May 2006
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - Tomorrow's Leaders (p.4)   - Timely Insights Section 2 - Talk Back   - Dear Coach   - Commentary   - A Point of View Section 3 - On the Horizon   - Opportunities and Challenges   - Reach Out Section 4 - Secure Site
Section 1	- Topical Topics
	Tomorrow's Leaders – Part 4 . . . This is the final of four articles on the issue of effective succession planning for SME organizations. Clearly, ‘Small to Medium-sized Enterprises’ are among the most vulnerable when it comes to the matter of longer-term survival. An essential question is, “Who is ready and capable to assume leadership responsibilities in the future?” It bears repeating . . . “A leader is one who focuses the desire for change within others and facilitates the creation of a sustainable new reality” So far in this series we’ve proposed a ‘model’ way of looking at and thinking about the challenges in developing tomorrow’s leaders and we’ve introduced an elegant self assessment tool together with some useful interpretative keys. Hopefully you’ve taken the opportunity to measure where you are relative to the three dimensions of the grid – Risk; Impact; Perspective. You may have assessed too where you consider your organization to be right now using those same scales. The immediate impact of this ‘fit’ can be revealing in many ways. The organization’s Strategic Plan will tell you where the organization would like to be. If there is no written Strategic Plan then the executive will need to share its vision of the future through dialogue and discussions. Assuming that there is a clear direction for the medium and longer term future, you are now in a position to determine precisely what that means for you as an individual. Where precisely do you need to be – now and in the future? Change and Polarities . . . The name of the game is change. But change isn’t simple these days; in fact it can be downright confusing and intimidating. There’s a compelling and provocative study on personal change to be had in Robert E Quinn’s excellent book “Deep Change” which every serious leader should read and ponder. In this issue I’m presenting a template for managing such change – for your personal and organizational growth. What the template will do is demonstrate in simple terms how to learn and grow in a world that is filled with contradictions and confusion – a ‘world of polarities’. As everyone knows these days, there are many kinds of change, some steady, seemingly seamless and incremental – those we refer to as ‘transactional’. Then there are the turbulent, traumatic and epiphanal changes – the ‘transformative’ or ‘break-through’ changes. It is clear from our experiences in life that both will occur, albeit in unequal proportions and yet often in tandem. The ratio appears to be approximately four-to-one in favor of transactional, but success requires that we manage and balance both types. Another basic ‘truth’ that’s relevant, is that success is measured by contribution – the greater the contribution you are able to make, the more successful you are in the eyes of others. It’s surely not in titles or credentials, for you may possess both of these and still be on the wrong side of success. On the other hand, if you are poised to make significant contributions you are recognized universally. Value-added contribution is the outcome of two independent yet related factors – competencies and personal strengths. Competencies are those convenient packages of knowledge, skills, abilities, experience and track record, and personal strengths are our closely held values-in-action – the power source. So, our ‘move-forward’ strategy will need to function within this context – ‘balanced change’ and ‘contribution’. We begin by taking stock of where we are now, and the model will help us to do this. We should also have a clear idea, using the same measurement criteria, about the direction and impetus of our intended progress. Here again, the model can assist us to obtain our bearings. The final consideration, as we begin to move forward, is to anticipate the obstacles and pitfalls along the way. The pathway requires that we consciously manage the key polarities that attend change - either transactional or transformative. Fortunately, these can be predicted and so taking precautions is possible. The strategy (5 steps to success) . . . 1. Build awareness / comfort / flexibility with your Strengths: Since we’ve been living with our strengths since our formative years, they are likely stable and highly resilient. Awareness is all that’s required to enhance their impact, so let’s start right there. The majority of dedicated careerists appear to be unaware of what strengths they possess, so perhaps it’s not surprising that most personal development plans ignore personal strengths altogether. Let’s not share such naiveté a moment longer than we have to! Go to http://www.authentichappiness.sas.upenn.edu/ and register to take the VIA Strengths profile – it’s free. Your twenty-four personal strengths will be listed as well as a relative measure of your effectiveness in the uses of each strength against other respondents in this University of Pennsylvania database will be provided. You’ll need to consider carefully whether you’re employing your available strengths to best advantage – for likely you’re not! If you should need some help in understanding this profile and its application to your life, please contact me and I’ll be happy to guide you through it. 2. Become familiar with organizational strategic intent, and with market dynamics and trends: We must not throw ourselves upon our horse and then gallop off madly in all directions, as humorist Stephen Leacock eloquently stated. Conversely while we may not know our eventual destination with any precision, this shouldn’t prevent us from taking definite and determined steps into the future. Look for the markers on the horizon – the intended destination of the organization, sometimes referred to as the corporate vision. Perhaps this will inspire the initiation of a personal vision and help you to identify reasonable career objectives for yourself. Alternatively, seek out the emerging trends in your profession, industry or community and define those potentialities that have the power to stir your imagination. What you are seeking at this point is a broad pathway forward upon which you will feel increasingly excited and committed – it doesn’t have to be precise at this time. 3. Develop a range of ‘hard’ and ‘soft’ competencies: This is where we need to deal with the polarities. Depending on the prevailing circumstances, you will need to draw on both hard and soft competencies to deal effectively with the issues, for example: Promoting, initiating and encouraging change and Providing support in dealing with transition Taking action and demonstrating a sense of urgency and Displaying patience and tolerance Making the tough and difficult decisions and Being empathic, sensitive and understanding Conveying optimism and constructive positivism and Remaining realistic and open-minded Portraying confidence and self reliance and Showing openness and willingness to trust others Capitalizing on individual / organizational strengths and Indicating readiness to assume risks. The challenge in leading and managing through such contrasting competencies in balance is in knowing how to apply the right amount of each. When polarities are off-balance then mutual trust levels become strained and may even separate. See Bunker and Wakefield’s insightful article in Harvard Management Update - May 2006 (Vol.11:No.5) for a more detailed discussion. http://harvardbusinessonline.hbsp.harvard.edu 4. Manage these polarities – identifying the ‘cutting edge’ in every situation: There’re many occasions when we’re invited / required to intervene in the affairs of others to promote change. Experience shows us that a high degree of sensitivity is usually needed and that our ‘intentions’ aren’t always accepted at face value. Knowing precisely when to ‘push’ and/or ‘pull’ is imperative especially when tolerance thresholds are marginal. A very useful way of looking at this challenge is to recognize that there are two complementary aspects to leadership and management – structure and people. The initial competency in each of the six examples listed in item 3 above is focused on the structural perspective – so each is a ‘hard’ competency; the second in each example is more related to the people aspects and these can be referred to as ‘soft’ competencies. Emphasizing either aspect at the expense of the other will lead to deterioration in trust levels. The ‘cutting edge’ is attained by finding that point of balance where your contribution is optimized. Trial and error with each person/situation, supplemented by continuous sensitivity to ongoing responses, will work best. 5. Mentor, coach and leave a legacy; consolidate the ground behind you: Every military leader knows that it’s important to secure one’s back when advancing through unfamiliar territory – too many failed / failing business leaders have ignored this vital rule for survival. In growth and development terms, progress is made by advancing into new areas of experience and then security is gained by relaying these new experiences on to others who can derive some related benefit. By contributing to the success of others you’ll earn allegiances which will support you in times of future need. By helping others to make the effective decisions that concern them – mentoring – and by assisting them to achieve results that will benefit them – coaching – you build such allegiances. Each experience you have contains at least one valuable learning point. Awareness of these learning points can surely contribute to the progress of others, often in ways that we cannot identify directly. Most times this relaying process costs us nothing other than the time and attention to pass the lessons learned along to others who could benefit – this is a sound investment! Three final words . . . The course of development is neither smooth nor predictable, but the criteria for success are clear – we need to maintain balance between the many polarities and we also need to optimize our contributions to the organization. The obstacles we will encounter are going to be largely within our control if we keep a strategic perspective, and this is not ‘rocket science’. In a small-to-medium-sized organization the power to grow and develop alongside others is vastly under-rated, yet it is precisely those persons who create positive changes for themselves as well as in others who will rise to assume the mantle of leadership. As in every journey, first we must be mindful about our starting point, we need some measure of awareness about our intended destination, and finally we have to have an appreciation of how to cope with the opportunities and threats along the way. The model will assist you with your navigation needs and the five-point strategy will support your progress. You have all you’ll ever need for success and it resides within you. Why not begin your journey right now? – A Note to our Readers . . . Previous series of articles on the topics of: · The Leadership Crucible · Leadership Characteristics, · Succession Planning, and · Managing Change have been designed as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us. It is a pleasure to share ideas with you and we’d welcome your questions, suggestions and comments. They’ll assist us to refine and expand the essential value of these initiatives. Thanks in anticipation for your participation.
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	Timely Insights . . . Five Top Reasons to use Objective Assessments . . . People are the organization’s most important asset, but they can also be a ‘mystery’! Every organization seeks to get the very best from people. People are the solution, as well as the probable cause, for the majority of issues that the leader / manager has to identify and resolve in order to achieve enduring success. There are few individuals who are not curious about themselves and their potentials. It is rare though, that emerging leader / managers have the opportunity to see themselves objectively and constructively. When they do, the outcome is most often intensely focusing and energizing – the way we work, this result is assured. One immensely valuable tool is the objective (third party / professional) assessment which is often the vital catalyst in generating top-level performance and in realigning individual contributions. It is not a strategy that is often considered since it is proactive. Here are some supportive arguments for making this critical investment: Short Term Assign the right person to the right role at the right time Focus on personal strengths/competencies that will optimize contributions Build self esteem and confidence to sustain performance levels Anticipate and evade non-productive performance and relational issues Create interpersonal bonds based on substantial individual and group principles Medium Term Identify areas for knowledge, skills and attitudinal development Initiate and support a continuous personal growth perspective Offer important, non-monetary incentives for stability and engagement Sharpen awareness and relevance of emerging organizational needs Enhance growth focus and opportunity awareness among individuals Long Term Plan longer term corporate strategies based on available human assets Match corporate strategy to individual life expectations to ensure engagement Foster an ‘intra-preneurial’ spirit that will increase initiatives and contributions Create parallel perceptions of personal and organizational growth Stabilize relationships while maintaining flexibility among working groups / teams. Question-based thinking . . . Here’s a neat and very powerful technique to improve your results – use questions as your start-point. What are the premises? Why and how does this work? Questions are foundational to all thinking Questions and outcomes are influenced by our personal mindset So, ‘self questions’ demonstrate how we are viewing and interpreting the world These questions and the related responses direct our decisions, actions and results, and We can change this mindset at any time thus achieving different outcomes. Think about it!
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Section 2	- Talk Back
	Coach's Corner . . . A selection of frequently-asked questions. Dear Coach: We are a small group of professionals who have elected to work together, sharing resources and overhead costs while seeking to collaborate on opportunities, in the common good. Generally it works well and we’ve achieved a good measure of stability and mutual confidence within the group. Our challenge is just one individual who has chosen to play the role of ‘devil’s advocate’ and group cynic whenever there’s a planning or developmental need. Most of us appreciate that this is a valuable contribution, and to be encouraged, but our experience is that it is always taken too far. We inevitably find ourselves dispirited and despondent, discouraged and disillusioned, and the energy is ‘sucked’ right out of the proceedings. How can we control the excesses of this self appointed prophet of doom? Response: Planning and development processes are essential to the ongoing health and prosperity of a group such as yours, and the elected processes are far too important to be left to chance or to be exposed to opportunism by individuals. It would appear that you have lost control of the process, assuming you’d asserted it originally. In short, you need a fresh start. The ‘wild’ process that has emerged is unlikely to improve with time and exposure. I’d encourage you all to uproot it and to replace it with a more workable methodology – all in the interests of preserving the integrity of the group. Here are a few ideas to get you started with the birth of a new process. Sessions of this type work best when everyone is on a level playing field – no special or assigned role – self appointed or otherwise. The size of the group is also important as a design feature – beyond six to eight persons you may well require the services of an independent (non-vested) facilitator, but less than six usually means that you can cope through sensitive use of process rules. The focal point could be to define your desired outcomes – what kind of end product are you looking for? By agreeing on a desired result for each discussion you will avoid the risk of non-productive time/effort investments. Initially you all decide on ‘what’ you are seeking and then, and only then, would you try to reach consensus on ‘how’ this result might be achieved. The end goal becomes a marker / reference point for the more difficult part of the discussion. An example of this might be to reduce overhead fixed costs by fifteen percent over eighteen months – the ‘what’; the ‘how’ part of the discussion would now focus on defining a series of smaller ‘sub-goals’ that could contribute to the overall target. If the ‘what’ and the ‘how’ are dealt with at different times, there could be time and opportunity for everyone to identify possibilities before the intensive interchanges when friction will most likely occur. The rules of process are basic common sense and closely mirror the six rules for effective dialogue. These are: Focus on the Issue / Outcome The most important result is to identify the outcome that all agree will best serve our declared purposes. What do we want to achieve? What’s the ideal situation? Judgment is suspended All personal assumptions /concerns are declared upfront where they can be recognized and acknowledged. Assumptions are ‘hung out’ for all to see, whatever they are. Commonalities are identified First we agree on what it is we agree on - then we can deal with the differences. This way, with time and exposure we will find even more common ground Input is encouraged from all There are no free rides – everyone must join in, even if only to ask questions, clarify issues and/or confirm learning experiences Clarification is valued Frequent summarizing of common agreement and/or new information is offered by all members of the team and at anytime. This way we’ll stay together, Accountability is shared Whatever we find and agree upon, is shared fully by all members - we seek common ownership of results. I hope this helps, and good luck.
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	Commentary . . . Rethinking the Value of Talent . . .by Jeffrey Joerres and Dominique Turcq If companies managed financial assets as carelessly as they do human assets, then shareholders, auditors, and regulators would come down hard on them for inefficient use of funds. Yet although it is commonly accepted that individuals are crucial to an organization’s success, many companies cannot measure or manage their employees’ contributions to corporate value. Two significant barriers stand in the way of a more productive or strategic approach to recruiting, developing, and deploying employees. First, many managers are reluctant to categorize people, for fear of appearing elitist. Second, human resources departments typically classify individuals according to the functions or the business units — the vertical silos — in which they work, not how essential their roles are, or what experience or other personal qualities are required to perform the role. No attempt is made to classify people horizontally across functions or business units, according to how “business critical” they are. And even when a company does consider an individual’s contribution to the success of the organization, it is all too often limited to a discussion about performance rather than organizational measurements of success. We believe that businesses need a far better understanding of the strategic value of employees; it is critical to success in the global marketplace. A company’s future growth and competitiveness depend more than ever on attracting qualified workers — an increasingly scarce resource — and helping them work efficiently together within the organization. Business organizations are like theater troupes: Their success depends on timing and on every person executing his or her role, whatever it may be. Consequently, a strategic approach to managing the value of employees first requires a definition of the roles that must be performed on the corporate “stage.” This means creating a taxonomy of jobs within the corporation that is consistent across business units, countries, and functions and is divorced from the individuals working at these jobs. As far as the organization is concerned, an employee is first and foremost expected to fulfill a function, with a number of tasks for which a number of skills are required. Some of these tasks are technical and some are related to the employee’s relationships with coworkers and outside agencies. A bank teller, for example, must be able to handle simple transactions and be courteous; a chef should be a good cook, act as a team leader, and have a reliable reputation; an airline pilot is expected to fly a plane well and facilitate the aircraft’s rapid turnaround; and a production worker must perform a set of technical tasks and meet ISO quality standards in doing so. Once the different roles have been defined, management is in a position to determine how important each is to the company’s ability to create value for customers and shareholders. In theater language, it’s the determination of which roles should have top billing and which can be played by character actors. Certain jobs have a greater value impact on an organization; there is a substantial risk to financial performance or reputation if these tasks are not performed well. In some cases, but not all, these jobs merit higher compensation. Other roles carry a significant cost impact, because they require a good bit of training, development, and skill complexity to be performed adequately. These roles almost always command the highest salaries in the organization. (See Exhibit 1.) On this basis, we can classify an organization’s roles into four broad segments, each of which requires a significantly different talent-management approach. Creators devise and implement an organization’s distinguishing value proposition or business model. They include senior executives and the chief designer in a fashion house. These are scarce resources with skills that take a long time to acquire and are costly to develop and maintain. · Ambassadors represent the organization’s public face and are responsible for customer experience. Among other positions, they are bank tellers, supermarket cashiers, nurses, and field installation technicians. In most cases, these workers are easily replaceable and their skills do not have to be particularly sophisticated, but if they don’t do their job well, the business can suffer significantly. · Craft Masters ensure the quality, timeliness, and cost-effectiveness of an organization — the essential ingredients for the faultless execution of a business strategy. These are the design engineers in a high-tech business, the “nose” of a perfume brand, the whiskey blender in a distillery, and the auditor in an accounting firm. · Drivers keep the business running. They are assembly-line operators, back-office agents, and administrative assistants. Although they are neither crucial to the success of a venture nor hard to hire, in most companies they represent the largest category of human capital, and bad management of this group can lead to operational disruption or quality problems. In our system, the differences among these four segments are expressed in terms of talent valuation — such attributes as knowledge, experience, skills, and personal interaction capabilities — and not in terms of organizational structures (such as business units) or in human resources management terms (such as age, education, seniority, or compensation). This concept for strategically managing the value of employees brings human resources approaches to a new level. Basic management processes — sourcing, development and training, compensation, retention, and separation — are conceptually the same for all four employee segments. However, since each segment differs in how critical it is to an organization’s success, the practical tools used in applying these processes will also differ. Take sourcing, for instance. Depending on a company’s business model and operational plans, employees in some segments, such as Creators and Ambassadors, are generally hired and trained as part of the permanent corporate head count. In other instances, however, Craft Masters, Drivers, and sometimes even Creators are structurally (though not organizationally) less closely integrated into the organization. Instead, they are brought on as temporary or contract staff or engaged as independent consultants. After the right people are cast in the right roles, they must be managed in different ways, according to those roles. For example, consider two training officers, Jill and Jack. Jill is highly professional, and her training efforts are almost always successful; she is a Craft Master. But Jack is more creative and is expected not only to train staffers well but also to improve the quality of the teaching materials. He was hired through a headhunter, is paid more than Jill, and knows that he is depended upon to expand the limits of the training organization. Jack is a Creator. Jill and Jack have the same job title and, in general, do the same work. But Jill and Jack are in separate business-critical categories, thus their salaries, evaluations, and promotions must be handled differently. Dealing with employees in this way can be a complex balancing act for management. But it is exactly what every manager already does — or should do — every day. For example, the manager of an opera house must continually handle a number of distinct segments of people: the singers, the conductor, the casting director, the cast, the musicians, the bartender, the box-office cashier. To do this, he uses varied sourcing techniques, compensation principles, and motivational approaches in a relatively instinctive way. Yet in many cases, the very rules and procedures of an organization can be obstacles to segmentation and a force for “averaging” the treatment of individuals’ roles. This tendency is a dangerous handicap that makes it impossible to measure the value of employees and, ultimately, to compete successfully in the global marketplace. Author Profiles: Jeffrey Joerres is chairman and chief executive officer of Manpower Inc., an employment services company. Dominique Turcq, former senior vice president of strategy at Manpower Inc., is a scientific advisor on labor issues to the French government planning authority. This article is from strategy+business Click HERE to subscribe to strategy+business
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	A Point of View . . . This section is a Guest Column. Those with different and interesting viewpoints are invited to state a case on a related topic. Articles are welcome – up to 250 words, please. Let’s hear from you! The work place. Threat or Challenge. I’m on a rant. It happens every now and then. It’s not my usual style. But of late I’ve come to wonder how smart we humans really are. Whether there’s anything we’ve learned that has stuck. Whether anything we’ve learned – we actually apply. For surely, over time, each one of us has learned that we’re still hardwired in much the same way of our forefathers. . . the original cavemen. . . where life and death were but an attack of a predator away. And it behooved us to be hyper-vigilant, ever ready to fight the good fight or run for our lives. We may not today face saber-toothed-tigers....but how often do we find ourselves – or put others - in situations which conjure up threats and fears no less real – and every bit as destructive. Business is in the business of meeting a market need...which it generally does, through its people. Those we call our greatest asset. Yet what do we do to get the greatest return from that asset. To have our people thrive, rather than merely survive. There is evidence enough – research based evidence, no less – that demonstrates that people are at their best when challenged – not threatened. When engaged, not forced, coerced, or manipulated into compliance. Where they can bring their best to the table...and enjoy appropriate recognition for expectations and standards met, contributions made. What would it really take for us to create that environment ? What possesses us to do otherwise? We know what has to be done. So let’s just do it. Amanda Levy
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Section 3	- On the Horizon
	Opportunities & Challenges . . . Gurteen’s 50 Lessons . . . May I welcome you to an exciting initiative from Gurteen Knowledge and Fifty Lessons? Each month Gurteen Knowledge offers a free video “Lesson of the Month” from Fifty 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://gurteen.50lessons.com
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	The Skill That Separates . . . - by Marshall Goldsmith Two highly accomplished lawyers are sitting at the bar at Sparks Steakhouse in New York. One is my friend's lawyer, Tom, the other is Tom's law partner, Kevin. They're having a leisurely drink, waiting for their table to open up. Sparks is a landmark steakhouse where a handful of New York's rich, powerful, and glamorous are in attendance most nights. On this night, the A-list name is superstar attorney David Boies, who argued the U.S. government's case against Microsoft. He makes a beeline to the bar to say hello to Kevin, whom he knows from previous cases. Boies joins Tom and Kevin for a drink. A few minutes later, Kevin gets up to make a phone call outside. Boies remains at the bar, talking to Tom for 30 minutes. "I'd never met Boies before," Tom said. "He didn't have to hang around the bar talking to me. And I have to tell you, I wasn't bowled over by his intelligence, or his piercing questions, or his anecdotes. What impressed me was that when he asked a question, he waited for the answer. He not only listened, he made me feel like I was the only person in the room." I submit that Tom's last 13 words perfectly describe the single skill that separates the great from the near great. When Kevin inexplicably disappeared, Boies stuck around and made a lasting positive impression on Tom. The two attorneys have different practices; the chance that Tom could somehow help Boies one day is virtually nil. Boies clearly wasn't looking to score points. In showing interest, asking questions, and listening for the answers without distraction, Boies was simply practicing the one skill that has made him inarguably great at relating to people. I'm not sure why all of us don't execute this precious interpersonal maneuver all the time. We're certainly capable of doing so when it really matters to us. If we're on a sales call with a prospect who could make or break our year, we prepare by knowing something personal about the prospect. We ask questions designed to reveal his inclinations, and we scan his face for clues. The only difference between us and the supersuccessful among us-the near great and the great-is that the greats do this all the time. It's automatic. There's no on-off switch for caring, empathy, and showing respect. It's always on. So why don't we do it? We forget. We get distracted. We don't have the mental discipline to make it automatic. Ninety percent of this skill is listening, of course. And listening requires the discipline to concentrate. So I've developed a simple exercise to test my clients' listening skills. Close your eyes. Count slowly to 50 with one simple goal: You can't let another thought intrude into your mind. You must concentrate on maintaining the count. Sounds simple, but incredibly, more than half of my clients can't do it. Somewhere around 20 or 30, nagging thoughts invade their brain. They think about a problem at work, or their kids, or how much they ate for dinner the night before. This may sound like a concentration test, but it's really a listening exercise. After all, if you can't listen to yourself (someone you presumably like) as you count to 50, how will you ever be able to listen to another person? Like any exercise, this drill both exposes a weakness and helps us get stronger. If I ask you to touch your toes and you can't, we've revealed that your muscles are tight. But if you practice each day, eventually you'll become more limber. Once you can complete the exercise without interruption, you're ready for a test drive. Make your next interpersonal encounter-whether it's with your spouse or a colleague or a stranger-an exercise in treating the other person like a million bucks. Employ these tiny tactics: Listen. Don't interrupt. Don't finish the other person's sentences. Don't say, "I knew that." Don't even agree with the other person. If he praises you, just say thank you. Don't use the words "no," "but," and "however." Don't let your eyes wander elsewhere while the other person is talking. Maintain your end of the dialogue by asking intelligent questions that show you're paying attention, move the conversation forward, and require the person to talk (while you listen). Your only aim is to let the other person feel that he or she is important. If you can do that, you'll uncover a glaring paradox: The more you subsume your desire to shine, the more you will shine in the other person's eyes. You may feel like a dullard as you listen quietly, but invariably the other person will say, "What a great guy!" You'd say the same thing about anyone who made you feel like the most important person in the room. Marshall Goldsmith is a world authority in helping successful leaders achieve positive, measurable change in behavior: for themselves, their people and their teams. He has been named one of the top 50 leaders influencing the field of management over the last century (American Management Association), one of the five most respected executive coaches (Forbes) and among the top ten executive educators (Wall Street Journal). He is the founder of the Alliance for Strategic Leadership and Marshall Goldsmith Partners. Marshall invites you to visit his library (MarshallGoldsmithLibrary.com) for articles and resources you can use. This article was originally published in Fast Company Magazine, February 2005.
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	Your Development How well are you doing with your personal development? Will you be ready for the challenges that tomorrow will bring? Would you like some help with professional / objective assessment? with ongoing self development? With personal, one-on-one coaching We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we improve their resiliency. We are Polaris – the finest self-navigation program for emerging leaders / managers. You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime. Perhaps Polaris would be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your profile and/or management team. Please contact us for details.
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	Reach Out! Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul. Best of all, it's free! Take a moment for yourself and make room for a little refreshment. http://www.reachoutdirectory.com
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Section 4	- Secure Site
	New Polaris Programs . . . will be initialized in July and October. Please call us for details of qualification and registration processes. Polaris participants are requested to use their assigned usernames and passwords to access the extended curriculum and knowledge base at http://www.polarisprogram.com/members.php Review Sessions . . . Polaris program participants are invited to review the modules for Work Out 2 Operating Strategically – Levels & Quadrants Influencing Others – Understanding Differences II Focusing Principles – Self Regard & Awareness Work Out 9 Implementation – Imagination & Innovation Obstacles & Setbacks – Stress Management Integrity & Ethics – Self Fulfillment / Actualization Preparatory assignments . . . Work Out 3 (July 5th) - preparatory materials are on the web site and will also be sent by e-mail very shortly. The agenda for this session will comprise: Operating Strategically – Integrative Thinking Influencing Others – Relating Styles & Interventions Focusing Principles – Leadership Beliefs & Strategies Work Out 10 (June 27th) is available on the web site and may be accessed now. An e-mail reminder will be sent to all participants. Our topics will be: Implementation – Decisions & Monitoring Building Relationships – Trust & Confidence Beyond Self – High potential Characteristics 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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