Here are some easy-to-follow instructions – all on one page!

The Goal setting Pyramid is a PowerPoint document and it has 2 columns: Business and Personal. I have imported small boxes below each column in line with each category of Goals:

Process goals,

Performance goals,

End goals, and

Dream goals.

Enter your goals ensuring that they are SMART (Specific, Measurable, Achievable, Realistic, or Time bound) in each box. Here is a brief explanation for each:

Dream goals: Is the ultimate; you are now 70 years old and you have achieved everything you wanted.

Ex:  Personal Goals.  You traveled to 40 countries; climbed Kilimanjaro; you have saved enough money for all your kids and your health needs; you and your spouse travel 8 weeks per year.

Business Goals.  You are the Chairman of ABC company and you are also on 2 other boards; your kids have assumed the small business you have created for them; you have launched a charity and you invest in 3 businesses. 

These are sample ideas but you need to write what is important for you.  

Other goals, to keep it simple:

Process goals: These are your day-to-day goals – within this current year: Business KPIs and personal.

Performance goals: Goals for years 2 to 5, business and personal.

End goals: Goals for years 6 to 10, business and personal.

I suggest starting with your Dream goals, then Process goals. Once done, write down your Performance and End goals.

Where to put these?
On the PowerPoint slide directly or if you are too busy, you can also use the Goal setting Pyramid Excel sheet and place them by category. I’m providing you my Excel tool with some examples – notice the deadlines to make them SMART.

Once documented, review them weekly.

Determine a scoring method say, scoring yourself on a scale of ten.

Rate them on a quarterly basis – rating them too often is not suggested because you need time to make these goals happen. Checking them too often may give you the impression that goal setting is not working.

Finally, don’t be too hard on yourself. Remember, a glass-half-full attitude will encourage you to reach your goals. Reward yourself when you reach a goal. Buy yourself a Snickers bar, go fishing with your friends, or shopping in London with someone special – this is important.

Put the date of preparation at the top. Enjoy the benefits!

Download the Goal setting Pyramid Excel tool here and the Goal setting Pyramid PowerPoint tool here.

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I now know having waited with a great deal of anticipation that earning this title was not a guarantee either.

Rather than bask on my moment, I thought I would share 2 concepts when it comes to achievements given the leaders I have coached and leaders I have observed and met.

1. The 10,000-hour rule

Consider the 10,000-hour rule that Malcolm Gladwell elicits in his book titled Outliers. In the book is an intriguing chapter that highlights gifted individuals, be it musicians such as the Beatles and Mozart, athletes and programmers such as Bill Joy, the co-founder of Sun Microsystems, and Bill Gates of Microsoft, who were able to achieve stardom through practice or 10,000 hours of what they liked so much. More importantly, Gladwell adds, “Practice isn’t the thing you do once you’re good. It’s the thing you do that makes you good.”‘[1]

Gladwell explains that the reason the Beatles did so well is not because they would have one-hour play sessions in Liverpool, but rather in Hamburg, Germany where they played in strip clubs for up to 8 hours. On their first trip to Hamburg in 1960 The Beatles played 106 nights for five or more hours per night, and this pace continued till 1962. By the time they were recognized in 1964 the band had performed live an estimated twelve hundred times. “Most bands today don’t perform twelve hundred times in their entire career.”[2]

The Beatles were a prime example of reaching their pinnacle because of the 10,000-hour rule. So, if practice is the thing that makes you good, is that the key to determining if you’re a leader?

Think about yourself now in your profession, job or trade; whether it be advising clients, fixing sinks, flying planes, writing code, operating on patients or management of teams, how many hours have you dedicated to this activity? 1000 hours? 2000 hours? If you’re an airline pilot, that question is easier, since pilots track the number of flying hours. My father had a good friend who was an 18-wheeler truck driver, and he told my dad one day that he was quite proud of having driven 1.5 million miles in Canada.

When you’re leading teams, however, how do you know how many hours of management time you’ve covered? OK, we often refer to how long we’ve worked in business, how long we’ve practiced dentistry or how long we’ve worked in engineering since graduating, but how many hours were attributed to leading people, repairing cavities, writing business plans or presenting in front of boards? The question remains elusive. More importantly, if you believe and agree with Gladwell’s theory of greatness, how does one meet this milestone if one cannot account in a simple way the magic number of 10,000, like a pilot?

Whether they prove 10,000 hours or not, anyone can do amazing things versus their peers, but you gotta put in the time. There are no shortcuts. Stephen Covey said in his book, The 7 Habits of Highly Effective People,that “Many of the great things in the history of our civilization have been achieved by the independent will of a determined soul.”[3]

I’m not sure he was referring to the spiritual concept of us holding a soul, but rather to a determined person.

I like the way Gladwell adds that “Achievement is talent plus preparation. The problem with this view is that the closer psychologists look at the careers of the gifted the smaller the role innate talent seems to play and the bigger the preparation seems to play”[4]

I have not achieved 10,000 hours yet in Coaching, more like 2000 hours but Gladwell has given me the motivation I need to forge on.

2. Team effort

This is a real simple concept and let me use Warren Bennis to make a point. He once said:

“Our mythology refuses to catch up with us. And so, we cling to the myth of the Lone Ranger, the romantic idea that great things are usually accomplished by a larger-than-life individual working alone. Despite evidence to the contrary –including the fact that Michelangelo worked with a group of 16 to paint the Sistine Chapel – we still tend to think of achievement in terms of the Great Man or the Great Woman, instead of the great Group.”

The message?  Every time you notice someone achieving something noteworthy, a pinnacle of some sort or greatness remember that this person did not do it alone. There was a team behind him or her to make it possible. It cannot be otherwise and thinking that you become an expert or an authority on your own is a myth. Again, my reading, observing people and following successes of various leader reaffirms to me that there are no exceptions.

In my case, fellow coaches Anda Suta and Ioan Nicut kindly guided me down the PCC path. Then Carly Anderson’s one-on-one mentoring work and guidance was instrumental to making sure I properly develop the core competencies as a professional coach. Carly was diligent and relentless to make sure I meet the “markers”. Adding to this was effective, no nonsense Coach training from Andrew Neitlich. I also to have recognize my staff and clients that helped facilitate my application not to forget my Maria who never wondered about my obsession for doing it right, nor to give up.

There you have it. A team, my team behind the achievement.

Last point: Does this mean I’m a great coach? I’d rather say that I’m becoming a great coach to pen Marshall Goldsmith’s view on becoming a great leader. Goldsmith would caution you that the minute you think that “you have arrived and you’re a great leader” …think again. Consider rather you are ‘becoming a great leader” hence the constant pursuit of attaining a better version of yourself.

[1]Malcom Gladwell, Outliers p.42

[2]Malcom Gladwell, Outliers p.50

[3]Stephen Covey, The 7 Habits of Highly Effective People p.10

[4]Malcom Gladwell, Outliers p.38

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Anyone who’s managed other people for any length of time knows one thing for certain: Human beings are a complex species, and always not especially rational one. Most of us have seen our colleagues and subordinates make decisions and take actions that, on their surface, don’t seem to make a great deal of sense, such as choosing to lie, adopting a hostile attitude, refusing to cooperate or doing other things that sabotage their companies or careers. When it happens, we’re usually left shaking our heads, asking ourselves what were they thinking.

As hard as it sometimes may be to believe, all of us have brains, and all of us think. All of them function in much the same way – and are prone to very similar common dysfunctions. As managers, we like to think that we are managing people, but in fact we are managing their brains, trying to bypass individuals’ short-sightedness, self-interest, and – most of all – fear in an effort to forge a high-functioning, trust-grounded team.

The American psychologist Phillip McGraw states that “Eighty percent of choices are based upon fear. People don’t choose what they want; they choose what they feel is safe.” If you think about it, fear is the dysfunction that most often drives the bad decisions we see as managers – and the reasons for that fear are often rational, even if the behaviors they inspire are not. Workplace threats to position, to prestige, and to security are very real, and fear is these threats’ natural by-product.

As managers, defusing that fear is one of our most vital tasks. Leading brain science authority Dr. Srini Pillay observes the following:

“Trust and fear are inversely related and affect the brain in opposite ways. Fear increases amygdala activation while trust decreases it. Developing a trusting work environment is important in similar ways to creating a non-fear based motivational space. It frees up the thinking brain to focus on relevant issues rather than using up thinking resources to resolve trust conflicts. Trust is also rewarding since it affects several components of the reward system. These components feed back to the action centers in the brain, preparing the brain to act. Without trust, action is inhibited or infused with fear; this compromises actions.” (Your Brain and business, Srini Pillay, 2011)

As managers, can we eliminate fear and irrationality in our employees? Of course not – there are definite limits on the extent of our control. We do, however, have a great deal of influence over individual and collective employee thought processes, and through a few simple steps we can make great strides towards mitigating fear and fostering mutual trust. Let me give you some steps:

1. Be honest and direct. Open, sincere, and timely communication with employees short-circuits speculation, dampens gossip, lowers anxiety, and engenders trust and respect. It also provides an outstanding leading example of how you expect employees to relate to one another.
2. Be appreciative. A sense of security, belonging, and being appreciated goes a long way towards eliminating fear – and the most direct, immediate way to create those feelings is by frequently thanking your people for their contributions.
3. Be open to feedback. Two-way communication without fear of reprisal is critical to creating a trust-based environment. Listening to employees and colleagues without angry or defensive responses demonstrates your respect, open-mindedness, and appreciation of their positions.
4. Be task-focused. By concentrating on the job at hand – i.e., your company’s products and services, rather than personalities or company politics – you focus your peoples’ attention on areas where they have control and influence, and where they stand to gain a sense of accomplishment.
5. Be accepting of mistakes. “Permission to fail” is a relatively new concept in business, but it’s a critical one. Encouraging employees to try new approaches and learn from their mistakes without repercussions sends a powerful message of trust and respect to your team members.

Will there still be instances of distrust and moments of irrational fear? Of course. Human beings aren’t robots, aren’t perfect, and aren’t predictable. It’s possible, though, to greatly reduce their frequency and significance – and engender the spirit of cooperation, rather than internal competition, needed for a high-functioning team.

I’ve got great news to share and I’m truly honored! I’ve been selected as a speaker at the International Coach Federation (ICF) Global conference called ICF Converge2017 on August 24-26, 2017 in Washington DC…a career highlight for me and yes, Networking had a lot to do with it. www.eventscribe.com/2017/ICFConverge

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I will help coaches learn how to network, to raise their awareness to the benefits of connecting with people, to learn from my mistakes and ultimately give back this hard-won experience to others.

I really believe coaches at the ICF conference will relate to a fellow Coach that had issues getting new clients; addressed this ‘Networking’ thing; made altruism the key focus and gained in the process. Coaches will hear some takeaways, methods and examples that have worked for me. These concepts are at the core of effective networking and building a successful coaching business. Besides ICF Converge 2017 promotes Networking as a Key area or Neighborhood.

My presentation is entitled: Masters of Networking and it will highlight the ‘Abundance mindset’, the ‘Etiquette of Networking’, how to ‘Establish rapport’ and the corresponding benefits to get coaches started on the right foot. When we network and meet new people, we also learn.

All in all provided in a fun environment, my peers will walk away with takeaways which will compel them to think: “You know what, Paul’s right… I’m going to try this”!

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It’s a dog-eat-dog world out there. Ours is an era of increasing competition, and only the strong survive. We’ve always got to be smarter, tougher, more nimble, quicker on our feet, and more ruthless than the next guy if we’re going to “get ahead” – and woe to us if we’re off our game, even for a moment.

Or so we’re led to believe. Business magazines, self-help career books, self-styled “thought leaders” and others tell us to be simultaneously hyper aggressive and hyper defensive, ready to press hard to get what we want and to push back hard when pushed. The mindset has gone on to permeate popular culture, becoming the ethos of Survivor, The Apprentice, and even competitive cooking shows. It becomes difficult not to be swept up in the eat-or-be-eaten mindset, but the fact is that this line of thinking stands to do our careers and our lives a tremendous amount of damage.

Think about it: At its core, a company is necessarily a team. That team is typically made up of countless other teams – groupings of people who must necessarily work cooperatively together in order to achieve their business goals. How well can any team function when its members are perpetually competing with one another rather than an opposing team?

Almost all of us have been in the position of entering a new job or business relationship, meeting new bosses or colleagues, and having the sense of being “sized up” as a potential rival or threat. In these circumstances, it becomes quickly obvious that it will be very hard to be productive, let alone exceptional in our appointed roles. We’ve got to “break the ice,” establish trust and rapport – because if we don’t, chances are good that we’ll quickly be shown to the door.

So how do we establish that trust? By leading with vulnerability – and by countering all of the defensive programming that conventional wisdom has instilled in us. We begin by acknowledging that we are firstly members of a team, and that it’s part of our job to be effective in that role. We are individually responsible for creating trust in order to make our teams effective.

As Patrick Lencioni notes, we are called upon to establish a confidence level where:

1. Team members know that their peers’ intentions are good.
2. There is no reason to be protective or careful around the group.
3. Team members must be comfortable being vulnerable with each other. (The five dysfunctions of a team, Patrick Lencioni)

 What is leading with vulnerability? Actually, it’s simply a matter of being completely honest about yourself to your peers or staff. All of us know that we can’t be good at everything – but few of us are willing to outwardly admit it. It takes courage to say…

1. I’m not good at this…
2. You’re better at this than I am…
3. I made a mistake…
4. I was wrong…
5. I need your help…
6. I can’t do this on my own and I need your help and the help of your team…
7. I’m not sure…

Sure, it takes courage to say such things, but we all know that for all of us, they are all true in some areas. There’s nothing at all exceptional about making mistakes or needing help – but it is very exceptional to admit it. And some very interesting things happen when:

• You display uncommon courage – a quality that other team members will be inclined to respect.
• You demonstrate personal strength – you’ll acknowledge an area of possible weakness without fear of repercussions.
• You project confidence – a universally-attractive quality that draws others to like, emulate, and respect you.
• You create opportunity for others to mirror your actions, express their own vulnerability, and establish rapport.

This is an example of an instance where it is truly possible to “turn your weakness into strength” – strength for yourself, for your team, and your entire organization. Paradoxically, your “weakness” can be the foundation for your power play – taking control of a situation, guiding a team’s direction, and leading towards a positive shared outcome.

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Picture this scenario: You’ve been given a critical work assignment. The outcome, you are told, will have a tremendous impact upon your company’s future success (and, by implication, on the future success of those involved in the project).

You smile to yourself: You’ve got this. Everything that’s required fits perfectly with your expertise. You’ll pull together the perfect team for the job, and…

Then comes the bad news. “You’ll be working with Johnny and Alice from headquarters. I’ll be introducing you to them when they fly in tomorrow.” Two people who you’ve never met, haven’t worked with, don’t know. And as of this moment, their success or failure on this project stands to have a big impact on you.

What are you likely to feel in that moment? Most likely, it’s a variation on fear, possibly on a range from slight anxiety to mortal terror. The future of your career, it seems, has been placed squarely into the hands of two outsiders who may or may not know what they’re doing, and who may or may not have your best interests in mind.

A measure of fear would seem like an appropriate response. It’s also likely to be a highly unproductive one.

In my last article, I emphasized that by necessity trust comes first in any productive business interaction. There’s no emotion more likely to sabotage that trust than fear – whether your own or that of your colleagues. In the scenario described above, three people are cast blindly into an unpredictable, high-stakes interaction where they are all likely to be feeling very similar fears, and thus laying the groundwork for unnecessary difficulty.

Think about it: It’s nearly impossible to establish a productive, trust-based relationship with anyone that you feel even slightly afraid of. Even if your colleagues are acting competently and in perfectly good faith, any agitation you feel is likely to interfere with your recognizing or accepting as much – and any fear they feel is likely to have the same effect relative to you.

The solution? Identify fear-based responses wherever they reside – and short-circuit them as swiftly as possible. As Frank Herbert’s popular aphorism says, “Fear is the mind-killer.” Stated more clearly, Brain science tells us that fear impedes logical thought, makes objective analysis difficult, and gets in the way of taking the appropriate, effective steps to achieve your objectives. The fear that you (and in all likelihood, your prospective team members) feel is related to the “unknowns” associated with your objectives.

Let’s break your objectives down where this scenario is concerned:

1. Your primary goal is to achieve a favorable business result for your firm or company. The associated fear: Consequences of a negative outcome.
2. To achieve this objective, you need to work effectively with others you have not worked with before. The associated fears: Colleagues may not be competent, committed, or willing to work well with you in a team setting.

There are two things to immediately notice in this scenario:

• Firstly, the fear is based upon hypothetical factors, not real ones – there may be a bad outcome, our colleagues may not do their jobs well. Rationally, there is no reason to respond to possibilities as if they were actualities – fear is a response best reserved for clear and present threats.
• The second is that we are not powerless in these situations. We maintain a measure of control, or at least influence, over the outcomes – we can apply our knowledge, experience and skill to promote a positive outcome, and we can take measures to help guide the attitude and actions of our colleagues.

When we look at situations this way, feared “unknowns” move towards manageable “knowns,” allowing fear to evaporate and fostering an environment where trust can grow. By limiting or eliminating our own fears, we project an image of confidence and capability, engendering a similar sense in our colleagues. That helps mitigate any fear they might feel, encouraging them to feel at ease – and to develop trust in us.

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written by Irina Scarlat April 7, 2015 

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The ‘Top 40’ was exactly that – a hit list. Can we apply this to Networking?
Of course. We can prepare our ‘Top 40’ – a hit list of people to call and to connect with.

Your ‘Top 40’ is your list of 40 people you’d like to stay in touch with over the next twelve months where you feel (you’ll never be 100% certain) they may help you with a new job, your business, sales or leads. Include past clients and network contacts that have helped your business in the last while and recent contacts that know a great deal of targets.

How?
Call them; either text them or leave a voice message if they don’t answer. Send them a birthday greeting. Personalize an email or send an interesting article indicating that you were ‘thinking of them’. Essentially, you are setting yourself apart from others. Be different, since you are trying to grab their attention. When they receive a call or email from you they will think about you for few seconds and you’ll be on ‘top of mind’ as we say in Marketing.

No more than two weeks after you reached out to them, CALL them (not email) and see what’s going on and ask them if they’ve received your note. Now that you’ve warmed them up and maintained top of mind awareness, it’s the ideal time to set up a quick meeting or lunch to talk about their business, how you can help them and yes, discuss a potential collaboration, opportunities, advice and contacts that you are drumming up.
If lunch is out of the question, then suggest a short ‘catch up for a coffee,’ since selling over the phone never works. The coffee meeting may uncover business or perhaps ‘Paul I was just thinking about you the other day and I wanted to call you’. This has happened to me at least 100 times.
Why is awareness so important? Well, you developed a relationship, or sold something to these contacts. By keeping their awareness level high, there’s a good chance they’ll think about you the next time your services are required – by them or one of their contacts.

Last year I came up with 26 names out of 40 and they kept me busy. This year my ‘Top 40’ has another 55 names to keep me focused to close some business.

It doesn’t matter if you are a CEO, a sales rep, a Partner in a law firm, a Marketing coordinator or an entrepreneur – everybody’s should have their ‘Top 40’. Tip: Print your ‘Top 40’ and keep it handy to call a few people in between meetings. It only takes a few minutes to reach out someone. Stay diligent with these forty contacts and it will keep you busy over the next twelve months.

Thank you Casey Kasem for inspiring me with your ‘Top 40!

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First the definition of Networking.
I’ve used a simple, easy-to-remember definition for Networking:
‘Building connections effectively”.
This definition implies business contacts and personal contacts and it also implies that you are effective. Effectiveness in networking means you are increasing the number of your contacts and you give back by reciprocating and sending names forward to your colleagues.

When I am coaching professional managers or Entrepreneurs ‘change’ is what these people seek and a willingness to get better at say, their leadership style. Because we interact all day with people Networking enables you to improve your inter-personal skills, which may be exactly what you want to improve in your leadership style.

I remind people that as a Coach many of my clients are technically competent – they don’t need me to help them understand finance, law or Social Media but  where they do need me is to help them become a better communicator, a better team member and a better leader. I also tell people that as you rise in your career, often what gets you into trouble is not your knowledge but your behavior. Maybe you’ve forgotten the importance of being cordial with clients or staff? Maybe you’ve reduced the time required to properly communicate with people? Maybe you start thinking that as a ‘Boss’ now,  you no longer need to do the things that got you into a leadership position in the first place? Wrong!  Hence, a reminder of ‘Building connections effectively” is very relevant to Coaching.

Let’s review a few more areas of the book to make the connection between the change that you seek with a Coach and the benefits of Networking.

In the ‘Networking strategy’ chapter I talk about ‘Clarifying your Networking goals’ in other words, is Networking a short term push for you or a long term endeavor?

To be successful in networking, you need a plan, to set goals with a destination in mind. Once you have that figured out, it’s easier to keep track of your progress as you move forward.  Essentially, repeated short terms are a long term plan and that’s why I suggest that you aim for a long term view of networking to make the short terms far more effective. You won’t be hitting and running, only to disappear and hit and run again. Networking is not something you can initiate in the first three weeks of January and then stop–it has to be a consistent, sustainable activity or your network soon gets on to you and drifts away. The goal must always be to continuously seek out additional relationships and establish rapport.

This applies to Coaching since any significant change requires time and a plan.

Later in this same section I highlight the importance of simply ‘Asking for people to help you’. Networking is basically asking someone for an insight, help, a suggestion or ultimately a contact. In order to get to that point however, ‘you gotta ask!

Don’t get up hung up on how it may look or be perceived when you ask for a contact name. Don’t give it a thought. Anybody who looks down on you for asking for help, advice or a contact name doesn’t deserve to be in your network in the first place, just taking it for what it is—their shortsightedness and move on!

The reason you network is because it gets you connected and helps identify and recognize who can help you now, in a week, a month, a year or way down the line. That might not cross your mind when you make a new contact, but you may find they can help in more ways than you expect.

Keep an open mind when networking and realize that although you’ll not always get what you want, you’re becoming a catalyst to your network. Over time, your peers and new contacts will recognize that you give without asking when it comes to networking and you’re becoming the go-to guy/girl in the process. That’s powerful.

In my “Getting into action” chapter I emphasize the importance of ‘Calling your past client or contacts’.

Everybody sees the need to network for new clients or contacts from scratch. But existing clients and contacts are a gold-mine, especially as we recognize in marketing that it’s both cheaper more profitable to hold onto an existing client than find a new one.

So make a list of your recent clients or contacts, get on the phone (not email) and set up a coffee meeting, or preferably a lunch date.

Ask over a quiet lunch how things are going with the work or services you’re offering. Make sure it’s all going smoothly and, if not, make sure they know you’re in immediately to help. Lunch needn’t be fancy; it’s the face-to-face that counts, so make sure it’s a quiet, relaxed atmosphere.

In some cases, if they don’t pick up the phone, I do the following: I’ll send a text message: Hi, I was calling to say hello and to see how everything’s going? Give me a call when it’s convenient. I never ask for new business or referrals when we talk or meet face-to-face. The idea is to make sure they know they’re on the top of your mind, as they say in marketing.

Proactively calling your past and present clients or contacts is always in your favor. After coaching 18 entrepreneurs connected with the world’s largest Search engine, some of them were shocked when I coached and suggested to them to call past clients or contacts and ask these clients for referrals. The result? ‘OMG the client told me that he would refer me another client…just like magic’. I said not really; you did a good job serving their needs and they felt comfortable referring you to another client because of your excellent product or service.

It’s amazing what can happen when you treat people well and you have the courage to ask!

These are basic examples of combining the willingness to reach out to people and your focus on treating people right. It pays off.

People want to connect and work with leaders. A Leader must be genuine however.

Marshall Goldsmith, of the Top ten most-influential Business Thinkers in the World tells us: Leadership is a process – not a state. Leaders can never “get there”.

Leaders are always “getting there”.

In other words if you think you are a Leader…think again. Besides if you need to spend your time telling people you are a Leader…then you’re not.

Leaders recognize that everything in the world we want to do or get done, we must do with and through people. If you understand and agree with this principle then you’ll be well on your way to applying one of the most important fundamentals of Networking. We can’t do it all and we can’t know it all so why not network and meet someone that does?

If you seek to improve your Leadership skills, recognize that Networking is one of the most important business skills to develop.

Coaching and Networking…Are they connected? What do you think?

‘A Networking Book’ www.anetworkingbook.com is available on Amazon, Kindle, iBooks, Barnes & Noble Nook and soon at Carturesti. If you network with me and decide to buy the book, I can ship it directly to you through TNT Express, my courier partner. Write me at: paul@paul-renaud.com to get your copy!

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Here’s my invitation to reflect on your networking skills and get yourself inspired by another amazing networking story!

‘Thank you for giving me the incentive to reflect on my own networking maturity development. Earlier in my career I saw networking as a must-do – corporate diplomacy if you will. I hated it. 

Mid-career, I saw networking as opportunity to leverage common interests. I felt okay with that. Much later in my career, I see networking as societal glue. The more we connect, the more our humanity comes through, because it is with people that great things are achieved. I embrace it.

My latest great networking moment is when I invited many amazing women from my network – ranging in age from 19 to 59 – to come to my place accompanied by an up-and-coming young woman – their daughter, niece, friend. Purpose: expose young women (including my three daughters) to networking across generations and to create awareness that – yes they can – embrace networking MUCH earlier in their professional development.’

Marie-Jose Bourassa, CPA, CA, MA (Applied Human Science)Founding Partner NewLeaf Performance

More about my book: www.anetworkingbook.com

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