Candidate Search   To access our list of current candidates, please contact us and we will be happy to forward you their resume. There is no fee for this service if you select one of our candidates.    Thank You!    Account Manager Accountant Administrative Assistant Cost Account Chief Financial Officer Human Resources CIO Logistics Traffic Manager Sales Security Director Credit Manager Banking Professional Loan Officer Financial Services Benefits Officer Buyer/Purchasing Controller Corp. Accts. Payable Manufacturing Production Electrical Engineer Computer Technician Customer Service Facilities Manager Warehouse Shipping Shipping & Receiving Welder Forklift Driver

Thoughts from Celeste's Desk... We are in the middle of challenging financial times with many industry segments initiating retrenchments resulting in  thousands affected by reductions in force. Every day you turn on your television, radio or computer and hear of more lay-offs, more closings, the stock market roller-coaster, more people trying to make sense over what happened to their dream. Now, more than ever, successful organizations need dynamic leaders and effective managers. We need to consider our own role and what it means to lead and manage in today's business world. We need to be the anchor that our employees are looking for in this turbulent times.   Perhaps we may find that the distinction between the two roles - leading vs. managing - is not as sharp and distinct as some may think. Volumes have been written on this subject and we often see the same phrases used to describe the differences. Maybe the issue is not leading versus managing, but rather flexing our roles to ensure continuous alignment with the needs of our organization.  Whatever your view, one thing is strikingly clear: leaders and managers are being challenged and tested in new and complex ways in response to global business changes.  Many leaders and managers are reassessing what is expected of them and what the difference in their roles actually are - or should be.   I hope you enjoy this month's articles on this topic of leadership and management along with the selected readings on this topic. Included in this month's newsletter is our list of wonderful job search candidates' skills & qualifications. I will be happy to forward any resumes that you wish at NO FEE. My goal is to have all of my candidates find new jobs and careers. So, if you have a need for any of their skills, please do not hesitate to contact me.   And, if Calfe & Associates can assist you in any of your needs from outplacement to training, please do not hesitate to call me directly at 412.760.1619 or email me at cmcalfe@calfeassociates.com.   Hope You Have A Great Day!   Celeste   Leading vs. Managing   Management is different from leadership, but what are the differences? Well, first we need to understand what organizations need from people in leadership and management positions - they need to survive profitably; they need to be competitive; and they need to grow their relevance by effectively responding to customers.   Managers organize and execute the projects and tasks needed by the business. They accomplish this by using core competencies such as structuring and monitoring work, managing change, goal and performance management, conflict management, interpersonal skills, team-building and communication skills. The goal of managers is to use organizational resources so that the organization will benefit. They need to spend a great deal of their energy marshalling resources to get things done.  Managers work hard to bring the right mix of talent and skills together and use a variety of business and emotional tools and techniques to get the job done. Given the complexities of today's business climate, managers face tremendous challenges managing the diversity of people and organizational needs effectively. Organizations need managers to help their team stay motivated and vested in the business.  They need them to create a climate of inclusion and to understand and leverage the strengths and different talents of people.   Organizations require different things from their leaders. They need their leaders to pursue the organizational vision and use their skills and talents to strategize, influence, persuade and create fellowship toward a common goal or purpose. While leaders do not always have the "answers", they will engage in discussion with others about the risks and opportunities the organization may face. Leaders are critical in shaping and communicating the shared values and culture of the organizations. Organizations need leaders who are attuned to their environment and who create a dynamic rational process involving all aspects and all stakeholders. Leaders induce groups to take the actions that the manager and their teams will carry out. Leadership can be direct-based on hierarchy and position - or indirect-based on functional or technical expertise. Since today's business climate often resembles guerilla warfare, organizations need leaders who can promote a new direction on all fronts and should come from all levels within the organization.   Considering that all organizations posses two goals: to execute the business as efficiently as possible, and to devise new directions for future success, it is understandable that there may be a distinction between leading and managing and that those who hold these positions understand how, when, where and why these differences should be used. Because of this all organizations should continually develop their pipeline of talent and "groom" their future managers and leaders while they have the current talent in place to take advantage of the mentoring and knowledge transfer of the current managers and leaders. This ensures a smooth transition of talent and promotes growth and profitability.      Five Keys to Leadership in Business   Whether you own your own business, or are the CEO of a major corporation, or a Manager rising through the ranks, it is critical to develop your leadership skills. Great leadership brings great results. A Manager can bring a project in on time and on budget; but it is the leader who can get the great results working with people, building relationships and empowering all members of the team. Managers are successful at achieving goals but the Leaders are essential for long-term growth, profitability and positive outcomes within an organization. Often these two roles are interchangeable. You know and possibly have worked with or for good managers and great leaders. The great leaders are not soon forgotten and are always appreciated.   David Packard and Bill Hewlett were industry leaders that influenced many major business practices with their successes at Hewlett-Packard. Their leadership created an environment that took their products and their company to the top. Their leadership style has been mimicked by many successful startups.   Leadership - Respect-Driven Work Environment - Personal Accountability - everyone has these skills to  some degree, but, it is the great leaders that achieve mastery of these skills. There are five essential leadership skills that great leaders have in common. These are: Influencing Others - the ability to personally affect others' actions, decisions, opinions or thinking. Personal Accountability -  the ability to answer for personal actions. Self-Management Skills - the ability to control oneself under stress. Goal Attainment - the ability to set, pursue and attain goals regardless of the circumstances. Interpersonal Skills - the ability to interact with others in a positive manner. If you want to develop your leadership skills and become a successful and memorable business leader, you can get the coaching and training that lead to mastery in these key areas. Consider beginning by using a self-discovery process which uses assessments to discover where you are on the continuum by comparing your skills and behaviors with successful leaders. Find a mentor or an executive coach who will assist you in moving toward the highest level of these key areas. very few of us are born to be leaders and most of us require experience and motivation to develop into top leaders. But it can be done if you want it.      SELECTED READINGS   First, Break All the Rules: What the World's Greatest Managers Do Differently - Marcus Buckingham The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management -Peter F. Drucker Execution: The Discipline of Getting Things Do - Larry Bossidy The 108 Skills of Natural Born Leaders - Warren Blank    A Leader's Legacy -  James M. Kouzes & Barry L. Posner  One Foot Out the Door, How to Combat the Psychological Recession That's Alienating Employees and Hurting American Business - Judith M. Bardwick   Thank you for taking the time to read our monthly newsletter. For more information on this month's topic or on any of our other services (outplacement, training, exit interviewing), please visit our website at http://www.calfeassociates.com or call me direct at 412.760.1619.   Celeste    Sincerely,   Celeste M. Calfe, CMF  Calfe & Associates http://www.calfeassociate.com

 Volume III

Calfe & Associates Newsletter

April, 2009

Candidate Search   To access our list of current candidates, please contact us and we will be happy to forward you their resume. There is no fee for this service if you select one of our candidates.   Thank You!    Account Manager Accountant Administrative AssistantLegal Administrative Assistant  Chief Financial Officer Director of Finance Facilities Manager  Human Resources Logistics Traffic Manager Sales Security Director Loan Officer Financial Services Benefits Officer Buyer/Purchasing Controller Corp. Accts. Payable Manufacturing Production Purchasing  Customer Service   Quick Links... Calfe & Associates ACF North America              Thoughts from Celeste's Desk... Charles Darwin states "It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change." Strange quote for some strange times. When deciding on this month's articles I thought it would be a good time to discuss Outplacement and the importance of choosing the correct program and correct firm to suit your needs.    When I started in this industry - some 25 years ago - the economy was going through some pretty tough times, much as we are today. I saw an opportunity to enter a world where I could perhaps do some good and meet some pretty great people in the process. I've worked for some large outplacement firms and for family-owned companies before I decided to strike out on my own. One of the main reasons for starting my own firm was the opportunity to do Outplacement and Coaching the way it was meant to be when a visionary group of men decided to start this industry. Outplacement was meant to be a tailored service where your departing employees have the chance to meet with a Career Coach to discuss their next steps...it was never meant to be an assignment to be given a computer password and no human contact at all. As President of the Association of Career Firms North America it is my mission to have companies choose a firm that holds to a higher standard and one that encourages certification of their coaches. It is when you choose a firm with a stellar reputation that you do in fact protect yours. I know that in these times, we must look at the bottom line...but we should also be looking at what is right for our employees. When I hear of class action lawsuits against employers it makes me sad because if they had chosen outplacement as a benefit or chosen the correct firm to assist them in their outplacement needs, then these types of lawsuits may never come to light. As you are researching firms, I would hope that you would look at qualities other than price - in fact you may find that your price will be met if not bettered - and look at what is good for your employees. And for those who are looking down the road to their own departures, please make sure that you are given a severance package that includes outplacement coaching for yourself. And to go back to what Darwin states...sometimes we have to change to survive. Change is empowering - so please do not be afraid to make the choice.   If I can help you with any of your outplacement or coaching needs, please do not hesitiate to contact me.   Take care!   Celeste Doing Layoffs the Right Way Today's troubling economy is forcing many employers to adopt new ways of dealing with their challenges. These methods range from outsourcing the work, cutting back to four-day workweeks, scattered "Spring Breaks" without pay, not contributing to the 401 K and freezing hiring and salaries. When these and other measures fail, employers are often faced with the difficult decision of downsizing.   Not surprisingly, layoffs often lead to lawsuits for wrongful termination, and while some may say that they are inevitable part of doing business, there are ways to minimize the risk of litigation.   There is no one-size-fits-all approach to formulating a layoff strategy. A successful layoff begins with the development of a plan that addresses the reason for the layoff and the scope of the reduction in force. In developing this plan, ask yourself:  Will the reduction include employees from all divisions or segments of the company, or will it focus only on those areas of the company that are under-performing? How many will be included in the layoff? Will there be a single event, or more staggered over time? Have you developed proper communication? If the layoff permanent or will the company recall workers as the need arises?   Once you have answered these questions, you need to decide on the criteria for selecting the employees to be laid off. This is perhaps the most important component of the layoff plan, and the area that exposes employers to the greatest risk of lawsuits. You should rely of objective, measurable criteria that corresponds to the company's legitimate business needs for reducing its head count. Examples to use include: Possession of Multiple Skill Sets Performance (Documented) Education Experience Attendance Tenure Job Classification Productivity After the list has been compiled, it is important to ensure that one or more groups of employees who are protected by anti-discrimination laws, i.e. women, minorities, and persons over 40, have not been disproportionately affected by the layoff. This too will minimize your risk of lawsuits.  Understandably, a reduction in force creates a tremendous amount of turmoil in the workplace. Therefore, when announcing the layoffs, be prepared to answer questions regarding recall, severance, outplacement services and the availability of employee assistance programs. Consult with legal counsel to ensure that the severance agreements are sufficiently broad to include a release of all potential claims by an employees and are enforceable under the laws of the states where the employees work.   Other legal issues to keep in mind are:   Compliance With the WARN Act: Under the Workers Adjustment and Retaining Notification Act, commonly known as the WARN Act, employers with 100 or more employees must provide 60 days notice to employees, unions and local government prior to closing a plant or layoff of at least 33% of their workforce. Compliance with the Older Workers Benefit Protection Act: Compliance with this law is essential to obtaining valid releases of Age Discrimination in Employment Act claims from employees who are over 40-years old. For example, under this act, a valid release of an employee's age claim must include the job titles and ages of ALL the individuals selected for the layoff, as well as the ages of ALL the individuals in the same job classification or unit who are not selected for layoff. Employees on Approved Leaves of Absence: It is important to identify employees receiving workers' compensation benefits, those who are on short- or long-term disability, or those who are on approved leave under the Family and Medical Leave Act. While they are not immune from layoff, their status raises additional legal issues that need to be evaluated before terminating employment. State Laws Affecting Layoffs:  Many states have very specific laws that apply to workforce reductions. For example, New Jersey companies must comply with the Millvale Dallas Airmotive Plant Loss Notification Act which is similar in nature to the WARN Act. In California, employees who are terminated without advance notice MUST receive their wages at the time of their notification. And, where Pennsylvania is an "at-will" state the laws around discrimination still stand.   For most, few decisions are more difficult than the decision to terminate employees, particularly when they are loyal, productive and integral to the company's business and success. for this reason, employers should not only develop a plan that is based evenly and fairly, but should also use compassion when dealing with the employees who are affected by the layoff and by those who are the survivors. Treat them with dignity and respect. At the end of the day, more often than not, employees who choose to make the decision to file suit on their employer do not base it on whether or not the law was followed, but, rather on how they were treated when they left.           The Final Benefit - Outplacement You have risen through the ranks of your company to the position of vice president. You've been a good performer. Then the roof caves in. The company is acquired by another firm and a few months later your position is eliminated. You find yourself confused, angry and out of work. This scenario, and others like it, happens every day all over the country. Most people think, "It could never happen to me." But, in the ever-shifting business climate, the fact is that it's a possibility you can't ignore. What are the chances you'll be able to find another job? Obviously, that depends to a great extent on things like your work experience, your ability to relocate and the contacts you have established. Whatever the situation, jobs at the executive level are scarce and scattered. Employment agencies usually don't handle jobs above the $50,000 range, and it may have been a long time since you have had to look for a job on your own. This situation has spawned a relatively new corporate benefit called Executive Outplacement, a concept only about 20 years old and still maturing. Basically, an Outplacement Firm is hired by the company that fires you, for the purpose of helping you to find another job. But what does your former company gain? One of the most obvious reasons for offering Outplacement is to build a reputation as a caring company. Other reasons aren't as noble. Charges of discrimination and other lawsuits initiated by former company executives can be embarrassing and expensive. "If they're talking to an Outplacement Counselor, chances are they're probably not talking to a lawyer," says Celeste M. Calfe, President of Calfe & Associates and ACF North America. Most people are extremely upset and in a state of shock following a termination. They have no idea what to expect from an outplacement agency. Here are some things to keep in mind in case you should ever have to use an outplacement service.  Do your negotiations at the time of termination Remember, out of sight is out of mind, so before you walk out the door, find out exactly what the outplacement firm has been contracted to do. Also, try to negotiate for as much severance pay, vacation pay and as many other benefits as possible. It takes most people in these circumstances at least six - nine months to be hired, so negotiate with this time frame in mind. If your company offers no outplacement help, try to get a higher severance amount. The reason you have been terminated will determine the strength of your negotiating position. Or ask if you can have this benefit as statistics show those who use a professional coach secure new employment 89% sooner than those who do not. Know what the outplacement firm has been contracted to do and insist that they stick to it. Fees for senior level executives are often higher than those for non-exempt and the programs should be more comprehensive. Service to the job-hunting executive can fluctuate in quality, depending on the firm and whether or not the Outplacement Coach is certified or not. It makes a huge difference in how you are treated if the Coach working with you has a high set of ethics to stick to like I do as a Certified Management Fellow (CMF). You will find that if they are serious about their own careers and how they can assist you in your journey to your next - then they will have taken the time for certification. As President of my own company and of ACF North America, I continually stress the need for all our member coaches to secure this certification so that they will be better coaches.  If the Outplacement Firm offers assistance until placement (like Calfe & Associates) then they should be providing this service and not pulling a Houdini. "Because the individual feels like a failure, they tend to blame themselves and rationalize that the outplacement counselor did what he/she could," says Calfe, "when, in fact, it's probably the failure of the outplacement counselor who has abandoned the case." Insist on personalized service and demand they you see a Person and not just a computer generated program. You need an unbiased third-party to bounce off ideas and to tell you the truth about your search.  Computer generated programs and group workshops do not provide this - and - at your level this is what you need. Some bigger outplacement firms use an assembly line approach. One person counsels you, another does your market research and another writes your resume. If this appears to be the case, request the services of one counselor who will work with you until you're hired. Your campaign will be more tailored, you will repeat yourself less often and you will probably get more personal coaching and counseling. This counseling may even include your spouse, particularly when relocation is being considered. If the firm will not honor your wishes, then go back to your employer and ask if you can choose another firm who will do this for you. It's important to remember that your marketing campaign should be different from everyone else's campaign. Even if the job you want is relatively common, the job market changes constantly, and your background, skills and experience are unique. You will probably find a job that's right for you if you have one counselor who knows you personally. You may wonder: What does a full service outplacement firm offer? A pre-termination conference is held with your manager to discuss the circumstances from management's viewpoint. All information regarding severance pay, vacation pay and other benefits are discussed. Then a post-termination conference is held with you immediately after you are terminated. The purpose is to put you at ease regarding your situation, and to explain the outplacement process.  Preparation of your resume, cover letters and marketing letters will require comprehensive data gathering sessions. You should insist on a personalized, accomplishment-oriented resume. Brochure-type resumes, resumes that don't name the companies you have worked for and letters sent without resumes should be avoided. Finally, interview coaching is usually provide to help you tactfully answer questions about your former employer. Particular attention is given to the way you are coming across verbally and non-verbally to a potential employer.  For additional information on selecting a full-service outplacement firm, please contact Celeste M. Calfe, CMF at 412.760.1619 to discuss your situation.   Selected Readings & Resources Fired, Laid-Off or Forced Out: A Complete Guide to Severance, Benefits and Your Rights When Starting Over by Richard C. Busse Executive Severance: Preparation is Crucial by Jane Kissack Executive Redundancy and Outplacement by Shaun Taylor The Changing Outplacement Process by John L. Meyer Association of Career Firms North America:                         www.acf-northamerica.com    Thank you for taking the time to read our monthly newsletter. For more information on this month's topic or on any of our other services (outplacement, training, exit interviewing), please visit our website at http://www.calfeassociates.com or call me direct at 412.760.1619.   Sincerely,   Celeste Celeste Calfe, CMF Calfe & Associates

Calfe & Associates Newsletter  Volume 5
	Fall is in the air and for those who have been receiving my Newsletters - well - you know it is my favorite time of the year. The trees and shrubs are "painted" in beautiful colors, football is being played, the air is cooler and professionals are marching toward the end of the year with renewed vigor and commitment.   Given the pressures of the current economy (although some are beginning to see signs of recovery), many organizations are recalibrating their thinking around performance management and employee engagement and developing strategies and plans for a post-recession economy. As organizations reassess talent within their organizations, a growing number are building coaching programs into their plans and strategies.   This Newsletter will focus on providing some thoughts and suggestions for creating dynamic and powerful work cultures...even if you have a need to downsize. We will examine how coaching can play a role in maintaining and improving organizational performance. Talent management organizations such as Calfe & Associates can be a valuable partner and resource in these plans and strategies. Our highly experienced executive coaches can effectively build capabilities within your organization to meet new business challenges.   Happy Fall!   Celeste   Celeste M. Calfe, CMF President Calfe & Associates Outplacement Redefined  ~ The New Imperative of Talent Transition     Does your organization view outplacement as an unnecessary cost? If so, it's time to re-arm yourself for the talent war by redefining your talent transition process before your competitors win the battle for top talent.   The talent supply and demand equation has changed the way companies view the talent life cycle and talent management process from sourcing to transitioning employees. It is also transforming the way companies treat departing employees. Gone are the days of viewing employees as a depreciated asset to be discarded. Human resources is now human capital - an investment to be grown and treasured for the long-term profitability of the organization.When employees leave an organization voluntarily or involuntarily, rather than ex-employees they become alumni.   How does this shift in talent strategy change the way companies view outplacement? No longer an afterthought, outplacement is a vital service in the career development continuum and the talent cycle. Employee transitions must be handled with the same care and concern as the candidate selection and hiring process. Departing employees should not be viewed as depleted resources, but rather talent re-entering the pool of potential candidates on which the organization must draw for into ongoing success and future growth.   The growth of the contingency workforce, the talent war and the realities of the increasingly project-driven and global economy have made outplacement and talent transition an essential service in progressive and successful operations. In fact, similar to customer relationship management, the best practice organizations are developing a talent relationship management process that elevates candidates, employees and alumni to the valued status of internal customers.   Research has shown that retention - or in other words, worker loyalty - depends primarily on how employees are treated by supervisors and on availability of career development opportunities. As workers transition from an organization, their treatment is a very viable factor and will either increase or decrease trust and loyalty of the remaining employees. How they are treated in the transition will also influence how future employees view the company. For remaining employees who keenly observe their co-workers and colleagues departing, the cost to regain damaged trust from a poorly handled transition is immeasurably greater that the cost of a professional transition program with a quality firm with certified coaches.   Retaining employees is a key business imperative and treating transitioning employees with respect and dignity sends a messages to them and remaining employees that, regardless of the reason for departure, every employee is valued. Whether the market is hot or not, the need to provide a professional transition process and to maintain positive relationships with transitioning talent does not change. treat them like they are a prime customer whose product or service needs have shifted, and you will reap the reward in future returns on positive talent relations.   For more information on Calfe & Associates and our outplacement programs, visit www.calfeassociates.com or call  412.760.1619 412.760.1619 or  304.357.9224 304.357.9224 .       Understanding the Value of Coaching   The use of coaching is nothing new - though this effort is now recognized and valued more as professionals and companies have discovered its impact and positive results. Nowadays, coaching isn't used as a tool to improve under performance; it is being used widely as a way to support top producers. Many companies conduct coaching to hone the skills of individuals who have the potential of being future organizational leaders.   A coaching program, within a business culture, works because it focuses attention on the people in the business. Coaching is a practice that emphasizes the importance of interpersonal relationships in getting the job done. It also demands that everyone is on a path of ongoing learning. No one can rest on his or her laurels in a high-performance business. Effective coaching programs also enhance corporate team building. They achieve this result because they send a clear message that the business takes each person seriously, as valuable individuals that make positive contributions to the business. Coaching enables people to understand themselves, identify their strengths, work with others more effectively and openly, and by so doing, contribute positively to the success of the business as part of an executive group.   There are three key elements that are essential in having an effective executive coaching framework in a business: Accountability Coaching works because the person being coached holds him or herself accountable and responsible for the results. People who benefit from coaching are people who want to be coached. They keep an open mind as they think critically through the information that has been generated in and around them. They are prepared to listen honestly to the feedback, even if at times this may be uncomfortable and confronting for them. By thinking through the issues and using their coach as an honest broker, effective business professionals are able to interpret the information, assign meaning to it and develop a plan around what to do. They take responsibility for their subsequent words and their actions. Executive Coaching is particularly well suited for successful people who are already performing at a high level of competence. They are self-motivated; they desire to achieve at a higher level; they have the necessary drive for learning and taking personal responsibility for managing both perceived and real gaps in performance as a means by which they raise the bar toward excellence.   Direction Effective coaching is part of an integrated and planned approach to achieve business objectives and results. The tasks to be undertaken are measurable and achievable. People being coached incorporate their new learning into practical results that further the objectives of the business. In successful businesses, the coaching function is outlined as part of the plan and integrated into the developmental culture of the business. The direction of coaching is determined by achieving agreed-upon results through having Individual Development Plans (IDP) that are tied back to corporate plans at the strategic level. These are reviewed on an ongoing basis so that development is seen as a never-ending task. Effective business owners and managers are always learning about themselves, and they see this learning as part of the continuous improvement cycle of the business. Often, individual coaching interventions reveal and uncover structural barriers to an individual achieving high performance within the business itself. Breakdowns in systems, processes, policies and so on may need to be addressed, within the business itself, for the individual to perform at a higher level. Coaching at the executive level in this sense becomes everyone's responsibility, within the high performance business culture, in terms of developing plans that will remove such barriers to performance.    Openness Coaching is a business proposition. The demand for open communication and ongoing learning in relationships between people in successful businesses informs the changes that need to be made by the individual. This calls for strong relationships and straight talking at the business owner and management levels. Remember, coaching interventions are a function that is primarily for the benefit of the business, not the person being coached. This being the case, the whole business must create a supportive, collegiate environment of mutual respect, where truth telling is the norm and performance issues and behaviors are the focus. Coaching is not about fixing people - it is about getting high performance business results. People being coached in high performing businesses self-manage and self-correct around the issues being raised with them. When an organization recognizes a problem or concern, which seems to stem from an individual's or employee's behavior or actions, supervisors or managers need to determine if this is a resolvable problem. If the organization values this person, then they should hire and Executive Coach to evaluate and correct this matter. The best benefits that executive coaching can give you is the executive coach's dedication and commitment to support you and your goals. Even if a coach is hired by the company to achieve company goals, coaches discuss perspectives and alternatives with no other agenda than to support the client.    Executive/Leadership Coaching can help you leverage your strengths in order to become more effective in your career. If you feel you've got a lot of untapped potential and you know where you're headed but you're not sure how to get there, executive coaching will surely benefit you.   For more information on coaching and related leadership programs offered by Calfe & Associates, please contact Celeste M. Calfe, CMF at cmcalfe@calfeassociates.com or at  412.760.1619 412.760.1619 or  304.357.9224 304.357.9224 .     The Keys to Success      As with any successful business venture - the Keys to Success lie in your ability to meet interesting people with common interests and goals. I recently met such an individual and his name is Eric Harvey and he is the Owner and President of Lionce which specializes in utilizing new and emerging social media and social networking technology to help their partners grow their businesses and better link to their audiences.   Eric started this company to help companies break though the traditional barriers by giving them access to an ever-growing network of professionals interested in helping each other grow and thrive. Whether it is through their recruiting efforts; matching companies with companies; companies to individuals; or individuals to individuals -- Eric goes beyond the norm to make it successful.   I hope you will go to his website to see all that he has to offer you as a company and as an individual.  He offers over ten years of successful recruiting and training and would love the opportunity to speak to you on his methods and how they could be incorporated into your business. In fact, Eric and I are partnering on several initiatives to help my clients and transition candidates.   For more information on Eric Harvey and Lionce, please visit his website at www.lionce.com.   Enjoy Fall...go pick a pumpkin, take a hay ride, enjoy the weather!    Take Care,   Celeste Calfe, CMF Calfe & Associates