The Cost Of A Winter Holiday

It's something that one assumes everyone knows, namely how much is a week's skiing? But I watched something with Eddie Edwards (yes, "the eagle") some woman and some PR bloke from Austria and it dawned on me that perhaps people might like to be told.

Skiing (when I say skiing I mean sliding on snow holidays, boarders don't get your noses out of joint, it's just skiing is a shorter word to type) has always been considered expensive, there was a democratising of price that went on during the eighties and until quite recently, but now you'd be lying to say it was cheap, although perhaps we had more money then.

The papers and PR mouthpieces always try and say "good value yada, yada" - do not believe it, in truth I reckon you're looking at the best part of a grand in any currency for a week per person.

There are three ways you can do the holiday: a hotel - up to you how much you spend, self catering or package. The latter former: A week's ski is usually about GBP500 a head (could be a bit less, could be almost double on the busy half-term week) but as a yardstick a monkey is what you're looking at. This includes flights, transfers, an evening meal (with booze) with breakfast and usually an afternoon tea after leaving the pistes.

Now, when you see 500 it looks to be a deal, BUT (do you like big buts?) this does not include lunch (usually), does not include a ski pass - Eur200 and does not include ski hire - Eur100. There is also one night a week where you will not get fed as the chalet staff are entitled to one night off - perish the thought that enough staff be employed to cover this contingency.

So there you go, the best part of a grand, but this will come with peace of mind. Now the other type of holiday is your self-catering. I'm going to say for a two bedroom apartment in some comfort (such as Alice in Monetier) you're looking at Eur1000 for low-season and say Eu1500 for higher, more if it's half term. Of course you can squeeze your mates in on the sofa-bed, but aren't you getting a bit old for that? I's not 18-30 you know. So let's say Eur300 p/p for a bed.

Flights say Eur100 p/p, could be less, could be more, but as a working figure it's about right. Transfers: Eur50 each way p/p. Or a hire car. The airports that serve Serre Chevalier are Turin and Grenoble with Lyon only 20 minutes beyond that. Car hire is about Eur150 a week.

So we're up to Eur400 right there. Ski pass and hire brings you to Eur700 and I'd say you'd get change out of Eur100 for a supermarket shop for a week, with booze, you do get the ability to make a lunch up, so that makes up for paying rather a lot for food on the hill.

I wish I could say eating on the piste is good value, but you're probably looking at Eur20 p/p per meal. For a family of four that's Eur480 over the week. Yes you can have a sandwich and a bowl of onion soup, always the most economical and hearty, in which case you can pay less. Not certain kids would understand why they can't have a can of coke, but there you go.

Chuck in lessons, that's another Eur100 for the class. There are some places that do bundles lessons, ski-pass and ski hire, such as the Serre Che-based Ski Connections, this can help shave points off the price and are worth investigating. There are some deals to be had, but for the packages these are usually in January or April, the price soars in school holiday times - and anyway why be on the slopes when they are full of kids?

In truth skiing is expensive, but man is it worth it.

The Cost Of A Winter Holiday   

The Best Places to Ski Around Geneva

When you are flying into Switzerland for a holiday spent hitting the slopes, one thing you want to consider before you land is organising your Geneva airport ski transfers to your intended destination. But, don't worry if it seems like everyone seems to be headed off to the same ski slopes; there are plenty of places within easy reach of the city that provide an amazing array of activities, both on and off the slopes.

If you are contemplating where you may want to go skiing, from Geneva you have a couple of countries to choose from. You can go to the Alps in France at Chamonix, or head across the border to the Italian side to the resort town of Courmayeur before the Geneva airport ski transfers take you back to the busy Swiss, airport hub.

Skiing in Chamonix When you land at Geneva airport, ski transfers will be ready to take you to the heart of the French Alps, to one of the best-known, popular and oldest ski resorts in the Mont Blanc area, and all of France: Chamonix. Located in south eastern France, this commune was the site of the innagural1924 winter Olympics. Chamonix has three main ski areas that consist of 108 kilometres of pistes; the 69 pistes, including 10 black, 20 red, 28 blue and 8 green ones that will keep you busy all day. This resort is popular with snowboarders and you can now catch your skills on camera at the Grands Montets freestyle park! In addition, Chamonix is great for off-piste skiing and snowboarding for those who are a bit more experienced and want to really sink their skis into the fresh powder. And, if you find yourself a bit tired of skiing and want to try something new and different, in Chamonix you can give cross-country skiing and paragliding a go. But if all this seems a bit tame and you want to get a bit of speed under your wings, give the new sport of speed-riding a try! It combines paragliding with freeriding incorporating jumps, twists, turns and getting some air-time with a small parasail. Fun unlimited!

Skiing in Courmayeur If you have chosen to book your Geneva airport ski transfers to take you to and from the Italian side of the Alps, then you are in for a real treat in Courmayeur. Courmayeur is an Italian commune in northern Italy, situated at the foot of Mont Blanc, the highest mountain in Europe east of Russia.

Skiing at an altitude of up to 2,700 metres, the slopes are aimed at intermediate to good skiers with a variety of off-piste action for those who are real experts. If you are a very seasoned skier, and feeling brave, head up in the small cable car to ski the Cresta D'Arp, which is the highest point to ski at 8,954 feet; this off-piste skiing is only for the experts and in order to do it, you need to book a trained guide to go with you.

But even if skiing isn't your thing, in Courmayeur you can sled, slide, snowshoe and hike around the area - proving there really is something for everyone, on and off the slopes.

The Cost Of A Winter Holiday   

The Cost Of A Winter Holiday

It's something that one assumes everyone knows, namely how much is a week's skiing? But I watched something with Eddie Edwards (yes, "the eagle") some woman and some PR bloke from Austria and it dawned on me that perhaps people might like to be told.

Skiing (when I say skiing I mean sliding on snow holidays, boarders don't get your noses out of joint, it's just skiing is a shorter word to type) has always been considered expensive, there was a democratising of price that went on during the eighties and until quite recently, but now you'd be lying to say it was cheap, although perhaps we had more money then.

The papers and PR mouthpieces always try and say "good value yada, yada" - do not believe it, in truth I reckon you're looking at the best part of a grand in any currency for a week per person.

There are three ways you can do the holiday: a hotel - up to you how much you spend, self catering or package. The latter former: A week's ski is usually about GBP500 a head (could be a bit less, could be almost double on the busy half-term week) but as a yardstick a monkey is what you're looking at. This includes flights, transfers, an evening meal (with booze) with breakfast and usually an afternoon tea after leaving the pistes.

Now, when you see 500 it looks to be a deal, BUT (do you like big buts?) this does not include lunch (usually), does not include a ski pass - Eur200 and does not include ski hire - Eur100. There is also one night a week where you will not get fed as the chalet staff are entitled to one night off - perish the thought that enough staff be employed to cover this contingency.

So there you go, the best part of a grand, but this will come with peace of mind. Now the other type of holiday is your self-catering. I'm going to say for a two bedroom apartment in some comfort (such as Alice in Monetier) you're looking at Eur1000 for low-season and say Eu1500 for higher, more if it's half term. Of course you can squeeze your mates in on the sofa-bed, but aren't you getting a bit old for that? I's not 18-30 you know. So let's say Eur300 p/p for a bed.

Flights say Eur100 p/p, could be less, could be more, but as a working figure it's about right. Transfers: Eur50 each way p/p. Or a hire car. The airports that serve Serre Chevalier are Turin and Grenoble with Lyon only 20 minutes beyond that. Car hire is about Eur150 a week.

So we're up to Eur400 right there. Ski pass and hire brings you to Eur700 and I'd say you'd get change out of Eur100 for a supermarket shop for a week, with booze, you do get the ability to make a lunch up, so that makes up for paying rather a lot for food on the hill.

I wish I could say eating on the piste is good value, but you're probably looking at Eur20 p/p per meal. For a family of four that's Eur480 over the week. Yes you can have a sandwich and a bowl of onion soup, always the most economical and hearty, in which case you can pay less. Not certain kids would understand why they can't have a can of coke, but there you go.

Chuck in lessons, that's another Eur100 for the class. There are some places that do bundles lessons, ski-pass and ski hire, such as the Serre Che-based Ski Connections, this can help shave points off the price and are worth investigating. There are some deals to be had, but for the packages these are usually in January or April, the price soars in school holiday times - and anyway why be on the slopes when they are full of kids?

In truth skiing is expensive, but man is it worth it.

The Cost Of A Winter Holiday   

The Best Places to Ski Around Geneva

When you are flying into Switzerland for a holiday spent hitting the slopes, one thing you want to consider before you land is organising your Geneva airport ski transfers to your intended destination. But, don't worry if it seems like everyone seems to be headed off to the same ski slopes; there are plenty of places within easy reach of the city that provide an amazing array of activities, both on and off the slopes.

If you are contemplating where you may want to go skiing, from Geneva you have a couple of countries to choose from. You can go to the Alps in France at Chamonix, or head across the border to the Italian side to the resort town of Courmayeur before the Geneva airport ski transfers take you back to the busy Swiss, airport hub.

Skiing in Chamonix When you land at Geneva airport, ski transfers will be ready to take you to the heart of the French Alps, to one of the best-known, popular and oldest ski resorts in the Mont Blanc area, and all of France: Chamonix. Located in south eastern France, this commune was the site of the innagural1924 winter Olympics. Chamonix has three main ski areas that consist of 108 kilometres of pistes; the 69 pistes, including 10 black, 20 red, 28 blue and 8 green ones that will keep you busy all day. This resort is popular with snowboarders and you can now catch your skills on camera at the Grands Montets freestyle park! In addition, Chamonix is great for off-piste skiing and snowboarding for those who are a bit more experienced and want to really sink their skis into the fresh powder. And, if you find yourself a bit tired of skiing and want to try something new and different, in Chamonix you can give cross-country skiing and paragliding a go. But if all this seems a bit tame and you want to get a bit of speed under your wings, give the new sport of speed-riding a try! It combines paragliding with freeriding incorporating jumps, twists, turns and getting some air-time with a small parasail. Fun unlimited!

Skiing in Courmayeur If you have chosen to book your Geneva airport ski transfers to take you to and from the Italian side of the Alps, then you are in for a real treat in Courmayeur. Courmayeur is an Italian commune in northern Italy, situated at the foot of Mont Blanc, the highest mountain in Europe east of Russia.

Skiing at an altitude of up to 2,700 metres, the slopes are aimed at intermediate to good skiers with a variety of off-piste action for those who are real experts. If you are a very seasoned skier, and feeling brave, head up in the small cable car to ski the Cresta D'Arp, which is the highest point to ski at 8,954 feet; this off-piste skiing is only for the experts and in order to do it, you need to book a trained guide to go with you.

But even if skiing isn't your thing, in Courmayeur you can sled, slide, snowshoe and hike around the area - proving there really is something for everyone, on and off the slopes.

The Cost Of A Winter Holiday   

The Cost Of A Winter Holiday

It's something that one assumes everyone knows, namely how much is a week's skiing? But I watched something with Eddie Edwards (yes, "the eagle") some woman and some PR bloke from Austria and it dawned on me that perhaps people might like to be told.

Skiing (when I say skiing I mean sliding on snow holidays, boarders don't get your noses out of joint, it's just skiing is a shorter word to type) has always been considered expensive, there was a democratising of price that went on during the eighties and until quite recently, but now you'd be lying to say it was cheap, although perhaps we had more money then.

The papers and PR mouthpieces always try and say "good value yada, yada" - do not believe it, in truth I reckon you're looking at the best part of a grand in any currency for a week per person.

There are three ways you can do the holiday: a hotel - up to you how much you spend, self catering or package. The latter former: A week's ski is usually about GBP500 a head (could be a bit less, could be almost double on the busy half-term week) but as a yardstick a monkey is what you're looking at. This includes flights, transfers, an evening meal (with booze) with breakfast and usually an afternoon tea after leaving the pistes.

Now, when you see 500 it looks to be a deal, BUT (do you like big buts?) this does not include lunch (usually), does not include a ski pass - Eur200 and does not include ski hire - Eur100. There is also one night a week where you will not get fed as the chalet staff are entitled to one night off - perish the thought that enough staff be employed to cover this contingency.

So there you go, the best part of a grand, but this will come with peace of mind. Now the other type of holiday is your self-catering. I'm going to say for a two bedroom apartment in some comfort (such as Alice in Monetier) you're looking at Eur1000 for low-season and say Eu1500 for higher, more if it's half term. Of course you can squeeze your mates in on the sofa-bed, but aren't you getting a bit old for that? I's not 18-30 you know. So let's say Eur300 p/p for a bed.

Flights say Eur100 p/p, could be less, could be more, but as a working figure it's about right. Transfers: Eur50 each way p/p. Or a hire car. The airports that serve Serre Chevalier are Turin and Grenoble with Lyon only 20 minutes beyond that. Car hire is about Eur150 a week.

So we're up to Eur400 right there. Ski pass and hire brings you to Eur700 and I'd say you'd get change out of Eur100 for a supermarket shop for a week, with booze, you do get the ability to make a lunch up, so that makes up for paying rather a lot for food on the hill.

I wish I could say eating on the piste is good value, but you're probably looking at Eur20 p/p per meal. For a family of four that's Eur480 over the week. Yes you can have a sandwich and a bowl of onion soup, always the most economical and hearty, in which case you can pay less. Not certain kids would understand why they can't have a can of coke, but there you go.

Chuck in lessons, that's another Eur100 for the class. There are some places that do bundles lessons, ski-pass and ski hire, such as the Serre Che-based Ski Connections, this can help shave points off the price and are worth investigating. There are some deals to be had, but for the packages these are usually in January or April, the price soars in school holiday times - and anyway why be on the slopes when they are full of kids?

In truth skiing is expensive, but man is it worth it.

The Cost Of A Winter Holiday   

The Best Places to Ski Around Geneva

When you are flying into Switzerland for a holiday spent hitting the slopes, one thing you want to consider before you land is organising your Geneva airport ski transfers to your intended destination. But, don't worry if it seems like everyone seems to be headed off to the same ski slopes; there are plenty of places within easy reach of the city that provide an amazing array of activities, both on and off the slopes.

If you are contemplating where you may want to go skiing, from Geneva you have a couple of countries to choose from. You can go to the Alps in France at Chamonix, or head across the border to the Italian side to the resort town of Courmayeur before the Geneva airport ski transfers take you back to the busy Swiss, airport hub.

Skiing in Chamonix When you land at Geneva airport, ski transfers will be ready to take you to the heart of the French Alps, to one of the best-known, popular and oldest ski resorts in the Mont Blanc area, and all of France: Chamonix. Located in south eastern France, this commune was the site of the innagural1924 winter Olympics. Chamonix has three main ski areas that consist of 108 kilometres of pistes; the 69 pistes, including 10 black, 20 red, 28 blue and 8 green ones that will keep you busy all day. This resort is popular with snowboarders and you can now catch your skills on camera at the Grands Montets freestyle park! In addition, Chamonix is great for off-piste skiing and snowboarding for those who are a bit more experienced and want to really sink their skis into the fresh powder. And, if you find yourself a bit tired of skiing and want to try something new and different, in Chamonix you can give cross-country skiing and paragliding a go. But if all this seems a bit tame and you want to get a bit of speed under your wings, give the new sport of speed-riding a try! It combines paragliding with freeriding incorporating jumps, twists, turns and getting some air-time with a small parasail. Fun unlimited!

Skiing in Courmayeur If you have chosen to book your Geneva airport ski transfers to take you to and from the Italian side of the Alps, then you are in for a real treat in Courmayeur. Courmayeur is an Italian commune in northern Italy, situated at the foot of Mont Blanc, the highest mountain in Europe east of Russia.

Skiing at an altitude of up to 2,700 metres, the slopes are aimed at intermediate to good skiers with a variety of off-piste action for those who are real experts. If you are a very seasoned skier, and feeling brave, head up in the small cable car to ski the Cresta D'Arp, which is the highest point to ski at 8,954 feet; this off-piste skiing is only for the experts and in order to do it, you need to book a trained guide to go with you.

But even if skiing isn't your thing, in Courmayeur you can sled, slide, snowshoe and hike around the area - proving there really is something for everyone, on and off the slopes.

The Cost Of A Winter Holiday   

The Best Places to Ski Around Geneva

When you are flying into Switzerland for a holiday spent hitting the slopes, one thing you want to consider before you land is organising your Geneva airport ski transfers to your intended destination. But, don't worry if it seems like everyone seems to be headed off to the same ski slopes; there are plenty of places within easy reach of the city that provide an amazing array of activities, both on and off the slopes.

If you are contemplating where you may want to go skiing, from Geneva you have a couple of countries to choose from. You can go to the Alps in France at Chamonix, or head across the border to the Italian side to the resort town of Courmayeur before the Geneva airport ski transfers take you back to the busy Swiss, airport hub.

Skiing in Chamonix When you land at Geneva airport, ski transfers will be ready to take you to the heart of the French Alps, to one of the best-known, popular and oldest ski resorts in the Mont Blanc area, and all of France: Chamonix. Located in south eastern France, this commune was the site of the innagural1924 winter Olympics. Chamonix has three main ski areas that consist of 108 kilometres of pistes; the 69 pistes, including 10 black, 20 red, 28 blue and 8 green ones that will keep you busy all day. This resort is popular with snowboarders and you can now catch your skills on camera at the Grands Montets freestyle park! In addition, Chamonix is great for off-piste skiing and snowboarding for those who are a bit more experienced and want to really sink their skis into the fresh powder. And, if you find yourself a bit tired of skiing and want to try something new and different, in Chamonix you can give cross-country skiing and paragliding a go. But if all this seems a bit tame and you want to get a bit of speed under your wings, give the new sport of speed-riding a try! It combines paragliding with freeriding incorporating jumps, twists, turns and getting some air-time with a small parasail. Fun unlimited!

Skiing in Courmayeur If you have chosen to book your Geneva airport ski transfers to take you to and from the Italian side of the Alps, then you are in for a real treat in Courmayeur. Courmayeur is an Italian commune in northern Italy, situated at the foot of Mont Blanc, the highest mountain in Europe east of Russia.

Skiing at an altitude of up to 2,700 metres, the slopes are aimed at intermediate to good skiers with a variety of off-piste action for those who are real experts. If you are a very seasoned skier, and feeling brave, head up in the small cable car to ski the Cresta D'Arp, which is the highest point to ski at 8,954 feet; this off-piste skiing is only for the experts and in order to do it, you need to book a trained guide to go with you.

But even if skiing isn't your thing, in Courmayeur you can sled, slide, snowshoe and hike around the area - proving there really is something for everyone, on and off the slopes.

The Cost Of A Winter Holiday   

The Cost Of A Winter Holiday

It's something that one assumes everyone knows, namely how much is a week's skiing? But I watched something with Eddie Edwards (yes, "the eagle") some woman and some PR bloke from Austria and it dawned on me that perhaps people might like to be told.

Skiing (when I say skiing I mean sliding on snow holidays, boarders don't get your noses out of joint, it's just skiing is a shorter word to type) has always been considered expensive, there was a democratising of price that went on during the eighties and until quite recently, but now you'd be lying to say it was cheap, although perhaps we had more money then.

The papers and PR mouthpieces always try and say "good value yada, yada" - do not believe it, in truth I reckon you're looking at the best part of a grand in any currency for a week per person.

There are three ways you can do the holiday: a hotel - up to you how much you spend, self catering or package. The latter former: A week's ski is usually about GBP500 a head (could be a bit less, could be almost double on the busy half-term week) but as a yardstick a monkey is what you're looking at. This includes flights, transfers, an evening meal (with booze) with breakfast and usually an afternoon tea after leaving the pistes.

Now, when you see 500 it looks to be a deal, BUT (do you like big buts?) this does not include lunch (usually), does not include a ski pass - Eur200 and does not include ski hire - Eur100. There is also one night a week where you will not get fed as the chalet staff are entitled to one night off - perish the thought that enough staff be employed to cover this contingency.

So there you go, the best part of a grand, but this will come with peace of mind. Now the other type of holiday is your self-catering. I'm going to say for a two bedroom apartment in some comfort (such as Alice in Monetier) you're looking at Eur1000 for low-season and say Eu1500 for higher, more if it's half term. Of course you can squeeze your mates in on the sofa-bed, but aren't you getting a bit old for that? I's not 18-30 you know. So let's say Eur300 p/p for a bed.

Flights say Eur100 p/p, could be less, could be more, but as a working figure it's about right. Transfers: Eur50 each way p/p. Or a hire car. The airports that serve Serre Chevalier are Turin and Grenoble with Lyon only 20 minutes beyond that. Car hire is about Eur150 a week.

So we're up to Eur400 right there. Ski pass and hire brings you to Eur700 and I'd say you'd get change out of Eur100 for a supermarket shop for a week, with booze, you do get the ability to make a lunch up, so that makes up for paying rather a lot for food on the hill.

I wish I could say eating on the piste is good value, but you're probably looking at Eur20 p/p per meal. For a family of four that's Eur480 over the week. Yes you can have a sandwich and a bowl of onion soup, always the most economical and hearty, in which case you can pay less. Not certain kids would understand why they can't have a can of coke, but there you go.

Chuck in lessons, that's another Eur100 for the class. There are some places that do bundles lessons, ski-pass and ski hire, such as the Serre Che-based Ski Connections, this can help shave points off the price and are worth investigating. There are some deals to be had, but for the packages these are usually in January or April, the price soars in school holiday times - and anyway why be on the slopes when they are full of kids?

In truth skiing is expensive, but man is it worth it.

The Cost Of A Winter Holiday   

The Cost Of A Winter Holiday

It's something that one assumes everyone knows, namely how much is a week's skiing? But I watched something with Eddie Edwards (yes, "the eagle") some woman and some PR bloke from Austria and it dawned on me that perhaps people might like to be told.

Skiing (when I say skiing I mean sliding on snow holidays, boarders don't get your noses out of joint, it's just skiing is a shorter word to type) has always been considered expensive, there was a democratising of price that went on during the eighties and until quite recently, but now you'd be lying to say it was cheap, although perhaps we had more money then.

The papers and PR mouthpieces always try and say "good value yada, yada" - do not believe it, in truth I reckon you're looking at the best part of a grand in any currency for a week per person.

There are three ways you can do the holiday: a hotel - up to you how much you spend, self catering or package. The latter former: A week's ski is usually about GBP500 a head (could be a bit less, could be almost double on the busy half-term week) but as a yardstick a monkey is what you're looking at. This includes flights, transfers, an evening meal (with booze) with breakfast and usually an afternoon tea after leaving the pistes.

Now, when you see 500 it looks to be a deal, BUT (do you like big buts?) this does not include lunch (usually), does not include a ski pass - Eur200 and does not include ski hire - Eur100. There is also one night a week where you will not get fed as the chalet staff are entitled to one night off - perish the thought that enough staff be employed to cover this contingency.

So there you go, the best part of a grand, but this will come with peace of mind. Now the other type of holiday is your self-catering. I'm going to say for a two bedroom apartment in some comfort (such as Alice in Monetier) you're looking at Eur1000 for low-season and say Eu1500 for higher, more if it's half term. Of course you can squeeze your mates in on the sofa-bed, but aren't you getting a bit old for that? I's not 18-30 you know. So let's say Eur300 p/p for a bed.

Flights say Eur100 p/p, could be less, could be more, but as a working figure it's about right. Transfers: Eur50 each way p/p. Or a hire car. The airports that serve Serre Chevalier are Turin and Grenoble with Lyon only 20 minutes beyond that. Car hire is about Eur150 a week.

So we're up to Eur400 right there. Ski pass and hire brings you to Eur700 and I'd say you'd get change out of Eur100 for a supermarket shop for a week, with booze, you do get the ability to make a lunch up, so that makes up for paying rather a lot for food on the hill.

I wish I could say eating on the piste is good value, but you're probably looking at Eur20 p/p per meal. For a family of four that's Eur480 over the week. Yes you can have a sandwich and a bowl of onion soup, always the most economical and hearty, in which case you can pay less. Not certain kids would understand why they can't have a can of coke, but there you go.

Chuck in lessons, that's another Eur100 for the class. There are some places that do bundles lessons, ski-pass and ski hire, such as the Serre Che-based Ski Connections, this can help shave points off the price and are worth investigating. There are some deals to be had, but for the packages these are usually in January or April, the price soars in school holiday times - and anyway why be on the slopes when they are full of kids?

In truth skiing is expensive, but man is it worth it.

The Cost Of A Winter Holiday   

Book Summary: The 17 Indisputable Laws Of Teamwork

To achieve great things, you need a team. Building a winning team requires understanding of these principles. Whatever your goal or project, you need to add value and invest in your team so the end product benefits from more ideas, energy, resources, and perspectives.

1. The Law of Significance

People try to achieve great things by themselves mainly because of the size of their ego, their level of insecurity, or simple naiveté and temperament. One is too small a number to achieve greatness.

2.The Law of the Big Picture

The goal is more important than the role. Members must be willing to subordinate their roles and personal agendas to support the team vision. By seeing the big picture, effectively communicating the vision to the team, providing the needed resources, and hiring the right players, leaders can create a more unified team.

3. The Law of the Niche

All players have a place where they add the most value. Essentially, when the right team member is in the right place, everyone benefits. To be able to put people in their proper places and fully utilize their talents and maximize potential, you need to know your players and the team situation. Evaluate each person's skills, discipline, strengths, emotions, and potential.

4. The Law of Mount Everest

As the challenge escalates, the need for teamwork elevates. Focus on the team and the dream should take care of itself. The type of challenge determines the type of team you require: A new challenge requires a creative team. An ever-changing challenge requires a fast, flexible team. An Everest-sized challenge requires an experienced team. See who needs direction, support, coaching, or more responsibility. Add members, change leaders to suit the challenge of the moment, and remove ineffective members.

5. The Law of the Chain

The strength of the team is impacted by its weakest link. When a weak link remains on the team the stronger members identify the weak one, end up having to help him, come to resent him, become less effective, and ultimately question their leader's ability.

6. The Law of the Catalyst

Winning teams have players who make things happen. These are the catalysts, or the get-it-done-and-then-some people who are naturally intuitive, communicative, passionate, talented, creative people who take the initiative, are responsible, generous, and influential.

7. The Law of the Compass

A team that embraces a vision becomes focused, energized, and confident. It knows where it's headed and why it's going there. A team should examine its Moral, Intuitive, Historical, Directional, Strategic, and Visionary Compasses. Does the business practice with integrity? Do members stay? Does the team make positive use of anything contributed by previous teams in the organization? Does the strategy serve the vision? Is there a long-range vision to keep the team from being frustrated by short-range failures?

8. The Law of The Bad Apple

Rotten attitudes ruin a team. The first place to start is with your self. Do you think the team wouldn't be able to get along without you? Do you secretly believe that recent team successes are attributable to your personal efforts, not the work of the whole team? Do you keep score when it comes to the praise and perks handed out to other team members? Do you have ahard time admitting you made a mistake? If you answered yes to any of these questions, you need to keep your attitude in check.

9. The Law of Countability

Teammates must be able to count on each other when it counts. Is your integrity unquestionable? Do you perform your work with excellence? Are you dedicated to the team's success? Can people depend on you? Do your actions bring the team together or rip it apart?

10. The Law of the Price Tag

The team fails to reach its potential when it fails to pay the price. Sacrifice, time commitment, personal development, and unselfishness are part of the price we pay for team success.

11. The Law of the Scoreboard

The team can make adjustments when it knows where it stands. The scoreboard is essential to evaluating performance at any given time, and is vital to decision-making.

12. The Law of the Bench

Great teams have great depth. Any team that wants to excel must have good substitutes as well as starters. The key to making the most of the law of the bench is to continually mprove the team.

13. The Law of Identity

Shared values define the team. The type of values you choose for the team will attract the type of members you need. Values give the team a unique identity to its members, potential recruits, clients, and the public. Values must be constantly stated and restated, practiced, and institutionalized.

14. The Law of Communication

Interaction fuels action. Effective teams have teammates who are constantly talking, and listening to each other. From leader to teammates, teammates to leader, and among teammates, there should be consistency, clarity and courtesy. People should be able to disagree openly but with respect. Between the team and the public, responsiveness and openness is key.

15. The Law of the Edge

The difference between two equally talented teams is leadership. A good leader can bring a team to success, provided values, work ethic and vision are in place. The Myth of the Head Table is the belief that on a team, one person is always in charge in every situation. Understand that in particular situations, maybe another person would be best suited for leading the team. The Myth of the Round Table is the belief that everyone is equal, which is not true. The person with greater skill, experience, and productivity in a given area is more important to the team in that area. Compensate where it is due.

16. The Law of High Morale

When you're winning, nothing hurts. When a team has high morale, it can deal with whatever circumstances are throw at it.

17. The Law of Dividends

Investing in the team compounds over time. Make the decision to build a team, and decide who among the team are worth developing. Gather the best team possible, pay the price to develop the team, do things together, delegate responsibility and authority, and give credit for success.

By: Regine P. Azurin and Yvette Pantilla http://www.bizsum.com "A Lot Of Great Books....Too Little Time To Read" Free Book Summaries Of Latest Bestsellers and More!

mailto:freenewsletter@bizsum.com BusinessSummaries is a BusinessSummaries.com service.

(c) Copyright 2001-2005, BusinessSummaries.com

Primal Leadership - A Book Summary   

Book Summary: The 17 Indisputable Laws Of Teamwork

To achieve great things, you need a team. Building a winning team requires understanding of these principles. Whatever your goal or project, you need to add value and invest in your team so the end product benefits from more ideas, energy, resources, and perspectives.

1. The Law of Significance

People try to achieve great things by themselves mainly because of the size of their ego, their level of insecurity, or simple naiveté and temperament. One is too small a number to achieve greatness.

2.The Law of the Big Picture

The goal is more important than the role. Members must be willing to subordinate their roles and personal agendas to support the team vision. By seeing the big picture, effectively communicating the vision to the team, providing the needed resources, and hiring the right players, leaders can create a more unified team.

3. The Law of the Niche

All players have a place where they add the most value. Essentially, when the right team member is in the right place, everyone benefits. To be able to put people in their proper places and fully utilize their talents and maximize potential, you need to know your players and the team situation. Evaluate each person's skills, discipline, strengths, emotions, and potential.

4. The Law of Mount Everest

As the challenge escalates, the need for teamwork elevates. Focus on the team and the dream should take care of itself. The type of challenge determines the type of team you require: A new challenge requires a creative team. An ever-changing challenge requires a fast, flexible team. An Everest-sized challenge requires an experienced team. See who needs direction, support, coaching, or more responsibility. Add members, change leaders to suit the challenge of the moment, and remove ineffective members.

5. The Law of the Chain

The strength of the team is impacted by its weakest link. When a weak link remains on the team the stronger members identify the weak one, end up having to help him, come to resent him, become less effective, and ultimately question their leader's ability.

6. The Law of the Catalyst

Winning teams have players who make things happen. These are the catalysts, or the get-it-done-and-then-some people who are naturally intuitive, communicative, passionate, talented, creative people who take the initiative, are responsible, generous, and influential.

7. The Law of the Compass

A team that embraces a vision becomes focused, energized, and confident. It knows where it's headed and why it's going there. A team should examine its Moral, Intuitive, Historical, Directional, Strategic, and Visionary Compasses. Does the business practice with integrity? Do members stay? Does the team make positive use of anything contributed by previous teams in the organization? Does the strategy serve the vision? Is there a long-range vision to keep the team from being frustrated by short-range failures?

8. The Law of The Bad Apple

Rotten attitudes ruin a team. The first place to start is with your self. Do you think the team wouldn't be able to get along without you? Do you secretly believe that recent team successes are attributable to your personal efforts, not the work of the whole team? Do you keep score when it comes to the praise and perks handed out to other team members? Do you have ahard time admitting you made a mistake? If you answered yes to any of these questions, you need to keep your attitude in check.

9. The Law of Countability

Teammates must be able to count on each other when it counts. Is your integrity unquestionable? Do you perform your work with excellence? Are you dedicated to the team's success? Can people depend on you? Do your actions bring the team together or rip it apart?

10. The Law of the Price Tag

The team fails to reach its potential when it fails to pay the price. Sacrifice, time commitment, personal development, and unselfishness are part of the price we pay for team success.

11. The Law of the Scoreboard

The team can make adjustments when it knows where it stands. The scoreboard is essential to evaluating performance at any given time, and is vital to decision-making.

12. The Law of the Bench

Great teams have great depth. Any team that wants to excel must have good substitutes as well as starters. The key to making the most of the law of the bench is to continually mprove the team.

13. The Law of Identity

Shared values define the team. The type of values you choose for the team will attract the type of members you need. Values give the team a unique identity to its members, potential recruits, clients, and the public. Values must be constantly stated and restated, practiced, and institutionalized.

14. The Law of Communication

Interaction fuels action. Effective teams have teammates who are constantly talking, and listening to each other. From leader to teammates, teammates to leader, and among teammates, there should be consistency, clarity and courtesy. People should be able to disagree openly but with respect. Between the team and the public, responsiveness and openness is key.

15. The Law of the Edge

The difference between two equally talented teams is leadership. A good leader can bring a team to success, provided values, work ethic and vision are in place. The Myth of the Head Table is the belief that on a team, one person is always in charge in every situation. Understand that in particular situations, maybe another person would be best suited for leading the team. The Myth of the Round Table is the belief that everyone is equal, which is not true. The person with greater skill, experience, and productivity in a given area is more important to the team in that area. Compensate where it is due.

16. The Law of High Morale

When you're winning, nothing hurts. When a team has high morale, it can deal with whatever circumstances are throw at it.

17. The Law of Dividends

Investing in the team compounds over time. Make the decision to build a team, and decide who among the team are worth developing. Gather the best team possible, pay the price to develop the team, do things together, delegate responsibility and authority, and give credit for success.

By: Regine P. Azurin and Yvette Pantilla http://www.bizsum.com "A Lot Of Great Books....Too Little Time To Read" Free Book Summaries Of Latest Bestsellers and More!

mailto:freenewsletter@bizsum.com BusinessSummaries is a BusinessSummaries.com service.

(c) Copyright 2001-2005, BusinessSummaries.com

Primal Leadership - A Book Summary   

Primal Leadership - A Book Summary

Primal leadership takes center stage in this book. This concept goes beyond the set of conventional competencies on the making of a leader. Beyond bottom line figures, this book takes a leap forward with the concept of primal leadership through a keen and in-depth understanding of emotional intelligence and its link to leading and building emotionally intelligent organizations.

The authors explore the idea of leadership as an emotional function. They propose that the fundamental task of a leader is to create resonance at work, thereby unleashing positive traits and attributes in people. Emotionally intelligent leaders bring organizational success to the fore because they inspire, motivate and foster commitment in people.

Harness the power of primal leadership in this book and bring out the emotionally intelligent leader in you.

Primal Dimension of Leadership

The use of emotion in leadership functions is a primal task that sets leaders apart. Great leaders move people by channeling emotions in the right direction, whether it is in formulating corporate strategy in the boardroom or a series of action items in the shop floor.

Resonance Effect

The positive channeling of emotions that empowers people to be top performers is called resonance. The culture of resonance brings out the best in people. On the other hand, when leaders negatively drive emotions dissonance is created. Dissonance is not conducive to harmonious working relationships as it can undermine people's potentials.

Key to Primal Leadership

Emotional intelligence is the foundation of making primal leadership work. An emotionally intelligent leader knows how to handle himself and his relationship with the people he works with in order to drive up performance.

Good Moods, Good Work

A good mood is essential for a team to function effectively. It is crucial for a leader to foster positive working relationships because emotional conflicts in a group can hamper a team's performance.

A study of CEOs from Fortune 500 companies revealed that positive overall mood of top management people leads to better cooperation and better business performance. This argument takes the view that it is top management that creates the conditions for workers to work well.

Resonant Leader

For emotionally intelligent leaders, resonance comes naturally in their dealings with people. Their actions reinforce synchrony within their team and within the organization. The strength of an emotionally resonant leader lies in the emotional bond he forms which allows people to collaborate with each other even in the face of change and uncertainty.

Four Dimensions of Emotional Intelligence

The creation of resonance is a hallmark of primal leadership that can only be fostered by emotionally intelligent leaders. For a leader to promote prime resonance in a group, it is important to understand the four EI competencies. Interestingly, these competencies are not innately inherent but are learned abilities. According to research, an effective leader typically demonstrates at least one competence among the four dimensions.

1. Self-Awareness

2. Self-Management

3. Social Awareness

4. Relationship Management

Approaches to Leadership in a Nutshell

1. Visionary

2. Coaching

3. Affiliative

4. Democratic

5. Pacesetting

6. Commanding

The Five Discoveries of Self-Directed Learning

1. First Discovery: My ideal self - Who do I want to be?

2. Second Discovery: My real self - Who am I? What are my strengths and gaps?

3. Third Discovery: My learning agenda - How can I build on my strengths while reducing my gaps?

4. Fourth Discovery: Experimenting with and practicing new behaviors, thoughts, and feelings to the point of mastery.

5. Fifth Discovery: Developing supportive and trusting relationships that make change possible.

Final Notes

Primal leadership is anchored on emotions. These emotions have underlying neurological explanations to them such as the open loop system. Thus, a leader must work hard to obtain emotional intelligence competencies that will make him a resonant leader because resonance is the key to primal leadership.

A resonant leader builds a culture of resonance by emonstrating emotionally intelligent abilities that permeate throughout the organization. A resonant leader aims to live a resonant life for him and his people in order to make resonant work. It is this kind of work that builds an emotionally intelligent organization - a kind of organization that can survive the changing business climate because it has built-in processes that can sustain change.

Primal Leadership - A Book Summary   

Primal Leadership - A Book Summary

Primal leadership takes center stage in this book. This concept goes beyond the set of conventional competencies on the making of a leader. Beyond bottom line figures, this book takes a leap forward with the concept of primal leadership through a keen and in-depth understanding of emotional intelligence and its link to leading and building emotionally intelligent organizations.

The authors explore the idea of leadership as an emotional function. They propose that the fundamental task of a leader is to create resonance at work, thereby unleashing positive traits and attributes in people. Emotionally intelligent leaders bring organizational success to the fore because they inspire, motivate and foster commitment in people.

Harness the power of primal leadership in this book and bring out the emotionally intelligent leader in you.

Primal Dimension of Leadership

The use of emotion in leadership functions is a primal task that sets leaders apart. Great leaders move people by channeling emotions in the right direction, whether it is in formulating corporate strategy in the boardroom or a series of action items in the shop floor.

Resonance Effect

The positive channeling of emotions that empowers people to be top performers is called resonance. The culture of resonance brings out the best in people. On the other hand, when leaders negatively drive emotions dissonance is created. Dissonance is not conducive to harmonious working relationships as it can undermine people's potentials.

Key to Primal Leadership

Emotional intelligence is the foundation of making primal leadership work. An emotionally intelligent leader knows how to handle himself and his relationship with the people he works with in order to drive up performance.

Good Moods, Good Work

A good mood is essential for a team to function effectively. It is crucial for a leader to foster positive working relationships because emotional conflicts in a group can hamper a team's performance.

A study of CEOs from Fortune 500 companies revealed that positive overall mood of top management people leads to better cooperation and better business performance. This argument takes the view that it is top management that creates the conditions for workers to work well.

Resonant Leader

For emotionally intelligent leaders, resonance comes naturally in their dealings with people. Their actions reinforce synchrony within their team and within the organization. The strength of an emotionally resonant leader lies in the emotional bond he forms which allows people to collaborate with each other even in the face of change and uncertainty.

Four Dimensions of Emotional Intelligence

The creation of resonance is a hallmark of primal leadership that can only be fostered by emotionally intelligent leaders. For a leader to promote prime resonance in a group, it is important to understand the four EI competencies. Interestingly, these competencies are not innately inherent but are learned abilities. According to research, an effective leader typically demonstrates at least one competence among the four dimensions.

1. Self-Awareness

2. Self-Management

3. Social Awareness

4. Relationship Management

Approaches to Leadership in a Nutshell

1. Visionary

2. Coaching

3. Affiliative

4. Democratic

5. Pacesetting

6. Commanding

The Five Discoveries of Self-Directed Learning

1. First Discovery: My ideal self - Who do I want to be?

2. Second Discovery: My real self - Who am I? What are my strengths and gaps?

3. Third Discovery: My learning agenda - How can I build on my strengths while reducing my gaps?

4. Fourth Discovery: Experimenting with and practicing new behaviors, thoughts, and feelings to the point of mastery.

5. Fifth Discovery: Developing supportive and trusting relationships that make change possible.

Final Notes

Primal leadership is anchored on emotions. These emotions have underlying neurological explanations to them such as the open loop system. Thus, a leader must work hard to obtain emotional intelligence competencies that will make him a resonant leader because resonance is the key to primal leadership.

A resonant leader builds a culture of resonance by emonstrating emotionally intelligent abilities that permeate throughout the organization. A resonant leader aims to live a resonant life for him and his people in order to make resonant work. It is this kind of work that builds an emotionally intelligent organization - a kind of organization that can survive the changing business climate because it has built-in processes that can sustain change.

Primal Leadership - A Book Summary   

Primal Leadership - A Book Summary

Primal leadership takes center stage in this book. This concept goes beyond the set of conventional competencies on the making of a leader. Beyond bottom line figures, this book takes a leap forward with the concept of primal leadership through a keen and in-depth understanding of emotional intelligence and its link to leading and building emotionally intelligent organizations.

The authors explore the idea of leadership as an emotional function. They propose that the fundamental task of a leader is to create resonance at work, thereby unleashing positive traits and attributes in people. Emotionally intelligent leaders bring organizational success to the fore because they inspire, motivate and foster commitment in people.

Harness the power of primal leadership in this book and bring out the emotionally intelligent leader in you.

Primal Dimension of Leadership

The use of emotion in leadership functions is a primal task that sets leaders apart. Great leaders move people by channeling emotions in the right direction, whether it is in formulating corporate strategy in the boardroom or a series of action items in the shop floor.

Resonance Effect

The positive channeling of emotions that empowers people to be top performers is called resonance. The culture of resonance brings out the best in people. On the other hand, when leaders negatively drive emotions dissonance is created. Dissonance is not conducive to harmonious working relationships as it can undermine people's potentials.

Key to Primal Leadership

Emotional intelligence is the foundation of making primal leadership work. An emotionally intelligent leader knows how to handle himself and his relationship with the people he works with in order to drive up performance.

Good Moods, Good Work

A good mood is essential for a team to function effectively. It is crucial for a leader to foster positive working relationships because emotional conflicts in a group can hamper a team's performance.

A study of CEOs from Fortune 500 companies revealed that positive overall mood of top management people leads to better cooperation and better business performance. This argument takes the view that it is top management that creates the conditions for workers to work well.

Resonant Leader

For emotionally intelligent leaders, resonance comes naturally in their dealings with people. Their actions reinforce synchrony within their team and within the organization. The strength of an emotionally resonant leader lies in the emotional bond he forms which allows people to collaborate with each other even in the face of change and uncertainty.

Four Dimensions of Emotional Intelligence

The creation of resonance is a hallmark of primal leadership that can only be fostered by emotionally intelligent leaders. For a leader to promote prime resonance in a group, it is important to understand the four EI competencies. Interestingly, these competencies are not innately inherent but are learned abilities. According to research, an effective leader typically demonstrates at least one competence among the four dimensions.

1. Self-Awareness

2. Self-Management

3. Social Awareness

4. Relationship Management

Approaches to Leadership in a Nutshell

1. Visionary

2. Coaching

3. Affiliative

4. Democratic

5. Pacesetting

6. Commanding

The Five Discoveries of Self-Directed Learning

1. First Discovery: My ideal self - Who do I want to be?

2. Second Discovery: My real self - Who am I? What are my strengths and gaps?

3. Third Discovery: My learning agenda - How can I build on my strengths while reducing my gaps?

4. Fourth Discovery: Experimenting with and practicing new behaviors, thoughts, and feelings to the point of mastery.

5. Fifth Discovery: Developing supportive and trusting relationships that make change possible.

Final Notes

Primal leadership is anchored on emotions. These emotions have underlying neurological explanations to them such as the open loop system. Thus, a leader must work hard to obtain emotional intelligence competencies that will make him a resonant leader because resonance is the key to primal leadership.

A resonant leader builds a culture of resonance by emonstrating emotionally intelligent abilities that permeate throughout the organization. A resonant leader aims to live a resonant life for him and his people in order to make resonant work. It is this kind of work that builds an emotionally intelligent organization - a kind of organization that can survive the changing business climate because it has built-in processes that can sustain change.

Primal Leadership - A Book Summary   

Book Summary: The 17 Indisputable Laws Of Teamwork

To achieve great things, you need a team. Building a winning team requires understanding of these principles. Whatever your goal or project, you need to add value and invest in your team so the end product benefits from more ideas, energy, resources, and perspectives.

1. The Law of Significance

People try to achieve great things by themselves mainly because of the size of their ego, their level of insecurity, or simple naiveté and temperament. One is too small a number to achieve greatness.

2.The Law of the Big Picture

The goal is more important than the role. Members must be willing to subordinate their roles and personal agendas to support the team vision. By seeing the big picture, effectively communicating the vision to the team, providing the needed resources, and hiring the right players, leaders can create a more unified team.

3. The Law of the Niche

All players have a place where they add the most value. Essentially, when the right team member is in the right place, everyone benefits. To be able to put people in their proper places and fully utilize their talents and maximize potential, you need to know your players and the team situation. Evaluate each person's skills, discipline, strengths, emotions, and potential.

4. The Law of Mount Everest

As the challenge escalates, the need for teamwork elevates. Focus on the team and the dream should take care of itself. The type of challenge determines the type of team you require: A new challenge requires a creative team. An ever-changing challenge requires a fast, flexible team. An Everest-sized challenge requires an experienced team. See who needs direction, support, coaching, or more responsibility. Add members, change leaders to suit the challenge of the moment, and remove ineffective members.

5. The Law of the Chain

The strength of the team is impacted by its weakest link. When a weak link remains on the team the stronger members identify the weak one, end up having to help him, come to resent him, become less effective, and ultimately question their leader's ability.

6. The Law of the Catalyst

Winning teams have players who make things happen. These are the catalysts, or the get-it-done-and-then-some people who are naturally intuitive, communicative, passionate, talented, creative people who take the initiative, are responsible, generous, and influential.

7. The Law of the Compass

A team that embraces a vision becomes focused, energized, and confident. It knows where it's headed and why it's going there. A team should examine its Moral, Intuitive, Historical, Directional, Strategic, and Visionary Compasses. Does the business practice with integrity? Do members stay? Does the team make positive use of anything contributed by previous teams in the organization? Does the strategy serve the vision? Is there a long-range vision to keep the team from being frustrated by short-range failures?

8. The Law of The Bad Apple

Rotten attitudes ruin a team. The first place to start is with your self. Do you think the team wouldn't be able to get along without you? Do you secretly believe that recent team successes are attributable to your personal efforts, not the work of the whole team? Do you keep score when it comes to the praise and perks handed out to other team members? Do you have ahard time admitting you made a mistake? If you answered yes to any of these questions, you need to keep your attitude in check.

9. The Law of Countability

Teammates must be able to count on each other when it counts. Is your integrity unquestionable? Do you perform your work with excellence? Are you dedicated to the team's success? Can people depend on you? Do your actions bring the team together or rip it apart?

10. The Law of the Price Tag

The team fails to reach its potential when it fails to pay the price. Sacrifice, time commitment, personal development, and unselfishness are part of the price we pay for team success.

11. The Law of the Scoreboard

The team can make adjustments when it knows where it stands. The scoreboard is essential to evaluating performance at any given time, and is vital to decision-making.

12. The Law of the Bench

Great teams have great depth. Any team that wants to excel must have good substitutes as well as starters. The key to making the most of the law of the bench is to continually mprove the team.

13. The Law of Identity

Shared values define the team. The type of values you choose for the team will attract the type of members you need. Values give the team a unique identity to its members, potential recruits, clients, and the public. Values must be constantly stated and restated, practiced, and institutionalized.

14. The Law of Communication

Interaction fuels action. Effective teams have teammates who are constantly talking, and listening to each other. From leader to teammates, teammates to leader, and among teammates, there should be consistency, clarity and courtesy. People should be able to disagree openly but with respect. Between the team and the public, responsiveness and openness is key.

15. The Law of the Edge

The difference between two equally talented teams is leadership. A good leader can bring a team to success, provided values, work ethic and vision are in place. The Myth of the Head Table is the belief that on a team, one person is always in charge in every situation. Understand that in particular situations, maybe another person would be best suited for leading the team. The Myth of the Round Table is the belief that everyone is equal, which is not true. The person with greater skill, experience, and productivity in a given area is more important to the team in that area. Compensate where it is due.

16. The Law of High Morale

When you're winning, nothing hurts. When a team has high morale, it can deal with whatever circumstances are throw at it.

17. The Law of Dividends

Investing in the team compounds over time. Make the decision to build a team, and decide who among the team are worth developing. Gather the best team possible, pay the price to develop the team, do things together, delegate responsibility and authority, and give credit for success.

By: Regine P. Azurin and Yvette Pantilla http://www.bizsum.com "A Lot Of Great Books....Too Little Time To Read" Free Book Summaries Of Latest Bestsellers and More!

mailto:freenewsletter@bizsum.com BusinessSummaries is a BusinessSummaries.com service.

(c) Copyright 2001-2005, BusinessSummaries.com

Primal Leadership - A Book Summary