Deming's 14 Points Stand the Test of Time

I've been on a personal leadership journey for 30+ years now and I've definitely hit some bumps along the way.  And I have much yet to learn as the journey continues!  That learning comes more from the bumps than it has from successes I've enjoyed - and I've had the privilege of working with a few great teams in my career.  Those teams have taught me a lot about leadership and basic human values over the years and I owe them a great debt of gratitude.

One of the things that I have come to believe is that you cannot discover leadership lessons if you lack humility, a commitment to ongoing learning, and a sincere willingness to always being open to hearing what others have to say about our leadership capabilities.  An unwillingness to be that open or honest can at best reflect naivety and at worst pure arrogance.  We must be prepared as leaders to objectively and critically assess our areas for personal improvement on an ongoing basis. 

I believe that objectivity - and sometimes distance from a leadership experience - is crucial in drawing the right conclusions from our current and past positions.  In addition, if we can have the courage to build relationships with some strong confidantes who will help us assess our experience so much the better.  I recall now with more than a little trepidation my first leadership role at the outset of my career.  That first role was very challenging to my ego as I learned the on-the-job realities of leadership.  Most importantly I experienced a key aspect of leadership - the experience of working with people and managing relationships.

The first and most immediate lessons I took away from that experience were the wrong ones.  Of course, they were discovered immediately on the heels of leaving the role and were arrived at without benefit of external validation.  At the end of this first role, I truly believed that in order to be as successful as I thought my peers were I would have to adopt a tougher, more unyielding leadership style.  Maybe that's not what my more experienced peers thought they were modeling to me but that's what I initially took away from my formative experience - be tough, demand performance, get respect through fear, be distant from your staff, be above your staff.

I am very grateful that immediately following this experience that I had an opportunity for reflection in the course of my master's degree, including an internship in another organization.  It gave me time, distance and other people to learn from before I set myself down the wrong path of leadership.  Through my studies and internship - an opportunity to learn from two organizations implementing total quality management - I became exposed to the work of Dr. W. E. Deming.  I further explored his teachings through my master's thesis on total quality management.  It was eye-opening and his principles really struck a chord with me at the time.  Over the succeeding years I have come back to his basic principles more than once.  I have learned from other leadership guru's as well, but Deming's perspective has had continued value for me.  I want to touch on only a few of his 14 Points with the belief that these have much to inspire those in leadership positions - or those looking for good leadership.

Point Seven - Institute Leadership. 

Dr. Deming calls upon management to lead rather than manage.  Simple statement but what does it really mean for us as leaders?  Well I'm pretty confident that if you were to talk to many of frontline staff and management personnel outside of the executive suite they would provide you with countless examples of where they felt they were being "managed", not "led".  This bias towards "management" is without doubt enhanced by the pressure on businesses to perform and achieve better results.  A typical management response is to exercise greater control and oversight to make sure results get better.  More often than not efforts of this nature only seem to put more barriers in the way of getting good work done - more reports to generate, more signatures to get, more unreasonable timelines to meet, multiple and conflicting demands, and failure to hear and act upon input and recommendations from staff. 

Point Eight - Drive Out Fear.

I've already made my confession in regards to violating this particular principle, at least insofar as thinking that fear might be an effective tool of leadership.  And maybe it can be in the short-term but not if you are trying to create a high-performing organization for the long-term.  With fear in an organization there cannot be open communication, innovation, and teamwork - and these are all required for an organization to achieve the full measure of its potential.  Leadership of any organization - and at all levels of the organization - must actively model open communication, encourage appropriate risk taking and innovation, and promote teamwork from the executive suite through to the front lines of operations.  With fear in place an organization shall continue to squander the full potential of its people and the organization to the detriment of the people it purports to serve.

Point Ten - Eliminate Slogans, Exhortations and Targets for the Workforce.

Everybody needs to measure performance.  Deming did not intend, nor do I suggest, that system performance not be evaluated on an ongoing basis.  Rather, what Point Ten addresses is the notion of trying to assess an individual's performance without reference to understanding of the system in which that individual works.  If an individual is prevented from achieving higher levels of performance by a system (that management has created or allowed to be created) then performance managing an employee, setting new targets for them to achieve, and giving them "motivational" speeches will have little impact on performance.  It is far more likely that such efforts will actually cause frustration, demoralization and reduced performance.  

Deming's red bead experiment is a great illustration of this principle - given an equal number of red and white beads, an employee is tasked with collecting only white beads with an employer-provided scoop or paddle.  Inevitably, the employee collects some red beads in their assigned task.  As a result of "failing" in their assigned task, the employee may be given further direction by their supervisor, there may be encouragement to do better, they may be applauded if their red bead count has gone down, or they may be chastised if their red bead count goes up.  Regardless, their individual effort and various interventions at the personal level will have no impact on actual outcome.  It's like expecting employee engagement scores in an organization to go up simply by saying that the target is 10 out of 10 on the next engagement survey.  Only by changing the system and the organizational environment will better, more consistent results be achieved.  I see a strong correlation between Point Ten and the need to Drive Out Fear from an organization as noted earlier.  In fact, I believe that what leaders often create by exhortations to do better is an environment in which results and information are hidden through fear rather than discovered.  And only by discovery can we improve.

Point Twelve - Remove Barriers to Pride of Workmanship.

In this Point, Deming was referring to unclear expectations, lack of timely feedback (or any feedback), lack of training and support, and systems that focused on short-term results rather than long-term goals.  Staff and front-line managers are often frustrated by multiple tasks or changing priorities (see Point Seven) as leaders change focus or react to external stimuli without, it seems, due regard to long-term objectives or stated core values.  And unfortunately, more than one of us can relate to the fear that the performance evaluation process creates in us - either as provider or receiver of the experience.  Too often this is because we establish the evaluation process as a one-time event, not as a continual process of discussion, engagement and opportunity.  There is a need too to ensure that the evaluation process becomes an opportunity for leaders and staff alike to identify and invest in skills and intellect.  It is also a great opportunity for leaders to model desired behaviours and reinforce common goals.  On this latter point, I firmly believe that there must be a high degree of visibility and sincere engagement with internal audiences on par with leadership visibility and engagement with external audiences.  Without the kind of internal alignment that comes from such effort the ability to deliver on commitments to external audiences and customers stands on shaky ground.

There certainly is more gold in Deming than I have covered here.  In addition, what this hopefully reinforces, is that we don't need to go looking for "new ideas" on leadership.  There already exists a lot of knowledge - and common sense - upon which to enhance our leadership.  Make it so!

_________________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

gregh@breakpoint.solutions 

www.breakpoint.solutions 

780-250-2543

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.

Lies, Damn Lies and Assessments?

Despite the title of this post, I believe that assessments can and do play a valuable role in many aspects of organizational life from leadership self-assessment, recruitment and selection decisions, developmental activities, and team-building support to name but a few.  However, a couple of recent experiences that I've had an opportunity to be involved with also point out the perils of improper positioning and utilization of these very same assessments.  The consequences of such can lead to hiring the wrong candidate for a role, reinforcing poor leadership or team behaviors, demotivating (rather than motivating) performance, and impacting the credibility of organizational effectiveness and development efforts for the organization overall.

There are a number of factors to consider and methods to utilize to get the best out of the vast array of assessments available to you as an individual and as an organization.

One.  Understand your organizational context.  Nothing exists in a vacuum and you may up against past (poor) history of how assessments have been used before.  There may also be current cultural circumstances getting in the way of the validity and credibility of the assessment results.  This came home to me recently when I was informed - perhaps from one person's perspective - that many raters might have "fudged" their input to a 360 assessment.  This was ostensibly done out of concerns of confidentiality, anonymity and fear of retribution.  What organizational leadership - and I - underestimated was the degree to which a culture of fear and distrust was operative in the environment.  The clear outcome was far less useful and impactful data for the person receiving feedback.  This then directly impacted on the quality of a leadership development plan.

Solution:  Honestly evaluate the climate your are introducing an assessment process into.  This may even lead you to conclude that an assessment process should not be initiated. Be clear about the limitations you are working under at the beginning of the process.  Proceed cautiously.

The bigger solution:  In this case, there was clearly more work required to develop a climate of safety, trust and open communication in the organization.  In this case, we would have been better off to do some larger and heavier lifting before proceeding with an assessment.

Two.  Understand (clearly) what you are trying to get out of an assessment.  Too frequently organizations, HR departments, or leaders become enamoured of a particular assessment and fail to understand its limitations.  Assessments - and there are a multitude out there - are designed with specific ends (and foundational philosophies) in mind.  Be cautious of your own biased experience with them.  One size does not fit all.  Ensure that all stakeholders are clear about why and how the assessment results will be used.  Keep aligned with that agreed upon focus.  In the past, I have been particularly disturbed to have seen an assessment instrument initiated within a framework of professional/personal development later used as part of a performance evaluation process!

Solution:  Use the right assessment for the right reason, ensure clarity of purpose on the part of all stakeholders, and stay focused.

Three:  Recognize the limitations of any particular assessment.  However, impactful any one of us may find the insights of an assessment it is only data not answers.  It is only one piece of data.  For the very same reason that best practice would never suggest an interview panel of one or simply relying on the quality of a cover letter to select the next leader, I would similarly recommend holding up the assessment results up to thorough scrutiny and balancing that data against other information you may have. 

Solution:  Don't rely on a singular source of data to draw conclusions - about others or yourself.  Proceed with caution.  Seek corroborating data.  

Another solution:  Aside from looking at past performance and related data you could consider use of more than one assessment.  Depending on your need, you may find that two or more assessments together provide a better complementary mix of information for your purpose.  People are complex machines and may need a variety of lens from which appropriate conclusions can be drawn.

Four:  Guard against your biases.  Much like reading the daily horoscope - if you are into that - we all run the risk of looking at assessment results without understanding our own filters and biases.  The result - we look for what we want to see and find it.  So as the person being assessed if you already strongly believe something about yourself, whether positive or negative, it will be there.  Likewise for HR personnel or leaders critically evaluating potential leadership candidates, new hires or team members.  

Solution:  Be prepared to challenge yourself and your preconceptions.  Whether you like or dislike the results of an assessment consider the opportunity/challenge.  Watch your biases.  Be aware of your filters.  

Five:  Get a proper debrief of the assessment results.  Far too frequently I see individuals and organizations that fail to get/provide a proper - or sometimes ANY - debrief on an assessment that they have put good time and money into.  Sometimes this is driven from a cost perspective.  Other times it comes from a misplaced sense of our own intellectual capacity to critically and objectively evaluate the assessment results.

Solution:  Work with a professional that is both certified and experienced in the particular assessments you are using.  Just like any "job interview", critically assess their qualifications and experience.  Get references and testimonials.  Even test-drive them if you can.  Qualified professionals can be a great assist to you in properly using assessments - they can just as easily cause significant damage if not qualified or otherwise suited to your organizational culture. 

Six:  Be prepared to develop and commit to an action plan.  Flipping back to the daily horoscope comparison, and perhaps the shiny-object syndrome, one of the worst things that can come out of an assessment process is NOTHING!  The effort that may have been put forward in both in cost and time of participants, which is even higher when considering 360 assessments, should warrant and demand some sort of constructive action plan.  If not, then any lessons or insights drawn from the effort run the risk of having to be relearned later or casting aspersions on any future assessment and development activity.

Solution:  Commit to a solid purpose and action plan once the assessment(s) are due to be completed.  Create supporting structures that will help with action.  This may include creating a template for a personal development plan.  This may be creating milestone reporting dates for updates to be had with the individual receiving the assessment results.  Ideally, you or the organization commit to making the assessment far more than a one-off event.  It should fit with the bigger picture of what the organization or you are trying to accomplish.  Structure, Structure, Structure.  Action, Action, Action.

Seven.  Prepare the ground.  This could certainly tie into Number One above but as you or the organization prepare to initiate an assessment process do all you can to communicate the purpose and process for the assessment.  Address as many questions as you can.  Fill any information vacuum that might exist.  Make any and all stakeholders true partners in the process.  Alleviate fears.  Build confidence.  Build validity and credibility for your assessment process. 

The list above may start to give you a lot of pause as you consider current and future assessments.  And maybe that's a good thing.  If you become more aware and purposeful in this regard that might in fact be the best outcome.  Without that perspective you likely run the risk of fulfilling the fear of the title of this blog post - your results will be far less than they could have been OR they might be far more damaging than you ever imagined.  

Creating and sustaining highly functioning leaders and teams is a challenging business.  Assessments have their place if used appropriately and effectively.  Use them with your eyes and minds wide open.

_________________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

gregh@breakpoint.solutions 

www.breakpoint.solutions 

780-250-2543

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.

Friend...and Leader?

Trust, familiarity and connection between leaders and staff has often been a theme in my coaching and consulting work.  How much connection is appropriate or inappropriate?  Leadership as a lonely vigil or the belief that leaders need to be apart from staff in order to be effective arises on a regular basis.  Is this true or is there a different answer?  What better place to look for an answer than Star Trek!

In the Star Trek The Next Generation episode, titled "The Defector", Commander Data acts out a scene from "The Life of Henry V" on the holodeck of the Enterprise.  The notion is that by exploring the works of Shakespeare he will be better able to understand the human condition.  Data's director and mentor in this endeavor is Captain Picard.  The scene focuses on the King passing himself off as a commoner to be amongst his troops on the eve of a great battle.  At the conclusion of this dress rehearsal, Data expresses confusion about the King's behavior - "Captain, why should a king wish to pass as a commoner? If he is the leader, should he not be leading?"  In that regard it seems to me that Data expresses a widely-held view amongst followers and those who lead - leaders must stand apart from their staff if they are to be effective.  Picard's response is even more compelling, however -  "Listen to what Shakespeare is telling you about the man, Data. A king who had a true feeling for his soldiers would wish to share their fears with them on the eve of battle."

From my very first job as a CEO in 1986 I can recall being chided for being overly familiar with my management team and staff.  Many in my community, my Board of Directors, and even members of my own management team would often express concern about my engaging manner and style.  They took issue with me playing golf with my staff, being part of the hospital slo-pitch team, being part of the hospital hockey team, inviting people over to my house and even the notion of idle chats in the hall or sit downs in the cafeteria.  In many if not most cases, we didn't discuss "business" but rather would discuss a whole range of other topics - news stories hitting the front pages, family events, and anything else that might come to mind.  Did that make us friends?  In some cases yes, in other cases no.  Regardless, this type of interaction certainly broke down barriers and reduced or eliminated preconceived notions about "Management" and "Staff".  I believe the relationships I developed allowed me to better understand the challenges my staff faced.  In some cases it allowed my staff to understand my bigger picture and challenges as well.  Ultimately, I even developed some great relationships with previously intractable foes.  This effort certainly generated greater trust and credibility in me from those that I led.  I believe it allowed all of us to be more on the same page moving forward particularly when times were tough.

Amazingly enough, even though nearly 30 years have passed since my first leadership role (Yikes!) I still hear about and see the same adverse reaction to leaders having anything more than "business-focused" engagements with their staff.  Oftentimes this seems to develop into  executive isolation in the C-suite or a strict adherence to rules and regulations so as to not have the appearance of favoritism.   But as Picard's quote reveals, there is a great deal that a leader can gain from being amongst and with their followers.  Moreover, what the quote starts to touch on is the critical role that trust between leader and followers plays in being successful in a leadership role.  In my experience, if you can inspire trust as a leader you are in fact going to get better results, increased morale, enhanced creativity, loyalty and retention.  In contrast if you can't foster trust - or in fact engender mistrust amongst your staff - you can be assured of a range of negative results.  

In case you see the above commentary as the rantings of Star-Trek enamored geek let me first refer you to the 2002 work of Patrick Lencioni, "The Five Dysfunctions of a Team".  In this work and in subsequent writings, Lencioni described and expanded upon what holds a team back from achieving high performance.  The critical linchpin that Lencioni identified - which was the core and base of poor performance and team dysfunction - was the Absence of Trust.  This manifested as an unwillingness of team members to be vulnerable and authentic in their group, unable to genuinely share with their colleagues, and lacking the opportunity and safe environment in which to admit mistakes and weaknesses.  Without a strong basis of trust, teams could not hope to engage in constructive conflict, nor establish a shared commitment to common goals, nor hold themselves and team members accountable to expected performance standards, and never achieve the results that they desired.  In all respects developing this trust comes from the tone set by the leader.

This concept of trust, however, is not new or a recent invention.  Starting in 1983, Kouzes and Posner began a research project in leadership that would ultimately lead them to write several acclaimed books ("The Leadership Challenge", "Credibility") and identifying the five leadership practices of successful leaders.  At the heart of their research and conclusions was that a leader must know their followers and speak their language.  People must believe that you understand their needs and have their interests at heart.  Only through an intimate knowledge of their dreams, their hopes, their aspirations, their visions, their values is the leader able to enlist their support.  I don't know about you, but it seems to be a well nigh impossible task to achieve that kind of understanding of your staff and followers if you don't spend significant time with them, earning their trust, building your credibility, and perhaps even becoming a friend to more than one or two of them. 

Let me put at least one qualifier out there on this leader and friend concept.  You are the leader - whether as supervisor, manager, director, vice-president or CEO.  This means you have duties and obligations that may put your friendships in jeopardy at certain points in time.  You are obligated to make the tough choices as required.  Ultimately, you can't put your friendships ahead of your moral, legal and ethical obligations.  Everybody needs to understand the parameters under which you ultimately have to function as a leader.  Just as in other parts of your world, some of your friends will be more understanding of the realities that you face than others.  Hopefully, however, based on the foundation of trust and credibility you have established by being present, available and truly engaged with your staff you may get cut a bit more slack than if you were the aloof, distant and omnipotent leader that some see as the pinnacle of success.

So, yes being a Leader and a Friend is possible and from my perspective and experience quite logical (as Commander Data and Commander Spock might both say).  Build your trust and credibility by being amongst your followers, understand their challenges and let them understand yours.  The results might surprise you.  

_________________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

gregh@breakpoint.solutions 

www.breakpoint.solutions 

780-250-2543

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.

The Power of YOUR BHAG!

Jim Collins (one of my favorite authors) introduced me to the concept of a BHAG - Big Hairy Audacious Goal - in his book Built to Last.  He identified it as a powerful way to stimulate progress through its clarity, its power, and its balanced approach to long-term vision coupled with short-term and relentless sense of urgency.  In doing so, Collins was particularly focused in on organizational success.  But can this concept be applied to circumstances other than the large companies that Collins writes about - Boeing, NASA, Sony, General Electric?  My answer is a clear yes (otherwise I would have nothing to write about).

I see immense power for both my coaching and consulting clients in defining their own BHAG's.  Let me give my own view of what a BHAG needs to look like - it should be truly BIG and AUDACIOUS.  So far that's got to be a disappointing expansion on Collins' concept.  However, a common challenge I see with too many of clients - individuals and organizations alike - is small thinking and (perhaps) an unconscious comfort in not straying too far from the familiar or reassuring realities of current state.  They are not willing and/or able to push the boundaries of their vision.  This can be expressed in a variety of ways - "We can't predict the future!", "That will never happen.", "We don't have the resources to do that.", or "I/we don't have the skills, abilities or talent to achieve ____________."  I'm sure you can come up with a variety of other challenges, barriers, and "reasons" you have either heard or made up yourself when trying to be bold.

Now I'm not saying to simply pursue some dream that is a function of seeing the world through rose-coloured glasses.  That can be a recipe for (rapid) failure.  A BHAG MUST BE grounded in some sense of reality and realistic self-assessment.  However, it must also PUSH you to the next level of possibility.  It must cause you to stretch your skills and abilities.  It must challenge your limiting beliefs and realities.  In my estimation it has to be equal parts exciting and terrifying.  It CAN'T be accomplished with your current way of thinking or doing things.  That's the equation for complacency and mediocrity.

Let me give you my personal examples to try to illustrate the power and benefits of BHAG thinking.  I'll start with my business example first.  Just over seven years ago I was involuntarily reintroduced to the job market through a reorganization.  A not uncommon experience for many these days.  That began my journey as a consultant (first) and coach (second and now strongest calling).  At the time, I set a target of $200,000+ in annual gross billings.  The intent and hope was to recapture what I had just lost through termination of employment.  My business plan at the time was predicated on that target, that BHAG.  In reality, I had NO IDEA how to be a successful consultant or coach having devoted the previous 25+ years of my life to an entirely different career path. While I may have had a BHAG in the form of a revenue target it was ungrounded in the reality of my skill set and knowledge at the time.  But having that target - and a need to continue to provide for my family - drove me to learn, network and develop a set of skills necessary to succeed. It drove me out of my comfort zone.

That's not where it stops, however.  One of the potential challenges with a BHAG is plateauing once that big goal is hit.  What next? The challenge, therefore, becomes setting the next BHAG and the next.  It's not to say you can't be happy with your achievements but there a couple of realities at play here from both a personal and business perspective.  First, standing pat is not a winning strategy in today's world.  There are always new competitors working to overtake you.  There are also new and evolving expectations on the part of your target market.  Unless you are close to retirement coasting is not an option.  In order to sustain success you must be continuously investing and reinvesting in what and who you are. Second, I believe we all need that creative edge and spark to keep our work engaging and fulfilling.  Simply engaging in the "routine" tasks loses its appeal after some time.  We can become disengaged from what and why we do things which I believe has a deleterious impact on the quality of work we produce for our clients.  Third, the establishment of the next BHAG stretches your thinking - what got you here won't get you to the next level.  The BHAG enforces self-evaluation and creativity.

For this reason I don't see BHAG as being singular.  Rather, there is and should be an evolutionary flavor to BHAG's - success lays the foundation for the next impossible goal.  This new stretch goal builds upon our learning in the first or previous round of achievement and can provide us with the confidence that the next impossible goal, while audacious, is achievable.  I've moved from $200,000+ revenue goal to multiples thereof and am now pushing myself to think differently about what a multi-million dollar venture might require of me.

BreakPoint...an intentional stopping point or place to pause, an opportunity to

derive new knowledge, establish commitment to a new direction in one's career or life...

allowing one to evaluate a current path, effort and results, inspect one's environment and

reset for future success

Now for the life/non-business example.  Over 10 years ago I set a goal to compete/participate in the Ironman Canada triathlon in Penticton.  Much like my start as a consultant/coach I really had no idea what this would take at the outset of my journey.  Just prior to this effort I could count on any number of limiting beliefs and barriers to my success - 230 pounds of weight to push/pull around over 225 km of course, a true phobia of water, asthmatic, 45 years of age, with multiple years of sedentary lifestyle to my credit.  And the BHAG at this time was not just finishing the Ironman - it was to do so in under 14 hours.  Not a podium finish to be sure but for the weekend warrior that I was a BHAG nonetheless.  The achievements along the way to Penticton in August 2010 were a significant loss of weight (30 pounds), completion of multiple open water swims, decent results in shorter races, and a significant change in health status.  End results in Ironman 2010 - incredibly deflating.  I finished in about 16 hours and engaged in a heavy bout of self-chastisement.  Upon reflection, however, if I hadn't set a BHAG of 14 hours I wonder if I might have made the cut off of 17 hours at all.

As of July 2019 I have set the next Ironman BHAG.  Ironman is returning to Penticton in August 2020 and I will be there.  And the BHAG's have been set - for from current 207 pounds to 165 pounds (month before the race start), marathon finishing time of less than 5 hours, and swim time for 3.8 km of just over an hour.  Outside of the weight goal (last seen in my 20's) I have never achieved any of these goals.  Putting those BHAG's out there, and reflecting on my past experiences, tells me that the tools, techniques, approaches, and intensity from before will be woefully insufficient to achieve my new goal.  I'll have to prepare differently and with a new level of commitment than at any other point in my life.  All the while managing feelings of self-doubt, reflecting on the fact that I will be 10 years older than in 2010, and with far more business and family obligations on my plate.  What might results be?  Can I breach the 14-hour finish time I have set for myself?

I don't know - but without my BHAG I can guarantee that the result will be even less exciting than if I never set my eyes high.  Shoot for the stars and hit the moon!

BreakPoint...an intentional stopping point or place to pause, an opportunity to

derive new knowledge, establish commitment to a new direction in one's career or life...

allowing one to evaluate a current path, effort and results, inspect one's environment and

reset for future success

_________________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

gregh@breakpoint.solutions 

www.breakpoint.solutions 

780-250-2543

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.