Tag Archives: leadership

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Getting Things Done (GTD)

If you’re like me, you learned about David Allen’s GTD method about 10 years ago. While not an early adopter (since GTD was published in 2002) there was still some geeking out on this new productivity method.

Then there are a number of you who don’t care. You don’t need a method for GTD. You just put your head down and get things done. No need for tricks, tips or frills. (Boy, do I envy you!)

Regardless of where you land on either side of the conversation, I want to highlight the imperative key to unlocking productive action. Namely, Clarity.

Okay, Alan. Clarity seems like a broad concept to state as “the key” to GTD.

I’ll clarify by sharing a familiar scenario:

  • Manager hires new team member that has industry experience, but from a different culture and business approach.
  • On-boarding ensues and new hire is given information about company culture, industry approach, and his/her responsiblity.
  • Post on-boarding new hire is expected to get after it.
  • In the first two to four weeks, the new hire is scrambling to keep learning. Working to grasp company tools, tactics, contacts (internal and external), culture, etc.
  • In the first two to four months, the new hire is feeling tired, colleagues may feel like he/she is not pulling their weight, and the direct manager is likely unclear why the new hire seems to be producing “so little”.

Let’s end the scenario right there. While we could go on let’s get straight to the solution.

The Key to GTD

The missing clarity that I was highlighting early is this. As leaders, we must understand our personal wiring, have sharp tools, but most importantly get REALLY clear on communicating expectations.

What does that look like practically?

Good question. The foundation of GTD is having…

  1. A clear understanding of the objective (and number of them)
  2. Proficiency to prioritize said objectives in order of importance
  3. Competency to accurately execute action

I really like how the military has modeled this for us. They make it even more simple. Prioritize and Execute.

Quality GTD Leadership

My point here is that most of the time we get caught up with someone not GTD in the same manner that we do. Or a person prefers different tools than we like. The reality, as the leader, is that our job is to make crystal clear what the concrete expectations are.

Are we so clear that when a team member begins to “drop the ball” there is no doubt that you set them up for a “Win”? Or is there reasonable doubt that they were not given a fair shake in GTD. Much of the time we burn through employees because we deem them unsuitable for a job when in reality they were never given the clarity they needed to be successful.

Once we’re crystal clear in communication, setting concrete expectations, etc. Then we will adequately know if someone is not a good fit. Instead of throwing the baby out with the bathwater.

Do you disagree with my GTD assessment?

I welcome feedback or even pushback!

Pulling for you,

Alan Andersen

This article previously appeared at Shandel Group.


Opportunity; The Cornerstone of Accomplishment

I love that quote from Jordan! That’s saying a lot since Earvin “Magic” Johnson is my favorite basketball athlete of all time. But Jordan encapsulates the reality of what winning really is. Regardless if you’re into sports or not, the spirit of Jordan’s quote should ring true for any leader.

I want to highlight what the cornerstone of winning is. Namely, opportunity.

Interesting, I would have thought it was Jordan’s unmatched work ethic and talent. Why is “opportunity” so significant?

Opportunity is more than significant, opportunity is imperative. Think about this, what would Michael Jordan’s life (or his quote) have been like if he had been born in 1863 instead of 1963?

Enter Opportunity

Of all of the things that we work to control, our time, energy, effort, relationships, career, health, etc. one of the biggest things that we can not control is opportunity. Yes, we can position ourselves to align with possibility or a “lucky break”. But in its simplest form WE CAN NOT CONTROL OPPORTUNITY.

In other words, you and I did not choose when we were born. We had no say in the family-system that we grew up in. The era of life was not on a menu of options that we chose. You did not determine how much or little hair you would have.

Okay, I see what you’re saying but help me connect the dot to its importance.

To be clear, I’m not saying you should be experiencing some life-altering “a-ha” moment (but maybe). I am implying that there needs to be a high level of awareness that in some way, shape or form you need to grasp that you can only control so much.

When life aligns to success. When you meet your ideal partner. When you experience break through…be sure to pause and experience gratitude for the opportunity to “win”.

Top of Mind

That’s it. Its simple, I know, but we must remember that you and I are going at warp speed (or at least we would if we could!). As we are pushing hard, fast and forward there is a gravitational pull to look at ourself and feel satisfied with all that we have accomplished. All that we have completed. Look at how well I am moving the needle!

Let’s be prepared to win, no doubt. In fact, I regularly and quasi-kiddingly say:

There are only two things in life (1) Winning and (2) Winning.

However, keep top of mind that winning would not be possible if you were not granted the opportunity to accomplish your goal. When you create space to remember this fundamental reality, you will be a naturally grateful person.

Pulling for you,

Alan Andersen

This article previously appeared at Shandel Group. If you enjoyed this post, read Shandel’s book, Clarity: Focusing on What Matters.


The One Question you Should be Asking

There is a relatively short list of people who have had direct and personal influence on my life like Dave Kraft! He is a man who is a living definition of how Shandel Group defines leadership. All the more, he has stood the test of time. Now in the latter part of his life, he is leading and loving people very well.

Today we are honored to share a recent write-up Dave did on determining priorities.


Alan Andersen

Here’s Dave….

As a leader, you need to regularly ask yourself this question!

What Is The Most Important Thing I Should Be Working On Right Now?

What are the most important things I should be working on…

  • This day
  • This week
  • This month

Not what is…

  • The easiest thing
  • The urgent thing
  • The most fun thing
  • The coolest thing
  • The what-I-most-feel-like-doing thing
  • The keep-people-off-my-back thing
  • The keeps-nipping-at-my-heels thing
  • The what-will-make-me-popular thing

But what is… The Most Important Thing?

The most important thing as it relates to your mission, your purpose, your vision, your gifts, your calling, your capacity, your job description and your deadlines.

It was Peter Drucker who said, “Efficiency is doing things right, but effectiveness is doing the right things.” As a leader you want to be more about “effective” than “efficient.” You can be extremely efficient at things that really don’t matter in the long run. Many leaders are proactive rather than strategic in how they make their decisions and use their time.

Ask yourself at the beginning of a week: What are the 5-10 most important things that you need to accomplish this week?

Ask yourself at the beginning of a day: What are the 3-5 most important things that you need to accomplish this day?

Then, stick to those identified items. Don’t distract yourself with things of lesser value and importance, and don’t allow others to pull you off mission, unless what they are asking is truly of greater value than what you had originally planned to do.

This is one of the most helpful, practical things I have learned in my 45 years of pastoral ministry.

Don’t let the winds of other people’s demands and your own inner compulsions drive you onto a reef of frustration. Paraphrased from: “Tyranny Of The Urgent” by Charles E. Hummel.

Do all of this in total dependence on Jesus as you seek to be led by him, empowered by him and honor him.

–Special thanks to Dave Kraft for sharing his wisdom with us. This was originally posted on www.davekraft.org

This article previously appeared at Shandel Group


Ten-ish Must Read Books

Tremendous (as Charlie was often called) was spot on, at least in my experience. About this time 5 years ago, I had just been invited to join the Executive Team at a franchisor HQ in South Seattle. I had been training and equipping small business owners and their teams to scale and grow quickly. Doing well in that role, I got my break!

Learning to Grow

At that time I was literally practicing (albeit imperfectly) skills and tools that I had learned two years previously at an off-site training day led by Shandel. When I first learned about her process, it was vital pivot in my formation as a leader. By the end of the training, I made my way through a long line of people to personally express my gratitude for her wisdom and ask to keep in touch!

Little did I know that her training was to be the training ground for healthy leadership. And that Shandel taught me to bring #nextlevel action every day as a new member of the Executive Team.

How did you fare in your first executive level role?

Well, in addition to skillfully wielding the tools Shandel equipped me with, I dove head first into the books. I began forming new friendships with the likes of Bob Burg, Jim Collins, Stephen Covey, Mark Sanborn, Pat Lencioni, etc. I was so hungry to grow. So in large part, thanks to Shandel and a diverse group of humble, phenomenal authors, I was able to add more value than I was taking in return.

Asking the Right Question

Now fast forward to today, in which a day does not pass without being asked one of three questions.

  1. What are you reading right now?
  2. What book would you recommend for “X” situation?
  3. How do you choose the books you’re going to read?

While these are good questions, I usually ask a clarifying question to get to the root of the ask. I typically want to know “why”. In other words, I’ll say, “Will you help me understand why you’re asking and what you hope to gain?”

Previously I’ve taken the baited question hook, line, and sinker. So eager to “help” I would take a question at face value and unknowingly give a less than helpful response. Yes, I answered the question, but did I really serve the person to the best of my ability?

Wait, that doesn’t necessarily compute. Will you put your point another way?

The value of really helping someone is partnering in a way (whether in word or action) that you actually serve them in the best way possible for them. In other words, give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime. (Chinese Proverb)

I share all of this as a qualifier before listing what I believe to be the top ten-ish books* that everyone should have to read. Primarily because the real X factor is what do you most need to learn and grow in (as all of us are in perpetual need of growth whether we realize it or not!). It’s more about where you’re at versus what has worked for me that you now hope will work for you.

Bottom line, unless you have a high level of personal awareness, understanding where you need to learn and grow, then stop what you’re doing and figure it out. And, yes, we can help you do that too.

What Do You Need to Read?

For those of you who know where you’re at and ready to be better, faster, smarter, more helpful, etc. Here is my list of the top books you should read if you want to learn and grow to be holistically healthy.

  1. The Advantage by Lencioni
    • After reading this Shandel knew our firm needed an Organizational Health Coach. Ironically, when I read this book in 2014 I said that I was going to grow into an Organizational Health Coach. This book will help you learn how to measure what matters most so you can be a healthy organization, team, or small business.
  2. The Anatomy of Peace by Arbinger Institute
    • I love this book because of what it represents. In a word, alignment. The Anatomy of Peace is a great read that will help you learn how to do more of what you need to do, namely connect peaceably with humans. It deconstructs how to create alignment and health in your relationships.
  3. Collaborative Intelligence by Markova & McArthur
    • This book is especially helpful when it comes to figuring out your personal wiring. Clarifying how you hear, understand and communicate is imperative. This book clarifies collaborating with others in a fun and applicable way. If you’re working with people or building teams read this!
  4. Extreme Ownership by Willink & Babin and QBQ by Miller & Levin
    • Now look, I get it. I shared two books. The reality is that these are different sides of the same coin. Extreme Ownership is vitally important. Equally imperative is QBQ. How so, you ask. These authors will share a perspective on life and leadership that you are unlikely to have. QBQ is 115 pages. Extreme Ownership is 320 pages. If you have less than an hour to read, start with QBQ but add Extreme Ownership to the list.
  5. The Go-Giver by Burg & Mann
    • If I could, I would recommend the ENTIRE Go-Giver series, but that would be a third of my Ten-ish must reads in and of itself. The Go-Giver will help you understand how to add more value than you take in return and grow into a holistically healthy human. I have given more Go-Giver’s away than any other book.
  6. Good to Great by Collins
    • This was the first business book that I was given by my girlfriend. I read the book and realized that I needed to marry Sarah… and eventually I talked her into it! Collins brilliantly lays out what it takes to become great. And the truth is, it may not be what you thought. Although, this book uncovers just about every area of management, tactical planning, strategic thinking, and the list goes on.
  7. How People Change by Lane & Tripp
    • This book is really great at simplifying the personal change process. It not a business or self-help book. It is primarily a faith-based book that focuses first on one’s heart or attitude and then builds out the functional change process. To be clear, it is steeped in a faith-based approach to life and leadership.
  8. Mindset by Dweck
    • Mindset helps you learn how to develop a growth mindset versus a fixed mindset (which like me, you likely have!). In so doing, you will be able to be a more fully present and helpful person, partner, parent, professional, etc.
  9. Scaling Up by Harnish
    • This is a fun read! Well, fun providing you want to perpetually be learning, growing and becoming a more helpful leader, entrepreneur, manager, etc. Harnish and team help coach you on ordering your business priorities, focusing on what matters most and then scaling effectively.
  10. The Seven Habits of Highly Effective People by Covey
    • This is a classic. I likely don’t need to explain much here. If you want to increase your influence across the spectrum of life, including personally and professionally, start here. Learn to become proficient in all the areas of life that matter most.

I realize that I did not list some really quality and influential books. I would genuinely like to hear your thoughts on which book(s) are missing and why. If nothing else, you can look forward to reading Shandel’s list of top books that is forthcoming!

Pulling for you,

Alan Andersen

*Listed alphabetically-ish

This article previously appeared at Shandel Group. If you enjoyed this post, read Shandel’s book, Clarity: Focusing on What Matters.


How to Give Feedback that Actually Works!

This week, we are talking about constructive feedback. Here are some suggestions to help you get the conversation started with your team. Below, 13 entrepreneurs share some insight on how they communicate with their key people when they start sliding in their performance.

In your own experience, what has worked for you?

Your Coach,




How to Give Your Employees Feedback That Actually Works: 13 Suggestions

Is a key staff member suddenly underperforming? Here’s how to tell them the truth.

Your team can make or break your company. So what do you do when a valued employee isn’t living up to expectations or performing to their full potential? Fourteen entrepreneurs fromYEC share the best ways to deliver constructive feedback or criticism.

1. Find out what it is about their job that isn’t living up to their expectations.
Make the conversation about what that employee wants for his/her future. What type of career do they want? What do they think are their strengths and weaknesses? If you can frame it in a way that prioritizes getting the most out of their potential, they will be much more receptive to your concerns about their current productivity.–Simon Casuto, eLearning Mind

2. Use the sandwich technique.
When you have to criticize someone for any reason, always say something nice to begin with, then provide a bit of constructive criticism before ending with something else positive. It works every time.–Bobby Emamian, Prolific Interactive

3. Use the “2 ears, 1 mouth” approach.
My granddad advised, “You’ve got 2 ears, 1 mouth. So listen double.” First, ask the employee to self-evaluate. Their answer tells you if they’re honest or delusional. Many times they’ll suggest a solution. They’ll commit to an internal solution far more than anything you’d suggest. When it’s my turn, I commend one thing they feel they’re doing well. Then I dig in with where they must improve. -Joshua Lee, StandOut Authority

4. Schedule reviews regularly so issues don’t build up.
We have a review cycle that takes place every 6 weeks. These reviews are a free back-and-forth exchange about how things are going, what’s working and what’s not. The frequency makes sure that strong relationships grow and no small issue has time to evolve into something larger.–Robert J. Moore, RJMetrics

5. Understand the roadblocks they’re facing first.
Your lowest performing employee may not actually be the weakest link within your firm. Before offering advice, listen carefully to what may be hindering true productivity. Help eliminate those roadblocks, then see if performance has changed. If so, then you avoid an awkward conversation which challenges a person’s worth. If not, then you may directly diagnose and address the problem.–Firas Kittaneh, Amerisleep

6. Get personal.
Talk to employees on a human level and refer to a time in your own career where you received similar feedback. We all make mistakes and have personal growth opportunities, and sharing your own experiences with the employee can soften the message and get the discussion focused on improvement.–John Tabis, The Bouqs Company

7. Begin with a positive.
The person has to be doing something right. Initiate the conversation with that, and follow with an “and” rather than a “but.” For example: “Alex, you’re doing a wonderful job managing the client database, and I’d like to see you take more initiative to solicit updates for it.” This approach will put the employee in the right frame of mind (i.e. nondefensive) to receive the feedback. -Alexandra Levit, Inspiration at Work

8. Split the ownership.
At RTC, we’re known for our interventions. When someone has a blind spot that is not serving them, our clients, or our company, we have a responsibility to make them aware and then challenge them to engage in coaching to overcome the issue. We split the ownership by saying, “This is going to be awesome for both you and the company.” And we offer to split the cost of the coaching. Works every time.–Corey Blake, Round Table Companies

9. Reiterate their importance to your business.
A common tactic most people use is leading in with one positive for every negative comment, which is always helpful. I think it’s a good idea to take it one step further and reinforce that they’re part of the team, and everyone is working toward the same goals. This can prevent them from feeling singled out.–Daniel Wesley, DebtConsolidation.com

10. Be clear from the get-go about expectations.
Be clear about what you expect from your employees from the beginning. A lot of disappointment can be avoided if everyone is on the same page. When you do need to deliver constructive feedback, be honest and straightforward about it, understand where they are coming from and create an action plan with them to improve it. No one benefits if you don’t respond promptly when you’re disappointed.–Basha Rubin, Priori Legal

11. Give specific details about the impact of their actions.
People always wants to know where they stand, whether good or bad, so they can focus more on what they’re doing right or wrong. But delivering the news is key. Try to word it in a way where the job they’re doing is letting their teammates down and putting more pressure on others. Give specific details so they clearly understand.–Michael Sinensky, Village Pourhouse

12. Make it about us, not them.
Most likely, if a good employee isn’t living up to expectations, you as a leader haven’t provided them a clear path to the goal. So take some responsibility and make it a “we” conversation with them. How can we work together to fix these problems? How can we make the end goal clear and work together to get there? They will be more receptive to change, plus you’ll learn something and become better too.–Kyle Clayton, Better Creative

13. Whatever you do, don’t sugarcoat it.
If an employee is not performing, it is your duty to clearly communicate your exact expectations and discern the nature of the issue. If you did your job and hired the right person it could be something else, personal or professional. But if you decide to let the person go, be sure to do so with respect and dignity. How you treat people who have been promoted out will have a direct impact on morale. –Joseph DiTomaso, AllTheRooms

This article previously appeared at Shandel Group. If you enjoyed this post, read Shandel’s book, Clarity: Focusing on What Matters.


Oops! Five Ways to Recover After You’ve Made a Leadership Mistake

As a coach, it is my constant quest to help leaders lead well. All leaders at some point will make a mistake…And when that happens, it is vital that you immediately work on regaining trust, communication and influence with your team. How you may ask?

Ron Edmundson has some great tips below that are brief and effective. It will take clarity, courage and character to take the next step, but it will be worth it!

Your Coach,




5 Suggestions to Recover after You’ve Made a Leadership Mistake
by Ron Edmundson

Communicate quickly – You don’t have to tell the world, but those who need to know should hear it from you and not from anyone else. Let the offended parties know and the people who will have to answer for the mistake. This can’t be done too soon. Surprises like this never turn out well, but with advance knowledge many times further damage can be averted

Own it – Don’t make excuses. Don’t pretend it didn’t happen. Don’t blame others. Don’t say, “I’m sorry”, but then try to wrap the other person into your story. Ask forgiveness if necessary, but own it now. You made a mistake. Be a leader. Own the mistake and be willing to accept the consequences. You’ll be far more respected and stand a better chance of bridging support in the recovery process.

Stop the loss – Do whatever you can to stop further damaging from occurring. If there are financial issues involved, try to recover as much as you can. If there is collateral damage with relationships, apologize quickly and try to restore trust. I have always found a humble, yet not martyred, but confident response is usually best in these situations.

Figure out what’s next – Help the team recover. Find solutions. Don’t leave the clean up to anyone else. As you lead into the mistake — or even better — lead through the recovery. Help bring people together, seek wisdom, and help steer energy back to a more positive position.

Learn from it – The best thing you can do is to grow from mistakes — all of them. They can shape us as people and leaders — either positively or negatively. The good news is that we get to decide which one. In the process of recovery, sometimes keeping a journal is helpful. Start with the question, “What can I learn from this that will help me make better decisions in the future?”

Of course, the intensity of need for this depends on the size of the mistake and the size of injury caused to the team or organization, but the principles still apply in context.

Do you have any examples to add to this post from your own experience?

Adapted from its original text.

This article previously appeared at Shandel Group. If you enjoyed this post, read Shandel’s book, Clarity: Focusing on What Matters.


What No One Tells You About Life and Leadership

We’ve discussed that perpetual hunger is a key characteristic of a healthy leader. But let’s pause for a moment to clarify this metaphorical “hunger”.

I recently met with my OD (Organization Development) mastermind group (technically we’re a book club, but let’s not put labels on things). Imagine a group of highly smart, articulate leaders that head up Learning and Development departments for hundreds of employees. It is an absolute privilege to reflect on how to be a better leader with these masters.

As we talked shop our discussion took a brief pivot on to the topic of “hunger”. Hunger in ourselves, in our employees, in the marketplace, etc. I expressed my belief that it is tremendously difficult to remain hungry in the context of America, especially as an employed professional in our marketplace.

Think about it, typically an employee has a predetermined annual salary and providing he or she does their job at a “satisfactory” standard there is usually an opportunity for a raise and/or bonus (side note: a bonus is a functional myth, but that is a topic for next time).

This is a big problem! The root of this problem is our topic at hand.

What I believe no one will tell you, or at least we don’t discuss enough, is this reality:

To sustain a healthy life and leadership, in part, you must live hungry.

I’ll share our central point in another and far more compelling way.

Toward the latter part of Socrates life, one of his pupils approached him and stated, “I want wisdom the way that you have wisdom”. Socrates response was noted as being, “Let’s go for a walk.”

The two go on a walk, walking through the town and down to a nearby lake. Socrates leads them both into the water. Once the water is up to their waist, Socrates surprisingly takes his compadres head and fully submerges it into the water!

For some context this pupil is allegedly Plato. And what most people don’t know about Socrates is that he was said to have been a valiant soldier. So not only was he philosophical, he was also scrappy.

Now initially Plato shared that he thought, “what pithy thing am I supposed to learn here?” But that thought quickly faded into a fight for his life. His arms began flailing, body started jerking in an attempt to get a fresh breath of air.

However, Socrates literally kept Plato’s head under water until the last possible moment. At which point Socrates pulls Plato’s head up from under the water and says, “When you are fighting to learn wisdom the way that you were fighting for the last breath of air, then you’re ready to begin learning. Until then, you are not even ready for wisdom.”

Wow, love that parable! And while we need to be aware that this story may or may not be true, what is completely true is the concept. The paramount question we should consider asking,

“Am I fighting to sustain a healthy life and equally healthy leadership?”

I assure you that if you’re not growing, you’re dying, albeit slowly. The way to live long is to live healthy and continue growing. So let’s at least take our pulse on the level of hunger we have been exhibiting in our life and leadership.  Are we on cruise control or is there evidence that we are bringing our A-Game to each of the 168-hours in a given 7 day week?

In closing, I understand that “hungry” will look different for all of us. But don’t miss out on the opportunity to see if you’re still growing. The short Socrates-Plato fable serves us well. It is a sobering reminder that we must continually live and lead from a hungry mindset.

Pulling for you,

Alan Andersen

This article previously appeared at Shandel Group. If you enjoyed this post, read Shandel’s book, Clarity: Focusing on What Matters.

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Why Should I Partner with Shandel Group?

I love great questions. After all, the value of an answer is directly tied to the quality of the question. Unfortunately our society has forgotten this interdependent relationship. However, one of the best questions that I was asked recently was why a prospect organization should partner with Shandel Group and adopt our tools and techniques.

What an important question! And truth be told, this is a question that we ask internally on a regular basis. Seeking the answer to this question fuels our fire for continuing to hone in our unique value as a collaborative partner.

Why Shandel Group?

We practice what we preach. Period.

This should be the #1 factor you take into account with a prospect of any sorts. Considering if the person or group that you are going to partner actually follows their own recommendations. Unfortunately “drinking your own kool aid” is undervalued in the marketplace today, however it is a chief reason Shandel Group is growing and overcame the two worst economic downturns in recent history.

Wait, why are you bringing up the 2001 and 2008 recessions? Namely because the training and people-development budget is the first line item to go when money and time are tight. Gratefully we’re approaching our 2nd decade in the people-development business!

Does it matter that the collective Shandel Group team has a combined century of people-development experience under our belt? Or that Shandel Group has been strategic partners with organizations across the marketplace spectrum, from fortune 500 companies like Pitney Bowes to a startup technology business that we can’t share further information on. We even equip churches and nonprofits.

The reason that we have been successful is the same reason that you and your business will be successful. We share undeniable truth in kindness paired with a proven infrastructure that our entire team practices on the daily.

What are your Tools and Techniques?

First let me share what a Shandel* is. It is the fastest way to gain altitude while changing directions. Cool, right!? Our CEO’s namesake is what we do with Organizations, Executives, Teams, Individuals, etc.

Naturally our tools need to be robust enough to pace your speed and direction. Paired with techniques that you and your people can use time and time again. (Not just when Shandel Group associates are onsite with you or coaching you over the phone!)

I’ll liken our tools and techniques to the constructing of America’s Roadway.

Think about this. “Why aren’t there more driving accidents?” Answer: In the late 1800’s Gen. Roy Stone spearheaded the implementation of an effective nationwide driving system for individual mobilization. The efficacy of this system doesn’t matter if you’re heading north or south, you are always on the right-hand side of the road with the same expectations. Most importantly, you essentially share the same vantage point as your driving peers. Regardless if you’re coming or going! Amazing.

In other words, we have fewer accidents because there is a great system in place no matter the superiority of the drivers. This infrastructure minimizes incidents and maximizes likelihood of reaching desired outcomes.

Shandel Group tools and techniques are more like an infrastructure. Given employees varied background, differing experiences, and unique preferences for communicating and interacting, we equalize the playing field and align the team to a common road map.

Here’s how:

  1. We measure your team’s human sciences through our online assessment partner, Target Training Int’l. Looking at how you and your team behaves and what drives you.

  2. Building on step 1, we assess and develop infrastructure for cultivating team trust, increasing efficacy of communication and common trajectory.

  3. Finally, we integrate various tailored training modules for you and your team. Trainings that empower you to maintain sustained growth over the long-haul.

We want to help you take your leadership to the next level. When we partner with you, we are sharing proven development practices that will help you layout the road map to your success.

Pulling for you,

Alan Andersen

*original spelling Chandelle

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The Power of Consistency

Does “consistency” sound a bit, well, boring to you? After all, Ralph Waldo Emerson said “foolish consistency is the hobgoblin of little minds.”

But wait. There’s another way of looking at consistency — and it’s a powerful one.

Robert Collier said that success “is the sum of small efforts repeated day in and day out.”

So, if those “small efforts” are done consistently with excellence, then, guess what — the “sum” will be excellent!

On the other hand, if you consistently do tasks in a substandard way, then the “sum” will be below par.


In the business world, though, consistency is a hugely important tool. We live in an age of instant gratification. People want quick results, but true success requires sustained effort. Anyone can work hard for brief periods of time, but to reliably produce results, we must consistently think and act in productive ways.

In addition, people need to know that they can rely on you. They want the service they receive to be excellent each and every time. Consistency is one of the cornerstones of creating long-term customer retention and client loyalty.


If you’ve mastered skills associated with consistency, you:

* Use “cause and effect” thinking, relating behaviors and choices to consequences.

* Can be relied upon regardless of circumstances.

* Inspire others to have confidence in them.

* Use established business standards.

* Convert rational decision-making into regular habits.

* Take responsibility for predictable levels of productivity.

* Create momentum through sustained effort.

Next time let’s look at how to build your consistency muscle. It’s worth the effort!

Your Coach,



Leader is NOT a Title – It’s a Calling

Today is International Women’s Day, and I know many of you are women leaders! Leadership is a discipline, an art, a privilege. “Leader” is not a title, it’s a calling. We all lead, like it or not. Leadership is about influence and each of us have the opportunity for huge influence. My life’s purpose is to help others find their purpose. Those words hold great meaning to me and I get to fulfill my purpose every day of my life in some form or another. Specifically, I have a heart for leaders who want to powerfully lead their lives in such a way that the next generation will want to follow in their footsteps as the leader leaves a legacy.

At Shandel Group, we get to do this every day at work. Our job is to support leaders in finding their purpose first, then their team, and ultimately their organization, to achieve the next level of success. It is fascinating working with organizations that have this kind of vision because they are more profitable than those who do not.

My desire for each person I meet is that they will find peace and live with purpose. For me, the most fulfilling right now is investing in my nieces and nephews – talking to them about their greatness and, most importantly, modeling for them what living with purpose looks like. The girls on command are ready to proclaim at all times … “Slaten Girls Are Fearless!”  Just walk up to them and say … “Slaten girls are…”. They will fiercely answer back “FEARLESS.”

I want women to have the confidence and courage to see themselves as leaders, to grow in their role as a leader, and to live a purposeful life as they impact others in their sphere of influence to do the same.

If you are a woman, invest in yourself. If you are a man, there are women who need you to say, “invest in yourself – it’s on me.” Contact us today!

Your Coach,