Planning is an essential foundation for Leadership success. Although a large number of people have told me over the years that they are good planners, they remained incapable of telling me why that was so. Imagine that. Talk comes cheap. Nevertheless, planning, deep and broad planning, is irreplaceable. —RLN

The issue that bothers me the most in Leadership is the attempt of followers and teammates to lie to the leader, manager, coach, consultant, or even their therapist. All five share this in common. Many followers work hard to impress their leaders. It may take some time to work through this to get the authentic followers, those who actually deliver results, to participate in the Leadership process. This can make for an interesting beginning to any project or program. But it happens. It is simply another manifestation of the follower’s need for Leadership assistance. —RLN

Action Leadership

Theory and practice inform each other.  However, theory without practice is weak but practice without theory can be dangerous.  Action Based Leadership is informed by theory and enriched through practice. Such Leadership balances theory and practice so that individual leaders attain the optimal outcome.  This balance enables Leaders to enjoy an integrated Leadership Approach which facilitates learning, growth, performance, and success. Balancing theory and practice, Leaders find inspiration in the Tree of Newkirk™, a model of learning based on practice, steeped in the heritage of philosophic thought, and strengthened by the force of psychological insight.  Using the Tree of ™ as a guide to growth and performance, the Leader begins at the bottom and works upward flowing from left to right. Thus, the Path of Human Experience flows to the Path of Human Growth which leads to higher experience.  This, in turn, leads to deeper growth, and so on until the Leader achieves “Wisdom in Action”. To achieve this high state of performance, the Leader, as a prerequisite, has first mastered a certain kind of applied knowledge.  Commitment empowers the entire process of Leadership growth.  Without commitment, growth stagnates.

Ray Newkirk reminds us that:

“Performance begins when competence ensures effectiveness.” 

As we will see, the “Problem of Performance” challenges even the best Leaders among us.  Whether in professional or personal life, this Problem of Performance remains an overriding companion on the journey to a life well-lived.  As with the ancient Roman Conquerors parading on their chariots, and soaking in the adulation of a hard won victory, the Problem of Performance remains forever with us whispering in our minds that we are merely mortal.  Whatever we do, we cannot escape the Problem of Performance.  It is the kind of situation, probably common to every leader, that ought to be rigorously addressed cautiously. Experienced Leaders have learned to tread carefully, diligently, and consistently to master it.

Obviously, the framework for achieving performance at the highest level attainable is complex and dynamic.  Its formula emerges from a foundation of competence and grit, rather than knowledge and tools. Such a framework builds the requisite variety of effectiveness necessary to produce the intellectual and emotional competence required to master the challenges of Leadership success. Using Action Leadership derived from perpetual cycles of Human Capital Development, the new formula for Leadership success builds the reservoir of Leadership Self-Renewal necessary to ignite the passion for achieving performance at the highest level attainable, the UlThule™ level.

Leadership: Learning for Action

 Part One

Authentic Leadership requires discipline.  It requires Leader and Follower both to share the work.  Leadership occurs as an iterative process.  Whenever it involves disciplined inquiry, rather than random speculation, Leadership involves the design and application of an appropriate Leadership methodology. Through the methodology Leaders and followers cooperate to achieve clearly defined and measurable short-term goals. They select these goals to enhance the follower’s performance in a qualitative or quantitative way, depending on the measurement approach used.

Throughout the Leadership process, Leaders and followers progress through iterative cycles of

* exploration * identification * clarification * evaluation * planning * support

to confront specific needs and achieve reasonable previously agreed upon goals as solutions. 

Whenever the Leader designs the Leader-Follower relationship as a Human Activity System, my preferred model, he or she employs as Soft Systems Methodology (SSM) to do so.  Using the SSM, the Leader begins the process by investigating a problem statement in an unstructured way. An unstructured investigation enables the Leader to avoid the mistake of hindering the follower's obligation to freely articulate the problem situation. Leadership-for-Action is a skill-building process that encourages the follower to build unique context-based skills in a safe environment that enables the follower to expand his or her mastery over a special set of soft-skills.

Common Leadership Needs

Potent Leadership consists of methods designed to assist followers in

* exploring * identifying * clarifying * evaluating * planning

actions that improve performance or achieve other critical goals. 

Leadership-for-Action assists clients with:

(1) mastering the Problem Definition Process, and

(2) closing the gap between the Problem Definition and the Problem Solution.

Leaders offer facilitative support as followers confront their own performance shortcomings. Ultimately, through Safe Practice, the Leader guides the follower to enact the solution that overcomes the problem situation. When delivered successfully using SSM, Leadership becomes Learning-for-Action.

Leadership: Learning for Action

Part Two

The Leadership Solution Cycle: What Some Leaders Do

Exploration of the Unstructured Problem Situation

Leaders assist followers with safely exploring how to become more successful in a particular role in a particular organization with a particular history and management perspective. Leaders also assist followers with exploring broader and more strategic obligations for Leadership success within specific organizations.

This is the starting point of the Leadership engagement: The Leader and follower proceed to uncover the situation that requires improvement. Cooperatively, they determine the scope of the improvement contract that defines the required change or skills review.  Here the Leader learns all that can be learned at that time about the problem situation. The problem situation may be a single problem of family of problems that require resolution. The Leader uses this stage of the Leadership process to conduct research into the follower’s situation by identifying the primary players and their link to the family of problems.  The Leader may also seek to determine the effectiveness of the follower’s current work process.

Leadership: Learning for Action

Part Three: Identification of the Problem Situation

Leaders focused on performance improvement further assist followers with identifying the individual and/or team behaviors and skills necessary to master a specific job, task, or function within a specific environment.  Specificity matters. High Performance Leaders also assist followers with identifying team behaviors that may positively or negatively impact organization performance.  Here Leaders may assist followers with identifying team practices or may lead followers to better understand and respond to the perceptions of other people regarding the follower’s own behaviors.

Employing a Soft-Systems Methodology (SSM), with interviews, workshops, and disciplined observations, the Leader broadly examines the problem by collecting and refining related information. Within the workplace, the Leader describes the structure of the organization, its processes, and the input transformations. The Leader may also note the complaints of the followers about team members and if possible the complaints of team members about anything else.

The Leader uses this state of “Leadership” activity to describe the environment that contains the problem. The problem situation is broader than the “presenting problem of interest because it includes an embedded problem environment that contains the problem of interest.  More properly, the Problem Situation represents the Environment-of-Interest that moves beyond the point or problem of interest, the “presenting problem’. The Leader concludes this stage of activity by presenting a visual systems model of the Problem Situation as an embedded Human Activity System (HAS).

The model of the Problem Situation represents the first Leadership “breakthrough” between the Leader and follower. It indicates how the Leader understands the information from the follower that could be related to the resolution of the Problem Situation. Using the Systems Models Approach, an Approach that describes the behavioral, environment, and structural models of the HAS, the follower obtains a description of the structures and processes of the problem environment and notes the organization issues that could be relevant to the problem definition. This embedded HAS enables the Leader to organize the core issues and to think about the Human Activity System that is now emerging through the Leadership relationship. The model enables the Leader to more fully grasp the nature of the problem situation and communicate this understanding to the follower.  Remember, though, a model is just a model.

Leadership: Learning for Action

Part Four: Clarifying the Problem Situation

We have now reached the point in the Leadership process where the Leader and the follower begin to clarify the “what” of the Problem Situation. Implicitly, Leadership is consistently about quality. Right?  Ultimately, Leadership is about assisting the follower or team with improving the quality of the Leader’s and follower’s and team’s life. Hence, some Leaders clarify insights about the follower’s personal motivations and life interests.  This, of course, means that the Leader often assists clients with clarifying the conflicts of work/life balance.  Leaders also introduce unified methods designed to enable followers to enrich the quality of their lives.  Leadership occurs to improve the quality of life in some positive way. Period. This is the reason behind everything an authentic Leader does. Naturally, there are many Leadership pretenders.

At this point in the Leadership process, the Leader begins to consider the Problem Situation from many perspectives. This is not so easy because each perspective requires a “Root Definition” for each perspective of interest. The Leader selects an issue or task derived from the model of the Problem Situation and designs a HAS to resolve the issue or task.  The Leader and follower proceed from the described issue or task composing the Problem Situation. Transform it. They then produce a new situation.  In doing this, the Leadership team completes a CATWOE analysis of each root definition.  Successful Leadership actually enables the follower to produce a more effective Human Activity System.

Thus, Leadership leads the follower to describe the so-called members of this HAS, those who gain or lose by its design. The Leader also assists the follower with describing the Actors involved in the HAS, those who actually engage the processes of the HAS according to the requisite skills.

Since Transformation is the goal of Leadership, the Leadership team describes the Transformation process for each Root Definition. Fundamentally, the Leader and follower describe the inputs and outputs of Transformation.  The inputs can be matter, energy, or information. Along with transformation, the Leadership team describes the world view (weltanschauung) that makes the future HAS of the problem solution meaningful. Naturally, these descriptions bring us to the question of Ownership.  Who owns the emerging HAS?  Is this strictly the follower, the follower and the organization, or the follower’s manger?  The description of the owner tells us who has the ultimate authority over the new HAS, as the problem solution. Finally, the Leadership team describes the environmental constraints that impact the new HAS. This description identifies the inputs from the environment that influence the behavior and structure of the HAS.

Leadership: Learning for Action

Part Five: The Final Stages of Leadership

Evaluating Leadership Progress

Performance-focused Leadership excels at assisting followers with evaluating their progress (performance) against expectations (goals).  Here the Leadership process is straightforward: The Leadership team determines and resolves the sometimes widening gap between the stated expectations of performance following Leadership and the actual performance achieved by the follower. Given that the Leadership process was potent enough, the gap between the goals and results of Leadership would shrink significantly.

Planning for Enduring Change

Most of the time, Leadership is about skill-building in some way, direct or indirect. This is probably the strength of Leadership.  Athletic Leaders, commonly referred to as coaches, learned this long ago. Over the years, Leadership has improved methods to assist followers with building their skills in technical, behavioral, and contextual domains.

As a final task of the Leadership engagement, Leaders assist followers with developing the action plan necessary to attain the desired performance improvements.  Here, the Leadership team first defines the desired performance goals.  Next, the followers implements specific actions as steps that facilitate the initiation of the specific skills-building (developmental) processes necessary to achieve the targeted performance enhancement(s) as an enduring skill(s).

Leadership: Learning for Action

Part Six: Completion and Growth 

Supporting the Follower

Dedicated Leaders consistently support their followers as they do the difficult work necessary to achieve their performance improvement objectives from among a large variety of possibilities.  Leaders naturally facilitate the actions and developmental processes demanded for the success of followers who are working for the success of the leaders who represent larger organizations or enterprises of some kind. Quite often, Leadership support consists of continuous or retainer-based Leadership through the application of tools, techniques, practices, facilitation, and even some kind of direct coaching.

Step Seven in your career design:  Explore your career using an unstructured approach, but design your career using a structured approach.

Halt or Catch Fire

When is the Leadership process complete?  The answer to this question of course depends on the goals of the engagement and the pace of the follower’s growth.  While many people have worked with Leaders a handful of times, others have worked with Leaders for decades.  As a practical matter, one should remember that Leadership can become quite expensive when the followers lack the requisite skills for the assignment..

As a cost control, followers can do very well participating in a Leadership program that targets two or three brief development and change objectives.  This makes a lot of sense.  If the Leadership team clearly identifies the objectives at the beginning, a really potent Leadership process would range from one to three months of work.  In most cases, this allots quite enough time for the Leadership team to do the job of transforming one to two personal change objectives into the skills required to resolve them. 

The Leadership Paradox: If you can build great skills through Leadership why would you ever forego Leadership?

Leadership Courses

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

  1. Employing the Kuber Model to Refine My Intellectual Capacities

  2. Employing the Kuber Model to Refine My Reasoning Capacities

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

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

  5. Employing the Kuber Model to Enhance My Ability to Understand People and Work With Them

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

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

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

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

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

  11. Employing the Brenner Model to Enhance My Coaching & Consulting Capabilities

  12. Employing the Brenner Model of Coaching to Build My Cognitive Capabilities

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

  14. Employing the Brenner Model to Build My Personality Characteristics

  15. Employing the Brenner Model to Deepen My Influencing Skills

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

  17. Developing a Personal Approach to Coaching & Consulting Using the Brenner Model as a Baseline

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

  19. Employing the Association of Management Consulting Firms Model to Enhance My Coaching & Consulting Success

Leadership for Behavioral Competence

  1. Mastering the Behavioral Competencies of the Professional Project Management 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 Coaching 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 Clients to Better Influence the Clients’ Executive Level Colleagues

  16. Building the Clients’ Consultation Skills to Better Influence Teams

  17. Mastering the Art of Negotiating With the Client’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 Clients’ 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 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 Manager

  40. Effectively Communicating the Values that Govern My Projects

  41. Communicating More Effectively My Values to Team Leads

  42. Politically Communicating My 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 he 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 Follower Character through Effectiveness & Confidence 

  1. Building Professional Effectiveness While Also Building Leader 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 New Leaders 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 Relationship

  14. Developing a Safe Leader Two-Way Relationship

Leading for Emotional Effectiveness

  1. Building Effectiveness and Leader Confidence

  2. Building Professional Effectiveness While Building Leader 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 new Leaders 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 Leading

  9. Assisting Leaders with Expanding Their Perspectives

  10. Mastering the Art of Cooperation

  11. Gaining the Cooperation of Difficult Leaders

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

Motivation in Building Your Coaching Success

  1. Powerful Consulting Philosophy

  2. Key to Moving from Employee Role to Consultant Role

  3. 15 Core Competencies for Consulting Success

  4. Critical Success Factors for Consulting Success

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

  6. Six Keys to Forging Client Relationships

  7. Eight Models of Organization Performance

  8. Eleven Phase Consulting Process

  9. Consultant’s Mission : Enhancing Human Performance

  10. Using Testing to Accelerate Performance Improvement

  11. High-Powered Interviewing Techniques

  12. Writing High-Impact Reports

  13. Consulting in Assessment and Selection

  14. Ten Step Action Planning Process for Consultants

  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 Consulting Tools

  21. Art of Strategic Consulting

  22. Surveys and Audits

  23. Group Development

  24. Supercharging Organization Performance

  25. High Performance People Practices

Communicating Well With Clients

  1. Excelling at Communicating with Clients

  2. Communicating Well by Listening Well

  3. Communicating As If the Client’s Success Depends on It

  4. Assisting Clients with Improving Their Communications Process

Configuration Management (CM) Coaching

  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. 4: 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

Coaching in the Continuous Performance Management Organization

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

  2. Core Competencies of Successful American Managers

  3. Assessing the Potential to Succeed

  4. Attaining Trust and Confidence

Leadership as a Human Activity System

  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 Charter

Leading Others to High-Impact Performance 

  1. Clarifying Minds

  2. Defining Shared Human Objectives

  3. Building Loyalty

  4. Building Assertiveness

  5. Coaching 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 People

  22. Changing Emotional States

  23. Building Authentic Self-Esteem

  24. Eliminating Self-Destruction

  25. Defusing the Complainer

  26. Changing Self-Image

  27. Energizing Teams

Interpersonal Leading

  1. Mastering the Fundamentals of High Impact Leadership

  2. Achieving Exceptional Leadership Performance

  3. Developing Potent Leadership & Consulting Skills: Part One

  4. Developing Potent Leadership & Consulting Skills: Part Two

  5. Putting My Stake in the Ground: Part One

  6. Putting My Stake in the Ground: Part Two

  7. Putting My Stake in the Ground: Part Three

  8. Putting My Stake in the Ground: Part Four

  9. Put My Stake in the Ground: Part Five

  10. Putting My Stake in the Ground: Part Six

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

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

  13. Building My Framework for Success: Part One

  14. Building My Framework for Success: Part Two

  15. Building My Framework for Success: Part Three

  16. Building My Framework for Success: Part Four

  17. Building My Framework for Success: Part Five

  18. Building My Framework for Success: Part Six

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

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

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

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

  23. Mastering the Fundamentals of High-Impact Leadership

  24. Living A Gentle Life

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

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

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

  28. Proactively Moving from Belief and Values to Character

  29. Clarifying the Competencies of High-Impact Leadership Effectiveness

  30. Mastering Fragmented Workplace Relationships

  31. Returning to the Basics

  32. Moving Beyond the Basics

  33. Building Authentic Cooperation: Part One

  34. Building Authentic Cooperation: Part Two

  35. Building Assertiveness: Part One

  36. Building Assertiveness: Part Two

  37. Leading to Energize Teams

  38. Mastering the Skills Survey Part One

  39. Mastering the Skills Survey Part Two

  40. Mastering the Core Competencies of Teams

  41. Understanding the Roots of Great Performance Part One

  42. Understanding the Roots of Great Performance Part Two

  43. Changing Self-Image: Part One

  44. Changing Self-Image: Part Two

  45. Building Team Prudence

  46. Mastering the Leadership & Mentoring Environment

  47. Making Potent Decisions

  48. Mastering Leadership to Lead People to Change

  49. Going to the Core of Leadership Success

  50. Touching the Spirit

  51. Leading Difficult Clients

  52. Self-Awareness Through Emotional Intelligence

  53. Understanding Emotions to Lead People to Change

  54. Defusing the Confusion

  55. Managing the Core Competencies of Teams

  56. Enjoying a Spiritual Renewal as an Executive

  57. Understanding the Client

  58. Professional Maturity Requires Focus

  59. Mastering the Psychology of Focus

  60. Doing the Hard Work Successfully

  61. Using Leadership to Enhance Your Mentoring Program

  62. Understanding the Roots of Great Performance

  63. Leading Teams with Influence

  64. The Ulthule™ Way Beyond Peak Performance

  65. Leading Individuals with Influence

  66. Mastering the Crucial Social Skills

  67. Better Execution with Teams

  68. Morality in Workplace Relationships

  69. Coaching is Communicating

  70. Mastering the Difficult Skills Part One

  71. The Role of Deeper Values in Building Potent Workplace Relationships

  72. Building the Knowledge for Insight

  73. System Management Institute’s Career Transformation Program: It Is Better To Do Better Every Day, Sixth Edition

  74. The Foundation of Potent Workplace Relationships

  75. Focusing on the Right Stuff through Professional Maturity

  76. Mastering the Art of Effective Persuasion

  77. Mastering the Psychology of Focus

  78. Employing the Spiritual Approach to Life

  79. Establishing the Executive Agenda: Building Powerful Executive Relationships for Sustained Success

  80. Leading for Effective Workplace Relationships

  81. Building My Conflict Prevention Framework for Success: Part One

  82. Building My Conflict Prevention Framework for Success: Part Two

  83. Building My Conflict Prevention Framework for Success: Part Three

  84. Distinguishing Coaches from Clients

  85. Using Coaching to Overcome Turbulence in Organizations and Teams

  86. Determining the Self-Coaching Requirements for Success

  87. Mastering Workplace Relationships to Establish Authentic Synergy

  88. Mastering the Conflict-Prevention Base Coaching Model One

  89. Identifying the Core Competencies of an Effective Coaching Team

  90. Mastering the Core Competencies to Form an Effective Coaching Team

  91. Changing One’s Self-Image?

  92. Mastering Workplace Relationships Part One

  93. Mastering Workplace Relationships Part Two

  94. Mastering Workplace Relationships Part Three

  95. Mastering Workplace Relationships Part Four

  96. Mastering Workplace Relationships Part Five

  97. Mastering Workplace Relationships Part Six

  98. Mastering Workplace Relationships Part Seven

  99. Mastering Workplace Relationships Part Eight

  100. Mastering Workplace Relationships to Make a Difference: You are Changing History, in One Way or Another

  101. Mastering the Core Coaching Skills of Insider Threat Prevention Cybersecurity

  102. Mastering the Fundamentals of High-Impact Coaching

  103. Learning to Better Understand the Client

  104. All Problems are Relationship Problems: Success is a Good Relationship in High Gear

  105. Attaining Personal Proficiency: You have got to be competent to be proficient, 1st Edition

  106. The Newkirk Group Ulthule™ Client Coaching and Planning Workshop Part One

  107. The Newkirk Group Ulthule™ Client Coaching and Planning Workshop Part Two

  108. Reflections on the Problem of Performance

  109. Mastering the Bases of Competence

  110. The Ulthule™ Approach to Competent Leadership

  111. Ulthule™ and Ethical Dimension of Competence

  112. Mastering Ulthule™ and Newkirk’s Tree of Performance

  113. Understanding Health Psychology in Complex Situations

  114. Build a Framework for Coaching and Consulting Success

  115. Enhance My Coaching and Consulting Credibility

  116. Raise the Confidence of Subordinates About My Coaching and Consulting Expertise

  117. Develop More Effective Coaching and Consulting Relationships

  118. Enhancing My Coaching and Consulting Expertise

  119. Leveraging Coaching and Consulting For Professional Success

  120. Leveraging Coaching and Consulting Activities To Enhance My Professional Performance

  121. Determine if I Have a Receptive Audience that Needs Coaching and Consulting Assistance

  122. Assert Myself To Balance The Performance Of My Team As A Human Activity System

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

  124. Enhance the Assertiveness of My Team Leads and Client

  125. Lead Other People to Engage Assertiveness More Appropriately

  126. Master the Insights of Assertiveness

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

  128. Build the Self-Image of Other People

  129. Get Other People to See Me More Positively

  130. Learn to See Myself More Positively

  131. Make Change Deeper and Enduring

  132. See Other People and Myself More Clearly

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

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

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

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

  137. Determine if the Position Resolves Important Professional Considerations

  138. Determine if the Position Resolves Important Financial Considerations

  139. Clarify the Environment of the New Position or Promotion

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

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

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

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

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

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

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

  147. Discovering Where You Go From Here

  148. Emotional Intelligence Requires Emotional Understanding

  149. Developing a Shared Understanding Among Your Team

  150. Developing a Shared Understanding with the Client

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

  152. Understanding the Client’s Department or Organization

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

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

  155. Identifying What the Client Loses by Implementing the Project

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

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

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

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

  160. Determining the Level of Responsiveness of the Client

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

  162. Monitoring the Impacts to My Efforts from Whatever Source

  163. Clarifying the Process-Driven Aspects of the Engagement

  164. Building a Reciprocal Partnership with the Client

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

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

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

  168. Understanding the Expectations of the Client

  169. Determining the Client’s Perceptual Horizon

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

  171. Uncovering the Unspoken Requirements of the Client

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

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

  174. Identifying the Forms of Resistance

  175. Managing the Primary forms of Resistance

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

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

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

  179. Using the Opening to Build on the Rapport

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

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

  182. Normalizing the Give and Take Process With My Client

  183. Defusing the Silent Treatment of the Client

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

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

  186. Proactively reducing the Client’s Impatience

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

  188. Exceeding the Expectations of the Client

  189. Remaining Candid with Clients

  190. Maintaining a Sense of Realism about My Capabilities

  191. Making My Capabilities Fully Available to the my Client

  192. Preparing the Clients for Different Kinds of Outcomes

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

  194. Using the Questioning Process to Overcome Poor Judgment

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

  196. Consistently Overcoming the Shortcomings of the Client

  197. Ensuring that We Are Doing the Right Things

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

  199. Determine if I am consistently behaving fairly

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

  201. Excelling with Communicating with Clients

  202. Communicating Well by Listening Well

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

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

  205. Delivering the Results That Clients Can Use

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

  207. Transforming Conflicts into Constructive Opportunities

  208. Creating a Win-Win Opportunity During Difficult Situations

  209. Delivering All Products and Services with Excellence

  210. Gaining the Trust and Confidence of Clients

  211. Becoming Regularly Involved in Many Issues Throughout the Organization

  212. Building the Respect of Clients for My Solutions

  213. Focusing the Social Architectures to Impact Individual Workers

  214. Focus the Social Architectures to Impact Individual Leaders

Leadership Seminars

  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. Leadership & Consulting Seminars

  29. Why Bother with Leadership?

  30. Core Competencies of Successful Leaders & Consultants

  31. Critical Success Factor Models for Effective Leadership & Consulting

  32. Critical Success Models for Effective Innovation & Change

  33. Fundamentals of High-Impact Leadership & Consulting

  34. Fundamentals of High-Impact Leadership

  35. Common Organization Performance Models

  36. The Organization-Human Systems Continuum

  37. Important Descriptions in Leadership

  38. Important Leadership and Consulting Skills

  39. The Motivation Design Process

  40. The Activities of Leadership & Consulting

  41. The Core Competencies of Successful People

  42. The Value of Resonance

  43. The Value of Preparation in Leadership

  44. The Art of Initiation in Leadership

  45. Purposive or Purposeful Leadership

  46. Clarifying Minds

  47. Defining Shared Human Objectives

  48. Building Loyalty

  49. Building Assertiveness

  50. Leadership 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

  62. Defusing Passive-Aggressive Behavior

  63. Overcoming Lateness

  64. Overcoming Prejudice

  65. Building Commitment

  66. Motivating People

  67. Changing Emotional States

  68. Building Authentic Self-Esteem

  69. Eliminating Self-Destruction

  70. Defusing the Complainer

  71. Changing Self-Image

  72. Leadership & Consulting Presentations

  73. Energizing Teams

  74. Returning to the Basics

  75. Understanding Your Client

  76. Attaining Client Trust & Confidence

  77. Mastering the Decision Making Process

  78. Mastering the Art of Persuasion

  79. Enjoying the Spiritual Approach to Life

  80. Designing Your Career Transformation Program

  81. Attaining Ulthule Performance

  82. Achieving Great Performance

  83. Attaining Leadership Results

  84. Mastering the Action Levers of Change

  85. Understanding the Intelligences

  86. Mastering the Intuitive Theories

  87. Clarifying Client Expectations

  88. Living the Gentle Life

  89. Realizing Your Gentleness

  90. Mastering the Beliefs & Values Continuum

  91. Transformation

  92. Realizing the Benefits of Leadership

  93. Mastering the Core Competencies of Successful Leaders & Consultants

  94. Making the Right Decisions

  95. Diversity & Globalization Seminars

  96. Navigating the Storm of Globalization to a Safe Harbor

  97. Finding Enrichment in the Culturally Diverse Board

  98. Refining Our Personal Strategic Vision to Transform Board Diversity

  99. Ethics & Law Seminars

  100. Facing the Ethical and Legal Issues of Board Activities

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

  102. Overcoming the Group-Think Tragedy Through Social Justice

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

  104. Fulfilling Fiduciary Responsibilities of Board Membership

  105. Managing Information Resources, Technologies, and Plans

  106. Assessing the Board’s Potential to Remain Relevant

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

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

  109. In Defense of Reason

Legal Fundamentals of Leadership & Consulting

  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

Organization Effectiveness Leadership

  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 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

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

  44. Populating the Left Domain with Secondary Core Factors

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

  83. Classifying the Organization Performance Models

  84. Employing the Most Commonly Used Organization Performance Models

Planning for Leadership

 

One-on-One Planning For:

Assessment

Interdisciplinary Leadership Teams

Planning the Leadership Process, Approach, Progress Notes

Professional Standards

Legal & Ethical Issues

Leadership Terminology

Progress Tracking – Confidentiality

Follower Involvement

Follower Learning

Quality Indicators

Individualized Leadership Plans

Person-Centered versus Organization-Centered Leadership Planning

Leader “I” Care Plans

Building Your Leadership Skills 

  1. Understanding Your Follower

  2. Attaining Follower Trust & Confidence

  3. Mastering the Decision Making Process

  4. Mastering the Art of Persuasion

  5. Enjoying the Spiritual Approach to Life

  6. Designing Your Career Transformation Program

  7. Attaining Ulthule Performance

  8. Achieving Great Performance

  9. Attaining Leadership Results

  10. Mastering the Action Levers of Change

  11. Understanding the Intelligences

  12. Mastering the Intuitive Theories

  13. Clarifying Follower Expectations

  14. Living the Gentle Life

  15. Realizing Your Gentleness

  16. Mastering the Beliefs & Values Continuum

  17. Transformation

  18. Realizing the Benefits of Leadership

  19. Mastering the Core Competencies of Successful Leaders & Consultants

  20. Making the Right Decisions

Employing the Common Organization Performance Models

  1. Employing the Most Commonly Used Leadership and Organization Performance Models

  2. Investigating the Most Commonly Used Human Systems Models

  3. Studying the Leadership Performance Models

  4. Defining an Approach for Using Models Professionally

  5. Classifying the Organization Performance Models 

  6. Classifying the Models According to Systems Type 

  7. Employing the Ross Productivity Model of Organization Performance

  8. Employing the Manage Work Domain

  9. Employing the Motivate Subordinate Domain

  10. Allocate Resources by Engaging the Core Tasks of Performance

  11. Using the Ross Productivity Model to Increase Productivity

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

  13. Reframing the Mali Model as a Gestalt or Holistic Model of Organization Performance in Which the Whole Is Indeed Greater Than All Its Parts

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

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

  16. Populating the Left Domain with Secondary Core Factors

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

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

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

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

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

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

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

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

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

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

  27. Employing the Mali (1978) Synergistic Productivity Model To Add A Third Level Of Intersection Domains?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

  49. Employing Lawlor’s (1985) Productivity Model

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

  69. Examining the Resnik/Brown (1989) – the Work Systems Associates Model (WSA) As An Additional Scenario

  70. Focusing on the Areas From Which the Most Significant Gains in Productivity Arise

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

  72. Decomposing the Focus Factor into Its Three Components

  73. Decomposing the Direction Factor into Its Four Components

  74. Decomposing the Involvement Factor into Its Six Components

  75. Decomposing the Communication Factor into Its Four Components

  76. Decomposing the Processes Factor into Its Five Components

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

  78. Decomposing the Involvement Competence Factor into Its Four Components

  79. Decomposing the Work Planning Factors into Its Four Components

  80. Decomposing the Work Performance Factor into Its Three Components

  81. Decomposing the Work Environment Factor into Its Six Components

  82. Examining Organization Effectiveness as an Alternative Model to Organization Performance

  83. Examining Organization Effectives from Formative Perspectives

  84. Connecting Organization Effectiveness to the Popular Organization Redesign Methodologies

  85. Connecting the Organization Effectiveness Model to the Business Redesign Methodology

  86. Using the Organization Effectiveness Model to Gain Customer Service Excellence

  87. Reinforcing Continuous Learning and Improvement Practices

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

  89. Focusing the Pace of Technological Change to Gain Leverage

  90. Focusing the Social Architectures to Impact Individual Workers

  91. Focusing the Social Architectures to Impact Individual Leaders

  92. Focusing the Social Architectures to Impact Individual Organizations

  93. Implementing the Horizontal Business Architecture

  94. Ensuring that Stakeholder Participate Adequately in the Process

  95. Following a Proven Model of Performance Improvement

  96. Becoming a Human Activity Systems Thinker

  97. Describing the Different Types of Systems

  98. Determining Human Systems from Other Systems Types

  99. Describing the Interactions of Human Activity Systems

  100. Describing the Interactions of Human Activity Systems as the Four Core Operations of Team Behavior

  101. Employ the Principle of Marginal Control, from Polanyi, 1966, to Describe the Impacts of Lower Levels Boundaries on Systems Operations

  102. Using the Control of the Four Core Operations to Describe the Nature of Teams

  103. Using Dimension Types to Describe the Four Kinds of Less Intense Teams

  104. Using Dimension Types to Describe the Four Kinds of Highly Intense Teams

  105. Describing the Nature of the Team as Complex

  106. Including the Characteristics of Choice When Describing the Nature of Teams

  107. Describing the Definitive Characteristics of Teams to Conform to the Methodologies that Enhance Them

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

  109. Describing the Appropriate System According to Their Dimension Types

  110. Describe the Appropriate System as a Balanced System

  111. Describe a Team as a Contrived Human Activity System

  112. Describing a Team as a Social System Contrived by an Observer from a Transphenomenal Field

  113. Describing the Team as an Embedded System which Is Itself a Part of an Embedded Environment

  114. Remembering that the Purpose for the Existence of the Team Is to Fulfill the Requirements of Its Environment

  115. Describing the Transformations that Occur as the Various Subsystems Perform Specialized Functions to Meet the Defined Goals

We Certify the Leadership Professional at Four Levels: 

  1. Certified Performance Leadership Assistant, CPCA

  2. Certified Performance Leadership Director, CPCD

  3. Certified Performance Leadership Consultant, CPCC

  4. Certified Performance Leadership Specialist, CPCS

Suggested Courses

  1. Building the Social Skills of Team Members

  2. Critical Success Factor Models for Effective Leadership

  3. Certification in Team Leadership

  4. Certification in Workplace Relationship Leadership

  5. Achieving The Highest Level of Performance Attainable

  6. Defusing the Confusing

  7. Fundamentals of High Impact Leadership

  8. Going to the Core

  9. Leadership Clients with Influence

  10. Living the Gentle Life in Performance Leadership

  11. Mastering Leadership Prudence

  12. Mastering the Art of Persuasion in Performance Leadership

  13. Mastering the Challenge of Leadership Success

  14. Mastering the Core Competencies of Teams

  15. Mastering the Psychology of Requirements Analysis

  16. Mastering the Roots of Great Leadership

  17. Moving from Beliefs and Values to Character

  18. Putting Your Stake in the Ground

  19. Returning to the Basics

  20. Understanding Your Client

  21. Using Performance Leadership to Enhance Your Mentoring Program

Systems Management Institute offers several tracks for each level of certification to assist you in mastering your Leadership interest area of expertise. Each track defines the qualifying criteria for Certification at each level taken from five different areas of knowledge and experience including:

Academic Education;

Professional Experience;

Continuing Education from Related Bodies of Knowledge,

Leadership & Consulting Experience for the CPCC, and

Self-Directed Education in the Formal Business of Leadership.

Requirements Leadership

  1. Mastering the Psychology of Requirements Analysis: Describing the Space of Operations Analysis

  2. Defining Requirements and Specifications: Mastering the Basics of Requirements Engineering

  3. Mastering the Psychology of Requirements Analysis: Expanding the Space of Requirements Analysis

  4. Mastering the Psychology of Requirements Analysis: Determining System Requirements

  5. Mastering the Psychology of Requirements Analysis: Justifying Configuration Management for Competitive Success

  6. Mastering the Psychology of Requirements Analysis: Mastering the Characteristics of Configuration Management

  7. Mastering the Psychology of Requirements Analysis: Mastering the People Side of Requirements Analysis

  8. Mastering the Psychology of Requirements Analysis: Mastering the Space of Configuration Management

  9. Mastering the Psychology of Requirements Analysis: Mastering the Work Breakdown Structure of Requirements Analysis

  10. Mastering the Psychology of Requirements Analysis: Taking Care of the Details in Requirements Analysis

  11. Mastering the Psychology of Requirements Analysis: The Art of Delivering Interface Requirements

  12. Mastering The Psychology of Requirements Analysis: A little Good Psychology Goes A long Way to Success

  13. Mastering the Environment of Requirements Analysis: An Ecological Approach for Succeeding in the Changing Corporate Environment Part One

  14. Mastering the Environment of Requirements Analysis: An Ecological Approach for Succeeding in the Changing Corporate Environment Part Two

  15. Mastering the Tasks of Requirements Analysis: Mastering the Problem Management and Quality Environment of Requirements Analysis to Change the Corporate Environment for the Better

  16. Mastering the Tasks of Requirements Analysis: A Relationship Approach for Changing the Corporate Environment

  17. The Art of Specifying System Requirements: A Specification Model for Changing the Corporate Environment

  18. Determining Systems Requirements for CPM-ITP Unification: A justification model for Requirements Analysis Changing the Corporate Environment

  19. The Art of Delivering Internal System Requirements: An Internal System Requirements Model for Requirements Analysis in Changing the Corporate Environment

  20. Defining Requirements and Specifications: Mastering the Basics of Requirements Engineering

  21. Expanding The Space of Requirements Analysis: A justification Model for Requirements Analysis in Changing the Corporate Environment

  22. The Art of Delivering Internal System Requirements: An Internal System Requirements Model for Requirements Analysis in Changing The Corporate Environment…

  23.  Mastering The Environment of Requirements Analysis: An Ecological Approach for Succeeding in Changing the Corporate Environment

  24. Expanding Requirements Analysis Studies: The Number of Decisions Made are Directly Proportional to the Number of Requirements Defined

  25. Mastering The Psychology of Requirements Analysis: Taking Care of the Details in Requirements Analysis

  26. The Art of Delivering Interface Requirements: An Interface Delivery Model for Requirements Analysis in Changing the Corporate Environment Second Edition

  27. Mastering the Psychology of Requirements Analysis: A Stakeholder Model for Requirements Analysis in Changing the Corporate Environment

  28. The Art of Delivering Interface Requirements: An Interface Delivery Model for Requirements Analysis in Changing the Corporate Environment

  29. The Art of Specifying Stakeholder Requirements: A Stakeholder Model for Requirements Analysis in Changing the Corporate Environment

  30. Mastering the People Side of Requirements Analysis: Mastering the Psychology of Requirements Analysis to Change the Corporate Environment

  31. The Art of Delivering Internal System Requirements

  32. The Art of Delivering Information Technology Service Management (ITSM) Internal System Requirements: An Internal System Requirements Model for Requirements Analysis in Changing the Corporate ITSM Environment

  33. Considering the Different Types of Requests Part Two: Three Ways to Guide a Project

  34. Designing the RFP Process: Mastering the RFP Process to Succeed in a Fast Paced Changing Competitive Environment

  35. Defining Requirements and Specifications

  36. The Art of Delivering Interface Requirements for ITIL Implementation: An Interface Delivery Model for Requirements Analysis in Changing the ITSM Environment: Third Edition

  37. The Art Of Specifying Stakeholder Requirements: A Stakeholder Model For Requirements Analysis in Changing the Corporate Environment

  38. Mastering the Tasks of Requirements Analysis: A Relationship Approach for Changing the Corporate Environment

  39. Expanding Requirements Analysis Studies, Fourth Edition

  40. Designing Strategies for Effective RFP Development: Using the RFP Process to Leverage Innovation for Sustained Success

  41. Solving the Success Formula of RFP Development: Paving the Way to a Successful Response

  42. Standards & Requirements of Information Systems Design, Development & Implementation: Using Standards to Illuminate the Path of Software Development

  43. Successfully Applying the RFP Series at Work: Mastering the RFP Process to Succeed at Work

  44. The Art of Specifying Stakeholder Requirements: A Stakeholder Model for Requirements Analysis in Changing the Corporate Environment

  45. Mastering the Psychology of Requirements Analysis: The Art of Specifying System Requirements

  46. Designing a Specification Model for Changing the Corporate Environment

  47. Considering the Different Kinds of Requests

  48. Delivering Stakeholder Requirements: Getting It Right the First Time

  49. Determining System Requirements: A Justification Model for Requirements Analysis in Changing the Corporate Environment, Sixth Edition

Delivering Results That Leaders Can Use

  1. Delivering the Results that Clients Can Use

  2. Influencing Others with Integrity, Not Through Manipulation, Force or Threat

  3. Transforming Conflicts into Constructive Opportunities

  4. Creating a Win-Win Opportunity During Difficult Situations

  5. Delivering All Products and Services with Excellence

Building a Team Spirit in the Leader’s Organization 

  1. Forging a Team Spirit with Leaders and their Organizations

  2. Anticipating the Various Forms of Resistance Impacting Leaders and Their Organizations

  3. Identifying the Forms of Resistance

  4. Managing the Primary Forms of Resistance

  5. Defeat the Follower’s Attempt to Challenge My Competence

  6. Identifying and Engaging the Appropriate Solutions to the Many Forms of Resistance

  7. Using the Opening to Build on the Rapport

  8. Enlisting the Follower in Linking My Methodology to the Challenge of Leadersship

  9. Reducing the Follower’s Tendency to Challenge My Competence

  10. Normalizing the Give and Take Process with Leaders 

  11. Defusing the Silent Treatment of the Follower

  12. Overcoming the Leader’s and Follower’s Tendency to Become Obsessed with Detail 

  13. Overcoming the Followers’ Tendency to Constantly Disagree with My Conclusions

  14. Proactively Reducing the Leader’s Impatience

  15. Overcoming the Leader’s Tendency to Take Flights into Exaggerated Concern for Health

Leading for Technical Competence 

  1. Mastering the Core Competencies of Leadership and Consulting Success

  2. Mastering the Core Competencies Presented in the Model of International Project Management Association (IPMA)

  3. Mastering the Hard Technical Competencies of the IPMA Model

  4. Mastering the Soft Technical Competencies of the IPMA Model

  5. Mastering the Technical Systems Competencies of the IPMA Model

  6. Mastering the Contextual Competencies of the IPMA Model

  7. Assisting the Leader with Achieving Project Management Success

  8. Assisting the Leader with Identifying the Interested Parties Involved in a Project

  9. Mastering the CATWOE Competencies of the Leader’s Project

  10. Assisting My Leader with Defining the Project Requirements and Objectives

  11. Enhancing the Technical Competence of the Leader

  12. Assisting the Leader in Balancing the Risks and Opportunities of Proposed Information Technology Projects

  13. Assisting the LeaderClient with Assuring the Quality of Proposed Projects

  14. Assisting the Leader with Managing the Project Organization

  15. Assisting the Leader with Improving the Teamwork of the Client’s Organization

  16. Assisting the Leader with Designing a Problem Resolution Approach

  17. Assisting the Leader with Designing Project Structures that Enhance Project Performance

  18. Assisting the Leader with Defining the Scope and Deliverables of Project Activities

  19. Assisting the Leader with Better Linking Time and Project Phases

  20. Assisting the Leader with Better Managing Resources of the Project

  21. Assisting the Leader with Managing the Cost and Finance Aspects of the Project

  22. Assisting the Leader with Linking the Procurement and Contract Aspects of the Project

  23. Assisting the Leader with Managing the Changes to the Project

  24. Assisting the Leader with Linking the Control and Reports aspects of the Project

  25. Assisting the Leader with Liking the Information and Documentation Aspects of the Project

  26. Assisting the Leader with Improving the Communications of the Project

  27. Assisting the Leader with Completing the Start-Up Stage of this or Her Project

  28. Assisting the Leader with Completing the Close-Out Stage of His or Her Project

Technical Management Leadership

  1. Volume One: The New Millennium CEO: Imagining the Future by Innovating the Business Model with Information Technology

  2. Format Model of Integration Test Plan: Relevant Models Generate Relevant Results

  3. Developing the Quality Assurance & Standards Policy for Testing: Illuminating the Path to Success

  4. Using the Project Plan as the Script for a Project: Success Is in the Details

  5. Format Model of Integration Test Plan: Relevant Models Generate Relevant Results

  6. The Art of Successfully Initiating Projects: Leveraging A Project Initiation Methodology for Success

  7. Employing a Methodology to Successfully Initiate Projects

  8. Employing a Methodology to Successfully Initiate Projects: A Meta-Methodological Approach to Problem Solving

  9. Proposing a Decision Support System: Success through Potent Decisions

  10. Designing a Decision Support System: Success through Rapid Decision Making

  11. Designing a Rapid Solution Platform to Solve Your Problems Now

  12. Model of a Decision Support System Feasibility Proposal: Not Every Decision Support System is Feasible

  13. Volume Five: Winning Production Under Virtual Commerce: Employing Information Technology to Enable Agile Production

  14. Model of Justification Document for Electronic Commerce Program

  15. Planning the Decision Support System Proposal: Using Business Intelligence to Refine Decision Support

  16. Scripting a Project through Project Planning: Scripting Projects through Project Planning for Improved Organization Change

  17. Understanding the Virtual Learning Requirements of Success

  18. Summarizing the DSS Proposal Design Architecture: Paving the Way for Potent Management Decisions.

  19. Systems Migration: The Project Management Fallback Preparation Plan

  20. Format Model of Integration Test Plan: Relevant Models Generate Relevant Results

  21. Focusing the Pace of Technological Change to Gain Leverage

  22. Focusing the Social Architectures to Impact Individual Organizations

  23. Implementing the Horizontal Business Architecture

  24. Volume Four: Marketing and Sales Under Virtual Commerce

  25. Volume Four: Marketing and Sales Under Virtual Commerce: Leveraging Information Technology to Master the Power of Effective Marketing and Sales. Second Edition

  26. Volume Five: Winning Production Under Virtual Commerce: Employing Information Technology to Enable Agile Production

  27. Volume Five: Winning Production Under Virtual Commerce: Employing Information Technology to Enable Agile Production Second Edition

  28. Volume Six: Designing Leadership Support Systems (LSS) in the Virtual Commerce Enterprise

  29. Using Design Architecture to Propose the Decision Support System: Design is the Missing Link to DSS Development

  30. The Art of Successfully Initiating Projects: Leveraging a Project Initiation Methodology for Success

  31. Volume Three: Attaining Effective Business Relationships through Vision21™: Using the Business Intelligence Group (Big) to Build More Effective Workplace Relationships through the 21st Century

  32. Mastering the Virtual Commerce Vision

Planning is the road to discovery and knowledge-building. Think about it. You will learn so much about a situation from the insights you will gain as you compelte your detailed plan. Whether for business, technology development, psychotherapy, or Coaching, planning is the key to intelligent success. —RLN