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Flexing Your Fiscal Muscle
Walt Disney went bankrupt several times, yet he always bounced back-and created Disneyland in the process. Steve L. was the proud and profitable owner of a gold mine in another country. He was sitting on top of the world when the government nationalized his business, taking over his mine and providing no compensation. He lost it all overnight, and yet he picked up the pieces and started all over again. David Butler was raised on an Indian reservation. David's family lived on dirt floors well into his teens in spite of his father being a hard worker. They managed to get by but never seemed to get ahead.

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The Press
Book Review -- Geneva Overholser, Kathleen Hall Jamieson; Oxford University Press, 198 Madison Avenue, NY, NY 10016, www.oup.com/us; ISBN 0195172833; May 2005, 473 pages, $65.

Ten Questions with Kathleen Gasperini
Kathleen Gasperini is the co-founder and senior vice president of Label Networks. We met in May, 2006 at the Surfing Industry Manufacturers Association conference in Cabo San Lucas. Her company helps leading brands such as Apple Computer, Verizon Wireless, Pepsi, Vans, Levi Straus, and Burton Snowboards understand the global youth culture.
Money as a Social Barrier
Check out this study by Prof. Kathleen Vohs of the University of Minnesota (Go Gophers!). She tested the hypothesis that thinking about money can create social barriers. Here is a description of what she did:
The Web 2.0 Association: A Dynamic Engagement Between Stakeholders Sharing The Same Interests And Goals (Canadian Public Procurement Council Profile)
Traditional membership models for many associations have become somewhat stagnate in that they are not effectively aligned with the emerging Web 2.0 world of dynamic engagement between stakeholders sharing the same interests and goals. According to CPPC-CCMP President Kathleen Muretti, recognizing and responding to this changing landscape is a key tenet of her council’s value proposition.

Results! Why leaders need to be great coaches
Coaching represents the most significant trend in leadership development within organizations in the last 25 years. Organizations of every size are interested in increasing bench strength, improving succession planning and elevating performance of employees at all levels. With tight budgets in a tough economic climate, organizations are looking for internal solutions. Instead of hiring external coaches, can managers perform this vital function? While most managers intellectually know the value of coaching, they aren’t necessarily convinced that the payoff is there. Citing time challenges and increasing workloads, managers wonder if coaching is any more effective than directing and giving advice. The answer is clear: coaching works ~ By Kathleen Stinnett
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