ArLyne's Diamonds

A running commentary of ideas

Monday, April 18, 2011

Hi Everyone:

Sorry to be sending this a little on the late side this month. The days and weeks just got away from me. It’s been an interesting September though. In addition to teaching a course I’ve never taught before (requiring tons of preparation – more about it later in this newsletter), I’ve also re-connected with old friends – and children of old friends – on Facebook. It is so enjoyable to visit with people I’ve known years ago and to reminisce about the good (and bad) times of yester-year. Too, some of my spare time was spent helping the President and board members of an association prepare for their annual meeting. So, it’s been busy!

Our greatest glory is not in never failing,but in rising up every time we fail. Ralph Waldo Emerson (Thanks for the quote Lawrence Reed)

Effective Workplace Communication: More than Language

I was recently the guest blogger on the blog, and my topic was to make the point that you had to clearly understand cultural differences when working with people from other lands – or even parts of the country. Here’s what they published, which is their edited version of what I actually wrote.

I am a displaced New Yorker living in California, often getting in trouble for being too direct and to the point. The cultural climate in which I was raised, the hustle-bustle business world of Manhattan, was managed by hard-driving, hard-working men (yes, they were all men in those days) who literally pulled themselves up by their boot straps. They said what they believed in the moment – and sometimes not too kindly.

I can remember a boss screaming at me, calling me a stupid idiot and other not-so-nice-words because of an accident I had. Yet, the next day he was all loving, supportive kindness. You knew where you stood with those bosses.

While still a kid in NYC, I worked for a company that had a manufacturing facility in the deep South. Every quarter or so, one of the senior vice presidents from our southern facility would come into New York and us “girls” would take turns being his secretary during his stay. We had an internal joke about him. We’d say: In New York, when you want to stop payment on a check, you write a one line letter to the bank, saying, ‘Dear Banker, please stop payment on check #101, $100.00 Thank you.’ In the South, when you want to stop payment on the same check, you write a two or three page letter to the banker, asking about his family, the weather, the latest sports events, and eventually you get to ask him to top payment on the check.

Low-context vs. high-context cultures

When I work with executives from other countries, I am reminded of these stories because there are so many cultural differences about how people interact with others. One general concept is the notion of low-context vs. high context countries.

In a low-context country, such as New York, most of USA, Israel, some of the Middle Eastern countries, Germany and a few other European countries, the object is to do business as quickly and efficiently as possible.

In a high-context country, like most of Asia, the South in the USA, and the Romantic cultures, it is far more important to establish relationship first, before moving on o finalizing the business. Relationship building happens in many ways, and varies from culture to culture. But in general, it is the honey that makes for doing business possible.

There’s also a second, not less important component to feeling comfortable in working together across cultural boundaries: How do people hear, and respond to, complaints or criticism? This, too, depends on cultural, age and gender elements.

For example, here in California, many managers tip-toe around employees, rather than addressing issues right-on. How does someone who has risen through the ranks in a work culture accustomed to more direct, in-your-face critique correct an employee who is used to a far less confrontational style?

Make yourself understood – the right way

How does, say, the new project manager from Germany suggest another way of doing something to a team member, while at the same time allowing that staff member to “save face”, as is of particular importance for so many people raised in Asian cultures?

Make no mistake about it: If you come from a culture and management style that prides itself on bullying others in public – chewing them out, telling them in no uncertain terms that they did it wrong, even earning bragging rights with your peers that way (in German: “Da habe ich den Meier aber mal richtig lang gemacht…”) – you really can get into trouble in most U.S. workplaces.

This kind of behavior will be perceived as unnecessary cruel and hostile. Instead of getting the intended reaction to the verbal whiplashing, at best some nasty passive-aggressive responses will be the result. At worst, the offending project manager is in for some serious face time with HRE or his or her immediate superior.

The cutting remarks may have been intended as a “2” or “3” on a scale of 1-10, but by employees or co-workers not accustomed to this direct and confrontational style, it can be perceived as a “30” or “40” on that scale of 1-10.

In short: it’s self-defeating. As a leader/manager, you would be harming your own credibility and the needs – bottom line – of your company.

Efficiency is nice, but real leadership is about effectiveness

When trying to bridge cultures and communication expectations, we also need to look at the difference in cognitive styles. Granted, a busy executive wants to get the job done – and get id done right. He or she doesn’t really want to bother with all the niceties necessary to salve the ego of fragile employees. Yet – yet – if you really want to get it done, you need to find a style that will work.

Peter Drucker said that it is far more important to be “effective” than “efficient.” Effectiveness, in this context, would suggest that leaders and managers learn new styles of communication that work better in the countries/cultures in which they are working.

Effectiveness can be achieved by understanding the cognitive styles, cultural styles, ego-needs and relationship needs of the people with whom you communicate. Especially in places as highly diverse as New York City or the Silicon Valley, a foreign accent, for example, should be the least of your worries (think “Aaarnold”).

Much more important is taking the time to learn the culture – at least as well as the language! – and you will be building a much more effective organization or team.

Managing Effective Virtual Meetings

To continue on the same theme, but in more general terms – I will be speaking on October 14th to a group of managers about meeting management with people in multiple locations – probably across the world.

It’s so important to look at the cultural differences in behavior and expectations. Some people will speak up and others will remain silent. Some attempt to monopolize the meeting while others consider it disrespectful to voice an opinion that might be contrary to that of the leader.

We often think of the basics, such as being respectful to the time differences, making sure there are interpreters of language, if needed, and of providing the latest greatest technology. But, that’s just the beginning. What about thinking more clearly about the purpose of the meeting? Is a virtual meeting really necessary, or would it be better to e-mail everyone requesting that they respond to the entire distribution list? What about a phone call? Or merely a memo offering the necessary information – having trained people in advance that your expectation is that they actually read the memos and follow through as required?

If you don’t waste staff time by too many meetings, the meetings you do have will be attended more positively. Oh, while I’m thinking of it, don’t allow people to “multi-task” during the meetings. Either come and pay attention, or don’t attend.

Too Nice Could Lead to Bad Decisions

It is so common place today for people to “go along to get along” and not stand up for what they know to be correct. In a recent example, I had a group of people participate in an exercise called “Desert Survival.” The first decision that a group, stranded in the desert 75 miles from anywhere had to make was whether to stay or walk out. In one of the teams, a team member had grown up in the desert and knew it would be impossible to survive attempting to walk out. Yet, he went along with his team members and so all other decisions that made during the exercise were wrong – because their starting premise was wrong.

In problem-solving – the most important aspect is defining the problem to be solve accurately. In meetings – the most important aspect is for people to take the risk to speak what they believe to be true and to be firm about their opinions, without being obnoxious.

Remember the movie, “Twelve Angry Men”? It was about a jury, 11 of whom believed the accused to be guilty and the final man was sure the accused was innocent. He didn’t quit. Over time he convinced the others that he was correct, by offering them clear and compelling evidence.

Don’t run from conflict. If you are a facilitator, don’t shut someone down who disagrees with the group. Sometimes – often – it is “the odd man out” who is correct.

Equity vs. Equality

Among other courses I’m teaching is the capstone graduate course for the Human resources (HR) degree. Our textbook: Huselid, M., Becker, B. E., & Beatty, R. W. (2005), The Workforce Scorecard. Boston: Harvard Business School Press. ISBN: 1-59139-245-4.

I love this book. It makes the point over and over again that all work in an organization should have a purpose – and that purpose should further the mission and objectives of the firm. They talk about A, B, & C positions in the firm and state that A positions are those that are most important to the firm’s success. These could be at any level in the organization, and anywhere in it. It is not necessarily the senior executives who are in A positions – contrary to possible belief. B positions are those that are necessary but not critical – they are the supportive positions, such as payroll, etc. C positions are probably far less necessary and firms should consider whether they need them or not, whether to outsource them or just get rid of them. Maybe all the levels of CYA record-keeping fall into this category.

In addition to A,B & C positions, there are A, B, and C players. C players should either be trained successfully or let go. The exiting process should be kind and reasonable, but should be executed. B players are necessary, some of them are potential A players and should be nurtured, mentored and trained accordingly. A players should not be ignored. They should be rewarded well, nurtured, and firms should work hard to do what’s necessary to provide a reason for them to stay loyal to the firm. Retention of A players is crucial to creating and maintaining high performance workplaces.

Human Resources (HR) has the responsibility to create a workforce strategy that takes these concepts into account, and enables management to execute the company’s strategy, mission and objectives. Performance Appraisal in the tradition manner are worthless – people need to be evaluated individually and frequently (I’ve written about this before and agree!). Reality is real. Excellence counts. Not everyone works equally well, and therefore not everyone deserves the same pay just to “be fair.”

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Diamond's to YOU: October, 2010

Hi What a busy month. In addition to teaching and seeing clients, I’ve been busy speaking here and there – something I love to do. I’ve also spent a fair share of time on Facebook, trying my best to stay in touch with friends and to do a little professional networking. This month I am going to add the facebook link to this newsletter (as soon as I figure out how to do it properly.)

Calling Cards/Business Cards

It’s amazing to discover that there are a number of people who are job seekers, or networking professionally and yet don’t have their own business/calling cards. Now that their boss isn’t paying for it, they fail to get themselves a card, which is so essential when meeting new people and wanting them to contact you.

In the old days (before my time, of course!) people carried calling cards. When they stopped by to visit, they would drop their card in the tray in the entry way of the home or business they were visiting. In that way, their host/hostess would know that they’d been by to visit.

Business people always have a card with all their contact information on it. Why not purchase your own card when you are not provided one by your employer? When you decide to have cards made, please don’t be cheap. Cheapness shows. You don’t need to get the most expensive type of card made, but the cheap ones make you look as though you can’t afford anything better. Your card (business or calling) is a reflection on you. Make it a good one.

“Every man builds his world in his own image. He has the power to choose, but no power to escape the necessity of choice.” Ayn Rand “Every person is the creation of himself, the image of his own thinking and believing. As individuals think and believe, so they are.” Claude M. Bristol

Non-Profits and Lexus

What a party! What a concept! What a great gift!
Tonight (Wednesday the 20th) I attended a party given by Lexus Auto in Santa Clara. My friends the DuBois (John, Donna and LaDonn) were the organizers – and according to John, LaDonn did 95% of the organizing and work. I don’t doubt it, knowing her energy and devotion to detail. The party was fabulous. Lots of great food, entertainment, and a superb venue.

I enjoyed seeing some old colleagues and some close friends as well. Mingling was easy because of the way the space was set up. Plenty of room to move around and also a lot of scattered comfortable seating. The food was everywhere. Not only were there food stations, but the wait staff walked around frequently with the tastiest of treats. Of course I blew my diet.

The concept: Lexus is sponsoring an on-line community calendar so that all the non-profits in the area can schedule their events with a minimum amount of overlap on dates. I only hope that it gets well used, and not abused. One of the suggestions I made to a Lexus official (Hi Tim!) was that they find a way to avoid having organizations double and triple book to save tentative and then unused dates.

The gift – well, in addition to holding the party on their rooftop and sponsoring the free flowing food and drinks, Lexus has offered to allow non-profits free use of their roof top for events and also free use of some of their conference rooms for smaller events. My hat is off to Lexus – and to LaDonn DuBois as well as Donna and John.

Seven Ps to Management Success

When preparing for my talk to CSIX, I developed these points. My talk focused on trying to explain to my audience what CEOs were actually wanting and needing when considering hiring.

Yes, of course education, technical skills, etc., are necessary – but in order to think about succession planning, CEOs are concerned to find people who have the necessary soft-skills (interpersonal relationships – communication) to be promoted into management. CEOs look for people with good communication skills, personality, ability to be motivating and creative. They also want A players in A positions.

So, my Ps are: 1. Personable 2. Pleasant 3. Polite 4. Patient 5. Presentation (skills) 6. Persistent 7. Persuasive  

Managing Effective Virtual Meetings

Here are some of the ideas I presented in my talk to the Santa Clara Valley Leadership Association of the National Management Association.

When pre-planning your meeting some of the things you ought to consider include: • Is this meeting necessary – or can e-mail or a phone call do as well?
• How much time do you really need? Informational, a small amount of time. If emotional or creative, more than the typically allotted one hour is better.
• Where should the meeting be held? What time (consider time zone differences)
• Do you have the right people in attendance? Why are they needed?
• What about technical aids – like Skype, Go To Meeting, etc.
• Agenda: Always produce an agenda and supply it beforehand, allowing people to suggest additions and changes. Preparing the people who are expected to contribute to the meeting:
• Do they already know each other? Have they worked together before? • If not, find time before the meeting to let them chat together and learn a little about each other.
• What about the cultural and communication style differences? Are there people who you want to contribute who for whatever the reason don’t speak up in a group or public setting? If so, how can you work with them to get their best ideas? Some observations on Cultural Differences:
• Universalism (decisions based on rational goals – in theory at least) - Particularism (decisions heavily influenced by relationships)
• Individualism (US) v. Communitarianism (the community)
• Rational v. Emotional – Different thinking styles
• Attitudes toward time and Aging

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Tuesday, April 05, 2011

Diamond's to You: March 2011 Newsletter

Diamonds to You
Helping you get the best out of yourself and others.

Vol 6, Issue 3 March, 2011

Table of Contents


Publisher, Editor, Author: ME

Blogging & Facebook


Refer to Me, Please

From Our Readers

University Courses I'm Teaching

Global Economy Workplace Challenges

Think Different!


Organizational Structure and Conflict

Articles - Publications - Newsletters - Books


March showers bring April flowers! As I write this it is pouring outside. I was in San Francisco over the past weekend and the storm on Saturday night was so horrible you couldn't see anything in front of your face. We were at the theater and couldn't get a taxi back to my friends home. Fortunately some kind strangers gave us a ride in their limousine. We made it safely to the top of Vallejo without incident. You wouldn't believe how steep the hills!
I have a request: My niece Gabrielle ( is redoing my website and wants me to come up with a wonderful blurb for the opening page. We are looking for pithy statements about the value my services bring (have brought?) to you and your firm. Your ideas - sent to me fairly quickly - will be greatly appreciated. I know what I do - but what do you receive of value from it???????

It's not the load that holds you down,
it's the way you carry it.

Lena Horne

Publisher, Editor, Author - ArLyne Diamond, Ph.D. I never realized before that it had to be said, but one of my readers asked me if I wrote the articles. YES, I write all of them unless otherwise stated. I am also the editor (unfortunately - 'cause sometimes I miss typos) and publisher - with the help of Constant Contact, who distributes them for me.
Blogging, Facebook and You Tube

II invite you all to find me at: There is an area for your comments - and I'd love to hear them. Short clips from a few of my speeches are on YOUTUBE and can be found at ArLyneDiamond.
Click here and find me on facebook, or look for Also my new fan page is: ArLyne Diamond, Diamond Associates

Workshops & Training:
These are customized for your needs and cover a wide range of Leadership, Quality, Organizational Behavior, Compliance (Employment Law) Issues, Management Training, Conflict Resolution, Executive Retreats, Board Training and many other areas of people and processes in the workplace.
I really thrive on your referrals to me. Keep them coming!
I invite you to forward copies of my newsletters to your friends and colleagues. Thanks.

From our Readers
In addition to the useful content of your newsletters, I enjoy your writing - effective organization, chatty style and swift pace. You have the ability to cement your authority in a positive and engaging manner that is absent in most business writing. It's a special talent to combine business expertise with a personal approach that keeps your reader completely engaged.
Evie Preston, Author/Speaker.

University Courses I'm Teaching
DeVry - Keller Universities
• Leadership & Organizational Behavior
• Quality and Performance Excellence
• International Business
• Business Planning (Capstone MBA class)
• Career Decisions
• Psychology 110
• Employment Law (Compliance Issues )
• The Legal, Political and Ethical Dimensions of Business
• Change Management
• Human Resource Planning (Capstone MBA class)
Lincoln Law School
• The Psychology of Practicing Law
Stanford University, Continuing Education
• Conflict in the Workplace

Global Economy Workplace Challenges

I recently spoke with a group from the Institute of Management Accountants, many of whom travel internationally for their firms. We had a highly interactive discussion about some of the issues facing companies doing business in other parts of the world. Our discussion included:
• Understanding how meetings are conducted and decisions are made in varying parts of the world.
• Knowing how to interact with people from low-context and those from high-context cultures.
• Respecting the chain of command, the authority figures and the cultural diplomacy.
• Recognizing that values we take for granted might not necessarily be the same in other countries.
• Having compassion for the necessity that might lead to children having to work for bare-bones survival (but not accepting slavery or exploitation.)
• Dealing with gifts - expected in many parts of the world - and the USA's laws against bribes.
• Learning whether to shake hands, kiss cheeks, or bow.
• Grasping the differences in contract law and the level of specificity required in contracts in different parts of the world.
• Expecting that styles of communication will differ and need to be respected, not ridiculed.
• Building trust, mutual understanding and a common set of values and expectations.

Think Different

This is from an Apple 1997 Ad - and was quoted in Gallo, Carmine: The Presentation Secrets of Steve Jobs. I love it - and that's why I am sharing it with you here.
As black and white images of famous iconoclasts filled the screen (Albert Einstein, Martin Luther King, Richard Branson, John Lennon, Amelia Earhart, Muhammad Ali, Lucille Ball, Bob Dylan and others) actor Richard Dreyfuss voiced the narration.

Here's to the crazy ones. The misfits. The rebels. The trouble-makers. The round pegs in the square hole. The ones who see things differently. They're not found of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can't do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world are the ones who do.

Speeches/Seminars Current

Interest and Challenges of Working in a Global Economy, Silicon Valley, Institute of Management Accountants, February 23, 2011 (postponed to March)

Developing Talent for Leaders/Managers, for VPE/CTo Community of Practice, January 13, 2011

The Feed and Care of Volunteers and Committee Members, for Temple Beth Torah, Brotherhood, Fremont, CA on December 12, 2010.

Mentoring for ASWA, Silicon Valley, CA November 16, 2010

Managing Effective Virtual Meetings, October 12, 2010, for Santa Clara Valley Leadership Group of the National Management Association.

Getting IN: How to Get the Interview - and Get the JOB, for CSIX, October 7, 2010

The Feed & Care of Employees - From Hiring to Firing, for San Jose, Silicon Valley Chamber of Commerce., August 12, 2010

Winning Testimony is Convincing Testimony: Judges and jurors need to feel what you are conveying." for FEWA (Forensic Experts Witness Association) July 14, 2010.

Talent Development for IT Directors Community of Practice: June 15, 2010

Staying Up During Down Times, for Jewish Family Services, May 18, 2010.

Doing More with Less: Strategies for Improving Performance, Increasing Motivation and Leading Your Team to Success in these Tyring Times, for SD Forum, February 23,2010

The Psychology of Practicing Law - a Three Day Seminar in February 2010 for the Alumni of Lincoln Law School.

International Business Etiquette: Tips on Limiting Your Drinking While Doing Business Abroad - for Corporate Attorneys, ACC-SFBA, Santa Clara and San Francisco, CA, Jan 22 and Jan 27, 2010.

Organizational Structure and Conflict

Generally speaking there are three major types of organizational structure: Functional, Project and Matrix.

Functional organizational structure is the traditional one. It consists of departments each responsible for a particular type of work. For example, the test department, the finance department, research and development, marketing and manufacturing. In this type of organization there is similarity in style and expertise in each department and the manager of that department probably has the most experience in that narrow specialty.

These separations can and do create what we have termed "silos." Often in silos we find competition and secrecy from department to department. When the executive team meets, they typically come with power point presentations their staff prepared for them. So they posture and show-off rather than really work amicably together. Unless (like in the good exceptions) there is compatibility, communication and trust, there is little understanding or knowledge of the effect one set of policies in one department has on other groups.

I've seen the conflict due to procedures being onerous between decisions made in the finance department and how they affect engineering or marketing. For example, one of my clients, an engineering vice-president got in trouble with his finance department when he'd side-step contracts and procurements to buy a needed tool at the last minute. Another example is where different design teams create different icons for the same procedure with little regard for some overall corporate image or consistency.

Project Organizations are probably the most fun. A team of people come together to work on a specific project from beginning to end. This might be an advertising team, or a team of lawyers, or building the Saturn automobile. Team work and its strength is most prominent in this type of organization. The drawbacks might include a lack of work once the project is completed, or being insulated from the rest of the organization. Too, sometimes specific members of the team are either under or over-utilized.

Matrix Organizations are hybrids, consisting of a combination of functional and project. Their attempt is to take the best of both of the other types and eliminate the negatives. Many organizations today, especially here in Silicon Valley, are matrix. In this structure members from functional groups are assigned to a project as needed, and to the extent needed.

The potential for conflict in matrix organizations is because everyone is competing for the same talent and resources are usually limited. The Project Manager (PM) in a matrix organization has to recruit members from the various functional groups as they are needed. The PM needs to persuade the functional managers to release the right people and the PM needs to persuade the team members wanted about the value and importance of the project. In effect the PM is renting the people needed for the team and is in competition with other PMs who might want the same person. That's where persuasion is necessary - and the possibility of conflict exists.

If I were the PM, I'd want the most talented members from each of the departments, whether that be creative design or finance. But, other PMs probably want the same people for the same reasons. "A" player people will be wanted much more often than the "B" or "C" players. The supply will not be equal to the demand.

Too, in a matrix organization team members are often working on multiple projects at once and have to divide their time between them. The PM has to make sure they deliver the deliverables on time and devote as much time and thought to this project, over others. Negotiation with the team member, as well as with the functional manager and other PMs is part of the job - and another area in which potential conflict exists.

PMs have to maintain positive relationships with all the department managers with whom they negotiate, with their counter-part PMs and with the staff assigned to them. Soft-skills - amicable relationships, communication, persuasion, and negotiation are key to making the project and the PM successful.

Prior Newsletters

Other articles in prior newsletters are at:

Recent Publications

Please Google: ArLyne Diamond for other articles in which I've been quoted as well as for those I've written. Here are some of the more current ones though:

Is Delegating Worth the effort? Outsourcing Magazine, November-December 2010

Living Colours: Similarities and Differences in Workplace, Outsourcing Magazine, July-August, 2010

Effective Workplace Communication: More than Language, in

Establishing Safety in the Workplace, Outsourcing Magazine, May-June, 2010

Ergonomics: Making the Work Environment Fit the Individual Employee, I'm being quoted in an article written by Cathleen O'Connor Schoultz in Workforce Strategies, The Bureau of National Affairs, (BNA) , March 2010, Vol. 28, #3.

To Drink or Not to Drink: The Social convention of alcohol drinking in other countries, Outsourcing, March, April 2010

Book in Progress - Publisher found

Leading and Managing in a Global Economy

Books - Published

The following books can be ordered directly:

Training Your Board of Directors: A Manual for the CEOs, Board Members, Administrators and Executives of Corporations, Associations, Non-Profit and Religious Organizations.

The "Please" and "Thank You" of Fundraising for Non-Profits: Fifteen Essential Ingredients for Success.

So, how can I help you?

ArLyne Diamond has a high degree of mental quickness and alertness, and she is extremely intelligent (I might even say brilliant actually.)I also found her to have a great ability to facilitate the clearing up of communication problems...[with] a high degree of integrity...She is quick and witty and is gifted with a fine sense of humor. Arthur Anton, Ph.D. - Associates Psychologists

ArLyne Diamond possesses a first-rate mind, lively curiosity about a broad spectrum of human affairs,Is perceptive in observation, incisive in thought and, happily is an enormously sensitive and kind human being.William T. Keogh, Esq., Associate Dean (Retired - Deceased) Stanford Law School

Your professional, adroit and humorous handling of the many meetings gave everyone
a comfortable and open approach to problem solving that has accomplished more than I ever thought possible. I appreciateyour ability not only to lead people, but to redirect their energies to look at problems differently. More importantly to change attitudes, the hardest of all to reshape. Leonard D. Miller, CEO, Quorum International Ltd. And Citizen's Task Force Representative to City of San Carlos

It was the best lecture I have heard in my 12 years at the college.I think you have raised the consciousness of many students concerning the issues of women's rights and position in society today.Marci Douglas, Professor of English, Gavlin College

I found in ArLyne a person with an exception level of intelligence and capability for innovative, independent thought, reason [and] intellectual honesty. Dr. ArLyne Diamond has a remarkable gift for helping people achieve a far higher level of psychological well being than they might otherwise have felt possible. At the core of this 'gift' is the great depth of caring, emotional sensitivity and human empathy she possesses, and her deep and abiding belief in the innate value and possibility of each individual. Dr. Richard C. Eden, Sr. Vice-President Gigabit Logic

I highly recommend ArLyne - her facilitation skills are superb, her integrity unquestioned, and her contribution in terms of both "soft skills" as well as subject matter expertise are excellent.Lori Kendall, Vice-President Genesys Telecommunications Labs, Inc.

ArLyne is special. She belongs in the "top prospect" or "rare find" category. a member of that informal elite who do exceptional things whatever their undertaking. The key word to describe ArLyne is balance. She matches dedication with humor, a good business sense with humanism, and abundant energy with good cheer.
James Hawkins, Professor, San Jose State University

The four hours I spent with you were highly valuable. The information was practical and immediately applicable to my work, as it would be to any manager who interviews, hires, tracks performance and sometimes, unfortunately, fires. Your presentation of the material was interesting, the pace was right, your examples were relevant and reflected your experience. I truly enjoyed the workshop as well as finding it practical. Jeanne Howard, Advertising Director, METRO Newspapers

Your workshop... was invaluable! Your knowledge & skills are excellent. We enjoyed the quick wit and the support materials were terrific. I personally learned a great deal and the agents are still asking if we can't please have you here on a permanent basis...You might consider changing the title of your seminar to: How to figure out where you are, how you got there, where you want to be and how to go about making the most of your talents and how to zero in on the needs of your clients to best serve them, while enjoying the process Patty Marlow, Vice-President/Manager, Cornish & Carey, Campbell, CA

You were effectively able to bring various members of my staff together to accomplish significant and innovative changes...[and[ in helping to create an environment for us to continue with these efforts. Michael P. Garvey, City Manager, City of San Carlos

It has been a valuable tool for me to use as I continue to "fine tune" the city's management structure...Thank you for your varied and excellent contributions. We are now implementing many of your recommendations in the management study. Michael Garvey, City Manager

She has helped us in formalizing personnel policies, streamlining office procedures, preparing an office manual, team building, resolving internal conflicts, office redesign, and even interior decorating. Through customer service training and business and marketing development she helped my accountants increase their client base significantly. She has all of the qualities that business managers and owners seek in that she is dedicated, dependable, and gets results. In my opinion her strongest point is that she's incredibly smart, cuts through a lot of the fog, and gets to the bottom line in an incredibly short time. She also earns the respect and trust of employees who are willing to risk making change with her help.
Leonard W. Williams, CPA

Let me be your Aufin-your advisor to Kings.

ArLyne Diamond, Ph.D 408-554-0110

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