January 2008
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - Leadership Opportunities . . .   - Timely Insights Section 2 - Talk Back   - Dear Coach   - Commentary   - A Point of View Section 3 - On the Horizon   - The Positive Workplace   - Opportunities and Challenges   - Reach Out Section 4 - Secure Site
Section 1	- Topical Topics
	Leadership Opportunities . . . Over past issues we’ve critically examined the roles, the credentials and the strategies that are peculiar to the leadership role. Now it’s time to explore some of the opportunities that people in leadership roles possess that could make profound differences in the lives of those they lead. We’re continuing with our comparisons and contrasts on how leadership perspectives can add unique and substantial value to some ordinary and familiar undertakings. It’s time, I think, to take a close look at how we make those vital people decisions that can have such critical impact on everyone’s future . . . A sad but true tale . . . It all began, as I recall, about ten months ago. I had a long standing relationship with this particular client and we’d established a good measure of mutual confidence and comfort over a number of years. On the day in question I turned up for a regular management meeting, and ready for some meaningful dialogue on strategic planning and succession planning issues – my assigned areas for contribution. While I was waiting for the meeting to begin I dropped by the CEO’s office to confirm a few minor details that I’d be referencing in my presentations. As I arrived he was emerging from his office having completed a meeting with a person I didn’t know. There was a brief second or two of discomfort as we all met face-to-face and Geoff, the president made the decision that introductions were required yet wasn’t quite sure how to handle the moment. “Er, David, I’d like you to meet Henry, Henry Miller.” I smiled and reached out for Henry’s proffered hand as I tried to position him and his relationship with the organization. “Henry has just joined us – as Vice President Sales & Marketing,” the president explained. Both must have noticed that my jaw dropped; I was taken completely by surprise. The question was clearly coming up so the president elected to anticipate and deal with it under his control. “I meant to call you last week”, Geoff explained. “Frank (the previous incumbent) and I came to a decision and decided to part company about ten days ago. But we’ve been extraordinarily lucky with Henry coming on the market right now in our hour of need. We decided not to waste any time since it’s such an obvious good fit. We’ve just reached an agreement and Henry will be joining us in our meeting today and he’ll be here to start work tomorrow”. I must have expressed my astonishment in non-verbal ways – the rush was on. Without time for any further response we were all quickly ushered into the meeting with undertakings that we’d sort out the details later. My discomfort had arisen from the point that Geoff had rarely if ever made such a key decision so spontaneously. In the history of this organization senior appointments were protracted events, with extensive investigation, participation, discussion, confirmation and all the attendant reviews. This appointment was without precedent. It was all explained later. Geoff and the previous VP Sales & Marketing, Frank, had often disagreed about implementation strategies and I’d sometimes assisted them to find consensus. In one particular disagreement two weeks previously, Frank had delivered an ultimatum and it had back-fired, all within a fifteen minute meeting. I’m sure that the sudden escalation and fractionation had shocked both parties. Neither of the two men had taken the time to think through the consequences; however the die had been cast - irretrievably. Faced with an unexpected challenge and key vacancy in his executive ranks, Geoff had been vulnerable. Henry had been working in a similar capacity within the industry and had recently found himself without gainful employment through no fault of his own. It was fortuitous indeed, and as Geoff, the president, explained, a very happy coincidence. There seemed to be no reason to hesitate over such an obvious decision to get together. Subsequently, and I expect partly to appease my professional concerns, Geoff asked me to put Henry through a full profiling assessment to support the decision he’d already made. Certainly there was evidence that agreed with the decision and, if viewed from the perspective of role related knowledge, skills and experience alone, Henry was an excellent fit for the position. On the other side though, when considered from the point of personal fit – motivation, values, relationships, temperament, beliefs, frameworks and focus, there were some very significant gaps. Let me shorten the story a little. Many of these personal fit differences became evident within days and weeks of Henry’s appointment. Many of us tried to support and reinforce the decision by reconciling these differences but they were just too wide. Within six months Geoff made the decision that it was simply not a good fit and a separation was the only solution. It was an expensive mistake for all concerned – and totally avoidable. The lessons learned . . . There are several.  Let’s just review some of them in a brief overview: Replacing a crucial position requires careful planning and implementation When the focus is upon people, spontaneous decisions rarely work well. Value added contribution demands both cognitive and personal strengths Personal strengths are more impactful overall than cognitive competencies Major decisions are the aggregate of many small incremental decisions Key person selection warrants multiple, diverse inputs, and Colleagues will best support the decisions that they’ve helped to make Objective (non-vested) inputs are invaluable for senior / key appointments If it seems too good to be true, it likely is, and finally Be careful of what you want, lest you get it! While many will assert that this is all common sense and that good leaders do not make the kind of mistake that Geoff made in this instance, my experience has been that, from time-to-time, many if not most leaders are very vulnerable to egotistical temptations. When we, as leaders, have amassed a solid track record of successes behind us, it’s all too easy to believe in our own infallibility. It is unfortunate that Geoff will likely not be remembered for the many sound decisions he’s engineered throughout his tenure; he will always be associated with the “Henry Miller fiasco”. The role of the leader . . . A leader is one who focuses the desire for change that exists in others and who then facilitates a sustainable new reality. The proper role of a leader then, is not to make great decisions but rather to make sure that great decisions are made. Business, like many other aspects of life, is far too complex to be led and managed by a single individual, no matter how competent. In any significant change process there are four distinct stages – develop a vision; sell that vision on to others (so they can create a personal vision of their own); get people ‘on-side’, wanting to work alongside and for the same outcomes; and finally, to put the score on the board (so that all can see the progress that’s being made). The leader’s responsibility is to orchestrate and conduct the efforts of others so that this transition is seamlessly, flawlessly and efficiently executed. Geoff’s original sin was that he wanted to be too close to the action in sales and marketing and this led to conflict with Frank, his previous VP. When this conflict became a crisis, he would have profited by a careful review of what he needed from the position before rushing forward. He didn’t do this, only to discover that he was to experience significantly greater differences with Henry than he’d ever had with Frank. Matching, in key individuals, both cognitive skills and personal strengths to the strategic intentions of the organization is an essential consideration. Even if Geoff’s gut feel for Henry’s personal fit had been accurate – which it clearly wasn’t – he would risk a great deal in relying on his own subjective impressions alone. He needed the broader input and support that other colleagues would own and act upon, if only to test the validity of his own judgment. This is the focusing process and it works like building a tapestry or mosaic where the big picture can best be viewed by viewing the overall and combined effect from a reasonable distance. If one is too close, the picture is distorted even though the colors and textures may be brilliant. It all requires certain disciplines, including the ability to defer gratification, to place reliance on the perceptions of others, to be diligent and patient in the face of complexities and to seek an optimal level of consensus with critical appointments. The bottom line . . . Geoff learned his lessons well in this situation. He sought personal insights on why he’d acted so impetuously, used the experience to identify and coalesce opinions and expectations centering on this position, carefully built a procedure for crucial hires and appointments where those affected were able to participate fully, and he also implemented a coaching program in this area to assist his own future performance. The incident was definitely a lesson for the organization too. There was a noticeable negative reaction from some important customers, both to Frank’s sudden departure and to Henry’s appointment; internal cohesion was adversely affected with a distinct polarization of opinions among supporting staff members; the public image of the organization suffered in several ways and there was a discernable measure of anxiety among Frank’s / Henry’s peer group. It was an expensive lesson! On top of this, Henry has suffered through little fault of his own, in that he now has a career failure on his resume which would not be easily explained. Given broader and better information and perspectives ahead of the hiring decision he may well have declined the opportunity. It’s so very hard to say “No” when there’s a euphoric courtship underway. As leaders, we need to learn and learn well, from every experience. Where the stakes are high – as they undoubtedly were in this event – a rehearsal or ‘dry run’ is strongly recommended. It is better to take the time and to expose any possible dissent ahead of the decision whenever possible. The leader’s impact in such cases is a crucial issue. The responsibility to create a harmonious and pleasing symphony is not that of the musicians – they simply contribute.  The onus and the glory belong to the conductor. I'd welcome your questions, comments and suggestions. We can all learn through dialogue and your experiences will undoubtedly gain more value when shared. Please contact me at david@andros.org. A Note to our Readers . . . Previous series of articles on the topics of Tomorrow’s Leaders – a model for SME organizations The Leadership Crucible – the ‘making’ of leaders Leadership Characteristics – a comprehensive catalogue of leader qualities Succession Planning – the strategic argument, principles and strategies, and Managing Change – every person’s guide to painless processes have been summarized 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 . . . Resilience: the new competitive advantage . . . Planning for the unexpected is tricky. A good disaster plan is essential, but what to do about the slower, subtler trends that will make your hitherto successful business model unworkable? The short answer is that you can't anticipate every change. However, any company can adapt, evolve and even thrive when the ground shifts beneath it if it has resilience: the ability to absorb and then capitalize on unexpected events and adverse conditions. Here's how Frank Wilson, CEO of Toronto-based staff augmentation firm The Employment Solution, ensured his company would make it through, and even thrive during tough times — and how you can do the same. Canadian Business Online – click here for the full article.  Crafting a message that sticks: Chip Heath . . . Leaders must communicate increasingly complex messages to increasingly fragmented audiences that include not only investors and employees but also broader social groups. Designing and communicating messages that such disparate audiences can understand—and act on—has never been more important. Chip Heath, a professor at the Stanford Graduate School of Business who has long investigated why some communications succeed while others fail, explains how executives can make their ideas “stick” with multifaceted audiences. Read about an interview with Chip in the McKinsey Quarterly.   Honesty really is the best policy . . . Many people figure a commitment to telling the truth isn't a wise strategy in the business world. Yet in “The Power of Nice: How to Conquer the Business World With Kindness”, Linda Kaplan Thaler and Robin Koval contend that honesty isn't just a virtue but an effective way to get ahead. They argue that employees are more willing to follow a leader who tells the truth — and who doesn't waste time managing her lies instead of building her firm. And they suggest ways to weave truth telling into your company culture. There’s more on this vital issue in the Canadian Business Online article.
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Section 2	- Talk Back
	Coach's Corner . . . A selection from frequently–asked questions Dear Coach, I’ve always thought of myself as being a reasonable person and quite easy regarding relationships, so I was floored recently when a colleague asked me, over the lunch table, why so many people in the organization found it so hard to get my cooperation - to get along with me! I’ve never had a complaint like this and it hasn’t ever come up in my performance evaluations. Once I’d gotten over the shock I asked this colleague for details – there were none, just vague insinuations and his ‘impressions’. He claimed he was just trying to help me and said that he resented my searching questions. What’s happening here? Response: Perhaps there are several issues here, and not all of them are kosher. Either your colleague has a sincere desire to help you or he’s playing politics. One immediate test of his intentions is to determine whether he’s offering feed-back or feed-forward – the latter concept created by Executive Coach Marshall Goldsmith. In the former case, feed-back, the content, tone and style will indicate that he’s talking mainly to get stuff off his chest, to download information that is perhaps a burden for him to carry, in the hope that you’ll pick it up and do something with it. He won’t care particularly what you do as long as it doesn’t make his situation less comfortable. His comments and suggestions may be directed at your competencies, and also at your personal character traits or values. Typical comments could include, “You’re trying so hard to impress everyone with your knowledge of your field that you’re coming across as being rigid and opinionated”, or “You’re too demanding and intense, and most people are really uncomfortable with that”. With feed-forward the intention is quite different. Your colleague’s agenda is your performance and particularly the future success of your contributions and relationships. The clear thrust is to guide you to constructive changes that would improve work quality, quantity, timeliness or cost effectiveness. The focus is on your strategies and behaviors - not on your competence, character traits or values. Here the language changes to expressions like, “May I suggest a useful technique that uses questions as a way to get information from others?” and “Your passion and authority may be better received if you were to use questions and even a little humour when interacting with others”. Should you be in doubt about the true intention you could indicate that you’d like to sample some other sources. Ask for input in formulating suitable questions that would direct attention to the central issues. If your colleague is sincere such assistance will be forthcoming (as long as there’s no exposure for him). In return for his help, you might undertake to share the findings of your sampling with him when available. When you are putting the questions to others, place the emphasis on specific behaviors, not on personal characteristics. Ask, “When you approach me for a service, what do you notice about my response? Does it help or get in the way? This is likely to be more productive than, “When you approach me for a service, do I tend to intimidate you or perhaps play ‘hard to get’? Use a 360 approach – at least one or two persons who are senior to you, three to five who are at your peer level and a similar number who hold subordinate responsibilities. This way you’ll be able to determine whether you have different strategies and behaviors for each of these groups. The assumption for the suggestions above is that you agree that there could be some merit in the accusation. If you are convinced, or if it becomes quickly obvious, that there is no substance to your colleague’s remarks, you have a different issue on your hands. What could be the real message that he’s attempting to send you? For this we can use the strategy of ‘expectations versus experience’. Your first task is to help your colleague to define his expectations that relate to your responsiveness. He might be expecting preferred service, special attention, redressed balance through reciprocal standards (he feels he’s giving more than he’s getting), or a profound misunderstanding of the services you provide relative to his real or perceived needs. Once the expectations have been thoroughly defined in terms of scope, quality, timeliness and costs, you can then address his actual service experiences using specific incidences. This will describe any gaps in concrete terms. Now there’s room for useful dialogue to define mutually satisfactory solutions that will bridge the gaps. The immensely important but neglected skill of dialoguing is well-worth the few hours of practice that’s required for reasonable mastery. If you’d like a two-page summary on dialogue strategy and guidelines I’d be delighted to pass it on to you – just ask. There’s an opportunity for leadership in this situation, especially if you believe, as I do, that leadership development is primarily personal development. At worst, you can neutralise a budding political manoeuvre and at best you can use it to advance significantly in your own personal leadership capabilities. I hope this is helpful.
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	Commentary . . . Using Talent Wisely . . . Everyone today is properly concerned with attaining optimal levels of performance and contribution from their people. The traditional approach to enhancing productivity and engagement is that of replacing struggling and poor performers with better ones. The principle is right but the implementation is wide open to abuse, and the question is whether it can be done with integrity and in productive ways. Jack Welch at GE used one well-known method, that of forced stack ranking and purging, which translated to discarding the two or three bottom-ranked performers on a regular basis. The difficulties with this are clear – after the initial one or two passes, there’s a strong possibility that you’ll be cutting into the meat, not just the fat. There has to be a better way! Research and experience has shown that an understanding of employee talents at the point of hiring or assignment is a far superior strategy. Talent is defined as those natural combinations of cognitive competencies (knowledge, skills and experience) and personal strengths (values, beliefs and perspectives) that are latent within every person. Some basic traits do not change much over time – they are close to being ‘hard-wired’. These create boundaries or limits within which we are compelled to work. They’ve been acquired over a lifetime and are so deeply entrenched that change is not a practical option. These are mainly contained in the arena of our personal strengths. Here a significant majority of individuals aren’t even aware of their own strengths – they are so infrequently measured. Expecting to change a person in the area of personal strengths is loaded with challenges and is often not worth the effort required. So, if there is a personal strength condition, unacceptable to the organization, which can be recognized at the time of hiring or appointment, do not expect to make significant inroads. It’s true that one could be strongly tempted to hope for such personal change if faced with substantial cognitive competencies, but resist it! What can be changed, with considerably less effort and higher prospects of success, are the cognitive competencies – the knowledge, skill sets and experience/exposures of the individual. Certainly effort, time and monetary investments are demanded but it has been clearly demonstrated that those who exert particular effort will perform better than those who are not required to extend themselves. The reality is that it’s the combination of personal strengths and cognitive competencies that produces contribution. It has also been shown that personal strengths are the more powerful influencer of the two on performance quality. Strengths are frequently used to offset an absence or shortfall in cognitive abilities. When obliged to add value in an area where there is no appreciable knowledge, skill or experience to rely upon, people often use their inherent talents (personal strengths) to develop winning strategies. One could argue that personal strengths are difficult to measure with any accuracy. My experience is that a combination of self inventorying profiles (DTI, VIA and Gallup profiles) and peer group observations are sufficiently accurate in the vast majority of cases. There’re no certainties in most areas of life but still we must commit and move forward. When one considers that the impact of leadership, management, organizational culture, available resources, regulatory factors, technology and a host of other external variables will affect performance in significant ways, the only reasonable recourse is to play to the internal guidelines used by the individual. No external influence can exert as much control. It seems then that while knowledge, skills and experience can assist with how the job may get done – effectiveness and efficiency – it’s the internal drivers that really determine whether or not a task will be attempted and carried through to successful completion. Hire for ‘head’ and you’ll fire for ‘heart; so hire for heart and the head will follow! There’s a most useful text, “Human Sigma – managing the Employee-Customer Encounter” by John H. Fleming and Jim Asplund (Gallup Press) which is well worth reading if you’d like to reflect more on this challenge. 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 most welcome. Beware the man . . . My sainted Scottish aunt used to tell me that the important lessons of life will continually present themselves until they’re well and truly learned. This has certainly proven to be true in my personal experience. I’ve been thinking recently about the way that the lessons of history appear to cycle over time. There are many ‘wisdoms’ that have surfaced in the past only to become submerged again as time passes and then to reappear at a future time in much the same form. I wonder though about those which cycle more slowly, perhaps because they’re bigger, more profound ideas, and therefore do not surface more than once in a lifetime? Reading about life in a historical context sometimes reveals issues which were very relevant in times past and which could be as important, albeit forgotten, in today’s world. Specifically, I ran across a quotation from two hundred years ago which struck me as entirely relevant to life today – “Beware the man who has no god” I was ready to dismiss this as one of the frequent appeals of the church to corral the faithful. Then I realized it had much broader impact. If any person’s highest authority is him/her self, then there’s no appeal other than expediency! This is what led us into the devastation of Enron, World.com, and a host of other undesirable situations. Those in power had no recourse to a higher morality than the needs of the immediate moment. How could they safely assess the true consequences of their actions? True, the law will protect us, retroactively! The only pro-active protection we have in these and even more significant threats is the hope that individuals will respond to a greater wisdom than they inherently possess – or at least make the effort to do so. Let’s hope that every one of us who have authority or influence over others professes a higher authority – a god. Well, that’s my opinion anyway! David
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Section 3	- On the Horizon
	The Positive Workplace The business of business... is all about us -  and our relationships. I’ve just finished saying about The Positive Workplace, that ‘if it is going to be, it’s gotta be me – the real me’.  That I need an opportunity to make a positive difference; to use my personal strengths and talents in doing so;  and to be respected and valued for my differences and the value they might add to organizational processes, products, services and client satisfaction.  I’ve also implied that since everything starts within the individual, self-awareness is paramount to personal success.  I need to know and understand myself before I can ever hope to understand others.  Why?  Because to quote John Donne, “no man is an island”. Which one of us has ever managed to create success for ourselves without others?  And how many of us know the joy, the thrill of creating success with and through others? It has always been my contention that the real ‘business of business’ is relationships, because without them we achieve little.  But it is only recently that I have come to appreciate that it is trusting relationships which are at the heart of profit making and sustainability – especially in a knowledge-based, global economy. Trust!  It means so many different things.  Unfortunately most of us can more readily define distrust, mistrust, or any other euphemism for ‘the lack thereof’!  With the speed of life today, where we need to be able to make decisions quickly, and where we rely on one another to deliver what are often intangibles, – information, creativity, commitment - there is an even greater need for trusting relationships. I recently had the privilege of working with a client’s senior management team over a weekend- team-building event. How different it was from a team-building seminar in which I participated some years ago.  You may have participated in one of these trust building exercises yourself.  You know, the one where you are blindfolded and expected to simply fall backwards into the apparently outstretched arms of the other participants who, you are assured, are standing right behind you.  Yeah, right. I did it. But was it because I ‘trusted the others’ - or because I didn’t want to appear untrusting or worse yet, chicken?  How well I remember how I felt at the time!  Not good. The weekend event was quite different.  I’d not worked with this group of guys before.  In fact, I only met most of the participants at our briefing session over a casual dinner on the Friday night.  And that was an eye opener – and something of a heart-stopper in itself, hearing this all-male cast josh and cajole each other in a well developed short-hand accumulated over time. Trust was obviously not an issue amongst these folk. The objectives of the weekend were clear.  Over the day-and-a-half ‘outward-bound’ event, culminating in a 65 foot mountain-face climb and high-ropes exercise, we would face progressively more difficult tasks, testing ourselves mentally, physically and emotionally.  Each task had been developed so as to be more difficult than the one before, and, more specifically, each was designed to challenge our habitual roles and favoured practices.  No real problems there for these guys, I thought.  The dropping of hierarchies and dependencies might be something of a stretch.   But overall, they’d worked together for years.  They knew each other well and very obviously cared for one another.  But for me!  High ropes?  I couldn’t even manage to get to the top of an eight-foot ladder leaning firmly against an indoor wall without someone near and dear, close by my side, ‘encouraging’ me all the way!   This was going to require more than trust.   This was going to require a whole reframing – a complete mind-shift – a lobotomy, perhaps! To cut a long story short, by Sunday noon, we’d each faced our own demons; learned more about ourselves, and each other; developed a greater belief and trust in ourselves - and each other - and had a lot of fun besides – chill winds and all but freezing rain notwithstanding!  And yes, I ‘walked the plank’ forty-five feet up – with the help of my trusted friends below, of course. Trusting relationships?  Built over 36 hours?  With seven guys you barely know?  You bet!  And were you to ask the guys, I think they’d tell you the same thing. If I could do it, so can you. Trust is something which is built, and built among people – not between people. Trust, it’s clear, is easier when there is a common vision, a challenge, and a shared belief that we can depend on one another to achieve a common purpose.  Trust happens when there is a willingness to share information, and to be influenced by others.   Where there is openness to being vulnerable, knowing that one’s vulnerabilities will not be abused. Where we can rely on one another for support and encouragement and where commitments are kept. Trust is developed by doing things together.  In effect, trust requires deliberate time and energy, two resources of which we say we have too little.  Paradoxically, putting people ahead of profits - if only for a long weekend, is proving to be good business for this team.  Where I thought these guys knew each other – they’ve come to know themselves and see the value in each other. They openly share information and ideas, take considered risks and are creating value-add through collaboration rather than singular contribution.  In today’s environment, today’s market, would you want anything less? Till next time, be strong, be well – do good. Amanda Levy http://www.positiveworkplace.com
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	Opportunities & Challenges . . . 20 Leadership Lessons . . . By sharing important business lessons on film, executives communicate in the most compelling method of all, one-to-one storytelling. Contributions are edited into short, powerful, highly engaging lessons that can be applied to decision-making across the entire range of business challenges. Try it – you’ll like it! http://www.50lessons.com/welcome.asp?trailer=y Remember to review the lesson Summary, Ideas for Action and Questions to Ask. It will take you just a few moments to gain a fresh perspective – well worth the investment! Ask us too about a summary extract of Robert R Quinn’s book “Deep Change”. It’s yours for the asking. Your Development . . . How well are you doing with your personal development? Will you be ready for the opportunities and challenges that tomorrow will undoubtedly bring? Would you like some help with professional / objective assessment? ongoing self development? personal, one-on-one coaching? 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 contribute to competence and 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. Perhaps Polaris would be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your profile and/or management team. There's a new program in the spring of 2008. 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.   Go to http://www.reachoutdirectory.com
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Section 4	- Secure Site
	Polaris Participants. . . Accessing the Essential Information Bank... Polaris participants are invited to use their assigned usernames and passwords to access the extended curriculum and knowledge base at http://www.polarisprogram.com/members.php Any person who has participated in the Polaris Program at any time is invited and encouraged to attend any Work Out at any time and without fee. Please contact Sheila to advise her of your intention to attend.
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	Be kind to yourself - and to someone else!
	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 http://www.polarisprogram.com Realizing tomorrow's potential - today! Shameless Marketing Tip: 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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