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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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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. Our topic this month is talent management - essential for the future of both individuals and the organization . . .
The alarm goes off . . .
It was a panic call left on my message service at 7:40 one Thursday morning. “David, this is Jill, I need to speak with you as soon as possible – like today, this morning – it’s urgent!” I was mildly concerned; Jill was one of my favourite clients, the caring CEO of a fast-growing high-tech company - not at all prone to panicky ‘phone calls.
I called her immediately. “Is there any chance you could come by today?” was her opening question. “Yes, of course,” I responded, “I can be there this afternoon around three. Would that be soon enough?” I’m still wondering and not a little concerned over the issue – whatever it was. Hopefully Jill would be letting me know and soon. This wasn’t the Jill I was coming to know; clearly she was worried beyond reason and her usual niceties.
When it did surface, it seemed like an anticlimax, serious though it was. For several years, Jill had been supported in her role as CEO by an extremely competent and dedicated financial executive, Jim. Between them, they pretty-well ran the company and had developed it through some interesting challenges and opportunities to arrive at a critical dimensional shift in their market. Late last evening, Jim had told Jill that he would be leaving the company, taking an early retirement, with immediate effect!
Now, this wasn’t totally unexpected. Jill admitted that she knew it would happen one day - but surely not right now! Jim’s wife, Ellen, is an invalid and needs to move to a warmer, drier climate. There’d been talk of opening a branch office in Kelowna within the next two years and Jim would transfer there – a reasonable solution all round. Then there was a distraction - the need to build a branch plant in New York State to meet the demands of an aggressive US market - and that had recently taken all the limelight.
As Ellen, Jim’s wife, had continued to struggle with her health concerns, the pressures of the business were slowly intensifying; longer hours, for Jim as well as Jill, and the promised relocation to a more beneficial climate had gradually receded. Finally, the moment of truth - Ellen’s doctor had laid it on the line – she needs to move, now!
There’s no contest here. Jim has to take Ellen to a better lifestyle; the company must swallow the consequences.
So, what’s the issue . . .
We’d all seen it coming but with the pressure of so many other priorities it had been pushed off the front burner. At this point events had overtaken and the need for action was upon us – it was going to be expensive, in more ways than one.
The three of us sat down and examined the situation, options and consequences. Options were few and limited:
- Much of the financial planning and strategy was in Jim’s head – not yet fully documented
- Routine actions were under control but we had limited internal resources for top level planning
- There was designated succession but in a limited way - no direct full replacement
- We had to have a substitute for Jim as the critical ‘go-to’ person for treasury functions
- The US plant was close to commissioning and would need Jill’s very close attention for months
- Jim’s agenda and timetable were very limited in flexibility and his need to take action was now.
We agreed; the need was for two plans, an immediate action to secure the Company’s interests while supporting Jim’s agenda and a longer term strategy for managing the human capital of the organization so that this disruption could not happen again. I won’t go into the details of the immediate response – other than to say that it was very intense, unwarrantedly complex, private, generally uncomfortable and exceptionally expensive. And it could have been avoided.
The longer-term plan was another matter. We’d been caught with our pants down! We were so wrapped up in the excitement of the Company’s growth and expansion plans that we’d lost sight of the big picture. Events are relatively easy to control but the attendant impact on people – perspectives, needs, concerns, desires and resiliencies tend to move much more slowly.
Perhaps this is why so many individuals justly feel that they are ‘paying the piper’ when it comes to organizational change and its associated demands. Personal interests always appear to take the second seat and sometimes that causes immense personal problems. Reflect for one moment on your own situation. Apart from a general strategy for succession planning (read ‘replacement of key persons”) what preparation is evident in your organization?
In our society, organizations rent people’s behaviors to achieve outcomes that serve the specific interests of a select few. There’s no true ownership of this most critical resource involved and no moral imperative that exceeds personal realities and concerns. Was Jill expecting too much of Jim? Was it proper for her to anticipate that he’d put his difficult personal life on hold while the organization made excessive demands for his time and attention?
What would have been a more responsible, more reasonable and more equitable, not to mention less expensive, way of reconciling Jim’s personal needs with those of the Company?
The need for bilateral planning . . .
Ideally, what should have happened is some form of paralleled planning, where the Company’s strategy was developed in full alliance with Jim’s personal lifestyle transition. The challenge is two-fold. Firstly, there’s an assumed sanctity of personal issues that the organization would be reluctant, even uncomfortable, to breach. Secondly, it’s usually the individual who wants to disassociate personal concerns from corporate interests.
To challenge this traditional posture however, let’s look more closely at the true nature of an effective employment contract. It is a contract, not a covenant; both sides must expect to benefit from the association. It isn’t usually a contract of equals though and it seems to be accepted tacitly that the organization should be the major beneficiary. May I suggest that, in today’s world, that is no longer tenable – it ‘smacks’ of paternalism in its worst form.
Secondly, it’s hardly responsible for any key person to allow such a contract to continue when it is not tenable. Jim continued to respond to the escalating demands of the Company by borrowing time and attention from the other critically important aspect of his life right up to the point that he was forced to let go. Jill, and the Company, now need to deal with a crisis that should have been averted by transition planning.
For key people, especially in small-to-medium-sized enterprises, there’s a crucial need for such transitioning. Present conditions will not continue forever; change is inevitable and its impact has to be anticipated and mitigated.
This is the direct responsibility of the leader.
So what should the Leader do . . .
It’s fully accepted nowadays that the leader focuses the organizational vision, ensures that it is widely understood and assimilated, takes action to harness individuals to the relevant goals and creates, continuously, an appreciation of progress and success. If this is the measure of ‘effectiveness’ – doing the right things, then what is the measure of ‘efficiency’ – doing things right?
As mentioned, the employment contract is not in equal balance but it does need to be equitable. Both sides should profit from the transaction in ways that create real value. Fortunately the needs are quite different and not at all mutually exclusive.
The organization needs and wants:
- Value-added contributions in line with specific strategic intentions
- The security of commitment, reliable attention and dependable performance
- An appreciating asset that will remain flexible and resilient in the face of change
- Loyalty and dedication to its interests, with positive promotion of its cause, and
- Integrity and ethical, responsible behavior even under duress.
The individual needs and wants:
- Opportunities to contribute added value and to be valued and respected in return
- The security of fair and equitable consideration and treatment at all times
- Opportunities to grow and develop and to gain increased leverage and autonomy
- Support, encouragement and acceptance with recognition of unique value and potential
- Dignity, respect, appreciation of efforts and rewards commensurate with contributions
There are significant parallels and also marked commonalities of purpose. There are many synergies and nothing that is in actual conflict – both can and should “win”.
The leader must monitor this psychological contract at all times, past, present and future, and ensure that it is healthy and able to withstand the demands of the moment and the foreseeable future. Insightful and far-sighted leaders are continuously and sensitively aware of the extent to which both sides of the contract are being fulfilled.
Part of the strategy though has to be a concurrent awareness and response by the individual. The individual needs to accept that (s)he has a responsibility, an obligation even, to take proactive action on the contract as and when required. Not to do so places an unfair and unreasonable burden on the organization.
Organizations might consider initiatives like succession planning, career development initiatives, employee equity participation, profit / gain sharing, talent management programs, and similar to ensure the future interests of both organization and individual. Each employee could consider personal development, professional upgrading, network building, innovation enhancement, personal quality endorsement and similar in return. Each side secures its own best interests in a way that can benefit the other.
So, what’s the bottom line . . .
Dialogue! The two interest groups have an obligation to the other to explore the future of the relationship in an open, resilient and accommodating way so that both sides can gain, physically, emotionally, intellectually and even spiritually.
This will not happen unless time is set aside and real interest is invested. In my experience, when this is done, remarkable discoveries are made, relationships are strengthened, respect is increased and everyone wins. It’s akin though to taking regular exercise, eating wisely, saving money and maintaining life balance – we all acknowledge the need but rationalize that ‘now’ is not the time to act.
If not now – when?
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 . . .
Innovative Management . . .
“Sometime over the next decade,” warns renowned strategy guru Gary Hamel in his new book, The Future of Management, “your company will be challenged to change in a way for which it has no precedent.” What’s even more worrisome, he argues, is that decades of orthodox management decision-making practices, organizational designs, and approaches to employee relations provide no real hope that companies will be able to avoid faltering and suffering painful restructurings.
Later in this issue there’s a comment on Innovation based on Gary Hamel’s new book “The Future of Management”. McKinsey has published a great interview with Gary which explores his perspectives in very practical ways. Even if you choose not to read the book or a reputable summary, take a few minutes at least to take in this article. It will change the way you look at the future. Read the article.
The halo effect, and other managerial delusions
Having said that, in the quest to achieve superior performance, executives often rely on advice in business books, articles, and business school case studies that claim to reveal a blueprint for gaining lasting competitive advantage.
The research underpinning this advice, however, is often deeply flawed and, worse, obscures the basic truth that success in the business world is based on decisions made under uncertainty and in the face of factors executives cannot control.
This article, an adaptation of material from author Phil Rosenzweig’s book, The Halo Effect: and the Eight Other Business Delusions That Deceive Managers, explores some of the misconceptions and delusions found in the business world, particularly those concerning the ability of executives to achieve durable superior performance. These include the idea that variables such as leadership and corporate culture have a causal relationship to financial performance.
The article also explores ways for executives to improve their powers of critical thinking, an important but overlooked tool for crafting effective corporate strategy. Take a look and decide for yourself.
Vital, Expanded - and still No Fee
We are planning to extend our Polaris Work Outs, held every month, to include a Practicum – an open clinic for all those who are in the program current or past, to explore specific applications relating to the topics being discussed.
The Practicum will take place in the afternoon of the Work Out day for all those who want to participate. Part of the agenda will be a Clinic to deal with issues experienced or anticipated and part will be a sharing of implementation strategies and techniques.
If you are a present or past Polaris participant you are most welcome to attend and to bring one or two colleagues along to share the experience.
Where else can you get unlimited, spontaneous support and encouragement for your specific issues and concerns – and at no cost other than your invested time?
Contact us at info@polarisprogram.com for more details, and watch this space
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection from frequently–asked questions
Dear Coach,
I manage a Customer Service department for a very market sensitive business with twelve people on my team. One of these people is a particular challenge in that while his performance is generally very good, sometimes exceptional, there are occasional glaring deficiencies in his work which can’t be tolerated.
I’ve tried to train him on these points; he improves for a short time then reverts to the original unacceptable behaviors as though he’d never been trained. I’ve offered incentives for ‘right’ behaviours and recognized his efforts and the successes he’s had. He responds – then he ‘forgets’. What am I missing here?
Response:
This is an interesting and not uncommon syndrome. The issue arises more often than we realize or accept and often, it’s just when time or circumstance are pressing that we surface the ‘problem’.
There are two facets to any individual’s contributions – the cognitive competencies (knowledge, skill and experience) and the emotional competencies (values-in-action, perspectives and beliefs which lead to personal strengths). The former (cognitive competencies) are more tractable / easy to change than the latter (emotional strengths).
The first approach however should be an exposure of the less tractable emotional strengths which tend to act as somewhat limiting or restraining boundaries for the individual. Preferably at the point of hiring or assignment, these qualities should be explored fully within the context of the intended role.
In this process you may well discover that the individual has many personal strengths which appear to suit him/her for a crucial role such as customer service but yet may not cover the extended range of possible situations.
As an example; Henry is empathic, shows deep care and concern for others, is open, friendly, responsive and accommodating; he’s anxious to serve and support others and is genuinely dedicated to fulfilling expectations.
At the same time he isn’t particularly insightful or outcome / results focused. In routine situations he performs well, contributing well to customer satisfaction and he can build rapport effectively. In crisis situations though he often misses the true nature of the issue, and fails to offer tangible actions that would satisfy the precise need.
In addition, Henry has good related experience and has demonstrated awareness of the importance of solid, credible relationships which encourage customer loyalty and generate repeat business. He is not familiar with the CRM software in current use and hasn’t worked with a highly technical product line before.
Considering the above description, some of Henry’s shortfalls can be readily addressed through training (the CRM software and to a lesser extent / with more time the technical nature of the product). Other issues may well indicate that future growth and development would be difficult and extended beyond available resources (lack of insight and results focus).
This is because some issues are cognitive – easily influenced – and some are more deeply entrenched (even hard-wired) being the outcome of a lifetime of experience. Despite his best intentions, Henry would have real difficulty stretching his emotional strengths beyond a certain point. This is perhaps the origin of ‘”putting square pegs into round holes”.
You would benefit from a dialogue with your team member which is focused on discovering both his emotional and cognitive strengths. Uncover and thoroughly examine together where the demands of the job are causing friction for him as well as irritations for you. This will likely be a revelation for you both.
Now you immediately have two options – if the issue is cognitively centered then apply training and/or coaching. If the issue appears to be more of an emotional strength deficiency then create a strategy that accommodates the shortfall – use his strengths to manage his ‘weaknesses’.
There are two other considerations. Firstly, as implied by the last suggestion, try changing the job to match the strengths of the individual. This is not as heretical as it sounds since jobs are, or should be, changing all the time to meet changing market demands. People work best when they’re engaging their strengths.
Secondly, hire and assign people based on their personal / emotional strengths more so than on their cognitive abilities. After all, today’s knowledge, skills and experience are transitory, having but a short life in this rapidly changing world.
Personal strengths are not only more predictable, more enduring and more resilient in the face of change, but they have considerably more leverage on the quality and responsiveness of personal contribution – that is, ‘will’ power is stronger than ‘way’ power.
I hope this is helpful.
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Commentary . . .
Innovate or Die!
I’m reading Gary Hamel’s book on “The Future of Management” just now and it’s scary! He’s telling me that, in a world where strategy life cycles are shrinking, innovation is the only way a company can renew its lease on success. OK – I can live with that!
He reminds me that in time past many companies were shielded or insulated from the ravages of Schumpeterian competition through regulatory barriers, patent protections, distribution monopolies, disempowered customers, scale advantages, import protection and many other interventions.
Now however, many if not most of these ‘protections‘ are evaporating because of deregulation, free access to unlimited information on the web, de-verticalization and out-sourcing, offshore labour rates, direct access through internet ordering and the increasingly dubious reputation of distribution monopolies.
At the same time the speed at which an organization can establish itself, get to market in credible ways, and so acquire a significant market share, is increasing exponentially. He says “In this harsh new world, every company will be faced with a stark choice: either set the fires of innovation ablaze, or be ready to scrape out a mean existence in a world where seabed labour costs (Chinese prisoners, anyone?) is the only difference between making money and going bust”
Given this, it’s astonishing that so few companies have made innovation everyone’s job. It’s the buzz-word du jour for sure, but it isn’t reality.
Let me offer a reason why this is so.
People will innovate, initiate and invest themselves only when they are passionate about something. When the juices are flowing freely, when people are excited, when they are totally immersed and committed to a cause, nothing but nothing will stand in their way. We all like this in moderation, but we certainly don’t hire such people deliberately.
When the passion dies, or is never kindled, the intellect tends to take charge – cool reason! Here, all the action is in the head, busily recycling the knowledge, skill sets and experiences that are already resident there. Such cognitive attributes are hard to acquire so they are valued, protected and so must be defended against all comers.
When we are operating from our heads, generally we are not motivated to anticipate, to experiment, to take risks or to step outside our usual comfort zones. On the other hand, when we are working from the heart, impassioned, excited, energized, stimulated beyond reason, we cannot fail to innovate. We’ll put up with all kinds of foolishness.
Seriously, when did you last encounter someone who was truly engaged in what they were doing, running in top gear, eyes fixed firmly on the unattainable goals or standard and prepared to attempt anything that would move them forward? They’re few and far between, right?
The main reason is that we are reluctant to recruit, assign or embrace such persons – they’re difficult to control. It is much better to deal with reasonable people. But Charles Handy, the Cambridge University futurist, says that the future belongs to the unreasonable person! Those who are reasonable and content don’t want things to change; they will not innovate, however they are so much easier to manage.
Thus we do not seek out unreasonable people other than to ‘can’ them. By so doing, we will not benefit from their talents. They are shunned by mature organizations and forced to start up their own businesses – thank heavens!
Entrepreneurs are indeed passionate; they’re entirely unreasonable, resistant to anything that smells like ‘control’ and complete mavericks who will get excited, become energized, rely improvidently on their God-given strengths, and they cannot help but innovate. It’s in their blood.
So make sure that you have a sound network of entrepreneurs or ‘intra-preneurs’ who will innovate for your future.
The alternative doesn’t bear thinking about!
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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.
Lessons I’m learning . . .
All of us, whether we know it or not, have our own individual strengths and weaknesses. Some we’re proud of while others we don’t always broadcast. I for one have always tried to work on my weaknesses hoping that my strengths would stand up for themselves. With this in mind I would like to share with you some very interesting concepts that I have come across during my participation in The Polaris Program. This program is run by Andros Consultants and is a year long commitment.
In today’s society we spend way too much time focusing on where we are weak so that it influences and weakens where we are strong. The interesting position that Polaris takes is that we need to develop and enhance our strengths, as these come naturally to us, while at the same time we manage our weaknesses.
There are a vast number of influences in one’s life that contribute to their strengths and weakness and I’d be an absolute fool to even pretend that I could contribute to yours within this small article. I would, however, like to share some ideas that we have come across during some of the program’s sessions. I’d encourage you, after reading this article, to sit back and consider these ideas.
The first concept that was brought to me and my fellow Polaris participants was that we focus on our differences as apposed to our similarities. We do this because we are hardwired - it goes all the way back to when we were cavemen. When a member of an outside tribe would trespass onto the grounds of our tribe we would very quickly determine the differences between us and the “outsider” was usually disposed of rather quickly.
Today we no longer need this protection but we still have difficult times overcoming this. The suggestion was made to seek out our similarities. After hearing this I put it to the test and I can honestly say that you can have a meaningful conversation with absolutely anyone. This will assist you in your working environment as well as your personal life.
The second idea is one that I had difficulties with at first and to be honest still do every now and then. This could be one of my weaknesses and, therefore, I need to work harder to be more conscious of it. This concept is that we judge ourselves on our intentions but we judge others on their actions. There are a great number of times that I have judged someone because of the intention that I had versus the actions that they have taken.
After discussing matters at length each time, I usually came to realize that both parties were on the same page and I could have saved myself a lot of time wasted on assuming the intentions of the other party. Soon I’ll have been married for five months; believe me this is something that can be used at the office or at home.
I know I haven’t given you much to work with other than these two messages however I have a feeling that if you think about them you’ll come up with many of your own situations. If you’d like more information regarding the Polaris Program please visit www.polarisprogram.com
I wish you all the very best!
Alex MacKinnon
Traffic Manager
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| Section 3 |
- On the Horizon |
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The Positive Workplace
Are you sure you’re in the right business?
“Are your people happy?” I recently asked a group of successful entrepreneurs during a presentation on creating a positive work environment. “Because if you have any doubts whatsoever about the answer to that question, might I suggest that you are headed for ‘deep do-do’”.
It was then I heard someone say “Doesn’t this woman know we’re not in the ‘feel good’ business?”
And before I had time to think I heard myself responding ... “Well, more fool you – because you should be’... or words to that effect.
Now I know no one likes to be ‘shoulded’ upon, and I guess I could have been more subtle - more politically correct, so to speak - but I’ll stand by my case.
People who feel good about themselves produce good results;
and people who feel good about themselves and about those they work with produce even better results.
I appreciate that we live in challenging times; that the economy and the dollar are an issue; that politics, governments and wars have a way of upsetting our intended actions – and profits; that it’s hard to find good people – and even harder to keep them!
I also know that many say it’s a ‘dog eat dog world’. But will perpetuating these stories, thoughts and behaviours really improve the situation?
Do we really need to leave it to the researchers to remind us that negative emotions cause us to freeze, to run, to fight? Surely we are all too aware of what happens to our mind - and our hands – when someone is after our assets. Work and bright new ideas are likely the furthest things from our thinking, is my guess.
I remember well a time when most of us enjoyed going to work each day. A time when we believed there was a meaningful place for us in the world of work; a place where we could make a positive difference – and have some fun in the process. Smiles and laughter abounded.
In the good old days we made time to listen to each other, to collaborate on projects, to discover new and exciting ways of addressing market needs, and to celebrate our successes.
Nowadays we say the world is moving too fast for us to have time for pleasantries.
Do we really need researchers to remind us that positive emotion
- broadens our mindsets?
- enhances our mindfulness and creativity?
- expands our social connections?
- builds our resilience and optimism?
Just for a moment think of something bad, something nasty. Visualize the event. Remember the look, the smell, the sounds .... now ‘feel’ the affects on your body. And that was only a rehearsal!
Watch a funny movie, listen to a beautiful piece of music – if only for a few minutes .... now ‘feel’ the affects on your body – and your mind.
Am I saying we should only be positive? Far from it. This is a ‘both/and’ world. There are times when it is appropriate to be negative. There are many more occasions when positive emotions are appropriate – and necessary.
Positive emotions get the juices flowing – they allow us to be expansive with ideas, and with one another – each contributing to the personal and organizational outcomes we’re seeking. Happy employees are stable employees – they’re less likely to ‘jump ship’.
Bottom line, when your people feel good about themselves, and with what they are doing, they direct those positive feelings to the customer, who rewards you with even more business - and that can’t be bad.
Now, what business did you say you’re in?
Your comments would be most welcome. You’ll find me at amanda@positiveworkplace.com
Until 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. This leading-edge personal development program is winning plaudits across the board.
Please contact us for details of qualifications required and registration processes - info@polarisprogram.com or 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 |
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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! |
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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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