Leadership – Page 8 – Leading from the front

January 5, 2017January 5, 2017

Leadership Lessons From 200 CEO’s

leaders

About this time every year for the last four years I have sent out a two question survey to over 200 CEO’s. These are senior leaders not only in my own network but across all of our consultants networks also. This year (as he did last year) our business partner John Spence also sent the survey through his US & global network of US based Chief Executives and business experts.

The results of this survey are a barometer of how senior business leaders are feeling & what they are facing in todays dynamic business environment. As you can imagine a huge amount of information was provided and it took some time to distil the information & to identify the patterns. Here are the results of this years survey;

Question 1: What were the three biggest leadership lessons you learnt in 2016?

Change is constant & becoming even more so. This has increased the need to make faster decisions & to effect change faster. An interesting pattern was that some felt that resistance to change within their company can actually be due to ambiguity i.e. the lack of clarity on what needs to change which can result in people resisting the change.
The culture of the company is a critical success factor. Many felt there was a need to act fast to preserve the culture, there was a need to have a culture of high trust between those in the team. It was important to attract & retain people who fit the culture of the company on the team. A culture of coaching & teaching team members to get better in their role was an emerging trend.
Effective communication is critical to success. It needs to be clear & simple. Issues arising need to be confronted with urgency.

Question 2: What are the three biggest challenges you will face in 2017?

Leading in continuing change and managing the tempo/pace of this change. Leading “culture” change as companies look to change how they do things. The challenge of proactively staying ahead of change rather than being reactive to it.
Staying profitable whilst navigating the uncertainty created by ongoing change, global influences, political uncertainty and the impact of global markets.
Understanding what clients really need. Understanding the opportunities in the market. The challenge of standing out as a brand and getting cut through with important marketing messages.

As you can see there are some big themes around the challenge of leading in ongoing change & the impact this has on culture and profitability. Without question the modern CEO is a change leader and this will be a continuing trend as disruption and complexity increases over the coming years.

Those leaders who are constantly up skilling themselves, keeping abreast of the emerging technology, building resilient leaders within their company will be able execute and thrive in the future. Those who fail to adapt fast enough will not do as well, if they survive at all.

You can look back on last years results (and previous years) to compare trends by clicking this link.

It has been a busy and exciting year to lead in business and there will be no shortage of challenge in 2017. I write this in Atlanta as I wait for my return flight to New Zealand having just spent some time working with clients in Florida and New York. The world is now a very complex & connected place – connected by technology, systems, relationships and markets.

The role of a leader is to lead change with certainty and we look forward to continuing to support our clients as their Strategic Execution Partners as they seek to simplify their business.

I wish you a Happy New Year.

www.advisory.works

October 29, 2016

A big Month: An AUT Business Award, New Name, New Framework & a Global Partnership

Earlier this month we won the AUT Business Excellence Award for Management Services. It was a fantastic night and the culmination of months of work as we provided client and business data to show the results our company and team were achieving as we actively make a difference.

As with any team it is important to pause, celebrate the win and regroup as we move forward. Our clients are fantastic and trust us to provide true trusted Advisory in the area of Strategic Execution and Executive Leadership Development.

The same week we changed our Company name and logo after 24 years as we continue to position ourselves as category leaders as we disrupt the Business Advisory Space.

unnamed — Proud to lead a team that won this award.

fullsizerender — Some of our team celebrate the win at the 2016 Awards dinner.

infographic-aw-oct-2016 — The summary/average of data taken across all our clients as at 1 April 2016.

A new partnership with Leadership Expert and Business Influencer John Spence which he outlines in the video below.

pd1010_aw_4-cnrs-graphic — Our new Research based Framework as taught at a number of Universities.

October 29, 2016

Smashing the Norm: Business Advisory

We are passionate about disrupting Business Advisory.

In fact our Company Mission is to totally disrupt Business Advisory by 2020 as we continue to evolve a premium Advisory Brand focussed on Disciplined Execution and High Performance Leadership.

Why?

Lets face it the current status quo really has to change to meet the demands of modern business leaders who seek support in solving complex problems. Problems created by the increasing pace of constant change and disruption.

Too often conservative middle aged men sit in judgement, dispensing advice backed by education and professional development that ended in the 1990’s and talking about solutions that have worked historically.

At its worst traditional Advisers expect to charge a premium for this advice and yet they have never walked in the shoes of those they seek to influence. They have never led a business, never risked all as an entrepreneur and they don’t have the scars, stories and lessons learnt from experiencing failure, success and from practical application. They are not people leaders and yet they seek to advise, develop & influence leaders who are.

Worse still they don’t typically ask their clients for any feedback nor ensure that what they are doing is effective & of value value. They struggle with practical application of theory & struggle to get clients to execute their advice. Often there is constant muttering & frustration as to why this happens.

I personally have worked with many professional services companies who openly state they are client centric and yet they seek no client feedback. Their fees are dropping so they finally forced to react and seek change.

In one case it had been 12 years since a company had completed any feedback survey of their clients. Think about the arrogance of that. They assume they know what it is their clients need but never go beyond individual opinions.

When surveys are finally deployed they discover to their horror that their current reality does not match their assumptions and that they have a huge training, R & D and leadership development gap to close. Too complacent and comfortable to really care about their clients needs.

Many times I have challenged an absurd desire to spend time refocussing on their client relationships prior to measuring client loyalty or engagement because they fear the results.

Amateurs — Wait until you hire an amateur…..makes you realise the value of having a professional on board.

Business Advisors of the future must;

Be experienced leaders who lead by example with their own Business practices and actively see themselves as leaders and influencers. Advisors who make things happen, can influence people through real stories of practical application and who can coach, mentor and guide other clever people. They must have people skills (EQ) and empathy.
Own the voice of their customer. They must have an up to date (& data based) understanding of what their customers really want and need. In fact the top advisers are pro-active and bring solutions to their customers before they know they need them. They anticipate needs rather than react to immediate situations.
Have humility and respect always.
Be future focussed and have a passion for lifelong learning. If you are as good as you will ever be it’s just not going to cut it. Academic qualifications are table stakes and the start point not the end game. They must provide clarity and inspire confidence for those they serve by constantly up skilling and learning.
Bring researched frameworks & networks of like minded people. The day of the individual guru with all the answers is gone. Business today is simply too complex to know everything. The best Advisors will connect customers to other leaders, professional advisors and collaboratively bring unique solutions to complex problems.
Measure and manage & clearly demonstrate massive value. This will not always be financially driven either, rather it will vary from customer to customer.

So thats why we do what we do. These are but some of the reasons we are on a mission to disrupt Business Advisory. Business leaders expect and need more and this is not opinion….. we ask them regularly and have done for many years.

September 24, 2016September 24, 2016

University of Canterbury: Leading in Constant Change

I am lucky enough to guest lecture at the University of Canterbury at the School of Business and Law. Supporting Masters level and MBA students with access to real life business opportunities and thinking is something I am passionate about. In July I introduced my good friend John Spence (Find out more about Top 100 Business Thought Leader John Spence here) to UC to speak about “Leading in Constant Change”. Here is his presentation.

August 7, 2016August 7, 2016

Lessons Learnt From The Army: How to Fight to Win

Leading NZ soldiers is an incredible challenge, responsibility and privilege.

Much of my working life has been spent as an Army Officer, initially as a regular and later in the Reserves. I have found that the skills I learned and applied leading soldiers are very relevant and transferable for leading teams and driving business execution; especially in this increasingly dynamic and ever changing marketplace.

As you can imagine, the challenge of leading men and women who are working in dangerous roles in challenging environments requires a high level of trust, empathy and teamwork.

The Army places great emphasis on leadership skills and invests heavily in leadership training and development at all levels. Training courses to enhance leadership skills continue right through to those at the very highest ranks of the Army.

Here are six key things that the Army teaches their leaders in order to “fight to win”:

1. Remain calm under fire.

That’s not to say that fear is not present, in fact it is. However, to “keep calm and carry on” regardless of the situation is something you can learn. It is the golden rule for keeping your head and working through a logical process in order to respond to a hostile or changing situation. Being calm and thinking clearly are essential requirements to evaluate what is happening and to make effective decisions.

2. Any plan is better than no plan.

Without a plan you cannot inspire others to follow you. Having a plan is the starting point for successful execution. Even if the plan is not the right one, making a decision and creating a plan will save lives and generate positive activity. A good team will back itself to quickly adjust a plan so that it is effective.

3. No plan survives the start line.

The Army recognizes that in every situation there is another party that can influence the situation. Not just the enemy, but terrain, equipment, weather, civilian populations, and even animals can influence a plan. All the various scenarios that might happen should be considered and planned for so that the plan can be quickly adjusted if required. The fact a team has planned and engaged together allows it to quickly iterate the plan as needed.

4. Maintain momentum.

In any situation there needs to be swift action, and momentum needs to be maintained to ensure successful execution. Slowing or stopping any operation means it is difficult to get going again. It reminds me of the saying “When going through hell….keep going!”

5. Teamwork is a defining factor.

A group working together and supporting each other to achieve the defined goal will greatly lift the chance of success. Training together, working together, getting to know one another, and building trust all help to build teamwork. Good teams keep going when the going gets tough, and they overcome blockages in order to win.

6. Time is seldom wasted in planning or recon.

Taking the time as a leadership team to plan ahead for future operations, alternative scenarios, routes to be taken, areas of interest, and likely courses of action is seldom wasted. Planning and reconnaissance actually saves time, saves resources, and in many cases, people’s lives.

There are many situations in business where these skills can be applied. Strategic thinking, strategic planning, working together to build teamwork and trust, as well as incorporating a planning cadence that allows a business to quickly alter a plan and then change direction as required – are things a smart business leader does.

Influencing and inspiring people gets stuff done. That’s called “business execution” and by applying these six lessons from the Army you too can inspire your team to “fight to win.”

May 1, 2016

Leadership Panel:Gainesville Florida

This is an edited version of a leadership panel I took part in during a recent visit to Florida. It involves leaders from Infinity Energy, Santa Fe College & the University of Florida and covers the topics of Leading in Business today, change, disruption, execution and the challenge of leading people. The audience includes 135 business members from the Gainesville Chamber of Commerce. I learnt a lot taking part in this and it makes for some interesting topics.

April 26, 2016April 26, 2016

The Pivot: Staying at the Top of Your Game

How do the top performing teams in the world stay at the top of their game? Sports teams, racing teams, leading brands, innovative teams, military teams and many others? What do leaders at the top of their game do to stay at the top? What does this mean for business?

Right now things in business are going pretty well. There is uncertainty in the medium and longer term as to what is going to happen in money markets, commodity markets, the Chinese/US or EU economies. There is a lot of technology disruption starting to show up on the fringes of even the least tech savvy industries. Change is coming and whether it is disruption, a softening economy, a total global meltdown or even a major political event we will all need to navigate it.

The RESULTS Group work with good companies and proactive leaders who want to get better at what they do. Our clients tend to be the long term brands that over decades have performed exceptionally well. They are actively seeking to stay at the top of their game.

In the next 5-10 years all of us leading (me included) are going to face more change than the world has seen in the last century. It will be fast, ongoing and relentless and will be an exciting and challenging time to lead. Some commentators say we are in year 2 of a 35 year technology disruption. How true is this and how will it affect our own business is open to interpretation but we are all starting to see the wave of change.

To stay at the top in any professional environment there is a need to develop a culture of continuous learning. If we look at the All Blacks (the most successful global high performance professional sports team/brand with a winning record of 86%, two back to back world cups & recently voted the best team in the world across all codes). In James Kerr’s book “Legacy: What the All Blacks can teach us about the business of life” you will see Chapter 2 is entitled “Adapt”. In essence the commentary is all around “When you are at the top of your game, change your game.” This is about changing consciously before you need to, in order to stay ahead of the competition and to remain the best of the best. To keep an edge or a sustainable point of difference.

A summary picture of the key chapters & topics of the book “Legacy” by James Kerr.

I like to refer to the term “pivoting”. I saw this in action during some work I recently did at the University of Florida, assessing entrepreneurial engineering teams and the projects they were completing for private business. They were presenting what they had achieved and were seeking feedback so they could iterate and improve their project. They were seeking a “pivot” through good insights and application of ideas.

The best leaders and companies we work with are already pivoting at a time when they are performing well. They know through experience that the good times won’t last. To stay ahead of their competition and to navigate change they must understand what success continues to look like. How do they do this?

Those CEO’s proactively keeping ahead of the crowd prioritise the following;

They invest in their own development and leadership skills so they can lead smart innovative people in a collaborative way.
They spend time in strategic and operational planning with their teams, senior leadership teams and functional teams. They continuously define the priorities and focus of action.
Actively build an aligned plan to execute continuous change and constantly reflect on it, revise it and iterate it to make it better. They empower their people to lead parts for the execution.
Focus on execution and getting the important things done.
Seek the best advice on technology disruption, the economy, competitors, new entrants and possible substitute products and services.
Stay very close to their clients and know what they value, expect and want improved. They build collaborative and close relationships through many channels including social media.
Invest in leadership development (and education) and focus on increasing staff engagement to build resilience and an ownership mentality. This aids the change process and brings innovative and collaborative thinking to the fore.
Focus on the numbers. What gets measured can be managed.
Actively disrupt the companies “business as usual” in a positive way so as to build capacity and capability in a continuous way. This allows the organisation and the team to scale up in a long term sustainable way.
Make the tough decisions early.
Learn the lessons of previous economic downturns and change projects so as to ensure the same mistakes are not made again, and
Recognise success and continue to have fun along the journey.

This all sounds simple (and it is) but it is not easy. It takes focus, good strong proactive leaders committed to ensuring the important things happen and not just the urgent things of modern business. It is about going beyond reactive firefighting and consciously picking & executing the plan for/route to success.

Staying at the top of your game is about changing before you are forced to change. This means having a good team committed to getting incrementally better at what they do.

It is about confidence and momentum.

Just start the journey.

February 23, 2016

My Memories of 20 Feb 11: Ground zero post the Christchurch Earthquake

20 February 2011 (5 years ago) at just after 1pm was one that shook is all, a major earthquake. Our office building evacuated & we headed for home. That in itself was going to be challenge with a full central city evacuation under way & bridges out. Short Texts came through to tell me my immediate family were alive & safe. My brothers house was hit by rocks I knew & Dad was in it…..but just how bad things were was to later be a bit of a shock.

I had left the Army in 2004 but was in the throes of rejoining the Army Reserve.

183120_10150109284772297_3400567_n — Central CHCH 1.46pm 20 Feb 11

A call from the XO of the Battalion (the only one to come through in a jammed cell network) redirected me to Army duty. I parked my car and proceeded from Sydenham to the city centre. In my office attire I walked through liquefaction and what was a scene out of a movie. It was 1.30pm.

I walked past a building lying across a lane of Montreal st, stopped to hug a distraught older woman with half a hair dye and foils in. Distraught from watching a bus get crushed she was walking to Oxford 50km away crying.

I overheard builders discussing how they should secure their high rise site and get home.

My task from the Army was to find the Mayor, provide the NZ Defence emergency cell numbers and to proceed to the Civil Defence bunker on Kilmore st. Later I was to discover my wife’s bravery in getting Caetana from school amongst collapsing cliffs and then helping Dad who was trapped in my brothers house that was destroyed by rocks.

The mayors staff had been evacuated after an aftershock from the new gallery building. I passed on the info to Bob Parker & his Ops Manager, gathered a couple of soldiers who were there looking to help and pushed on to find the civil defence bunker, my next task was to fill in as a situation/operations officer until a regular Infantry officer could get in from Burnham. Little did I know it would take many hours for him to arrive.

My first job back in Army service for 7 years.

The bunker was hard to find in the chaos, I passed through the emergency aid station in Cramner square and through many police check points.

In the bunker I found my old Army boss, Baden Ewart in command. Baden was working in the medical world and was stepping up given that the civil defence staff were in Wellington the day of the quake.

I sat in on the briefing of the current situation and it was apparent that a lot of people were hurt and killed. Early sky TV reports showed the CTV and PGG building collapses and I could hear the fire and police radio traffic spelling out the terrible challenges they faced.

Andrew Howe was the ops officer (an ex army friend and colleague). I was put in an office with the fire liaison officer. All the Army assets were in Timaru in preparation for a large defence exercise and by chance HMNZS Canterbury had docked at Lyttelton minutes prior to the big quake. It was full of armoured and military vehicles and soldiers that would help.

179868_10150109274772297_7016067_n — The Civil Defence Bunker, 20 Feb 11. Andrew Howe and others discuss the situation, approx 4pm

My role was to link between the civil defence command post and the Army command post in Burnham and to support military flights bringing high risk search teams, generators, water treatment units and medical assets into the city. We were coordinating fuel and power for the fire and police services to keep operating and prioritising transport heavy lift and military communications assets.

40 mins into it someone came into the command post and announced that it looked like the Copthorne Hotel might collapse on the bunker. With ongoing large aftershocks hammering the city it was possible although a bit dramatic I thought. Baden said “Langston go out and check that”. So out I went and looked at a 12 story building leaning over and definitely looking like a potential collapse.

My report ” I’m no engineer Baden but it’s not looking flash”. Someone did mention that the bunker was designed to withstand a building collapsing on it but then who would dig us out. WTF?

And so through the shock and chaos a lot of good people worked to make sense of it and to make a difference.

At a little after 7pm I was relieved by an Infantry Captain (he had to park in Riccarton and find the bunker) and walked the 7km around the cordon to my car in Sydenham. A full cordon was in place and with no ID the police made me go the long way through the park and around the 4 avenues. Our office was in the cordon (for 6 weeks) and I arrived at my car covered in mud.

My trip home to Sumner paused at my brothers place where I surveyed the damage, the rocks on his house, the tunnel my dad escaped the 2nd floor from and the boat that had caught fire. Ed was smiling but shaken. My family had tents on the lawn and Dad was quite badly shocked after his experience. We settled into a night of aftershocks, sleeping on the lounger floor and the start of months without water, sewerage or power.

199725_10150155694357297_1789585_n — My brothers house suffering rock damage. My father was lucky to escape unhurt.

I will always remember that day, just how surreal it all was and the part we all played in a difficult situation and uncertain environment.

It was a fitting baptism back into our Army and Months later I received an unexpected letter of commendation from the Brigade commander thanking me for my work that day. Many people did what needed to be done and I was proud to play a small part for the NZ Army.

I never did get around to claiming that first day of army pay (it didn’t seem right) but it was worth it for the adventure & I’ll chalk it up as a donation!

……. And so we remember.

Some of my pictures of that day are attached. We were one of the lucky families that all survived although we were all affected by those who did not.

February 21, 2016February 21, 2016

The Power of “Lessons Learnt” & “Reflection”

There is a lot of research that shows the best lessons are learnt through experience and from failure. Failures can be big and small ranging. One of the leaders I admire is Winston Churchill. I have read so much of his writing and the various biographies and speeches. He had some of the most fantastic failures and also some biggest successes. His early years were a disaster and yet he went on to lead Britain and the Commonwealth to victory over Germany in the second world war. He adapted, reflected and used what he had learnt and the resulting resilience he built.

Hell — When going through hell keep going!!

Most long serving Business Owners and CEO’s have made some big mistakes over their career. Economic changes, currency fluctuations, competitor moves, technology changes have taken most close to the brink at some stage and we add to that the complexity of some bad decisions, no decisions or not changing fast enough. In fact some would say if you haven’t pushed things a bit then you are not even close to peak performance.

The ability to see mistakes early comes from that skill of being able to reflect. As a leader at any level you need to consciously build on that “gut feel” to really understand and reflect on what you are seeing; in the work place, after a meeting, in a project review, after a client discussion, during a Strategic Execution review etc. So often the skills a high performing senior leader seeks to intentionally develop is that ability to self reflect, to be able to change a bad situation, a failing plan or iterate on an initial decision. To be able to understand the impact he or she is having, needs to have and who/what needs to be influenced to achieve success. This allows a Company to move faster and to build on performance.

The ability to understand and interpret (make a professional judgement) what you are seeing, validate it by seeking feedback in many ways and to constantly learn lessons is a very valuable skill. It is especially challenging when it is “cultural/the people” stuff we are needing to interpret especially to support change. I enjoy coaching these skills and you never stop learning from others.

So some of the best leaders also have the best battle scars and the best stories to tell about the lessons they have learnt. They have adapted and overcome big challenges. The ability to tell the story, to reflect on what happened and why and how they have applied the lessons they have learnt is where the true gold lies. In fact the CEO Leadership Round Table Groups I chair in Auckland and Christchurch are based around current Executive leaders telling their personal leadership journey and generating discussion around their reflections.

In fact having to speak about your personal journey forces a significant amount of self reflection as you articulate who you are (background & history) and why you have taken the journey you have as a leader. The lessons learnt and the things they got wrong are where the gold is and it gives us the personal connection and insights.

Try writing your own story.

If you need some inspiration consider being a guest at one of our Business Round Table Breakfasts and hear some great stories.

January 19, 2016January 19, 2016

Feedback from Over 200 CEO’s: What they Learnt in 2015 and the Challenges They Face in 2016

Business change is constant and increasing at an alarming rate. We will face more change in the next 5-10 years than we have seen in the last 100.

In December 2015 I went out to a wide network of CEO’s and asked the same two questions I have asked in 2013 (Link to the 2013 results here) & 2014 (Link to the 2014 results here). The questions asked were;

What were the biggest Leadership Lessons you learnt in 2015 (and/or leadership observations you have made)?
What are the biggest challenges you feel you will face in 2016?

This survey also took in to account the responses from 104 New Zealand CEO’s conducted for The RESULTS Group by an independent research company (Per.ceptive Research).

It is fair to say that surveying over 200 CEO’s (in many varied industries) across New Zealand (mainly), Australia and the USA meant I received a huge amount of feedback. It was a challenge to consolidate this feedback, despite there being some clear common themes. Here are the results.

Question 1: What were the 3 biggest Leadership Lessons you learnt in 2015 (and/or leadership observations you have made)?

“The importance of company culture and just how difficult it has been to lead both change and people (to change).” Change has been constant especially with technology disruption in many industries. Understanding what needs to change and then to actually get people try different things or new ways, new systems & processes has been really challenging. The quality of people in the team, their skills and the ability to actually get things done has often been the main point of differentiation over competitors.
“Establishing the Accountability within your people to get things done/to take action.” There has been more focus & need to have clear KPI’s and measurements in place so as to lift engagement and accountability within Companies. Taking action, executing and making things happen is increasingly important in an environment of constant change. To try new things, fail fast, adapt or simply just to do what has been agreed to is critical. The challenge of holding people to account, measuring and managing has increasingly been seen as vital in business in 2015.
“Being able to change fast enough whilst keeping it simple.” It has been increasingly harder to keep things simple and to identify & focus on doing the important things. Saying “no” to opportunities, constantly trying to keep things from becoming extremely complex has been a real challenge in a world that tends to expect you to do more and more. “Busyness” is the new plaque and separating the important from the urgent has become ever harder to achieve.

Question 2: What are the three biggest Leadership Challenges you think you face will in 2016?

“Remaining profitable through Growth.” We all know growth sucks cash and typically businesses are under capitalised. Often the main measure of Business success is profitability and it is widely felt it will be increasingly harder to deliver profits as change increases, profitability shrinks and as businesses grow.
“Developing future leaders and motivating good people.” Succession is increasingly looming on many company radars. Developing future leaders to take the business forward, to be able to sell the business, to step up as current leaders step back are all challenges many see in 2016. Motivating and engaging good people to stay longer term & to set the business up for future success are skills CEO’s are seeking and actively looking to invest in.
“The increasing pace of Change in the Market place & the ability to adapt.” It is perceived that there will be more change in 2016 & it is increasing. The ability to adapt to change, embrace new technology tools and compete is seen as becoming more of a challenge for CEO’s to remain profitable and to grow. Developing new products &/or services quickly enough to meet the market and client expectations are key challenges identified.

Every year in business is a different one that brings a mix of the ongoing leadership challenges along with many new ones. Certainly change is now a constant and that pace of change is really starting to pick up. The impact of new technologies in communication, automation, artificial intelligence, online applications and tools & social media are changing things fast. In fact much commentary is suggesting we will face more business change in the next 5-10 years than we have in the last 100.

One thing that does not, and will not change is fact that every Company (and indeed group of people) needs a leader. In fact research shows we all want to be led in some way, shape or form. The importance of a leader and his/her ability to inspire, coach, mentor & influence good people to get important things done in an environment (culture) they enjoy is often the main (sometimes the only) point of differentiation a company can have over competitors in increasingly crowded markets.

Strong leadership & excellent change leadership skills are increasingly the most important skills that will define a businesses chances of long term success. During 2015 our Executive Leadership Program has become the fastest growing part of our Business as we seek to support CEO’s to lead change, achieve sustainable growth and to support them to prepare for sale, economic downturn or industry disruption. More than ever high performance business leaders need & seek good practical smart advice, support, facilitated planning, time out and an unwavering positive outlook to navigate the challenges 2016 will bring.

What are you planning to intentionally do differently to lead Business Success in 2016?

You can link here to the CEO blog summary doc which shows the comparable results of all 3 surveys.

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