Most organizations find it useful to have a way to evaluate the capacity of products, services, and processes. This step provides them with an idea of where they are on the Six Sigma map, where to focus improvement projects, as well as point out areas where data is available or needs to be collected in the future. It is important to note that there may be different approaches used to apply these concepts because each situation is different.

There are three types of analysis that can be done to estimate capability; product benchmarking, process baselining, and capability analysis. With product benchmarking, metrics are calculated for products and services to compare them to each other and to the best in class. With process baselining, we develop metrics to compare key processes and identify improvement areas. Capability analysis is done at the CT level and is usually the focus of a Black Belt’s Six Sigma improvement project.

The ultimate goal is to compare things with a common metric, the Sigma value. Product benchmarking can be done at both the macro and micro level. The focus of macro-level product benchmarking is to obtain an overall Sigma value for selected products. Micro-level product benchmarking is used to evaluate the capability of several products or services (deliverables) for a functional area using more detailed data, such as the number of opportunities for defect.

For process baselining, we focus on key processes that have leverage, such as processes which run across many products. Existing data must be gathered on key processes to determine metrics. At this point, we are not interested in organizing a big data collection. We are simply interested in estimating the current situation. If there is no existing data, this is an opportunity for a Six Sigma project.

For key processes, process maps will help identify data collection points for a particular process. At each step of the process, it is important to determine the CTs that are being measured. Data that is available for these CTs will enable us to determine the process baseline for particular processes. At this point, it is usually discrete data that is used for process baselining, since it is more available in most organizations.

Calculating metrics will help identify improvement opportunities for Six Sigma projects. Eventually, when there is continuous data available for these CTs, we will be able to roll temp up to obtain an overall Sigma capability for the organization.

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Jacquelyn Donner, Master Six Sigma Black Belt

A successful leader is engaged in their business and they stay engaged by practicing the art of intentional inquiry. Learning how to ask the right questions that require your team to think instead of simply responding, is an art that requires experience and practice.

It’s also the basis for good coaching. Most leaders don’t know how to ask questions that encourage employees to speak their minds.

Each time a leader has an opportunity to force an employee to think, to discover, to search for answers and solutions they are helping their company push knowledge into the depths of the organization.

Knowing how to ask questions that get to the heart of a potentially troubling situations or that encourages people to open up and share their ideas and concerns is what I refer to as the art of intentional inquiry and will improve your leadership skills.

Ask yourself this question: As a leader in my organization, am I tuned in to how people are really feeling? Getting leaders to ask questions that relate to feelings, not ideas or attitudes doesn’t come easy. It’s much easier for a leader to ask: how is that project coming along — to which an employee may answer in one syllable, Fine.

If the question asked was: how are you feeling about the progress of your project? I believe the answer will be much more expansive and tell the leader a whole lot more about the project and even more importantly about the employee.

Why do people find it hard to ask questions? Could be several things:

– Fear of looking stupid

– Fear of confrontation

– Failure to distinguish between arguing and asking

– Fear of too much information

In some organizations the culture is such that asking questions gets you a stern rebuke from a manager. Or asking questions may appear to challenge a leader’s knowledge. Even worse, the person asking questions is made to feel like they don’t have experience.

The art of intentional inquiry begins with a genuine curiosity. Intentional inquiry also must be planned and practiced. And the objective of the person who is asking questions should be to learn.

The outcome for the person who is being asked is that they will enthusiastically engage because they understand you are there to learn.

What’s so hard about asking a question? I don’t know. You tell me. Have you ever found yourself asking questions like this?

– What are you doing?

– Why in the world did you think that?

– Don’t you know what the answer is?

– What, are you crazy?

– Didn’t you think before you did that?

– Why didn’t you do ___________?

– Why didn’t you ask me first?

My guess is we are all guilty at times. We are either in a hurry. Or we are frustrated. Or we want to put ourselves in a position of control.

Sometimes these reasons are subconscious, sometimes they are intentional. Here are some ideas to consider when you are looking to provide that opportunity to learn and ultimately to engage.

– Think before you talk

– Ask with genuine curiosity in order to learn, not preach

– Change your facial expression

– Change your voice inflection

– Be accountable for your question

– Practice — know what you want the outcome to be

It gets a bit more complicated because asking is only half the equation — listening and learning is your job.

Does the employee seem to be able to communicate freely with you?

Do they establish good eye contact?

Are they relaxed?

Do their answers reflect the goals of the organization?

Do they enjoy the interaction?

Are they willing to tell you when things aren’t so good.

Becoming better at the art of inquiry will help you become a high performance leader. Take the time to really think about what your goal is with each interaction, whether it’s with a direct report or an employee in your organization.

Your ability to connect with the people in your organization at a level that encourages honest and open dialogue will ultimately impact your bottom line.

Here are some ideas on questions you can ask in different situations.

Walk Around the Office Questions

What have you done today that had an impact on the company?

What activity today gave you the greatest challenge?

What did you feel the most successful about today?

Feedback Questions with Direct Reports

What is working?

What isn’t working?

Where do you need help?

What do you suggest?

Performance Questions with Direct Reports

What did you accomplish?

What would you like to accomplish?

What do you suggest?

How can I help?

Employee Development Questions with Direct Reports

What did you learn?

What do you need to learn?

What do you suggest?

How can I help?

Impact your ability as a leader to connect to your employees through the art of intentional inquiry and you will positively impact the ability of your company to grow and thrive in good times and bad.

Laurie Taylor is President of FlashPoint! and is a buisness growth specialist. Laurie works with CEOs with fewer than 500 employees to help them successfully navigate their growth curve. Visit FlashPoint! at http://www.igniteyourbiz.com

When pursuing an online career, there are several programs and companies for you to look into. While it can be difficult to decipher one opportunity from the other, it is important you look for the qualities of a good leader. You will be amazed at how much of an impact the leader can have on your online success.

One of the top reasons so many entrepreneurs fail on the internet is because of a lack of training and guidance. Companies cannot expect brand new people to jump into a new program and know exactly what they are doing. This is exactly why you want to take the time to find a program with a quality leader.

The first of many qualities of a good leader is openness. You want to look for someone who is more than willing to answer any of your questions and be there for you. You should never feel uneasy about approaching your leader to ask for help or guidance. That is their job to make you feel assertive and confident.

The next thing to look for in a good leader is someone who will provide you with training materials. You should be given movie tutorials, audio to listen to or e-books to read. The more materials you have, the better off you will be in the long-run. This way you have something to fall back on if you do not know the answer and cannot get a hole of your leader.

Training and learning the program is a process. Part of being open is the leader contacting you to make sure you are progressing properly. They should contact you from time to time to make sure you are understanding everything proficiently and do not have any questions. This way if you do have questions and have just been nervous to ask, you can get them answered.

One of the key qualities of a good leader is being loose and easy going. When first starting out, it can be nerve-racking and unsettling not knowing whether or not you have what it takes to succeed. Your leader should be confident in you and act as a motivational leader as well. They need to be there for you to let you know you can and will succeed.

Lastly, your leader needs to have enough confidence in you to let you do your own thing once you understand the concept. The beauty of the internet is being able to work on your own without someone breathing down your neck. At first it is nice to have the support and guidance; but after awhile, it just becomes annoying.

A good leader knows when to back up and trust you!

Forest Marie is a professional Network and Internet Marketer and a master consultant of Wealth Masters International and its exclusive marketing system Carbon Copy Pro.

This article was originally published with audio at: Qualities Of A Good Leader

Many managers do indeed talk straight. They identify problems, decide on solutions, allocate responsibilities, and communicate it all to their people with standards and deadlines. For many reasons however, things often do not turn out as planned. When that happens, managers react by talking even straighter, and often louder, with more instructions, clearer priorities, and more deadlines. But still the job is not done! Management would be easy if only people would do what they have been told to do. And they have been told: straight!

Although managers say they want to obtain commitment from their people, the process they use to do so goes wrong right from the start, and before a single word is spoken. It is all about mindset. When you approach a problem with an employee with the intention of getting the person to solve the problem using your solution, you have already lessened any chance you had of obtaining commitment to that solution.

With this mindset it is likely you will start by describing the problem, then jump into describing the solution you have decided will work, and when the other person obeys your instructions with a muttered, OK, you take it as a sign of commitment. When the issue is important and you know exactly how you want it to be resolved, you are even more likely to focus on the solution that YOU want, pushing harder and harder to persuade, convince and if necessary, bully the other person into submission.

The problem is that when someone is not committed to a plan of action, then every obstacle, no matter how small, is an excuse for non-performance. If, as a manager, you do not obtain real commitment to action, it is more than likely you will find yourself facing the same problem some time later. However, when you obtain commitment from an employee, no problem is too big to prevent the goal being achieved.

Submission is not commitment. Today, employees expect to be involved in decisions. They want to think and decide for themselves. They demand responsibility and they have career ambitions that involve their personal growth and development. Most managers recognise that developing their people is one of the most important roles they play, but often lack the communication skills to make it happen successfully.

Managers need to focus on getting into dialogue around problems. They need to hear ideas from others. They need to work with their teams, helping each other think creatively through possible solutions before developing the best of them for implementation. What makes us believe that other people think better if they take on OUR thoughts without question?

It can be difficult to hold back on offering ready made solutions to problems you have seen many times before, especially when you are under pressure to deliver against standards of quality, time and budget. Sometimes, it is the only thing you can do. At other times however, you need to slow the thinking process down and use every opportunity to encourage employees to think through problems and their solutions, for themselves. The more they are involved in generating solutions, the more they will be committed to ensuring their success.

Resist the temptation to assume you have all the answers. Ask your people what they think; find out how they see the situation; and be prepared to consider views different from your own. Then step back and watch as new and creative solutions emerge.

Talking straight does not mean doing all the talking.

Maureen Collins has a B.Sc. degree in Psychology from Edinburgh University and over 25 years of consulting experience. She specialises in communication skills in the business world. In Straight Talk, she trains people how to handle difficult conversations, on difficult topics, with difficult people.
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http://www.straight-talk.co.za

Effective leadership is the only competitive advantage you’ll ever have that will endure against all others. Are you then an effective, 21st Century leader? What would your people say about your leadership? Would they say that your leadership is the one key element that insures their long term success? And how much of your energy is being spent helping your subordinates become effective leaders?

Would your employees say that you are giving it everything you’ve got - making a 100% contribution to your organization? Do you think you have what it takes to lead your organization in these very interesting times?

From my observations excellent business leaders always turn out to be regular folks like you and me who are internally motivated to stretch themselves far beyond what even their in-laws expected of them. Is that you, does your mother-in-law think you are “playing over your head” always going the extra mile for your people?

I think of my grandmother every day, not just because she was my inspiration, but because I am still striving to be the same sort of person she was - the one who is still revered by everyone she came in contact with. I still think about the kind of person she thought I could be when I grew up. What about you, did you think you would become a 21st. Century leader who is always plowing ahead - always happy to take responsibility for the results your organization achieves, while giving the credit for that achievement to the people who actually made it possible?

No matter where you are in your personal career or the development of your organization - as long as you are breathing you can still be that person, that 21st. Century leader of uncommon followers.

Start right now, right where you are and consider the characteristics of a successful business leader and take the actions required to address the changes you need to make to be that person.

Develop a sense of mission that goes beyond the week to week. Recognize that you are here for a reason, you are running your organization in order to accomplish something special. What is it? It has to do with stewardship doesn’t it? Don’t you feel that you are here to make things better, for your family, your employees, and your organization? If so, act like it - someone has trusted you with the position you now hold.

What should you be doing right now to make a difference to your people and your customers? I think that when you truly believe that you are here to make a difference that you are well on your way to being a true 21st. Century leader.

Effective business leaders are results oriented. Don’t let the turkeys get you down my grandmother always said. Don’t be activity focused Wayne she’d say, stop majoring in minors. If you are an effective business leader you are not pushing papers from one side of your desk to the other. You are focused on doing only those things that represent bankable payoffs to the organization. You are 100% focused on the key result activities - those things that represent all that is important to your company’s long term success.

Do you have a burning desire to serve your customers? Effective leaders know that the customer, including their subordinates, is still king. Leaders know that it is the customer for whom they really work, that their customers are the only reason that they are on the payroll at all.

A 21st Century leader, awaken from a dead sleep in the middle of a cold winter’s night by their smallest most insignificant customer, is wide awake and focused on doing whatever they can to serve them, to make it right. Whether that customer is a new hire on the loading dock or one whose orders are so small they have to batch them to meet your shipping requirements - where are you? Are you in the car on the way to the office, heading to the freeway off ramp where their car broke down, or are you still in bed with the voicemail picking up? Your answer will tell a great deal about you as an effective leader.

Do you require that every decision gets passed to you, or feeling self-satisfied, by you - before being made? Or do you grow your people, always looking for ways to release their power by delegating every decision that it is possible for someone else to make? Effective 21st Century leaders know that every decision is an opportunity to stretch their employees, enhance their judgement and willingness to takes the risks and assume the responsibilities of leadership.

Building their employee’s self-confidence at every opportunity, the effective leader never misses a chance to help their people grow today so they will be ready to make the decisions required tomorrow and tomorrow and tomorrow. Your employees are your greatest asset and effective leaders always look for ways to help those assets appreciate in value. Effective leaders always give their people the opportunities to achieve and then they recognize them and reward them.

Effective leaders insist on excellence - from themselves first by example, and from the rest of the organization. They know that in these competitive times those who execute with excellence my be demonstrating the single competitive advantage they have, and the one that gets or loses the business every time.

Effective leaders act like they own the place, especially if they don’t. They spend the organization’s money like it was coming right out of their pocket even when it isn’t. And the decisions they make represent the kind of decisions that would make the organization’s founders proud.

I have met business owners striving daily to make their dad proud even though he had been dead for over twenty years. That’s a good thing, it keeps us focused on what’s important. Are you making decisions that would make them proud?

These challenging times call upon each of us to be more effective leaders. We are called upon to make the tough decisions, have the courage of our convictions, and the character to see it through no matter what.

Are you a 21st Century leader? Are you on your way toward becoming one?

If you are determined to realize your organization’s potential, join our free email monthly announcement series at http://www.iBizResources.com/announcements.html

Professional solution providers, lawyers, accountants, financial planners and business coaches are invited to visit http://www.iBizResources.com where they can join the brand new directory of professionals.

It is not unusual for a new manager to find that his or her predecessor has, maybe for years, tolerated performance from a team of a lower standard than they are willing to accept. Not only has the newcomer to deal with the normal problems of gaining acceptance from the team, he or she has to step up to some difficult conversations early on in their relationship with people who are probably going to be resistant to changing their behaviour.

How do you convince a person to improve their performance when they have been paid, and maybe even promoted, for years, for what you consider to be sub-standard performance? This is a conversation that needs some careful planning or you could find yourself in a difficult and unpleasant conversation. There are three key points you should keep in mind.

You need to start by looking to yourself.

Is it just you? Are you the only one who is unhappy with the behaviour of this person? Are your expectations and standards realistic? Does the person contribute special skills in one area that compensates for poor performance in some other area? You need to first gather hard data on their performance and as far as you can, you need to check that your view of it is shared by others. If it is not, you may have to accept that the only realistic solution to the problem is that you change your expectations of the person.

The second step is to look to the person.

What are you telling yourself about them? Do you think that they are deliberately coming to work for a free ride? Do you think they have a malicious intent to pull down the performance of the department? Is it not just as likely that by withholding feedback, others have contributed to their lack of performance? Is it not possible that they have no idea they are underperforming? Giving the other person the benefit of the doubt is the most respectful and safe way to approach a difficult conversation like this. If you feel and show respectfulness toward the person, there is least likelihood that they will react defensively or with anger.

Thirdly, do not drag up all the history. Start from where you are now. Use a few clear, specific facts to describe the current situation as you see it, even if this means putting off the conversation until you have first hand experience of the performance standard. Then explain the gap between what you expect and their current performance. Explain the implications of this level of performance. Then ask for input from the person and listen carefully to whatever they say.

Only when you feel that the facts are out in the open and that you both share an understanding of the situation, should you ask for ideas on ways in which performance can be improved. Agree on a plan and set dates for follow up and feedback. It may take a little time, and may require some ongoing coaching and support, but it is quite likely that the person will be grateful for your honesty and will respond by trying their best to change their behaviour.

This is a leadership issue. If you are seen to be confronting issues that have been side stepped in the past and are clearly not prepared to tolerate poor performance, you are sending a very positive signal about the leadership style your new team can expect from you in future.

Maureen Collins has a B.Sc. degree in Psychology from Edinburgh University and over 25 years of consulting experience. She specialises in communication skills in the business world. In Straight Talk, she trains people how to handle difficult conversations, on difficult topics, with difficult people.
Get your own free Straight Talk Tips.
http://www.straight-talk.co.za

Every time you walk into a bookstore it seems as though the self help section grows exponentially. There is a reason for that. Self help and leadership books are fantastic resources to help people learn how to cope on a variety of levels with a large variety of different situations throughout the course of their life. As a business leader you have probably spent hours over the years bent over leadership books, learning from experts in the industry.

If you have not, it is never too late to start.

As a leader in the business world you have a tremendous amount of responsibility laid on your shoulders every day. You personally are responsible for the future of both your company and of every single employee on your payroll. Your decisions are going to affect their lives long after you have moved on to the next deal, the next merger or the next negotiation, so it is essential that you have the skills you need to make sure those decisions are the right ones.

When you were growing up, who would you say that you learned the most from? Very few people believe that they learned the lessons they needed to learn to make their lives a success in school. Most have a specific individual or group of individuals that they credit with giving them the knowledge and inspiration they needed to move forward. A teacher, a family member, a friend, a team. Whoever that someone is, they played an invaluable role in helping them prepare for the future.

Leadership books do exactly that. They provide up and coming business leaders with the knowledge and inspiration they need to prepare for their future, and they do it using the wit and wisdom of the biggest names in the business industry. Leadership books are not written by writers sitting around trying to think up ideas that will change the face of industry. They are written by real leaders of real companies that are really out there doing business every day.

As a business leader you probably make it a point to spend at least a small amount of time each year attending conferences and luncheons given by major players in the business world, and it probably is NOT because you like the food. (The food at these events is actually universally quite uninspiring.) You go because you want to hear what the speakers have to say and, perhaps most importantly, because you are looking for a small glimmer of information that you can use to increase your success in your own business.

When you read leadership books you are gleaning information from the best in the same way you do when you attend a conference or seminar, you just happen to be doing it without the conference or seminar. Through leadership books you can learn how to handle conflict, negotiate deals, overcome the turbulence you are going to face along the way, discover the universal truths to being a great business leader and find the inspiration you need to become a major player in your industry.

Ron Subs is a public relations specialist working with N2Growth, a leader in business solutions. For more information about how they can help you build your business and strengthen your leadership skills, visit http://www.n2growth.com

Podcasts are the latest trend in educational literature these days, with webcasts not far behind. Now, people are using webcasts to do everything from market their own products to educate on a huge variety of topics. CEO webcasts are one of the most advanced educational opportunities of the technology age, and they are an opportunity you as a leader in the business world definitely do not want to let pass you by.

The question is, what can you learn from CEO webcasts? As a business leader you have probably spent huge amounts of time in the past attending seminars and conferences given by some of the biggest names in the CEO business. At these conferences leaders in the business industry who have been in the business for years speak over bad turkey surprise about their experiences, the problems they have faced and what they did to overcome them.

The information you can learn at these conferences and seminars will prove invaluable to your career farther down the road. Regardless of your industry there are certain truths to being a CEO, truths that are universal and are vital to your success. These truths involve the way you deal with clients, the way you deal with suppliers, the way you negotiate deals and the way you handle conflict. Regardless of what niche your business falls in there are certain problems that every CEO is going to face at some point or another.

With CEO webcasts you have the opportunity to enjoy the wisdom and benefit from the experience of these individuals without ever having to leave the comfort of your home or office. Simply set aside an hour or two of your already busy day (or night), click on the webcast, and you can either listen to it in your office or pipe it over your speakers at home while making dinner.

CEO webcasts give CEOs like you the chance to learn from the best without having to take three or four days out of your schedule. You can have all of the resources you would have at these conferences (minus the turkey surprise) and you can capitalize on them without having to completely disrupt your personal schedule. Simply set aside an hour or two of your day aside each day to listen to these CEO webcasts, an hour or two that can be spent while getting ready in the morning, eating lunch in the afternoon or sipping a glass of Merlot in the evening, and you can exponentially increase your education without having to exponentially increase the mileage on your car.

CEO webcasts are a great tool for CEOs all over the world, offering a frank, honest look at businesses of today and the role that leaders are going to have to play in their future. The beauty of CEO webcasts is that they are designed by CEOs, for CEOs, so they are not just another clever marketing ploy designed to waste an hour or two of your day.

Set aside some time out of your day each day and discover how CEO webcasts can help your company prepare for the future.

Ron Subs is a public relations specialist working with N2Growth, a leader in business solutions. For more information about how they can help you build your business and strengthen your leadership skills, visit http://www.n2growth.com

Leadership books are some of the best resources on the market for helping business leaders prepare to meet the challenges that their industry is going to be throwing their way. As an expert business leader with the experience under your belt to guide young minds, you too could take the lessons you have learned along the way and put them to good use helping prepare incoming business leaders to face the future.

Why are Leadership Books Important?

When you were young you probably learned ninety percent of the things you needed to learn through watching and imitating your parents. That was how you learned how to talk, to walk, to run, to jump, to swim, to eat and to drink-the basics, the fundamentals that would influence your ability to perform these tasks for the rest of your life.

That is what leadership books do for up and coming executives. They are an invaluable resource that helps shape and mold the fundamental principles that they will use when running their companies for years to come. Leadership books, written by experienced business leaders, offer an invaluable insight into the daily struggles of running a company and priceless advice on how to deal with the ins and outs of doing business without losing their minds.

Writing Your Own Leadership Books

As a leader in the business industry you have a lot to share with the next generation. Think about it. How many successful deals have you been involved in? How many contracts have you actively helped to secure? How often have you had to step in and help resolve a conflict for the good of your company?

These are all stumbling blocks for young executives, complicated facets of the business industry that they are going to have to learn through trial and error and that are going to throw road blocks in their way as often as not. It can be difficult to handle an unfamiliar situation, particularly if you have no experience in that area and have never had the opportunity to watch someone else handle a similar situation as well.

When you write a leadership book you are offering young executives the benefits of your own experience in the business world. Through your writing you will have the chance to share with them the conflicts you have faced over the years, the adversity you have overcome and the ways those conflicts and adversities have shaped you as a person and your company as a whole.

What Do I Write About?

Writing a leadership book is easy, because unlike writing fiction you will never have to dig around in your head for interesting plot twists or new ways to jazz up your storyline. All you have to do is be honest. Share pieces of your life both in and out of the office. Tell them how you deal with difficult employees, what bulldozer tactics you use to get your way in the boardroom, what skills you have developed over the years that were not there in the beginning and, perhaps most importantly, how you have managed to become a driving force in the business world without losing touch of who you are outside the office.

You have a tremendous amount to offer up and coming executives, and leadership books are a great way to reach out and share that experience to shape the world of tomorrow.

Ron Subs is a public relations specialist working with N2Growth, a leader in business solutions. For more information about how they can help you build your business and strengthen your leadership skills, visit http://www.n2growth.com

Every business and program has a leader to guide those starting out in the business. Some people have what it takes to lead others to success while others simply do not have the qualities needed. Here are six qualities of a leader who knows how to run a successful business.

1. Consistency

One of the most important qualities of a leader is consistency. You do not want to run a business different from day to day. The last thing you want is to care about the business and employees one day and forget about it the next. It is important to keep things fresh, especially on the internet, but it is even more important you stay on the same direction. People will lose confidence if you are frequently changing.

2. Understanding of the business

As the leader, it is up to you to understand everything there is to know about the business. In order to train people and show them how to get to the right place, you have to understand how to take them there. You cannot get away with faking your knowledge; people will be able to tell.

3. Integrity

Just because you are the leader does not mean you have to show you have more power or you are better than others. You want to gain the respect of others by showing you care about them and showing some integrity. This is one of the qualities of a leader that can make or break a team.

4. Admit your mistakes

Believe it or not, you are human and you will make mistakes. Everyone within the business or program understands this as well. Therefore, admit your mistakes and move on. If you try to deny them or place blame on others, you will only hurt the program more than help it. By denying your mistakes you are only losing the respect and confidence of those underneath you.

5. Ability to listen

One of the qualities of a leader who is looking to have success and gain the respect from employees is the ability to listen. You want to be open to everything those underneath you have to say. Take opinions contrary to yours into consideration and absorb their thoughts.

6. Decisiveness

While it is important you take others opinions into consideration, at the end of the day it is you who makes the decisions. As the leader, it is up to you to make the final call. This is the only way a business will progress and succeed.

When running a business or program, you will find there are several different qualities of a leader. These are just a few of the key things you want to look for or possess yourself.

Forest Marie is a professional Network and Internet Marketer, a real estate investor, and a master consultant of Wealth Masters International and an passionate supporter of its exclusive marketing system Carbon Copy Pro.