Avoid Leadership Pitfalls: Direction Versus Speed

On a Fast Train to the Wrong Destination?

By Elizabeth McCormick

Elizabeth McCormickHave you ever had a day where your wheels spin a bit slower? Have you noticed your team not putting the usual miles in at the office? Could it be burnout? The need for a vacation? Or is there something more underlying the malaise?

Many have experienced a much bigger drag on resources by giving the orders for your team to take off flying at full speed, only to find out later that the course was in the opposite direction of your desired goal.

Then, there are other times when a project is well underway and everything seems aligned properly, but there’s just no lift. The wheels just won’t leave the ground. Although tasks are getting completed and checked off the list, there’s no altitude allowing the project to accelerate. What’s happening? When started with a laser-focused goal in mind, the direction can change quickly if the proper guardrails and benchmarks aren’t set in place to keep everyone on target.

There’s a world of advice on staying productive, but those activities don’t mean anything if your coordinates are off, and that may be one of the biggest wastes of time (not to mention energy drains) you and your organization could experience. Assume nothing, clarify everything, and have it in writing. Click To Tweet

Here are five tips to assure your leadership and team directives match the end result you envision.

1. Know Your Destination: When you begin with the end in mind, you have a distinctive vision of your desired direction and destination before instructing your team to launch. It doesn’t matter how big or small your project is—if the direction, intention, or desired outcome isn’t clear, it will be tough to fly your team to the dream. Assume nothing, clarify everything, and have it in writing. If some aspect is open to interpretation, close that loophole up, or better yet, ask your team to contribute to the ownership of the project by being open to their quest for clarity.

2. Engage Your Team: Once you have communicated the objectives to your team, start by having team members re-state the goals and desired outcomes in their own words. Confirm and clarify often. This quite naturally highlights any variance between intention and perception. You can also use this opportunity to start fleshing out the project, brainstorming with the team, and adding detail to the project. This type of activity will help jumpstart the comradery as your team begins working together as a team toward a common goal. This will also enhance the collaboration necessary to ensure proper communication can take place from beginning to end.

3. Plan Your Work, Work Your Plan: Once everyone is on board and the team is headed in the right direction, be sure you have established the proper safety devices, benchmarks, and signposts for you and your team, so that if there is any drifting off course, it will be recognized and realigned quickly without much time or effort wasted. Ensure that work is broken down into manageable, measurable, short-term goals to aid in motivation and increase productivity. Work organized into logical segments also aids focus and self-management of direction.

Complex projects lend themselves to digressions and diversions. Spelling out where you should be and when keeps efforts centered on the essential goals originally intended.

Another way to encourage motivation and productivity is to take the time to get to know your ‘flight crew’ and their strengths. Don’t randomly dole out tasks; be strategic in aligning tasks with specific gifts and skills, allowing team members to take ownership of their part of the project.

4. Own Your Results: As a leader, it’s your attitude, stamina, direction, commitment to the project, and work ethic that establishes the environment and culture of your team, as well as the success of your project at hand. If you are unclear of your destination, you can be sure your team will have a tough time understanding the purpose of the project and the directions you are trying to communicate.

One of the biggest reasons people drift, get distracted, and are taken off task, is that the purpose for their task isn’t strong enough to keep them engaged. If this is happening, recognize it, take some time to clarify your purpose and your destination, and then let your team know you wish to communicate better as you share your vision more clearly and effectively with everyone involved.

Sometimes the best of plans just don’t have the results intended. It happens. Maybe it was due to misinformation, miscommunication, not enough research, too many agendas, a drastic change in the economy, or an unexpected shift in trends to name just a few of the ever-changing facets of being a leader in business. Regardless of why it happened, own the results. Empower your team to help you assess what went wrong, develop the proper benchmarks and guardrails to prevent that from happening again, and then map out a new flight plan to a better destination.

5. Collaborate—Share Your Progress: For most people in corporate positions, there’s (hopefully) an effective boss who helps ensure there are proper reports on progress, with the responsibility to follow up. What happens, though, when you’re the boss? Who does your project most effect, and who needs to know about the progress of your company, your goals, and your overall destination—your stakeholders? Your staff? Your clients? Other departments?

Regardless of who your project affects most, it is important to communicate, collaborate, and share your progress. Your strategic plan very well could be a thing of beauty, worthy of a business textbook. The marketing department, however, may have new information that invalidates an initial premise or puts your data out of date. Informing them only at completion risks the success of your entire project. Or, your biggest clients may be ready to sell their business and retire, which now means your project underfunded.

Include progress updates to those who your plans will impact, so that changes can be incorporated along the way. Sure, detours are inconvenient, but navigating them minimizes backtracking and maximizes the effectiveness of your efforts.

Leadership On Course and at Full Speed: With the direction of your project embedded in the planning and with contingencies made for changing conditions, you’ll soon see that the extra work in project planning serves productivity. When the runway is clear, your direction is plotted, and your flight plan is filed, you and your team can attain top speeds as you soar to success.

Elizabeth McCormick is a Keynote Speaker specializing in Leadership, Sales and Safety presentations. She was recently named number four on the list of Leadership Experts to Follow Online. A former US Army Black Hawk Pilot, and author of The P.I.L.O.T. Method; the 5 Elemental Truths to Leading Yourself in Life; Elizabeth teaches instantly applicable strategies to boost your employees’ confidence in their own leadership abilities. For more information, please visit: www.YourInspirationalSpeaker.com.

Be a Force Multiplier

Accomplishing More with Existing Resources

By Elizabeth McCormick

Elizabeth McCormickThe U.S. Department of Defense defines “force multiplier” as a capability added or employed by a combat group that significantly improves their combat potential, enhancing mission success probability. A force multiplier could be anything from new weapons technology to fresh food in the mess hall; anything that perks up and improves the effectiveness of our world-class armed forces.

The Challenge-Discernment in Using Resources: In the general workforce of corporate America, problems are many times solved by throwing resources at it—time, money, and effort. However, that’s not always the wisest course of action and much of those valuable resources could end up wasted. For those trained in the armed forces, their approach is different. Due to their training and experiences, their ability to enhance the effectiveness of the existing resources they have at their disposal is really the key behind the phrases about working smarter—not just harder. The Force Multiplier is always thinking in terms of strategy and implementation. Click To Tweet

The Solution-Force Multipliers: Incorporating the unknown elements and outcomes of a new strategy can sometimes be met with trepidation since it usually requires people to embrace the unfamiliar. However, with force multipliers, the foundational elements are usually already known and what changes is an updated strategy or reconfiguring other correlated elements that will inevitably improve its overall effectiveness and result.

Here are six multipliers you can explore and implement to help you work smarter:

1. Technology: To be most effective in both business and life, the ability to react is necessary, but being proactive and taking initiative first is where you will find the battle is won. Certainly, when you look to the likes of Apple or Facebook, their proactive stance on new technology leverages into a significant force multiplying advantage. This tech might be the defining force multiplier of your time. However, technology is moving into a plateau period where everyone has access to technology, balancing the playing field. There will always be innovative products. The game changers that propel things forward, but most of us aren’t engaged in enterprises that rely on innovation in that way. 

Instead, the force multiplier looks at technology and determines how its use extends effectiveness, for the multiplier themselves or for members of their team. A sales manager may, for example, implement an app that provides field sales staff with past ordering information for clients quicker. Field sales use this information to respond proactively during client calls. Effectively using the capabilities of smartphones has come a long way since the era of the revolutionary briefcase-sized cell phone.

2. Data: The smartphone example underscores the importance of data. On the battlefield, it’s called intelligence, reconnaissance or simply knowledge of one’s own numbers of personnel and hardware capabilities. Having complete and accurate information multiplies the chances of effective decision-making. Knowing where an enemy is, their numbers and the weaponry under their control permits an accurate and measured response, rather than sending blunt forces in the enemy’s general direction.

Consider the sales manager again. There’s no sense sending field sales into a suburb when they sell industrial cleaning products. It’s a simple example, but without knowledge of a region as suburban, effectiveness is diluted. 

3. Collaboration: Delegation is one way to use human resources, and that is essential. In traditional hierarchical organizations, that top-down direction of management is typical. It’s also quite rigid. Information and innovation typically follows that hierarchical pattern as well.

The contemporary world shifts to collaborative work groups largely due to the lateral spread of information that the computer age grants. Length of service with a company no longer describes experience with information or tech. Therefore, information is shared laterally as well as hierarchically. Multiple-pronged communication becomes more natural and, for the Force Multiplier, more critical to success.

4. Psychology: The most obvious psychological force multiplier is of course morale. Positive morale motivates a fighting unit in precisely the same way it boosts the efforts of a workplace team. Shared vision unifies effort and provides natural group cohesion.

Negative morale divides teams. In military terms, propaganda is a tool used to negatively affect opposing forces, which can counteract a number of factors that might otherwise aid the enemy’s advances.

While bringing down competition may not be a practical goal in the business world, bolstering the positive and avoiding the negative in work groups is critical function for the force multiplier.

5. Strategy: The Force Multiplier is always thinking in terms of strategy and implementation. Effective leaders take the knowledge of what resources can accomplish through tactical means. As the other aspects of force multiplication take effect, plans adapt to the increased capabilities. For instance, with the right tools and training, a sales team of three can increase sales in an area where six used to simply maintain current levels.

6. Leading by Example: Becoming an effective force multiplier means constant attention to improving your own skills and knowledge. When you start asking more from others in your organization, you better believe they’ll be watching you to lead the way. They know that you can’t be in the trenches with them all the time, but they need to know you can get your hands dirty and are willing to serve beside them. And of course, demonstrating that is a force multiplier technique.

As you become more aware of your force multiplier capabilities, you will realize that it’s almost a lifestyle choice with far reaching implications. Better still, force multiplication inherently implies continual improvement—of yourself as a leader, of your systems and of your team. Rather than something that’s overlaid, continuous improvement naturally emerges from the force multiplier process.

Elizabeth McCormick is a keynote speaker, author, and authority on leadership. A former US Army Black Hawk Pilot, she is the best-selling author of her personal development book, “The P.I.L.O.T. Method; the 5 Elemental Truths to Leading Yourself in Life.” Elizabeth teaches real life, easy to apply strategies to boost your employees’ confidence in the vision of your organization and their own leadership abilities. For more information, please visit: www.YourInspirationalSpeaker.com.

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Practice Makes Perfect? Busting the Myth

By Elizabeth McCormick

Elizabeth McCormickSometimes, there’s nothing worse than having it all figured out. You’re doing it day in and day out, and have been doing it for so long now that it’s second nature. You don’t even have to think about the mechanics of it. You know the phrases. “I can do this in my sleep,” “with one arm tied behind my back,” “flying on autopilot.”

But what if there is a better way?

They say that practice makes perfect. That is a myth and all kinds of wrong. What practice makes is permanent. What you do, day in and out, defines who you are and determines your results. There are reasons why you want to feel competent at what you do, reasons why you want and need activities you can do on autopilot.

These are the things that, through daily repetition, people practice. But, in fact, the act of doing something over and over doesn’t ultimately move anyone toward perfection. It leads into a point of permanence, where you do what you do the same way, every day. If it’s not being done perfectly from the outset, it’s not approaching perfection. Be wary not to habitualize the mundane.

Do You Have All the Information? You will encounter those who, good intentioned or not, stand in your way. They may block, misdirect, or withhold key information. Without this, of course, you can’t perform at an optimal level. You may not even know what that level is, or through omission, know how to arrive at the destination.

It could be something as simple as a single instruction, or it could come through a fundamental lack of understanding. This is where you need to trust your gut. When you know the outcome isn’t what it could be, don’t be content to meet that outcome. Ask questions. In particular, ask why. Why is it done this way? Why are you not addressing that process or concern?

One of the drawbacks of experience is that those second-nature elements lose their resolution and the details fall through the cracks. It may simply be an overlooked key point that you are no longer consciously thinking about. When something doesn’t make sense, it’s probably because that linking element is missing. Recognize your doubt as a sign of an incomplete picture and chase down the piece you’re missing. Get it right before making it permanent.

The Comfort of Learned Knowledge: There’s a reason people fall on the familiar, that they practice what they always practice. It’s comfortable. It’s meant to be comfortable. It starts in the physiology of their brains. Those things you know, that you’ve been doing for a long time, exist in your brain as established neural pathways. When you perform familiar tasks, these pathways kick in and take over.

By contrast, learning new skills happens elsewhere in the brain, in the same part where emotions live, where the fight or flight response originates. New situations are stressful. It’s what puts your brain up at the top of the consciousness chain. Faced with new stimuli, you process, analyze, deduce and ultimately solve or contain the problem you are facing. As the process progresses, that knowledge becomes hard wired. You practice your responses and make them permanent.

Consider a toddler experiencing a candle for the first time. The dancing flame delights them. Their learning skills are based around senses. They see the flame and instinctively they want to touch, taste, smell, and hear the flame. So, they reach for it.

You know what’s going to happen, right? Of course, you do. You’ve built those neural paths and you’re quite comfortable with keeping your hands a certain distance from flame. The toddler, however, is amassing knowledge and has not yet connected the flame with pain and danger. Burned once though, and that information is hardwired immediately, amidst significant turmoil and trauma, depending on how badly they were burned. Thereafter, the toddler retreats to the comfort and safety of avoiding flames.

Increased Comfort and the Learning Process: You can’t move close to a seemingly hopeless deadline without distress. People practice their emotional states too, whether they go deliberately or not, working towards its permanence. This is why you feel uneasy about a forthcoming exam in school, no matter how well you know the material. Talk around the cafeteria creates the impression that exam time is high-stress, and when students commiserate, they reinforce their own distress.

Yet, once you’re familiar and comfortable with information or methodology, it’s increasingly difficult to feel that distress without something triggering the emotional state. Learned responses are stored in a different part of the brain. As you process new information, it’s tied physically to an emotional response. After learning, it’s hard wired away from emotions.

That’s where the cool, calm “do it in your sleep” feeling comes from. You’re supposed to be more comfortable with familiar tasks. As you know, comfort is good, but it’s also complacent and often unexamined. It’s practice making permanent in a literal sense. Your brain hardwires your response.

The Illusion of Perfection: If you’re not obtaining perfect goals, that doesn’t mean that everything you’re doing is wrong. It may mean you’re missing a key piece of information as you saw above. There may be something off in your process or timing, but it’s very unlikely you’re a complete failure at what you’re doing.

When you feel that unease, that discomfort from not achieving your vision of success, your brain is actively seeking new information, solutions to the disparity between reality and vision. It’s a normal part of who you are.

You decide what you do with that feeling. You can ignore it. Perhaps you bake cookies or binge watch five seasons of Game of Thrones or apply yourself to other parts of jobs or duties that don’t cause distress. Or you face the unease, looking for the piece of the puzzle that unifies where you are with where you want to be.

You learn through repetition. Some people need to do something 100 times before they construct the synapses necessary to move knowledge and skill to that comfortable part of their brains. Some, hateful though they may be, need only five repetitions. Many need 5,000 repetitions, most of the time, at least for the things that matter, the things that don’t come so easy, yet be desired so much.

Sometimes that’s how close success really is. You may be just one piece of information or one more moment of perseverance away.

Elizabeth McCormick is a keynote speaker, author, and authority on Leadership. A former US Army Black Hawk Pilot, she is the best-selling author of her personal development book The P.I.L.O.T. Method: the 5 Elemental Truths to Leading Yourself in Life. Elizabeth teaches real life, easy to apply strategies to boost your employees’ confidence in the vision of your organization and their own leadership abilities. For more information, please visit www.yourinspirationalspeaker.com.

Mastering the Mastermind

Making the Most of Cross-Mentoring Groups

By Elizabeth McCormick

Elizabeth McCormickThe mastermind concept came from an admirer of industrialist Andrew Carnegie. Napoleon Hill described the idea in his 1937 book, Think and Grow Rich, but the mastermind plan adapts to many forms of business networking, not just entrepreneurs, as originally foreseen. The principles of a mastermind group can apply to any employee or workplace group aimed at continuous improvement and personal development.

A mastermind is a group of individuals devoted to mutual support, a sort of mentorship in the round, where each member plays both the role of mentor and mentee. The focus is on enabling the success of others, while in turn drawing on the resources of the group for oneself. As Hill saw the concept, he applied it to business owners who were otherwise on their own. This remains a very effective application for broadening knowledge and experience horizons.

Applied to the workplace, the mastermind structure suits groups of supervisors or department heads, those facing similar challenges yet with differing circumstances. The philosophy of the mastermind suggests a new approach to group dynamics over traditional workplace units. However, for those devoted to gaining a competitive edge, membership in an effective mastermind provides a fast track to success.

Why Should I Join? What Can I Really Expect to Gain? This is the critical question, isn’t it? The “what’s in it for me” factor. While that might seem cynical, there really isn’t a point in being involved if you don’t feel you can gain from the experience. That’s obvious. But the point on which many such groups falter is not the taking, but the giving. Before you look at how to invest in a mastermind, look at four distinct takeaways an effective alliance can offer.

  1. Community: The most effective masterminds bring together people with both like and unlike backgrounds. Each member is after increased success, for example, but comes from a different industry. That’s the model behind the typical business club mastermind. The group is connected by a desire to progress, but not undermined by direct competition. The key factor is, however, a new and diverse community that wouldn’t exist otherwise. It’s a community of intent, not chance, with members invited in for the strengths they can offer as much as for the benefits they can receive.
  2. Collaboration: Being the captain of a small business enterprise can be a lonely position. It’s all on you. If you’re an entrepreneur by nature, you’ll relish that feeling most of the time, but everyone is human, social creatures, so there are times you don’t want to be the lone wolf. Managers and supervisors sometimes face similar isolation. When everyone is looking to you to run the show with confidence and authority, to whom do you turn to express doubt or bounce ideas? When you can’t show weakness before clients and staff, a mastermind collective presents a safe sounding board for expressing concerns, doubts and options, while providing input, feedback and advice.
  3. Consolidation: Networking is generally accepted as a key to business growth, yet processes required from typical networking opportunities are often uncomfortable and consequently many of us don’t do them well. It’s “first date” syndrome – there’s not enough time to relax and be yourself. A mastermind alliance checks that in a couple ways. First, everyone is there by strategic invitation. Next, everyone around you is interested in your success as well as their own, for the good of the mastermind group. Opportunities to build effective cross-promotions don’t have to develop on the fly, in a couple hours. When you connect with a network partner on a deeper level, you’re closer to their network now too, in a way a business card exchange just can’t match.
  4. Continued Motivation: Inspiration and motivation may be the two biggest takeaways a mastermind has to offer. There are probably other sources for the new information you’re learning through your mastermind group. Consider the mastermind concept itself came from Hill’s book. But to get really excited about an idea, direction or plan that’s then reinforced a week later at the next meeting of your alliance, that is something so intangible yet so essential to your personal and business growth. Think of it as an inspirational pep pill, keeping you nourished, nurtured and invigorated on a regular basis.

Enjoy the Campaign: No matter if you are joining or starting your own group, whether you succeed or fail, there is experience to be gained and lessons to absorb. The clichés have all been used, and they are all true: enjoy the ride, it’s the journey, not the destination, and so on. Each mastermind can be enriching, even if it’s not what you were expecting or doesn’t achieve what you want. Part of the process that’s most valuable is that you’re opening yourself up as a person, to other people and other experiences. Ultimately, while a mastermind is a group experience, you will find the rewards are deeply personal. Good luck on your adventure!

Elizabeth McCormick is a keynote speaker, author, and authority on Leadership. A former US Army Black Hawk Pilot, she is the best-selling author of her personal development book, The P.I.L.O.T. Method; the 5 Elemental Truths to Leading Yourself in Life. Elizabeth teaches real life, easy to apply strategies to boost your employees’ confidence in the vision of your organization and their own leadership abilities. For more information, please visit: yourinspirationalspeaker.com.

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Visual Flight Rules

The Challenge and Reward of Transparency Culture

By Elizabeth McCormick

Elizabeth McCormickDon’t incentivize employees with money. They don’t want it.

Did you do a double-take? While the statement is a bit facetious, your workers expect fair compensation for the work they do, but it’s not the be-all and end-all of their motivation. In fact, it’s not even one of their top three motivators.

The top three motivators – culture and values, career opportunities, senior leadership – account for over 60 percent of a worker’s job satisfaction. Let’s look at each of these in turn and examine how it influences – and is influenced by – a transparent corporate culture.

Defining Transparency and Culture: There’s a temptation to think of corporate culture and transparency as synonymous, whether that transparency is achieved yet or not. Consider the following statement by a fictional CEO: “Our corporate culture is one of transparency.”

It probably strikes you as an empty phrase. The more cynical would likely start looking for transparency in practice in this executive’s organization, or worse yet, start examining the CEO for behavior consistent – and inconsistent — with the statement.

Take a minute to look out the window. Some of you might see trees, greenspaces and water, while others might see walls of adjacent buildings. A few of you probably noticed the window needs cleaning. You probably see where this is going. While people can value transparency, in many ways transparency isn’t a value at all. It’s a condition.

Transparency sits in between culture and perception. You already have corporate transparency. It’s simple a matter of opacity. With this model in mind, it becomes clear that an enterprise with opaque cultural transparency is likely to frustrate perceptions. Conversely, high transparency contributes to a satisfying work condition.

Traditional, hierarchy-based management is often defined by the corner office or the prime parking space, beneficial rewards and demonstrative achievements that get entrenched in the myths of corporate culture, making the workplace a competitive environment rather than a collaborative one, promoting a set of skills in the workforce that may not be the skills best suited to advancing corporate objectives.

So it’s easy to see that, if the fictional CEO of our example makes his or her statement then goes back to the office and closes the door, the words are hollow.

The Real Message Behind Career Opportunities: Consider the silent-pluggers. Every workplace has them, those who quietly do their job, day after day, and they’re good at it. Then there are the pluggers. Perhaps they want to know that they can keep doing what they are doing, earning a little more over time. To them, a bump up to supervisor may be the worst possible outcome. Promotion is a reward for some, but a punishment for others. If the corporate window on advancement is opaque, the pluggers may not be doing their best work in hopes of being passed over.

Promotion may also be a tangible demonstration of a person’s value. It’s hard to argue that your work is valued if the company gives you more money and responsibility. If this validation can only come through career advancement, then they probably aren’t experiencing workplace transparency when it comes to day-to-day job performance.

Given that salaries are typically closely guarded by company and workers alike, it’s likely that, in the opaque workplace, there are those who are consumed with the idea that others are making more for similar or less effort. A promotion or a raise is the only way they can calm the inner voices against the thought that they are being ripped off.

There just can’t be salary transparency though, can there? Well, the military does it. Public institutions such as universities and government agencies at all levels publish salary information. We all know how much the President makes. With access through the Internet to job listings across the country or even around the world, it’s never been easier for a worker to establish his market value. But remember, money is only number 5 on the list of motivators. It’s not that workers want to be paid the most. Workers want to be paid fairly.

Transparency and Senior Leadership: Brace yourselves, here’s where you come in. You’ve probably heard the glib catch phrase: “People don’t quit their jobs. They quit their bosses.”

It may be simplifying somewhat, but examine your own job history to see if it’s true for you. What makes up a good boss is different for everyone. Despite the definitions, there are leaders who are accepted as superior, so there are overlaps of perception.

Perception. You read how opacity affects perception, and the real challenge for you as a manager is to find the balance that’s right for your company and for your workers, and, since you must live it, what’s right for you.

Reviewing the basic definition of a manager, we are reminded, “A manager is a person whose work is completed through the efforts of others.”

Your workers are completing your essential work. You probably know how they tick as a group, and in some cases as individuals. You’re likely contemplating the concept of transparency to help your people work better, more efficiently and with satisfaction and loyalty.

Email, calendars, work time and work tasks can keep tabs on the work that your staff is doing. Is this gathered information used to adjust and adapt or is it a corporate Big Brother whose only result is increasingly complex work avoidance?

A smart approach to transparency may beat a “more is better” approach, particularly during the early stages of implementation. Systems that feed the transparent condition are often used in opaque ways, sending mixed messages. Understanding transparency as a condition means treating transparency as a process. Your workers are looking to you for guidance, example and sincerity. For over 16 percent of them, it’s the most important factor leading to job satisfaction.

Your Visual Flight Rules: Reducing the opaque walls of hierarchal corporate culture is not something to attempt on a whim or on a mission statement. Employees can see right through you if your leadership lacks sincerity.

It’s ironic, but perhaps the best methods to begin efforts to improve transparency are subversive. You can quietly try on your own transparency changes, learn about your staff, their goals, dreams and frustrations. Mix these with your knowledge of the business, your clients and your industry. Just as a pilot flies from one landmark to the next, so too will your process toward transparency.

Elizabeth McCormick is a speaker, author, and authority on Leadership.  A former US Army Black Hawk Pilot, she is the best-selling author of her personal development book, “The P.I.L.O.T. Method; the 5 Elemental Truths to Leading Yourself in Life.”  Elizabeth teaches real life, easy to apply strategies to boost your employees’ confidence in the vision of your organization and their own leadership abilities. For more information, please visit: www.yourinspirationalspeaker.com.