Strategies and Behaviors Anyone Can THE NEW … · JACK CANFIELD KATHLEEN SEELEY THE NEW GAME OF LEADERSHIP SPECIAL REPORT Strategies and Behaviors Anyone Can Learn to …

JACKCANFIELD

KATHLEENSEELEY

THE NEW GAMEOF LEADERSHIP

SPECIAL REPORT

Strategies and Behaviors Anyone CanLearn to Create High Performance Teams

by

with

© 2016 Self Esteem Seminars, LP. All rights reserved.

Extraordinary Leadership August 18-20, 2016 www.CanfieldLeadership.com

Page 1 Jack Canfield | The New Game of Leadership

Do You Think Like the World’s Top CEOs?

Becoming an Extraordinary Leader Will Improve Your Career, Your Income, Your Impact and Your Enjoyment of Your Work or Profession!

What’s it like to go from simply managing a group of people to actually leading the success of your team?

What’s the difference between being a leader by title or position only,

vs. a leader who confidently inspires and motivates people to collectively achieve your vision of the future?

If you haven’t yet experienced the satisfaction that comes from having a team working toward a shared vision, collaboratively achieving goals—if you’ve been frustrated as a solo entrepreneur because your outsource vendors don’t seem to have the same passion that you do—well, I have a solution for you. For the past three years, I’ve been working on achieving this level of leadership myself—the kind of leadership that inspires fervor and enthusiasm from my team towards achieving our biggest vision. To help me get ahead as a business owner and trainer, I’ve chosen to be mentored in my leadership skills by someone I want you to meet. She’s the international expert, and trainer behind dozens of corporate leaders worldwide. The leaders she works with know their companies, their personal income and organizational success depend on how well they can motivate, manage, and inspire their team. And whether your “employees” are on payroll with a major corporation you lead, or are volunteers in a non-profit you direct, or whether you’re a small-business owner or entrepreneur with outside contractors who do most of the work for you, you, too, can learn these life-changing strategies from the woman I want to introduce you to now …

JACK CANFIELD, CEO

The Canfield Training Group



Her name is Kathleen Seeley, and not only do I regularly bring her to my company to coach me and my executive team on leadership strategy—I also call upon her personally when I’m at a crossroads or about to go into a difficult or “sticky” situation.

ABOUT KATHLEEN SEELEY

Kathleen trains with many of the most forward-thinking companies, in the world— be they small like mine with 14 team members, to larger multi-nationals; she is dedicated to building leadership capacity and to helping leaders design sustainable, values-driven cultures. She is a trainer, executive coach, motivational speaker and Associate Faculty Member in the School of Leadership at Royal Roads University in Victoria, British Columbia, Canada. She evens speaks on my stage, and trains my students. What I’ve learned from Kathleen could fill 10 textbooks on Leadership. So it was no surprise that I called upon her when I wrote the chapter for the 10th Anniversary Edition of my book, The Success Principles, entitled “Become a Leader Worth Following”. You see, there are certain qualities of people who lead successfully. Good leaders aren’t born—they’re developed over time. And Kathleen hones and refines leadership skills better than anyone else I know. In fact, she’s so good at brining out your leadership capacity—and helping you incorporate a newfound leadership presence in your career and workday —that I asked her to train you and my readers via a powerful new live program I’m personally sponsoring: Extraordinary Leadership—the program for executives, managers and entrepreneurs—August 18-20, 2016 in Scottsdale, Arizona. This special report will give you a sense of how developing enhanced leadership capabilities will skyrocket your career, business, work life and future.

Join me today in becoming a leader worth following.

I’ve seen people earn more money, skyrocket their business, attract more important relationships, and significantly reduce their stress level simply by becoming a better leader.

— Jack Canfield “



What Does It Mean to Be a Leader Worth Following?

Whether you own a business, teach school, manage a small group, coach an athletic team, or are working to advance a worthwhile cause, you need to enroll others in order to achieve the success you want. This not only requires you to hold a vision of what success is, it also requires you to practice leadership skills that will inspire others to want to help you reach that goal.

Because our success often requires the help of others, successful people—not surprisingly—are also successful leaders. They know how to communicate their vision in exciting and compelling terms. They’ve mastered the skill of motivating others to jump on board with full commitment. They recognize potential in their people, coach their team members to go above and beyond, and routinely acknowledge others’ positive contribution. And while great leaders must demand accountability from the people they lead, they also hold themselves accountable for their contribution to the result.

The most dangerous leadership myth is that leaders are born—that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite

is true. Leaders are made rather than born.

— WARREN BENNIS Founding Chairman of The Leadership Institute

at the University of Southern California

In the process of leading, great leaders also transform their followers. They stimulate and inspire others to deliver extraordinary outcomes, of course. But they also help these followers develop and grow into leaders themselves. That’s the true definition of great leadership.

Of course the good news is that exceptional leaders aren’t born that way. They become exceptional by developing a unique set of attitudes and skills that are both learnable and teachable.

Magnify Your Impact in the World Becoming a leader gives you the opportunity to magnify your impact in the world. It allows

you to leverage the hearts and actions of others toward the achievement of goals and objectives that you care about. It allows you to produce bigger results faster than you could ever do on your own. And while we’re not all destined to become leaders on a level with John F. Kennedy, Mahatma Gandhi, Nelson Mandela, Steve Jobs or Mother Teresa, we can all learn to develop our leadership skills for positive impact in our organizations and our local communities.

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In fact, knowing how to be an effective leader will make you more successful in any role—whether you are climbing the corporate ladder, building a network marketing downline, working as a social change agent, coaching a Little League team, volunteering for a civic group, or simply organizing a church event. So let’s take a look at some of the basics of becoming the kind of leader whom people will want to work with and follow.

To become a great leader takes time. And even though many people have leadership roles thrust upon them, no one is completely competent overnight. Luckily, just as my book The Success Principles can help you develop the qualities of a successful person over time, there are basic behaviors you can slowly integrate into your leadership practice to become a leader worth following—one who inspires others to produce extraordinary results.

Become the kind of leader that people would follow voluntarily; even if you had no title or position.

— BRIAN TRACY

Author of Maximum Achievement

What are these Extraordinary leadership behaviors?

BEHAVIOR #1: Know Your Own Strengths and Weaknesses

One of the most distinguishing qualities of a great leader is their dedication to understanding themselves. When you have a clear sense of who you are—your strengths and weaknesses—and know the impact your behavior has on others, your ability to lead others will improve.

For one thing, self-awareness lets you be realistic about your ability to contribute (or detract) from the outcome of a project.

If you know you’re not the best graphic designer, for example, why impose your ideas on the company’s brochure or website—especially when you could easily empower (and rely on) others to do this job better than you? Or if keeping your people accountable to meeting deadlines seems a constant headache—especially on top of your own duties—why not put systems in place that do the follow-up and reporting for you, such as weekly accountability meetings, project management software, calendar reminders and more? And if you are shy, introverted or downright fearful about negotiating anything, why not delegate that to people who love the game of bargaining for a great deal?

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In fact, just as there are things you hate to do or aren’t good at, there are people who love these tasks and are good at them because it’s their passion. Knowing your strengths and weaknesses gives you the ability to discern when your skills will add value—or not—and keeps you open to delegating and listening to people with other points of view.

All good leaders possess a heightened sense of awareness—an ability to read situations in which they find themselves and act accordingly.

Great leaders take this one step further. They are not only aware; they are also self-aware.

—LES McKEOWN

Author of Predictable Success: Getting Your Organization on the Growth Track—and Keeping It There

Of course, the key to being self-aware as a leader is your willingness to be wrong, to not know everything, to recognize that you have certain biases, and to see where your opinions may be simply getting in the way. No one has all the answers, and great leaders admit there is always plenty to learn.

They also listen to feedback.

In fact, great leaders know that when you are willing to admit your own mistakes and genuinely listen to critical feedback—without rationalizing, justifying or placing blame—you get to turn these moments into learning opportunities for yourself and “teachable moments” for your team. Instead of battles, you create a more open and collaborative culture amongst your team—without the pressure or fear of anyone pretending to know it all.

This kind of authenticity and transparency ultimately gives others permission to be open about their weaknesses, fears and learning needs, too. No one will misrepresent their abilities to you, once you set a standard for openness.

BEHAVIOR #2: Hold Yourself Accountable…And Others, Too

Essential to your success in leading others is a commitment to taking 100% responsibility for your own actions and results. When you consistently follow through on your own commitments, you begin to build others’ trust in your leadership. To be trusted, you must be reliable, punctual—and a person who keeps your agreements.

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Do you arrive at meetings on time? Do you deliver your part of projects completed and on deadline? Do you abide by promises made to your team members and others? Do you react in the same steady manner to every crisis? Do you soberly consider new opportunities in light of goals your team is already working on?

These are the hallmarks of a leader who is responsible and consistent—versus one who is perpetually late, unprepared, emotional or continually led astray by the latest fad.

Of course, no one is perfect—including leaders. But while perfection might be desirable, consistency will be far more impactful because it builds integrity and reliability with your team. It makes you a trustworthy leader.

In addition to taking responsibility for your part of outcomes, you must have the courage to hold others accountable for their actions and results. Accountability is a major factor in whether people feel empowered, perform effectively, take initiative and act responsibly. But when people on your team are not creating the results you want, you must have the courage to confront what isn’t working and engage the people involved in what can be a difficult and uncomfortable conversation about accountability and getting back on track with the goal.

Don’t shy away from these difficult conversations. Instead, have the courage to hold people accountable for their results.



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BEHAVIOR #3: Inspire Your Team With a Clear, Compelling,

Continuous Vision

To inspire others to work tirelessly to help accomplish your goal, you must first have a clear and compelling vision of the future. What will you and your team ultimately achieve? By when? What will everyone gain when the goal is reached? Is it honorable, beneficial, ethical and uplifting? What’s so compelling about it? What else will also be achieved as your team is striving for this major goal?

To get other people’s buy-in, you’ll also need to articulate who your team will become as they learn and grow on the path to achieving your vision. Your team must be able to see themselves in the future as better, smarter, stronger, more valued and more confident. Defining that beneficial outcome—plus other benefits people will experience—is an important part of your clear and compelling vision. Not only that, but a vision steeped in integrity tells people they need not compromise who they are in order to participate.

The very essence of leadership is that you have to have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion.

You can’t blow an uncertain trumpet.

—REVEREND THEODORE HESBURGH President Emeritus of the University of Notre Dame

Secondly, your belief in your vision must be unshakable. That means that you must believe it’s not only possible—but also desirable, essential and inevitable. And that belief is simply a choice. You just choose to believe it and then communicate it with certainty.

Bill Gates had a vision of “a personal computer in every home and on every desk.” Steve Jobs, creator of the iPod and iTunes, had a vision of revolutionizing the music industry and making it easy to download single songs and “put 1,000 songs in your pocket.” Sara Blakely, the billionaire founder of Spanx, when she was going door-to-door selling fax machines in her twenties, had a vision of being the rich owner of Spanx, manufacturing and selling more comfortable and attractive hosiery products for women.

And every one of these great leaders communicated their vision with passion and conviction.



You too must be able to tell the story of your vision so convincingly that it captures the imagination, hearts and hands of others. Your words must communicate the certainty of the goal—which will carry your team when they lose confidence in themselves and the process. You must also bring to the discussion your own natural passion and enthusiasm for the goal—something that cannot be faked and which is highly contagious.

HOW TO LEARN THESE COMPELLING LEADERSHIP STRATEGIES AND BEHAVIORS

One of the things that I like about working with Kathleen Seeley is that she helps me identify

ways to authentically inspire, motivate and compel my team to eagerly look for ways to grow my business.

Imagine—whether they are your own employees, a workgroup that you manage, your “team” of outsource vendors and independent contractors, volunteers, or others—enthusiastically stepping up, taking charge, being accountable and hitting goals… each time, every time!

On the other hand, if you’ve seen misfires and headaches like these, realize that your leadership can change these scenarios…

• You’re frustrated with the lack of accountability in those you manage and you can’t seem to get projects done on time or to your satisfaction…

• Someone on your team has been exhibiting behaviors you just can’t tolerate, but you’ve avoided having “a conversation” because you think it will result in push-back or even more “attitude”…

• You can’t believe how long it takes your team to make decisions, let alone act on them. The simplest goals seem to take weeks or months…

• Upper management has given your department a new directive, but to your team it seems like just one more imposition added to the workload they already have…

• You feel held hostage by a virtual assistant, commissioned salesperson or outside contractor who’s on monthly retainer, but who can’t seem to work on revenue projects because they’re too busy “getting organized”…

• To save money, your non-profit Board of Directors wants you to “utilize the volunteers for that,” but these helpers don’t show up, don’t stay committed or don’t get the job done.



When Kathleen Seeley works with leaders and emerging visionaries like you in August 2016 during the three-day Extraordinary LeadershipProgram, you’ll discover how not only how to solve these management misfires, but also how to prevent them in the future using your new CEO-like leadership skills.

Extraordinary leaders know just what to say, how to react—but most importantly how to think—to get top performance from their teams (whether they’re a workgroup, sports team, volunteer corps or group of virtual workers).

TO TAKE A LOOK AT WHAT YOU’LL BE LEARNING AND DOING WHEN YOU JOIN KATHLEEN IN AUGUST, CLICK HERE.

What else will you learn as you become an Extraordinary Leader? Read on…

BEHAVIOR #4: Listen for Possibility

Once people are enrolled in the vision, a great leader will listen to his team—not only to hear their thoughts and input, but also to make sure they feel heard. People want to know they make a difference and that their insights and opinions matter. When you develop your listening skills, you’ll be more present in the moment, you’ll be curious to hear other options, you’ll be able to truly hear what emerges from a discussion, and you’ll be open to a true dialog with your team—instead of simply delivering orders or explaining the game plan. This requires a willingness to be transformed by what you hear. But more importantly, it requires you to shift your focus from listening for “the right way or the wrong way” to listening for what is possible.

I call this “listening for possibility.”

There is no question that our culture rewards great speakers—people who can inspire and command an audience. But while being a passionate speaker can be a valuable skill, in the long run, effective listening may be a more valuable skill for leaders.

In a meeting, when you’re talking, you’re merely repeating or reporting what you already know; nothing new is created. But when you listen intently, you can co-create new approaches, new outcomes and new benefits from the ideas that you hear. If you find yourself formulating a response or improving on someone’s idea while they are speaking, learn to be patient. Stop and truly listen. And let new possibilities emerge.



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People don’t need to be managed; they need to be unleashed.

—RICHARD FLORIDA Director of the Martin Prosperity Institute at the

University of Toronto's Rotman School of Management

One of my early models for effective leadership was Dr. Billy Sharp, the president of the W. Clement and Jesse V. Stone Foundation where I worked when I was 26. I admired his commitment to always be learning, his willingness to listen to the input of others and his commitment to empower everyone on the staff to do the same. He always asked, “What do you think? What would you do? Why?”

I vividly remember one day being asked to sit in on a meeting Dr. Sharp had scheduled with an expert on values. He knew that several of us had read this man’s books and were interested in his work, and he invited us to sit in on the meeting. Being only 26 at the time, it was a great thrill to be invited to sit in on a meeting with the president of the foundation and this well-known expert. When the three-hour meeting was over, and everyone else had left the room, I said to Dr. Sharp, “You asked this man question after question for several hours, and you never once talked about your research or the work we are doing here at the foundation. How come?”

He answered, “I already know what I know. I wanted to learn what he knew.” That was a pivotal moment in my learning to be a better leader. It isn’t about impressing others with how much I know. Ask more questions. Listen to everybody. Look for the underlying themes and patterns. Dr. Sharp taught me that it takes input from a lot of people to see the whole truth of any situation, to value curiosity, to be open to being changed during a dialogue, and to honor and appreciate everybody for their input.



Dr. Sharp communicated his belief in our ability to contribute by intently listening to each of our perspectives. He truly cared about our point of view. And because we felt valued, we always tried to do our best—to be worthy of his trust in us. As a result he got our best efforts.

Another reason to listen intently is that you’ll often hear a story behind the story—that is, people’s fears, insecurities, even judgments. When people feel they’re not being heard or their true concerns are not being addressed, resentment builds to the point where people can become toxic to the rest of the team. While hearing the real story often takes empathy (an essential leadership skill), you can cultivate this ability by getting better at listening for tension, disappointment or indifference.

Great leaders listen for these underlying stories and address the real problems as quickly as possible—which results in more committed and more engaged people working on your cause.

BEHAVIOR #5: Coach Others to Take a Leadership Role

As a leader today, you will face increasing levels of uncertainty and complexity—that’s just how the world works. You can’t possibly know or control everything. So one way to overcome this is to coach your people to take a leadership role in their part of the project.

Instead of simply directing a pre-set plan, coaching people into action and helping them develop their own leadership skills means not only that you get to share decision-making, but also that you build a team of smart, self-confident and self-directed people who can respond quickly to changing conditions and circumstances.

Growing a team of your own top-notch leaders simply makes your life easier.

And the most useful skill for growing other leaders is coaching. Through deep listening and skillful questioning, you can help others discover their own solutions to problems and opportunities. Instead of being the only person figuring out what to do next, when you use coaching to help others develop their own solutions, you are also helping them develop their own problem-solving skills. To any leader who has been bombarded with the simplest and most mundane problems to solve, this idea of empowering your people with their own leadership skills will be a relief.

So how can you coach your people to become leaders in their own right?

Start by asking your people to correctly define the problem. This gets them fully engaged in



the process and helps them “take ownership” of the problem as one that they need to solve. Studies show that once a problem or challenge is theirs, it will be solved more efficiently and stay solved longer if you allow your team to create the solution. You provide direction only when they have reached the limits of their experience or training. Give people the tools and information they need to solve problems—then let them stretch.

Ken Blanchard, author of The One Minute Manager Meets the Monkey, writes that leaders often become overwhelmed by monkeys on their back—that is, projects and problems that don’t belong to them. When a team member comes to you with a problem and you agree to do something about it, the monkey is off their back and onto yours. You’ve suddenly taken ownership of the problem.

Don’t let this be your outcome. Coach your people to develop their own problem solving and leadership skills instead, and let them solve more problems—thereby creating more time and space for you to focus on what you need to do to accomplish your vision.

BEHAVIOR#6: Appreciate Your People

Whether you are leading a team of executives, athletes, community volunteers, school parents, or family game night, everyone needs to be acknowledged for what they do and who they are.

Practicing gratitude and acknowledging others is the easiest way for a leader to build trust, enthusiasm, and commitment in those around you.

Numerous studies indicate that 80 percent of employees report that they are motivated to work harder when their employer shows appreciation for their work, only 17% of people feel they are appreciated enough by their boss, and more than 50% of people would stay longer at their job if they felt more appreciation from their manager or boss.

So whether or not you feel you’re too busy, too uncomfortable or too unappreciated yourself, you need to schedule time and build in systems and rituals to appreciate people more often and more consistently.

Developing an attitude of gratitude and appreciating the people you lead returns tremendous benefits. Over time, you’ll not only transform your own perspective but you’ll also attract like-minded, optimistic people into your life, business and circle of influence.



EXTRAORDINARY LEADERSHIP Helping Top Managers & Leaders Develop High-Performance Teams

August 18—2016 in Scottsdale, Arizona

What could you achieve in your career if your team simply accomplished more? This

August 2016, I’d like to introduce you to my own leadership expert—Kathleen Seeley—who will help you learn the strategies, values, behaviors and mindset of the world’s top-performing executives, entrepreneurs and directors… just as she’s worked with me for more than three years!

Since Kathleen has been working with me and my team, I’ve been able to launch a major new initiative for my company: to train a million people worldwide to teach The Success Principles. It’s my biggest vision yet—bigger even than Chicken Soup for the Soul.

Additionally, I’ve accomplished goals that I’ve always had on the books, but never made a priority—like taking more time off, pursuing consulting projects, having my own in-house sales staff, conducting mindfulness trainings, researching social entrepreneurship, and more…things that are important to me personally as a business owner and thought-leader.

Of course, the biggest shift in mindset that Kathleen gave me is that leadership isn’t being someone for your team to lean on. Leadership is about making the leaning unnecessary. If you’ve ever felt like you’re the only one making decisions, the only one coming up with ideas or the only one who actually produces anything—while your “team” waits to be given instructions and step-by-step how-to’s, Kathleen will give you strategies that will help you empower your people to “lead themselves” and accomplish the lofty goals you set out.

Extraordinary Leaders Aren’t Afraid to be Disruptive

A key insight for extraordinary leadership through current challenges and increasing complexity is that giving your team step-by-step instructions—is no longer adequate. The world is complex and no single right answer exists. If you are giving clear step-by-step instructions, you are merely repeating the past and not leading into the future. This may not be adequate when dealing with emerging challenges. Disruptive leaders know what of the past to preserve and also know how to create collaborative work environments that encourage innovation, welcome creative problem solving as they focus on the future.



In today’s fast-paced, high-tech economy, you can’t possibly stay abreast of the newest strategies, options, technology or resources. You need your team to pro-actively seek out these solutions for you, instead of merely taking your instruction at face value. Most of the über-successful, high-growth companies in the world today—Apple, Facebook and Google—routinely develop “disruptive” technologies that literally change the way we do things and reshape our culture in innovative ways.

Your organization, too, can be disruptive—shaking things up and accomplishing major goals simply by “disrupting” the way you’ve always done things.

Extraordinary leaders aren’t afraid to be disruptive and try new creative solutions to emerging challenges. Are there better solutions than the ones you know about? Yes! And your team will identify them or create them—under a leadership approach that allows the path to emerge. Top-performing leaders are clear about the goal, but comfortable with ambiguity in how to get there.

Is Your Team Onboard to Help You Achieve YOUR Business Goals?

If you could choose any goal, any strategy, or any activity—knowing that you had an enthusiastic, motivated and seasoned team behind you—the sky is the limit to what you could accomplish, whether you’re a solo entrepreneur, non-profit director, corporate manager or lead any kind of effort where your success depends upon your team.

Key to Extraordinary Leadership is the importance of being very clear about who you are as a leader—and how you want to move forward. Ensuring your passions are connected to the goals you’ve created for your organization—and making sure your personal values are represented is fundamental. This is an especially important question for solo entrepreneurs, because it’s often solely your passion that’s driving the forward movement of your company and your values are the silent motivators behind your passions.

Extraordinary Leaders Know How to Engage in Difficult Conversations; They Address Problems Head On, While Preserving Relationships with People

Fundamental to Extraordinary Leadership is to know how to separate the substantive issues from the relationship to resolve emerging challenges. Conflict is as natural as eating.



Extraordinary leaders are able to be hard on issues and maintain, and actually strengthen relationship as conflicts are resolved.

The reality is that people bring their “stuff” to the workplace.

It affects their work—and their ability to “show up” for you. Extraordinary leaders are skilled at engaging in “sticky” conversations that are tough on problems, soft on people.

This skill can allow you to step into the most toxic situations and bring them through to resolution; transforming chaos and hostility into thriving, productive teams where people are happy to be there and eager to do their best. While your workgroup or business may not be a daily war zone, think about how much more you would enjoy your work as a manager or business owner by having the skills to inspire and direct your people—knowing they will respond with enthusiasm and best efforts toward meeting company goals.

Not only do skills like these help you run a higher-performing organization, it just makes life more enjoyable when every team member is working well with others—and with you.

Turn Yourself into an Effective Leader Who’s Not Just Promotable, But Who Is Eagerly Sought By the Most Progressive Companies

In a 2016 Bloomberg report that surveyed top executive-recruitment companies and asked them what skills they were looking for, “leadership skills” topped the list of what their clients were looking for but cant find.

Take a look at what was next on the list:

• Leadership Skills

• Creative Problem-Solving

• Communication Skills

• Strategic Thinking

These in-demand skills are what leading companies are paying top dollar for—and fortunately, they are learnable and easy to incorporate into your leadership mindset.

If you are contemplating moving on from your current company—or thinking about testing the waters for a promotion at your current workplace—spending three days with Kathleen Seeley will be a formidable investment in your own professional future.



With Kathleen as Your Guide, You’ll Learn How to Engage in Conversations that are

Tough on Problems and Strengthen Relationships

One of the reasons that Kathleen and I resonate so well in our approach to leadership is that we’re able to separate any problems that arise from our relationships with people.

When you work with Kathleen this August, you’ll learn to have vital conversations about situations, outcomes and problems—without experiencing push-back, “attitude” or sabotaging behaviors.

As I’ve worked more and more with Kathleen, I’ve discovered that she routinely steps into some of the most toxic—but promising—work environments to help their executive team turn chaos and hostility into thriving, productive companies where people are happy to be there and eager to do their best. While your workgroup or business may not be a daily war zone, think about how much more you would enjoy your work as a manager or business owner by having the skills to inspire and direct your people—knowing they will respond with enthusiasm and best efforts toward meeting company goals.

Not only do skills like these help you run a higher-performing organization, it just makes life more enjoyable when every team member is working well with others—and with you.

Kathleen is an acclaimed international facilitator and organizational leadership consultant. For more than 20 years, she has been working with individuals and organizations to bring about game-changing transformation in leadership capabilities and team functioning.

I know first-hand that the tools she shares are practical and her experiential method for teaching makes them immediately applicable.

Her work is targeted to create a culture centered around the values of the company and your values as a leader (this is especially important if you own the business or are a solo entrepreneur with virtual workers).

Kathleen has a Masters Degree in Leadership and a Master’s Certification in Values Based Leadership, and is an Associate Faculty member in the School of Leadership, Masters Certification for Values Based Leadership at Royal Roads University in Victoria British Columbia.



CHANGE THE WAY YOU DO BUSINESS... FOREVER! Join Us at the Extraordinary Leadership Program

August 18th-20th in Scottsdale, Arizona

When you work with Kathleen for three days in August, you can expect to learn skills and processing techniques not just for managing—but for leading your organization with big goals and an even bigger vision. And if you’re a small business owner, imagine being able to dream and plan again—not just manage the daily grind of personalities, deadlines and inertia.

Of course, the learning doesn’t stop there. Because change is a process, not a one time learning event, Kathleen has scheduled three 90-minute group follow up calls—held over three months’ time—to ensure you get her advice and insights as you apply these new leadership practices with your team!

What Can YOU Expect to See in Your Worklife After Attending the Extraordinary?

Conversations will be embraced as opportunities to reach innovative solutions to complex challenges. Rather than avoiding conflict, your team members will be encouraged—and these conversations will eventually be much easier when they are necessary. Accountability will become part of the day-to-day culture—as will the achievement of goals.

People will begin to step out of their silos and become more up-front in dealing with problems as a team. You’ll see them become more encouraging, exhibit better morale, and become more committed to looking out for the organization as a whole—because you’ll be leading and teaching by example.

To register or get answers to your questions, call (805) 881-5195 and speak with one of my Training Advisors. Space is limited. You can also secure your seat at our online registration page at http://www.CanfieldLeadership.com

I’m looking forward to seeing you very soon!

Dedicated to Your Leadership Transformation,

Jack Canfield, CEO The Canfield Training Group

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Strategies and Behaviors Anyone Can THE NEW … · JACK CANFIELD KATHLEEN SEELEY THE NEW GAME OF LEADERSHIP SPECIAL REPORT Strategies and Behaviors Anyone Can Learn to …