In 2007, Chloe Lizotte, then a student in middle school, wrote an “Historical Thoughtleader Profile” on Elizabeth Cady Stanton, the women’s suffrage leader, which she then published on a website. A few isableays later, she received a request from a professional women’s website called Women in Technology International (WITI) which wanted to re-publish it. That was the beginning of Chloe’s journey into professional publishing which, over the ensuring years, included a series of columns on still more historical “thoughtleaders” for The Concord Journal as well as music and arts reviews in her high school newspaper The Voice (which she also served as editor-in-chief) and various op-ed pieces, reviews, news reports and reflective essays in prominent journals like Teen Ink, The Real Musician, Booklore, The Pulitzer Center, CEO Refresher and Op-Ed News. The next step logically implied a book, resulting in “Fresh Ink: Published Writings,” a compilation of all her published content. Each chapter in “Fresh Ink” is a previously published work specifically selected for publication by an editor. No chapter content in “Fresh Ink” has been included that does not meet that requirement. “The essays in my book reflect where I’ve been, what I’ve seen, how I’ve reacted and what I’ve concluded,” Chloe explains. “They speak to my journey up to this stage in my life.” Chapter topics in the book range from music reviews (“The Suburbs” and “The King of Limbs”) to literary legends (Hemingway, J.D. Salinger) to political history (The 1920s youth culture, Martin Luther King) to Steve Carell’s leaving “The Office” to profiles of historical eccentrics, movie reviews, a report on the 2011 summer London riots and a self-reflection titled “The Thoreau Challenge.” A comment online of the website that published Chloe’s essay on Martin Luther King remarked: “(Chloe is) an amazingly cogent thinker, proving that age has nothing to do with intellect, discernment, wisdom, and that all-important passion for one’s subject matter — and for truth.” Another commenter confided: “I was about to give up on our youth but your wonderful writing has renewed my faith.” Now a member of Yale’s class of 2016, Chloe graduated from Concord-Carlisle High School in 2012 after serving as editor-in-chief of its student newspaper The Voice and music director of its radio station WIQH-FM. In addition to her column about “historical eccentrics” in the town of Concord’s weekly newspaper The Concord Journal, she also won the 2011 University of Virginia Book Award. Her twice-monthly radio show on WIQH achieved the station’s “Outstanding Show of the Year” award three years running. She is also an accomplished piano and guitar player, an avid snowboarder, kayaker and runner, and a talented videographer. Chloe’s reporting on the London riots for the renowned Pulitzer Center happened largely due to her love of all things British, including four trips to London and a summer study program at Cambridge College (2011). She has also visited Ireland, Scotland, Wales, Montreal and Paris. She lives with her family in Concord, Massachusetts.
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This book offers readers something they can’t find in today’s most popular business books: a practical, tested perspective and strategic planning process that works for the legions of companies that don’t have the resources of an Apple, GE, or P&G. Readers will gain a deep understanding of what strategy and strategic planning is; why it’s critical to their organization and their own success; and how to create, implement and sustain a strategy that literally turns vision into reality.
Executive teams are searching for the magic elixir of success. The appeal of such alchemical magic is obvious. If a company’s managers do just this one simple thing, or follow this simple, easy plan, they too can enjoy profit margins and stock prices just like the “it” company of the moment.
The process of successfully growing an organization is like mixing chemicals together to create a reaction. Ask the typical executive to name the most valuable tool in the process of creating a chemical reaction, and they’ll offer such answers as the quantity of certain chemicals, the quality of the lab facility, the combination of two or more elements and so on. That’s because we tend to be so rooted in tactical thinking that we miss the larger equation.
The reality is that the most important tool in creating the desired chemical reaction – or growing a company – is the formula that describes its “big picture” results.
The primary formula for strategy is simple enough:
(What + Why + How) → The Future What do we want the company to look like in the future? Why do we want to look like that? How do we get there? (What + Why + How) = Strategy
This strategic planning approach derives from the author’s own alchemist-like professional search to find the magic formula for transforming the value of companies.
This book reveals a new concept that all great leaders have utilized but few if any have recognized: By presenting followers with a goal that offers a better future, thereby eliminating fears or major concerns, the leader creates an environment where teamwork naturally thrives, making extremely difficult objectives obtainable. This motivates followers, eliminating the need to utilize critical resources for motivation, and creating an efficiency that no supervision could ever achieve. Once followers start working as a team for the good of the organization, improvements naturally follow, especially in quality. Until now, definitions for quality have been vague and unhelpful at guiding organizations on where to improve. The new definition for quality introduced in this book will assist leaders in any organization to clarify exactly what quality is for that organization, making it possible for each worker to improve their products and services with each action taken. The benefits gained will improve employee and customer satisfaction to previously unheard-of levels. A clarification of how feelings impact overall results will change how future employees and organizations behave, creating an environment that is highly sustainable. Chris Whipple, president of Advanced Corporate Teams, provides training to develop Advanced Corporate Executives (A.C.E.). With over 20 years of management experience and a desire to share best practices, he set out to document a clear process for implementing goals. His research uncovered several missing details that the quality gurus never discovered. This book fills in the gap. He is a graduate of Johnson & Wales University in business management and can be contacted via the Advanced Corporate Teams website: www.advancedcorporateteams.com.