Will you really celebrate the end of the year with your team to propel them ahead into 2008? And will it truly reflect your values?
During the festive season, even if you don’t have a specific religion, ‘’goodwill towards man’’ is, I think, a fine sentiment in its own right. And after all it is the end of the year, the calendar one at any rate. Therefore if that gives us an opportunity for a little review – what did you do well, what did your team do well, what did you do in spite of the odds rather than because of them– then let’s use it! Let’s spread a little goodwill - there’s a new year ahead!
In your business, is the festive season a time for celebration - the successes of the year, the highlights, the lowlights ………. or just an excuse for a good knees up and a drink or six and the potential opportunity to give some-one a quick peck on the cheek that you couldn’t possibly do at any other time of the year!! Whatever it is, it could be that if you apply a little thought and application – you may get as much as you give.
Last week, I worked with a fabulous team and in the afternoon of day one of the workshop - we did an exercise on alignment. What I mean by that is that we worked out how well the team was on plan, on target and more importantly, as a group were their beliefs, values and vision in sync. Despite all of us having got up very early and been rowing (great team-building exercise!) in temperatures of c4degrees – the exercise revealed some business actions that needed to be acted upon immediately and more importantly issues that could make a difference to the bottom line PDQ! This was a high performing team performing well and for them we discovered how they can be even better. For teams that are less cohesive the results of this sort of intervention can be revolutionary - galvanising them into much, much greater achievements or changes that make the difference! One of the most common reasons for difficulty in organisations and within teams is that values and beliefs are different and therefore having and sharing a vision or mission becomes almost impossible.
At this time of year, for whatever reason, there is a nice warmth and positivity hanging about the place and therefore why not use this perfect opportunity to not only thank your teams and employees for this year’s efforts but more importantly get a little clarity to get them focused on the right things for next year – which reflect your values - as leader, manager or CEO.
Despite the financial wobbles that are occurring on the other side of the pond and despite the continued - how to put? - incidents that our new government seem hell bent on producing each and every week - keeping your team and company focused and not put off by economic fluctuations, competition, or anything else that may distract them...... would very possibly be a great thing to do this side of 2008.
So,
When did you last thank your team - and specific individuals within it - not just a wee comment by the water-cooler or an after presentation comment, a short note of thanks in a card or email if you really must. It goes an awful long way to motivating people and is free to boot ( apart from a little of your time perhaps)!
When did you last gather as a team, group or company to discuss your company vision, your values & beliefs - what is it that makes you tick as a team, as a company - what do you collectively believe in and therefore what do you need to achieve it (I hear echoes of ‘what is she talking about’ – this sort of discussion - even for the most cynical of you out there - could make the difference to you hitting target or not!).
When will you sit down with your team to discuss the learning and outcomes of 2007 and what that means for 2008?
What went less well and have you learned not to do it again?
What went well and how can you repeat that performance?
What should you start doing?
And finally, those same questions for you, the leader, what are your values, what did you do well, what did you do less well and what shall you not do again, continue to do and start doing?
Tis the season to be jolly and as I sit here at my desk, there seems to be more than the odd bit of festive clutter gathering. Christmas is but a pantomime and an organic turkey away, so with all that flurry of anticipation – thank your teams, establish what your values really are - ensure that everyone is in alignment and start the New Year with a flourish!
Goodwill towards all men and have a highly successful 2008!
Kate Tojeiro is an Executive Performance Coach & MD of X fusion; www.the-x-fusion.co.uk
Wednesday, 28 November 2007
Monday, 16 July 2007
'And the difference is ? '
A lawyer friend of mine was invited on a ‘jolly’ as he described it, in Cambridge, a marquee on the riverbank, champagne on tap, canapés, strawberries and cream on a balmy afternoon. That was the perception or expectation in my friend’s head at any rate!
It transpired to be a few people crammed onto a punt - no champagne – a few beers and several punnets of warm strawberries which my rather dapper, affable friend was left holding, squeezed in between two giggly young girls. Nothing against the giggly young girls - just not perhaps the Henley-esque experience that he was expecting or maybe hoping for!
Perception, misperception is a common occurrence and where coaching is concerned it happens often. So, may I offer you some clarification?
I reflect on three meetings;
The first was a client, a very capable CEO. He joined the organisation less than 18 months ago and it was significantly loss making, he took this ailing company to becoming very saleable organisation and a deal concluded early this week (a multi-million pound deal, I will add). Did I see a confident, ballsy, excited individual, proud of his recent achievement? I did not! Admittedly, as many of you will testify taking a company through an exit is no mean feat - exhausting, exhilarating, frustrating, exciting, tedious and any other descriptive you care to mention (some of which are best left unwritten!) however the exit and perhaps the anticlimax hailed the start of a new era.
Do you ever have that feeling when you have heaps to do or even one specific thing to do and hard as you try you can’t seem to make the first step to tackling it, head-on or even from the sidelines in stealth mode? This is where we started.
The session enabled the client to articulate the real issues that were going on and therefore reveal the path ahead. Some-one else really probing, asking challenging questions and making one accountable for ones actions - that makes a huge difference to how one moves ahead and progresses. More importantly having an impartial and unbiased supporter that will be metaphorically speaking ‘on your side’ through the ups and downs, and also providing a softer cushion of support when it’s required.
An email later arrived from the client saying ’I've come back determined, energized and focused on my great achievement and on the positives, and to milk both for all they are worth!‘
That was coaching. My client shall remain nameless and I was the coach.
Meeting number two, is with a highly regarded entrepreneur, hugely successful businessman, published author, public speaker and generally great bloke.
The two meet at a disceet location in London, they discuss business, aspirations future strategy, global poverty…..
This man is charismatic, steely sharp and incredibly generous with his time and advice. He asks the most incisive of questions and really gets to the heart of an issue – evoking one to really explore all avenues and most importantly really hone in and focus on where one is headed.
From a position of great experience and knowledge, the entrepreneur imparts advice, encouragement and methodologies as to how the other might significantly grow their business in a supportive yet challenging way.
Specific, measurable suggestions that not only enable but also inspire! Topics covered are wide and varied; people, motivation, target market, USPs, finance, legal, marketing and the myriad of other issues facing companies and executives today.
I walked out onto the Strand positively bouncing with excitement and renewed vigour and drive (I still am in fact!).
That was mentoring and I was the privileged mentee and it was a gift.
Meeting number three;
An individual that I know well has been hugely successful in business (and continues to be) and has great friends and family.
Some 20 years ago, my friend grew up with alcoholic parents and lost his mother when he was eighteen in a tragic accident (doubtless caused by the alcohol abuse). At certain times in life this causes him to not only find a given situation very challenging but also he finds it extremely difficult in knowing how to handle it.
He sees a psychotherapist regularly and is slowly overcoming and being able put aside some of the pain.
This is counselling (or therapy), the friend shall remain nameless and the psychotherapist is a member of the British Association of Psychotherapists. Occasionally coaching will stray into areas of our psyche that require the services of a specialist counsellor or therapist – a good coach would always point out that they were not best placed to assist and refer on in such situations.
There is often some confusion defining coaching, mentoring and counselling. There is a time and place for each and the results and outcomes from each intervention can be extraordinary and potentially life-changing. However, they are each very different and it is essential that the boundaries of each aren’t blurred as this is when the wrong intervention can cause entirely the wrong outcome!
My lawyer friend was subsequently invited to the British Grand Prix by a generous corporate organisation; this reality super-ceded his expectation! Use coaching, mentoring or counselling at the right time in the right place and you will find that your expectations are more than likely surpassed too.
Kate Tojeiro is an Executive Performance Coach. Contact her at www.the-x-fusion.co.uk
It transpired to be a few people crammed onto a punt - no champagne – a few beers and several punnets of warm strawberries which my rather dapper, affable friend was left holding, squeezed in between two giggly young girls. Nothing against the giggly young girls - just not perhaps the Henley-esque experience that he was expecting or maybe hoping for!
Perception, misperception is a common occurrence and where coaching is concerned it happens often. So, may I offer you some clarification?
I reflect on three meetings;
The first was a client, a very capable CEO. He joined the organisation less than 18 months ago and it was significantly loss making, he took this ailing company to becoming very saleable organisation and a deal concluded early this week (a multi-million pound deal, I will add). Did I see a confident, ballsy, excited individual, proud of his recent achievement? I did not! Admittedly, as many of you will testify taking a company through an exit is no mean feat - exhausting, exhilarating, frustrating, exciting, tedious and any other descriptive you care to mention (some of which are best left unwritten!) however the exit and perhaps the anticlimax hailed the start of a new era.
Do you ever have that feeling when you have heaps to do or even one specific thing to do and hard as you try you can’t seem to make the first step to tackling it, head-on or even from the sidelines in stealth mode? This is where we started.
The session enabled the client to articulate the real issues that were going on and therefore reveal the path ahead. Some-one else really probing, asking challenging questions and making one accountable for ones actions - that makes a huge difference to how one moves ahead and progresses. More importantly having an impartial and unbiased supporter that will be metaphorically speaking ‘on your side’ through the ups and downs, and also providing a softer cushion of support when it’s required.
An email later arrived from the client saying ’I've come back determined, energized and focused on my great achievement and on the positives, and to milk both for all they are worth!‘
That was coaching. My client shall remain nameless and I was the coach.
Meeting number two, is with a highly regarded entrepreneur, hugely successful businessman, published author, public speaker and generally great bloke.
The two meet at a disceet location in London, they discuss business, aspirations future strategy, global poverty…..
This man is charismatic, steely sharp and incredibly generous with his time and advice. He asks the most incisive of questions and really gets to the heart of an issue – evoking one to really explore all avenues and most importantly really hone in and focus on where one is headed.
From a position of great experience and knowledge, the entrepreneur imparts advice, encouragement and methodologies as to how the other might significantly grow their business in a supportive yet challenging way.
Specific, measurable suggestions that not only enable but also inspire! Topics covered are wide and varied; people, motivation, target market, USPs, finance, legal, marketing and the myriad of other issues facing companies and executives today.
I walked out onto the Strand positively bouncing with excitement and renewed vigour and drive (I still am in fact!).
That was mentoring and I was the privileged mentee and it was a gift.
Meeting number three;
An individual that I know well has been hugely successful in business (and continues to be) and has great friends and family.
Some 20 years ago, my friend grew up with alcoholic parents and lost his mother when he was eighteen in a tragic accident (doubtless caused by the alcohol abuse). At certain times in life this causes him to not only find a given situation very challenging but also he finds it extremely difficult in knowing how to handle it.
He sees a psychotherapist regularly and is slowly overcoming and being able put aside some of the pain.
This is counselling (or therapy), the friend shall remain nameless and the psychotherapist is a member of the British Association of Psychotherapists. Occasionally coaching will stray into areas of our psyche that require the services of a specialist counsellor or therapist – a good coach would always point out that they were not best placed to assist and refer on in such situations.
There is often some confusion defining coaching, mentoring and counselling. There is a time and place for each and the results and outcomes from each intervention can be extraordinary and potentially life-changing. However, they are each very different and it is essential that the boundaries of each aren’t blurred as this is when the wrong intervention can cause entirely the wrong outcome!
My lawyer friend was subsequently invited to the British Grand Prix by a generous corporate organisation; this reality super-ceded his expectation! Use coaching, mentoring or counselling at the right time in the right place and you will find that your expectations are more than likely surpassed too.
Kate Tojeiro is an Executive Performance Coach. Contact her at www.the-x-fusion.co.uk
'Do you have a conflict management strategy? '
Conflict sadly seems to be around us most of the time in the world at large and in our day to day business.
The most successful teams and companies have spontaneous and varied outlets for new ideas, innovations and approaches, however, it is also however these creative ideas, innovations and approaches that can be the very ingredients to conflict!
Therefore it is probable that the two greatest skillsets that will directly affect the success and longevity of your business are not only strategic planning but also conflict management! Having been inadvertently on the sidelines of a major conflict between two parties at the week-end and in my work as an Executive Performance Coach – seeing the stress and behavioural barriers to success that ensue, I know this to be true.
You´ve probably heard the saying "the bone is strongest where the break heals" (that is actually medically true!), the same applies to relationships (business or otherwise!), and this may, actually, give organizations a competitive edge. Unresolved conflicts are harmful and put a business at risk. Companies are often comprised of emotional hot houses and systems that are likely to have conflicts at some point or another. Several studies on M&A deals suggest that the largest number fail because of lack of conflict regulation processes. I have observed that those who do well are those who have found ways to regulate and appreciate differences of opinion even and especially if they are potentially explosive. These companies enjoy a competitive advantage, as they are better able to work together, trust each other, and react faster to the changing economic environment. The resulting outcome also leads to better, wiser decisions.
So if you have a conflict management process, fabulous! If not a few pointers which may assist;
• Conflict is normal; differences of opinion are healthy
• Managed conflicts are beneficial
• Build self confidence in emerging leaders
• Strengthen bonds
• Create rich diversity, more options
• Must be dealt with quickly and fairly
• Process is as important as outcome
• Hard bargaining is a poor second to interest based negotiations
Best practices to prevent conflicts:
• Clear strong leadership that is meritocracy based.
• Good employment policies: compensation, employment, exit and entry, reviews.
• Formalized meetings.
• Strong, effective governance with a truly independent board.
• Formalized meetings for sharing and understanding the collective and individual beliefs and values.
• Open and direct communication.
• Dealing with issues and conflicts as they arise in a direct, timely and open-minded way.
When conflict arises;
Remember any human system is also an emotional system with a long, complicated history, working in real-time. In any emotional system that is subject to many and varied opinions and views, a fair and timely process will offer safety and predictability and more importantly a swift solution.
• Establish a fair process
• Build in safety and predictability so individuals will know what to expect
• Get buy-in from parties
• Use it!
Notes on a good, fair process;
Here are steps to follow in managing any conflict:
Ground rules
• Who are the critical decision makers?
• How will we make this decision?
• How long will we give to this?
• What are the rules of engagement?
Initial Positions
• Statement of problem
• Statement of each parties position
Interests
• What does each party really care about?
• What is their motivation?
• This answers the question ´why´?
Create solutions
• "Out of the box" thinking
• Invent options
• Brainstorm
Get objective criteria for each option
• Reality check
• What is the industry standard?
• What are the requirements for that position?
• How do we review that strategy?
Reaching an agreement
• Open discussion of the choices
• Weigh the options
• Make the decision.
My basic premise is that to counter conflict, you need a rational approach of patience & calm. You have to work out what is happening that is contributing to the problem and change it. Easier said than done, maybe! However, by getting to the root causes of the conflict, you not only relieve current conflicts but you are also more likely to prevent recurrences. For example, if you keep having conflict in your management team, it is possible that you might discover that the cause of your upset is not their behavior but your unrealistic expectations. By modifying your standards, you might find that the conflict in the team no longer bothers you or even better, those conflicts result in the more successful outcomes that you could ever have imagined. .
Until next week…
Kate Tojeiro is an Executive Performance Coach at www.the-x-fusion.co.uk
The most successful teams and companies have spontaneous and varied outlets for new ideas, innovations and approaches, however, it is also however these creative ideas, innovations and approaches that can be the very ingredients to conflict!
Therefore it is probable that the two greatest skillsets that will directly affect the success and longevity of your business are not only strategic planning but also conflict management! Having been inadvertently on the sidelines of a major conflict between two parties at the week-end and in my work as an Executive Performance Coach – seeing the stress and behavioural barriers to success that ensue, I know this to be true.
You´ve probably heard the saying "the bone is strongest where the break heals" (that is actually medically true!), the same applies to relationships (business or otherwise!), and this may, actually, give organizations a competitive edge. Unresolved conflicts are harmful and put a business at risk. Companies are often comprised of emotional hot houses and systems that are likely to have conflicts at some point or another. Several studies on M&A deals suggest that the largest number fail because of lack of conflict regulation processes. I have observed that those who do well are those who have found ways to regulate and appreciate differences of opinion even and especially if they are potentially explosive. These companies enjoy a competitive advantage, as they are better able to work together, trust each other, and react faster to the changing economic environment. The resulting outcome also leads to better, wiser decisions.
So if you have a conflict management process, fabulous! If not a few pointers which may assist;
• Conflict is normal; differences of opinion are healthy
• Managed conflicts are beneficial
• Build self confidence in emerging leaders
• Strengthen bonds
• Create rich diversity, more options
• Must be dealt with quickly and fairly
• Process is as important as outcome
• Hard bargaining is a poor second to interest based negotiations
Best practices to prevent conflicts:
• Clear strong leadership that is meritocracy based.
• Good employment policies: compensation, employment, exit and entry, reviews.
• Formalized meetings.
• Strong, effective governance with a truly independent board.
• Formalized meetings for sharing and understanding the collective and individual beliefs and values.
• Open and direct communication.
• Dealing with issues and conflicts as they arise in a direct, timely and open-minded way.
When conflict arises;
Remember any human system is also an emotional system with a long, complicated history, working in real-time. In any emotional system that is subject to many and varied opinions and views, a fair and timely process will offer safety and predictability and more importantly a swift solution.
• Establish a fair process
• Build in safety and predictability so individuals will know what to expect
• Get buy-in from parties
• Use it!
Notes on a good, fair process;
Here are steps to follow in managing any conflict:
Ground rules
• Who are the critical decision makers?
• How will we make this decision?
• How long will we give to this?
• What are the rules of engagement?
Initial Positions
• Statement of problem
• Statement of each parties position
Interests
• What does each party really care about?
• What is their motivation?
• This answers the question ´why´?
Create solutions
• "Out of the box" thinking
• Invent options
• Brainstorm
Get objective criteria for each option
• Reality check
• What is the industry standard?
• What are the requirements for that position?
• How do we review that strategy?
Reaching an agreement
• Open discussion of the choices
• Weigh the options
• Make the decision.
My basic premise is that to counter conflict, you need a rational approach of patience & calm. You have to work out what is happening that is contributing to the problem and change it. Easier said than done, maybe! However, by getting to the root causes of the conflict, you not only relieve current conflicts but you are also more likely to prevent recurrences. For example, if you keep having conflict in your management team, it is possible that you might discover that the cause of your upset is not their behavior but your unrealistic expectations. By modifying your standards, you might find that the conflict in the team no longer bothers you or even better, those conflicts result in the more successful outcomes that you could ever have imagined. .
Until next week…
Kate Tojeiro is an Executive Performance Coach at www.the-x-fusion.co.uk
Can't stop change...
Being an Activist!
Be really honest, are there a few days in your life when you want to hide in your office and ignore the world? Hope that no-one will come and find you, or ask you for anything, be it an opinion, a signature, a decision, an agreement to get a new photocopier? Whatever – it is called being human and happens to us all.
Being the leader of an organisation, regardless of its size, does take a huge amount of energy, and responsibility and requires you to be active – either physically or mentally - whether you like it or not.
Now here’s the thing. That is why you are in the position of leadership right now. That is why you are in the top 2% of the population. That is why people want to follow you and be guided by you. You have already shown your tenacity and energy in order to have got into the position that you are in. So feel good about that! A very few percentage of the population are willing to be brave enough, active enough or maybe responsible enough to take on a leadership role – to set up and drive a company, to head up a group of people, to turn an idea into a business.
Here’s the catch.
Unfortunately you are only as good as your last action. What I mean by that is that now that you have made it to the ‘top’ or somewhere close, you cannot revert to a passive way of life and stay being successful. It just doesn’t work. I am sure that we have all known those managers of the past who have got to the position that they think they deserve(!) and then sit back on their laurels using power and status alone to remain in position. Do they add value to the business? Probably little. They might do enough to keep the status quo, but not a lot more. They know how to work the system, and stay out of the firing line. In the end, neither the company or they feel good about the situation. It doesn’t work for anyone.
As a successful leader you find that you have to remain ACTIVE in all that you do. Talk passionately, question the status quo, find out what the competition is doing, employ another great asset, think beyond tomorrow. The list is literally endless, which is inspiring but can be quite scary too. However, how do you feel at the end of the day when you have been active throughout? I would hope that words spring to mind such as achievement, higher self esteem and satisfaction. It must be worth it as you will go back and do it all over again tomorrow. Won’t you?
Please do recognise that there are some days you need to re-group, we just don’t have all that energy required – that is normal! The trick is to recognise this – and allow yourself to have a day of ‘re-grouping’. Just don’t make the big decisions on this day!
So – how do you find ways to continue to be an Activist, without completely wearing yourselves out? Here are some thoughts.
Firstly, enjoy what you do. I am sure that we can think about something you have been hugely involved in, whether it is mending a motorbike, working out a puzzle, painting a picture or a house, and the time has just disappeared. It is wonderful to be so involved that you give it your all without stopping, or even feeling tired (until afterwards at least!). Does work still do that for you?
Secondly, you don’t have to go it alone. Employing some people who are like minded and can be just as active as you, enables you to pass on the gauntlet without doing it all by yourself. Having used your passion to bring them on board will pass on that energy and away they go.
It does get easier too. Luckily, we humans do learn as we go along, so that the tremendous amount of energy we employ in doing something for the first time, requires slight less each time that we do it. So being active actually increases our comfort zone. That’s a relief isn’t it?
Don’t waste your energy on valueless things. So many of us sit through meetings where there is so much potential talent sitting around the table, and none of it gets used. Look in your diary and highlight the events where your passion and your energy are required and make them a priority, minimising the energy-sapping appointments.
Look at yourself at times – and make sure that you are not doing the ‘power – status’ thing – you may feel good for a day, but not sure that it adds value to you or your company!
Finally – a thought, in the words of Carmel McConnell, an inspiring activist and author – ‘You have loads of talent. Let’s face it, most days it just sits waiting inside you.’ So what are you waiting for?
Until next week
Kate Tojeiro is an Executive Performance Coach at www.the-x-fusion.co.uk
Be really honest, are there a few days in your life when you want to hide in your office and ignore the world? Hope that no-one will come and find you, or ask you for anything, be it an opinion, a signature, a decision, an agreement to get a new photocopier? Whatever – it is called being human and happens to us all.
Being the leader of an organisation, regardless of its size, does take a huge amount of energy, and responsibility and requires you to be active – either physically or mentally - whether you like it or not.
Now here’s the thing. That is why you are in the position of leadership right now. That is why you are in the top 2% of the population. That is why people want to follow you and be guided by you. You have already shown your tenacity and energy in order to have got into the position that you are in. So feel good about that! A very few percentage of the population are willing to be brave enough, active enough or maybe responsible enough to take on a leadership role – to set up and drive a company, to head up a group of people, to turn an idea into a business.
Here’s the catch.
Unfortunately you are only as good as your last action. What I mean by that is that now that you have made it to the ‘top’ or somewhere close, you cannot revert to a passive way of life and stay being successful. It just doesn’t work. I am sure that we have all known those managers of the past who have got to the position that they think they deserve(!) and then sit back on their laurels using power and status alone to remain in position. Do they add value to the business? Probably little. They might do enough to keep the status quo, but not a lot more. They know how to work the system, and stay out of the firing line. In the end, neither the company or they feel good about the situation. It doesn’t work for anyone.
As a successful leader you find that you have to remain ACTIVE in all that you do. Talk passionately, question the status quo, find out what the competition is doing, employ another great asset, think beyond tomorrow. The list is literally endless, which is inspiring but can be quite scary too. However, how do you feel at the end of the day when you have been active throughout? I would hope that words spring to mind such as achievement, higher self esteem and satisfaction. It must be worth it as you will go back and do it all over again tomorrow. Won’t you?
Please do recognise that there are some days you need to re-group, we just don’t have all that energy required – that is normal! The trick is to recognise this – and allow yourself to have a day of ‘re-grouping’. Just don’t make the big decisions on this day!
So – how do you find ways to continue to be an Activist, without completely wearing yourselves out? Here are some thoughts.
Firstly, enjoy what you do. I am sure that we can think about something you have been hugely involved in, whether it is mending a motorbike, working out a puzzle, painting a picture or a house, and the time has just disappeared. It is wonderful to be so involved that you give it your all without stopping, or even feeling tired (until afterwards at least!). Does work still do that for you?
Secondly, you don’t have to go it alone. Employing some people who are like minded and can be just as active as you, enables you to pass on the gauntlet without doing it all by yourself. Having used your passion to bring them on board will pass on that energy and away they go.
It does get easier too. Luckily, we humans do learn as we go along, so that the tremendous amount of energy we employ in doing something for the first time, requires slight less each time that we do it. So being active actually increases our comfort zone. That’s a relief isn’t it?
Don’t waste your energy on valueless things. So many of us sit through meetings where there is so much potential talent sitting around the table, and none of it gets used. Look in your diary and highlight the events where your passion and your energy are required and make them a priority, minimising the energy-sapping appointments.
Look at yourself at times – and make sure that you are not doing the ‘power – status’ thing – you may feel good for a day, but not sure that it adds value to you or your company!
Finally – a thought, in the words of Carmel McConnell, an inspiring activist and author – ‘You have loads of talent. Let’s face it, most days it just sits waiting inside you.’ So what are you waiting for?
Until next week
Kate Tojeiro is an Executive Performance Coach at www.the-x-fusion.co.uk
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