In this issue: CAMPAIGN SPECIAL: THE FIVE LEADERSHIP SINS OF GEORGE W. BUSH AND JOHN KERRY – AND HOW THEIR REMEDIES CAN ADVANCE YOUR LEADERSHIP.
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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 9 -- September, 2004
Publisher: The Filson Leadership Group, Inc.
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IN THIS ISSUE: The Five Leadership Sins Of Bush & Kerry And How Their Remedies Will Boost Your Leadership.
SECTION 1: Brent Filson’s Weekly Tips To Lead By.
Week 1: The Five Leadership Sins.
Week 2: Leadership Sin #2.
Week 3: Leadership Sin #3.
Week 4: Leadership Sin #4 & #5.
SECTION 2: The Good, The Bad, and The Ugly.
SECTION 3: Points of Light.
SECTION 4: Message from Brent Filson.
SECTION 5: News.
================================
Week 1: The 5 Leadership Sins:
James Buchanan said, “I love the noise of Democracy.” With this presidential election turning out to be as close as the last one, with passions on both sides reaching a fever pitch, with quite possibly the destiny of our nation riding on the outcome, the noise we’re now encountering is an uproar.
– An uproar that, nonetheless, is providing great lessons in leadership ... lessons that I’ll share with you this month.
Take note: This will be NON-PARTISAN commentary. I have no axes to grind or candidates to promote. Nor do I have a particular political party or factional viewpoint to champion. This month, you’ll get non-partisan thumping. For I’m talking about something deeper and, in this time of war, more important than partisan wrangling. I’m talking about leadership. And in this presidential campaign, leadership, the really important aspects of right leadership, not its superficial aspects mouthed by politicians, are often overlooked.
With this in mind, let’s start with one distinct fact: Notwithstanding the hundreds of millions of dollars being spent on the campaign, the simple fact is that George Bush and John Kerry don’t get it! They don’t understand what leadership and leadership communication really is. And what leadership really is is right in front of their faces. No, it’s right in their very hearts. And they don’t see it. They don’t understand it.
In this issue, I will show you how you can transform their leadership failings into your leadership accomplishments. I’ll have you see it. I’ll have you understand it -- so you can lead better in your jobs and careers.
Now let’s be precise: Bush and Kerry are committing leadership sins, five sins to be exact. One level, I can’t blame them much. They are not alone. For one thing, when I started my quest to find the wellsprings of great leadership 20 years ago, I was as clueless as they are. And for another, during the past two decades, while developing Action Leadership, I have seen that well over 95 percent of leaders, thousands of leaders, are committing these very same sins.
As you will see, the remedies for these sins are surprisingly simple.
Here are the sins:
1. THE SIN OF ORDER MONGERING.
2. THE SIN OF BEING IGNORANT OF MOTIVATION.
3. THE SIN OF GIVING PRESENTATIONS INSTEAD OF LEADERSHIP TALKS.
4. THE SIN OF BLOCKED EMOTIONS.
5. THE SIN OF AIMING FOR OR ACHIEVING WRONG RESULTS OR RIGHT RESULTS IN THE WRONG WAYS.
During this month, we’ll be analyzing the sins, showing how Bush and Kerry commit them and how you can learn from them and improve through them.
LEADERSHIP SIN #1: ORDER MONGERING:
There are four particularly grievous toxins in life. One is a debilitating disease. Two is a messy divorce. Three is a death in the family. And four is a tyrant boss.
How many of us have been at the mercy of such a boss? He or she relates to you on one level and one level only. “Do what I say. It’s my way or the highway.” That person is committing the sin of order mongering.
The order is the lowest form of leadership -- simply because it is the least effective form of leadership. After all, don’t we get better results not when we are ordering people to go from A to B, say, but when we have those people want to go from A to B?
Bush has committed this leadership sin with Iraq War. In the run up to the War, he simply asked the wrong question. He asked, HOW DO WE ACCOMPLISH REGIME CHANGE -- AND IT’S MY WAY OR THE HIGHWAY!
Whereas, he should have asked, HOW DO WE ACCOMPLISH REGIME CHANGE AND UNITE THE WORLD IN DOING IT?
By asking the second part of the question, “How do we unite the world in doing it?” and setting into a clear, simple compelling strategy to answer that question, I’m convinced we would have had a much different, and more positive, outcome in Iraq.
(See January’s ezine dealing with Leadership Strategy, http://www.actionleadership.com/ezine/v2n1.html
This week ... Give it a shot. Stop giving orders and see what happens. (1) Put your challenges in the form of requests. (2) Ask the people to come up with ways they think they can accomplish tasks. (3) Keep silent, often. This was a method of a renown CEO I knew. He often frustrated his lieutenants by keeping silent when they asked him how they should accomplish tasks. His silence prompted them to begin analyzing how they saw themselves making it happen. The only reaction during this conversation would be a hardly discernable nod of the head.
Week 2: LEADERSHIP SIN #2: IGNORANCE OF MOTIVATION:
I was being interviewed on the radio at the Democratic convention, talking about how John Kerry has be motivate voters more consistently and effectively. I said that clearly he has an intellectual grasp of the issues, but he doesn’t have a “motivational” grasp. He doesn’t understand what it takes to motivate people to line up on his side.
An irate Democratic operative called into the show and gave me hell for wanting Kerry to be “warm and fuzzy” when he should be communicating the sharp-edged substance of the Democratic programs.
I replied that I wasn’t talking about “warm and fuzzy.” I was talking about winning. To win, Kerry has to motivate a sizable number of voters outside the Democratic camp to support him. And he hasn’t been doing it, I said. I said polls consistently show that more people view Kerry unfavorably than favorably. Until he motivates swing voters and a good segment of Republicans to join his cause, the Democratic “programs” will go wanting because of a Bush victory in November.
Of course, you can chalk up that “unfavorable” trend to Kerry being the butt end of attack ads. But I think it’s more than that. After all, he’s propagated his own attack ads. The trend continues because Kerry is presumably ignorant of what motivation really is. Look, he is a disciplined, high-achiever who pretty much meets challenges head on. If he identified his failing, understood the mechanisms underlying it, and put simple, powerful motivational processes in place (What I’m teaching is not quantum field theory physics.), he’d be a great motivational leader. The trouble with Kerry is that he is afflicted with the worst kind of leadership ailment, an ailment that hampers the vast majority of leaders: HE DOESN’T KNOW THAT HE DOESN’T KNOW.
Motivation makes the world go round. Nothing happens in our lives unless we are motivated. Furthermore, our lives are made up of our trying to motivate people to do things. If we can’t motivate people, we can’t do as well in our jobs and relationships.
Mind you, I’m not talking leaders trying to win popularity contests. If that “unfavorable” assessment is centered on whether or not people like Kerry, it may not be a particularly important indicator. Leadership and the people’s perception of a leader involve emotional currents deeper than simple like or dislike. (Some of the most effective leaders were disliked by a great many people.) Instead, true leadership involves deep, human, emotional bonding, bonding that isn’t about having people do what they want to do. If people did what they want to do, leaders wouldn’t be needed. Leadership is all about getting people to do what they don’t want to do and be totally committed to doing it. In other words, leaders must motivate them to make choices that are often at odds with their short term wants in order to obtain long term needs.
Look at the Greatest Generation. For the most part, during World War II, they wanted what most people want, a safe, secure life; however, they NEEDED to secure the future for themselves and their children and so were motivated to overlook their wants to make sacrifices for their needs.
Look at the great Italian patriot, Guiseppe Garibaldi, who said to his troops after they were thrown out of Rome by French forces more than 125 years ago, “I offer neither pay nor provisions nor quarters. I offer starvation, forced marches, battles and death. Let he who love Rome with his heart and not his lips follow me!” Garibaldi understood what motivation really is.
If Kerry is to motivate a sizable number of non-Democrats to support him, he has to be a kind of latter day Garibaldi, he has to have them see that there are long term needs that transcend short term wants. Yet, he doesn’t seem to have a clue, not so much how to do it but that it should be done in the first place.
There is no royal road to mastering motivation. It is much like learning how to play a musical instrument or to doing well in a sport. There are basics to learn first.
Here are suggestions for you to begin mastering those basics.
* Study my ezine on motivation, Nov. 03: http://www.actionleadership.com/ezine/v1n5.html
* Buy my latest book, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL, which shows you in a comprehensive way how to tackle the challenges of motivation. Call this number, 800-403-5368, tell the operator you heard about the book in my monthly ezine, and you’ll receive a Leadership Talk wallet card, a free book (if you purchase the hard cover version of THE LEADERSHIP TALK), called, 101 WAYS TO GIVE GREAT LEADERSHIP TALKS, and half price on all my other books.
* Purchase one of my Action Leadership Packages at my website, http://www.actionleadership.com
* Participate in one of my monthly one-day seminars at New York’s Princeton Club. http://actionleadership.com/prcn.html
This week ... take the first steps on becoming a master of motivation. I can’t emphasize too much the importance of this. After all, if leadership is about getting results and if the best way to get results is not to order people to do tasks but to have them want to do those tasks, to be motivated, then motivation is the key driver of your job and career.
Pick one person or a group of people and apply the four laws of motivation. http://www.actionleadership.com/ezine/v1n5.html
Week 3: LEADERSHIP SIN #3: GIVING PRESENTATIONS AND SPEECHES, NOT LEADERSHIP TALKS: How many times have you wanted to speak with people so that they not only listen but, having listened, take ARDENT ACTION for your cause?
There is a hierarchy of verbal persuasion. At the lowest level is the presentation -- which simply communicates information. At the next level is the speech, which allows the speakers to make a personal connection with the audience. The highest level, the most effective level, is The Leadership Talk. It enables you and the audience to enter into a kind of communion of the heart.
Look at George Bush: One of his problems as a leader communicator (And polls show that Bush, like Kerry, is viewed unfavorably by more voters than view him favorably.) is that he gives mainly canned speeches in front of canned audiences. He’s committing the 3rd sin. He should get back out with people and speak from the heart. He should start giving Leadership Talks.
I’ve seen Bush give great Leadership Talks. Remember when he was at ground zero a few days after 9/11, speaking to the firemen. One back in the rubble shouted, “We can’t hear you!” and Bush replied, “I can hear you and the world is going to hear you!” Bush should bottle that lightning. That bottled lightning is The Leadership Talk. The trouble is Bush does not realize when he gives Leadership Talks and when he is giving speeches. In other words, he is committing the worse of Sin 3, he does not know that he does not know, though I must say that the last five minutes of his convention speech when he talked about his faults and about his interactions with the military families, he was speaking from his heart and was giving a Leadership Talk.
This week ... tackle a situation where a speech or presentation is called for a give a Leadership Talk instead. http://www.actionleadership.com/ezine/v1n6.html
Week 4: LEADERSHIP SIN #4: BLOCKED EMOTIONS. The successful people in life are those who get people to take strong action. STRONG ACTION COMES FROM STRONG FEELINGS. Of course, we all have feel strongly about things. But if you’re a leader ... and everybody is a leader in one way or another ... on the job, at home, on a school or church committee ... you have to do more than simply have strong feelings. You have to have others feel as strongly as you do. Leaders commit the sin of Blocked Emotions when they believe that the people they are trying to motivate AUTOMATICALLY FEEL as strongly as they do about the situation. How many times have we failed at getting people to feel as strongly about something as we do ... and so failed to fully realize our potential?
Kerry is committing this sin. Clearly, he has strong emotions regarding the challenges our country faces today. But he seems to think that because he feels strongly, the audiences will automatically feel as strongly as he does. But in leadership, there is no such thing as automatic reciprocity. A leader must work at making reciprocity happen.
One way to do that is through what I call the motivational transfer process. I detail this four-step process in my latest book, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL. Here’s what I say in the book:
Step one: Recognize. Know that you must not only bring passion to the talking situation but also you must have a passion to bring passion to that situation. And, equally if not more important, you must have a passion to transfer your strong beliefs to others.
Step two: Identify. Identify the experience that gave you that belief. It is not enough for us to feel it. We must know why we feel it. Otherwise, we won’t be able to make the Motivational Transfer happen consistently. The best way to know “why” is to recall and examine our life experiences that triggered it. Mind you, it is not necessary to have experiences that happened on the job. Your whole life is a treasure trove of useful experiences. During the past decade that I have been teaching the motivational transfer to leaders worldwide, I have heard many experiences that effectively realized the Transfer; and most of them derived from experiences outside the leaders’ work environments, from when people were growing up or in high school or in the military or raising a family. It doesn’t matter where the experience comes from. It doesn’t necessarily have to be your personal experience, though personal experiences may help communicate personal emotion. It simply has to work.
Step three: Transform. Transform the experience into a defining moment. This means recollecting the moment of the emotion and the physical facts that actually triggered the emotion.
Step four Transfer: Describe those facts to your audience. The defining moment must play like a movie clip, a moment of physical action, in the minds of your audience. The motivational transfer happens when the communicated experience furnishes a solution to the audience’s need. So, ascertain the lesson in the experience and have that lesson be the solution to the problem that is embedded in the need. The lesson/solution makes the transfer happen. Without a lesson/solution, there will be no transfer. By the way, there are crucial differences between a story and an experience — the defining moment being experience, not necessarily story. To know this is to come to grips with a powerful leadership truth — a truth that has been manifested throughout recorded history and that, personally, I have seen evidenced in my working with leaders of all stripes, a truth that if applied daily through Leadership Talks can make a noted difference in the effectiveness of your leadership and your career. Furthermore, no matter what the experience is, it usually holds a powerful lesson/solution for the audience.
Look how Kerry might be helped by this process. He’s had experiences throughout his life that have great relevance for the challenges we face as a nation. I have heard him talk about the deep bonding that took place between the men of the swift boats in Viet Nam. Why can’t he use a personal, powerful experience that illustrates this? And then talk about it not as what he did but what we in our nation can do – what we can do together to meet the challenges we all face. Yet he has failed to do this, failed to do what may be one of the most important things he can do on the campaign trail.
This week ... Help yourself: tackle the motivational transfer process. Identify a situation in which you have strong feelings that you want to share with others. Recognize that it is not enough for you have to those feelings, that you must transfer them. Select an experience you’ve had in your life that is associated with those feelings and communicate that experience, if possible through the defining moment technique.
The lesson is this: You yourself have had many experiences that provide solutions to the people you want to share your strong feelings with. This week share those experiences and see how that sharing begins to change and deepen your relationship with them.
Also this week: examine LEADERSHIP SIN #5: WRONG RESULTS: Leaders do nothing more important than get results. Most leaders get the wrong results or the right results in the wrong ways.
That’s because they are committing one or more of the sins.
Wrong results happen or right results in the wrong way when:
--you are ordering people about, you usually aren’t getting them to go to extraordinary lengths to get great results.
--you fail to understand the fundamentals of motivation, you fail to reach their hearts and so fail to win them wholeheartedly to your cause.
--you’re giving presentations instead of Leadership Talks, simply communicating information, not creating deep, emotional bonds with people.
--And you are blocking up emotions, not transferring your strong feelings to others so they are as motivated as you are to get great results.
With polls showing that more people look unfavorably upon the candidates as favorably, Bush and Kerry are getting wrong results.
As an incumbent president in time of war, Bush should be way ahead of the Democrat.
Likewise, Kerry, challenging a president who has made monumental strategic mistakes in the war on terror, should be far ahead of Bush.
Both are blowing great opportunities. Mainly because they’ve been committing the 5 leadership sins.
Also, this week ... look back on your leadership activities and identify those times when you committed the sins.
SECTION 2: The Good, The Bad, and The Ugly.
THE GOOD: Hadrian, Roman emperor (117-138) reigned in a time of peace and prosperity throughout the empire. Once a woman came to petition him, but he brushed her aside. “If you won’t listen” she said, “Then cease to be emperor.” He said, “The woman is right,” and listened to her petition.
If you cannot listen to others, then you should cease to be a leader.
THE BAD: As a young man, Benjamin Franklin engaged in a few nasty disputes writing in newspapers. However, after being influenced by several books on rhetoric that extolled Socrates’ method of arguing through the means of questioning, Franklin turned away from a disputatious style of arguing and cultivated a gentle, indirect one. “Being disputatious,” he said, “Was a very bad habit.” He discovered that people were more readily won to his cause if he was circumspect. He wrote in his autobiography: “When someone asserted himself I thought in error, I denied myself the pleasure of contradicting him. For these fifty years past, no one has heard a dogmatic expression escape me.”
Though direct confrontation with others has its merits, remember that over the long run, you’ll get better results as a leader by following Franklin’s advice when relating to others.
ThE UGLY: Upon the eve of the Massachusetts governor visiting his hometown, Henry David Thoreau went to the hardware store and purchased a bolt for his door. When the storekeeper told him that the legislature was to visit as well, Thoreau said, “Then give me two bolts. For our protectors are coming.”
I couldn’t help thinking of Thoreau’s attitude toward government officials when I heard John Kerry and John Edwards’ speeches at the Democratic convention. “Hope is on the way,” Edwards said. “Help is on the way,” Kerry said. Whenever someone tells you, as a leader, that “hope” or “help” are on the way, do as Thoreau did: buy another bolt for your door. When you yourself lead, don’t come across as the “protector” of the people. Instead, you will get much better results if you come across as the leader who challenges the people to take initiative to be the protectors of themselves.
SECTION 3: Points of Light.
Few great men could pass personnel. –Paul Goodman
The most persuasive art of leadership is to hide your leadership. –Brent Filson
Illusion is the first of all pleasures. –Voltaire
A prime cause of the present confusion of society is that it is too sickly and too doubtful to use pleasure frankly as a test of value. –Rebecca West.
We’d all like to vote for the best man, but he’s never a candidate. –Kin Hubbard
The best thing about this group of candidates is only one of them can win. –Will Rogers
In leadership, the best way to be original is to be yourself. For most leaders, that’s impossible. –Brent Filson
Practical politics consists in ignoring the facts. -- Henry Brooks Adams
War hath no fury like a non-combatant. – C. E. Montague
Under democracy, one party always devotes its chief energies to trying to prove that the other party is unfit to rule – and both commonly succeed, and are right. -- H. L. Mencken.
Politics, a strife of ignorance masking as a contest of principles. –Ambrose Bierce
The genius of democracy isn’t that you can elect leaders. It’s that you can get rid of leaders. –Brent Filson
SECTION 4: Message from Brent Filson.
"THEY DON'T GET IT!" . . .
LEADERSHIP FOUL-UPS IN
BUSINESS AND POLITICS
by Brent Filson
There's a curious linkage between leadership in politics and leadership in business. How candidates stump for votes reflects the very ways many of our managers and executives lead their organizations.
So, with another election season upon us, I continue to be amazed that practically all the candidates — and by extension so many of our business leaders — just don't get it. Candidates are spending millions of dollars, pouring their hearts and souls into campaigning, business leaders are engaged in the reengineering dance, yet both are ignoring fundamental truths of human motivation.
The truths are so simple, so obvious and, if put into practice, could help them achieve success, that it is astonishing that such truths are being ignored, and, if past experience is born out, will continue to be ignored.
Before I analyze three of those truths, let's first understand what politics and business are all about.
They're about two things, leadership and results — using leadership to get results.
The word leadership derives from an Old English/Norse root meaning "to make go." Leadership is about making people go, i.e., having them take physical action. And in political campaigns, the action candidates ultimately want people to take is simple: Pull their vote-lever. In business: purchase their products or services.
And there are two ways that leaders can have people take action. One is to order them to take that action. The other is to have them want to take the action.
Since politicians can't order up votes in a democracy, they must get people, who grab the lever, to want to pull it for them. And, clearly, business leaders must get customers to want to make the purchase.
In the realm of want-to candidates and business leaders stumble. Both believe that what drives people to want-to are issues, political issues or, in business, sales issues, financial issues, technological issues. But I submit that issues are pretty much irrelevant in politics and business. Sure, some voters view issues as the be-alls and end-alls. And many business people see issues as the overriding concerns. But the truth is that most people are not motivated simply by issues but by something much more important in terms of getting them to act — other people.
So this is the first fundamental truth of human motivation, and it applies both to political and business processes: The message is not the message. The message is the messenger.
The Chinese have recognized this for thousands of years. An ancient Chinese metaphor of leadership is the well. The town above the well changes — but the well itself, the water in it, never changes. The well and water represent the very foundations of the human heart, the eternal needs and values that nourish human beings around the world. The best leaders, the Chinese say, live in the town and draw water from the well to have people drink together. Those leaders, communicating from the heart, establish a priceless bond with
people.
Yet many of our leaders, our candidates and our supervisors, managers and executives, focus on the town, on the changing issues, and seem oblivious of the well and of people's needs to drink from it.
Which brings me to the second motivational truth: Candidates and business leaders must answer two questions that people always have: 1. Can you do the job? 2. Why are you here?
The answer to the first question is found in the town and its
changing panorama. It's a matter of the intellect, of skill and
knowledge. But the answer to the second question comes from the well. It's a matter of character and commitment.
Our candidates and business leaders do a passable job in making the case about why they can do the job; but they seldom answer in a personal, passionate way why they are there.
(By the way, both questions are always answered by the people, whether the candidate does so overtly or not.)
The success or failure of political campaigns hinges on the answer to the second not the first question — on those human defining moments that capture voters' imaginations.
Thus, such moments as Richard Nixon needing a shave and looking haggard during the first TV debate with Kennedy, Ed Muskie weeping on the steps of the Maine capital after his wife was attacked in the Manchester Union Leader, Mike Dukakis responding to criticisms that he was anti-military by riding around in a tank, Ronald Reagan grabbing the mike during a heated primary debate with other candidates and asserting, "I'm paying for this microphone!" are all powerful answers to Why are you here?, answers that contributed significantly to each candidate's victory or defeat and provide lessons for all business leaders.
The third truth: We move people to take action by engaging their emotions. Recent findings of neuroscientists have confirmed what most of us already know through experience, that we humans define our existence not by rational thought but feeling. Descartes didn't have it quite right. It's not: "I think therefore I am." Instead, it's: "I feel therefore I am."
Emotion and motivation come from the same Latin root meaning "to move." Getting people to take physical action is accomplished in the realm of the well, in the realm of feelings.
The Irish saying that "Seeing is believing but feeling is God's own truth." should be the psychological campaign theme of all candidates. Candidates who misunderstand or are unaware of this third truth are the ones who cause voter dissatisfaction and low turnout — not the voters themselves.
Likewise, the most important part of business, that part where we truly act and are aware of acting, lies entirely in the realm of our emotions. It's emotion that drives business productivity, speed, and innovation. Business leaders who misunderstand or are unaware of this cause no end of trouble.
In both political and business campaigns, every fact is binary, with one component being logical and the other component, emotional. Both components must be grasped and communicated. Until candidates and business leaders actually get that, actually get the human linkage, the well-linkage if you will, between leadership and results, I will, as Dizzy Dean said, reflecting about how his fractured big toe ultimately led to his pitching arm being ruined, "never ceased to be amazed."
SECTION 5: News.
Brent’s latest leadership book, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL, will be available in bookstores in a few weeks. You can purchase advance copies by calling 800-403-5368. Mention this e-zine and you’ll receive a free wallet card with the Leadership Talk processes. If you purchase the hardcover book, you’ll receive a free copy of Brent’s new book,101 WAYS TO GIVE GREAT LEADERSHIP TALKS. In addition, you’ll be eligible to receive a set of Brent’s previously published books at half price.
QuickSpeech is up and running. If you have a speech to give, go to the QuickSpeech 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. QuickSpeech 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.
Radio Blitz: Brent has been interviewed on more than 80 radio shows since Memorial Day. He is shooting for at least 150 radio and tv interviews before the fall election. If you are interested in having him on your show or at your meeting: http://www.actionleadership.com/media_room/index.html and http://www.actionleadership.com/meeting_planners.html
The Filson Leadership Group, Inc. is putting together a CD collection of interviews with leaders, called the “Leaders Speak” Series. http://www.actionleadership.com/leadersSpeak/index.html 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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