Vol. 2 Number 1 - January 2004.
Publisher: The Filson Leadership Group, Inc.

IN THIS ISSUE: The Leadership Strategy.


SECTION 1: Brent Filson’s Weekly Tips To Lead By.

Week 1: The Leadership Strategy.

Week 2: Understanding The Leadership Strategy.

Week 3: Developing A Leadership Strategy.

Week 4: Implementing A Leadership Strategy.

SECTION 2: The Good, The Bad, and The Ugly.

SECTION 3: Guest Report
SECTION 4: Points of Light.

SECTION 5: Message From Brent Filson

SECTION 6: News.
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SECTION 1: Brent Filson’s Tips To Lead By
(Apply these tips week by week throughout the month.)
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Week 1: The Leadership Strategy.
An indifferent leader can’t. And an organization of indifferent leaders is a sad spectacle of coulda-woulda-shoulda. This goes right to the heart of this month’s issue. For it’s been my experience working for 20 years with literally thousands of leaders worldwide that virtually all ignore a vital determinant of success. Worse, they don’t even know they are ignoring it. They exhibit the death-spiral ignorance of not knowing that they don’t know.

That determinant is a Leadership Strategy. Have you heard of it? I bet you haven’t. For one thing, they sure don’t teach it at business schools. And for another, even in the unlikely case that you have heard of it and know what it is, you probably don’t know how to realize it.

In this issue, I will show you what a Leadership Strategy is and ways to make it happen in your organization. In many ways, it’s far more important than a business strategy.

Whereas a business strategy seeks to marshal an organization’s functions around central, organizing concepts, a leadership strategy seeks to obtain, organize, and direct the heartfelt commitment of the people who must carry out the strategy.

The business strategy is the sail, the Leadership Strategy the ballast. Without a Leadership Strategy, most business strategies capsize.

This week, divide a single sheet of paper into two columns. At the top of column A write “business (or organizational) strategies”. On top of column B write, “Leadership Strategies” -- in other words, what strategies were used to obtain people’s heartfelt commitments to carry out the business strategies?

Think of the strategies your organization has developed during the past few years. They might be product strategies, service strategies, growth strategies, sales strategies, marketing strategies. You do not have to explain it in detail, just give each strategy a tag and write down the tag.

Did the listings in column A match the listings in column B? Were there any listings at all in column B? That gap between what was in column A and what was in column B is a killer gap. It means that the business strategies haven’t been augmented by Leadership Strategies. And when that happens, results suffer.

Week 2: Understanding A Leadership Strategy.
I don’t care if you lead three people, three hundred or three thousand and more. I don’t care if you’re in sales, you’re a plant supervisor, a marketing manager or a COO, CFO or CEO. You’re going to need a Leadership Strategy.

And if you don’t think you need any kind of strategy, think again. Whatever job you’re doing takes strategic thinking. In fact, getting in the habit of looking at whatever you do in strategic terms gives you a great advantage in your career advancement.

The roots of the word “strategy”come from two German words, the first meaning an encamped or spread out army and then second word meaning “to drive.” In other words, a strategy gives direction, organization and force to an otherwise scattered organization.

Most business leaders are good a developing business strategies. They’re taught how at business schools. I won’t delve into those. But I’ll bet that nine out of ten leaders don’t know what a Leadership Strategy is, let alone how it fits in with a business strategy. When you can combine a business strategy with a Leadership Strategy you’re gang busters.

Mind you, they sure don’t teach leadership strategies at business schools. They can’t. That’s because Leadership Strategies find their meaning not in abstract formulations or case studies but in what can’t be taught but must be experienced, process and relationship.

And if you haven’t thought of a Leadership Strategy before, start thinking about it now, because it can boost your career in many ways.

The objective of a Leadership Strategy is simple; though it can be, for many leaders, hard to actualize. (And for those leaders who operate under the wrong premises, impossible to actualize. See last month’s e-zine.) The objective is to get the people who must carry out that strategy passionately involved in doing it.

Most leaders develop their strategies in bunkers, without taking into consideration those outside the bunker who have to implement it. Unwittingly, they buy into the “fallacy of automatic reciprocity” — the conviction that their devotion to the cause is automatically reciprocated by the people they lead. It’s a fallacy because reciprocity is not automatic. It can’t be ordered. It must be cultivated and earned.

This week, let’s work on what it takes to earn reciprocity so later you can begin to develop and execute a Leadership Strategy.

Select a strategy to work on from column A. The column-A strategy you select may have been a strategy that is already in place or about to be put in place.

This is the way you do it. (1) Select the cause leaders you need to implement the strategy. (2) Talk with them about their needs. (3) Show them how you can help them solve the problems of their needs.

Re-read the previous e-zine to show you a process that is more than “management by walking around.” Use some of Ron Gross’s questions.

Here’s the important thing: It doesn’t matter what their needs are. They don’t have to be connected to your organization. They might even be personal or family needs. Just get some of their most pressing needs out in the open and have them talk about them.

Weeks 3 & 4: Developing The Beginnings Of A Leadership Strategy.
The promise of Action Leadership is more results, faster results, continually. That can’t happen without your employing specific processes that fly in the face of order leadership. Sure, being an order leader, you may get more results, you may get faster results, but I submit that it’ll be impossible to get “more, faster” continually. The “continually” takes your understanding and applying Leadership Talks and Leadership Strategies.

In last month’s e-zine, I described Leadership Talks. If this is the first issue of my Report you have read, go back to last month’s e-zine and get caught up on Leadership Talks. At click on e-zine. You’ll find the archives.

Now I’ll show you how Leadership Talks drive Leadership Strategies. Without Leadership Talks, your Leadership Strategy will go nowhere. And without a Leadership Strategy, the effectiveness of your Leadership Talks will be scattered.


As to putting together the beginnings of a Leadership Strategy: The drive shaft of all Leadership Strategies is the needs of the people who will execute the strategy. Last week, you got a good idea about how to talk with those people about their needs. Remember, I said it did not matter what needs they shared with you. I just want to get you into the habit of identifying and relating to their needs.

I don’t want this to be like the joke of the manufacturing foreman who took a course on relationship building and said to a recalcitrant employee, “You’re a lousy worker. You were lousy yesterday. You’re lousy today. And you’ll probably be lousy tomorrow. .... By the way, how’s your mother?”

The Leadership Strategy and Leadership Talks are not styles of leadership or ways of manipulating people. If people think we are manipulating them when we apply the processes associated with the Strategy and The Talk, they’ll resent and distrust us. These are not manipulative processes, but instead processes that cement relationships based on both parties exercising free choice and leading to more results, faster results, and “more, faster” continually.

Now you are ready for the next step: linking their needs to the business strategy. This is a vital link. When done right, it plugs the business strategy into the powerful circuitry of their convictions. Few leaders make this linkage -- to their detriment.

The linkage is made this way: Break your business strategy down into its two, three or four essential components then ascertain how those components provide solutions to the problems posed by the needs of your cause leaders. (Every need is a problem crying out for a solution.)

For instance, one of the great business strategies of the past quarter decade was Jack Welch’s for General Electric. When he first became CEO in the early 80s, he said that each GE business was going to be number one or number two in its marketplace. If not, that business will be fixed so it does become number one or two; or if it could not be fixed, it would be sold. It was a classic business strategy: simple, comprehensive, challenging.

Some might argue that it was a goal, not a strategy. But when you look more closely at it, it indeed was a true a strategy. Goals are what you want to attain. Strategies are how you will attain them. GE’s goals, as I see them, were to be one of the most highly profitable major corporations in the world. In that regard, being number one or number two was a strategic means of achieving such profitability.

Let’s take that strategy as a hypothetical. What I am about to teach you is not a vetting of Welch’s strategy or GE’s role or the leaders’ implementation of it. I am using that strategy simply as an example to help you see how you can link a business strategy to needs.

Let’s say the business strategy of your organization involves having each business in the organization be number one or two; and if it isn’t, be fixed or sold. The essential components of the business strategy then are (a) being number one or two (b) getting fixed (c) being sold.

Now put yourself in the place of the people who have to make the strategy work, not just the senior leaders but the small-unit leaders and middle managers. What do they think about such a strategy?

You the senior leaders may welcome the strategy and believe it will make their organization more efficient and productive.



However, the small-unit leaders and middle managers may think it stinks! They may think it could be the worse thing that ever happened to them. They could see the strategy as the sharp edge of job cuts and their job is on the block. If they believe this, do you think they will be cause leaders for the strategy? Might they not be focused on making sure it doesn’t succeed? Clearly, if these reactions are the case, a Leadership Strategy is needed here.

Your strategy might be similar to Welch’s or it may be altogether different; but the fact is that unless you augment it with a Leadership Strategy, you’ll be bucking strong headwinds. That’s because most business strategies are a threat to the status quo (See the October e-zine) and the status quo will fight them. Just because it looks great on paper, just because analysts outside the organization bless it, doesn’t mean that the very people who must implement it won’t see it as a nuisance or even a mortal threat.

Staying with the example: to augment a business strategy that has the components of (a) being number one or two (b) getting fixed (c) being sold, you must have those components provide solutions to the problems of your cause leaders needs.

Let’s say the needs of your cause leaders involve job security, financial security, and career advancement. Unless the components of the business strategy can provide solutions to the problems of their needs, you will not have ardent cause leaders. That’s what happened to Welch: He had a great deal of difficulty initiating the strategy, mainly because of a consorted attack by GE’s status quo, many of the supervisors and middle managers throughout the company passively resisting or struggling actively against implementing the strategy. We know he persisted, and as it turned out over the years, the components of his strategy became solutions to the needs of many leaders who stuck with him, needs such as job security (the company became a magnet for headhunters), financial security (many middle managers and supervisors became millionaires dues to GE stock options), and career advancement (being a GE leader had powerful cache in the job market.) Evidence that Welch would’ve been greatly helped with a Leadership Strategy.

The point is that unless your components can be seen as solutions for the needs of your cause leaders, you won’t have a successful business strategy, or you will have to spend an inordinate amount of time and resources and take a lot of trouble making it successful.

During weeks three and four, identify the key components of your business strategy and have those components be solutions to the needs of your cause leaders.

This is only the first step in developing a Leadership Strategy. Next month, we’ll put together a five-step plan for developing a comprehensive Leadership Strategy that you can use for the rest of your career.

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SECTION TWO: The Good. The Bad. The Ugly.
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THE GOOD:
Boswell told Dr. Johnson that there was no instance of a beggar dying for want in the streets of Scotland. “This is true, sir,” said Johnson, “But this does not arise from want of beggars but the impossibility of starving a Scotsman.”

Be impossible to starve into submission. A Scottish resourcefulness is a key element of getting more results faster, continually.

THE BAD:
“Don’t send me a lot of reports,” a company commander once told me. “There are two kinds of reports. The first says that something can’t be done. The second said that something has to be done. Both are useless.”

Reports are often camouflaged traps for urgency.

THE UGLY:
Common sense dictates that when you discover you are riding a dead horse, get off. However, in many organizations, other strategies with dead horses are used, including the following:
* Buying a stronger whip.
* Changing riders.
* Say things like, "This is the way we always have ridden this horse”.
* Appointing a committee to study the horse.
* Increasing the standards to ride dead horses.
* Appointing a tiger team to revive the dead horse.
* Creating a training session to increase our riding ability.
* Issue a memo declaring that "This horse is not dead".
* Harnessing several dead horses together for increased speed.
* Do a Cost Analysis Study to see if contractors can ride it cheaper.
* Change the performance requirements for horses.
* Promote the dead horse to a supervisory position.

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SECTION THREE: Guest Report.
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Deja Vu All Over Again
by Loren Carlson
Chairman, CEO
CEO Roundtable, LLC
lgcarlson@ceo-roundtables.com
978-685-8743

I know the worry. I saw it several decades ago in the face of a vice president of Western Electric. I was sitting in his office; he said, "What's going to happen to this country if we lose our manufacturing base? Who's going to buy telephones if we're not making telephones?" Back then, the nation was in a deep recession, and many pundits were wondering when we were going to pull out. But I remember that I wasn't worried. In fact, I was feeling optimistic. I believed in the innovation of Americans, and I knew for sure that the country would find a way to create another economic boom. My optimism, of course, was justified. That boom materialized in the 1990s.

Now we are in another economic crisis with many thousands of American manufacturing and white-collar professional jobs going not only to China and India but also to Eastern Europe. And, unlike that last crisis, when I was young and cocky, this time I am worried. I'm worried that our nation, through the convergence of telecommunications and computer technology, is losing an unacceptably large segment of its middle class to globalization. No doubt about it, the country has a crisis on its hands. And yet, despite my worry, I'm feeling optimistic too. I still believe in the amazing abilities of Americans to innovate and through innovation to generate new markets, new industries and new jobs. From an historical perspective, this crisis may be no different than other structural shifts, but when you are caught up in the middle of it and see no other way out than your belief in the American business system and its people , you have to cultivate optimism. Having learned a few things over the intervening years, I can now offer something to back up my optimism. Here are steps that individuals and businesses can take to deal with the challenges of globalization.

(1) Face the facts. Most people get defeated by change by not wanting to face up to it. These are the facts we must face: globalization is going to continue and more jobs are going to be lost to other countries. It's not going away. We can't duck it. We can't change it. We have to live with it and move on.

(2) Look inward. Take an inventory of yourself and your business. This is more than just information gathering. I see it in some respects as an attack. You actually have to attack your own core strengths and your product line. Subject them to withering analysis. It may be one of the hardest things you can do, especially when we have an emotional attachment to what we're attacking. But I don't think you can get around this. DEC couldn't give up their mini computers; AT&T couldn't give up telephones -- to their detriment. The word "attack" may sound brutal but it is actually a kindness if through it, you and your business prosper in this murderously competitive global economy.

(3) Look outward. The answers to thriving in this global economy, both as an individual and as a business, lie to a great extent with your customers. The old saw holds true that you must listen to your customers, but today something more is needed. Like your core strengths and product lines, you have to be willing to give up your customers and get new ones who will better provide long term growth. And regarding those whom you decide to stay with, you have to give them more value than you have ever given them before. After all, most of them are in the same boat as you: They need help just as you do in growing the top and bottom lines. For instance, don't just look for productivity gains in your company. Also look to help your customers achieve those gains in his business. Helping grow your customers top-lines will help grow yours as well. You must also look outward to other industries because the technology that will make your products obsolete and the company that will kill yours is growing in another industry today.

(4) Develop a business strategy. Attacking your products and processes, looking for new customers, finding ways to bring added value to your present customers cannot be done in ad hoc ways. Those activities must be part of a comprehensive strategy that drives consistent and constant actions. And that strategy must be a priority, no matter how well you are doing with your core products. Your business strategy must be a framework that provides everyone in your company the guidelines for making decisions today that helps results in the future.

(5) Develop a leadership strategy. You must encourage innovation at every level of your company. Accept higher rates of failure in new ideas and new approaches. Reward and publicize successful ‘experiments’. Understand that your company is a complex system that is part of other complex systems and that to survive the company must sense, respond, adapt and replicate. A leadership strategy must utilize all of the styles and techniques of leadership at the appropriate time and in the appropriate circumstance. Knowing when ‘doing it right the first time’ needs to become ‘fail often and fail fast’ is the test of a good leadership strategy.
Clearly, we face enormous challenges in the global marketplace. But the action these steps prompt may help foster optimism that can be transformed into results

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SECTION FOUR: Points of Light.
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“What is it? We’ll do it!” the motto for a British calvary regiment.

“If a great thing can be done at all, it can be done easily. But it is that kind of ease with which a tree blossoms after long years of gathering strength.” – John Ruskind.

“Commit yourself to something each day that does not change -- meditation, exercise, maintaining a helpful attitude; being joyful; being grateful; and you will change for the better what you do in all your days.” -- Brent Filson

“We live in a moment of history where change is so speeded up that we begin to see the present only when it is already disappearing.” – R.D. Lang

“A business stumbles without stimulus of each individual. But each individual stumbles without the supporting stimulus of the business.” –Brent Filson


If you trap the moment before it is ripe,
The tears of repentance you’ll certainly wipe;
But if once you let the ripe moment go,
You can never wipe off the tears of woe.
–Blake

“When our leaders talk of strategy, I substitute the word ‘stupid’. It puts things into the right perspective.” –middle manager in conversation with Brent Filson.

“Charlatanism in some degree is indispensable to effective leadership.” -- Eric Hoffer

“If you want to win your bloomin’ battles, take and work your bloomin’ guns.” Ruyard Kipling

“I was successful because you believed in me.” Ulysses S. Grant to Abraham Lincoln

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Message From Brent Filson
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A SIMPLE REMEDY FOR THE DEVASTATIONS OF DOWNSIZING
by Brent Filson
The economy is in recovery but jobs keep going out the door — nearly three million private sector jobs in two and one-half years, the longest continuous decline in jobs in more than 50 years.

The media has been focusing on the plight of the victims of downsizing. But there is also the plight of the survivors, for the unintended consequences of downsizing can be devastating.

After a downsizing, companies are often left with employees who doubt themselves, who are angry with upper management, who harbor grudges, who may be grieving and depressed, whose loyalty and trust have been shattered, and who are cynical and resistant to change.

Clearly, the leaders directing the downsizing must be competent and knowledgeable and must set out a clear, justifying vision that motivates rather than confuses and angers employees.

But, though such leadership is necessary, its not sufficient to remedy a destructive fall out. The true remedy comes from the most important leadership segment in any organization: small-unit leadership.

Small-unit leadership — leadership of the smallest organized units in an organization — promotes grass-root solutions to the problems of downsizing.

Dwight Eisenhower said, “The generals can move pins on a map, but it’s the front line troops have to get the job done.”

Without good leadership in front line units –- the squad leaders and platoon commanders or their business counterparts, the supervisors and first-level managers –- organizations stumble, no matter how skillfully the pins are moved on the map.

It’s the small-unit leaders who get things done and so can diminish the necessity for a downsizing – or, once it takes place, counteract the unintended consequences.

Look at it this way: Business success rests on a tripod: one leg, strategy; the other leg, resources; the third leg, execution. Small-unit leadership comprises the execution leg; and the execution, getting the job done, that makes or break a downsizing.

Here are three focal points to promote small-unit leadership — before, during and after downsizing — so that its fall out doesn’t bring the organizational roof down.

1) Expectations:
One of the most powerful leadership tools is free — yet few organizations use it fully. It's expectations. Small- unit leader performance is a mirror of executive expectations.

Executives (and middle managers as well) must not only have high expectations for small-unit leadership performance, but they must make those expectations a personal passion.

But many leaders misunderstand what expectations are all about. They see expectations as a mandate. Like Fred Astaire said to a new, rather nervous dance partner, “Just relax. But don’t make any mistakes!” Expectations are not a mandate. They are not what you impose on others. Expectations are a relationship. They’re a process.

After all, leadership isn’t about having small-unit leaders do what they want to do. If they did want they wanted to do, senior leaders wouldn’t be needed. Leadership, on the other hand, is about having people do what they don’t want to do and be totally committed to doing it. And that means living up to expectations that may be higher than what they would set for themselves. Leaders are not leading well unless they are leading others to be better than they thought they could be.

A retail executive told me, “When I first joined the company, I had a boss that set unbelievably high expectations, much higher than I would have ever set for myself. But in doing so, he said something I’ll never forget. He said, “I know you can do the job even though you may think you can’t. I’m going to be here for you to make sure you don’t fail.”

Here are some things leaders can do to follow through on high expectations:

When people are promoted to small-unit leader positions, special efforts should be made to recognize and challenge them. Senior leaders should visit their work sites. Congratulate their supervisors for selecting the new leaders. Talk with the leaders themselves. Congratulate them and rouse them to be great leaders. If you can't personally see them, write them notes of congratulations and challenge.

High expectations must not stop with the leaders who have them. Those leaders should also transfer their high expectations to others. They should challenge other leaders to have passionate expectations that match theirs.

The should summon those leaders to invigorate the small unit leadership in their areas of responsibility. Start every meeting with leadership reports. Require leaders to report on precise ways in which they are challenging their small unit leaders to lead others to get results. Insist that their leaders take the same initiatives with their leaders.

2) Action:
Expectations alone are not enough to advance high performance small-unit leadership. Those leaders must take action to get results. The most effective action small-unit leaders can take for results is related not to “doing” but “leading.”

Recognize the difference between doing and leading. That difference divides getting average results from great results. Generally, when leaders are doing, they are being prodded to take action. They obey an order to go from point A to point B then wait at point B for the next order. When they are leading, however, they are taking initiative to lead others to go from A to B— and beyond.

Challenge leaders to take action from common leadership principles and processes. Those principles and processes must be simple, clear, and results-oriented. They should be briefly and clearly spelled out in writing and be embedded in performance evaluations.

For instance, encourage small-unit leaders to act on their leadership convictions. If a CEO gives a poor leadership talk to a small-unit team, the leader of that team should be obligated to critique the CEO on why the talk failed to meet the organization's leadership requirements.

3) Results:
Action is not an end but the means to the end. The end of all action in business is results. Small-unit leaders, their supervisors and their supervisors, must be held accountable for their unit's results. Accountability is consummate leadership development.

If a small unit leader is not getting results, challenge that leader's supervisor to issue a 90-Day Improvement Plan. That Plan consists of two pages, the first describing exactly the improvement by the leader within 90-Days and the second page detailing the precise methods to improve. The leader does not have to change the world in 90-days. The improvements can be incremental, for the purpose of the Improvement Plan is not just have the leader improve performance but to acquire results-focused expectations. Still, the leader receiving the Plan and the supervisor issuing it must be accountable for the improvements and must clearly understand the consequences for failing to achieve them.

Results-oriented small-unit leaders don't just happen on the scene. They must be cultivated. Time and again, in company after company, I have seen technologists promoted off the line to be supervisors, salespeople made first-level managers — and not helped, substantively and comprehensively, to be effective leaders. They are not shown a vision of results-focused leadership. They are not educated in useful leadership strategies and processes. They are not given substantial leadership resources.

Leadership monitoring systems should be instituted, in which supervisors and first line managers periodically identify potential small-unit leaders and provide them with leadership tools, training, and resources. Ensure that leadership training has precisely measured outcomes and significant R.O.I.. Training that doesn't lead directly to small- unit leaders getting increases in their measured results should be scrapped.

For instance, at the end of every leadership training session, participants write individual "value recognized" letters in which they describe the increases in the results that they intend to achieve on the job using what they have learned in the session. They send copies of the letter to their supervisor and their supervisor's supervisor. In the following months, the participants and their supervisors should be held accountable for those results.

The company’s strategies, processes, and resource-allocations should be linked to he effectiveness of small-unit leaders. Comprehensive systems of support should be developed and maintained so that those leaders can continually improve their skills.

The company that wants to avoid the pitfalls of downsizing should build a leadership culture that celebrates and rewards the small-unit leadership — and communicates the successes of such leadership to employees, customers and shareholders, who crave to know that the company has strong, top-to-bottom leadership.

Downsizing is a legitimate business tool. When it works, it can lead to cost savings, increased productivity and higher profits. When it doesn’t work (and it doesn’t work in some 68 percent of the cases according to a study conducted at the University of North Florida), it can leave the company foundering. The difference between a downsizing’s failure or success is not just what upper management plans but what the small-unit leaders do.

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(SECTION SIX: News.
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Brent Filson’s Action plan leadership sessions will be scheduled this spring. Stay tuned for the dates.

Quick Speech is up and running! If you have a speech to give, go to the Quick Speech button at and download the template. Fill in the blanks, and you’ll have a powerful speech. Quick Speech is the highly popular companion supplement to Brent’s book, EXECUTIVE SPEECHES, 51 CEOS TELL YOU HOW TO DO YOURS. Quick Speech has sold thousands of copies, but now it is available to you for free. Remember, the speech is not an end in and of itself but the gateway to The Leadership Talk. Learn to give speeches Brent Filson’s way and you’ll be better grounded to give Leadership Talks later on.

Brent’s latest book, THE LEADERSHIP TALK: MOTIVATING PEOPLE TO GET MORE RESULTS FASTER, CONTINUALLY has just been printed. A major library distributor has picked up the book. It is due for publication in the spring. Prepublication copies are available now for bulk purchase.

Brent is booked in a number of speaking this fall and winter, bringing the methodologies of Action Leadership to ever widening audiences. In addition, he is being interviewed on radio and TV shows. Interested in having him on your show or at your meeting, go to the Action Leadership website and click on either the “meeting planner” button or the “press room” button.

The Filson Leadership Group, Inc. is putting together a CD collection of interviews with leaders, called the “Leaders Speak” Series. It will begin this month and can be found on the Action Leadership website. Click on “Leaders Speak CD Series.” Brent says, “I want to interview leaders from a broad spectrum of human endeavor to be represented. Don’t be surprised to find landscape contractors, gang leaders, horse trainers, sports coaches, as well as business and political leaders. Leadership is practiced by practically everyone, and we will bring it to you on the CDs in all the richness of human relationships.” For more information, call the F.L.G. headquarters, 413-458-4403 or email Brent at

An on-line component for Action Leadership is being developed by Knowledge Environments. (Contact Emiliano De Laurentiis, 413-458-5611, The function of the systematic on-line support is to help participants in achieving more results faster, continually through the Action Plans they develop in Brent’s seminars..

Benefits for the participants.
* The participants can have comprehensive, worldwide communications (secure and threaded) with members of their Action Plan teams.

* The participants will have on-going, interactive access to Action Leadership best practices. Brent’s on-line content will provide step-by-step processes, links, and simulations in modalities they can securely access. Each leader can adapt the content to h/her special needs.

* The monitoring system will maintain on-going evaluations of the Action Plans, which the participants can access securely to stay on track in getting the right results, in the right ways, at the right time.

* This information can be restricted as you may see fit. They can communicate those validated results to the appropriate individuals and groups.

Benefits for the seminar administrators.
* They’ll have control over their interactions with participants.

* They can monitor the Action Plans and their best practices from the work site — by themselves or in conjunction with other leaders.

* They can quickly evaluate the Plans and the results they are getting and help the participants and their supervisors achieve continual increases in results.

* They can have threaded communications securely with all the leaders around the world on details of their Plans.

* There is a built-in course-management system that incorporates registration, enrollment, participant tracking.

(413) 458-4403

(c) Copyright 2003 The Filson Leadership Group, Inc.

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