Engaged Leadership

For Customers Only

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Leadership

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Intermediate

About Engaged Leadership

Chapter 1: Foundations of Leadership understanding mindsets and motivations

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This lesson will give you an overview of the Engaged Leadership Course.

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To ensure that you get the most value from this course, we must begin your journey with two assessments. These assessments consider your unique characteristics, making this course actionable to you while also deepening your learning and growth in the process. After you complete both assessments, you’ll be able to start the course video lessons with the insight necessary to inspire and sustain you as you journey through each module, maximizing your strengths and minimizing your weaknesses. In this first lesson video, let’s step out of our own shoes for a moment. We'll talk about increasing engagement and emotional intelligence by using self-awareness and looking at yourself from different perspectives.

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What behavior do you show to the world? Behavior is on display for everyone to see. In this lesson, we'll introduce our behaviors' significance in both general communication and one's comfort or preferences in communication.

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For Customers Only Session 1C: Behaviors

Let's delve deeper into how and why we act. Set behaviors are not typically something that changes without a significant life experience or even trauma. In this lesson, we will help you begin to understand and master the behaviors you have been given to maximize your leadership potential.

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This lesson is about dominance. Examining and understanding dominance will provide powerful insight into how you approach and respond to problems, challenges, and exercise power.

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This lesson introduces influence. Grasping the concept of influence is an invaluable tool that will impact how you interact with—and attempt to influence others to your point of view.

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What does it mean to be steady? We'll recognize and discuss in this lesson how our steadiness may lead us to respond to our environment's changes and pace.

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How do you respond to authority? Understanding the latter will require analyzing compliance. This lesson will provide personal insight into your compliance and how you typically react to the rules and procedures set by others.

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In this lesson of application, we take the time to consider individuals in a workplace environment through descriptions of their actions and reactions. You will be asked to provide input on what behavior they display and why you chose that. In the end, we will review what we learned so far in the first 8 lessons.

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Whether family-based or societal-based, every culture will have a significant impact on the individual and their identity as a leader/manager. Our learned priorities are what moderate or intensify our behaviors. This lesson will cover why understanding our "learned mindset" is so important as it allows very different people to work together amicably.

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For Customers Only Session 1J: Objective Mindsets

We all know highly objective people. They tend to be the thinkers rather than the feelers. We will focus on objective individuals in this lesson and examine how they categorize problems, rely on "measurables," and separate decisions from feelings

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On the other side of the coin, I'm sure you've known highly subjective people—they rely more on feelings than observations. So we will focus on subjective individuals in this lesson, how a cause or passion for something often drives them, and how they care deeply about their surroundings and ideals.

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For Customers Only Session 1L: Belief Mindsets

From mindset, we have our beliefs. Our beliefs govern the way we interact and communicate with others. Beliefs shape the responsibilities we feel toward ourselves and the world around us; they can be deeply rooted. In this lesson, we'll learn how belief mindsets can both give us a sense of foundation and basis on which to make decisions but also bias our actions.

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In this lesson, we take the time to consider individuals in a workplace environment through descriptions of their observed priorities. You will be asked to provide input on what behavior they display and why you chose that. In the end, we will review what you have learned about mindset observation.

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Unlike the behaviors and mindsets, which are "value-neutral," motivations can be good or bad. More specifically, motivations can lead you to be either productive or counterproductive. So this lesson isn't about work productivity as much as it's about whether you are responding to events in ways that end up helping or hurting you.

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The quality of motivation questionnaire (QMQ) is the world’s most validated and in-depth motivational assessment; It's used identify employee motivation and help them drive success. This lesson focuses on understanding how the QMQ works, and each of the five sections of the assessment will be reviewed so that you can better understand and apply the information.

Chapter 2: The Science of Leadership

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In this first lesson focusing on the topic “The Science of Leadership,” we will first bring your attention to how our personalities shape the kind of leaders we will become.

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Is there such a thing as a born leader? In this lesson, we will study how your personality may impact those beliefs.

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Is there a recipe for leadership? Experts have boiled leadership down into four essential ingredients that measure an individual's motivations. This lesson will help you understand each leadership ingredient and how it can be deployed to improve your leadership capacity.

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For Customers Only Session 2D: Exercise One

In the first part of this two-part exercise, we use graphical analysis to identify which leadership skills impact one's leadership and management style.

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For Customers Only Session 2E: Exercise Two

In the second part of this two-part exercise, we use further graphical analysis to identify which leadership skills impact one's leadership and management style.

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In this lesson, we’ll explore the motivation-influenced skill of ambition. Understanding your general motivations that are both productive and counterproductive to leadership, will allow you to chart a pathway to success - uniquely your own.

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In this lesson, we discuss the skill of accountability. Understanding your motivations relating to both productive and counterproductive accountability to leadership will allow you to chart a pathway to success - uniquely your own.

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Awareness is a necessary skill of leadership. Understanding your motivations relating to leadership awareness that is both productive and counterproductive to leadership, will allow you to chart a pathway to success - uniquely your own.

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Let's discuss the skill of agility. Understanding your motivations relating to both productive and counterproductive accountability with leadership will allow you to chart a pathway to success - uniquely your own.

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In both leadership and management roles, situations and circumstances will require you to be BOTH a leader AND a manager regardless of your actual title. This lesson will discuss how to be flexible in your skillset and feel confident acting in both roles.

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For Customers Only Session 2K: Final Exercise

In this exercise concluding “The Science of Leadership,” we will illustrate how certain measurable characteristics may provide insight into valuable data and also accelerate your capacity as a leader and manager through graphical analysis.

Chapter 3: Redefining your Skills

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Many of us may have found either leadership OR management much easier to work with than the other. Nevertheless, this lesson will further discuss why we must practice both, no matter the size of our company or our actual role.

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This lesson will assist you in analyzing your—or others' natural inclinations. By simply entering your scores (or a team member's scores) into our score matrix, you will be able to understand both yours and their natural tendencies quickly.

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Which aspects of your job are more leadership-oriented, and which ones require management skills? This lesson contains an exercise to check out the necessary skills needed for your role.

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You now know how your belief mindsets dictate how your leadership—or management style, is perceived by others. In this lesson, we further discuss you as a leader and manager before we conclude the analysis of inclination and necessary skillset to focus on talents.

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We're now moving on to talents, starting with the first of the four Team Talent exercises. The first exercise in this lesson will provide you with insight into how to help both a leader manage and a manager lead through adaptation.

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This lesson contains Team Talents Exercise Two for you to learn more about helping a leader adapt to managing and a manager adapt to leading.

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This lesson contains Team Talents Exercise Three for you to learn more about helping a leader adapt to managing and a manager adapt to leading.

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This lesson contains the fourth and final Team Talents exercise to conclude learning about helping a leader adapt to managing and a manager adapt to leading.

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This lesson defines the skills necessary to take your previously learned leadership and management skills to the next level.

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In this reflection exercise, we will go through an example that helps us apply what we have learned about redefining our skills.

Chapter 4: Clear Communication

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For Customers Only Session 4A: Introduction

Let's talk about Leading and managing requires that your team has clarity and understands your direction—and that's your responsibility. In this lesson, we will introduce the lessons that will discuss how to manage your responsibility as a leader in the best possible way.

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Based on Harvard studies, we will identify in this lesson the benefits of improving your communication and what the payoff will look like to you, your team, and the organization.

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The problem most of us encounter is that humans are not very good at understanding one another. This lesson will provide specific areas to which you should pay attention to avoid needless communication clashes.

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In this four-exercise series on finding the right words, we will focus on honing the messages you communicate. The first step of honing your messages is understanding the communication styles of different people you interact with.

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In this second exercise, we'll illustrate a leadership/management style to help you see how our previous lessons have prepared you for success.

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This third exercise will illustrate yet another leadership/management style to help you see how our previous lessons have prepared you for success.

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In this fourth and final exercise within the series, we'll illustrate a third additional leadership/management style to help you see how our previous lessons have prepared you for success.

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In this lesson, we've provided you with a "cheat sheet" that will help you use the information you learned to meet each communication challenge with just the right approach.

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For Customers Only Session 4I: Fighting Words

What are fighting words? This lesson will identify how different behaviors and mindsets will bristle when certain words are used. Once you've learned what those "fighting words" are, you'll be able to avoid them and achieve clarity in your interactions.

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As you've learned, figuring out the words to use is the first crucial step in becoming an expert communicator. This lesson focuses on the next vital step in the communication process, which is organizing and framing your message

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In this exercise, we will focus on making your message clear and concise.

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Want each message to become even more powerful? We will illustrate how to make that happen in this lesson's discussion.

Chapter 1: Trust

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This introductory lesson will acquaint you with our next topic, trustworthiness—and our Trustworthiness Index.

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For Customers Only Session 5A: Trust

This lesson will focus on how your mindsets and behavioral types can either help or hinder your ability to build trust with others.

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This lesson is about Trust 101. What are the key elements that will help you to build trust with just about anyone? Each of your interpersonal, intrapersonal, and application skills are critical to this process of building trust!

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For Customers Only Session 5C: Transparency

When leaders are transparent, they help employees see that they themselves may have also made the same decision if they were in the leader’s shoes. In addition, transparency demonstrates that a leader is candid and free of pretense, as you will see in this lesson.

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For Customers Only Session 5D: Relatability

Whereas many other trust-building skills are about getting people to trust your mind, relatability is about showing them that they can trust your heart. This lesson focuses on that fact and narrows down how you can get there with your peers.

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In this discussion, we will provide a real-life example of how to be more relatable to others.

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In this lesson, we take a quick break to help you understand how the Trust Assessment and other assessments can help you maximize your leadership skills.

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For Customers Only Session 5G: Predictability

This lesson is about predictability, or rather, your predictability. You are predictable when you are the same, decent person to your employees, day-in and day-out. This consistency creates stability in both your leadership and the way that others view you.

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For Customers Only Session 5H: Feasibility

Let's discuss feasibility within your leadership. People are only willing to trust a leader once based on a big dream; And if the plan doesn't pan out, they will learn to be skeptical of your "big ideas" in the future.

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For Customers Only Session 5I: Empowerment

How can leaders empower others? Empowerment is about increasing your employees' autonomy and self-determination, both personally and within their community.

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For Customers Only Session 5J: Skills Application

This lesson will illustrate how to build trust with a unique personality that may not normally merit inherent trustworthiness.

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This lesson will provide you with quick and easy-to-learn skills that will help you build your team's trust to conclude Module 5.

Chapter 2: Response to Conflict

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If your team trusts you, then you can build a deeper relationship WITH conflict. In this lesson, we are going to acquaint you with the importance of the Conflict Assessment. This assessment will help you to understand how the mind works when confronted with conflict.

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Our goal is to help you see conflict as being constructive —not destructive. To do so, in this lesson, we must first take stock of our preexisting attitudes toward these formative events.

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For Customers Only Session 6B: Conflict Conundrum

Why is conflict considered such a problem for most people? In this lesson, we will explore how to shift your current mindset and rethink conflict's value.

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In this lesson, we'll consider multiple opinions on the approaches and results of conflict.

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In this lesson, we will present common mindsets relating to how conflict is viewed and the reality of whether these beliefs are true or false.

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When diverse groups of people must work together, conflict is bound to arise—at least of the minor sort. This lesson will examine the vital importance of conflict in learning how to better work together with others.

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Without diversity, teams would lack important perspectives and unique areas of expertise, with problems arising that are generally not visible—until it's too late.

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In this lesson, we will examine our responses to conflict. Just as people are different in behaviors and cultural mindsets, they also have different reactions to conflict.

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For Customers Only Session 6H: Response Styles

This lesson delves deeper into our responses to conflict by breaking our responses down into definable Response Styles. We can define these Response Styles in terms of "Who wins, and who loses?"

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This lesson focuses on understanding how you can better use conflict to your advantage, regardless of your personality.

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When we face conflict, should we always try to make sure everyone wins? Is it reasonable?

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Now that we've discussed the various response styles, how should we respond to conflict? It all depends on the specifics of a situation! We'll discuss those specifics within this lesson.

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This lesson answers the question: "why collaborate?" When we act as collaborative partners, we can find resolutions to a conflict that often improve both the strength and productivity of a relationship

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This lesson poses an idea of The Conflict Continuum. Remember that by the time an outburst or discussion begins, the reason for conflict has been happening long beforehand.

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This lesson breaks down: "how do you collaborate?" Although each conflict response style has its strengths, it is essential to approach it from the standpoint of a collaborative partner.

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In this exercise, we will use customer service employee named Erica as an example of how to become more collaborative.

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For Customers Only Session 6P: Application

In this lesson, we go through and apply what we have learned about conflict, various response styles, and collaboration.

Chapter 3: Feedback

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This lesson introduces the topic of Coachability and the Coachability Assessment. If we can identify how leaders and team members can achieve their objectives, your feedback's value instantly multiplies, and both parties will win.

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This lesson focuses on the mutual gains of feedback. Feedback will help leaders achieve performance gains, but it can also strengthen the bond of trust between the giver and receiver.

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Feedback is essential to meeting both the leader's and team members' growth and development. In this lesson, we'll explore how both leaders and team members can avoid approaching feedback improperly.

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Now that we've learned what-not-to-do concerning feedback, let's talk about what we should be doing as leaders.

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For Customers Only Session 7D: Truth Triggers

What are the mental triggers that can thwart what is intended to be positive feedback? In this lesson, those mental triggers will be both revealed and discussed.

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In this lesson, we will identify the three fundamental skills necessary to approach feedback as a leader.

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This lesson will be about recognizing the opportunities for learning in the feedback process.

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If handled properly, Feedback can help your career. In this lesson, we will provide you with the four elements of making feedback work for you.

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When should you give feedback? We'll provide you with the three best moments to provide feedback within this lesson.

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As a leader, the way you approach feedback with your team is critical. This lesson contains three tips to help you master the feedback process.

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In this final lesson on Coachability, we'll help you apply what you've learned using a feedback example where you will identify what works best.

Chapter 1 : Integrity

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All aspects of integrity can be learned, and all are necessary to ensure that your employees have confidence in you. In this lesson, we introduce Module 3 and the lesson series of Integrity.

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This lesson will go through the value of integrity to your organization. When you have integrity, people are attracted to you and put their confidence in you and your organization attracting staff, customers, and investors.

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This lesson is all about Integrity 101. Integrity has a few key components; Depending on your behaviors and mindsets, some features will come more easily to you than others.

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This lesson is an exercise of relating your integrity to your mindset. Leaders and managers with high levels of integrity operate in a constant learning mode marked by a "growth mindset" instead of a "fixed mindset."

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This lesson will show you how you can perceive your integrity. Integrity is not merely reflective. It requires understanding how you fit in your organization and among the people around you.

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In this exercise, we'll apply what we learned so far about integrity to an actual work-life situation.

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This lesson will guide you through analyzing those with high integrity. High-integrity leaders will be open and honest about what they know, what they don't know, and what they can and cannot control.

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Honesty is about making sure your words are in line with the truth. This lesson aims to show you how honesty means giving candid feedback as opposed to avoiding the tough talks.

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Keeping promises and being honest are often thought of as the same thing—indeed, they overlap a lot, but there are some essential differences that we will discuss here in this lesson.

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In this lesson, we uncover why high-integrity leaders are not prone to taking shortcuts.

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This lesson will provide you with a measured approach to help you build your integrity 40 times more than an alternative, unmeasured approach.

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For Customers Only Session 8L: Integrity Exercise

In this exercise, we provide the example of Cathy and help you identify what she needs to build a more substantial level of integrity.

Chapter 2: Charisma

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In this lesson, we will introduce the lesson series topic of Charisma. Charisma is a psychologically distinct phenomenon that refers to the degree to which people are attracted to you. Most people want to be around charismatic people.

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In this lesson, we will detail the three distinct concepts that define and describe charisma.

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This lesson looks back at our ancestors. Since the beginning of time, people have sought to follow people who cared, were attentive, and were capable.

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We will further break down the three characteristics of charisma, in this lesson, and how those characteristics can be used to increase your appeal.

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This lesson will discuss establishing internal power by being confident that you are doing the right thing for the right reasons.

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In this lesson exercise, we will provide a physical and visual image of improving your own internal power.

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In this lesson on empathy, we will illustrate the three characteristics that help you demonstrate warmth to others.

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This empathy exercise will provide you with the direction you need to maximize empathy in three approaches with practical examples.

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In an age with more distractions than ever, how do you stay fully present? In this lesson, we will provide you with four examples that will show others that you are present in the moment alongside them.

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This lesson exercise will provide you with a scenario to begin practicing applying what it takes to be fully present with your team members.

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The Personal Development Plan (introduced in the last lesson topic: Integrity) is now applied to strengthening your charisma in this lesson.

Chapter 1: Collaboration

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This Introductory lesson on Engagement will help you understand both the challenging and straightforward components of engagement through Gallup's research.

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Did you know that effective leadership and management are as much about finding good people as they are about fostering collaboration? This lesson will kick off Module 4 with us examining helpful collaborative approaches.

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Fiction or fact? This lesson will explore the first two myths about collaboration and its extensive value.

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Fiction or fact? This lesson will explore the third and fourth myths about collaboration and its extensive value.

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Fiction or fact? This lesson will explore the last two myths about collaboration and its extensive value.

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Why is it that teams must struggle together to find success? In this lesson, we’ll delve into the importance of embracing the constructive struggle.

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Personality clashes happen, right? During collaboration, struggles that occur are often due to personality differences. We’ll provide you with multiple examples of different personalities within this lesson to increase your collaboration understanding and effectiveness.

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This lesson will give you the confidence and know-how to lead and manage both objective and subjective personalities in a way that maximizes their unique potential. You got this!

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Do you find relating to others difficult at times within the workplace? This lesson will shine a light onto how "relatedness" can improve collaboration and improve your teams' odds of success.

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How important is expression between manager or leader and employee? This lesson will give you some insight into how the concept of "expression" can improve collaboration and improve your teams' odds of success.

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We love being recognized for the work that we do—it's natural as humans to seek positive affirmation from others. This lesson covers how "recognition" can improve collaboration and improve your teams' odds of success.

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Interpersonal connection is the connection between two or more individuals. Connectedness is an ever-important building block in the best of collaboration. In this lesson, we will examine how and why connection improves collaboration and your teams' odds of success.

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This lesson is sure to help you see all the facts—see what I did there? We’ll answer why "seeing the facts" in your workspace can improve collaboration and improve your teams' odds of success.

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In this lesson on future hope, we’ll exemplify how being hopeful while looking forward can actually improve workplace collaboration and your teams' odds of success.

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Have you ever witnessed clashes when different generations try to collaborate? Let’s navigate collaborating with generational differences in a workplace scenario where we’ll help out Terence, a managing partner at a law firm with 15 employees.

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Collaboration isn’t always easy; however, it doesn’t have to be miserable or ineffective. In this lesson we will wrap up the topic of collaboration; But remember, practicing collaboration shouldn’t end when this course topic ends—because we collaborate in the real world, we will leave you with The Six Collaboration Best Practices to continue honing and improving your collaboration skills today.

Chapter 2: Engagement

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This lesson focuses on, yes, you’ve guessed it: Engagement 101. Engagement—or getting employees to go "above and beyond" is not something you can manufacture, so, let’s talk about that.

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This lesson will present to you exactly how engaged employees benefit a company's productivity, performance, and profitability.

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Do you know that only 35 % of employees are truly engaged? It costs businesses big-time bucks! This lesson will cover both the good and bad news of workplace engagement.

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In this lesson, we’ll illustrate the "bell curve" and how it translates into measuring engagement.

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This lesson analyzes a negative mindset's impact on engagement. In cognition, "fixed mindsets" tend to keep using the wrong strategy when faced with a problem; When problem-solving fails, they disengage, thus impacting the team's performance.

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So, we’ve covered a negative mindset—the fixed mindset, let's now meet on the other, the more positive side of the cognition coin. In this lesson, we will exemplify how a growth mindset can improve engagement.

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How do employees ultimately become either engaged or not engaged? This lesson will show you how the actual engagement problem lies in your team members' mindsets—growth versus fixed.

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How does one inspire engagement in the workplace? This lesson illustrates you how creating a culture of engagement depends on the buy-in of those who were already "giving it their all;" after all, those individuals set the tone and influence others.

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In this lesson, we’ll present to you the four ways that you can start the engagement process with your team members today.

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This lesson contains a practical exercise about a man named Reggie. Reggie is an employee who is beloved by his peers, but found to be a challenge by his management. We’ll discuss how to help Reggie better engage the team by applying what we’ve learned thus far.

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This lesson will focus on engagement best practices and give you some ideas to help implement your Employee Engagement plan.

Chapter 1: Your Legacy

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Have you ever thought about what it’s like to have yourself as a manager or leader? By looking at your unique personality makeup, we'll help you develop a sense of what it is like to work for you.

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Research shows that high self-awareness results in greater confidence, creativity, stronger relationships, and better decisions. This lesson will be about discussing why 85 – 90% of leaders lack these self-awareness traits.

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This lesson is on improving our self-awareness. Only once you know your behaviors and mindsets can you make the adjustments needed to become a top-flight leader and manager.

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In this lesson, a professional tennis pro, Daniel, evaluates his skills as a leader and manager.

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In this lesson, a corporate executive assistant, Susan, evaluates her skills as a leader and manager.

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In this lesson, a CEO (services industry), Dean, evaluates his skills as a leader and manager.

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In this lesson, a pharmacist, Sonny, evaluates his skills as a leader and manager.

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In this lesson, a Senior VP of a multinational architectural firm, Jeff, evaluates his skills as a leader and manager.

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In this lesson, a seasoned corporate consultant, Sandra, evaluates her skills as a leader and manager.

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In this lesson, a consultant and academic, Michael, evaluates his skills as a leader and manager.

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In this lesson, a seasoned corporate training executive, George, evaluates his skills as a leader and manager.

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In this lesson, our live session group tackles the process of self-regulation and self-awareness within an exercise.

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In this course concluding lesson, our live session group shares their closing thoughts on fostering relationships that build engagement.

About the Instructors

Chuck Coker

Dr. Chuck Coker

For more than 30 years, Chuck has focused his career on people's development. He has implemented proprietary Personal Formation, Human Capital, Talent Management, and incentive-based programs across a broad scope of Churches, Fortune Companies, regional organizations, and educational institutions.

 

Dr. Michael Hartsfield

Michael is the President of Aileron Private Client Services, a leadership coaching company dedicated to developing leaders who desire personal and organizational transformation. While he often gets invited to teach as an adjunct professor, his passion is seeing how theory and practice come together to make real and substantive changes in both people and processes.  

 

Dr. Jeff Ganthner

Jeffrey Ganthner is an experienced leader and educator dedicated to liberating greatness by transforming people and organizations through design and leadership. With a background in architecture and business, he inspires creative problem-solving and fosters excellence in his students. Jeff has degrees in architecture and civil engineering and a doctorate in strategic leadership, which he uses to empower individuals and teams to reach their full potential.

 

Dr. George Monk

George is a former US Army soldier that’s still making an impact and difference wherever he’s stationed. He’s a trainer, coach, mentor, speaker, professor, leadership/management, and personal growth/development expert.  His background includes multiple diverse and inclusive positions centered around collective leadership and encapsulating its genius.

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