Sunday, October 28, 2012

Emile Haddad: One in every five Seattle city employees earns at least six figures

Emile Haddad of Seattle, Washington, is a principal consultant at Catalyst Business Coaching and Consulting, LLC. He provides clients with the proper knowledge and skills they need to achieve entrepreneurial success.

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Many cities in the US play host to a sizable number of employees who earn at least six figures a year. In Seattle alone, the number of high-earning city workers has steadily grown over the last decade, with one in five workers earning at least $100,000 in 2011.

Statistics indicate that bureaucrats behind desks are not the only ones who occupy the six-figure salary bracket. Of the more than 2000 high-earning Seattle city employees, 79 percent were rank-and-file union employees, including policemen, firefighters, and power line workers.

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Emile Haddad is one of Seattle’s most trusted business coaches. He started his professional career in the field of architecture, where he honed his ability to transform concepts into reality.

Despite the general drop of payroll in the previous year due to the ongoing economic downturn, Washington’s largest city still pays its employees with a rate based upon the agreements established before the recession—salaries that keep Seattle more competitive than other jurisdictions in the US. Overtime pays have also served as a decisive factor on the inflated salaries of the city’s employees, particularly police officers.

Seattle’s city union members are currently working on trimming down their cost-of-living raises. The city is also restructuring some workers’ schedules to reduce overtime.

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Visit this Facebook page to learn more about Emile Haddad and Seattle’s labor market.

Tuesday, October 2, 2012

Emile Haddad of Seattle, WA: Creating an ethical workplace

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Emile Haddad is a Seattle, Washington-based business coach who teaches his clients about the importance of maintaining harmonious relationships within the office. One thing that can ensure this, according to experts, is making sure that ethics play a huge part in the daily lives of the employees.

Needless to say, ethics is about behavior; it encourages people to choose the “right” path whenever they encounter crossroads. By training employees to have this mindset, managers and business leaders can develop professionals who are not only keen on accomplishing their workload, but also sensitive of others’ needs and feelings.

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Self-control—this is one of the many values that should be employed within the office. Emile Haddad of Seattle and other entrepreneurial consultants believe that employees should be educated, through seminars and one-on-one chats, about the power that lies behind saying “no.” Temptations, such as taking credit for someone else’s work or using work time for leisure, are always present in the office. By knowing how to turn away from these, workers can acknowledge the fact that they are responsible of others’ welfare; they can learn to prioritize institutional benefit above personal gains.

Practicing justice and fairness is also vital in the workplace. Employees should be reminded that they are on equal footing and that both improvements and slipups will not go unnoticed. Leaders should also give credit where it is due and provide penalty for misbehaving employees when necessary. Knowing that there is equality in the office, employees can realize that they all have the chance to embrace excellence.

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More information about Emile Haddad of Seattle is available at this Facebook page.

Thursday, August 30, 2012

Emile Haddad: A business leader is like an artist

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A certified business coach, Emile Haddad emphasizes the importance of leaders in cultivating a culture of excellence in the workplace; though not just any kind of leader, but the kind that is not scared to take chances—just like artists.

It can be said that the entrepreneurial field and the arts are two very different areas that should never be mixed. But this is not necessarily true, for artists have values and traits that business leaders can and should learn about. These characteristics include:

Imaginative. In the business field, there are managerial models that should be strictly followed. But it is in deviating from these models that effective leaders distinguish themselves from others. By making surprising and unconventional decisions, these “artistic leaders” can create a renewed sense of enthusiasm within the office.

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Authenticity. Emile Haddad and other business consultants believe that great leaders are the ones who use their leadership as an honest expression of their individuality and personal beliefs.

Open to criticism. Just like a painter who asks his colleagues for their unrestrained comments, business leaders should also welcome evaluation from others regarding their performance. Asking for honest opinions from coworkers and subordinates can help them realize their wrongdoings and will hopefully lead them toward improvement.

Studying the values revolving in the field of arts can and will teach business leaders that there is no strict formula for success. They can even be a little crazy if they want, as long as they keep their eyes set on promoting excellence.

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Learn more about Emile Haddad by visiting this Facebook page.

Monday, September 19, 2011

Emile Haddad on the importance of communication in the workplace

“The way we communicate with others and with ourselves ultimately determine the quality of our lives.” - Anthony Robbin

From Emile Haddad

Emile Haddad, a Seattle-based senior executive coach, business consultant, and trainer who specializes in team building, agrees that no working relationship can be cultivated without communication. His vast experience as an architect working for multinational corporations proves that his expertise in communication applies to both local and international companies.

Haddad derives his principles from the basic elements of communication. For this to be carried out, there needs to be a sender, a message, and a recipient. There are also factors to be considered for inclusion to this model, namely feedback, which comes from the recipient as a response to the sender, and the channel, which is defined as the mode through which communication takes place. In the workplace, this usually comes in the form of e-mails and bulletin boards.

From Emile Haddad

Emile Haddad of Seattle points out that communication is a delicate component in every business organization, because it can make or break the chances of establishing a good working relationship among colleagues. If poorly conducted, it can cause misunderstandings between executives and staff, leading to poor team coordination, failure to meet workflow objectives, and ultimately, attrition of employees.

From Emile Haddad

Visit Emile Haddad’s MySpace profile for more details about his work experiences. For updates, follow him on Twitter and Facebook.

Tuesday, August 23, 2011

Emile Haddad of Seattle: Business success through understanding cultural differences within the workforce

From Emile Haddad

Emile Haddad, Seattle-based Senior Executive Coach and Training Design Professional, believes that empowering company employees through effective relations management will result in the organization’s success, both in revenues and company reputation.

Mr. Haddad’s approach toward reenergizing an internally challenged business organization is based upon the principle of knitting the differences of an organization’s members who come from various cultural backgrounds. His personal expertise in dealing with multi-cultural issues in the workplace led him to create a two-way management approach that brings mutual relations between the management team and its subordinate staff. Such approach promotes positive organizational culture that is adaptive to change and drives success to the company.

From Emile Haddad

Emile Haddad of Seattle has 16 years of professional experience in the field of architecture prior to his business coaching career. Working for medium to large architectural firms, some of which are multinational companies, he was able to develop his aptitude in interpersonal management which he used to shift careers.

Aside from providing strategies that promote positive relations among company members, Mr. Haddad also assesses other needs of a company by delivering training and coaching programs that address challenges in areas such as leadership and strategy, revenue enhancement, productivity and functionality, and cost containment.

Mr. Haddad’s recent consulting clients who have benefited from his expertise include T-Mobile, Accruwealth Financial Services, DBM Investments, Fakhouri Development Corporation, Lahlouh Printing, Brislawn Lofton PLC, and ING Financial Services.

From Emile Haddad

More business insights from Emile Haddad are available at his Facebook page.

Tuesday, August 2, 2011

Mutualism inside the Workplace: An Emile Haddad Specialty

From Emile Haddad

Creating a mutual relationship inside the workplace is indeed a tough job to work on. However, with Emile Haddad, a Seattle-based intragroup relations consultant, such challenge can easily be resolved owing to his expert command on team leadership and relationship management.

With a trusted knowledge about international cultures and languages, as well as years of experience as a successful career man, the consultant educates professional organization members on how to behave and interact tactfully with their colleagues. Such discipline will enable the team, and more importantly the organization they’re affiliated in, achieve success and earn greater heights in quality professional operations. This will also reduce tensions or disputes among group members who fail to share the same thoughts and ideas as personal-cultural factors strongly exist.

From Emile Haddad

Spending years in studying ideologies of various ethnicities and nationalities across the globe, Emile Haddad has developed a highly effective consultancy scheme that covers even the most detailed trace of team-based workmanship. His mental models and the psychology of multicultural organizations have earned him reputable recognitions regarding his group management strategies. Especially that the US, and the world itself, is already catering businesses that employ a cosmopolitan set of workers, creating a slimmer, if not inexistent, discrepancy between the behavioral natures of various human cultures would be highly beneficial. This will bring more efficiency, productivity, and a better public charisma to businesses and organizations.

Besides multicultural counseling for various organizations, the Seattle-based team management expert also offers marriage family counseling, relationship counseling, public counseling, and teenager counseling.

From Emile Haddad

More details about Emile Haddad are available at

Friday, July 1, 2011

Conflict Resolution in the Workplace: Tips Business Coaches like Emile Haddad Share with Organizational Leaders

Just like a household, the workplace is an environment where conflicts between members are almost always unavoidable. Since organizational leaders are responsible for maintaining the peace, Emile Haddad, like any other senior executive coach and business consultation professional, believes that they should be more cautious and aware of what’s going on in the workplace to prevent conflicts among employees from taking place. But since differences and disagreements that escalate into interpersonal conflict are quite common, supervisors must intervene immediately.

From Emile Haddad

Whenever a conflict in the workplace occurs, organizational leaders must never shrug it off, hoping it would go away. An unresolved conflict festers just under the surface and rambles above it whenever enabled. The sooner it gets resolved, the better. When talking to the people involved in the workplace conflict, Emile Haddad advises not to meet them separately because each of them will tell their own sides of the story and might twist facts, which could lead to a polarized judgment of the situation.

From Emile Haddad

Worst cases of workplace conflicts include other employees taking sides resulting to a divided organization. Supervisors should not ignore the fact that there are other people affected by the conflict aside from the participants. After talking it out thoroughly with all the employees involved, the leader must assure them that he has every faith in their ability to resolve their differences and get on their own successful contributions within the shared organization. Supervisors must still keep a watchful eye and review progress.

From Emile Haddad

Follow Emile Haddad on Twitter and visit him on Facebook.