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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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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 have to make profound differences in the lives of those they might lead.
In the next issues of Polaris Digest we’re comparing and contrasting how a leadership perspective can add unique and substantial value to some ordinary and familiar undertakings.
We’ll continue with an investigation of the opportunities in learning.
A run-away problem . . .
I believe it was Peter Senge of Fifth Discipline fame who originated the concept of the “learning organization”. Likely he would say that the issue wasn’t original at all, but rather a re-discovery of a fundamental, common sense premise that is more prominent now than it was before due to the accelerating rate of change within organizations.
No one will argue that we need to continuously and consistently learn and re-learn in the face of escalating changes and demands. The rapid rise of technologies in information management alone makes this a necessity. Look at how quickly and easily we move data, information (structured data) and even intelligence (information that has demonstrable value) around the globe today.
The lure of enhanced methods for transmittal has given birth to a whole different set of issues. There was a shocking statistic published recently that indicated that we’ve moved more information in the course of the past year than had ever been originated and shared throughout all recorded history! Who received it? Where did it go? What purpose was served? What value was ascribed to it?
The suggestion was that the vast majority of it was spam, destined for electronic oblivion without benefit of human intervention. What a waste! But it’s more than this – it’s a direct threat to our peace of mind, our sanity, perhaps to our quality of life and our survival. The human mind is unquestionably the most sophisticated and elegant device we know – except we really don’t know it. Now we’re threatening it in unimaginable ways.
Leading thinkers like Alan Watts, Ken Wilber and Robert Quinn have already told us that we need to re-examine our basic perspectives about the meaning of information and the quality of life. This is not a topic that we’ve ever resolved but, whatever our conclusions, we’re probably out-of-date already. How can we hope to keep up as the flood of new ideas and meanings continue to wash over us?
Renewing perspectives . . .
Alan Watts, an eminent philosopher and speaker during the second half of the last century, told us we were too “prickly” and that we needed more “goo”. Prickly people want precise, pointed answers (facts) to life’s challenges while Gooey people can be comfortable with uncertainty and even a measure of chaos (process). He observed that life is not a journey but rather a dance – there is no destination, simply the experience. The quest for meaning and purpose is overstated, he asserted.
As you’ll know by now, I endorse the practical approach, advocated by Quinn, relating to becoming “inner-directed – externally aware” (see his article / workbook “Entering the Fundamental State of Leadership”). Inner direction implies having a purpose, of defining meaning for our self. I see though, a significant difference between being focused as an individual and questing for the meaning of life generally (which I assume to be the point that Alan Watts is making). Things have to make sense for us.
As individuals, our perspectives – values-in-action, beliefs, the framework through which we interpret realities – is largely set by the time we’re six or seven years old. We have mastered the polarities of life and can recognize what is good and bad, appropriate and inappropriate, acceptable and not acceptable. Even before we can use language competently, we know which way is “up”!
Then it seems we confuse our selves, placing undue emphases on cognitive competencies – the knowledge, skills and experiences we acquire and assimilate with time, effort and expense - only to discover they are so quickly surpassed and outdated that the acquisition wasn’t worth the investment. Concurrently, we are becoming increasingly aware of our innermost values, beliefs and perspectives as life experience throws out various challenges. We gain wisdom.
So which of the two do we value more – knowledge or wisdom? Western society has a clear preference for knowledge despite the overwhelming evidence that it is transitory. On the other hand, as we age we gain increasing respect for wisdom. Are we right; or is it society that has the correct view? In my view there’s no contest!
Thus, the bottom line is to avoid chasing knowledge but rather to focus on increasing our awareness of our own and others’ wisdom and to allow knowledge, skills and experience to follow on. How can this be achieved? Well, knowledge comes from exploring ideas and concepts, mastering facts and practices, acquiring new and different experiences. Wisdom arises from self insight when we expose our selves to the values of others, evaluate what we believe and accept against alternative, perhaps contrasting values and as we assess the residuals from our emotional responses to issues.
This gives the expression, the “learning organization”, a completely different meaning. If we are to pursue knowledge, skills and experience we must be dependent on the direction offered by others, specifically those few who already know what it is we think we want to know. If we are in pursuit of wisdom, we’re able to learn from each interaction with every other person. However this does make demands on our introspection, self examination, evaluation and revelation that occur deep within us.
The leader’s opportunity . . .
A leader has little to offer if the quest is for knowledge, skill or experience other than to point the way. As mentors we could help to examine the merit of proposed pursuits, priorities, sources and applications, but this is all. We cannot induce or coerce the learning of others although we may occasionally stimulate it. We can approve, qualify and reinforce the learning experiences of others, but we cannot drive or sustain them effectively.
When the quest is for wisdom though, our leadership role is much more valuable. Among the most valuable gifts we can bestow upon another is that of time – time to share, to reflect, to challenge and to assess the true meaning of what is real for that person. Another gift - we can offer opportunities to review experiences, to question assumptions, standards, outcomes, judgments and opinions. Finally, we can induce self awareness by positing the right questions, challenging, clarifying, summarizing, reinforcing and reaffirming the intentions of others.
As leaders, using the focus we apply to the desires of others and the facilitation we offer in creating sustainable new realities, we can assist with defining relevance, priorities, relative values, options, consequences and strategies. We can enlarge and enhance the performance of others without removing ownership, enthusiasm, accountability and personal dignity.
The essential stratagem is to identify and nurture the desire to learn that resides within every person; it is not to impose ideas and practices through teaching or similar interventions. An analogy which may help is that of light and darkness – wherein learning is light and teaching reflects the absence of light – darkness. A beam of light can be projected onto an object, illuminating it for all to see. Darkness provides a measure of contrast but it cannot be projected and it enhances very little.
The leader is the source of this light. Focus on issues, events and/or experiences to allow others to view them differently. New sight can lead to new understanding however understanding is an inside job and may not be inserted. It will take time, perhaps repetition of exposures and even some variations in approach, but if the light is steady and true, the learning will appear.
My sainted Scottish aunt would say, “It’s better to light one wee candle than to curse the darkness!”
Without question we need light to illuminate the way forward and to dispel the demons of ignorance and confusion. This is a noble task for any leader – to be a pathfinder, a way-shower, a beacon for others to use. Shine the light!
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.
Please contact me at david@andros.org.
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Timely Insights . . .
The Paradox of Risk . . .
Michael E Raynor, of UWO’s Richard Ivey School of Business, has just published an intriguing new hypothesis, centered on the paradox of risk, that’s of compelling interest to SME organizations. The basic premise is that we shoot ourselves in the foot when we deal with strategy development issues. As someone who has devoted a good deal of time and effort to the use of strategy, I’m sympathetic to his ideas.
He observes that the precise behaviors that are required to create break-through or extreme strategies also expose an organization to an increased risk of total failure. The key, he says, is to separate the making from the management of strategy. The objective when creating strategy is to optimize risky propositions; conversely the objective for strategy management is to provide seamless, consistent service – they are in direct conflict.
These two incompatible functions must be entirely disassociated in practice or the result could be dissonance and inconsistency. To avoid this clearly undesirable outcome, the usual end product is mediocrity – the true antithesis of success! This makes abundant sense – I strongly recommend the book and some focused discussion among the executive team for every small-to-medium-sized enterprise. For the complete article, please go to:
http://www.canadianbusiness.com/
Cure staff burnout — and still meet business goals . . .
If your employees are overworked, you’ll notice increased absenteeism, declining job satisfaction rates, weakening employee commitment and lower morale. The higher the organization is placed on the knowledge continuum the greater is the chance that this will happen sooner rather than later.
Dr Steven J. Stein, Toronto-based entrepreneur and psychologist, with whom I’ve had an opportunity to work on several occasions, has an insightful mind well-disciplined by the experience of more than a few years of hard, practical experience. He has authored a number of very useful texts on the topic of Emotional Intelligence (The EQ Edge) now in its second reiteration.
In his new book “Make Your Workplace Great: the 7 keys to an Emotionally Intelligent Organization” Stein outlines a few ways that organizations and managers can prevent their staff from experiencing burnout while still meeting business goals.
- Rethink workflow and division of labour. Is there a better way to achieve results without overtaxing your resources?
- “Dis-incent” unproductive behavior that encourages overwork.
- Embrace a performance-based culture.
- Create a culture of flexibility.
- Consider cross-training as both a developmental and coverage strategy.
- Give employees some choice over their work, and control over their schedule.
- Ask employees for input about management decisions.
- Support and encourage vacations. (At some firms, they are mandatory!)
. . . a solid dose of well-considered common sense and best practices - available at Amazon.
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
About a year ago, I completed the Bar-On Emotional Intelligence (EQ-i) profile. I wasn’t happy about the results although I could understand that they reflected that I was going through a rough period, personally and career-wise, at that time. It was mentioned that profiles could change with experience and that it might be useful to retake the profile in six to twelve months time. What are my options if I do this but the results are not significantly better?
Response:
I can appreciate your concerns. Allow me to explain a little more about how the EQ-i is designed to work for you as well as the impact and consequences of its findings. I believe this will set your mind at rest.
Firstly, the EQ-i measures emotional stance – it describes your ability, capacity or skill to perceive, assess and manage your emotions or those of others or groups. There are five scales, namely Intrapersonal, Interpersonal, Stress, Adaptability and General Mood, each one containing from two to six sub-factors. Being a ‘quotient’ it indicates your performance relative to the average for your age group and gender.
Next, it is a self report. This means that it depicts your impressions of your own behaviour, adding and subtracting nothing. Because the questionnaire is constructed to mask the intent of specific questions, and the questions are cross-related for consistency in response, the results are usually a fairly accurate portrait of your disposition at any point in time.
The EQ-i is just one profile among many and needs to be used as part of a battery of contiguous profiles before reasonable conclusions are drawn – it doesn’t stand alone. Its unique perspective however is that it portrays the important coping or life management skills that are being favoured (put in play) by the respondent. These are deeper than superficial style (MBTI) but not as profound as cognitive / values level traits (OPQ, 16PF or CPI). This means that it may well reflect the ‘shock absorber’ that we all use to smooth out the rougher passages in our life.
One important factor in interpreting the profile is the relative consistency between the scales and within each scale – the bar graphs should be approximately even. This indicates that there’s no undue emphasis being placed on one or more factors at the expense of others – in short, that behaviours are not being distorted. When we are under strain, we often have a tendency to distort our particular behaviours to compensate for perceived external pressures.
A year ago, this kind of distortion may well have been depicted in your profile as you wrestled with whatever was concerning you. This original profile likely brought the ‘reality’ of this distortion to your conscious attention where you would have the opportunity to deal with it. Your coping at that time required an investment of energy beyond the normal and likely taxed your resiliency more than normal. You would have wanted to resolve these distortions to the extent possible and to return to a more stable condition.
Here again, your adaptive unconscious – that substantial part of your mind that regulates and maintains your ongoing responses to internal/external events – would have ‘taken direction’ from your conscious mind and adapted or softened some of your behaviours. Now it would be most useful for you to become aware of what impact these adjustments have had on you and others overall.
You may see some changes in your EQ-i profile, and if the profiling is repeated yet again, you might be able to identify trends in your behaviors that indicate the balancing or growth you’re experiencing. This information has some value in and of itself but it remains just one part of the total picture, and should be treated as such.
The ‘bottom line’ with any profiling is that it offers a brief glimpse into aspects of ourselves that we ordinarily would not see. Profiles prove nothing and they have to be regarded as limited indications that could generate further thought and perhaps discussion. Most of us are far too complex to be reduced to a few bar charts, but any non-vested measures will help us to develop a greater level of self awareness – and this is usually worthwhile.
So, go for it. Be as open and frank as you can be and, above all, keep an open mind.
Good luck!
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Commentary . . .
Leader / Manager Priorities . . .
OK - What is the top priority for all leaders and managers?
Time’s up! If the answer didn’t spring intuitively to mind, you’re probably working harder than you ought to be, and you may even be working against your own interests!
The correct response is “to create sustainable, value-added results through other people” Do you want to arm-wrestle me on this one? More likely you’re saying, “So – that’s obvious. It’s what we all do, all the time” Would that this were true!
The truth is that most leaders and managers are locked into the foundation idea - results, but then there’s an immediate jump to “If results are to be – it’s up to me!” The emphasis is on “results” and the other elements in the statement get pretty short shrift. As a natural consequence of this perception, outcomes are rarely sustainable, they add minimal value, and other people are used as a commodity rather than as an investment. This is tough talk!
Successful leaders and managers – the ones we all devoutly wish to work with – are singular in their ability to focus their efforts on and through other people. Each one of us who has had the privilege of working with such a leader/manager can recall very well how we felt about the experience. We never worked harder or longer, we took on the most astounding challenges and surmounted the most impressive obstacles, but we were never happier!
Would we repeat the experience? Yes, in a heart-beat!
So, what was it that made these relationships so different? We were led, not directed; we were coached, not controlled, we were developed, not used. Does it take a special kind of person to lead or manage in this way? Decidedly not! What it does take is a different set of behaviors that every appointed leader or manager is able and encouraged to adopt – to the benefit of everyone.
It’s an open secret that our routine behaviors are shaped by our perspectives – the way we look at the world around us. Perspectives are mostly a part of our adaptive unconscious, out-of-sight and out-of-mind most of the time. Yet they are more than visible to those around us; they are experienced by others in every action we take.
An effective leader/manager needs to have a particular perspective or mindset that will generate effective behaviors in others – those that create sustainable, value-added results through other people. These behaviors will include mentoring, coaching, perhaps counseling, assessment and training, all in direct line with the combined interests of the individual and the organization. Counter-productive behaviors like directing, controlling, coercion and manipulation will definitely not be evident in any form.
So where does a leader/manager find guidelines, processes, practices, checklists, tools and related options to assist with the development of such constructive behaviors? The answer is “in experience”
But we don’t always have the time and perhaps even the opportunity to learn desirable perspectives and behaviors first hand. Sometimes too, it’s a matter of finding enough time to recall that we’ve already learned but haven’t had the chance to reconfigure it all for personal application. We can, and do learn from others though – best practices – and they’re all around us. We just need to focus our selves.
“Way to Coach – a practical guide for those who believe in creating success through other people” is a great source of inspiration. It is part of the Pathfinder series of texts used in the Polaris Program, but it’s available and invaluable for every aspiring leader/manager.
You can secure your personal copy for just $29.95 (mailing included) by e-mail - david@andros.org.
*** The first twenty-five persons ordering will receive a free copy – mailing costs only! ***
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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.
Under-Utilized Capital . . .
Clinical examination part 1and 2, specialty written examination (SWE), portfolio review, clinical skills assessment, personal interview, PGY1, PGY2, proof of language proficiency examinations (TSE-P, TOEFL). This is a partial list of examinations for foreign-trained physicians before they are granted a license to practice medicine in Canada. Considering the fees they have to pay at each step, it seems that the intent is to shut out foreign-trained physicians rather than utilizing their valuable skill towards solving Canada’s need for doctors.
The other side of the equation is our ailing medical system. In 2003, Canada had 2.1 practising physicians per 1 000 population, well below the OECD average of 2.9. Between 1990 and 2003, the number of doctors per capita remained constant. According to Statistics Canada, in 2003 more than 3.5 million Canadians were without a family doctor. Also, our medical schools graduate only 1,570 doctors a year, a shortfall of 930 which could grow to 6,000 by 2011 if nothing is done.
Even if foreign-trained doctors require additional training to come up to Canadian standards, surely it is cheaper to provide it than to educate a doctor entirely from scratch.
I think it is the time to wake up - maybe we don’t have the best medical system in the world after all. But there’s more!
Are we, as potential leaders and managers, aware of the importance and value of this talent we have at our disposal? Do we understand how we can utilize it rather than complain about the system and a lack of Canadian experience? I personally heard a comment from one of my colleagues about a brilliant engineer who is under-utilized in our company. He believes his communication skills are the obstacle that’s preventing him from being more efficient.
So, what are the issues with foreign trained skilled workers and the utilization of their best potentials? I think it’s our responsibility as leaders and managers to understand these issues, to create a working environment that does not favour communication skills over professional skills and also to be aware of cultural differences and expectations in individual working relationships.
We should never forget that coming to Canada is not an easy decision. Almost all skilled workers go through an extensive evaluation process. In my personal experience, it is not easy to make such a decision unless you are really confident about your professional skills. Let’s give our work environment a second look but this time from the immigrant’s perspective.
Well, that’s my opinion anyway!
Cuneyt Uykur, PhD
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| Section 3 |
- On the Horizon |
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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/
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, for a summary extract of Robert R Quinn’s book “Deep Change”. It’s yours for the asking.
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Retention Before the Fact - by Carol Morrison
Retention is always important because of the investment you make in people,” observes Gerald Shields, CIO of American Family Life Assurance Co., better known to TV viewers and duck fanciers as Aflac (Paul, 2006). While the extent of organizations’ people investments varies greatly from one industry and employer to the next, experts agree that the costs of losing valued employees can be considerable. That is why some experts encourage companies to begin efforts to retain employees before their employment officially begins.
The U.S. Department of Labor’s Bureau of Labor Statistics estimates the average cost to replace a worker in private industry at $13,996 (O’Connell & Kung, 2007). Other sources have replacement costs ranging from nearly 29% of an employee’s annual wages to several times his/her yearly salary (Salary.com, 2006). While annual turnover rate estimates also vary, most put churn in the mid- to upper teens in percentage of employees: from about 14% to 19% (Baylor, 2006; “How Bad,” 2007).
Those turnover rates have employers worried, according to research by IOMA (2006). It found 83% of HR professionals at U.S. companies expressing concern about both retention and recruitment. When IOMA narrowed its viewfinder to the nation’s largest firms, worries were expressed by a whopping 95% of organizations. Researchers at Hewitt reported in 2006 that 37% of U.S. companies acknowledged recruiting and retention challenges (“How Bad,” 2007).
Widespread employer concern about holding onto workers has led to more dialogue about the problem and to various strategies to combat turnover. Although logic would suggest that retention initiatives take place after employees have been part of an organization’s workforce for a period of time, some experts now say that the time to commence retention efforts is during the recruitment process – before individuals are hired. IOMA research (2006) found that what appears to be a kind of oxymoron – retention before the fact – is one of the top five strategies that firms are using to address their concerns about finding and keeping the talent they need.
If employers “can find a sure-fire way to identify job applicants who are able to do the job and actually be happy on the job, many later attempts at increasing staff retention will be rendered unnecessary,”states David Hyatt of the research and performance management consulting firm CorVirtus (Hyatt, 2006). In agreement are Mei-Chuan Kung and Matthew O’Connell, who have conducted research into applicant assessment techniques. They say that “certain applicants have a higher propensity for turnover, and those characteristics can often be identified prior to hire” (O’Connell & Kung, 2007).
Development Dimensions International (DDI), which conducted research on 4,000 workers in various industries, identified six traits that DDI says can help employers determine, during pre-hire interviews and testing, whether or not an applicant is likely to become an engaged and lasting employee. The six characteristics are “adaptability, passion for work, emotional maturity, positive disposition, self-efficacy and achievement orientation.” DDI says that online or live questionnaires can help employers gauge whether or not applicants possess the six traits (McGee, 2006).
In addition to using pre-hire personality assessments, some employers profile their own firms’ “personalities.” This helps ensure that candidates’ values and work preferences can be matched to organizational culture. Savvy employers also profile or benchmark the specific jobs for which they’re hiring to better match applicants to positions. And they use behavior-based interview techniques to gain perspective on candidates’ working styles, asking for specific illustrations of the actions applicants have taken to respond to past workplace challenges. Giving applicants a chance to spend time observing existing employees on the job is another tactic employers use to provide realistic glimpses of jobs and workplaces, with the goal of finding candidates who are the best fit for the company and the work.
Some employers point out that the expansion of such screening processes to include more testing or more involved interviewing can add to expense and the time required to evaluate applicants. Retooling a firm’s selection methods to factor in retention considerations can require special training, or re-training, of recruitment staff to ensure their consistency and capability in carrying out the new methods.
Are the extra costs and trouble worth it? The argument, of course, is that taking care during the recruitment process can save organizations the far greater costs associated with replacing employees who leave and the resulting losses in productivity and morale of remaining workers. A good system of hiring, David Hyatt maintains, “often can eliminate nearly all performance-related turnover.” While many employers may not agree with Hyatt’s optimistic prediction, most are likely to concur that engineering retention considerations into the recruiting process makes sound business sense.
The Institute for Corporate Productivity (i4cp) is focused on being the premier institute for improving workforce productivity and bottom-line results within corporations. i4cp has been created on a foundation of four primary offerings: research, community, tools and technology.
For more information, please visit our Web site – www.i4cp - or contact i4cp Membership Services Director Greg Pernula at pernula@i4cp.com or via telephone at 727-345-2226.
For More Information:
For much more information on retention issues, see the institute’s Retention Knowledge Center. This contains, among other things, a recently updated and published Highlight Report.
For a PDF of Lucy McGee’s article “How to Interview for Engagement,” please click here.
Documents referenced in this TrendWatcher include the following:
Bailor, Coreen. “Surefire Hires.” Customer Relationship Management. ProQuest. January 2006, pp. 36+.
Baylor, Ken. “The Right Fit.” Waste Age. ProQuest. March 2006, pp. 38+.
Gagné, T. Elaine. “The Unfair Advantage: The Right Talent Fit – The Most Significant Business Challenge over the Next 20 Years.” Business Credit. ProQuest. November/December 2006, p. 61.
“How Bad Is the Turnover Problem?” HRfocus. ProQuest. March 2007, pp. 5+.
Hyatt, David. “Turning Around Turnover.” Convenience Store Decisions. ProQuest. October 2006, p. 86.
IOMA. Report on Salary Surveys. October 2006, pp. 1+.
McGee, Lucy. “How to Interview for Engagement.” People Management, July 27, 2006.
O’Connell, Matthew and Mei-Chuan Kung. “The Cost of Employee Turnover.” Industrial Management. ProQuest. January/February 2007, pp. 14+.
Paul, Lauren Gibbons. “Help Wanted.” Network World. ProQuest. October 2, 2006, pp. 36+.
“Recruitment & Retention.” Partner’s Report. ProQuest. January 2007, pp. 7+.
Salary.com. 2005/2006 Employee Satisfaction & Retention Survey. January 2006, p. 11.
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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.
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 |
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A New Polaris Program . . .
will begin in the May 2007
There are currently openings for this leading-edge personal development program which is winning plaudits across the board. Please call us for details of qualifications required and registration processes.
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
Review Sessions . . .
Polaris program participants are invited to review the modules for
Work Out 6
- Personal Organization – Branding and Profiling
- Obstacles & Setbacks – Assertiveness and Conflict Management
- Integrity & Ethics – Codes and Transparency
Work Out 12
- Implementation – Reinforcement and Learning II
- Building Relationships – Mentoring and Coaching
- Beyond Self – Positive Organizational Culture
Preparatory assignments . . .
Preparatory materials are on the web site and will also be sent by e-mail.
Work Out 7 – May 1st 2007
Here’s what’s in store:
- Personal Organization – The Inspired Leader
- Obstacles & Setbacks – Principled Negotiation
- Integrity & Ethics - Affirming Authenticity
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.
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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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
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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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Contact us to learn more.
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