Organizational Growth/Development

  • Effective Goal-Setting": A Key to Organizational Success:”Institute of Management Consultants - Southern California Edition: April 2007

  • “What Your Company Needs to Survive and Thrive” Renaissance Executive Forums: 2007

  • “What Your Company Needs to Survive and Thrive” Institute of Management Consultants - Southern California Edition: February 2007

  • “How to Get Control of Your Organization:” Institute of Management Consultants Southern California Edition: 2007

  • “Building a Healthy, High Performance Organization” The Orbiter: 2003

Total Rewards/Compensation

  • “In Tough Times, Recognize and Retain Your Top Performers” Institute of Management Consultants - Southern California Edition:June 2009

  • “Total Rewards in an Era of Pay-For-Performance” Institute of Management Consultants – Southern California Edition: April 2009

  • “Managing Your Most Important Investment” Institute of Management Consultants - Southern California Edition: May 2007

  • “Total Rewards: How to Attract and Retain the Best Employees:” Institute of Management Consultants - Southern California Edition: April 2007

  • “Managing Your Most Important Investment” The Forum: Spring 2007

  • “Total Rewards: How to Attract and Keep Your Best Employees” Keeping on Track: April 2007

  • “Laying the Foundation for Staff Success: How Clear are Your Employees’ Roles”Institute of Management Consultants: Southern California Edition, March 2007

  • “Toward a New Rewards Model”The Orbiter: 2002

  • “Expert Outlines How to assess the Health of Your Pay Plan” Institute of Management & Administration (IOMA) Pay for Performance Report: 2002

  • “Expert Outlines How to Assess the Health of Your Compensation Plan”  IOMA’s Salary Survey Report” 2002

  • Time for A Compensation Check-upThe Orbiter: 2002

  • “A Look At Compensation in Light of New Realities:” Valley Business Journal, July 1995

Executive Compensation/Capital Accumulation

  • “Compensating Executives in Private Companies” Renaissance Executive Forums: May 2009

  • Compensating Executives in Private Companies

  • "Compensating Executives in Large Public Corporations". Institute of Management Consultants: Southern California Edition: December, 2008.

  • “Business Owners: Are You Working Hard With Nothing to Show for It?”Institute of Management Consultants: Southern California Edition: October 2007

  • “No Right, Wrong in Assessing CEO Salary, Value” San Gabriel Valley Tribune:, March 31,2007

  • “Do You Really Need an Exit Plan?” Renaissance Executive Forums: 2006

  • “Are Your Clients Prepared for the Inevitable?”Institute of Management Consultants: Southern California Edition: April 2006

  • “Executive Compensation; What To Do Now?” The Orbiter; 2005

Incentive Compensation

  • “Creating Win-Win Incentive Plans”Institute of Management Consultants: Southern California Edition: April 2007

  • Goalsharing Works!Renaissance Executive Forums:

  • “Getting the Most From Your Goalsharing Program” The Orbiter: 2005

  • “Getting the Most From Your Incentive Compensation Plan” The Orbiter: 2003

Sales Compensation

Performance Development

Training and Development

  • “In Tough Times, Teach Business Basics” Institute of Management Consultants – Southern California Edition: March 2009

  • “In Tough Times, Don’t Let Learning Lapse” Renaissance Executive Forums: February 2009

  • "In Tough Times, Don't Let Learning Lapse".  Institute of Management
    Consultants:  Southern California Edition:  January, 2009.

  • “Five Common Mistakes in Developing Training Programs” The Orbiter: 2002

  • “Business Literacy Pays Off” Renaissance Executive Forums: 2001

  • “Business Literacy Pays Off in Employee Performance” The Orbiter: 2002

  • “Open Book Test” Entrepreneur: 1998

 

 

Securities, when offered, are offered through FAS Corp., an SEC registered broker-dealer and member of FINRA at 4747 West 135th Street, Leawood, Kansas 66224. FAS Corp. is a wholly owned subsidiary of Financial Advisory Service, Inc. LTC Performance Strategies, Inc., is independently owned and operated.