1. Short-Interest in Nasdaq Comp Hits Highest Level in 10 Years.
“Somebody, somewhere, still wants to bet against this market,” writes Jason Goepfert, head of SentimenTrader and founder of independent investment research firm Sundial Capital Research, in a Tuesday research note.
Goepfert writes that so-called short interest, or the total number of shares of a particular stock or fund that have been sold short by investors, but haven’t yet been covered or closed out, on stocks trading on the Nasdaq Composite COMP, -0.10% rose in the last two weeks of September to around the highest level in 10 years, at around 9.7 billion shares (see chart below expressed as a percentage below a chart of the Nasdaq Composite’s absolute value).
1. 3Q Summary-Large Growth and Consumer Discretionary Lead.
LPL BLOG
Growth beat value for the quarter despite losing ground in September. The growth style of investing continued its impressive 2020 run during the quarter, shown in the LPL Chart of the Day, but underperformed during September as markets pulled back and rotated some from the winners to the laggards. Value’s outperformance for the month was its first such feat in 12 months, based on the Russell 1000 style indexes. Over the full quarter, growth got a boost from strong gains in technology, while value was hurt by weakness in the energy sector.
Consumer discretionary topped all equity sectors for the quarter. Gains were broad-based, though homebuilders stood out with outsized gains as the housing market remains quite strong. The internet retailers lagged slightly behind the sector as some of the pandemic winners took a breather late in the quarter. Energy struggled mightily with a nearly 20% decline even though oil and natural gas prices rose, bringing the sector’s 2020 loss to 48% through September 30.
2. Hedge Funds Cut Bearish Dollar Bets to Least in 4 Months
Dollar bears are dialing back on their aggressive bets for further weakness. Net short non-commercial positions in futures linked to the ICE US Dollar Index have been cut to the least in four months. – CFTC
Chris Preston -River and Mercantile.
3. Rising Supply Chain Linkages Between U.S. and China.
Supply chain linkages
Beyond direct trade, the U.S. and China have also become “increasingly interdependent through rising supply-chain linkages over the past decade,” Fitch Ratings said in a report last month.
Supply chains are a complex network of companies that work together to provide raw materials, intermediate parts or expertise in order to produce a final product or service that can be consumed either domestically or globally.
It’s hard to gather accurate data that breaks down specific supply chain contributions by each company. However, the OECD — or the Organisation for Economic Co-operation and Development — launched a database in 2013 that provides some insight into how global supply chains work.
Latest available estimates by the OECD showed that in 2015, foreign input accounted for 12.2% — or around $2.2 trillion — of total goods and services consumed in the U.S. China was the largest contributing country of that foreign input, the data showed.
Some manufacturers within the U.S. were especially reliant on China for intermediate input or final products, said Fitch, citing the OECD data. Those include American producers of textiles, electronics, basic metals and machinery, the agency said.
In China, foreign suppliers made up around 14.2%, or $1.4 trillion, of total goods and services consumed within its borders in 2015, according to OECD data. The U.S. was also the largest single contributing country to that foreign input, the estimates showed.
In contrast with U.S. reliance on Chinese input in the manufacturing sector, China is “much more” dependent on American contribution in services, said Fitch.
5 charts show how much the U.S. and Chinese economies depend on each other
4. The Number of Apartments in Manhattan for Rent +200%
Rent or Buy? Eight Home Hunters Explain Their Real Estate Moves During Covid-From New York to Sydney, the fallout from the pandemic has changed the calculus for those searching for a house.By Jack Pitcher-Emily Cadman-Oshrat Carmiel-Julia Fanzeres-Kristine Aquino
Government spending on testingand contact tracing pays for itself more than 30 times over, according to a new paper published by the American Medical Association.
What they found: Harvard economists David Cutler and Lawrence Summers (yes, that Larry Summers) calculated the total cost of the coronavirus pandemic at more than $16 trillion in the United States alone. Of that, about $7 trillion is attributable to loss of life and long-term impairment from the disease.
Enhanced testing and tracing would cost about $6 million per 100,000 inhabitants, they calculate. Out of that population, 14 lives would be saved, on which they place a value of $96 million, and 33 critical and severe cases would be avoided, representing savings of $80 million.
That adds up to $176 million in benefits from $6 million in costs — before taking into account any second-order effects from even fewer cases down the road.
The bottom line: “Currently, the U.S. prioritizes spending on acute treatment,” write Cutler and Summers, “with far less spending on public health services and infrastructure.”
Going forward, they write, “a minimum of 5% of any COVID economic relief intervention should be devoted to such health measures.”
We’ve learned a lot about personal productivity and what makes some people more productive than others. Last year we published a survey to help professionals assess their own personal productivity — defined as the habits closely associated with accomplishing more each day. The survey focused on seven habits: developing daily routines, planning your schedule, coping with messages, getting a lot done, running effective meetings, honing communication skills, and delegating tasks to others.
After cleaning up the data, we obtained a complete set of answers from 19,957 respondents across six continents. Roughly half were residents of North America; another 21% were residents of Europe and 19% were residents of Asia. The remaining 10% was comprised of residents (in descending order) from Australia, South America, and Africa.
Our survey had its limits — for example, respondents were a self-selected sample of readers of HBR.org, and the ratings were self-assessments of habits rather than objective measures of people’s productivity. Nevertheless, we believe the survey results provide useful insights into important productivity habits and challenges facing professionals.
Three general patterns stood out: First, working longer hours does not necessarily mean higher personal productivity. Working smarter is the key to accomplishing more of your top priorities each day. Second, age and seniority were highly correlated with personal productivity — older and more senior professionals recorded higher scores than younger and more junior colleagues. Third, the overall productivity scores of male and female professionals were almost the same, but there were gender differences on particular habits that promote personal productivity.
More specifically, we found that professionals with the highest productivity scores tended to do well on the same clusters of habits. They planned their work based on their top priorities, and then acted with a definite objective. They developed effective techniques for managing a high volume of information and tasks. And they understood the needs of their colleagues — for short meetings, responsive communications, and clear directions.
Let’s go deeper into the survey results. On geography, the average productivity score for respondents from North America was in the middle of the pack, even though Americans tend to work longer hours. The North American score was significantly lower than the average productivity scores for respondents from Europe, Asia, and Australia. On the other hand, the North American score was significantly higher than the average productivity scores for residents of South America and Africa (though recall these were the areas where we had the least data).
Drilling down into the data, we found the higher productivity scores for Europe, Asia, and Australia were driven by strong habits in areas such as daily schedules, not constantly checking messages, focusing early on the final product, and thinking carefully before reading or writing.
While our survey turned up significant differences in productivity scores by continent, it showed minimal differences between the average scores of male and female respondents. Overall, the respondents were 55% male and 45% female.
Yet there were some noteworthy differences in how women and men managed to be so productive. Women tended to score particularly high when it came to running effective meetings — women were more likely than men to send out an agenda in advance, keep meetings to less than 90 minutes, and finish meetings with an agreement on next steps. Women were also more likely to say that they prepared their calendars the night before and responded promptly to important emails.
By contrast, men did particularly well when it came to coping with high message volume — not looking at their emails too frequently and skipping over the messages of low value. Men were also more likely than women to report keeping free slots in their daily schedules, getting quickly to the final product, and composing outlines before writing memos.
Beside geography and gender, we analyzed the responses to our questionnaire by age and seniority. There were five age brackets — with the most respondents in the under-30 bracket and the least in the over-60 bracket. We found that the productivity scores of respondents rose systematically the older they got. This trend seems to reflect the benefits of learning from years of experience how to work smarter. The drivers of these higher productivity scores for respondents in older age brackets were their stronger habits in four areas: developing routines for low-value activities, managing message flow, running effective meetings, and delegating tasks to others.
The story was somewhat similar when it came to seniority. There were five levels of seniority captured in the data, with 5 being the most junior and 1 being the most senior. The number of respondents was highest in the most junior level and lowest at the most senior level. As with age, the productivity scores rose systematically with successively higher levels of seniority. This may suggest that business professionals attain higher levels of seniority in part by cultivating good productivity habits (or vice versa, people become more senior and then have to become more productive). However, the drivers of higher scores for senior level respondents were different than those for older respondents. More senior respondents achieved high productivity from better planning of their schedules, getting a lot done, and stronger communication skills.
Finally, we focused on the tails in each of the four demographic categories. We defined tails to include all respondents whose total score fell outside of two standard deviations from the mean. The left tail comprised those with the lowest scores; the right tail had the highest scores. We didn’t find any geographic or gender patterns on either tail, though we saw a few of the youngest and most junior professionals in the right tail with the highest scores.
The professionals in the right tail with the highest productivity scores were particularly adept at overcoming procrastination, getting to the final product, and focusing on daily accomplishments. Low ratings on these three habits were typically reported by professionals with the lowest productivity scores. In addition, professionals in the right tail were much better at advance planning — reviewing schedules the night before, sending out meeting agendas, and setting success metrics for their teams. Professionals in the left tail had low scores on these aspects of advance planning. They also did not leave open slots in their schedules and did not use outlines before writing memos.
So what should professionals take away from the results of our survey? If you want to become more productive, you should develop an array of specific habits.
First, plan your work based on your top priorities, and then act with a definite objective.
· Revise your daily schedule the night before to emphasize your priorities. Next to each appointment on your calendar, jot down your objectives for it.
· Send out a detailed agenda to all participants in advance of any meeting.
· When embarking on large projects, sketch out preliminary conclusions as soon as possible.
· Before reading any length material, identify your specific purpose for it.
· Before writing anything of length, compose an outline with a logical order to help you stay on track.
Second, develop effective techniques for managing the overload of information and tasks.
· Make daily processes, like getting dressed or eating breakfast, into routines so you don’t spend time thinking about them.
· Leave time in your daily schedule to deal with emergencies and unplanned events.
· Check the screens on your devices once per hour, instead of every few minutes.
· Skip over the majority of your messages by looking at the subject and sender.
· Break large projects into pieces and reward yourself for completing each piece.
· Delegate to others, if feasible, tasks that do not further your top priorities.
Third, understand the needs of your colleagues for short meetings, responsive communications, and clear directions.
· Limit the time for any meeting to 90 minutes at most, but preferably less. End every meeting by delineating the next steps and responsibility for those steps.
· Respond right away to messages from people who are important to you.
· To capture an audience’s attention, speak from a few notes, rather than reading a prepared text.
· Establish clear objectives and success metrics for any team efforts.
· To improve your team’s performance, institute procedures to prevent future mistakes, instead of playing the blame game.
A former President of Fidelity Investments, Robert C. Pozen is a senior lecturer at MIT’s Sloan School of Management in Cambridge, Massachusetts, and a nonresident senior fellow at the Brookings Institution.
1. Enjoy Tonight’s VP Debate Just Don’t Let It Affect Your Portolio.
Looking back—Schwab Liz Ann Sonders
We use the Dow Jones Industrial Average (Dow) as the proxy for U.S. stocks in the analyses below because of its longer history than the S&P 500, which wasn’t created until the late-1920s. Likely highlighted more by Democrats than Republicans is the fact that, since 1900, the stock market has performed better when Democrats sit in the White House than when its inhabitant was a Republican.
As you can see in the first two bars in the chart below, if an investor had invested $10,000 starting in 1900, but only had it in the Dow when Republicans were president, it would now be worth nearly $99k. On the other hand, that same $10,000 would have grown to nearly $430k if it was invested only when Democrats were president. Seems like an obvious decision to make then? Not so fast. That same $10,000 in 1900 would have grown to more than $4.2 million if the investor had remained in the market the entire time, regardless of which party has presidential power.
Staying Invested vs. Investing in Single Party
Source: Charles Schwab, Bloomberg, as of 10/2/2020. For illustrative purposes only. The above chart shows what a hypothetical portfolio value would be if a hypothetical investor invested $10,000 in a portfolio that tracks the Dow Jones Industrial Average on 1/1/1900 under three different scenarios: a Republican presidential administration; a Democratic presidential administration; or staying invested in the market throughout the entire period noted. Chart does not reflect effects of fees, expenses or taxes.
Dalio said that China, where “almost everybody” is underweight, has fallen out of favor, but deserves more exposure, beginning with a diversified approach to investments in the region.
“That means to achieve the right kind of balance of assets in China,” he told CNBC. “Our approach is, we call it all-weather approach, it’s a certain balance in which you achieve balance without lowering the expected return. From that, you want to make the tactical moves.”
The Chinese yuan CNHUSD, 0.00%, he explained, could see greater usage outside the country as weaker global economies weigh on the the U.S. dollar DXY, -0.08% and other major reserve currencies. Dalio said that China’s interest rates are attractive, and the development of capital markets in the region has strengthened the yuan.
“You’ll see more of the internalization of the [yuan], and it’s a natural consequence because as the dollar and the major reserve currencies are having the challenges that we are talking about, some element of void will be there,” he said. “But first… get the exposure.”
Think your nest egg is safe sitting in cash? Think again — billionaire investor explains where some of that money should go instead
8. Travlers in China Back to 80% of Pre-Covid Levels.
Half a Billion Travelers Show China’s Economy Moving Past Covid
Travelers rise to nearly 80% of 2019 level but spending lags
Biggest holiday week since January will test China’s recovery
Sign up for Next China, a weekly email on where the nation stands now and where it’s going next.
Hotel prices shot up, ride-hailing apps crashed, tickets to the Great Wall sold out: after more than nine long, housebound months, almost half a billion Chinese people are taking a vacation.
With the Covid-19 pandemic largely under control in China, the Golden Week holiday is putting on display the country’s confidence in its economic rebound and its public health measures. Through the first four days of the week-long holiday that started Oct. 1, some 425 million people traveled domestically, according to the Ministry of Culture and Tourism, nearly 80% of last year’s throngs.
The surge of activity stands in stark contrast to the rest of the world — the global tourism industry is expected to lose at least $1.2 trillion in 2020 — and underscores the relative strength of China’s economic recovery. As of September, the OECD forecast a 1.8% expansion this year, putting China alone among the Group of 20 on pace to expand.
That positive outlook assumes the country can avoid another wave of coronavirus and the aggressive lockdowns China’s used to quash it. As millions crisscross the country during the holiday that marks the founding of the People’s Republic of China in 1949, no virus tests or quarantines required, the risks grow. Late last month, China opened its borders to foreign nationals holding valid residence permits.
“There is undoubtedly a risk in allowing mass tourism to resume and, in some ways, this is an early exercise in what the rest of the world will have to go through as global travel restarts next year,” said Nicholas Thomas, associate professor in health security at the City University of Hong Kong.
China hasn’t reported any local virus infections since Aug. 15, though it found two asymptomatic cases in late September, and the government has eased almost all of its peak-Covid travel restrictions. The ban on group tours was lifted in the middle of July, every district in every city has been designated ‘low-risk,’ and coronavirus test results are no longer required for cross-province travel.
Food is perhaps the best known consumable product, and the economic laws of supply and demand are pointing to an emerging pain point unlike any we have seen in recent history. To combat this looming problem, the agriculture industry is embracing technology, much of which is similar to that housed inside the smartphones we use today, giving rise to the precision agriculture market.
The problem
The current average life expectancy in the U.S. stands at 78.8 years according to a National Center for Health Statistics, which was on par with the 78.6 years in Europe reported as of 2019. By comparison, historical data from the United Nations reveals life expectancy in 1950 was 65 years in more developed regions of the world and 42 in less developed ones. The increase is driven by several factors, including a healthier lifestyle, which in and of itself has been found to add up 6.3 years for males and 7.6 years for women, according to findings from the UK Biobank.
At the same time, the United Nation’s Population Division expects the global population to hit 10.9 billion by the end of the current century compared to 7.8 billion in 2020. Rising disposable incomes among the growing population is fostering greater demand for complex proteins. More people living longer poses a challenge to the nutritious diet aspect of that healthier lifestyle, given that arable land per person is shrinking.
According to the FAO, arable land per person stood at 0.23 hectares (ha), down from 0.38 ha in 1970 and is expected to fall to 0.15 ha per person by 2050. We at Tematica describe that situation as a pain point, and pain points tend to give rise to solutions. In this case, it means we need to make better use of our existing farmlands, and that has prompted farmers to adopt technology to boost yields while helping to manage costs.
This wave of technology-meets-farming has given rise to the precision agriculture market, which is expected to reach $12.9 billion by 2027, according to Grand View Research, up from $9.65 billion in 2019.
What is Precision Agriculture?
According to the International Society of Precision Agriculture, “Precision agriculture is a management strategy that gathers, processes and analyzes temporal, spatial and individual data and combines it with other information to support management decisions according to estimated variability for improved resource use efficiency, productivity, quality, profitability and sustainability of agricultural production.”
In other words, it is about using high-tech tools to generate greater yield with less resources while minimizing any potential harm.
Just how important is this? The World Economic Forum estimates that if just 15% to 25% or farms were to adopt precision agriculture techniques, global crop yield could increase by 10% to 15% by 2030 while at the same time reducing greenhouse gas emissions and water use by 10% and 20% respectively.
That sounds great, but do we really need to do this?
Soil today is eroding up to 100 times more quickly than it forms. Some research indicates that we may have already lost more than one-third of the planet’s arable land. Even more concerning, if the current rates of soil degradation continues, the remaining arable land could become unfarmable in the next 60 years.
How does precision agriculture help?
The market that would become precision agriculture started in the 1990s with the adoption of GPS that allowed farmers to gather data and steer equipment automatically. While it may seem somewhat pedestrian in today’s connected world, GPS tractor guidance helped farmers to improve crop production by reducing overlaps and gaps when planting, fertilizing, and protecting crops. Over the last two decades technological developments including telematics, robotics, automated hardware, agriculture drones, and variable rate technology have expanded precision agriculture to include equipment guidance and automatic steering, yield monitoring, variable rate input application, remote sensing, in-field electronic sensors, section and row control on planters, sprayers and fertilizer applicators, and spatial data management systems.
Much like we have seen technology enable a host of new applications such as video conferencing and streaming video that has altered how we work and play, technology has expanded the capabilities of precision agriculture as well:
Choosing suitable crops with higher yields and more lucrative markets
Measure the performance of the site by automatically capturing relevant data
Increasing the farm’s economic and environmental sustainability
Predicting climate changes and reacting to them proactively
Existing as well as up and coming precision agriculture players to watch
Companies participating in the precision agriculture market include agriculture equipment companies such as John Deere (DE), AGCO (AGCO), CNH Industrial (CNHI), and Kubota Corp. (KUBTY) and even drone company Aerovironment (AVAV). There are also the technology enablers that include GPS companies such as Trimble (TRMB) and the applied technology business at Raven Industries (RAVN) as well as the chip and sensor companies that range from NXP Semiconductors (NXPI) to STMicroelectronics (STM) that serve the “smart farming” market.
As a confluence of factors have raised concerns over the long-term future availability of food, venture investors have been pouring capital into agtech startups. In 2019 alone, they invested $2.8 billion into the space across the globe, a fourfold increase over 2015. According to the 2019 AgriFood Tech Investment Review, investment in digital technologies (which combines the independent sectors of imagery, precision agriculture and sensors and farm equipment) made up about 41% of 2019 deal activity.
Some examples of these investments are Farmobile and its DataEngine that ingests and standardizes farming data so that it can be shared and used to create insights; Trace Genomics that provides soil DNA sequencing services to farmers and agronomists; and CiBo Technologies that allows farmers to create “virtual fields” with real-world inputs.
With greater adoption of artificial intelligence, big data, and the internet of things in the coming years we strongly suspect there will be new applications and further advances for precision farming, much like we’ve witnessed with the smartphone and the automobile of today compared to ten years ago.
10. Nine Lessons from the Corner Office-Thrive Global
After three decades as a CEO in various organizations there are definitely distinct lessons I’ve learned.
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After three decades as a CEO in various organizations there are definitely distinct lessons I’ve learned.
1. When we focus on what we have to give instead of what we get we realize our value.
Why should someone work with, do business with, hire you, or spend time with you? And why now? If you can’t answer these questions your constituents won’t know either. What makes you distinctive? What do your employees need from you to thrive in their roles? What do your customers need that they haven’t even realized yet? This probing leads to a solid value proposition that gives you fulfillment and can be communicated in your messaging.
Don’t wait for a crisis to probe for opportunity. Anticipate the needs of others, how you will uniquely meet those needs and you stand alone.
2. When we are curious and compassionate, we become servant leaders instead of command and control tyrants.
We all know leaders whose direct reports fear them. And we know leaders who are revered. Your leadership starts with an open awareness of yourself and a dedication to improve – improve yourself, improve the work experience for others, improve the products and services you offer, improve the financial stability of your organization. This service mindset requires a mindful acceptance of yourself without judgment followed by a curious mindset.
Ask questions without making assumptions. That creates space for honesty and humility while dismissing the need for perfection. Your team wants to know that you struggle with the same things they do. It is relatable to be human.
3. There is power in having your boss’s back. Find a way to do that or go somewhere you can. Don’t stay and poison yourself and the culture.
Don’t be a victim or a toxin. It strips your executive presence, stagnates your career and is weak. If you are unhappy in your role you have three choices: 1) Find another position and leave. Make sure the problem is not your perspective which you will carry with you to a new role and still be unhappy; 2) Stay where you are, shift your perspective and focus not on office politics but where you can find fulfillment in new responsibilities; 3) Leave and go somewhere more in alignment with your values. It will take you a while to achieve the level where you are now but accept that if this choice fulfills you. Don’t do what complainers do – quit and stay.
4. Good people leave organizations because of bad managers who don’t position them to learn and advance. Mediocre people leave organizations for $1 more an hour, free lunch and a pool table in the break room.
Organizations are acutely aware of onboarding costs for new employees. Retention has become one of the most important focuses for corporate human resources departments. Most major consulting companies and large organizations have created elaborate coaching programs, scheduled feedback systems and shadowing arrangements to retain and position top talent. Benefits packages have become less important than the skill of leadership in recognizing the unique aptitude of each individual and positioning them with professional development opportunities that interest them.
5. ‘A’ people hire ‘A’ people, ask for their insight, and get out of their way. ‘B’ people hire ‘C’ people and micromanage them.
Leaders sometimes get caught in the trap of thinking they must understand everything everyone is doing. Not so. Hire people who have your weaknesses as their strengths. Then allow them to create. Ask questions to understand and challenge their perspective. Never feel threatened by them. If their posturing creates insecurity, coach around that to help them understand the effects of their behavior.
6. Emotional leaders hardly ever advance. Practice a good poker face.
Self-management is essential for a high performing leader. It starts with self-awareness and self-acceptance. Mindful daily practices that keep you in the moment such as meditation, deep breathing, creative projects, help to increase your awareness of your thoughts and your power over them. The goal is to increase the space between when you feel an emotion and act on it so that the choice is not to react but to remain calm, think through the assumption behind the emotion and release it.
7. Narcissistic leaders thrive on keeping their teams in chaos and fear so that nobody notices their ineptness. Stay off their radar screen by making sure they know you have their back, giving them all the glory and presenting your work with confidence so they can trust it. Then work on your exit strategy. Things will not get better.
It is no mystery how narcissistic leaders rise to power. They are charismatic, have certainty and people trust their confidence. Yet they lack integrity, a moral compass, and any semblance of collaboration or compassion. This makes them dangerous. You know you are dealing with a narcissistic leader if you liked them at first but something in your gut tells you that you can’t trust them. You feel as if you must be overly cautious in what you say and do. Over time you find that you are questioning your own relevance around them because they are more of a dictator than a seeker of alignment. Pacify them with complete honesty, good work, relevance, and trust. Then move on.
8. When we can look ourselves in the eye and not expect to be perfect, we give ourselves room to be human and walk in the shoes of others. When we try on a lot of different shoes, we become grateful that they are not all the same size.
Perfectionism kills careers. Done is better than perfect. Humility trumps being right. Humanity is diverse. And diversity adds perspective. Perspective only brings value when we hear it. We can’t hear it if it isn’t in the room. We won’t apply new ideas if we are married to the assumption that change compromises our own security. What we believed yesterday need not be what we carry forward today. The agile leader with grit who can adapt mid cycle opens to opportunity. The stuck leader stagnates and loses ground.
9. Executive presence is the ability to observe yourself from a third-party perspective and admire what you see.
The single biggest reason people don’t advance in their careers is because they feel they are not worthy – they don’t belong. Coincidentally, the single biggest reason people are unhappy is because they feel they are not worthy and don’t belong. So, to counter this achievers often misguidedly spend time and energy on the treadmill to nowhere working harder, reading self-help books, updating their resumes, firing off online applications, taking classes, only to find that nothing changes except now they are exhausted. Seeking fulfillment externally on issues that are internally motivated is not productive. Executive presence and confidence expand when we challenge our internal assumptions against what is actually true about ourselves. Here we begin to align with our values. There is much there to admire when the dust of business settles and the brilliance of clarity appears.
Mary Lee Gannon, ACC, CAE has a unique perspective as an award winning certified executive coach, author and 19-year corporate CEO who helps leaders have more effective careers, happier lives and better relationships while it still matters. She is the founder of MaryLeeGannon.com, a coaching and consulting firm that helps leaders position their mindful impact – the same impact that took her from welfare to CEO of organizations worth up to $26 million. Schedule a call or get her free leadership tools at MaryLeeGannon.com
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