Brent Filson's Action LeadershipTM Report is a monthly e-zine helping leaders achieve more results, faster results, continually.

In this issue: THE 20/60/20 RULE. IT'LL CHANGE YOUR LEADERSHIP REALITY AND ENABLE YOU TO GET MORE RESULTS -- WITHOUT WORKING A HARDER.

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"Authority is a poor excuse for leadership. Poor leaders order people to do a job. Action leaders have those people choose to be the cause leaders of that job -- for more results faster, continually." –Brent Filson

Vol. 2 Number 3 -- March, 2004

Publisher: The Filson Leadership Group, Inc.

brent@actionleadership.com

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(c) Copyright 2004 The Filson Leadership Group, Inc.

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Reprinted from "Brent Filson's Action Leadership Report," a free e-zine helping leaders get more results faster (continually). Subscribe at www.actionleadership.com and receive Brent Filson's free report: 49 Tips On Using Action To Get Results and the Quick Speech download.

IN THIS ISSUE: THE 20/60/20 RULE. IT'LL CHANGE YOUR LEADERSHIP REALITY AND ENABLE YOU TO GET MORE RESULTS -- WITHOUT WORKING A HARDER

SECTION 1: Brent Filson's Weekly Tips To Lead By.

Week 1: The 20/60/20 Rule And The Landing-gear Solution..

Week 2: Apply the 20/60/20 Rule To A Present Leadership Effort.

Week 3: Apply the 20/60/20 Rule As A Motivational Instrument.

Week 4: The 90 Day Improvement Plan

SECTION 2: The Good, The Bad, and The Ugly.

SECTION 3: Guest Report: The Art Of Blowing Your Own Horn by Joel Strasser

SECTION 3: Points of Light.

SECTION 4: Message from Brent Filson: The REAL Campaign Issue: "It's Leadership, Stupid!"

SECTION 5: News.

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SECTION 1: Brent Filson's Tips To Lead By

(Apply these tips week by week throughout the month.)

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Week 1: The 20/60/20 Rule And The Landing-gear Solution.

Several decades ago, a passenger jet approached a Florida airport with the pilot and co-pilot struggling to fix what they thought was a malfunctioning landing gear. The landing-gear light was on, signaling that the gear was deployed; but both men did not hear it actually deploy.

As the men sought to understand whether they had a defective landing-gear light or a defective landing gear -- the co-pilot actually taking up a hatch and getting down into the wheel well -- the aircraft kept losing altitude. Too late, a warning alarm sounded and the plane crash landed, killing all aboard.

Quite possibly that tragedy has subsequently saved many lives. For the pilot and co-pilot's actions have been used in flight simulation training programs to demonstrate how NOT to troubleshoot problems in the cockpit.

The incident has become known as the Landing-gear Fix, a diligent attempt to solve the wrong problem. Of course, they had a landing-gear problem on their hands. But unbeknownst to them, they faced a far more serious problem, a pending crash.

The Landing-gear Fix is a leadership lesson. In the quest to get results, many leaders often focus on Landing-gear Fixes -- putting their time, resources and talents into solving wrong problems. In fact, it's been my experience working with literally thousands of leaders during the past 20 years that most leaders are either working on the wrong problems or working on the right problems in the wrong ways.

In this issue, I'll give you a tool to avoid getting involved in a leadership Landing-gear Fix. It's a tool that will help you avoid wrong problems and focus on the right ones. It's called the 20/60/20 rule. And it will save you aggravation and wasted time.

Here's what it is: When you are leading a group of people of whatever size to get results, understand that roughly about 20 percent of the people are intractable; they won't do -- or at least won't want to do -- what is required. Another 20 percent will be your ardent cause leaders in getting it done. And 40 percent will be on the fence.

How does this rule help you focus you on the right problem? For one thing, it gives you a template of where to put your time and resources.

I wish I had known about the 20/60/20 rule early in my leadership endeavors. In the military and later in other venues, I often gave inordinate amount of attention to people at the intractable end. That people were upset with me and my leadership and the direction I wanted to take organizations upset me – more than it should have.

I did not know that if you are not getting a portion of the people upset with you, you are not challenging them enough as a leader. I did not know that the anger of the people you lead is the door prize of leadership.

This week, apply the 20/60/20 rule to a project(s) you undertook in the past. (Remember, those are not exact percentages but approximations.) Which category did you focus your time, attention, and resources on? Was it the right category to do so? What would you do differently? How might you have moved people from the intractable end to the highly motivated end? How did you deal with the people in the middle, the 60 percent? What category demanded your best resources and efforts? What could you have done differently to improve your results?

Week 2: Apply the 20/60/20 Rule To A Present Leadership Effort.

This rule is about saving you time, money, and resources and getting you more results to boot. There are several ways to use it. First, as a straight up template.

This week, let's use it that way: Follow these steps.

1) What are the lessons you learned in applying the rule to a past project? List at least three specific ones.

2) How might those lessons be applied to this project?

3) Focus on one of the three categories. How will you expend your time and resources? It does not matter which category you focus on. The importance of the rule is that you have the option. Without this rule, most leaders scatter their focus.

Week 3: Apply the 20/60/20 Rule As A Motivational Instrument.

The word "instrument" when applied to motivation may seem a bit manipulative; and I certainly don't mean it that way. If the people you lead think you are trying to manipulate them, you can't develop a motivational relationship. However, the 20/60/20 rule can be used as an instrument to shape an environment conducive to people being continually and powerfully motivated.

Here's one way to do it.

(By the way, I've said this many times but it's bears repeating; let's understand what this motivational environment is really about. It's about people making the free choice to be motivated. Motivation isn't what you the leader do to people, it's what people do to themselves. The motivator and the motivatee are the same person. So the environment I talk about shaping is one of free choice. It's their choice, not yours, to be motivated or not. Furthermore, it is only in the realm of the people's free choice that great results happen.)

This week, let's use the 20/60/20 rule as a motivational instrument. Let's roll up our sleeves and go to work on the intractable 20 percent.

First, let's get the nomenclature right. In one of my seminars, a leader told me that the people on the intractable side were "bad actors" or "bad characters." I cautioned him against such language. Words like that can be self-fulfilling prophecies. At the very least, those people may resent your attribution, at worst they may actually like it and purposely and proudly act the part.

Instead of calling them "recalcitrants", "bad actors", "bad characters", etc., I call them the "not-yets." They are "not yet" on your side. This designation keeps communication open in your relationship with them.

Furthermore, I don't use the word "categories" or "buckets" to designate the percentage group, as another leader suggested. Let's call the three parts of the rule "gates." In doing this, people see themselves not in a static situation as a "category" or "bucket" denotes but in a free flowing situation as with a gate, ready to move in any direction -- and hopefully yours.

Make no mistake, you have to do something about the "not-yet" group (or individual). The not-yets are often innovative, motivational leaders. The trouble is, they are trying to lead others against you; for most of them are not satisfied being alone; they need to validate their point of view by convincing others to join them.

There are three things you can do when dealing with not-yets. A. Accept them for what they are. B. Persuade them to be your cause leader. C. Get rid of them. There is no fourth choice. Let's say, in a hypothetical case, that options A & C are unacceptable. That leaves B: You must somehow try to persuade them to be a cause leader.

Understand that there may be a continuum of persuasion: from simply neutralizing them (having them refrain from trying to enlist their own cause leaders against you) to having these leopards change their spots and actually become your cause leaders.

The latter occurrence can trigger seismic reverberations in your organization; for when you have not-yets make the choice to be your cause leaders, you've gained clout in motivating fence-sitters to become cause leaders themselves.

Using the 20/60/20 rule as a motivational instrument, here is a process to deal with the not-yets.

--Define what constitutes the gates. For instance, cause leadership can be a determining factor. You will determine which gate you think people belong in by ascertaining whether or not they are willing to be your cause leader.

--Identify what specific individuals go into each gate as defined by the determinants: i.e., in this case whether or not they'll be your cause leaders.

--Describe the dynamic situation, where these people are tending to move at this point in time.

--Institute rewards for positive moments between gates and penalties for negative movements. In other words, you may want to reward fence-sitters for becoming cause leaders. And you may want to penalize fence-sitters who start moving toward the not-yet gate.

(Make sure you differentiate fence-sitters from not-yets. Fence sitters have not made up their minds about whether they should be cause leaders. The not-yets, at least for now, categorically refuse to be cause leaders.)

–Give Leadership Talks. See December 2003 issue, Vol.1.6; http://www.actionleadership.com/ezine/v1n6.html

–Isolate the not-yets. If the Talks are not working or if you are expending too much time and too many resources to persuade them to your cause, then move to the isolation mode. However, make sure the not-yets pay a price for their choice. There's an art to this. Attempting to isolate them too harshly can harden their attitudes against you. Letting them alone may have them think that their intractable stance is easy to carry out, thus reinforcing their negative attitudes.

You isolate them in three ways: (A) Through penalties -- making sure the penalties are fair and, equally important, are seen to be fair by others. (B) Through recognition -- making sure that they are known to others as being not-yets. (C) Through "a rising tide"-- making sure you celebrate your successes and use those successes to draw in more cause leaders, which will create a rising tide that can lift even the not-yets.

-- Measure and monitor your progress and theirs.

-- Re-define what constitutes the gates and start again with the process.

This process is not linear but a circle, more accurately a spiral.

Week 4: The 90 Day Improvement Plan

Here is another way to deal with the not-yets: the 90-Day Improvement Plan. A business leader tells me that he uses such plans as tools for change. Each plan is comprised of two pages: the first page pointing out that the individual must improve and the second page detailing the precise ways that improvement must take place.

"Be specific about improvement," he says. "For instance, one leader I gave an Improvement Plan to was very bright but was not getting results. He tended to deal with future, strategic issues; whereas our business wants results now, preferably yesterday. We identified specific ways he could improve his performance in getting results, such as precise calls to make and exact, quick-closing targets to pursue."

The objective of 90-Day Improvement Plans should not be to get rid of people. "Their objective is to improve performance," he says. "Though I do write on the first page, 'If the objectives are not met, further actions, including dismissal, can be taken.' "

He sometimes combines Improvement Plans with the force-ranking of all his leaders into a 20/60/20 continuum. The bottom 20 percent get the Plan. He says, "My objective is to have the bottom 20 percent be indispensable leaders."

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SECTION TWO: The Good. The Bad. The Ugly.

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The Good:

"One thing must not be forgotten. Forget all else, but remember this, and you'll have no regrets. Remember and be concerned with everything else, but ignore this one thing and you'll have done nothing. It is as if a king has sent you on a mission to a foreign land to perform one specific task for him. If you do a hundred things but not this appointed task, what have you accomplished? Human beings come into this world for a particular purpose; and if they forget it, they will have done nothing at all." –Jalaluddin Rumi

What is your "particular purpose"? How does it relate to your leadership? How does it relate to the relationships you foster in your leadership?

The Bad:

The day the devil came to Gonesse, France, the villagers sprang into action. They attacked it with pitchforks then tore the wheezing, deflating carcass to pieces by tying it to the tail of a horse made to gallop around the countryside. It turned out, however, not to be the devil but a rubberized-silk, hydrogen filled balloon, one of the first ever seen in 1783.

Innovation isn't protection against the attack of the status quo, it's invitation. (See e-zine 1.4, the "Results Are Limitless" Issue; http://www.actionleadership.com/ezine/v1n4.html

The Ugly:

"To prevent violence", the staff at London's notorious Bedlam Hospital tied up and flogged inmates during certain phases of the moon.

As a leader applying the 20/60/20 rule, be suspicious of good intentions (especially yours); for they often lead to the worst consequences.

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SECTION THREE: Guest Report.

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The Art Of Blowing Your Own Horn

By Joel Strasser, APR, Fellow PRSA

President,

Joel A. Strasser & Associates, Tallman, N.Y. 10982-0203,Founder, PRSA Technology Section

There are two streams of competitiveness that run through every organization. The first goes outward: It's the organization's competitive activities toward its competitors. The second goes inward: It's the competitiveness of leaders inside the organization who are vying against one another for power, privilege and promotion.

To be successful in the second, leaders must not only do well in their jobs, but they must also have their bosses and colleagues perceive they do well.

In other words, they must be able to publicize themselves -- or, to use the vernacular, blow their own horns.

I submit, however, that if one simply puts lips to the horn of publicity and blows hard -- i.e., makes an outward show of publicizing oneself -- such efforts will turn out to be discordant and counterproductive. The result will be people turning their backs on you rather than having them hum your tune.

Though it is necessary to blow one's own horn as you climb your career ladder, it is also necessary to know how to do it. After all, there is an art to the effort. Here are four steps that you can follow.

(1) Identify an area in your organization that needs better results. The art involves not just selecting the right results but doing so in cooperation with others. Make sure that when you shine light on the lack of results, you do not embarrass somebody who has been tasked to get those results. Instead of making beautiful music, you could end up on somebody's enemies list! Get the responsible person's permission to focus on the area.

(2) Put together a team whose task it is to achieve those results. Blowing your own horn means that you want to be seen, not as the Lone Ranger, but as a team player. Ensure the results can be achieved with a team. Enlist members to join the team by giving leadership talks. (What's in it for them to be part of the team?) Be aware, as you form the team, of any hard feelings or rough edges that might surface between and among team members and others in your organization who have a stake in the results. If you lead an endeavor that causes hard feelings, it's better to have never started it in the first place.

Moreover, the new team must be not only be formed, it must be MARKETED. Both of these efforts require communications tools and skills, which can take numerous forms. First, to describe the new team or service, communications must be employed to fully define its purpose and operating principles, and the people who are involved in it. These communications tools are descriptive in nature and may include everything from biographical backgrounders to product descriptions and data sheets.

(3) Achieve the results. Execution and achievement of the targeted results is absolutely critical to this phase of horn blowing. Make sure you score a win even if it's only a partial win. The idea is to get the low hanging fruit at the outset to show others that your team is succeeding, and then go for the bigger results later.

(4) Publicize the results. This is one of the most important steps of all, and it is a step that few leaders follow. They might put together a team that gets a few wins, but they have no idea how to publicize their efforts. The first rule in this is: To blow your own horn most effectively, make sure you don't take credit for the results. Give the credit to your team members instead! Your efforts will get torpedoed if they look at all self-serving.

Next, develop persuasive marketing communications tools, elements designed to show and compare how individual human talents have succeeded, and how products, services and methodologies, and elements of these got the intended results.

To recognize people, you can develop systems of awards and rewards, dinners and other forums for you to spotlight outstanding contributors and high achievers, recreational events for award recipients to attend and be recognized, as well as individual personal perks to demonstrate meaning and significance in the business sense. Then, use the power of the press to publicly recognize those team members that merit this attention.

To highlight the successful products and services achieved by your team, you can put together white papers, data sheets, presentation papers and case-history articles.

Don't make this a one-time effort. You must be continually looking for results that are flagging, putting together teams to achieve the results, then marketing and publicizing the achievements.

In this way, when you blow your horn in your organization, the music you'll be making can accompany you on a fast-rising career-trajectory.

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SECTION FOUR: Points of Light.

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"To know the hallowed aim of your leadership is to know not just what you can do but more importantly what you can help others do."–Brent Filson

"Strong beliefs win strong men, and then make them stronger." Walter Bagehot

"A wrong-doer is he that has left something undone, not always he that has done something." Marcus Aurelius.

"Our chief want in life is somebody who will make us do what we can." Ralph Waldo Emerson

"To make a difference, be the difference." –Brent Filson

"A good lather is half the shave." William Hone

"All the goodness of a good egg cannot make up for the badness of a bad one." Charles Dana

"For behavior, men learn it, as they take diseases from one another." Francis Bacon

"A leader is a mirror held up to the people that reflects not who they are but who they hope to be." –Brent Filson

"In adversity, a man is saved by hope." Menander

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SECTION FIVE: Message From Brent Filson: The REAL campaign issue: "It's Leadership Stupid"!

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The Real 2004 Campaign Issue: ‘It's Leadership, Stupid!'"

By Brent Filson

During the 2002 Presidential campaign, a now famous sign hung in Bill Clinton's headquarters, "It's the economy, stupid!"

Back then, the Bush campaign had been focusing primarily on Clinton's reputed indecisiveness, his foreign affairs inexperience, his dangerous liaisons, and his draft dodging -- when most voters were motivated by the slumping economy.

Focusing on the wrong issues, Bush was beaten decisively. "It's (fill in the blank), stupid!" now describes any kind of misapplied focus.

In 2004 Campaign, there may be another case of misapplied focus. For I submit the defining issue is "It's leadership, stupid!"

Sure, the issues that pundits are touting — jobs, the war in Iraqi, national security — are key; but the overriding issue, the issue that will be in the minds and hearts of the swing voters come November is, Who can best lead the country in these turbulent times?

If the campaigning of the past few weeks is any indication, both candidates might be as clueless to the real issue, just as George Bush was in 2002.

I've been consulting with thousands of leaders worldwide for the past 19 years, and here are five leadership sins that I have observed most commit. They can provide a template for measuring whether the candidates are getting it.



#1: The Sin Of Giving Orders.

Today, the lowest form of leadership is the order, simply because it is the least effective form of leadership. Yet most candidates don't understand that -- maybe because most of them have been in government so long.

Order comes from a Latin root meaning to arrange threads in a woof. Which is telling because order-giving became entrenched in the early years of the Industrial Revolution; the captains of industry dealt with the uneducated country folk flocking to their factories by having them "ordered" or ranked like threads in fabric, in other words, telling them when to work, how to work, where to work.

Refined and empowered by the Victorian culture, with its patriarchal power structure and strong links to Prussian military organization, the culture of the order-giver reached its zenith in the United States after World War II.

With the industrialized world recovering from the War, many U.S. businesses were like ocean liners plowing through relatively calm competitive seas, their leaders, like captains and mates, running things by sending orders down a rigid chain of command.

But with the advent of globalization, businesses around the world are undergoing changes as radical as any since the Industrial Revolution. Leaders must be quick, adaptive, and smart — skills less conducive to ocean liner management than white water canoeing.

Today, leadership is not ordering people to go from A to B, it's having people want to go from A to B. That ‘want to' is the sharp edge of organizational competitiveness and the sine qua non of leadership.

Of course, candidates who cut their leadership teeth in government have never had to wrestle with the leadership challenges commercial sector leaders wrestle with every day. They simply stand up in front of people and "stay on their message." That's not leadership, that's cheerleading.

What candidate is instilling that ‘want to' in the voters? You can't order that. It has to come from them.

But a candidate who can't instill ‘want to' will simply have the usual suspects voting for him, voters who vote the party line.

Look, leadership is not about getting people to do what they simply want to do, it's about getting people to do what they don't want to do and be totally committed to doing it. This presidential campaign is going to be decided by a razor thin margin. The candidate who can get the opposition's voters to do what they normally wouldn't do, come over to his side (The Reagan Democrats; the Clinton Republicans) will win.

#2: The Sin Of Motivation. When we talk about getting people to do what they don't want to do, we're talking motivation. Leadership that is not motivational is leadership stumbling in the dark.

However, leaders who actively try to motivate others, can't. They misunderstand what motivation really is. This is where the candidates screw up. They don't know the fundamental psychological drivers of motivation.

Motivation is not something we do to others. Leaders can't motivate anybody to do anything. Motivation is something the people do to themselves. The leader communicates, the people motivate. They motivate themselves. It's their choice, the people's choice, to be motivated or not. The motivator and the motivatee are the same person.

In the campaign, look for candidates who are simply rabble rousing or talking tough instead of setting up that environment for those to make the choice. That environment is making a deep, personal emotional connection with the voters – not through canned speeches before canned audiences; but going out and engaging with live people, in unrehearsed settings.


#3: The Sin Of Presentations. It's a sad day when leaders (and candidates) are presentation happy. Along with the order, presentations are at the low end of leadership effectiveness.

There is a hierarchy of methods regarding verbal persuasion. In ascending order of effectiveness:

First, there is a presentation, which COMMUNICATES information.

Next, there's the speech, which CONNECTS the speaker with the audience in order to persuade, compel or promote. There is often an emotional component to this connection that is conveyed through stories, anecdotes and the like.

Finally, there's the Leadership Talk, which brings about a COMMUNION, an intimate sharing of thoughts and emotions, between speaker and audience so that the audience will be motivated to be the speaker's cause leaders.

The HIERARCHY OF VERBAL PERSUASION:

PRESENTATION (COMMUNICATE) => SPEECH (CONNECT) => LEADERSHIP TALK (COMMUNE).

The candidates' communication problems stem from their propensity to deliver communications which are more like presentations rather than what I call "leadership talks."

The leadership talk is simply a communication from the heart that makes a deep, emotional connection with the audience so they believe in and take ardent action for the speaker.

The leadership talk is the most powerful motivational tool of all. Events in history bear this out. Throughout history whenever a people needed to accomplish great things, whether in the realm of religion, military endeavors, political movements, human rights, etcetera, one thing had to happen: A leader had to gather them together and speak to them from the heart. That leader didn't give a presentation. He/she really didn't even give a speech as it is known by the candidates today. That leader gave a leadership talk. Of course, it wasn't called a leadership talk at the time; but when you look back on it, that's what it was. And that's what we're not getting from candidates.

Look at it this way: When a leader speaks, two questions hang in the air. Audiences always ask and answer those questions whether or not the speaker is aware of it. "Can you do your job, and why are you here?" The candidates make a big show of answering the first question. That's the information they communicate about what they will do as the president. But the other question they're not answering: Why are you here? If they don't believe that you are there for the right reasons, you'll lose them. That's what a leadership talk is all about, communicating in a motivational way why you are there. Clearly, with television and political rallies, people are gathering together. But aren't the cheering people the choir being preached to? No candidate has shown the communication ability to branch out from those people, to reach the hearts of most of the voters; and one main reason is that they haven't been connecting by consistently speaking from the heart.

#4: The Sin Of Ignorance Of The Heart. Decartes had it wrong. It's not I think therefore I am. It's I feel therefore I am. People's feelings are their existence.

Too many campaigners think that the message is the message. Whereas the message is not just the message, the message is the messenger. You've got to bring your total self into the leadership equation, if your leadership is not your life, you diminish your leadership and your life. Without an emotional connection with the people you lead, you can't get the results you're capable of. Tyrants show anger, little else.

Motivation and emotion come from the same Latin root meaning to move. When you want to move people to take action, engage their emotions.

In the campaign, look for the candidate who can get out there among the people and make that deep emotional connection with the voters.

#5: The Sin of Selfish Results. Most leaders commit the sin of looking out for themselves. They're in it for what they can get out of it.

They say, "I want ... I want ... I want ..."

Great leaders look out for the people. They're in it for what they can help the people get out of it for themselves.

They say, "What do you want? How can I help? How can we do this together?"

This seems simple enough; but I'm constantly surprised as to how few leaders get this. Most leaders are torpedoed in their career not because they lack intelligence and job skills but because they failed to win the hearts of their co-workers and the people they led. And their selfishness is the main reason for such failure.

When leaders of all ranks and functions follow this advice, "Have the people believe that working for you is their greatest career move," they come to have loyalty and devotion money can't buy nor position dictate.

This is particularly important as leadership becomes the defining issue of the presidential campaign. We're in a war. The national security is at stake. The candidate who can best communicate that his leadership resonates with their deepest needs (not the leader's needs)will have an unmatched advantage.

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SECTION FIVE: NEWS:

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Quick Speech is up and running! If you have a speech to give, go to the Quick Speech button at www.actionleadership.com and download the template. Fill in the blanks, and you'll have a powerful speech. Quick Speech is the highly popular companion supplement to Brent's book, EXECUTIVE SPEECHES, 51 CEOS TELL YOU HOW TO DO YOURS. Quick Speech has sold thousands of copies, but now it is available to you for free. Remember, the speech is not an end in and of itself but the gateway to The Leadership Talk. Learn to give speeches Brent Filson's way and you'll be better grounded to give Leadership Talks later on.

Brent's latest book, THE LEADERSHIP TALK: MOTIVATING PEOPLE TO GET MORE RESULTS FASTER, CONTINUALLY has just been printed. A major library distributor has picked up the book. It is due for publication this fall. Prepublication copies are available now for bulk purchase.

Brent is booked in a number of speaking this spring, bringing the methodologies of Action Leadership to ever widening audiences. In addition, he is being interviewed on radio and TV shows. Interested in having him on your show or at your meeting, go to the Action Leadership website and click on either the "meeting planner" button or the "press room" button.

The Filson Leadership Group, Inc. is putting together a CD collection of interviews with leaders, called the "Leaders Speak" Series. It will begin this month and can be found on the Action Leadership website. Click on "Leaders Speak CD Series." Brent says, "I want to interview leaders from a broad spectrum of human endeavor to be represented. Don't be surprised to find landscape contractors, gang leaders, horse trainers, sports coaches, as well as business and political leaders. Leadership is practiced by practically everyone, and we will bring it to you on the CDs in all the richness of human relationships." For more information, call the F.L.G. headquarters, 413-458-4403 or email Brent at brent@actionleadership.com


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