February 2009
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - Leadership in Practice   - 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 in Practice Leadership – the foundations. Back to basics . . . Just for a moment, may I ask you to consider what you believe to be the very first step in establishing a leadership relationship with another or other persons? If you reflect on the definition of leadership I’ve been promoting over past discussions – focusing the desire for change that’s resident in others and then facilitating the creation of a sustainable new reality - you’ll likely say that it has something to do with desire or vision. In turn, I’d suggest that this is far from being the first step. “Well then”, you say, “it must be related to community of purpose, shared interests and common purpose”.  Again, while these are early considerations, I think not. There must be something even more fundamental, without which there is no connection or even mutual awareness. What might that be, exactly? Such awareness could be described as a relationship but this might be a grandiose term for something which could be primitive to say the least. Also, as we recognize from general experience, whenever people are brought together or made aware of one another in an artificial or contrived manner - as can happen with an imposed appointment - formal relationships and real relationships tend to be worlds apart; they’re not nearly the same thing. For the sake of convenience, I’m going to suggest that we consider this basic awareness as an “attachment”. We could then explore it from the stage of emerging awareness, as in a newborn child’s first observable response to its mother, right through to deep, multifaceted complexity, as will occur in mother-child bonding and which can last beyond a lifetime. My position is that leaders need some form of attachment in order to be effective. Allow me to share a brief story that will shed some light on this idea. Panic in the Pub . . . It began like any other Friday evening with small groups of people gathering at a local watering hole for a few beers to celebrate the end of yet another work week. The many small and diverse pockets of people with common interests relaxed as the evening progressed and people began interacting with those in neighbouring groups facilitated by diminishing inhibitions, all encouraged by ‘demon alcohol’. Suddenly, there was a piercing scream carrying a clear note of panic. It came from a group at a random grouping of tables close by the main entrance. There was immediate confusion and intense yet unfocused activity which did very little to clarify the precise nature of the situation. Then the word “Fire” emerged from the gathering panic. A young lady’s clothing was burning and her neighbours were trying to smother the flames as well as escape the danger.  Tables were being displaced and chairs overturned in the resultant melee.  Everything was compounded by persons at adjacent tables trying desperately to squeeze past the confused area in their attempts to get to safety. There were other well-meaning individuals, further from the scene, trying to help by organizing an orderly evacuation of the premises but many others just sat passively and stared, apparently paralyzed by events and seemingly unable or unwilling to move themselves. As the seconds passed, the confused action escalated and began to spin out of control. Suddenly, above the confusion, there was a stentorian shout, “Peter, Bill, Stephie . . .”.  It was like a knife had cut through the confusion and a small oasis of relative quiet emerged as the three individuals identified their names above the noise and turned to the speaker. “Use the beers on the table and then get her behind the bar, now!” the voice directed. At once there was deliberate action in the directed manner and, visibly, the panic began to subside. Within a few more seconds there was a sense of relief and restored order as the intense action was markedly reduced and the danger was brought under control. Those who were seated some distance away also relaxed even though they were still unsure what all the fuss had been about. In a few more minutes a select group of people were competently containing the situation and arranging needed help for the unfortunate young lady. The danger was well and truly past. Leadership in action . . . What happened here? In any panic situation there’s confusion. Despite our best intentions we will assert our own interests, sometimes at the expense of others. Leadership is needed but it seems that only a few can rise to the occasion effectively. Asserting leadership and control though is not as easy as it seems. In the situation above, there were several persons attempting to take charge and to contain the panic. None were able to do so until our ‘hero’ resolved the situation through the actions of Peter, Bill and Stephie. That was the key – the use of these individual’s names! We all recognize our names, even in a crowd, although we could be otherwise focused or distracted, and even under stress. Our names are an essential channel to our consciousness, a triggering device that alerts us to refocus and to respond. This is also the first step in creating attachment, so much more than any attention-grabbing ploy. Consider the difference in our response if we were to be signalled by some other means, such as “Hey You!” So leaders need to establish and build attachments, especially with those who they would lead. We’re all well able to do this as individuals but the process may not always be obvious. Let’s review it by using a model developed by the well-known clinical & development psychologist, Gordon Neufeld, PhD. He proposes a two-phase model, rather like the structure of a plant – roots below the ground and stem above. His work on attachment is centered mainly on child development but I believe it has great applications for adult relationships too Developing attachment . . . If you consider the diagram below you’ll note that the attachment part relates mainly to the root structure. It begins with the root bole which is located immediately beneath the surface and symbolises the Senses. Our physical senses of sight, smell, taste, touch and hearing are the portal through which we become aware of others. The impression is superficial and low risk for the most part. Going deeper, there are two emerging channels of Sameness and also Belonging & Loyalty. In this way we identify with others through common features, e.g. values, needs, interests and circumstances, and this increases our affiliation and, at the same time, our feelings of vulnerability. Having a tie, such as a kin relationship, shared membership or unifying purpose will achieve the same outcome and perhaps more profoundly. Deeper attachments are formed, according to Dr. Neufeld, as we discover Significance between us through meaningful commitments and vested interests, and these can become emotional entities such as a state of mutual Love. The ultimate level of attachment arises when there’s intimate, trust-based knowledge of one another (Being Known). As attachment deepens, vulnerabilities increase. Above the ground there’s the stem which represents those behaviours which emanate from attachment. In brief terms these are adaptive, emergent and integrative in form, serving to stimulate needed changes to grow and develop within a given context and to strengthen and reinforce the relationship; but more on this later. Making it work . . . How can attachment help a leader or manager be more effective? Firstly we need to recognize that any effective relationship has to be built on a firm base of attachment – bonds will open up the channels through which influences can be exchanged. This was demonstrated in the Pub story. The initial step is to Sense (recognize/acknowledge) the presence of others as individuals, not as functions or roles. This will likely require an investment of focused time and attention. Several African cultural groups greet one another with the expression “I see you, brother . . .” Sameness can now follow in the form of parallel perspectives, identifying those aspects that are common to both or all involved. Belonging and Loyalty is perhaps an alternative channel here where we emphasize what it is that unites us and serves our mutual and joint interests. The military, where leadership under extreme conditions is imperative, use ‘esprit de corps’ / pride of unit in diverse and pervasive ways. Either way, or both, attachment singles out groups and individuals for special responses and dedicated effort, for at this level there is real leverage for leadership intervention. In the impersonal domain of the working world, the next level of Significance is likely as deep as we need to go for most applications. Special relationships based on specific commitments are built at this level; such relationships are rare but necessary for real endurance and full engagement. The Gallup organization has demonstrated through its extensive and diligent researches that we all need to have a ‘best friend’ at work if we are to be truly productive. From the leader’s perspective, the two vital acts of focusing and facilitating are made possible and easier when attachment extends below the level of Senses into the realms of Sameness / Belonging and perhaps deeper to Significance. To attempt to influence the behaviours of others without such a foundation of attachment can be risky. Attachment requires both initial and sustained interest and effort to define the emerging relationship, with proper perspectives that focus on similarities rather than differences and also the acceptance of significant attributes and contributions that become the basis for unique relationships. The conclusions . . . Effective leaders are real people. They are not ‘appointees’, roles, functions, or in any other way imposed. Real people have real relationships based on personal attachment which has been initiated and earned. While attachments can and do develop on their own, without deliberate interventions, they can also be fostered and strengthened by particular and mindful effort. The wise leader looks at the foundations of relationships before extending them or using them to create needed change; leverage is often precarious and there’s sometimes more to be lost than just the immediate intention – relationships have to be founded on firm attachments and be sustainable, adaptive and resilient. Investing time and energy in strengthening attachments and building relationships is sound strategy; it’s also ‘money-in-the-bank’ against possible future demands in difficult circumstances. Think about it, please. 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 refine and expand the essential value of these initiatives. Thanks in anticipation for your participation.
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	Timely Insights . . . Reality Check . . . There’s a new book on the shelves by Guy Kawasaki entitled Reality Check. If Guy’s name sounds vaguely familiar you are likely one of the millions who’ve been captivated by his previous books and/or blogs which are very popular. Guy is a co-founder of a venture capital firm, Garage Technology Ventures, and the author of The Art of the Start - a Business Week best seller. This new book is a marathon of more than ninety chapters but just 460 pages – there’s a clue! It’s punchy, raunchy and highly disrespectful of sacred cows. There are chapters on entrepreneurism / intrapreneurism, on relationships, on sucking up, on schmoozing and on being/avoiding A-Holes. The style is humorous yet informative, flippant yet profound and full of relevant stories and examples, all designed to give meaningful insight to the complexities of corporate life. Whether you’re jaded or smarting in your naïveté you’ll get value from this entertaining read. It is published by Portfolio Books and available through Amazon. Centering for Stress Relief . . . Centering is a technique that originated, and is still used, in Aikido – one of the Japanese martial arts. Aikido is non-violent, and is perhaps the most cerebral of all the self-defence arts. It literally means 'the way of unifying life energy.' You may be wondering how this is connected with stress. At its most basic level, stress is energy. And centering is a process that helps to manage that energy. One of the most fundamental principles of Aikido is learning to relax the mind during the stress caused while in a fight. In Aikido, when fighters confront attacks with confidence and directness instead of fear, they start down the path of mastering themselves. They accomplish this by learning how to center. If your stress has reached unmanageable proportions, it’s time to consider a fresh approach. You’ve nothing to lose and everything (including your life) to gain. Check it out!    http://en.wikipedia.org/wiki/Aikido Rusty Language Skills . . . Are you one of the many who have invested much time either using or learning another language at some point but have little or no opportunity to practice it these days? As a result you may have found that you‘re becoming rusty and losing confidence. There’s an elegant and no-cost way to revitalize your vocabulary, grammar and even pronunciation. In addition, this initiative has a zero-embarrassment factor - essential for most of us would-be linguists. The method is known as Transparent Language and you can investigate it for yourself at http://dr.bluehornet.com/ Here you can select to receive a word–a-day in one or several languages of your choosing. In addition to the word you will get a sample sentence, simple grammar lessons and be able to hear the word and sentence spoken by a native speaker of that language. It takes less than three minutes a day. I subscribe to both Spanish and German daily and credit the service with having rescued my limited and atrophied skills from the brink of oblivion. It is also a painless mental callisthenic - and I can use all the exercise I can get! SUCCESS happens when your imagination is sparked and your spirit is fuelled.
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Section 2	- Talk Back
	Coach's Corner . . . A selection from frequently–asked questions Dear Coach, Your last column about the impact of lay-offs touched a live nerve! Our organization is definitely headed in this direction thanks to the troubled economic situation. Our lawyers are telling us that the least said the better but since many people have been here forever emotions are running deep. Just how are we, as managers, supposed to talk about this to our staff so that we don’t raise the potential for silence or violence? Response: Lay-offs are likely the worst experience for everyone in the organization. They create uncertainty in the individual, cause people to question their worth and capacities, throw families into turmoil, spread feelings of mistrust and betrayal, and paralyze organizational functions and growth. Business leaders consistently underestimate the impact and cost of lay-offs as well as the price involved in rebuilding organizational capacity when conditions improve. There are several alternative strategies which could be considered, such as reduced hours, shared functions, reduced earnings, etc. each built on the premise that half-loaf is better than none. Some Companies believe though that it’s better to lose ten percent now than 100 percent later. What this tells us is that there will be trauma and pain no matter how such decisions might be effected. There is, however, the kind of shock and pain that comes through cutting by the caring hands of a surgeon and that which comes through deliberate wounding in the insensitive hands of an antagonist. The intention is different so the quality of the experience will be different too. If making the related decisions is hard, putting them into practice is much harder. It isn’t always the one who makes the decision that must implement it; it’s the implementation that leaves the most visible scars. So, how to handle a most difficult situation? Let me begin with the strategic, or at least, the outcome perspective. Firstly, lay-offs are but one step in a larger process. The main objective is to rebalance the organization’s infrastructure to ensure its survival in troubled times; for this “all hands are needed on deck” There’s every reason to share and discuss the main objective(s) and the various strategy options for attainment. The more transparent this process is, the easier it will be for all to accept the eventual implementation strategies. So, talk about the challenges, possibilities and inevitabilities. Before irrevocable decisions are taken, ensure that everyone has a clear and complete picture of the situation in its broadest application. Too many organizations attempt to hide the facts, perhaps believing that they will only cause uncertainty and unrest. It has been demonstrated conclusively though, that such tactics will lead only to rumours and these are generally more destructive than any fact-based discussions. Key people do not usually bail-out at the first sign of trouble – rather they dig in!  Employees are definitely more distracted by rumours than by reasoned, open debate of conditions that are most likely visible to everyone. Secondly, be bilateral when you design decisions and action plans that affect the interests of others. This means some measure of participation and involvement, for leaders cannot know the true impact on everyone who’s affected. The decision may be firm but its execution (as in implementation) can be flexible and even tailored to the circumstances. There’s no comfort in uniform treatment; there are often things that can be included in an equable package that are inconsequential to the organization yet significant to the individual. Next, be specific and committed at the moment of truth. Vague statements of support are irritating to those who are staring into the face of probable hardship. Make a list of the things that you can and will do and state your readiness to follow through. Be precise - say, “I’m prepared to write a testimonial to your work that will serve your needs”.  Remind them that you have appreciated and benefited from their particular personal strengths as well as their cognitive competencies in their past contributions, and this will be the substance of your endorsement. If you want to prove your sincerity avoid platitudes like, “You’ll do fine; I’m sure you’ll fall on your feet”. At the point of delivery, feel the pain that you’re delivering. It should always be done in person and face-to-face; never delegate a task such as this. Your relationship, and the loyalties that are its currency, can be preserved if you are authentic and empathic so share your inner feelings and let them know that you really care. Do not, under any circumstances, fake it though or you’ll do more damage than good. Be as generous as you possibly can, not just in financial terms but in your initiatives and time. A generous gesture right now can help preserve a great deal for the future and you may never know the actual impact and consequences of such a single gesture; be assured the other person will - and will remember! Finally, respond to emotional outbursts with dignity and compassion. It is reasonable that someone could react in unwise and perhaps uncharacteristic ways, becoming upset, angry and even accusatory, so respond under control and with dignity. First, let them have their say / vent their emotion, and then restate their point to confirm you’ve listened, “You feel that you’ve been unfairly singled out despite your many contributions . . .  acknowledge the emotion . . . and I understand that you are upset by this decision; I know I would be too if it happened to me.” Reaffirm the decisionwith an expression of your sentiments, “I’ve done my best to keep you in the picture about this downsizing and I greatly regret it has come to this.  I’m sick at heart that it’s you who must suffer the turmoil of being laid off and I am going to do everything I can to ease the transition for you. I agree that this won’t remove the pain of the decision but it will help you to avoid the pitfalls of political and/or defensive responses. If you can express and demonstrate vulnerability, empathy and some sacrifice of your own personal comfort and convenience, you can escape permanent alienation and maybe even preserve some of the relationship.  At the last, it’s a really tough job and I wish you the best. I hope this helps.
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	Commentary The Real Power in Visions . . . Let’s face it — we are all, for the most part, struggling to stay viable in the face of severe resistance and turbulence. The Press may debate the impact of this recession relative to others in the past, but this is not really relevant. With the global economy sputtering and innumerable challenges arising from this, it’s becoming increasingly difficult to keep everyone’s eye on the ball. This, however, is the most important thing we have to do whatever strategies we might choose to employ.  We must preserve the integrity of our organization and continue to focus on increasing the value delivered to our markets. To achieve this we need to create a vision – regardless of size or circumstance – and this is a true leadership requirement. Also, we have to communicate that vision as credible, stimulating and seamless – not ‘either /or’ but ‘both/and’. The visions created by most organizations are competent in terms of content. They are ideological or mission-focused and effective in defining the target market. However, they are not always inspiring and can fail to capture the imagination and emotional energies of those responsible for their implementation. Focus and clarity are essential, of course. If we do not have a common understanding of our end goal it’s unlikely we’ll ever agree on how to achieve it. Shared meaning is challenging to build, and even more difficult to sustain. We’ve all learned the hard way that an annual executive retreat, to hammer out the strategic direction for the next three-to-five years, is generally an unsuccessful, albeit enjoyable, process. It is ‘strategic management’, the continuous thrashing out of strategic intent that enables us to develop consensus on our future direction and thereby the critical decisions we must make every day. This comes at a cost though for relationships are vulnerable and can be progressively weakened by continuous beatings and by endless wrestling over differing interpretations. In the throes of birthing this fragile entity called our Vision, we can easily lose the joys of parenthood. The main energy for any vision – its vitality – comes through the emotional impetus it creates within each person who’s engaged. When there are barriers and unexpected developments, it’s usually the inherent vitality of the vision that preserves it. Persistence, resiliency, adaption and accommodation, elasticity and durability are all factors of a strategic intention’s emotional component rather than its intellectual qualities. It’s ‘will-power’ not ‘way-power’ that will support eventual success. Yet how much of our initial energy and invested resources are dedicated to optimizing the vital nature of the vision? I know too many CEOs who steadfastly maintain that it is his/her sole prerogative to create the vision; there’s little or no original input from outside the C-level. Does this make sense? Surely, if the successful implementation of the vision is to rest largely in the hands of middle management and front line staff, it is their emotional commitment that has to be built into the vision. This commitment will not be readily earned if the implementers are not involved in its formulation – if it is simply imposed upon them. Selling a vision, created by the Executive alone, is a truly difficult undertaking. It takes considerable time as well as excessive other resources and may still fail to reach an effective ‘unstick’ speed. It would take a lot of time to allow all staff to participate in vision development I agree, but as the Fram Oil Filter commercial has been pointing out for more than thirty years – you can pay me now or you can pay me later! Something else to think 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. Giving up is good for the soul . . . Hey! It’s nearly Lent already. For those readers who are not of the Christian persuasion, this is a time of fasting, self discipline, introspection and denial all for the purpose of becoming a better person. In my experience this is one of the more useful religious practices and may even contribute in some small way to spiritual growth and development. I do not admit though that my intentions are entirely pure. There are a few other collateral benefits that might accrue which are of more temporal benefit – like losing some un-needed weight or breaking an annoying but persistent habit. Self discipline in any guise however is usually good for me, let alone my soul. I’m thinking about what I should give up for Lent. The focus is usually on forgoing deserts, chocolate, bread and on one occasion I actually gave up eating Brussel Sprouts! Then I reflected on some comfortable behaviors that I might surrender that would make me a better person, like procrastination or reading late into the wee, small hours (while my wife is trying to sleep), or using the car to drive two hundred yards instead of walking for the exercise. Of course, I should be doing all this all the time anyway - and perhaps I will. Then it struck me. I will give up some of those self-serving and accommodating behaviors that prevent other people from being all they can be. At first, I thought it would be difficult to compile a list, but no! The items flew thick and fast to mind. I’d not stopped before to recognize the adverse influence I could be until I tried to select a practical list. So, for the next six weeks or so I shall commit to not interrupting people because I know exactly what it is they’re trying to say. I will not rush to offer advice or counsel to everyone who admits to having a problem; I’ll listen first and then seek permission. If I can do these two things well, although there’s no guarantee, I’ll also attempt one other thing – I’ll treat every one with a warm, positive demeanour even if (s)he turns out to be a raving S.O.B.  I mean, why give them the satisfaction of dictating my mood? It may well be that by taking this different slant to Lent, I might just achieve my higher purpose. Well, that’s the way I see it anyway. David
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Section 3	- On the Horizon
	The Positive Workplace Where’s everybody gone? I’m amazed how many folk have put life – and living - on hold.  Gone are the rants and raves. Not even a moan or two about the general ills of the world. Staring off into space; holding their breath.  It’s as if we are simply waiting for the sound of the other shoe falling. It’s a sign of the times, I hear you say. Really?  And need it be so?  Is all truly lost?  Surely there is more to life (and living) than the ‘a to z’s’ of this financial crisis.  There’s an old Scottish proverb that admonishes us to  Be happy while you're living, for you're a long time dead. Ain’t that the truth! So what might we do about this?  Do we play games with ourselves – persuade ourselves that these are but paper losses?  Tough to do when the kids need braces … we’re afraid that our job may be the next to go.... or we’re the beyond the sunny side of 50! Do we count our blessings; remind ourselves that, compared to others, we’re really in pretty good shape? Or do we focus on what’s really important in life, most especially in times like these? In the words of Chris Peterson, one of the world’s leading positive psychologists.  People matter. Relationships matter. We are, after all is said and done, social animals. People who need people! More to the point... we each need people who are ‘present’.  These are folk who are not mired by the past, nor focused solely on the future.   People with whom we can share a laugh, or even cry a tear or two!  These are the folk who are with us, for us, in the here-and-now...wherever, whenever that might be. They are the people who appreciate us for who we are, no matter the circumstance.  Being present – the gift of life, the gifts in life. I’m here with you, for you. Where are you? It’s only together that we can make a real difference in this world. Amanda http://www.positiveworkplace.com
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	Opportunities & Challenges . . . 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. Most of all, we encourage them to care – about themselves and about others. Doesn’t this sound like the kind of leader you’d like to be? 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
	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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