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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.
This means we’re comparing and contrasting how a leadership perspective can add unique and substantial value to some ordinary and familiar undertakings. Last month, we considered the opportunities in learning, so now we’ll continue with a closer look at the role of staff development.
The heart of the matter . . .
Let me begin with a foundation statement. The purpose of leadership is to be found in just three areas – focusing effort, engaging strengths and creating new leaders. These deceptively simple, or perhaps the correct word is ‘elegant’, ideas go to the very center of any leadership intervention.
From the outset in any leader / led relationship there is a granting of trust and confidence from both sides, but it is one which is not equal. Over time balance can be achieved, but at the outset particularly there’s a definite investment (a grubstake) made by those who agree to follow. From an ethical viewpoint a leader ought to add value to the lives of followers in return for expected allegiance. This is a proper legacy and one which is truly appreciated when and wherever it occurs.
We all look back with affection on those leaders we’ve experienced in our lives, in all contexts – school, military, work, community, even family, and assess the leader’s merit in terms of the difference (s)he made to our life. The actual experience may not have been entirely positive or comfortable in the actual process but the outcome is what really matters. “It was hell at the time but I’m a better person for all that happened” is one common retrospective on these experiences.
The actual leader / led relationship is likely more emotional than intellectual at the beginning. Few of us make a detached and rational decision to follow someone else’s lead – it’s more an acceptance of a calculated risk containing a strong component of invested trust and perhaps even a ‘leap of faith’. There’s the hope of some reward - a better condition, an improved status or enhanced safety and security - which will entice us to follow.
To gain this benefit, we’ll entrust our assets (time, effort, information, reputation and perhaps tangible belongings) to the leader. We may feel a little exposed, maybe apprehensive but then, all things considered, we’re sufficiently confident of the outcome that such risks are acceptable. In a nutshell, we expect that we’ll gain some measure of growth and/or development, an accrual of experience at the least and even some more tangible benefits if possible.
The Leader as Mentor . . .
The first purpose of any leader is to focus the desire for change that resides in others, and to translate what might be vague but yet still compelling into a crystal clear intention and reality. So many personal yearnings remain deeply entrenched in people’s lives, never to see the ‘light of day’, for the want of a definition that would lead to specific action – so they are never realized. The compulsion may be strong, even irresistible, but there’s insufficient clarity to move forward through an action plan.
Leaders have a wonderful opportunity here, to help the individual to put images, feelings and words around the desire and to make it come alive. It cannot be tampered with in this process and it has to remain the undisputed property of the individual. Should any distortion occur, then at some point the person is likely to feel that they’ve been manipulated, coerced or ‘conned’. One certain indicator that this is occurring is that the leader/mentor can ‘see’ the vision more clearly than the person involved.
The role of the leader as mentor could involve:
- Asking questions, challenging answers and identifying assumptions
- Clarifying resources / standards, suggesting options and exploring consequences
- Stimulating initiatives and effort, confirming action plans and reinforcing strategies
- Recognizing and emphasizing personal strengths - and celebrating achievements.
Leaders who are acting as mentors do not provide answers, they help others to uncover them; they do not offer resources, they identify, prioritize and clarify them; they do not implement strategies, they suggest, reinforce and confirm them. Mentors may intervene but they do not intrude.
It’s so tempting when one has the power of a leadership position to apply that power in the form of a directive, to channel it into persuasion or to adopt the role of teacher – all to help move people quickly to desired goals and standards. Resist it! Mentoring, whether given by a leader or otherwise, must allow the individual to ‘own the problem’. Any accountability shift is lethal to growth and development.
The Leader as Coach . . .
If a leader is primarily concerned with questions of ‘what’ needs to happen versus issues of ‘how’ it could be achieved – the role of a manager – is there a legitimate role in coaching? The answer is a definite ‘Yes!’ simply because the leader has a special responsibility to harness the talents and contributions of those who follow.
It is a fact that the majority of business leaders play the game with just a half deck! By this I mean that they are significantly aware of cognitive competencies – the knowledge, skills and experience of their people, but generally unaware of the personal strengths – values-in-action, perceptions and beliefs that could leverage these cognitive skills. The result is that these powerful magnifiers are ignored or perhaps even overruled and performance is sub-standard as a consequence.
Psychologists have been emphasizing individual strengths, such as emotional intelligence, curiosity, optimism and resilience, for more than a decade but many current leaders have yet to hear the message. Entrepreneurs have known of these resources forever and have found ways to put them to work, but then the organization achieves a certain size and/or complexity and they’re exchanged for sophisticated but less valuable policies and control mechanisms.
It’s true that most people have no precise idea of their own strengths, just a vague awareness, however there’s absolutely no doubt that the failure to engage these strengths has led to dissatisfaction and eventual separation and turnover. This is a criminal waste of an essential resource.
There are several inexpensive / free and convenient inventorying devices available that will list, evaluate and define personal strengths. There are four possible sources which are provided at the end of this article. Identifying these strengths and applying them to hiring/assignment decisions should be mandatory.
Meanwhile, for the successful leader a close constructive bond with each follower is vitally important. There’s a wonderful opportunity right here to work closely with each person to identify the ranking of personal strengths (which reflects values and beliefs) and the relative effectiveness of individual items which can determine preferred strategies and indicate personal motivations. Encourage a one-on-one discussion about the similarities and differences in your respective profiles and examine together what these findings could mean in terms of how you’ll work together for mutual outcomes.
Now, you’re cooking!
. . . and as Legacy Builder
The third and arguably the most important purpose of any leader is to create other leaders. There’s nothing more rewarding, more beneficial to all concerned and more impactful for the organizations involved. In this world of escalating change, beset with uncertainties and challenges from totally unexpected sources, we simply have to develop leaders to carry the flame forward.
While providing focus and developing the strengths of others will contribute in substantial ways to the emergence of fresh leadership talent; there’s insufficient time to allow natural progression to carry the day. We need to pinpoint those who have a talent for transformative / break-through change leadership and to support their contributions in deliberate ways.
Just how does one recognize leadership talent? There have been diverse and prolonged discussions on this topic throughout history. It isn’t that we don’t know enough, but rather that we know too much about leadership. After all, every one of us is exposed as leader or as follower in every aspect of our life and throughout its length. Sorting out the ‘wheat from the chaff’ is the challenge. Let’s try this!
Our first clue arises from the purposes of the leader – to focus action, to develop individual strengths and to stimulate leadership in others. There are some who appear to do these three things almost intuitively. We turn to them to clarify and give meaning at times of complexity and /or chaos; we note that they are able to spot characteristics and abilities in others that we had not seen for ourselves; and people seem to flourish and excel whenever they’re in their company.
Similarly, we are conscious that we are focused and energized when such persons interact with us, we find them to be constructively encouraging and we feel better and stronger every time we work with them. The bottom line is that we develop confidence and competence around them and we enjoy this experience – particularly in retrospect.
The focus of such intuitive leaders is rarely if ever upon themselves, but on the task at hand or upon others who are engaged. They are quick to point out where the group can find the tangible and intangible resources needed to get the job done – often in surprising ways, and success is a common expectation almost from the start of the venture. We want to work with such persons to face the challenges that life offers.
The Bottom Line . . .
Leaders are indeed born – out of every opportunity for positive change. Leaders are also made, whenever they seize the opportunity to focus the intentions, the actions and the strengths of others for general benefit. They are confirmed and recognized by the new leaders they inspire around them. They are often the quiet, unsung heroes who get the job done, create the new, sustainable realities that others seek, and leave people feeling better about them selves.
At times they can use a charismatic style, or a bureaucratic one, or they may be the ‘servant leader’, but none of these styles alone are sufficient qualification for the title of true leadership. Proper recognition comes from using the right tools to handle the specific job to be done in such a way that everyone involved walks away feeling, “That was a really worthwhile experience which would not have happened if it hadn’t been for . . .”
So, with clear purposes in mind, we rise to the occasion. The legacy we seek to leave is fresh, confident leadership talent that will repeat the process for all future needs.
This is leading; this is living!
Personal Strength Inventories:
www.authentichappiness.sas.upenn.edu – the VIA Strengths profile (whole life) - free
www.inspiredleadership.org.uk - the DTI leadership strengths profile (business) - free
http://gmj.gallup.com/book_center/ - Gallup (business)
www.strengthscope.com - commercial application (functional)
I’d welcome your questions, comments and suggestions. We can all learn through dialogue and your experiences will undoubtedly gain more value when shared. Please contact me at david@andros.org.
A Note to our Readers . . .
Previous series of articles on the topics of
- Tomorrow’s Leaders – a model for SME organizations
- The Leadership Crucible – the ‘making’ of leaders
- Leadership Characteristics – a comprehensive catalogue of leader qualities
- Succession Planning – the strategic argument, principles and strategies, and
- Managing Change – every person’s guide to painless processes
have been summarized as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we’d welcome your questions, suggestions and comments. They’ll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
Please contact me at david@andros.org.
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Timely Insights . . .
Why Can’t I Just Do It? . . .
This is a provocative question that most of us have asked ourselves on occasions. Nike is continuously reminding us to “Just Do It!” but somehow we seem to lack either the willpower or the waypower and we put it off. Like you, I have this blessing/curse called procrastination and I’m going to do something about it - one of these days.
If you can’t wait until then, here’s a great place to start – MindTools – an intriguing yet pragmatic web letter published by James Manktelow in the UK.
In the most recent edition there’s a very helpful article, based on a Coaching Clinic with Sharon Juden at the MindTools Career Excellence Club, which will offer substantial relief. Using a well-thought-through strategy Sharon suggests a step-by-step process for unblocking the lethal passivities that get in our way. Take a look, think it through and take a bold leap forward – but you must do it NOW! http://www.mindtools.com/
Getting Unstuck . . . . . .
Feeling “stuck” as psychologically painful as it is, is the first step to awareness of new opportunities in career and in life, says Harvard Business School’s Timothy Butler. In this month’s issue of HBS Working Knowledge there’s a Q&A and an excerpt from his new book, ”Getting Unstuck” where he explains a six-step approach from here to there. Key concepts include:
A psychological impasse is developmentally necessary for human beings
Although impasse is usually first expressed as a failure, it is actually required for individuals to change the way they think about themselves and their role in the world
There’s a six-phase plan for recognizing and overcoming impasse, starting with feeling stuck and ending with taking action
Each phase has its predictable challenges, but some people find one phase more difficult than another.
More details and the article are available at http://hbswk.hbs.edu/
The Flip Side . . .
Flip Flippen is the most influential man you've never heard of. This personable Texan is the founder of The Flippen Group, one of the fastest-growing corporate and personal training companies in America, and his philosophy has touched the lives of some of the most powerful individuals in the country--from Wall Street leaders to top sports figures like Terry Bradshaw and his NASCAR team, and from Joel Osteen's team at Lakewood Church to the 150,000 people who trained with Flip's company in 2005.
Great advice for everyone, but particularly appealing to those who are taking stock of what they want to do with the rest of their lives, Flippen's approach is surprisingly simple. When we learn how to identify our "personal constraints" and take the necessary steps to correct self-limiting behaviors, we will experience a dramatic surge in productivity, achieve things we have only dreamed of, and find greater happiness overall.
Flippen has created a simple process to help readers find their greatest constraint (the results may be surprising!) and build a plan to help "flip" that weakness into a newfound strength.
More at http://www.amazon.com/
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
I have to tell you that I feel like giving up with one of my guys. He’s good at what he does but he’s so prickly whenever I try to correct or coach him that it usually ends with an unpleasant, sometimes embarrassing scene and no resolution. I’m afraid that he’s undermining my leadership by these tactics. Do you have any advice?
Response:
During our discussion about this you shared that the problem arises whenever you try to talk with him about his work performance. You are sensing that he wants to deny you the right to supervise his activities or to set performance standards for him.
This is not an unusual problem; my impression is that such responses will occur in almost every supervisory relationship from time to time. Sometimes the responsive behavior is overt and very visible as in your case and this is uncomfortable to say the least. Other times, it’s suppressed and not readily apparent – maybe a passive-aggressive response - which might be less embarrassing but which is no less disruptive.
Since the response is normally an attempt at deflection, your objective must be to identify and focus on the ‘real’ problem, to patiently insist that this is to be the agenda for the intervention. In Crucial Confrontations we’re advised to focus on the nature of the issue as a first step – is it an incident with consequences, part of an ongoing pattern of undesirable behavior, or an aspect of the continuing relationship.
When an employee is persistently late for work, careless with details, unable to meet commitments, or whatever, there is a tendency to zero in on the most recent occurrence. If, however, there’s been an agreement that a new standard of behavior would be applied and the problem continues, then it’s a broken commitment, a ‘pattern’ issue, and much more serious.
The employee might try to focus attention on the most recent event and to offer justification, but this is simply a deflection. Some deflectors can even twist the situation to a point that you find yourself on the defensive for having raised the issue – charges of ‘micro-management’ or exaggeration, perhaps and even harassment could be insinuated. You need to be firm with your agenda based on the real problem.
Next, defensive responses are the inevitable outcome when people do not feel safe. There’s sympathy for anyone who’s being ‘attacked’ and this can, and likely will be exploited. As the leader who is initiating a sensitive issue, you have a responsibility to create a safe space for the resolution of the matter. Privacy is a major factor here as is also preparedness. It’s prudent to ask for permission to address the matter and to ensure that the employee is receptive to your concern at least at the start of the resolution process.
May I now center on objectivity – yours that is! As the leader, you remain in control only as long as you remain objective – and this can be a narrow, often treacherous path. Once you’ve defined the right issue for resolution and you’ve established a relatively safe context for the discussion, you must stay with the facts, the whole facts and nothing but the facts. This is best managed by exploring the gap between what was expected and what has actually happened.
A rational, cool, persistent approach will overcome histrionics and hyperbole in the vast majority of cases. Invective and emotionality depend on response-in-kind to sustain them; when a matching reaction is not forthcoming the attack will weaken.
My final comment relates to your assumption that his behaviors are undermining your authority as leader – not so! It is your response to his behavior that will determine your authority. It’s true that you may not always win the battle but you must win the war. A thoughtful, patient and objective response to aggression, direct and overt or political and subversive, will prevail.
Do not allow this employee to distract you from your true course. As a leader, your purpose is to focus the situation, facilitate a new reality that is acceptable to all concerned, and to stimulate, by your example, the emergence of other leaders – the most noble of all callings.
Stay the course! Good luck!
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Commentary . . .
That Elusive Competitive Edge . . .
Everyone who presumes to lead within a business organization knows that capital investments are key factors for success. Financial, human and social capital resources are widely recognized and most business systems are designed to attract, implement and monitor such investments. Clearly though, they do not guarantee success or even survival. What are we missing here?
Entrepreneurs have a unique perspective and experience among business leaders. They know, perhaps intuitively, that there’s a fourth category of invested capital that’s required and they usually lead by demonstrating this type of capital in their personal values, beliefs, actions and expectations.
It’s becoming known as psychological capital. It is viewed differently by the many academic and research organizations that are currently attempting to define and apply it, but there appears to be general agreement that it comprises hope, confidence, resilience and optimism among other personal strengths.
Let’s consider the impact of these sources of investment capital – briefly. Financial capital is the financial reserve that the organization needs to support it through the start up period, at least until such time as it can generate self-sustaining revenue streams. Thereafter additional financial capital may be needed for substantial ongoing development or for contingency situations which can’t be supported out of operating revenues.
Human capital is the combined value of the knowledge, skills and experience that people bring to the organization and it is factored by their preparedness to share and develop it continuously and openly. There’s a well established relationship between human capital and entrepreneurial performance especially within the leadership’s ability to cope with volatile and demanding markets.
Social capital refers to the value of actual and potential assets/resources that leaders can attract and bring to the organization based on networks, image and reputation. Who you know and the leverage that you can assert will create valuable resources, supports and options that can be translated into real assets.
Psychological capital is less well known, mainly because it’s contained primarily in an individual’s self-perceptions, awareness and self esteem. It encompasses a range of personal characteristics which will make a telling difference to productivity levels, invested effort, resiliency and attitude.
The four representative characteristics of psychological capital - hope, confidence, resilience and optimism - were studied intensively by Luthans et al (2003). More recently, practical studies have demonstrated that there’s actually an ROI of better than 200% to be gained from development in this area. It has resulted in an interesting book, just released, entitled “Psychological Capital” by Fred Luthans, Youssef and Avolio. The concept has obvious currency.
However, we need to be realistic when making investments. We must determine what precisely is being offered, where is it available and what known needs will it fill? Consider this phenomenon of psychological capital:
Hope is a desire accompanied by an expectation of fulfillment, a positive motivational state comprising ‘willpower’ – the energy to strive for the objective – and waypower – the ability to define and implement strategies to accomplish the objective. It will provide a definite advantage if it is increased but, more importantly, it can be devastating if ever it is lost – even if only by one or two in critical leadership positions.
Confidence is a person’s conviction about his/her ability to execute a task or assignment. It translates to self-efficacy – the power to make a difference, to add value – and it’s reflected in applied diligence. If those in authority are simply posturing, the organization is in deep trouble. Confidence can mean that we can prevail and succeed because we are prepared to make a real and honest effort.
Resilience is the ability to adapt in the face of threats, adversity, difficulties and setbacks. It’s a common trait among successful entrepreneurs where it’s a driving force behind the business. Those who occupy positions of responsibility will inevitably experience adversity and setbacks and must be equal to the challenge to say the least.
Optimism is defined as the positive side of an emotion that explains good and bad events and it has two important aspects – permanence (is it temporary or enduring in time) and pervasiveness (is it specific or universal in space). It’s a very noticeable explanatory style and highly infectious so it has a marked effect on the organization’s success.
My hypothesis is that the different forms of capital investment – financial, human, social and psychological – are in fact a hierarchy, just like Maslow’s motivational model. Financial capital is at the base and if this is inadequate nothing else will apply. Next is human capital, having the right knowledge, skill sets and experience available. When these are largely satisfied we can pay attention to social capital, our networks and relationships. Given that these are generally met we can invest our time and effort in psychological capital.
Here’s a bonus thought. There may well be one other attribute to add to the four already mentioned – that of Social Intelligence. This would be the ability to recognize and respond rapidly and accurately to the advantages of shifting our emphasis and moving the focus from one form of capital investment to another. As market conditions are continuously changing and demands are becoming increasingly insistent, surely this is going to be in high demand.
So, what are the bottom line conclusions? Simply these:
- Capital is essential for all businesses if they wish to survive and succeed
- All forms of capital investment are needed throughout the life of the organization
- More fundamental levels (financial and human) are basic needs and must be met before worrying about higher needs (social and psychological)
- The market will dictate where we should place our emphasis and we had better be ready and willing to respond
- Social and even more so psychological capital represent the best opportunities for competitive advantage.
Do consider this for your organization. Is the time and circumstance right for you to consider beefing up your investments?
Think about it.
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A Point of View . . .
This section is a Guest Column.
Those with different and interesting viewpoints are invited to state a case on a related topic. Articles are most welcome.
Where’s the Social Responsibility?
As managers and leaders we are on occasion disappointed by those direct reports who showed promise which hasn’t materialized for a multitude of reasons. We cannot ignore the signs. By the end of their relationship with the organization these people are displaying symptoms of chronic absenteeism, apathy, outright disloyalty, and defiance. Regrettably, the outcome of such behaviors often results in demotion or termination; we reason they had it coming or they received fair warning? But is this fair?
In some environments employees have few choices for resolving those issues which they see as glaring problems within their organization. The work environment is so toxic that it affects their personal lives. In minor cases, we see evidence of the behaviors listed above; however, in more extreme cases, employees can become so frustrated and disillusioned by the lack of respect or concern for their negative experiences that the excessive levels of stress lead to anxiety and depression resulting in long term leaves-of-absence from the organization.
Some business leaders can become so focused on results that the human casualty count goes unnoticed and in their view it’s the employees who are sinking the boat. By now, if not sooner, you’ve already told yourself, what a mistake! Good business leaders know that there is a price to pay for ignoring the workforce concerns and let’s not forget that there is always some element of social responsibility?
Should the pursuit of profit trump the pursuit of happiness? If we are to be truly successful should these two things not be aligned? I would argue that it is not an either/or proposition. For those departments or organizations where the trend of employee sickness, tardiness and disobedience is on the increase take a good hard look at yourselves.
The policies being employed which drive people beyond human capacity might be the real source of your problem, not the individual who is hard pressed to meet unrealistic expectations.
Well, that’s my opinion anyway.
Bardhonia Harding
Dynamix Corporation
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| Section 3 |
- On the Horizon |
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Here is another gem from Patricia Wheeler who has contributed to Polaris Digest before. As one of North America’s leading executive coaches, Patricia’s practical yet sensitive wisdom has substantial value for every emerging leader.
Know Your Style: An Arrow for the Coaching Leader's Quiver
Leaders and managers do many things. Clearly one of them is holding the responsibility for developing the people around you, building the bench strength and future of your organization.
In our work we often find that smart, committed leaders who recognize the importance of “people development” may not always function as good coaches to their people. In this brief article, we’ll explore how leaders and managers can be more effective within a coaching role, discuss some advantages and disadvantages that it’s important to consider, and also look at when it’s probably not a good idea for a leader to coach.
So how do leaders know when they are entering “coaching mode” and what are some of the best practices involved in setting the stage for effective coaching conversations with your people? First of all, remember that coaching is not merely giving advice. It’s true that when we coach others, we come from an effective skill set that has helped us get from “here” to “there” in our own careers. However, telling our people what worked for us will not necessarily be the “golden nugget” that helps them overcome the obstacles that they face. Great coaching involves a two-way dialogue in which the coach must see the world from the coachee’s perspective. Then and only then can we collaborate with one another to getting “there” in a way that boosts performance and engagement simultaneously.
What are some of the “ground rules” of coaching effectiveness for leaders? First of all, as a good coaching leader, you must know yourself and your style! This will help you know when you are in good “coaching mode” and when you are not. To the extent that you recognize your own vulnerabilities and derailers (blind spots which occur when we’re under stress), you bring both credibility and clarity to the conversation.
Self knowledge goes a long way here. It’s important to realize that when we’re upset, we’re not coaching, regardless of what we say or how helpful we mean to be. All others will hear is the voice of our upset, which they are likely to experience as criticism. At this point our overly taxed brains are producing massive quantities of adrenaline and cortisol, which, suffice it to say, are not the “happy” neurotransmitters. Studies have shown that it takes twenty minutes, at least, for these self-generated chemicals to exit our body. Then and only then do we have the physiological ability to maintain our emotional balance, which is a necessary skill for effective coaching. At first glance, this sounds like a “no-brainer”…..but how often do we see leaders who charge ahead again and again during these times, wreaking havoc on their people?
One senior leader I worked with is a dynamo…..naturally creative and strategic, he is also very talented in executing the plans that he and his team produce. He drives so hard that he periodically overtaxes his own and his reports’ physical and emotional reserves. (Sound like a familiar business situation to you?) The problem! Without his conscious knowledge and despite his best intent, he is prone to drive his staff mercilessly with the result they experience him as overbearing and critical. I was hired in part to avert a massive exodus from his department.
A thorough Leadership Style assessment indicated a very high level of ambition but a tendency to regularly neglect his need for rest and renewal. Under stress, he was likely to push against people in a way that appeared judgmental and arrogant. He also had a very strong need to please his CEO, which led to increased agitation when projects were not proceeding as he had planned. Not surprisingly, he rarely checked his emotional level during the day, no matter how many projects were on his plate, nor how many meetings he ran to, one after another. So these derailers tended to occur with the frequency of rain in monsoon season. And his attempts at coaching his people fell flat.
As we crafted his Action Plan to be a better coach for his people, we talked about his need to accept his style….he wasn’t going to automatically manage his stress level without a great deal of conscious awareness and ongoing practice. At my urging, he decided to carve out ten minutes between meetings to literally take a breather, and noticed that this small step had an immediate positive effect on his patience with his staff. He also pledged to remember that events that he assumed would be displeasing to his boss would be stressful to him, and that these times are NOT good opportunities for coaching his staff….he would need to wait until he was sure he was calm and balanced. Emotional intelligence at its finest to be sure, but most importantly he had adopted a more conscious, deliberate approach to be certain the stage was set for him to be approachable to others and able to listen to noises outside of his own head.
In our job as Executive Coaches, we work intensively with leaders of large, complex organizations. We also teach leaders and managers how to coach others and develop coaching skills throughout their organization, as we know that this capability drives great results. And we always begin with this ground rule: know yourself, your signature strengths and your blind spots which can derail you.
We each have our own personalized set of strengths and blind spots, which create our own customized mix of leadership and personal presence. And we are each responsible for learning how to best combine them with the culture of our organization so that they produce an effective blend.
Since my client objectively looked at his strengths and derailers, he’s become better at developing his people. They’re happier, more motivated….and more productive. And one of the best things he does is differentiate between “coaching” and “no coaching” times. He’s also become a great model to his staff of a person who is taking the time and effort it takes to become an even better leader.
Copyright 2007, Leading News.
Patricia Wheeler is an executive coach and consultant who helps smart people become better leaders. As Managing Partner in the Levin Group LLC, she has spent 15 years consulting to organizations and coaching senior leaders and their teams. She is an proud partner in ALEXCEL, a global network of premier executive coaches and consultants. You may contact Patricia by E-mail at Patricia@TheLevinGroup.com or by telephone at 404 377-9408. Subscribe to the newsletter at www.LeadingNews.org.
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Opportunities & Challenges . . .
20 Leadership Lessons . . .
By sharing important business lessons on film, executives communicate in the most compelling method of all, one-to-one storytelling. Contributions are edited into short, powerful, highly engaging lessons that can be applied to decision-making across the entire range of business challenges.
Try it – you’ll like it!
http://www.50lessons.com/
Remember to review the lesson Summary, Ideas for Action and Questions to Ask. It will take you just a few moments to gain a fresh perspective – well worth the investment!
Ask us too, for a summary extract of Robert R Quinn’s book “Deep Change”. It’s yours for the asking.
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Your Development
How well are you doing with your personal development? Will you be ready for the opportunities and challenges that tomorrow will undoubtedly bring?
Would you like some help with
- professional / objective assessment?
- ongoing self development?
- personal, one-on-one coaching
We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we contribute to competence and resiliency.
We are Polaris – the finest self-navigation program for emerging leaders / managers. You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime.
Perhaps Polaris would be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your profile and/or management team.
Please contact us for details.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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Polaris Program opportunity
There are currently openings for this leading-edge personal development program which is winning plaudits across the board. Please call us for details of qualifications required and registration processes.
Polaris participants are invited to use their assigned usernames and passwords to access the extended curriculum and knowledge base at http://www.polarisprogram.com/members.php
Review Sessions . . .
Polaris program participants are invited to review the modules for
Work Out 12
- Implementation – Reinforcement & Learning
- Building Relationships – Mentoring & Coaching
- Beyond Self – Positive Organizational Culture
Work Out 7
- Personal Organization – The Inspirational Leader
- Obstacles & Setbacks - Principled Negotiation
- Integrity & Ethics – Affirming Authenticity
Preparatory assignments . . .
Preparatory materials are on the web site and will also be sent by e-mail.
Work Out 8
The agenda for this session will comprise:
- Implementation – Personal Strengths in Action
- Obstacles & Setbacks – Adaptability & Resiliency
- Integrity & Ethics – Personal Resiliency
Any person who has participated in the Polaris Program at any time is invited and encouraged to attend any Work Out at any time and without fee. Please contact Sheila to advise her of your intention to attend.
Please set time aside for your preparatory work, and call your coach with any questions and comments.
Use your RED time well!
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
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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