Shearin Group Training Services

Shearin Group Training Services Inc. is a company based in Avignon, France. As well-respected Leadership Development and Personality Assessment firm, we have earned the reputation of providing excellent training programs through the quality of our programs and the expertise, track-record and professionalism of our mentors and writers.

The Shearin Group Leadership Training Tips: 10 Things To Do After The Job Interview

Congrats. You had the job interview. Now, your work is done, right? Wrong.


In today’s hypercompetitive job market, effective follow-up after the interview is a must, and failing to do it well might cause you to lose out to another candidate.


The line between being persistent and being a pain, however, is blurry at best. So to help you sort things out, I sent a query to my colleagues in the careers world — recruiters, career coaches, hiring managers and CEO’s — asking for their best follow-up advice.


I received more than 60 responses on topics ranging from thank you notes to handling rejection. Here’s a summary of their 10 best tips:


The Thank-You Note

On this point, everyone agreed: A thank-you note is a must. Most of the pros recommended you send one via email within 24 hours of the interview. Several suggested a handwritten card as a supplement when a personal or creative touch might be especially valued.


But if you really want to stand out, you need to do more than just say “thanks for your time.” The experts suggested these techniques to make your thank-you note shine:


Reference an article of interest. Include in the note a relevant article, link or book recommendation relating to a topic that was discussed during the interview. It’s a value-add for the interviewer and will reinforce your industry expertise.


To really make an impact, Jene Kapela, a South Florida-based leadership coach, says you should write a blog post on a topic discussed during the interview and then share the link to the post in your thank-you note.


Include supporting documentation that illustrates your ability to do the job. You don’t want to overwhelm the interviewer, but adding one or two carefully-curated examples of your work (non-confidential work samples, press mentions, etc.) can be a smart way to show off your expertise.


“It helps show you are the real deal,” says Tyson J. Spring, head of New Business & Strategy for Elever
Professional, an Austin, Texas recruiting firm.


Provide a follow-up response to one of the key interview questions. Ever draw a blank or give a less than stellar response during a job interview? Use your note to modify, correct or amplify one of your responses.


Todd Cherches

, CEO 
of BigBlueGumball, a New York City-based management consulting and coaching firm, offers this example:


When you asked me about my single greatest accomplishment in my last job, I apologize that I drew a blank. However, immediately after leaving, it hit me that I should have mentioned I was voted the top salesperson in my department for 2013, and proudly received a special recognition award at my company’s year-end national convention. Continue reading…

The Shearin Group Leadership Training Tips: How to run your home like a CEO

All successful CEOs have one thing in common: They’re able to maintain a big-picture perspective. It’s also something successful moms have in common, says Zenovia Andrews, a business strategist, speaker, author and mom who coaches entrepreneurs and CEOs on time and budget management.

“In business, CEOs implement a process that achieves efficient time and resource management in the most cost-effective way; sounds a lot like a mom, doesn’t it?” says Andrews, founder and CEO of The MaxOut Group, a company devoted to empowering and tea ching entrepreneurs development strategies to increase profits.

“If every mom were a CEO, America would rule the world!”

Andrews, author of the new book “All Systems Go – A Solid Blueprint to Build Business and Maximize Cash Flow,” (, suggests the following tips for moms to better manage money and time.

- CEOs utilize apps, and so should CEO Moms. When a CEO’s personal assistant isn’t around or, if it’s a small business and she doesn’t have one, then apps do nicely. There are several apps for moms, including Bank of Mom – an easy way to keep track of your kids’ allowances. Set up an account for each child and track any money they earn for chores or allowance. The app also allows you to track their computer and TV time as well as other activities.

- Measurement is the key to knowledge, control and improvement. CEOs have goals for their businesses and Moms have goals for their family members. In either case, the best way to achieve a big-picture goal is to identify action steps and objectives and a system for measuring progress. Want to improve your kids’ test scores, help your husband lose weight or – gasp – free some time for yourself? There are four phases to help track progress: planning, or establishing goals; collection, or conducting research on your current process; analysis – comparing information from existing processes with the new one; and adapting, or implementing the new process.

- Understand your home’s “workforce.” A good CEO helps her employees grow and develop, not only for the company’s benefit, but for the employee’s as well. Most people are happiest when they feel they’re learning and growing, working toward a goal, which may be promotion within the company or something beyond it. When they feel the CEO is helping with that, they’re happier, more productive, more loyal employees. Likewise, CEO Moms need to help their children gain the skills and knowledge they need not only to succeed in general but to achieve their individual dreams.

- A well-running household is a community effort; consider “automated” systems. In business, automated systems tend to be as clinical as they sound, typically involving technology. Yet, there’s also a human resource element. Automated systems are a must for CEO Moms, and they tend to take the form of scheduling at home. Whose night is it for the dishes, or trash? One child may be helpful in the kitchen, whereas another may be better at cleaning the pool.

About the Author: Zenovia Andrews,, is a business development strategist with extensive experience in corporate training, performance management, leadership development and sales consulting with international clients, including Pfizer, Inc. and Novartis Pharmaceuticals. A sought-after speaker and radio/TV personality, she is the author of “All Systems Go” and “MAXOut: I Want It All.”

Top tips for business leaders: creating a caring company

The Shearin Group Leadership Training Tips  - Showing your staff that you care about them simply makes good business sense. Find out why and discover some practical advice


Why should businesses care about being caring? Businesses first and foremost are all about making profits, right? In fact, achieving the first can be fundamental in helping you to achieve the other.


Showing your staff that you care about them simply makes good business sense. Staff who feel that their employer cares about them are likely to be more engaged and productive.


A survey carried out by the ILM in 2013* found that 31 per cent of respondents stated that the one thing that would motivate them to do more at work was better treatment by their employer.


So it goes without saying that a more motivated workforce ultimately makes for a more profitable and successful company.


Another important factor to consider is reputation. Companies with a reputation for looking after their staff are able to attract the very best candidates and, most importantly, retain them. It is well documented that the economy is improving and that means a greater availability of jobs.


Research by the Institute of Leadership and Management at the beginning of 2014 found that 19 per cent of managers were considering leaving their posts this year. Once you have your key talent in place and you’ve nurtured and trained them, the last thing you want is for them to defect to your competitors so they can reap the benefits of your investment.


And it’s not only caring for your staff that’s important. Companies that can demonstrate caring for their customers, their suppliers and the communities they operate in are much more likely to thrive in the marketplace, generating loyalty.


Setting yourself apart from your competitors with a strong ethical stance not only helps attract and engage highly committed staff but it can also be great for business.


Consider Innocent, which built its brand values around not only being a great employer but also producing its product sustainably and promoting healthy eating among customers. The company, which began in 1999 with three graduates running a stall at a festival, posted a turnover of £207m and profits of £26m in 2012.


So what does a caring employer look like? Below are some practical tips to help managers increase caring while boosting productivity and profitability:


Thank the people who put you there

First, consider who your business has to thank for its success (eg employees, suppliers and the communities you operate in) and how you can demonstrate your appreciation to these key stakeholders. This means taking the time to understand their needs and aspirations and meeting them. This could include:


• Structured praise and recognition/development opportunities/team-building days


• Charitable donations to the local community/allowing your staff to volunteer with community projects


• Ensuring suppliers are given reasonable deadlines and paid a fair and sustainable price



Nurturing relationships is not just a “nice to have”

ILM research shows that managers find working relationships (within teams and with customers and suppliers) increasingly important. Developing and maintaining good working relationships are the key means of, not distraction from, doing real work.


Organisations are using the strength of working relationships as a market differentiator.


Managers should take time to properly engage with colleagues and understand their aspirations and concerns. Twenty-nine per cent of managers have had training in relationship management.


You almost cannot communicate too much

In a world of digital working, with more people working flexible hours, you might not be in physical contact with staff as often. Therefore communication has become a top priority.


It’s not surprising that communication has been noted as the top skill managers would like to develop.


However, recent ILM research has noted that this is also the skill which managers state their peers tend to do most badly.


The key to communicating well is fostering good two-way communications. It’s essential that people feel consulted and listened to.



Train your managers for success

Communication, planning, and leadership and management are all cited as being increasingly important but they can be hard to achieve, especially in large organisations.


Training and qualifications will help, especially for people who are newly promoted into management: frequently they are promoted on the basis of technical/subject ability and left to sink or swim when it comes to management and leadership competence.


ILM has found that only 57 per cent of organisations have a leadership and management talent pipeline, even though 93 per cent recognise that a lack of management skills is affecting their business.



Find out what makes your people tick

We know from ILM research that the top-ranked (by both managers and employees) performance motivator is job enjoyment.


• Only 13 per cent of employees rated bonuses as a top motivator

• Fifty-nine per cent of employees rated job enjoyment as a top motivator

• Thirty-one per cent of employees identified better treatment from their employer, more praise and a greater sense of being valued would make them more motivated.


This could be non-financial recognition and reward, improved office environments, team and company away days or schemes to encourage innovation and creative thinking.


Think how jobs are structured and what opportunities there are to provide development – whether formal training and qualifications or informal opportunities such as secondments or varying the projects or roles of each staff member.


Make sure everyone understands how they contribute to success

Have clearly stated values and work out with everyone what those look like in practice (abstract words on posters or screen savers are not enough).


This will help everyone to pull in the same direction and will also help people applying to work for your company to gauge their suitability.


Having a clear vision which managers can pass on to staff will help everyone to work towards the same thing. ILM research also indicates that it will improve staff positivity and performance.


Specific training and development will help aspiring and current organisational leaders to turn dry objectives into something tangible that their people can reach.



The Shearin Group Leadership Training Tips: A Great Manager must be a Great Coach - Here’s 5 Tips to get you Started


If your job involves leading others, the most important thing you can do each day is to help your team members make progress at work that feels meaningful to them.


To do so, you must understand what drives each person, help build connections between each person’s work and the organisation’s mission and strategic objectives, provide timely feedback, and help each person learn and grow on an ongoing basis. Regularly communicating about development – having coaching conversations – is essential. In fact, according to recent research, the single most important managerial competency that separates highly effective managers from average ones is coaching.


Strangely, at most companies, coaching isn’t part of what managers are formally expected to do. Even though research makes it clear that both employees and job candidates value learning and career development above most other aspects of a job, many managers don’t see it as an important part of their role. Managers think they don’t have the time to have these conversations, and many lack the skill. Yet 70 per cent of employee learning and development happens on the job, not through formal training programs. So if line managers aren’t supportive and actively involved, employee growth is stunted. So are engagement and retention.


Can you teach old-school, results-focused line managers to coach their employees? Absolutely. And the training boosts performance in both directions. It’s a powerful experience to create a resonant connection with another person and help her achieve something she cares about and become the kind of person she wants to be. If there’s anything an effective, resonant coaching conversation produces, it’s positive energy. Hundreds of executive students have reported to me that helping others learn and grow is among the most rewarding experiences they’ve had as managers.


You can be significantly more effective as a manager – and enjoy your job more – by engaging in regular coaching conversations with your team members. As you resolve to support their ongoing learning and development, here are five key tips to get you started.


LISTEN DEEPLY. Consider what it feels like when you’re trying to convey something important to a person who has many things on his mind. Contrast that familiar experience with the more luxurious and deeply validating one of communicating with someone who is completely focused on you and actively listening to what you have to say. You can open a coaching conversation with a question like “How would you like to grow this month?” The language you use is less important than your ability to clear your mind, listen attentively and create a connection that invites your team member to open up and to think creatively.


ASK, DON’T TELL. As a manager, you have a high level of expertise that you’re used to sharing, often in a directive manner. This is fine when you’re clarifying action steps for a project or when people ask you for advice. But in a coaching conversation, it’s essential to restrain your impulse to provide the answers. Open-ended questions, not answers, are the tools of coaching. You succeed as a coach by helping your team members articulate their goals and challenges and find their own answers. Doing so helps people clarify their priorities and devise effective strategies for achieving their goals.


CREATE AND SUSTAIN A DEVELOPMENTAL ALLIANCE. Although your role as a coach is not to provide answers, supporting your team members’ developmental goals and strategies is essential. Let’s say that your employee mentions she’d like to develop a deeper understanding of how your end users experience the services your firm provides. She suggests accompanying an implementation team on a site visit next week, interviewing end users and using the interviews to write an article on end user experience. You agree that this would be valuable for both the employee and the firm. Now, make sure that you give your employee the authorization, space and resources necessary to carry out her plan. You can also highlight her article as an example of employee-directed learning and development. Follow-up is critical to building trust and to coaching effectively. The more you follow through on supporting your employees, the more productive your coaching becomes, the more your employees’ trust in you grows and the more engaged you all become.


FOCUS ON MOVING FORWARD POSITIVELY. Often the person you’re coaching will get caught up in detailing her frustrations. “I’d love to spend more time building my network, but I have no bandwidth. I’m at full capacity just trying to stay on task with my deliverables. I’d really love to get out to some industry seminars, but I can’t let myself think about it until I can get ahead of these deadlines.” Venting can provide temporary relief, but it doesn’t generate solutions. Take a moment to acknowledge your employee’s frustrations, but then encourage her to think about how to move past them. You might ask, Which of the activities you mention offers the greatest potential for building your knowledge and adding value to the company? Could you schedule two hours of time for developmental activities each week? Are there skills or relationships that would increase your ability to meet your primary deliverables? How could we work more efficiently within the team to free up and protect time for development?


BUILD ACCOUNTABILITY. In addition to following through on any commitments you make to employees, you should also hold your employees accountable for formulating and implementing developmental plans. Accountability increases the positive impact of coaching conversations. If an employee plans to research training programs that will fit his developmental goals, ask him to identify appropriate programs along with their costs and the amount of time he’ll need away from work, and to deliver this information to you by a certain deadline.


Coaching your employees will build stronger bonds between you and your team members, support them in taking ownership over their own learning and help them develop the skills they need to perform at their peak. It also feels good. At a coaching workshop I led recently in Shanghai, an executive said the coaching exercise he’d just participated in “felt like a bungee jump”. I was delighted to see that this man, who had arrived looking reserved and a bit tired, couldn’t stop smiling for the rest of the evening. He was far from the only participant who was visibly energized by the coaching experience.


So go ahead and take the interpersonal jump. You will love the thrill of coaching conversations that catalyse your employees’ growth.


By Monique Valcour

The Shearin Group Leadership Training Tips 5 Tips to Turn Your Business Into An Educational Powerhouse

Many businesses don’t do a great job when it comes to educating their prospects on the true benefits of their products and services. Sure, they have a website, but they don’t take advantage of the opportunity to differentiate themselves by maintaining an active blog with valuable information for their target audience.



Why Is Education So Important For Your Business?


In a competitive industry (and which one isn’t nowadays?), demonstrating your expertise in the areas of interest to your prospects goes a long way towards building trust. Consistently writing, optimizing, publishing, and sharing original content on your blog can consistently keep them engaged. It shows that you’re interested in being helpful and sharing your knowledge to solve their problems and meet their needs.


In short, your business becomes a trusted resource. Your website will be viewed as a hub for educational content, and your blog will be the driving force behind it. In fact, creating valuable information for your blog will be the single most effective way to build awareness for your business, demonstrate thought leadership, attract more prospects to your website, and generate more leads.


How to Start Creating Content For Your Business


If you haven’t already added a blog to your website, now’s the time. Remember that dedication, consistency, and quality are key to achieving success with your blog. If you don’t plan on frequently updating it with original content—at least once a week—you may want to reconsider blogging as part of your content marketing strategy. An ignored blog or a blog with poorly written articles will do your business more harm than good.


Here are five tips to help you start creating valuable educational articles:


1. Stay Informed

Keep track of industry trends to get ideas for article topics, and follow influential blogs to stay up-to-date on top of industry news. Leverage your expertise to add your own perspective and contribute to the conversation. Put a new spin on an old topic. Be controversial. Ruffle some feathers. It’s a good way to get people talking about and interacting with your business.


2. Perform Keyword Research

Use a keyword tool to discover the terms your target audience is searching to find information related to your business. Look at the amount of monthly searches for keywords, and remember to compare their competition so you choose keyword phrases that are frequently searched but aren’t so competitive that you can’t rank for them.


3. Write High-Quality Articles

Both your target audience and the search engines want to see that you’ve created a substantial piece of content. But most visitors do not—and will not—want to read a 3,000 word treatise on the benefits of your products and services. Instead, write more concise 500-600 word articles that educate your target audience on the specific topics they want to learn about. It’s been said a gazillion times, but it always rings true: quality over quantity.


4. Don’t Be Self-Promotional

Nothing turns-off prospects faster than an article that blatantly promotes your company’s products and services. Remember that the point of content marketing is to educate and share valuable information, not sell directly. You want your blog to be the go-to resource in your niche, not a place where you toot your own horn. That’s what press releases are for.


5. Use Social Media Wisely

Share your great content on Facebook, Twitter, Google+, LinkedIn, Pinterest, and other social media sites where your prospects and customers hang out. Include relevant keywords in your posts, and encourage your network to share your content as well. The visibility of your articles can spread very quickly to increase the visibility of your business and boost website traffic.

Get Started


These are just a few of the many best practices for writing, optimizing, and publishing articles on your blog. Now you’re ready to start creating and sharing content to turn your business into a trusted resource, build awareness as a thought leader, and generate more qualified leads.

The Shearin Group Leadership Training Tips How to Succeed in Business: the First Steps

I'll begin where the majority of successful entrepreneurs begin--"follow your passion." It may be a shopworn phrase, but this advice is as valid today for how to succeed in business as it was a hundred years ago, and it has certainly proven true for me. I have been successfully following my passion for seven decades.


The word passion has a direct application to business. It means a strong feeling of enthusiasm or excitement for something or about doing something. A new entrepreneur will need this emotional charge to sustain his or her motivation when facing the unexpected challenges that all startups encounter. The power of personal attachment will energize you and keep the momentum going. According to one estimate, 8 out of 10 businesses fail in the first 18 months, so passion's role will likely be crucial for survival.


At age 90, I'm bold enough to speak about the importance of this topic to younger generations since I can draw from experience, not theory. Recently, I produced a new streaming video for entrepreneurs called, "How To Succeed In Business," in which I discuss why passion is such a vital factor.


Self-motivation is the key to success and will achieve powerful results.


Lately, many self-proclaimed business gurus have maligned the idea of pursuing a passion as bad advice. They dismiss it as an oversimplification, and to an extent, they are right. It is not as simple as it sounds. Clarifications and additional considerations are essential. So, what is the best way to tap into your self-motivation and start a new business? First, you need to do some self-reflection. What are your core values? What experiences have shaped you? How do you define success? Next, think of your dream job as actually a constellation of overlapping desires. Yes, you want to pursue something you love, but you also want to make a reasonable income, have time for leisure activities, save for retirement, and live where and how you want to. Along the way you will undoubtedly have to make some compromises and adjustments. It is important to recognize that career satisfaction will emanate from many sources.


Also, you need to clearly define your passion. It cannot just be a broad area. You must translate your dream of success into a series of small and large goals and differentiate them from wishes. As I wrote in my latest book, The Evolution of an Entrepreneur, "A wish might be to play point guard for the Los Angeles Lakers. An achievable goal might be to work with an NBA team in their marketing department or to become a supplier to an NBA venue or retail outlet." What begins as a vague or hazy vision must then be articulated into very focused objectives that are within the scope of your abilities and finances. I've narrowed down the startup process to five sequential steps called The Nadel Method to get entrepreneurs on the right track.


In addition, here are seven goal-setting steps that I think all entrepreneurs will find useful.


• First, you must write your goals down. Otherwise, they are simply New Year's resolutions, which are soon forgotten.


• Next, be as specific as you can when writing goals. Instead of, "I want to raise my company profile in the community," write, "I will volunteer my company's resources once a month to a specific community organization."


• Express goals in positive words. Don't think about driving the competition out of business; think about how your product or service can fulfill an unmet need.


• Make sure the goals you choose are yours and not someone else's. (See motivation above.)


• Put time limits on your goals. How else can you hold yourself accountable?


• Give yourself a score at the end of your timeframe. If you didn't succeed, do you want to keep trying for this goal or do you need to make some alterations?


• And finally, set goals in all areas of your life. You need to stay balanced to be truly happy. Your emotional and physical health is as important as your financial health.


Keep an open mind about following your passion. Be flexible. Don't assume you will hit the center of the target on your first try. Once you embark on your business idea, you may discover business categories you never knew existed that can relate to following your passion. For example, the emerging technology of 3D printing has created a slew of new entrepreneurial opportunities that weren't even possible two years ago for a variety of industries. With a modest investment of under $5,000, a budding entrepreneur can start a 3D printing business that can provide multiple applications, whether it be crafting custom wearable designs or creating vintage auto parts. According to both to Forbes and Business News Daily, the concept of 3D printing-as-a-service franchise is about to go mainstream.


Overall, be willing to learn from your mistakes. I sometimes think we should declare a national holiday to honor the errors we make because this is how all of us learn. Mistakes are a key element of growth and success, especially for new entrepreneurs. Those who ignore the lessons mistakes teach us won't stay in business for long.


And don't overlook the many helpful resources for new and existing business owners. For example, the U.S. Small Business Administration has Small Business Development Centers in all fifty states and supports thousands of S.C.O.R.E. volunteer mentors nationwide, not to mention the national focus they bring to light each May with various events for entrepreneurs through the SBA's coordinated efforts for Small Business Week in cities from coast to coast. In addition, there are useful tools offered by service providers who genuinely want to see you succeed. I just recently learned that Visa has an entire division focused on supporting and promoting small business ownership through Visa Small Business, after they decided to feature several of my Huffington Post articles on entrepreneurship through their social media.


And lastly, never forget that you live and do business in a community. Temper your sense of "rugged individualism" with an appreciation for the roles others play in helping you pursue your passion. Create a business that is uniquely yours, but also find a way for your business to contribute to the well-being of your community. As Thomas Watson of IBM once said, "To be successful, you have to have your heart in your business, and your business in your heart."


As I've indicated many times, I am strongly motivated to share insights about my entrepreneurial success, and I likewise encourage you to share your tips for success. You will never know the people you might be helping, but by sharing, you will be validating your own passion, and your enthusiasm for entrepreneurship will deepen.


Jack Nadel is the author of the award-winning book, "The Evolution of an Entrepreneur: Featuring 50 of My Best Tips for Surviving and Thriving in Business" - winner of five Global Ebook Awards including three Gold Awards for BEST in Business, Leadership and Careers/Employment - part of the popular Ultimate Crash Course for Entrepreneurs set, available on-demand online ( He is the founder and chairman emeritus of Jack Nadel International, a global leader in the specialty advertising and marketing industry. Jack, founder of more than a dozen companies worldwide, is also the author of other books, including, "There's No Business Like Your Business, How to Succeed in Business Without Lying, Cheating or Stealing," "Cracking the Global Market," and "My Enemy, My Friend."



The Shearin Group Leadership Training Tips The Five: Tips on being a spirited leader

A local expert provides five recommendations on a topic useful to small business owners. This week, management consultant Ellen Castro talked to staff writer Hanah Cho on being a “spirited leader.”


Castro is a Dallas-based motivational speaker, management consultant and author of Spirited Leadership: 52 Ways to Build Trust. She works with startups, small businesses and Fortune 500 companies as well as nonprofits.


1. Change your thoughts, change your world

Thoughts have power. Be positive, constructive and solution-focused. Begin today walking into every meeting with the thought: “I am a champion. I am equipped.” Live from the possibilities. You are far more powerful than you imagine.


2. We are our choices

Your choices define you — not your DNA, past or environment. With faith and better choices, spirited leaders live a life of authenticity and awesomeness. Be the first to smile and be generous with encouragement and praise.


3. Live consciously

Everything communicates. There are no neutral actions. You are always on stage. Everything either adds to your credibility or detracts from your credibility. Credibility is the foundation for trust and meaningful conversations that inspire and motivate innovation, collaboration, teamwork and greatness.


4. Redefine failure

There are no failures, only learnings. Everything is a coaching moment. Everyone is your teacher. The only “failure” is not getting back up. Learnings build character, strength, compassion and wisdom to better serve others — to help their paths be easier, lighter and brighter.


5. It’s all about trust

Spirited leaders know that life is for them. They believe that everything works together for good. They trust they are always moving forward regardless of appearances. Setbacks are simply setups for comebacks. They radiate their message with a confidence that allows others to skyrocket to success regardless of external factors.



The Shearin Group Leadership Training Tips 10 Tips to Enhance Your Vocal Leadership

Voice Is Power. Great leaders communicate their drive, passion and commitment not simply in their rhetoric, but embody them in the tones of their voices, through their body language, in the very sinews of who they are. As Arthur says, "People do not say to an individual, 'Your voice is tense or your voice is anxious.' They may, however, say, 'You are tense or you are anxious.'" The following tips will help you communicate confidently, effectively and authentically at all times:


1. Communication is not merely data. Please do not deliver as you type. Be strategic and mindful.

2. 'The meeting begins before you walk in the room'. Do not bustle, carry your Self in Conscious Awareness embodying the leader you want to be known as.

3. Always embody the axiom: 'It is not only the message, but the messenger that matters'. It is not merely what we say, but how we say it.

4. Never aspire to competence. To be competent is to be proficient. Rather, aspire to excellence -- a commitment to being exceptional.

5.        In Communication Mastery/Integrative Leadership leaders ennoble. They do not subjugate. Treat everyone with respect.

6.        Leadership excellence begins with 'leading by example'.

7.        Create a Persona Statement -- your personal brand. This will form the basis of how you want to be known, not merely in what you do but who you are.

8.        The routine is never routine. To become a great Champion in sport or in life requires 'not just reps' but quality reps.

9.        Our mouth is not 'our mind outloud'. Be strategic.

10.      "Breath is fuel." If it is important enough to say, it is important enough to breathe before you say it. It is the trigger that shifts your communication from unconscious/habitual to Conscious Awareness.



You do have a choice in how you are known. When you integrate your deeper Self through your voice you will fulfill your Vision and become a truly extraordinary Leader. This is Vocal Leadership.


Related Articles:


The Shearin Group Leadership Training Tips Leadership Tips for College Presidents and CEOs

Commencement season is upon us, when college presidents and business leaders offer words of wisdom to graduates entering the "real world." But at a time when the college presidency has become a high-risk occupation and CEO turnover is accelerating, with 131 leaving their jobs in January alone, maybe they could benefit from some words of wisdom.


What makes someone successful in a leadership position? We offer the following list of helpful hints. Many we learned along the way, through our time in academia and serving on corporate boards. Some we discovered by failing to do them ourselves, and others we picked up from our mentors and colleagues.


1. Think first, talk later. Everything you say will be taken literally. An offhand comment or ill-considered joke, once it has made its way through the local gossip vine or the national blogs, is guaranteed to haunt you. Don't ever think you're "off the record."


2. Talk less, listen more. This is especially true for a new leader brought in from the outside. Folks will immediately ask for your "vision" for transforming the place. This is a test: No one can reasonably expect a detailed plan before you understand the place's idiosyncrasies. Do not offer a grand plan before one exists.


3. Show up. Every constituency wants you to be physically in the room on important occasions; they don't want your surrogate. What you actually do when you get there--offer a toast, introduce a speaker, tell a quick story to kick off an event--may be less important than your physical presence.


4. Engage veteran employees. Spend time with those who have devoted their lives to the place, leaving their mark on future generations. Take them to lunch and hear their stories. You want them on your side and you'll learn from them.


5. Don't ignore the staff. In companies, they are the face of the business. At colleges, members of the staff are educators as well, whether they work in dining services, the career center or in advising. They interact closely with students, who often adore them.


6. Customers want to be consulted. CEOs understand this better than many in higher education, but college presidents should realize: Students insist on being taken seriously. You don't always have to do what customers want, but you do need to seek their input. It is better to tell someone you have thoughtfully considered his or her suggestion than to give the impression you don't care.


7. Answer nearly all messages. This relates to the previous point. When someone writes you because she read or heard something you or your organization purportedly said or did, sending a reply will save you trouble down the road. The reply can be brief, but a personal response is warranted unless the writer is abusive or seems dangerous.


8. Use the board of trustees or directors. Boards should never be patronized or kept in the dark. They can be your ally if you respect their time and efforts. College presidents sometimes struggle with boards because we rarely had to accept authority during our faculty days. The board is your boss, and if you don't like that, then keep your résumé up to date.


9. Community relations matter. Remind people that your organization is fortunate to be wherever it is located, and that locals are also fortunate to have your organization there. Bad relations with the local community can interfere with everything--building projects, programming, the provision of public services. All parties want to get along, and you generally will find that any effort you make will be graciously accepted and rewarded.


10. Don't take things personally. Many bad things are going to happen, and you will be blamed for most of them. Faculty, staff, students and alumni, and likewise, customers, employees, suppliers and regulators, can exercise amazingly bad judgment, imperiling themselves and the good name of your organization. Many of the most spirited attacks have more to do with the attacker than with you. Don't beat yourself up, and remember that things are never as bad as they look.


11. Don't believe the hype. Things aren't as good either. If you are tempted to trumpet your company's quarterly returns or latest, greatest product; your school's academic rankings, athletic record and fundraising success; or your own popularity, you are setting yourself up for a fall. Hyping short-term success can undermine long-term progress.


12. Don't neglect your health. You will be fed constantly at meetings and events. If you eat everything in front of you, expect to gain much more than the "freshman 15." Reserve time to enjoy your life. If jogging is your thing, make time to run. If it is attending religious services, do so regularly. Some presidents wonder how they can find the time to do those sorts of things. The answer is simple: Act like a president and take control of your schedule.


Mr. Glassner is president and a professor of sociology at Lewis & Clark College. Mr. Schapiro is president and a professor of economics at Northwestern University.


Related Articles:


The Shearin Group Leadership Training Tips Develop Your Leadership Brand: Tips for Designing Training for Adults

Adults need a learning environment that reinforces their ability to apply the information received in training back on the job. This can be somewhat accomplished by class discussion and talking about what to do based on case study content. The learning becomes more relevant with practice on the job that is then shared back in the training session.


Working with a client recently, I asked the participants to practice giving or receiving feedback or resolving a conflict in some situation that would occur between scheduled class sessions. (I always try to provide a choice so that each person encounters some situation in which they can practice. After all, I don't want to encourage them to go out and start conflicts, as an example.) They brought several interesting summaries of their experience trying to implement the ideas learned in training. We all learned from their shared experiences.


But, the most important concept that I have learned about training over the years is that the training must echo and reinforce the company's values and desired leadership and management style. So, it's best done internally by someone who knows the company and its desired culture. That is how you train the organization's leadership brand; it is how you ensure employee learning and training transfer. This is how I have provided training - always. Outside seminars and workshops have their place in leadership development, but the fundamentals must come with consistency and a shared vision of what the organization is trying to create.


So, imagine my delight when I received this book excerpt from Dave Ulrich and Norm Smallwood (pictured) about using training to help organizations develop their leadership brand. It exactly reinforces what I believe and you'll enjoy and learn from their training tips.

The Shearin Group Leadership Training Tips: 6 Tips for Effective Leadership


Is anyone befuddled by the fall from grace of so many leaders? Is anyone befuddled by the choices some leaders make as if nobody is watching? Is anyone captivated by the word befuddled? OK, maybe that last one is just me.


Let's be very clear. Part of the challenge for leaders is that they are all human. And as humans, we are all flawed. That being said, what is effective leadership? Is it a title? Is it achieving goals? Is it inspiring others? Is it seeing a unique vision?



Leadership is a combination of practical skills and personal values that, when used together; create an atmosphere in which people feel valued and motivated to pursue a clear vision. It's like Kung Fu meets Feng Shui (that works much better phonetically than in writing).


I've spent a lot of time thinking about leadership over the past year, as I just finished my term as president of the National Speakers Association, the association for professional speakers, trainers and consultants. Ironically, our acronym is NSA -- but we're not the ones who listen, we're the ones who talk!


In my role as president, I was the chairperson for the board of directors, appointed and oversaw nearly 40 volunteer leaders, and was an ambassador to 38 chapters here in the U.S. and to nine international associations all over the world. So, I got a good dose of leadership experience.


The following are some concepts that I rediscovered during the past year.


1. Leadership is not always what you do but how you do it. I've seen people in leadership roles who have a great vision for where their organization needs to go but the way they manage the process and the way they treat people becomes a barrier to their success. Leaders who embrace humility, graciousness, and attend to their people, will not only achieve more but have more support along the way. (Note, this did not apply to Steve Jobs. Just saying.)


2. Effective leaders know their limitations. Most leaders have specific gifts and skills. They can't be good at everything. An effective leader recognizes limitations and attracts other people to compliment his/her skills.


3. Great leaders have a sense of humor. There are many examples of leaders using humor to engage others, disarm conflict and lighten the mood. President Ronald Reagan, Tony Hsieh of Zappos, and First Lady Michelle Obama have used humor effectively in their leadership roles. A leader who has a sense of humor, especially about themselves, appears more confident and attracts confidence from others.


4. Leaders do what needs to be done. An effective leader is willing to do what needs to be done to move the organization forward. Whether this requires having difficult conversations with a staff member, covering for a colleague who is ill, or making the right decision rather than the easy decision, a leader who does what needs to be done is a leader worth following.


5. Leadership is a service and not a destination. Sometimes people seek a position of leadership for the position itself. They may desire the power or the acclaim that goes with the position. However, a leader that seeks to serve rather than to be served will always be more effective.


6. With great power comes great responsibility. This classic line from Spiderman reinforces the idea that leaders must own their responsibility during the good times and the bad times. Leaders who relinquish responsibility to avoid taking blame usually dig a much deeper hole for themselves. Leaders who step up to their responsibility generate more trust and respect.


There are a lot of leadership books on the market today. But one of the best indications of effective leadership is not just what is accomplished but how the people being led to those accomplishments view the leader and the process.

The Shearin Group Leadership Training Tips: 4 Tips For Teaching Leadership Skills

Some people are born leaders. From a young age, they exhibit the qualities one typically looks for in a good leader: They're passionate, show integrity, inspire and motivate others, and have a strong take-charge attitude. Employers and executives recognize this, and these "born leaders" are often first in line for promotions to leadership roles.


But individuals who have leadership potential don't simply become leaders overnight. It's up to existing leaders to train the next generation, showing them how to guide a group of people toward a specific vision or goal. Whether your company has a structured training program or you simply teach by example, here are a few key things to keep in mind when you're training future leaders.


Choose the right person


While certain individuals may seem like shoe-ins for a leadership position based on their personality or their current role within a company, it's crucial to take all performance and experience factors into account before determining their leadership candidacy.


"Before you start teaching and enhancing the skills of a leader, you have to start with the right person," said Brian Sullivan, executive vice president of sales and management training firm Sandler Training. "This person should have a track record of success [in their current role] and have already exhibited leadership traits. Not everything they'll be doing as a leader is necessarily something they've done before, but these two fundamental items are the springboard for any type of training."


Sullivan also told leaders not to allow favoritism to come into play when choosing a successor, and make a decision based solely on a candidate's qualifications.


Build their listening skills


One of the most important skills a leader can acquire is how to listen. A true leader always takes his or her team's feedback into account when making decisions. This skill can be taught by being a good listener yourself.


"Always listen to the input you receive, and act on it," said Guryan Tighe, chief culture officer of Highwire Public Relations. "If you have only your own agenda in mind, you can't truly hear others' input and potentially, the next great idea. Make sure your business is set up to stimulate people around you to create and take initiative. For example, ask the trainees about their training experience, as this encourages an environment focused on growth and development."


Help them craft a future vision


"Vision" is a word that is commonly thrown around in reference to leaders, but what does it really mean? Denise Brosseau, CEO of Thought Leadership Lab, believes it involves the ability to inspire others to see a future worth striving for.


"[Leaders should] focus on crafting a compelling vision of the future that they will work to bring about," said Brosseau, author of "Ready to Be a Thought Leader?" (Jossey-Bass, 2014). "This future must be something they are passionate about, but they must also have the credibility and experience to make progress toward achieving it."


Teaching leadership candidates how to create and articulate their own future vision will help them when it comes time to actually execute plans to get there.


Find a leader works for everybody else


If a leadership candidate seems more excited about being "the boss" who's in charge of others, he or she probably isn't the best person for the job. A good leader knows that his or her job is working for everybody else, said Dale Falcinelli, chairman of the advisory council at Lehigh University's Baker Institute for Entrepreneurship.


"Leadership is an executive club, and it shouldn't be taken for granted," Falcinelli told Business News Daily. "Leaders aren't caught up with the notion of people working for them. They'll have the passion and drive to get where they need to go, and they'll know that to get there, they have to work for and through other people."

The Shearin Group Leadership Training Tips: 8 tips for becoming a true leader

On the surface, the difference between a step and a stumble seems obvious.


But in business, plotting long and hard to climb into a leadership role often is indistinguishable from inadvertently falling into one. The fact is, whether you take a deliberate step toward an objective or immediately trip on a shoelace, you may end up in the same spot. Put another way, many people who have a laser focus on getting to the top make it there no faster than those who have a leadership opportunity thrust upon them.


Yet knowing the difference between thoughtful business leadership and the kind that happens seemingly by accident is critical—not only in your ability to grow and develop as a leader, but to establish a pattern of success that's deliberate, not miraculous.


Here, then, are eight attributes that separate genuine leadership from leadership that's more a matter of chance:


1. Real leadership means leading yourself. Passing out orders is as easy as passing out business cards. But a prudent leader also knows how to lead himself or herself—not merely to provide a genuine example to others, but to become a working element of the overall machinery of your business. "It's important that leaders have the ability to focus and motivate themselves as they motivate others," says Larraine Segil, an author and consultant who teaches executive education at the California Institute of Technology in Pasadena.


2. Don't be a monarch. Thoughtful leadership likely means you already have a talented work force in place. That's terrific. But be careful not set up a throne room in the process. Accidental leaders often inadvertently establish a system of guidance that's unnecessarily restrictive. Guide employees, but don't implement more parameters than are absolutely necessary. "It's important to influence the people with whom you work," says Segil. "Don't see your business as a hierarchy."


3. Be open to new ways of doing things. One potential land mine of a prosperous operation is to repeat anything that proves successful. It's hard to argue against that, but an inadvertent leader will put far too much stock in sticking with what always works. By contrast, thoughtful leadership acknowledges success but also recognizes there are always ways to do things better.


4. Remember that white males are fast becoming a minority. Statistics show that white males now make up only a small fraction of the workplace population. Couple that with growing partnerships across borders, and it becomes obvious that blending a variety of cultures and backgrounds in a work environment is an essential leadership skill. A thoughtless leader will try to cope with this as best as he can. One with more vision will work to take advantage of differences. "Competition—the constant push for faster, better, cheaper — mandates that we learn to effectively deal with differences in the workplace," says career consultant Susan Eckert of Advance Career and Professional Development in Brightwaters, N.Y. A company that weaves an appreciation of diversity into its cultural fabric will make itself "unbeatable," Eckert says.


5. Establish a genuine sense of commitment. I must admit this is a personal sore point with me. I've seen too many company slogans and catch phrases whose import is no deeper than the paper they're written on. Want to be "committed to superior service"? More power to you, but a genuine leader will see that as words and little else. Instead, put some meat on those bones—establish how to quantify excellence, design a cogent plan to achieve it, and set a reasonable but real timetable for its completion.


6. Finish the job. Many business leaders yak about their complete game, but how many actually finish what they say they're going to start? A thoughtless leader who never genuinely finishes anything loses the confidence of clients and customers. That lack of follow-through isn't going to be lost on his or her employees, either. Instead, set goals and establish pragmatic, accountable measures to actually finish what you start. "The ability to complete things is critical," Segil says. "Nothing's useful unless you actually complete it."


7. Show genuine appreciation. Thoughtless leaders must have forearms like Popeye's, what with all the back-slapping they do. That's fine, but good performance requires a more substantive response. Leaders with an eye to the future hand out praise but augment it with real rewards: promotions, raises, bonuses, and other tangible tokens of appreciation. That motivates your people, not only to apply themselves with enthusiasm but to stick around your company longer than they might otherwise.


8. Know that leadership skills come from learning, too. Far too may business executives believe leadership skills stem from some sort of wondrous epiphany or other such flash of insight. Sure, great ideas can come to any of us, but being a bona fide leader also means study. Read books on effective leadership, attend seminars, and pick the brains of colleagues to see what works for them. It can be a long education, but one with rewards that multiply with the more knowledge you have under your belt.



The Shearin Group Leadership Tips: Leadership tips for young entrepreneurs

Young people who run businesses have particular advantages.


Heading up any organization is a thrilling privilege, especially when it’s your own. Young entrepreneurs today have a wealth of opportunity at their fingertips, and with practices like remote networking, borderless resourcing and even crowdsourcing, creating a business and achieving success in the marketplace is a real-world possibility. So what's the best way to build a great business as a young person? Here are my tips.

1.) Surround yourself with experts


As a leader, you should never settle for “just anyone.” When it comes to building your leadership team (and your greater business), seek out passionate and forward-thinking people who are experts and leaders in their field.


Learn as much as you can from them and gain their input and advice on every big decision you make – from product to strategy to operations to finance, and so on. In the long run, these people will help shape your company culture and direction and they’ll turn you into a stronger leader.


2.) Stay on top of tech


Technology is becoming the driving force in a growing number of new industries and is rapidly taking over existing industries. As a leader, it’s imperative that you (and your team) keep up with tech trends and stay on the frontline of new developments – anything that crops up that can make your product better or deliver further innovation should not be ignored.


In Australia, for instance, this is particularly critical in the retail sector. Retailers, writes John Riccio from professional services firm PwC, “need to innovate if they are to remain relevant to the connected consumer.”


As a result, many retailers are being pushed by consumers to offer more accessibility and better services via various technological means, and the ones who don’t are likely to fall quickly behind - and many already have.


3.) Only take calculated risks


Hamdi Ulukaya, who founded Chobani and won Ernst & Young’s World Entrepreneur Of The Year Award last year said, “If you’re afraid of losing money, you will not make it to success.”


This is true for every start-up, but young leaders need to recognize that risk doesn’t mean just making a wild decision and then going for it.


Every risk you take, even the smallest one, must be thoroughly calculated. If you don’t calculate, your business will eventually fail. Projections (particularly financial), strategy options and risk management plans must be in place before the first step is actioned.


4.) Know when to delegate and when not to delegate


There’s a big difference between having to do everything yourself and wanting to do it yourself for the sake of learning.


While there will be plenty of things you can delegate early on, taking on business tasks and learning the ropes (just like an employee) will give you a much more thorough and in-depth understand of how your business runs and operates.


In turn, this will provide you with insight into how you can improve your approaches and procedures and will ultimately make your management, operations and leadership better.


5.) Keep innovating and evolving your product - even if you think it’s perfect, there will always be better


Many start-ups have a fantastic product/service when they first come to market. But once your product is out there, it’s important that you continue to improve, expand and develop what you’ve created. This is how you remain competitive.


This type of evolution is essential if you want your start-up to be successful in five, 10 or 20 years.


Consider how Richard Branson’s Virgin has moved from being a simple airline to an organization offering “astronaut” flights into outer space via Virgin Galactic - Innovation!


It might seem like an extreme way to “dream big”, but Branson realized there was much potential in the air/space travel arena and his ability to innovate at this level means that Virgin will continue to grow and innovate well into the future.



The Shearin Group Leadership Tips: 8 Tips For Collaborative Leadership

Today’s corporation exists in an increasingly complex and ever-shifting ocean of change. As a result, leaders need to rely more than ever on the intelligence and resourcefulness of their staff. Collaboration is not a “nice to have” organizational philosophy. It is an essential ingredient for organizational survival and success.

One my most popular speaking topics is “The Power of Collaborative Leadership.” (In fact, this year I’m presenting this seminar in five countries. The topic’s popularity stems from corporate clients realizing that “silo mentality” and knowledge hoarding behaviors are wasting the kind of collective brainpower that could save their organization billions. Or lead to the discovery of a revolutionary new process or product. Or, in the current economic climate, help keep their company afloat when others are sinking!

And it’s not just corporate profits that suffer when collaboration is low: the workforce loses something too. Individuals lose the opportunity to work in the kind of inclusive environment that energizes teams, releases creativity and makes working together both productive and joyful.

Here are eight tips for building collaboration in your team or organization:

1.) Realize that silos can kill your business. Silo mentality is a mindset present when certain departments or sectors do not wish to share information with others in the same company. This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive company culture. Silo is a business term that has been passed around and discussed in many boardrooms over the last 30 years. Unlike many other trendy management terms this is one issue that has not disappeared. Silos are seen as a growing pain for organizations of all sizes. Wherever it’s found, a silo mentality becomes synonymous with power struggles, lack of cooperation, and loss of productivity.

2.) Build your collaboration strategy around the “human element.” In trying to capture and communicate the cumulative wisdom of a workforce, the public and private sectors have invested hundreds of millions of dollars in portals, software, and intranets. But collaboration is more than the technology that supports it, and even more than a business strategy aimed at optimizing a organization’s experience and expertise. Collaboration is, first and foremost, a change in attitude and behavior of people throughout an organization. Successful collaboration is a human issue. Take a look at this video clip to see what IBM found out about people and collaboration.

3.) Use collaboration as an organizational change strategy. Over the past 25 years, I’ve worked with a variety of very talented leaders, and one thing I know for sure: Regardless of how creative, smart and savvy a leader may be, he or she can’t transform an organization, a department or a team without the brain power and commitment of others. Whether the change involves creating new products, services, processes – or a total reinvention of how the organization must look, operate, and position itself for the future – success dictates that the individuals impacted by change be involved in the change from the very beginning.

4.) Make visioning a team sport. Today’s most successful leaders guide their organizations not through command and control, but through a shared purpose and vision. These leaders adopt and communicate a vision of the future that impels people beyond the boundaries and limits of the past. But if the future vision belongs only to top management, it will never be an effective motivator for the workforce. The power of a vision comes truly into play only when the employees themselves have had some part in its creation.

5.) Utilize diversity in problem solving. Experiments at the University of Michigan found that, when challenged with a difficult problem, groups composed of highly adept members performed worse than groups whose members had varying levels of skill and knowledge. The reason for this seemingly odd outcome has to do with the power of diverse thinking. Group members who think alike or are trained in similar disciplines with similar bases of knowledge run the risk of becoming insular in their ideas. Diversity causes people to consider perspectives and possibilities that would otherwise be ignored.

6.) Help people develop relationships. The outcome of any collaborative effort is dependent upon well-developed personal relationships among participants. Not allowing time for this can be a costly mistake. For example, all too often, in the rush to get started on a project, team leaders put people together and tell them to “get to work.” You’ll get better results if your give your group time (upfront) to get to know one another, to discover each other’s strengths and weaknesses, to build personal ties, and to develop a common understanding about the project.

7.) Focus on building trust. Trust is the belief or confidence that one party has in the reliability, integrity and honesty of another party. It is the expectation that the faith one places in someone else will be honored. It is also the glue that holds together any group. I recently conducted a survey of middle managers in an attempt to pinpoint the state of trust and knowledge sharing in their various organizations. What I found is a crisis of trust: suspicious and cynical employees are disinclined to collaborate — sharing knowledge is still perceived as weakening a personal “power base.” Leaders demonstrate their trust in employees by the open, candid, and ongoing communication that is the foundation of informed collaboration.

8.) Watch your body language. To show that you are receptive to other people’s ideas, uncross your arms and legs. Place your feet flat on the floor and use open palm gestures (which is a body language display inviting others into the conversation). If you want people to give you their ideas, don’t multi-task while they do. Avoid the temptation to check your text messages, check your watch, or check out how the other participants are reacting. Instead, focus on those who are speaking by turning your head and torso to face them directly and by making eye contact. Leaning forward is another nonverbal way to show you’re engaged and paying attention, as is head tilting. (The head tilt is a universal gesture of giving the other person an ear.) To encourage team members to expand on their comments, nod your head using clusters of three nods at regular intervals.


The Shearin Group Outstanding Leaders: Centered Leadership

Centered Leadership is a tested leadership program gaining many benefits from it. This leading executive development program introduces excellent, modern leadership abilities to executives, senior and middle management personnel.


Shearing Group Centered Leadership is an effective vehicle to a new leadership approach in the 21st Century. It is designed to bring out the hidden potential of your people and to mentor them to achieve in an atmosphere of trust and respect. It empowers each one in an organization to attain outstanding results. It produces a mode of leadership – a well-rounded set of skills – to allow you and the company to grow and progress. It is an approach toward individual change and consistent improvement. It is a leadership program developed to effectively create a difference.

Our training programs aim to:


• Transform managers into effective leaders.

• Improve profitability, cooperation, integration and customer/client service.

• Develop personal accountability in attaining results.

• Motivate personnel; create a culture of accomplishment, trust, respect, and fun.

• Address crisis through reducing management problems.

• Effectively foster increased results in target achievement and success.

• Provide dynamic and interactive modules through a small class size (10 participants).

Program Description:


Centered Leadership engenders an environment where shared decisions allow members inside an organization to grow, develop personal accountability and responsibility for actions and results attained. What arises is a corporate culture where proper leadership qualities and personal abilities are not merely acquired by a few; they can be provided to as many people as possible, and eventually, allowing them to work effectively as a harmonious unit to produce greater success. Participants are inspired to describe the challenges they encounter at the workplace and to create practical and actual solutions during every session. The facilitator, action plans, case-studies, workbooks, self-assessments, spaced and multi-sensory learning methods act as effective tools and structures to facilitate practical application.

Follow Us

Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services
Shearin Group Training Services