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We’re on holidays

Executive Coach Exchange beachThis year we’ve seen some great discussions about the importance of time off. From this terrific response to a request for mental health leave to this examination of how constant availability damages productivity it’s been great to see focus on this issue.

And for those of us who like data, here is a data-driven case for annual leave.

With this in mind, we’ll be back in touch in February.

Sometimes the bravest thing is just showing up

For me, what keeps executive coaching fascinating is how much I learn from the process and how inspiring my clients are. As the year draws to a close, I’ve been reflecting on the lessons I’ve learned this year.

In 2017, my coaching practice has mainly been with aspiring and newly appointed leaders in the government and NGO sectors. Working with all these people has been such a rewarding experience.

My first lesson for 2017 has been a reaffirmation of how talented, committed and hard-working the people who work in the public sector and in NGOs are.

My second lesson has been a reminder of how effective executive coaching can be in assisting people to recognise, believe in and apply their own talents.

My third lesson has been the perennial one: how important asking the right questions is in executive coaching.

Executive Coach Exchange courageHowever, the client I learned the most from this year was one who found coaching extremely challenging. I am going to call them Lee.

Lee’s manager had referred them to coaching and, although their participation wasn’t mandatory, it was strongly encouraged. Building trust with a client is always important but my own experience of being coached showed me that it’s especially important when the client has been ‘volunteered’.

I could see straight away that Lee was very wary of the process. Despite a very encouraging shared conversation with their manager, with lots of positive comments, Lee was initially unwilling to share insights into the issues they were experiencing at work.

However, as time went by, things started to change. Lee became increasingly willing to talk through issues and, later, became committed to using coaching as a means to test new ideas and explore new approaches. At the end of the coaching process, Lee told me how much courage this had taken and let me know how pleased they were they had persevered.

The big lesson for me was that a client might come across as a difficult person, when actually they are showing a great deal of bravery just getting themselves to the table, before they can even begin the coaching itself. The more I thought about this, the more courage I thought this took.

Pushing yourself to do something so far out of your comfort zone takes guts and determination. It shows what you can really do when you try.

So, my biggest lesson for 2017 has been:

sometimes the bravest thing is just showing up.

Contributor: Dr Catherine Burrows is a Sydney-based executive coach, available in Wollongong, Newcastle, Western NSW and other areas by arrangement. Catherine is a Founding Partner of Executive Coach Exchange and the CEO and owner of Innoverum independent consulting.

Lee is a fictionalised amalgam of several clients.

Celebrating the first anniversary of Executive Coach Exchange

Executive Coach ExchangeThanks to our great clients, coaches, partners, colleagues and supporters, we’re celebrating our first year in business. We’ve built many strong relationships this year, and we’re looking forward to strengthening them further over the next year.

Highlights of this year have included:

Thanks for helping to make Executive Coach Exchange a success!

This week’s featured member Claudia Lantos

This week, our featured member Claudia Lantos tells us about her own leadership development & coaching firm, Lantos Coaching & Consultancy. We asked Claudia about who her clients are and what she can offer them.

Claudia Lantos, executive coach
Claudia Lantos, executive coach

Who are your clients?

Our clients are usually organisations operating in a highly competitive market or dealing with continuous change or disruption. We work with both individual executives and teams.

For individuals, we can help them to:

  • become more effective
  • break with old patterns and habits and improve their personal positioning
  • establish more effective management behaviour
  • undertake organisational alignment
  • transition into a new role
  • excel in stakeholder management, and
  • enhance their performance and lead better-performing teams.

We also work with teams, both at executive leadership level and the level(s) below and can assist with:

  • newly formed teams
  • teams experiencing disruptive changes and organisational realignment
  • teams which need to become more collaborative and improve their performance and
  • teams which need to adjust to a new workplace culture.

Who do you think most benefits from LCC’s services?

Senior executives, emerging leaders and teams alike benefit from partnering with us. We offer best in class program frameworks, methodologies and assessments – all evidence based and with proven effectiveness.

What makes LCC stand out from other coaching businesses?

From briefing to delivery, LCC provides a quick turnaround time. As we are a boutique firm, we can accelerate effectively for our clients.

LCC has four key business principles:

  • All our programs are highly customised and tailored to our clients’ specific needs – we don’t believe in a ‘one size fits all approach.’
  • Our broad range of specialties, industry knowledge and experience mean we understand our clients, whether they are in the private, public sector or non-government sector.
  • We don’t shy away from giving you our best advice, even if this means sometimes needing to ‘tell it like it is’. My Dutch background might be the reason 🙂
  • We try to lift our game every time and keep coming up with new approaches and fresh perspectives.

What services does LCC offer?

We offer various kinds of evidence-based coaching including:

  • Executive Coaching programs
  • Assessments and debriefs
  • Leadership Development programs and workshops
  • Team Coaching
  • High Performance Team programs
  • Culture Change programs.

What is your vision and mission for LCC?

LCC’s vision is to encourage and challenge our clients to be the best versions of themselves. This might relate to an individual or a team’s performance and effectiveness, or a changing organisation or culture.

Our mission is to make sure we deliver high quality and highly customised services with direct impact for the client, by sharing our own best practices and let our clients benefit from the combined wealth of experience of our team.

Where does LCC operate?

While we are based in Sydney, we operate throughout Australia. We also offer our executive coaching services via video calling platforms like Skype and FaceTime for executives who are travelling or are based overseas.

How successful are your approaches?

The feedback we get from clients is that we really understand them and their needs. As evidence of this, we have clients coming back to us and referring others to us.

We know you started out in The Netherlands working as a lawyer in labour law. How did you end up working as a coach in Australia?

I’ve called Australia home for the last five years. Prior to that I was working in Europe and South-East Asia. I transitioned from labour law into recruitment and executive search, as part of the national management team of a stock-exchange-listed recruitment group, so I worked both in Amsterdam and Singapore. In that role, I was responsible for opening up new markets and building teams.

Before I moved to Sydney, I had my own coaching business in the Netherlands for 8 years. In my latest venture LCC – Lantos Coaching & Consultancy I try to implement my previous learnings and share best practices with both my clients and my team.

What is it you like about owning your own coaching company?

I really love to empower people. Whether they are my clients, organisations I work with or my own team. Of course you have to love business development, which I do, so I decided to continue my entrepreneurship here in Australia. I find it exciting to inspire my clients to set goals and help them achieve them and becoming more effective. I also set goals for myself and practice what I preach. I’m proud to say that LCC is already going from strength to strength.

Tell us about the team at LCC

Soon after I founded LCC, I asked six high calibre coaches and facilitators with whom I’ve been working together on assignments in the past, to join me. The team, all of whom had also held senior executive roles in the past, bring a complementary range of specialisations, skills and experiences to our coaching practice.

While we often work as individual coaches, for bigger Leadership Development Programs, we team up in pairs or even larger groups – whatever is required to meet the needs of our clients. We pride ourselves on the flexibility of our approaches.

How can people get in touch with you?

You can find me on the Executive Coach Exchange website or you can contact me directly on 0449102060 or by email at or at

Managing poor performance – providing feedback

This is the last in our series of posts on the issue of managing poor performance, highlighting the experience of our HR expert executive coaches, including Marg LennonPaula Liverani-Brooks and Trish Kelly. We heard from Trish last week on using a performance plan, and this week she discusses the use of the performance plan and providing feedback:

The starting point for managing poor performance is for the manager to ensure they are being objective and have a base line for managing the poor performance, that is the Performance Plan.

Trish Kelly, Executive Coach
Trish Kelly, Executive Coach

Having sought advice from their HR partner and having established there is clear and objective evidence of poor performance, the manager needs to set up a meeting with the employee. At this meeting the manager should follow these steps:

  • outline the specific issues and examples of the poor performance,
  • obtain the employee’s response,
  • clearly articulate the expectations for performance and
  • develop, in consultation with the employee, strategies and a timeline for the provision of support to improve the performance and the processes and timeline to measure improvement.

Managers should also provide the employee with information about broad support programs such as Employee Assistance Programs.

At the conclusion of each meeting, the manager should document the actions, agreements and issues from the meeting and provide these to the employee.

This can be a lonely and difficult process for the manager. The manager needs to remain professional throughout this process and ensure the feedback provided is objective and based on the performance expectations.

It is important for the manager to continue to work closely with their HR partner, discussing any issues and how to handle them as they arise. These might include how to manage the situation if the employee goes on stress leave, lodges a complaint against the supervisor or other staff members or is critical of the manager and the process in the workplace.

In most organisations employee related costs are one of the highest, if not the highest, line item in the budget and successful organisations have motivated, engaged and high performing staff.

Where an employee is not meeting the performance expectations of their role, not only is there likely to be an impact on the effectiveness of the organisation, it is also likely to affect the motivation of other employees. Therefore it is in the interest of the organisation and its employees to intervene early and manage poor performance.

Contributor:  Trish Kelly is a Sydney-based executive coach who was the General Manager Human Resources for 8 years in the NSW Department of Education and Communities. Trish is an experienced leader, change manager and facilitator with over 30 years’ experience in the public sector. Trish’s executive coaching expertise is available in Sydney, Wollongong, Newcastle, throughout NSW and Australia-wide by arrangement.

Managing poor performance – using a performance plan

Over the last few weeks, we have been exploring the issue of managing poor performance with our HR expert executive coaches, including Marg Lennon and Paula Liverani-Brooks. This week we hear from Trish Kelly, a Sydney-based executive coach who was the General Manager Human Resources for 8 years in the NSW Department of Education and Communities, at that time the largest organisation in the southern hemisphere. Trish says:

Trish Kelly, Executive Coach
Trish Kelly, Executive Coach

Poor performance is an ongoing concern or pattern where an employee is not meeting the required level of performance for the role. It is not a one-off occurrence.

In order to identify poor performance, a manager must first understand what the performance expectations are for the role. This means understanding and communicating what successful performance looks like.

Performance expectations should be set out objectively in an employee’s Performance Plan which is developed collaboratively by the employee and their manager. The Plan sets out the key responsibilities, performance indicators, learning and development and support needed to achieve the accountabilities of the role.

As part of the Performance Plan there should be regular informal and formal feedback provided to the employee about their performance. Effective performance management would therefore identify early indications and patterns in behaviour that there is a problem, so enabling this to be discussed.

There could be a number of reasons for poor performance. The first of these is a poor recruitment decision: in simple terms, the person does not have the capabilities for the role they were selected for. The manager should be aware that the person may have a number of capabilities that are just not suited to this role. Given the cost of separation and recruitment, if the person has capabilities suited to another role, moving a person is certainly an option a manager should explore.

Related to this is a change in the nature of the role that does not match the employee’s capabilities. In this instance, the employee has not been able to adapt sufficiently to a change in role or may not have been provided with the necessary support to do so.

The second is unclear expectations, where there is a lack of a Performance Plan or the employee’s Performance Plan is of poor quality. This may be because the Plan is not sufficiently explicit or not well aligned to the position, perhaps because it is too generic. This often occurs when the Performance Plan has not been discussed with the employee.

The third cause may be personal issues.

On the other hand, some performance issues result from failures in management. Chief amongst these are poor supervision, failure to provide communication about the role and lack of targeted training and support. The best thing about management failures is that these should be the easiest for a manager to address.

It is important to identify the cause or causes of poor performance as the aim is to address these causes and assist the employee to meet the performance expectations for the role.

To be effective, the manager needs to raise the specific performance issues with the employee when they occur. This includes providing specific objective examples of the performance issues and their consequences. The manager should ask the employee’s response to these issues so there is an opportunity the possible causes for poor performance with a view to assisting the employee to meet performance expectations…a win/win outcome.

These are difficult conversations for any manager to have with an employee so it is important to discuss the issue and the approach with their HR partner before having the conversation. The manager should also make their own manager aware of this situation.

Contributor:  Trish Kelly is a Sydney-based executive coach who was the General Manager Human Resources for 8 years in the NSW Department of Education and Communities. Trish is an experienced leader, change manager and facilitator with over 30 years’ experience in the public sector. Trish’s executive coaching expertise is available in Sydney, Wollongong, Newcastle, throughout NSW and Australia-wide by arrangement.

Managing poor performance – identifying objectives

This is part 3 of a series of discussions with our HR expert coaches on managing poor performance.  We kicked off the series with a post from Marg Lennon on identifying the issues involved in poor performance. Last week Paula Liverani-Brooks spoke about setting expectations.  Paula continues her discussion this week:

Paula Liverani Brooks executive coach
Paula Liverani Brooks, executive coach

One trap inexperienced managers often fall into is making assumptions – i.e. this is how I like to be managed, hence that is how I will manage others. ALWAYS ask, do not make assumptions, keep that dialogue going and get honest feedback.

If you are using all these strategies and the person is still struggling, it is time to get help. Your own manager and your HR Business Partner are good starting places. You should be having conversations with them, just as you are doing with your team members. They will be able to guide you, ask you questions you may not have thought of and, when things are not working, help in setting up a formal performance review.

Always take notes during your meetings and KEEP THEM! You can send an email to yourself with the dates in which certain conversations were held, especially if they were difficult ones! If you are having performance issues with someone from your team you may need to start a Performance Improvement Plan (PIP). To do this, you will need to “re-tell” the story. If you have forgotten incidents and dates and have not kept emails from the time you have asked them to do something, it will be a difficult process to start.

Remember that you are doing this to help the individuals in your team grow and make sure you are improving their performance but also to use it as examples of the (great or average) jobs they are doing when give them feedback. Be fair – everyone needs encouragement!

PIPs are a way to make official the fact that someone’s performance needs improvement. Good PIPs are specific, great PIPs cover all areas of improvement, give examples (which should have been shared prior to the PIP – this is NOT a surprise party!) of the things that have happened, and be very specific in terms of what you would like to see from now on in terms of KPIs and behaviours. As I said at the beginning, behaviours are always more difficult to correct and it’s more difficult to put an improvement plan around them. Difficult, however, does not mean impossible – so get help from your HR BP to make sure you are covering all bases and that your expectations are crystal clear.

A PIP may of course lead to a formal warning and, if the objectives are not met, at the end may also lead to termination. The person needs to be informed of all of this as you go in – your HR BP can guide you through the legalities of the formal process. Remember that the person has a right to discuss your observations and may come back with observations that differ from your own. Hence the importance of keeping accurate notes and emails.

I have seen PIPs work and this is usually when there is a genuine understanding of what has not worked and a commitment on both sides to make it work. I received a phone call, just yesterday, from a manager who was telling me about someone we had taken through a PIP together and how he was still grateful of the effort we had made to make sure the person was placed in a position in which he could improve. Those are the win-wins you are trying to achieve.

Being a manager is hard work. As Jack Welch said, “My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.”

Contributor: Paula Liverani-Brooks is an executive coach based in Sydney and is available Australia-wide by arrangement. Paula is a Human Resources leader who has extensive experience in multinational organisations ranging from Bio-Tech to Consumer Goods and Financial institutions.

Managing poor performance – setting expectations

Last week, we opened a discussion with 3 of our coaches on managing poor performance, with a post from Marg Lennon. This week we hear from Paula Liverani-Brooks, a Human Resources leader in multinational organisations ranging from Bio-Tech to Consumer Goods and Financial institutions. Paula says:

Executive Coach Exchange Paula Liverani Brooks
Paula Liverani-Brooks, Executive Coach

We have all been evaluated on our performance objectives and more and more companies include behaviours when talking about performance. Poor performance is when someone is unable to meet their KPIs either in terms of objectives or behaviours or both.

As managers we all know that it is much easier to help someone who is lacking technical skills. We can teach them how to improve, find a solution and even send them to a training course. When it comes to behaviours it is always harder.

Jack Welch, Chairman and CEO of General Electric from 1981 to 2001, divided people’s performance into 4 categories.

“Type 1: shares our values; makes the numbers—sky’s the limit!

Type 2: shares the values; misses the numbers—typically, another chance, or two.

Type 3: doesn’t share the values; doesn’t make the numbers—gone.

Type 4 is the toughest call of all: the manager who doesn’t share the values, but delivers the numbers. This type is the toughest to part with because organizations always want to deliver and to let someone go who gets the job done is yet another unnatural act. But we have to remove these Type 4s because they have the power, by themselves, to destroy the open, informal, trust-based culture we need to win today and tomorrow.

 We made our leap forward when we began removing our Type 4 managers and making it clear to the entire company why they were asked to leave—not for the usual “personal reasons” or “to pursue other opportunities,” but for not sharing our values. Until an organization develops the courage to do this, people will never have full confidence that these soft values are truly real.”

If only performance management were always as easy as it was for Jack Welch!

I do share the notion that behaviours are incredibly important but things are not always as straightforward in today’s world. It is our job as managers to make sure that we identify the issues before we can legally or morally terminate people.

So, even though I share Jack’s principles, I think that when it comes to performance as a manager the first thing you need to do is set expectations. The clearer the expectations are, the easier it is to become good at performance management. At the same time the expectations need to be MUTUAL – so you need to have a dialogue!

It is important that when you set expectations you do not do this as a one-way exercise. As a manager, you need to be able to get the dialogue going. Setting expectations is the opposite of micro-managing, so make sure you have those frank and honest conversations about what needs to be done, what behaviours you would like to observe and what the timelines are.

Once that is done it is important to have updates and check-ups, to see what type of help is needed and where corrections need to be made. Managing people is a full-time job and how well you do it will also directly affect your results. You want your team to succeed because that will also reflect positively on you.

Contributor: Paula Liverani-Brooks is an executive coach based in Sydney and is available Australia-wide by arrangement. Paula is a Human Resources leader who has extensive experience in multinational organisations ranging from Bio-Tech to Consumer Goods and Financial institutions.

Managing poor performance – identifying the issues

At some point in their careers, every manager will have to tackle the issue of poor performance. This is a challenging issue, particularly for people in their first managerial role, so we asked 3 of our HR expert coaches to give us their views.

Marg Lennon has a strong Senior Executive Human Resources background in the Pharmaceutical and Medical Device industries, having spent many years in Australian, Asia Pacific and Global roles.

Trish Kelly was the General Manager Human Resources for 8 years in the NSW Department of Education and Communities, then the largest organisation in the southern hemisphere.

Paula Liverani-Brooks is a Human Resources leader in multinational organisations ranging from Bio-Tech to Consumer Goods and Financial institutions.

We asked them:

  • how managers can identify poor performance and its causes
  • where the responsibility lies
  • how managers can address poor performance and where to start
  • whether there are any traps to look out for.

Over the next weeks, we will share their answers and reflections. We begin our series with Marg Lennon, who says:

Marg Lennon, Executive Coach
Marg Lennon, Executive Coach

Every manager will experience the need to improve an employee’s performance at some stage in their managerial life. Every employee deserves effective feedback on how they are doing with a view to improving their performance, and it is the manager’s job to provide that feedback. Sometimes the person is shocked to find out they are not doing as well as they thought, as no one had told them previously.

The first question to ask is just what exactly is poor performance. Are you talking about the employee’s specialist and technical skills as described in their job description? Or do you really mean that their behaviour and attitude do not align with that of the organisation?

Once you’re clear about what type of performance issue you’re addressing, it’s useful to take a step back and consider other factors that may be affecting the employee in their work environment. Some questions to ponder:

  • How long has this been going on?
  • Is the employee really clear on their tasks, timelines, quality of work and your expectations? (Often managers think they have communicated in a concise fashion, but the employee can hear and act differently from expectations).
  • Have you delegated the tasks well and not micromanaged the situation?
  • Are the timelines realistic?
  • Have you noticed any change recently?

The next step, when you feel you may have grasped the broader picture, is to have a discussion with the employee to discover what the cause of this situation might be. Initially this discussion is a discovery one: you want to know what’s going on for this person that may be affecting their work.

Responding to the issues you have uncovered, you could find solutions in technical or skills training or mentoring from another more skilled employee on a specific task. You still need to restate your expectations and standards and this could include providing examples of similar work, if possible. It’s important the employee knows exactly what you require from them, so they can understand the performance standards required and you can look for further improvements.

If the performance relates to a behavioural issue, then it’s important to give clear examples of the poor behaviour and the improvements you expect to see. The employee needs to know specifically in which areas you are looking for improvement.

Conclude the meeting with a summary of what outcomes is required and the timelines, along with a scheduled follow up meeting. Ensure the employee shows they have understood your expectations by being able to verbally express what they think you said and the areas in which you are expecting to see an improvement.

It is essential to monitor the ongoing performance and to meet with your employee again after a short period. They need a chance to improve, so don’t expect miracles overnight.

Contributor: Marg Lennon provides coaching, mentoring and leadership development consultancy services to clients across a variety of industries. Marg is available in Sydney, Canberra and by Facetime anywhere.

How to build the best team

Learnings from the Orica GreenEdge Cycling Team

My husband has been an avid cyclist since his childhood. He remembers sitting in the Scout Hall in the late 60’s to watch 8 millimetre movies on the Tour and the Giro that the “lucky old hands” had shot during their trips to Europe – by sea (which also tells you how old he is!). He never thought that he would be fortunate enough to go and see these races live, nor that cycling would become such a followed sport in Australia (he used to get teased about his shaved legs…often), or that we would end up having a Tour de France winner or our very our own cycling team. And of course he never thought he would marry an Italian who knows nothing about cycling.

Executive Coach Exchange Orica GreenEDGE Photo ASO G.Domouveaux
Photo: ASO/G.Domouveaux

So last Sunday, when he organised to go and watch the Orica GreenEdge Movie “All For One” with his cycling group I could not refuse, also because I am an incredibly supporting wife – most of the time that is …

The amazing thing was that not only did I enjoy the movie, I also found some great reminders on how to build and maintain successful teams – so here they are – apologies to all of those cycling enthusiasts in advance as this is more a focus on team building and the things that I found inspiring than on cycling itself.

Allow people to be themselves, have fun … and celebrate being human

One of the things Orica GreenEdge did was start shooting small videos that they would then upload on YouTube called “Backstage Pass“. In these not only did they advertise their team, they also showed the riders as people and how they could have an amazing fun time despite the pressure and fatigue. The “human” side comes out often in the interviews and how their “humanity” has helped them through the tough times as well as the successes.  These videos allow us a glimpse exactly into that, which of course includes disappointments, frustrations and …successes. If you haven’t seen the videos go and take a look because even for non-cyclists like myself they are great fun. So how do we allow individuals to express themselves and shine through adversity? Adding fun and allowing people to be themselves seems like a good start.

Invest in your “Talent” and believe in them as individuals…

The best interviews throughout the movie are with someone who looks like a little kid. His name is Esteban Chavez, he is from Colombia and his story is amazing. When he was contacted by Orica GreenEdge he had had a life changing accident that had left him in a coma and subsequently nerve damage to his shoulder that was not healing. The team saw the potential in him, had him join the team and invested in him, until he proved himself with an astounding 2nd stage victory at the Vuelta de Espana in 2015. The interviews with him and his parents are the most touching throughout the movie. When you believe in the Talent of your team members amazing things happen, and what happened to Mathew Hayman another member of the team is perhaps even more incredible. Cycling is a sport for people who like pain, or at least that can deal with pain over long periods of time. Paris-Roubaix is one of those classics that show you the pain even when you are watching it from home. Mathew Hayman (37 years old and team support rider) had ridden in it 15 times before. Six weeks before the 2016 edition he broke his arm in another race. Six weeks later he won this race, the toughest race on the cycling calendar – despite all odds (including the fact that he had been dropped during it which in this race means you can’t catch up). So believe in all of your team because in times such as this, hard work and determination breed success, especially against the odds, even team members that have always been “supporters” (or “domestiques” to use a cycling term) and may be close to the end of their career.  And what a difference doe their success make to the rest of your team!

Share successes…at a higher and deeper level

We all talk about sharing success – however, what Simon Gerrans did in the 2013 Tour de France gives it an even deeper meaning. Simon was the lead man – team captain – for the Orica GreenEdge team and in 2013 he, along with the team won the time trial and consequently the Yellow Jersey as leader of the Tour de France. Again, I do not know much about cycling but even I know that it is a BIG deal. The attention is all on you – you feel like you are on top of the world and everyone thinks you are. Cyclists that get the Yellow Jersey try and keep it for as long as they can, even though they know they may not win the Tour. So what did Simon do? He walks in the tour bus after this exhilarating experience and tells his team mate Daryl Impey “tomorrow you get to win the Yellow Jersey”. And that is exactly what happened. They worked to make sure that the next day Impey was the one in Yellow. This takes the sharing of success to a much deeper lever – it means allowing your team mates to have their own victories even when you could be the victorious one. Personally I have not had the opportunity to experience this type of generosity often – but I can just imagine what this can feel like both for the giver as well as the receiver and the type of emotions this would create in the team.  This is taking celebrating success to an all-new level.

All of these things created a truly inspiring team that achieved unbelievable goals, permitted individuals to shine by believing in them and at the same time allowed them to be themselves while having a good time. Now, who wouldn’t want to be part of this team?

Contributor:  Our featured member, Paula Liverani-Brooks, is an HR consultant and executive coach.