The Addictive Power of Work

For much of my leadership career (1986 to 2012), I devoted a significant amount of time, energy, and effort to being a good leader and on trying to go from being a good leader to a great leader.  The consequence of that commitment was there were far too many work days that started early and ended late, and far too many weekends where downtime equated to a bit of sleeping in (potentially) before getting back to work at home.  If I am honest with myself, the real consequences of that work addiction were poor physical and mental health along with not insignificant damage done to family's well-being. 

Why start to discuss this concept of work addiction when so much of the public discourse has been on quiet quitting and the great resignation?  I do believe, in fact, that these polar opposite responses stem from a similar desire to achieve some form of meaning in our lives.  Some people double down on work at the expense of all else, believing it will help them attain their brass ring.  Others choose a different path and a complete reset of life's priorities.  More recently, what brought this topic back to my attention was the news story of the Twitter executive (Esther Crawford) who was previously seen in a viral photo sleeping on the floor at headquarters as Elon Musk took over the company.  Ultimately, that commitment and loyalty (delusion?) was not enough to maintain her status in the company.  She was recently fired.  

Interestingly enough, Crawford's take on her termination wasn't cause for regret or immediate self-reflection on what had been sacrificed for this total commitment to career.  Rather she took to social media days after her termination to do battle with critics who had noted that she got the axe despite her loyalty to her boss and her job.  "The worst take you could have from watching me go all-in on Twitter 2.0 is that my optimism or hard work was a mistake," Crawford tweeted.  "Those who jeer & mock are necessarily on the sidelines and not in the arena," she said, referencing a famous quote by Theodore Roosevelt.

Time will tell whether Crawford has any change of heart.  She might not.  She could soon jump into the next business or entrepreneurial venture that feeds her.  For as many people that are looking for work-life balance, we still have a significant number that drive themselves forward relentlessly in business or career. I'm coaching some of those people now!  People who don't believe that "no" or "not now" is an appropriate answer.  People who believe that the current situation of overwork is temporary and with one more push, the work boulder can be pushed over the hill.  People who look around them and believe leadership and business success equals more time and more time and more time invested at the coal face of work (even at the expense of self and family).

What I have also observed over the past few years as well - not incidentally related to our COVID-19 reality and the hybrid work environment -  is technology (Zoom-based meetings, office technology readily available in the home) has significantly blurred the lines between work and private life.  We get up and we can immediately start work.  No need to commute.  We can "manage" back-to-back meetings without having to worry about walking from office space to meeting room.  We can extend our hours deep into the evenings... well... just because we can.  

However, what my clients are discovering, much like I discovered many years ago, is work is a relentless machine.  It will take all you give to it and it will still leave you feeling like there is so much more yet to be done.  You are never finished and never can finish.  

But there are many like Esther Crawford who will not or cannot slow the pace.  They may actually be suffering from an addiction to work.  Workaholics is a term that has been around forever, but in days past we might not even have called it that.  Excess work was just seen as the normal part of career advancement. But what drives this behavior?  What makes this type of pace an addiction?  I offer a few thoughts below.

Expectations of Self/Others.  Some of us are very goal driven.  I include myself in this category.  Whether as part of our upbringing or based on our earliest experiences of work, we have developed an expectation of self that success requires drive and sacrifice to get ahead.  We have a goal in mind, an end to be achieved.  We also often wrap up achievement of career or business goals with our worth or value as a human being.  How joyous and rewarding to call myself CEO, or COO or VP.  We crave to introduce ourselves to others with these titles.  I know I took great pride in those titles.  In some cases this drive for self-worth is wrapped up in what we see others achieving, assessing ourselves against them (e.g., "hey at age 35 they are here, I'm falling behind, better get moving"), and looking to catch up or speed ahead.  We strive on the competition and the win.

Don't Let the Team Down.  In other cases, and certainly something I have heard recently from more than one of my coaching clients, is an intense desire to not let one's team down.  This can operate when an individual is a member of a team or as a team lead.  My clients often express a desire to protect their teams from overwork, they look to shelter them from challenging situations, and so forth.  But this all comes at a personal cost.  The spirit of altruism results in the individual team member or leader carrying a load that is not sustainable long term.

I've Got Something to Prove!  At first blush this might seem to be directly related back to the expectations noted up above.  And to some extent it is.  However, whereas the former examples are driven a bit more from a positive intent (e.g., I believe I can make it if I work hard enough), what I am talking about here is a drive to diminish or eliminate any sense of inadequacy one might feel about work or leadership capabilities.  This is the chip on the shoulder mentality.  If you believe others have counted you out or have considered you unworthy, your work drive is intended - come hell or high water - to prove the bastards wrong! I too have had some of this as my motivating force for overwork. 

Being Part of the Inner Circle.  What could be more enticing than to "arrive" and get an opportunity to socialize and partner with a variety of other prestigious leaders and business people!  Each of us, in our own way, wants to be part of a tribe, and wouldn't it be great to be in the biggest and best tribe in whatever way we define it.  We can then further justify our work addiction, attendance at more functions, attendance at more meetings and networking functions from a standpoint that networks build career and business opportunities, advance the interests of our teams, and help build up prestige for our organization.  We are altruistic leaders, working on behalf of the masses, coupled with a healthy (or unhealthy?) dose of self-advancement. 

Pure Adrenaline. The final thought I will put to this is work addiction is like any other addiction.  Tolerance is a reality.  When our careers first start, we have youthful energy and enthusiasm.  We are learning the ropes.  We take on more responsibility and workload.  And if you do well at your tasks, your reward is to typically get more responsibility and more workload.  And the cycle continues.  Over time, like a drug addiction, our brain and body grow accustomed to a certain level of stimulation and we find we can do more and - more importantly - we need more of that stimulation to remain engaged and alive.  The biggest flag in this regard is we have a hard time disconnecting from work.  We feel much guilt if we knock off from work at a normal time or feel more than a bit twitchy when going on vacation.

How do you know if you have a work addiction?  You could look at some of the notes above to conduct some form of self-diagnosis.  Am I actually working more than a regular workday/week on a regular basis?  Am I often doing work or responding to emails at all hours of the day or evening?  Do I believe that one more hour, or one more day, or one more week at a relentless pace will get me over the hump - only to see the next mountain rise up before me?  

More recently I discovered an interesting assessment tool that directly focuses on work addiction.  The Bergen Work Addiction Scale uses seven basic criteria to identify work addiction, where all items are scored on the following scale: (1) Never, (2) Rarely, (3) Sometimes, (4) Often, (5) Always:

• You think of how you can free up more time to work
• You spend much more time working than initially intended
• You work in order reduce feelings of guilt, anxiety, helplessness or depression
• You have been told by others to cut down on work without listening to them
• You become stressed if you are prohibited from working
• You place less emphasis or priority on hobbies, leisure activities, exercise and family/relationships because of your work
• You work so much that it has negatively influenced your health. 

Scoring "often" or "always" on at least four of the seven items may suggest you have a work addiction.  The additional trick as it relates to the self-assessment is the degree of honesty you can muster to complete the evaluation.  You might also find it interesting to compare and contrast your self-assessment results with others as part of a 360 process. 

A weighty topic to be sure and likely not one with any easy answers for many of us.  We can choose different paths.  We can be different leaders.  I just ask you to choose wisely and consciously.  Every path has risks and rewards.  It's all about leadership!  And it might also be about your personal well-being. 

_______________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

3rd Generation Canadian Ukrainian

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 Appreciation

In the past several years, as COVID-19 has cut its swath through our lives, as technological advances have made jobs and tasks redundant, and as expectations for performance have increased (in terms of expectations from customers and employers), the phenomena of quiet quitting and the great resignation have gained momentum.  In many ways, however, the challenge of building up, maintaining, and sustaining employee commitment and engagement has been with us since well before 2020.  Individuals like Simon Sinek have made their mark for over 10 years talking about leadership and how to engage followers. The concept of employee engagement is now big business, but it has been so for many years, if not decades.  Companies like Gallup charge big fees for helping organizations evaluate employee engagement.  Ideally, these same companies help translate this data into strategies to change the lived experience of staff.

Why, with all this background, knowledge, and effort, are we still failing so miserably, in not only growing engagement with our people but, in very many circumstances, continuing to lose ground on employee loyalty and commitment?  Why do we continue to see so much movement and searching on the part of employees for something more and better?  What are people looking for?

Let's start by looking at the Gallup 12 questions that form the heart of their engagement assessment.  A variety of other tools and questions could serve just as well as a starting point, but the Gallup questions have some degree of familiarity in the marketplace and are simple to understand and apply:

1. Do you know what is expected of you at work? 
2. Do you have the materials and equipment to do your work right? 
3. At work, do you have the opportunity to do what you do best every day? 
4. In the last seven days, have you received recognition or praise for doing good work? 
5. Does your supervisor, or someone at work, seem to care about you as a person? 
6. Is there someone at work who encourages your development? 
7. At work, do your opinions seem to count? 
8. Does the mission/purpose of your company make you feel your job is important? 
9. Are your associates (fellow employees) committed to doing quality work? 
10. Do you have a best friend at work? 
11. In the last six months, has someone at work talked to you about your progress? 
12. In the last year, have you had opportunities to learn and grow?

I have purposely highlighted a few of the questions, particularly since they have resonance with my work and how I have been impacted by the power of appreciation.  Most relevant in this case are questions 4, 5 and 7.  Now, certainly the type of work I do - executive coach and management consultant - is very different than working within an intact team or large organization.  Often, by the very nature of the work, I am a team of one acting both as boss and staff.  But in other ways, as I seek to bring value to those I work with, I often develop a level of attachment and commitment to their goals that starts to mimic being a member of a team. 

In the past few weeks, several events had significant - and unexpected - impact on me to the extent that I had strong, and sometimes an uncontrollable, emotional response.  

Situation 1: As I was facilitating a workshop on governance, one of the participants marveled at my "...phenomenal ability to synthesize diverse perspectives and set foundations for teams to deliver maximum impact."  This was from a very accomplished and experienced leader in their own right who I had essentially just met.  They had no reason to artificially inflate my ego.  They had seen good and bad consultants and facilitators throughout their careers.

Situation 2: In this very same session, and out of the blue, one of my consultant colleagues texted me this simple message, "Have a good day.  Thank you for all your support and guidance." This was a message that came early on a Saturday morning, without context and completely unsolicited. 

Situation 3: Over the past number of weeks I have been acting as practicum lead coach to a team of five coaches as they explored the concept of team coaching.  At the end of each learning session, individual team members had a chance to lead a team coaching scenario.  My role was to support them in their learning and give them feedback in the moment and post-session.  At the end of the last session, the team engaged in an appreciation shower (as they called it).  Again, not something I was expecting but what I heard moved me to tears - generous, no-nonsense, highly observant, role model, brought ease to the work, constructive not critical.  There was even reflection back to one individual's experience with me from my leadership career which ended in February 2012!

Why do I highlight these experiences?  Because it had powerful impact.  It highlighted how important non-monetary factors were in encouraging ongoing effort, loyalty and commitment.  Would I come back and work with these people again?  Most assuredly.  

What made these comments so impactful?  What can we glean from my experience that you might copy in your leadership roles?  How could you practice effective appreciation, reward and recognition to promote employee retention?  Here is what I think mattered to me and might matter to others.

Don't script your appreciation.  Don't look to fulfill a quota of thank yous, appreciation or reward, and recognition. Don't make appreciation a check-box exercise.  Without a doubt, the appreciation and validation shown to me from the examples above was made more powerful because it was so unexpected.  

Make it genuine and authentic.  As I alluded to above, all of the comments and praise given to me came across as highly genuine and authentic.  I can't capture the tone of what I heard from people through their verbalization of what it was like to work with me.  All I can say was the appreciation for the work I had done with them oozed throughout the conversation. 

Make it specific.  The comments and feedback given to me were very specific.  There were no generalized thank yous.  There were no clichéd statements you might typically get in other circumstances. The comments received were very specific and directly related to the work I was doing.

Make it timely.  The compliments I received were very immediate.  In my role as coach for several organizations, I may not get feedback on my coaching engagements until months after a coaching engagement has concluded.  In the consulting world, some of the only ways you know you have hit the mark is if a client organization decides to invite you back for a repeat performance - but that may only come several months later. 

Understand your recipient.  This is probably a harder one to capture and translate into other circumstances.  What I can say is the comments from my clients and colleagues left me feeling validated and that my opinions, perspectives and guidance were valued.  What I was trying to do with my clients was actually seen in action by my clients and valued!  They saw me and they appreciated me.

Those are my takeaways for how you might approach employee reward and recognition efforts in your leadership and in your organization.  None of what I note above is about compensation.  In fact, in two of the three examples, there was little to no compensation involved.  The third circumstance was from work with a not-for profit entity (so no private jets, concierge service, or purple M&M's for my turn down service). 

I hope you will find value from these personal insights and reflections and I hope you can tailor your future work with your staff guided by some of these perspectives.  Without a team there is no leadership and part of leadership has to be about genuine appreciation and recognition.

_______________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

3rd Generation Canadian Ukrainian

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.

Cultivating a Strategic Mindset - Part II

In part three of this blog series (which I never intended to become a series!), we will continue to explore, at a high level, a variety of tools that you can begin to apply immediately in the pursuit of a strategic mindset skillset. You will find some of the tools relatively easy to apply while others may present a greater challenge.  Like everything else in leadership, you are encouraged to step out of your comfort zone, be compassionate with yourself as you learn, and try, try again. 

Give Yourself Some Tools and Models

One of the challenges that we may be facing when we try to develop our strategic mindset is that we could be working with a blank slate – where do we start?  This is where having awareness of one or more models or frames for strategic thinking might be helpful to you. 

A variety of models and tools do exist to kickstart your thinking.  The idea behind introducing these models is not as some of endorsement or to indicate that any of them are best-in-class or without their own limitations.  Rather, we want to start to expand you frame of reference and push your thinking to a new level. 

·        The Iceberg Model

·        Six Thinking Hats

·        SWOT model

·        PESTLE/PESTEL analysis

·        ADKAR or other Change Management model

·        Stakeholder Analysis

·       Porter’s Five Forces that looks at an organization’s environment through five forces of Competitors, Buyers, Suppliers, New Entrants and Substitutes

·       The BCG Model, a matrix model that looked at the world through two lenses of (current) market share and (potential) market growth to assess whether given products were dogs, cash cows, problem children or stars

·       The Good to Great Model from Jim Collins, which is comprised of six elements of (1) Level 5 Leadership, (2) First Who/Then What, (3) Confront the Brutal Facts, (4) Hedgehog Concept, (5) Culture of Discipline, and (6) Technology Accelerators.

·       Mind Mapping - a diagram used to visually organize information into a hierarchy, showing relationships among pieces of the whole.

·       Decision Tree - a decision support tool that uses a tree-like model of decisions and their possible consequences (if àthen), including chance event outcomes, resource costs, and utility. 

There are many more models and tools that are available to you.  Use those that are easiest for you to apply or make most sense to you.  Alternatively, research what your own organization might be using to support development of its strategic thinking.  Your informational interview and mentors (mentioned in the previous blog post) might be other sources of information as well.

Think in Scenarios & Contingencies

When we discussed the core elements of a strategic mindset, we identified the concepts of hypothesis testing and intelligent opportunism.  How can we put that into practice, even in a small way, in our day-to-day work? The answer is to consciously try to develop scenarios and contingencies.

This is a proven method of expanding one’s perspective and testing assumptions/ options when applied to issues both tactical and strategic. The process sees an individual or team develop plausible options about what could happen in a changing environment for an organization. 

Depending on the opportunity or issue in play for you, the variables you might change to test the impact on your plans could be informed by any of the tools or models that we have already described:

·       What would the impact be on my initiative should a key stakeholder in my organization change?  What level of support could I expect going forward?

·       What happens if my budget projections change by 5%, positive or negative?  10%?  What corrective actions might I need to take to get back to balanced budget?

·       What would happen if anticipated volumes of service delivery didn’t materialize?  What if my projections were off by 5%, 10% or higher (positive or negative)?

The intent through this work is not to come up impossible scenarios (although something like COVID-19 seemed implausible until it happened) but to help you anticipate changes and be prepared to pivot to new plans as required.  Through this process you not only start to understand and explore the factors at play, thus enhancing your ability to think strategically, but you also position yourself proactively and confidently to make changes in a moment of potential crisis. 

Create Your Own Tools & Supports

This tactic for developing your strategic mindset may at first seem nonsensical – how can I develop a tool to help me become strategic when I might be starting from a point of not knowing what a strategic mindset means? There is method to this proposed madness!

In this case, we suggest two very basic – but powerful – things that you can do for yourself.  First, if nothing similar currently exists in your organization, create a decision-making template or checklist that allows you to apply a strategic lens to any of your key operational decisions.  This checklist or framework need not be pages and pages in length but would allow you to deliberately evaluate a decision against the “bigger picture” for yourself and the organization. 

The types of questions you might consider as part of your decision framework could include:

·        Is this action or initiative aligned with and supportive to my/our Mission?

·        Is this action or initiative aligned with my/our organizational values?

·       Which one of our current strategic directions or priorities does this action/ initiative currently support?

·       Is this action/initiative a good use of my time/resources or that of my team based on my other assigned priorities?

·       What stakeholders – internal or external – would be impacted by what I am about to do?

·       What do my stakeholders expect of me prior to me taking action?  Do they wish to be consulted with, partnered with, or simply informed?

·       If I make adjustments in my assumptions will that make my decision easier or harder to implement? (back to scenario building and contingency planning).

Ideally, the power of this checklist approach comes in the form of its simplicity, its ease of use, and its immediate availability for use in your workspace.  Create and post this in your line of sight so that you may readily ask yourself, “Is this an opportunity to further develop my strategic thinking skills?”

The second tool that you can give yourself is the space and time to focus on being strategic.  Everything we have discussed comes with an investment of time, energy and intellectual capacity.  Again, as with any new skill or habit, we have to determine that this time, energy and effort is worthwhile and will in fact deliver a return on investment.  It is equally true that we will get back in return from the effort exactly or in direct proportion to what we put into developing our new skill.  

While there might be those times where we can try to be strategically mindful at a moment in time, it is more beneficial to consider setting aside some dedicated in our calendars on a regular basis to support thoughtful consideration and debrief.  This structured debrief time can allow us to reflect on what has been working or not working, what we can anticipate in the future, and how we might do things differently with the benefit of hindsight. 

I hope I have given you much food for thought.  Cultivating a Strategic Mindset - It's All About Leadership!

_______________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

3rd Generation Canadian Ukrainian

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.

Cultivating a Strategic Mindset - Part I

In the last blog post we dissected the components of what made up a strategic mindset.  Great! Theoretically, you now have an understanding of what the concept is and what the elements of such are.  But, what can you do to actively cultivate what we have described as an essential leadership skill?

In part one of this two part blog series, we will explore, at a high level, a variety of tools that you can begin to apply immediately in this development quest. You will find some of the tools relatively easy to apply while others may present a greater challenge.  Like everything else in leadership, you are encouraged to step out of your comfort zone, be compassionate with yourself as you learn, and try, try again. 

Reading? Yes, Reading!

Developing (and sustaining) a strategic mindset is hard work.  You probably have already felt some of that through your existing or initial developmental efforts in this regard. However, if you want to continue to progress in the development of this skillset then some targeted, self-directed research is in order.  This area of exploration takes on a few different forms. [note: in the modern era reading can also stand in for podcasts, vlogs, videos, and other similar forms of learning].

1.     Information about/from your own organization.

As a leader there is no easier and no more accessible way to start developing a bigger picture view for yourself than reading your own organization’s strategic plans, annual reports or other publications.  Reading through them may help direct you to other documents that the organization has produced in the past or otherwise have informed their assessment of the organization and the environment in which it operates. 

2.     Information more specifically relevant to your profession or career.

Some of us have professional bodies or associations that we belong to.  These organizations can be another source of information as to what is important for them, how they see the profession or sectors developing over time, and deliver this information through magazines, white papers, websites and similar sources. 

3.     Information about your sector and/or your competitors as relevant.

Depending on the sector you are in, you may also be able to access resources and materials that are put out by other organizations similar to or in competition to you. This is certainly sector dependent.  For companies or organizations that are publicly-traded or highly regulated there can be a significant reporting requirements that are readily available to anyone interested in reading them. For those companies or enterprises that are privately held or who might be less sophisticated or resourced to produce informative material the challenge might be more daunting. 

4.     Information about the broader environment in which you and your organization lives and operates.

Likely the biggest and most challenging task in developing one’s strategic mindset is looking out to the broader environment in which you or your organization operates.  This starts to delve into areas that many of us might be less interested in or versed in – political, economic, and social trends for example.  While this takes greater time and effort, it affords an individual leader with the opportunity to truly expand your frame of reference.  This effort truly bears fruit if we can start to question how issues and trends in other sectors might end up impacting us and our work.

Informational Interviews

The self-directed learning noted above can only go so far in expanding your perspective on strategy and strategic thinking.  In the absence of other learning or experience that learning may be somewhat random or misdirected.  This is where the concept of informational interviews comes into play.

An informational interview is a targeted, face-to-face or virtual meeting that is intended to gather information about your sector, another sector, the broader environment in which your organization operates, or any element that advances your knowledge or skill in strategic thinking.

When you are curious about a particular industry, role, or approach to work, an informational interview can be a valuable tool for gaining insights that cannot be found in everyday research. Put simply, it is a conversation that can help inform your strategic mindset.

Informational interviews can be a gateway to information and someone else’s lived experience that you would not usually have access to. Identifying the people you want to talk to can be as simple as asking someone else for a warm introduction or reaching out through business sites such as LinkedIn.

Most of have a fear of seeking out these kinds of opportunities.  However, people are usually willing to respond to such requests when they are asked in a professional manner and are identified for the purpose of learning and development. All you have to do is approach these conversations in a spirit of humility, genuine curiosity and a desire to learn.

Mentorship

A mentor can be transformational for the development of your strategic insights and thinking.  Accessing one or more mentors (yes, you can have more than one mentor) allows you to tap into the learning and experience of someone who is more senior in their role or profession or who is in a position to offer unique insights otherwise unavailable to you.

In contrast to the informational interview noted above, it would be expected that a mentoring relationship would continue beyond a single conversation.  It should be noted, however, that an informational interview could be the gateway to identifying a mentor for yourself.

Mentoring relationships can be both formal and informal and vary in intensity of effort.  Some mentoring relationships can last as little as a year, while others can become life-long professional partnerships.  

Your mentor(s) can come from a variety of sources both internal and external to your organization.  Internal mentors benefit from understanding your organization but may lack in new and different perspectives.  The reverse can be true from those external to your organization – less versed in your particular business issues, but more able to give you new and different perspectives on strategic thinking.

Questions, Questions, Questions!

Closely tied to the techniques of informational interviews and mentorship is the need to continue to develop and ask questions.  This may come across as a highly simplistic tool to offer up in terms of developing your strategic mindset, but we suggest that far too often we don’t develop a variety of skills because we fail to ask questions. 

This happens for a variety of reasons not the least of which is our own fear of coming across as somehow inferior (e.g., I don’t want to look dumb, or everyone probably already knows that so why shouldn’t I?).  In many ways, we make up a variety of scenarios in our own minds as to how our question might be perceived or what we think others might think of us for asking such a question.  This mirrors the concept of “imposter syndrome” where we have somehow convinced ourselves that we are not as qualified or skilled as others and we don’t want to formally confirm that assumption with others.

What we often fail to realize is others are far more likely to treat our question with the same level of compassion and empathy as would if the tables were turned.  This is particularly true when we position the question as a learning and development opportunity for us.

More to come!  While we have covered some decent ground here, there is more to offer in a sequel to this post.  And best practice in learning might also be don't overwhelm the learner through a firehose approach!  Part II coming soon!

_______________________________________________________

Greg Hadubiak, MHSA, FACHE, CEC, PCC

President & Founder - BreakPoint Solutions

3rd Generation Canadian Ukrainian

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.