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Blue Health™ is the newest Leadership Development program created by Corporate Looking Glass, LLC – a global consultancy based in the USA.

Here is a 2-minute video in ENGLISH.

Here is a 2-minute video in SPANISH.

Here is a 2-minute video in DANISH.

So, if you are interested in having critical thinkers as leaders (as opposed to mindless foot soldiers) and resilient leaders who can bounce back (regardless of whatever “shizzle” is coming down the pike at work – or at home), then your company needs this program.

We build healthy, functional leaders.

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How to Turn a Dysfunctional Leader into a Highly Functional Leader

BH Blog 1

Jane Doe (Not her real name!) is a VP at a large organization.  Her boss sits in the C-Suite and rewards her for reaching the objectives listed in her job description.  The problem is Jane has had more than two entire team turnovers in less than two years.  Her boss wrestles with the question: How can he let Jane go when she is doing exactly what he hired her to do?

Jane’s boss weighs the actual costs of personnel lost, recruiter time, learning curve and the intangible costs of distrust, watercooler chatter and lack of team cohesion against Jane meeting his annual objectives and goals.  It’s so much easier for him to keep the status quo, so he turns a deaf ear to the complaints streaming in through the uneasy Human Resource directors.  Jane’s workhorse style and “the whippings shall continue until you are all happy” are inconsequential to him, since results matter more than feelings.  In essence, he is teaching Jane to just “get ‘er dun” and she is more than ready to comply.

Let’s be clear here: The dysfunctional leader is not just Jane; it is, firstly, her boss.

Examples like this real-life “Jane” and her boss abound in Corporate America.  Yet, slumped productivity, wide-spread disengagement, and high levels of attrition are costing the U.S. economy an estimated $370 billion yearly, according to Gallup.*

  • How can a company retain specialized top talent AND keep team retention strong?
  • How can the organization avoid ex-employees posting on and damaging the organization’s brand and reputation of its ability to manage well?

Blue Health™ is a two-day Leadership Development program that is designed with a heuristic approach – which enables executives to discover how they can improve engagement, productivity, and overall well-being for themselves, their teams, and the organization as a whole.

The Blue Health™ model demonstrates the ancient Greek philosophical foci of Mind, Body, and Spirit (Energy Management); to which we have added the systemic dimension of the Organization.  This Positive Psychology program is a deep dive into optimizing performance and social dynamics. It engages participants in critical thinking and incorporates various methods of adult learning theory to keep comprehension and interaction levels high.

Our associates have conducted primary research from executives within the world’s five Blue Zones (locations known for holding the highest concentration of self-sufficient centenarians), and Blue Health™ is endorsed by multiple medical doctors from the only Blue Zone in the USA; Loma Linda, California.

If you are ready for healthy, functional leadership, please contact us at for further information.  Or, dial 615.431.9689.

Be Well.

Rossina Gil is the founder of Corporate Looking Glass, LLC, a team of Leadership and Organization Development Practitioners and Interculturalists, based across the USA.  Rossina co-launched the Blue Zones initiative in Des Moines, Iowa (Sponsor: Wellmark); and Redondo Beach, California (Sponsor: Beach Cities Health District).  She is the author of The Corporate Looking Glass: Using Culture for Your Competitive Advantage (available on, which is required reading at Pepperdine University’s Graziadio School of Business and Management.

© Rossina Gil, 2015



Talent Mapping: The Crux of Corporate America


Of the total workforce population, there are roughly 76 million Baby Boomers, only 50 million Gen X’ers, and a whopping 86 million (& counting) Gen Y/Millennials.  Not only is there a cultural Generation Gap, there is a Talent Gap – the disparity of prepared, workforce replacements – that requires “Talent Mapping” in order to keep the economic backbone of this country strong.  Talent mapping is the process of critically examining what talent exists within the organization and how to strategically plan to prepare for future needs and/or growth initiatives.

Some of the best practices can be extrapolated from a microcosm.  For example, Switzerland has a population of <8 million; yet, is has been hailed by the Economist magazine for several consecutive years as having the highest quality of living.  With very little natural resources from which to draw, how do they have such a strong and stable economy?  Their number one reason is: they invest in their people.

In fact, most of the businesses in Switzerland are privately owned.  If we were to draw from our own talent perceptions on working for private companies, we would find that there are many perceived advantages.  These advantages can be used as recruiting and retention levers to attract and maintain top talent.  Among the top three most compelling reasons to join a private company are the following: inclusion, having a voice, and a higher degree of interrelatedness (both internally and externally).


The Three Horsemen of HR

Recruitment.  Development.  Retention.   These three areas form the triumvirate and serve as the crux of your organization’s success.  If you are deficient (or lacking) in one of these areas, then it is akin to sitting on a 3-legged stool with one leg missing – your future will indubitably falter.  The first and most strategic recruit in an organization, according to Ana Dutra, CEO Korn/Ferry International, is “A really strong head of HR with a focus on Talent Management and Leadership Development.”  S/He plays an important role in establishing the company’s reputation, which is the most frequently cited element in attracting (& retaining) talent.  And, with the proliferation of websites that facilitate the “real” Employee Engagement and Organizational Health surveys on the internet – meaning a survey that renders no repercussions from supervisors who exhibit frustration over low roll-up scores – current, ex-colleagues, and potential candidates can anonymously share their impressions of what the organization’s culture, interviewing process, and treatment of its people are really like.  These impressions are, unfortunately, generally in stark contrast to whatever the company website and other forms of propaganda profess for it to be.  This is the corporate version of Zagat’s guide.  How have others found the ambience to be like?  What is the price you pay to be there?  Is the service friendly?  How many stars would you give it?


Leadership Development

Less than half of the organizations within Corporate America have formalized processes for identifying and developing high-potentials (hi-po’s).  One best practice to keep the three horsemen at bay is to implement a Career Model Framework.  This framework is a system accessible by any company employee through the company’s intranet; it lays out a set of objective competencies one needs to achieve in order to be considered for promotion.  Merrill Lynch has a first-in-class system which enables its financial advisors to track their individualized progress.  Meanwhile, stories are regaled from other organizations, such as Amazon, that so-called Organization Leadership Reviews are intended to be objective, yet promotions seem to be heavily reliant upon subjective, anecdotal data (versus contextualized and hard data) and the senior leader’s ability/influence to persuade, either negatively or positively.


Top Developmental Tools

Retain your organizational knowledge, the investment made in the Learning Curve, your company’s morale / team-spirit, and maximize the Return on Investment (ROI) to strengthen your leadership pipeline and competitive advantages by utilizing all of the following tools.

  • Leadership Development Workshops
  • Targeted Training
  • Career-Pathing / Coaching
  • Tuition Reimbursement
  • Stretch Assignments / International
  • Rotation
  • Objective Metrics (e.g. Career Model Framework)
  • Practice Diversity & Inclusion
  • Telecommuting Options
  • Mentorship
  • Treat Your Vendors Like Internals (this goes back to Inclusion)

Business is relationships.  The way you manage those relationships is the way you’ve managed your future.

Thank you.


Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, author, cultural analyst, coach, speaker, and facilitator.  She wants Anne Taylor’s Kate Hudson Holiday Collection for Christmas. 



Forbes Insights, The Talent Imperative, April 2013, pg 20.

10 Traits of a Positive Thinker: #7 DETERMINATION


This blog addresses Determination in Leadership.  It is the 7th trait in the 10 traits of a positive thinker. They are the following:  1. Optimism, 2. Enthusiasm, 3. Belief, 4. Integrity, 5. Courage, 6. Confidence, 7. Determination, 8. Patience, 9. Calmness, 10. Focus.  These 10 traits were determined by positive psychology author Scott Ventrella.

If you can answer “yes” to the following questions, you may be a leader who shows determination…

  • Do I have the quality of being able to stick to plans and projects?
  • Do I rise to the occasion when goals seem out of reach?
  • Do I summon up the energy needed to see a job through?
  • Do I create a mental plan to get a task done?
  • Do I stick to the task so that I don’t have to over-rely on others finishing my job for me?

Determination comes from the Latin determinare, which means “to settle conclusively.”  What have you settled conclusively upon?  Has it been to recover your physical health or shape?  (See war veteran Arthur’s transformation:  Has it been to have peace of mind? (Check out Mindful-Based Stress Reduction expert Elmo Shade:  Has it been to become the professional you imagine yourself to be?  (See blog: Ergo Sum: Practicing Healthy Self-Talk,


Sometimes the motivators for determining a task/goal to its finish are internal (where you alone are the primary definer of your satisfaction, success, and achievement) and sometimes the motivators are external (where other people and external stimuli are the primary motivators of your satisfaction, success, and achievement).  Either way, they are rooted to your EMOTIONS, THOUGHTS, and BEHAVIORS that together compile your learning experience.

Here are some Internal Motivators:

  1. Enjoyment/Passion.
  2. Knowledge/Skills.
  3. Fit/Acceptance.

Here are some External Motivators:

  1. Money/Rewards.
  2. Colleagues/Friends.
  3. Recognition/Title.

Whatever your driver(s) may be, Determination is about not giving up.  Thomas Edison said: Genius is one percent inspiration and 99 percent perspiration.

Allow yourself to sweat.  Glisten, listen, and learn.

Thank you.

Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, author, cultural analyst, coach, speaker, and facilitator.


Scott Ventrella, The Power of Positive Thinking in Business (New York, NY: Fireside), 2001. (pp. 69-71, 128-129)

©Rossina Gil, 2013

10 Traits of a Positive Thinker: #3 BELIEF


Piggy-backing off of Scott Ventrella’s work, The Power of Positive Thinking in Business — who piggy-backed off of Dr. Norman Vincent Peale’s work — is an expansion on what I refer to as the 10 traits of positive-minded leaders.  Ventrella states that “Positive thinkers are tough-minded reality-based people who blast through problems with energy and zeal.”  Cynics and skeptics do not change the world; leaders do.

The following are the 10 traits of a positive thinker: 1. Optimism, 2. Enthusiasm, 3. Belief, 4. Integrity, 5. Courage, 6. Confidence, 7. Determination, 8. Patience, 9. Calmness, 10. Focus.

This blog addresses Belief and Leadership.  If you can answer “yes” to the following questions, you may be a leader who exhibits a strong sense of belief…

  • Do I know that I have the power to change my outlook?
  • Do I practice affirming myself?
  • Am I comfortable knowing that I can improve upon my best efforts?
  • Am I committed to living my life to high standards and a higher purpose?
  • Do I see individual events as part of a greater plan?  Or, am I at least comfortable knowing that negative consequences can ultimately yield positive results?

Belief comes from conviction that certain things are trueIt is paramount that leaders have a strong sense of Belief in self; when self-doubt creeps in, we lose sight of our individual identity and uniqueness.  How can you lead effectively, if you do not know who you are?  Leaders also steer away from any self-limiting beliefs, as they do more harm than good.

SELF-LIMITING BELIEFS (all lies we tell ourselves)

  1. People must treat me fairly. The bottom line is that the world and the people in it are often unfair.  We cannot avoid unfairness.
  2. I should have little discomfort in life.  The truth is: no one will leave this world without discomfort at some point.
  3. People must find me likable.  Concentrate on liking others versus being liked by others.
  4. It’s awful when I make a mistake.  Thomas Edison said, “Many of life’s failures are experienced by people who did not realize how close they were to success when they gave up.”
  5. I must perform well or I’m no good.  While perfectionists do tend to get promoted, they usually are the least satisfied in work and life because they usually convince themselves that having done their best is never good enough.  They “rig the game” against themselves for assured dissatisfaction.  Life without satisfaction and gratitude is a hard road to travel.  Practice gratitude daily.
  6. People who treat me badly deserve to be punished.  As tempting as revenge may be and as justified as you may feel, stay away from vindictiveness – it only creates more negative energy, which is a poison you wish to administer to the other while unconsciously engaging in self-administration.
  7. I must get what I want, when I want it.  Choice is a gift, Patience is a virtue, and Restraint is what separates us from the rest of the Animal Kingdom.
  8. I cannot control how I feel.  Quite often this type of victim-speech is spoken by people who are helped by enablers (the psychological term for people who feed into or support ineffective habits).  Enablers say, “Oh, don’t mind James, that’s just the way he is.  Don’t take it personally.”

Believe in yourself.  Do not BeLIEve in a LIE.  How would that help you?

Thank you.

Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, author, cultural analyst, coach, speaker, and facilitator. 


Scott Ventrella, The Power of Positive Thinking in Business (New York, NY: Fireside), 2001. (pp. 37-38, 40, 44, 85).

©Rossina Gil, 2013

The Evolution of International Business


Successful domestic organizations follow four distinct and progressively complex stages of evolutionary growth before reaching, if ever, the final stage of the Transnational Corporation. This blog is set to define the five types of evolutionary corporate growth – Domestic, Export/International, Multinational, Global, and Transnational – its characteristics, and to understand the opportunities that exist to link them to the next stage.

1. Domestic Primarily defined according to where it sells its products. – Operates only within its own country

– Uses domestic suppliers

– Only follows domestic market trends, resources, environment

Competitive strategies, plans/tactics remain inside a domestic marketplace

Will find itself losing market share to foreign competitors. Need to scan the global environment for trends.

With the advent of the internet, the world marketplace has erased or blurred the distinction between domestic and international.

2. Export/


Export corporations have a product/service/technology that they send overseas and is managed by distributors, and they have zero to few personnel expatriated as staff.

International corporations have an int’l division which travels frequently overseas to work. This includes manufacturers (or maquiladoras, for example)

– Its product is sold in other countries, but operates from it sense of domestic competition

– Studies data of off-shore market trends

– Re-organizes its resources, technologies, systems, networks, etc. in response to emerging opportunities

– Understands the importance of cross-cultural needs

Needs to be flexible in order to adapt to destabilizing changes, such as entering or withdrawing from foreign markets.

For example, one organization  suffered its property seized and proclaimed by the foreign government, and had to cease operations. Hence, higher monetary reward may require higher fiscal risk.

3. Multinational A centralized HQ, as well as localized national or regional operations that handle the following decisions: marketing, sales, manufacturing, customer service, and competitive tactics.  Localized structure reduces need for cross-cultural awareness.

Since this structure is hierarchical, information is power, there is a chain of command, and people resources act as boss/subordinate.

-Each hub acts independently and communicates back to HQ only

– Collects/Uses info on multi-domestic trends, environmental conditions and strategic resources

– Adapts market model to cultural contexts; systems/processes to int’l competitive conditions

-Develops multi-national alliances/ventures

– Adapts to destabilizing change by flexibly reallocating resources across national markets

National or regional boundaries can serve as barriers.

Needs to shift away from such a hierarchical model to a flexible, entrepreneurial, matrix structure.

4. Global A balance of structure and flexibility, global and local needs, and on-time product delivery with low costs.  The differentiation is strategy integration with operations.  Flexible, entrepreneurial, matrix structure.

Since this structure is more networked and organic, the people resources are more interactive.

-While the centralized global strategic plan remains, there is a localized customer focus and competitiveness that reacts to local conditions.

-Decisions are made to deliver products in the best markets, at the lowest cost, with the appropriate management resources, regardless of where they (e.g. funds, people, raw materials, tech) reside.

-Creates global strategic partnerships; inter- and intra-organizational linkages.

– Managers must transcend cross-cultural situations effectively

A strong global corporate culture is only possible if the mission, values and vision is exercised visibly by the most senior levels of management and is understood, felt, and incorporated right down to the janitor.

Managing this level of complexity is successful if the cultural norms are aligned with the stated mission and values.

Walking the talk is imperative.  Humility must be repeatedly displayed.  There is no room for egos when diversity is present.

5. Transnational Resources/Responsibilities are allocated freely across boundaries while maintaining a strong connection to a solid HQ identity.

Information is a resource; not a power.

-All levels require cross-cultural management skills for maximum flexibility

– So well integrated that all resources flow freely between its interdependent units.  Every part of the org must collaborate, share info, solve problems, and collectively implement strategy.

– Allocation of worldwide product responsibilities to different national subsidiaries according to their strengths.

– People are rotated around the world.

Conflicting, parochial interests and overlapping responsibilities may pose as problems.

Must retain its ability to facilitate organizational learning by fostering an inclusive environment of ideas, best practices, and knowledge around the organization.

Aristotle was noted as the first to claim the world is round. Thomas Friedman was noted as the first to claim the world is (metaphorically) flat.

Thank you.


Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, author, cultural analyst, coach, speaker, and facilitator.


Training Management Corporation, Doing Business Internationally, (Princeton, NJ: Princeton Training Press), 1995.

©Rossina Gil, 2013