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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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The Leadership Crucible – Part 4 . . .
Crucible - a place or situation in which concentrated forces interact
to cause or influence change or development . . .
the place where true leaders emerge! In this final article of a four-part series, we continue to explore the circumstances in which organizational leaders will find themselves tested and tried. They will have been ‘proven’ by fire!
In previous articles in this series, we’ve discussed the organizational life cycle (using the S-curve) and examined the needs of a ‘fledgling’ organization by way of providing continuity in all that is valued. We also looked at the special challenges in rearing a fledgling organization and paralleled these with raising a child. The growth patterns are also very similar in all areas – physical, emotional, intellectual and spiritual.
In this issue, we’ll consider the leadership / parental challenges as the fledgling comes of age. How can we stimulate, guide, direct and reprove so to give the best opportunities and benefits for successful emergence yet without undue interference?
Where are we at this point . . .
It has been well proven that basic character in a child is established by the time (s)he reaches six or seven years of age. The next twenty years approximately are invested in developing the essential life management or coping skills which will assist the individual to deal with all the ‘stuff’ that life presents. This is the social process generally referred to as ‘maturation’.
There’s a similar pattern in the fledgling organization. The foundation values are set relatively early and then tested or ‘proved’ over an extended period and upon the anvil of actual experience. The structuring of adaptive behaviours in both the individual and the organization is complex, sometimes sensitive and painful, but, as Nietzche said, “What doesn’t kill me strengthens me”.
All this accumulated coping experience distils into temperament, the ‘tool bag’ that is used to make sense of and manage an environment that secures and threatens, rewards and punishes, pleases and offends, reinforces and challenges – all at the same time. In organizational terms, this temperament is solidified in policies, procedures and practices, standard operating procedures and forms the essence of ‘culture’ – the fundamental ‘personality’ of the organization. The die is cast and the habits become entrenched.
The Vital Task Ahead . . .
With the organization, as with the emerging person, the external circumstances or context is rarely stable and predictable. So, it isn’t enough to have simply mastered the required coping behaviours. Continuous yet inconsistent pressures for change that pervade and encompass us demand that we continue to adjust and restructure our responses as well as the way in which we respond. ‘They’ keep moving the target and the goal line!
Flexibility and resiliency are the watch words. Now, what the individual will learn to do to deal with this uncertainty is build a series of appropriate competencies. Using basic character and socially acceptable traits, the person compiles a discrete body of knowledge, a set of relevant skills and also some useful attitudes that can be applied to sudden and perhaps unwanted changes. Organizations do the same and refer to them as ‘standard operating procedures’.
This takes deliberate effort and careful guidance for such competencies must be effective as well as sensitive and responsive. This is the final frontier for the leader.
The Essential Skills . . .
Leaders are also ‘mentors’. The good leader is focused on the master vision, the critical dream that can and will ignite the souls of others so that each and every individual within the organization creates his/her own highly personalized version of the ‘master vision’. As these individual visions emerge, the leader works with each individual to resolve the specific contributions that each will bring to the party.
The language is centered on ‘what’ contribution is needed, and what the individual must do to create that contribution. Inevitably precise competencies must be defined and realized within the individual under the gentle direction of the leader / mentor. The leader may also act as ‘coach’, helping with the acquisition of these competencies, where the language changes to ‘how’ contributions can best be made, however this role can also be played by others as managers.
The leader retains some objectivity and distance and assesses individual contributions for fit and also for balance. Fit is determined by the contiguity of the competency with the strategic intent. Balance requires the proper blend between transactional and transformative competencies, that is, between incremental and break-through change. All too often in the past three decades this balance has been ignored at tremendous cost and embarrassment.
Transactional and transformative competencies are both essential and need to be blended in ways which will respond to fluid situations – they are the hallmark of ‘tempered steel’ leadership versus that of the cast iron variety. Let’s compare them by means of short lists of samples:
| Transactional / Incremental change |
Transformative / Break-through change |
| · Analyzing & Synthesizing |
· Adapting & Coping |
| · Presenting & Persuading |
· Collaborating & Supporting |
| · Organizing & Resourcing |
· Resiliency & Recovery |
| · Creating & Conceptualizing |
· Networking & Trust-building |
| · Leading & Deciding |
· Mentoring & Coaching |
| · Focusing & Prioritizing |
· Learning & Developing |
Making it Work . . .
Clearly, we can recruit and promote individuals for particular roles with the precise balance of these competencies or skill-sets to match the needs of the organization at this point in time. We can also encourage the acquisition of stipulated competencies through mentoring, coaching, training, discussion, discipline, recognition and reinforcement. They have to be included in performance management contracts too, for ‘what gets measured, gets fixed’.
What we cannot do, if we are effective leaders, is ignore them and expect them to appear when they’re needed. The emphasis in past decades has been to glorify the ‘charismatic heroes’ (aka the ninety-day focused, growth–at-any-price wunderkind), who focused primarily on the transactional competencies and thereby left massive holes in the fabric of our organizations. This is no longer acceptable. Leadership must be balanced, resilient and above all, socially responsible.
The leader today is in the ‘hot seat’ and the eyes of all stakeholders are upon her/him. Today, more than ever before, organizations are transparent, accountable and culpable. The choice is simple – survive the crucible experience and emerge stronger and more noble, or you’re in the fire – toast! Agreed, it isn’t simple to handle such responsibility, especially when the temperatures are intense and the sparks are flying, but there are sufficient concepts and guidelines to assist us to be the very best we can be. Do we really have any other choice?
Meanwhile, where are you?
Where is your organization? Do you really know?
The journey towards success as a leader / manager begins with an honest appraisal of where you are now. Are you ready for the truth? Are you prepared to explore the challenges of deep change? Is this the time for you as an individual and for you as an organization?
We offer the Leadership Crucible – a penetrating, constructive workshop centered on proven leadership competencies – which will inspire and assist you to navigate the developmental challenges you’re facing – individually and collectively. It isn’t easy and it will cost you some, but it’s a journey we all need to take, at least once – if we intend to survive and succeed.
Let’s be clear, you do not have to do this. In fact, like parenthood, it would be safer and more comfortable not to do it. Without the experience though, nothing significant will change, including your eventual demise. The reward, should you do it, is that you will break free of ‘slow death’- and that which is of value to you will indeed go on living – forever!
If you do take the plunge, you’ll have better than a fighting chance for success in leadership and management – especially if you do it as a team. When considered against this potential outcome the price of one day of your time and a few hundred dollars may well be a sound investment.
This is a tap on your head. Should we be talking?
A Note to our Readers . . .
Previous series of articles on the topics of
- Leadership Characteristics,
- Succession Planning, and
- Managing Change
have been designed as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we'd welcome your questions, suggestions and comments. They'll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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Timely Insights . . .
Winning with People . . .
What does it take to win with people? Good relationships are the foundation for achievement. Relationships are more than the icing on the cake in life: they are the cake! They are the very substance we need to live successful and fulfilling lives.
Many people fall into the trap of taking relationships for granted, yet it is the single most important factor in how we get along in every area of life. Our people skills determine our potential success.
In his book, “Winning with People”, John C. Maxwell, renowned leadership expert and author, describes how anyone can improve relating skills. He offers twenty-five ‘People Principles’ that anyone can master for use anywhere. He demonstrates how relationships can be created and strengthened for success at work or elsewhere.
There’s no one of us who is perfect yet – although I know you’re working on it. This book will definitely help – try it and see. I understand it is mailed in a plain brown wrapper!
http://www.amazon.com/gp/product
Effective Interviewing . . .
Interviews are used by most organizations as part of the selection process and for many this is the key challenge that candidates need to surmount. Interviews can be a ritual or game where all the candidate has to do is ‘perform’ well enough to make a favorable impression in order to pass. Fortunately for most candidates, the majority of interviewers are not sufficiently skilled to ‘win’ the game. Rarely, too, are interviews used as an integrated part of a comprehensive selection process where ‘truth’ becomes apparent.
Here are seven simple suggestions that deserve a moment of consideration – if you wish to improve your ‘selection batting average’, that is!
- First identify the characteristics and competencies for successful performance
- Set specific objectives for each phase of the process as well as overall
- Adopt a disciplined process for collecting and evaluating related information
- Use a structured format, based on key requirements, for all candidates
- Defer evaluation and comparative ratings until all information is available
- Use several different methods for cross-checking information (objective testing, work samples, references, multiple/group interviews, social exposures, etc.)
- Keep scoreboards for each interviewer clearly indicating successes and failures.
When you consider that every failure will cost the organization from two to five times the annualized compensation for the position, this is well-worth an effort.
If you’d like some constructive and very practical assistance, try “Selecting the Best” http://www.ebooks4business.ca/selecting_the_best/
Worth thinking about . . .
"The phrase "we (I) (you) simply must..." designates something that need not be done. "That goes without saying" is a red warning. "Of course" means you had best check it yourself. These small-change clichés and others like them, when read correctly, are reliable channel markers." -- Robert Heinlein
"Men are anxious to improve their circumstances, but are unwilling to improve themselves; they therefore remain bound." -- James Allen
"Whatever course you decide upon, there is always someone to tell you that you are wrong. There are always difficulties arising which tempt you to believe that your critics are right. To map out a course of action and follow it to an end requires...courage."
-- Ralph Waldo Emerson, Poet and Essayist
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Transitioning and Growth . . .
by William Bridges - originally published in Link & Learn, November 2005
"Everybody wants to be somebody; nobody wants to grow." Goethe
After some difficult change, people often say, "I learned a lot from that experience." It may be hard to put that learning into words, but most people find that the process of going through transition leads to growth and development. As Goethe says, however, the path of growth is not necessarily easy or comfortable.
Transition leads to growth in two different ways. The first is that in letting go of the person you thought you were, you see that some of what you thought was essential to being "you" really isn't. You discover that you are still "you" without those things, and that can be a big discovery.
The second connection between transition and growth is just as important. In the neutral zone that follows the ending, people in transition try new ways of being and doing-try on a whole new identity, in some cases-and find that the fit is good. So they give up some things and find others, and in the process their view of themselves and of the world develops. They "grow."
That's the good news. The more sobering news is that the experience of being in transition can be very confusing and discouraging. It isn't like other forms of learning, where you look for something and then find it. It is more like having the reality-rug pulled out from under you and falling flat-and then getting up and noticing that the world looks different.
That is a disturbing experience, especially when you've grown used to seeing the world the old way and when you've thought that you knew who you were. But when transition comes along, it changes all that. The ending (phase one of transition) destroys the world as you've known it, and the neutral zone (phase two) leaves you in a strange state of no-longer-this-but-not-yet-that, that feels like some parallel universe where nothing works in familiar ways. (No wonder Goethe says that people don't want to grow!)
The fact is that transition has always been a profound source of personal development, but it has only been in the past several hundred years-and, until recently, only in the western world-that people were left to get through transition on their own. Elsewhere and in other times, there was training to prepare people for the experience and rituals to help them through it.
We aren't likely to be able to recreate such rituals on any but a purely individual scale, but it is useful all the same to understand what bygone peoples received in the way of clarification and support. That understanding can help you to view the difficult times in your life in a very useful way: as un-ritualized points of passage in your developmental path. These would have been places where, in another time and place, there would have been a ritual to help you. But that ritual didn't make something materialize out of thin air. It simply amplified the natural transition process that was going on.
Whether these were coming-of-age rituals, marriages, funerals, or rituals to mark people's passage from the old year to the new year, they started by removing people from their old settings and destroying their old identities. The change of scene was meant to remove the external signal and support systems that kept people in their familiar roles and relationships. The dis-identification was done by radically changing the people's appearance: their hair was cut off, their faces were painted a single flat color, and their individualized clothing was replaced by some radically simple garb or by nakedness.
Then there was some ordeal, often a painful one. In its simplest aspect, this was a symbolic death-the death of the people-that-they-had-been. The old "person" had to die before the new "person" could be born, for this was fundamentally a death-and-rebirth experience.
In many ways, modern lives are very different, but we too come to points where we lose the roles or relationships within which we have known ourselves. And while no transition-master changes our visual identity, we certainly come to the place where (as people often say) "I hardly recognize myself any more." In other words, modern life gives us the experiential equivalent of the old rites of passage.
As our experiences naturally recapitulate the first (or ending phase) of transition, so they do in the second (or "neutral zone") phase. In the old rituals, people were taken out into some wilderness area-a deep forest, a snowfield, a mountain top, a stretch of desert-where they could experience themselves and the world outside the reach of the signal systems that they ordinarily lived with. Out there (and also outside the structure of social time), they were exposed to the visions and voices that the everyday world filters out. This was the experience that the Native Americans called the vision quest, the Australian aboriginal peoples called the walkabout, and other groups practiced as vigils and retreats of various sorts.
This time (or time-out) was sometimes the setting for instruction by tribal elders in more esoteric levels of "reality." These were understandings of the world and life that were more appropriate to their new stage of life than their old views were. Armed with the discoveries and a sense of themselves gained during this time in the wilderness, people-in-transition then returned to their tribal village as "new" and "renewed" people-with new knowledge, a new outlook on life, and a new identity.
In the past, societies prescribed these points at which people were going to need this kind of transition help. Today, such times come along unpredictably. That is, they come along whenever an old reality or a way of seeing the world has come to the end of its usefulness. But we don't recognize these times for what they are. Instead, we see them as situations in which we feel depressed and empty "for no good reason." We may experience such times as situations when an important individual has let us down and left us feeling disillusioned, or when our hitherto reliable ways of dealing with the world have broken down and left us feeling defeated and confused; or they may simply be times when things "fall apart" at home or at work, or when a health problem stops us in our tracks, or when a loved one dies.
Instead of viewing them as calls to let go of our familiar approaches to life, we see such times as occasions when things have inexplicably gone to pieces. We are likely to try to put things back the way they're "supposed to be." Seeing them as problems to be solved, we miss the message that they carry. The message: time to move on, time to die and be reborn, time for transition. Seeing them as problems to be solved, we miss the signal that a developmental opportunity is at hand.
Since Goethe's day, the drive to "be somebody" has grown much stronger. Our society is fluid, and people move into new positions and identities to an extent that would have amazed Goethe's contemporaries. At the same time, our success in solving technical problems has convinced us that everything is a technical problem waiting to be solved. The slower and more indirect path along which transition carries us is one that feels old-fashioned. But it is still the path-the only true path-of growth and renewal.
About the Author - For over two decades, William Bridges & Associates has helped organizations and individuals deal more effectively with change. A pioneer and leader in the field of transition management, William Bridges is widely recognized for his breakthrough thinking on how to help people deal productively with change.
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
Over the years I’ve benefited a great deal from coaching and I’ve recommended it to others whenever there’s been an opportunity. I did so recently when I sensed a colleague was struggling at work and his response surprised me – he asked me if I knew something he didn’t – was he ‘on the way out’? Is this unusual? Do many people believe that coaching is only for people in trouble? – Perplexed, Ottawa.
Response:
Your colleague’s reaction isn’t without foundation, unfortunately. Many managers will use a coaching intervention as a ‘last ditch stand’ before inviting individuals to pursue their careers elsewhere. It’s well-intentioned, but totally ineffective and does more damage than good. Most coaches will not accept coaching assignments of this type.
The most popular reason for introducing coaching is to achieve positive, enduring and measurable changes in behaviour. There are specific objectives, precise and highly relevant to role-related effectiveness, efficiency or relationships. If the mandate is vague and all-encompassing, coaching will probably not be successful.
In your colleague’s case, what’s important is to identify the reasons he is struggling. These reasons could be many and coaching may, or may not, be the solution. When the source of the poor performance is properly analyzed, the causes identified may be related to misunderstandings, missing information, knowledge or skill deficiencies, obstacles, inappropriate incentives, relationship issues or any combination of these and similar factors.
Coaching can be an effective solution to performance problems only when the person knows what is expected, how it could be achieved, why it is relevant and the value that could be contributed through performance. The focus of the coaching is to clarify and expand performance options, impact and consequences, so that the individual can realign his/her perspectives and ensuing behaviours. It is primarily a matter of liberating motivation and can never substitute for competency shortfalls or for poor management practices.
My guess is that your colleague would likely benefit from coaching. However, the purpose would need to be precise and crystal clear, and he may need some prior assurances regarding his longer term options assuming the issues can be resolved successfully.
Meanwhile, thank you for your support. Coaching has achieved general acceptance within most organizations today, and it has valuable contributions to make. It is not however, a panacea.
Dear Coach:
I’m an accomplished manager in a mid-sized manufacturing company with nearly thirty years of experience in production and quality assurance. I’ve been thinking that I could put my experience to better use if I were to be a coach. How do I get started?
Response:
I applaud your desire to put your time and talent to better use and coaching could certainly be a viable option for you. But why don’t you try it before you make any irreversible decisions so that you’re confident of your career choice?
In a company like yours there’ll be many opportunities to assess your knowledge, skills and, most importantly, your prowess as a coach. I suggest you begin by preparing a coaching philosophy and mandate that could be applied and evaluated in your present role.
You need to begin with yourself, with what you believe, the strategies you are confident would work for you and the types of assignments you would like to accept. Your immediate objective is to establish a track record of successes that will confirm and support a wider practice.
Offer your services to your management colleagues who may be too busy on other matters to provide coaching to their direct reports. Be very focused on each assignment, dealing in specific outcomes (goals and standards) that can be measured and appreciated by the client’s associates. Start with smaller short-term assignments for a few months and you’ll find both your competence and confidence will escalate rapidly.
There are many texts that will serve you well, including my book “Way to Coach”. You do not need to invent everything afresh but you do need to do your own thinking – there are no ‘pat’ answers. On the other hand, successful coaches do not just ‘wing’ it! There is an apprenticeship to be served if you wish to be a true craftsman, but it is experience in coaching itself that will be your best master. Good luck, and keep me posted on your progress.
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Commentary . . .
Five Enduring Ideas . . .
Every leader / manager I know is pressed for time as well as for other limited resources. Many of us too, are dedicated to continuous improvement in effectiveness and efficiency – our performance is never going to be ‘good enough’. There are even a few of us who are idealistic to the point that we just know there’s a better way and if we could only just find, describe and promote it, the world would be a far better place – our Holy Grail!
All this self-induced pressure is stimulating yet wearing. It motivates us to achieve higher levels but it often prevents us from staying in proper touch with the realities of life. We need a sanity check, reference points that will help us to stay aligned with reality.
Now, you’d think that with all those excellent minds out there, that someone would have discovered the truth by this time, wouldn’t you? Surely there have to be a few solid answers that we can use to confirm and/or establish our own thoughts and practices. I don’t know about you, but my experience is that I have extreme difficulty sorting out the facts from the fads! There are simply too many ‘revelations’, ‘break-throughs’ and ‘radical insights’ for me to assess.
Occasionally a fresh, new concept will impinge itself on the fabric of my experience and create a blinding insight – a ‘ping’ - usually because it is so simple or elegant that it shocks me. These however, are rare. What I need in my relentless pursuit of excellence is something more stable, more predictable and yet profound. I need cornerstones for my sanity – reliable concepts that can serve as reference points when things threaten to overwhelm me.
So I thought about it, researched it and finally found five basic ideas upon which I could rely. They are not fads – they’ve been around too long. They aren’t specific to circumstances, market conditions, technologically dependent or subject to the political climate. They are as close to business universals for this moment in time as I can find. May I share them with you?
1. ‘Implementation’ is the primary factor in planning. Unless you’re fully confident and competent to put the idea into practice right now, why are you investing other people’s time and effort on it? Ideas have no substantial and translatable value unless they can become shared reality. Until then keep them to yourself and work on refining them.
2. Learning is central to life. Every day must be reviewed and critically examined for lessons-to-be-learned before it is thrown on the refuse pile of history or experience. A day without a lesson-to-be-learned is a nail in your coffin. Lessons are always there, but we all need to make the effort to recover them before they have to return in other forms.
3. Principles are vital for every individual and organization. We all have them but most of us can’t explain them simply, so how can we apply them? If we are conscious of our principles just when they are challenged we’re driving through life using only the rear-view mirror. Principles have to be applied deliberately to every opinion and decision.
4. Relationships are essential to adding value. If we really want to make a difference today, to our organization, to this world, we must have a palette upon which to work – relationships. Without current, comprehensive and sustainable relationships we are striving against the void and our efforts are meaningless. People count before results.
5. Leadership is situational and universal. Abdicating the responsibility to focus the desire for change, always present in others, in order to create a new reality is a cardinal sin. We were placed on this earth to make a contribution, a difference that will benefit others, otherwise our lives are pointless. Seize the day!
These are not earth-shattering ideas; in fact they could be described as common sense. As my sainted Scottish aunt was prone to remark though, “The only trouble with common sense, laddie, is that it’s no’ verra common!”
If you’ve already worked out your own version of the ‘enduring ideas’, the basic truths through which you can regain sanity in this crazy world, then please share them with the rest of us. If you haven’t, please feel free to use mine until you have formed your own. They won’t disappoint you – and you’ll be confident that you know what it’s all about!
Think about it!
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A Point of View . . .
This section is a Guest Column.
Those with different and interesting
viewpoints are invited to state a case on a related topic.
Articles are welcome – up to 250 words, please. Let’s hear from you!
Give Me Five . . .
It was one of those moments in time we all dread. When the air is sucked right out of the room, heads go down and bodies crumble.
Yowzer!
Even worse, when one considers that 'a positive workplace' was the focus of the workshop -and effective communication the topic at hand!
How could this happen?
We'd been moving along quite nicely. Module after module. Cheerfully searching for nuggets. Writing them up at the end of each session - as suggested. As requested.
Then it happened.
Pressured by the clock and distracted by the caterers, I pushed. Leaning forward, firmly placing my hand on the work table and looking the participants in the eye... I delivered my expectations.
“Give me ‘five’”, I said. Demanded, perhaps. “We've just spent an hour on the subject. I need five 'take aways'. Five nuggets before we break.”
Well, given the tectonic shift of body, mind and spirit. The complete and utter silence that ensued, you'd have thought they'd just heard they'd been fired!
Coming up dry was not my intention, I assure you.
I know better. I know that words account for only seven percent of the communication process. Tone and body language carry the balance.
I also know that Frederickson and Losada tell us that there are three ratios critical to the performance of teams - and individuals. These being the relationship between inquiry and advocacy; the levels of positive to negative feedback; and the focus on others rather than on self.
So whatever possessed me? And, what, on occasion possesses you?
Maybe, when under pressure, we need to take five . . . . Five seconds to check ourselves - our intentions and objectives - our potential for impact. Positive impact, that is!
Well that’s my opinion.
Amanda
Amanda Levy
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| Section 3 |
- On the Horizon |
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It’s all in the Words . . .
I read a refreshing article by Dr Deborah Tannen in last weekend’s Washington Post. The topic was the ritualistic behaviours that emerge between mothers and daughters. In a related public chatroom experience the question was asked, “What about mothers and sons, fathers and sons, fathers and daughters?
This got me thinking. Is it possible that there are similar behavioural patterns between bosses and staff, colleagues, long-standing customers and suppliers? Ritualistic behaviour is a key function of organizational culture which, in turn, has a profound impact on productivity, morale, retention, contribution, innovation and success. Is it possible that the old ‘saw’ is correct – that familiarity does breed contempt?
I know that partner relationships are beset with the same problems as marital relationships. There a great deal of relatively harmonious yet dysfunctional bickering that sucks the energy out of long-standing relationships. Are we taking too much for granted?
Let’s stop this one before it becomes entrenched. Check out the rituals that can become so comfortable and familiar that we grow to resent them while failing to take corrective action.
You might want to begin with Deborah’s article – it will strike close to home, I promise you.
http://www.washingtonpost.com/
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Way to Coach - three routes up the mountain . . .
Discover the secrets of liberating the fullest potentials and competencies of your key people. There are different strategies and techniques for coaching people through the career challenges they face – as their leader and manager, be their guide!
In a one-hour web-based seminar, you will discover the ways to assist them to
- Resolve problems and performance issues
- Stimulate and sustain effective, focused growth, and
- Collaborate in high performance, spontaneous teams.
Based on the highly informative and compelling book “Way to Coach – a practical guide for those who believe in creating success through other people” author David Huggins will develop the proven strategies that lead people to their personal summits. Join us for “Way to Coach – 3 ways to the summit”
It is a practical ‘how-to’ session for leaders / managers who face the challenge of getting substantially improved performance from their people.
The sessions are facilitated by Amanda Levy and the webinar leader is author, speaker and executive coach David E C Huggins, President, Andros Consultants Limited.
There are valuable hand-outs designed to enhance your coaching processes. In addition, participants are offered the stimulating and resourceful core e-book at the special value price of just US$20.00 (including taxes). http://www.ebooks4business.ca/
This extensive and very detailed guide to effective coaching strategies and techniques contains substantial examples, detailed checklists and many other significant, original resource materials that will make the coaching process considerably more effective and efficient in your hands.
Contact us today for registration details.
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Opportunities & Challenges . . .
What is Peak Performance . . .
Dr Tom Heuerman is a strategic coach of considerable competence and merit. I’ve followed his periodic newsletters for several years and I’m always favorably impressed. This is an extract of one recent newsletter that is most relevant in our search for leadership and managerial excellence. You will find the original at https://www.amorenaturalway.com
Marcus Buckingham, in his book “The One Thing You Need to Know”, wrote:
“Peak performance means making the greatest possible impact over the longest period of time”.
Perhaps Lance Armstrong, cancer survivor and seven time Tour de France winner, is the greatest living example of a peak performer in the public eye.
There is only one Lance Armstrong, but then there’s only one of each of us too. Every one of us can choose to be the best we can be whatever our station in life, or our age. My dad was a peak performer right up to his death at the age of ninety. Peak performance is not about riches or celebrity – it’s about living authentically and using all you have to make this a better world.
Last week a man contacted me. He said, “I went into business for myself a few years ago. I’m doing okay, but not as well as I feel I should be doing. How can I become a higher level performer?”
I call the coaching I do, Life Strategies. Let’s pretend that you are that prospective life strategies client. I’ll go over with you, in a general way, the kinds of things that we would talk about. Of course it won’t be too specific but it will give you an idea of what peak performers think about along the way to personal excellence.
The things I will cover are not rocket science, but they are difficult. All of the things I will mention are research based. And, not surprisingly, the things that make us peak performers also work to help us cope and thrive in a time of chaos and crisis.
If you were a life-strategies client of mine, I would ask you to think about who you are for Peak performance comes from within.
What is your Purpose in life? - why do you exist? We each have a purpose for our existence, a fundamental reason for living.
What are your 4-6 core values? Our values are those principles that guide our decisions and our actions. Peak performance is about feeling energized and alive and most people cannot feel those emotions when they are dishonest and feel guilt, shame, and self-hatred.
What is your vision for your life? - Vision is simply a picture of the future you want to create. Vision, values, and purpose together give us courage, direction, and meaning. Without knowing why we are here, what we believe in, and what we want for our lives, we cannot be a peak performer.
I’d ask you to find your passion - We are passionate when we are doing things we love to do; when we feel most alive; when time flies; and when we learn easily
Once you identify your talents, you then figure out how to use them a greater percentage of your time.
I’d ask you to pay attention to what you do - Buckingham found that highly effective people constantly ask: “What am I doing that I need to stop doing? Peak performers listen to themselves and are honest with themselves and spend more and more time doing what they love to do.
I’d ask you to be a learner - In this world we must continually upgrade our skills to stay current and to move ahead in our development. Continuous learning keeps our brains flexible and in shape, and fit and flexible brains make change easier for us. Most important, brain exercise fights senility.
Once you have clarity around your vision, values, and purpose and once you know what you are passionate about, and are beginning to eliminate non-essential activities from your life, and are actively engaged in learning, I would ask you to do some more things:
Write a plan to develop your skills and knowledge around your talents. Set big mental, physical, emotional, and spiritual goals for yourself. Be clear, concise, concrete, and specific and make your goals about 70% achievable. Move toward your goals in small steps and celebrate successes.
Take 15 minutes a day to think. We move way too fast. We think way too little. We need to take time to catch up with ourselves. Try taking 15 minutes a day of solitude to think about anything you want to think about.
Plan, do, reflect, and adapt. Build this simple mental model into everything you do. Peak performers adapt continually, learn from mistakes, and move forward toward their vision continually. Peak performers learn and adjust as they proceed. They are flexible.
Nurture your team of supporters. You are the captain of your team. Seek out information and advice from others. Hang out with smart people, ethical people, and people you can learn from.
You must manage your energy. We develop our physical, emotional, intellectual and spiritual capabilities by expending energy and then taking time to renew our energy. Of course we have more energy when we use our talents and do what we love.
Change is difficult. Let’s be honest: change is difficult. Fast Company magazine published research that showed that 90% of open heart surgery patients cannot change their habits to sustain a healthy lifestyle.
For what it’s worth: in my experience for sustainable change the core identity elements of vision, values, and purpose are essential—then a support system and then you need grit—drive, determination, and stick-to-it-ness along with a willingness to suffer to learn new habits and make your vision real.
Peak performance is a process - not an event. It is spiritual - not material and it’s a journey - not a destination. We make hundreds of choices each day. Make the choice to learn and grow always. Make the courageous and responsible choices. Go toward what attracts you in life and toward what makes you feel most alive. Resist the fear choices. We will then be better people, fit to live on this planet. And then, like Lance Armstrong, you too can be a peak performer and enjoy more and more peak experiences - the best moments of being alive. TH
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A Challenge
Strengths in Action . . .
We are all different, each one bringing a unique combination of strengths and competencies to bear on issues. It is through these differences that we make our best contributions, but first we need to ‘know ourselves’ - as we truly are, and also as others see us. Clearly, there’s a compelling case for sensitive and considered collaboration.
We can build on our strengths, but you’ll need to inventory them first. The best way to do this is to complete the free VIA Strengths profile at www.authentichappiness.org. This will provide you with a list of your preferred strengths - as you perceive them.
Then you can obtain information from other people to create a more extensive impression of yourself. You’ll learn how others see you when you are at your very best, and from this feedback, from a variety of significant persons in your life, you will learn some substantial things about yourself.
The goals of this initiative are four:
- To generate awareness of how others see you when you are at your best (i.e. drawing upon your innate strengths and so adding value to your ‘worlds’);
- To enhance your understanding of the kinds of work situations that bring out the very best in you;
- To provide a basis for increased personal resiliency for meeting challenges in the future; and
- To expand and enhance your personal growth and development based on this awareness.
The Broad Strategy:
We’ll divide the exercise into four separate phases;
- Selection – where we identify the people who know us reasonably well and who can be approached to provide useful feedback
- Engagement – where we outline the process to selected persons and invite them to share their opinions in ways that will assist us
- Assignment – in which we send a template and samples to selected persons to guide them with their contributions to our analysis, and
- Self Assessment – wherein we collate and summarize the information received in a constructive and self affirming statement which will promote our development.
If this intrigues you and you’d like to gain this tremendous advantage for yourself. Please info@polarisprogram.com and we’ll send you detailed instructions and guidelines to assist you. You’ll be so glad you did!
Need some help with ongoing self development?
We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we improve their resiliency.
We are Polaris - the finest self-navigation program for emerging leaders / managers. You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime.
Could Polaris be the right program for you? We'd welcome the opportunity to demonstrate this powerful program and our ability to contribute to the strengthening of your management team.
Please contact us for details.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
http://www.reachoutdirectory.com
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Polaris Participants
Review Sessions . . .
Polaris members are invited to visit http://www.polarisprogram.com/members.php to
review the modules
for Work Out 4:
- Personal Organization – Vision , Mission and Values
- Influencing Others – Group Dynamics
- Focusing Principles – Management Beliefs & Strategies
for Work Out 12:
- Implementation – Reinforcement and Learning II
- Building Relationships – Mentoring & Coaching
- Beyond Self - Positive Organizational Culture
Preparatory assignments . . .
Work Out 5(February 7th) is available on the web site and may be accessed now. An e-mail reminder has been sent to all participants. Our topics will be:
- Personal Organization – Focusing Resources
- Influencing Others – Communicating with Intent
- Focusing Principles – Consistency & Commitment
Please set time aside for your preparatory work, and call your coach with any questions and comments.
Use your RED time well!
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
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Realizing tomorrow's potential - today!
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With close to thirty years of experience in identifying and resolving
professional and business issues, we've developed a wealth
of expertise that could benefit you. An exploratory consultation
carries no obligation. Let's talk! Contact us at info@andros.org
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Contact us to learn more.
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