April 2006
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - Tomorrow's Leaders (p.3)   - Timely Insights   - The Wheel of Life Section 2 - Talk Back   - Dear Coach   - Commentary   - A Point of View Section 3 - On the Horizon   - Opportunities and Challenges   - Reach Out Section 4 - Secure Site
Section 1	- Topical Topics
	Tomorrow's Leaders – Part 3 . . . This is the third of four articles on the issue of effective succession planning for SME organizations. Clearly, ‘Small to Medium-sized Enterprises’ are among the most vulnerable when it comes to the matter of longer-term survival. An essential question is, “Who is ready and capable to assume leadership responsibilities in the future?” It bears repeating . . . “A leader is one who focuses the desire for change within others and facilitates the creation of a sustainable new reality” In the first two articles in this series we proposed a ‘model’ way of looking at and thinking about the challenges in developing tomorrow’s leaders. Last issue we introduced an elegant self assessment tool together with interpretative keys (a slightly revised copy is linked). Then and/or now, we have measured where we are relative to the three dimensions of the grid – Risk; Impact; Perspective. We may have assessed too exactly where we consider our organization to be right now using those same scales. Eye-opening, isn’t it? Nothing like the ‘cold shower’ of reality! The organization’s Strategic Plan (if there is one) tells us where the organization would like to be. If there is no Strategic Plan then the leadership had better be unusually perceptive, confident and constantly in ‘sales’ mode – or we’re all wandering around in Never-Never-land. Assuming that there is a clear direction for the medium and longer term future, what precisely does that mean for us as individuals? Where, precisely do we need to be – now and in the future? Getting a fix . . . Alerted to the similarities and differences between our own ‘willed future’ and that of the organization we can move to enhance and perhaps optimize both risk and impact as we lengthen our perspective. Grounded in reality, but fuelled by passion, we can choose to develop ourselves towards greater future contributions – compatible with those organizational strategic intentions that are known. Putting them together we have a cube with four quadrants on the face (‘risk’ and ‘impact’) and behind them, the complements created by a future ‘perspective’, for a total of eight blocks. These we can label appropriately: Specialists, Controllers, Experts and Conservators – the lower tier – prefer mainly transactional or continuous processes to achieve change – steady, incremental change over an extended period. Challengers, Implementers, Visionaries and Champions – upper tier - are more comfortable with transformative or break-through strategies, the ‘road-to-Damascus’ experience that happens in an instant. We’ll need both processes to succeed. Vital contribution . . . Before we boldly go forward though, let’s consider how we are relating to our current and proposed roles – as an ‘expert source’, as an influencer of others and as a credible human being. All aspects are a function or expression of contribution - the product of our competencies (what we know, can do and will do) factored by our strengths (our values-in-action, source of our passion and channels for our drives). The main beneficiaries of our contributions are the immediate groups and teams with which we work. Such groups are normally focused by expertise (the composite of all competencies) and sustained by processes designed to add value (the combined impact of all strengths), whether these groups/teams are formally structured or just spontaneous. While the effectiveness of any group can be assessed by its scope and/or power together with its responsiveness and its resilience, it is almost always driven by a composite of its individual contributions. Some members will add value, some will detract. When the group works well (being collaboratively focused) there’s synergy and it’s a ‘team’ – perhaps even a high-performance team! To achieve this, each member must manage his/her own contribution as well as all that happens at the interface with other members. This will ensure and enhance value-added outcomes. Individual contributions to the group thus can range from ‘zero’ through ‘default’ to ‘optimal’ where ‘default’ means meeting expectations – no more, no less – and ‘optimal’ means full, positive collaboration. Moving forward . . . Groups simply do not develop as entities. The important consideration for achieving organizational growth is that individuals must first grow and all else then follows. Knowledge and skills (competencies) factored by strategies and motivation (strengths) are the focal points. Competencies find expression in ‘Impact’ and strengths find their point of leverage in “Risk”. True growth for the group, can be achieved only through the individual growth of individual members. So, if we want more effective groups our only viable option is to create more effective individuals as its members, and then to guide and encourage them, using common accountabilities, recognitions and rewards, to accomplish group goals and standards. However, the way we see ourselves is rarely the same way that others see us. As the Scottish poet Robbie Burns said, “O wad some Pow’r the giftie gie us to see oursels as others see us! It wad frae mony a blunder free us, and foolish notion.” In column 2 of the Interpretive Keys for each of the three dimensions, we see our self perception. If you’ve selected appropriately, you will be feeling quite comfortable with all the descriptive labels for the statements you’ve identified as well as with those below them. What may be surprising is that the corresponding group / team role (column 3) is going to be different – both from what we intend and even from what we expect. If we request others to validate our self perception by selecting those statements that define the boundary of our personal comfort, they will actually be defining and conveying the essence of our perceived contributions to the group. If our working strategies are, in any way, political – that is, less than directly expressed – we could also experience some significant distortions here. What’s the cure for this? Treat other’s input as a starting point for dialogue and explore the differences as openly as you can. The ‘truth’ we are seeking likely lies somewhere between their opinions and our own. Our first challenge is to ‘fix reality’ and then to consider options for moving forward. For example, let’s assume that you have selected statement #6 on the ‘Risk” scale – “Break-through thoughts and actions are definitely desirable”. You are not comfortable with the previous statement about the ‘organizational mould being broken’, but you are quite comfortable with all subsequent statements (7 through 10). Your label is “Questor” and you can accept the brief description. Your assumption is likely going to be that others in the group will see you as a “Seeker” , but it’s more probable that they would prefer the label “Endorser” . Why? Because we assess ourselves by our intentions while others judge us by our actions, and there’s a lag effect. Where to go . . . So, what can you do? Between the two levels there’s a ‘growth strategy’ – in this case “Seek out new professional competency: build confidence levels”. In short, it’s suggesting that you develop your knowledge, skills and attitudes so that you have the peace of mind that will enable you to define and extend the boundaries of your knowledge base securely and in a progressively conservative way. How might others be involved in this worthy effort? There are three ways that could be considered – as prompters, as monitors and as encouragers. In the role of prompter, other persons could contribute to your intended growth by suggesting specific professional competencies or standards of performance that could enhance your contributions to the group/team. As a monitor, such persons could suggest resources, support and assist the process and outcomes of your efforts in line with your intended growth and also observe the ways in which your improved confidence is assisting your progress. Finally, in the role of encourager, third parties can affirm and endorse your outcomes, offer supportive feedback and even approvals / endorsements where these are appropriate. True friends, after all, are those who bring out the best in us. What difference will this make . . .? Freud said it all in his assertion that we’re all either growing - or dying! We know this intuitively, and at the deepest levels. Our awareness of our own internal growth is fortifying. When we witness it in others close to us, we are stimulated and reinforced – and we stay to perpetuate our contributions. Growth is reflected in growth as life is reflected in life. In the fourth and final article in this series, we’ll consider the power that is inherent in the organization – a power to create and/or to destroy. Harnessing this power for ‘good’ is our intent and we shall demonstrate that even the smallest organizations have access to this power in the same measure as those with greater resources. It is a power that is seldom tapped and this is why so many fledgling organizations fail to inherit the success that is readily within their grasp. The ‘secret’ is to look for it in the right place. – A Note to our Readers . . . Previous series of articles on the topics of: · The Leadership Crucible · Leadership Characteristics, · Succession Planning, and · Managing Change have been designed 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 . . . Here're five ideas on how to pitch an idea without risking your head: Be generous - Believe your listeners have the best characteristics - enthusiasm, adventurousness and trust in what you have to say. It's not foolproof, but it is better than imagining they’re out to get you. Tell a story - It will bring your message to life and make it easier for your listeners to digest. Show sympathy - Appreciate their position as spokesperson, but remember this doesn't mean you have to agree with them. Be the one who tells it like it is - Don't be apologetic but do be consistent. You'll get away with saying things close to the edge if others have come to expect it of you. Build more than you destroy - Share what you like about what already exists and /or has been accepted before moving on to what you think should be different. Best Hiring practices The talent shortage and the growing body of evidence that good people management can have a great impact on growth prove that HR is more important than it has ever been. PROFIT magazine asked the 2005 PROFIT 100 (Canada's Fastest-Growing Companies) to reveal the HR practices they use to get the most out of their employees. "We have a referral program," says Bill Shaw, president and CEO of Ivara Corp. in Burlington, Ont. "If an employee refers someone and they stay at Ivara for three months, then the original employee will get a finder's fee. The turnover at Ivara has been very low, so it's been a successful program." "We have a definitive personalized development plan for each employee," says Donald E. Simmonds, president and CEO of Pickering, Ont.-based Air IQ Inc. "It involves every supervisor sitting down and consciously determining what investment we'll make to develop them." "We have monthly lunches together as a whole company," says Gerry Price, president of Toronto-based Price Mattress Inc. "All 60 of us will come together and the company will buy lunch for them so we can spend five or 10 minutes with each employee to give them updates and feedback on things that they see happening but don't see closure on." "We do regular training, as well as extensive training for new employees that come in," says Osama Arafat, CEO of Q9 Networks Inc. in Toronto. "We also encourage our employees and pay for them to take external training courses that are relevant to the job." "Every year we conduct an employee survey, and based on the previous year's findings or areas of improvement, we focus on the key priorities and work on them," says Mark Anthony, president and CEO of Mississauga, Ont.-based True North Corp. "We are building an employee handbook to help managers and staff understand what's expected of them," says Christian Sterner, president of Sterner Automation in Toronto. "I think uncertainty is often a big problem in smaller firms that grow bigger; employees don't really know what they're supposed to do, and things aren't applied evenly or fairly." "We pay better than most in the service industry," says Bruce Batchelor, publisher, president and CEO of Trafford Publishing in Victoria, B.C. The firm also buys its employees bus passes. "Our vision statement is written beside every person's desk," says Ann Kaplan, president and CEO of Medicard Finance Inc. in Toronto. "[The statement says that] this is a place for treating customers, service providers, employees and shareholders with value and respect. Every time someone is challenged, we remind them that that's where their answer should come from." "We've devised an informal hiring guide," says Michael W. Jones, president and CEO of Calgary-based Rapid Technology Corp. "When we're contemplating hiring someone, we go through the list of what we require of them in a lot of detail. We also put a lot of time and effort into making sure they're going to fit with the team." "Hire people who are smarter than you," recommends William Hunter, president and CEO of Angiotech Pharmaceuticals Inc. in Vancouver. "I find a lot of people are reluctant to hire people with more experience or expertise in a given field. There's the concept that you have to be an expert at everything in order to be an effective CEO, and I think that's just wrong."
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	The Wheel of Life - Finding balance in your life When life is busy, or all your energy is focused on a special project, it’s all too easy to find yourself “off balance”, not paying enough attention to important areas of your life. While you need to have drive and focus if you're going to get things done, taking this too far can lead to frustration and intense stress. It’s time to take a “helicopter view” of your life, so that you can bring things back into balance. This is where the Wheel of Life (or Life Wheel) can help. Commonly used by professional life coaches, it helps you consider each area of your life in turn and assess what’s off balance. And so, it helps you identify areas that need more attention. Figure 1 below shows an example wheel of life with example "dimensions" (we'll explain how to choose the right areas of life or dimensions below.) The Wheel of Life is powerful because it gives you a vivid visual representation of the way your life is currently, compared with the way you'd ideally like it to be. It is called the "Wheel of Life" because each area of your life is mapped on a circle, like the spoke of a wheel. Using the Tool . . . Use the following steps to draw you Wheel of Life (or Life Wheel) and assess your balance. Start with the diagram in figure 2, below. Start by brainstorming the 6 to 8 dimensions of your life that are important for you. Consider The roles you play in life for example: husband/wife, father/mother, manager, colleague, team member, sports player, community leader, or friend; Areas of life that are important to you for example: artistic expression, positive attitude, career, education, family, friends, financial freedom, physical challenge, pleasure, or public service; or Your own combination of these (or different) things, reflecting the things that are your priorities in life. Write the dimensions on the Wheel of Life diagram, one on each spoke. This approach assumes that you will be happy and fulfilled if you can find the right balance of attention for each of these dimensions. Each area of your life will need different levels of attention at different times. So the next step is to assess the amount of attention you're currently devoting to each area. Consider each dimension in turn, and on a scale of 0 (low) to 5 (high), write down the amount of attention you're devoting to that area of your life. Mark each score on the appropriate spoke of your Life Wheel. Now join up the marks around the circle. Does your life wheel look and feel balanced? Next it’s time to consider your ideal level in each area of your life. A balanced life does not mean getting 5 in each life area: Some areas need more attention and focus than others at any time. Inevitably you will need to make choices and compromises as your time and energy is not in unlimited supply! So the question is, what would the ideal level of attention be for you each life area? Plot the “ideal” scores around your life wheel too. Now you have a visual representation of your current life balance and your ideal life balance. What are the gaps? These are the areas of your life that need attention. Remember that gaps can go both ways. There are almost certainly areas that are not getting as much attention as you'd like. However there may also be areas where you're putting in more effort than you'd like - ideally. These areas are sapping energy and enthusiasm that may better be directed elsewhere. Once you have identified the areas that need attention, it’s time to plan the actions needed to work on regaining balance. Starting with the neglected areas, what things do you need to start doing to regain balance? In the areas that currently sap your energy and time, what can you STOP doing, reset priorities or delegate to someone else? The Wheel of Life is a great tool to help you improve your life balance. It helps you, quickly and graphically, to identify those areas in your life to which you want to devote more energy, and it also helps you understand where you might want to cut back. The challenge now is to transform this knowledge and desire for a more balanced life into a positive program of action.
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Section 2	- Talk Back
	Coach's Corner . . . A selection of frequently-asked questions. Dear Coach: I know that there’s a difference between leading and managing but it’s all very confusing right now. After many years as a manager in an established but progressive company I recently bought a flourishing and successful business with a number of people already on staff. Now, I’m ultimately responsible for getting product out the door, satisfying the customers, dealing with suppliers, etc., and sometimes I ‘m not sure whether I should be acting as leader or as manager. How exactly do I choose which role to play so I don’t confuse everyone? Response: You’re over the first two critical hurdles in your dilemma – you appreciate that leadership and management are different roles and you’re aware that each is needed in different situations and at different times – well done! Leaders focus the desire for change resident in others and assist in the creation of sustainable new realities; managers get results through others by making them successful – two useful definitions. They tell us that leaders are primarily centered on what is done while managers dwell on how it gets done. The challenge, as you’re discovering, is to choose the right tool for the particular job - because it’s not always clear. Leaders frequently apply their efforts by generating passion, enlivening emotions, appealing to feelings and personal values. Managers are more often trying to affect others through reason, knowledge, skill sets, opinions and attitudes. In short, leaders stimulate and excite; managers guide, coach and support. In many cases though, you need to be doing both concurrently. May I suggest that your first clue is the point of your focus? If you are concerned about the person as an individual or as a member of a group, and if your concern is focused on values, feelings, perceptions and other internal matters, then you likely need to act as a leader. When you are addressing the external relationships between one individual and another or between an individual and systems or processes, then you likely should be playing the managerial role. I’ve used the analogy of a car with some success, so let’s try it for size. The leader’s job is to start and sustain the engine, to generate the revolutions that will deliver the needed power to the drive train – it’s not to push the car! Leaders may also have to provide insights on how to channel raw power through the transmission so that the wheels can engage the road effectively and efficiently. The manager’s job is to steer the car, manipulate the gears, apply the brakes, and all the other actions required to move the car smoothly along its intended course. This simply won’t happen if the car isn’t moving forward under its own power - the manager, like the leader shouldn’t have to push the vehicle. What the manager does is carefully monitor the road and environmental conditions so that the car is travelling safely and in a sustainable way – being the ‘eyes and ears’ of the vehicle. The analogy is clear – you need to do both if you want to go somewhere. Try to avoid over-revving the engine when the road condition is precarious and don’t labour the engine when the going is difficult by the use of inappropriate gear changes. Balance the two types of action as one seamless process; favouring each as required according to the prevailing circumstances and you’ll enjoy the ride. Good luck.
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	Commentary . . . I received this recently from a coach in the UK whose ideas and work I respect. It really touched a chord. Jan Grieveson lives on Tyneside in the north of England and he has a solid reputation for plain talk. It has a message that we all need to hear and is well worth the time it will take you to read it. Enjoy and profit. Welcome to the Hard Knocks School of Business, where I share my observations and experience of the journey from craftsman to entrepreneur. I can’t ever seem to get away from work, even when I am out socializing. Last Saturday night was a typical example of how I get embroiled in the day to day frustrations of self employment. This time it was a taxi driver with a limiting belief system. We (Jan & Elaine) had been out for a meal and a bottle of wine and decided to go home early and take advantage of our local public transport system (the Tyneside Metro). We huddled along the empty streets of a northern town, our collars turned up to protect us from the biting wind and rain. We were feeling glad when we neared the Metro station with its possibility of warmth and shelter; however the deserted windswept platform held no appeal to us especially when there were 2 cabs in the adjacent taxi rank. We looked at the platform and then looked at the cabs. There was not a word spoken as we both changed direction and headed for the cabs. The cabbies were both in the front cab chatting, and something told me they were having a quiet night. We quickly got into the back seat of the first cab and made some small talk whilst our bones thawed out and cabbie No 2 returned to his own vehicle. Elaine opened the conversation with a single comment. “How’s business been tonight?” We were then subjected to a barrage of “blame game” comments, a series of “limiting beliefs” finally ending up with a dose of “victim status”! I listened without much comment as he went through his repertoire of excuses; • He blamed North Tyneside council for issuing far too many licenses and flooding an overcrowded market with more taxi’s than are required. • He also claimed they issued these licenses to unknowns, outsiders, thieves and blaggards, who are now stealing the livings from decent folk like himself! He then enquired as to where we were going? We told him and he said; “Oh that’s not too bad, at least I will cover my petrol money on this fare. But I hate picking up in your street; it’s just not worth it. I’ve one regular just around the corner and I’ve told him to stop calling me as it costs me more in petrol to get to his house than I can charge for the journey. Your street seems full of time wasters and ‘tightfists’!” “So you haven’t been too busy tonight then?” I enquired. “No I haven’t. Nobody has. Like I said there are far too many taxis on the streets nowadays and nobody wants to go further than a £3 fare!” “What would be a good fare I enquired? Tell me your ideal client?” “Oh that’s easy. Only last week I had a fare that wanted to go to Cramlington. Now if I could only get more jobs like that, my life would be easy”. “What was that job worth?” I enquired. “£12 and a tip. Well worth the trip” “Where did you pick the fare up?” “Outside the station. He just got in and said “take me to Cramlington ..fast”” “Has that ever happened before - or has it happened since?” “No it’s the only time, and it has never happened to anyone else either!” I pondered for a while and noticed we were now traveling along the road adjacent to our local beach. In the pitch black night I noticed a couple of Tilly lamps along the shore and on the exposed rocks. These were rod fisherman, braving the elements in the hope of catching the “big one” and in a flash like a “cosmic e-mail” I saw the answer. In 2 years of walking the beach in all weathers and all states of the tide I had noticed a pattern in the behavior of the rod fishermen. They only turned up at times when there was likely to be a decent catch. In every 2 week period the tides would change in line with the sun and moon. From “neaps to springs” there was a different set of fishing conditions. If you cast your line 24 hrs a day for a fortnight you would have the chance of catching a fish, but... and here’s the clue, it would only be when the fish decided to feed! So the wise fishermen only turn up at these critical opportunity times, with insider knowledge. • They know the demographics of the fish that are most rewarding (size, type, species etc). • They know the geography of the rocks and coves, (where the fish are likely to be). • They know the psychographics of the fish (why they will feed). • They prepare well with the correct resource and equipment. • They turn up on time and are enthusiastic about their role in the game. On a flooding spring tide, with an easterly wind there are more fishermen on our local rocks than you can count. This is the only time the fish come in large numbers to feed in the gullies and rock pools. Here the incoming tide is churning over the sand and rocks to expose all manner of worms and delicacies for the “big fish”. Even the dumbest fisherman knows if he drops his offering into that lottery, chances are he will have something to feed the kids with. And it’s the same with taxi driving, I drew a quick mental map of the station we were picked up at and noted this was less than 2 miles from the prior station and 1.5 miles before the next station. So I drew an imaginary line between the station centers I stuck an imaginary compass in the centre of the station we were picked up at and set the pencil to the midpoint between stations. I then drew an arc in my mind and created a CIRCLE OF OPPORTUNITY. • This was my GEOGRAPHIC RESEARCH. I then imagined the houses that were in that CIRCLE OF OPPORTUNITY and imagined the people that lived there. • This was my DEMOGRAPHIC SURVEY. I then tried to imagine how many of the people alighting at that station would “need a taxi” and want to travel beyond the “CIRCLE OF OPPORTUNITY” and my intuition told me “less than 10%” • This was my PSYCHOGRAPHIC SURVEY. My quick research told me the biggest opportunity working this station was a 1 to 1.5 mile journey with a value of £2.50 to £3.00 and he could only get I fare per busy train. he could never ever make a living at this station as the logistics would only let him pick up 4 fares per hour at the busiest time. I asked why he didn’t get along to Tynemouth town centre where the bars were full of revelers from all over the North, and so drunk they did not care what the taxi cost? “Its pointless,” he said. “there’s always a crowd of taxis there and we have to queue. At least where I am now I am always front of the queue! And I get plenty of time to talk to my mates!” We were almost home now and I asked him for a business card as we would be happy to use him in the future. We said we valued a quality service that was always on time, and did not mind paying a little over the odds if this could be guaranteed. “Cards,” he shouted, “I don’t give them out any more. What’s the point? Especially to people who live in streets like this!” I asked him what we owed him and he replied “£5.40, and that’s only because I turned the clock off before I entered the street. Not like the other taxi drivers - they would have charged you right up to your door!” I asked him if it was ok to give him a tip, and he said if that’s what I wanted to do he didn’t mind. We got out the cab and as he screeched through his 3 point turn, I had this image of an ex taxi driver taking up fishing in his retirement; I saw him all alone on the beach, at the highest tide and on the calmest day, all the best equipment at his side . . . but not a fish in sight. Some people are happy to have 100% of nothing, others would rather have 10% of something, either way it’s your call. I had just encountered a BPO “Business Prevention Officer” and boy was he good at his job. Jan Grieveson A real person, doing real coaching, to those he knows best….. People in Business…who want a better life. © Copyright Synergiq Ltd +44 (0) 870 910 1007jan@jan-grieveson.comHard Knocks School of Business is a trademark of Synergiq Ltd. You can subscribe to Jan’s newsletters at jan@jan-grieveson.com – please consider 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! Positive Psychology . . . Positive Psychology, a relatively new field focusing on how people flourish, offers us a great opportunity to create workplaces where good work can be done well. Positive Psychology, P2 hereafter, is the brainchild of Martin E.P. Seligman of the University of Pennsylvania. He --- along with Mihalyi Csikszentmihalyi, Christopher Peterson, and others both current and past --- considers the optimum conditions for we humans to do well. Just think about it! Instead of anguishing about what weaknesses we need to be constantly vigilant to spot and correct in ourselves (occasionally) and in others (constantly), we could focus instead on what we each do well. And, then do more of it! Now, imagine that this P2 is backed by solid, empirical science; such that P2 can make a solid business case for why changing the workplace to a positive workplace is really good business. And, this positive workplace improvement is not only better for us spending time there, but also for improving the bottom line of our business. Positive psychology offers improvements in the bottom line measured through key business drivers such as productivity, profitability, customer loyalty, retention, worker health, reduction in safety incidents and theft, reduction in absenteeism, among others. I have to say that I wish that I’d had a P2 framework earlier in my career. In some ways, I did. Strengths Focus - I intuitively understood that the key to really great staffing is not to find the right person for the job, but the right job for the person. This is really the strengths-focused approach in P2 rather than our traditional focus on weakness correction. Both the Gallup Organization and Seligman and Peterson have models and assessment tools to identify strengths in individuals that are applicable to the workplace. Seligman and Peterson’s model, the VIA Inventory of Strengths (www.authentichappiness.com), however, identifies an individual’s character strengths and not just work skills. Using your strengths, and creating an environment where others use theirs, yields better work results. Check out the research. Optimism is another element of P2. It has to do with the fundamental approach an individual has to adverse circumstances. Interestingly, it looks, based on early research, that optimism can be built by conscious effort of the individual. It has proven positive impact on health, immune system function, creativity, productivity, and accuracy of complex thinking. It may well be a key part of the competitive advantage all businesses are seeking. Optimism allows us to capitalize on the ‘wins’ and persevere in the face of losses or setbacks. Wouldn’t you love to have more optimists in your workplace? Wouldn’t you just love to have them in charge of your most difficult projects? Engagement is the product of primary research by the Gallup Organization. It’s a deceptively simple concept. Workplaces that score well on a 12 item assessment have high engagement. High engagement yields employees who are delighted to be at work and are engaged with the work of the work. They are self-motivated. Only a small part of the US Workforce is engaged by this definition and a lack of engagement in the US workplace is estimated by Gallup to cost $300 billion annually and another $1 trillion annually when the indirect costs are included. This is nearly 10% of US GDP. Knowing the details of engagement and especially of the Gallup 12 is ‘key’ to improving the workplace. Solutions Focus - Most of the time, we managers and leaders are focused on identifying and solving problems, if not on anticipating problems. The fact is we find what we look for. So, if we define good leadership as problem solving or even problem avoidance, our focus is on problems. The more we find or avert, the better we are at our job. P2 suggests that a solutions focus is really a better way to go. What if we look for solutions? What will we find? What I’ve found is a better way to be a leader. Positive Psychology brings us Strengths and strengths focus Optimism Engagement Solutions focus . . . and really positive leadership. Leadership with positive results for the bottom line and for the people who produce it! Now that’s positive leadership! Well, that’s my opinion anyway! Jocelyn S. Davis The Positive Workplace Alliance
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Section 3	- On the Horizon
	Opportunities & Challenges . . . Why Great Followers make Great Leaders We are all followers. While we may prefer to focus on our roles as leaders within our organizations, almost all of us have a role in following someone else as well. The irony is that when we lose sight of this, we diminish our leadership effectiveness. Chris Musselwhite, the author of “Dangerous Opportunity: Making Change Work” and the CEO and founder of Discovery Learning Inc., says that it’s never a bad idea to brush up on your ‘followership” skills no matter where you sit on the organizational chart. Here are six basic thoughts to reflect upon: Be honest – but never in a way that embarrasses or lays blame. Truth, properly told, will increase your influence. Be supportive – making others successful is always good for them, for the organization and ultimately for you. Be reliable – when others know they can count on you, you are an asset to them, and to the organization Always seek the ‘big picture’ – never assume that you have it already; others can usually add to your understanding. Ask good questions – the ones that encourage others to reframe the situation and to optimize outcomes Be aware of assumptions – we all tell ourselves stories to explain the behaviours of others – and sometimes we lie to ourselves! There’s much more to learn from Chris at MUOpinion@hbsp.harvard.edu
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	Lesson of the Month from Fifty Lessons . . . a lesson entitled “Passion” by Perween Warsi, Founder and CEO of S&A Foods. The theme of the lesson is that "communicating with passion inspires employees and instills a real sense of ownership in a business". Perween started her company, S&A Foods - named after her sons Sadiq and Abid - by making and selling samosas and selling them from her home in Derby, UK in 1986. Today, she employs 1,300 people in four factories. Her business has an annual turnover of more than £100 million and she supplies Malaysian, Thai and Chinese food to British supermarkets. Quite an achievement! Listen to her presentation through the link below and you’ll understand why she has been able to lead others so effectively. http://gurteen.50lessons.com/ Courtesy of the Gurteen Knowledge-Letter (Issue 70, 9 April 2006)
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	Your Development How well are you doing with your personal development? Will you be ready for the challenges that tomorrow will bring? Would you like some help with professional / objective assessment? with ongoing self development? With 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 improve their 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. 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
	New Polaris Programs . . . will be initialized in July and October. Please call us for details of qualification and registration processes. Polaris participants are requested to use their assigned usernames and passwords to access the extended curriculum and knowledge base at http://www.polarisprogram.com/members.php Review Sessions . . . Polaris program participants are invited to review the modules for Work Out 7 Personal Organization – Schedules and Priorities Obstacles & Setbacks – Principled Negotiation Integrity & Ethics – Affirming Authenticity Preparatory assignments . . . Work Out 1 (May 19th) has been rescheduled and preparatory materials will be sent by e-mail very shortly. The agenda for this inaugural session will comprise: Operating Strategically – Understanding Strategy Operating Strategically – Analytical-logical Approaches Influencing others – Understanding Differences Work Out 8 (May 9th) is available on the web site and may be accessed now. An e-mail reminder has been sent to all participants. Our topics will be: Implementation – Personal Strengths in Action Obstacles & Setbacks – Adaptability and Resiliency Integrity & Ethics – Personal Resiliency 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!
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