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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 possess that could make profound differences in the lives of those they lead.
We’re continuing with our comparisons and contrasts on how leadership perspectives can add unique and substantial value to some ordinary and familiar undertakings. Our topic this month is personal development –
Just how do you grow as a leader? What are the specific things that you need to do to be successful? This is the first of three closely related articles . . .
The ‘Big Picture’ . . .
There’s been so much talk about what makes a great leader, much of it focusing on the characteristics and traits, on the strategies and styles and even on the special values and perspectives of leaders. The inevitable conclusion to be drawn is that there are as many different approaches to the role as there are people and opportunities.
It’s very hard to disprove any hypothesis or theory completely for every one of them seems to carry a grain of truth. Perhaps the case studies demonstrate just one critical point - that leadership successes will continue to surprise us. Just when we thought we had it all pegged, some one makes the case for a completely different perspective, strategy or qualification that we’d not even considered.
In my experience, the most frequent implicit / explicit questions asked are:
- “Just how do I become a leader?”
- “What are the specific things that I need to do to gain in leadership impact?”
These are perhaps the toughest questions to answer, particularly if it is true that leaders come in all shapes and sizes – and I firmly believe that they do! Perhaps because I’ve had the privilege of working in two related areas, leadership/management assessment and development, I have learned, and continue to learn, a great deal from my experiences. I’m finally becoming aware that there are some actual patterns.
Here’s my working hypothesis for your consideration, one that makes a lot of sense to me intuitively. As far as I know, it has not yet been thoroughly examined using the rigor of academic or scientific studies although many scholars and researchers have ‘nibbled around the edges’. But as my sainted Scottish aunt would have said, it ‘smacks of common sense’ or social wisdom and that is commendable.
I believe there are three fundamental areas where effective leaders differentiate themselves from competent managers, namely in how they use information, in their perspective – or point of focus - and finally in their preparedness to invest. Let me be more specific on these three aspects of performance and contribution.
- Information usage: Leaders are able to shift their perspectives from cognitive competencies (knowledge, skills and experience) to wisdom (comprehension, appreciation and value). They can relate comfortably to the essential differences between ‘knowing’ something and ‘understanding’ it.
They tend not to value information for its own sake, as a cerebral asset that is acquired – with heavy investments of time, effort and discomfort – and, therefore, as something to be attributed discrete value, protected, and defended since it provides personal advantage. Instead, they view information simply as a pathway to understanding, appreciation and mutual benefit, something to be shared, cultured and traded openly.
- Perspective: Leaders are able to move their viewpoint from self-awareness to ‘other’-awareness. Instead of their primary concern being on what and how they feel, what’s in it for them and what personal consequences might ensue, they first assess others’ realities – individually / collectively – before they act.
This does not mean that they are being altruistic and selfless but rather that they recognize two ‘truths’ - that value is created between and among people not within one’s self, and that change is best leveraged through collaborative efforts in a ‘win-win’ scenario. They are perceived to be pragmatic and open in their strategies and transparent and trustworthy in their interactions.
- Investment: Leaders are always ready to invest - especially in other people, relationships and in future conditions.They work from the vantage point of desired solutions back to the action that’s required now, rather than from desires, intentions and problems to needed outcomes – which is a manager’s viewpoint.
The concept of investment also indicates that leaders are willing to defer instant gratification in return for increased and improved future options which can be a shared experience with mutual benefits. They see real value as a commodity that is created through the combining of multiple efforts not as something that can be imposed upon or demanded of others. They’re prepared to contribute now in return for future gain.
That’s a quick overview, and likely raises as many questions as it answers. In this issue I’ll elaborate on the precise detail of the first statement – Information usage – and attempt to build a compelling case based on actual behaviours. In the next two months I’ll process the remaining two postulates.
The Case for Wisdom . . .
Ben was quite distraught when he first spoke with me about his challenges. He perceived himself to be on the verge of career ‘melt-down’ and close to having totally blown the opportunity of a lifetime. The worst aspect of it was that he couldn’t understand why he was failing. He was convinced that he’d done everything ‘by-the-book’.
He was a senior project manager in product design with a leading software firm. He’d worked diligently for more than six years to earn the chance to lead a major new initiative and a team of eight very talented and respected individuals. Now, after less than six months on the project it was all becoming unravelled; his people were in revolt and two had even resigned; the project was over a month behind schedule and already way over budget.
His director had suggested that he meet with me to review the situation. Ben was likely convinced that this was his ‘exit’ interview; his opening words to me were, “I now know exactly what it’s like to step off into the abyss!” My heart went out to him.
“Let’s back up a little,” I said, “why do you think we’re meeting?”
“I guess you’re here to soften the landing,” he responded.” aren’t you a Relocation counsellor?”
“Not even close!’ I said, “Please tell me where you think you are right now – work-wise, that is”
The story unfolded, slowly at first and then the flood gates opened. It was a familiar one for me; I’d heard most of it before, from many different people and in widely different circumstances – but the same story. This is a synopsis.
Ben had been elated and completely enthusiastic half-a-year back when he’d been given the plum assignment. He knew how important it was to the firm’s future and also that it would position them in the very forefront of the industry. The people who had been assigned to him were the very best; he clearly admired every one of them.
He also knew why he’d been chosen for the role of project leader – he was the most knowledgeable, skilled, experienced and focused of the group. Each other person had considerable merit too of course, but he was the one to bring it all together. Before he even sat down with the others he’d worked out a detailed plan of action that would best utilise the available resources and ensure success for the project.
He’d thought initially that the other project team members would be as excited as he, but they’d stared at him in passive silence as he’d rolled out his plan. He thought it strange that they couldn’t see the great possibilities for all involved, but then, of course, it was all new to them.
Every aspect of the challenge was extremely tight and unforgiving; there was little room for error or waste particularly in regards to time and accuracy. Ben set up a fool-proof quality checking system in which he was pivotally engaged – it all flowed through him. He monitored every idea and suggestion, giving due recognition and praise when due, naturally. As the weeks passed, ideas simply dried up and initiatives slowed to a dead crawl.
Then the errors and omissions began to escalate. He was shocked since he knew that his people were capable of much better work than they were producing. His response was to show even greater interest in each individual’s work but things didn’t improve. He redoubled his efforts.
Then the real shocks began. First Andrew resigned to join a competitor – in a role directly comparable to the one he had with this organization. Shortly after, Pam told him that she was moving to the west coast – at the end of the month. He met with the remaining members of the team and asked for ideas and suggestions on how they could manage a flagging work load – very few suggestions were offered.
Last week, his director had reviewed the project with him and there was absolutely no good news; every facet of the project was in trouble. The director had asked him to reflect on what needed to be done – which Ben was now doing – and then came the instruction to meet with me.
The root of the problem . . .
Ben’s strength was his greatest weakness. There was no question about him being the most competent member of the team. He was more knowledgeable, more experienced and better suited than any other person to manage the team in this exciting venture. The problem was that they didn’t need to be managed – they needed to be led!
Ben’s basic error was that he didn’t know the difference. He assumed that his personal credentials were his authority to dominate the project; that his appointment as ‘team leader’ was all he needed to earn the approval of the others. They were indeed special people, and they did not need or welcome his domination. What they required was his leadership and that was something he’d have to earn and keep on earning.
A manager is one who gets results through other people by making them successful. In Ben’s approach he was trying to achieve this but failing. A leader is one who focuses the desire for change that’s resident within others and who then facilitates the creation of a sustainable new reality. Ben wasn’t even thinking about this.
In practical application a manager guides and directs others towards known and knowable outcomes – the results are plainly visible for all to see, experience and appreciate. With leadership the outcome, the end result is often unknown and largely unknowable, so there’s a leap of faith involved. Often, it is recognizable only in retrospect. I asked Ben which of these conditions best described the project circumstance. It was a ‘no-brainer’.
Ben and I discussed five basic elements of the leader’s perspective of how cognitive competencies could be best used. As we did so, he realigned his approach to the other team members; and this resulted in radically different behaviors. Here’s a brief overview of the points we discussed and some of Ben’s responses.
The Leader’s path . . .
Working on the premise that leaders find their needed energy within others the initial challenge is to draw that energy out. People want to contribute, to add value, to pursue excellence and to change. The role of the leader is to facilitate this process, not to control it. So I asked Ben to accept and attempt these five perspectives and stratagems:
- To use knowledge, skill and experience as a tool rather than as a credential. Ben’s initial response was that this is what he does – all the time! As I fed back to him some of his own words and expressions he quickly realized that pride of ownership of his expertise was more like a defensive weapon than a tool. He valued it and fully expected others to value it too. He was using it as ‘established’ and unchallengeable value which would filter and qualify the value of others’ equivalent knowledge and experience. The bottom line was that it got in the way more often than it helped.
- Focus forward, using the past and the present as guidelines, not as realities. Here again, Ben was mystified as he surfaced and discovered a number of implicit assumptions, based on his history with others, that underpinned his current thinking and actions. Past and the present events should not limit or qualify future options, only the lessons learned should be admitted as considerations. Ben found that he was using far too many restrictive assumptions and that these were plainly visible to others even if he could not see them immediately for himself. At this point he was more than ready to discard them.
- Make dreams and visions as real as actual experience. This was a strange idea for Ben who’d always considered dreams and visions to be ‘head-stuff’. As we explored the essential role that emotion plays in linking dreams and visions to required behaviours he quickly grasped that people need to feel something inside before they’re likely to do something differently. Logic and reason weren’t sufficient to cause changes in action. He realized that narrative and stories invoke emotions and so provide the missing links.
- Balance expectations, both in self and in others. The pendulum continues to swing no matter how insistent you might be in pushing it to extremes. Ben realized that he was not allowing this natural balance in applying escalating pressures. If pushed too hard for too long, even the best people will run away from the source of the pressure. So negotiate, don’t demand. Trying harder when the system is failing will only make it fail faster. At some point, early in the game, there’s a need to explore alternatives - mutually. This is where good questioning techniques can really help.
- Leadership is ‘both/and’ not ‘either/or’. A leader facilitates the creation of options and broadens horizons while a manager selects courses, critical points and refines actions. The leader in Ben needed to encourage and expand contributions from the team, not to direct or control them. It’s been my experience that any well-led team will make very competent decisions for itself; it certainly doesn’t want this vital aspect to be the prerogative of another. This was hard for Ben until he saw that it linked to the first point and that all of the five factors were inter-related.
So, what’s the bottom line . . .
For Ben, it was success. After some diligent soul-searching he called his team together and ‘fessed up’. They were very happy to welcome his change of perspective and heart and quite ready to move forward. At this point, a year later, the project has been and continues to be an outstanding success and Ben’s leadership prowess is firmly established.
Of course there were other contingent factors and we’ll look at some of these in the months ahead. The main reason for Ben’s potential failure though had been the result of him trying too hard to carry the success of the team single-handedly. Indeed, if he had succeeded with his original plan, he would have failed. Paradoxical, isn’t it?
The team created the success that Ben was seeking; all he needed to do was to focus and facilitate the process. Two of the team members have moved on to lead projects of their own. Ben is delighted as he now knows that the single hallmark of any successful leader is the creation of other leaders.
If the outcomes desired can be clearly recognized by all involved and refinement of actions and resources are the way forward, then be a manager. If the outcomes are unclear in the collective conscious, and yet essential, then it’s a job for Super Leader! There’re many opportunities for the role of ‘super-manager’ in our businesses today but leading change is definitely not one of them.
Look again at the five points that empower leadership. What changes would work for you?
Next issue, we’ll look more closely at a leader’s ‘other’ perspective.
I'd welcome your questions, comments and suggestions. We can all learn through dialogue and your experiences will undoubtedly gain more value when shared. Please contact me at david@andros.org.
A Note to our Readers . . .
Previous series of articles on the topics of
- Tomorrow’s Leaders – a model for SME organizations
- The Leadership Crucible – the ‘making’ of leaders
- Leadership Characteristics – a comprehensive catalogue of leader qualities
- Succession Planning – the strategic argument, principles and strategies, and
- Managing Change – every person’s guide to painless processes
have been summarized as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we’d welcome your questions, suggestions and comments. They’ll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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Timely Insights . . .
True North . . .
If you haven’t already read Bill George’s book “True North” may I recommend that you put it on your ‘essential reading list’? George is now becoming more active and higher profile and has initiated three valuable services for those who are seeking personal development guidance.
He has started a ‘blog’ – a periodic record of his thoughts which he’s willing to share, and ‘there’s real gold in them, thar hills’. Go, take a look for yourself www.truenorthleaders.com/blogs.html and note that there’s an active plan to make the site more dynamic and in short order.
In addition, his staff has posted the full exercises from the Personal Leadership Development Plan at http://truenorthleaders.com/exercises.htm to assist those who are currently reflecting on their personal story and development strategy.
Best of all, in my opinion, there are a series of short videos of Bill George discussing various aspects of the True North concept and practices to be found at http://www.truenorthleaders.com/videos.htm.
Jossey-Bass, the publisher is working with Bill George to release “True North – a personal guide” this coming May, for both individual and team applications. This is all very valuable help for any one who’s serious about real growth.
Brain Virtues of Physical Exercise . . .
OK, so I’ve got this thing about using your brain / mind more effectively! That’s why I read (avidly) the Sharpbrains newsletter – your brain fitness center. This month, I caught a really intriguing article by Dr Adrian Preda, on the virtues of allying brain fitness with physical fitness. Now this really makes sense!
The trouble is that we’re taught to make our brains into couch potatoes – spoon feed a starchy diet of facts and expect no more that an occasional belch . . . a disgusting analogy! However, it’s true; this is exactly what we do to ourselves and then expect the brain / mind to respond to excessive demands when needed.
Dr Preda has a different approach to the traditional nostrums and he’s promising to follow through. Looking at all the potential benefits, I was a fast sell. Hey, it can’t hurt, so why not take a look for your self?
http://www.sharpbrains.com/blog/2008/03/10/on-the-brain-virtues-of-physical-exercise/
Vital, Expanded - and still No Fee
We are planning to extend our Polaris Work Outs, held every month, to include a Practicum – an open clinic for all those who are in the program current or past, to explore specific applications relating to the topics being discussed.
The Practicum will take place in the afternoon of the Work Out day for all those who want to participate. Part of the agenda will be a Clinic to deal with issues experienced or anticipated and part will be a sharing of implementation strategies and techniques – best practices.
If you are a present or past Polaris participant you are most welcome to attend and, in addition, to bring one or two colleagues along to share in the experience.
Where else can you get unlimited, spontaneous support and encouragement for your specific issues and concerns – and at no cost other than your invested time?
Contact us at mailto:info@polarisprogram.com for more details, and watch this space
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection from frequently–asked questions
Dear Coach,
I’m a supervisor working with a team which is part of a major project in our company. It’s very obvious to me that our part of the project is in deep trouble – we’re behind schedule, experiencing a mess of conflict with other units and perpetually short of resources especially skilled people. I’ve tried to talk to my boss about this but he doesn’t want to hear what I have to say.
He thinks he’s got all the answers and has the right to impose them on us – our job is just to do as he says. We’re stressed out and some are saying that they don’t want to be on a losing team, so they’re not putting in the effort. This makes me very uncomfortable but I feel the same as them. How can I handle this?
Response:
This is a tough spot to be in, albeit a common one; recent surveys have indicated that eighty percent of project workers are having the same challenge. Perhaps this is why the majority of projects fail to meet expectations.
It’s a common problem but also a complex one; the many variations that have been identified suggest that a combination of responses is probably required. May I offer ten ideas that, in some combination, may help you to manage yourself in this difficult situation? Many of them could apply to your specific problem, but only you can decide how and in what specific way depending on your organizational culture.
1. Gather facts and question your assumptions. Cynicism is in fashion in many organizations, so it's acceptable to predict failure. This can become a self-fulfilling prophecy. When people believe a project is failing they tend to withhold effort which in turn contributes to the projected failure.
You need to avoid becoming part of the problem by carefully and objectively gathering facts about the project's status - strengths and weaknesses. Compare the known conditions to past project successes and failures and be willing to accept that current project problems may not be as significant as some might claim.
2. Firstly discuss it with your boss. It can be difficult to suggest there are problems with a project when it is being led by your immediate boss but don't take the easy way out. Many will do this by criticizing the boss in front of others when they haven't yet spoken with him/her about the issues face-to-face.
If and when you disagree with your boss, ensure that you’re completely candid and also completely respectful. Some will rate themselves much higher on candor than actual conversations would demonstrate. They soften and understate their concerns in front of the boss, then relate to others that they were totally direct and honest. The best way to respect your boss is by honoring the truth; be as candid with him/her as you would be with others involved.
3. Document each communication and/or disagreement. If your boss disagrees with your assessment or conclusions, or there is likelihood your concerns will be filtered as they’re reported on, so be sure to save written records. This is beneficial in two ways; to promote review and subsequent learning and to protect you. If you were right regarding your concerns, you should be able to provide tangible evidence that the outcomes were predictable and thus avoidable. Should ‘push come to shove’ you ought to be ready to produce evidence that you did all you could.
Once you've registered and documented your disagreement though, get behind your leaders. Do not set your boss up by pretending to go along then producing evidence of disagreement later. You will earn the reputation of being a ‘double-dealer’. It’s important to let him/her know you disagree but then you must fully commit to the leader’s direction.
4. Keep your boss informed. You are participating in a cross-functional project, so you’re within your rights to provide feedback independent of the chain of command. However, you’re also obligated to cover all bases and interests by informing your boss when you're making controversial statements that could come back to him/her.
There’s an old maxim in business which states, “No surprises”. This was designed originally to protect interpersonal trust and mutual confidence levels. Regretfully it has been eroded over the years to insinuate, “Don’t be the bearer of bad news”. You don’t have to agree with your boss on all things, in fact should you do so you’re not adding much value. You are responsible though for building and preserving a relationship based on trust that’s so critical to working together effectively.
5. Separate status and options issues. The first challenge is to reach agreement on the current or potential status of the project. Only when this is agreed is it possible to develop possible alternative courses of action. These two stages need to be treated separately with resolution of the first before the second has any impact. Many will err in precipitously recommending changes without understanding that the boss disagrees on the grounds that all is yet well. If there’s no problem, why would a solution be needed?
If these two issues are confused, you could be creating an argument about project risks when you may really have no disagreement there. Separate the two issues; your first job is to get the boss to agree on the current status of the project. When this has been indisputably achieved, you can work together to generate appropriate ways to raise your concerns in the public domain.
6. Accept your own fallibility. Remember that no matter how much experience you have, when it comes to complex projects the conversation is usually more about probabilities than absolute truths. You might well see risks differently than others; so accept that you aren't the sole interpreter of the facts.
In reality, others are bound to use a different perspective than you; we are all framing the world through our own personal values and beliefs. As examples, your boss may understand that risk to quality is acceptable in order to get something to market quickly, or that a budget overrun in the short-term will generate increased returns in the future. Strive to remain receptive to shifting boundaries as you assess the facts.
7. For the millionth time, don't exaggerate. Others may be looking for reasons to disprove and reject your data and conclusions. If you exaggerate for effect, you become vulnerable to such rejections. Then you've lost not only your point but possibly your leverage and credibility. You will be remembered for drama and overstatement rather than the risks you were trying to surface.
It’s prudent to check your facts, to align your perspectives well in advance and to present them objectively and with modesty. This is not the time to ‘blow people away; they will not thank you for doing so and they will intensify their resistance to any disruption of their current comfort levels. Identify and present the problem – don’t create the problem as yourself.
8. Share concerns and consequences. Everyone involved will have his/her own concerns, needs, interests and worries, all of which will be touched by those you're raising. However, not everyone is stimulated by perceived risk, potential dangers and the need for flawless execution to the same degree. Help each individual see how their own as well as general interests will be affected by the current situation.
Moving forward as a team requires a pooling of separate interests more so than adherence to a common one. Venn circles of interest will rarely, if ever, coincide completely, but then that’s not a requirement. Help each person to accept and understand that self and group interests can be managed without resorting to compromise.
9. Share conclusions and consequences. As you finish sharing your facts—the evidence you have for concern about the project—candidly share your view of likely conclusions and the attached consequences. Present them as your conclusions and opinions, not as facts. Facts can be contested whereas opinions are more flexible and can be changed through negotiation and reasoning.
You might say, "Based on this analysis, I'm convinced we're going to miss schedule" rather than "There's no way we'll make the schedule." The first is stated as a conclusion; the second is a conclusion disguised as a fact. The first invites challenge and dialogue – there’s an option for change; the second is either accepted or must be rejected and thus it can provoke opposition.
10. Invite dialogue and mutual appreciation. The goal of your intervention needs to be both to share and to learn. After sharing your observations and conclusions, you have a great opportunity to build a new reality. If this is accomplished it will become greater and more sustainable that anything you might build from your efforts alone. Embrace this opportunity, it will take you on to a brighter future.
You need to engage others on mutual ground. Your initial perspectives are probably bad news which no one wants to hear but they are also the raw material from which a brave new future can be constructed. As the initiator you have influence and the power to initiate this new future. The price is that you must involve others with their consent; this can best be achieved by creating meaningful dialogue.
I hope this is helpful.
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Commentary . . .
What Generation Gap? . . .
Much has been written and discussed about differences between Baby Boomers, Gen X and Gen Y (Millennials) and the impact on our businesses now and into the future. It sounds very much like a similar and huge issue that arose when the actual millennial changed back in 1999/2000 – remember that?
Well, that issue turned out to be something of a ‘damp squib’ but perhaps that was because we’d all spent so much time and angst on the topic. Today, many are pushing panic buttons on what is likely to happen when leadership and management roles shift between the various generations. Is it a real cause for concern?
It’s an often forgotten fact that the same concern has been expressed for more than 2000 years, since the time of Socrates. Each generation worries that the emerging generation will not be up to the task of governing the world and its various institutions. Somehow we continue to move forward despite the concerns.
It’s true that we have accelerated development now, much more so than previously, and this has to have an impact. It’s a reality that the emerging Gen Y population is ‘wired’ (connected) to an extent that’s unprecedented – they’ve never known a world without instant information.
Also true though, these intensified connections are having a very positive effect on the authenticity and resilience of relationships, resulting possibly in a generation that sincerely cares for others as well as for self. The social networking appears to be integrating well with the cognitive connections that are proliferating – they’re growing together.
So, does this mean that we should expect a tearing of the social fabric as Gen Ys step into the driver’s seat? I think not. Personal values, the substantive level of behavioural choices, changes very slowly and over many, many generations; the real change in just two or three generations is hardly noticeable.
What does change, particularly with the impact of technology, are the strategies employed. Clear examples of this are the use of email, web-based communication and research source availability. Note however that although people’s actions may change, their assumptions, perceptions and values do not. Instead, the widening gap between beliefs and behaviors seems to be decidedly uncomfortable for some.
Culture will have a bearing on group behaviors, but they are still just behaviors; they are not perceptions or beliefs. If one has more options, potentially better options especially in terms of speed, range, variety, accessibility, reliability and similar, then strategy choices would be enhanced. Selection and preferences though are still driven by perceptions, beliefs and the underlying values which do not change at the same rate.
How then, are we threatened by this?
Next time a younger / older colleague proposes a course of action which surprises you, do not rush to a judgment about values. You cannot change these anyway - and that’s likely the reason for ascending panic. Instead, suspend judgment while you probe and test for the motivations behind the suggestion. You may well find that the proposal becomes increasingly comfortable as you gather insight on what’s driving it.
We are all the same under the thin veneer of cognitive appreciation. There’s much more that unites us compared to that which divides us. People may do ‘weird things’ but underneath they want just like us – to be trusted and respected.
Think about it; try it – you’ll be glad you did.
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A Point of View . . .
This section is a guest column. Those with different and interesting viewpoints are invited to state a case on a related topic. Articles are most welcome.
Inevitable Changes in Life . . .
Every so often in life we all go through change. This change could be looking for a rewarding job, losing someone close to you, or even buying a new house. Whether the change is natural or by choice, doesn’t make a big difference because change is not easy. Very often, we’re not ready for these changes and when they do happen we have a hard time dealing with them.
Today we’re so overwhelmed with pressures to acquire material things in life, we can forget to treasure the things that really matter to us. The most important of these is a fulfilling life with our loved ones. With love and respect at home you are bound to cope better with change.
Recent changes in my life were drastic and hard to deal with, but the people in my life were my biggest help in overcoming them and in accepting them as part of my life. I’ve made some big decisions knowing things would not be easy. For example, when I decided to change my career after 22 years of employment with one company, I surprised even myself; but having the right leaders in my life has helped me a lot.
Also very recently my father passed away; now I fully understand the importance of having him around. Even if you don’t have a close relationship or a special bond, a father figure in life is the most important thing and the most important leader. My advice to all is to cherish your parents every day of your life and to grow with them. They offer so much and they will be there for you no matter what may happen.
During my search for the perfect fit with a new employer I’ve come across many good leaders and people with big hearts. These are people who care very much about others; they encourage you to improve yourself and to find a balance in your life.
For sure, many will say that the most important thing in life is family but most do not practice what they preach. They demand so much from people that there’s no choice but to take work home or stay late. But only you can decide what the balance in your life should be and when you do take a stand you will be respected for it - trust me!
Some change is inevitable and some is of our own choice. Whatever changes you’re going through, if you have the right people in your life - the right leaders in your life – you’ll deal with the change and grow stronger and better as a result. No matter what life throws at you, you can deal with it once you have people that love you and access to good leaders; the rest is up to you.
Be happy, loving, respectful and, most important, be yourself.
Grace
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| Section 3 |
- On the Horizon |
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The Positive Workplace
Recession Resilience
a case for positive emotions and asset-based-thinking in good times and in bad . . .
Question: Did you all but move on when you saw the words ‘positive emotions’? Only to be drawn back at the mention of ‘assets’?
Do you wonder what place positive emotions have in the workplace?
What if I were to tell you that positive emotions are a decided asset? That without positive emotion in the workplace you - and your business - are simply dying a slow-death?
Emotions:
We all experience them...some more vividly than others!
And,
have you ever noticed how contagious they are?
We don’t have to see them to experience them, because we also experience them, even absorb them at a gut level. You may recall a time when you were in the vicinity of negative emotion and remember that feeling of just having to ‘get outta here’ – and fast? You may also have noticed that people congregate – even stick around - when good humour is at play!
There is no doubt that positive emotions are ‘best’ for us. They improve our expansiveness -broaden our attention, enhance our problem solving and creativity, increase our intuition, make us more generous and helpful, develop our resilience – and even enhance our immune system. Added to which, positive emotions help ‘undo’ the damage of negative emotions.
That said, negative emotions can also serve us well...especially when we are in danger. Genuine danger, that is.
Negative emotions (fear, most specifically) served our ancestors especially well, allowing them to ‘run for their lives’ or ‘stand and fight’ when their very existence was threatened. Generally speaking though, we are rarely in life-threatening situations.
Most of the damage we do to ourselves, and to others, starts with our thinking.
How do you think about a recession? How do you protect your ‘ass*ets’?
Our thinking drives our response to events – big and small, real or imagined.
All too often our thoughts are negative, deficit-based, concerned with what we don’t have, what might happen, what could go wrong – rather than what we have, where we are being successful and how we might use these assets to our advantage.
Does that mean eliminating negative emotions? Of course not! They have their time and place. They may even prompt us to take constructive action.
So what can we do to improve our resilience; to creatively counter the troughs and valleys of an economic downturn; to continue adding-value to our business, and that of our clients?
For starters,
- consider coming at the world from a place of curiosity, rather than a place of fear;
- walk away from the doom and gloom; detach from the emotions; help shift them if you can, and if appropriate;
- look for – and find - the good things that are happening. They’re there, and since they are not a threat, we often overlook them;
- affirm, acknowledge, recognize the strengths, successes, the good things – in yourself and in others; and
- savour your successes – and theirs - not matter how small.
Bottom Line:
Build yourself a positive work place - a workplace in which positive emotions are sought out, welcomed – even encouraged; a workplace in which individuals can flourish, while the organization thrives – in good times and in bad.
Go on, I dare you!
Until next time, be strong, be well, do good.
Amanda Levy
http://www.positiveworkplace.com
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Opportunities & Challenges . . .
20 Leadership Lessons . . .
By sharing important business lessons on film, executives communicate in the most compelling method of all, one-to-one storytelling. Contributions are edited into short, powerful, highly engaging lessons that can be applied to decision-making across the entire range of business challenges. Try it – you’ll like it! http://www.50lessons.com/welcome.asp?trailer=y
Remember to review the lesson Summary, Ideas for Action and Questions to Ask. It will take you just a few moments to gain a fresh perspective – well worth the investment!
Ask us too about a summary extract of Robert R Quinn’s book “Deep Change”. It’s yours for the asking.
Your Development . . .
How well are you doing with your personal development? Will you be ready for the opportunities and challenges that tomorrow will undoubtedly bring?
Would you like some help with
- professional / objective assessment?
- ongoing self development?
- personal, one-on-one coaching?
We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we contribute to competence and resiliency.
We are Polaris – the finest self-navigation program for emerging leaders / managers. You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime.
Perhaps Polaris would be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your profile and/or management team. This leading-edge personal development program is winning plaudits across the board.
Please contact us for details of qualifications required and registration processes - info@polarisprogram.com or contact us for details.
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Reach Out. . .
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service, you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning.
It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
Go to http://www.reachoutdirectory.com
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- Secure Site |
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Polaris Participants. . .
Accessing the Essential Information Bank...
Polaris participants are invited to use their assigned usernames and
passwords to access the extended curriculum and knowledge base at
http://www.polarisprogram.com/members.php
Any person who has participated in the Polaris Program at any time is
invited and encouraged to attend any Work Out at any time and without fee.
Please contact Sheila to advise her of your intention to attend.
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Be kind to yourself - and to someone else! |
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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
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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Contact us to learn more.
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