Posts Tagged ‘euro’

In 1492, columbus sailed the ocean blue

In 1492, Columbus sailed the ocean blue.

If you are like me, you learned that rhyme sometime in elementary school.

Specifically, Columbus left on his first voyage on August 3, 1492, sailing in search of a seagoing route from Europe to Asia with the vision of creating a trade route for spices, silk and more.

He led a crew of three ships on that voyage and, as history shows, instead found islands of North America. While not the first European to make this discovery (the Norse did it 500 years prior), it was his voyages that lead to the widespread awareness (and eventual colonization) of “the New World”.

Enough history.

I am writing about Columbus not because of his discoveries, or even his major mistakes, but because of what his life can teach every leader.

Here are five specific lessons, as valuable today as ever, that we all can take from Columbus` legendary life.

Exercise your belief. Columbus believed the earth was smaller in circumference than most did. This belief led him to the logical (based on his beliefs) assertion that within a few weeks his ships could reach Asia. While he was wrong, he built his plan based on that belief, gathered support for his plan in spite of ridicule and disbelief, and crafted a plan to test those beliefs. This is what leaders do.

When did you last exercise your beliefs in a tangible way?

Find great supporters. Columbus didn`t have the resources, power or money to put his plan into action. He tried to build support in Portugal and England, before finally persuading Ferdinand and Isabella of Spain to support his plan. Even Royalty wasn`t enough – his supporters also included a group of Italian business interests. Great leaders know they can`t do it alone, and they are persistent in building support for their visions and beliefs.

Have you created a team of supporters for your vision?

Don`t be satisfied. Columbus found land in his first voyage (what is now the Bahamas), but he didn`t find the trade route he sought. So he went again, and again and again. Ultimately he led four voyages; each finding new territory (and getting as far as Panama). While you could classify him a failure in achieving his desired goal, you can`t call him a quitter. When your vision is clear, and your belief strong, you can lead persistently.

How persistent are you? Do you lead past the first challenge or failure?

Build a plan. Columbus didn`t just go to Queen Isabella, turn on the charm, lay out some ideas and then go hop on the ship. His navigational beliefs, his travel plans, and his funding support came together over several years. The funding process alone started seven years before he sailed. Over that time he honed his plan, made adjustments, and continued to build as he brought the plan to ultimate fruition.

Do you plan? Are you willing to adjust and modify when necessary in service of your beliefs and vision?

Think bigger. In the time of Columbus you could get spices from Asia on the overland route. Before he sailed, people had even gotten there by sea by sailing around the tip of Africa. Columbus, though, thought bigger. He believed from his study and planning that he could make it directly, more quickly and more cost effectively by sailing west. He didn`t tie himself to conventional wisdom or approaches. He thought bigger. It was this bigger thinking that ultimately helped him sell his plan.

How big do you think? Are your visions large enough to captivate, persuade and engage others to follow you?

The story of Columbus proves that we can learn from events and actions from more than 500 years ago and while the context has changed, the lessons are as real and valuable as ever. The lessons are always there, when we look for them.

The other major message of this article isn`t just the lessons, but is found in the questions after each idea; questions that beg application of the lessons. Learn the lessons, but answer the questions to really bring the lessons to life for you and those you lead.

Remarkable Leaders are continually learning and practicing the lessons of Columbus, which is just one example of why learning continually is one of the competencies of The Remarkable Leadership Learning System – a one skill at a time, one month at a time approach to becoming a more confident and successful leader. You can get two months of that unique system for free as part of our Most Remarkable Free Leadership Gift Ever today at and become the leader you were born to be.

It is the people and the way they relate to each other that will dictate the degree of success achieved in any business setting

It is the people and the way they relate to each other that will dictate the degree of success achieved in any business setting. 

Improving the quality of these relationships is where the Strength Deployment Inventory has immediate and long lasting impact. 

The Strength Deployment Inventory is not a test which may list behavioural types and is not an instrument for selection.

It is an inventory, which provides invaluable information on what motivates a person under two conditions; when everything is going well and when you are faced with conflict or opposition.

It demonstrates how to use these strengths effectively to improve working or personal relationships with others.

This paper-based questionnaire was developed in the USA during the 1970s by Dr Elias H. Porter Phd. and it has been used extensively throughout Europe since 1982.

The Strength Deployment Inventory yields vital information because it means employers can understand why certain people have the impact on other employees they do and how other environmental pressures may be impacting on them.

Furthermore, employers can learn how to recognise the real issues in relationships and how to tailor language accordingly to communicate in more flexible and effective ways.

Recognising and dealing with inter-personal conflict is a crucial element in all relationships but especially within teams.

 The Strength Deployment Inventory provides insights into how to recognise the first signs of conflict in others and shows how to respond appropriately to resolve the dispute before it gets out of hand or unwittingly causes further antagonism.

Leap Plc, a UK based company specialising in corporate team building, people development, management training and business growth, is a market leader in using the Strength Deployment Inventory and provides services to some of the biggest names in British industry and commerce.

Check out innovative  Strength Deployment Inventory

The pyramid resource group, inc

The Pyramid Resource Group, Inc

June 14, 2007

Contact: Alison Kramer, 919-459-8157,

Pyramid Resource Group Expands its International Presence in Europe and Beyond
The Pyramid Resource Group offers its master-level coaching programs and tactics around the globe.

Cary, N.C. – The Pyramid Resource Group, Inc. a globally recognized executive coaching firm headquartered in Cary, N.C., has extended its coaching programs to an ever-growing list of countries overseas. Now it’s adding two more countries to the list: Russia and the Ukraine.

Pyramid began its international presence in 2001 when they conducted a series of coaching workshops in Mexico and Brazil. In 2002, it offered a certification course in Switzerland on its proprietary team coaching program, The Extraordinary Game. Professional coaches from Germany, France, Switzerland and the U.K. attended.

To add to its international outreach, one of its master certified coaches, Marcia Reynolds, MCC, recently went on a two-week coaching trip to Russia and the Ukraine as a representative with the International Coach Federation.

“My coaching focuses on how our mental and physical states affect our overall work performance and centers on how managers can coach their employees to stay on track and achieve peak results,” says Reynolds, whose been a coach with The Pyramid Resource Group since 1999 and is past president of the International Coach Federation. “One common denominator among all ethnicities and cultures is that our mental and physical tendencies naturally alter our work performance, but there are effective ways to neutralize this.”

Her first stop was Moscow, Russia where Reynolds presented a seminar at the Russia Coaching Conference, “Coaching for the Health of Your Organization”. Then, Reynolds taught a 2-day class for VimpelCom, the largest telecommunications company in Russia. She concluded her trip in Kiev, Ukraine, focusing on emotional intelligence.

Coaches at Pyramid see the value in extending their coaching services overseas to help foster greater teamwork among companies whose employees are geographically dispersed. Pyramid has conducted several coaching workshops and training programs for multinational corporations in England, Brazil, Mexico and Canada.

“We’re always looking to extend our coaching programs to other parts of the world,” says Barry Mitsch, cofounder of The Pyramid Resource Group. “And we’re seeing a growing demand for our services especially from corporations overseas that have a presence in the U.S.”


About The Pyramid Resource Group
Founded in 1994 by DJ and Barry Mitsch, The Pyramid Resource Group is a globally recognized executive leadership coaching firm that helps forward-thinking corporations reach new levels of leadership success. Our coaching programs are designed using effective techniques, strategies, and ground-breaking organizational development programs specific to industry requirements. Pyramid offers one of the highest levels of expertise and experience in executive leadership coaching nationwide. We empower business executives to achieve higher company performance and greater understanding of their leadership role. To learn more visit:

The Pyramid Resource Group, Inc

1020 Southhill Drive, Suite 150
Cary, NC 27513
”Coaching for Extraordinary Results”

Pei and wind energy certainly are a hand in glove fit as anyone who lives here will attest

PEI and wind energy certainly are a hand in glove fit as anyone who lives here will attest. Although put on hold due to the downturn in the economy, production of power on PEI, to be marketed on the northeastern US seaboard, will undoubtedly be “a go” in the future.

PEI has a definite plan in place to increase its own reliance on wind energy as well. Currently approximately 18% of electrical energy used in PEI is wind generated, however there are calls to increase this to 30% by 2013. That means that PEI will need to generate 500 megawatts of wind energy by that time. It is estimated that this represents a $1 billion capital expenditure with an economic spin-off worth $40 million per year.

The western tip of the island around Tignish/North Cape was the first area on PEI to see wind farm development. In 2001 an eight wind turbine farm was started and in 2003 it was doubled to include 16 wind turbines. This installation produced a little better than 60 Megawatts of energy, enough to power over 25,000 homes. The PEI Energy Corp, a provincially owned company, then added a second wind farm on the eastern end of the island to produce a further 30 megawatts of wind power.

In addition to these public installations, private companies from Europe, where wind energy is well developed have expressed interest in PEI real estate as a site for further wind energy sites. As well, private individuals on the island are beginning to think in terms of erecting turbines on their properties to produce power for their own homes as well as supplying Maritime Electric, the island’s power company, with surplus power during peak periods. Cities have shown an interest as well. Stratford has indicated an interest in adding a wind generator to supply power to public buildings.

With all this interest PEI can expect economic spinoffs in terms of both increased taxes and increased jobs during construction. PEI is a rural province, the smallest of Canada’s 13 provinces and territories, with a full-time population of around 140,000. There is both a public and political desire to protect the environment.

However there will be challenges to face. Wind farms have been proposed in areas where residents have protested strongly against “having wind turbines in their back yards”. Even if wind farms are relegated to the tips of the island, PEI real estate is populated such that most land is private and the population is spread out evenly over the island; there are few areas that aren’t populated. Even if wind farms are constructed away from denser population areas there is then the problem of high energy transmissions lines. These are of course not problems unique to PEI. Wind energy critics point to problems with energy storage and on-demand need versus wind production issues. It has been suggested that surplus wind energy be converted to hydrogen. However in the foreseeable future it would appear that US markets would be able to use any surplus power PEI would produce.

In a world where the demand for power is ever increasing, PEI is blessed with the potential as a power producer thanks to the island being subject to considerable winds. Hopefully that which is a problem in winter, with storms, created by snowfall blown around by wind, can be turned to our advantage.

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