CG Consulting Group LLC

The Art of Reinvention: How to Transform Your Career Again and Again

Christine Glasco — Wed, 16 May 2012 13:11:42 +0000

Normally, I draft Blog articles on Saturday afternoon. I reserve Fridays for thinking about my accomplishments and things I didn’t get done through the week and Sunday is for rest, rejuvenation and ‘contemplating’ possibilities. So, this past Saturday, I started writing an article with the working title of The Art of Reinvention: How to Transform Your Career. I had a nice little model that I designed to tell the story of the process of reinvention.

Then, I thought well this is stupid.

Everybody knows the concept of reinvention. So, why are you going to be one of the tens of thousands who rehash the information?

At that point, I did what I normally do – I let it sit. When I write, I think, I draft and then I let the article percolate for a day or two.

Well, the percolation process led me to think about what’s really important about reinvention.

It is not the ability to identify what changes are needed to transform a career; to discover talents, or hidden dreams; to design the next career chapter and to live the new career.

What is REALLY important? Sustainability.

I learned this – THE HARD WAY. It was one of my most challenging life lessons.

In 2001, I started writing My Big Career Transformation Plan. At that time, I was coaching executives going through career transition and my favorite thing was to ask them “what would you like to be doing five years from now?” I asked each individual that question even though they had just been fired, downsized or laid-off. I even asked the executives who were devastated, mad, afraid, paralyzed or stymied.

What’s interesting: one day, I asked myself that question and I realized I didn’t have an answer.

So I started the process of identifying, discovering, designing and living my five year plan.

Then (exactly five years later) in 2006, I had the opportunity to take a leap into my new career destiny. I thought at the time – “well I am done now, I am doing what I want to do, I have reinvented my career!”

I was partially right and a whole lot wrong.

I only thought I was prepared for this reinvented career. Actually, the first year or two, everything went pretty well. Then the reality set in and I realized that the initial preparation and learning launched me into my reinvented career – but the initial preparation and learning did not prepare me for sustaining the career change.

Here’s what I discovered:

…Career reinvention is not an event. If I wanted to keep doing this reinvented career thing, I would need to design and incorporate continuous new learnings, new strategies, and I would have to do some things I didn’t have the background or motivation to do. I would have to do them not when I was on top of my game – but I would have to do them as I saw my reinvented career heading in the wrong direction…

In the last two years, I began to understand the art of reinvention: how to transform your career again and again. I turned around and ‘reinvented’ my reinvented career that was not serving me by:

A question for you to consider:

What opportunities do you have in your leadership career for reinvention?

Christine M. Glasco consults to company executives, business owners and non-profit leaders on career management/career transformation and strategic leadership development solutions. To request a complimentary copy of Five Tips to Transform Your Executive Career and to receive Who Needs a One Page Career Plan? You Do! go to: www.christineglasco.com Email: info@christineglasco.com Phone: 1.940.367.0837

Technorati Tags: Career Reinvention, Career Sustainability, Christine M. Glasco, Leadership Career Reinvention, Leadership Career Sustainability, The Art of Reinvention

When Do You ‘Grow Up’ As A Leader?

Christine Glasco — Wed, 09 May 2012 12:00:04 +0000

Q. When do you ‘grow up’ as a leader?

A. You ‘grow up’ as a leader when you have no other choice!

One day recently, I was trying to recall when I became a “leader” in the eyes of the company and personally – in my own eyes.

What was going on the day I crossed a huge chasm, achieved a major shift in how I was perceived and how I perceived myself?
What actually happened to ‘grow’ me from middle manager to anointed leader?
What were the determining factors that contributed to my leadership career success?

Well it’s been awhile for me – but I remember the company, the role, the circumstances and the number of days, weeks and months that I didn’t eat or sleep. So I started asking friends, former clients and current clients – when did they jump from manager to leader?

I heard a lot of stories – happy stories, triumphant stories, sad stories, unbelievable feats of strength stories and funny stories.

As they told me their leadership story, I began to see similar themes emerge around two indicators: the amount and type of personal preparedness they experienced (or the lack thereof) and the organization’s environment (e.g., pressures, marketplace and requirements). The individuals related their first leadership experiences in terms of stepping into a role where their personal readiness was tested and often forged by organizational pressures.

If you are an aspiring leader – have you thought about when do you ‘grow up’ as a leader? If you are a seasoned leader, what’s your leadership success story and what’s the source of your leadership career success?

Questions for you to consider:

Can you pinpoint the day, time and circumstance when you leaped into a leadership role?
What do you need to do to prepare for a move to the next level in your career?

Technorati Tags: Christine M. Glasco, leadership, Leadership Career Success

The 5 Disappointments of a Leadership Career

Christine Glasco — Thu, 03 May 2012 12:00:22 +0000

Disappointment 1

Not laying the groundwork for being the candidate of choice (based on your competencies and abilities) for the ‘perfect’ promotion.

“You are here… The skills and habits that have taken you this far, might not be the right skills and habits to take you further.

You can get ‘there’.

But you have to understand that what got you here won’t get you there. Let the journey begin.” Marshall Goldsmith, What Got You Here Won’t Get You There

Disappointment 2

Not developing a leadership career value proposition platform and not leveraging your value proposition to achieve future career and organization growth.

“Based on a survey of leading market analysts globally… the quality of senior leadership—including core capabilities as well as personal qualities such as honesty and integrity—has a direct, and measurable, impact on analysts’ assessments of whether companies have been successful and will be successful in the future.

The analysts who said the quality of leadership affected their valuations awarded, on average, a premium of 15.7% for particularly effective leadership—and a discount of 19.8% for its opposite. To that end, the gap between the value of a company with good leadership and that of a company with weaker leadership could be more than 35.5%.

The report indicates that analysts look for three core components when assessing an organization’s leadership strength:

Strategic clarity – a clear vision of what the organization needs to achieve.
Successful execution – proven ability to meet objectives.
A culture of innovation – commitment to enterprise; an environment for ideas.

In addition, analysts look for two attributes that support these components: effective corporate governance and effective leadership characteristics.” Deloitte, The Leadership Premium

Disappointment 3

Not building a key influencer internal and external network.

“Building a network is really a lot like digging a well. First, there’s a decision. ‘Guess what? I might be thirsty one day. I just might need a well to draw on.’… Then there’s the homework —- getting prepared to dig… Then you have to actually get started. That’s a hump a lot of people never get over in other areas of their lives. But the good news is, as far as networking goes, you’ve already started… Now you have to expand and excavate from where you’ve started digging.” Harvey Mackay, Dig Your Well Before You’re Thirsty

Disappointment 4

Not anticipating or understanding when your career is ‘derailed.’

“The real message here is: most of the time, the executives knew things were changing. The company culture or the strategy or what was viewed as the ‘right’ leadership style had changed. The company did not want as much change as they advertised when hiring. There was a poor fit between the incoming CEO and some of the tenured senior leadership team members. A merger or acquisition required a major turnaround or growth strategy. Things changed.

And yet, they did nothing.

When I say they did nothing, that’s not really true. They worked longer hours; they tried harder; they had meetings and discussions with the CEO or Board; they held their tongues; they sometimes spouted the company line – but in the end they were terminated.” Christine M. Glasco, The 18 Month Syndrome

Disappointment 5

Not understanding the value of branding your leadership career and not being able to articulate your brand.

“Building a brand is [a necessity] for any leader who wants to be successful. Even if you never want to become the CEO, if you are a leader, you need a brand.

Your brand will help you attract the right people to your team; align them around a common purpose; mediate issues; get things done across the matrix of the organization; influence your CEO, board, and executive committee; and also helps you create a more dynamic, high-functioning organization. Your brand will help you to win trust, create legions of fans, attract new opportunities, and advance in your career.” Suzanne Bates, Discover Your CEO Brand

A question for you to consider:

Do any of the 5 disappointments of a leadership career ring true for you?

Technorati Tags: Career Brand, career derailment, Christine M. Glasco, Executive Career Derailment, Leadership Career Disappointment, Leadership Career Value Proposition, Networking, Value Proposition

How to Achieve Leadership Career Satisfaction Using a Balanced Scorecard

Christine Glasco — Wed, 25 Apr 2012 14:57:48 +0000

“As a model of performance, the Balanced Scorecard is effective in that it articulates the links between leading inputs, processes and outcomes and focuses on the importance of managing these components to achieve the organization’s strategic priorities.

The earliest Balanced Scorecard comprised simple tables broken into four sections… these “perspectives” [domains] were labeled “Financial”, “Customer”, “Internal Business Processes”, and “Learning and Growth”. Designing the Balanced Scorecard required selecting five or six good measures for each perspective.”

A Leadership Career Balanced Scorecard is, in essence, a strategy map delineating four domains and the associated questions. Each domain also should have specified objectives, targets, measures, action items and results to be achieved based on the goals of the leadership career vision.

Leadership Career Balanced Scorecard

Many executives have told me a variation of the following excuse for not managing their career:

“I update my resume every couple of years and I get calls from recruiters every couple of months. I know that I am not adequately managing my career – but I can’t seem to find time – or I don’t make the time to network, or anything else remotely related to managing my career.”

How might this ‘laissez-faire’ approach impact career satisfaction?

If you don’t manage your career, you can’t assess how you are doing or even if you are doing the right things to up-level your career. When you have a strategy map that articulates your leadership career vision and you develop relevant domains and questions then specify objectives, targets, measures, action items — you are more likely to experience career satisfaction.

Here are some recent statistics that illustrates the trends in top leadership (executive level) satisfaction.

Executive Satisfaction:

A recent Bluesteps Executive Satisfaction Survey found that “41% of [executive] respondents are dissatisfied in their current position
While many executives were concerned about job retention during the recession and were less likely to consider a career move, a tipping point has now been reached as the economy improves. 70% of survey respondents reported that they are now actively looking for new career opportunities, demonstrating a renewed interest in career progression and an increase in the opportunities available within the executive job market.
The survey also asked respondents to rank the elements of a role that provide the most satisfaction (they were asked to select their top 3). A challenging role (78%) and adequate compensation (70%) were their top criteria, followed by the opportunity for career progression (45%). A good work life balance continues to be important to senior executives, with 37% rating this as an essential aspect. Interestingly, despite the scale of the recession and the effect this had had on executive satisfaction, only 15% of respondents rated job security as a crucial element of their job satisfaction.
In an ExecuNet Survey, 93% of CEOs, presidents and top business executives reported they’re engaged in their current role, but only 75% said they’re actually satisfied with it. Also, roughly 7-in-10 other C-suite executives and others at the vice president, director and manager levels are likewise engaged in their day-to-day work, but only 5-in-10 said they feel a sense of overall job satisfaction.

Given these statistics, in order to achieve long-term career satisfaction, executives might want to rethink how they manage their careers and implement a balanced scorecard approach that requires a quarterly analysis of results achieved in the four domains.

Questions for you to consider:

How satisfied are you with the current state of your career?
What performance metrics have you established with which to guide your career attainment activities?

Technorati Tags: Balanced Scorecard, career management, Leadership Career Satisfaction, Leadership Career Success, M. Glasco, Strategy Map

The Employability Probability of Executives in Career Transition

Christine Glasco — Thu, 19 Apr 2012 17:15:13 +0000

In February, I wrote a blog – Crack the Code: Discover The Strategies to Prevent or Recover From Long-term Unemployment! A former client who is in career transition sent the following response:

I called AB after receiving this email and he related more of the background of his counterparts who are in transition:

“Through networking, I have been in contact with about 200 transitioning mid-senior level leaders (directors and VPs), senior executives (EVPs & SVPs) and CXOs. Twenty percent of the total are female, the rest are males (mostly white males – very little diversity). Most are in the late 40s to early 60s age group.”

A.B. told me that he noticed the following trends in what I call the ‘employability probability’ of those who experienced long-term unemployment:

Some over 50, over paid execs with no digital or social media background, average (not top) performers – just checked out. They are not actively looking, they are not really networking: they are marking time. They might take a consulting job here or there if it fell into their laps.
The executive job seekers with Business Development or Sales backgrounds are starting to get traction in the marketplace.
The executive job seekers who are OK financially and can’t relocate – they have truly ‘exited’ the job market. They are not looking, not doing much at all – they are waiting for the market to return. From a morale and self-esteem standpoint – they have pulled themselves off the market.
The executive job seekers who can relocate and who are not financially able to retire early are actively looking in other parts of the country.
Executives with a background similar to his, who specifically designed their career based on gaining breadth vs. depth, are finding it especially difficult to be successful when in competition with candidates with solid one industry and deep technical or sales (customer experience) backgrounds.

His observations are eerily accurate when viewed in conjunction with the Economic Policy Institute’s findings concerning unemployment statistics compared to the number of job openings (regardless of job level):

AB also told me that he had an “enlightening courtesy interview with a very honest Executive Recruiter.” The recruiter provided an assessment of AB’s career history as: Pros – excellent experience in several totally different industries; achieved noteworthy results in broad GM/COO roles; well-written and quantifiable bottom-line achievements and leadership roles in top tier mover/shaker companies. The recruiter recounted the Cons as – little CRM or direct customer experience; little top-line growth background and light functional/technical depth.

The recruiter also told him: “You are almost unemployable – you are neither fish nor fowl. To beat your competition and to be the candidate of choice, you would have to convince me and the potential employer that being neither fish nor fowl is a distinct advantage and a unique value proposition.”

AB has not been idle.

He has rebranded; ‘differentiated’ himself; developed an integrated marketing strategy; identified his value proposition; moved to a part of the country where his background might be viewed as an asset; accepted a strategic partner role in an equity firm and is well on his way to opening a consulting practice while he waits for the market to turn.

He has not checked out; he has tuned in.

If you are in transition, please let me know how you are doing and your observations of the marketplace, by leaving a post in the comments area on the blog page.

A question for you to consider:

If you were laid-off, terminated, fired or involuntarily released from your employer today – how would you assess your ‘employability probability’?

Technorati Tags: career transition, Christine M. Glasco, Employability, Executive Job Seeker, Executive Transition, Executive Unemployment

Leadership Career Dilemma: When Should You Stay vs. When Is It Time To Leave?

Christine Glasco — Wed, 11 Apr 2012 13:45:56 +0000

If you have been wondering: when should you stay versus when is it time to leave your current position, I suggest you make an informed decision using criteria that is important for you.

Identified below are some of the data points and scenarios that I have experienced or that have been told to me during coaching sessions with clients who are contemplating the pros and cons of staying or leaving their employer. Of course, the information has been disguised to maintain confidentiality.

Is it time to quit your job? When you are facing a leadership career dilemma: when should you stay versus when is it time to leave, remember to:

Develop a list of criteria that is meaningful for you and your career.
Identify the pros and the cons.
Consider designing a weighted system for analysis. Some of the criteria will be more important to you than others.
Think about the current situation and also project your current feelings and concerns into the future. Are you able to predict with a level of certainty whether your concerns will be exacerbated or successfully resolved?
Design your go-forward strategy (regardless of whether you decide to stay or leave) and build in milestones and checkpoints to ensure you are on track.
Reassess your strategy and adjust as necessary.
If you decide to resign, do your homework. How to Resign Gracefully offers a number of great tips.

A question for you to consider:

Should you stay or leave your current employer?

© All rights reserved.
Christine M. Glasco consults to company executives, business owners and non-profit leaders on career management/career transformation and strategic leadership development solutions. To request a complimentary copy of Five Tips to Transform Your Executive Career and to receive Who Needs a One Page Career Plan? You Do! go to: www.christineglasco.com Email: info@christineglasco.com Phone: 1.940.367.0837

Technorati Tags: career transition, Christine M. Glasco, Executive Transition, Leadership Career Dilemma

The Leadership Gap Recipe

Christine Glasco — Wed, 04 Apr 2012 11:00:30 +0000

The Compliment

The greatest leadership competency compliment I ever received was from a subordinate who said : “Christine, you have a natural talent to show us the future.” I liked the fact that she recognized my visionary talent.

In fact, I reveled in it and I mentally patted my psyche on the back for several days.

What I Didn’t Know Then

What I didn’t know then – I could get ahead of my team – far ahead of my team and leave them thinking:

“How do we get there?”
“Where’s the manual or roadmap?
“What am I supposed to do now?”
“What should I do with…?”
“Here we go again…”

What I had to learn: the best way to share a new vision was to become proficient in establishing an environment for collaboration in order to brainstorm the steps that would operationalize the new direction.

Most consultants and managers describe the difference between where you are and where you want to go as ‘The Gap’ which is typically attributed to or referred to as a team member gap. The team member gap is normally characterized as a lack of knowledge, a need for training, a lack of sufficient motivation, etc.

I have found that the difference between where you are and where you want to go is actually a ‘Leadership Gap’ – that speaks more to the leader’s need to develop the learning agility gene in order to become more self-aware and collaborative.

The Awful Realization

Here’s the awful realization: I could have provided great tools and training programs for my team to bridge the ‘The Gap’ – and still not achieved the goal without realizing I needed to first change myself by acknowledging my ‘Leadership Gap’.

A question for you to consider:

Were you happy with the result of your organization’s last vision shift or major change strategy?

Technorati Tags: Christine M. Glasco, Leadership Competency, leadership development, Leadership Gap

When Is It Time To Rebrand Your Leadership Career?

Christine Glasco — Tue, 27 Mar 2012 20:12:19 +0000

You are in your late 30s, 40s or early 50s. You have lived a charmed life; you have a lot to be thankful for.

You have suffered through some leadership career setbacks – but (knock on wood) you have successfully ‘traversed’ turbulent business waters and made smart/strategic career moves
You have a few ‘sandwich generation’ issues (elder care and saving for tuition), but nothing major
You have a supportive spouse/significant other
You have traveled (for business and leisure); you have some interesting hobbies and some nice ‘toys’

So, why are you thinking:

Instead of helping clients find their next opportunity as a result of a downsizing – for the last few months I have been working with clients on developing strategies for ‘WHAT’S NEXT?’.

Fifteen years ago, Tom Peters authored a groundbreaking book outlining the need to establish a personal brand. Peters predicted that in the years to come, we would all need to differentiate ourselves from others doing the same type of work and we would use that differentiation to compete on a global stage.

Because of Peters’ and others work on this subject, I no longer receive blank stares when I ask potential clients to describe their personal or leadership brand.

What is interesting – is to note their reaction when we discuss the need to rebrand as part of their ‘WHAT’S NEXT?’ strategy.

“Rebranding is the creation of a new name, term, symbol, design, or a combination of them for an established brand with the intention of developing a differentiated (new) position in the mind of stakeholders and competitors.”

Here is a framework for you to consider when it’s time to rebrand your leadership career.

You will note that this model has a loop back to the beginning. You do need to periodically update your current leadership career brand and to also to consider rebranding to signal a new focus or avenue of pursuit.

Good luck!

Questions for you to consider:

What is your Leadership Career Brand?
Are you contemplating career changes in the next couple of years?
Do you need to start the process of rebranding – now?

Technorati Tags: Career Rebranding, Christine M. Glasco, Leadership Career Brand, Personal Brand, Tom Peters

How to Capitalize on Your Inner Leader!

Christine Glasco — Thu, 22 Mar 2012 18:15:35 +0000

In individual contributor roles, daily problems are typically related to the technical or operational aspects of performing the tasks at hand such as writing marketing copy for a new product launch, debugging a software product or responding to a customer complaint. Completing these tasks and solving these problems in a satisfactory manner is usually dependent on the skills, abilities, experience and education of the individual contributor.

However, further up the career ladder, daily problems become less defined:

they do not come along with a handy training manual;
there are no directions for resolution; and finally,
daily problems are often mischaracterized, multiplied and magnified based on the maturity of the organization, stated and unstated business imperatives, industry/marketplace indicators, the regulatory climate, the organization’s ability to leverage technology and the swiftness (or lack) of innovation creation and execution.

This means, as the work environment becomes more complex, there is a greater opportunity for the sum total expression of one’s ‘inner leader’ to be observed and seen by others.

Leadership talent, and in some respects the leader’s values, vision and ability to navigate are for the most part, easily observed by others.

There is also a set of forces that operate on an unconscious level that serve as the platform or foundation for the ‘inner leader’ phenomenon.

I define the ‘inner leader’ as an individual’s distinctive leadership philosophy, tenets or code derived from a combination of early belief systems, life experiences, education, parental teaching, self-image and self-talk, successes, failures, perceptions, insights, learning agility, suitability for leadership (temperament), charisma and ability to gain energy in the face of ambiguity (acumen), etc.

This philosophy, tenet or code also positions a leader in an advantaged or disadvantaged status making some leaders appear to be infused with a magical “can do no wrong” gene.

The below the surface ‘inner leader’ qualities become observable in how the leader carries out his or her critical responsibilities. Does the leader have ‘lift’ and moxie and an uncanny gift of rallying and inspiring all constituencies? Or is the leader lost in the morass of the daily grind?

Some thoughts on how to capitalize on your ‘inner leader’:

Perform a periodic Leadership Career SWOT. Do you know and are you able to articulate your strengths, weaknesses, opportunities and threats? Develop a plan to add to your strengths, shore up your weaknesses, anticipate threats and optimize opportunities.
Check your self-talk – what messages are you listening to and projecting?
Take risks, study successful leaders, engage in self-development opportunities, and ask for feedback from trusted advisors.
What have you learned from your failures? Can you admit your failures? Have you developed new levels of resilience, resolve and purpose as a result of each setback?
In the face of overwhelming problems, changing performance expectations and revenue generation goals, unclear board expectations, CEO vacillation on strategic goals, etc., how are you meeting each challenge? Remember your reactions to these scenarios may allow for the advantaged and the disadvantaged positioning of your ‘inner leader’ to be observed by others.

Questions for you to consider:

What does your Leadership Career SWOT reveal about your development needs?
How is your ‘inner leader’ manifesting in your daily actions / decisions / interactions?

Technorati Tags: Christine M. Glasco, Inner Leader

Which Personality Type Makes the Best Leader: Introverts or Extroverts?

Christine Glasco — Wed, 14 Mar 2012 13:03:00 +0000

You have really creative ideas – you need to speak up in meetings…
Why didn’t you mention this solution yesterday…
You let others take credit for your ideas…
This is a better approach than what was decided – why didn’t you…

If I had a nickel for every early ‘developmental’ conversation I had with managers about speaking up/out/more/loudly — I could retire young!

The upshot: I had to learn behaviors that allowed me to be true to myself, make more verbal contributions, interact more effectively with others and engage peers, bosses, employees and key influencers to become a better leader in a corporate setting. It’s not that I didn’t want to contribute in staff meetings; I just thought it was a time waster to talk – just because everyone else made a comment.

I once worked for a fortune 50 company headquartered in New York City. If my boss asked a question of my peers and they didn’t know the answer, they would respond: “I believe …”

If my boss asked me a question and I didn’t know the answer, I would respond: “I don’t know, but I will find out within the next hour and I will get back to you.”

Either my peers knew the politics of the organization better than I did or they were just more willing to talk and talk about subjects they knew nothing about. (You see my bias showing!)

I still feel this way: if it is important to say, I will say it!

I often must force myself out of my own thoughts to communicate even with family and friends. My husband – the extrovert – can talk (with or without real substance; but don’t tell him I said this) anytime and anywhere.

I believe that both personality types (Introverts and Extroverts) can become great leaders – it’s just a matter of honing their strategic leadership competencies, i.e., their willingness to invest in self-development in order to ‘extend’ their style when it is for the good of the team; the ability to select a talented lieutenant with an opposite style; the foresight to predict their potential for success in new roles and the courage to leave a role BEFORE it becomes a performance issue.

In general, extroverted individuals are more outgoing, communicate their thoughts and ideas with ease and make even casual acquaintances feel as though they are best friends.

In general, introverts are better at listening to others, tend to think before they speak and need to have ‘alone’ time to decompress.

I think the jury is out and should remain out on judging which personality type makes the best leader: introverts or extroverts. I have seen both ‘types’ be very successful and both ‘types’ be monumentally ineffective.

As leaders are assessing whether to take on a new role or onboarding in a new role, it is always a best practice to:

Understand the strengths and weaknesses of your personality/leadership style.
Assess the role requirements and gain written agreement from your boss on goals and targets.
Understand the team/organization culture and performance level.
Examine the level of team/organization diversity (including personality type) and make changes to ensure diversity of ideas, talents, etc.
Develop ‘key influencer’ relationships (early).
Extend your personality style and acquire those skills necessary to inspire all employee groups.

P.S. If you would like to find out more about your personality type, feel free to take Susan Cain’s: Quiz: Are You an Introvert or an Extrovert?

P.P.S. As I was drafting this article, I found the following (non-scientific) information summarized in Time Magazine:

Source: “The Great Introverts and Extroverts of Our Time”

Questions for you to consider:

What’s your personality type?
What’s the best team culture for you?

Christine M. Glasco consults to company executives, business owners and non-profit leaders on career management/career transformation and strategic leadership development solutions. To request a complimentary copy of Five Tips to Transform Your Executive Career and to receive Is Your Career on Track? Assessment and e-Workbook go to: www.christineglasco.com Email: info@christineglasco.com Phone: 1.940.367.0837

Technorati Tags: Christine M. Glasco, Extroverted Leader, Introverted Leader, Strategic Leadership, Time Magazine