February 2011

The developmental digest for emerging leader/managers devoted to growth and excellence

February 2011

Coming Soon.

 

Section 1 - Topical Topics

Leadership and Focus

It’s All About Change . . .
I rarely miss an opportunity to promote my preferred definition of leadership – that process which focuses the desire for change resident in others and which then facilitates the creation of a sustainable new reality.

The two key words are ‘focus’ and ‘facilitate’. They both happen at the same time and are continuously in operation. If leadership is to be effective you need to engage both even though they can and do exist independently. My present contention is that while both are essential to good leadership, the greater of the two is ‘focus’.

We’re all familiar with change – in both forms – transactional (or incremental) and transformative (or traumatic). The former seems to happen whether we are conscious of it or not; the latter can’t be ignored; it’s uncomfortable, provocative, stimulating and usually a royal pain, but it is also a fact of life. So, given that, how will focus help and how should we use it?

I’d suggest that the first consideration is that we can do nothing with it unless we adopt a different perspective. If we continue to think the way we’ve always thought, we’ll continue to get what we’ve always got! The point is that we usually want more than we’ve got so we need to think about things differently – i.e., change our perspectives (the way we look at things) and also our perceptions (the values that we ascribe to what we see).

When we know how to do this, we take action, sometimes successfully, other times not. When we don’t know how to change our perspectives and/or perceptions, we’ll take no action while we seek answers – on some occasions for protracted periods. When something, or some one, happens to help us shift our perspective or change our perceptions thus allowing a different focus, action will often follow.

Getting around Blocks . . .
Among the significant ‘blocks’ to these elements in most organizations are two factors – culture and structure. Culture is the way we do things around here and structure is the hierarchical and functional assumptions we make. Many culture/structure representations are pyramidal with a few people/roles possessing disproportionate power and a majority of the human component restricted in leverage and action.

Convenient as this might be it is neither useful nor is it reality. Here’s one way of getting around these common blocks – look at the organization as a functional entity rather than as a structure. When we do this we can see that a better representation could be a series of concentric circles – like a target.

In the bull’s eye we set strategic Purpose, formulate Policies and we Plan for success. Those who contribute the most to this are the executive or C-level personnel as they have the most insight and own most investment. Others can and should contribute though, especially if they have specific knowledge, skills or experience, as well as the passion or desire to do so. The work in this functional area tends to be sporadic in practice even though it would be infinitely better as a continuous process.

The inner ring represents Execution where the essential process is to translate policies and plans into effective action through the setting of priorities, allocation of resources and monitoring of standards of performance. Here again, those with experience can contribute best as they have a broad knowledge of the significance and consequence of events and can adjust and refine/fine-tune the planning intention as it rolls out.

Structural issues lead to narrowness and rigidity but a functional approach would allow all the efforts applied in this inner ring to revolve, encouraging all those engaged to respond across a wide front thus minimizing delays and facilitating communication. Specialized ‘silos’ at this senior level generally don’t help anyone and will definitely complicate matters; after all, if a President / CEO is expected to be a generalist, why would we not apply the same expectation to vice presidents and, to a lesser extent, to directors?

The outer ring is Implementation; this is where the rubber hits the road – the moment of truth! As we contemplate it let’s also note that the whole process is surrounded by customers and those who are in ongoing contact with our customers are the most important part of the organization.

The job of the front line people is to translate value-added products and services to the customer, to enhance loyalty and to gather related intelligence to pass back to the policy / planning function in the bull.  What happens if this flow is impeded? Value-added decreases, employees as well as customers are disaffected, revenues are adversely affected and only the proverbial ‘stuff’ comes out of the bull!

The front line, to remain healthy and productive, needs sensitive internal support; since their focus is on the customer (the ‘boss’), this support has to be right there at their fingertips whenever they might reach for it. This is a no-brainer, but many, if not most organizations believe that it is quite reasonable to distract front line employees from their natural tasks by insisting that their focus should be on internal issues like politics, unfair practices, conformance to unproductive standards, confusing communications and internal competitions.

The Foundational Focus . . .   
Given this functional view of the organization, it’s now clear that everyone has to be on the same page about why we’re in business; the key message emanating from the bull must be crystal clear and totally unambiguous. This requires deliberate thought and definitive action

My recommendation is to use an equilateral triangle to represent the relationship between three competing pressures that are vital to the organization’s success. The three angles will equal 60 degrees and add to 180 degrees assuming the focus is equally distributed. Now let these three angles depict Operational Effectiveness, Product / Technical Leadership and Customer Intimacy respectively.

It’s immediately clear that we would have significant difficulty maintaining a perfectly balanced emphasis as the market’s pressures change around us and we face different challenges on an hour-to-hour basis. Additionally, we may not choose to allocate our efforts and resources equally as we seek for market differentiation – our unique ‘thumbprint’ that separates us from the competition.

Perhaps we want to be exceptionally effective and efficient in the way we operate. Our focus then would be on pricing, quality and responsiveness for example and we would measure our performance accordingly together with market share and profitability. This could be the focus that WalMart has chosen and implements well.

Alternatively, we may place our emphasis on Product / Technical Leadership – the Apple approach. Now we’ll measure our success by accurate prediction of market trends, technological break-through and significant product introductions, as well as by industry leadership and competitive domination.

The third option is to concentrate on our intimate relationships with our select customers, being acutely attuned to their needs, wants, preferences and realities, and so our measurement would be focused on speciality product/service expressions, customer loyalty, and niche domination - much as Starbucks operates.

There are two perspectives needed here though – how our customers actually perceive us to be as we attempt to express ourselves in all three areas but with a designed bias in one or two, and also as we would like our customers to perceive us as we achieve the success that we consider to be important. Another way of looking at this is "where are we right now and where would we like to be in a few years down the road?”

It really doesn’t matter how accurate or fine-tuned are the numbers we might develop to express these current and future positions, but rather the size of the gaps between the current and future positions in any given angle.

Closing these gaps wherever they might exist demands that we focus on changing individual and collective behaviors – after all, if we continue to act as we have always acted, we’ll continue to achieve what we’ve always achieved! This is precisely what everyone in the organization has to know, and in a very intimate way – what is it that I should be doing to achieve success for the organization and, therefore, for myself?

Key Capabilities . . .
So far, so good – it’s all logical, rational and readily explained. Now we come to the critical but most confusing part. We may need to change certain individual behaviors and this indicates that we’ll need to change individual perspectives and the associated perceptions or value-level associations. This is harder than it looks!

The complication lies in organizational culture, the way we do things around here. Everyone talks about it but not everyone understands what it is, let alone how to influence it. Let’s begin with an analogy – if all the organizational influencers are compared to a sailboat, then Public Relations is the pinnacle flag, R&D / Strategic Planning is the chart room, Sales are the sails, Marketing is the mast, Operations is the hull, Executive direction is the rudder and organizational Culture is the keel.

Now the purpose of the keel is two-fold, to assist balance and to preserve momentum; it acts to keep the sailboat on a straight and even course – forwards! If we want to impose change, the rudder is turned, the sails are trimmed, the weight within the hull’s infrastructure is shifted - and the keel opposes it all! That’s its job after all!

The keel is under the water line and not too obvious so we may fail to take it into account. In a racing yacht on a sharp turn the keel is sometimes retracted up into the hull but this destabilizes the boat. Most organizations are simply not that sophisticated in their operation, perhaps it is just as well or there’d be many more organizational capsizing.

The culture too, can be described as formal and informal – that which is intended and that which just emerges over time. The informal culture is more powerful than the formal intended culture but it’s also easier to influence. I use four sub-factors — heroes, myths (stories), rituals and networks — and strive to influence each of these coherently and in line with the intended strategic focus. This takes time but it also builds trust and collaboration.

The way to accomplish this is by defining the changes required as five to seven Key Capabilities or specific behaviors that will take us where we want to go. Examples of these might include
  • Responsiveness – (if it’s going to be, it’s up to me)”
  • Accountability (I own the problem)
  • Diligence and Accuracy (I’ll sign my name to the work)
  • Personal Improvement (Every day a little bit better)
  • Learning Attitude (What can I/we learn from that?)
  • Collaboration (What can I do to create success for all?) etc., etc.

There are many others but the list cannot be longer than seven or no one will remember it at the moment of action – which would defeat the purpose. Note also that each component is expressed in the simplest of terms so any possible ambiguity is reduced.

This is the foundation. We can now start to prepare strategic plans that will work and workforce strategies that are coherent contributing to meaningful results. It’s not rocket science.

The Bottom Line . . .
If we fail to plan – create a coherent strategic focus – we will fail, resulting in substantial frustration and waste in the process. Developing a strategic focus for the organization isn’t difficult but it will take the best efforts of your best people. Translating that strategic focus into workable strategies that every one in the organization can and will respond to requires that we change our perspectives and then assist others to change theirs too. Until this is accomplished the job isn’t done!

Begin by changing your own perspective – the way you look at your organization in context, both now and for the future. Then define the gaps between where you are and where you would like to be, selecting the behavioral changes that will take you there. Finally, recognize the vested interest that each person has in safeguarding whatever they presently understand as well as the opportunities that arise when struggling against the pressures of informal culture to create a new reality.

In a word – focus. Matching current to future realities and clarifying the rules for success in behavioral terms for each person is mandatory. It begins with you – the leader – and it ends when everyone believes that it was their idea anyway.

Think about it!

I’d welcome your questions, comments and suggestions. We can all learn through dialogue and your viewpoints will undoubtedly gain more value when shared. Please contact me at david@andros.org.

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Timely Insights

  • Building a better workforce . . .
Most companies like to think their employees are satisfied with their jobs and motivated to do their best work. ProfitXtra says that the 50 firms on their Best Small and Medium Employers in Canada ranking this year know it to be true.
By following their winning HR practices - from removing the CEO's office door to bankrolling beer-tasting trips to Europe - they claim that you can dramatically ratchet up your employee-engagement levels.

  • Secrets of Canada's best bosses . . .
While you’re there visiting with ProfitXtra, check this out. High employee engagement isn't just a warm-and-fuzzy, feel-good achievement. As the experiences of four of the Best Small and Medium Employers in Canada show, you can greatly improve your financial performance by understanding what your staff wants and working with them to meet their needs.
Here are the tools, tactics and strategies they used to improve engagement and the bottom line.

  •  Quotable Quotes . . .
"We are all faced with a series of great opportunities brilliantly disguised as impossible situations."    -- Charles R. Swindoll

"Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and listen."      -- Sir Winston Churchill

"Problems cannot be resolved from the same level of consciousness that created them”
-- A Einstein

"Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it’s the only thing that ever has” –- Margaret Meade

"I'm a great believer in luck, and I find the harder I work the more of it I have."
-- Thomas Jefferson

"Trust yourself. Create the kind of self that you will be happy to live with all your life. Make the most of yourself by fanning the tiny, inner sparks of possibility into flames of achievement." -- Golda Meir

"I'd rather regret the things I've done than regret the things I haven't done." -- Lucille Ball

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Section 2 - Talk Back

Coach's Corner

A selection from frequently–asked questions

Dear Coach,

I was very excited when I was asked to lead a special project on cross training and knowledge sharing. In a short time though I learned that the majority of people who could be involved are apathetic to say the least and some even tell me it’s a losing proposition. These people are just focused on their own jobs and show no interest in doing anything beyond that. What can I do to get them to change when they don’t see the value?

Response:

There are a couple of red flags in your brief description – the ‘special’ project terminology and the statement that some consider it a ‘losing proposition’. Could it be that this initiative is so remote from the present and accepted culture of the organization that no one can see how it connects with reality?

Why is this special project being introduced? What is the image or profile that it creates when compared to what is already considered common practice? Is it clear and compelling in terms of the benefits it will produce? I suspect that the answers are far from obvious - in the minds of your people at least.

There’s a real danger here as you approach the challenge. The uncertainty or even confusion that is causing people to resist getting onboard should not lead you to believe that they are simply apathetic or dismissive; maybe they just do not see a reason to jump in when there are few or no benefits. To ascribe the problem to either attitudes or character deficiencies within the people is unhelpful; and may cause you to use compulsion or manipulation to achieve your ends – both are ‘thin ice’!

The current reality appears to be that the culture of the organization is not receptive to an initiative such as this. Why not? There are some significant advantages and benefits that I’m sure are obvious to everyone, but there could well be some concurrent obstacles or restraints that outweigh these benefits. What are these?

Some structure in our consideration would be useful, so let’s look at two sources of resistance to change and over three levels;

Sources >>>
Individual level
Group level
Organization level
Will Power (Motivation)
Pleasure or Pain?
Peer Pressure
Incentives or Sanctions
Way Power (Ability)
Skill Sets / Standards
Demonstrations / Reinforcers
Facilities / Convenience

 

The problem likely does not fall into just one of these source areas but into several. Our first task is to discover the influence that each of the sources may be having on the individual behavioral change we’re seeking and to discover why the current culture is perhaps more aligned with resisting the change than in supporting it.

Begin with the individuals and enquire from each in turn what the will power and way power issues might be. Listen to learn, to gather fresh insights, rather than to validate or assess opinions, and you may well learn that there’s a shortfall in either or both areas. You may also gain some valuable insights from the Comment article that follows this item.

Assuming these shortfall issues can be rectified or realigned to support change at the individual or personal level, you’ll need to go a step further and discover how to set up appropriate peer pressures – through designating ‘heroes’ and selecting ‘myths’ that support the changes (see the lead article in this issue).

Next, and please don’t stop here even if your efforts are paying off already, you must enshrine the new behaviors within the organization’s practices, facilities and infrastructure. This may mean re-engineering incentives or removing sanctions that affect will power / motivation adversely (but not obviously) and it could also require you to build different resources, tools and/or cues (reminders) to support the new behaviors.

What we are attempting to do here is change behaviors and this means changing perspectives and perceptions (again, please see the lead article). Whatever exists right now is the direct product of multiple factors that are loosely described as current culture – the keel of the organizational sailboat. To offset this, you will need to counter and influence it in multiple ways too; if you stop short, the change initiative will probably fail.

So, above all you will need complete, coherent and cohesive action for success. All changes being introduced will need to be aligned in the new direction; and when this is done, fully and completely, success will follow in short order.

I hope this helps.


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Commentary

Most Executive Training Is Done All Wrong by Alan Fine

Most people believe, or at least behave, as if the best way to get better at something is to increase your knowledge about it. Read a book, hire an expert, take a seminar. If you struggle to complete a task or achieve a goal, the default explanation is that some crucial piece of information was missing.

Similarly, of the billions of dollars we spend annually on training and consulting, most is spent having information repeated – and still not implemented – in organizations. If knowledge were all it really took, then everyone could read the book, take the class or hire the expert and become a world champion in their field. But obviously that doesn't happen. Why not?

Because the biggest obstacle to better performance isn't lack of knowledge. It's failure to act on knowledge we already have.

Overcoming this obstacle requires a different method, a method build on the premise that high performance, from the front line to the C-suite, doesn't arrive from the outside in but emerges from the inside out. Getting more knowledge is not the only thing – or even the most important thing – that produces great performance.

In addition to knowledge, there are three other elements at the very heart of high performance: faith, fire and focus. Interfering with these elements does profound damage, so reducing interference to faith, fire and focus is probably the most effective, though least recognized, way you can improve performance in your business or personal life. Interference may take the form of fear, self-doubt, anxiety or even individual biases. It's the noise in your head that keeps you from doing what you know.

You can take an inside-out approach with your team or organization to eliminate interference and unlock the performance capacity people already have. To help get you started, let's better understand faith, fire and focus and pose a few questions you can ask yourself to find out whether you're on track to build a culture of high performance, or if you're actually creating interference that blocks it.

Faith

Faith is about what we believe, and our beliefs drive our behavior.

As a leader you have the profound power to both shape and interfere with the faith within your organization. As you create a culture of high performance, perhaps one of the most important questions you can ask yourself is: Is it safe for my leaders, teams, and employees to experiment? Do they believe it's safe?

This question is critical, because the faith that seems to improve performance the most is believing "I can learn." Employees who see projects as learning opportunities are more likely to take necessary risks and failure poses less interference for them because they see mistakes as chances to learn. For employees to perform better they must have faith that they have the capacity and support to become better. Some other questions to consider:

  • What are my beliefs about my organization's ability to effectively learn and adapt in changing environments?
  • Do I believe that my company's mission and value proposition are clear and relevant?
  • How are my beliefs, positive or negative, communicated throughout the organization?

Fire

Fire is about energy, passion and commitment. We often see its flame in companies that do great and inspiring things. It's the fuel that enables people and teams to transcend their normal abilities and overcome challenges to achieve performance breakthroughs.

There is a powerful relationship between faith and fire. Once people escape old beliefs they begin to see new possibilities (that's faith), and then their fire grows. Some important questions to ask yourself as it relates to your team's or organization's fire:

  • Is the team's energy positive and directed toward accomplishing the purpose of the organization?
  • As chief executive, team leader or manager, what may I be doing to create interference that blocks the fire within my team or organization, and how might I change that?

Focus

Arguably, focus is the defining difference in human performance. It's what brings together people's faith (their belief about what they can do), their fire (their energy for doing it), and their acquisition and use of knowledge.

One of the most effective ways to improve focus within an organization is by providing managers and employees with a common structure and language for the decision-making process. A sound coaching method can help you accomplish this. Great managers cultivate focus so that their team members can interact more effectively, significantly reduce interference and improve their performance with faster and more accurate decision-making. Some questions you may want to consider when thinking about focus:

  • Is there a simple, repeatable methodology within my organization that employees, at all levels, can use to create focus and drive decisions?
  • Does my team or organization have clarity on key priorities and critical variables?
  • Is there constant attention to these priorities and variables on every level?

An inside-out approach is not so much about getting immediate results as about creating a culture of high performance that gets results consistently. When you help to eliminate interference in the minds of your employees, you enable them to consistently apply knowledge, increase faith, fire and focus, and work together creatively and synergistically to accomplish shared goals.

The bottom line: Your employees already have the potential to be high performers. Companies that pursue an inside-out approach reduce the interference that blocks faith, fire and focus and build an environment where people genuinely believe in the organization's viability, competency and purpose. People are enthused about and engaged in their work. They know what to pay attention to and stay focused on key objectives, and they can fully execute on the knowledge they already have. An inside-out approach is a powerful and sustainable basis for improving performance and staying ahead of the curve.

Alan Fine is the founder of InsideOut Development and author of You Already Know How to Be Great: A Simple Way to Remove Interference and Unlock Your Greatest Potential.



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Commentary 2

A leadership story….. by Shirley MacBeath, FAB Board Member

I like stories.  I find them to be a powerful learning tool.  I don’t profess to be a great story teller, but I do have what I think is a great leadership story to tell.

Just over a year ago I met an amazing woman named Sharon who had a dream.  As with all dreams, it began with a thought, a yearning for change and the desire to create a new reality.  

Sharon’s childhood had not been an easy one.  She and her four siblings were raised in a low income area of Toronto, living with parents who were troubled by addictions.    By 16, Sharon was raising a daughter of her own.  Sharon knew she wanted more for herself and her daughter.

Sharon found her catalyst for change in running.  Every time she ran faster and/or further her confidence grew and so did her achievements.  Today Sharon is an accomplished management professional who continues to reach new heights athletically and professionally.

In 2009, Sharon founded Fit Active Beautiful Foundation (FAB) whose mission is to "Inspire young girls to become strong women” through the FAB Girls 5 KM Challenge.   Participants take part in a 12 week running program that encourages self confidence, the importance of goal setting and the value of community.

Now that you know a little about Sharon, let me tell you why I think she is a great leader.  Sharon developed a powerful VISION that she shared with interested community leaders, potential board members and possible funders.  Sharon’s goal…. to have 350 girls taking part in the program at multiple locations within 3 years.  She developed a PLAN that clearly articulated the actions required to achieve the goal. Sharon built a TEAM that incorporated the skills/talents she felt were essential to successful EXECUTION of the plan. RESOURCES, both financial and human were secured.  NETWORKS within the community that she chose to serve were established.  The elements for success were in place.

This April 100 girls in four locations in the Hamilton area will take part in the program.  Sixteen volunteer coaches will be trained to run the program. One hundred pairs of new running shoes, 100 water bottles, race registration funds, and 1200 healthy snacks will be provided at no cost to the girls. 

Sharon’s story is a wonderful example of what is possible when you have a dream, the desire for change and the determination to make it a reality.


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Section 3 - On The Horizon

How has Discount Purchasing Changed Your Purchase Behaviour

. . . by Jeff Haltrecht

Jeff Haltrecht is a principal Leadership Coach at the Polaris Learning Academy and the Facilitator of the Polaris Alumni; he is a regular contributor to Polaris Digest

Admit it.  You or someone you know is addicted to coupons: the highly sought after ‘$1 off your favourite product at the grocery store’ coupon.  Collect them by flyer, in your mail, or in-store and you could add up savings of $20 per shopping trip.

The shift in purchase behaviour with these coupons is small – roughly 1% to 3% of all coupons issued actually get redeemed.  Still, they are effective in getting you to buy one brand over another when you are in the market for that product.

Coupons themselves have been around a long time, at least as far back as when I was a child and I’m sure well before that.  As a product, once invented, the coupon changed very little.

Then two forces collided!

I recall getting my first business laptop back in 1995 while a product manager working on the Valvoline oil brand.  The Internet was getting going and a supplier of advertising services said he was going to ‘email’ me our artwork.  ‘You’re going to what?’ I asked.

The Internet – the first force – has been, and will continue to be, one of the most prolific change agents for business (and personal life, too!) of modern time.  Entire industries are being rewritten because the bricks and mortar business did not understand how a digital company could be a direct competitor.

  • Amazon is a leading book retailer, while Border’s files for bankruptcy
  • Google has over $30 billion in cash, while Yellow Pages is trying to find a new identity
  • iTunes and Netflix are soaring in popularity, while HMV starts selling cell phones and Block Buster restructures

Then came the recession of which we are still slowly climbing out of.  This second force made consumers step back from their spending spree, preferring frugality vs. indulgence.  This shift particularly occurred in the middle class level, where they chose price over quality, or a discount on the same level of quality.

This behaviour change has been the fuel behind a brand new business model for coupon companies.  Have you heard of Groupon, Living Social, or WagJag?  If you have, congratulations – you are a part of the latest on-line craze.

Want a shock?  Groupon turned down a $6 billion purchase offer from Google because they think they’ll be worth more in a couple of year’s time.  And Groupon did not exist before the recession.

The impact of the recession, coupled with a young internet entrepreneur’s vision of electronically pushing coupons to you on a daily basis, is changing consumer’s purchase behaviour unlike any coupon ever before.  How?  By getting people to buy items they were not even considering buying with discounts worth $50+ on a single item!

Think about that.  Traditional coupons made you switch brands when you wanted the product.  Electronic coupons pushed to your in-box with a time limit to ‘buy’ are getting people to buy products and services that they had no intention of buying when they woke up that morning.  Now that is change!

It’s not surprising, once again, that the brick and mortar coupon companies missed the opportunity.

Step back right now and think about how the Internet may change your business model.  Don’t think that having a website is being on-line – that’s like handing a business card to a prospect and expecting a million dollar order.

Are you doing business on-line?  Can your customers – existing and new ones / business to consumer or business to business – interact with your people, buy products, learn, share and participate in the experience?

There is no better time than now to start leveraging the Internet’s reach to change your customer’s purchase behaviour.

As the old saying goes:  ‘Change brings opportunity.’


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Bulletin Board

Introducing the NEW Polaris website

We are pleased to introduce the NEW Polaris website at www.polarisprogram.com.  The design communicates effectively the unique features and benefits of this highly acclaimed leadership development program.  You will find an excellent program outline along with resources, articles and discussion guides for your continuous learning at the new web site.  Be sure to take a look yourself and then refer the web site to colleagues and friends whom you believe would benefit from the Polaris learning experience.

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Your Development

Polaris Leadership Academy now accepting new participants

Now is the time to register for participation in the next Polaris program.  This is your opportunity to grow significantly as a leader and to become a key driver of your organization’s future.
  • Are you finding it difficult to engage and mobilize your people and/or peers?
  • Do your messages and points of view go unheard in the organization?
  • Do you struggle to build strong relationships?
  • Do you often feel like a voice in the wilderness?
  • Do you know deep down that you could do more?

If you answered ‘yes’ to even one of these questions, you will profit from Polaris.  Through insightful assessment, tutoring and constructive coaching, we identify, stimulate and develop positive and enduring leaders and managers, helping you to prepare for more substantial contributions, more significant roles and greater responsibilities.

Over a period of a full year we cover 9 strategies in depth through a series of interactive workouts and practicums shared with peer-level colleagues and augmented by one-on-one individual coaching.  You will gain greater self insights and awareness of personal strengths and competencies as well as learn how to leverage knowledge, skills, experience and relationships to secure enhanced results. Through this experience you become increasingly focused, self confident and resilient, contributing real value to the organization in practical, measurable ways.

A new program will be offered in the Spring of 2011.

Visit www.polarisprogram.com  or call David at 416-254-4167 or Jeff at 905-601-0311 to find out more.






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