Thursday, June 30, 2011

Unmet Expectations

My father passed away ten years ago, and from the time I was a young boy I can remember him telling me about his best friend.  They did everything together: pretended to be Charlie Chan detectives, went fishing, played on the high school basketball team and were President and Vice President of the Student Body.  Both of them had tremendous potential, and after high school went off to pursue their dreams.

Finding A Calling
My father pursued his dream of becoming a concert pianist, first at Ithaca College and then at Yale.  It was only after he was a year into his Graduate studies that he felt called by God and switched to the Divinity School.  He went on to have a successful career as a United Methodist Minister.

His friend however did not see his dreams realized in the same way.  He headed off to Colgate University but never quite found his place in the world.  Following graduation he worked in the newspaper business although he had not studied advertising.  He just seemed to make his way along the path that presented itself to him.

Unrealized Expectations
What is it about planning, goal-setting, and personal expectations that fill us with such hope?  I sometimes wonder if everyone is as hungry for the next step along the career journey as I am.  Often the next step is a bold new approach to making my organization stronger, or more current, or….well, it could be anything other than remaining stagnant and using the good ‘ol days as an excuse to avoid trying something new.  When we see the world passing us by, do we start to feel as if we have not fully met the personal expectations we set for ourselves so many years ago?

How About You
Think back to when you were “just starting out.”  What expectations did you have for yourself?  Were you going to graduate from college, or land a management job, or own your own firm?  How are you doing so far?  How about those around you that are struggling…how are you helping them realize their full potential?

I’d love to hear from you.

No Excuses.

pic courtesy of bjorn

Wednesday, June 29, 2011

Recharged and Ready for Action

While many of my friends and colleagues have been hitting the SHRM11 Conference, I've been taking a break from it all in two cool (as in chilly) Northeast cities for the last week.  It's been a great time away, but I'll admit that I'm ready to get back into my routine.  Not a routine in a mundane way; but rather my new routine.  My HR world is rocking right now.

It's All Social
I've been blessed with several speaking opportunities this Spring, Summer and Fall.  Additionally, as the world of recruitment changes almost daily, my team is fired up about launching several new approaches to raising awareness about our organization.  We're finalizing our strategy right now that will include several social media tools in an integrated way to not only  build brand awareness, but that also integrates seamlessly with our extensive marketing efforts.  Can't wait until go-live!

Team Communication
The last new twist to my HR world comes from my friend and colleague Trish McFarlane who recommended developing an internal web site to facilitate internal communication with my HR team only.  We launched our google sites web site several weeks ago and it's been a hit so far.  What a concept, use technology to improve communication.  Genius!

How About You
What are you doing to push yourself to improve?  Are you comfortable that others are discussing HR strategy; or, do you need to get in the game?  Is your website enough to drive traffic to your job postings; or is it time to create a buzz about your company?  I am hungry to learn as much as I can.  What about you?

I'd love to hear from you.

No Excuses.

pic courtesy of Squidoo

Monday, June 27, 2011

Logic and Snakes Never Work

One of the things I like most about Human Resources work is people and their unpredictable behavior.  Over the years I've dealt with employees who brought a big snake to a previous employer (that subsequently got loose), confronted employees about love triangles (and rectangles if I remember correctly), and had to transition leaders out who just didn't realize how negatively they impacted everyone around them.  The one thing that seems to be missing in almost every conflict that comes up though is logic.  If a rational person were to take a moment and consider the choice they were about to make, I'm guessing logic would dictate that bringing a snake to a hospital is probably a bad idea.  But that's just me.  

Expect Too Much
One of the traps I've tried to avoid over the years is an unrealistic expectation of people, in particular, those in leadership roles.  It's not as if I'm perfect, or even remotely close to it.  But more often than not I sense that we in Human Resources expect others to be infallible, as if they no longer can be real once they step foot inside the company lobby.  I think HR expects too much from people...sometimes.

Don't Get Tainted
A core strength of Human Resources professionals is that despite the turbulence we all manage, we are able to see so many good things happen in our organizations every day.  It is our job to not only support the various parts of the organization when employee relations issues boil over; but we must seek out the good work too. The overwhelming number of encounters our employees have with our customers are terrific.  I need to make sure I learn more about those so I can recognize their hard work.

How About You
Are you getting caught up in the logic v drama world of Human Resources?  Or, are you looking beyond the soap opera fodder and making sure you learn about the amazing work that is happening right now?  Isn't the good stuff more fun to talk about anyway?

I'd love to hear from you.

No Excuses.


pics courtesy of Cafe Press and Midmofitness

Saturday, June 25, 2011

Work/Life Balance...or Not

I'm on a vacation of sorts.  I'm away from the office until the middle of next week, but it doesn't completely feel that way.  I've already been on the phone, scheduled meetings, hammered through a bunch of emails, and texted back and forth with my team.  One might think I haven't really gotten away from it all yet.  

It Comes With the Territory
Now you could say that because I'm in a job that has a fair amount of responsibility it is just normal.  I am not a punch-the-clock type guy...nor do I want to be.  I've had the privilege of being in leadership positions for many years, and working while being away is not anything unique's normal. It may be the same for you. What once seemed like an intrusion is now something I appreciate...the organization relies on me to come through regardless of where I happen to be at the time.  I like that.

My Employees Don't Have My Job

The potential problem with this  scenario is in my hands.  While I may be expected to be available 24/7, my employees are not.  They don't have my job, and they shouldn't feel as if they should be ready to jump in at a moment's notice.  I have to make sure I don't treat them as if they are at my beck and call.  They're not.  

How About You
Do you have a love/hate relationship with your scope of responsibility?  Being available doesn't mean you don't have balance in your life.  But it does mean you may have to redefine how you manage that balance.  What about your team?  Do you expect them to be available as much as you are?  How do you find that elusive balance?

I'd love to hear from you.

No Excuses.

pic courtesy of ceohomebusiness

Tuesday, June 21, 2011

Who Have You Forgotten?

This video is less than three minutes....but you will never forget it.

How About You
Who is that someone in your life that thinks you've forgotten them?  A friend, family member, employee?  It's never too late, and the circumstances can never be so severe that you can't reach out.  Are you going to take the first step?

I'd love to hear from you.

No Excuses.

Monday, June 20, 2011

For Dad...Guns, Race and Inspiration

My recent post on role models  highlighted one of my "larger than life" heroes, Dietrich Bonhoeffer.  I made only a slight reference to the person who introduced me to Dietrich, and who essentially, is the one that moved me down my professional path.

I have dozens of examples as to why I was so influenced by this person.  Looking back now, I am not surprised that I have been in leadership roles beginning at a "young" age in both my personal and professional lives.  Two brief examples will illustrate his amazing impact.


Growing up as a boy in Scranton, Pennsylvania during the early 1970s was a turbulent time.  The radical 1960s had come to a close, Vietnam was out of control, and racial injustice was alive and well.  Always an advocate for those in need, he was approached by a man who was desperately searching for housing.  This man had found an apartment, but the landlord was apparently unwilling to rent to him.  The landlord was white, and the man in need was black.

Undeterred, my mentor went with the man to confront the landlord.  When the two of them arrived and knocked on the landlord's door, and clarified who they were and why there were there, a threat with a hand gun was the response.

Now most folks would accept that perhaps it was time to leave, but not in this case.  Viewing this as an opportunity to move social justice forward, my mentor  began a dialogue with the landlord.  The threat of violence dissipated, and a breakthrough of sorts was achieved.  The black man had his apartment.


Two decades later my mentor was working in a new community that saw racial tensions at their highest level in years.  Every weekend was a recipe for disaster as clashes between the black community and police became all too commonplace.  Following a particularly dangerous weekend, it was time for action.

He called for a series of retreats between the two sides.  Facilitated at a beautiful lodge on a lake thirty minutes outside the city, he helped the two parties make incredible progress.  The volcano that was ready to erupt quieted once more, and both sides came away with a new found respect and understanding for each other.  The result?  My mentor received the New York State Bar Association's Humanitarian of the Year Award for his leadership.


Mentors create not only an example, but energy as well.  Their impact can move us in such a profound way that you have no choice but to learn from them.  For me, I would simply like to thank my mentor for being such a source of inspiration and driving force in my life.

Thank you Dad.

No Excuses.

Friday, June 17, 2011

Corporate Mergers and the Knowledge Gap

Recently my organization merged with a much larger one located 1,000 miles away.  Although both are well established not-for-profit companies, our cultures and histories are quite unique.  This was not a hostile take-over, nor was it a situation that would result in one side "winning" and the other "losing."  Fortunately, both organizations had significant opportunities to improve their work by coming together.

What to Share
One of the challenges organizations face during such a monumental change is how much information to share.  As with any merger, there are times of great progress and times of struggle.  Deciding what is truly important to share versus reporting on every little nuance of the process can be daunting.  Our team decided to over-communicate instead of holding back and only releasing polished press releases.  We felt that getting timely information out to our staff was most important.

Being "In the Know"
One of the primary focus areas for my team was to communicate early and often with our employees.  We chose several different paths to accomplish this:

- Keep the leadership team informed on at least a monthly basis (Board level to employees)
- Conduct quarterly Town Hall meetings for all staff on days, nights and weekends, led by Senior Management, to provide updates and answer questions
- Post all questions and new information on the company intranet
- Round regularly to answer questions on a more informal basis
- Work extremely closely with our new corporate partner to ensure consistency of all messaging

Lessons Learned
The primary takeaway from this experience was to never underestimate the knowledge gap between leadership and front line staff.  Leaders, particularly those deeply involved in the process are well aware of the issues.  Rank and file employees are far removed, despite herculean efforts to make information available.  So although updates and information were not only shared regularly, but were put in print and published; concerns about the future persisted ("Will I still have a job after the transition?").  By the way, yes, they all kept their jobs.

How About You
In retrospect we felt our communication plan worked very effectively.  But that doesn't mean it was perfect.  What communication strategies have you used during times of massive change?  Did they work?  What would you do differently next time?

I'd love to hear from you.

No Excuses.

pic courtesy of SDSUJMS

Thursday, June 16, 2011

Afternoon Inspiration

"You must do the thing you think you can not do."
- Eleanor Roosevelt

Consider the weeks ahead... your task list...your overstuffed Inbox, the people you need to reach out to, the projects that need attention...the people around you.  Now think about what you only dream about doing...that stretch goal that feels like so much more than a stretch. 

Find a way to move past the clutter, the tasks, the excuses, and start working on that stretch goal.  Reach out to someone to help make it happen...put me on your list of people who will listen.  It can be done...but I guarantee it won't if you never start.  Are you up for it?

I'd love to hear from you.

No Excuses.

pic courtesy of WMAD

You Trust Me, Right?

I've been thinking about trust lately.  It seems to come up in meetings, on surveys, in "the literature", and as a generally accepted concept that is essential for organizational success.  So with all this focus on trust, I assumed I could simply find the Trust for Dummies book and begin executing on it's various chapters.

Book, What Book?
I searched a bit, but couldn't find the book.  Turns out, trust is not something you read a book about, it's something you earn.  Chalk it up to something I should have known, but real trust comes from time, and energy, and personal relationships; not from a proclamation, memo, or edict from on high.  That would be a lot easier though, don't you think?  

Keeping It Real
So I'm forging ahead without a net.  I'm going to focus on open communication with my team, and trust them first.  I'm giving up HR jargon as much as possible.  Sure, I fall into the trap of letting synergy slip into a conversation every once in a while, but I'm really trying to stop.  I mean really, who uses the word synergy outside of the workplace?  No one, that's who.

I think if I keep it real, the people I work with will appreciate me, even trust me, that much more.  

How About You
How do you earn the trust of those around you?  Is it from a well-crafted email, or perhaps a glossy flyer in the locked bulletin board in the cafeteria?  Or, have you found another way to connect with the people that make you successful?

I'd love to hear from you.

No Excuses.


pic courtesy of Kommein

Wednesday, June 15, 2011

Social Power Trip

I love where the world of work, and in particular, HR is today.  The whining about a seat at the table seems to be fading a bit now that (finally) the HR community has begun to realize you earn seats, they aren't issued at new employee orientation. Social Media has completely changed how we work, and for those of us that have embraced this powerful resource, our perspectives on work and our world have changed forever.  

And that's where I think I am getting myself into trouble.

Getting It
As I realized the power of going social, and the initial burn of enthusiasm waned, something odd happened.  In a strange way I started thinking I was somehow better than those who weren't into it.  I don't like that feeling.  Sure, I have convinced myself that I 'Get It' when it comes to social media, but that sure doesn't mean I'm better than anyone else.  No way!  What about those that quote thousands of followers...and blog page views...and have achieved inter-galactic re-tweet status...and have gone viral more than the swine flu?  What about you?  Is there an end-game here?  

Power is Good
I love how going social has allowed me in a small way, and others in a very big way, to have those thousands of followers, and blog views, and connections.  To have real influence, not just a klout score.  (I'm not even sure I really know what having a good klout score does for one's career.  Not that I mind having a good score, but are you planning on asking your next Director-level candidate what they did to improve their klout score and how that impacted their previous employer's bottom line?  I didn't think so.)

But if we think of what can be done with that much influence...that much reach...that much passion...maybe we could change the world.  Even just a little bit. 

How About You
Are you on a social media power trip?  If so, how's it working out for you?  Has your world changed for the better?  Or better yet, have you changed the world?  That's the real litmus test of social...making a difference.  How about we connect and make a difference together?

I'd love to hear from you.

No Excuses.

pic courtesy of Staff A La Carte

Monday, June 13, 2011

Talent is What?

Talent.  Cool word.  Talent Management.  Even cooler phrase.  Sounds like a major corporate initiative, doesn't it?  Ever hear anyone talking about Talent Management as a strategy?  As if you could program your skilled employees to behave in some sort of bizarre Cirque du Soleil performance when they walk into their offices each day.  I guess I don't fully understand it...yet.

No Easy Answers
There is no shortage of terrific discussion on this topic, like the recent post from TLNT on the State of Talent Management or the fellas at Talent Anarchy who are not only taking up the issue, but are also challenging us to define what talent means for our organizations.  And my initial two-cents => throw out the best practice crutch, and figure out what all of this means within the four walls of your shop first.  Who cares if "Zappos Southwest Airlines" does something better than you. You don't work at "Zappos Southwest Airlines."

Take the Challenge
So in the spirit of being a leader in the world of HR versus being a victim of it, I'm doing two things to try and get Talent Management moving even further in my organization.  I've asked my team to provide me some input on their view of Talent; and I've gained the support of my Senior Leadership colleagues to push our current program to a new level.  Yes, it's more than hiring good people; and yes, it's more than developing them in some sort of logical manner.  But what the heck is it?  We're diving in head first to find out.

How About You   
Are you ready to jump into the conversation?  What about getting your people involved?  Too scary?  Well it shouldn't be.  The talent in our organizations is by far our most valuable asset.  Make sure you understand what they need, so your organization can be successful.  I know I need to find out as soon as I can.  Don't you?

I'd love to hear from you.

No Excuses. 

pic courtesy of Mackie and Ryan

Friday, June 10, 2011

Do Milestones Matter?

Don't be this guy...

"Welcome everyone.  Thank you for coming to the 1,000th annual awards banquet for surviving another year here at You-Are-Expendable, Inc.  I just want to say how proud I am of each and every one of you for the....uh...stuff that you do in your jobs.  You are really something.  Now I'm going to call each of you up by name to receive your certificate of longevity here at Expendable.  Forgive me if I can't pronounce any of your names correctly.  Let's begin..." 

Milestones Represent More Than A Date
One of the phrases that drives me crazy is when an employee is characterized negatively because "they've been here forever."  Are you kidding me?  The employees that have been with your company "forever" are the ones that have been through thick and thin.  They've experienced so many changes you couldn't begin to count them.  They've managed through changing leadership, staff that come and go, and technology that was only a  dream when they first came on board. They are the company.  

Be Sincere, Or Be Gone
The next time you are standing in front of a group of employees, whether it's 5 or 500, make sure they know how truly important it is to you that they have remained loyal for so long.  By the way, it's not just the employees that have been loyal.  Their spouses, kids, partners, and friends have all put up with last minute schedule changes, overtime, emergencies, and new projects that needed extra time.  Make sure they know that you know about them too.

How About You
Do milestones matter?  You bet your life they do. What are you going to do the next time someone criticizes someone for being a "lifer?"  I'm hoping you get in their face and let them know that the "lifers" are the loyal ones that helped make your organization what it is today.

I'd love to hear from you.

No Excuses.

pic courtesy of CT

Thursday, June 9, 2011

When Leaders Push Too Far

I'll admit it.  Occasionally I get a bit too fired up for my own good.  A topic comes up that I'm passionate about and I get ahead of myself.  In my enthusiasm to express how important the issue is (to me), I might overlook the other people involved. Passion is good...but blowing past your colleagues is not.

Department Leader or Organizational Leader
One of the dilemmas we face as HR leaders is that our view of "work" is not just the cost center we are assigned .  In many ways the organization is our department.  Think about it, how many of you come to work and only think about HR?  If you do, ahem, it's time for a change.  

Since we're tasked with providing organizational leadership, what should the smooth HR practitioner do when areas beyond their direct span of control are a mess and the leadership over those areas is woefully slow to respond?

Hello rock and a hard place.

Silos?  What Silos?
Diving in to help is what we in HR do, right?  We all have that cape hanging on the back of our office doors that we can quickly put on as we fly off to save the day.  The problem is, our colleagues may not necessarily want us to come in and solve  their problems.  Heck, they may not even realize they have a problem.  It's our job to be calm, professional, and passionate about the reality of the situation when we explain:

1. What is really going on
2. What the specific impact is on the organization
3. What the options are to move forward

Skipping these three steps and becoming a Super Hero Problem-Solver will more than likely alienate your colleague, not bring you closer.  Remember, you are the internal consultant and should treat that leader as a client, not someone who has missed the boat.

How About You
Do you fall into the trap of "knowing just what needs to be done" and you aren't shy about letting everyone know?  I hate it when I act that way. Maybe we should only be Super Heroes after hours?

I'd love to hear from you.

No Excuses.

pics courtesy of Integral Options and Cafe Press

Wednesday, June 8, 2011

Rose's Legacy...What Will Yours Be?

Recently I was traveling on business and had the unexpected privilege to sit next to a businessman on a flight from Tampa to Baltimore.  I intentionally use the word privilege because as we talked throughout the flight he shared a story of his wife who had died in a car accident only three years prior.  She was in her early 50s, and her name was Rose.  At her funeral, a woman approached him who he did not know, but was insistent that she share her only experience with Rose.

Times Are Tough
The woman told him that times were very difficult for her and her family.  They struggled to pay the bills, and had to watch every penny.  She had been in the line at the grocery store and had miscalculated the total bill as she placed items in her cart. As the cashier rang up her total she realized she was short of cash, and did not have any way to cover the difference.  Rose was behind the woman in line...and immediately handed the necessary money to the cashier to cover the difference.

The woman had seen Rose's obituary and picture in the newspaper and wanted to be there for Rose and her family in some small way.

Please Tell My Boys
Upon hearing this story Rose's husband asked her to please repeat the story, this time with his three sons present.  You see, Rose had never shared this story with her family, it was just how she lived her life.  He wanted them to hear this story about their Mother's character, and how she could continue to teach them, even when she had gone on ahead.

I sat there next to him watching his eyes well up with tears, knowing the pain of his loss was still very fresh.  You see, Rose had died on the way to the airport to pick him up from a business trip, so as we got closer to Baltimore, the memories came rushing back.  I thanked him for sharing his story about Rose...and then there were a few moments of silence, as if we were remembering her together even though I had never "met" her.  Somehow I felt like I did though.

How About You
Legacies are a complicated issue.  We leave them as leaders as well as in our personal lives.  I hope that when it's time to talk about my legacy, I will have done at least one thing like Rose.  Then I will have really made a difference.  What legacy do you want to leave?

I'd love to hear from you.

No Excuses.

pic courtesy of LBD

Tuesday, June 7, 2011

Self-Esteem Comes First

How important is self-esteem?  Is it a priority in your leadership style?  It should be. All the strategy, data analysis, planning, fancy buildings, social media tools and shrinking budgets in the world pale in comparison to focusing on self-esteem.  And I don't mean your self-esteem.

There's No "You" in "Team"
Am I suggesting that the items I listed above are not important?  Of course not.  But they don't come first.  The people come first.  The ones that do the work, execute on your plans, engage with your customers, help manage costs, and drive innovation. They need you to maintain or improve their self-esteem.    

Easy to Say, Hard to Do
Maintaining or enhancing self-esteem is easy to do when you like the other person, or when a team member has done something amazing. However, doesn't it seem more difficult to do when you are sick and tired of the other person: a poor performer,  or you wish they didn't work for you, or you can't stand your boss...etc?  I thought so.  So what should we do about it?

Rise above, that's what.  You're the leader, not a high school kid who's worrying about who is being seen with whom.  Get over yourself.  I know I need to sometimes.

How About You
How are you going to connect with people today?  Particularly the ones that aren't on your holiday party invite list.  Will you turn the other way as they approach; or, will they get an unexpected visit to pump them up.  Are you going to rise above?

I'd love to hear from you.

No Excuses.

pic courtesy of Self-Esteem Shop

Monday, June 6, 2011

HRIS and Change...Hate Them Both

Is there anyone left who doesn't have some sort of Human Resources Information System (HRIS)?  Can't be, right?  Whether it's a large system like Lawson or a flexible tool like People-Trak, many organizations have recognized the need to implement something.  So what does one do if they don't like the tool that's been selected? Throw it away?  Start over and attempt to rejustify the expense? I don't think so.

You Selected the System, Right?
Let me just clarify a few things:
- You researched your options
- You justified the investment
- You brought your team into the process
- You rolled out the new tool
- Now you hate it

Really?  Why?  Are we so caught up in how we want to do everything our way, that we can't adjust to what the system is designed to do?  Won't making changes in our old processes to conform to the system's functionality allow it to do what it was originally designed to do in the first place?  Ah...I said it - changes.  We don't like changes, whether it's our processes or technology, or lives.

How About You
Whether you like your HRIS vendor or not, are you willing to make changes out of your routine to allow the system to do it's job?  You purchased it for what it CAN do, not for what it CAN'T, right? Making changes in your life...well...that's an entirely different matter.

I'd love to hear from you.

No Excuses.

pics courtesy of Data-in-formation and Yah Nutrition

Friday, June 3, 2011

Do the Right Thing

"Cowardice asks the question is it safe?
Expediency asks the question is it politic?
Vanity asks the question is it popular?
But conscience asks the question is it right?
And there comes a time when one must take a position that is neither safe, nor politic, nor popular but one must take it because it is right."

- Martin Luther King, Jr.

How About You
When was the last time you didn't worry about being politically-correct?  Over the last 30 days, when did you decide not to play it safe?  When was the last time you actually took a risk?  Isn't that what leaders are supposed to do?

I'd love to hear from you.

No Excuses.

pic and quote from WUFYS

Thursday, June 2, 2011

Why Don't Employees Know Your Name?

Success.  Big title, big office, big responsibility.  Leaders must be really important.  I mean, just walking through the front door each day is an event, right?  A busy calendar, lots of issues, big important bureaucratic list of stuff to accomplish.

Yeah, right.

When was the last time you walked down the hall and the employees acknowledged you by name.  I don't mean the hallway that your office is located.  When was the last time you rounded on the employees for an hour and everywhere you went someone greeted you with a smile and said your name?

Rounding on employees is not a power-walk-drive-by moment.  That's called cowardice.  Stop and talk, ask what's going on  in their world, offer to support them. It's called leadership.

How About You
Are you going to spend some time out of your office today with the people that make your organization go?  Or, are you going to find a lame excuse to hide behind your desk -- again.  The employees deserve your time, and you'll learn something you didn't know when you started your day.

Oh, and remember to introduce yourself.  They might not recognize who you are the first time.

I'd love to hear from you.

No Excuses.

pic courtesy of NBF

Wednesday, June 1, 2011

I Learned the Hard Way...Again

I hate saying no.  As an HR professional and leader it just never makes sense for me to refuse anyone.  After all, they're reaching out to me for support.  I'm supposed to be there for them, right?

Getting Played
One of the major pitfalls of having "can't-say-no syndrome" is that some people will take advantage; and, despite doing this type of work for years, I sometimes don't recognize it when it's happening.  Shame on me.  I've learned that I have to stay focused so I can be the "player", and not be the one getting played.  I hate it when I learn the hard way.

And I sure don't like getting played.

Lots To Do
I also don't like falling behind with my workload.  Sure, I'm busy just like everyone else but I find that if I never set any boundaries, I'm the one that ends up being too far behind.  In effect, I learn the hard way - again.

I really don't like learning the hard way.

Trust and Verify
Am I contradicting myself?  Should HR professionals start saying no to those in need?  No way.   I'm advocating that we trust everyone who comes to us for support, and then verify the facts as quickly as possible.  We have to deliver world-class service...and we also have to make sure we hold others accountable.  This is hard for me to do.  

How About You
Do you struggle with how much of yourself to give to others?  Do you find yourself falling behind because you haven't managed your boundaries effectively?  How did you solve this dilemma?

I'd love to hear from you.

No Excuses.

pic courtesy of East Side FM