Imagine you're the manager of a new product development team. Your top performer and good friend has spent the last nine months on a particularly difficult segment of the latest project. While he possesses the skill, knowledge, and experience to carry the project through, he hates what he's doing. There's an opportunity to move this employee to a new assignment, and he's more than ready to go. However, he's the only person on the team that has the technical knowledge needed for the current project. You are torn, but you want him to stay put for another eight months to finish the current project. How do you balance this employee's desires with the needs of your organization? How would a true leader handle this situation? By the time you complete the courses in this series, you'll have the leadership skills to meet these types of challenges. You'll develop a powerful vocabulary that will enable you to communicate your vision to your employees, and you'll become skilled at influencing people with integrity. You'll know when to use various elements of the coaching model and how to challenge your employees and the status quo. Most importantly, you'll be equipped with the expertise and knowledge required to lead your team into the next millennium.