(Bilingual) Help Wanted

By Martin Cross

Janet, a personnel manager at a fast-growing start-up, hoped to give her company a competitive edge in an international field by recruiting bilingual employees. She got some unexpected results.

Her first big surprise was discovering that many applicants who made no mention of language skills on their resumes reported being able to speak two, three or sometimes even more languages, when asked about it in the interview. This made Janet wonder: How common is this hidden talent? So, she sent a questionnaire to her entire staff and was amazed to find that many them were in fact multilingual.

However, not all of Janet’s discoveries were positive. As a start-up, the company was very interested in what other businesses were doing, and the plan was to have the new staff spend some of their time translating advertising and documentation from foreign competitors. Armed with that information, they then planned to reach out to potential clients in those countries.

One of the new hires did well at the translation task but the others, despite having described themselves as fluent, were so slow that the company’s bottom-line costs exceeded the price for outsourcing the same service. To make matters worse, the engineers found the translations hard to read.

Meanwhile, a sales department recruit who had said, in the interview, that he was fluent in the language that his parents spoke at home, later told his supervisor that he was unable to make sales calls in that language.A multilingual workforce can respond more quickly and flexibly to both opportunities and challenges. Click To Tweet

There is more to language than conversation

Janet had been operating under the common misconception that someone who is conversationally fluent in a second language will be able to do everything in that language that they can do in English. The truth is that, while about a quarter of Americans can hold a conversation in a foreign tongue, conversational fluency is only one of a broad range of language skills.

Your ten-year-old nephew may speak English fluently, yet if you hand him your company’s year-end reports, the vocabulary and syntax will stump him before he has finished the first sentence. Likewise, being able to chat about the weather or sports in Spanish or Korean in no way means that you can speak business Spanish or technical Korean.

Even in situations that do not require any special jargon, such as telephone prospecting for sales leads, the ability to set the right tone and project confidence requires an exceptionally high level of linguistic skill. A person who has only spoken their second language at home with their family, or learned it during a college year abroad, is unlikely to have such mastery.

Skills are learned

The skills gap is even more pronounced when it comes to writing. While our high schools and universities do their best to instill good writing habits in their students, many of us have difficulty producing even an email that is completely free of errors.

As you can imagine, it’s harder still to write well in a second language. In fact, unless you have used a language as your primary work or study language for many years, it is nearly impossible to write at a level in keeping with corporate professionalism.

Another surprising linguistic fact is that even people who have mastered two languages, such as immigrants who began their careers abroad and have since settled into English, may not necessarily be good translators. Understanding what is written on the page and being able to choose the right words to recraft that same message in another language are two very distinct skills.

Many years of study and practice, as well as a host of specialized tools and resources, are needed for professional translators to reach a level at which they can work efficiently and confidently. Asking an untrained staff member to take on translation work may be counterproductive and expensive. It may even involve serious risk in the case of documents with the potential for major business impact, such as contracts, user manuals, or advertising.

For similar reasons, because interpreters (who convey the spoken word) need very different skill sets than translators (who work with written text), even translators with years of experience will likely struggle to serve as an interpreter at an ordinary business meeting.

Lessons learned

Janet wasn’t wrong in seeing bilingual recruiting as tool to boost international competitiveness, but she needed more information to make good decisions. Rather than simply asking candidates if they spoke any other languages, she should have gone one step further and inquired about the specific tasks she was hoping to have them perform.

She learned some important lessons: If you want someone to review technical documents in a foreign language, it’s best to ask them up front if they feel confident reading such material in that language, not to mention what related experience or education they have to support that confidence.

She also found that she needed to hire someone with foreign language sales experience if that person was to make sales calls overseas. Likewise, relevant training and experience was a must for translations and interpreting.

Linguistic capital is a powerful addition to any international team. It can open windows of insight and doors of opportunity. A multilingual workforce can respond more quickly and flexibly to both opportunities and challenges.

In fact, your company’s language skills could be your decisive edge, so it pays to get the right ones. By understanding your specific needs and diving deeper into the language skills of your staff and potential recruits, you’ll make the most of your “(Bilingual) Help Wanted” sign.

Martin Cross is the president of Patent Translations Inc., serving law firms and patent departments in the US and abroad, and an active corporate member of the American Translators Association. The American Translators Association represents over 10,000 translators and interpreters across 103 countries. Along with advancing the translation and interpreting professions, ATA promotes the education and development of language services providers and consumers alike. For more information on ATA or translation and interpreting professionals, please visit www.atanet.org.

Want to Wow at Work? 3 Secrets From The Business Magician

By Kostya Kimlat

Have you ever done something difficult at work, but made it look easy? Solved a problem, helped a client or negotiated a deal in a way that astounded your colleagues? Felt amazing, right? Inspiring delight and wonder is powerful, even addicting. It’s what drives magicians to do what they do and why people love them for it.

What most people don’t realize about magic shows, though, is that it’s not all props and performance. To truly surprise and delight, a seasoned magician uses his or her mind. And you don’t have to run away with the circus, or even learn a single magic trick, to apply magical thinking to your business or career.

I’ve been a magician for over twenty years, specializing in teaching businesses the secrets of magic and how those insights can improve communication, sales and client relationships. As a speaker, trainer and facilitator, I teach that magic is a rich source of thinking tools. Those tools apply to any organization and any industry, but they also apply to individuals. You can make magic work for you, at work.

To prove it, I’m going to share a few magicians’ secrets that can help you improve your career in the following areas:

  • Innovation and lateral thinking
  • Perception management
  • Social intelligence
Being more magical at work isn’t about deception or manipulation; its about being better at how you communicate and collaborate. Click To Tweet

Innovation and lateral thinking

Magicians have always had to work backwards: They come up with a surprising effect and then devise a means to accomplish it. They must consider all mental, visual and physical tools available. That’s why magicians were the first to employ mirrors, magnets, and electromagnets, and why they are often a decade or two ahead of the mainstream in using new technologies or scientific principles to surprise their audiences.

And to continue astonishing people, a magician can’t stick with the same tactics. Their tricks must constantly evolve, but—here’s the key—their approach to developing new material stays the same: Magicians start the creative process by acting as if anything is possible. They don’t limit themselves.

To be creative and innovative, you have to be able to see existing resources as more than they are, you have to seek methods and technologies unknown to you (and maybe to others). You can’t do any of those things when you decide preemptively that any end goal—a new product, service, client or corporate structure – is outside the range of what’s possible.

Magicians start the creative process by expanding that range to include anything and everything. That mindset is the takeaway that you can apply in the workplace, whether you directly manage thirty people or write code for a living.

Perception Management

However creative, no magician’s trick is complete with only physical tools and technologies. To fool someone, a magician has to do something the other person doesn’t know, recognize or perceive. Knowing and managing an audience’s perceptions are what make the trick.

Similarly, to be the most magical person in your office, it’s not enough to just be creative. You must also accurately understand what people around you perceive – what they believe and expect.

If you’re going to communicate better, produce better, manage better or sell better, you need to know what others see. How? The Fortune 500 companies I consult with might perform surveys of thousands, but you can collect this information easily (and much more quickly) if you’re OK with informal feedback.

Before an important meeting with a client, your boss or employees, perform your own survey. Do some digging on what your investors believe about your company before you present. Find out what delighted or disappointed at the last board meeting—and why.

Simply taking the time to do this will put you ahead. Do the work beforehand to more deeply understand what others believe they know, how they see you and what they are looking for, and you’ll be able to deliver and even dazzle by going beyond expectations.

Social Intelligence

Really successful magicians aren’t just good at tricks. They’re great entertainers. They pull people in. They enchant. Why? They read people in a way others don’t. They take our second secret a step further. Perception management—the ability to understand how people perceive you and what you do—is a skill that can be learned, developed and refined. Practice taking others’ perspective long enough and you’ll develop a powerful tool: social intelligence.

Magicians influence imaginations and suspend reality, but influencers of all types practice the kind of empathy that rises to the level of social intelligence. Being a great thinker doesn’t just mean having great thoughts; it’s understanding and anticipating the thoughts of others. It’s knowing how they think and feel and making informed guesses on how they will react. It’s about being ready instead of reacting in panic. And you can do the same thing at the office.

Constantly assess what those above, below and beside you are perceiving, what they expect and how they feel. Do this not just during crucial moments, but at every point of interaction. Do it well enough and it will be what sets you apart. It will become your magic, your own wow factor.

What being magical at work really means

Now, I realize magicians are known for fooling people. That’s part of the performance and the fascination. A magician is, as Carl Germain wrote, the only one honest about his lying. But magic is not just a matter of technical, mechanical or visual trickery. Magicians see people differently. That’s my core message: Learning to Think Like a Magician™ can help you avoid misperceptions and miscommunication by more deeply considering others.

Being more magical at work isn’t about deception or manipulation; its about being better at how you communicate and collaborate. And you don’t need any cards or wands to create magical experiences.

With these three magician’s secrets, you can amaze your co-workers by bringing innovation and lateral thinking to your job, wow them by anticipating what they’re going to think or say at the next meeting and astonish them with your masterful ability to connect and communicate with anyone you meet.

Kostya Kimlat is a keynote speaker and corporate magician who fooled Penn & Teller on their hit TV show, “Fool Us”. Kostya speaks to businesses about how to Think Like A Magician™ to improve sales and customer service. For more information about Kostya Kimlat, please visit www.KostyaKimlat.com

Customer Service is a Strategy, Not a Slogan

Peter DeHaan: Author, Blogger, Publisher, Editor writes about Customer ServiceBy Peter DeHaan

Does your organization make customer service a priority? I expect that it does. In fact, I suspect that the phrase “customer service” is found somewhere in your mission or vision statement, etched on a wall plaque, proclaimed in your marketing material, and oft orated by upper management.

However, as is often said, “talk is cheap” and “actions speak louder than words.” So the question becomes, do you actually provide quality customer service or just talk about it? Has the vocabulary of providing world-class customer service been bandied about so often that you—and the entire organization—have been falsely convinced that it is a reality, when in fact it has no basis in truth?

Customer Service Failure

In my article, “A $175 Oil Change,” a local car dealership charged $175, accomplishing no tangible results other than changing the oil. This was the only impetus I needed to return to the trustworthy comfort of my local service station, where I continue to be a loyal customer of their car care services. Unfortunately, the day that I dreaded came last summer 2011, when they informed me that repairing my heat-producing air conditioner was beyond the scope of their services; I would need to take the car to the dealer.

With trepidation, I walked into the dealer’s brightly lit and tastefully decorated service department. As I walked up to the “customer service” desk, a representative, clad in business attire with tasteful tie, greeted me by name. I explained the problem and, knowing their mode of operation all too well, asked for an estimate. With a confidence-building smile and positive words of assuredness, he sent me on my way.

His phone call came shortly after I returned to the office: $1,575! Following my dumbfounded silence, he launched into an extended explanation, mixing mechanic jargon and automotive terminology— which I doubt even he fully understood—seemingly aimed to intimidate me into accepting their costly diagnosis. According to their investigation, a heater problem was also uncovered and somehow related to the AC repair. True, for only $980, I could fix just the AC, but then it would be over $1,200 to go back later to repair the heater.

“Let’s get realistic,” I challenged him, determined to not be victimized again.

The representative apologized that he had no other options and admitted that his “hands were tied.” I declined to authorize the repair and made arrangements to pick up the car. He kept repeating, “I’m sorry; I know I’ve lost you as a customer.”To be successful, customer service needs to be more than just a slogan, more than mere lip service. It needs to be a strategy Click To Tweet

Customer Service Success

It took some time, but eventually I heard about a full-service garage with a reputation for honesty. I took the car in. Sitting in a small and dingy office, with a dated décor and amidst organized clutter, I explained the chronology of events, sharing the dealer’s written estimate. The owner of the garage chose his words carefully, “Well, they could be right, but I think we can get it working for much less.” He had a $185 solution that he wanted to try. Plus, if he was wrong, he would apply that amount to the repair the dealer recommended (for which his normal price was only $800). As far as the heater issue, he found no justification for any repairs.

I followed his recommendation. The $185 AC repair proved to be accurate, keeping us cool through a hot and humid summer; the heater worked as is without incident throughout that winter.

The dealership had talked ad-nauseam about their top-notch customer service in their ads, promotions, mailings, and sales pitch. They even put on an impressive front, but there was no substance; to them, customer service seemed to be maximizing the repair bill. The garage, on the other hand, didn’t talk about customer service; they just did it.

How to Lose at Customer Service

A second pair of customer service stories, from several years ago, are equally illustrative. Although my family is not often prone to renting movies, we did have a membership at an outlet in a nearby town. My wife and I entered their store, with a two-for-one coupon in hand and the residual amount from a gift certificate on account. Our expectation was that we would each pick a movie and pay for them using the coupon and credit balance. We were wrong.

The first sign of trouble came in the checkout line, when the clerk could not pull us up in their computer. “We got new computers,” he said curtly as he continued typing in vain. After much too long, he impatiently demanded, “When were you last here?” Our answer irritated him. “Well, that’s your problem,” he announced. “We gotta put ya in again.” He took all of our information and had us sign an ominous contract.

As he scanned the DVDs, I handed him the coupon. “We don’t accept these,” he declared disdainfully. Dumbfounded, I asked why. “It’s for Acme Video Hits and we’re Acme Video Plus, now.” I pointed to the in-store sign displaying Acme Video Hits. “We got bought out and they voided all the coupons. It happened three months ago,” he explained exasperatedly, as though this was common knowledge of which only ignorant people were unaware; “We haven’t changed our signs yet.” He typed some more. “That will be seven dollars.”

“You charged us the price for current releases,” I informed him, pointing to a sign for 99 cent rentals of older movies. “They changed that, too.” An unfruitful discussion ensued, but he gave up and got “the manager” when I inquired our credit balance, which had been lost during either the acquisition or computer upgrade.

The manager appeared and with great boldness began demonstrating to his lackadaisical charge, proper problem resolution skills. He aptly summarized anew the critical information that we had pieced together from the unwitting clerk. He stated the company line and confirmed the price of seven dollars. However, he soon relented and eventually offered to partially accept our coupon, zero out the balance on our unverifiable account, and only charge us three dollars.

Sensing this was the best we could reasonably do, I accepted his offer and thanked him. He smiled broadly and shook my hand, no doubt assuring himself of a successfully resolved conflict and a customer retained. My wife and I, however, left with a far different perspective. The uncaring clerk had simply dug too big of a hole for his boss to climb out of; damage had been done and it was irreversible.

How to Win with Customer Service

It wasn’t until a movie rental chain opened a local outlet that we again rented a movie. We walked in and hesitantly approached the counter. Michelle smiled broadly and genuinely welcomed us. Upon learning that we were first-time customers, she carefully and patiently explained how everything worked, including the store layout, membership, prices, and the specials. Her pleasant and easy-going demeanor was refreshing and put us at ease.

As we began browsing, clerk after clerk would momentarily appear, helpfully restating a tidbit of information, providing direction, or offering assistance, then moving away as quickly and stealthy as they appeared. This was not like my usual retail experience when a clerk asks if I need help and I feel compelled to say “no” even though I do. At the movie store, the clerks’ interactions were both welcomed and beneficial.

When it came time to pay, Michelle, with her effervescent personality and evident enjoyment of her job, made the process of becoming a member both pleasant and effective, reiterating the value of membership and reinforcing the specials. She even did a successful up-sell—which seldom works with me—to pre-pay for several movies; this was quite a feat considering my prior experience with having a credit balance. But when one has a compelling offer that is presented with infectious enthusiasm, it is easy to be successful.

What amazed me most about Michelle, however, was that through all of this, she was training two employees! She had the ability to give them subtle cues and brief instructions in the midst of serving us, without leaving us feeling slighted or inconvenienced.

It is not surprising that I am looking forward to my next movie rental. I have even planned my selections for that snowy weekend that winter, when I take advantage of their “buy two, get three free” special! Good customer service is always an invitation to return.


To be successful, customer service needs to be more than just a slogan, more than mere lip service. It needs to be a strategy, one that is fully and successfully implemented with the customer’s best interest in mind.

Peter DeHaan is a commercial freelance writer who provides content marketing services and does ghostwriting.

How to Hire Top Candidates with Storytelling

By Henry DeVries

Henry DeVriesA tough challenge for many executives is convincing top talent to join their company. A second challenge is training newcomers to understand the company’s core values.

To become better at hiring and training, it pays to know how humans are hardwired for stories. If you want the prospective employees to think it over, give them lots of facts and figures. If you want them to decide to join your company for the right reasons, then tell them the right story.

Now any executive can easily use proven techniques of telling a great story employed by Hollywood, Madison Avenue, and Wall Street by employing six simple steps to storytelling to attract the right candidates and properly train them on your company culture.

These stories must be true case studies but told in a certain way. The process starts with understanding your core values.

Core Values are Key

Top candidates don’t want to work just anywhere. They want an organization where they align with the core values.

Every business has core values, although some have not formally stated what they are. Basically, core values are the guiding principles that drive and organization’s conduct both internally with employees and externally with customers. Here are a few examples of core values of small to medium-sized businesses:

  • We go the extra mile for customers
  • We do whatever it takes to get the job done
  • We value integrity, which means doing what you say you are going to do
  • We are honest and transparent with employees and customers
  • We value quality as job number one

The list of possibilities is mighty long. Core values are a decision that company leaders make. But just naming a core value is not enough.To become better at hiring and training, it pays to know how humans are hardwired for stories. Click To Tweet

The Core Value Storytelling Formula

For every core value, the company should capture a true story of that core value in action. Here is a quick overview of the core value storytelling formula:

  1. Start with a main character. Every story starts with the name of a character who wants something. This is your client. Make your main characters likable so the listeners will root for them. To make them likable, describe some of their good qualities or attributes. Generally, three attributes work best: “Marie was smart, tough, and fair” or “Johan was hardworking, caring and passionate.” For privacy reasons you do not need to use their real names (“this is a true story, but the names have been changed to protect confidentiality”).
  2. Have a nemesis character. Stories need conflict to be interesting. What person, institution, or condition stands in the character’s way? The villain in the story might be a challenge in the business environment, such as the recession of 2008 or the Affordable Care Act (the government is always a classic nemesis character).
  3. Bring in a mentor character. Heroes need help on their journey. They need to work with a wise person. This is where you come in. Be the voice of wisdom and experience. The hero does not succeed alone; they succeed because of the help you provided.
  4. Know what story you are telling. Human brains are programmed to relate to one of eight great meta-stories. These are: monster, underdog, comedy, tragedy, mystery, quest, rebirth, and escape. If the story is about overcoming a huge problem, that is a monster problem story. If the company was like a David that overcame an industry Goliath, that is an underdog story.
  5. Have the hero succeed. Typically, the main character needs to succeed, with one exception: tragedy. The tragic story is told as a cautionary tale. Great for teaching lessons, but not great for attracting clients. Have the hero go from mess to success (it was a struggle, and they couldn’t have done it without you).
  6. Give the listeners the moral of the story, which is the core value. Take a cue from Aesop, the man who gave us fables like The Tortoise and the Hare (the moral: slow and steady wins the race). Don’t count on the listeners to get the message. The storyteller’s final job is to tell them what the story means.

Six Ways to Put Stories into Action

After you build an inventory of stories that demonstrate your core values in action, you are then ready to deploy the stories. In storytelling, context is everything. You should never randomly tell stories, but instead use stories at the right strategic times.

Here are six perfect opportunities to persuade with a story:

  1. During a job interview. No, don’t start the interview telling stories. However, once the candidate has shared about themselves, then the interviewer can share stories about the core values of the organization.
  2. During a training class. Core values should be taught during training. First, state the core value and then explain what that means. For them to really get the point, tell a story about that core value in action.
  3. At weekly staff meetings. One executive boasted that his organization had 22 core values, and they were on posters throughout the office. Asked if he had any stories to illustrate, a little red faced he said “No.” Now every week at staff meeting they tell a story to illustrate one of the twenty-two core values.
  4. At company-wide meetings. Is it time to assemble all the troops? Maybe for a change in direction or for recognition? This is a perfect time for core value selling.
  5. On the company website. Promote core value stories on your website to detail for clients and potential clients the power of story.
  6. In company brochures and collateral material. Since stories connect on an emotional level, doesn’t it make sense to put them down in writing?

Storytelling helps persuade on an emotional level. Maybe that is why so many Fortune 500 companies are honing in on storytelling techniques and imparting that wisdom on their sales and business development professionals to tell relatable stories that will convince prospects.

Henry DeVries, CEO of Indie Books International, works with consultants to attract high-paying clients by marketing with a book and speech. As a professional speaker, he teaches sales and business development professionals how to build an inventory of persuasive stories. He is the author of “Marketing with a Book” and “Persuade with a Story!” For more information, visit www.indiebooksintl.com.

Want to Grow as a Business Leader? Employ the BRAVE Model

By Jeffrey W. Foley

Jeffrey W. FoleyWilliam had never felt fear before. He had just been promoted to President of the company that had grown dramatically over the past three years and they were not ready for this rapid expansion. While he felt confident that he was the best qualified for this position, he lost sleep thinking of all the leadership challenges his people were expecting him to fix. He saw himself in the image of the Greek Titan Atlas holding up the globe. He was going to need help.

The good news is William was not afraid to ask for help, and had a mentor he could turn to for that assistance. His mentor happened to be a career army officer who had developed a simple, powerful, proven model for developing leaders in the business world. He titled it BRAVE—fitting for an army guy.

What keeps you up at night? What is causing you to feel pain?

Some of the most significant leadership pains business leaders suffer from include: the shortfall in achieving desired results, the inability to attract and retain quality talent, the lack of leadership skills in managers, lack of a values-based culture that enables bad business decisions and unethical behaviors, the lack of an engaged workforce, and the lack of an inspired high-performing executive team.

The BRAVE model helped William tackle his challenges, as his company is on track for a record setting year. The model can also assuage your fears as a leader, and put you on the path to running a more stable, profitable organization.Being a great leader is tough business. It takes courage. It takes bravery. Click To Tweet

Be a leader of character

Character is at the heart of being an effective leader. It represents who you are and what you stand for. No amount of leadership or technical competency can overcome a lack of character. It begins with a comprehensive understanding of yourself—a necessary condition before you can effectively lead others. Character is ultimately defined by those values or deep beliefs that guide behavior. For leaders to be followed, they must secure the trust and confidence of their followers. The best leaders of character define and communicate those values, then bring them to life through living them, and reward others who live them.

Reinforce leader competencies

Clearly-documented leadership competencies–and their associated behaviors—make it abundantly apparent what is most important to an organization. Core competencies highlight the fundamentals of solid leadership for everyone throughout the organization. There are additional competencies commensurate with a leader’s level of responsibility. As one progresses up in the organization, responsibilities and authorities change. At the executive level, the environment is characterized by increased complexity, higher risk, greater uncertainty, and less direct control over subordinate echelons. There is risk to any organization if expectations of competencies are left up to chance. Identification of them and gaining proficiency in them requires training, tireless practice, and feedback.

Attack with a leader development program

 Over the past 243 years, the army recognized the value in investing heavily in the development of leaders at all ranks. Good developments programs help prepare the current and future leaders to be prepared to lead teams and set the conditions for the organization’s future success. Once developed, rigorous execution of the program is paramount. The best leaders recognize the importance of sustained investment in the development of their people. Success stems from a culture where leaders are equipped with the mindset and passion for developing others. Leaders own the task of developing their people and cannot ignore it.

Value coaching excellence

One-on-one coaching is arguably the most important skill a leader must possess to be effective in developing others. The best leaders are great communicators who set the example for what right looks like. Great coaching skills do not come naturally to many leaders; they must be learned and practiced. When leaders ignore or short-change this critical task, their people fail to grow and reach their full potential. The consequences continue to expose themselves as their people will also fail to learn how to coach their own subordinates. The entire organization suffers. The keys to coaching success include creating a positive and open communication environment, agreeing of clear goals, and engaging in consistent dialog focused on assessment of performance and inspiring actions for the future.

Embrace trusted relationships

Trusted relationships between leaders and their people trump everything when it comes to effective leadership. A leader’s influence over others will not occur if their mutual trust is absent. For leaders to be trusted, they need to be leaders of character, competent in technical and leadership skills, genuinely care for their people, and exercise humility. The best leaders have these qualities. Trusted relationships remain in place for life. Soldiers will follow their leaders into the most dangerous places, under the most extraordinary conditions if they trust their leaders. Earning that trust is a critical task and must be mastered to be a leader in the army.

Why BRAVE? Francis Scott Key is the author of the famous words “The land of the free and the home of the brave.” He wrote those words in 1814, and since 1931, they have been sung as the national anthem of the United States. The word has powerful meanings. Being a great leader is tough business. It takes courage. It takes bravery. There are powerful lessons to be learned from the US Army. This model helped William achieve the success he was seeking, and can help you.

Jeff Foley is a recognized speaker, executive leadership coach, and author of Rules and Tools for Leaders. He is a West Point graduate and retired as a Brigadier General having served thirty-two years in the Army. Drawing on his unique military experience, Jeff uses his singular insight to build better leaders. For more information on Jeff Foley, visit www.loralmountain.com.

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