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March 2004 | ||||||||||||
| The developmental digest for emerging leader/managers devoted to growth and excellence | |||||||||||||
| CONTENTS: |
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| Section 1 | - Topical Topics | ||||||||||||
Hot Buttons - a hot topic . . .
Have you ever been involved in an ‘explosive
moment’? From a standing start to ‘losing it’ in
seconds? Whether you’re on the giving or receiving
end, it’s a devastating experience!
Relationships take forever to build, step-bypainstaking-
step. They can be destroyed in seconds! My sainted Scottish aunt used to tell me, “I’ll likely forget what you say to me; I may even forget what you do to me; but I’ll never forget how you make me feel!” The direct and collateral damage from a ‘hot flash’ can endure forever. Yet few of us can remember when we were taught to manage ourselves or others in this respect. Who was it who gently alerted us to our ‘trigger points’, so we could control them? So now, just how do we handle ourselves or others when provoked? Is this issue worth ten minutes of your valuable time? Why not check your Hot Buttons and consider a few practical strategies for managing your own - and those of others. |
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Timely Insights . . .
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Structuring for Personal Development. . .
Is there one format for personal growth and development that excels others? Is
there one process that works more effectively and efficiently than the
alternatives? Probably not – since we are all different, not only in terms
of what we need for our respective futures but also in the ways in which
we best acquire new knowledge, skills and abilities.When all the various methods and strategies are examined though, it is clear that there are common elements, and more, that there are certain sequences in presentation that will assist rather than impede progress. We cannot afford to miss any of the vital steps, nor should we spend time and energies having to retrace our steps, repeat previously mastered material, or have to reconfigure what we have acquired in order to make it fit into one overall scheme. Having devoted a great deal of time and effort to this specific question, I’d like to suggest a format which seems to work very well for the majority of emerging leader / managers. It’s the finest system that I know of and it is the foundation of the Polaris program.
This isn’t the only pathway
to individual success but it is one that works well. And please forgive me
if this sounds boastful, but I also believe it to be the
finest! |
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| Section 2 | - Talk Back | ||||||||||||
You write . . .
Hello Amanda,My, how quickly time has passed since we began our work together. I am very appreciative of the coaching and guidance, and above everything else how you’ve modeled and mentored me. I’ve gained clarity and an understanding of what my particular challenges are and were. Perhaps the biggest insight was my inability to step out of the reeds as you like to put it and to take a strategic approach. Having begun our work together during a particularly difficult project, you’ve helped me achieve positive outcomes. Our success is your success! Perhaps the most valuable thing I’ve learned during our sessions is to work from my strengths. And while this may seem obvious, when you are struggling as I was, you lose sight of these strengths. Although there were many lessons related to interpersonal relationships, project management, and strategic objectives, I now know my greatest lesson was that I must never lose sight of what it is I need as an individual to be effective. Your style was successful for many reasons. Most importantly, your style and manner of facilitation helped me arrive at the answers I needed. There are a number of tools that we’ve used as well as an outline for our direction but there was also some flexibility - which I needed. Your insight, experience, and down-to-earth style has made our time together a pleasant experience. I’m not certain we could have done it differently or any better. Amanda, although you were hired to help me get over some hurdles, what many don’t realize is your value is immeasurable during the good times too. Rare is the individual that helps others to envision new heights and opportunities. Empowerment is a fabulous gift, one that I hope you will be able to share with many others.
My heartfelt thanks |
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Commentary . . .
One very frequent question that arises in tutorials is
that of life balance. Is it realistic to expect that
career success can be achieved without substantial
sacrifices in personal life interests, and in cultural
and spiritual dimensions? Some comments for consideration:
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A Point of View . . .
This section is a Guest Column. Those with different
and interesting viewpoints are invited to state a case
on a related topic. Articles are welcome – up to 250
words, please. Let’s hear from you!In at the deep end! There’s a significant amount of pressure on bright, up-coming managers and leaders to accelerate their growth and development – in the best interests of the organization, of course. Often the price exceeds the prize-for this forced growth can be detrimental, and sometimes it can even result in failure – the individual paying a price as well as the organization. This is hard to justify. Personal development is not a game of chance! Organizational leaders who stimulate growth in others have a profound responsibility to protect vulnerable persons from over-extension. After all, most, if not all of these initiators, are generally aware of the risks they could be incurring. Balanced growth requires careful planning and extended implementation. Throwing people into the deep end is simply not prudent, nor is it ethical. There has to be a strong loyalty to the developing leader / manager as well as to the organization. This can best be achieved by involving an objective ‘third party’ who might influence proposed strategies. Any executive who ignores the risks involved in a ‘forced growth’ program must be brought to account, for it’s the lives and futures of many persons that can be at stake. People are not expendable – under any circumstances or for any reason, even if they say they are willing to assume the risks. The lure of rewards can distort personal judgment. Let’s be sure we place ethical concerns at the forefront of our development initiatives.
Well, that’s my opinion! |
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| Section 3 | - On the Horizon | ||||||||||||
Emerging Trends & Developments . . .
There’s a fascinating article in Harvard Business
Review – July 2003 edition – “What Really Works”
by Nitin Nohria, William Joyce and Bruce Roberson.
It reports on the ‘must have’ management practices
that truly produce superior results – separating the
facts from the fads. Those responsible for developing
talent within their organization are urged to
review this ground-breaking study. For your copy,
go to:
http://harvardbusinessonline.hbsp.harvard.edu/ |
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Opportunities & Challenges . . .
What are the advantages and disadvantages in
becoming involved with a business or executive
coach? This is a pivotal question, for coaching is
not for everyone! Here are a few points that may
serve to clarify your situation and to help you
decide if you would benefit from one-on-one
coaching.Firstly, the downside: Now the upside:
Of course, there are more extensive arguments
on both sides. This is just a starter list, but one
which should help you to decide whether or not
coaching is for you – at this point in time. Only
you can make such a vital and profound decision
for yourself.
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Program Information . . .
The Spring 2004 Polaris Program gets underway on
April 7th and 8th with a two-day Intensive at the
Delta Meadowvale Convention Centre in
Mississauga. The program will run through the next
full year, until the end of March 2005, and will
engage all the proven ‘channels’ for effective personal
development.If you’d like to know more about the Polaris Program, and how it can contribute substantially to your personal and career growth, please visit www.polarisprgram.com at your earliest opportunity. There will be a Fall 2004 Polaris Program which will start in early October this year. Reservations are being taken now for this full initiative and the initial benchmarking processes are already underway. This may be a good time for you to investigate its benefits for you and for your organization.
Spaces are, as always, restricted and available only
to those who can demonstrate their sincere desire
for significant growth as a future leader / manager. |
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| Section 4 | - Secure Site | ||||||||||||
Polaris Program participants are welcome and encouraged to visit the extended reports, archival material and latest program developments in the upcoming participant area at www.polarisprogram.com.
This area is exclusive to participants and will be password protected. |
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| © The Polaris Program and Digest are products of Andros Consultants Limited | |||||||||||||