April 2005
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - The Critical Mindset . . .   - Timely Insights   - A Time to Laugh Section 2 - Talk Back   - Dear Coach   - Commentary   - A Point of View Section 3 - On the Horizon   - Emerging Trends and     Developments   - Challenges and Opportunities   - A Challenge   - Reach Out Section 4 - Secure Site
Section 1	- Topical Topics
	This is the first article in a series on Building Management Bench Strength The Critical Mindset . . . Imagine that you're driving your car on a winding, hilly country road and you have a timetable to meet. You drive as fast as you can with safety, keeping your destination in mind but remaining mainly focused on controlling the vehicle as it navigates the bends and curves. At no time can you see more than a few hundred meters ahead; your median speed is over eighty kph and your estimated braking distance is about 300 feet. How's your stomach? At this point one of your passengers makes a request for an urgent pit stop - as soon as possible! Another passenger recalls that he's left behind an important item, essential for the upcoming meeting. The third passenger informs you that she wants out of the car - right now! How are you feeling now? Might this be a good analogy for the experience of leading and managing our business? You respond, "No, that's not my experience. I wouldn't drive that fast under those conditions; I plan for periodic rests; I prepare and rehearse before I leave on such a journey; I have a good and safe awareness of my passengers' intentions!" Really? The Corporate Leadership Council reports that 72% of companies predict an increasing number of leadership vacancies in the next three to five years, while at the same time, 76% are "less than confident" in their abilities to staff their future needs. Yet we're driving faster and faster and our braking capabilities are increasingly impaired due to market complexities. Another recent study found that top managers appointed after 1985 are three times more likely to be fired for non-performance than those appointed prior to this date. The bends and hills are becoming more extreme and business leaders, reacting to these market pressures, are driving even faster and are more determined than ever before. We need to consider a change in perspective. The key to safe driving is anticipation. In our business realities one vital anticipation exponent is leader / manager succession planning. How is yours? Might I assist with a few ideas? Any effective succession plan would benefit by conforming to three basic principles: Being prepared in advance (having people 'in the wings') Defining needs and resources (knowing and encouraging 'rising stars') Taking an integrated approach (matching resources with strategic intent) These make good sense! If we meet these requirements we'll create business results with a high level of resiliency and experience seamless, painless transitions. Our glutei maxima muscles will also be more relaxed! Many managers I know claim to have a sound succession plan in place. The tests of experience and employee awareness don't always agree. Intentions are not always mirrored in actions. The desired outcomes are clear though; we need an adequate supply of focused, confident and resilient leader/managers. Such people know what to do and how to do it, not just for their current role(s) but for their foreseeable future roles too. They are realistically self confident and also confident in their abilities to focus the desire for change in others and to create new realities (leadership), and get results through other people by making them successful (management), the dual roles of today's leader / manager. Lastly, they have the proven resiliency to overcome obstacles, navigate difficulties and to bounce back after setbacks. Whatever the future challenge, they can respond with meaningful contributions. So, what are the best strategies for creating and sustaining a leader / management succession plan that has IMPACT? Let's take a closer look. The 'I' in Impact stands for 'integrated'. The succession plan needs to be closely matched with the organization's strategic intentions. All those in the analogous car are able to identify with the destination, the travel plan, the route and, most importantly, their fellow travelers. All are committed to taking the journey for the purposes already stated. If there's a detour, delay or diversion, no one starts to question the need for the journey - we are of one mind! The 'M' is for 'malleable', the plan can be safely reformed under the hammer blows of experience and changing circumstances and it won't lose its basic integrity. It can absorb repeated blows and take on a new shape without breaking up. It has its own resiliency. Next, the 'P', representing 'participative'. Since the plan affects the realities of so many key persons - and so needs to be resilient -, then it also needs multiple 'parents'. Those who've been present at and involved in the birth will willingly participate in the rearing processes - and with commitment. A succession plan, if it is to survive, can't be a well-kept secret. The 'P' also stands for 'pool' in that 'best practice' companies do not rely on single solutions. They multiply and divide their future prospects to spread the risks and to amplify the options. Two or more choices are always superior to just one. Now for the 'A' which is for 'autonomous'. The father of leader / manager development is 'self' development. Individuals with bright futures cannot be raised in the dark, and they wait for no one. To safeguard continuing organizational survival and growth, every employee has to be in an 'aware state of growth', working under his/her own impetus and towards goals and standards that are personally 'owned'. If the manager is to be held accountable for management development, then the individual has to own self development. On to the 'C', which is for 'continuous'. The succession planning process has to be ongoing and progressive. It is fed by open and continuing dialogue between those involved and it can never be left to the sterile ritual of periodic reports. It is nurtured too by effective performance management programs, strategic planning sessions and regular business reviews - each of which generates its own paper in abundance. Keep it flexible and flowing - it's a living process. Finally to the 'T' which represents 'transparency'. Elegant (simple yet effective) and fully visible to all, open to input and receptive to changing circumstances, the plan has to be able to stand on its own two feet, confident in its own integrity. So, ask yourself: If we are to identify and develop our future leaders and managers in a secure way, what must we consider in order to define the needs and profiles ahead of time? How can we assess from the evidence of current performance, the skills and attributes that will likely be of importance in meeting future/ emerging demands? What are the most effective ways to guide, develop and retain leading talent in sufficient quality and quantity so that our transitions will be seamless and secure? How shall we reach out to create a plan that instils confidence and commitment in all employees, rather than just a chosen few? Your succession plan will have IMPACT if it is designed that way, and it will be effective in operation if it owns these six simple principles or characteristics. In the next article in the series we'll cover the extension of best practices as an approach to developing the succession plan. The third and final part will take a practical look at how such a plan can be best implemented and managed. Please, do join us next month. A Note to our Readers . . . A series of ten previous articles focusing on the characteristics of leaders has 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 is a pleasure to share ideas with you and we'd welcome your questions and comments. They will assist us to refine and expand the essential value of these initiatives. Thanks for your participation.
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	Timely Insights . . . Confronting Reality . . . Remember Larry Bossidy and Ram Charan, authors of the recent best selling book "Execution"? Well, they're at it again - making the case for a different approach to running businesses. In their new book, "Confronting Reality" they pose simple and realistic questions such as 'what is the nature of the game?', 'where is it going?' and 'how much money is there to be made?' They argue persuasively that leaders / managers today don't spend enough time and effort on these matters - so they fail. The process of 'iteration' is necessary to see the market the way it really is and this stimulates 'business savvy'. It's this 'savvy' that separates those who are consistently successful from those who have occasional 'lucky break-throughs'. There's an old maxim, "Too soon old; too late smart!" Perhaps we should take some time out to reconsider this? Drowning in the Information pool . . . We're all overwhelmed with the sheer volume of available information today. No matter the topic, the Web can inundate us with data, perhaps some information and, if we're truly fortunate, a little wisdom. This is not the way to go! According to John Perry Barlow of the Electronic Frontier Foundation - an evangelist for the digital revolution - "the most powerful search engines out there are other people"! This busy and highly creative entrepreneur claims that the single reason for his effectiveness and success is networking with other people. He targets high energy people who possess insatiable curiosities. The truest and purist intelligence available is found through direct interaction with the source. His technique? To connect with the brightest and the best, you have to come across that way yourself. Barlow does this by being "ignorant, honest and intelligent". 'Ignorant' means listen and ask questions. 'Honest' demands that you tell the truth and speak from the heart. 'Intelligent' indicates that you must learn quickly and have confidence in your abilities. Something to think about! Break-through Thinking . . . Malcolm Gladwell is a fast rising star among management gurus. Some major organizations are reshaping their businesses to conform to his ideas in "The Tipping Point" and "Blink". He claims to be 'just a journalist' with a talent for asking simple questions, starting dialogue and discussion and putting 'handles' on elusive yet powerful ideas so that people can talk about them. He may be right in that he is simply repackaging wisdom to make it more accessible, and to stimulate innovative approaches. His few critics would certainly agree on this. He says that major corporations are always looking for people who can think outside the box. It never seems to occur to them that if everyone has to think outside the box, that maybe it is the box that needed to be fixed. The available thinking tools are: Linear thinking - rational, logical, deliberative Lateral thinking - using innovation to maneuver Strategic thinking - broad-based, consensual, extended Intuitive thinking - spontaneous, rapid cognition, mindset driven Integrative thinking - all of the above in a principled framework Isn't it high time we began to use all of these approaches - consciously and conscientiously?
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	A Time to Laugh Covey stated succinctly that the successful life is where you "live, love, learn and leave a legacy". Brian Skerrett, a colleague of mine, commented recently, "You need to add 'laugh' to this list." He's absolutely right! Too many of us are trapped in a humourless existence. The days are long and wearing because there's no laughter, no fun to facilitate events, to lighten the moments or to let us relax the pressures. According to some recent research those who laugh more frequently than others tend to be healthier, have fewer accidents and live longer. Hmmmm! So, what is laughter? Scientists refer to it as a reflex, and some have even dubbed it the 'luxury' reflex because it isn't necessary to survival in the traditional sense. Only humankind has the habit it seems. In today's pressure-driven society can we really consider it a luxury? My viewpoint is that the ability to laugh is often what saves us from insanity. It's also an acceptable substitute for aggression and other counter-productive stress responses. Consider the vital roles that clowns, comics, sitcoms and comedy in other forms play in our lives. Peter McLaughlin of the McLaughlin Company has made a long term study of humour and has codified the types in a Humour Pyramid incorporating a prescription for life and health. It demonstrates that we use humour, perhaps more frequently than we know and in ways which aren't always effective. Take a look at it for yourself and I'm sure you'll agree. Positive humour ('Relaxed and Receptive humour' and 'Mirth' in McLaughlin's model) are great strategies for dealing with business and professional challenges. Negative humour ('Gallows humour' and 'Cynicism/Sarcasm') is best avoided. To have no humour at all is perhaps even worse. One parallel thought could be "Love me or hate me, but for pity's sake, don't ignore me". Can you recall the feeling when you played Hide & Seek as a child and no one came looking for you? Life is too short to be entirely serious. Laughter is a wonderful lubricant, especially during times of stress and ongoing frustration. It enhances relaxation, reduces friction, lowers emotional tensions and temperatures, and even calms the spirit. The well established practice of starting a speech with a funny story is based in realities - people are so much more receptive if they are relaxed. Because there's a negative side to humour though, it must be treated with respect and caution. Deliberate or intentional humour should be rehearsed and tested; spontaneous humour will tend to polarize, either working very well or failing miserably. An additional thought - recited or repeated jokes are rarely effective as humour and the most positive impact is when we can laugh with others and at ourselves. It's well worth blending a little humour into our lives. Most often this simply means being open to the humour in situations and of others. A brief pause within each interaction, just a second or two, is all that's needed to allow the humour to bubble up to the surface where it can have impact. When you consider all the good this can do, it's a good investment of your time. Take a minute right now - pause - consider - smile!
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Section 2	- Talk Back
	Coach's Corner . . . A selection of frequently-asked questions. Dear Coach: Much of my project management work is conducted through the exchange of e-mails. The pace of this work is such that people rarely have the time to get to know one another. This can lead to a lack of mutual awareness and appreciation which often contributes to errors and misunderstandings. How can I get to know people when all I see are their e-mails? Response: A sign of the times! I suspect this phenomenon is more widespread than project management. Technology may well have changed but interpersonal dynamics are still based on the same principles as before. So the challenge is to employ the new technologies to achieve the relationship building processes which we already know. A relationship is based on awareness of others' values and temperament - what they hold to be true and how they respond to different challenges in life. These are not usually the substance in e-mail communications, so here are two quick techniques to improve the situation. Try using 'pick-a-back' techniques to insert relationship building strategies in a conventional exchange. This could best be done by adding a short paragraph to the anticipated response, taking the reader to the relationship dimension. Example: "The information you've requested is as follows . . . Are you experiencing any general concerns about the level of precision we're applying on this project?" Another relating technique is to use affirmation to relay and exchange reciprocal values. Example: "Your request to change the deadline for the next design review is under consideration. A decision will be made by 12noon. I appreciate your implicit concerns about honouring our client commitments." Others want the comfort of relationships regardless of how they may act on occasions. With this in mind, do not be put off by brusque or terse language in e-mails. May I suggest that you make it a 'rule of thumb' not to make negative personal assessments on the basis of e-mail input alone? A persistent, positive but low key approach can create break-throughs in unexpected ways. Dear Coach: I was really pleased to be promoted to Vice President last year and also excited about all the successes that I could generate through the high-calibre managers on my team. Since I'd performed each of the specialist functions for many years, I thought that I'd be able to form close, constructive bonds with my management team. It's not working as I expected. I find my managers are becoming increasingly passive and resistant to my direction and leadership. It's hard work to get them to benefit from my experience and to work collaboratively. I have only their interests and those of the organization at heart and I really can't fathom why they are holding back so much. What do you think is happening? Response: I sense your enthusiasm for your role and also your frustration. What is not so clear to me is your current perspective on your new role. There's a dimensional shift involved in moving from managing functions to managing managers. Is it possible that you haven't yet made this transition fully? 'Managing functions' incorporates direct involvement in decision making, hands-on control of information, detailed control of delegated tasks and a number of other close participations. 'Managing managers' demands a more strategic approach. This requires a degree of separation from detailed events that can often be nerve-wracking at times, and a level of trust and confidence in your subordinate managers that isn't always comfortable. However, it's only through such separation that the desired strategic perspective is possible. Your management team may be feeling 'smothered' under your parental zeal. You are intending to protect and guide; their experience may be that you are restricting and directing them too closely. You are trying to demonstrate a keen interest in their operations; they may be feeling that you are interfering and 'micro-managing'. Managers usually take themselves and their responsibilities very seriously. Like you, they believe they have a special contribution to make, one which includes the application of judgment, critical discernment, latitude for personal decision making and accountability. They are more than simple channels through which the decisions of more senior managers can be applied. They feel the urge to add value of their own - to make their own contributions. It is possible to care too much, to be too protective and, in so doing to incur the resentment of those you would help and guide. Ask the parent of any teen-ager. It's also all too easy to be fixated on your own perspectives, which may well have proven effective in the past, to the point that the benefits of fresh and revitalized approaches are suppressed. Managers require focus - achieved through providing general direction; they need confidence - enhanced through spontaneous, selective reinforcement of their initiatives and actions; and they have to build resilience - the product of being allowed, even encouraged, to make their own creative mistakes. Give your managers enough room to grow. They will bless you for it!
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	Commentary . . . Coaching that actually works . . . Several years ago I realised that I had more than twenty years as a consultant under my belt, with a reasonable level of confidence that I knew what was expected of me in that role. That was when the concept of coaching became popular and I needed to consider my role in this new field. Some see the roles of consultant and coach as either totally separate or as much too close to differentiate but, in my view, these are simplifications - there's some overlap. Both roles are concerned with performance improvement. The consultant focuses largely on policy, strategy and systems as well as the parts that individuals play within the infrastructure. The coach, by contrast, devotes time and effort to the ways in which individuals contribute to organizational objectives and the impact this may have on the policies, strategies and systems. They approach the same issues but from entirely different directions. This having been said, there are many coaches who are simply in the 'feel good' business. Their focus is almost exclusively on the perspectives and welfare of their subjects. They provide personalised solutions to the issues that can arise between personal and corporate demands and they can be very effective - in the short term. What's wrong with this? Such coaching relationships are based primarily on relationships and while these are valuable, offering timely relief and creating meaningful change, they only deal with part of the total challenge. When the 'chips' are down on the table and the account has to be settled, there's a realization that the improved hand is not good enough to take the pot. The subject must, at some point, return to the reality of meeting corporate expectations, making a contribution, adding substantial value, and that seems to be a separate issue. At the outset of any effective coaching intervention the coach has an obligation to master the strategic intent of the organization and the roles and responsibilities that the individual is expected to contribute. Without this essential background or context there's little chance that real and measurable value can be added to the person and to individual performance. A coaching intervention that works begins with an evaluation of the context - the roles responsibilities, goals and standards that are owned by the individual. Then follows the personal assessment and, through close and insightful dialogue, an agreement is built on priorities, coaching objectives, strategies and desired outcomes. It is a team venture with specific expectations in the context of a common plan where each and all - organization, individual, coach - own their respective roles. Some coaches assert that there's a need for distance between organizational and individual issues to preserve objectivity. The coach is a catalyst they claim, and should never interfere in matters as complex as organizational strategy. The counter argument is that the coach has to operate in the reality of the subject, an integral part of which is that person's role, contribution and obligations within the organization. A pretty conundrum! Effective coaches contribute value to both individual and through him/her to the organization. The job is to challenge the individual to expand his/her scope of what is possible for the organization to achieve. To make this happen the coach must confront assumptions, self-perceived limitations, the use of personal strengths, the acceptance of performance standards, the adequacy of current bodies of knowledge and skill sets, and a host of other 'sacred cows'. But only those which are truly relevant need to be resolved. Focus can be a daunting task and only by a collaborative appreciation of the individual's context can proper priorities and strategies be set and implemented. The value of the coach is not in making people feel good through temporary symptom relief. It is to stimulate and sustain an expansion of personal contribution to the organization as well as to the individual longer-term. Think about it!
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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! Consequences Life is full of them. As children, our parents advised us not to touch the fire, not to walk on the road, and not to lick that frosty fence post. We were also taught to brush our teeth, be nice to people, to play by the rules. Why? Consequences, of course. With the wisdom of years, our understanding of the consequences of our thoughts, words, and acts of commission (and omission) increases, yet we all fall prey to them from time to time. A speeding ticket here, a hot verbal exchange there, and the next thing we know, we're paying a fine or wondering why a perennial friend won't talk with us anymore. Maybe it's worth reminding ourselves that each one of us is human and consequently, tend to be less than perfect. Everyone makes mistakes, and suffers the consequences of these errors. As individuals, we all have the ability to shore up one another in times of need, to forgive wrongdoings, and to help someone get back on track. These are some of the positive incremental changes that can have a profound effect on how we interact with each other, and stimulate a healthy social community. It's much the same for us in our roles as leaders and managers. In guiding our organizations to do the right things in the right way, we must carefully consider the consequences of our initiatives, decisions and actions. As coaches and mentors for our staff, we can offer safe boundaries in which to take calculated risks and new initiatives, with a clear understanding of the consequences. All the while we remind ourselves that they and we are still just people. If we ever lost sight of that, the consequences would be disastrous. Well, that's my opinion anyway. Bill Fitzgerald Manager, Engineering, Hamilton Port Authority
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Section 3	- On the Horizon
	Emerging Trends & Developments . . . Pareto's Principle, simply stated, says that eighty percent of results are generated by just twenty percent of our actions. There are many versions and construances of this principle but the sense is the same. Richard Koch, the author of "Living the 80/20 Way" claims that if we apply the 80/20 principle to our lives as individuals, "we could enjoy life much more, work less and achieve more". His point is that if we have more self confidence and the right philosophy, we can accomplish more than we do now, enjoy the work that we do more, and spend less time working so we can spend more time with our families and friends. Sounds good to me! Getting more with less, he says, delivers on two promises: It is always possible to improve anything in our lives, not by a small amount, but by a large amount; The way to make the improvement is to ask, "What will give me a much better result for much less energy?" Conventionally we seek safe, incremental improvements. This way we force ourselves to think hard and to do something radically different. He dismisses time management. It is inappropriate, he states, to try to manage things we can neither increase nor decrease. Look rather to 'time revolution' to slow you down and help you do fewer things. Instead of creating 'to do' lists, he advises, create 'NOT to do' lists. Act less and think more. Stop doing anything that isn't adding value or doesn't make you happy. Live in the moment and enjoy it. Koch's road map shows us how we can focus on our best twenty percent and find the personal power, happiness and success that are waiting there to be sparked into life. Nicholas Brealey © 2004,186 pages $17.95 (ISBN 1-85788-331-4) www.summary.com/books
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	Challenges & Opportunities . . . Fundamentals of Performance Management . . . Life Balance - Myth or manipulation . . . Don't you just stand in total awe of those rare persons who can legitimately claim to have reached a point of balance in their life? They always seem to me to be 'super-heroes'. They're able to leap buildings in a single bound (while I stumble over my own feet); travel faster than a speeding bullet (I have difficulty overtaking a parked gun); and they walk on water (I have trouble passing water occasionally). Surely they are beyond the reach of us mere mortals. Or are they fooling themselves - and us to boot? I've given this universal question some deep thought and I'd like to share my conclusions with you. Life balance is myth - bunk - codswallop! You get my point? Perhaps I'd better explain my reasoning since so many of us are seemingly chasing this myth. It would be useful too, to offer a reasonable alternative because the current 'out-of-balance' condition is definitely not acceptable. Life balance is the modern Holy Grail. No one doubts its conceptual value, but everyone has a different definition of its precise nature and no one has ever actually seen it - it's always just around the corner. In recent years, as the pace of life has increased and technologies have outstripped our social capacities, it has attained the highest of all profiles - that of an inalienable right - the right to self actualization and to enjoy quality life at all times! The balanced life concept though is fatally flawed. For those of us who are trying desperately to keep up with everything that needs doing it poses two mythical ideals: If we work hard enough we can have everything; If we cut back, we can have just enough to be truly content. The first obliges us to try to accomplish too much, and often at too high a price. The second doesn't allow us to accomplish enough. Business and society reject both on the grounds that, in a knowledge-based world, they are unrealistic, unwise and unacceptable. There is a better way - a way that embraces imbalance! Instead of attempting to balance all of our commitments and passions at any one time, let's acknowledge that anything important, and anything done well, demands our full investment - for now. Some times, when a child or spouse is in need, our work must suffer. On other occasions it may be necessary to complete a vital work project and so family must fend for themselves. Only over time can we really balance a portfolio of diverse experiences. Freud suggested that imbalance is part of the human condition. He observed that anxiety is a crucial "signal" function, a response to danger - either external physical danger or internal psychological danger. That means that anxiety is a central part of our existence. It's a source of creativity and drive; it spurs us to accomplishment. Great leaders, serial innovators, even top sales reps may be driven by a kind of inner demon - a need to prove themselves, to achieve for fear of being worthless. It's hard to argue with the outcomes, for such people are incredibly productive. So simply cutting back on work inevitably fails, because in real life, success in work is predicated on achievement. In a competitive business environment leadership requires commitment, passion, and, to be blunt, a lot of time and effort. This isn't a cynical argument for more even time, although in some organizations that pressure is very real. It's the case for focused achievement, the kind that is its own reward. Most achievers don't work hard just at work. They think about their work a lot of the time outside the office. Even if they acknowledge the value of paying attention to their families or their health, they're consumed and thrilled by the task at hand. So if people are fulfilled through their work, why would we question that? On the other side of the equation - it may be that there is a passive 'creeping lethargy' which has become the mass of the iceberg, under the surface, unseen yet lethal, a real threat to organizational productivity. Upon this foundation belief rests the phenomenon or attitude of 'entitlement' on which life balance is based. No one would argue that we're entitled to a sane and reasonable existence, but not all the time and certainly not at any price. We are already privileged far beyond most others in this world. Although an early life-lesson for most of us is that we must learn to take the rough with the smooth, we may be expecting too much in the way of a smooth ride through life. Consider the plight of so many in the less developed countries - those who are today lining up to take all the mundane and menial work we'd rather not do. Not just call centers and manufacturing, but even research and strategy development. These people are much hungrier than are we; they'll work longer and harder for less. They are not consumed by issues of entitlement and balance. They could be the meek of the earth and the future may be theirs! We cannot have it all, all the time, without paying an extraordinary price. We need to be selective and better yet, discerning. It begins with each one of us as an individual. In the short term we have to learn to focus. This requires that we are able to 'switch and link' as one author puts it. The essential skill is to be able to give intensive attention to one thing at a time but to be able to transfer that same focus to another important issue when needed. What are the priorities for today and what should be sacrificed to accommodate them? How many balls can we juggle at one time without undue sacrifices? (The telephone company research tells us that it's seven plus or minus two - the number of items we can manage in our working memories without strain). Now, can we devote ourselves to these alone, and to the exclusion of other distractions and gratifications? It's going to be tough! In the longer term, the answer lies in our expectations. We may not reasonably expect to have it all, all the time, except in the longer term, on average and across our entire life. Is this acceptable? Can we devote ourselves to an imbalance right now, investing the greater part of our energies and resources to one small part of our life and neglecting others, only to redress the balance with equal intensity at some other time? This would indeed be tough for many, but it is a more practical strategy than our futile attempts to hold everything in balance at all times. What's your perspective on this?
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	A Challenge Twelve hard-hitting questions for Owner / Managers . . . Do managers continually ask you what needs to be done or how they should do it? Do you have to take too much time reminding your middle managers about priorities and the important things that need to be done? Are you spending time and effort in instructing staff how to do things correctly? Is too much time spent responding to questions relating to processes and methods? Is there too much conflict between staff where the cause is hard to define? Are managers doing the work themselves instead of delegating it to their staff? Are some people or functions being 'left out of the loop' on important initiatives? Are you working extra hard to persuade some people to get 'on-side'? Are your managers giving up too readily with challenging assignments? Are you concerned that your managers will not always respond constructively to challenges and opportunities? Do you worry that your managers might make decisions and commitments that you will have difficulty in supporting? Are you afraid that your key people will not remain loyal and committed to your business into the future when you will really need them? How many spontaneous 'Yeses'? How many times were you in doubt? How many definite 'No' answers? More than three spontaneous 'Yeses' would be too many! Award yourself 2 points for each 'No' and 1 point for those where you were in doubt. Now total your score. How did you do? 16 or more: You're doing much better than most owner / managers. There's room for improvement but at least you can sleep at night. Are you secure enough? 12 to 15: You're working too hard and likely things aren't getting any better. There's a problem but you can deal with it. Take corrective action right now. 11 or below: Not only are the storm clouds on the horizon but the first drops of the deluge are already falling. This is the time for urgent action! 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 improve their resiliency. We are Polaris - the finest self-navigation program for emerging leaders / managers. You can reach us at www.polarisprogram.com or by calling (519) 766-1178 anytime. Could Polaris be the right program for you? We'd welcome the opportunity to demonstrate this powerful program and our ability to contribute to the strengthening of your management team. Please 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. http://www.reachoutdirectory.com
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Section 4	- Secure Site
	Polaris Participants Polaris members are invited to visit the Secure Site (members' area) to review Modules. for Work Out 3: Operating Strategically - Integrative Thinking Influencing Others - Relating Styles and Interventions Focusing Principles - Leadership Beliefs and Strategies For Work Out 6: Personal Organization - Personal Branding & Profiling Obstacles & Setbacks - Assertiveness and Conflict Management Integrity & Ethics - Codes and Transparency and for Work Out 12: Implementation - Reinforcement and Learning II Building Relationships - Mentoring & Coaching Beyond Self - Positive Organizational Culture Preparatory assignments . . . Work Out 4 (May 11th) are available on the web site and should be accessed no later than April 27th An e-mail reminder will be sent to all by this date. Our topics will be: Personal Organization - Vision , Mission and Values Influencing Others - Group Dynamics Focusing Principles - Management Beliefs and Strategies Work Out 7 (May 10th) will be e-mailed and posted no later than April 27th covering the topics: Personal Organization - Schedules and Priorities Obstacles & Setbacks - Principled Negotiation Integrity & Ethics - Affirming Authenticity Please set time aside for your preparatory work, and call your coach with any questions and comments. Use your RED time well!
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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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