomposing the Work Planning Factors into Its Six Components

  32. Decomposing the Work Performance Factor into Its Three Components

  33. Decomposing the Work Environment Factor into Its Six Components

  34. Employing the Ross Productivity Model of Organization Performance

  35. Employing the Manage Work Domain by Taking the Right Actions

  36. Employing the Motivate Subordinate Domain

  37. Allocating Resources by Engaging the Core Tasks of Performance

  38. Using the Ross Productivity Model to Increase Productivity

  39. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance

  40. Reframing the Mali Model as a Gestalt or Holistic Model of Organization Performance in which the Whole is Indeed Greater than All Its Parts

  41. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance to Become the Greatest Influencer of Productivity in My Organization

  42. Employing the Mali Model to Populate the Left Domain with the Core Factors

  43. Populating the Left Domain with Secondary Core Factors

  44. Employing the Mali Model to Populate the Right Domain with the Core Factors

  45. Employing the Mali Model to Populate the Right Domain with the Secondary Core Factors

  46. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance to Enable Multi-Layer Intersecting Domains

  47. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance to Populate the Level Two Left Side Domain with Four actors

  48. Employing the Mali (1978) Synergistic Productivity Model of Organization Performance to Populate the Level Two Right Domain with Four Factors

  49. Employing the Mali (1978) Synergistic Productivity Model to Add a Third Level of Intersection Domains

  50. Employing the Mali (1978) Synergistic Productivity Model to Populate the Level Three Left Domain with Two Factors

  51. Employing the Mali (1978) Synergistic Productivity Model to Populate the Level Three Right Domain with Two Factors

  52. Employing the Mali (1978) Synergistic Productivity Model to Compose the Level Four Design with Only One Domain and Two Factors

  53. Employing the Gaither Branching Tree Model (1980) for Evaluation as a Psychologically Driven Human Factors Model

  54. Employing the Gaither Branching Tree Model (1980), to Describe the Primary Branches of the Model

  55. Dividing the Employee Job Performance Branch of the Gaither Branching Tree Model (1980) Into Two Areas

  56. Decomposing the Build Motivation Area of the Gaither Branching Tree Model (1980), into Its Four Core Branches?

  57. Decomposing the Build Motivation Area of the Gaither Branching Tree Model (1980), into Its Four Secondary Branches

  58. Decomposing the Formal Organization Area of the Gaither Branching Tree Model (1980) into Its Three Primary Components

  59. Decomposing the Formal Organization Area of the Gaither Branching Tree Model (1980) into Its Three Secondary Components

  60. Decomposing the Informal Groups Area of the Gaither Branching Tree Model (1980) into Its Three Components

  61. Decomposing the Job Design Area of the Gaither Branching Tree Model (1980) into Its Four Components

  62. Decomposing the Leadership Area of the Gaither Branching Tree Model (1980) into Its Five Components

  63. Decomposing the Union Area of the Gaither Branching Tree Model (1980) into Its Five Components

  64. Decomposing the Individual Employee Psychological Needs Area of the Gaither Branching Tree Model (1980) into Its Five Components

  65. Decomposing the Economic Conditions Area of the Gaither Branching Tree Model (1980) into Its Three Components

  66. Decomposing the Individual Employee Personal Situations Area of the Gaither Branching Tree Model (1980) into Its Four Components

  67. Decomposing the Physical Work Environment Area of the Gaither Branching Tree Model (1980) into Its Four Primary Branches

  68. Decomposing the Physical Work Environment Area of the Gaither Branching Tree Model (1980) into Its Four Secondary Branches

  69. Decomposing the Employee Ability Area of the Gaither Branching Tree Model (1980) into Its Three Primary Areas of Concern

  70. Decomposing the Employee Ability Area of the Gaither Branching Tree Model (1980) into Its Three Secondary Areas of Concern

  71. Employing Kopelman (1986)) Organization Productivity Model as an Additional Scenario

  72. Employing Kopelman (1986)) Organization Productivity Model to Identify the Four Major Factors of the Model

  73. Employing Kopelman (1986)) Organization Productivity Model to Identify the End Result Productivity Outcomes

  74. Employing Kopelman (1986)) Organization Productivity Model to Build the Process Forming Model

  75. Defining Kopelman’s (1986)) Three Stage Productivity Outcome

  76. Defining the Characteristics of Kopelman’s (1986)) Three-Stage Productivity Outcomes

  77. Specifying the Organization Characteristics of Kopelman’s (1986)) Three-Stage Productivity Outcomes

  78. Specifying the Work Characteristics of Kopelman’s (1986)) Three-Stage Productivity Outcomes

  79. Specify the Individual Characteristics of Kopelman’s (1986)) Three-Stage Productivity Outcomes

  80. Investigating the Organization Design Model as an Alternative Performance Building Model

  81. Investigating the Virtual Commerce Organization Design Model as an Alternative Performance Building Model

  82. Classifying the Organization Performance Models

  83. Employing the Most Commonly Used Organization Performance Modelsminute to write an introduction that is short, sweet, and to the point.