During this workshop, the participants will learn about strategic foresight principles, engage in a foresight activity, and learn how to use two strategic foresight tools that will help them understand the future better. The world is often described as complicated with accelerated change. Many organizations and individuals can not implement change fast enough. In this workshop, participants learn how to use a strategic foresight tool to help them become future-smart.

During this workshop, the participants will experience and learn how to use linear and intuitive creative thinking techniques and activities to create ideas for worthwhile business challenges.

Topics covered include: Servant Leadership Skillsets and Mindsets Contemporary Leadership Theory Comparisons Proven Benefits Global Cultures and Servant Leadership Contemporary Servant Leaders Recommended Resources

“The promise given was a necessity of the past: the word broken is a necessity of the present.” Taken from lessons in history and life experiences, Niccolò Machiavelli wrote these words in The Prince, published over 550 years ago. The message is clear: the end justifies the means. These words might seem harsh, but they are not surprising. They reveal the tension that can exist in business between profit and people. Is cheating to achieve favorable results part of doing business? Should managers exploit others to achieve goals? These are not uncommon leadership dilemmas. And are situations that your company or you might be navigating. For some leaders and in some business situations, the way forward is obvious. However, for those with Machiavellian personality tendencies, the best way forward is more complex. The best place to start is by weighing the good and bad of Machiavellianism in the workplace. The good and bad of Machiavellianism in the workplace “The lion cannot protect himself from traps, and the fox cannot defend himself from wolves. One must therefore be a fox to recognize traps and a lion to frighten wolves.” Machiavelli Machiavellianism refers to a manipulative personality trait. The personality is cunning and calculating, believing that the end justifies the means, regardless of how ruthless or moral. Psychologists Christie and Geis studied the thought processes and actions behind individuals who manipulated others and were the first to define this personality trait as Machiavellianism. The construct they built was based on personality traits displayed in the characters of Machiavelli’s literary work The Prince. In this book, Niccolò Machiavelli described how leaders must manipulate and use power through any means necessary to achieve their goals. He presented that people cannot be trusted to do what is needed because they typically lack the experience and motivation or have biases and prejudice toward doing what is needed. Here is a short video about What “Machiavellian” really means. Despite the negative connotations of Machiavellian leadership, sometimes its admired, and the presence of this personality trait is found in all kinds of businesses and at all levels. Interestingly, research into Machiavellianism leadership suggests both highly damaging implications along with some surprisingly positive outcomes for individuals and entire organizations: The Good: Able to retain social control during difficult and chaotic situations, strategic foresight and planning, lower operating costs, high task orientation, not impulsive, gets work done by others, able to be competitive and cooperative. The Bad: Unethical behavior, moral ambiguity, lying, revenge, threats, fraud, cheating, emotional abuse, lack of trust in others, excessive politics, theft, and paying for kickbacks. Although research reveals some good business outcomes of Machiavellian leadership, an overwhelming number of studies demonstrate this kind of manipulative leadership hurts leadership performance. The impacts of lower-quality leader-follower relationships negatively influence performance, company culture, and results. Do you have Machiavellian tendencies? Extreme levels of Machiavellianism, fortunately, are rare in the workplace. However, the flip side is that we all likely have some degree of Machiavellianism in our personality. The Mach-IV is a 20-question inventory that assesses your Machiavellianism tendencies. This site provides your Machiavellian score and a graph showing how you compare to others taking the assessment. The higher your score on the Mach-IV, the more Machiavellianism. If you score 60 out of 100 or higher on the MACH-IV, you are considered a “high-Mach.” If you score below 60 out of 100, you are considered a “low-mach.” High Mach tendencies: Business goal-oriented and calculated when interacting with others. Taken to the extreme, they are highly focused on winning and willing to use any and all means possible. Low Mach tendencies: Believe everyone has a good and bad side. They tend to be more people-oriented and empathic in their interaction with others. Taken to the extreme, "low-Machs" can be passive, highly agreeable, and socially inept. What to do when you find Machiavellianism in the workplace? “There is no other way to guard yourself against flattery than by making men understand that telling you the truth will not offend you” Machiavelli, The Prince Can you change your personality? Or is it true what Yoda told Luke that if you start down the dark path, it forever will dominate your destiny? Luckily, there is hope. The Big Five personality traits serve as the building blocks of personality. They are openness, conscientiousness, extraversion, agreeableness, and neuroticism. Research into these personality traits suggests it is possible to make changes through persistent interventions. There is no single right way to change your personality. Our behaviors are constantly evolving, from situation to situation and moment to moment. The following are six proven suggestions to counter Machiavellian behaviors in the workplace. Machiavellian Countermeasure #1: Executive Assessments The higher you move within an organization, the less objective the feedback you tend to receive; however, it becomes more critical personally and professionally. Executive assessments can provide deep insights into areas that, with attention, lead to enhanced potential. When selecting an assessment, its helpful to use a qualified executive coach to help interpret and apply the learnings. Machiavellian Countermeasure #2: Executive Coaching There are many benefits of executive coaching. 80% of people who receive coaching report increased self-confidence. Over 70% benefit from improved work performance, relationships, and more effective communication skills. 86% of companies report recouping their investment in coaching and more. Machiavellian Countermeasure #3: Leadership Style Research suggests that ethical leadership is a potential remedy for undesirable behaviors associated with Machiavellianism. Ethics include what is good and bad, along with moral duty and obligation. One of the ten characteristics of a Servant Leadership style is influence versus positional power. Organizations can benefit from adopting a servant leadership style. Here is a free Servant Leadership Style Checker to find out if you have a Servant Leadership style. Machiavellian Countermeasure #4: Reward and Recognition Systems Machiavellians are concerned with impression management. It can be both a conscious or subconscious process in which they attempt to influence the perceptions of others. Tightly aligning your company's reward and recognition systems with desired behaviors makes them more appealing and encourages team cohesion. Machiavellian Countermeasure #5: Training and Development Bringing out the best in all personality types includes training and development. Evidence suggests that development at critical career transition points is effective for influencing Machiavellian personality types. Investing in developing appropriate work expectations and behaviors helps organizations avoid costly mistakes. Machiavellian Countermeasure #6: Therapy For anyone concerned about having a significantly "high-Mach" personality or involved in their life, it is best to contact a mental health professional to get help with adequate coping mechanisms. There are a variety of therapies that can be helpful for people with the Machiavellian personality traits. So, what is your real leadership challenge? References: Christie, R., & Geis, F. (1970). Studies in Machiavellianism. Academic Press. Kumar, D. (2019). Good, bad, ugly: Exploring the Machiavellian power dynamics of leadership in medical education. Journal of advances in medical education & professionalism, 7(1), 42–46. Page, N., Bergner, S., & Wills, S. (2017). Who empathizes with Machiavellian or Narcissistic leaders? Harvard Business Review. Rehman, U., & Shahnawaz, M. (2021). Machiavellianism and task-orientated leadership: the moderating effect of job autonomy. Leadersh Educ Personal Interdiscip J 3, 79–85. Van Dierendonck, D., & Patterson, K. (2015). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of Business Ethics, 128(1), 119-131.

When was the last time you heard thank you or sent a handwritten note? You might feel such moments are rare or nonexistent in the workplace. Most leaders feel trapped in the relentless pursuit of results, achieving the next goal. And a transactional leader considers a paycheck the best form of motivation. But what if I told you that acts of goodwill, often taken for granted, are not optional but essential to establishing your leadership credibility? Trust is not something to ignore. It has been shown to affect employee openness to change and, ultimately, moderate the outcome of change. Some of the most successful leaders and companies attribute their success to high-quality, trust-based relationships. Microsoft, for example, promotes that business value is achieved through trust, love, and loyalty. Being trustworthy takes credibility, which is not inherent to being a leader. You're not alone if you are concerned about not having enough time for goodwill. A key is to not see goodwill as optional but as necessary. To help you start, here is what you need to know about trust and goodwill. The leadership trust and credibility connection Trust-based leader-follower relationships are based on credibility, reliability, transparency (vulnerability), and humility (self-orientation). Credibility has rational and emotional aspects related to an individual's content expertise and personal presence. Reliability is based on the frequency of interactions with someone and the consistency for them to behave as expected. Transparency (vulnerability) requires being personal and the willingness to have a courageous conversation. Humility (self-orientation) relates to the amount of focus placed on oneself versus the emphasis placed on the other person. A High degree of self-orientation creates significant distrust with others. When you are an executive leader or own your own business, it is inevitable that at some point, you will experience a situation where you have responsibility for leading but don't have a deep understanding or technical expertise for the specific work. While these situations negatively impact your credibility, it doesn't necessarily mean you are not perceived as trustworthy. Evidence suggests that power and influence increase with a leader's perceived ability to possess and display knowledge and skill. A leader's ability to influence is directly affected by follower perceptions. The more credibility a leader has, the greater their influence and ability to lead. Research into credibility reveals that the leader's knowledge, competence, and goodwill are the primary drivers of followers' perceptions. A critical blind spot for many executives is the importance of their knowledge and technical competence in the areas they lead. Although leaders are not expected to be all-knowing and possess the competence to perform the tasks of every job in a company, a leader can enhance the perceptions of others through training, education, and experience. What is trustworthiness? Being considered a trustworthy leader is something that is earned. Without trust-based relationships, leaders and businesses can't succeed. Being trustworthy brings out the best in others and the workplace. Trust is a reliance on character, capability, or truth. Trustworthy synonyms include reliable, dependable, honest, and ethical. In the following video, Simon Sinek breaks down the impact of trust and being trustworthy as a leader. Do you have high-quality, trust-based relationships? Leaders who want to improve the quality of their relationships can measure their trustworthiness using the following free Relationship Trust Checker. Scores of 10-30 indicate a high degree of relationship trust, 5-10 indicate a moderate degree of relationship trust, and scores of 1-5 show a low degree of relationship trust. What is Leadership Goodwill? Evidence suggests leadership goodwill may be the most crucial element of credibility, especially among leader-follower relationships with frequent interactions. Most simply stated, goodwill is being authentically friendly and having their employees' best interests at heart. There are a couple of important nuances to clarify with the concept of being nice. First, building mutual goodwill is not trying to be popular but authentically caring for followers and the organization. Second, being friendly means being willing to have a difficult conversation and exit a colleague from a job where they are underperforming. "Your smile is a messenger of your goodwill." ~ Dale Carnegie Leaders display and create goodwill by being: friendly helpful cooperative and taking an interest in followers' well-being A leader can build their goodwill capacity by developing their emotional intelligence, helping followers, and spending time establishing high-quality relationships. Leader characteristics that support goodwill Several research studies demonstrate the benefits of a leader's inner game. A leader's behaviors or outer game are the actions a leader should take in a given situation. However, a leader's inner game characteristics influence whether a leader will take action. A leader's empathy, compassion, and selfless love are the inner game characteristics supportive of goodwill. Empathy is the ability to be aware of, feel, and take on the emotions of what another person is experiencing. Compassion is an empathic understanding with a desire to help another person. Selfless Love - to desire and put into action the will for the good of another ahead of your interest. 6 ways leaders can show goodwill Leaders can enhance goodwill with simple actions without having to expend much energy, such as: Saying thank you Sending a digital or handwritten thank-you note Asking questions to get to know your followers Using a reinforcement survey to learn what they find rewarding. A reinforcement survey is a series of questions to learn about activities and situations a follower finds reinforcing, such as hobbies and how employees spend their free time. Recognizing special dates such as birthdays and work anniversaries Scheduling one-to-one meetings and treating them to a drink of their choice Key Summary Points Being trustworthy takes credibility, which is not intrinsic to being a leader. Being credible is something that followers rationally and emotionally perceive. Trust-based leader-follower relationships are based on credibility, reliability, transparency, and humility. Research into credibility reveals that the leader's knowledge, competence, and goodwill are the primary drivers of followers' perceptions. Leadership goodwill may be the most crucial element of credibility, especially among leader-follower relationships with frequent interactions. Leaders display and create goodwill by being friendly, helpful, cooperative, and taking an interest in followers' well-being. Leaders can enhance goodwill with simple actions without having to expend much energy. References: Cameron, K. (2012). Positive leadership: Strategies for extraordinary performance. Berrett Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Hovland, C. I., Janis, I. L., & Kelley, H. H. (1953). Communication and persuasion: Psychological studies of opinion change. Yale University Press.Koehler Publishers, Incorporated. Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor. Free Press. Yukl, G. (2010. Leadership in organizations. (8th ed.) Pearson.

Without selfless love in the workplace, the best of what might be is impossible to achieve. Stop and think about the implications of that statement for a moment. There is no serious debate that well-designed organizations with clear organizational strategies influence desired behaviors, culture, and performance. Numerous studies identify failure as often tied to misalignment between the organization and its operational environment. However, while organizational alignment is essential, it is not sufficient. Selfless love brings out the best in how people think, act, and feel. If you want to start embracing selfless love in the workplace, you’ll need to start tapping into these four keys today. The benefits of selfless love in the workplace The well-documented individual and organizational benefits of selfless love include: Intrinsic motivation Increased creativity Discretionary effort Better workplace climate Enhanced employee capacity Enhanced leader-follower alignment Two complex challenges leaders face today are attracting and retaining top talent and creating inclusive workplaces that brings out the best in all employees. Diversity in the world and workplace is increasing. Globalization and technological advances are projected to continue to increase workgroup diversity. This increase in diversity can have many positive workplace effects, such as enhanced performance, creativity, innovation, and decision quality. However, workplace practices rooted in favoritism are costly, leading to increased relational conflict and a lack of team cohesion. In-group favoritism results in actions that favor one group. When leaders demonstrate selfless love, they cultivate an organizational culture where healthy and caring leader-follower relationships break down the adverse effects of in-group and out-group differences. All you have to do is drive down any street or walk through your local retail district to see the signs for help wanted and understand the challenge of attracting and retaining the best and brightest employees. Organizational commitment is a term used to identify an individual with a particular company. Research has directly connected higher levels of organizational commitment with lower employee turnover rates. Studies have demonstrated that selfless love enhances organizational commitment. The following short video from leadership guru Ken Blanchard provides some thoughts on the power of servant leadership in today's workplace. What is selfless love? Selflessness is being more concerned with the needs and desires of others than with your needs. And one of the best definitions I have come across for love in the workplace comes from St. Thomas Aquinas. "To love is to will the good of the other." St. Thomas Aquinas Selfless love in the workplace is to desire and put into action the will for the good of another ahead of your interest. It is a radically different paradigm from a transactional worldview of the workplace. If you have nine minutes, the following video captures the essence of the meaning behind the definition used by St. Thomas Aquinas. Although the video does not use a workplace example, the intent of willing the good of the other is shown. The following poem called "Outwitted" by Edwin Markham captures the belief that selfless love creates a radical sense of belonging for everyone: He drew a circle that shut me out—Heretic, rebel, a thing to flout. But Love and I had the wit to win: We drew a circle that took him in! Are empathy and compassion different from selfless love? Empathy, compassion, and selfless love are interrelated, but distinct differences exist. Empathy is the ability to be aware of, feel, and take on the emotions of what another person is experiencing. Empathy plays a vital role in moderating the effects of workplace conflict. Research has linked empathy with forgiveness and healing relationships. The following is a short video from Brene Brown that explains empathy and its value within the workplace. Compassion is an empathic understanding with a desire to help another person. Recent studies into the benefits of compassion at work link it to improved job performance, mental health, and leader-follower relationships. Although having awareness (empathy) and a desire to help (compassion) is essential, the world needs leaders who put the will for the good of others ahead of their interest. Leaders who emphasize selfless love bring out the best in how people think, act, and feel in the workplace, leading to success and significance both personally and professionally. Tapping into selfless love Selfless love is not just something you are either born with or not. You can apply these four keys to cultivate selfless love in the workplace. Key #1: Measurement Selfless love is not just something you are either born with or not. Selfless love may seem complex and challenging to articulate, much less measure; however, validated measurement instruments exist. Muel Kaptein introduced and validated the Corporate Ethical Virtues Model, which measures virtues at the organizational level. Vincent Ng and colleagues expanded on the Comprehensive Inventory of Virtuous Instantiations of Character instrument by creating a valid multidimensional forced-choice individual character instrument. The Leadership Character Insights Assessment measures an individual's character through self-assessment or 360-degree assessment using behavioral anchors. The Values In Action (VIA) Survey is a free, 15-minute self-assessment that helps discover your greatest strengths. Key #2: Development Like leadership behaviors, selfless love can be developed. Evidence suggests that development specific to selfless love should include knowledge transfer, reasoning, and practice elements. Development primarily takes place through role modeling with intentional time for feedback. However, feedback on character gaps is not commonly provided in the workplace, given the complexity of these conversations. Evidence suggests that organizations can incorporate selfless love development into existing competency development programs. It is not required for organizations to create separate programs focused only on character and virtue development. Key #3: Reflection Most leaders spend little to no time reflecting on character experiences because of blind spots. A dedicated and skillful executive coach can improve character feedback and purposeful character reflection. Numerous studies have found that dedicated mentors can also support character development by openly reflecting on insights gained from their experience. Key #4: Leadership Style Servant leadership characteristics are practical ways for a leader to bring selfless love into the workplace: Listening to self and others Showing empathy Healing self and others Being aware Persuasion and not coercion Conceptual thinking, not linear thinking Applying strategic foresight Stewardship of other's needs Commitment to the development of others Building community Conversely, a traditional transactional leadership style adopts a top-down view of an organization with the leader at the top. Transactional leadership is based on the belief that employees perform best: Within a well-formed chain of command Rewards and punishments motivate Following the leader's directives is the employee's primary goal Transactional leaders give employees something they want in exchange for getting something they want. This leadership style adopts a mental model that workers are not self-motivated and require structure, instruction, and monitoring to achieve organizational goals correctly and on time. In stark contrast, when adopting a selfless love worldview, the leader desires to bring out the best in their followers by giving them the best of themself. A servant leadership style aligns well with selfless love. Key Points: Selfless love in the workplace is to desire and put into action the will for the good of another ahead of your interests. When leaders demonstrate selfless love, they establish an organizational culture where healthy and caring leader-follower relationships break down the adverse effects of in-group and out-group differences. Selfless love enhances organizational commitment, productivity, job performance, and emotional well-being. Leaders who emphasize selfless love bring out the best in how people think, act, and feel in the workplace, leading to success and significance both personally and professionally. To gain a competitive advantage in an uncertain world, leadership needs to move beyond cultivating organizational strategy, design, and behaviors to include selfless love. References: Doolittle, J. (2023). Life-changing leadership habits: 10 proven principles that will elevate people, profit, and purpose. Organizational Talent Consulting. Ferris, R. (1988). How organizational love can improve leadership. Organizational Dynamics, 16(4), 41-51. Fry, L. W., Vitucci, S., & Cedillo, M. (2005). Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline. The Leadership Quarterly, 16(5), 835-862. Kaptein, M. (2008). Developing and testing a measure for the ethical culture of organizations: The corporate ethical virtues model. Journal of Organizational Behavior, 29(7), 923-947. Lok, P., & Crawford, J. (2004). The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross‐national comparison. The Journal of Management Development, 23(4), 321-338. Mulinge, P. (2018). Altruism and altruistic love: Intrinsic motivation for servant-leadership. The International Journal of Servant-Leadership, 12(1), 337-370. Ng, V., Lee, P., Ho, M. R., Kuykendall, L., Stark, S., & Tay, L. (2020). The development and validation of a multidimensional forced-choice format character measure: Testing the Thurstonian IRT approach. Journal of Personality Assessment, 1-14. Ran, Y., Liu, Q., Cheng, Q., & Zhang, Y. (2021). Implicit-explicit power motives congruence and forgiveness in the workplace conflict: The mediating role of empathy. The International Journal of Conflict Management, 32(3), 445-468. Seijts, G., Crossan, M., & Carleton, E. (2017). Embedding leader character into HR practices to achieve sustained excellence. Organizational Dynamics, 46(1), 30-39. doi:10.1016/j.orgdyn.2017.02.001 Van Knippenberg, D., De Dreu, Carsten K. W, & Homan, A. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89(6), 1008-1022. Zachary, G. W. (2013). Spiritual leadership: Investigating the effects of altruistic love on organizational commitment. International Journal of Arts & Sciences, 6(2), 767.

As the world changes, leaders and businesses must change too. SCHEDULE A MEETING DOWNLOAD OUR COMPANY FLYER About: Inner_about About Organizational Talent Consulting Our partnership-driven approach utilizes proven, simple, and transformational solutions to help individuals, teams, and organizations thrive in today’s volatile, uncertain, complex, and ambiguous marketplace. Proven : The latest evidence-based solutions that work. Simple : Sophisticated solutions with the power and flexibility to achieve the goal. Transformational : Processes resulting in measurable results. ​ We help leaders solve their most important challenges and realize their goals by collaborating on comprehensive strategies and proven tools that avoid costly mistakes and create lasting growth. ​ Our success depends on a spirit of deep partnership, a heart to serve, and a desire to make each other and the world better. ​ W e are committed to giving back 15% of our profits to non-profit charitable organizations making a difference to orphans most at risk. Join us on the path to driving change for 3,000 children by 2030. ​ Who We Serve Organizational Talent Consulting is a premier executive coaching and business consulting firm servicing West Michigan and surrounding communities. ​ Our clients are executives, entrepreneurs, and leaders with goals and challenges they are unable to solve alone. Our Core Values COLLABORATION A long-term view of relationships and partnership. AUTHENTICITY Honest with ourselves and our clients. HUMILITY No one of us is as strong as all of us. DRIVE The passion for getting things done and unafraid of hard work. Personal and Organizational Development to Thrive Who is Dr. Jeff Doolittle ? Who is Jeff Doolittle "Our greatest fear in life should not be failing, but succeeding at something that doesn't really matter." D.L. Moody Dr. Jeff Doolittle has helped business owners and executive leaders of small businesses to global Fortune 50 companies, and his work is taught in university classrooms. He is the founder of Organizational Talent Consulting, a premier executive coaching and business consulting firm for leaders and organizations interested in achieving success and significance. Recently he served as the associate dean of online graduate business programs for his alma mater, Olivet Nazarene University. Jeff received a doctorate in Strategic Leadership from Regent University and is a certified International Coaching Federation executive coach. Dr. Doolittle has helped hundreds of people on the road to recovery from life’s hurts, habits, and hang-ups through a non-profit community ministry he started in his hometown. Read more about Dr. Jeff Doolittle's greatest hits and the ideas that keep him headed in the best direction. ​ Continue Connect with Dr. Jeff Doolittle References SCHEDULE A MEETING If you want my team at Organizational Talent Consulting to develop you or your organization, just schedule a meeting.

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We provide a dynamic learning environment and utilize proven, custom, simple, and transformational solutions to inspire leadership transformation. ​ Leaders directly impact every aspect of an organization, and we believe effective leadership can be learned. A well-targeted development approach is a high leverage, high return investment. Emotional Intelligence Leadership Style Change Management Performance Management Change Leadershi Discovey Leadership Development Workshops Customized solutions to develop high potential individuals and teams from 1-100 and beyond, in virtual or face-to-face interactions and in short "bite-sized" full or multi-day programs. Helping Others Make Change Work Understand how your thoughts and beliefs influence your behaviors during change and create a personal change action plan for becoming change resilient and navigating organizational changes well. Also, you will learn to gauge how others are reacting to an organizational change and effectively engage followers in discussion to help them become change resilient. ​ Leading Organizational Change Learn specific leadership behaviors required during change, why they are critical to be applied, and how to help yourself and others. Also, learn how to use tools to plan and implement a selected change effectively. This workshop is designed for leadership teams implementing major organizational change. The workshop is packed full of tools including best practices in leading change from Kotter, employee transition from Bridges, and the ADKAR structured change approach. Leadership DISCovery Based on the DISC temperament instrument leaders will understand their own work style and develop a beginning understanding of how work styles affect their relationships, communication, and productivity. 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The workshop is centered around the 5 steps in the performance management process and includes proven best practices from Gilbert’s Behavioral Engineering Management model and the ABC performance model. Peformnce Leadership Leadership Development Creates Organizational Success If you believe that training is expensive, it is because you do not know what ignorance costs. ~Leboeuf Leadership development is a critical activity for senior leaders and human resource development professionals. In today's volatile, uncertain, complex, and ambiguous world if leaders are not developing they are falling behind. Leadership is proven to make a difference in the quality of life of employees and the success of a business. We intuitively know that for leaders to be successful, we need to invest in developing our skills as leaders. The more a leader learns and effectively applies the better they become, and consequently, our organizations achieve better results. 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SCHEDULE A MEETING 100% Money-Back guarantee Explore Our Insights on Leadership Development How to Navigate Machiavellianism in the Workplace The Surprising Role of Goodwill in Building Trust Embracing Selfless Love in the Workplace How Leaders Can Get the Feedback No One Wants to Give How Executive Leaders Build Trust Making Change Work: A Strengths-Based Approach Your Best Choice for Leadership Development Our Leadership Development Guarantee We’re so confident you’ll love our leadership development services and experience growth, we offer a 100% satisfaction guarantee. If we do not meet your objective, we will refund your full fees. Connect with Jeff Doolittle Ready to learn and develop a culture of high performance? Hi, I'm Dr. Jeff Doolittle . I'm determined to make your personal and professional goals a reality. My only question is, are you? SCHEDULE A MEETING

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