Wake Up Live The Life You Love: Living In The Now!

Wake Up Live The Life You Love: Living In The Now!
Author Tony Husted coach

I am very pleased to announce the release of a book that I have contributed to! I now have copies of the book available!
Wake Up Live The Life You Love: Living In The Now!

Product Description:

People destined for success can still escape their destiny. The process is not difficult, and the tragedy is not rare. All the elements are in place, yet they cannot live to their fullest potential. The secret is to live in the now. It is not enough to be alive; we must live in the present moment, or hopes and dreams may never materialize. Living “in the now” means more than getting up every day to push back the curtains of possibility. It means, also, that we realize and appreciate everything in our lives, so that life becomes more real, more precious, and more rewarding. “Feel the water on your hands while you are doing dishes,” says Steven E. “Feel the wind on your face. Stop to look at the faces of your children while they play; concentrate on their joy and their energy. That’s the now; that’s what is real, and that’s where life takes place.”

This book is a compilation of inspirational stories about Living in the Now. If you have ever read a book like Chicken Soup for the Soul, this book is similar in structure. Some authors your might recognize who were also asked to write stories for the book are Brian Tracy, Dr. Wayne Dyer, and Tom Hopkins! I was very excited to contribute my experience of how Coaching gave me my life back!

Product Details
Paperback: 192 pages
Publisher: Global Partnership, LLC (March 22, 2009)
Language: English
ISBN-10: 1933063181
ISBN-13: 978-1933063188
Product Dimensions: 8.5 x 5.5 x 0.4 inches
Shipping Weight: 8.8 ounces

Although the book is not for sale yet on Amazon, I have copies available for you!
Price Includes Shipping!

The Next level Living Radio Show

The Next level Living Radio Show
Author Tony Husted coach

I recently had the opportunity to host an ecumenical Radio Show for KWEB Radio. The opportunity was a blessing, and short lived. Jeff Reid the producer of the show, and owner of the station was called home to be with the Lord in June 2007, brining the show to a premature end. Feel free to listen to the first few shows below. I will be taking the concept of Next Level Living and turning it into a 21 Day E-Course in the near future.

The Next Level Living Show #1 Part 1:

The Next Level Living Show #1 Part 2:

The Next Level Living Show #1 Part 3:

The Next Level Living Show #2 Part 1:

The Next Level Living Show #2 Part 2:

The Next Level Living Show #2 Part 3:

The Next Level Living Show #3 Part 1:

The Next Level Living Show #3 Part 2:

The Next Level Living Show #4 Part 1:

The Next Level Living Show #4 Part 2:

The Next Level Living Show #4 Part 3:

The Next Level Living Show #5 Part 1:

The Next Level Living Show #5 Part 2:

The Next Level Living Show #5 Part 3:

Interview with Marilyn Atkinson PhD. Founder of Erickson College International: What is Coaching?

Increasing Your Personal Capacity

Increasing Your Personal Capacity
Author Tony Husted coach

Increasing Your Personal Capacity by Eddie Windsor

Book Description:

Increasing Your Personal Capacity will revolutionize the way you see yourself and your future. Through simple illustrations, powerful instruction and personal stories, Eddie Windsor brings to light why we are so often kept from reaching our full potential in our relationship with God, our family, our church, and our work. This book answers that question we all ask ourselves some time in our lives: “Why am I not moving forward to greater things in my life?” It is only when we increase our personal capacity that we successfully reach our dreams.

Increasing Your Personal Capacity follows Biblical principles in revealing to us how increasing our capacity works in all facets of life. The Lord does not give us responsibilities that we cannot handle, so we must increase our personal capacity before we are given greater resources and opportunities. Far too often, people only want to receive the benefits that will go with having responsibility without understanding that we have an important role to play in reaching the desires of our hearts. Ones we increase our capacity, we discover that we are able to realize more than we ever thought possible. Our increased capacity brings greater challenges, responsibilities, and accomplishments. We will never be the same.

In this book, you will discover how:

The law of heart can affect your personal capacity in a positive way

To develop life sink
Why you need to create next level habits
To identify what limits your personal capacity
The lot of capacity of facts every area of your life
To establish a life plan to bring you to a different, better place each year

About the Author:

Eddie Windsor is a bottom line, practical teacher and his teaching will increase the capacity of any one aspiring to go to the next level. He has quickly become an influence across the nation in the area of leadership training and development. He is impassioned to coach, inspire and equip leaders, entrepreneurs and individuals to reach their full potential. Eddie speaks at churches, conferences, business meetings, and is an excellent staff strategist and trainer.

My review:

Personally, I think this book is a must read. It has a straightforward, practical, Biblically based message that really hit home to me. During a very challenging time of my life my mentor told me that god would never put anything upon me that I could handle. At the time that gave me a lot of peace as I tried to deal with the death of a very close friend. Later in my life that statement kept swirling in my head, and I started to think about the other implications of that statement.

They didn’t just apply to the negatives in life, but also to the positives. What do they really mean that god would put anything good in my life if I could handle it. It meant one thing, I had to increase what I can handle. Several years later I ran across this book and was amazed to find the same message strongly portrayed by great offer and speaker.

The basic message: If you want more in life, you need to increase your personal capacity. This basic idea is one of the cornerstones of coaching. As a coach I work individuals to develop their behaviors, capabilities, beliefs, values, identity, and their relationship with God. I personally spent five years developing my own capacity to coach. Becoming a Christian Coach required that I increase my capacity tenfold. But it has been worth all the effort and then some.

Paperback: 160 pages
Publisher: Insight Publishing Group (June 25, 2003)
Language: English
ISBN: 1930027222
Product Dimensions: 8.6 x 5.5 x 0.3 inches
Shipping Weight: 6.88 ounces

Christian Coaching

Christian Coaching
Author Tony Husted coach

Christian Coaching, Gary R. Collins

Book Description: Coaching is a hot topic today. No longer just a word for the athletic arena, a personal coach can guide us in many areas of life. Dr. Gary R. Collins has taken the successful principles of coaching and given them a God-centered application for our lives and the church. Through stories, insights, and interviews with influential coaches, Collins gives us a model of Christian coaching that inspires vision, passion, and a sense of purpose. Christian Coaching demonstrates the characteristics of an effective coach, how to incorporate those characteristics into one’s life, and how to coach and lead others with the same leadership style Jesus demonstrated: servant leadership.

From the Inside Flap: Help others get from where they are to where they want to be. Hal is an engineer who works for a large company. He has a good job with an excellent income and his future looks bright. Living in a comfortable home in a desirable neighborhood, he is surrounded by others who are also highly successful, upwardly mobile young professionals. The whole family is active in a good church where Hal was recently elected as a church deacon. He and his wife teach a Sunday school class. He is a member of a health club and has enlisted the services of a workout coach and a tennis coach. From all outward appearances, Hal has it made. Why would he need a life coach? Hal is miserable. In his busy life he has no time to reflect on where he is headed or even relax and enjoy where he is now. Solitude or time alone with God never seems to happen. He would like to get off this treadmill, but doesn’t know where to begin. He needs someone to come alongside him, listen, and give him honest feedback. He needs a life coach. Working with a coach, he can evaluate where he is in his life, form a vision of where he wants to go, and set priorities and goals to get there. Well-known author Gary R. Collins gives us a how-to book for becoming a Christian coach. “Coaching is the art and practice of guiding a person or group from where they are toward the greater competence and fulfillment that they desire.” Coaching is not about looking back. It is about looking ahead. It is about helping people:

Discover a life purpose
Map a clearer vision for the future
Develop a mission statement
Find and articulate clear values
Learn to manage change effectively
Appraise performance
Strengthen communication skills
Get out of a rut
Build self-confidence
Gain the courage to take risks
Nurture a closer walk with God

Filled with valuable coaching principles, as well as interviews with experienced and practicing Christian coaches, Christian Coaching will motivate and inspire you to help others turn potential into reality.

About the Author Gary R. Collins, Ph.D., is a licensed clinical psychologist and author of more than fifty books, including Christian Counseling, How to Be a People Helper, and The Biblical Basis of Christian Counseling. Dr. Collins was a professor at Trinity International University for twenty years. More recently, he served as the first president of the American Association of Christian Counselors and was the founding editor of Christian Counseling Today magazine. A graduate of The Institute for Life Coach Training, Dr. Collins currently heads an international alliance of Christian counselors committed to uniting and building Christian caregiver leaders worldwide. He and his wife, Julie, live in northern Illinois.

Hardcover: 320 pages
Publisher: Navpress Publishing Group (December, 2001)
Language: English
ISBN: 1576832821
Product Dimensions: 9.3 x 6.3 x 1.2 inches
Shipping Weight: 1.3 pounds.

From Coaching to Expert Consulting

From Coaching to Expert Consulting
Author Tony Husted coach

Human Resource Management Term Paper
From Coaching to Expert Consulting

August 15, 2006

Coaching has become a buzzword recently in business. More and more job descriptions list Coaching as a primary responsibility for managers. The Noe and Mondy (2005) text, Human Resource Management, states that, “Coaching is considered the responsibility of the immediate boss.” (p. 211). Noe and Mondy also contend that, “the purposes of mentoring and coaching are similar in concept and in terms are often used interchangeably in the literature, we discuss them together.” (p. 210).

Coaching is not interchangeable with mentoring even if the purposes might be similar. Through an exploration of what Coaching, Mentoring, Managing, and Expert Consulting are, and the roles individuals play within these areas, the proper usage of each can be better understood, and indicate that the statements quoted above are in fact false.

A good understanding of the proper uses and distinctions of these four areas are essential for anyone who is responsible for managing human resources at any level.

There are circumstances where each of these four areas in fact cross over, but they should not be used interchangeably. They each have attributes and uses that make them distinct. Through an exploration of each in pure form, and considering how certain roles and responsibilities impact these relationships the uniqueness of each and the reasons they should not be used interchangeably will be apparent.

These four types of relationships cover a spectrum of relationships in business. Although all four areas can certainly cross over at certain times and under certain circumstances, understanding the nature and benefits of each in its true form allows for the proper use of each from a Human Resource Management perspective.

In pure form Coaching is question based and non-directive, involving a Coach and a Client. According to Marilyn Atkinson PhD. (2006), President of Erickson College International, “Most people don’t yet understand that coaching is truly an advice-free zone that assists people to regain their faith in life, turn on the flow of inner connection and creativity, and open wide to humor and life balance. People immediately reach out to the capacity to take leadership in their own lives.”

The International Coaching Federation, the largest organization in the world involved with the field of Coaching defines the role of a Coach: “Professional coaches provide an ongoing partnership designed to help clients produce fulfilling results in their personal and professional lives. Coaches’ help people improve their performances and enhance the quality of their lives.

Coaches are trained to listen, to observe and to customize their approach to individual client needs. They seek to elicit solutions and strategies from the client; they believe the client is naturally creative and resourceful. The coach’s job is to provide support to enhance the skills, resources, and creativity that the client already has.” (2006)

One key distinction is this statement is the scope of Coaching stretches beyond the workplace into all aspects of the client’s life. This distinction can become problematic for a Manager, and will be explained later in this paper.

Jan Elfine PhD, a Master Certified Coach, Coach Trainer and Master Practitioner of Neuro-Linguistic Programming explains, “The major difference between masterful training, therapy, consulting or mentoring, and masterful coaching can be described quite simply. The coach does not have the answers. The coach does not provide expertise. A coach operates from the presuppositions that clients have all the resources they need, including the ability to discover and utilized resources. The coaching relationship moves the client toward an increased awareness of his/her choices. The coach encourages the client to develop more behavioral flexibility, to try the unfamiliar, to venture into new territory and his or her own pace. As clients expand their repertoire of behaviors, they are aware a deeper level that the effort is their own, that they have made the choices and taken the actions that led to their growth. “Credit” goes to the client, not the coach” (2002)

Robert Dilts an internationally known developer and author in the field of Neuro-Linguistic Programming wrote that, “Coaching emphasizes generative change, concentrating on defining and achieving specific goals. Coaching methodologies are outcome-oriented rather than problem-oriented. They tend to be highly solution focused, promoting the development of new strategies for thinking and acting, as opposed to trying to resolve problems and past conflicts. Problem solving, or remedial change, is more associated with counseling and therapy.” (Coach to Awakener)

Because Coaching holds the clients agenda, is advice-free, question based, and solution-focused in nature, Coaching in business needs to come from outside the organization. One way to do this is through the use of independent coaches. There are also specific applications where outside Coaching can be especially effective: at high levels within an organization a leader who struggle outside of the work setting with personal challenges might be hesitant to share intimate details of his life with his superiors, possibly the Board of Directors. This is especially true with CEO’s. Who can the CEO take his challenges, or even his own personal victories to in confidence?

What is the likelihood that he would take this challenge to a subordinate within his own human resources department? Now imagine a senior manager who is struggling to meet the work demands set forth by her manager. Who can she take this issue to? If she takes this issue to the boss’s boss, possibly the CEO of the company, it is sure to get back to her boss that she “complained” about him and could have negative consequences. On the positive side, she might have a great idea that she is developing, but would like to explore and develop more before taking it to others within the organization?

Now imagine that her company has an outside coach available to her. A Coach can work with her to examine the environment where she works, her behaviors, capabilities, beliefs, values, and identity to identify potential solutions, actions plans, obstacles, and motivation to improve the situation.

The field of true Coaching is based on the work of Timothy Gallwey, The Inner Game of Tennis. The underlying concept behind what Gallwey taught is the ability of the unconscious mind to learn and create naturally by occupying the conscious mind and allowing the unconscious mind to then take over the task. Gallwey would not tell you how to swing a forehand he would literally have you pay attention to something, like the spin on the ball coming toward you, or singing a simple lyric like “toss-and-a-swing” to “teach” you how to serve, with the understanding that the unconscious mind can handle many more “chunks” of attention and the conscious mind can.

This basic concept has taken a step further in Life, or Business Coaching. Coaching presupposes that the client is completely resourceful and through questioning and exploring their own environment, actions, capabilities, beliefs, values, and spirituality the client comes to profound answers that are their own. More than likely you’ll have experienced pure coaching in your life. You have probably seen someone who wanted to make a change in their life for example to lose weight, or to quit smoking for a long time. Their friends, family, and maybe even their boss all had ideas of why, when, and what they should do to accomplish their goal. However when it came down to them actually achieving that goal, it was their own internal decision of why, when and how they should do it that empower them to make the change. That type of decision can often come in response to someone asking a profound question that changes the way the person perceived their world. Coaches assist clients to reach the why, when, and how through a free flowing relationship that can create change in a rapid manner.

Some coaches do more then pure coaching. One of the major online organizations providing coach training and ongoing educational opportunities for coaches is Dave Buck, one of the founders of Coachville, in his Coaching Manifesto, believes the whole conversation of what coaches do and don’t do, “is completely useless. Mostly because the people who matter- the players – REALLY DON’T CARE. Whether or not coaches give advice, or only ask questions or get involved or don’t get involved or have an agenda or don’t have an agenda – FORGET IT! This is what coaches do: whatever it takes within the context of fair play to help the player win the game.”

The biggest gap between being a Manager and being a Coach is agenda. A Manager’s primary responsibility is to the corporation. Milton Freidman, (1970) Nobel Prize winning economist, wrote that, “In a free-enterprise, private-property system, a corporate executive is an employee of the owners of the business. He has direct responsibility to his employers. That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to the basic rules of the society, both those embodied in law and those embodied in ethical custom.”

A conflict can arise when a manager must make a decision that is in the corporation’s best interest but not in the employee’s best interest. At that moment the manager violates one of the International Coaching Federations Core Competencies, “Attends to the client and the client’s agenda, and not the coach’s agenda for the client.”

“Coaching, often considered a responsibility of the immediate boss, provides assistance ship such as a mentor. The coach has greater experience or expertise than the protégé and is in the position to offer wise advice.” (211) A Coach might have greater experience or expertise than the client and could give wise advice, but this is much more in line with a mentor a model. Mondy and Noe’s description of Coaching violates one of the basic tenets of Coaching, that the client is the expert in their own life and that they have unlimited resources and potential within them.

Comparing traditional sports coaching with the type of Coaching introduced by Timothy Gallwey is a good representation of this difference as well. A traditional sports coach has an agenda; maybe it could be described as a method. The traditional sports coach looks at the behavior and tells the athlete how to change their actions to improve performance. Timothy Gallwey’s believes that if the conscious mind is occupied and a learning space is present, the athlete’s unconscious mind will learn through the natural process of doing the activity. Gallwey never assumed that he knew how an athlete should do a forehand in tennis.

Mentoring in pure form involves a Mentor and Protégé relationship. The Mentor is considered to have knowledge and experience that the Protégé needs or wants. In a metaphorical sense the Mentor has walked the path that the Protégé is about to embark on. The Mentor advises the Protégé what to expect, what pitfalls to watch out for, and what resources will be needed for the journey.

Chip Bell (2002) in his book Manager as Mentor proposes an updated definition for what Mentoring is: “Bottom line, a mentor is simply some one who helps someone else learn something that would have been otherwise learned less well, more slowly, or not at all. Notice the power-free nature of this definition; mentors are not power figures.” (p. 5)

The above description is much broader than how Bell describes an older narrow idea of what Mentoring is: “The traditional use of the word ‘mentor’ denotes of person outside one’s usual chain of command – from the junior’s point of view, someone who ‘helps me understand the informal system and offers guidance on how to be successful in this crazy organization.’ Not all mentors are supervisors, the most effective supervisors act as mentors. Mentor is typically focused on one person; group mentoring is training or teaching.” (p. 5)

Mentoring can also be viewed on a wide scale, and many Mentors do Coach. Bell reflects upon how being a supervisor can have a negative impact on the relationship between Mentor and Protégé.

“Mentoring works best when implemented in the spirit of partnership. In the Fifth Discipline, Peter Senge talks about another’s ‘fellowship’ as a key support for learning but I think ‘family’ is a better ‘f’ word to capture the spirit of partnership. Fellowship could be simply an association, but ‘family’ implies a much deeper relationship. Learning requires risk taking and experimentation. In necessitates error and mistake. It is uniquely difficult for a mentor to carry out an insight goal (fostering discovery) from and in charge (I’m the boss) role, simply being an ‘expert’ creates the potential of unequal power. Applied to mentor and protégé, ‘family’ implies a closer relationship, not a parent child relationship. The goal is partnership. (p. 13)

This idea of partnership clearly moves the relationship towards the left end of the continuum. Senge’s (1990) idea of partnership with equal power raises the agenda issue. A corporate executive clearly cannot maintain a relationship of equal power with employees.

In their textbook Management a Practical Introduction, Kinicki and Williams (2006) define Management as, “the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization’s resources.”

There is one core reason why a manager cannot be primarily responsible for Coaching: agenda. A Manager’s primary responsibility is not to the employee but to the corporation. Milton Freidman (1970), a Nobel Prize winning economist, stated that, “In a free-enterprise, private-property system, a corporate executive is an employee of the owners of the business. He has direct responsibility to his employers. That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to the basic rules of the society, both those embodied in law and those embodied in ethical custom.”

A conflict can arise when a manager must make a decision that is in the corporation’s best interest but not in the employee’s best interest. At that moment the manager violates one of the International Coaching Federations Core Competencies, “Attends to the client and the client’s agenda, and not the coach’s agenda for the client.”
Expert Consulting

Expert Consulting is in many ways the opposite of coaching. The first big differences in the name, the use of the word expert implies that the consultant has specific knowledge and experience beyond that of the client. In some ways consulting is limited by the simple fact that the consultant must have experience with the specific areas the client needs assistance with. Expert consulting might also be in conflict with this tenant if the consultant believes that the areas the client wants to work on are different than what the consultant identifies opportunities or problems.

Even within the field of expert consulting there are varying ideas on what a consultant’s does. One example, a form that some consider a method of group or organizational coaching is Appreciative Inquiry. Appreciative Inquiry (AI) is a change management tool developed by David Cooperrider, PhD in the 1980’s. The main thrust of AI is appreciation of what works and is going well in an organization or individual.

Through holding a focus on the positive aspects of a business or an individual’s life, these strengths develop and manifest to a greater level. This is in stark contrast to societal habits focusing on what is wrong, broken, or not going well. AI, like Coaching holds a belief that there is power in process. Simply by having someone from the outside ask questions about the workings and dynamics of the organization, group or individual, there is learning and change that takes place. The AI consultant may gather information together and facilitate processes for the client, but often does not offer advice or expertise in regards to making changes within the organization.

Although many the outcomes and purposes of Coaching, Mentoring, Managing, and Expert Consulting might overlap, they are each unique in their pure form. With this knowledge a manager of human resources can be more effective in choosing the correct type of relationship for the growth and development of individuals within the organization. Being aware of the conflicting agendas between these four areas, the human resource manager can better address “the utilization of individuals to achieve organizational objectives. (Noe and Mondy. 2006. p. 4)


Atkinson, M. (2006, Summer). Who Else Wants To Play The World Game? Erickson College Newsletter, p1

Bell, C. R. (2002). Managers as Mentors. San Francisco, CA: Berrett-Koehler Publishers, Inc.

Buck, D. (2006, August 12). Coaching Manifesto.

“Coaching Core Competencies.” (2006, August 8).

Dilts, R. (2003). From Coach to Awakener. Capitola, CA: Meta Publications.

Friedman, M. (1970, 13 September). The New York Times Magazine.

Kinicki, A. & Williams, B.K. (2003). Management A Practical Introduction. NY, NY: McGraw Hill/Irwin

“Mentor.” Pennsylvania State University. (2006, 9 August).

Senge, P. (1990). The Fifth Discipline. NY, NY: Doubleday/Currency.

“What is Coaching?” International Coach Federation. (2006, 14 August).

Communicating Presentations

Communicating Presentations
Author Tony Husted coach

Communicating Presentations

Tony Husted

Organizational Communication
Dr. Forrest Inslee
Communicating Presentations

Effectively transferring information to an audience during a presentation can be a challenge. Looking at a presentation through the lens of a basic communication model will identify some key factors to be considered. A very basic model consists of a sender, receiver, message and noise. The presenter is the sender, the receiver is the audience, the message is verbal and non-verbal communication that is being sent and the noise is all the possible outside influences that may change how the message is perceived.

The message is sent from the presenter through the noise to the receiver. In this model the area the presenter has the most control over is the sender. There are three major areas of focus when thinking about the sender presenting information. According to major research in this area the three areas are Body Language, Voice Tonality and Words (Mehrabrian, 1971).

In his research Professor Mehrabrian found that 55% of the communication actually comes from body language of the presenter, closely followed by Voice Tonality at 38%. The most amazing finding of the study is that the actual words used only account for 7% of the actual communication that takes place.

This research does not discount the value of the actual words being conveyed but it does shine a light on the outcome of material presented. When preparing a presentation the words used should be preplanned and well thought out. However in light of Mehrabrian’s research, just as much or more time should be spent on the physical aspects of how the presentation will be given.

A good rule of thumb is to go for quality not quantity. More often than not, you will have a limited time to present your material; you will be probably be constrained by the time allotted to you or your audience’s attention span. Make sentences short, concise and to the point. Imagine that you are presenting an executive summary. Give the audience the essential details, preview the main points, tell them know what you will be covering, explain your outcomes, and make a recommendation.

One of the most powerful uses of words is telling a story. Through story telling you can explain complicated material, keep the audiences attention and One of the most easily distracted audiences in the world are children. How do you keep a child’s attention? By telling them a story you can hold a child’s attention for hours as well as convey a message in a non-confrontational manner. This can be an important skill with a high-context audience (see Receiver below).

Jesus is one of the greatest presenters in history. His use of stories as a presentation tool is still relevant today. He used parables to convey moral stories and communicate values. He used everyday stories that the audience could relate to and understand to engage his audience in thought.
Voice Tonality

The second largest amount of information the audience will receive according to Mehrabrian is from voice tonality. People pick up a wide range of information from the quality of our voice. Keep in mind your audience and use proper vocabulary and pronunciation. Don’t use complicated jargon in an attempt to sound smart, instead use terminology that the entire audience will know and understand. Be aware that you may be nervous and this may cause you to speak rapidly. Take brief pauses in your speech and monitor your speech rate. Be sure that your voice reflects the energy of the topic; a professional speaker like Tony Robbins will definitely use a different amount of verbal energy when speaking at a large motivational rally than with a smaller group of people at a fund raising event.

One of the most effective ways to improve your voice quality is to tape record yourself. Have you ever heard your own voice on a voice-mail recording and think to yourself, “that doesn’t sound like me!” When we speak and hear our own voice it resonates in our head and what we hear is not what others hear.

O’Connor and Seymour (1994) suggest listening to and modeling radio announcers. They only have the auditory realm to work with which makes them very effective with their voices. They also suggest watching presenters you like and some who you don’t like to get a model of what makes a good presentation versus what makes a poor one.
Body Language

The importance of your appearance is summed up in the common saying, “You never get a second chance to make a first impression.” How you appear before your audience is a communication in itself. Is it what you want to communicate? Make sure that what you are wearing is comfortable and appropriate. When considering appropriate attire look at yourself from the audience’s perspective. If you were in the audience what kind of first impression would you make if the roles were reversed? It is also a good idea to get feedback from someone you trust, how do they see your hair, clothing, and watch/jewelry?

Your posture makes a fundamental assertion about yourself. An upright stance with good posture communicates ease and confidence. Imagine that someone is pulling a string that is attached to the top of your spinal column straight up, pull your shoulders slightly back and tuck your chin straight back a little. Now look at yourself in a mirror, how different does this look as compared to when you slouch? Stand comfortably on both feet equally. Swaying back and forth, rocking forward and back, shifting from one leg to the other, and going back on one hip can be very distracting.

Once in front of your audience eye contact with the group is very important. Imagine having a conversation with a person who never made eye contact. Would you trust the information that individual gave you? If the audience is large, mentally divide the room up into four to six areas. Pick one or two of the friendliest people you see in each area and make eye contact with them in turn, to get started. As you continue to speak continue rotating through the sections making direct eye contact with different individuals. Practice holding eye contact for five seconds. This practice will keep your eyes from darting around the room and making the audience feel like you are not looking at anyone in particular.

Gestures are one non-verbal way in which we communicate meaning. They can either add to or detract from our presentation. The gesture that will change your speaking presentations the most is often referred to as the nervous gesture. This is the habitual and often unconscious movements that we make when speaking in front of a group of people. It may be twisting the hair, reaching into a pocket, clicking a retractable pen or any other number of ‘ticks’. Video taping yourself and watching the tape is often the quickest way to identify a nervous habit like this. Once you have removed this habit, find the next one and remove it as well. Doing so will remove a large amount of the unintended gestures that may distract from your message.

Use the space that is given to you as a tool. If the space permits try to move around in a meaningful manner. When asking rhetorical questions or trying to gain agreement move towards the audience. Like gestures use this movement intentionally. Don’t pace back and forth across the stage but do get out from behind the lectern if possible.

James and Shepard (2001) suggest that you designate certain areas of the stage for certain kinds of activities. For example, by moving to Down Stage Left each time you answer questions, and moving Down Stage Right when are about to present new material the audience will unconsciously associate what is coming next. Over time when you move Down Stage Right the audience will automatically pick up their notebooks because new information is coming and by simply stepping away from Down Stage Left, the audience will know that you are moving on and to hold their questions.

The audience or receiver of your presentation must also be considered when giving a presentation. The most important factor is considering who the receiver is and how that might affect the way in which they receive your presentation.

Is the audience mainly male or female? Keep in mind that men are more content oriented and women are more relationally oriented. Unless the audience is completely male or completely female, be sure to address both sexes. If you are a male presenter remember to address the relational needs of the female audience members if you want them to connect with your material. If you are a female presenter and your audience is male be sure that you have hard data and that you use this information logically.

A good generalization to keep in mind is that Men focus on facts, reason and logic while women focus on feelings, senses and meaning. Women thrive on harmony and relating while men thrive on competing and achieving.

If presenting to an audience from other ethnic or cultural backgrounds do some research and find out how this may affect the information you present. North Americans and Europeans tend to be low context and linear thinking. Communication tends to be very direct with the importance placed on what is being said and not how it is being said. North Americans and Europeans are more likely to be linear thinkers and look at ideas one step at a time. They like complex tasks broken down into smaller, more manageable chunks. A possible downfall of this style of thinking is losing sight of the big picture.

In contrast Latin Americans and Asians communicate in a high context manner and are often systematic thinkers. High context cultures place emphasis on relationships, and business is often built on personal connection. Trust is an essential part of doing business and conflict is not handled head on like in low context cultures. Systematic thinking analyses individual parts to reveal their connection and emphasis is placed not on the parts but on the whole.

A good example of how different cultures interact with others differently is the French. If you have ever visited France you may have experienced this. The French have their social defenses up and let you know they are there, right after you cross the border. Asking a Parisian for directions can be daunting task because of this cultural norm. This cultural norm started with the thinking of French military strategist and Minister of War, André Maginot who sponsored the erection of an “impenetrable” fortification between France and Nazi Germany, in the late 1920’s. The Maginot defense was designed to keep the enemy as far away as possible from your strategic center with a one time, formidable defense.

Noise is anything in the environment that might influence the transfer of information from the sender to the receiver during a presentation. It can be physical or mental, and can be managed by being prepared.

Some physical noise can be limited. Ask participants to turn off cell phones and pagers. If time permits let the audience know that there will be a time at the end for asking questions, this will keep the presentation on track, since often questions lead of on a tangent.

Mental noise is often the conversation the audience is having with themselves. Members of the audience may be distracted by and number of items, such as being hungry, needing to use the restroom, thinking about a project they are working on, or any other number of internal dialogs that may pull their attention from your material. By using engaging speech, practicing good eye contact and asking rhetorical questions you can keep the audience more involved mentally in your presentation.

Noise in a presentation is common, there are bound to be distractions of some kind. To help you prepare for the unexpected, the noise that will inevitably come, vary your practice. Start at different points in the presentation (e.g. the introduction, at each major pint, and the conclusion). Varying your practice teaches you how to jump back into your presentation easily even after distractions, or interruptions. Presenters who only practice from start to finish are left hanging when a distraction or other noise gets their presentation off track.

Careful consideration of the four parts of the basic communication model: Sender, Receiver, Message and Noise, creates more effective and powerful presentations. Each area of the model can be dissected and analyzed to create a thoughtful and meaningful presentation that will have a much greater effect on the audience. There are many more aspects of each area that could be explored and developed. It is up to you to decide which areas will have the most impact for you and your presentations.


James, T., & Shepard, D. (2001). Presenting Magically: Transforming Your Stage Presence with NLP. Glasgow: Crown House Publishing Limited.

Mehrabian, A. (1971) Silent Messages: Implicit Communication of Emotions and Attitudes. Belmont, CA:

Wadsworth O’Connor, J & Seymour, J. (1994). Training with NLP: Skills for Trainers, Managers and Communicators. London: Harper Collins.

Jesus, Life Coach

Jesus, Life Coach
Author Tony Husted coach
Jesus, Life Coach by Laurie Beth Jones

Book Description:

There was a time when only athletes had coaches. Now, everyone from CEOs to at-risk youth are being “coached.” The International Coaching Federation-which began with only a handful of people-now boasts membership of over 5,000, and currently more than 150,000 people call themselves “Life Coaches.” The benefits of coaching have been well documented, but having the right coach is critical. Jesus had only three years to train the twelve disciples, yet in that time he managed to turn this ragamuffin group into “lean, clean marketing machines.” Divided into four critical sections-Focus, Balance, Productivity, and Fulfillment-Jesus, Life Coach presents a faith-based coaching program with Jesus as the model. Delving into the principles Jesus used to transform those around him, the book offers proven strategies and countless applications for modern-day coaches.

From the Inside Cover:

We all want to be led by someone who will save us time, give us new ideas, connect with us on a personal level, and stay with us on the journey.through all the twists and turns. As Laurie Beth Jones says, there’s only one man for the job, and his name is Jesus. “Following in Jesus’ footsteps, following his advice, is the way to true fulfillment and true success.” Filled with Jones’s distinctive wisdom, humor, and power to inspire, Jesus, Life Coach – her latest and most expansive program – will transform the way you live day-by-day and help gain control over the four most important life factors:

Focus- to define what is most important and never stray from that path
Balance- to understand how to be stable in an unstable world
Productivity- to bear fruit and remain alive with constantly expanding possibilities
Fulfillment- to find absolute joy in the presence of the Master

Rooted in scripture as well as personal experience, this book offers practical ways to let Christ be the driving force behind your workday world as well as your relationships with friends, family, and everyone else in your life. So get in the game and step up to the plate. As Jones promises, with Jesus as your life coach, you’ll hit a home run every time.

From the Back Cover:

In the game of life, only one coach will do. Phenomenally successful author Laurie Beth Jones revolutionized the way we think about the intersection of our faith and careers in her best-selling book The Path and Jesus, CEO. In Jesus, Life Coach she takes her uniquely passionate brand of motivational writing to a new level and lays out a faith-based program to get your whole body in shape-with Jesus as your personal trainer. This is your playbook for success-a wealth of information and inspiration that will motivate you to excel in and enjoy all walks of life. Jones, a coach for some of today’s leading CEO’s, uses her skills and experience to get you thinking, working, and achieving all your goals and dreams. The secret to success can be found, she says, in the most successful man who ever lived-a man who changed the world like no other. And by using Scripture and thought-provoking questions. Jones will show you with practical instructions how to get your life in high gear-at home as well as at work. So don’t be left in the stands just watching the game of life when you can become the star pitcher, the starting quarterback, your team’s most valuable player.

Hardcover: 192 pages
Publisher: Nelson Business (April 14, 2004)
Language: English
ISBN: 0785261907
Product Dimensions: 7.6 x 5.1 x 1.2 inches
Shipping Weight: 15.7 ounces

Now Discover Your Strengths

Now Discover Your Strengths
Author Tony Husted coach

Have you taken the StrengthsFinder (the original Clifton or new 2.0) and want to incorporate the results into you life?

Starting June 14th I will be offering a Research and Development team to Maximize Your Strengths! Those who sign up will have the opportunity for group calls, additional resources, and access to our private online forum. If you are interested please send me an e-mail!

Now, Discover Your Strengths
by Marcus Buckingham, Donald O. Clifton
Hardcover: 272 pages
Publisher: Free Press (January 29, 2001)
Language: English
ISBN: 0743201140

This book is a must have in any home Library! Each book contains a code for their website so you can take the Strengths Finder Inventory and receive your personal report. You can see my report at the bottom of this page.

The Strengths Model holds the key to top notch performance: Develop your Strengths and Manager around your weaknesses. Rather than burning up a lot of energy focusing on your weakness: more than likely an area you are not talented or gifted in, focus instead on being the best you can at where you a naturally talented.

Based on a Gallup study of over two million people who have excelled in their careers, “Now, Discover Your Strengths” uses a revolutionary program to help readers discover their distinct talents and strengths. The product of a 25 year, multimillion-dollar effort to identify the most prevalent human talents, the StrengthsFinder program introduces 34 talents or “themes” and reveals how they can best be translated into personal and career success.

Effectively managing personnel–as well as one’s own behavior–is an extraordinarily complex task that, not surprisingly, has been the subject of countless books touting what each claims is the true path to success. That said, Marcus Buckingham and Donald O. Clifton’s Now, Discover Your Strengths does indeed propose a unique approach: focusing on enhancing people’s strengths rather than eliminating their weaknesses. Following up on the coauthors’ popular previous book, First, Break All the Rules, it fully describes 34 positive personality themes the two have formulated (such as Achiever, Developer, Learner, and Maximizer) and explains how to build a “strengths-based organization” by capitalizing on the fact that such traits are already present among those within it.

Most original and potentially most revealing, however, is a Web-based interactive component that allows readers to complete a questionnaire developed by the Gallup Organization and instantly discover their own top-five inborn talents. This device provides a personalized window into the authors’ management philosophy which, coupled with subsequent advice, places their suggestions into the kind of practical context that’s missing from most similar tomes. “You can’t lead a strengths revolution if you don’t know how to find, name and develop your own,” write Buckingham and Clifton. Their book encourages such introspection while providing knowledgeable guidance for applying its lessons. –Howard Rothman
My Strengths Finder Inventory Results:
1. Adaptability

You live in the moment. You don’t see the future as a fixed destination. Instead, you see it as a place that you create out of the choices that you make right now. And so you discover your future one choice at a time. This doesn’t mean that you don’t have plans. You probably do. But this theme of Adaptability does enable you to respond willingly to the demands of the moment even if they pull you away from your plans.

Unlike some, you don’t resent sudden requests or unforeseen detours. You expect them. They are inevitable. Indeed, on some level you actually look forward to them. You are, at heart, a very flexible person who can stay productive when the demands of work are pulling you in many different directions at once.

Adaptability Sounds like this:

Marie T., television producer: “I love live TV because you never know what is going to happen. One minute I might be putting together a segment on the best teenage holiday gifts, and the next I will be doing the pre-interview for a presidential candidate. I guess I have always been this way. I live in the moment. If someone asks me, ‘What are you doing tomorrow?’ my answer is always ‘Hell, I don’t know. Depends what I am in the mood for.’ I drive my boyfriend crazy because he’ll plan for us to go to the antique market on Sunday afternoon, and then right at the last minute I’ll change my mind and say, ‘Nah, let’s go home and read the Sunday papers.’ Annoying, right? Yeah, but on the positive side, it does mean that I’m up for anything.”

Linda G., project manager: “Where I work I am the calmest person I know. When someone comes in and says, ‘We didn’t plan right. We need this turned around by tomorrow,’ my colleagues seem to tense up and freeze. Somehow that doesn’t happen to me. I like that pressure, that need for instant response. It makes me feel alive.”

Peter F., corporate trainer: “I think I deal with life better than most people. Last week I found that my car window had been smashed and the stereo stolen. I was annoyed, of course, but it didn’t throw me off my day one bit. I just cleared it, mentally moved on, and went right on with the other things I had to get done that day.”
2. Strategic

The Strategic theme enables you to sort through the clutter and find the best route. It is not a skill that can be taught. It is a distinct way of thinking, a special perspective on the world at large. This perspective allows you to see patterns where others simply see complexity. Mindful of these patterns, you play out alternative scenarios, always asking, “What if this happened? Okay, well what if this happened?” This recurring question helps you see around the next corner. There you can evaluate accurately the potential obstacles. Guided by where you see each path leading, you start to make selections. You discard the paths that lead nowhere. You discard the paths that lead straight into resistance. You discard the paths that lead into a fog of confusion. You cull and make selections until you arrive at the chosen path-your strategy. Armed with your strategy, you strike forward. This is your Strategic theme at work: “What if?” Select. Strike.

Strategic Sounds like this:

Liam C., manufacturing plant manager: “It seems as if I can always see the consequences before anyone else can. I have to say to people, ‘Lift up your eyes, look down the road a ways. Let’s talk about where we are going to be next year so that when we get to this time next year, we don’t have the same problems.’ It seems obvious to me, but some people are just too focused on this month’s numbers, and everything is driven by that.”

Vivian T., television producer: “I used to love logic problems when I was a kid. You know, the ones where ‘if A implies B, and B equals C, does A equal C?’ Still today I am always playing out repercussions, seeing where things lead. I think it makes me a great interviewer. I know that nothing is an accident; every sign, every word, every tone of voice has significance. So I watch for these clues and play them out in my head, see where they lead, and then plan my questions to take advantage of what I have seen in my head.”

Simon T., human resources executive: “We really needed to take the union on at some stage, and I saw an opportunity, a very good issue to take them on. I could see that they were going in a direction that would lead them into all kinds of trouble if they continued down it. Lo and behold, they did continue down it, and when they arrived, there I was, ready and waiting. I suppose it just comes naturally to me to predict what someone else is going to do.

And then when that person reacts, I can respond immediately because I have sat down and said, ‘Okay, if they do this, we’ll do this. If they do that, then we’ll do this other thing.’ It’s like when you tack in a sailboat. You head in one direction, but you jink one way, then another, planning and reacting, planning and reacting.”
3. Communication

You like to explain, to describe, to host, to speak in public, and to write. This is your Communication theme at work. Ideas are a dry beginning. Events are static. You feel a need to bring them to life, to energize them, to make them exciting and vivid. And so you turn events into stories and practice telling them. You take the dry idea and enliven it with images and examples and metaphors. You believe that most people have a very short attention span. They are bombarded by information, but very little of it survives. You want your information-whether an idea, an event, a product’s features and benefits, a discovery, or a lesson-to survive. You want to divert their attention toward you and then capture it, lock it in. This is what drives your hunt for the perfect phrase. This is what draws you toward dramatic words and powerful word combinations. This is why people like to listen to you. Your word pictures pique their interest, sharpen their world, and inspire them to act.

Communication Sounds like this:

Sheila K., general manager of a theme park: “Stories are the best way to make my point. Yesterday I wanted to show my executive committee the impact we can have on our guests, so I shared this story with them: One of our employees brought her father to the flag-raising ceremony we have for Veterans Day here at the theme park. He was disabled during World War II, and he now has a rare form of cancer and has had a lot of surgery. He’s dying. At the start of the little ceremony one of our employees said to the group, ‘This man is a World War II veteran. Can we give him a hand?’ Everybody cheered, and his daughter started crying. Her dad took off his hat. He never takes off his hat because of the scars on his head from the war and the cancer surgery, but when the national anthem started, he took off his hat and bowed his head. His daughter told me later that it was the best day he’s had in years.”

Tom P., banking executive: “My most recent client thought that the flow of capital toward Internet stocks was just a passing phase. I tried using rational argument to change his mind, but he couldn’t or wouldn’t be convinced. In the end, as I often do when faced with a client in denial, I resorted to imagery. I told him that he was like a person sitting on a beach with his back to the sea. The Internet was like a fast-rising tide. No matter how comfortable he felt right now, the tide was rising with each crashing wave, and very soon one of those waves would come crashing down over his head and engulf him. He got the point.”

Margret D., marketing director: “I once read a book about giving speeches that gave two suggestions: talk only about things you’re really passionate about and always use personal examples. I immediately started doing that, and I found lots of stories because I have kids and grandkids and a husband. I build my stories around my personal experiences because everyone can relate to them.”
4. Significance

You want to be very significant in the eyes of other people. In the truest sense of the word you want to be recognized. You want to be heard. You want to stand out. You want to be known. In particular, you want to be known and appreciated for the unique strengths you bring. You feel a need to be admired as credible, professional, and successful. Likewise, you want to associate with others who are credible, professional, and successful. And if they aren’t, you will push them to achieve until they are. Or you will move on. An independent spirit, you want your work to be a way of life rather than a job, and in that work you want to be given free rein, the leeway to do things your way. Your yearnings feel intense to you, and you honor those yearnings. And so your life is filled with goals, achievements, or qualifications that you crave. Whatever your focus-and each person is distinct-your Significance theme will keep pulling you upward, away from the mediocre toward the exceptional. It is the theme that keeps you reaching.

Significance Sounds like this:

Mary P., healthcare executive: “Women are told almost from day one, ‘Don’t be too proud. Don’t stand tall.’ That kind of thing. But I’ve learned that it’s okay to have power, it’s okay to have pride, and it’s okay to have a big ego. And also that I need to manage it and drive it in the right directions.”

Kathie J., partner in a law firm: “Ever since I can remember I have had the feeling that I was special, that I could take charge and make things happen. Back in the ’60s I was the first woman partner in my firm, and I can still recall walking into boardroom after boardroom and being the only woman. It’s strange, thinking back. It was tough, but I actually think I enjoyed the pressure of standing out. I enjoyed being the ‘woman’ partner. Why? Because I knew that I would be very hard to forget. I knew everyone would notice me and pay attention to me.”

John L., physician: “All through my life I felt that I was onstage. I am always aware of an audience. If I am sitting with a patient, I want the patient to see me as the best doctor he or she has ever had. If I am teaching medical students, I want to stand out as the best medical educator they have ever had. I want to win the Educator of the Year award. My boss is a big audience for me. Disappointing her would kill me. It’s scary to think that part of my self-esteem is in other people’s hands, but then again, it keeps me on my toes.”
5. Restorative

You love to solve problems. Whereas some are dismayed when they encounter yet another breakdown, you can be energized by it. You enjoy the challenge of analyzing the symptoms, identifying what is wrong, and finding the solution. You may prefer practical problems or conceptual ones or personal ones. You may seek out specific kinds of problems that you have met many times before and that you are confident you can fix. Or you may feel the greatest push when faced with complex and unfamiliar problems. Your exact preferences are determined by your other themes and experiences. But what is certain is that you enjoy bringing things back to life. It is a wonderful feeling to identify the undermining factor(s), eradicate them, and restore something to its true glory. Intuitively, you know that without your intervention, this thing-this machine, this technique, this person, this company-might have ceased to function. You fixed it, resuscitated it, rekindled its vitality. Phrasing it the way you might, you saved it.

Restorative Sounds like this:

Nigel L., software designer: “I have these vivid memories of my childhood woodworking bench with hammers and nails and wood. I used to love fixing things and putting things together and making everything just so. And now with computer programs it’s the same thing. You write the program, and if it doesn’t work, you have to go back and redo it and fix it until it works.”

Jan K., internist: “This theme plays in my life in so many ways. For example, my first love was surgery. I love trauma, love being in the OR, love sewing. I just love fixing things in the OR. Then again, some of my best moments have been sitting at the bedside of a dying patient, just talking together. It is incredibly rewarding to watch someone make the transition from anger to acceptance about grief, to tie up loose ends with family members, and to pass with dignity. And then with my kids this theme fires every day. When I see my three-year-old buttoning her sweater for the first time and she buttons it crooked, I feel this powerful urge to walk up and rebutton the sweater. I have to resist, of course, because she has to learn, but, boy, it’s really hard.”

Marie T., television producer: “Producing a morning TV program is a fundamentally clumsy process. If I didn’t like solving problems, this job would drive me up the wall. Every day something serious goes wrong, and I have to find the problem, fix it, and move on to the next one. If I can do that well, I feel rejuvenated. On the other hand, if I go home and a problem remains unsolved, then I feel the opposite. I feel defeated.”

Copyright © 2000 The Gallup Organization, Princeton, NJ. All rights reserved. Clifton StrengthsFinder ® and each of the 34 Clifton StrengthsFinder theme names are trademarks of The Gallup Organization.

Introduction: The Strengths Revolution at Work — The Revolution — Two Million Interviews — The Anatomy of a Strength — Strong Lives — The Investor, the Director, the Skin Doctor, and the Editor — Tiger Woods, Bill Gates, and Cole Porter — Three Revolutionary Tools — Strength Building — Is He Always This Good? — Knowledge and Skills — Talent — Discover the Source of Your Strengths — StrengthsFinder — The Traces of Talent — The StrengthsFinder Profile. The Thirty-four Themes of StrengthsFinder — Achiever — Activator — Adaptability — Analytical — Arranger — Belief — Command — Communication — Competition — Connectedness — Context — Deliberative — Developer — Discipline — Empathy — Fairness — Focus — Futuristic — Harmony — Ideation — Inclusiveness — Individualization — Input — Intellection — Learner — Maximizer — Positivity — Relator — Responsibility — Restorative — Self-assurance — Significance — Strategic — Woo — Put Strengths to Work — The Questions You’re Asking — Are there any obstacles to building my strengths? — Why should I focus on my signature themes? — Is there any significance to the order of my signature themes? — Not all of the phrases in the theme description apply to me. Why? — Why am I different from other people with whom I share some of the same themes? — Are any of the themes “opposites”? Can I develop new themes if I don’t like the ones I have? — Will I become too narrow if I focus on my signature themes? — How can I manage around my weaknesses? — Can my themes reveal whether I am in the right career? — Managing Strengths — “Fidel,” Sam Mendes, and Phil Jackson — One By One — Building a Strengths-based Organization — The Full Story.

Categories: Recent Reads

Spiral Dynamics Mastering Values Leadership and Change Developmental Management

Spiral Dynamics: Mastering Values, Leadership, and Change (Developmental Management)
Author Tony Husted coach
Spiral Dynamics: Mastering Values, Leadership, and Change (Developmental Management)

Book Description: Blackwell Publishing (UK), 1996.
Spiral Dynamics Mastering Values,
Leadership and Change Development Management Hardback,
256 pages Blackwell Publishers Oxford,
UK ISBN 1557869405
Dimensions in millimeters: 229 x 152 x 32
Dimensions in inches: 9.02 x 5.98 x 1.26

By Don Beck, Christopher Cowan (both Directors, National Values Center Texas, USA)

The world of business is undergoing a period of profound transition and managers worldwide are constantly seeking new trends and patterns. This volume introduces a new model for plotting the enormous economic and commercial shifts that are making contemporary business practice so complex and apparently fragmented. Beck and Cowan take the spiral as a basis of this new model. Focusing specifically on cutting-edge leadership, management systems, processes, procedures and techniques they synthesize changes such as: increasing cultural diversity; powerful new social responsibility initiatives; the demands for environmentally-responsible business programs; and the arrival of a truly global marketplace. This is a book designed for managers and leaders who are planning for success in the business world of the 21st century.


Part 1 Spiral overview: different minds; meme systems; the spiral mind.

Part 2 Spiral dynamics: change; leadership; wizardry; alignment; integration.

Part 3 Spiral structure: survival; kinship; power; achievement; control; consensus; flexibility; globalit.

The 100 most used words in Spiral Dynamics: along authority beige beliefs best between blue business change come community company complex conditions control different does done down dynamics entity even field find first forces form functions get global good graves green group human ideas individual intelligences job keep know leaders leadership level life living look may meme mind must nature needs new next now often ones open orange order organization others own people person place point power problems process purple red right second see self sense should since social society spiral still structures systems take template things thinking tier time turquoise view without wizards work world yellow yet.

Capitalized Phrases from Spiral Dynamics: Mastering Values, Leadership, and Change (Developmental Management) Second Tier, Spiral Dynamics, First Tier, Spiral Wizards, Plumb Line, World War, Clare Graves, South Africa, Humpty Dumpty, Six Conditions, First World, Design Formula, Third World, Barbara Jordan, Change Wizards, True Believers, Change Condition, Enterprise Networking, Reform Option, Ten Commandments, The Futurist, West Point, Karl Marx, President Bush, Executive Core