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Deutsche Post DHL Group, a leader in the logistics industry, has consistently utilized M&A to fortify its global supply chain network. Their strategy focuses on acquiring companies that complement their existing capabilities, particularly in e-commerce and technology-driven logistics solutions. Recent transactions include the acquisition of J.F. Hillebrand Group AG, a leading global service provider for the logistics of beverages, which enhances DHL’s specialized logistics services.
Looking ahead, Deutsche Post DHL Group aims to further integrate advanced technologies into their operations through strategic acquisitions. The focus will be on companies specializing in AI, robotics, and automation to bolster their efficiency and innovation capabilities.
Kuehne + Nagel has a robust M&A strategy aimed at expanding its footprint in the pharmaceutical and healthcare logistics sector. Their recent acquisition of Apex International Corporation, a leading freight forwarder, underscores their commitment to enhancing service offerings in high-growth regions, particularly Asia-Pacific.
Future M&A plans for Kuehne + Nagel include targeting companies with strong technological capabilities to support their digital transformation initiatives. This will likely involve acquisitions in the areas of supply chain visibility, data analytics, and e-commerce logistics.
DSV Panalpina has been aggressive in its M&A activities, with a notable acquisition being Agility’s Global Integrated Logistics business. This move significantly strengthened DSV’s presence in emerging markets and enhanced its service portfolio in air and sea freight.
DSV Panalpina’s future M&A strategy focuses on acquiring companies that offer synergies in terms of market expansion and technological advancements. The company is particularly interested in firms that provide innovative solutions in last-mile delivery and sustainable logistics.
DB Schenker’s M&A strategy is centered around enhancing its European market dominance and expanding into North American and Asian markets. A recent strategic move was the acquisition of USA Truck Inc., which bolstered its North American logistics capabilities.
DB Schenker plans to continue its acquisition spree by targeting companies that can help it advance its sustainability goals. This includes logistics firms with strong environmental credentials and those that specialize in green technologies.
CEVA Logistics has focused on M&As to build a comprehensive global network. The acquisition of Ingram Micro’s Commerce & Lifecycle Services business has been a critical move to enhance their e-commerce logistics capabilities.
Looking forward, CEVA Logistics aims to acquire companies that will help it expand its end-to-end supply chain solutions. Key targets include firms with strengths in technology-driven logistics and sectors such as automotive and industrial.
Geodis, a subsidiary of SNCF Logistics, leverages M&As to strengthen its position in the global logistics market. The acquisition of PEKAES, a leading Polish transport and logistics group, reflects its strategy to enhance its presence in Central and Eastern Europe.
Geodis plans to continue its acquisition strategy by focusing on companies that can help it scale its digital capabilities and sustainable logistics solutions. This includes firms with expertise in e-commerce fulfillment and green logistics technologies.
Panalpina, now a part of DSV, has historically used M&As to build a robust global logistics network. The integration into DSV has expanded its service offerings and market reach significantly.
Under DSV’s umbrella, Panalpina’s future M&A activities will likely focus on enhancing its digital logistics capabilities and expanding into niche markets with high growth potential.
Dachser’s M&A strategy emphasizes expanding its European network and enhancing its service offerings in intercontinental logistics. The acquisition of Ibérica Group, a Spanish logistics firm, exemplifies its approach to strengthening regional capabilities.
Dachser aims to further consolidate its market position through acquisitions that provide technological advancements and sustainable logistics solutions. The focus will be on companies that can enhance its supply chain efficiency and environmental sustainability.
XPO Logistics has been an active player in the M&A space, with a focus on expanding its last-mile logistics and supply chain technology solutions. The recent acquisition of logistics technology provider, Hyster-Yale Group, is part of this strategic direction.
XPO Logistics plans to continue its growth trajectory by targeting acquisitions in high-tech logistics and automation. The aim is to enhance their service offerings in e-commerce and supply chain visibility.
Hellmann Worldwide Logistics has focused its M&A activities on enhancing its global reach and service portfolio. The acquisition of Netherland-based DSV Air & Sea demonstrates its commitment to expanding its international logistics capabilities.
Future M&A plans for Hellmann include targeting companies with innovative logistics solutions and strong regional presence in emerging markets. The emphasis will be on enhancing digital logistics and sustainable supply chain solutions.
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What we need are less politicians and more symbiosis.
There are several well-researched employee and company benefits associated with servant leadership, such as:
productivity
organizational citizenship behavior
organizational alignment
workplace climate
employee capacity
A servant leader’s selfless love for followers is a benefit multiplier. Evidence suggests that selfless love increases leader and follower commitment, yielding enhanced intrinsic motivation that amplifies workforce and business strategy alignment. Intrinsic motivation is also a moderating factor in employee engagement. It improved intrinsic motivation, resulting in higher levels of employee engagement.
In addition to enhancing what leaders expect, servant leadership unlocks the unexpected. Discretionary effort, also known as organizational citizenship behavior (OCB), is increased by servant leadership. For example, consider two employees walking down a hall. Both employees see a piece of paper on the floor. Only one employee stops to pick it up, even though it is neither employee’s responsibility. Servant leadership enhances the workplace climate, increases discretionary effort (unexpected worthy behaviors), and improves business results.
No organization looks to stay the same year after year. Innovation is required to remain relevant and succeed in a fast-paced digital marketplace. Studies reveal that a servant leadership style improves employee productivity and creativity. Employees are more likely to provide constructive criticism and engage in productive conflict without fear of exclusion or retaliation. It is in this environment that employees can be creative.
Most attribute Robert Greenleaf as the founder of servant leadership. He described a servant leader as a servant first and used the following test to answer the question: What’s servant leadership? Would you pass this test?
The following short video from leadership guru Ken Blanchard provides some additional insights into the potential of servant leadership in today’s workplace.
These ten characteristics are foundational to understanding the servant leadership style:
Listening to self and others: Servant leaders use verbal, nonverbal, and empathic listening to build trust and improve relationships.
Displaying empathy: Servant leaders possess the ability to be aware of, feel, and take on another person’s emotions. Empathy plays a vital role in moderating the effects of workplace conflict. Research has linked empathy with forgiveness and healing relationships.
Healing: Servant leaders provide physical and emotional support to restore broken relationships and help hurt employees.
Awareness: Both general awareness and self-awareness strengthen the leader’s ability to understand issues involving ethics, power, and values holistically.
Persuasion: Servant leaders rely on persuasion vs. positional power to make decisions. This is one of the most apparent differences between a servant leader and a traditional leader.
Conceptual thinking: Servant leaders consider the best of what is and what can be by tapping into the team’s dreams. Rather than solely focusing on the short-term, the servant leader can align followers with the company’s purpose and vision of the organization.
Strategic foresight: The goal is not to predict the future but to enable better decision-making and preparedness so leaders can grow revenue amid uncertainty.
Stewardship of others’ needs: Servant leaders hold others’ needs in their trust while serving and influencing with persuasion.
Commitment to follower development: Servant leaders see their followers’ potential and value beyond their tangible contributions to the business.
Building community: A community is defined by shared social identification among the members. Servant leaders recognize and take action to build community with those in the workplace. Creating shared social identity provides the missing link between employees feeling excluded and included.
Employees are looking for leaders who demonstrate these behaviors. However, these characteristics alone do not fully capture servant leadership.
Like the operating system on your phone, the leader’s inner game values and virtues moderate leadership effectiveness. While characteristics describe what a leader should do in a given situation, the leader’s virtues and character determine what a leader will do.
Virtues provide a foundation for the characteristics of a servant leader.
The following are the seven virtues of a servant leader:
Love: Doing the right thing at the right time and for the right reasons.
Humility: Having a realistic self-image, others focused, being willing to listen, and being vulnerable.
Altruism: Concerned for others’ welfare and equity and derives pleasure from helping others.
Vision: Able to see around the corners, understand follower capability, and possess a growth mindset.
Trust: Having integrity, respect, transparency, and goodwill.
Empowerment: Sharing power, teamwork, transparent expectations, goals, and responsibilities.
Service: Choosing others over self and authentic.
Comparing the motivations and dimensions of different leadership styles reveals similarities and differences, contributing to a deeper understanding of servant leadership.
While similar to servant leadership, the primary focus of transformational leadership is the organizational benefit. The emphasis of servant leadership is on service to the follower. The table below displays the motivations and dimensions of servant and transformational leadership.
In contrast to servant leadership, authentic leadership focuses on the leader being who they were created to be—authentic leadership and servant leadership overlap in dimensions of leading with heart and humility. The critical difference between these two contemporary leadership approaches is the difference in the leader’s focus on themselves for authentic leadership and others for servant leadership—the table below displays servant and authentic leadership motivations and dimensions.
Spiritual leadership is distinctly different from servant leadership, although it is the most similar theory of the four contemporary leadership theories discussed. Spiritual leadership focuses on motivating the leader and others, which contrasts with service to others in servant leadership. Both spiritual leadership and servant leadership theories share the dimensions of love, vision, and altruism. The following table displays the motivations and dimensions of servant and spiritual leadership.
Sodexo’s journey provides excellent examples of servant leadership in business. Headquartered in France, Sodexo is the leader in the global business services and supplies industry. It started as a family-run business in Marseilles, France. Since its beginning in 1966, Sodexo’s mission, values, and ethical principles have guided its people-focused actions around service.
This global organization of over 470,000 employees is located in 67 countries and served 100 million consumers daily in 2019. While Sodexo does not explicitly state servant-leadership, the organization’s mission and leaders align with servant-leadership characteristics. Here are some examples:
Sodexo measures employee quality of life as the employee’s physical environment, health and wellbeing, social interaction, recognition, ease and efficiency, and personal growth. Sodexo considers the lifestyles of its employees globally and encourages work flexibility to promote improved performance for clients and customers.
Sarosh Mistry, Region Chair for North America and Chief Executive Officer, suggested that improved performance starts with ensuring an excellent quality of life for Sodexo employees. Sylvia Metayer, Chief Growth Officer, humbly stated, “I am learning that to be a CEO is to be a servant.” Sodexo’s senior leadership shares a servant focus. The following table provides examples of servant leadership from Sarosh Mistry and Sylvia Metayer, two members of the Sodexo Executive Committee.
Sarosh indicated that Sodexo looks for leaders who motivate employees through service by giving back to the communities they serve. A servant-leader understands that leaders can use power to serve others’ needs through performance.
Take this free quiz to learn if your leadership style aligns with servant leadership.
Alba, R. (2018). What majority-minority society? A critical analysis of the Census Bureau’s projections of America’s demographic future. Sociological Research for a Dynamic World, 4.
Bass, B. M. (2000). The future of leadership in learning organizations. Journal of Leadership Studies, 7(3), 18-40.
Becchetti, L., Castriota, S., & Tortia, E. C. (2013). Productivity, wages, and intrinsic motivations. Small Business Economics, 41(2), 379-399.
Bennis, W. G. (1959). Leadership theory and administrative behavior: The problem of authority. Administrative Science Quarterly, 4(3), 259- 301.
Boerma, M. Coyle, E., Dietrich, M. Dintzner, M., Drayton, S., Early II, J., Edginton, A., Horlen, C. Kirkwood, C., Lin, A., Rager, M., Shah-Manek, B., Welch, A., & Williams, N. (2017). Point/Counterpoint: Are outstanding leaders born or made? American Journal of Pharmaceutical Education, 81(3), 58.
Kirkwood, C., Lin, A., Rager, M., Shah-Manek, B., Welch, A., & Williams, N. (2017). Point/Counterpoint: Are outstanding leaders born or made? American Journal of Pharmaceutical Education, 81(3), 58.
Ferris, R. (1988). How organizational love can improve leadership. Organizational Dynamics, 16(4), 41-51.
Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693-727.
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. John Wiley & Sons.
Greenleaf, R. K., & Spears, L. C. (2002). Servant-leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Paulist Press.
Hassell, B. (2017). What do today’s workforce trends mean for business, leadership? Chief Learning Officer.
Kwittken, A. (2020, May 4). Moving from service leadership to servant-leadership during a pandemic: A conversation with Sodexo North America chair Sarosh Mistry [Audio podcast]. Brand on Purpose.
Mittal, R., & Dorfman, P. W. (2012). Servant leadership across cultures. Journal of World Business, 47(4), 555-570.
Northouse, P. G. (2016). Leadership: Theory and practice (Seventh Edition ed.). SAGE Publications, Inc.
Patterson, K. (2003, October 16). Servant-leadership: A theoretical model [PDF]. Regent University School of Leadership Studies Servant-leadership Research Roundtable.
Shu, C. (2015). The impact of intrinsic motivation on the effectiveness of leadership style towards on work engagement. Contemporary Management Research, 11(4), 327-349.
Sodexo. (2019). Fiscal 2019 universal registration document [PDF]. LABRADOR.
Sodexo. (2020). About Us. https://us.sodexo.com/about-us.html
Trompenaars, A., & Voerman, E. (2010). Servant leadership across cultures: Harnessing the strength of the world’s most powerful management philosophy. McGraw-Hill.
Van Dierendonck, D., & Patterson, K. (2010). Servant-leadership: Developments in theory and research. Palgrave Macmillan.
Walumbwa, F., Hartnell, C., & Oke, A. (2010). Servant-leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95(3).
Wallace, J. R. (2007) Servant-leadership: A worldview perspective. The International Journal of Leadership Studies. 2(2).
Winston, B. E. (2003). Extending Patterson’s servant-leadership model: Explaining how leaders and followers interact in a circular model. Regent University School of Leadership Studies Servant-leadership Research Roundtable.
Winston, B. & Ryan, B. (2008). Servant-leadership as a Humane Orientation: Using the GLOBE Study Construct of Humane Orientation to Show that Servant-leadership is More Global than Western. International Journal of Leadership Studies, Vol. 3 Iss. 2, pp. 212-222.
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There are several well-researched employee and company benefits associated with servant leadership, such as:
productivity
organizational citizenship behavior
organizational alignment
workplace climate
employee capacity
A servant leader’s selfless love for followers is a benefit multiplier. Evidence suggests that selfless love increases leader and follower commitment, yielding enhanced intrinsic motivation that amplifies workforce and business strategy alignment. Intrinsic motivation is also a moderating factor in employee engagement. It improved intrinsic motivation, resulting in higher levels of employee engagement.
In addition to enhancing what leaders expect, servant leadership unlocks the unexpected. Discretionary effort, also known as organizational citizenship behavior (OCB), is increased by servant leadership. For example, consider two employees walking down a hall. Both employees see a piece of paper on the floor. Only one employee stops to pick it up, even though it is neither employee’s responsibility. Servant leadership enhances the workplace climate, increases discretionary effort (unexpected worthy behaviors), and improves business results.
No organization looks to stay the same year after year. Innovation is required to remain relevant and succeed in a fast-paced digital marketplace. Studies reveal that a servant leadership style improves employee productivity and creativity. Employees are more likely to provide constructive criticism and engage in productive conflict without fear of exclusion or retaliation. It is in this environment that employees can be creative.
Most attribute Robert Greenleaf as the founder of servant leadership. He described a servant leader as a servant first and used the following test to answer the question: What’s servant leadership? Would you pass this test?
The following short video from leadership guru Ken Blanchard provides some additional insights into the potential of servant leadership in today’s workplace.
These ten characteristics are foundational to understanding the servant leadership style:
Listening to self and others: Servant leaders use verbal, nonverbal, and empathic listening to build trust and improve relationships.
Displaying empathy: Servant leaders possess the ability to be aware of, feel, and take on another person’s emotions. Empathy plays a vital role in moderating the effects of workplace conflict. Research has linked empathy with forgiveness and healing relationships.
Healing: Servant leaders provide physical and emotional support to restore broken relationships and help hurt employees.
Awareness: Both general awareness and self-awareness strengthen the leader’s ability to understand issues involving ethics, power, and values holistically.
Persuasion: Servant leaders rely on persuasion vs. positional power to make decisions. This is one of the most apparent differences between a servant leader and a traditional leader.
Conceptual thinking: Servant leaders consider the best of what is and what can be by tapping into the team’s dreams. Rather than solely focusing on the short-term, the servant leader can align followers with the company’s purpose and vision of the organization.
Strategic foresight: The goal is not to predict the future but to enable better decision-making and preparedness so leaders can grow revenue amid uncertainty.
Stewardship of others’ needs: Servant leaders hold others’ needs in their trust while serving and influencing with persuasion.
Commitment to follower development: Servant leaders see their followers’ potential and value beyond their tangible contributions to the business.
Building community: A community is defined by shared social identification among the members. Servant leaders recognize and take action to build community with those in the workplace. Creating shared social identity provides the missing link between employees feeling excluded and included.
Employees are looking for leaders who demonstrate these behaviors. However, these characteristics alone do not fully capture servant leadership.
Like the operating system on your phone, the leader’s inner game values and virtues moderate leadership effectiveness. While characteristics describe what a leader should do in a given situation, the leader’s virtues and character determine what a leader will do.
Virtues provide a foundation for the characteristics of a servant leader.
The following are the seven virtues of a servant leader:
Love: Doing the right thing at the right time and for the right reasons.
Humility: Having a realistic self-image, others focused, being willing to listen, and being vulnerable.
Altruism: Concerned for others’ welfare and equity and derives pleasure from helping others.
Vision: Able to see around the corners, understand follower capability, and possess a growth mindset.
Trust: Having integrity, respect, transparency, and goodwill.
Empowerment: Sharing power, teamwork, transparent expectations, goals, and responsibilities.
Service: Choosing others over self and authentic.
Comparing the motivations and dimensions of different leadership styles reveals similarities and differences, contributing to a deeper understanding of servant leadership.
While similar to servant leadership, the primary focus of transformational leadership is the organizational benefit. The emphasis of servant leadership is on service to the follower. The table below displays the motivations and dimensions of servant and transformational leadership.
In contrast to servant leadership, authentic leadership focuses on the leader being who they were created to be—authentic leadership and servant leadership overlap in dimensions of leading with heart and humility. The critical difference between these two contemporary leadership approaches is the difference in the leader’s focus on themselves for authentic leadership and others for servant leadership—the table below displays servant and authentic leadership motivations and dimensions.
Spiritual leadership is distinctly different from servant leadership, although it is the most similar theory of the four contemporary leadership theories discussed. Spiritual leadership focuses on motivating the leader and others, which contrasts with service to others in servant leadership. Both spiritual leadership and servant leadership theories share the dimensions of love, vision, and altruism. The following table displays the motivations and dimensions of servant and spiritual leadership.
Sodexo’s journey provides excellent examples of servant leadership in business. Headquartered in France, Sodexo is the leader in the global business services and supplies industry. It started as a family-run business in Marseilles, France. Since its beginning in 1966, Sodexo’s mission, values, and ethical principles have guided its people-focused actions around service.
This global organization of over 470,000 employees is located in 67 countries and served 100 million consumers daily in 2019. While Sodexo does not explicitly state servant-leadership, the organization’s mission and leaders align with servant-leadership characteristics. Here are some examples:
Sodexo measures employee quality of life as the employee’s physical environment, health and wellbeing, social interaction, recognition, ease and efficiency, and personal growth. Sodexo considers the lifestyles of its employees globally and encourages work flexibility to promote improved performance for clients and customers.
Sarosh Mistry, Region Chair for North America and Chief Executive Officer, suggested that improved performance starts with ensuring an excellent quality of life for Sodexo employees. Sylvia Metayer, Chief Growth Officer, humbly stated, “I am learning that to be a CEO is to be a servant.” Sodexo’s senior leadership shares a servant focus. The following table provides examples of servant leadership from Sarosh Mistry and Sylvia Metayer, two members of the Sodexo Executive Committee.
Sarosh indicated that Sodexo looks for leaders who motivate employees through service by giving back to the communities they serve. A servant-leader understands that leaders can use power to serve others’ needs through performance.
Take this free quiz to learn if your leadership style aligns with servant leadership.
Alba, R. (2018). What majority-minority society? A critical analysis of the Census Bureau’s projections of America’s demographic future. Sociological Research for a Dynamic World, 4.
Bass, B. M. (2000). The future of leadership in learning organizations. Journal of Leadership Studies, 7(3), 18-40.
Becchetti, L., Castriota, S., & Tortia, E. C. (2013). Productivity, wages, and intrinsic motivations. Small Business Economics, 41(2), 379-399.
Bennis, W. G. (1959). Leadership theory and administrative behavior: The problem of authority. Administrative Science Quarterly, 4(3), 259- 301.
Boerma, M. Coyle, E., Dietrich, M. Dintzner, M., Drayton, S., Early II, J., Edginton, A., Horlen, C. Kirkwood, C., Lin, A., Rager, M., Shah-Manek, B., Welch, A., & Williams, N. (2017). Point/Counterpoint: Are outstanding leaders born or made? American Journal of Pharmaceutical Education, 81(3), 58.
Kirkwood, C., Lin, A., Rager, M., Shah-Manek, B., Welch, A., & Williams, N. (2017). Point/Counterpoint: Are outstanding leaders born or made? American Journal of Pharmaceutical Education, 81(3), 58.
Ferris, R. (1988). How organizational love can improve leadership. Organizational Dynamics, 16(4), 41-51.
Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693-727.
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. John Wiley & Sons.
Greenleaf, R. K., & Spears, L. C. (2002). Servant-leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Paulist Press.
Hassell, B. (2017). What do today’s workforce trends mean for business, leadership? Chief Learning Officer.
Kwittken, A. (2020, May 4). Moving from service leadership to servant-leadership during a pandemic: A conversation with Sodexo North America chair Sarosh Mistry [Audio podcast]. Brand on Purpose.
Mittal, R., & Dorfman, P. W. (2012). Servant leadership across cultures. Journal of World Business, 47(4), 555-570.
Northouse, P. G. (2016). Leadership: Theory and practice (Seventh Edition ed.). SAGE Publications, Inc.
Patterson, K. (2003, October 16). Servant-leadership: A theoretical model [PDF]. Regent University School of Leadership Studies Servant-leadership Research Roundtable.
Shu, C. (2015). The impact of intrinsic motivation on the effectiveness of leadership style towards on work engagement. Contemporary Management Research, 11(4), 327-349.
Sodexo. (2019). Fiscal 2019 universal registration document [PDF]. LABRADOR.
Sodexo. (2020). About Us. https://us.sodexo.com/about-us.html
Trompenaars, A., & Voerman, E. (2010). Servant leadership across cultures: Harnessing the strength of the world’s most powerful management philosophy. McGraw-Hill.
Van Dierendonck, D., & Patterson, K. (2010). Servant-leadership: Developments in theory and research. Palgrave Macmillan.
Walumbwa, F., Hartnell, C., & Oke, A. (2010). Servant-leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95(3).
Wallace, J. R. (2007) Servant-leadership: A worldview perspective. The International Journal of Leadership Studies. 2(2).
Winston, B. E. (2003). Extending Patterson’s servant-leadership model: Explaining how leaders and followers interact in a circular model. Regent University School of Leadership Studies Servant-leadership Research Roundtable.
Winston, B. & Ryan, B. (2008). Servant-leadership as a Humane Orientation: Using the GLOBE Study Construct of Humane Orientation to Show that Servant-leadership is More Global than Western. International Journal of Leadership Studies, Vol. 3 Iss. 2, pp. 212-222.
May God bless all people in the military who put their lives in harm’s way, on the land, on the sea, or in the air, to protect their country and freedom. And may those who gave Lincoln’s “last full measure of devotion” be enshrined in our hearts forever.
Amen.
In the End, we will remember not the words of our enemies, but the silence of our friends. —Martin Luther King, Jr.
Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom. —Viktor E. Frankl
Freedom is what you do with what’s been done to you. —Jean-Paul Sartre
Opportunity to Star in My Videos
“I’ve been a Boston TV news anchor, started my own company which grew into the millions and was acquired, and have written best-selling books. But I’m best known for appearing in an Alan Weiss video, “In the Buyer’s Office”! —Suzanne Bates, consultant and expert in executive communications.
As many of you know, I have very successful online programs which currently have participants from 57 countries. Some of you contributed videos to it. https://milliondollarconsultingcourse.com
I’m now creating a more advanced version which will have 12 modules. The subjects are below. If you’d like to contribute to this, send me a 3-5 minute video on the topic. A smart phone, or Zoom, or Photo Booth are fine, but make sure your attire, background, lighting, and sound are high quality. I’ll have a ten-minute video (plus text, slides, etc.) in each module augmented by your contributions. I use up to five videos from others in any module. I provide acknowledgements, and your name and company should be included in your “presentation.” If I choose your video you’ll have free access to all three platforms. What I’m interested in is how you’ve used my work and ideas in any one topic area. You can submit videos on up to three topics. Include your name and company in each. Submit to alan@summitconsulting.com. The deadline is June 30.
Thanks in advance for considering this. The topics:
Instant IP
Managing Multiple Projects
Preventing “Ghosting”
Discovering the True Issues
The Min/Max Calibration
Educating the Buyer About Advisory Work
How to Be Consistently Interviewed
How to Obtain A Book Contract
Shifting Your Language to Success
Shameless Self-Promotion
Raising Fees Aggressively
Maximizing Happiness
