Consider how a person grows physically, a long and slow start as a baby, infant and child. Then there’s turbulent and accelerated growth as a teenager and young adult, which gently changes to lateral growth (especially around the girth). Finally, we slow down and perhaps even shrink a little in our mature years.

Organizations grow in much the same way, slowly and with difficulty at first, then explosive expansion is followed by slower, more stable growth and eventual decline. In fact almost every dynamic entity you can think of progresses in much the same way. This is how growth naturally occurs, and our appreciation of this can help us to optimize our resources.

How so, you ask? Well, firstly it helps to have reasonable expectations as we begin any new venture, whether it is a business, a relationship, a diet or a major project like self development. It will occur in every area of our existence.

The next benefit is to know not only what and how, but also when to invest extra energies – the pace is natural and won’t be rushed. Don’t push when you should be waiting for the current situation to stabilize, for conditions to mature.

The third point is to be able to recognize what is real and substantial in the way of outcomes, and not to be deluded by temporary effects. An unnaturally fast start will rarely be sustained over time and under stress (compare infatuation with real love).

Perhaps most valuable of all though, is the insight that growth isn’t a simple cycle and, if it is to be renewed, we are best advised to begin a fresh new “S” curve initiative even as we’re still riding the express elevator to the top of the old one. When we’re riding high and fast, it’s so tempting to believe that the ride will continue forever. Of course, it never does! This is the very best time to start a brave new initiative.

Before you are tempted to rush out and begin a bold new initiative now because it’s spring, pause and take stock. Where are you with those already underway? Can you, or should you use resources, now available from the success of existing ventures to begin a brave new future? After all spring does begin with an “S”, doesn’t it?

Making the decision to invest in your future in a deliberate and significant way is no light matter. As suggested in the article on the ‘S’ Curve above, there is an optimal time for renewing your vision and revitalizing your development. Research has demonstrated conclusively that such initiatives are enhanced substantially by the confluence of specific conditions. While it’s true that one can decide to develop oneself at any time, and it’s never too late, success can be accelerated by having specific assets in place at the beginning of the venture. What are these?

Let’s start with “Know Yourself” – the ancient Delphic admonishment. This translates to having a sound Self Regard, a good level of Emotional Self Awareness, a measure of Assertiveness, some sense of Independence and an impression of Self Potential.

“Vision” is the next requirement which naturally unfolds. The Dream needs to be clear and life-like, and Expectations must be realistic. It’s imperative too, that you can focus your activities through an attractive Mission for your life/career and then you support this with clear Values and operating parameters.

Emerging from these focusing efforts is a set of “Priorities” that reflect a high degree of Personal Organization, including the definition of definable Key Areas – areas in which you want to achieve results. Personal Objectives / Goals are fed by the resources that are gathered into these Key Area ‘baskets’. To cap it, a dependable Scheduling process is needed.

Now there’s room for a “Network” made up of Connections, which encourage access to useful groups that can leverage scant resources and affirm standards of performance. A compelling Personal Statement (elevator speech) can work wonders in this area, especially when supported by practiced Active Listening techniques.

Finally, but far from least, there’s the need for "resources", a Body of Knowledge, a comprehensive and reliable Assessment Process to define current strengths and developmental needs. These can be augmented with useful Templates, checklists and inventories too. Just to be sure that it is fully sustainable, you’ll benefit from having a simple yet effective system of Reinforcement – recognitions and rewards.

Please note that the absence of any of the above would not prevent successful personal development, but such would surely slow it down. It’s better to align these “pre-requisites” as you begin so that your success is assured. After all, you’re worth it!

The benefits of compiling such an action plan are several and very significant. Consider,

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!

The Pot calling the Kettle Black...

I'm amused, or is it bemused, by the fact that we all seem to be so quick to see the differences in others. Dare I say the "deficiencies" in others?

If you've read the Globe and Mail article on the Generational Divide you'll quickly pick up the fact - the fact? - that "the younger generation", those born from 1965 onwards, are somewhat cynical, challenging, at best 'unimpressed by authority', and almost certainly primarily interested in "what the organization will do for me".

There's even mention that if the organization doesn't 'deliver', doesn't live up to their expectations within the first three months, the younger set is just as likely to move as stay. It would seem that they flit from place to place, their feet barely touching the ground.

It would be easy to consider these folk self-serving, quick to shirk responsibility, perhaps even coming at the world from a place of entitlement.

HHhhhmmm. That had me thinking.

Are we - the ‘more mature’ lot, those of us who've been around corporate Canada a number of years, those of us who've paid our dues - are we actually all that different?

How many of us actually put in a full day's work - as in contribute, not merely show up at the office each and every day? How many of us, having paid our dues, are still engaged, adding value at every turn? How many of us feel entitled to more, to better?...that the onus is on the organization to promote us - rather than it being our responsibility to grow and develop.

Perhaps that's the difference. Perhaps these young folk DO want it all.

Perhaps they believe "all" can just as readily mean "different" as it does "everything". Perhaps they hope breadth and exposure will lead to a more fulfilling life. Maybe they just know that's what it'll take to be all that they can be!

Well, that's my point of view!
Amanda Levy

The problem may not surface for ten years. Alternatively, its effects may be so gradual and insidious that the consequences will not become apparent for that period, but when they do . . . watch out! Check out the article and see for yourself – Wednesday, March 31st 2004 – page C1 - authored by Virginia Galt. Link to http://www.globeandmail.com

Ashok uses a sports analogy to demonstrate that great practitioners do not always make great managers. Managing and developing people has its challenges too, he observes, especially if the assumptions are allowed unchecked.

The four flawed assumptions are:

• You are what you’ve learned
• You can accomplish anything if you try hard enough
• Training can achieve miracles, and
• You must be well-rounded to succeed. To become well-rounded, you must focus on eliminating your weaknesses.

He goes on to explain four ‘Pain Points’, or applications – selection, evaluation, training and the Peter Principle – where these assumptions contribute to failure. The inescapable conclusion however can be determined readily by skipping to the final paragraph – the applications do little to reinforce the argument.

“If only companies could cast people in roles that make use of their talents. When talented employees are supported by the right knowledge and training and nurtured by great managers, they deliver superior performance.”

Hopefully we’re all sufficiently enlightened to recognize that it is better to build on strengths than to embellish so-called weaknesses. Then again, there may be some who have yet to learn this fundamental truth

Our original intention was to schedule two Polaris programs in each year - spring and fall. Due to popular demand we have revised this to allow for one initialization per quarter.

So, we shall be starting the next program in late June - June 22nd and 23rd to be precise. This program will run independently through the full twelve months and will be limited to a maximum of fifteen participants. There will be a fall program in late September and a fourth program commencing in January 2005.

We’d welcome an opportunity to discuss your needs. Please visit us for details at http://www.polarisprogram.com.
This could be the most important decision of your career.

• An overview of the 9 strategies
• Developing your Personal Action Plan
• Work-Out topics and timings
• The class list
• and more!

David Huggins and Amanda Levy
Andros Consultants Limited

http://www.andros.org
Helping individuals and organizations be their best

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Distinctive business books for the discerning mind

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