|
 |
| CONTENTS: |
|
| Section 1 |
- Topical Topics |
|
This is the tenth of 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:
Resilience . . .
Our focus remains on the qualities and traits of effective leaders. Many of these are obvious, many are not. We've dealt with most of those which are obvious so now let's adopt a different mindset.
Taking a leadership position is often easy. All one needs to do is to rise to opportunities and/or challenges whenever these are presented, and that's quite often. What is considerably more difficult is to 'stay the course'; to prevail in the face of opposition; to win over the hardships and to persist until the job is done and success is realized.
So, what is the single most important characteristic for sustaining leadership? What is it that separates those who succeed from all the others who merely attempt the role? Since we know that the job of the leader is never easy, then the answer has to be 'resiliency'.
Resiliency is a 'hallmark' of all great leaders for few, if any of them have an easy time of it. What is resiliency precisely? I prefer to use Karen Reivich and Andrew Shatte's three-part definition, loosely paraphrased as;
- Overcoming obstacles
- Navigating difficulties, and
- Recovering from setbacks.
In their excellent book, "The Resiliency Factor" , they offer a convenient seven-factor self assessment which helps to benchmark one's current stance in terms of the complexities of resiliency. They do much more than this, offering intriguing concepts, practical advice and encouragement that enhances resiliency across a broad front.
Allow me to use their seven factors as a framework for this discussion. The points are mine, but if you are as curious as I about this key characteristic of successful leadership, you'll want to visit with them to learn of their perspectives too.
The initial consideration is Emotional Regulation. This is the ability to stay calm, to cope when under pressure - shades of Rudyard Kipling. Keeping a level head when all about you others are losing theirs is an admirable and highly valued trait.
Those who cannot remain cool and collected are exhausting to be near; relationships cannot survive a continuing onslaught of intense emotionality; ongoing negativity is a depressing turn-off. We tend to avoid angry, sullen and hostile people - their attitudes can be 'catching'.
Leaders need to be the rock around which the turbulent stream flows. They are the anchor in the maelstrom, the voice of reason and wisdom in times of uncertainty and doubt. They are the harbour in the storm, for generally, they don't 'lose it'. They can be trusted in adversity.
Next we turn to Impulse Control. It's often said that this is one of the vital signs of personal maturity, but it goes much deeper than that. Controlling impulses, being able to defer gratification, is an expression of self discipline. It has its roots in self regard, emotional self awareness, and personal actualization.
A strong relationship between impulse control and general success in life has been capably and convincingly demonstrated by Daniel Goleman (of Emotional Intelligence fame) among others. It's also clear that there's a relationship between Impulse Control and Emotional Regulation, both tending to support the other.
Leaders need this trait in order to retain control of the situation and the concomitant respect of those who follow them. They are frequently the advocate of the 'reasonable' course which is exemplified in the story of the older and younger bull. Enough said!
Our third characteristic is Optimism. The optimist anticipates change for the better, hope for the future and a belief in one's ability to control outcomes in life. This becomes a fundamental motivation to anticipate success and to strive for the strategies and solutions that will realize that success.
Those who cannot adopt a reasonable level of optimism rarely stick with the struggle, electing rather to surrender or change direction. They lack the persistence and tenacity that 'wins through' difficulties and overcomes apparently insurmountable odds. Note though that this trait can be overdone, resulting in fantasy and stubbornness.
The effective leader uses optimism as a tool, not as a blind creed. There's a test of reason to be applied before faith can be asserted. It is optimism that fuels progress towards the goal along the pathway of reason and confidence that leads to the light at the end of the tunnel.
Now we consider Causal Analysis. This is the ability to accurately and rapidly identify the source of problems and challenges. After all, there's little merit in resolving the wrong issues for no matter how well this might be done, we're no further ahead.
It's been said that proper definition of a problem is sixty percent of the solution - my sainted Scottish aunt once again! For certain, those who are not adept at pinpointing the issues are in peril of losing the confidence of the group. In addition, the proven ability to move beyond popular perception to uncover the real issues is a universally recognized talent and widely rewarded in our business organizations particularly.
The leader must master the diagnostic processes. This means avoiding the pitfalls of explanatory styles which focus on "Me" versus "Not Me", "Always" versus "Not Always", and "Everything" versus "Not Everything". Any personalization of fundamental error attribution will surely lead to errors in diagnosis and success will surely be frustrated.
Let's take a look at Empathy. It's this ability to identify with and to interpret correctly others' feelings and to respond to them appropriately that makes direct bonding a reality. It means that we must be able to determine the realities of others so we might legitimize them and also respect them as separate individuals.
Those who impose upon others how they should experience events or possibilities are clearly lacking in this important attribute. Can we plausibly tell others that they shouldn't feel bad or get upset over matters? Feelings are real, personal property, to be accepted as an integral part of other people, never glossed over or discounted.
Leaders know that emotional stances are the fuel for action, provide energy for commitment and a focal mechanism for future intentions. Really skilful leaders can harness emotions in others just as an accomplished conductor is able to bring individual musical artistry together to create a symphony.
This leads us to Self Efficacy. Broadly defined, this is the competence and confidence to seek out and find needed solutions. It is strongly contiguous with Optimism in that it provides the ability and confidence to implement the hopes and aspirations that arise out of Optimism.
We cannot just dream of a better world, or pray for its deliverance. Confucius apparently said that a man can stand with wide open mouth for ten thousand years before a roast duck will fly in. We must first dream and hope realistically, then we have to find the focused energy and willpower to put our plans into effect. We have to find the courage to step up to the challenges, to anticipate and pursue success.
As leaders we need to apply the plans, to take the action that will move us all forward, to boldly go where others can/will not go so we might capture the elusive outcome - success. We must lead positively, with competence and confidence if we expect others to follow.
The final point is to Reach Out. It is part of an expanded definition of resilience, going beyond merely overcoming obstacles, navigating through difficulties and recovering from setbacks. It is a positive force that touches the lives of others.
To reach out to others we enhance all aspects of their life, drawing them beyond the comforts of complacency, rising above the illusions of safety and the acceptance of mediocrity. There are barriers of course, like the constantly present fear of failure and ridicule, the distortions of anxiety and fear and even beyond the self imposed limitations that we all have accepted.
To the leader, this is the ultimate challenge - to take people beyond their restricted horizons, to new orders of possibility, to fresh dimensions of experience that have been glimpsed only in dreams. After all, what is a leader but someone who focuses the desire for change within others and takes them on to a new reality!
So, ask yourself:
- If this is my opportunity to lead, how can I present myself as an anchor and navigation point for others to use in their journey to a brave new world?
- How can I show the way to fresh possibilities and practical strategies that will move us together towards our desired goals through competence and confidence?
- What are the most effective ways to define and master the many challenges and obstacles as we journey so that we might use them as stepping stones?
- How shall I reach out to create the bonds that will bind us securely on our journey, acceptable to each and every member, in our newly emerging reality?
The emerging leader has to be self aware, for if one is unable to master and direct oneself, how can one place him/herself at the service of others? This is true leadership, taking others to places they have only dreamed about, to realities that have eluded them, to fulfillments that have resided in vague expectations. The leader serves the future hopes of all mankind.
These ten articles on the characteristics of leaders have been designed as a discussion guide for those who manage and lead through mentoring and coaching. If you would like to secure copies for your own use, please contact us.
It has been a pleasure to share ideas with you and we'd appreciate receiving your questions and comments that will assist us to refine and expand the essential lessons implicit in this initiative. Thanks for your participation.
|
| ^ ^ |
|
Timely Insights . . .
Nature versus Nurture . . .
. . . one more time! Nigel Nicholson, in his new book "Executive Instinct" claims that we're all essentially 'hard-wired' from a neurological viewpoint. We are much the same as we were ten thousand years ago - geared for survival in the wild. Meanwhile, so much has changed around us, and we've adapted - but not much! We need to recognize this, he says, and to legitimize emotionality, expect limits to rationality as well as to self development.
Work life is dominated by forces such as the need for psychic 'buzzes' that cause us to seek out challenges, an overriding aversion to loss, 'eye-blink' assessments of other people and situations and irreversible social inclusions / exclusions that reflect a 'pack mentality'. There are some other shocking ideas which may have more substance than we're prepared to admit in our 'green thinking'. Fasten your seatbelt and take a closer look - I dare you!
http://pf.fastcompany.com/magazine/40/nicholson.html
Covey's Four Intelligences . . .
One of the best business books of the year, perhaps one of the best of the decade, is Stephen Covey's "8th Habit". In it he talks about his four 'intelligences, which are:
- Physical / Economic Intelligence (PQ)
- what we can do with our bodies
- Mental / Cognitive Intelligence (IQ)
- what we can do with our brains
- Emotional / Social Intelligence (EQ)
- what we can do with our hearts
- Spiritual Intelligence (SQ)
- what we can do with our souls
The 'complete person' is able to engage all four intelligences in an effective way to 'live, learn, love and leave a legacy' (the message of the "7 Habits") and to 'find your voice and help others to find theirs' (the bottom line of "8th Habit).
Interestingly, this same idea is described and applied in my e-book "Way to Coach" published two years ago, so maybe it has some validity. Why not explore the many valuable and practical applications for yourself? http://www.ebooks4business.ca/way_to_coach/
|
| ^ ^ |
|
Advance and be Recognised . . .
It's said that we never get a second chance to make a first impression - true! How could it not be? Despite the obvious wisdom though, it seems to me that too few of us are actually prepared to make a first impression that has impact.
Yet, we're unique, every one of us! There's never been anyone else in the history of mankind just like you or like me. So why should we not be proud of who and what we are? We need to 'advance and be recognized'. All we need for this is a factual declarative statement that describes what we do, and for whom.
There's a basic version that simply positions us. Then there's an advanced version that explains whatever it is that differentiates us from others, thereby promoting our uniqueness.
We're all worth the five minutes it takes to craft such a statement, the minimal effort that's required to memorize it and the right to present it 'on demand'. All that's required is to state your product or service and your target customers.
Tom Hanks might say, "I produce and act in middle-of-the-road movies for people who are old enough to recall the first moon landings". Dolly Parton could say, "I sing and act to entertain men who revere their mothers". You get the drift?
If you'd like the advanced version, just take the basic one and add a differentiator. Let's consider what Jerry Seinfeld might say, "I'm an actor / comedian who appeals to all those who'd love to be able to think on their feet, but unlike most other comedians, I'm extremely funny!" Simple, eh?
There are those among us too who are always looking for business opportunities. We could use an adapted format promoted by Geoffrey Moore in his book "Crossing the Chasm". His template is:
For (name your target customer) who are dissatisfied with (describe a common industry problem) our product/service is (describe your product or solution) that provides (cite your key problem solving capability). Unlike (your competition) our product/service solution (identify the key point of competitive differentiation).
Be careful that you present your statement with freshness and enthusiasm. Use it sparingly and only when you sense that there's likely to be genuine interest. Then, make the receiver your focal point and pitch to his/her reality. That's what matters!
Lastly, keep it elegant - no more words that absolutely necessary to deliver the essential message.
In business, "Do what you say!" is sound advice; "Say what you do!" though pays better. Hey, you're worth it!
|
| ^ ^ |
| |
| Section 2 |
- Talk Back |
|
Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
Although I've been a manager for less than a year, I think I'm doing quite well generally - except for one thing, or should I say, one individual. Once he was a colleague; now he's reporting to me and he clearly resents it! He's a little older than I, somewhat more experienced in our industry and he can make very good contributions to our objectives. The trouble is he never stops pointing this out, and not always diplomatically!.
Sometimes he's arrogant and even rude in front of others, and when he and I are face-to-face he's sullen and unresponsive. He rarely challenges me outright in public, but he makes it very clear that he thinks I'm an idiot. I don't want to lose him, but I have to change his behaviour. How should I deal with this disrespect?
Response:
His attitude likely has deeper roots and may have more to do with his personal history than with you - but this isn't relevant for you, so don't try to go there!
Let's be very blunt - your responsibility is to create a team of winners, not to expose or convert a 'loser'. Your job is to build the team and to get the job done.
What can you do? Try the following:
- Firstly, when confronting his errant behaviours, as you must, focus on specifics and avoid generalities. His attitudes are not your primary concern or challenge - his contributions are. So, work to define, deflect and eliminate those specific behaviours - actions, words, tone of voice - which don't make positive impact on desired results.
- Next, let him know the impact his actions are having on you and on others. Do this by exploring the consequences of each event. "What do you think others might feel when you imply that I, or others, are idiots?" Explore this to the point that he realizes that it reflects as poorly on him as it does on those he's trying to put down. Then ask, "Is that the response that you want from other team members?"
- Place the responsibility squarely on his shoulders. Say "It's your job to communicate constructively with others - to find ways to say what you mean and to make the right impression. However, can I help you to think it through?"
- Should he agree, identify what it is he intends to convey and help him, perhaps with role plays, until he's comfortable.
- If he rejects a constructive position, claiming that he has good grounds for his opinions, ask him other consequence-type questions. "In what ways do you think your opinions are contributing to the general success of the department? How do you think the other staff members are responding to your particular contributions?"
- If getting along with the rest of the team is not important to him, ask him why. Offer to help him to find an acceptable alternative role in the organization, if available. Agree that you will support him to make whatever transition may be necessary.
- Advise the rest of the team that he is working on his issues and request their understanding and patience while he does so.
Dear Coach:
Recently I had someone really 'mess up' on an important job. I feel I have to do something by way of a reprimand. It was serious and I can't just ignore it. I'm worried though that I might over-react and cause a problem with morale generally. What should I do?
Response:
Well done! You've already started the right way. You've allowed time for a 'cool-off'
The art of reprimanding another requires tact, timing and an understanding of human nature. If not handled properly the consequences could include reduced morale, lost productivity, resignations, terminations, wrongful dismissal suits and human rights investigations.
Here's a ten-point template to guide you to a proper course of action:
- Timing is everything! Do not take immediate action to deal with the situation. It's highly likely that negative emotions will block the problem solving process. This is the most important concern - to determine what we can learn from what just happened?
- You need to fully understand why it happened - the exact causes of the problem and the sequence of actions that followed - before you can analyze the responses of those involved. Take as long as you have to for this - but not a minute longer.
- When confronting the responsible person(s), which is always done in private, first ask for his/her consent to address the issue thus setting the potential for collaborative action. Deal only with the specifics and avoid generalizations like the plague.
- Use a personal-centred approach. Explain how you feel and what you think while asking the employee for their feelings and thoughts on the issue. Ensure that both your dignity as well as that of the employee is retained at all times.
- Your opening task is to ensure that the employee fully understands why the issue is a problem that requires corrective action. Use consequence questions to help them explore the impact of their actions.
- There are vital lessons to be learned from the issue and these should be identified and agreed in full. Notwithstanding the reasons for the errors there is merit in using these identified lessons as partial mitigation - but only partial.
- Next, the reprimand must be meaningful to the employee, fair and equable, and directly relevant to any committed errors in the most constructive way. Ask the employee to assist you to define possible courses of remedial action, testing each option against the three factors above - meaningfulness, fairness and relevancy.
- Make your decision straight away and implement it.
- For all serious issues, document the decision, insert dates for placing the record on file and also a date for its removal (usually from 3 months to 2 years depending on the severity) and then both parties sign it. Place it on the personal file of the employee.
- Close the matter and move forward, referencing the issue again only if there is a recurrence.
This will help you to plan a well considered program of action that will be corrective and enduring while yet retaining your relationship to the extent possible.
|
| ^ ^ |
| |
| |
Commentary . . .
Change Management - the easy way . . .
Any organization that's experiencing either restructuring, a change in leadership or rapid growth recognizes that innovation is the key to continuing success. Innovation is the direct result of individual contributions whether it's related to product, processes or image.
The single biggest barrier to innovation is the 'natural' ambivalence of individuals toward - or even active resistance to - major change. Why do I say 'natural'? Well it seems that both our personalities and the organizational cultures in which we work tend to want to continue whatever momentum we're presently experiencing. This means that most proposed changes in direction are resisted. It's the same effect as the keel on a sail boat.
My experience is that there is no set formula for overcoming this aversion to change - what about yours? There are however four basic approaches that do recur in all successful attempts at changing people whether individually or collectively. Surely they deserve some conscious consideration?
The first of these is to tell it like it is! There's absolutely no substitute for the truth, the whole truth and nothing but the truth. Let's get, and remain 'real'. This means openness, honesty, frankness and transparency. The goal and standard is full disclosure. Go beyond the facts, the data, analysis and reasoning to connect at the emotional level. It is emotion that drives behaviour not just rational argument. Were this not so, we'd all be financially secure, slim, fit and moral in the extreme!
Our very first test of truth is how we feel about what we're being told and if it doesn't fit, it isn't accepted. As leaders and managers, we have to make the proposed reality credible, desirable and attainable, so create emotional scenarios in the minds of those you want to lead. Recognize that the imagery you're attempting to build will be 'blown out of the water' at the first trace of deception.
Next, break the initiative into manageable, 'bite-sized' chunks. We may be starving for change but we cannot eat if we have raging indigestion. Change is, in itself, intimidating and overwhelming. Set the ultimate goals and standards but allow the fullest measure possible of participation in setting sub-goals and interim consolidation points.
Then be patient. It's common sense practice to put the slowest scouts at the front of the hike if you want the group to remain intact. It also helps to 'walk the course' before making the competitive run so everyone knows what to expect.
Hear people out. People aren't nearly as dumb as they might have you believe. Sometimes it's easier to say you don't understand than it is to tell the leader that you don't trust the plan or the person driving it. Also, initial resistance is inevitable and many people need time to digest and become comfortable with new demands.
Some people too, like to think by talking matters through. They may not need a response, just time to vocalise their thoughts and adjust their thinking to new patterns. Often, the most valuable gift you can give another is that of being heard, respectfully and thoroughly. Your contribution to the process may be nothing more that probing, clarifying and summarizing - in short, active listening. The benefits to be acquired by investing a little time and patience are substantial.
Reverse the flow. To attempt to drive change by relying solely on 'top-down' strategies is the ultimate and frequently fatal conceit. We all know that people will work harder and more resiliently to implement initiatives that they have helped to design, and/or contributed to in significant ways - in short, initiatives where they have some sense of ownership.
One highly effective stratagem is to form a 'diagonal slice' team (all functions - all levels) to act as a navigation team. Charge them with the responsibilities of monitoring and communicating the change program, with full access to report and adjust at all levels. It's entirely possible that you'll derive a more realistic, more honest appreciation of the change impact than would be available if these functions are left in the hands of the change authors.
Think about it!
|
| ^ ^ |
| |
| |
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!
To Coach or not to Coach . . .
I'm not a sports enthusiast by any stretch of the imagination and I usually avoid using 'jock' language whenever I can. You can understand by this that I'm not crazy about all this talk of coaches and coaching that's crept into business recently.
Don't get me wrong - I'm not against helping people to be the best they can be, and living up to their fullest potentials. I just wish we didn't have to dress up the role of coaching in some un-business-like language which doesn't fool anyone with half a brain.
The way I see it, the job of helping an employee to do the right things (mentoring) and doing things right (coaching) is the real job of every manager. Isn't that what we're paid to do? Now I do appreciate that individuals should be encouraged to do their own thing but there will be times and circumstances when they get stuck and need a hand.
The manager should be investing most of his or her time and energies looking after the systems and processes, the tools that individuals have to work with. There's also a big job to be done in coordinating the work between people. That still leaves a lot of time to give personal attention to those in need.
Every one of us will probably need help with the bigger transitions, like moving into management roles, and sometimes this is best done with outside help. But to call some person in and dress them up with an inappropriate title like 'coach' - this is beyond common sense.
I suspect they aren't coaching most of the time anyway. I think they're actually teaching people the basics they should already know. We'll get it all confused if we don't understand what the real need is. So, let's be honest and call these people 'tutors', because that's what they actually do.
Perhaps I've answered my own point! It's so much more acceptable, even prestigious, to have a coach who will improve our performance to 'championship standards' than it is to have a tutor who has to teach us the basics of our job.
Sorry, I have to go - I've got an appointment with my coach!
Well, that's my opinion anyway.
Frank Pierce, Born Cynic.
|
| ^ ^ |
| |
| Section 3 |
- On the Horizon |
| |
Emerging Trends & Developments . . .
Truth and Transparency
There's been a great deal of time and attention devoted to truth and transparency in the last two years. It all came to a head with Enron, World.com, and the like and the resultant legislation known affectionately as 'Sarb-Ox' - the Sarbanes-Oxley bill introduced in the US.
We all recognize that the trust bonds between business and the public have been fatally flawed for many years, and now they are irretrievably broken. Will legislation fix the problem? If we consider the nature of the bonds that have to be sustained between husband and wife, parent and child, or between siblings, we understand that there are no rules strong enough to replace the visceral ties that bind us.
But is this a good and appropriate example to use? Certainly it doesn't explain the historical nature of the relationships. We've never been that close; but how close should we be? This is a tough one to address, but until we do, we'll likely not know in which direction to move nor how fast or far.
It is an 'issue of the moment' for sure. We need to talk it through and to develop a more sensitive appreciation of the different viewpoints. For this I'd like to refer you to a helpful essay penned by Stever Robbins, President of LeadershipDecisionworks, a consulting firm which has contributed to the HBS Working Knowledge portfolio.
Stever has some provocative ideas which are introduced in an essay "The Keys to Building Trust". You can access this article and others at http://LeadershipDecisionworks.com.
|
| ^ ^ |
| |
| |
Challenges & Opportunities . . .
Fundamentals of Performance Management . . .
One of the more recent terms doing the executive circuit is 'engagement'. Engaged employees stay on the job longer, they are safer, more productive and ultimately more profitable.
Clearly, this 'engagement' is a key factor. But it isn't the sole contributor to optimal performance levels. It's just one aspect of a larger concept, performance management. So what is 'performance management'? It's an integrated management system that boosts the valuable output of employees to its functional apex and keeps it there.
Perhaps a schematic would be helpful.
The name of the game is "Contribution". This is achieved through the accumulated applied expertise of individuals and teams who know the business and the demands of the market. It is achievable from those who have a sound appreciation of the fundamental business skills of Strategy, Relationships and Values (related principles). Performance management is an 'inside job' in that the only effective monitor is the individual involved. It cannot be imposed by others, nor through programs or systems.
Reflecting on the schematic, certain things become obvious. These are:
- Management must create a supportive work environment
- People must be placed in positions that fit their talents
(strengths; knowledge; skills and attitudes), and
- Individuals / teams must be free to develop their own work processes and flows.
A Supportive Work Environment
Research has shown that the greatest influence on individual performance is the relationship between employee and supervisor. Employees need the trust and security created by a close employee-manager relationship before they'll invest in performing their jobs to an optimal level. Without such support from immediate management, most will likely feel that high performance levels are too risky, require too much effort, are blocked by too many obstacles or barriers, and offer too little reward in return.
Strong, resilient relationships at this level are essential to the maintenance of trust and confidence, the foundation for dedication, diligence, focused effort and, of course, engagement. So the first platform for an effective performance management system is competent, sensitive managers who really give a 'whoopidoo' about their people.
The Right Fit
Management cannot fulfill this expectation however if they do not have the right people on staff. Attempting to influence, through leadership, encouragement, training or counselling, the wrong people is an exercise in frustration. It's not a question of having the best people, but rather one of having the right people.
Too few organizations invest the necessary time and effort to ensure that the right people are recruited and selected for the organization's current and future needs. There are innumerable 'good' people out there, but only a few who are exactly right for our purposes. We need to begin with a clear model of what we are looking for, or we'll hire those who impress us the most. Not too many of us would choose a life partner this way, or would we?
Experience and knowledge are important considerations but not nearly as essential to great performance as strengths and attitude. Admittedly, experience and knowledge are easier to measure, but even this is a delusion since it is a product of organizational culture and too readily surpassed by events and developments.
We often promote or assign people using the same faulty logic. It is well known that the best salespersons don't make the best sales managers. To succumb to such temptations means a 'double whammy' - a failing manager and the loss of a good salesperson. Both the individual and the team lose.
Matching people to the right roles isn't rocket science but it does require a different set of parameters from those traditionally used. Personal strengths can be assessed for free at http://www.authentichappiness.org. Matching roles through personal strengths leads to happier, more stable, more engaged employees. If you'd like to know more, please take a moment to review some very practical guidelines in "Selecting the Best"
Autonomous Processes and Flows
The weakness of the argument that the manager is the best person to manage all activities in the department is obvious. Most of the time, the manager isn't even aware of what is happening. Most of us have been exposed to 'control freaks' and we know how frustrating this can be. Remember how we promised ourselves that when we became managers we would do it differently?
Let's face it, there are no 'magic bullets', no infallible processes, no perfect answers, just those that work and those that don't! Oftentimes, it's the sheer will power of those responsible that causes a process to work as intended, not the logic of the system. Errors happen, and they can be either creative ones (from which lessons are learned) or sloppy ones (which are the outcome of carelessness). Just take another look at that last word, care-less-ness. If 'care' were to be applied, then . . .!
Ownership of the process is 'key'. We take better care of our own. Also, when we, as a group or team, work together to determine how we'll work together, then we'll work together! There's no safety in proprietary systems, be it TQM, reengineering, lean process or whatever if such systems are outside the 'will' of those who are responsible for implementation.
The ultimate outcome has to be value creation. Each person contributes a little; groups and teams blend their efforts and synergies are created; and the overall direction is determined by leaders with a realistic knowledge of what the market requires.
In summary
The fundamental ideas of performance management are simple. Select the right people; provide them with a supportive work environment; focus them on what the market requires, and then give them room to contribute in ways that make sense to them - their own.
Making this work means that all components have to be present and integrated. To fall short in just one will jeopardize the results. Like most elegant solutions though, it takes real dedication and rugged persistence to stay on track. The distractions are many and seductive, but then the pathway called 'straight' is narrow as we all know.
|
| ^ ^ |
| |
| |
A Testimonial
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 all 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 have 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'll be able to share with many others.
My heartfelt thanks,
Bardhonia Harding
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.
|
| ^ ^ |
| |
| |
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.
http://www.reachoutdirectory.com
|
| ^ ^ |
| |
| Section 4 |
- Secure Site |
|
Polaris members are invited to visit the Secure Site (members' area) to review Modules.
|
| ^ ^ |
| |
| |
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
|
Contact us to learn more.
|
