As my friend told me about his plans, I found myself leaning farther and farther back in my chair — as if to increase my focal length for a wider view so I could attempt to grasp it all.

Finally, I raised my gaze over his head to the sky to find a space large enough to grasp the enormity of his vision.

I was so impressed with the size of his “game” that I asked him, “How is it that you think so big?”

He answered, “I have to think that big to have a chance to create anything worthwhile at all.”

When I asked how he planned to keep the game manageable, he replied that he didn’t plan to manage it.

He believes firmly that when he’s clarified the opportunity sufficiently and attracted talented people to the opportunity, all he will need to do is grab ahold of the part where he can best add value and ride along.

What a difference there is between managing and leading.

Managers are taught to envision things they can completely control. They operate, thereby, in a realm of self-limited resources, i.e., small games.

Leaders, through their dedication to their vision, create opportunities that can attract an unlimited number of voluntary followers and resources.

Collaborative leaders create expansive opportunities for partners!

Expansion, the second key to collaboration, is the most powerful tool available to any leader.

The essence of expansion is opening to abundant opportunity, usually by reaching for a goal that is larger than you and requires many collaborators to achieve.

Here are some guidelines for generating expansion:

1. An expansive goal must be larger than any participant can achieve by his/herself. Otherwise no one will need collaborators, and playing such a small game makes it easy to see others attracted to the opportunity as “threats.”
2. The more expansive the goal, the more opportunity will be created. Some teams never turn away newcomers because they see every newcomer as an extender of opportunity. My firm Partnerwerks was once consulting to a save-the-customer team on a $60,000,000 account where the customer had threatened to de-source the supplier. The number of volunteers to the monthly customer-focus meetings swelled from eleven to thirty to seventy-five. The leaders welcomed all comers into the team and allowed them to self-organize into sub-teams to find ways to contribute. The result? In a little over a year, the customer not only re-committed but added another $190,000,000 to the account.
3. We can either create a goal that attracts collaborators to us or generate a goal in conversation with chosen collaborators as a way to enrich the collaboration. Both approaches are widely used and successful. We–Partnerwerks–are currently working on what could be a very large joint venture with two partners. I identified the ill-defined opportunity and framed it well enough to attract the other partners. Now we are working together to better understand the opportunity and to c0-create clear and compelling goal for our venture.
4. The greatest opportunities for expansion often arise from what appear to be the most scarce and threatening circumstances. Expert problem solvers and the most expansive leaders know that the greatest breakthroughs occurs where opportunity appears to be the most scarce (see this 2009 post for a fine example from a client). This is a fundamental principle of my approach to team building and team leadership.
5. Expansive goals are usually so clear and specific that they require little if any measurement to verify they have been reached. (Example: To put a man on the moon and bring him safely back to Earth by the end of the decade.)
6. Expansive goals are usually so bold that, when set, participants don’t yet know how they’re going to achieve the result. So the goal affords collaborators a sense of urgency and the need for learning and discovery. (Example: When Kennedy set the goal above, rocket scientists were only pretty sure they could launch a rocket and have it hit somewhere in the ocean.)
7. Expanding a goal is one of the best ways to integrate people’s views. At the same time, integrating people’s views is one of the best ways to expand a goal. The actions–expand and integrate–are reciprocal.

This Week’s 5-Minute Practice Tip

This week, evoke expansion in one group gathering (a meeting, committee, family outing, lunch group, etc.) by posing this question: “What could we pursue together that would create attractive opportunity for each of us?”

As the conversation develops, apply the guidelines above and watch yourself raise the level of collaborative energy in the group.

Expansion is a powerful force! Start 2012 with a renewed belief in the power of collaborative teamwork that benefits everyone and will lead to expansion.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or family) and master your leadership skills with The Leadership Gift Program for Leaders.

They say it takes too much time. They describe the painful details of the myriad ways in which group members polarize on issues and then threaten to use their veto power when they don’t achieve their individual purposes.

I find these processes distasteful myself. They take up too much time and can definitely sap participants’ energies.

But these are not consensus processes — they are debate processes.

To achieve rapid consensus it’s essential that group members gather around a clear, shared purpose and then mobilize around a sense of urgency to make progress together.

In my experience, the following five practices fuel fast decision-making:

1. Consider more rather than fewer alternatives. And generate them together. Teams that move fast know that generating lots of alternatives actually clarifies decision-making. Criteria for choosing among them then surface in the group and, in the process, myriad contingencies are aired and shared.

Trying to analyze and choose between only two (or even three) alternatives stresses making the “right decision” (choosing between opposite poles), which can easily trigger parochialism and paralysis.

2. Involve more people and points of view in the process. When a large number of participants are heard, unique points of view can emerge, which actually increases the probability of discovering creative and expansive alternatives.

3. Integrate with more and/or other parts of the organization. Teams that move fast invite other departments to participate. Doing so enables them to coordinate in real-time, rather than learning after the fact and then having to play catch up. An added bonus is that other departments may actually bring better solutions.

4. Draw on the wisdom of “gray-hairs.” Teams that move fast check their thinking with mentors, sponsors, or coaches whose experience, intuition, and situational knowledge helps the team make smart choices.

5. Consensus with leader as time-breaker. The secret to leading consensus successfully is to establish collective action as more important to the group than complete and total agreement. To fast teams, getting a result and learning from it together is more important than being right. Fast teams also make sure that everyone is heard, especially minority views.

A smart consensus-focused leader will create “hang-time” in the conversation to allow for this. Then, if a consensus doesn’t emerge in a reasonable time, the leader makes a call for group action on the alternative with the best chance of succeeding.

This Week’s 5-Minute Practice Tip

This week, include more voices in decisions that affect others. And stress the urgency of action, steering away from “right versus wrong” arguments (use “Works for me” instead). Keep asking the group, “What could move us forward together?” but start your practice on less-than-critical decisions.

Everyone has experience with this issue. Tell me yours in the comment space below.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or family) and master your leadership skills with The Leadership Gift Program for Leaders.

The change of a calendar year can be a wonderful time to acknowledge the investment required to maintain growth and development, including the quality of your relationships at work.

One of my favorite tools for team maintenance is the Reorientation Process.

Assembling all the players for reorientation is a powerful way to acknowledge that ALL productive relationships go through periods of being highly oriented — aligned, in sync, in the flow — as well as periods of not being so.

When teams get out of sync, committed members feel they have to “push harder” on the content of the team’s work.

A more fruitful strategy would be for them to notice — and acknowledge — that the team seems to have lost energy and/or direction (energy and direction are my simplest indicators for a team being “built”).

When this happens (and it may happen several times in the life of a team) I like to say, “It’s always a good time to reorient.” Get started with this week’s 5-minute practice tip.

5-Minute Practice Tip

To orient or reorient a work relationship, gather the players together and ask each of them to articulate their views of the following:

1. The WHAT — what are we as a team to do together?
2. The WHYs — why am I here? What’s in it for me to be on this team?
3. The HOWs — how are we playing? What are our team rules and agreements?
4. The WHOs — who’s doing what where? What does each of us bring to THIS task at THIS time?

When everyone has been heard, asking the group to craft a clear and elevating goal together (one that’s meaningful to every member) will help refuel the WHY for energy and the WHAT for direction.

You’ll always know when this conversation is on track — because you can see, hear, and feel the group’s energy increase and the team members’ direction come into focus.

Reorientation is a great way to start a new year with your teams — with renewed, positive energy.

Let me know your thoughts and experiences with a quick comment below.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or family) and master your leadership skills with The Leadership Gift Program for Leaders.

In my recent post, we looked at what to do when we’re left in the uncomfortable position of “holding the bag” and I suggested a straightforward 7-step process for calling others on broken agreements.

It’s a great process. And it’s simple. But it can be very difficult to apply. Why?

Many of us have one or more emotional blocks to effectively calling others on irresponsible behavior.

To better position ourselves to use the approach, let’s look at what makes it seem easier to “hold the bag” than to confront others when they let us down.

We’ve all been in dozens of situations where co-workers’ behavior was irresponsible, in direct violation of a promise, or damaging to our productivity. It hurts.

So, why do we tolerate someone’s irresponsible or damaging behavior? In my experience, most of us feel one of two basic emotional responses, or “blocks,” to taking responsible action:

1. the need to be nice
2. the addiction to criticism

Needing to be nice — or to be seen as being nice — is evidence that we need social approval more than we need inner congruence.

Social approval is great to have. We all need and enjoy it. But as health professionals tell us, when social approval is in conflict with our personal experience, it actually becomes a destructive force in our lives. It’s called lying.

To overcome this block, we can reduce our willingness to tolerate irresponsible behavior and increase our “provocability,” that is our ability to show what really happens inside us  when someone’s behavior hurts us.

When we chose to show our true–provocable–response to irresponsibility, we actually foster greater collaboration with others.

How? Because provocability signals integrity. And it’s integrity that builds trust between co-workers, not apparent–but false–tolerance.

Provocability is part of a collaborative communication strategy called “tit-for-tat.” To play tit-for-tat, start interactions with cooperative behavior and, after that, match your co-worker’s behavior. If they cooperate, then you cooperate. If they are uncooperative, or defect on you in some way, then show provocability.

Call them on their uncooperative behavior and let them know you hold them responsible for the relationship: they can have it be cooperative or uncooperative. It’s up to them.

Then match their moves. When used compassionately and proactively, tit-for-tat is a great strategy for teaching others how to cooperate with you.

Get started with this week’s 5-Minute Practice Tip:

Provocability is best learned by removing small tolerations first. They’re easier to call. Today, pay conscious attention when a co-worker bugs you slightly.

Here is a hint: When you’re “bugged,” you’re provoked — that is, the other person’s behavior is in some way unproductive or uncooperative in relation to you.

Use the 7-step process to show an appropriate level of provocability. Remember, if you’ve been tolerating a particular behavior for some time, a relationship pattern has been set and your demonstration of provocability can be seen as “over-the-top.” Start small and easy, then build.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or family) and master your leadership skills with The Leadership Gift Program for Leaders.

And in another post — Leadership Tools: Clear Your Judgement to Move On Effectively — I encouraged you to trust a little too much in order to trust just right.

So what do you do on those (rare) occasions when others let you down, i.e., leave you holding the bag?

Well, I see the first order of business as a careful assessment of the relationship’s value to you. Is it worth changing its future course (for whatever reason)? Your other choices include living with it in a damaged state or removing yourself from the situation.

If the relationship is important to you, then you must engage the other(s) in a conversation about the broken agreement.

The way I see it, such a conversation needs to cover 7 steps — one in preparation and then 6 action steps.

Prep Step: Acknowledge your own feelings about calling someone on a broken promise. Doing so is confronting — and confrontation is only successful when done “cleanly,” i.e., without judgement about the other person.

If you’re anything like me, feelings at such times include fear, doubt, commitment, and courage.

Step 1: Be invited. Conventional wisdom tells us we can’t tell anybody anything they’re not yet ready to hear. So, it’s your responsibility to prepare others to receive your feedback. Start with something like, “Friend, I want to talk with you about how we’re working together. Is this a good time?”

Step 2: Be explicit. Describe the other(s) actions that have caused you concern. Be specific in your description of behaviors and deliverables. Tell them you thought you had an agreement with them for a specific action to take place by a certain time and that it appears they didn’t follow through.

Step 3: Use cause-and-effect language. Report the consequences to you (and your team) of the failed promise. “When you didn’t deliver on your promise, I was unable to complete my task, and the entire team’s deliverable fell behind schedule.”

Step 4: Tell how this failure affected you personally. If you’ve made judgements about the person — and you probably have — then this is the place to voice them, not before. Start with words like, “I assumed…” or “I interpreted….” The point is to take responsibility for your judgement and your feelings. “So, I decided that your promise is not as important to you as it is to me.” “I felt betrayed.”

Step 5: Stop talking and listen. If your words have been compassionate, factual, accurate and nonjudgmental, you’re likely to have tapped into the other person’s integrity and they’ll be prepared to make amends. If, instead, they lay blame or justify, simply continue to invite them “above the line,” i.e., to own their behavior. To see an actual exchange like that, take a look at his blog post: How to Call a Co-Worker to Account And Gain Wins for Both of You.

Step 6: Make a new agreement. Only when you reach this last step is it a good idea to tell the other(s) what you want them to do differently in the future. It’s here that you ask for what you want. For example, “So, in the future, if you discover you can’t keep a promise made to me, I want you to call me the minute you discover it yourself so we can figure out what to do.”

For my team leadership workshop graduates, these steps should look familiar: they’re a specific application of the model for Giving Feedback Responsibly. They work for me. Let me hear how they work for you.

5-Minute Practice Tip to Improve Work Relationships by Giving Responsible Feedback:

Sometimes it’s easier to practice feedback skills giving good news instead of bad. So identify someone who has recently kept his/her agreements with you.

Schedule and execute a feedback conversation for which you do the prep step and take the 6 action steps while giving positive/reinforcing feedback.

Then try the process in a relationship that could be improved by paying attention to and working through a broken agreement.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or family) and master your leadership skills with The Leadership Gift Program for Leaders.

For who knows how long, when you (a leader) wanted me (a follower) to commit to high performance, you and I both expected YOU to tell ME what’s in it for me to work with you.

It’s much smarter to tap into my existing motivation by asking ME to tell YOU what’s in it for me.

It’s actually kind of funny to look at the transaction from outside the habit pattern. The truth is, it’s much smarter (and a lot easier!) for you to tap into my existing — if often hidden — motivation by asking ME to tell YOU what’s in it for me.

Look at it this way:

1. Everyone alive has hopes, dreams, and wants for herself/himself.
2. People without any hopes, dreams, or wants are dead — they’ve ceased all motion.
3. People who get out of bed and go to work have mentally and emotionally linked what they are doing today to their hopes, dreams and wants in a way that makes sense to them.
4. Therefore, everyone has their own EXCELLENT reasons for investing in work projects — even if they’ve learned to deny or hide those reasons, sometimes even from themselves.
5. So, the best way for me to serve my fellow workers is to help them uncover and focus on their OWN motivations — even if they attempt to convince me (through resistance and denial strategies) that they have none.

To that end, if I think I need to motivate others, it behooves me to ask them, “What’s in it for you to work on this project with this team?” and to keep them in the conversation until THEY come up with the personal benefits that move them into action.

The method is simple. It’s powerful. It’s responsible. Watch out!

Get Started With This 5-Minute Practice Tip

Practice uncovering existing motivation on yourself FIRST.

When you can see — and accept — your own intrinsic motivation, it will be much easier to see and accept others’. When faced with a task that’s not inherently motivating (like taking out the garbage, folding laundry, mowing the lawn, or emptying the dishwasher), ask yourself, “What’s in it for me to do this?”

Pursue the questioning until you find yourself moving. Note what got you going. You’ll discover much about your own motivation.

Stretch Practice

At least three times this week ask others, “What’s in it for you?” Remember, if the first answer doesn’t appear to be MOVING (i.e., energizing) to the person, feed that answer back and follow-up with, “When you get that, what does that do for you?”

Here’s a brief and flagrant example:

You: Christopher, what’s in it for you to help me with project ABC?
Me: Uh, continued employment? (Said with a slightly cynical tone, not energizing.)
You: And when you get to keep your job at this company, how does that serve you?
Me: It keeps my spouse off my back. (Again, said with a cynical tone, not energizing.)
You: And when you can keep your spouse off your back, what does that do for you?
Me: Well, I get to go fishing. (Said with a smile broadening across my face, probably energizing.)

Continue until you can both see how what the person is doing is connected to the future s/he envisions.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or family) and master your leadership skills with The Leadership Gift Program for Leaders.

Click the video below to see what Ronica says.

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Do you know exactly what you want? Do your partners know exactly what you want? Do you know exactly what they want?

Over the years, I have been fascinated and focused on the power of outcome thinking. For instance:

• Why do we–smart people–spend so much time dwelling on what we don’t like or don’t want instead of discovering and specifying what we do want and focusing on it?
• Why do we–smart people–allow meetings to start without agreeing to a clear result we’re going for?
• Why do we so frequently assume we can’t have what we want?
• And why do we advise our charges to dream big but then tell them not get their hopes up?

Outcome thinking is a marvelous leadership tool

Salespeople ask prospects what benefits they are looking for in a product. Trainers ask participants what they want from a learning event. Coaches ask clients what results they seek in every part of their life. Doctors and nurses ask patients what end result they desire from treatment. Athletes close their eyes and envision picture perfect outcomes, every time.

Do you think there is something to this?

Outcome thinking has won the ringing endorsement of psychologists the world over

Experts say, “If you can see it, you can be it.” And the opposite is also true: if you can’t see it, you can never be it.

How outcome thinking works remains a bit of a mystery, as does much about the mind, but it isn’t hocus pocus.

Psychologists claim your mind doesn’t know the difference between an actual sensory experience and a well-imagined one (ever wake up from a bad dream in a cold sweat with your heart racing? Ever have your spouse wake up mad at you based on what s/he dreamed?).

Try this right now: Imagine walking into your favorite grocery store, the one with all the great fruits and vegetables piled up in gorgeous, well-lit displays. Head for that produce section and go for the stack of huge, shiny lemons gleaming in the bright lights. Pick up a section of the quartered lemon laying there on the sample table and wedge it into your mouth, between your teeth, and bite down…

Now, if you are like most people, that description got your mouth’s juices flowing in expectation of the citric juices squirting into your mouth. Experts say that envisioning a desired, i.e., perfect, outcome programs your body and mind to produce it that result.

The same is true about focusing on an undesired outcome — you produce it!

Some even say that whatever your mind dwells on it attracts (in a magnetic sort of way). Do you think winners expect to win? You bet! What do you think losers think about?

Take this story about a dad and a little girl learning to ride a bike. He took her to a huge, empty parking lot, a totally flat surface of many acres, and helped her onto her bike. When she got going, she saw the pole and yelled, “The pole, Daddy!” Chasing after her, he said, “Don’t look at the pole, look anywhere else but the pole!” And you know what happened. She focused on the pole, envisioned a terrible outcome that scared her, and then produced that outcome by crashing into the pole.

Of all the acreage, that pole represented the 1/10th of 1% of the parking lot space that could create a negative outcome for her. And she focused on it, and it did produce the negative outcome she feared.

Why focus on our fears when evidence suggests that’s a sure way to make them come true?

What outcomes are you creating by default because you aren’t deliberately creating and envisioning the outcomes you want? Do you even know what outcomes you want? Why not? Do you believe you could have the outcomes you want if you knew what they were?

Do you believe your team or department could ever agree on common outcomes to create together? Unless you are actively addressing these questions, you are acting by default, and your outcomes likely show it.

5-Minute Practice Tip to Build Your Outcome Thinking Muscle:

1. Spend five minutes a day alone with your eyes closed envisioning absolutely perfect outcomes to every one of your major projects and interests.
2. Spend another five minutes a day alone with your eyes closed envisioning all of your intentions, desires, and wants. Get into a positive (happy, joyful) emotional state and stay there through this exercise.
3. And here’s a game you can play with partners and teammates. I call it “Wouldn’t it be cool if…” Here’s how you play: While talking together about an upcoming project or opportunity, speculate about the great things that can happen by taking turns saying “wouldn’t it be cool if” and completing it with specific desired outcomes such as “the VP shows up in the middle of the best part of the demo and loves it.” No cynicism allowed.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or relationship) and master your leadership skills with The Leadership Gift Program for Leaders.

What some people love and others hate about the process of consensus decision-making is that it requires participants to seek every group member’s sincere consent to move forward.

In fact, my definition of consensus is 100% agreement to move forward together.

So, why is consensus important?

1. I measure team building by energy and direction. Without consensus, a group has no shared direction. Without consensus, people literally work at cross-purposes (and cancel out each other’s efforts) instead of amplifying each other’s efforts.
2. When groups pursue a direction decided by majority or authority, those who dissent (either vocally or silently) display low energy. They lose their commitment.
3. Remember the effect of low commitment on teams: the principle of the least-invested co-worker guarantees that when low commitment is present, it will always be more infectious than high commitment. The majority may “win” but the “losers” drain needed energy away from the “win.”

So, the real value of consensus decision-making is that it creates shared direction and high energy in a team. And isn’t that what we join groups to get?

5-Minute Practice Tip

To start becoming an expert consensus-builder, create a consensus continuum (in your head or on paper) similar to the one below. Then, when you’re in a group — any group — and attempting to decide a direction, when someone proposes a solution, immediately take a quick poll of each individual in the group.

Ask each person to rank his/her position as:

1. Unqualified: Yes. Move forward.
2. Perfectly acceptable. Move forward.
3. I can live with the decision of the group. Move forward.
4. I trust the group and will not block this decision but need to register my disagreement. Move forward.
5. I feel no sense of unity as a group and think more work is needed before deciding. Stay put.
6. I do not agree and feel the need to stand in the way of adopting this decision. Stay put.

The point of this practice is warm inclusion of dissenters. Inclusion gives dissenters a louder voice, instead of quelling them. The normal — and harmful — group dynamic is for the majority to beat-up the minority until they withdraw, which the majority then defines as consent.

To activate more team building when there’s a difference of opinion on a team, silence the majority and ask dissenters, “How can we change this proposal so it works for you?” Then listen.

Often dissenters solve their own “opposition” simply by being heard.

Start your practice on less-than-critical decisions. The key to consensus-building is steering away from “right versus wrong” arguments. (Use “Works for me,” or “Doesn’t work for me,” instead.)

And, above all, keep asking the group, “What could move us forward together?”

Leave a comment and tell me what you think.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or family) and master your leadership skills with The Leadership Gift Program for Leaders.

In the end, only I am responsible for the quality of all my work relationships. So, when I enjoy them, I’m enjoying my choices.

When I don’t like my work relationships, only I can do something to improve them.

What does this have to do with my decision-making process (or yours, when you’re asked to join a team)? Well, if teamwork is an individual skill, then when we elect to join with others:

1. we retain our personal power
2. we lend our consent to a group direction and purpose, and
3. we incur a responsibility (aka, ability to respond) to speak up if/when we disagree with the group’s direction or purpose

Said another way, take individual responsibility for every relationship and act as if you are always participating in a consensus process, even if the relationship is based on authority, majority, or some other form of governance. Or, decline the relationship.

Contrary to the popular definition, real “team players” are never willing to “go along” with something about which they have strong negative feelings.

They remain conscience that all authority relationships are just agreements — consents — between them and others. They retain and exercise their personal power at all times.

When real “team players” disagree, they push back on others (whether they’re peers, partners, managers, bosses, or elected representatives), knowing that the group’s final agreement will either represent their personal consent to a direction and/or purpose or be the signal for them to withdraw their personal power from the relationship to move in another direction.

In my case, I eventually saw that I lacked sufficient passion for the work to participate patiently in one group’s process. Since my predisposition was to change the group’s direction, without serious passion to fuel my efforts, I’m better off not becoming a member. And the group will be better off, too.

“Going along” without passion or commitment creates two phenomena:

1. Entire groups going where no member wants to go (i.e., group think, aka risky shift)
2. People hanging out together with low commitment, low energy, low performance, resentment and low esteem.

When I exercise true responsibility, I empower, I approve of, and I co-operate with a wide variety of group decisions towards achieving an agreed direction and purpose. When I do this, it’s unnecessary to voice my opinion on every single detail — in other words, I don’t “sweat the small stuff.”

Exercising my responsibility means I focus on purpose, direction and values — and let everything else go.

So, these days it works best for me to treat every group action, decision and process as one that I “consent to” for as long as I choose to stay in the relationship.

5-Minute Practice Tip

Consider how each group decision or action literally can’t happen without your consent (even if by silent tolerance or permission). As you do this, make note of how you feel about your membership and your urges to speak your truth.

Leave a comment and tell me what you think.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide. Build a responsible team (or family) and master your leadership skills with The Leadership Gift Program for Leaders.