Problem Solving Formula

As we wait for the details of the Comprehensive Spending Review it is clear that government departments, firms and individuals will have to respond and adapt to “new “ challenges. Here I suggest a way to tackle this, a methodology , that combines ideas from Action Learning (Reg Revans) with the techniques used by Buffin Leadership International.
Addressing real life problems is one of the best ways for any leader or team to show their worth. Approaching this with an open mind (willing to learn and be challenged ) means that it is also one of the most cost effective learning experiences possible. The concept is that
L = P+Q
Learning ( L ) is a combination of Programmed Knowledge ( P , which we will call experience ) plus Questioning Skills ( Q, simply the ability to change experience in the light of new challenges). Add some expert facilitation and action planning and you’ll have a potent mix to resolve your issues!!
Historically a typical Action Learning programme could last some six months. In todays environment this seems a long time so here is a fast-track approach
Day 1 – form a problem solving team and jointly identify and agree the key problem statement. Using creative problem solving techniques ( such as Buffin Leadership Bridge model ) generate potential solutions.
Day 2 – investigate impact of potential solutions. What is cost/benefit of each? Which is easiest to implement? Which has greatest positive impact on customers? If you could combine a number of elements from each solution to form a “ super “ solution what would that be? Present the teams findings to all key stakeholders.
Day 3 – implement the solution and track the issues and benefits. If it’s not working as planned then change it ( ! ) as long as you keep focus on the desired outcomes. Embed the solution.
Day 4 – review the solution and the methodology that generated it. What could have been done better? What do we now understand more thoroughly? Who else could we have involved ? What is the next issue we want to tackle? CELEBRATE SUCCESS.

If you are interested in finding out more about our Fast-track problem solving methods then please feel free to contact me.

Also If you are based in the south west and looking for an inspiring venue to hold a meeting or conference then take a look at the newly opened South Bristol Skills Academy. http://www.cityofbristol.ac.uk/find-us/sbsa/2.html
Its a vibrant new site with state of the art audio visual equipment and highly competitive rates. To find out more contact Debbie on 0117 3125047 and mention this article.

3 ways to refresh your leadership skills

1) A checklist for leadership success. How would you/your team rate your performance ?
- Have a clear IDENTITY. Be sure you know who you are and what you stand for. A leader , parent , school governor , football coach. Ask yourself what would your passport say on the page headed “ who is xxxxxxx and what do they believe in ? How do want to be physically , emotionally, mentally and spiritually ?

- Generate a clear VISION for SUCCESS in all the areas ( and beliefs ) that are important to you. What would it look like , feel like , sound like ? How would you know when you had got there ? Share this vision with those important to you.

- Raise the ENERGY levels by aligning your thoughts, beliefs and emotions to your vision. All successful leaders ( and teams ) operate with high energy levels. Imagine how great it would be if everyone shared your dream and were passionate about working towards it. If you can imagine it you can make it happen. Help your team to find ways to address the six human needs of certainty, growth, significance, variety, connection and contribution. Ensure they can overcome any “ survivor syndrome “

- Take ACTION to make the things you want happen. Set out and agree clear specific outcomes leading to actions now. Check the results you get and if it worked do more. If it didn’t work try something else ! Work to create small successes and a virtuous circle of ambition , actions , results.

2) Come and talk to us at the NEC in September.


If you want to learn more about how to make real change, get more from your people and make massive improvements in business performance, come and talk to us on our stand (no. D125). We will be sharing some live examples and will be providing complimentary Creative 'Learning' Improvement Packs with a wealth of knowledge for you to take away and use in your business.


David Buffin will be speaking about how to facilitate Creative Change Programmes and secure profitable results against the economic challenges with people and the markets. Recent and real case studies will describe how to inspire commitment from the Board and output from the workforce to meet customer requirements. David is speaking in the Learning Seminar Programme in the Main Exhibition Hall from 11.00 on Tuesday 28 September.

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3) Watch out for this new book

‘7 Habits on the Inside’ book from FranklinCovey
I received a call a couple weeks ago to let me know that the final draft of ‘7 Habits on the Inside’ book from FranklinCovey is ‘pretty much ready to print …’ There will be a whole chapter on the work we have achieved so far working with young offenders in prison. See how we apply state of the art corporate leadership models to enable young people to reshape their lives.‘Chapter 5: The Chrysalis Programme in the United Kingdom’ I will let you know when it is published.

Dynamic Leadership in a Global Future

Continuous learning is at the heart of great leadership as we speed towards the future, according to experienced members of the Chartered Management Institute in Guernsey. Future Leaders will also have a dynamic vision, be market driven and globally competitive. These were the conclusions from a seminar organised by Susie Andrade of the CMI on “What will great leadership in Guernsey be like in 2020? “ run by Paul Maisey of Buffin Leadership International.

Top Tips for continuous professional development include

1. Continuous Learning
- Broad skills set with commitment to lifelong learning
- Knowledgeable at different levels ie detail ( product ) big picture ( global market )
- Making the most of information systems and leading edge technology
- Able to multitask and prioritise actions
- Flexes leadership skills to changing needs of virtual teams

2. Dynamic Vision
- Have and clearly communicate a consistent and compelling vision ( Direction )
- Be adaptable and responsive to changing circumstances ( Route )
- Inclusive of all beliefs and ideas
- Empowers and motivates to achieve creativity and innovation
- Supports colleagues and customers with effective coaching

3. Market Driven
- Open to different approaches for different markets ( globally )
- Customer centric in structure and accountability
- Adapts business model that balances needs of all stakeholders
- Recognises role in shaping Governmental and international policies
- Brand is visible and appropriate to markets

4. Globally Competitive
- Aims to be market leader in chosen market segments
- Multi cultural demographics reflected in structure and practices
- Adapts “ AND “ approach. Customer centric AND operationally efficient
- Earns respect and loyalty from customers and employees
- Sophisticated business model as competitors in one market may be partners in other

With thanks for these 20 Top Tips to all those who gave up their time to contribute their thoughts, ideas and energy to the seminar.

Paul Maisey is Regional Director Buffin Leadership International. Further information is available at www.Buffin.com

Leader Heal Thyself

Leadership it seems is getting a bad press ! Many would argue that it was the leaders in the financial sector that drove us into this recession. Others that Alan Sugars “ The Apprentice “ does nothing to give you confidence in our future leadership

It is clear that Leaders in a whole range of industry sectors and companies of all shapes and sizes are having to deal with very unusual times. In such a time people look to their leaders for confidence, guidance and clarity.
To paraphrase Rudyard Kipling

“ If you can keep your head when all about you
Are losing theirs and blaming it on you ..... then you’ll be a leader !

For leaders to help steer their people and companies through these times it is essential that leaders first of all look after themselves. But how ?

1) Have a clear IDENTITY. Be sure you know who you are and what you stand for. A leader , parent , school governor , football coach. Ask yourself what would your passport say on the page headed “ who is xxxxxxx and what do they believe in ? How do want to be physically , emotionally, mentally and spiritually ?

2) Generate a clear VISION for SUCCESS in all the areas ( and beliefs ) that are important to you. What would it look like , feel like , sound like ? How would you know when you had got there ? Share this vision with those important to you.

3) Raise the ENERGY levels by aligning your thoughts, beliefs and emotions to your vision. All successful leaders ( and teams ) operate with high energy levels. Imagine how great it would be if everyone shared your dream and were passionate about working towards it. If you can imagine it you can make it happen. Help your team to find ways to address the six human needs of certainty, growth, significance, variety, connection and contribution. Ensure they can overcome any “ survivor syndrome “

4) Take ACTION to make the things you want happen. Set out and agree clear specific outcomes leading to actions now. Check the results you get and if it worked do more. If it didn’t work try something else ! Work to create small successes and a virtuous circle of ambition , actions , results.

To paraphrase ( again ) from Michael Knight of Knight Rider fame “ one person can make a difference .. when they believe they can “

Recession Busting HR!

Effective communication is critical in HR’s role in ensuring a company successfully emerges from the recession, according to twelve HR specialist’s from the South West. You also need engaging leadership, future oriented Organisational Development, efficient operations and powerful training. These were the conclusions from a creative problem solving seminar looking at the issue of HR’s role in driving success, run by Paul Maisey of Buffin Leadership International.

Top Tips include

Effective Communication

- Listen to staff concerns and openly share company information
- Ensure everyone understands business drivers and company plans
- Ask for ,and use , ideas from within the company
- Use HR professional networks to gain new ideas and options
- Step up the frequency of communication to all stakeholders

Engaging Leadership

- Support all Leaders in building and re-inforcing a positive mindset
- Encourage additional coaching activity to address concerns
- Ensure everyone remembers importance of Customers
- Re focus leadership training to business priorities ( and find cheaper and quicker delivery mechanisms)
- Remember how we treat our people know shows our real values!

Future Oriented Organisational Development

- Drive change management to re-focus roles on business priorities
- Re visit your vision and values, could you achieve them in a new way?
- Encourage cross functional working with focus on external customers
- Plan ahead – balance short term responses with longer term needs (you will still need talented people)
- Increase the company , and individuals , ability to manage change

Efficient Operations

- Adapt HR processes to reflect priorities
- Implement alternative reward and recognition practices
- Use flexible working opportunities
- Ensure people are “ managed out “ with respect
- Consider shared services and use of free websites

Powerful Training

- Prioritise learning and development focus to align with company needs
- Create innovative and practical development methods
- Encourage active coaching and mentoring
- Adapt talent management programmes to reassure managers of future
- Ensure all learning is aligned to measureable business benefit

Paul Maisey is the Regional Director for Buffin Leadership International. Further information is available at www.Buffin.com

Criminal or Leader

Criminal or Leader : Caterpillar or Butterfly ?

“There is nothing about a caterpillar that tells you it’s going to become a butterfly “
What costs the UK £11 billion annually and doesn’t work ? Our criminal justice system!
Over 70 % of young offenders ( age 18-21 ) re-offend within 2 years !
Are you shocked – or do you think that simply locking people up doesn’t change their behaviours or beliefs?
What if we could apply the same world class interventions demanded by corporate business? What could a high quality personal leadership programme achieve? A reduction in the prison population of 5% would save £120 million annually – not to mention falling crime levels!
Having spent a year researching, designing and piloting we are now launching a brand new and unique leadership programme. Harnessing Potential Ltd, in conjunction with Buffin Leadership, is proud to launch the Chrysalis Programme at the House of Lords next week!
Our aim is to help individuals learn how to better understand , manage and modify their interactions with others , in terms of , attitudes , behaviours and and choices leading to less anti-social behaviour. Over 12 different modules, 18 guided learning days, they will be able to receive a BTEC level 2 certificate in Workskills.
Feedback so far has included
“It helps me realise how I can change my ways of thinking and thinking patterns, whilst having fun at the same time “
“ You’ve handed me a manual that could help me change my life , others and maybe even the world”

We are immensely proud that our leadership and creative problem solving techniques can generate such a positive response from young offenders! Who knows they may be the leaders of our future!

Surviving and thriving in a recession

Some months ago I was interviewed by ITV West on how to survive and thrive in a credit crunch ( as we called it then ). I highlighted 3 key areas of focus
CASH – the lifeblood of any business. Managing its ebb and flow and spending it effectively is critical
CUSTOMER – where the money comes from. Knowing who they are, what they want and why they should come to you
CREATIVITY – adapting to the environment and changing customer’s needs. Involving your staff and customer’s in adapting your product and services. Trying to find what works and then doing it
Also many business leaders have been saying that a good company pre the recession will be able to steer a course through these difficult times and come out of it stronger. Amidst all the gloom there are tales of firms adapting and growing. So what makes the difference?
According to “Leading at a higher level “ by Ken Blanchard and published by FT Prentice Hall high performing companies
- Set their sights on the right target and vision
- Treat their customers right
- Treat their people right
- Develop the right kind of leadership
Ken shares his experience of working with High Performing Companies across 300 pages and 13 chapters. Full of simple models and concepts, littered with illustrations, it provides an excellent framework for thinking about your companies triple bottom line “ provider of choice, employer of choice ,investment of choice “
Two key models are of particular interest today.
SCORES – the six elements found in every high performing company
Shared information – so that everyone in the company can make the right decision
Compelling Vision – to energise and focus people
Ongoing Learning – changing and striving to get better
Relentless focus on Customers – an obsessive drive to keep customers
Energising systems – ensuring structures and processes are aligned to improving results
Shared power – teamwork, collaboration and engagement
PERFORM – the seven characteristics of high performing teams
Purpose and values – mutually agreed on goals
Empowerment – they have autonomy and decision making powers within clear boundaries
Relationships – people share their thoughts, opinions and ideas openly
Flexibility – adapting to changing conditions everyone is interdependent
Optimal Productivity – a commitment to significant bottom line results
Recognition – positive feedback reinforces appropriate behaviours
Morale – the team is confident and optimistic because all the above elements are in place!

If you want a book full of ideas that will help to energise you and your team then that take a look at this one and use whichever model works best for you!

For further articles and tips visit me at www.advancebp.co.uk

Leadership Futures

Last week I attended the Chartered Management Institutes Annual Convention. One of the key strands was leadership now – how should we adapt to difficult times – and leadership in 2018 – what challenges will we face?
Below I’ve summarised my thoughts on the issues discussed – what do you think?

1. Leadership in a “downturn “

- This can be seen as a fundamental test of our beliefs and values. As leaders will we have the courage to stick to our convictions?
- We have no “monopoly on wisdom “. Now is the time , more than ever , to be talking and critically listening to our teams
- According to a 10 year study by Aston Business School companies who innovate (at all stages of the economic cycle) achieve better levels of profitability and competitive advantage. We need to keep creativity alive.
- We need to be clear (to ourselves and others) what it is we can and can’t control. We need to effectively manage downside risk.
- Crisis can be used to implement major change. We have a clear “ burning platform “ we just need to add Vision , a Plan and Next Steps
- The media will cover “mad, bad and sad “stories. Our internal and external communication must be honest and realistic ( not pessimistic ) and celebrate any small successes

2. Leadership in 2018
An extensive research study by the CMI has looked at the future world we may face where
- Brazil , Russia , India and China will have a greater influence
- Business models will change ( being both more employee and customer centric )
- The sharing of knowledge will be heavily reliant on new technologies
And the implications for Leaders are
- A greater need for transferable skills that are constantly updated
- Coaching our teams to ensure they develop
- Extensive networking outside of home industry
- Managing a greater work /life balance for us all
You can find further information on “management futures “ via the website www.managers.org.uk

Managing stress during the Credit Crunch

Work related stress harms productivity and damages staff retention, according to the Health and Safety executive. Its research shows that over 105 million days are lost to stress each year costing UK employers over £1.2 billion. AND ... this was before the credit crunch! In today’s economic climate there can be no doubt that stress – “the adverse reaction people have to excessive pressure or other types of demand placed on them “is increasing. So what can we do about it ........
It is vital to remember that every individual is just that. Their reactions will vary from the traditional “flight or fight “and that burst of adrenalin. Adrenalin is neither good nor bad, ask our medal winning athletes! It is how we choose to respond to the situation that impacts on us, and those around us.

1. Focus – keep a clear eye on what you want to achieve, what is the outcome? Re-frame any obstacle/hurdle as exactly that – something to be overcome on the way to achieving your objective

2. Clear priorities – take a deep breath and remember why any outcome or goal is important to you. What values will you demonstrate in how you tackle the situation? In Neuro-Linguistic Programming terms you are at choice and can choose how to respond.

3. Identify your resources – this could include personal qualities & skills , friends , previous experience as well as the traditional financial and people resources

4. Take action – whatever you think appropriate. This may simply start by dividing the challenge into “bite sized chunks “and taking steps to address the “easiest “bit.

5. Use stress reduction techniques. The Stress Management Society recommends avoiding alcohol, taking physical activity and using self-hypnosis!
One of the most effective methods and quickest ways I have found for dealing with an unexpected challenge is to ask myself the question “ what can I learn from this ?” and then use the steps outlined above.
Stress management is clearly a business and leadership issue. It is a challenge for all of us ......
How do you rise to the challenge????

The Secret to Success During a Credit Crunch

THE SECRET TO SUCCESS DURING A “CREDIT CRUNCH”

Customer centric business development is the secret to being a highly successful company during a credit crunch, according to eleven companies from the South West. You also need to make exceptionally efficient use of resources, inspire your team and create a positive environment. These were the conclusions from a creative problem solving seminar looking at the issue of leading a company through these difficult times, hosted by Paul Maisey of Buffin Leadership International.

Top Tips include

Customer Centric Business Development

- Focus on providing great service to customers and adapt to their current needs
- Consider offering something different to the competition ( complementary products and services )
- Let your customers do your marketing for you ( word of mouth ) so don’t be shy about coming forward
- Look for new ideas each day ( what would make you more competitive ? what ideas could you glean from other industries ? what marketing would be free ?)

Exceptionally Efficient use of resources

- Be on top of your company numbers especially cash flow!
- Scrutinise the benefit of every penny spent and haggle for everything
- Look at cash raising ideas ( capital locked-up in assets , government funding )
- Be realistic about what’s possible in both short and long term

Inspire Your Team

- Increase the two way communication with your team. Be clear on what you want to achieve and listen to their suggestions.
- Re visit your initial vision and values, could you achieve them in a new way?
- Involve your team in “thinking outside the box” and in implementing changes to meet customer needs
- Be highly visible and look after your team ( recruitment is still an issue and is expensive )

Create a positive environment

- Be passionate about what you do and make activities fun
- Do yourself what you want others to follow ( visualise successful behaviours )
- Keep focus and energy levels high , celebrate each “ small “ success
- Be positive and motivated ( read inspirational books to keep you going ! )

From each of the sixteen top tips above each leader and each company will use them in the way most appropriate to their circumstances and industries. The overall themes though are generic to all (and true at any point in the economic cycle). Whether you are the conductor of an orchestra , captain of a ship, or chief executive of a footsie 100 focus on your customers , use your resources well, work with your team and create a positive environment !!
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com

Effective Leadership During A Credit Crunch

EFFECTIVE LEADERSHIP DURING A CREDIT CRUNCH

It is clear that the UK has entered a period of difficult economic times for both consumers and companies. Cash is less accessible, house prices are falling, 57 % of consumers have trimmed their spending (Mintel) and there has been a sharp drop in retail sales. How then do Leaders guide their companies and employees through these times?
In difficult trading conditions companies traditionally look to cut costs as a way of compensating for a projected/real fall in income. Leaders must be aware that there are, at least, three competing areas where needs must be satisfied to ensure a long team future – investors, customers and employees. When times are tough it is Leaders who must keep manage the uncertainty, keep people engaged and drive performance. How you treat your investors, customers and employees now will be remembered well into the future!

Effective Leadership during a credit crunch must involve
- Having a clear and compelling vision ( be focussed on results )
- Being pro-active ( generate energy and enthusiasm )
- Being open and honest ( communicate incessantly )
- Teamwork and trust ( pull together not in different directions )
- Creativity and Innovation ( if customers are focussed on value how do you change your product/strategy )
- Staying true to your values ( or you will permanently lose investors, customers and employees )
- Adopting an AND mindset ( not solely either/or options )
- Communication Mastery ( listen to your people and respond to their concerns in an impactful way )
Leadership is hard work. It is arguably even tougher during difficult times AND it is needed even more!

The Apprentice - exemplary leadership or tragic soap opera ?

The Apprentice – exemplary leadership or tragic soap opera?

I suspect that many of you will join me in watching the BBC series The Apprentice in a mixture of astonishment, awe and horror. The basic premise of a group of would-be leaders competing each week on different task to demonstrate their skills seems a sound one. The fact that they have given up jobs to be there and that Alan Sugar makes the decision could be seen to be a combination of confidence and risk taking. What though does the programme say about effective leadership?
If you review the behaviours demonstrated each week you may conclude that a leader
- Is the dominant member of a team and uses directive behaviours to get their way
- Is astute at team “ politics “ and ensuring others get they blame
- Is talkative (beyond belief) and unaware of what ears are for!
Alan Sugars Boardroom behaviours – being positive - could be said to be decisive, clear and emotional. Or simply idiosyncratic.
Let’s compare this to other views of Leadership. According to Bolden and Gosling (2003) some of the key qualities of Leadership are
- Integrity and moral courage
- Self-awareness and humility
- Empathy and emotional engagement
- Transparency and openness
- Clarity of vision
I believe (based on over twenty years of experience) that leadership comes from within us and is concerned with releasing the energy of the team. High performance leadership involves engaging mentally, emotionally and spiritually with your team. Focussed high energy leads to action and results.
So does The Apprentice showcase exemplary leadership behaviour or is it a soap opera?
In my view
- let’s remember the context – it is a TV show ( involving entertainment and editing )
- it is highly competitive – in the end there will be only one !
And to quote Kellerman (2004) “Leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and generous “
WHAT DO YOU THINK?

How to Successfully Manage Change ( part two )

How to Successfully Manage Change ( Part two )

In Part one I covered typical reasons people resist change and five key factors in managing a successful change programme. Part two covers how to increase pressure for change and methods for dealing with resistance to change.
Factors that increase pressure for change ( or reduce resistance ) include

- Take into account the needs/attitudes/beliefs of the individual. Ensure clear understanding of What’s In It For Me ( WIIFM )
- The greater the prestige of the change leader or desire to belong to the “ group “ the more attractive the change will seem
- Provide clear and specific information on the change to create a feeling of shared perceptions
- A group that has continued psychological meaning to an individual has more influence than a group with temporary membership

The six methods for dealing with resistance to change, according to Kotter & Schlesinger are

1) Education & Communication – where there is a lack of accurate information
2) Participation & Involvement – to gain participants commitment
3) Facilitation & Support – where people are having problems adjusting
4) Negotiation & Agreement – to avoid major resistance
5) Manipulation & Co-optation – where other approaches are seen as too slow
6) Explicit & Implicit Coercion – to override any resistance
The appropriate method for any company will need to fit the company values and be consistent with the change being implemented. A combination of approaches could be used with 1 & 2 potentially having the greatest chance of success though also the longest timescale.
Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial, depression, acceptance, testing, search for meaning and then commitment.

How to Successfully Manage Change

How to Successfully Manage Change ( Part one )

In today’s economic and business environment change is a constant. Whether firms are “losing“ staff, merging with competitors or launching a new business strategy there is a need to ensure change is effectively managed. Yet I am sure we have all experienced or seen change efforts that have gone wrong because not enough time had been spent on the softer side of change management – people!

According to Kotter & Schlessinger people resist change for four basic reasons
1) Self interest – they believe they will lose something of value to them
2) Misunderstanding and lack of trust- they do not understand why is this happening
3) Different assessments – they see different costs/benefits
4) Low tolerance of change – they fear they do not have the relevant skills
Bearing these in mind the key factors in a successful change programme have been identified as
A) Communication – a clear two way approach with all staff. Soliciting questions about issues and problems
B) Start with a Good Idea – no change techniques will save a poorly thought through plan or concept
C) Obtain Staff Commitment – involve staff in both the ideas and implementation stage
D) Provide Sufficient Resources – for example people, time ,skills ,money
E) Have a Plan – look ahead and allow for flexibility around problems
Being aware of the above and accepting that we are all human! will increase your chances of managing the change successfully.

Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial ,depression ,acceptance ,testing ,search for meaning and then commitment.

In Part two I will include thoughts on specific methods for reducing resistance to change

Leadership - is it simply what we believe ?

Leadership is Deeper than That


Over the years there have been many definitions of what we mean by leadership. Various traits and characteristics have come and gone with fashion. Below I will highlight how leadership goes deeper than simply how we behave.

Leadership has been variously defined as

“personal mastery “ and “ shared vision “ by Peter Senge ( The Fifth Discipline )

operating at the four levels of “personal, interpersonal, managerial and organisational” by Stephen Covey ( Principle-Centred Leadership )

a question of style matching situation via “ directing , coaching , supporting or delegating “ by Kenneth Blanchard ( Leadership & the One Minute Manager )

These begin to hint at what lies beneath a clearer understanding of what drives leadership behaviours.

I would ask you to imagine for a moment that our behaviours are a result our past experiences, our emotions and our beliefs. HOW we behave is an effect of WHO we are!

If you had the belief system that

- Everyone is out to get you
- Its not your fault
- No one cares about what you do
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Then consider how this would effect your behaviour. You are hardly likely to come bounding into work, full of energy and inspiration!

Alternatively imagine if you could choose to believe that

- You have unique inner resources
- You know what you want
- Focusing on a result moves you closer to it!

Roger Harrop (Staying in the Helicopter ) believes that the 3 attributes of leadership are belief, passion and courage. I believe that we are remarkable creatures with an incredible capacity to develop.

What is your belief system? How does it effect how you behave? What could you imagine yourself changing today?


Paul Maisey