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Date: Tue, 27 Feb 2018 15:40:56 -0500
From: "James  Bateman" <james..bateman@dseilnck.com>
To:   <lojban@lojban.org>
Subject: Alert: Your candidate-profile is ready: No.818808444
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 Content preview:  ATTN: lojban@lojban.org RE: 2018-Professional Who's Who The
    reason that we're reaching-out to you today is to notify-you that you have
    just been-chosen to be included in this year's edition-of the Professional
    Who's Who-Network. 
 
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ATTN: lojban@lojban.org
***********************************
RE: 2018-Professional Who's Who
***********************************

The reason that we're reaching-out to you today is to notify-you that you have just been-chosen to be included in this year's edition-of the Professional Who's Who-Network. 

This is the country's best-personal branding and-networking organization. . . and there is absolutely NO-FEE for you to be listed!

One your candidate-profile has been updated and-submitted, you will be highlighted amonst the almost 400,000 other like-minded individuals from all over the-country.  Our members are among the nation's-most accomplished-professionals from just about every profession-and industry. 

All of our members-have access to our exclusive networking forums, personal-branding tools AND national business-exposure, plus alot-more. 


Go here to submit-your candidate-profile: http://www.dseilnck.com/randy-bankrupting/9ea8G6xR2Ro3cp86GxhvLKgFxhvLKgzhkrc34


On behalf of our-committee, I would like to congratulate-you on your recent-achievements and am-please to welcome you to the 2018-Professional Who's Who-network. 


Best-Regards,

Membership Coordinator

2018-Professional Who's-Who


What was sent to you is an-advertisment

If you would like to not-receive these, please visit-here: http://www.dseilnck.com/d31Uy8623dICMq86ZxhvLKgFxhvLKgzhkrm5e/randy-bankrupting
626_RXR-Plaza
Uniondale
New York-11556
2018 Professionals Who's-Who Inc. 
All Rights_Reserved

Extract your name from our index by confirming your information now
http://www.dseilnck.com/dormant-troubleshoots/2a6V89S23ehHp86sxhvLKgFxhvLKgzhkr909
Kathy Dimaria { 7515 Lacombe St New Orleans La 70127-1884


When Henrik Balmer became the production manager and a board member of a newly bought-out cosmetics firm, improving his network was the last thing on his mind. The main problem he faced was time: Where would he find the hours to guide his team through a major upgrade of the production process and then think about strategic issues like expanding the business? The only way he could carve out time and still get home to his family at a decent hour was to lock himself&mdash;literally&mdash;in his office. Meanwhile, there were day-to-day issues to resolve, like a recurring conflict with his sales director over custom orders that compromised production efficiency. Networking, which Henrik defined as the unpleasant task of trading favors with strangers, was a luxury he could not afford. But when a new acquisition was presented at a board meeting without his input, he abruptly realized he was out of the loop&mdash;not just inside the company, but outside, too&mdash;at a moment when his future in the company was at stake.

After she argued that distribution issues were her purview, and failed to be persuasive, she hired consultants to help her prepare a counterproposal. But Sophie's boss simply concluded that she lacked a broad, longer-term business perspective. Frustrated, Sophie contemplated leaving the company. Only after some patient coaching from a senior manager did she understand that she had to get out of her unit and start talking to opinion leaders inside and outside the company to form a sellable plan for the future. What differentiates a leader from a manager, research tells us, is the ability to figure out where to go and to enlist the people and groups necessary to get there. Recruiting stakeholders, lining up allies and sympathizers, diagnosing the political landscape, and brokering conversations among unconnected parties are all part of a leader's job. As they step up to the leadership transition, some managers accept their growing dependence on others and seek to transform it into mutual influence. Others dismiss such work as &ldquo;political&rdquo; and, as a result, undermine their ability to advance their goals.

If an aspiring leader has not yet mastered the art of delegation, he or she will find many reasons not to spend time networking. Participating in formal and informal meetings with people in other units takes time away from functional responsibilities and internal team affairs. Between the obvious payoff of a task accomplished and the ambiguous, often delayed rewards of networking, naive managers repeatedly choose the former. The less they practice networking, the less efficient at it they become, and the vicious cycle continues.

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