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Look through our many helpful articles on leadership, mentoring, consulting and managing others.

Date: May 1, 2012

In an Australian Workplace Communicator Blog Shawn Kent Hayashi's book, Conversations for Change:12 Ways to Say It Right When It Matters Most is featured in answering the questions, "How to initiate a difficult Safety Conversation?" More→

Date: Apr 30, 2012

“Those who seek mentoring will rule the great expanse of heaven” according to Shu Chang, who in the sixth century B.C. wrote this in the Chinese Book of History. While the mentoring model that organizations use today is different from what was preferred just two decades ago (let alone 25 centuries ago!), the reasons for pairing employees with others who take an active part in their development over time are as compelling as ever. More→

Date: Apr 20, 2012

In "Training Magazine" Shawn Kent Hayashi is featured in an article to create a step-by-step plan that shows people how to accomplish more and achieve proven results. More→

Date: Mar 1, 2012

In all aspects of life we negotiate every day. Especially in the workplace, we are continually called upon to successfully negotiate with customers, coworkers, supervisors, and internal support personnel. Often, our approach to conflict resolution is influenced by a competitive “win/lose” approach, when what we need to foster successful long term relationships is a way to create “win/win” outcomes. This article gives you an opportunity to examine your own beliefs and practices about negotiating so that you will become more effective the next time you find yourself needing to make your point or get your way. More→

Date: Feb 1, 2012

What do you think of when you hear the word "Surprise?" Parties with unexpected gifts are the fun surprises. Mishaps in communication are more common. Have you heard the wise saying, "Never surprise your boss?" In communicating with others, it is best not to create unwanted surprises. Consider these examples: More→

Date: Jan 1, 2012

No matter where you are in your career, no matter what industry your organization focuses on, whether you are a professional in a suit or a professional athlete, the ultimate desired outcome is high performance. Considering that high performance and good decision-making are the ultimate outcomes, how are they attained? There is no doubt that general intelligence and technical skills contribute to high performance. However, to truly succeed consistently, one must also possess a high level of Emotional Intelligence (EQ). More→

Date: Jul 1, 2011

Imagine this, you manage sales for a large hotel. Your property is hosting this month’s meeting for the local hotel sales association to which you belong. Your boss will be attending. Your clients from the association are looking forward to meeting your boss. Get the picture? At the event one of your largest competitors, also a member of the same association, has chosen to show up with brochures in hand. Your competitor is working the room. Wow! She is smooth with your hot prospects! You feel anger bubbling up in you. More→

Date: Jun 1, 2011

What happens to a bottle of wine when you leave it uncorked for too long? It turns to vinegar and no longer tastes good. If you are using your grapevine without a strategy, reason, or forethought you may be creating corporate vinegar. More→

Date: Apr 1, 2011

You already know your stuff – you are a recognized expert with relevant, transferable experience, or you wouldn’t have been asked to speak on the panel. Unless your expertise includes speaking on a panel, you run the risk of distracting others from your experience with amateur presentation technique. More→

Date: Jan 1, 2011

As the first question in an interview, the CEO asked the highly qualified CMO (chief marketing officer) candidate, “What have you been doing recently?” The CMO candidate heard the question and despite 15 years of deep marketing experience he began talking about the past few months running operations for his company’s Hong Kong office …since no one in the company could do that role, he was plucked from US marketing and shipped to Hong Kong with almost no notice. The candidate talked on and on about how successful he was at running operations and turning the Hong Kong office around after the General Manager there had been fired. Twenty minutes later, the CEO says to the candidate, “seems like you belong in operations.” From then on the CEO could not see the candidate in the CMO role and with out warning the candidate was dismissed from the interview early. The candidate left this interview stunned and unclear what had happened. While the literal question was “What have you been doing recently?” the real question was, “Why should I be thinking of you as a Chief Marketing Officer?” A potential influential connection was lost for both men. The “right” question was not asked and the intended focus was not clear. More→

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