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.

Having self-esteem is fundamental to being mentally healthy. Being self-assured is at the core of success at work and home. Self-esteem and self-assurance, like self-confidence, are good qualities. However, don’t confuse them with arrogance or feeling superior to others. When you have a healthy self-esteem, you feel good about yourself. You don’t require external validation. You […]

The traditional approach to accounting and financial management doesn’t account for all of our assets such as the value of our knowledge, experience, network, and future earnings potential. Neither does it account for all of our liabilities such as our unknown and unresolved issues. Whether accounting for our individual issues or organizational ones, we can

Would you be concerned if you bought a house that was only built to last five years? Yes, of course. You buy a house with the expectation it will last forever, or at least as long as you own it. What about purchases that go into your home? Do you expect dishwashers, microwave ovens, faucets, and

Ever thought what life would be like if there were fewer hours in the day? What if there were only 22 hours in a day and the standard work day was six hours? What would you change, give up, or do less of? Or what if there were more hours in a day? What would you

One of the most complicated responsibilities managers have is the empowerment of their employees. Employees want to be empowered to do their jobs, yet many managers feel the need to control their work. Some managers even withhold the work. For those managers who do delegate work, many then struggle with how to follow up. For good

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