Social Media: The Benefits Of Bigger And Better

Mark Zuckerberg, the founder of Facebook, turned the world upside down in 2004, when he made a way to share everything online. At the tips of your fingers, you could access photos from people in London, have a conversation with someone in New York and post and share information for the world to see from sitting on your couch. These easy tools can quickly connect people from all over the globe. Social media has changed the business world. It is time for you to hop on the bandwagon or get left in the dust!

By The Numbers: Discovering Linkedin

As of May 2014, there are currently 300 million people around the globe that are on LinkedIn. LinkedIn is a business site that allows you to connect with people in your field of work, in your company, from your school, among others. Your options are truly endless. If people have connected with you on LinkedIn then every time that you post something it will show up on all of their newsfeeds.
LinkedIn is a great way to get your business off the ground and to create a new client basis. Other than being a great tool for your business, LinkedIn has been a great example of what it means to evolve with time. They are one of the older social media sites yet they are still around and still popular because they are constantly updating their site and evolving to keep up with our fast-paced society.

Don’t Get Left In The Dust

Social media has the perks of being instantaneous. If you want to get your company’s name out there, it is a very efficient way to get that done. Facebook is one of the many ways that you can reach people. Their 1.23 billion monthly active users are completely at your disposal if you know how to manage social media correctly. When you have an event happening or something great has happened within your company, tell people about it! Making one quick post lets your followers be able to see your success at a moment’s notice.

Be The First To Tweet It

Twitter, although it looks as if it is overwhelming at first, is an amazing marketing tool. Not only does it keep you actively engaged in your community, it allows your community to stay actively engaged with you. Announcing an upcoming event via flyers, banquets or even webinars only reaches a select group of individuals. Although all of these ways of sharing information are somewhat successful, they only reach a small audience and your vision should be to reach all audiences in order to grow your client base.

More Than An Entertainment Destination

Youtube has become the place to watch videos. It is easily accessible to people all around the world (again, growing your client base). It is a one-stop-shop for variety and you are even able to create certain channels to organize all of your videos and edit them later as you please. Youtube is used everywhere and by everyone: from classrooms to couches, from children to grandparents. If you want to get your videos out there, all you have to do is post them. With each video, you can give develop tags. For example, you have a video about how to be successful in your business and you title it “Business Success Video” (hopefully you use a more creative title), well, when people search for Rihanna’s music video of “Nobody’s Business” your video will also come up because of the tagline business. It is an ingenious way of getting the common person to view your videos.

Growing Your Business

Social media is the root of success in today’s business industry. It is the most time efficient way to get your information out into society and expand your client base. Evolving with the fast paced, need-it-now society is the only way not to get left behind. Social media takes work to keep up with but once you get started it is only the beginning to an upward climb towards success.

Employee Engagement the Key to Success

A common complaint within the workplace these days is, “there is no communication around here. Nobody ever tells us what’s going on.” So everybody feels that it’s a communication problem. But on closer inspection we find that the problem is not a lack of messaging but rather a lack of engagement.

The workplace has become so politically correct, due to the diversity of the workforce, that in order not to offend many of us have become passive/aggressive. In other words it’s safer to ignore rather than engage. Because of this response the workforce misinterprets a desire not to offend, as offensive in that their read is that management does not engage because they do not care about the employees or worse yet management is hiding something from them.

Consequently living in this passive/aggressive world creates poor morale, a general malaise descends upon an employee’s work performance and rumors and gossip rule the day. This kind of behavior and response sets up an atmosphere of distrust which then leads to increased costs of supervision, the addition of more employees to get the job done because a general feeling of, “It’s not my job” prevails. So the cost of doing business rises higher than it needs to and the consumer feels that the product produced is substandard.

But there is an antidote to this problem and it’s easier than people think. It is actually quite simple in fact it’s called, “Engagement.” It is the ability to sincerely and repetitively engage your employees in a dialogue where you cover the issues of the day either in a group or individual situation depending on the subject matter. Engaged employees tend to be positive about their workplace, more productive in their actual work product and they also tend to do more than is expected hence for all these reasons the workplace is more profitable than the industry average.

Engagement though is not easy. To be effective it must be consistent, organized, and easy to understand in other words it must appeal to the employee as you explain what’s in it for them. It can’t have just a checklist feeling but rather the content, tone and outcome must be sincere, topical and informative. You have to work at it and spend the time necessary to be effective.

Engagement can be used effectively to educate, train, inform, motivate, discipline and praise. In fact it can be used in every communicative interaction if you want your workforce to be at the top of their game. It can be a happy time, a stressful time, an uncomfortable time but no matter what kind of time it is, even if it is difficult, remember that through conflict comes positive change.

So today, if you need to, start to retool your style to be, “Engaging,” as it will make your management life more productive, satisfying, and profitable and it just might get you that raise or promotion that you’ve been looking for. That’s what’s in it for you!!!

Good Resolutions and Lack of Conflict

Good Resolutions and Lack of Conflict is Only Possible with Good Management

By Bob Foley, CEO – 360 Talent Advisors

Unfortunately, conflict appears in our professional and personal lives and must be dealt with. Workplaces are common ground for conflicts that must be controlled before it gets out of hand. Unfortunately, weak management will run for cover and refuse to acknowledge that he or she has a serious problem developing. Conflict will not simply disappear and resolve itself. Without solid, strong management, conflict can escalates into a really big problem.

Every workplace or business has workers that disrupt everyone’s workday by manipulation, back stabbing, pointing fingers, lying and the list goes on. Adding to that is the lack of good leadership, shrugging off the problem or refusing to even see it going on. Good management does not play favoritism and does not ignore bad behavior or the disruptive actions of some workers. They understand that if problem is not resolved, they will lose good employees who are tired of a bad atmosphere. Poor working environments lead to a lack in productivity, clients being treated poorly and can lead to business failure.

Good management will recognize situations, realize the core of the problem and bring everyone back to a good resolution. Knowing how to resolve conflicts requires the skills to deal with situations and build a stronger workforce.

What Causes Conflict with an Organization?

People are people and conflicts do arise but in many cases it’s a misunderstanding that can be cleared up and everyone moves on. Other causes range from a struggle for power, jealously, egos and competition. Nine-tenths of conflicts are caused by poor communication or not having the ability to control one’s temper and behavior.


Communication between fellow workers and management must be clear, concise and understood by all. When communication is rarely addressed, employees will gossip, spread untruths or lack of job description. It is essential that management conveys accurate information and makes sure all the employees have been given this valuable information. Siding with one side of the dispute, without knowing the core of the issue, will only lead to more conflicts that will continue to erupt.


On more than one occasion, people will let their temper and their mouths run ahead of their brains. Saying hurtful or threatening comments is more than likely going to show them the door. In some cases, the disruptor is protected because he or she just happens to be “this month’s pet.” This is harmful to other employees leaving them to believe the “pet” can say and do anything they please without consequences. As mentioned earlier, favoritism can be deadly to a healthy work environment and management is totally at fault.

Understanding and Putting the Fire Out:

Management must step up to the plate and understand what’s causing the conflict before being able to resolve the situation:

First and foremost, try and understand what is causing an emotional breakdown with employees. What is triggering the conflict and what’s the catalyst.

Do not assume one party is totally at fault while the other is “as pure as the driven snow.” If management does not know the core of the issue, they should never assume.

Put yourself in the other employees position. Is lack of communication causing arguments amongst employees? Do you recognize that an employee might feel second rate to another employee because of favoritism? Staying neutral and listening to both sides of the situation should give a clearer understanding of what’s going on.

Clearly define employees’ responsibilities and make sure that duties are fairly distributed and not all tasks are placed on just a few workers.

Know your battles and choose carefully. Some situations may be a false storm because employees are tired so let it go. Situations that continually erupt need to be taken seriously and carefully reviewed. Bring the employees together and see if mutual ground can be found and the problem eradicated.

Use Your Best Communication Skills:

Listen to all parties involved and give each person the opportunity to relate their side of the issue. Only ask questions that will help clarify the situation. Do not criticize, accuse or blame one person without knowing the full story.

Sit down with other management personnel and see if changes in the environment, upping communications and recognizing all employees as equal could lead to a better business atmosphere.

Final Decisions:

Always keep a positive attitude, give people the benefit of the doubt and keep an eye out for any further problems. Most workers are good people and will try to work toward a positive ending.

Good management will seize the opportunity to see what is causing the problem, correct the problem and retain your valuable employees.

Emotional Intelligence

Emotional Intelligence

By Chip Wilson, CEO – 360Solutions

Emotional intelligence is one of my most valued leadership skills, and is behind any personal or professional development training I’ve done. Emotional intelligence is defined as “the ability to perceive, control and evaluate emotions,” and in order to move forward as an organization one must frame the way individuals communicate with one another, the way they think, the way they act and the way they see conflict or situations.

More importantly, before any changes can be made, it’s crucial for us to start by analyzing who we are and why we make the decisions we make.

There are four critical components through which we see the world, and situations that arise in the workplace.

  • Fear—We feel powerless and out of control. We do not like what is happening and yet are unable to change it. We are reactive, blame others or seek escape. Life is a hassle.
  • Duty—
We have control over our lives by conforming to what others expect. We are “good” and “honorable” people. We build security, submit to the rules and avoid problems with others. Life is safe.
  • Achievement—
We seek importance and meaning through our achievements. We project a competent and “together” image to others. We are productive, goal-oriented and competitive. Life is good when we perform well.
  • Integrity—
We are alive and happy. We unconditionally accept what is, and recognize numerous choices about how to respond to the events and circumstances of life. We believe in ourselves and care about others. Life is great.

It’s essential to be aware of how our emotions affect us individually. Without such awareness, it’s nearly impossible to function and thrive within a high performing team or organization. Emotional intelligence is proven to have a direct impact on professional success, and if each individual focuses on being emotionally aware, the organization will incur greater long-term success.

Awareness involves several things:

  • Being fully present
  • Seeing reality clearly and for what it is
  • Recognizing the choices we make
  • Making choices based on the present, rather than past emotions or concerns
  • Being active and independent

Chip Wilson, founder and CEO of 360 Solutions, LLC, is a visionary who has an overwhelming passion for helping others develop their entrepreneurial spirit. With extensive knowledge of the training and development industry, Chip regularly has the opportunity to share his skills and successes with others. He can be reached at [email protected]


Why Leaders Must Be Strong AND Gentle

Back when I started my career (insert Dark Ages joke here), we were always taught that leaders were “strong,” not just in business but in society overall¬—family, religion, politics. However, as I moved through my career, I was fortunate to work with many of what I would consider great leaders (and just as many awful leaders, but that’s for another time.) So gradually, my definition of a great leader slowly evolved. And it wasn’t just me. Many respected authors and researchers began to define strong leaders according to some similar characteristics.

  • They are focused. A laser focus on what matters to the point of single-mindedness.
  • They are clear. Openly clear about what they want to achieve on both specific projects as well as the overall direction of the company.
  • They communicate objectives. The goals and targets are communicated in firm, unmistakable language.
  • They are decisive. They collaborate with their team, but possess the ability to quickly weigh the input and options to make the final decision.
  • They are confident. Typically, I’ve seen great leaders possess a high level of confidence and a touch of individuality.
  • They are resilient. They are more resistant to criticism, but will meet opposition to their ideas and decisions head on.

Recently, I’ve seen a lot of writings about “gentle leadership.” Researchers and leadership authors describe a different set of characteristics for this gentle leader:

  • They are open-minded. They often reflect on what is possible.
  • They are emotionally intelligent. They listen carefully and provide a more nurturing feedback.
  • They welcome opposition and see it as the path to process improvement and an entrepreneurial culture.
  • They make collaborative decisions as often as possible, soliciting the input of their team.
  • They communicate redundantly utilizing different styles and communication vehicles.
  • They empower and delegate, not just with the tactical executions but also the overall responsibilities and decision-making.
  • They build teams both within and without the organization.

Both of these lists lean dangerously toward stereotypes, in my humble opinion. Taking a page from the great leaders I have worked with, I believe the best leaders possess many or all of these characteristics in combination. They simply become more acute given the situation. Unlike many researchers and authors, I also do not believe great leaders are hard-wired, or born with these talents. We’ve seen too many of our clients actually learn the skills needed to provide strong leadership. These traits can be taught.

Interestingly enough, the trend we’ve seen recently when we perform our initial analysis of a company or organization is a demand, from the employees, for leaders who are strong vs. gentle. Based on our follow-ups, we’ve discovered this is most often because of the employees’ changed expectations in the aftermath of the 2008 financial meltdown.

Employees need their leaders to 1) reduce their uncertainty and 2) to help them feel as if they are not moving backwards or standing in one place.

When faced with uncertainty, employees will simply fill in the blanks. And the data they usually fill in is most likely highly inaccurate. So in these circumstances, they feel more urgency for a leader who “takes charge,” who offers clarity about the tasks that need to be completed, and who makes quick decisions. However, these characteristics tend to manifest as extremes in some leaders when the going gets tough, creating employee frustration about their lack of ability to provide input and participate in positive outcomes.

In our experience, we’ve seen a more gentle leadership approach—punctuated with the occasional “strong leadership” qualities—tend to create a culture that produces more sustainable and consistent outcomes. For example, the model we often suggest is a strong leadership at the beginning of organizational initiatives, followed with more gentle tactics as progress is made. It can be challenging to implement, but with training and practical exercises, we’ve seen it create strong, rather than gentle, results.

Top 5 Habits of Highly Effective Communicators

  1. Mind the Say-Do Principle. If your actions don’t align with your words, it’s a cause for destruction.  Communication is all about trust, and it’s better to say nothing until you’re certain that your actions will also follow through.
  2. Vow for Simplicity.  Information is thrown around 24/7, making simplicity not only powerful, but also necessary.  Effective communicators have the ability to turn complex thoughts and strategies into simple, memorable statements that employees can grasp and act upon.
  3. Find Your Voice. Don’t opt for the “corporate voice” that executives are so fond of.  Concentrate more towards being distinct and real. People respect real, and follow real. If you are genuine, then your employees will respect and listen to you for it.
  4. Be Present. Being present means you must interact with those whom your communication is directed towards. Email definitely serves a valuable purpose, but effective communication requires face-to-face contact. Make sure you’re spending equal amounts of time on every floor, starting from the ground-up.
  5. Listen In More Ways Than One. Effective communication is two-way. Good leaders not only ask great questions, but they also listen with both their eyes and ears.  Don’t be so focused with getting your message heard, that you forget to recognize what you’re seeing and hearing right in front of you.  Sometimes a person’s body language will tell you everything you need to know.

Leadership must be earned. But first, it must be taught.

During one of our recent webinars, one of our attendees posed this question: “How do you handle those in management positions who push down future leaders because of their own personal agenda to be promoted?”

Great question.

We’d all love to think this type of manager only exists in Hollywood movies, but sadly it’s probably more the rule than the exception. Especially in organizations with limited individual accountability. Like large companies where individuals fade into the burled woodwork. Or in bureaucratic organizations like hospitals or government agencies.

However, in high performance organizations, this type of leader is incredibly short-sighted. High performance companies require results. The level of results generated only by highly effective teams. These teams are made up of employees who simply don’t work for leaders they don’t trust.

Recently, we worked with a company struggling with many of the same problems Cynthia McCauley (a senior fellow at the Center for Creative Leadership) identifies as symptoms of a company lacking leadership.

  • There is lack of agreement on priorities.
  • People feel as if they are being pulled in different directions.
  • There’s inertia; people may be busy, but they aren’t making progress.
  • Things are in disarray: deadlines are missed, rework is required, there’s duplication of effort.
  • People feel isolated from one another.
  • Groups compete with one another.
  • Only the easy things get done.
  • Everyone is just asking “what’s in it for me?
  • People are not “walking the talk.”

Do any of these symptoms exist within your organization? Consider executing an anonymous employee engagement survey to help you identify problem areas. This is where we started with our new client.

The executive team had had previous conversations with their employees and managers. As expected, everything seemed to be perfect. So why was there still inertia? Seated across from you, employees will tell you what they think you want to hear, but when they’ve been guaranteed anonymity, the real truth comes out.

We discovered 26% of their managers felt unprepared to transition into management roles. They were afraid to admit it, feeling it revealed some sort of personal weakness. They made some assumptions about what being a leader meant. Many enforced their own agendas through threats and intimidation. They failed to lead by example. They executed their management roles well, but their teams were inefficient. As Peter Drucker famously stated that “management is doing things right; leadership is doing the right things.”

It wasn’t entirely their fault. They did what they THOUGHT leaders were supposed to do. They didn’t realize that leadership can be taught. There are natural leaders, of course, but most leaders are created. Our client’s managers had not received any leadership training. They had been trained on how to execute their job, but not their role.
Effective leaders work constantly to improve through education, self-study, training, experience and coaching. It’s a process, not a seminar. For our client, we implemented trainings, but, more importantly, coached them through real-life scenarios so they could learn through applied examples. As a result, their leadership learned:

  • To put relationships first. Not to just establish relationships but to nurture them by making time for their colleagues and those they mentored. They become aware that making respectful connections is critical to creating a successful transformation. They begin to genuinely care about the development of their employees. They go to bat for them with the executive team. They learn to ask questions about their feelings, not just how their doing, and genuinely care about the answer.
  • To communicate in meaningful ways. They understand how both their roles and the roles of each of their team members fit into the broader goals of the organization so they can communicate it clearly and coach it regularly.
  • To keep their egos in check. After one of our workshops, we watched as our new leaders began to talk about themselves humbly while sparing no adjective in their praise for their employees. They immediately connected with their employees. Remarkably, they began to speak the same way about their teams when talking to their customers and the customers began to connect as well. In Danial Coleman’s book Emotional Intelligence, he writes of the two human brains: one that thinks and one that feels. By changing their practices, our new leaders began to connect through feeling thus creating stronger relationships.
  • To use humor. Humor strengthens relationships and has even been shown to improve the health of the individual and those around him or her. It builds positive emotions and helps reduce feelings of anger, depression or anxiety. For our client, we implemented our Executive Improv training. While improv is often associated with humor, it really enables leaders to listen more accurately, think on their feet and work with those around them. Humor is just a happy side benefit.
  • To lead with their strengths. Highly effective leaders learn to identify their unique blend of strengths and skills and leverage these to better the team, She surrounds herself with those who have complementary strengths.
  • To live with their strengths. Since leaders recognize their strengths, they also realize they cannot be all things to all people. Results don’t come from micro-managing or doing everything themselves. Instead they inspire those around them to maximize their own strengths and work effectively as a team.
  • To manage pessimism. Notice I didn’t say eliminate. Some pessimistic thinking can be healthy if leveraged correctly. Leaders can learn to focus their time and energy on those things they can control and when to change lanes when certain strategies aren’t working. They recognize that sometimes things just suck, so they embrace it and ride it out. And finally, they are good at compartmentalizing so the bad things in their lives don’t slop over into the good things.
  • To snicker at the concept of luck. Effective leaders pursue goals with passion and a dogged persistence. They don’t back down from challenges and define themselves by how they react to failure, not by the failure itself.
  • To understand the value of energy. Every employee should learn how to move efficiently from energy expenditure (those stressful times) and energy renewal. However, refilling their emotional tank is key for leaders and managers and they identify when their employees need it as well.

Remarkably, this actually comes naturally for most of the leaders we train. Certainly, habits can be deeply embedded and hard to change, but these habits are based on decades old perceptions of how a leader is supposed to act. Caring for their employees is far more natural. And far more effective for highly effective companies.

Defining Your Integrity

Must leaders have integrity? Most people would say they do without hesitating. However, defining integrity is not black and white. Integrity is not something that is defined in a book. It’s not something that’s defined by someone else. Integrity is you deciding what’s important to you.

As a leader, how do you perceive integrity? What do you want your life to look like? How do you want to be perceived by others? You create a model of integrity based off your own opinion. It’s not how someone else thinks you should live. It’s not how your boss, your spouse, or your family or friends perceives you. It’s how you define it.

Here is one way to create the definition of your own personal integrity. Write on a piece of paper the things in your life that are negotiable. Then, write the things in your life that are non-negotiable. The things that you are not willing to compromise on, the things that you are not willing to change and the things that you are not willing to get rid of in your life. Once you can truly determine what your non-negotiables are in life, it makes it easier to identify what your integrity paradigm looks like.

So, if only you can determine your own personal definition of integrity, what traits do you think leaders must possess? Are they tangible? Can they vary? And, how does a leader’s level of integrity affect those in the organization?

Real-World Team Building Activities to Enhance Engagement

Team building exercises can range from simple to outrageous and from highly effective to worthless – it just depends on who is hosting, the budget, and most importantly, the purpose. Yet, team building activities are essential to creating high performance teams.

Team building activities play a pivotal role in building and maintaining high performance teams. You can literally draw a direct line from employee and team performance to overall organizational success. Therefore, one of the most important organizational activities is one that makes team building a priority.

There are a variety of organizational benefits gained by engaging in team building activities, including but not limited to:

  • When properly executed, team building activities improve relationships and strengthen the bonds between team members by illustrating the interdependent nature of teams and how working together synergistically is fundamentally important to the achievement of the stated goal or goals
  • They also help team members understand the importance of and improve the quality of communication as it is a hallmark of all high performance teams to effectively communicate and coordinate their activities and actions
  • They can help improve trust, which is the glue that holds all high performance teams together, and the elements of trust include but are not limited to capability, credibility, and consideration

Team Building High Performance LeadershipThere are a variety of ways to engage teams in these types of exercises. One school of thought is to present real world problems. This is especially true when the exercise is targeted toward management but can also work well when the exercises are directed at other or all levels. Simulation exercises under the right set of circumstances can also work well.

A couple of my favorite activities focus on improving communication skills within teams.

For the Back-to-Back Drawing exercise, the leader divides the group into pairs and has each pair sit on the floor back to back. One person in each pair is given a picture of a shape and the other person is given a pencil and pad of paper. The people holding the picture are to give verbal instructions to their partners on how to draw the shape without actually telling the partners what the shape is. After they’ve finished, each pair is asked to compare their original shape with the actual drawing and the following questions can be discussed:

  • How well did the first person describe the shape?
  • How well did the second person interpret the instructions?
  • Were there problems with either the sending or receiving parts of the communication process?

Mine Field is a great exercise if there is a large room or outdoor field. A “mine field” is set up using chairs, balls, cones, boxes, or any other object that could potentially be an obstacle and trip someone up. Enough space is left between the objects for someone to walk through. Next, the group is divided into pairs with close attention to who is matched together. This is a perfect opportunity to work on relationships, so it is wise to put together people who have trust issues with each other. One person becomes the “mine walker,” is blindfolded and is not allowed to talk. His or her partner is asked to stay outside the mine field and give verbal directions, helping the “mine walker” avoid the obstacles and reach the other side of the area.

Before beginning, partners spend a few minutes planning how they’ll communicate. The activity leader should make sure there are consequences when people hit an obstacle. For example, perhaps they have to start again from the beginning. This activity can enhance trust, increase ways to verbally communicate and instill a sense of accomplishment for the teams.

Organizations must determine how important it is to tailor the activity to a specific group to avoid resistance and poor participation. This is a logical concern as it is critical to ensure that employees build upon what they have learned when they return to work. One sure fire way to create apathy is to engage in an exercise that is unrelated to their work. Now don’t get me wrong, there can be a place for these types of activities as having employees engage in purely fun activities as a respite from the constant bad news may reduce stress and foster togetherness and engaging in a philanthropic activity can make employees feel good about their company. However, neither translates into helping to solve an immediate or pressing business problem, such as how to streamline a process or readjust to new circumstances.

Finally, it is important to remember to account for different styles and personalities. Whereas one employee may love a certain exercise, another may hate it. It’s important to engage in activities that have different roles to account for personality differences or those that are varied enough to place employees in different roles than those they’re used to, so they can appreciate what other team members are going through. Also, choosing a facilitator who will tailor the program to you is a must. Make sure the person or company you choose to work with will evaluate your organization’s needs and will focus on what you want to accomplish rather than insist on what they think you need.

You CAN Buy Time!

You CAN Buy Time!

By Chip Wilson

In this issue of HPL Insider, our faculty discusses the topic of managing time. Time is a precious commodity, especially in today’s business environment. Things are changing fast and leaders are forced to keep up—or risk falling behind the competition. The organization that can use their time most efficiently will produce work quickly and develop repeating clientele in the long-term. Time is something we cannot waste.

The biggest mistake leaders make when it comes to managing time is continuing to devote time towards activities that no longer deserve it. As I have stressed many times before, senior management holds the overall vision for an organization’s future. You determine where the time goes each day, and your employees follow. If senior management spends their time ineffectively, employees will intuitively become less efficient.

As we look at time management this month, I challenge you to assess the way you spend time each day. Are you checking emails for two hours? Conducting conference calls the whole afternoon? Writing down your daily schedule will provide a better look at how time is spent. Afterwards, decide which of these tasks can be directed towards another employee or which tasks can be deleted altogether. A new daily routine can be established once you take charge of your schedule—decide to choose productivity over indolence.

High Performance organizations know and understand the value of time. I hope the insight provided by the HPL faculty members featured in this issue shed some light on how managing time can enhance your ability to meet your goals and improve your bottom line.

Chip Wilson, founder and CEO of 360 Solutions, LLC, is a visionary who has an overwhelming passion for helping others develop their entrepreneurial spirit. With extensive knowledge of the training and development industry, Chip regularly has the opportunity to share his skills and successes with others. He can be reached at [email protected]