-Buddha

We engaged Peter Leets to work with us and grow our Executive Director into a confident and very effective Vice President.  Her time with Peter prepared her to become indispensable to the Executive Vice President/General Managers of our major Sports Networks.

As well as working with my team member, Peter took the time to help me through some very difficult decisions.  I appreciate that Peter was there to assist in improving my Operations.”

Tedd Rosenfeld 
Senior Vice President, Production/Post Production
FOX Networks Engineering & Operations

“Well then, here are the keys to my Rolls-Royce,” the man says.

The loan officer promptly has the car driven into the bank’s underground parking for safe keeping and gives the man the $5,000.

Two weeks later, the man walks through the bank’s doors and asks to settle up his loan and get his car back.

“That will be $5,000 in principal, and $15.40 in interest,” the loan officer says.

The man writes out a check and starts to walk away.

“Wait, sir,” the loan officer says. “You are a millionaire. Why in the world would you need to borrow $5,000?”

The man smiles, “Where else could I find a safer place to park my Rolls-Royce in Manhattan for two weeks and pay only $15.40?”

“Expanding executive’s

life and career options” 

Peter J. Leets

Peter is President of The Leets Consortium, theIrvine,California firm providing peerless leadership development services worldwide.  In his role as coach, Peter brings to his clients successful experience as a Fortune 500 officer, corporate president, entrepreneur and corporate governance leader.

Peter and his family moved to Southern California fromNew York Cityin 1987 when he joined the Geneva Corporation as Executive Vice President.  Later, he became President of this Irvine-based M & A firm.  Earlier, he was Vice President for Dell Publishing, with worldwide marketing and sales responsibility.  Peter’s career began with marketing and sales management roles with Revlon, Johnson & Johnson and Hallmark companies.

Prior to establishing TLC in 2003, he was Regional Managing Principal with Right Management Consultants.  He joined them when his consulting business, Executive Assets Corporation was acquired by them in 1994.  While with Right, he led the team that introduced coaching on a significant scale in 1996; created certification for all coaches in 1997 and pioneered combining their two lines of business into one successful team.

Peter has been involved with corporate governance for two decades, was a Director of the International Association of Career Management Professionals, and is very active in the community.  He has been honored as a “Pink Tie Guy” by the Susan G. Komen Foundation, has served on the board of the Juvenile Diabetes Foundation, was Chairperson for the Irvine Chamber of Commerce Business Outlook Conference and participates in Children’sHospitalofLos Angelespet therapy program with his Bouvier, Gunther.

As a speaker, he has been the keynote speaker for Westec and delivered talks to UCI Executive MBA Speaker Series, International Customer Service Association, ACCA, FENG, ISPI, FEI, Institute of Management Accountants and the Society for Advancement of Management.

Peter’s clients include: ABC, Allergan, Amgen, CBS, Catholic Healthcare West, Coca-Cola, ConAgra, Conexant, Deloitte, The Walt Disney Company, Ernst & Young, Estee Lauder, Fluor, Ingram Micro, Mattel, Mitsubishi Motors, New Line Cinema, New York Knicks, Orange County Register, Paramount Pictures, Pepsi Cola, Qualcomm, Raytheon, Resources Global, Saint Joseph Healthcare System, Sony Pictures, Taco Bell, UnitedHealth Group, Warner Brothers and Watson Pharmaceuticals.

Peter holds a B.S. in Marketing fromIndianaUniversity, and has earned Fellow Manager Designation (1of 20 in theU.S.) from theInstituteofCareer Certification.

To read more, request a copy of the article here.

- Wayne Dyer

Donna Thiessen 
Vice President, Human Resources
Allergan

1. An old lady who looks as if she is about to die.

2. An old friend who once saved your life.

3. The perfect man (or) woman you have been dreaming about.

Which one would you choose to offer a ride to, knowing that there could only be one passenger in your car?

Think before you continue reading. This is a moral/ethical dilemma that was once actually used as part of a job application.

You could pick up the old lady, because she is going to die, and thus you should save her first; or you could take the old friend because he once saved your life, and this would be the perfect chance to pay him back. However, you may never be able to find your perfect dream lover again.

The candidate who was hired (out of 200 applicants) had no trouble coming up with his answer.

He simply answered: “I would give the car keys to my old friend, and let him take the lady to the hospital. I would stay behind and wait for the bus with the woman of my dreams.”

Never forget to “Think Outside of the Box.”

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Think of the countless hours that team leaders, department heads, and vice presidents devote to supervising the work of others. Most managers are hardworking; the problem doesn’t lie with them. The inefficiency stems from a top-heavy management model that is both cumbersome and costly.

A hierarchy of managers exacts a hefty tax on any organization. This levy comes in several forms. First, managers add overhead, and as an organization grows, the costs of management rise in both absolute and relative terms. A small organization may have one manager and 10 employees; one with 100,000 employees and the same 1:10 span of control will have 11,111 managers. That’s because an additional 1,111 managers will be needed to manage the managers. In addition, there will be hundreds of employees in management-related functions, such as finance, human resources, and planning. Their job is to keep the organization from collapsing under the weight of its own complexity. Assuming that each manager earns three times the average salary of a first-level employee, direct management costs would account for 33% of the payroll. Any way you cut it, management is expensive.

To read more, please request a copy of this article in our “Did You See?” newsletter by clicking here.