March 2008
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - Leadership Opportunities . . .   - 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 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 career development – a vital legacy for the individual and also for the organization. Hallmarks of Greatness . . . What one question could you ask any manager, the response to which would be clearly verifiable, and that would tell you beyond a reasonable doubt that this person was a good or a not-so-good manager? If you cannot identify an effective question, then You are likely not doing your job as a manager as well as you could be You are exposed and vulnerable yourself You may be ‘robbing the Company blind’ without realizing it You can’t count on the loyalties of your people, now or in the future Heaven help you! To assist you to formulate your version of this crucial question let me tell you about the best and the worst managers I’ve had in my career. Why not take a look at your own experience and see how you might compare. Brian was the best for me – by a very long chalk! I served under his command in the Royal Air Force in a ‘live’ theatre – which means that we were fully and continuously engaged in operations of a critical nature – our lives were on the line every moment of every day. I was a very junior officer; he was my commanding officer. Paul was the worst – no doubt about it! I’ll admit to you that I, and others in the department, was quite ready to put out a contract on him when we were saved by his ambition. Such was the resentment I’d accumulated that if a plum assignment hadn’t come his way, I’d probably still be serving time in a maximum security prison. What’s the difference between these two persons? You’ll be expecting me to say that it’s ‘night and day’, right? But this isn’t true! They were very similar in many ways. Both were professional, focused on higher objectives and goals, dedicated to the organization they served, demanding of me and others, exacting in their expectations of me, intolerant of failure and very quick to point out my shortcomings. Working with Brian, I was energized, enthusiastic, focused, outcome centered and resilient – I felt very good about myself. With Paul I was very frustrated, angry, dispirited, process-centered and defensive – I didn’t like me at all! It’s all in the Stories . . . Was it a matter of personalities? It’s true that I look back on my time with Brian with warmth and affection and I’d go to the ends of the earth for him without even asking why. He and I developed a level of respect and trust which certainly wasn’t present when we first met. This feeling has never waned although we’ve not been in contact for more years than I’m prepared to admit. Looking back on my time with Paul, I still shudder. If I were to meet him on the street I’d likely ignore him beyond the barest of civilities. But he and I were never enemies, never had a major disagreement, nor was there any personal betrayal. There were several jointly shared achievements in fact, of which we should be justly proud, but the feeling just isn’t there. At the same time, he likely doesn’t even remember me! You’ve probably concluded by now that a great deal of this is embedded in the stories I’m telling myself about these two gentlemen – and this is absolutely true. Brian may not be the paragon that I remember with such affection, and Paul is definitely not the devil I’ve described. So why am I telling myself these stories? All events in our lives are neutral. It is we who tell ourselves the stories that assign value and form judgments about the events – and so credits or discredits them. The resultant emotions are generated entirely by our stories – mine and yours! If we manage our stories well then life is a relatively smooth ride but if we believe our own ‘bs’ then the course of life runs very roughly indeed. You’ve discovered this already, haven’t you? What is it that triggers the stories? In my case, possibly in yours too, I have momentary memory ‘flashbacks’ about both individuals on very ordinary events and the movie of my memory begins to run – not accurately but selectively. I cherry-pick the high points and string together a story line which both generates and justifies its own direction and energy. To me it appears as actual memory - but this is only what I’m telling myself. Now why would I lie to myself? I never would do that . . . would I? Of course I would and often do! ‘Lights . . . camera . . . action” – and once the process starts to roll, it’s on its own and there’s little I can do to stop it. The only thing I could do is be more selective about those triggering memories, but there’s the rub, they seem to stick in my mind. Do I need to be re-programmed? Selecting the Cherries . . . The specific memories I retain of Brian, even after all these years, are warm and comfortable – because they were focused on specific and residual good feelings I had at the time. Memories are etched by our emotions at the time of their creation. Even when Brian was ‘tearing me off a strip’, which he did very frequently at the beginning of our relationship (and for very good reasons) he never took anything away from me. He helped me to focus on how I felt about myself by asking questions about the consequences of my ideas and actions. He made me deal with my feelings about myself. Sometimes this wasn’t comfortable but he made sure that my dignity and self respect were always left intact. I learned so much about my profession, my responsibilities and mostly about myself. Through my exposure to Brian I really grew, in every dimension. He did not teach me – he encouraged me to learn. He was firm and fair, never too personal but also never too remote. He was interested in my growth and development, not in me as a person. This was his mandate – to develop good junior officers who would fulfil the RAF’s expectations. He did this very well. Paul, on the other hand, evokes no pleasant memories. Strangely, he evokes no unpleasant memories either. It is I who has made them unpleasant. The emotional legacy I retain from my dealings with Paul is the frequent frustration and disappointment I experienced at the time. My emotions, at the time, were centered on him. He was the problem – I was just the victim! I felt really badly about me. In his own defence, Paul never went out of his way to frustrate or disappoint me. As I recall, the one Performance Evaluation he completed on me was entirely satisfactory. He rarely ‘tore me off’ but then he spent no real time with me either. Paul was focused on Paul. I, and the other members of his so-called ‘team’, was simply a resource and as such we were used. ‘Being used’ has to rate among the more distasteful experiences in life. During my time with him, I learned nothing - except that I found being used by another person to be intensely unpleasant. It was very much a one-sided contract – I was expected to ‘give my all’ and by so doing I was allowed to continue giving my all. Paul acquired my contributions and rolled them into those of the department – for this, read ‘his contribution’. Realizing this was humiliating. Note again though that Paul actually did nothing to stimulate these feelings – I owned them then and I still own them today – but this is Paul’s legacy. The basic question . . . Back to the opening challenge – what one question could you ask any manager that would clearly indicate the quality of experience you are likely to have should you elect to work with that person. You’re right, it has to do with the type of emotional bond that is going to emerge between you, but, as we’ve discussed, this is solely in your personal domain. The clue is in the kind of interactions you will share, where the focus is and the nature of the underlying intentions that are assumed. Firstly, the interactions have to be real and personal, meaning that you need to see the manager as a person not as a role or façade that could be manipulative. The manager has to see you as a real person too. Secondly, the focus needs to be on you, not as a person necessarily but rather as someone of value who should be nurtured, guided, mentored and coached towards success. Lastly, and perhaps most important, you have to know that the manager is authentic, consistent, tolerant, patient and resilient – that their intentions are true. It is said that the best predictor of the future is past experiences of a similar nature. We tend to change slowly and deliberately for the most part, so this is likely valid. So here’s the question I would ask, “How many people have you made successful during the past twelve to twenty-four months?” If the response is definitive, based on actual cases and a positive pattern is clearly discernable, I’m ready to assume that this manager has made an effort to live up to his/her responsibilities – to get results through other people by making them successful. If an alternative response emerges, I’d look for a completely different managerial focus and intention with all the resultant outcomes. What should the Leader do . . . Managers must plan, organize, direct and monitor the actions of others; they must also develop others. It’s this final responsibility that secures the organization’s and individual’s future. Be a “Brian” . . . help your people to learn within the context of current circumstances and reasonable expectations support and encourage personal development and growth; do not impose or dominate it respect the dignity and independence of your staff by being authentic and by demanding authenticity energize others through recognition and deployment of their individual strengths, and ask yourself, every day, “What have I done today that would stimulate real growth in each of my people?” Avoid being a “Paul” . . . Don’t become so focused on organizational objectives that you would sacrifice others to the ‘cause’; Keep your eye on the real people who work with you and alongside you, respecting their personal needs Recognition and reinforcement isn’t an option, it’s an entitlement – people will starve without it; Stay close to your people – the more you demand, the closer you’ll need to become; and Remember the awesome power of a ‘360’ feed-forward review for this will keep you healthy (and alive) So, what’s the bottom line . . . Managing others isn’t a status or a perquisite; it’s a hallowed responsibility. For all the good your people can do for you, you are obligated to give them real value in return. This can be achieved in two fundamental ways: Be Authentic – you and them – deal with personal strengths and cognitive competencies in balance Energize them by taking the initiative to guide and encourage them to develop in context and beyond. Just speculate for a brief moment – what will your people remember about you - and how intensely will they feel? Do something about this, right now! 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 . . . A Blog that actually works . . . I’m not generally a fan of blogs, the self-serving sharing of an individual’s thinking as it actually happens. Obviously, I’ve nothing against the sharing of thinking and ideas but I believe that we have an obligation to process and refine the messages before we inflict them upon others. Likely this is a legacy of my early days with Procter & Gamble where we honed and refined our presentations to our colleagues to the point that a very complex proposal was conveyed on one side of an 8-1/2 by 11 inch sheet of paper. This element of P&G culture certainly encouraged succinct expressions. Now I’ve found a blog that works. The author is Nathan S. Collier and he has a very effective way of expressing relevant ideas on leadership, management and personal development that are both enjoyable and instructive. Try it for yourself; you’ve nothing to lose except possibly an aversion to blogs! Read the blog Brain plasticity - you need to know this . . . Why do London taxi drivers have a larger hippocampus than London bus drivers? Dr. Pascale Michelon explains how, when we become experts in a specific domain, the areas in our brain that deal with those learned skills grow. There’s a great article in SharpBrains this month, among several others, that relates to this important topic. You will be fascinated by the research that has been emerging over the past couple of years in the area of how we learn, grow and develop as individuals. It’s important to align our perceptions for the sake of our own developmental efforts. It’s even more important to recognize why some of our attempts to stimulate and focus the behaviors of others work, and many do not. Invest a little time and catch up with some extremely valuable insights. Read the blog 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 – best practices. If you are a present or past Polaris participant you are most welcome to attend and, in addition, to bring one or two colleagues along to share in 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
	Coach's Corner . . . A selection from frequently–asked questions Dear Coach, I’m just a little confused by your repeated references to the stories we tell ourselves. I manage a number of people and the differences between them are obvious. Some of them are definitely on their own agenda, with power and/or control needs of their own. Why are my stories, the ones I tell myself, so much of an issue? Response: This is a fair question and a very important one for many of us. What you say is true – others do have their own agenda and as such this will impact upon the interactions and relationships we have with them. There is, however, a fundamental assumption in your current question which would bear examination. Your conclusion that others have power and/or control needs is possibly true but it’s a story, not a fact. The assumption you could be making is that the ‘facts’ of the situation and the stories which are interpretations of those facts are one and the same. As you may see in my lead article in this issue, each one of us is capable of selecting the facts and then stringing them together to make a case, any case – in short, a story. When you look at the behaviors of your ‘challenging’ people, how objective are you? If you have a history with that person is there any possibility that whatever has happened before may be coloring what appears to be occurring right now? Are you able to separate the current behaviors from your experiences in the past? There’s a strong probability that whenever we witness specific behaviors in others with whom we’ve already formed a relationship, we will construe or interpret the current actions in the context of what we already know, regardless of its relevance, accuracy or appropriateness. By doing so, we are building a case – a story. As an example, say that one of our direct reports contributes excellent work but frequently misses deadlines. When we learn that an important piece of work, due tomorrow and requiring several hours of applied effort, hasn’t even been started yet, what’s our probable reaction? The likelihood of yet another missed deadline looms large and we may be tempted to intervene in a control-centered manner. This may, or may not be appropriate. If we are driven by the facts, all we could and should do is offer a simple, non-value-loaded reminder of the deadline. However, if the same observation leads us to the assumption that this is another disappointment in the making, we’re going to intervene and possibly stimulate resentment. This definitely would not help either side of the issue. We need to challenge our interpretation of the observed facts to ensure that we are not extending them into a supportive case for our preconceptions. Let me suggest three questions you can ask yourself that should assist with breaking any self-perpetuating cycle of expectations and reinforcement: What are the specific behaviors in which the person is engaged that are causing the problem? There are two test questions that might assist with this: “Is this behavior that any reasonably intelligent person in a similar situation might use?” “Given the same circumstances, precisely what would I be doing that would be different?” Is the story I’m telling myself right now extending or distorting the observable facts? Stories are value filters – they attach meaning to events that will either confirm or challenge what we’ve already accepted. It is hard to admit that the present evidence could suggest that our past judgment was in error or not really applicable. True, there could be an emerging pattern, but not necessarily. Is my story determining my response to this situation or am I being influenced only by facts? It’s our feelings that shape our responses, not the facts alone – although we try to tell ourselves otherwise. Our responsibility, therefore, is to ask ourselves how our stories are influencing our actions. Perhaps our emotionally-driven response is ‘fuel for the fire’; whereas this could be an opportunity to break a ‘vicious cycle’ of escalating difficulties with this person Your initial statement regarding others’ agenda is still valid. It’s a real challenge to work with those who are working from a different and perhaps personal script. Our first and most important undertaking though, is to ensure that we’re dealing with the ‘right’ (relevant and current) situation rather than with unhelpful legacies from the past. This way we can at least attempt to move forward. I hope this is helpful.
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	Commentary . . . High Touch. . . It’s a generality perhaps, but one popular opinion about northern Europeans (Scots, Scandinavians, Dutch and Polish people among others) is that they’re not comfortable being touched – physically, that is. As a Scot, I can attest to this and I have to admit that it took many years, and a very special person, to turn me into a ‘hand-holder’. It’s common these days for me to make physical contact and even embrace those with whom I feel close. It wasn’t always so; there was even a time I became tense if my mother touched me. Now that I am desensitized to personal touch issues, I may be more alert than most to the incidence of touch within organizations. I’ve noticed that touch is becoming less and less frequent and even the common handshake is now a rarity. If you’re not sure this is so, try offering a colleague your hand when you first meet in the morning. What’s the cause of this, its significance and its consequences? We could begin with all the brouhaha about inappropriate touching in the workplace; but even the hard-boiled opposition among us would admit that some physical touching between consenting persons is admissible. Agreed there are cultural, religious and social traditions and taboos which must be observed but these, even in their more exacting forms, do not prohibit all forms of person-to-person contact. Most of us like to be in touch with other people at times – a comforting hand on the shoulder, the playful push, a solacing hug when things go amiss, especially from our family members and friends. When it comes to less intrusive forms, like eye contact, a smile, a nod of the head or that elusive handshake, we’ll accept, perhaps expect it from people who are not nearly as close. I suspect that many people are overly cautious however, tending to discourage direct and indirect contacts except from a select few, just in case things get out-of-hand. Fortunately it’s possible today to interact productively with work colleagues without even seeing them for much of the time. We can email the person in the next office all day long and achieve the desired outcomes through electronic contact alone. We don’t need to make real contact. We are disembodied! So, we build results but we don’t build relationships. We build confidence in people’s cognitive abilities but we don’t know who they really are. We determine and perhaps respect the scope of others’ contributions but we find it hard to trust them in general. The eyes are the windows of the soul. Is it really possible to know someone if you’ve never looked directly into his/her eyes at a critical moment? Is it likely that you can convey your true emotions to another without reaching out and touching them at a crucial moment? I think not! My observation is that we are becoming increasingly isolated from one another – slowly but inexorably – and that our few actual contacts are more strained and stilted as a result. A few decades ago, when we got together for an important meeting, we would shake hands and make eye contact. This is rare today, and I cannot recall the last time I saw it happen spontaneously. Organizations are built on trust and mutual confidence. When these conditions prevail, decisions are made more sensitively, people are more resilient and relationships are more enduring. In addition, people who can relax around each other are more likely to take initiatives and more ready to extend a helping hand when needed. We need to reconnect! But begin quietly lest you scare people away. Make eye contact, a small nod of the head, followed by a smile if appropriate; this is a good start. Try offering your hand in friendship as you leave a meeting – note the puzzled pause then the acceptance. Once the pattern of behavior has been established, it can be enhanced. As time goes by and confidence escalates a little, open up your gestures particularly, open your hands, spread your arms, use an occasional shoulder touch when sharing an idea. Be consistent in whatever you do because we all need to be able to predict how others approach us. Keep the surprises to a minimum. In a few short weeks, you’ll notice a difference in others’ behavior towards you. It will be visibly more relaxed, patient, personally focused and agreeable. The beauty is that they won’t be aware that they’ve changed. Life is so much more pleasant when we’re in touch with one another. Think about it; try it – you’ll be glad you did.
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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. Change: Think Big, Start Small Change is one word with which we constantly get bombarded.  All of us in the Polaris program are involved in a personal journey of change.  Each of the organizations we work for are undergoing some form of change. Sometimes though, we lose track of the impact we can have in our own areas.  We think of change only in the macro sense and forget about the impact of change on a more localized basis.  I’d like you to consider the changes you can affect within your own span of influence. Years ago I was a manager of a paint shop that was part of an underperforming automotive assembly plant.  It was located away from the main building and had been neglected for years.  Nobody wanted to work there, and in fact it was considered a form of punishment.  This area had the worst quality, lowest productivity and highest absenteeism of the whole plant. Our team decided we would take responsibility for our own department and create a “pocket of greatness” within the assembly plant.  The first thing we did was get capital projects approved to improve the working conditions for our employees.  People had to be proud of the place they worked in.  Then we created a cultural discipline in the areas we could influence and built a tremendous amount of momentum.  We developed the core values that we believed in - authentically and passionately. We also focused on the people decisions and, using Jim Collin’s analogy, we were able to get the “right people on the bus and the wrong people off the bus”.  After a while we had significantly improved the results of the paint shop and everyone was talking about the many changes going on in our department.. The paint shop became known as a place where great things were happening and also it became a magnet – the place where people wanted to work. So think about how you can make a difference in your department.  Decide to take the responsibility to make great what you can make great and to let others do the same in their areas.  If the whole company won’t do it, you can’t change that.  But you can take responsibility for your own area. Well, that’s the way I see it, anyway. Brian Jardim
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Section 3	- On the Horizon
	The Positive Workplace Mind set – or mindset And the significance of the ‘R’ word . . . Which one?, you may well ask.   Or is your mind set on the word Recession already? Then again, perhaps you are thinking of Relationships – knowing my penchant for reinforcing the value of relationships in achieving results. Candidly, I wasn’t thinking of either. Rather, I’m hoping our recent Daylight Savings time-change will have given you a clue...seeing how difficult it’s been for many of us to get ourselves ‘up and at it’ this week.  What I’m referring to is REST. More than the word, the activity (or lack thereof). Are you getting enough of it?  Genuine rest, that is.  For example, undisturbed, nourishing sleep. The world is changing so quickly around us – who has time to sleep?, you ask. The pressures of work, of life, the economy – they all require us to be attentive; to be thinking about options and solutions; to take action at a moment’s notice. Beyond being ‘on guard’ – we need to be alert, imaginative, creative – ready to take on anything that might come at us. Which one of us has time to rest, for goodness sake ? Well, for goodness sake – please take the time to rest! In particular, please give your brain a rest. Without enough rest, without enough sleep, our brains shut off on their own.   We essentially become ‘brain-dead’.  I know.  That really is something of an exaggeration, but I am sure you know the feeling. And how does that help creativity, imagination, a solutions focus – and more? Fear in many ways, has much the same effect on our brains as do perpetual alertness, overwhelm, overwork, stress and fatigue.  It turns us off. It even shuts us down. If we are looking for productive Relationships, optimal Results, and increased Resiliency to make us recession-proof, why do we put the fear of god in our people?  Why do we spend so much time permitting, even focusing and reinforcing the negative?  Cognitive scientists now know definitively that the brain changes as a function of where we put our attention. Give negative things attention, and negativity grows. In some ways the brain is much like a muscle. The more we exercise it in one specific way, the more set in its ways it becomes (as in, the more entrenched its wiring). And the more new brain constructs, neural pathways, will be developed specifically for that purpose. Surely if our objective is a positive workplace - one in which individuals and teams flourish as the organization itself thrives in its mission – a different mindset is required. One of possibility, rather than inevitability, perhaps. As you read this, where is your focus?  What is your mindset? Not entirely sure?  Not currently your Resilient best self? Well, for goodness sake, please take some time to rest, reflect and refresh?  For the sake of others, if not for yourself! 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
	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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