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Planning Success James Cooke A Collaboration of Knowledge Leadership International Talks and Consulting www jamescookeenterprises com 772 492 1550 james jamescookeenterprises com San Francisco March 3 2018

James W Cooke Never take the first stepswithout considering the last Formerly Managing Consultant at Europe s leading firm of consultants PA International Mr Cooke served 4 appointments for the British government and the European Union His clients have included public and private organizations of all shapes and sizes He created the Belfry Hotel as the European Headquarters of the PGA and the home of the Ryder Cup He was a Senior Member of the Royal Automobile Club Pall Mall London and of Brooks s St James s Street London Today he lives in Florida with his beautiful wife plays off a handicap of 10 and gives talks workshops and consultancy world wide For more details background information and access to his book Understanding Leaders see his website jamescookeenterprises com 28

1 INTRODUCTORY THOUGHTS 1 1 1 Murphy s Law 1 2 Your Leadership Path TABLE OF CONTENTS 1 3 Sort Out Your Thinking 1 4 Cheat 1 5 Cultivate Expectations 1 6 Make It Dynamic 1 7 Framework for Leaders 1 8 The Undiscussables 1 9 Key Result Areas 1 10 Plan the Publication 1 11 First Summary 2 THE PLAN 8 2 1 Preparation 2 2 Tell a Story 2 3 The Sweet Spot 2 4 The Fly Wheel 3 PRODUCING THE PLAN 12 3 1 Preparing the Ground 3 2 Taking Stock 3 3 Completing 3 4 Communicating 3 5 Summary 4 SUMMARY SO FAR 16 5 5 SPECIAL THOUGHTS 18 5 1 Making it Happen 5 2 The Cascade 5 3 The Awareness Machine 5 4 The Business Development Unit 5 5 The Way We Do Things Here 5 6 The Welcome 5 7 Practical Thoughts 5 8 Presentations 6 NEXT ACTION 26 7 PROGRAMS FROM JAMES COOKE 28 27

Figure 1 Murphy s Law of Life If anything can go wrong invariably it will Nothing is ever as simple as it seems Everything you decide to do costs more than you first expected Every important action takes more time than you have It is a fundamental law that nothing ever quite works out It is easier to get involved in something than get out The more complex the idea the more simple minded the opposition 6 Next Actions Things get worse under pressure You have spent 6 or 7 months getting to this point ACT Figure 2 Figure 3 Structure for Presentation Be decisive about essential KRA s and any knock on plans not yet completed for Marketing PR CRM People Development Delegate comprehensively Plan the Board and People Development Program as justified Introduce a total cost revenue improvement plan Confront issues say No Coach Support Help and Celebrate Frighten Reassure Explain Enthuse KEY RESULT AREA S A S 1 26

PART 1 PREPARING THE GROUND 1 Month Figure 15 1 1 Murphy s Law demands a stock take fig 1 1 2 This is your path to leadership success Framework for Leadership PASSION Focus on Pareto 1 communication motivation Basis for Measurement Synchronicity BEST 1 3 The Plan Sort out your thinking fig 2 Think hard fast honest Do it right the first time Start with the end in mind What will success look like FREE fig 3 3 YEARS Cheat 2 What are the key obstacles What are the undiscussables Where are we now SWOT 3 analysis 1 Pareto Italian Engineer 80 20 Rule 80 of the land in Italy was owned by 20 of the people 2 Be canny think gutter up what would you do if this were you re money 3 Strengths Weakness Opportunities Threats 25 2

5 7 Presentations Matter Everyday You and your leadership team as a minimum should become master presenters make them everyday seize every opportunity to add to their skills and help each other Interest Groups Figure 4 We have already touched on one or two golden nuggets applicable to all presentations Trustees Former Trustees Board Members Former Board Establish a framework of relevance hence Looking Back Today Looking Forward Look to tell a story use simple English Be passionate enthusiastic committed and be yourself Keep the essential story in mind Fig 15 Use F R E E as a fall back structure Tell them what you are going to say say it sum up on a major upbeat Former Members Staff Former Staff Local Interest Groups 3 24

5 6 Practical Thoughts Check through the list in figure 14 It relates especially to moments of crisis but the lines of thinking will help you conserve cash and avoid human problems 1 4 Cultivate Expectations Who are your key audiences What do they expect What do they fear Figure 14 Keep them in the loop Presell everyone Be Practical Honest Ensure all staff are on the bus Do not take on new recruits test on a project use as consultant ensure adequate forward cash Recruit when finally convinced If in doubt don t recruit Focus on your brands in terms of selected quality USP s KRA s clients 1 Keep Bank close involved Keep fit sort out home life initiate wellness at work Build momentum build on experience Care for your members and staff love them to death Guesstimate but record real knowledge gaps In desperation put back payments by 1 month Put the best person on debt collection Give everyone the Elevator Talk 2 Walk the talk be there communicate 1 5 Make it Dynamic Focus groups Staff Involvement All interest groups see fig 4 Ask why members left joined expectations 1 Compared Publix and Ralph Lauren 2 We deliver large buildings that work that transform the community and inspire their users Grimshaw 23 4

Figure 5 5 4 Build the Culture The way we do things here Ensuring Success The Learning the Company Update refresh but NOT write a second plan Strong Targets but always achievable Celebrate Success Exact time scales but always realistic Zero tolerance on the bus Clarity over knowledge gaps major risks Brutal facts no whitewash Saying No to fruitless options Pareto Rules 5 5 Improve the Welcome Walk the new member process from the referral to the web to the telephone to the driveway the front door to the bar the shop the grounds the restaurant and to the internet follow up Compare with peers with the best with expectations of your target customers You win lose on the first appearances follow through with the relationships RAC Publix New Zealand and Disney 5 22

1 6 Set Your Framework for Leadership It s all about you the leader It s your framework for leadership in the future It s about building you re A Team involving your key people your staff your members It s about success how to get there fig 5 1 7 Discuss the Undiscussables 1 8 Focus on the Key Results KRA s 1 9 Plan the Publication a Study in Persuasion Clarify purpose target Board Bank Manager Public Members Staff Max of 40 pages rest Appendices Simple English no sector babble Make each chapter sing with labels So Clearing the Decks Consolidation Break Out not Marketing but Building Membership not Finance but Growing the Foundation Clarify purpose target Board Bank Manager Public Members Staff Focus on KRA s Key Result Areas Use 3 5 year time Horizon Create appropriate team and make time Ensure home support Plan visuals photographs through out Always present in draft 21 6

5 2 Use the Awareness Machine Fig 13 Figure 6 Risk Strategic PEOPLE PR and Media coverage usually comes with a hefty price tag Here s a way to turn essential research into a potential free press editorial story Identify a real issue e g price sensitivity CLIENT Use focus groups building on your planning Action Plan experience including updates on progress Budget SYSTEMS Write Paper no 1 1 and circulate to all members 2 CASH Workshop to appraise investigate and agree outcomes Again use key targets Add food and drink have fun cement relationships take photographs Feedback to all involved via email This is all about communication you cannot lose it is a win win if properly handled Quality Involve Media throughout and brief at the end 3 You are presenting them with a story photographs and a topical initiative what is not to like 1 There maybe several iterations and so more than one paper 2 Members maybe the most obvious target but there will be many others identified in your Cascade 3 CBI SPU 5 3 The Business Development Unit BDU Vero Beach Museum of Art Ultimately the key to great marketing is detailed implementation of sensible ideas It involves a large amount of follow up research record keeping contact lists and there is never enough time or money You will never achieve a Breakout until you form a dedicated unit run by a methodical implementer of plans and ideas The BDU will oversee implementation of the cascade of the master contact list of members friends suppliers intermediaries 1 It can start with 1 person using the internet and mailchimp managing the website and overseeing invitation lists It will grow as you cross check peer groups for bench marks and then exceed their investment 2 St Petersburg Airport Grimshaw 1 The VBMA total list rose from 32 to 7000 2 Ford motor co strategy 7 20

Figure 13 THE AWARENESS MACHINE Part 2 PLANNING AHEAD 1 Month 2 1 Where are we today Review the whole business fig 6 S W O T Analysis ISSUE Quality choose and then follow through Risk cover all facets implications and sources of collapse 2 2 Prepare to Tell a Story RESEARCH Looking back taking stock today looking forward 1 Key 3 actions to strengthen today who does what by when what reporting Milestones benefits Key 3 Actions into the future who As above PAPER 1 2 3 Understand the Sweet Spot Fig 7 overpage What makes you special different 2 What are your unique selling points USP s WORKSHOPS Produce the elevator talk for all you meet see 2 on page 23 2 4 The Flywheel Fig 8 Effective generic business model 1 2 The Awareness Machine is a means of controlling thinking and action in MR and awareness building amongst existing and target clients Issue each part of the Club identifies provocative issues to be reviewed Little Steps REVISED PAPER Tipping points Exponential growth PUBLICATION 1 Vero Beach Museum of Art 2 Grimshaw 19 8

Part 5 SPECIAL THOUGHTS MAKING IT HAPPEN Figure 7 The challenge now is getting traction without breaking the bank or falling on your face Here are 7 pragmatic concepts that will help 5 1 Adopt the Cascade Fig 12 PASSION Priorities your clients in terms of the appropriate metrics At the top are those most likely to contribute most to your target They are the low hanging fruit usually existing customers and usually the challenge is to expand your share of their wallet BEST But don t forget past clients Enlist them for introductions referrals marketing support and special skills Don t forget existing and past staff possibly the most valuable short term allies Ask all your people for referrals give them a copy of the elevator talk one new client per person Figure 8 Include volunteers and friends Think carefully about Business Clients of your operation place them in the cascade Intermediaries are potentially powerful enablers Accountants Bankers Lawyers groups who know you well and have many clients and contacts themselves Sector wide Breakout Look for sectors where you are having success and then consider sector marketing The Exxon receptionist 9 18

Figure 12 THE CASCADE Figure 9 Small number but known relationships and high probability Focus Groups EXISTING CLIENTS PAST CLIENTS REFFERALS FIRMWIDE CLIENTS Large Number Low Probability Target 20 30 attendees Use a Facilitator Summarize History Describe Today Be Up Beat but Honest Focus on Key Issues Ask for Feedback Keep In Touch Follow Up On Promises Record Details in Appendix Take Photographs for Report Supply Food and Drinks SECTOR BREAKOUT 17 10

4 Summary So Far We have taken up to 7 months We have a simple plan of up to 40 pages It tells the story history today and the future It is in simple English spells out 3 6 key actions and why they matter It is built on what will become continuous research It is clear unabashed about guesstimates and knowledge gaps It is achievable It is owned by the leadership It includes an early win We have used the process to emphasize the way we do things here We present to all interested parties We presell We celebrate Belfry and the Ryder Cup VBMA and Blockbusters Figure 11 Time So Far Initial Deck Clearing 1 month Preparing the Ground 1 month Producing the Plan 4 months Completely Communicating 1 month 7 months 11 16

PART 3 PRODUCING THE FIRST DRAFTS 4 Months 3 1 Step 1 Organizing Thinking Think it through with key advisors Recruit and brief strategic plan team Rough first draft Check audiences key interest groups expectations knowledge gaps board and staff issues Organize to respond to the above 3 2 Step 2 Testing Focus Groups Fig 9 on previous page Co opted Research Honest Fun Redraft Draft 2 Agree KRA s Follow on Focus Groups Redraft Report to Version 3 develop key issues KRA s Follow through focus groups add others e g Children and women Start pre selling the plan checking expectations 2002 Ryder Cup 3 3 Step 3 Completing Part 1 Introductory Summary 4 pages to be completed at the end Part 2 Looking Back History 4 pages Key numbers achievements stories Part 3 Today Consolidation 10 pages Where we stand key numbers Part 4 Looking Ahead The Springboard 20 pages S W O T analysis link to Fig 6 on page 7 The Vision for the future what success will look like The Key actions again linked to Fig 6 For the future Immediate Little Steps Taking care see fig 10 on page 13 Vero Beach Museum of Art The Money Shot CBI Special Programme Unit Royal Maritime Museum Greenwich London Captain Cooke 15 12

Taking Care Figure 10 3 4 Step 4 Selling the Plan Pre sell manage expectations hearts and minds Complete in Draft Focus on Key people then the rest Keep Cheating add a quick win Test liaise test liaise and test again Keep Cheating add a key decision Feedback interest groups and staff Ensure Communications Ensure no surprises Thank and Feature the Team Develop outline knock on plans such as Marketing Fund Start Final Production Raising other KRA s Develop Partnerships Learn to say No Build Momentum 3 5 Summary Prepare the Ground Plan Ahead Produce Final Draft Time taken 7 months fig 11 RAC and card games Belfry PGA and Greenkeepers The Belfrey Hotel Royal Automobile Club England London 13 14

Taking Care Figure 10 3 4 Step 4 Selling the Plan Pre sell manage expectations hearts and minds Complete in Draft Focus on Key people then the rest Keep Cheating add a quick win Test liaise test liaise and test again Keep Cheating add a key decision Feedback interest groups and staff Ensure Communications Ensure no surprises Thank and Feature the Team Develop outline knock on plans such as Marketing Fund Start Final Production Raising other KRA s Develop Partnerships Learn to say No Build Momentum 3 5 Summary Prepare the Ground Plan Ahead Produce Final Draft Time taken 7 months fig 11 RAC and card games Belfry PGA and Greenkeepers The Belfrey Hotel Royal Automobile Club England London 13 14

PART 3 PRODUCING THE FIRST DRAFTS 4 Months 3 1 Step 1 Organizing Thinking Think it through with key advisors Recruit and brief strategic plan team Rough first draft Check audiences key interest groups expectations knowledge gaps board and staff issues Organize to respond to the above 3 2 Step 2 Testing Focus Groups Fig 9 on previous page Co opted Research Honest Fun Redraft Draft 2 Agree KRA s Follow on Focus Groups Redraft Report to Version 3 develop key issues KRA s Follow through focus groups add others e g Children and women Start pre selling the plan checking expectations 2002 Ryder Cup 3 3 Step 3 Completing Part 1 Introductory Summary 4 pages to be completed at the end Part 2 Looking Back History 4 pages Key numbers achievements stories Part 3 Today Consolidation 10 pages Where we stand key numbers Part 4 Looking Ahead The Springboard 20 pages S W O T analysis link to Fig 6 on page 7 The Vision for the future what success will look like The Key actions again linked to Fig 6 For the future Immediate Little Steps Taking care see fig 10 on page 13 Vero Beach Museum of Art The Money Shot CBI Special Programme Unit Royal Maritime Museum Greenwich London Captain Cooke 15 12

4 Summary So Far We have taken up to 7 months We have a simple plan of up to 40 pages It tells the story history today and the future It is in simple English spells out 3 6 key actions and why they matter It is built on what will become continuous research It is clear unabashed about guesstimates and knowledge gaps It is achievable It is owned by the leadership It includes an early win We have used the process to emphasize the way we do things here We present to all interested parties We presell We celebrate Belfry and the Ryder Cup VBMA and Blockbusters Figure 11 Time So Far Initial Deck Clearing 1 month Preparing the Ground 1 month Producing the Plan 4 months Completely Communicating 1 month 7 months 11 16

Figure 12 THE CASCADE Figure 9 Small number but known relationships and high probability Focus Groups EXISTING CLIENTS PAST CLIENTS REFFERALS FIRMWIDE CLIENTS Large Number Low Probability Target 20 30 attendees Use a Facilitator Summarize History Describe Today Be Up Beat but Honest Focus on Key Issues Ask for Feedback Keep In Touch Follow Up On Promises Record Details in Appendix Take Photographs for Report Supply Food and Drinks SECTOR BREAKOUT 17 10

Part 5 SPECIAL THOUGHTS MAKING IT HAPPEN Figure 7 The challenge now is getting traction without breaking the bank or falling on your face Here are 7 pragmatic concepts that will help 5 1 Adopt the Cascade Fig 12 PASSION Priorities your clients in terms of the appropriate metrics At the top are those most likely to contribute most to your target They are the low hanging fruit usually existing customers and usually the challenge is to expand your share of their wallet BEST But don t forget past clients Enlist them for introductions referrals marketing support and special skills Don t forget existing and past staff possibly the most valuable short term allies Ask all your people for referrals give them a copy of the elevator talk one new client per person Figure 8 Include volunteers and friends Think carefully about Business Clients of your operation place them in the cascade Intermediaries are potentially powerful enablers Accountants Bankers Lawyers groups who know you well and have many clients and contacts themselves Sector wide Breakout Look for sectors where you are having success and then consider sector marketing The Exxon receptionist 9 18

Figure 13 THE AWARENESS MACHINE Part 2 PLANNING AHEAD 1 Month 2 1 Where are we today Review the whole business fig 6 S W O T Analysis ISSUE Quality choose and then follow through Risk cover all facets implications and sources of collapse 2 2 Prepare to Tell a Story RESEARCH Looking back taking stock today looking forward 1 Key 3 actions to strengthen today who does what by when what reporting Milestones benefits Key 3 Actions into the future who As above PAPER 1 2 3 Understand the Sweet Spot Fig 7 overpage What makes you special different 2 What are your unique selling points USP s WORKSHOPS Produce the elevator talk for all you meet see 2 on page 23 2 4 The Flywheel Fig 8 Effective generic business model 1 2 The Awareness Machine is a means of controlling thinking and action in MR and awareness building amongst existing and target clients Issue each part of the Club identifies provocative issues to be reviewed Little Steps REVISED PAPER Tipping points Exponential growth PUBLICATION 1 Vero Beach Museum of Art 2 Grimshaw 19 8

5 2 Use the Awareness Machine Fig 13 Figure 6 Risk Strategic PEOPLE PR and Media coverage usually comes with a hefty price tag Here s a way to turn essential research into a potential free press editorial story Identify a real issue e g price sensitivity CLIENT Use focus groups building on your planning Action Plan experience including updates on progress Budget SYSTEMS Write Paper no 1 1 and circulate to all members 2 CASH Workshop to appraise investigate and agree outcomes Again use key targets Add food and drink have fun cement relationships take photographs Feedback to all involved via email This is all about communication you cannot lose it is a win win if properly handled Quality Involve Media throughout and brief at the end 3 You are presenting them with a story photographs and a topical initiative what is not to like 1 There maybe several iterations and so more than one paper 2 Members maybe the most obvious target but there will be many others identified in your Cascade 3 CBI SPU 5 3 The Business Development Unit BDU Vero Beach Museum of Art Ultimately the key to great marketing is detailed implementation of sensible ideas It involves a large amount of follow up research record keeping contact lists and there is never enough time or money You will never achieve a Breakout until you form a dedicated unit run by a methodical implementer of plans and ideas The BDU will oversee implementation of the cascade of the master contact list of members friends suppliers intermediaries 1 It can start with 1 person using the internet and mailchimp managing the website and overseeing invitation lists It will grow as you cross check peer groups for bench marks and then exceed their investment 2 St Petersburg Airport Grimshaw 1 The VBMA total list rose from 32 to 7000 2 Ford motor co strategy 7 20

1 6 Set Your Framework for Leadership It s all about you the leader It s your framework for leadership in the future It s about building you re A Team involving your key people your staff your members It s about success how to get there fig 5 1 7 Discuss the Undiscussables 1 8 Focus on the Key Results KRA s 1 9 Plan the Publication a Study in Persuasion Clarify purpose target Board Bank Manager Public Members Staff Max of 40 pages rest Appendices Simple English no sector babble Make each chapter sing with labels So Clearing the Decks Consolidation Break Out not Marketing but Building Membership not Finance but Growing the Foundation Clarify purpose target Board Bank Manager Public Members Staff Focus on KRA s Key Result Areas Use 3 5 year time Horizon Create appropriate team and make time Ensure home support Plan visuals photographs through out Always present in draft 21 6

Figure 5 5 4 Build the Culture The way we do things here Ensuring Success The Learning the Company Update refresh but NOT write a second plan Strong Targets but always achievable Celebrate Success Exact time scales but always realistic Zero tolerance on the bus Clarity over knowledge gaps major risks Brutal facts no whitewash Saying No to fruitless options Pareto Rules 5 5 Improve the Welcome Walk the new member process from the referral to the web to the telephone to the driveway the front door to the bar the shop the grounds the restaurant and to the internet follow up Compare with peers with the best with expectations of your target customers You win lose on the first appearances follow through with the relationships RAC Publix New Zealand and Disney 5 22

5 6 Practical Thoughts Check through the list in figure 14 It relates especially to moments of crisis but the lines of thinking will help you conserve cash and avoid human problems 1 4 Cultivate Expectations Who are your key audiences What do they expect What do they fear Figure 14 Keep them in the loop Presell everyone Be Practical Honest Ensure all staff are on the bus Do not take on new recruits test on a project use as consultant ensure adequate forward cash Recruit when finally convinced If in doubt don t recruit Focus on your brands in terms of selected quality USP s KRA s clients 1 Keep Bank close involved Keep fit sort out home life initiate wellness at work Build momentum build on experience Care for your members and staff love them to death Guesstimate but record real knowledge gaps In desperation put back payments by 1 month Put the best person on debt collection Give everyone the Elevator Talk 2 Walk the talk be there communicate 1 5 Make it Dynamic Focus groups Staff Involvement All interest groups see fig 4 Ask why members left joined expectations 1 Compared Publix and Ralph Lauren 2 We deliver large buildings that work that transform the community and inspire their users Grimshaw 23 4

5 7 Presentations Matter Everyday You and your leadership team as a minimum should become master presenters make them everyday seize every opportunity to add to their skills and help each other Interest Groups Figure 4 We have already touched on one or two golden nuggets applicable to all presentations Trustees Former Trustees Board Members Former Board Establish a framework of relevance hence Looking Back Today Looking Forward Look to tell a story use simple English Be passionate enthusiastic committed and be yourself Keep the essential story in mind Fig 15 Use F R E E as a fall back structure Tell them what you are going to say say it sum up on a major upbeat Former Members Staff Former Staff Local Interest Groups 3 24

PART 1 PREPARING THE GROUND 1 Month Figure 15 1 1 Murphy s Law demands a stock take fig 1 1 2 This is your path to leadership success Framework for Leadership PASSION Focus on Pareto 1 communication motivation Basis for Measurement Synchronicity BEST 1 3 The Plan Sort out your thinking fig 2 Think hard fast honest Do it right the first time Start with the end in mind What will success look like FREE fig 3 3 YEARS Cheat 2 What are the key obstacles What are the undiscussables Where are we now SWOT 3 analysis 1 Pareto Italian Engineer 80 20 Rule 80 of the land in Italy was owned by 20 of the people 2 Be canny think gutter up what would you do if this were you re money 3 Strengths Weakness Opportunities Threats 25 2

Figure 1 Murphy s Law of Life If anything can go wrong invariably it will Nothing is ever as simple as it seems Everything you decide to do costs more than you first expected Every important action takes more time than you have It is a fundamental law that nothing ever quite works out It is easier to get involved in something than get out The more complex the idea the more simple minded the opposition 6 Next Actions Things get worse under pressure You have spent 6 or 7 months getting to this point ACT Figure 2 Figure 3 Structure for Presentation Be decisive about essential KRA s and any knock on plans not yet completed for Marketing PR CRM People Development Delegate comprehensively Plan the Board and People Development Program as justified Introduce a total cost revenue improvement plan Confront issues say No Coach Support Help and Celebrate Frighten Reassure Explain Enthuse KEY RESULT AREA S A S 1 26

1 INTRODUCTORY THOUGHTS 1 1 1 Murphy s Law 1 2 Your Leadership Path TABLE OF CONTENTS 1 3 Sort Out Your Thinking 1 4 Cheat 1 5 Cultivate Expectations 1 6 Make It Dynamic 1 7 Framework for Leaders 1 8 The Undiscussables 1 9 Key Result Areas 1 10 Plan the Publication 1 11 First Summary 2 THE PLAN 8 2 1 Preparation 2 2 Tell a Story 2 3 The Sweet Spot 2 4 The Fly Wheel 3 PRODUCING THE PLAN 12 3 1 Preparing the Ground 3 2 Taking Stock 3 3 Completing 3 4 Communicating 3 5 Summary 4 SUMMARY SO FAR 16 5 5 SPECIAL THOUGHTS 18 5 1 Making it Happen 5 2 The Cascade 5 3 The Awareness Machine 5 4 The Business Development Unit 5 5 The Way We Do Things Here 5 6 The Welcome 5 7 Practical Thoughts 5 8 Presentations 6 NEXT ACTION 26 7 PROGRAMS FROM JAMES COOKE 28 27

James W Cooke Never take the first stepswithout considering the last Formerly Managing Consultant at Europe s leading firm of consultants PA International Mr Cooke served 4 appointments for the British government and the European Union His clients have included public and private organizations of all shapes and sizes He created the Belfry Hotel as the European Headquarters of the PGA and the home of the Ryder Cup He was a Senior Member of the Royal Automobile Club Pall Mall London and of Brooks s St James s Street London Today he lives in Florida with his beautiful wife plays off a handicap of 10 and gives talks workshops and consultancy world wide For more details background information and access to his book Understanding Leaders see his website jamescookeenterprises com 28

Planning Success James Cooke A Collaboration of Knowledge Leadership International Talks and Consulting www jamescookeenterprises com 772 492 1550 james jamescookeenterprises com San Francisco March 3 2018