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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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Leadership in Practice
Leadership through Strengths
The rapidly emerging school of Positive Psychology focused and stimulated by Dr Martin Seligman when he was President of the American Psychological Association in the mid-nineties, advocates and promotes the engagement of personal strengths as a key strategy for a happy and fulfilled life. I have absolutely no argument with this!
Famous Harvard (now Penn State) lecturer Dr Tal Ben Shahar leads the most popular and prestigious course ever offered in under-graduate psychology. He asserts that optimal contributions and fulfillment in life require that we each define purpose (meaning) and pleasure (satisfaction) and then manage the two in dynamic balance. This is best achieved by applying our personal strengths – doing more of whatever it is we are already good at doing, and also enjoy. This also makes perfect sense to me.
In the past I, like many others, have tended to focus on developing my perceived weaknesses in order to achieve perfection and success. So far this has failed miserably! Working on my weaknesses and shortcomings is, at the best, depressing and, at the worst, self defeating. I’m not going there any more! Instead, I’m going to focus all my developmental actions on building upon my personal strengths.
What are Personal Strengths?
Personal strengths are our individual values-in-action. Fundamental character traits are expressed as perceptions (the values we ascribe to experiences), perspectives (the way we frame the world we live in) and then expressed as preferred behaviors with high importance and priorities attached – these are our personal strengths
So, they’re inherent rather than acquired or learned. We don’t usually cultivate them deliberately; in fact it’s possible that we might not even be aware of them until we are ‘tested’. For example, many people simply do not know how brave or courageous they can be until they are confronted with real danger – then they find out in a hurry!
Personal strengths too, are the ‘hallmarks’ of our individuality. We are known and recognized by them as much if not more so than by our cognitive attributes – our knowledge, skills and experiences. We use these strengths to add value to the world in which we live; they become the basis for our contributions at work, home and play.
While we generally know what we’re good at in general terms, few people have a detailed appreciation of their personal strengths. Fortunately, there are several reputable inventorying devices available to help us acquire and exploit the needed level of self-awareness, three of which I’ll mention here:
How these can help . . .
Each of these profiles has great merit but somewhat different applications.
The VIA is a general profile which covers a broad range of strengths within five categories – these are:
- Wisdom and Knowledge - Cognitive strengths that entail the acquisition and use of information
- Courage -Emotional strengths that help to accomplish goals in the face of opposition, external or internal
- Relationships - Interpersonal strengths that involve "tending" to and "befriending" of others
- Justice - Civic strengths that underlie healthy, resilient community life
- Temperance - Strengths that protect against personal excesses
- Transcendence -Strengths that forge connections with the larger universe and provide real meaning.
(See attachment 1 for greater detail)
VIA’s Wisdom and Knowledge strengths have direct relevance for leaders. They include Creativity, Curiosity, Open-Mindedness, Love of Learning and Perspective – all good attributes for those who would influence others positively. Strengths relating to Courage – Bravery, Industry & Perseverance, Authenticity and Zest (Enthusiasm) – are less obvious but still very important contributors.
There are few as important to leaders and managers as Relationship strengths, however since these are more challenging to reconcile they are often neglected. Consider Intimacy, Kindness and Social Intelligence; it’s becoming increasingly clear that business enterprises are learning to appreciate that at least the Social Intelligence strength has much to commend itself in effective collaboration and teamwork. Justice strengths could be viewed as the external aspects of relationships as this includes Citizenship / Teamwork, Fairness and Leadership itself.
Temperance strengths relate to self discipline and control and therefore apply to leadership roles as they include Forgiveness & Mercy, Modesty & Humility, Prudence and Self Regulation. Finally Transcendence strengths, at first blush, appear unrelated – Awe / Appreciation of Beauty & Excellence, Gratitude, Hope, Playfulness and Spirituality – but perhaps not! We’ll need to consider them further.
Gallup takes a more business-focused approach and also employs at least two different classification systems. There’s a broad grouping of the thirty-four strengths into four general domains, namely Strategic Thinking, Relationship Building, Influencing and Executing. This is a useful taxonomy, at least for selection purposes.
Then there’s a more structured classification which separates these same strengths into Thinking, Relating, and Impacting (the ‘can-do’ strengths) and into Striving and Structure (the ‘will-do’ strengths). This leaves six independent strengths in an ‘unclassified’ category which is not particularly satisfactory, although the ‘can-do’ and ‘will-do’ groupings are indeed helpful. They are spelled out in attachment 2 for more detailed study.
The DTI Inspired Leadership profile was developed by the British Department of Trade and Industry (hence DTI) and the University of Leicester especially for business applications. It focuses on those strengths which relate specifically to action management in four steps or stages – Visioning, Promoting, Inciting and Achieving – thus it’s a very practical device for managing change, either transactional or transformative types.
There are eighteen attributes grouped in the four categories indicated above. Four of these attributes / strengths focus on the development of a vision for the future – Visionary; Legacy Builder; Single-Mindedness and Opportunity Awareness. The profile depicts both preference ranking and also relative effectiveness.
Another four attributes center on selling the vision to others (Promoting), namely Values Champion; Consistent; People Champion and Customer Champion. Five further attributes describe Inciting - a preference and relative competence in enthusing, growing and appreciating others – Team Builder; Enthuser; Enabler; Social Adaptability and Self Belief.
Finally, there are five attributes which encompass achieving, the translation of ideas into action or ‘putting score on the board’ – Self Reliance; Enthusiastic Learner; Proactive; Knowing what Works and Reflective. Again, both one’s preference for engaging that particular attribute and the degree of relative effectiveness together offer guidance and stimulation for development as well as propensity for action. Take a closer look at attachment 3.
How can I use this . . .
If we begin with definitions, we can see that for the manager’s role – one who gets results through other people by making them successful – the applications are clear. Management processes are convergent, that is focused on agreed-upon outcomes, so personal strengths of both manager and other contributors have a direct impact on the resources needed for the stated outcome.
As an example, let’s assume that we’re dealing with the adaption of a core service to meet a specific client need. The manager may provide clarity of the precise objective, access to available resources, definition of applicable standards and process guidance and reinforcement.
Other team members could be asked to provide process options, assessment and evaluation, verification of status, testing/proving of components against performance specifications, verification of results and component assembly. It’s relatively easy to match these functions to identifiable strengths within each team member.
For leadership – focusing the desire for change resident in others and facilitating the implementation of a sustainable new reality – it’s a lot more complex but still practical. Leadership is a divergent process, starting from wherever we are right now and moving collaboratively into unknown futures, where demands for particular strengths will emerge as the process unfolds.
Here’s an example of leadership. A mid-sized, growing professional services organization needs to secure talent for the future. The leader forms a planning / execution group comprised of the five senior partners to explore strategies for developing and acquiring high-level management talent.
The leader’s role is to focus the needs as they are suggested and defined by individual members and to build consensus so that practical action is possible. The leader also has to facilitate the action programs without any clear idea of what success could look like, but yet to achieve outcomes acceptable to all.
Team members have to translate perspectives (frames) and perceptions (value assignments) into workable strategies, many of which are out-of-phase, even in conflict with those of other members. It isn’t going to be easy to assign desirable strengths without sacrificing synergies. In this case, it’s the act of working together, with all the confusions, juxtapositioning and conflicts that adds real value to the outcomes.
With leadership, we need to examine the personal strength contributions of both the leader and the team members and, at the same time, adapt and refine continuously as we move forward. In other words, while it is possible in a management situation to ‘bundle’ personal strengths to get the resource we want, with leadership we have to go to another dimension and actually ‘merge’ those individual strengths to create our product.
The role of the leader thus demands personal strengths which are highly intuitive, responsive and resilient, much beyond those required of a manager. The manager can drive the process towards results because outcomes are known and visible to all. The leader can only draw people to outcomes which may not be defined and recognizable until the instant they are attained.
So what does this mean . . .
My suggestion is that the leader has a more daunting task in harnessing and applying personal strengths. I’d like to explore this with you in next month’s article, and as a starting point, I’d like to encourage you to complete your personal strength inventory(ies) ahead of this discussion. Choose one or all three of the sources given above and compare and contrast the results so you might gain self-insights.
There’s a very useful framework available for the next steps in this exploration. C. Otto Scharmer, a professor at MIT and the founding chair of the Presencing Institute has developed Theory U which investigates the ‘blind spot’ in leaders’ approach to transformational change. The first reference below is a two=page overview and the second is a 17-page summary of his 2008 book on the topic:
There’s a definite source dimension which we need to investigate, the well-spring of leadership effectiveness whether it’s personal, social, or collective in nature. Yes, we have to harness personal strengths, our own as well as those of others, if we are to be effective as leaders - but this means that we must first work on ourselves.
Scharmer has claimed in a recent article, “Uncovering the Blind Spot of Leadership’ Leader to Leader magazine – Winter 2008 edition, that truly successful leaders share the deeper dimensional awareness that Theory U promotes and he builds a compelling case. His approach resonates with me and answers many perplexing challenges that I’ve faced over the years. There may well be relief for you here as well.
Think about it, please.
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 refine and expand the essential value of these initiatives. Thanks in anticipation for your participation.
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Timely Insights . . .
- Not Just for Profit . . .
Emerging alternatives to the shareholder-centric model could help companies avoid ethical mishaps and contribute more to the world at large. So says Marjorie Kelly in a fascinating S+B article, well worth a detailed read.
When Muhammad Yunus and the Grameen Bank received the Nobel Peace Prize in October 2006, one endeavor lifted into the limelight was Grameen Danone Foods Ltd. This was a pathbreaking collaborative enterprise, launched that year as a 50–50 joint venture between Groupe Danone — the USD 16 billion, multinational, yogurt maker — and the Grameen companies Yunus had co founded. Yunus called the joint venture a “social business,” which he said could be a pioneering model for a more humane form of capitalism. As Yunus explained in his book Creating a World without Poverty: Social Business and the Future of Capitalism (Public Affairs, 2007), a social business is a profit-making company driven by a larger mission. It carries the energy and entrepreneurship of the private sector, raises capital through the market economy, and deals with “products, services, customers, markets, expenses, and revenues — but with the profit-maximization principle replaced by the social-benefit principle.”
- Brain Fitness for Boomers . . .
SharpBrains – the Brain Fitness Authority offers a convenient site for those interested in maintaining their cognitive skills at the optimal level. There’s a monthly newsletter which has broad focus and diverse topics to stimulate and challenge even the flaccid brain.
If you like to keep up-to-date on the latest in neuropsychology – and there’s a great deal happening in this area these days – or you just enjoy indulging in brain teasers, you’ll find lots to engage you. We all have those moments when we have to question the efficiencies of our mental processes and this is particularly true for all those Boomers – born before 1966 and possibly feeling some wear and tear right now.
Well an ounce of prevention is worth a pound of cure and this is an effective way to stay sharp. Take a moment now, before you forget what we’re all so concerned about, and check it out at Brain Games and Training for Baby Boomers.
"What we have done for ourselves alone dies with us. What we have done for others and the world remains and is immortal."
-- Albert Pine
"Men are anxious to improve their circumstances, but are unwilling to improve themselves; they therefore remain bound.&
-- James Allen
"All great things are simple, and many can be expressed in single words: freedom, justice, honor, duty, mercy, hope.”
-- Sir Winston Churchill
and the quote of the month . . .
"The purpose of our lives is to give birth to the best which is within us."
-- Marianne Williamson
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection from frequently–asked questions
Dear Coach,
My colleagues and I are wondering about how you deal with a boss who is too easy on people, commitments and results. We work in an industry which is becoming increasingly competitive and we’re concerned that his continuous quest for popularity is going to cost us our leading market position and perhaps cause lay-offs.
He lets too many things slide, he fails to respond when certain people don’t perform or meet commitments and he tends to ignore problems until the situation is almost beyond recovery. Is he just a bad boss or is there something we could do to correct these behaviours?
Response:
Firstly, you’re to be complimented for caring and for assuming a position of accountability.
While I don’t have enough information to pin-point the problem’s causal factors, the symptoms are indeed alarming. You do need to take corrective action and quickly.
My initial query would be whether this problem is due to the particular behaviour of this manager or whether it’s embedded in the organizational culture. If it is solely the manager’s performance that’s the problem then it should be manifested in departmental results (or lack thereof) and be visible to senior management soon, unless of course someone or something is covering for him; in this case the solution would be ‘exposure’.
You’ve not stated how long the manager has been in position; it’s possible that his term of office is currently probationary. Alternatively, he may be close to retirement and a decision may have been taken to suffer the performance shortfalls for a limited time. Again, might he be related to someone in a position of power? It gets very messy in such circumstances and the issue may well be more political than performance related.
For the purposes of my response, allow me to deal with those options you can do something about – the cultural ones. There’s a high probability that the problem lies within this organizational culture.
The challenge here is visibility. If you are new to the organization you might not have realized the cultural deficiency before you signed up – although you could have done if you’d asked the right questions! On the other hand, if it is because general market conditions are changing, that cause this to be an emerging issue, your strategy for resolution would still be similar.
In the military all significant threats are dealt with by means of an Early Warning System (EWS). This is where you could focus, both to diagnose the threat accurately and then to respond appropriately; you need an EWS!
There are six possible areas for your attention, so let’s look at each one in turn:
- Unrealistic Planning – where commitments are made in total ignorance of, or disregard for realities. One popular example of this is where Sales commits the Company to ‘impossible’ specifications (deadlines, prices/discounts, terms, etc) without prior consultation. The issue is not whether this happens or is allowed to happen, but rather on what follows. If it stimulates creative problem solving with inputs from all affected parties, there’s a healthy culture. On the other hand, if it results in escalating, ongoing frustration and conflict, the culture is poor and needs to be adjusted.
- Empty Leadership – where those with the formal authority are ‘conspicuous by their absence’; they fail to participate in meetings, do not hold people accountable or demonstrate optimal performance for others to emulate. If, in this case, the situation is temporary, localized and concurrently there’s room for informal leadership initiatives which are subsequently recognized and rewarded, nothing is lost. Should these symptoms become the norm and/or informal initiatives are suppressed, the ‘writing is on the wall’ so you may have to consider a needed change.
- Shorting and Skirting – where there are different rules for different people in that some are permitted to behave in ways that others may not, or there are far too many exceptions to the rules. Agreed, all organizations require some flexibility just to be effective in volatile markets. Too much structure / rigidity will stifle creativity and initiative, but too little structure is just as lethal. There’s a fine balance here and if too much of the behavior is errant then new role models and supporting myths are needed. Short term, there have to be meaningful consequences for non-performance / non-adherence.
- Ignoring the Elephant – all too obvious in many organizations under stress; no one want to state the ‘obvious’ and ‘necessary’ that’s required for issues to be confronted and resolved. Critical issues (budget / schedule over-runs; quality shortfalls; external threats; etc) are ignored because they create discomfort and/or apprehension. The need here is for leadership-from-the-top which focuses everyone’s attention on particular important issues. If this doesn’t happen, then change your leader.
- Weak Linking – where key members of the team are either incompetent or fail to live up to their commitments. The problem here is not in the under-performing individual alone but also in those who passively or benignly tolerate ineptitude. There has to be an immediate and hopefully constructive response to any failure from those who are directly impacted. This can be in the form of feedback or better yet, as feed-forward - but it has to be timely, specific and definite.
Your situation could be tested against these dimensions of ‘non-accountability’. Again, the problem isn’t in whether such behaviors occur, for they will occur over time in all organizations, good and not-so-good. The question is “What is the response when they do appear?”
If the response is inadequate or unclear, then try to strengthen the informal culture (Heroes, Myths, Rituals and Networks) so that the proper behaviors are identified, promoted and rewarded. This may take time and patience but it will cause a substantial shift in everyone’s perspectives, resulting in more useful responses and a more pleasant and productive work place.
I hope this helps.
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Commentary
Success: The year of living dreamily by Greig Clark
(Greig Clark is the founder of College Pro Painters and the Horatio Enterprise Fund. He is currently a strategic adviser to seven entrepreneurial companies in the Toronto area. I love this article, carried in Profit Magazine this month, and I’d encourage you to catch the spirit . . .)
The greatest catalyst of economic recovery will be entrepreneurs who think and act boldly.
Recession? For sure! Depression? Maybe! The most telling statistic for me, as the former CEO and chief investor in Cobourg, Ont.-based Arxx Building Products Inc., is that U.S. housing starts are down from an annual rate of almost two million per year to just 680,000. What could you possibly do to grow your business when your market is cut to 33% of its former self? Let me put that question in more universal terms: how are we going to get out of this mess?
Advice is everywhere. The monetarists say we should cut interest rates. The supply-siders say we must reduce taxes. The born-again Keynesians want massive deficit spending to prime that proverbial pump. How about all three? We’re cutting, we’re reducing and we’re priming, too. Will it work? Who knows? Historians say the Second World War was what really got us out of the Great Depression. World War III is not my idea of a stimulus package.
To paraphrase our ideological foe, Karl Marx, I say this:
“Entrepreneurs of the world ignite.” Governments can cut, reduce and prime all they want. It will be entrepreneurs like the readers of this magazine that will make the real difference. It is people like you and me who have to:
- Take advantage of low interest rates to make business-building investments
- Invest our growing tax savings in new products, more marketing and productivity improvements
- Grab some of those infrastructure dollars and spend them wisely to build our companies and our country.
It is in the dreams of our entrepreneurs and innovators that recovery truly lies. Dream on! We must get past the Nortel Nightmare and worry not about what can’t be done, but obsess over what can be done. Dream big, like Jim Balsillie and Mike Lazaridis at Research in Motion have done for years. Or dream small, like my 26-year-old stepson, Jon. His new company, launched with ideal timing in January 2009, already has six employees and plans for more. I just got an e-mail from him describing an idea for an investment in another concept. Entrepreneurs truly are the Energizer Bunnies of business.
Ted Rogers tells many such stories in his autobiography, Relentless. (He clearly was relentless. I think he was the pacesetter for the Energizer Bunny.) One that applies here is the story of his quest to pursue his wireless dream. He was turned down by his own board and had to invest his own funds to get the wireless venture started. He believed in his dream. Was he a madman, or was his vision realistic? It all looks great in hindsight, but, as he pointed out, it was far from clear at the time. Cell phones were clunky, unreliable walkie-talkies, their battery life was around an hour and there weren’t many networks to place calls over. But Ted believed. He put his money down. Rogers Communications later agreed with his vision and bought him out. Wireless now constitutes 75% of Rogers’ market valuation.
“Hundreds of students running painting companies across Canada and the U.S.?” So pondered the vice president of paint giant Sherwin-Williams as he looked at me quizzically in those long-ago years when I was starting up College Pro Painters, “Are you going to guarantee their accounts?” The answer to his first question was “Yes”. The answer to his second was “No”. All my money was already on the line for startup marketing and recruiting. He didn’t believe. Fortunately, Glidden was more accommodating, giving us our start in Ontario. Sherwin-Williams later changed its mind and pitched our account.
A more recent example comes from the little charity that could: the Toronto Christian Resource Centre (TCRC), which is located in Regent Park, a crumbling social housing development in downtown Toronto. In 2004, the TCRC board faced a major decision. The whole of Regent Park — including the TCRC’s building — was slated for demolition as part of a massive redevelopment project. Should they close down? Move to another part of the city? Rent nearby?
No. The right thing to do was make the highest and best use of the TCRC’s land asset by building 87 units of affordable housing. For an organization struggling to cover $700,000 in annual operating expenses, it was a minor $19-million investment! I’m now chairman of the TCRC, but if I’d been on the board at the time I would have been like the Rogers board when Ted went wireless and said no. Go figure: we’ve raised 84% of the $19 million, and shovels are slated to go in the ground this summer at 40 Oaks, where the TCRC will continue its mission of helping people help themselves.
So, my fellow entrepreneurs: bet something on one of your dreams this year. You have them — I know you do. You don’t have to be like Ted. You don’t have to bet the farm. But bet something. Bet a person, bet a program, bet something. Be sure to put in enough of yourself and your money so that you are truly “into it.” That will make all the difference — but only if you believe . . .
Please give this some thought.
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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.
There’s a lot of Spin out there . . .
It crosses my mind when I read the press or watch the news on TV that the ‘realities’ being conveyed are a very long way from the truth. No, really!
Those who are charged to report the news, to alert me to what is happening that could have a significant impact on my life, are more interested in influencing my perspectives to suit their own ends. I rarely, if ever, detect the basic facts of any situation, just the viewpoint, or framework that someone else would like me to adopt.
I suppose it’s impossible for anyone interpreting the actual facts to be totally objective and dispassionate, or to remove their personal biases. They could always strive to include alternative perspectives than their own so that I might then detect more readily what is fact and what is opinion.
Apparently this is too much to ask – it takes too much time and space, it adds complexity and confusion and it dilutes the impact of their original intent. My choice, I’m told, is clear. If I don’t like the way they report, then I should subscribe elsewhere!
I could certainly do this, but it would likely just be exchanging one distortion for another. I am not out of the woods, nor am I further ahead. Then I recall the words, attributed to Eleanor Roosevelt, “Stand guard at the portals of your own thought . . .”
Everything that happens to me is neutral – until I attribute value to it. It’s never going to be fairly reported but I could always treat the event as neutral – neither good nor bad - and take control by deliberately attaching my own judgments rather than simply accepting those of others without challenge.
The job is mine; I can manage the amount of “spin” that penetrates my awareness, separating the ‘sheep from the goats’ through conscious application of my own best judgment.
I can use Asset-Based Thinking to keep me focused on the positive (without becoming Pollyanna-ish) and similarly to prevent me from becoming unduly cynical and pessimistic.
Because I have to live with the outcomes, I’m going to insist on the best possible input. What about you?
Well, that’s the way I see it anyway.
David
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| Section 3 |
- On the Horizon |
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The Positive Workplace
The Positive Workplace
So If You KNOW Better, Why Don't You DO Better?
Good Question!
Is it fear that gets in the way? Apathy perhaps? Lethargy? Antipathy? Personality?
Or is it really as simple as ‘knowing and doing’?
If anyone would know it would be astronaut Jim Lovell of Apollo 13 fame. It was he, his fellow astronauts and thousands of NASA employees who had to ‘make things happen’ minute by minute over a full four days in order to bring the astronauts safely back to earth after the spacecraft’s in-flight explosion.
He says, “There are people who make things happen, there are people who watch things happen, and then there are people who wonder what happened. To be successful, you need to be a person who makes things happen."
So, what drove them to a positive outcome? And what drives us to excellence?
Beyond motivation and accomplishment there must surely be a need for passion. But then, what is passion....
"Passion? It is surely the becoming of a person.
Are we not, for most of our lives, marking time? Most of our being is at rest, unlived.
In passion, the body and the spirit seek expression outside of self. The more extreme and the more expressed that passion is, the more unbearable does life seem without it.
It reminds us that if passion dies or is denied, we are partly dead and that soon, come what may, we will be wholly so."
~ John Boorman
We know this. You know this. So why mark time?
Draw on your passion! Bring it to bear on all that you do. Make things happen. Become all that you are . . .
If not now, when?
Until next time,
Be well, be strong, do good!
Amanda - http://www.positiveworkplace.com |
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Opportunities & Challenges . . .
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. Most of all, we encourage them to care – about themselves and about others. Doesn’t this sound like the kind of leader you’d like to be?
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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| Section 4 |
- 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
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