Leadership Techniques for Everyone

Recently, I had the pleasure of attending the funeral of my friend Kermit. A pleasure, you ask? Yes, a pleasure and a honor, because it was a great celebration of Kermit’s life and the passion and spirit he brought to living it.

Usually, when I go to funerals, the spiritual leader (pastor, minister, rabbi, cleric, etc.) goes on and on about the deceased, a person he barely knows; and maybe one or two friends or associates might say something about the deceased. Well, Kermit’s funeral was special. The pastor spoke briefly, a singer sang a hymn, and then the pastor asked for comments from the audience. That’s when the funeral became really special. After one and a half hours later, over forty people had gotten up and shared their positive experiences and what Kermit meant to them. People from their 20’s to well over 60-year-old people from different spiritual, ethnic, social, and economic backgrounds stood up to make comments. People who served with him in the Navy (Kermit retired as a Commander) stood up and spoke about how Kermit changed their lives.

There was story after story about how Kermit made the speakers overcome obstacles and made them believe they could do better, and did this with passion. Some of them were as follows:

1. Past ballplayers talked about Kermit’s cowbell as a rallying cry at their ballgames.

2. A woman told of having a flat tire on a busy roadway and Kermit, whom she didn’t know at the time, stopped and helped her fix the tire; and then they became friends.

3. A businessperson talked about how Kermit volunteered his time to help him launch a business that is still going strong after ten years.

4. A previous player described how he was motivated by Kermit to make something of himself. He went to college and is a very successful basketball coach teaching the same principles that Kermit taught him.

5. A man explained that he was going through a divorce and bankruptcy and was thinking of committing suicide. Kermit heard about his troubles, called him, and helped him through these dark times. Now this person helps others through their challenging moments in life.

Wow! It moved me. Here are five leadership and success secrets Kermit shared with us. How can you apply them to become more successful and outstanding leaders?

1. What is Your Cowbell?
Create Passion! Kermit truly enjoyed working with people to make them better. It was not just the cowbell, but the emotion and excitement he experienced when seeing other people succeed. The cowbell was just the tool that Kermit used to show his passion so that others became passionate. Let your passion show. Let people know that you are excited about their accomplishments, and the passion will multiple.

2. Expect the Best
Excellence Will Take Care of the Rest. It was said about Kermit that when meeting people, he never met a stranger. In his mind they were already someone he knew. Kermit always expected the best when interacting with people, and they eventually rose to his expectations.

Expect the best out of people, and they will rise to your standards.

3. Understand So That You Are Understood
Kermit’s conversations were always centered on understanding the other person. For all the years I knew him, I never knew he was a commander in the Navy. He didn’t make his title the focus of the conversation. You see, it wasn’t about him; it was always about the other person’s interests, needs, etc. Because of this, people naturally wanted to become involved in Kermit’s projects and help Kermit make other people successful.

So my question is: How well do you understand your employees?

Take the time to understand their goals, wants, needs, hobbies, etc. The more you take time to understand them, the more your employees will want to help you succeed.

4. Give of Yourself
Kermit always gave his time, energy, and passion without “keeping score.” In return, the people he helped not only helped him, but went on to make a difference in other people’s lives.

Take the time to go the extra mile to see how you can help your employees, your team, and/or your organization without “keeping score.” Your employees will feel that you care, and then they will go to a new level of caring.

5. Share the Knowledge
Kermit took the time to share his knowledge with others so that they become more successful. Whether it was coaching a sports team, helping a friend start a business, or sharing his experiences to get a person through a difficult time, Kermit took the time to share his knowledge with others. Because Kermit shared his knowledge, other people became more successful and they shared their knowledge with others so that they could be more successful.

What special knowledge do you have that can help others succeed? Don’t hoard your knowledge, share it. By sharing your knowledge, you multiply yourself and become known as a developer of people. Your knowledge, once you share it, will live on after you are gone.

Apply these five leadership techniques and create success in your business, with your team, in your community, and your life. Just like Kermit, you will also see instant results.
Thanks for sharing, Kermit, and making the world a better place.


Ed Sykes is a professional speaker, author, and leading expert in the areas of leadership, motivation, presentation skills, customer service, and team building.

10 Principles of Law of Attraction for Leaders

I believe that everyone is a leader to someone. Leadership is in each one of us. The amount that you utilize this gift to be a leader will all depend on you. Utilizing the principles of the Law of Attraction in a leader role consciously will attract more results and success. These principles can carry on from being a leader in your business to being a leader at home.

Here are the 10 principles of Law of Attraction for leaders:

1. Take responsibility. This is one of the principles many have a hard time dealing with. You create you reality and therefore you must take responsibility for your reality and actions. The sooner you get you control the output by your thoughts, feelings, words and actions the sooner you can create the life and business you want. Lead by example and you will have a great team by your side.

2. Be a partner. You may be a leader but you are also a partner. Do no try to do everything on your own. Ask for feedback, ideas and work together with your team to meet your goals. Cooperation and collaboration are necessary.

3. Be aware of your energy. Pay attention to your energy. If you are in a bad mood, your energy can and will transfer to those around you. Be consciously aware of your energy and choose to make it a positive one and spread positive vibes. The higher your vibration the more connected and grounded you are, the more inspired you are and because of this you will see greater success.

4. Be pleasant. If you are leading by example and utilizing the Law of Attraction, than having an awesome personality will be easy for you to do. When you are focused on abundance, taking action and the possibilities people will be drawn to you.

5. Be understanding. Put yourself in their shoes. Better yet ask them what you can do for them to really understand where they are coming from and how you can better assist them. Do not be judgmental, rather be open minded and concentrate on solutions.

6. Share your visions. Create a plan, a vision of where you want to go with your project, business, product, service, etc. Have a plan for your advertising, marketing and more. Share these plans with those working with you and get their feedback and mastermind on improving the plans. By having a set direction that is agreed on will promote team work, responsibility, confidence and action.

7. Surpass expectations. Whatever you do, do it to the max. Go beyond what people expect of you. Give more value than what is asked. You will be setting the Law in motion to provide you with more than what you expect and be setting a great example.

8. Make passionate choices. When you are passionate and inspired about your choices it comes through in your presentation and implementation. When others see you are passionate about the decisions you are making it will help for those decisions to be embraced and understood.

9. Harness positive self-talk. Do not let doubt, lack or other negative thoughts enter into your self-talk. When you perceive something to be negative, look for the positive or create a positive. Keeping your self-talk positive and focused will make the rest of your day much brighter and easier.

10. Be open to the possibilities. Have an open-mind to the Law of Attraction and what it can do for you as Leader and in your life. Being resistant is a surefire way to get the opposite of what you want. Be open to utilizing these principles in your life so you can create the success and happiness you deserve.


Ruth Sias is a former Commercial Escrow officer, turned Entrepreneur from Sacramento, CA.
Ruth has taken her 23 years as a business professional, combined with her strong people skills to create wealth for her and others online.
To join Ruth's team, visit Synergy Cash System and request a tour.

Leaders need coaching too

While we rightly expect good leaders to coach their staff (and as I have said on numerous occasions, this is a core part of the leadership role), what happens when the boss needs some coaching support? Who do they turn to? Their peers? Their boss? Or an outside expert?

Of course, it could be any of these depending on which source is likely to be best placed to help you find the answers you are looking for. As a leader, to ask for coaching from your peers will often be perceived as displaying a weakness. It might also present some confidentiality issues if the area you need some coaching on relates to one of your staff. The issue of being perceived as displaying a weakness might also apply to being coached by your boss. You might also find your boss is too close to the situation and is tempted to try and present a solution rather than helping you find the answer for yourself. An external expert will often provide the most effective route but it will also come with cost implications. But what value would you place on the solution?

I had a two hour coaching session with a middle manager earlier this week. His starting point was that he felt he was failing as a boss. He had performance and motivation issues within his team and he personally was visibly stressed about the whole situation. All I did was to ask him a series of relevant questions about the situation and his actions so far, listen carefully and then ask him some more questions about possible solutions. By the end of the session he had a clearly defined set of actions and was literally, bounding with enthusiasm to put those actions into practice.

Towards the end of the session he said to me, "It seems so blindingly obvious now, why didn't I think of it before?". He had the answers all along, it's just that nobody had encouraged him to think the problem through in the way I did (and he'd had several sessions with his boss before he met up with me). Now, that 2 hour coaching session has already paid for itself in improved productivity in the three days since I was with him, according to the email he just sent me. And there is a boss and several team members who are all going to have a much better weekend than would otherwise have been the case. I reckon they'll all be looking forward to work on Monday too.

Leaders need to be good coaches for their staff but sometimes, they need to be coached too.


Simon Cooper heads up ELC Training Solutions and is the author of the best selling leadership development book, Brilliant Leader.

Power Shift

Power is a commodity. There is a limited amount of it to go around. Therefore, I must clutch my power to my chest and never let a shred of it out of my grasp.

Power is organic. Like life itself, it is limitless. Therefore, when I share power with others I lose nothing, and they gain everything.

These two very different viewpoints are not simply philosophy. They are often at the core of whether a business ultimately succeeds or fails. The fact is, leadership doesn't happen in a vacuum. True leaders recognize that success in business is never the result of one man or woman's efforts or exclusive direction: that is the dictator principle. Instead, success is dependent upon the leader surrounding himself or herself with strong and capable followers.

Consider this example. An innovative entrepreneur founded and served as president of an engineering firm. He was brilliant in his field, and well-respected and well-liked by all his employees. The firm grew to be a recognized industry leader. Nevertheless, the firm was actually on rocky ground. Morale was deplorably low. Frustration levels were high, and continued to mount. Critical decisions slipped through the cracks, resulting in lost opportunities and decreased revenue.

Why? Because the president presided over the company in the role of benevolent dictator. He had sole decision-making authority in every area - human resources, operations, financials, strategy, etc. The managers under him, although they liked and respected him as a person, were self-destructing under his leadership style - as was the company itself. Their hands were tied. They had no authority. Their expertise and knowledge was not called upon. Helpless to take action, they finally ceased to try.

After a number of years, the president of the firm moved on. His position was filled by a woman with a very different philosophy. She believed that success was a team effort. She recognized that without 100% commitment, input, and effort from her management staff, the company would eventual implode. That commitment, input, and effort would only happen when power was restored to her disempowered employees.

She met with each manager and shared her ideals, her philosophy, and her vision for the company. This was vitally important, for it was the first step to establishing trust.

Then, as issues, opportunities, and challenges arose, she gave her staff her full support in making business-critical decisions. She encouraged discussion without imposing her own viewpoint. She facilitated interaction by bringing key people together. She disseminated information and guaranteed equal access to crucial data. And when a decision had been reached, she supported it completely.

The effect was like exploding a keg of dynamite ... an appropriate analogy, since she had released power to her employees - and the Greek word for "power" is dunamis, from which we get our word "dynamite."

By engaging her leadership team in the hope of turning them into a team of all-stars, she freed up time, energy, and creativity across the entire company. Morale skyrocketed. Employees had a sense of ownership, both in relation to their jobs and with regard to the direction of the company as a whole. The company, then in its twentieth year, experienced record-breaking sales for three consecutive quarters.

This is more than an inspiring story - it is a step-by-step recipe for success, with the key ingredient being a power shift.


Guest writer Timothy Thomas is the President of Makarios Consulting - a leadership development firm that specializes in empowering leaders to maximize their leadership skills and inspire others to accomplish extraordinary results. Timothy is the author of "Creating All-Star Performers: The Power of Effective Feedback," now available for immediate download at http://www.makariosconsulting.com/mc/eBooks_allStars.html

Motivation Bite Size - Job Security

In tough economic times when job insecurity is a concern for so many people, the prospect of job security is high on the motivational scale. When jobs are plentiful, this is much less of an issue.

But as leaders and managers of people what can we do to positively affect people’s job security?

The first thing is to focus on helping your people to become high performers, making them a valuable asset to the company. This will be particularly relevant if an organisation is using a matrix methodology to select employees for redundancy.

The second thing is to help your people to develop new skills and capability. This will not only enhance their performance capability and reduce the chances of redundancy but also, it will help them to find a new job should the worst happen.

Of course, a really effective people leader will not wait until tough economic times to implement these actions – they are a core part of the leadership role. And if you have been paying due attention to performance and development issues during the good times, your staff will have much better employment prospects right now than those less fortunate souls who have been working for an ineffective manager.

And if the worst does happen and you need to lay off any of your staff members, do everything you can to support them through the process, including generating job leads via your network and providing some level of career counselling at the point of exit. You might also want to stay in touch with them as they could form a useful part of your network going forward. Providing this type of support is not only a decent thing to do but it will also have a motivational effect on your staff that remain - i.e. having a leader who genuinely cares and tries to support their team members.


Simon Cooper is cheif executive of the Experiential Learning Centre, author of the best selling leadership development book, Brilliant Leader and architect of the Brilliant Leadership workshops.

The Importance of Leadership Development

It’s easy to discount the importance of leadership development, assuming that corporate leaders either have what they take or they don’t and if they do they’ll learn as they go. If they don’t...well, if they didn’t have what it took they wouldn’t have been given a leadership role to begin with, right?

Not necessarily. Sometimes all that’s needed is a little leadership development.

There is no such thing as a natural born leader, which is why leadership development is so important. Anyone can have the fundamental requirements necessary for the leadership role. It’s how they develop them that matters.

Leadership development is defined as an effort to enhance a learner’s ability to lead, an endeavor focused on developing the leadership abilities and attitudes of the individuals sitting at the top of the chain of command. Successful leadership development requires a lot more than the ability to give orders. It also requires diplomacy, top of the line people skills, a certain level of ruthlessness and an understanding of how much space there is and there isn’t between the executive suite and the mail room. A good leader doesn’t just lead. He or she leads by example.

Leadership development within a company should be addressed at both the individual and group level. Individual leadership development can be undertaken in both a hands-on and a classroom environment, and which method your organization chooses is entirely up to you. Through various exercises the individual learns to identify their strengths and weaknesses, using both to shape and mold their successful leadership style.

Individual leadership development is very important for individuals first entering the field and those who are having a difficult time taking up the reins of command. Additional leadership development offers them the opportunity to hone their skills, smooth over their weaknesses and learn to make the most of their current position rather than finding themselves stuck on the bottom rung of the ladder to success because of a lack of knowledge and personal resources.

Group leadership development is absolutely vital in any company, regardless of industry, because it teaches an executive team how to look, think and act like a team. For a business to run smoothly it’s essential that the executive team be able to operate like a well oiled wheel, cognizant of each other’s patterns, strengths, weaknesses and goals and able to work together to achieve success. Any leadership team that is rapidly “slapped” together and tossed into the ring is going to fail almost instantly. It takes time and practice, and leadership development offers the opportunity for both.

Leadership development through books, activities, conferences and classroom studies is a vital part of any company’s success, which is why there are hundreds of books, seminars, conferences, workshops, boot camps and personal coaches devoted to that very goal. Never underestimate the importance of the team of people holding the reins in an organization, and don’t discount the need to allow those individuals to develop their leadership skills both inside and out of the office.

Leadership matters.


Guest writer Ray Subs is a public relations consultant forN2Growth, a company that specializes in helping businesses and their leaders grow and develop to find success in a competitive corporate environment. More information can be found at N2Growth.com.

Motivating Staff

One of the key challenges facing leaders at all levels is how best to motivate their staff. The reality is that each person is motivated (and de-motivated) by a different set of factors and the leader can exercise an influence over the vast majority of these. While this is a simple concept, identifying what the factors are for each individual and in turn, pressing the right buttons is not necessarily so easy.

Over the coming weeks I plan to pick the most common of these factors and explore how a leader can both identify which staff are affected by it and how to apply appropriate influence over each factor. This series will be called - Motivation Bite Size.

Before beginning that series, I’d briefly like to revisit what all staff need in order to deliver high levels of performance:

1. They need to know what is expected of them – i.e. clear goals, objectives, targets and standards.

2. They need to be capable of delivering what is expected of them.

3. They need support in helping to overcome any constraints or barriers that might prevent them achieving what is expected of them.

4. They need feedback on how they are delivering in relation to what is expected of them.

5. They need to be motivated.

Points 1-4 above all contribute to motivation. If people have clarity, capability, support and regular feedback, they are likely to be generally motivated. Similarly, a lack of any of these will likely contribute to a degree of de-motivation.

But there are also many other factors that contribute to motivation and these will be the focus of the series that follows. Be sure to tune in regularly and feel free to contribute to the discussion.


Simon Cooper is chief executive of the Experiential Learning Centre, author of the exciting new book, Brilliant Leader and architect of the Brilliant Leadership workshops.

Coaching Staff - Part Five

So far in this series we’ve looked at how to provide clear instruction, effective demonstrations, enable practice in a safe environment and the under-rated element of observing this practice. In this section we’ll be looking at how to make an effective coaching intervention and provide feedback to the staff member.

In fact, the very phrase, provide feedback to the staff member is wrong. This implies that feedback is a one way process whereas it really should be a two way discussion. Wherever possible, the staff member should be encouraged to review their own performance or progression in the task or skill area with a view to identifying what has worked well and what can be improved. The coach’s role is to ask great questions and listen actively. In Brilliant Leader I recommend the use of the communication funnel as a key coaching technique for such interventions.

Apart from being a two way discussion, what are the other aspects of a feedback intervention that we should consider?

1. Positive Reinforcement – It is vital that people understand what they have done well and why. This is much more than simply praising the individual. It is about helping them to understand the positive behaviours they have employed so that they learn when and how to employ these behaviours in the future.

2. Constructive Improvement – When something hasn’t gone as well as was intended, it is important for the staff member to understand what they needed to do differently and how. The key guideline here is that if they were to perform this task again will they be able to exhibit different and more effective behaviours.

3. Support Interventions – Often, a feedback intervention occurs because the staff member asks for help – usually because they encounter something new or different in relation to the task or skill area. In the early stages of the coaching cycle, the coach might simply provide a recommendation or even an instruction. However, as the individual becomes more accomplished, the coach’s role is to challenge the staff member to come up with their own solutions or recommendations. These can then be shaped, if necessary, before being ratified.

4. Timely – Coaching interventions should be timely. The longer it is left after the event before the staff member receives feedback, the less relevant the feedback becomes. This presents particular challenges for those who are coaching remotely. This might involve coaching via the telephone or video conferencing. It might also indicate a need to meet with the staff member more frequently or to involve additional help in the coaching process from those who are on the same site or location.

5. Motivational – While remembering that the purpose of a feedback conversation is for the staff member to learn, it is also important that the environment that is created is motivational and inspirational. This requires that encouragement is provided even when correcting or improving behaviour. The feedback session should finish on the development of an action plan or a summary of key points that will be taken away from the session and the coach should instil a sense of belief in the staff member that they can successfully implement and apply these actions.

The final point to make when considering the coaching cycle is to remember precisely that – it is a cycle and not a straight line process. The cycle will repeat less and less frequently until the staff member becomes fully competent in the task or skill area. This implies that coaching is an ongoing process not a one off exercise. To be clear on this, coaching is a fundamental part of managing and leading people – it is a core part of the job.

This will be an important point to note in the next part of this series we explore how to find the time to coach.


Simon Cooper is chief executive of the Experiential Learning Centre, author of the exciting new book, Brilliant Leader and architect of the Brilliant Leadership workshops.

Is there mold growing in your organization?

My son Nathaniel’s sixth grade science project
was titled – Where mold grows best.

To find out, Nathaniel, placed slices of bread around the house. He misted some of the slices (keeping them moist). Others he let dry out. The experiment was slated to last ten days. Within five we had the answer.

It came in the form of an unpleasant odor wafting out of his closet. Mold, it turns out, grows best in damp, dark environments.
Who knew? ;)

Where’s the mold in your organization?
I’m not talking about physical mold. That can be eradicated with disinfectant and elbow grease.

There is much more insidious form of mold that isn’t physical. It’s cultural. It infects how people communicate, think, and make decisions.

This mold stifles creativity. Erodes trust. And camouflages the real issues. This mold is called the undiscussables.

What are undiscussables?
In every organization and every team – there are “sensitive” or “difficult” subjects that everyone avoids. I’m talking work-related topics (not personal issues like a team member’s new hair color).

These are real issues that every one knows about - but avoids bringing up.

Why don’t we bring up these real issues?
It’s goes back to some of fundamental social wiring. In every social group there are certain topics that become off limits. Think taboos. Topics that are verboten.

People avoid these difficult conversations. And cultures develop ways of not facing uncomfortable truths.

What are some of the undiscussables?
I can’t tell you (. . . just kidding).

Many undiscussables have to do with power -
Like when a boss says she/he wants to “hear others ideas and opinions” – but they’ve already made up their minds and everybody knows it.

But, nobody says so. And everyone goes through the motions of having an “open dialogue”.

Or when team members don’t keep their agreements – but never bring it up to each other.

Other undiscussables are more technical – and business specific – unique to your organization. But a clue to identifying the undiscussables in your organization is to look for a gap between what people say and what they do.

Like talking about “Quality #1!” While pushing for more production – and compromising quality standards. Or talking about “teamwork”. While making unilateral decisions and acting without consulting teammates.

If talking directly about this gap with the people who are involved feels risky – then you’ve likely found an undiscussable.

What happens when undiscussables aren’t addressed?
Just because the difficult issue gets put away – like a slice of moist bread in a dark closet - doesn’t mean it stops “growing”.

Issues that can’t be discussed in the open – still get talked about. After the official meeting. In the halls. At the “water cooler”. In emails.

The undiscussable issue grows like mold.
Even when you’re in a meeting – the odor of the undiscussable issue wafts through the room. People smell it. And hold their breath – hoping it will go away.

The longer the undiscussable is ignored – the moldier it becomes.
The more the culture defends itself from difficult conversations – the more dysfunctional it becomes. Think of the Challenger disaster. Or Enron.

These examples are extreme in scope. But the patterns of denial and defensiveness are common (to some degree) in all cultures.


What can you do about undiscussables?
Recognize that while the truth may set you (and others) free.
First it will make you (and others) uncomfortable.

So, give you (and others) a lot of acceptance and forgiveness as you bring the undiscussable issue into the light (of awareness).

Don’t try to resolve the issue in a single conversation.
Take your time. It is more important to explore the ideas, assumptions, values, and beliefs that have sustained the undiscussable – than to figure out how to fix it.

Focus more on examining the undiscussable – develop deep understanding before trying to solve it.

Recognize that when it comes to undiscussables everyone’s had a hand in keeping the bread in the closet.
But, it only takes one person to open the door and start to let in the light.

But, isn’t it risky?
Truthfully it can be.
But, most of the risks can be minimized by how you raise the issue.
Here’s how:

Don’t be self-righteous
Be vulnerable. Admit your part – and how you’ve avoided the issue.

Don’t blame
Be curious. Listen to understand how others’ have struggled with the undiscussable.

Reflect on the costs of not raising the issue
What will it cost you personally to not bring it up? In terms of your integrity? Your sense of purpose? Your fulfillment at work?

Remember where mold goes best
You don’t need to repeat my son’s science experiment in your organization. We all know that mold (and undiscussables) grow best in the dark. And that leadership starts with bringing the real issues to light.


Guest writer Eric Klein is the founder of Dharma Consulting and architect of the You Are the Leader You've Been Waiting for program.

The Problem With Delegation

Stop Press - managers and leaders around the world are having problems delegating - it's official!

Apart from the usual excuses such as "it's quicker to do it myself" and "if I want a job done properly I'll do it myself", the current economic climate and the inevitability of downsizing is leading to another challenge "I don't have anyone to delegate to".

As teams shrink to remain lean in tough times, managers and leaders are finding there are less people to delegate to and team members are stretched to their limit. But as you know, this column does not focus on problems, like any good leader should, we seek solutions. So what can you do about today's little delegation dilemma?

Engage your team
Involve your team in the challenge and ask them if they have any ideas or practical measures for improving efficiency. Remember, great ideas can come from anywhere and your team are a great place to start.

Improve Processes
Take time out to review your team's processes to identify where and how they can be made more efficient. The key question you and your team should be asking is "why do we do it this way?". Just because a current process has been working doesn't mean it can't be improved and now is a great time to look for efficiency gains.

Share Knowledge
Are your team still reinventing the wheel? Make sure they are sharing knowledge and best practice, not just amongst themselves but also with other teams. Can any of this shared knowledge be absorbed into standard templates for some of their work?

Automation
Now is a great time to look for opportunities to automate your team's work. Talk to other team leaders. Talk to the IT department. Talk to your team. What can or should be automated and how can we make it happen?

Elimination
Is there anything we are doing as a team that really doesn't need to be done? Perhaps it is a case of partial elimination of some tasks, maybe looking for opportunities in lower impact areas of doing a job that is 'good enough' rather than 'perfect'.

Reviewing what your team does and how it does it with a view to helping them become more efficient will not only improve your options for delegating/allocating work among team members. It will also put your team in a great position to deliver excellent results when growth returns - and growth will return, as sure as daytime follows nightime.


Simon Cooper is chief executive of the Experiential Learning Centre, author of the exciting new book Brilliant Leader and architect of the unique and powerful Brilliant Leadership workshops.