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Category: Leadership

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Entrepreneurship Management Personal Development Women In Business

Good Times or Bad – You’re Still the CEO

Good Times or Bad…You are Still the CEO

Imagine coming home after a long day at the office as a mid-level manager in a small busy company. You are one of 175 employees, and it is hump day – the week is half over. Work is stressful and you are looking forward to decompressing. You stand in the entry of your home totally stunned by the notice in your hand. Your bank has sent a notice that the paycheck you deposited in the bank on Friday has bounced. What would you think or do?  In a company with a consistent degree of transparency this might be annoying but not a surprise. Your CEO may have warned you that times were rocky. You might be asked to reduce your salary but because of your belief in the company’s cause and your contribution to a cure, you stay the course. You believe.

In another home just down the street a different scenario is at play. Another bounced check another manager but the reaction is different. This manager had no idea what was happening behind closed doors. His imagination started running rampant and he is getting angrier by the minute. He goes to the phone and calls one person after another to vent and check if their checks bounced too. He goes to his computer and resignedly finds his last resume. He has had it!

Which type of CEO are you?  Not all CEOs are created equal. Some are hired guns others are the genius who came up with some bright idea in the first place. Some CEOs, the ones we usually hear about, are public CEOs whose high incomes are reported in good times and bad times.

There are many challenges that keep a CEO up at night.  As a CEO or C- Suite member you always have a choice of whether to be proactive or reactive.  What’s your plan?

 

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Entrepreneurship Human Resources Management News and Politics Personal Development Taxes

What I’m Thinking

I’m concerned with Inequality. Chuck Collins, great grandson of Chicago meat packer Oscar Mayer has been a great teacher for me. Too many of us only read and listen to Twitter feeds, or the talking heads on radio and TV and never really understand the economics, let alone the human dignity involved in racial, gender, and income inequality. Chuck’s book is “Born on Third Base: A One Percenter Makes the Case for Tackling Inequality, Bringing Wealth Home, and Committing to the Common Good”. Great read. Bill Gates, Sr. is part of the story.

As an executive coach, business consultant and business journalist I work hard to help my clients and Business Builders Show subscribers to go deeper on the issues they face today and will face tomorrow. I recommend they go beneath the headlines to understand what’s really happening in our system of governing. For instance – do you really understand the Estate Tax?

Click here to listen to my latest interviews with Chuck Collins. You can follow him at www.inequality.org.

Love to hear your feedback.

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Best Practices Entrepreneurship Human Resources Management Marketing Skills Women In Business

You May Not Be As Influential As You Think You Are – 4 Steps to Increase Your Self-Awareness

Click here to watch You May Not Be As Influential As You Think You Are – 4 Steps to Increase Your Self-Awareness

Have you ever given thought as to how your communication may be sabotaging your influence without you even knowing it?

Most leaders haven’t given thought to this question, much less taken the steps to increase their awareness of how their listeners hear and see them rather than what they believe to be true.  That is why self-awareness is the first step to greater influence Monday to Monday®.

To enhance your influence, you need to evaluate your communication based on facts, not feelings. You need to get to the heart of what is really going on by experiencing your communication through the eyes and ears of your listeners and readers.

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Best Practices Growth Human Resources Management Personal Development Women In Business

Listening – A New Approach to Quality Communication

Listening – A New Approach to Quality Communication

In our corporate worlds, there just isn’t enough listening going on.  This has been made abundantly clear with the vast amount of sexual harassment accusations we are hearing.  One aspect that is leading this cry for honesty and transparency is that the victims finally feel like they are being heard.   Unfortunately, they needed the masses to feel that way.

Scandal is not necessary for you to learn this essential skill of listening.  Don’t you dare call it a soft skill.  If you want your company to grow from the inside out, for every stakeholder, then clearly comprehend why you have two ears and one mouth.  Specifically, listening can afford you valuable information from recruiting to exit, from design to sale, from start up to IPO.

When you are recruiting, assuming you are looking for a workforce that plays well with others and wants to grow with you, listen.  Ask questions that will open a dialogue to expose what that person would do when circumstances aren’t perfect.  Ask and then listen.  Don’t negate or manipulate what they are saying.   Be still, stop thinking about what you want to say and listen.  Ask what they want to be doing in 1 year, 3 years, 5 years.  Under the right conditions, can you give them the pathway to meet those goals?

When someone leaves, find out why.  You may be surprised.  They may have changed priorities, goals or skills.  Simply, they may not be a good fit for your particular organization anymore.  You might be able to help them find a better suited position and keep what might become a loyal customer in the future, because you listened.

Just as you listen to your public, your customers and clients, for feedback on your newest services and products, do the same for the people that carry out your business goals.  In the C-Suite you don’t know what it is like to be in the trenches every day.  Just because you come up with a great idea it doesn’t mean it will work.  You have to include those that will be utilizing that idea in design, preparation and modifications.

Listening.  It’s the new primary skill that has found its celebrity in time to be taught, nurtured and practiced.  See if you can just listen in your next conversation.

Julie Ann Sullivan’s focus is on employee engagement and creating workplace cultures where people want to come to work.  Julie Ann works with companies to develop people who are engaged, productive and appreciated. She hosts the Mere Mortals Unite and Businesses that Care podcasts on C-Suite Radio . For more information go to http://julieannsullivan.com/

Copyright ©2017 Julie Ann Sullivan – Used with Permission

 

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Entrepreneurship Management Personal Development Women In Business

Discovering Your "Why" Is An Inside Job

Discovering Your “Why” Is an Inside Job

Does the thought of your company becoming extinct keep you up at night?

Do you wonder how to motivate and keep your people engaged and focused?

The answer to the challenges that keep leaders anxious is in having a simple but highly effective business tool – know what you stand for. Know your “WHY”. The concept is simple; understand, accept and articulate your own purpose and that of your enterprise.

The path to discovering your Why begins with “I”. It is a reflective process and requires self-examination of your belief systems and where they originated. The clues are easily found. They are in the stories you tell about your life. They could be moments that deeply affected you in your childhood or in your school years.

Many years ago I was coaching a wonderful young doctor.  I asked him to share his challenges and successes from the age of 21. As I listened to the peaks and valleys of his life I suddenly felt I was missing something in how he formed his decisions. I asked f anything significant had happened earlier in his life that guided his decision making. His response changed the way I asked the question forever after – he told me that his father took his own life when he was 19. Now I ask YOU, wouldn’t that change how you behaved and how you would make decisions with such a traumatic event influencing your thinking? That story was a big clue to finding his Why.

Influences don’t have to be traumatic but they are usually formed by young minds. Examining the stories that you tell your friends, your children, or your employees is therefore the logical place to begin to discover you Why, your purpose for existence.

You may wonder how your personal Why can then relate to that of your business. When you are authentic and passionate about what you do, you will find that they are in complete alignment. People will follow you, not because they have to but because they want to. You will attract those people whose beliefs are in alignment with you.

The bottom line is that in communicating internally or externally everything you say and do will be better served through the filter of your Why.

 

 

 

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Best Practices Entrepreneurship Human Resources Management Marketing Personal Development

The Value of Reading Body Language to Gain Influence in Negotiations

“The value of reading body language is like possessing the keys of influence to unlock someone’s mind, by gaining unguarded access to their hidden thoughts.” –Greg Williams, The Master Negotiator & Body Language Expert

www.TheMasterNegotiator.com

You can gain the value of influence in negotiations by reading body language accurately.

Momma told me not to run. Don’t move too quickly! You might miss something right in front of you. No, that’s not an oxymoron. Such were the wise words then and now related to the value of reading body language to gain insight and influence in negotiations.

Take the following insight I gained from my mother on just that topic.

I recall a time when I was 17; I’d saved my money to buy an advertised car I saw at a dealership. My mother and I went to the dealership only to find out that the car had just been sold. The salesperson said ‘not to worry’, as he showed us another car; it cost slightly more than the original car that was advertised.

My mother attempted to get a lower price for the car, but the salesperson only budged a little and wouldn’t go any lower after that. He said that was his best price. After sparring in several negotiation sessions after that, my mother got up to leave; I was dejected, dispirited, and disappointed at not getting a car, and it showed on my face. The salesperson looked at my face and said to my mother, “You don’t want to disappoint your son, do you?” To which my mother replied, “You’d be the one disappointing him. He came here on good faith to buy the car you advertised. Now, you’re telling us the car was just sold (defiant look of disbelief). How does that sound to you? Would you want someone to do that to your son or daughter?” The salesperson replied, with a fallen-face, “You can have the car at the same price as the one advertised.”

Is was at that moment that I observed the effect that body language could have on a negotiation, along with how to utilize a negotiation strategy based on the body language being discussed. With one-fell-swoop, my mother turned the body language strategy the salesperson attempted to use on us (i.e. my sadness/disappointment) against him and into one of reflection. She did so by invoking fairness when she asked the salesperson if he’d like that dejected feeling I was displaying thrust upon one of his kids. She went deeper into his emotional psyche when she implied, with added emphasis via her body language, the disbelief she possessed that the advertised car had just been sold. Note that she didn’t confront him by saying so, she let her body language speak for her.

From the time two people shake hands at the start of a negotiation, they’re negotiating. Actually, they started negotiating before they reached the formal negotiation via any communications they’ve had. That occurs even if it was in the form of one person gathering information about the other and developing strategies based on what was gleaned.

If you wish to gain influence in your negotiations, learn to read body language more accurately. You see and sense the appropriate times to employ negotiation strategies, based on the body language signals you see. Once you add reading body language to your negotiation rapport, you’ll become a more dynamic negotiator … and everything will be right with the world.

Remember, you’re always negotiating!

 

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Best Practices Growth Management Personal Development Technology

Cybersecurity Strategy- Do You Have One?

Do you have a security strategy? I don’t mean locks and guards, I am asking if you have a cyber security strategy. Until recently there has been no shortage of frameworks for best cybersecurity practice and more regulations than most organizations know what to do with. But even with all of that, there have been minimal requirements to have a security program and even less enforcement on the issue.

That is, until now. The New York Department of Financial Services (DFS) has established their Cyber Security Requirements for Financial Companies (23 NYCRR 500 ). The new DFS regulation holds an institution’s senior leadership accountable by requiring an annual compliance certificate signed by a senior officer or board member. This is the first state legislation of its kind and I am sure with all the breaches we continue to see that it will not be the last, whether or not you live in New York.

One of the big differentiators in 23 NYCRR is the requirement for covered entities to develop a Cybersecurity Program. Other regulations require risk assessments and information security policies, but I am not familiar with any that have specifically require a cybersecurity program.

You can think of your cybersecurity program as your security strategy, which is important for the same reasons a business plan, a map, or an architectural blueprint is important. Without any of these you don’t know where you are going or how you are going to get there.

I’m here to let you in on a little secret. It’s not that a security strategy is difficult to create, it’s just that you, the organizational executive has never had to create one before. Everyone you talk to about cyber keeps throwing acronyms and technical terms around that you don’t understand and that has kept you largely at arms length from this topic. Because I don’t think you should be responsible for becoming a security expert I want to break down the mystery of a security strategy so that you can see it is doable and necessary.

Policies and Procedures

It all starts with policies and procedures. You already have these for so many areas of your business, it’s a matter of adding those applicable to security and then training your employees and continuing to make them aware. ComputerWeekly reported that a recent survey conducted at Black Hat Security Conference in Las Vegas revealed that 84% of respondents whose company has suffered a cyber attack attribute it, at least in part, to human error. Policies and procedures could have helped stop a large number of those. Sometimes people just don’t know what to do and with a lack of guidance will do what they think is best.

Risk Assessment

You have to know what your risks are to know what to protect and how to protect it and you do this through a risk assessment. This is required in every best practice framework and regulation I have ever seen.

A risk assessment asks a lot of questions to identify risks, severity, and likelihood. Questions like: What sensitive data do we have, How is the data transmitted and stored? What systems are used to host the data,? How are those systems accessible inside and outside your network? Do those systems have all critical security patches applied? Who are your third parties that access your data? How well are you employees and vendors trained? Who are your adversaries?

Most of this can be assessed through interviews with the people who interact with the data or manage your systems and through automated tools like vulnerability scanners. There is also a professional service called penetration testing where ethical hackers mimic what malicious hackers would do so that you truly understand your security posture and risks from the outside and inside of your network.

Risk Management

Prioritize prioritize prioritize, this will become your new mantra. Once you have completed your risk assessment you will be left with a list of low, medium, high, and critical items to remediate and manage. That can be overwhelming and you can’t fix it all at once so don’t try; the answer is the same whether you are trying to remediate your vulnerabilities or eat an elephant – one bite at a time. It’s a matter of understanding what the highest risks are, the easiest to fix first and those that are less important or more long term to solve for. This is where your security team and security executive is there to help. If you don’t have this team or person in place to run security then you bring in a third party to help with remediation and retesting.

Food for thought – The same ComputerWorld article said “Nearly 55% of more than 130 attendees of the 2017 Black Hat security conference in Las Vegas admitted their organizations had been hit by cyber attacks.” The reason I say that is very common to hear “it won’t happen to me.” Risk management is how you help ensure that it won’t happen to you.

Continuous Monitoring

Continuous monitoring, regular control testing, and at least annual risk assessments is how you keep this going. It is not a one and done project. This becomes an operational part of your business just like keeping the lights on. Whether it’s your internal team or third party consultants that help you achieve this, it must become part of your daily culture of security.

This includes implementing and maintaining technologies that can prevent a cybersecurity event and the processes and technologies for detecting cybersecurity events, responding to events and mitigating risks, and recovery from events.

If you are still wondering “how will I accomplish all this?”, don’t worry I understand that is a real question and concern. In my next article in this series I will discuss resources with you and the how you will do this. I want to make this as simple as possible because your organization, people, and customers need to be protected from malicious individuals and from costly errors. Please note I said simple, not easy; with the right people creating the strategy is simple, but it will take time and resources along with a culture of security to make it happen.

***

If you don’t want to wait for the next article email sharon@c-suiteresults.com to start discussing the resource or strategy questions you have now. Sharon provides virtual Chief Information Security Officer (vCISO) services, consults with clients on security strategies, writes policies, and helps organizations of all sizes become and maintain secure and compliant.

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Best Practices Entrepreneurship Management Personal Development Women In Business

Avoiding "Death by PowerPoint"

Avoiding “Death By PowerPoint” in 3 Easy Steps   

“Death by PowerPoint…” This expression is so common that it has practically become a household phrase. PowerPoint… “the deck…” slides… no matter what you call it (or what software you actually use), you probably have a love-hate relationship with it. You understand its importance, but typically, slides are unpleasant to look at, dense and confusing, and distract the audience from whatever the speaker is saying.

But the bigger problem is that, arguably, “death by PowerPoint” is actually a two-part crime; a “murder-suicide,” so to speak. Because in the process, you are boring the audience to death, and killing your own success and reputation at the same time.

So short of abandoning visuals altogether, what’s the solution?

Here are three quick and easy suggestions for how to use slides as an enhancement tool rather than a crutch, to maximize audience engagement, and enhance your reputation as a great public speaker.

  1. Follow the “5×5 Rule”

The point of this rule is to limit the amount of information on any given slide: maximum 5 bullets per slide, with a maximum of 5 words per bullet. This gives you about 25 words per slide, but the 5×5 parameters are an average. You could just as easily have three bullets with eight words, or six bullets averaging 4 words apiece.

This forces you to include nothing but the most critical keywords in your text. So instead of seeing this:

  • As of January 1, 2018, all new vendors will be required to submit appropriate vendor pre-qualification forms before payment processing can begin

your audience would only see this:

  • 1/1/18 – Vendor pre-qualification forms required.

Your original bullet with all of its explanation is what you can use as your talking points. The audience gets the gist from what they briefly scan, then they turn to you for additional information, making you “the expert” rather than just “the soundtrack.”

  1. Sometimes MORE slides ARE better

There’s a commonly-held belief that it’s best to limit the number of slides in your deck. If your slides all look like a page out of the New York Times, then yes, please have the minimal courtesy of having as few of these as possible. But that’s setting the bar really low.

Instead, think of it this way: Rather than have one slide with five bullets on it, requiring you to spend 10 minutes on that single slide, consider giving each point its own slide. Address the single point on each slide using the same minute or two you otherwise would have, and then click to the next slide, and the next.

Doing it this way has two key benefits: First, the frequent slide changes add visual interest and help to maintain people’s attention. Second, the audience is only focusing on the exact point you’re discussing; nothing more, nothing less. That helps them focus their attention and process your message more easily, while also significantly increasing your opportunity to connect with them.

  1. Use a “visual bullseye” 

Sometimes you have to show something that is visually complicated like a spreadsheet, decision tree or process diagram. In these situations try highlighting whatever component you are talking about, letting a yellow arrow pop up and point to it, or a red circle surround it. This draws people’s attention directly to it like a bullseye, and temporarily ignore everything else that surrounds it. Then the arrow or circle can move around the slide with you as you address different components.

Remember that your core job as presenter is to make it as easy as possible for the audience to just “get it.” These simple tips are an easy way to ensure that the audience gets the fullest value from the experience.

********

Do you have other questions or feedback about how to present with maximum impact? If so, contact me at laura@vocalimpactproductions.com or click here to schedule a 20-minute focus call to discuss it with me personally!

 

 

 

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Growth Human Resources Leadership Personal Development

Is It Appropriate to Behave Like a Child at Work?

Recently, an employee at one of my clients suddenly quit his job and provided no notice or grace period. He claimed his supervisor was behaving like a bully toward him.  In my discussions with him it became clear that he was overly sensitive to any kind of conflict.  He couldn’t handle change well and he tended to over-react to challenges including any kind of unexpected change in the schedule, responsibility and/or task.

In my opinion, this employee was emotionally unintelligent and therefore behaved like a childish victim.

There are two major types of childish behavior we see from employees.  The first type of childish behavior is very useful.  Employees who are playful like children can be innovative problem solvers.  Innovative childlike behavior can offer a big advantage because employees can see things from a completely unique perspective.  They are open to innovative ideas.  They are playful and enthusiastic about simple things.  They are fun to be around. We feel young and energetic around them.  This is the playful innovative child.  This is the kind of childish behavior we want from our employees.

The second type of childish behavior is damaging.  This is the type of behavior that caused the Human Resources people to shake their heads like bobble head dolls.  This is when employees behave like immature victims.  They avoid responsibility and blame others for their problems.  They fail to act to solve problems unless they are told to do so.  When they do act, it is usually incomplete or of inferior quality and they rarely, if ever, will be proactive to avoid problems.  Their best excuse is “It’s not my job.” Or, “He is attacking me.” Or, “I can’t do that.”

Virtually every Human Resources person I have spoken to in the past 20 years vigorously shakes his/her head up and down whenever I ask if they regularly see employees behave like children.  Why is it that adults behave like children at work?

It’s ironic, when we treat employees like adults they have a much higher probability of behaving like playful innovative children.  When we treat them like children they act like childish victims.  Here are three major reasons why employees behave like childish victims.

We have policies that scream ‘I don’t trust you’

85-90% of organizations conduct performance reviews and that policy sends a clear message, “I don’t trust you.”   Performance reviews rate employee performance. It is like giving the employee a grade.  Pay for performance policies attempt to control employee behaviors by making them focus on specific goal achievement.  Both policies send a subliminal message that “We can’t trust you to do the right things and so we must control your behaviors.”

We teach what we allow

One thing that drives Human Resources professionals crazy is the unwillingness or inability of managers to discuss difficult performance issues with employees.   Many managers avoid these confrontational discussions.  A manager’s unwillingness to confront bad behaviors teaches employees that it is OK for them to behave like childish victims.  Without feedback the “children” will repeat the behaviors.  Furthermore, these same employees often encourage others to behave badly and/or become disengaged. We need to give managers better tools to have these discussions immediately.  We need to shift the conversation from negative confrontation to trust building and learning.

We have all been treated like childish victims and so we carry-on the tradition

Our public-school system treats us like children.  One might say, “Of course we treat students like children because they ARE children for much of their schooling.”  But, we limit freedom of choice and that encourages the victim mentality.  Students have little choice in what they study and they often have little understanding about why they are studying it.  Even teachers have limited choices about curriculum or learning outcomes because they are told to teach to specific tests.  This lack of choice has been one factor in the significant weakness in critical thinking skills. (Yanklowitz, 2013)

This lack of freedom creates a feeling of victimhood.    People need and want to have choices.  They want to feel they have control over their own world.  They need to have freedom to act on their own (within boundaries).  Even children need that feeling to boost their innovative playful tendencies.  When we attempt to control behaviors, we damage that innovative playful nature.   When we create the perception of limited control we end up with 35-40% drop out rates or kids pumped up on Ritalin.

We have grown up with these limited choices and, so we perpetuate the culture of control in our organizations because that is usually what we know.

Summary

We must capture the good childish nature of our employees and avoid the childish victim behaviors.  The only way to accomplish this is to treat employee like adults, give them more freedom, and trust them.  We need to rethink our policies that send the wrong message of mistrust and replace them with those that send a message, “I trust you.”

 

Yanklowitz, R. S. (2013, October 15). A Society with Poor Critical Thinking Skills: The Case for ‘Argument’ in Education. Retrieved from www.huffingtonpost.com: http://www.huffingtonpost.com/rabbi-shmuly-yanklowitz/a-society-with-poor-criti_b_3754401.html

 

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Best Practices Growth Management Personal Development Technology

Culture of Security

After a decade as an information security (a.k.a. cybersecurity) consultant, I had seen too many people who were just hanging in there or counting down the days till Friday. I started to take a great interest in company culture and employee engagement and I wanted to figure out how to solve this problem, especially as it related to the security professional.

Just like company culture and employee engagement can make or break an organization, as in, are employees happy to come to work and engaged or are looking for their next opportunity, the culture of security or lack thereof can make or break an organization in terms of whether they stay in business or lose everything to a hacker, security breach, or internal error.

One unpatched desktop or one phishing email is all it takes for the hacker to get started in successfully breaching an organization. How easy or difficult this is has to do with the culture of security. The intent of this article is not a scare tactic, it is purely a reminder or maybe a new way to think about the importance of having a culture of security.

There is an old Chinese proverb that I believe really says a lot about culture (of any kind), “the fish rots from the head.” If the top leaders in an organization are not serious about security or do not understand its importance, how can anyone else in the organization take it seriously?

Here are three questions you can start with to determine whether you have a culture of security, if you can answer yes you have started the process towards creating a culture of security and if you say no, well then you know where to start if you want to create this culture.

  1. Have you set and regularly communicate clear expectations that security is a priority and non-negotiable?
  2. Do you expect your executives to stop projects, even the important ones, if security is not implemented?
  3. Do your employees at all levels, know what to do in different scenarios, such as how to recognize a possible breach, attack, or error and how to report it?

I have seen projects implemented without security because the project was a high priority initiative from the C-Suite or the board. I’ve seen the business side win over the security side again and again where the security side had to compromise because the business was not going to budge. The fact that I’m even putting these two groups on sides shows that in many organizations there is no culture of security, because if there were, they would be working together to ensure that the business had what it needed while at the same time doing it in a way that is secure.

Part of a culture of security is having the best team possible, showing the organization that this is important by bringing in the best and not understaffing the department. It is also having a Chief Information Security Officer (CISO) or Chief Security Officer (CSO) that reports to the CEO and not to the Chief Information Officer (CIO).  Too many organizations still have the CISO reporting to the CIO, and if the CISO does not have the same importance as the CIO, what message is that sending? Plus, if the CIO does not like what the CISO is saying because it could negatively impact a project, how easy is it to stop the security concern from going further up the chain of command?

The culture also includes a way to report security incidents or suspicions without repercussion. If someone thinks there is an insider threat, they need to have a way to communicate that for follow-up. If someone clicked on the wrong link and thinks they are the victim of a Phishing attack they need to be able to report that without fear of reprisal.

Does the CISO have the team he or she needs to offensively and defensively protect the network? How about the team outside of security; are the developers trained in secure coding and do project managers have enough information to know when to get help from security and who to talk to? Are there enough resources for the security team to do their job properly? This is an ever changing landscape and the hackers have unlimited resources while organizations do not. However, there has to be some budget for the security team to stay sharp and up on the latest trends.

Hiring great security people is a challenge because there are more security positions than qualified people right now and it is a field filled with adversity. Security professionals only get recognized when there is a problem; and that recognition is not positive. When the Security team does its job well, which means there has been no security violation or breach no one notices, it seems like “business as usual”  to everyone else. As a result, Security professionals often don’t get any praise or recognition for what they are doing well and only get the spotlight when something has gone wrong.

That is not a great frame of mind for most people to work in, and after time, after putting out fires, racing against the clock, and doing everything to protect the network, there is no recognition. Security professionals are getting burned out and they are ready to move on when they do not feel that there is a strong culture of security. That combined with the current gap in qualified professionals and number of positions available makes it even harder to maintain security for organizations.

Culture, any type of culture, starts at the top. If you are responsible at any level for the success of your organization and have not given the culture of security much thought before that’s OK, it’s not too late. And if you need help or want to discuss your specific situation or you are looking for additional resources email sharon@c-suiteresults.com.