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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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This is the ninth article in a series about what it is that characterizes a leader..
Me? A Leader?
While some leaders are appointed, formally designated and generally recognized, the vast majority are quiet, ‘unsung’ heroes who simply rise to any one of the myriad occasions we face every day.
Regardless, there are certain characteristics that leaders share. If you consider all the leaders that you know, whether they are current, past or future, real or fictional, well-intentioned or otherwise, and from different fields of endeavor, you’ll find common traits.
These are not magical qualities, reserved for the select few, but rather common abilities which just seem to come together when needed. We continue our exploration of a number of these characteristics over the next few issues of Polaris Digest. This month we will consider:
Persuasion . . .
In a previous article in this series we considered the role and character of a leader using a marketing perspective. In this issue we’ll attempt yet another perspective – that of Sales.
There are many parallels between leadership and sales which are worthy of our attention. This is in addition to the broad conclusion that selling – the transfer of ownership and title to property (goods and services) between persons for a price – is an act of leadership in itself.
Let’s try, once again, a definition of leadership we’ve used throughout this series of articles. A leader is one who focuses the desire for change in other people and creates a new reality. When we consider the act of selling, this definition fits very nicely too. Yet we need to be more specific in comparing and contrasting the two functions, so we’ll focus on the generic sales strategy of persuasion.
How should a leader use persuasive selling strategies in order to be effective? Here are just a few considerations to ponder:
- Definition of the ‘prospect’ – most salespersons will readily concede that you can’t sell your product or service to everyone. There are many differing markets and a competent salesperson will invest much time and effort in defining which specific markets or ‘niches’ are worth pursuing for a given product or service.
Some defined niche markets will embrace the product or service offered more so than others, and some will require a different approach. Prospects are indeed different.
Also, not all prospects are equal. Each prospective customer is a unique selling proposition, and for big ticket items this is unquestionably true.
Yet another differentiator is time. It has to be just right for the sale to be consummated. Persistence has assisted many sales successes, for in the complexity of human dynamics the identical pitch will work in some conditions yet fail completely in others and this is far from being predictable.
So it is with leadership. A leader needs to assess, very carefully, those (s)he would lead and in much the same way. There are some groups that will be receptive to the ‘pitch’ of the would-be leader and others who will not respond. There are times when the relationship will ‘take hold’ and other times when it will not. Most of all, the sales strategy used in the approach has to be precisely designed with the group in mind. One standard leadership approach will certainly not work for all occasions.
- Assisting the “buying decision” – which refers to the underlying perspectives of both seller and buyer. Those who believe that the initiative in a sale is exclusively that of the seller will only be successful in limited applications. The image of the garishly dressed, aggressive, enthusiastic and self-focused salesperson is a universal ‘anti-hero’. Some industries have tolerated such icons but this archetype has been rejected by most sales professionals. In most situations the importance of the buyer is fully recognized. The role of the true salesperson is to facilitate the buying decision rather than to foist a solution on an unsuspecting ‘victim’.
Leaders need this kind of sensitivity too. The power in any would-be change scenario is with those who desire the change, not with those who seek to focus and facilitate it. The foundation idea is that of the ‘servant leader’ whose job it is to support the group to attain its desired results. Leaders assert themselves at their risk. Many groups have scorned and rejected leaders who were too ‘charismatic’, too self absorbed or too high profile. Admittedly the group may not be able to focus itself without the initial intervention of a leader, but once it has a clear sight of its end objective in view it will need to feel its own power and momentum. The leader who imposes him/herself beyond this point will perhaps become a casualty.
- Identification with the prospect – every budding sales professional quickly learns that the customer is more likely to buy from you if (s)he likes you. Behind every successful sale is a trust relationship, and it’s not easy to trust someone you don’t like. But selling is not a popularity contest – the most popular sales person isn’t necessarily the most successful one. There’s much more to it than that.
Relationship selling is big business because it works. Relationships are complex and also dynamic – they change all the time - and they need to be nurtured and developed over time too. In-the-moment management of the relationship is ‘key’, and it’s based on a mixture of reading non-verbal language, proxemics (the science of positioning oneself), pacing behaviours and expressions, mirroring language and moods and pathos – sensing and responding to the condition of another, among several other techniques.
The leader has to identify with the group on a continuing pattern. There’s an ‘ebb-and-flow’ relationship that has to be managed, and this requires mastery of many of the same techniques used by competent sales professionals. The leader who is insensitive to the changing condition of the group will soon lose credibility and leverage. There’s a narrow pathway to follow and the bounds of indifference and/or insensitivity can not be broached with impunity. Continuing and resilient response to the needs and temper of the group is a top priority concern.
- Dealing with objections – this is the most important skill to be acquired by the sales novitiate before becoming fully-fledged. Likewise for the emerging leader, for the course of true success will never run smoothly – that much is guaranteed!
In sales it’s entirely possible to predict the probable objections that will be raised by prospective buyers and to prepare suitable responses that will actually advance the process not just remove the ‘barrier’.
So too, in leadership. Here though, it tends to happen in ‘real-time’, appearing unexpectedly, and preparation isn’t always possible.
It may be that individual members or factions of the group are the issue, for not all groups are homogeneous. Another challenge is ‘what’ versus ‘how’ because whereas we can readily agree on what it is we want to achieve, we will generally differ on how the achievement is to be realized.
The leader walks on eggshells with some groups. Whatever decisions are taken, or whatever style is applied, someone will object. Following the will of the majority is not always the correct response; in the same way a standard counter to an objection isn’t always the best response for the sales person. Precision solutions are needed and must be manufactured ‘on the fly’ or success can be seriously compromised.
The most effective strategy is to become so familiar with the group and its needs that this rapid response capability is possible.
- Ask for the business – the ‘sine qua non’ of any sales initiative; the neglect of which results in the loss of so many deals. The requirement to actually ask for the business, not once but several times during a sales presentation, is deeply impressed on students of selling, and the associated techniques are many and diverse.
Likewise in leadership the parallel is ‘commitment’. Those who are seeking the change may not remain consistently faithful in intent. As pressures and hardships escalate, as the going becomes rougher due to internal conflicts and external resistance, the focus will blur, the original resolve will weaken and the group will begin to disintegrate.
In the same way that the sales professional strives for the signature on the order form, the leader seeks examples of committed action from every individual within the group. This is irrefutable evidence that we’re progressing towards our intended goal together and to turn back, to renege is unthinkable. There’s need for the ‘trial close’ favored by good sales persons, in every leadership circumstance.
The leader must renew commitment, strengthen resolve and reinforce intention, not just once or occasionally, but continuously. This is the pathway to success.
So, ask yourself:
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If this is my opportunity to lead what would help me to identify those prospective groups where I can build constructive relationships and lead to successful outcomes?
- What can I do or say that will stimulate and/or excite others, to engage them in ways that would move the whole group to desired ‘buying decisions’ in their own interests?
- How can I effectively inspire others, through deliberate purposeful actions and persuasive techniques, to gain commitments that prevail in the face of difficulties?
There’s more. The essential characteristics of effective leaders are not mysteries, they are all around us. Many of these characteristics are shared with other professions and the majority of them are paralleled in other business functions and activities. Leadership is a composite series of strategies and strengths available to us all.
In our next issue we’ll discuss even more secrets of high potential leaders as they focus and develop critical abilities and impact. Please be sure to join us.
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Timely Insights . . .
Trump leads the charge . . .
Who would have believed we’d be looking to Donald Trump to show us how best to manage negative team members. Well, we’re not really. But the American Management Association has decided to take advantage of un-foretold development opportunities from each of the hourly segments of the Apprentice. For more
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Getting on Top of Things . . . A stockbroker friend of mine has an amazing habit. Now, he’s so very good at what he does that his weird behaviour is tolerated, and I’m not recommending this as a technique for the rest of us – but just to make a point.
His is an extremely high stress job. He makes millions for others by trading in futures on the floor of the Exchange. As you can imagine, there are days, hours and minutes when the intensity of the action becomes totally overwhelming. His response – he throws back his head and raises his arms, launching into full voice in an off-key rendition of ‘O Sole Mio!’.
Why? It’s his preventative technique for handling stress. He knows from experience that it’s far more effective to head off that stress-induced surge of adrenaline right now, while he’s still in relative control, than it is to fight it off later when he’s already ‘over the top’.
This makes very good sense to me. How about you? This isn’t a text on stress management, but rather a quick plea for sanity. Burned out people feel demoralized, work loses meaning for them, their relationships deteriorate, the quality of their life can plummet through the floor. Let’s not go there!
The sane solution is to follow a regular routine for managing stress. We should remove the stressors in our life but this takes time and effort that isn’t always available. We ought to adopt a healthy life style that builds our tolerance for stress and gives us the essential hidden reserves. This is also a challenge for most of us.
So what can we do? Here are a few ideas that will give quick and effective relief albeit short-term. They are easy to adopt, convenient to use and, in the main, common sense. It’s true, as my sainted Scottish aunt used to say, “The only problem wi’ common sense is that it’s no’ verra common!” So let’s consider doing our bit.
- Leave your work at work – don’t take it home. Tie up the loose ends and make a plan of action for the next day before you leave the office.
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Be busy when you are at home – don’t allow work issues to hijack your personal time and complicate your quality of life.
- Set time aside for yourself – even if it’s at 5:30 in the morning and you can only spare 30 minutes a week. You are too important to neglect, and it’s important to have time to work ‘on’ ourselves.
- Use humour to lighten the load – not to distract or accentuate a point with another person. Self-oriented humour is a wonderful safety valve and it helps relationships too.
- Take a break of five minutes in every hour just to go and do something entirely different, change perspectives and gears for a short interlude.
These are five ‘quick fixes’ that can preserve your sanity and perhaps even save your life. If they do not work for you then try a couple of verses of O Sole Mio!
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| Section 2 |
- Talk Back |
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Dear Coach . . .
A selection of frequently-asked questions.
Dear Coach:
What to do? I come from a customer service background and because of my ‘way with customers’ I’ve been moved into the sales area. No problem with that, but my boss seems to enjoy pitting us one against the other. The climate is so competitive I swear some of my colleagues would sabotage some of my customer relationships just to stay ahead of the game. Surely, this can’t be right?
Response:
You’re right. There is a problem with an overly competitive approach. Trust can be lost, together with synergies of effort and any short term gain on the part of one individual can have a detrimental effect in the overall scheme of things.
Competition is stimulating though, and it can contribute to a healthy business environment if used properly. Doubtless, your boss recognizes this principle and is anxious to make it work for all concerned. Allowing the competition to deteriorate into non-productive activities (or the suspicion of such) is the problem.
The technique is to change the bath water without losing the baby, and the best strategy would be to move the focus of the competitiveness from interpersonal to intrapersonal – which means that you compete against yourself, or more precisely against your own track record. There are many ways to set this up, and should you need some specific suggestions please contact your coach.
Once you have an alternative game plan in mind, use the structure of a crucial conversation to present your ideas. My expectation is that your boss will see it as a viable and safer way to achieve his or her objectives.
Dear Coach:
I’m in a quandary. I’ve been charged with reconfiguring some systems to reduce manpower requirements within the various divisions of the company. My team has worked out a practical, feasible method for making this happen, but we are meeting something less than enthusiasm from one of the division heads involved. It’s not overt resistance to our recommendations; rather, in both one-on-one discussions and in project team meetings, he continuously deflects the subject. It’s been some months now – and my head is on the block! He must have a concern, or an agenda, which I have not yet managed to uncover. I thought of using a probing technique to uncover the missing pieces, but am concerned that all this will do is make him even more defensive. Any suggestions?
Response:
I agree. The last thing you want to do is back the individual into a corner. Yet you need to move this matter forward. A frank one-on-one discussion is the preferred answer. The process would be first to make the individual feel safe – by showing proper respect for his different stance and role, and by acknowledging your joint objectives and mutual interests. Then the gentle probing techniques would likely work for you (see below for the rules of process).
You also mentioned dealing with the issue in team meetings. I’m assuming the topic is on the agenda in one form or another. I suggest you try the following when the subject arises:
- Start by making the individual and any allies feel safe – same technique as above.
- Following the general objectives for the whole group, declare the specific objective with which your group has been tasked
- Express your interest in fully understanding all stakeholders’ perspectives
- Point out the value of and express appreciation for shared information
- Probe gently using short, succinct, specific questions on a single theme at a time
- Direct your questions to the individual directly, in an open, fact finding style (be careful not to come across as an interrogator – see the note on ‘proxemics’ below)
- Stay on the topic under discussion; don’t take liberties
- Wait until the other party has finished speaking before probing further
- Be patient - remember the value of silence – it’s golden
- Allow the other party to respond to his/her satisfaction
- Persist with further probes if responses are evasive or incomplete
- Clarify new information that is obscure – never make assumptions
- Repeat until you have the information or commitment you need.
- If information is not immediately forthcoming, ask for a commitment as to when the whole team might expect to receive the information
- Wherever possible, get commitments that will move you forward – even if only one small step at a time.
- Thank the other party for responding and confirm next steps.
In addition, consider where you position yourself at the meeting table. Direct face-to-face will heighten the confrontation, so seat yourself either at a ninety degree angle to the individual in question or on the same side of the table. If the table’s round, sit as close by as is comfortable.
Do let us know what progress you make! |
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The Power of Participation . . .
Back in the mid ‘80s the idea of ‘empowerment’ took hold. It was a bold new idea that was intended to encourage a higher level of commitment and engagement of individuals within the organization. Within a few short years though it became discredited and the term was regarded as just another ‘buzzword’. Attempts were made by many right thinking persons to preserve the intent by changing the term to ‘enablement’ but with disappointing results.
Today, no one would deny that it makes great business sense to allow those closest to the customer interface of the organization to take part in making the important decisions. Customers want response – and they want it now! They are increasingly intolerant of organizations that have sustained centralized decision making – and customers have options!
The reason why ‘empowerment’ failed was because it was never implemented properly. Also it was poorly understood by those involved. All decisions are not equal and no organization can afford to have everyone participate in every decision. Expectations need to be very precise and decision criteria must be commonly accepted if the results are to be manageable.
The goal of participative decision making is not to lower or to ‘farm out’ decision making. It’s to allow those who have access to the most complete and accurate information to use it to make informed choices – where such choices are an option. Let’s not assume that possession of information carries an automatic entitlement to make choices.
In most businesses choices are really made for us – the market, customers, regulatory agencies, the governing body/board of directors - all impose direction, demand certain responses and expect action. That’s what business is all about – satisfying the needs of various stake-holders. If we decline to do this, we may forfeit our right to stay in business.
If the choice or decision affects many, there are other complications. To keep decision processes effective and efficient we may need to delegate upwards, as we do with our various levels of government. We elect or appoint representatives to make decisions for us. On occasion we may want to override or take back this delegated right but this can be difficult to do, as we’re currently experiencing with the ‘same sex marriage’ question.
There are stages of democracy too, in business as well as in social government. Being asked to contribute input doesn’t mean final right of decision. There’s ‘contribution’, ‘consultation’ and ‘consensus’, and they’re not the same. The right to make the final decision must be clearly stated at the outset or expectations can create problems.
It’s acceptable also to receive direction on what to do while retaining the right to decide how to achieve the outcomes. This is the major benefit of Mandates where such issues are explicitly defined. The common strategy is dialogue, which allows everyone to increase awareness to mutual advantage and which helps to clarify consequences and impact of actual decisions being made.
Clearly, the role and impact of participation is not a simple matter – but it is, and should always be, elegant. What is essential to good participation is prior agreement on the processes that will be followed. A straightforward checklist to determine this might include:
- Is our overall objective clear and acceptable to all involved?
- Is it understood by all those directly affected by outcomes and consequences?
- Does each person involved in contributing accept accountability for results?
- Do we generally agree on performance criteria and standards that apply?
- Are we aware of our available resources, especially time, information and motivation?
- Have we agreed on the information gathering, sorting, presentation and resolution processes that we should employ?
- Is there an acceptable review and audit process that will serve us and from which we can all learn as we proceed?
Seven basic questions that, once discussed and agreed between us, will not only contribute to results but will help us to feel much more comfortable and committed to the final outcomes. We ignore them all too often and we pay the price in terms of confusion, discomfort, resentment, deteriorating relationships and missed objectives.
Let’s do it right!
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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 – up to 250 words, please.
Crazy Wisdom . . .
I run a small but very busy service business in the High Tech field. Most of my days are spent solving problems, trying to make a living and satisfying my customers. Some days I have to ask myself if it’s worth all the pressure.
Then I think about the alternatives. I have to be crazy to take on this load, but I’d also be crazy to give up my independence. You have to laugh at yourself sometimes. If you don’t, you can go really crazy.
So when I’m feeling the pinch I check out ten pieces of ‘crazy wisdom’ that always make me smile and remind me not to take myself so seriously as I generally do. They work well for me, so let me share them with you.
- Never trust absolute statements (including this one).
- To be or not to be! That’s the answer . . . so what was the question?
- Leave a legacy for mankind. Know nothing for sixty seconds.
- If grace has touched you with the capacity to utter three useful things in sequence perhaps it’s time to take a break.
- Be careful not to take moderation to extremes.
- If you find yourself on the road to enlightenment, STOP. You’ve gone too far.
- At final auction, your personality will sell for far less than you’ve paid for it.
- When you discover a Master who points the way, don’t just do something. Stand there.
- Whatever it is, it will pass.
- The validity of the above principles will expire at the end of this sentence.
I stole these from sources wiser than myself. You are welcome to do likewise.
Well, that my opinion anyway!
William Sebrans, conjurer, adapter, purloiner.
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| Section 3 |
- On the Horizon |
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Emerging Trends & Developments . . .
Over the past few years the Gallup Organization has done sterling work in quantifying changes and trends in the North American work place.
At a recent event, the International Positive Psychology Conference, Donald O. Clifton of the Gallup Organization made a presentation of the research that has been completed on Managing the Human Difference. The results are eye-opening and impressive.
The basic question is how do we leverage what is inherent . . . change what is changeable?
As you might suppose, the future is not linear, and the lessons of the past are not nearly as clear-cut as we have thought. It is primarily ‘right brain’ thinking that will take us forward and Gallup have provided a provocative route map which we daren’t ignore.
You can review the findings for yourself, and it will be time well invested. Every serious leader and manager needs to reflect on these findings – they are indeed the shape of business to come.
Visit http://gmj.gallup.com/content/default.asp?ci=14875
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Opportunities & Challenges . . .
Managing Change . . .
Be honest, now! How well do you manage change?
When I asked the question of a group of senior managers recently I was treated to the ‘passive stare’. You know what that means don’t you?
No one was sufficiently comfortable to claim proficiency but, at the same time, no one was going to be the first to admit that they either couldn’t do it well enough or didn’t know what ‘well enough’ really meant.
Sometimes, getting experienced managers to admit that they may have room for personal development is like asking them to loan you twenty dollars unsecured! It’s a quandary! They don’t want to admit that it’s too much money to risk (implying that they can’t afford it!) or that they don’t feel they can trust you with even so small an amount. Paralysis sets in, and waffle follows.
Well that’s what happened – until one brave soul spoke up.
She said, quite bluntly, “I don’t think I understand the change process well enough to know whether I do it well or not”. So, feeling the opportunity I fed the issue back to the group. “Who would like to describe the process?” I asked guilelessly. Well, I was just too smart for my own good! One of the other managers retorted, “Since you led us into this question, you must have your own agenda. Save us all some time and sweat and give us your ‘take’”.
I had to think fast on my feet, and this is what emerged. I’d welcome some feedback from you on this approach. Please review it and let me know what you think.
Change demands focus. We focus both internally and externally. Change is also subject to a values level assessment – we consider it to be either positive or negative. This determines how we see it and therefore how we respond to it – i.e. manage it.
Draw a quadrant with the focus on the horizontal axis and the value assessment on the vertical.
Negative external (lower right) is where we go when we’re in reactive mode. By this I mean we’re going through the motions. Things are boring, mundane, and overly familiar – the lights are on but no one is at home – we’re on autopilot. We seek shortcuts, stock responses, and ritual behaviours. We are in ‘habit mind’ and everything is a standard operating procedure. Taken to extreme we become automatons – mindless!
Moving to the negative internal (lower left) quadrant, we enter critic mode. This will likely include self criticism, censoring and self deprecating thought. We are playing against ourselves, arguing with ourselves and losing the arguments. We’ve entered the critical zone. Negative self talk can deteriorate into accusations – the ‘impostor syndrome’ and diminishing self confidence and esteem if we allow it to continue. At the extreme we become the self-fulfilling pessimist.
Let’s move up to the internal positive (upper left) quadrant to assessment mode before this occurs. We enter into reflection, assessment and conscious organization of our thoughts and feelings – the thinking zone. Our typical activities here are planning, rehearsal and evaluation/selection of options. We’re concerned with analysis, synthesis, the outcomes and consequences. Should we persist and take this to the extreme we become innovative and even creative.
Finally we move to the external positive (upper right) quadrant – our response mode. This is where we are thoroughly absorbed in whatever we’re doing, totally focused and in the ‘zone’- the engagement zone. We really perform and contribute to the best of our abilities, realizing our fullest potentials. The emphasis is upon action, involvement and strategic purpose. Were we to persist with this momentum we’d find Mihaly Csikszentmihalyi’s concept of “Flow”.
A useful model or taxonomy but what does it offer in the form of constructive help when facing change? I think there are several vital messages in the structure.
- We’re either thinking or enacting – we cannot do neither or both concurrently.
- We spend time in each of the quadrants, moving between them all the time.
- We cannot be in more than one quadrant at any one time.
- We add quality to our life by moving around the quadrants.
- How much time we spend in each one affects our general disposition and mood.
- Movement between quadrants can be either unconscious or deliberate.
- Effectiveness is a function of how easily we shift from one quadrant to another.
- Deliberate movement between quadrants is referred to as Strategy.
This is how we manage change. If we are successful, we move between the quadrants deliberately and easily. If our moves are unconscious and ponderous we are resisting change.
The choice is ours to take control for ourselves or to be controlled by external pressures and/or internal baggage as critical events and forces. The choice is ours!
What do you think?
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Dear Coach,
THANK YOU! I just wanted to share with you a success I recently experienced ….thanks to your Key Areas concept - my PAP (Personal Action Plan) - and several other techniques I’ve learned with help from you guys!
One of our senior VPs was recently in town and had scheduled one of his marathon ‘interviews’ with each member of the team. To be quite candid, until now I would have rather had my teeth pulled than endure one of these meetings! You could say there’s been a history. There have certainly been a number of misunderstandings over the years. I figured I knew what I could expect.
Notwithstanding, I went into today’s meeting feeling confident, yet on edge…a little uneasy. You see, this time around I’d considered expectations – his, that is. I prepared myself for the meeting – in his reality.
First, I provided an overview of the objectives,my Key Areas of contribution and anticipated outcomes over the next reporting period. Then, on request, I was able to provide clarity and specificity for outcomes, scheduled activity and estimated completion dates – all supported by the necessary documentation.
But the real difference came from a far less obvious source.
Typically, I would sit opposite the VP. This time, however, I had remembered our discussions about proxemics, body language and the like. So I placed myself next to him, rather than opposite him. What a difference! It changed the tone of the meeting immediately – and completely!
Long story short, the meeting just got better and better. Sharing ideas, strategies and getting to know one another’s strengths and perspectives, possibly for the first time!
I think I knocked his socks off! What a difference, for me, for us – and, likely, for the organization.
Could Polaris be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your management team. Please contact us for details.
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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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| Section 4 |
- Secure Site |
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Polaris Participants . . .
Polaris members are invited to visit http://www.polarisprogram.com/members.php to review the modules for Work Out 1:
- Operating Strategically – Understanding Strategy
- Operating Strategically – Analytical-Logical Approaches
- Influencing Others – Understanding Differences
and for Work Out 4:
- Personal Organization – Vision, Mission and Values
- Influencing Others – Group Dynamics
- Focusing Principles – Management Beliefs and Strategies
and for Work Out 10:
- Implementation – Decisions and Monitoring
- Building Relationships – Networks and Alliances
- Beyond Self – High Potential Characteristics
Preparatory readings for Work Out 2 (March 2nd) are available on the web site and should be accessed no later than February 16th. An e-mail reminder will be sent to all on this date. Our topics will be:
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Operating Strategically – Levels and Quadrants
- Influencing Others – Understanding Differences II
- Focusing principles – Self Regard and Awareness
Work Out 5 (March 1st) will be e-mailed and posted no later than February 18th covering the topics:
- Personal Organization – Personal Branding & Profiling
- Influencing Others – Communicating with Intent
- Focusing Principles – Consistency and Commitment
Work Out 11 (February 17th) have already been e-mailed and posted. Our topics are:
- Implementation – Reinforcement and Learning
- Building Relationships – Trust & Confidence
- Building Relationships – Consensus and Synergies
Use your RED time well! Please set time aside for your preparatory work,
and call your coach with any questions and comments.
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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
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