"Effective leaders develop people. Rather than running around solving problems, while overflowing e-mail and voice-mail boxes suck up huge amounts of their time and energy, strong leaders empower and enable others to solve daily operational problems."

- from Jim Clemmer's article, "A Coach's Playbook for Leaders"

"Strong leaders don't just see people as they are. They coach people into becoming what they can be."

- from Jim Clemmer's article, "A Coach's Playbook for Leaders"

"Are you ready to pay the price of leadership? The pathways to outstanding performance and ever-higher leadership levels are lengthy and difficult. The time, energy, and discipline to be successful are intense."

- from Jim Clemmer's article, "Blazing Our Own Unique Leadership Path"

"The 'naturally witty' Mark Twain once revealed, 'it usually takes me three weeks to prepare a good impromptu speech'."

- from Jim Clemmer's article, "Blazing Our Own Unique Leadership Path"

"Growing and developing others is one of management's key responsibilities. The traditional view of management is getting work done through people, but strong leaders develop people through work."

- from Jim Clemmer's article, "Growing Others into What They Could Be"

"A scout leader was trying to lift a fallen tree from the path. His pack gathered around to watch him struggle.

'Are you using all your strength?' one of the scouts asked.

'Yes!' was the exhausted and exasperated response.

'No. You are not using all your strength,' the scout replied. 'You haven't asked us to help you.'

Good managers have always fostered teamwork. But highly effective leaders are now showing the performance power of building a team-based organization."

- from Jim Clemmer's article, "Harnessing the Power of Teams"

"A scout leader was trying to lift a fallen tree from the path. His pack gathered around to watch him struggle.

'Are you using all your strength?' one of the scouts asked.

'Yes!' was the exhausted and exasperated response.

'No. You are not using all your strength,' the scout replied. 'haven't asked us to help you.'

Good managers have always fostered teamwork. But highly effective leaders are now showing the performance power of building a team-based organization."

- from Jim Clemmer's article, "Harnessing the Power of Teams"

"Despite clear evidence of the huge returns training provides, many organizations do far too little of it. Even within the training business, many companies are so wrapped up in operational pressures of maintaining today's cash flow that they neglect improvement efforts that build tomorrow's wealth. High performing organizations consistently invest from 3 - 5 percent of their payroll expenses in training. Many lesser performing companies fall well below that (1.5 percent of payroll should be the bare minimum level)."

- from Jim Clemmer's article, "Organizational Skill Development Pathways and Pitfalls"

"Use training technologies that build 'how-to' skills that are highly relevant and immediately applicable. Research clearly shows far more people act themselves into a new way of thinking, than think themselves into a new way of acting."

- from Jim Clemmer's article, "Why Most Training Fails"

"One way of wasting money and time is failing to link training with organizational strategies and day-to-day management behavior. What happens in the classroom and what happens back on the job are often worlds apart."

- from Jim Clemmer's article, "Why Most Training Fails"

"Most organizations use their training investments about as strategically as they deploy their office supplies spending. And the impact on customer satisfaction, cost containment or quality improvement is just as useless."

- from Jim Clemmer's article, "Why Most Training Fails"

"Naturalist William Henry Hudson once observed: 'You cannot fly like an eagle with the wings of a wren.' Most training efforts never get off the ground because the methods don't change behavior or the training is poorly delivered and integrated by the organization."

- from Jim Clemmer's article, "Why Most Training Fails"

"Cascading training down from senior management snaps everyone to attention. Training attendance problems disappear. Results-oriented executives jettison all the nice-to-do, but irrelevant training. Trainees don't cross their arms and ask 'Is the organization really serious about this stuff?'"

- from Jim Clemmer's article, "Why Most Training Fails"

"Follow-up on training sessions with on-the-job coaching and support from managers. A Motorola Inc. study has found that those plants where quality improvement training was reinforced by senior management got a $33 return on every dollar invested. Plants providing the same training with no top management follow-up produced a negative return on investment."

- from Jim Clemmer's article, "Why Most Training Fails"