Why ‘Soft Skills’ Are Dangerous

SelfAwareness-CoveySoft skills are skills like work ethic, conflict resolution, entrepreneurship/ innovation, creativity, effective communication and presentation. They differ from hard skills which are easily taught, evaluated and measured (i.e. – interdisciplinary knowledge, competence, practical knowledge, experience).

Soft skills are important in building relationships and fostering a spirit of collaboration which is essential to achieving team results. Murti (2014) suggests that in India, there is a critical soft skills shortage among business graduates. The study conducted found that standard business programs were of no real use to companies when essential personal skills – attitude towards work, character, self-reflection and individual qualities – were absent.

A 2008 survey conducted by the German Chamber of Commerce, found that when employers were questioned regarding the top ten most desirable employees skills, eight of ten were soft skills. In the complete listing of the top twenty skills, only five were hard skills (Pennington, 2013).

Organizations obviously want soft skills. However, they want employees to ‘chase the carrot’ more. In an interview, (that I have summarized, without leaving out key points) an employer explained, ‘ We recruit the best and brightest from high schools and universities. When they get here, we place a carrot in front of them. For this carrot they will give not 100%, but 140%. Only a few will get it, but that’s o.k. We know we will have to replace them around age 40-45, because they will be burnt out. – until then, we want them to give us all they’ve got’ (Pennington, 2013).

Soft skills lead to self awareness, some managers shutter to think, ‘What happens when the employee decides the cost of chasing the carrot is too high, stops running and considers all of their other options?’

References:

Murti, A.B. (2014). Why Soft Skills Matter. The IUP Journal of Soft Skills.8(3).pp. 32-36.

Pennington, G. (2013). Soft Skills In The Business and Personal World. EFMD Global Focus.7(3). pp. 52-55.

Best Leadership Advise for 2015

 

inspirational_quotes_WhenYouDontUnderstandYourself

As we reflect on the great successes and opportunities for improvement discovered in 2014, let us commit to growth, learning and continued pursuits towards excellence in 2015. Consider the following advice. It will improve your leadership, your relationships and your personal well-being. Happy New Year!!

  1. Make time to think. Thinking must be intentional and a priority. It should not be something we do when we have the time. We must make (take) the time to think!! In his book, How Successful People Think (2009), John C. Maxwell interviews Chick-fil-A, President, Dan Cathy. Cathy, a highly successful multi-millionaire, shared that he had a ‘thinking schedule’.  He scheduled half a day every two weeks and one full day every month and 2 – 3 full days every year specifically for the purpose of thinking. Having these personal operational pauses allows us to maintain focus, clarity and resolve about key and important things vital to winning – in business, as professionals, personally, spiritually and within all relationships.
  2. Leader, know (and align) thyself!! Before a leader takes on the task of aligning the organization, building, managing and leading teams and corporations, he or she must first align themselves. As leaders, our strengths are our team’s strengths, and our weaknesses are our team’s weaknesses. Leaders shape the vision, the values, the objectives and culture of the organization. Yet, many have never taken the time to sit down and write out their own personal vision, mission, goals, values and non-negotiable beliefs. Getting clear in this area provides clarity in all dealings (Ramsey, 2011). Clarity breeds consistency, which establishes dependability and trust, resulting in more productive, happier, resilient organizations and teams.
  3. Embrace and accept that you (and your leadership) are unique. In the Power of You (2013), Chris Michaels, makes a keen and profound observation when he writes, “There’s never going to be another you!! God made just one. Nobody talks like you. Nobody thinks as you do….. You’re an original piece f work, created by a Master Artist.”

I can only be me. No one else on this planet will ever have my voice, my thoughts, my perspectives or prerogatives. These things make me – perfectly unique. You can only be you. Give the gift of you to your team, to your loved ones, to the world  – EVERYDAY!!

References:

Maxwell, J. C. (2009). How Successful People Think: Change your thinking, change your life. New York: Center Street.

Michaels, C. (2013). The Power of You: How to live your authentic, exciting, joy-filled life now! New York: Penguin Group.

Ramsey, D. (2011). EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches. New York: Howard Books.

Leadership Involves Common Goals

leaders-createmoreleaders

In his book, EntreLeadership, Dave Ramsey (2011) shares how, “Goals are visions and dreams with work clothes on.” He goes on to observe how goals force practical steps into our lives which make our dreams come true. Goals help make great leaders, teams and organizations. Essentially, goals convert vision into energy, motion, excitement – ACTION!!

In the previous blog, Leadership Occurs In Groups, we note that leadership requires more than one person. In order to lead, someone must be following, this is not a permanent state of being as the mark of a truly great leader is that they will develop more leaders, not more followers.

Understanding that leaders have groups and that they lead these groups towards common goals, thus creating teams. Leaders ensure teams achieve big common goals by first recognizing their support to their teams is vital. Teams must feel and see their leader’s commitment in everything they do. Words are not enough, goals are about ACTION!! Second, leaders must ensure their teams receive adequate training  and coaching support so the learn how to operate effectively! Just assigning someone to a team does not make them a an active, productive member of that team. Training is one part – it expands the team’s perspective on its roles, and builds cohesion from the shared experience. Coaching ‘gels’ the team together by facilitating the building of a shared vision, mission and goals unique to the specific team. Coaching also helps teams gain clarity on not just their role but how their team unit fits and aligns directly with the overall organization mission and objectives (Taplin, Foster and Shortell, 2013).

Shared goals create unity. Leaders inspire their teams to think and dream bigger – to act in ways that far exceed their own expectations. In doing this, the team witnesses the power of goal setting. Team members, start developing their own personal goals. They start planning. They develop their own visions, missions and dreams and thus future leaders are born!

References:

Ramsey, D. (2011). EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches. New York: Howard Books.

Taplin, S.H., Foster, M.K., Shortell, S.M. (2013). Organizational Leadership For Building Effective Healthcare Teams. Annals of Family Medicine. 11(30). pp. 279 – 281.

Leadership Only Occurs in Groups

Leader Reality Check:

Turn Around. Who Is Following You?

If no one is there,  then you’re just taking a walk…

 

LadyLeader_InFront

Leadership occurs in groups. Whether a small group, committee or large crowd – leadership is about one individual influencing a group of others to achieve a common objective (Northouse, 2013).  How does a leader successfully lead groups?

Ackermann and Eden (2011) observe that each member of a group (leader included) comes to the table with their own views due to their differing expertise, roles, accountabilities, experiences, consequences and personal perspectives. Considering this, where does the team even begin reaching common ground?

Ramsey(2005) suggests that leading groups occurs on 4 differing levels. They are:

  • Self –  We must ‘rescript our internal dialogue’ – our mental models developed in early childhood. They limit our perceptions, behaviors and aspirations into adulthood.
  • Relationships –  Many lack skills to genuinely ‘connect’ with fellow group member due to perception filters. We categorize, simplify and short hand our mental processes so much that we arrive at conclusions without fully giving a matter more than cursory consideration. We ignore new information or influencers which might require a different course of action.
  • Context –  Many aspiring leaders lack the critical consciousness to simply put themselves in the other individual’s shoes. This requires leaders to consider ethical implications, ‘low power/high interest’ groups and impacts on larger social realities.
  • Organization – This requires ‘re-patterning’ within the organization. This usually also entails systematic changes which risk threatening political and power roles – and those who have benefited from the status quo.

Collaborative ethos is not arrived at without growth (personal and organizational), sacrifice and the desire to change and evolve in an extraordinary way. We begin by changing ourselves, identifying our own values (assumptions) and processing our emotions to resolve anger, fear and hurt (Ramsey, 2005) – then the real work of successfully leading groups can begin!!

References:

Ackermann, F. and Eden, C. (2011). Making Strategy: Mapping out strategic success. California: Sage Publishing.

Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA: Sage, Inc.

Ramsey, V. & Latting, J. A.(2005). Typology of Intergroup Competencies. Journal of Applied Behavior Science. (41),3. pp. 265 – 284

 

Leadership Involves Influence

johnquincyadamsLeadership_If youractions

Influence is the indispensable, fundamental ingredient required for leadership to occur. Without influence, leadership could not exist (Northouse, 2013). Webster’s Dictionary defines influence as, ‘the power to change or affect someone (or something) in an important way without using force’.

According to Hughes and Beatty (2005), leaders use influence   to:

  • Get people on the same page regarding goals
  • To win people’s commitment to an effort, not just their compliance
  • Prioritize the way resources (staff, talent, time, money, materials, etc.) are used and invested
  • Share insights and observations that will enhance the quality of interactions and increase the probability of achieving desired results

Bacon (2012) states that positive effects of influencing are compliance, commitment or leadership. Compliance is usually a result of success in logical persuading, legitimizing or offering exchanges or incentives, while commitment is typically garnered through socialization of a matter, using power of relationships, building alliances or consulting.

Leadership, cited as the height of positive influence outcomes, results in others carrying out the influencers’ aims – achieving feats well beyond what an individual influencer could accomplish alone. To achieve this, influencers appeal to individual, team or organizational values or establish themselves as the models for the behaviors they want to see in others (Bacon, 2012).

As leaders who want to influence effectively, we must confidently live and act according to reasoned, well-informed, strong  values and be the examples, and models for the actions we want to see in others. The most effective place to lead is from the front!

References:

Bacon, T. (2012). Elements of Influence: The Art of Getting Others To Follow Your Lead. New York: American Management Association.

Hughes, R. L. & Beatty, K. C. (2005). Becoming a Strategic Leader: Your Role In Your Organization’s Enduring Success. San Francisco, CA:   Jossey-Bass.

Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA: Sage, Inc.

Leadership Is A Process

Leaders show you how its done

To say, ‘leadership is a process’, is to acknowledge that it is neither a trait or a characteristic, but rather a transactional activity that occurs between leaders and followers. The term process implies that leadership is not a linear, one-way event – both the leader and the follower affect each other.

Leadership is available to everyone – there are no “born leaders”.  Anyone can begin today, taking direct actions to grow, develop and better understand who they are as leaders. The process of leadership, the process whereby an individual influences a group of individuals to achieve common objectives, is intriguing, complex and ever – evolving (Northouse, 2013).

In understanding leadership as a process, we also must acknowledge that we are all participants in the leadership dance – sometimes leading, sometimes following – always actively contributing to the resulting outcomes.

Maxwell (2011), tells us that good leaders are self-aware. They understand themselves first and then use that to create super teams and organizations. The author also shares his experience in working with groups of leaders and asking,  “What’s the one thing you would change to improve the effectiveness of your organization?” The groups usually respond by listing all the Ps – products, promotions, pricing, people, etc.  Maxwell (2011) notes that very seldom does anyone offer the single most important and insightful of all answers: “Me, I would change ME to improve our organization.”

The leadership process starts with understanding we are part of the leader/ follower dynamic. The second, more important step, requires the leader accepting that any successful leadership endeavor involves knowing oneself and respecting the power and influence they bring to every interaction. The more the leader actively seeks to develop, understand and be a good steward of their leadership ability, the more success they will experience in every aspect of life.

References:

Maxwell, J. C. (2011). The 5 Levels of Leadership: Proven steps to maximize your potential. New York: Center Street, Hatchett Book Group, Inc.

Northouse, P.G. (2013). Leadership Theory and Practice. 6th Ed. Thousand Oaks, CA: SAGE Publications, Inc.

Why Are There So Many Dimensions of Leadership? And How Do I Make Leadship Work For Me?

Thinking Figure

There is Authentic Leadership, Transformational Leadership, Situational Leadership, Team Leadership, Servant Leadership – there are leadership traits and leadership skills and 70+ prominent leadership theories – and the list goes on and on. But how does a leader know which is the best leadership approach for them and which is most effective for the many leadership situations they will find themselves in?

Kuhn (2012) offers one popular explanation of why there are so many areas of focus, noting that during the developmental stages of Leadership Theory there was an absence of a paradigm and all assertions seemed plausible. The author also suggested that due to the absence of a widely accepted and practiced scientific method, many concepts were evaluated and tested inconsistently, making it even harder for researchers to confidently dismiss any relative line of thinking.

Winston and Patterson (2006) arrived at a similar finding related to the large number of leadership dimensions. In their study, they identified 90+ dimensions of leadership, yet noted there was not one dimension that was widely accepted by the leadership research, education and practitioner communities .

Which brings us to the question – how is a leader to know what to do, and if they are leading well and doing the right things?

To answer this, Northouse (2013) recommends that leaders start by grasping a working definition of what leadership is – suggesting that the 4 basic components of leadership are:

  • Leadership is a process
  • Leadership involves influence
  • Leadership can only occur in groups
  • Leadership involves common goals

Over the next week, we will explore these components in greater detail and outline a process for leaders to develop their own framework and working approach that is the best fit for them. This will place them in a better position to determine which leadership areas of focus hold the greatest benefits for them.

References:

Kuhn, T. (2012).The Structure of Scientific Revolutions: 50th Anniversary Edition. University Of Chicago Press.

Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA, Sage.

Winston, B., & Patterson, K. (2006). An integrative definition of leadership. International Journal of Leadership Studies, 1(2), pp. 6 – 66.

 

Three Most Important Global Leadership Principles For Establishing Incredibly Productive Leader Follower Relationships

Global leaders are facing a time unlike any before in history where a situation can easily be both threat and opportunity. As the world becomes more ‘flat’,  global leaders must rely more heavily on their followers and place greater investment in the leader follower relationship.

Especially in those industries that have been long-standing bastions of hierarchical and bureaucratic organizational structure, compartmentalized communications frameworks and antiquated recycled solution sets that never seem to quite hit the mark (Burton, et. al., 2011). How might global leaders within these industries and sectors improve their leadership? This question is much more complex than it would appear on its surface.

Surprisingly, many executives and high-level, global leaders receive fairly minimal leadership training once they achieve a certain position within their organization’s hierarchy. Considering the vast array of circumstances in which leaders exert their influence on clients, colleagues, competitors and key stake holders. – and that is just speaking to their role as organization leaders and does not even break the surface of leadership roles engaged in as thought leaders, mentors, community leaders and heads/ partners of the household (Gabel, 2012).

There are three global leadership principles that leaders must engage in to ensure a successful leader follower relationship:

1. They must use their power and influence to enhance others.

2. They must limit time and effort spent rehashing the past and pursue future opportunity.

3. They must become fanatically focused on the few ‘main things’.

Using Power and Influence to Enhance Others

Drew (2010) observed that there is a perceived added measure of credibility based on a leader’s efforts to engage the willing involvement of others. In his observation, Drew notes that the way a leader uses their power and influence communicates volumes about their character and values.

True leadership and influence are simply not sustainable if employed through the use of coercive tactics and imposing one’s power to oppress others. Rather, true leadership and influence are more effectively achieved by using one’s power and influence to enable others to achieve worthwhile goals. Those who intentionally set out to seize power for their own selfish means are typically those who are the weakest, laziest and least capable of influencing. Paradoxically, a leader’s ability to restrain from ‘taking over’ as a means to achieve their agenda demonstrates the right type of power and facilitates a sense of freedom and opens up new doors to opportunities the future may present (Drew, 2010).

In the field of health care, many clinicians overestimate their ability to influence patient actions and treatment compliance based on their expert and informational powers alone. Even in situations where patients may be open to the influences of positional (legitimate), reward and coercive power the chances of their following the treatment plan the provider has laid out for them is squarely grounded in their perception of whether they can trust the care giver and whether the care giver truly does care for their well-being (Drew, 2010). This provides a clear example of how the leader – follower relationship can not survive in an environment it which trust, respect and genuine follower empowerment do not exist.

Limited Focus on the Past, While Concentrating on the Future

While reflecting on the past can be useful for learning and understanding, focusing on the future allows leaders to free themselves from the constraints of the present with its unyielding circumstances and limiting realities and enjoy a future tense where possibilities abound and can be tailored to their own vision of what the future should be.

In Are You Ignoring Trends That Could Shake Up Your Business? (2010), leaders are introduced to examples of how trends in global warming and the recession hold implications on client expectations of products, how potential consumers interact with one another using their products and the value future users will place on the products relative to their beliefs, aspirations and habits. The authors also note that while many managers can articulate the trends of the day, they are found lacking in their ability to appreciate the subtle yet profound ways trends are influencing their primary target markets. Leaders mistakenly assume the future is just a linear progression of the present when nothing could be further from the truth (Canton, 2006).

The United States and many westernized cultures are operating under the erroneous assumption that the world is without limited resources and the future is such an abstraction that it is not worth giving thought to tomorrow. Global leaders understand that to take responsibility for tomorrow means having to take actions today which will be challenging and will not serve short-term proclivities (Slaughter, 1993).

Fanatical Fixation on the Main Things

It has been noted that Lean In author, Facebook COO and one of the youngest Billionaires in history, Sheryl Sandberg has a sign on her boardroom door which reads “RUTHLESSLY PRIORITIZE” (Luscombe, 2013). It serves as a reminder for she and her staff that many things can be done but deciding on and doing the right things will be the difference between success and failure. The ‘To Do List’ is extremely transient priorities a constantly being placed on and then removed from the list. Leaders must take ownership and constantly monitor the activities they place the greatest importance upon.

A fundamental tenet of Project Management, encourages leaders to identify key stakeholders, assess their power and influence in helping the organization reach its objectives and understand their needs, desires and expectations. This approach recognizes that there are only so many hours in a day and that by targeting those key stakeholders and drivers that yield the greatest impact greatly improves the chances for successful and efficiently delivered products, services or results (PMBOK, 2013).

In health care, there is a problem with identifying what is truly important. Svensson et. al. (2014) note that oftentimes the care that is given is unimportant while the important care is withheld. As healthcare becomes increasingly customized beginning with the selection of health care insurance plans, to the selection of providers and practices, to the medications and medical devices prescribes. What most do not see is the invisible cost for arbitrary variances based on the vast range of options available and the disparities in pricing which act to exacerbate the issue. If leaders in healthcare were to place less focus on rolling out new products and building the next ‘better mouse trap’, to gain meager amounts of market share, the entire healthcare system would benefit and enjoy a simpler, more easily executable, outcome – driven focus that is lean, manageable and expeditiously caters to the actual needs of the health care consumer (Basu, 2005).

Conclusion

Leaders leave an indelible mark on their organizations and on the lives of the people who work with them. They have attained their power and influence through various means but the way they apply them will speak volumes about their character and beliefs.

By being mindful of the 3 principles discussed, global leaders will achieve their ultimate objectives by focusing energies of helping others, they will look to the future and its possibilities which far exceed the limitations of the past and present, leaders will also find they achieve more by keeping their scope small but tackling their goals in big innovative ways.

Reference

A Guide to the Project Management Book of Knowledge. (2013). 5th Ed. Project Management Institute.

Basu, A. (2006). “Doing more with less,” Project Management for Product Development In Healthcare Setting. PMI Asia-Pacific Global Conference Proceedings. pp. 1-8.

Burton, R. M., Obel, B., DeSanctis, G. (2011). 2nd Ed. Organizational Design: A step-by-step approach. New York: Cambridge University Press.

Canton, J. (2006). The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 Years. New York: Penguin Group US.

Drew, G. M. (2010). Enabling or “Real” Power and Influence in Leadership. Journal of Leadership Studies. 4(1). pp. 47-58.

Gabel, S. (2012). Power, Leadership and Transformation: The Doctor’s potential for influence. Medical Education 2012. v. 46. pp. 1152 – 1160.

Luscombe, B. (2013). Confidence Woman. Time. 181 (10). pp. 34 – 42.

Slaughter, R. A. (1993, April). Futures concepts. Futures, 25(3), 289-315.

Svensson, C. K., Ascione, F. J., Bauman, J. L., Brueggmeier, R. W., Letendre, D. E., Roberts, J. C., Speedie, M. C. (2014). Are We Producing Innovators and Leaders or Change Resisters and Followers? American Journal of Pharmaceutical Education. 75 (7). pp. 1 – 7.

What Adam and Eve Can Teach Us About Team Leadership

If we understand leadership to be a process of relational influence, then the Bible is probably the oldest and longest book ever written demonstrating all the varied aspects of leadership.

There is God’s influence over the Israelites, the first Christian communities and throughout the world. Beginning in Genesis 3, following the completion of God’s first crack at enterprise expansion, the story finds Adam and Eve in the Garden flourishing under God’s direction. Then an external factor enters and the human tendency towards mistrust, doubt, and ego reveal themselves. Adam and Eve get dismissed from their assignment, and left to go on and encounter their own set of leadership challenges related to recognition and conflict resolution (Callahan, 2013).

Might the circumstances have been different if their had been a greater sense of unified commitment? Northouse (2013) notes that it is a misnomer to call a work group a team but treat the members individually. Teams do not just happen, they must have a developed sense of unity and a shared identification. This is developed by involving team members in all aspect of a process. This example also illustrates clearly shortcomings of the team model – additional skills must be developed in team members to deal with the external environment (i.e.- How to Deal With the Snake in the Grass); coaching and training skill sets might be especially applicable in this particular approach.

Drew(2010) tells us that true leadership and influence are employed not by use of coercive tactics and imposing ones power to oppress others, but through using one’s power and influence to enable other’s to achieve worthwhile goals. Drew goes on to note that those who intentionally set out to seize power for their own selfish means are typically those who are the weakest, laziest and least capable of influencing. Conversely, the author notes, those who engage the willing involvement of others to a cause are the true leaders.

Northouse (2013) notes that leaders dealing with their teams and issues of power must strongly consider when and how to leverage their influence to improve team functioning. In making this decision, the author notes the leader should examine the following for questions when considering an approach: 1) Decide whether to monitor or take action. 2) Decide whether you are intervening to affect the task or relationships. 3) Decide whether to intervene internally(i.e.- team dynamics, confusion on expectations) or externally(outside team, other teams, operating environment). The author concludes that effective leader will know when to respond with the exact appropriate actions to address team issues and move the project forward.

 References:

Callahan, S. (2013). Religious Leadership : A Reference Handbook. Thousand Oaks, CA: SAGE Publications, Inc.

Drew, G. M. (2010). Enabling or “Real” Power and Influence in Leadership. Journal of Leadership Studies. 4(1). pp. 47-58.

Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA: Sage, Inc.

Power of a Conversation

 “Never doubt that a small group of thoughtful, committed citizens can change the world;  indeed, it’s the only thing that ever has.”  ~Margaret Meade

What happens after “Hello”?

The possibilities are endless and the opportunities are ripe. Yet, how often do we let those chances for thoughtful, in-depth conversation go unrealized and instead steer the dialogue towards light , non substantial topics which pass time and are easily dismissed and free of any mental or emotional significance.

If you want more from your conversations, approach future conversations with these three tips in mind:

  1. Sincerity.
  2. Engagement .
  3. Echo – ing.

To connect and reap the benefits of productive conversation, one must first “S-E-E” the other person.

Sincerity must be expressed clearly in the initial greeting (Alpoga, 2012). Many take for granted that greetings are deeply grounded in ritual, passed down throughout cultures from generation to generation. Verbal and no-verbal cues go a long way in setting the tone and intent for the conversation. Being relaxed, smiling, making eye contact, hand shake grip, and exhibiting an open/ inviting posture, will set the interaction off to a pleasant start.

Following the appropriate rendering of pleasantries, casually transition the conversation with the purpose of engagement.  Questions like “So…what have you been up to?” and , “Whatever happened with…”, here you can insert any of the person’s past or current endeavors(Mann, 2008). These questions require more than a yes of no answer and can lead the conversation smoothly into a deeper level.

Lastly, “echo” is a term used to describe what takes place when the listener confirms they comprehend the speaker’s message. Summarizing the position or building on the conversation with additional questions that support the speaker’s perspective are forms of echo-ing. As the conversation continues, the chances are high that through natural progression, indicators will become apparent where collaboration and further conversation will be fruitful.

“Echo – ing” does not mean the parties have to agree. Once the listener has confirmation that they understand the speaker’s intent, they may then offer a counterpoint, for example, “I see what you’re saying, you mean……”. Summarize their point. Do not proceed with a counterpoint until the speaker confirms you do understand their meaning. At that point one can add, “That’s and interesting point, have you considered……”, here enter additional thoughts for reflection(Dreeke, 2012).

Start today, making the most of your relationships and interactions. You have the potential to connect, encourage and maybe change the world!!

References:

Alpoga, A. (2012). Communication, Conversation, Cooperation. Frankfurt am Main: Peter Lang.

Dreeke, R. K. (2012). Mastering Rapport and Having Productive Conversations. FBI, Law Enforcement Bulletin. 81(10). pp. 8-17.

Mann, M. (2008). Start Your Own Coaching Business. Canada: Entrepreneur Press, Inc.