Mike Hawkins

MIKE HAWKINS is award-winning author of "Activating Your Ambition: A Guide to Coaching the Best Out of Yourself and Others", author of the "SCOPE of Leadership" six-book series on coaching leaders to lead as coaches, and president of Alpine Link Corporation. Mike coaches, consults, and trains organizations and individuals to higher levels of performance. He is a respected executive coach, management consultant, author, speaker, and college lecturer. He is considered an industry thought leader on leadership, consultative selling, self-improvement, and business management.

Colorado gold mining

Attending college includes “getting through” required courses in areas such as English and social science. Classes like English composition, American history, and introduction to psychology are required even when getting a degree in an unrelated field like engineering or computer science. Hence many students say “I have to complete my required courses to graduate” rather […]

Making right or wrong decision changes your circumstances

If you’ve not done so, give some thought to how you make decisions. What typically leads to good outcomes? Bad outcomes? What lessons have you learned from past decisions and how have you incorporated them into your current decision making? Compare your list of lessons learned to the decision-making best practices in my article.

Setting Priorities Chart

Unless you are comfortably retired, you probably work really hard every day which keeps you so busy that just getting through the day is a big accomplishment. But is it really? Is getting through the day, regardless of what you do, truly satisfying and meaningful? Is it really the best use of your time and energy?

Fear_or_Hope

People think and act based on many influences, but two stand out as more influential than most – fear and hope. Both fear and hope drive us to act in ways we would not otherwise. Fear, for example, drives people to install home security systems and say “no” to risky business ventures. Hope drives people

diagram showing where to give feedback: to the person, behavior, or result

If you’ve been a manager for very long, you’ve undoubtedly been told to “focus on the behavior, not the person” when giving feedback. I’ve heard it throughout my career, but like so many clichés, it is a bit oversimplified. Actually, it really doesn’t make sense. Isn’t a person’s behavior part of their being a person?

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