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About the Author
Casey Mitchell is a management and leadership trainer for Corporate Education Group (CEG). Casey has more
than 20 years of experience helping people achieve peak performance. She designs and facilitates programs
that provide applicable, real-world training and help participants bridge the gap between classroom attendance
and workplace learning. A former human resource training and development manager, Casey brings a wealth of
management experience to the classroom and can relate to the challenges faced by her clients. Casey is also
principal of Waybridge Associates, where she consults with clients on a variety of management development
initiatives.
About Corporate Education Group
Corporate Education Group (CEG) trains, consults, and coaches people and teams to help organizations unlock
business value by optimizing individual and organizational performance. Solutions in project
management, business analysis, business process management, PRINCE2
®
and leadership and
management can be tailored to address a client's unique challenges and delivered virtually, on-demand or local-
ly, fostering development for professionals everywhere. Through its strategic alliance with Duke
University Management Training, CEG offers premiere certificate programs backed by a renowned
higher-education institution. CEG is a Charter Global Registered Education Provider for the Project
Management Institute (PMI), an Endorsed Education Provider for International Institute of Business
Analysis™ (IIBA), an APM Group (APMG) Accredited Training Organization (ATO) for PRINCE2 and a
member of PMI's Global Executive Council.
Notes:
1. "More Than One-Quarter of Managers Said They Weren't Ready to Lead When They Began Managing Others, Finds New
CareerBuilder Survey," CareerBuilder, March 28, 2011, http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx-
?id=pr626&sd=3%2F28%2F2011&ed=12%2F31%2F2011.
2. "Accountemps Survey: Lack of Communication Top Management Mistake," PR Newswire, April 26, 2012, http://www.prnewswire.com/
news-releases/accountemps-survey-lack-of-communication-top-management-mistake-149034045.html.
3. "The High Cost of Low Performance: The Essential Role of Communications," Project Management Institute, Pulse of the Profession In-
Depth Report, May 2013, http://www.pmi.org/Knowledge-Center/~/media/PDF/Business-Solutions/The-High-Cost-Low-Performance-
The-Essential-Role-of-Communications.ashx.
4. Douglas Stone, Bruce Patton, and Sheila Heen, Difficult Conversations: How to Discuss What Matters Most (New York: Penguin
Books, 1999).
5. Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World's Greatest Managers Do Differently (New York:
Simon & Schuster, 1999).
6. Ibid., 57.
7. Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us (New York: Penguin Group, 2009).
8. Adapted from Buckingham and Coffman, First, Break All the Rules.
9. John Adair, Action-Centred Leadership (McGraw-Hill Inc., 1973).
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