Bringing Teams Together - One Game at a time
Bringing Teams Together - One Game at a time
"The best way to ensure the success of a new initiative, merger or culture change, is to fiercely
support the leaders of the change" says Peggy Grall, corporate coach, speaker and author. Working
in health care, government, manufacturing and retail, she is recognized for her talent to quickly
facilitate personal and corporate change. Her extensive work as a psychotherapist, and her
understanding of leadership principles, has equipped her to provide effective guidance to leaders and
teams during times of intense change and transition.
Her strategies include:
· Coaching leaders to recognize and service the shifting needs of people in transition
· Providing a sounding board for a leader's personal innovation and risk assessment
· Challenging and then guiding teams out of silo thinking and into cocompetition
· Supporting and shaping the emerging leadership skills of young managers
The pursuit of high performance teams has become the Holy Grail for business today. Never, in the
history of work, has the need for teams to work efficiently together been more necessary. John
Doerr, the Silicon Valley venture capitalist who backed Lotus, Compaq and Netscape said, when
asked about the status of business today that. "In the world today there's plenty of technology, plenty
of entrepreneurs, plenty of money, plenty of venture capital. What's in short supply are great teams."
He's right.
Industry and the private sector alike, take advantage of a variety of team forms, including Executive
Leadership Teams, Project-Specific Teams, Management Teams, New Product/Redesign Teams and
ad-hoc, project-specific teams. The same challenge faces the leadership of every team: How do I take
this group of people and make them into a team - a real team?
THE CORE INGREDIENT FOR TEAM SUCCESS
Whatever the type of team, the core ingredient for success remains the same; making this group of
people into a cohesive unit that can quickly build a foundation of trust, capitalize on the skill sets of
the team members and capture the synergy of the group. High performing teams need: a supportive
environment, the necessary skills, clarity of roles, adequate time to process, rewards, opportunities to
interact with each other and a passionate goal worth the pursuit. So, how do you bestow all of that?
Read on!
Whether you call them games, activities, simulations, exercises, experiential learning techniques, or
active learning sessions, the way to bring a team together fast, is to involve them in intense
interactions with each other.
When used artfully, team games can be a powerful antidote to boredom and can help teams
to:
· Get to the point: they are powerful teaching tools for driving home a specific idea, process or
goal
· Boost morale: games provide a sharp contrast to conventional training techniques and can
inject an element of competition an fun into team learning
· Build trust: involving teams in experiential simulations challenges their natural caution about
relying on other team members and breaks down the silos that exist in companies and within
teams themselves
· Be flexible and innovate: within the moves of a well-crafted game, a team will come face-toface
with their sacred cows, the status quo, and those pesky barriers that prevent teams from
creating novel approaches to new challenges
· Sanction positive team behaviors: when cooperation and creativity are demonstrated, and
when people stretch to actively engage with other team members, the leader or facilitator can
highlight and reward these behaviors, ushering in a new set of standards for the team.
People learn at a higher level through the use of team games. They learn by inventing information
from their own resources, discovering information and solutions from someone else, acquiring
information by eavesdropping on other team members, or sparking off of another team member's
idea.
WHY DO GAMES WORK SO WELL?
Look at kids. Case in point - my 3-year-old grandson. When he comes to visit he's not in the door
five minutes before he wants Nana to "play me". That's his way of asking me to leave whatever else
I'm doing, focus on him and play. We play Legos, cars, trains and sports. We laugh, we tease, we
compete and we learn. We learn new ways to make a toy work for us, about the limits of our
intelligence and ability to make an activity work, but most of all we learn about each other.
He's learned how to get my attention, my help, what things I think are funny and what are in the "tata"
category. I've learned how quickly ha can grasp a concept and the best way to introduce new
ideas to him. I've also learned where his limits are, what he acts like when he's frustrated with a task
versus just tired and needing a break. Wouldn't it be great if we knew all that about people on our
team? We can know and the vehicle to gaining this information is play.
It's precisely these personal learning's from which team members benefit most. Each time I work
with a team and get the evaluations back, there is a theme that appears. When asked what part of
their time together they enjoyed the most and felt was most relevant to changing how they work
together, they identify the game time.
LEARN WHILE YOU PLAY
We are a species that learns while we play. Research has long told us that learning is best done when
accompanied by an emotional experience.
What do you remember? Think about the most memorable training, workshop, presentation, or offsite
you've attended. There is a saying among professional speakers, "They will forget what you said,
the y will even forget what you did, but they will never forget how you made them feel." How did
you feel? Now, what was the point of that speech, day or event? I bet you remember.
We remember that which is reinforced with a strong emotional experience. That emotional
component can be the thrill of competition, the frustration of the height of the learning curve, the
challenge of the seemingly impossible, the satisfaction of a task completed or the sincere, unsolicited
appreciation of team members. Whether you experience the "thrill of victory or the agony of defeat"
in a game, the end result is the same-you won't forget what happened.
TEAM GAMES
Team games are especially effective at testing and refining the Emotional Quotient of team
members. In his article entitle, "Group Versus Individual Performance: Are N+1 Heads Better Than
One", which appeared in the Psychological Bulletin, G.W. Hill conducted research on the
effectiveness of teams and reported that, "Results from hundreds of groups showed that 97% of the
time the group scores were higher than those of the best individuals.
This same effect has been found over and over again, even for extremely short-lived groups, groups
that were formed solely for the purpose of an experiment. When teams of strangers listened to a
narrative about the ups and dons of someone's career; the more people on the team, the better their
collective memory was. Three people did better than two, four better than three and so on."
Games are a great way to put people's emotional skills on the line. When team members are engaged
in an activity that demands that they relinquish dominance and share resources, insights and power
to accomplish the goal; they alter their strategy and adopt tactics that produce results and win the
cooperation of their team mates. This is behavior that leaders dream about!
EXPERIENTIAL LEARNING
Experiential learning is a dynamic sequence of predictable events. The environment, timing, design
and props of a game all contribute to the team's ability to translate vital learning from the game to
the workplace. The sequence begins with the event or game itself. Games chosen should have a
learning objective that matches the specific needs of the team.
Facilitators and team leaders are familiar with group process through the work of B.W. Tuckman. He
identified four distinct phases that most teams move through on their way to productivity. Groups
can spend anywhere from a few minutes to a few months in each phase, largely dependent on the
skill of the leader.
1. The Forming Stage
Teams in the Forming stage require games that accelerate the process of getting to know each other's
strengths/limitations, frustration thresholds, specific skills and roles.
2. The Storming Stage
When a team enters the Storming stage, characterized by power struggles and role challenges, a team
benefits from games that allow them to present their ideas and expertise in an environment where
the motivation to both act independently and cooperate is essential to succeeding at the game.
Storming teams can benefit from games that allow them to define what is allowable and what's not
for the team. When storming teams are given survival tasks that force them to really listen to each
other - or die - they often engage each other in new and effective ways.
3. The Normalization Stage
As a team begins to Normalize and the conflict is subsiding; games that serve to further clarify roles,
fan creativity and innovation, and reward cooperation, are most effective.
4. The Performing Stage
So, what games do teams need that are already solidly in the Performing stage? These teams can
capitalize on what trainers call - the Mother Games! These are the games that only good teams dare
tackle. They are games that; challenge the team's sacred cows, ferret out the small cracks in the armor
of team members and challenge the leader's functional credibility. For good teams that want to
become great, I use simulations and events that have no conventional solutions or that success can
only be achieved if team members step way outside their comfort zone.
I put them into risky games, physically exhaustive games - games that push the team past polite,
predictable and "team as usual" responses. These high performance teams learn to consistently
produce exceptional results. They assume responsibility for themselves as individuals and the team as
a unit. They support and encourage each other in removing obstacles and achieving extraordinary
results.
Out beyond the safe harbor of the normal patterns of a good team lie the elements of a great one.
Facilitators and team leaders must take their team out in the deep end if they want them to make the
leap to exceptional.
The second step in the gaming process is facilitating the game. Strong facilitators know that there is
an art to coaching a successful game.
The three cardinal rules of gaming are:
1. Be very familiar with the elements of the game - you will lose credibility if you are unclear in your
explanation of the rules and parameters, awkward in your use of props or clumsy in debriefing.
There are no 'guinea pig' teams - be prepared and practiced.
2. Be a coach - not a manager, friend, participant, rule keeper, critic or consultant. Gamers need
coaches to clarify the rules, keep the game moving, attentively observe and call the game at the
right moment. Your contribution to the game should be that of a silent cheerleader - always
pulling for the team, but not part of it.
3. Be brief in the debrief - spend only the amount of time it takes to allow the team to: (1) describe
what happened - looking for wins and failures, (2) share their feelings about the events of the
game (remember the emotional component of learning) (3) identify their own behaviors and
choices and the effectiveness of them, (4) draw applications to their work environment, both as
individuals and as a team.
Your best approach to the debrief process is that of a seasoned coach. Masterful coaches ask
powerful questions. Challenge yourself to make no statements - just ask questions - and see how
much more you get from the team, and how much more they learn from each other.
Here are some of my favorite debriefing questions:
· What was your favorite part of the game? Why?
· What surprised you about how you performed in the game?
· What surprised you about how the team did?
· Why do you think you were successful / not successful?
· Were there times that you had an idea and didn't share it?
· What held you back?
· Were there team members that you wished had participated in a different way? How?
· When did you know you were going to be successful / not successful and how did you alter
your behavior as a result?
· How is what you did in this game the same / not he same as how you perform at work?
· What's one thing you wish you had done differently? What kept you from doing that?
· What do you now know that you need from the team? How can you get it?
· What does this team need to do / stop doing - NOW?
One of my best memories with a team was at an off-site at a beautiful Canadian resort in the
Laurentians where I had taken an international leadership team from a Fortune 500 company to
spend a few days looking at their role as leaders.
These men and women had a background in design engineering and so I setup a game where they
were required to replicate a Lego version o f the Star Ship Enterprise. There were four teams; each
had to choose a Captain, a Number I and a Counselor.
Only the Captain was allowed to view the prototype of the Star Ship and report back to the group
what it looked like and how to build it. I instructed them to use a "just in time" supply model and
not to collaborate with the other groups. My teenage son had built the proto-type in about 20
minutes and I had estimated about an hour to complete the task - they took two!
When the teams were humming along (about 20 minutes into the game) I called a halt and
announced that there had been a merger. I mixed up the teams, changed the reporting structure,
positions and responsibilities of the team members. Chaos ensued.
Finally one team broke away and created what they defiantly referred to as a stripped down,
European model of the prototype. They innovated and got their product to market first. Members
from one of the other teams not only gave up, but also started to confiscate materials from the other
teams so they couldn't finish either!
What they discovered
What they discovered in the debriefing was that, had they ignored my directive not to collaborate, all
of them would have been successful. As you might imagine, debriefing was fun, fiercely interesting
and unearthed a lot of relevant information for these leaders about how they handle competition,
authority, market demands and intense change.
Executives, managers, team leaders, trainers and facilitators have at their disposal a myriad of ways to
help bring teams together. In my work with senior leadership teams, gaming is the most powerful
one I've found so far.
Weak games, ineffective debriefing and no transferable body of learning, all water down the effect.
Teams need gaming with teeth! They need leaders and facilitators with the courage to tell it like they
see it, to shine a light on the brilliance and the missteps of the team, challenge firmly held team
beliefs, focus efforts and outrageously celebrate the team's success.
Teams that are given the opportunity to engage in outstanding games, under the direction of a skilled
gamer, can move their performance to the level of champions and beyond. Try it and see!
(2592 Words)
Bringing Teams Together One Game at a time - To learn more about this author, visit Peggy Grall's Website.
Like this article? Share it with your friends
How to...
"The best way to ensure the success of a new initiative, merger or culture change, is to fiercely
support the leaders of the change" says Peggy Grall, corporate coach, speaker and author. Working
in health care, government, manufacturing and retail, she is recognized for her talent to quickly
facilitate personal and corporate change. Her extensive work as a psychotherapist, and her
understanding of leadership principles, has equipped her to provide effective guidance to leaders and
teams during times of intense change and transition.
Her strategies include:
· Coaching leaders to recognize and service the shifting needs of people in transition
· Providing a sounding board for a leader's personal innovation and risk assessment
· Challenging and then guiding teams out of silo thinking and into cocompetition
· Supporting and shaping the emerging leadership skills of young managers
The pursuit of high performance teams has become the Holy Grail for business today. Never, in the
history of work, has the need for teams to work efficiently together been more necessary. John
Doerr, the Silicon Valley venture capitalist who backed Lotus, Compaq and Netscape said, when
asked about the status of business today that. "In the world today there's plenty of technology, plenty
of entrepreneurs, plenty of money, plenty of venture capital. What's in short supply are great teams."
He's right.
Industry and the private sector alike, take advantage of a variety of team forms, including Executive
Leadership Teams, Project-Specific Teams, Management Teams, New Product/Redesign Teams and
ad-hoc, project-specific teams. The same challenge faces the leadership of every team: How do I take
this group of people and make them into a team - a real team?
THE CORE INGREDIENT FOR TEAM SUCCESS
Whatever the type of team, the core ingredient for success remains the same; making this group of
people into a cohesive unit that can quickly build a foundation of trust, capitalize on the skill sets of
the team members and capture the synergy of the group. High performing teams need: a supportive
environment, the necessary skills, clarity of roles, adequate time to process, rewards, opportunities to
interact with each other and a passionate goal worth the pursuit. So, how do you bestow all of that?
Read on!
Whether you call them games, activities, simulations, exercises, experiential learning techniques, or
active learning sessions, the way to bring a team together fast, is to involve them in intense
interactions with each other.
When used artfully, team games can be a powerful antidote to boredom and can help teams
to:
· Get to the point: they are powerful teaching tools for driving home a specific idea, process or
goal
· Boost morale: games provide a sharp contrast to conventional training techniques and can
inject an element of competition an fun into team learning
· Build trust: involving teams in experiential simulations challenges their natural caution about
relying on other team members and breaks down the silos that exist in companies and within
teams themselves
· Be flexible and innovate: within the moves of a well-crafted game, a team will come face-toface
with their sacred cows, the status quo, and those pesky barriers that prevent teams from
creating novel approaches to new challenges
· Sanction positive team behaviors: when cooperation and creativity are demonstrated, and
when people stretch to actively engage with other team members, the leader or facilitator can
highlight and reward these behaviors, ushering in a new set of standards for the team.
People learn at a higher level through the use of team games. They learn by inventing information
from their own resources, discovering information and solutions from someone else, acquiring
information by eavesdropping on other team members, or sparking off of another team member's
idea.
WHY DO GAMES WORK SO WELL?
Look at kids. Case in point - my 3-year-old grandson. When he comes to visit he's not in the door
five minutes before he wants Nana to "play me". That's his way of asking me to leave whatever else
I'm doing, focus on him and play. We play Legos, cars, trains and sports. We laugh, we tease, we
compete and we learn. We learn new ways to make a toy work for us, about the limits of our
intelligence and ability to make an activity work, but most of all we learn about each other.
He's learned how to get my attention, my help, what things I think are funny and what are in the "tata"
category. I've learned how quickly ha can grasp a concept and the best way to introduce new
ideas to him. I've also learned where his limits are, what he acts like when he's frustrated with a task
versus just tired and needing a break. Wouldn't it be great if we knew all that about people on our
team? We can know and the vehicle to gaining this information is play.
It's precisely these personal learning's from which team members benefit most. Each time I work
with a team and get the evaluations back, there is a theme that appears. When asked what part of
their time together they enjoyed the most and felt was most relevant to changing how they work
together, they identify the game time.
LEARN WHILE YOU PLAY
We are a species that learns while we play. Research has long told us that learning is best done when
accompanied by an emotional experience.
What do you remember? Think about the most memorable training, workshop, presentation, or offsite
you've attended. There is a saying among professional speakers, "They will forget what you said,
the y will even forget what you did, but they will never forget how you made them feel." How did
you feel? Now, what was the point of that speech, day or event? I bet you remember.
We remember that which is reinforced with a strong emotional experience. That emotional
component can be the thrill of competition, the frustration of the height of the learning curve, the
challenge of the seemingly impossible, the satisfaction of a task completed or the sincere, unsolicited
appreciation of team members. Whether you experience the "thrill of victory or the agony of defeat"
in a game, the end result is the same-you won't forget what happened.
TEAM GAMES
Team games are especially effective at testing and refining the Emotional Quotient of team
members. In his article entitle, "Group Versus Individual Performance: Are N+1 Heads Better Than
One", which appeared in the Psychological Bulletin, G.W. Hill conducted research on the
effectiveness of teams and reported that, "Results from hundreds of groups showed that 97% of the
time the group scores were higher than those of the best individuals.
This same effect has been found over and over again, even for extremely short-lived groups, groups
that were formed solely for the purpose of an experiment. When teams of strangers listened to a
narrative about the ups and dons of someone's career; the more people on the team, the better their
collective memory was. Three people did better than two, four better than three and so on."
Games are a great way to put people's emotional skills on the line. When team members are engaged
in an activity that demands that they relinquish dominance and share resources, insights and power
to accomplish the goal; they alter their strategy and adopt tactics that produce results and win the
cooperation of their team mates. This is behavior that leaders dream about!
EXPERIENTIAL LEARNING
Experiential learning is a dynamic sequence of predictable events. The environment, timing, design
and props of a game all contribute to the team's ability to translate vital learning from the game to
the workplace. The sequence begins with the event or game itself. Games chosen should have a
learning objective that matches the specific needs of the team.
Facilitators and team leaders are familiar with group process through the work of B.W. Tuckman. He
identified four distinct phases that most teams move through on their way to productivity. Groups
can spend anywhere from a few minutes to a few months in each phase, largely dependent on the
skill of the leader.
1. The Forming Stage
Teams in the Forming stage require games that accelerate the process of getting to know each other's
strengths/limitations, frustration thresholds, specific skills and roles.
2. The Storming Stage
When a team enters the Storming stage, characterized by power struggles and role challenges, a team
benefits from games that allow them to present their ideas and expertise in an environment where
the motivation to both act independently and cooperate is essential to succeeding at the game.
Storming teams can benefit from games that allow them to define what is allowable and what's not
for the team. When storming teams are given survival tasks that force them to really listen to each
other - or die - they often engage each other in new and effective ways.
3. The Normalization Stage
As a team begins to Normalize and the conflict is subsiding; games that serve to further clarify roles,
fan creativity and innovation, and reward cooperation, are most effective.
4. The Performing Stage
So, what games do teams need that are already solidly in the Performing stage? These teams can
capitalize on what trainers call - the Mother Games! These are the games that only good teams dare
tackle. They are games that; challenge the team's sacred cows, ferret out the small cracks in the armor
of team members and challenge the leader's functional credibility. For good teams that want to
become great, I use simulations and events that have no conventional solutions or that success can
only be achieved if team members step way outside their comfort zone.
I put them into risky games, physically exhaustive games - games that push the team past polite,
predictable and "team as usual" responses. These high performance teams learn to consistently
produce exceptional results. They assume responsibility for themselves as individuals and the team as
a unit. They support and encourage each other in removing obstacles and achieving extraordinary
results.
Out beyond the safe harbor of the normal patterns of a good team lie the elements of a great one.
Facilitators and team leaders must take their team out in the deep end if they want them to make the
leap to exceptional.
The second step in the gaming process is facilitating the game. Strong facilitators know that there is
an art to coaching a successful game.
The three cardinal rules of gaming are:
1. Be very familiar with the elements of the game - you will lose credibility if you are unclear in your
explanation of the rules and parameters, awkward in your use of props or clumsy in debriefing.
There are no 'guinea pig' teams - be prepared and practiced.
2. Be a coach - not a manager, friend, participant, rule keeper, critic or consultant. Gamers need
coaches to clarify the rules, keep the game moving, attentively observe and call the game at the
right moment. Your contribution to the game should be that of a silent cheerleader - always
pulling for the team, but not part of it.
3. Be brief in the debrief - spend only the amount of time it takes to allow the team to: (1) describe
what happened - looking for wins and failures, (2) share their feelings about the events of the
game (remember the emotional component of learning) (3) identify their own behaviors and
choices and the effectiveness of them, (4) draw applications to their work environment, both as
individuals and as a team.
Your best approach to the debrief process is that of a seasoned coach. Masterful coaches ask
powerful questions. Challenge yourself to make no statements - just ask questions - and see how
much more you get from the team, and how much more they learn from each other.
Here are some of my favorite debriefing questions:
· What was your favorite part of the game? Why?
· What surprised you about how you performed in the game?
· What surprised you about how the team did?
· Why do you think you were successful / not successful?
· Were there times that you had an idea and didn't share it?
· What held you back?
· Were there team members that you wished had participated in a different way? How?
· When did you know you were going to be successful / not successful and how did you alter
your behavior as a result?
· How is what you did in this game the same / not he same as how you perform at work?
· What's one thing you wish you had done differently? What kept you from doing that?
· What do you now know that you need from the team? How can you get it?
· What does this team need to do / stop doing - NOW?
One of my best memories with a team was at an off-site at a beautiful Canadian resort in the
Laurentians where I had taken an international leadership team from a Fortune 500 company to
spend a few days looking at their role as leaders.
These men and women had a background in design engineering and so I setup a game where they
were required to replicate a Lego version o f the Star Ship Enterprise. There were four teams; each
had to choose a Captain, a Number I and a Counselor.
Only the Captain was allowed to view the prototype of the Star Ship and report back to the group
what it looked like and how to build it. I instructed them to use a "just in time" supply model and
not to collaborate with the other groups. My teenage son had built the proto-type in about 20
minutes and I had estimated about an hour to complete the task - they took two!
When the teams were humming along (about 20 minutes into the game) I called a halt and
announced that there had been a merger. I mixed up the teams, changed the reporting structure,
positions and responsibilities of the team members. Chaos ensued.
Finally one team broke away and created what they defiantly referred to as a stripped down,
European model of the prototype. They innovated and got their product to market first. Members
from one of the other teams not only gave up, but also started to confiscate materials from the other
teams so they couldn't finish either!
What they discovered
What they discovered in the debriefing was that, had they ignored my directive not to collaborate, all
of them would have been successful. As you might imagine, debriefing was fun, fiercely interesting
and unearthed a lot of relevant information for these leaders about how they handle competition,
authority, market demands and intense change.
Executives, managers, team leaders, trainers and facilitators have at their disposal a myriad of ways to
help bring teams together. In my work with senior leadership teams, gaming is the most powerful
one I've found so far.
Weak games, ineffective debriefing and no transferable body of learning, all water down the effect.
Teams need gaming with teeth! They need leaders and facilitators with the courage to tell it like they
see it, to shine a light on the brilliance and the missteps of the team, challenge firmly held team
beliefs, focus efforts and outrageously celebrate the team's success.
Teams that are given the opportunity to engage in outstanding games, under the direction of a skilled
gamer, can move their performance to the level of champions and beyond. Try it and see!
(2592 Words)
Bringing Teams Together One Game at a time - To learn more about this author, visit Peggy Grall's Website.
Like this article? Share it with your friends
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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Dr. John OdaJohn Oda Ph.D NLP is a business peak performance expert, an author, and speaker frequently called upon to provide corporate training, workshops and seminars for many companies in the United States. He is an expert in coaching sales and business professionals in overcoming the behaviors and obstacles that may impede their sales results and affect their bottom line. Since 1995, John has created a speaking bureau such topics, which include: time management, sales training, human diversity, leadership programs and etc. He provides companies with a strategic plan to increase their bottom line by over 25 percent yearly. - Visit Dr. John Oda's Website |
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Bernard ReberBack in late 1992, MS Access hit the streets. About that time the company I managed needed new software to handle their growing client base and I decided to try this new product. I had little difficulty writing and adapting a database to suit us and discovered a hidden talent for programming. A business was born. With business studies and 25 years of management experience in three different countries under my belt, I could offer a unique combination of skills and my customers agreed. From these humble beginnings my software 'invoiceit' emerged in 1999 and has since been taken to 49 states (hello Wyoming, won't you join us?), all across Canada and more than 70 other countries. From the very beginning the program included cashbook accounting, the simplest form of keeping financial business records. The Dictionary.com defines 'cashbook' as "A 'book' in which to record money received and paid out". For 'book' substitute 'simple software' and that's what I'm about. Now I have published Simple Accounting, an inexpensive spreadsheet solution which even you can master. For just $14.95 it costs less than a takeout meal! More at http://www.scrambled-card.com/simple_accounting_main.htm - Visit Bernard Reber's Website |
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To learn more about the Evan Elite Author Program please contact us. | |||
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 Peggy Grall (Visit Peggy's Website) Peggy Grall is a Certified Speaking Professional, Certified Executive coach and former psychotherapist with 21 years experience in the areas of helping individuals and organizations make significant change. Peggy has demonstrated her ability to assist individuals and organizations to explore and resolve complex personal and group issues, through working with organizations that are navigating mergers, moving facilities and initiating culture changes.
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