These are not magical qualities, reserved for the select few, but rather common abilities which just seem to come together when needed. We will explore a number of these characteristics over the next few issues of Polaris Digest. This month we will consider:

Focus . . .

My favorite definition of a leader is 'someone who focuses the desire for change in others and creates a new reality'. It strongly suggests that the basic 'will' to make any change rests not with the leader but within the group. The leader's role is to bring the issue out into the open, to make it seem real and practical, to harness the visions and passions of individuals, to enable action.

The energy for the change is already there within the members of the group but it's often vague and undefined. Usually, it's not clear and compelling with obvious, credible benefits and/or consequences. Individuals are generally aware that something is needed but they're not able to give it form and substance without direct assistance.

The leader puts words and actions around the idea and gives it life. This focus is achieved through deliberate actions - writing, speaking, demonstrating and reinforcing. This process may take much effort and a great deal of time, or it can happen in a moment. Some write books or spend many years promoting an idea; others will establish their leadership with a well-placed phrase or simple gestures.

However, since change is involved, we must consider the underlying emotions. They are the energy source that drives the change. Change is uncomfortable for most of us in that it disrupts our sense of familiarity and control. The emotions that accompany any successful change may be positive and exciting or based in fear and anxiety. Regardless, they do need to be strong enough to overcome our deep-seated resistance to personal discomfort.

Focus therefore, is not just a rational process. It must have significant emotional impact. By 'positioning' those involved into a future state - helping them to anticipate how they might feel when the desired state is achieved - the leader focuses emotional energies to the cause. The leader asks, "What is it precisely that you want to achieve?" and also, "What difference will it make to your life when you achieve it?"

A compelling vision of the future has to be created in the mind of each individual involved. If not, then there's a real danger that (s)he will not follow. However, visions among individuals are not identical; shared visions are not duplicates of the leader's vision. They are individualistic and 'owned' by each and every person in the group. To make this happen, the leader must relate to each person, not to the group as a whole. Such focusing requires sensitive, concentrated attention and effort. It will not just happen.

As each member of the group comes to 'own' a related personal vision, both rational and emotional, there's sufficient momentum to make something happen, to realize the collective or shared 'will', to create a new future.

So, ask yourself,

• "If this is to be my opportunity to lead, what's the precise desire within the group that I can employ to create a desired new condition?"
• "What could I do or say that would help others to focus on the benefits and gains and make them want to invest their time, effort and commitment for success?"
• "How do I encourage others to take and sustain appropriate action towards the goal so that they will 'drive' themselves while I just 'steer'?"

Even among so-called ambitious people there's an apparent reluctance to set aside time and energy for self development. We are frequently told, 'there's not enough time in the day', or that 'things are too hectic right now' or, 'I was going to do something but something else, more important came up'.

What's the real message here? Self development may be important but it's not a priority? My future is best left to chance and circumstances outside my control? I do not actually have the focus and commitment I claim to have?

We all know that if we don't save a percentage of our current income we'll suffer financially in the future. Well, we might win the lottery or receive an unexpected legacy. Yeah, right! The simple truth is that we must split and defer today's income to take care of our future needs, or we must suffer the consequences.

There's a strong similarity in self development practices. We have to take a small amount of time right now in order to leverage our future success. The difference is that in this area there are far fewer potentials for 'windfalls'; our real and practical option is 'action now'.

It isn't as challenging as it seems! If we anticipate that our personal future should be an improvement over the present, if we expect more and better outcomes, all we need to do is to set aside sufficient time each and every day to identify and design one small thing that will be different tomorrow. It's the accumulation of small initiatives that will move us forward.

We all want 'more' but, if we continue to behave the way we've always behaved, we'll continue to get what we've always got, right? A brighter tomorrow will emerge only as we accrue a myriad of selected, improved practices.

Take a few moments to decide and commit to a single action that will move you forward. Start today!

Q: How can I stop the demands of day-to-day operations from stealing my planning and personal development time?

Coach:
The demands will never go away! How you handle your time and priorities is what will make the difference. Try the following:- - decide to set aside a modest amount of time each week - say an hour
(even if in 2 half-hour sessions)
- schedule a meeting "with yourself"
- choose a specific issue, topic or task and work on it
- decide your "next step" and close
- schedule your next "meeting with yourself".
- repeat as committed

Consider setting this meeting
- first thing in the morning, when you are fresh
- somewhere quiet / away from it all

Key
* Undertake the task with the same diligence as you would any other of your "must do's"
* always decide your best "next step" before moving on
* repeat consistently.

Q: I'm not coping with all the business reading I need to do to stay on top of my job - let alone develop my career. Any suggestions?

Coach:
- set a weekly / daily period for learning /reading
(eg: no less than 30 mins per day)
- 'book' the time so it becomes a commitment
- establish an objective for each session (eg: x pages / a chapter / a report / web review)
- carry some material with you so you can make good use of all those 'unproductive' minutes here and there spent waiting for others, traffic jams, etc.

Q: The other day things really came to a head. I finally had to deal with an employee who has a really negative attitude. I thought I'd managed the situation quite well. Now it looks like we're right back to square one. When's the best time to call you (my coach) about this?

Coach:
Wwwweelllllll...A five minute phone call or email exchange at the outset might have saved you (your staff and your organization) from the stress, upset in routine and loss of productivity you are obviously now experiencing.

The best time to deal with a problem, including calling your coach to discuss options, is when the problem is still small. That way attitudes and behaviours have not become ingrained. Problems tend not to 'simply go away'. Also, it's generally easier to achieve a win / win in the early stages. A case of 'a stitch in time, saves nine', as they say!

The mark of success for any aspiring Leader / Manager is 'contribution' - what you have created to benefit the organization's overall objectives. This is the Bottom Line.

It is not enough to ensure enduring success. The expectation of most stakeholders is that there ought to be more. Many CEOs have performed well enough to meet current objectives, to deliver what was demanded, and to fulfill the stated expectations of shareholders particularly - only to be replaced!

For lasting success we should avoid the pitfalls of playing the 'expectations' game. It is not safe to 'under-promise and over-deliver' since this becomes transparent after a short while.

The key is to add value - not just to the Bottom Line, but Beyond the Bottom Line! What exactly does this mean? Allow me to suggest five ways to achieve 'beyond the bottom line'. The outcomes of these 'bbl' practices are unexpected, deeply satisfying for all involved, and not easily forgotten. Try these simple stratagems:

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!

One of the hot topics in our branch/organization is the full-blown implementation of our Service Quality Management (SQM) program.

We realize that we have to provide our customers with the best services possible and this program, if utilized to the fullest degree, ensures that we address areas of current weakness and develop action plans to correct them. We measure a set of Key Performance Indicators (KPI's) and assess these against our goals for each area.

Over the years, we have toyed with several different initiatives that address these concerns but for a multitude of reasons we have failed as an organization. Due to this, there is a certain amount of apathy from employees to our latest attempt.

"Here we go again! Wonder how long this one will last? It'll last for a month or two and then it'll be over.", are some of the comments we're hearing.

The program and the concepts behind it are solid. So, why hasn't it worked in the past?

I believe that the main problem is that we try to invoke change too quickly. These kinds of programs involve some fundamental changes to the way we do business and how we measure it.

This being the case, why would we adopt an "all or nothing" stance?

We are asked to get this done, to make the changes with limited or no extra resources. This creates a "no buy-in" situation, in my opinion, and consequently a recipe for failure.

Change has to be gradual and each piece of the program must be rolled out incrementally and only when we are satisfied that we have successfully rolled out each previous phase.

There is heightened pressure from Executive Management for this program to work this time and it seems quite clear that there are to be no exceptions.

Business is dynamic and the way we operate must also be dynamic to cope with ever changing demands. But we cannot make the all too common mistake of trying to get it done as quickly as possible and within existing resources.

The benefits of the program are real. They will have positive results. Our ability to make this attempt successful is far greater - because at least we now know why it didn't work before.

Every experience is a teacher!

Roger Sandhu
Branch Manager
Dynamex Canada Corp.
The provider of "Same-Day"
Transportation & Distribution Solutions

As a result we, as individuals, are less aware of what our strengths might be. Further, it's the rare organization that will attempt to match a person to a role which makes best use of that person's natural abilities. The expectation is for the individual to adapt to the demands of the position, and this is rarely effective.

As the result of extensive research the Gallup Organization has concluded that top achievers understand their talents and strengths and build their lives upon them. Gallup has created an inventory to assist a person to discover his or her natural talents, and to provide unique and valuable insights in developing those talents into strengths.

A demonstration program is available at http://www.strengthsquest.com.

Were I ever to be invited to list the leading causes of leadership / managerial failure, you can be sure that Delegation would be right up there among the top ten. Delegation is one of the most poorly understood, most often misapplied, and most frequently wasted tools available within our organizations.

At the heart of the matter is the misconception that delegation is a device for allocating work to the best advantage. It is not! It is an invaluable tool for developing individuals through the concurrent expansion of perspectives, competencies and confidence under contracted terms.

Please invest some thought to this. If you can make delegation work for you, not only will you increase your ability to get things done through other people, enhance the personal allegiance of key staff members and improve general morale significantly, but you'll also liberate and encourage contribution potentials that are, at present, largely unknown.

Here are a few points - both positive and otherwise, to help you focus your thoughts:

The not-so-desirable impacts of delegation can include:

• Overloading - since it's usually just a few good people that are targeted to receive the additional tasks. The best thus become increasingly handicapped. Less dedicated people quickly learn to stretch current assignments to the point that they're always too busy to take on more -avoiding delegative opportunities and the benefits that could accrue. The dedicated are worked to exhaustion.
• Dumping Resentment - there are some unscrupulous managers who view delegation as a neat way to slough off unwanted tasks and responsibilities. The pattern becomes transparent and credibility and relationships are irrevocably destroyed, even as damaging counter-measures are designed and implemented.
• Disrupted Priorities - every role tends to establish its own unique view of priorities and the effect of added, delegated tasks is to upset the 'natural order' of thing. This has a cascading impact, and so the overall effect of the disruption will be multiplied exponentially.
• Temporary Confusion - the established relationships and interfaces, all necessary to the 'value adding' processes in the service chain, are challenged by the introduction of delegated responsibilities. Others become uncomfortable and resentments could follow if new relationships are not negotiated.
• Distorted Contribution - individuals are assessed for their effectiveness on the basis of contributions that are mandated and expected. Delegated tasks are often 'above and beyond' any explicit contract, and while they are important as investment activities, this can be at the expense of a primary mandate.
• Mutual Expectations - delegation is a contracted investment and there are 'promises' on both sides. The 'delegee' is asked to invest extra effort now for future benefit; the 'delegator' is asked to take risks now for future gain. All too often, these terms are not rationalized and one or the other experiences disappointment. This will destroy more than the delegated project.

The positive, constructive benefits of delegation should produce:

• Broader Competencies - where delegated roles and tasks will expose individuals to new concepts, applications and implementations that widen horizons increase depth of awareness and create greater resiliency in operation.
• Sample Experiences - in that discrete delegated assignments will provide a taste of unfamiliar experiences that are informative, educational, stimulating and even rewarding. This can expand the perceptions of individuals with profound impacts on their focus and motivation levels.
• Revitalizing Interludes - those who are still learning and growing in a position will tend to stay productive and stable. Delegation is a most useful device for offering an oasis in the desert of routine, seasoning for the bland diet and refreshment for the jaundiced soul.
• Expressions of Confidence - constructive, well designed delegation is a powerful signal to all that there is special confidence in the abilities and/or potentials of particular persons. This can be stimulating and motivating for those who can show a positive response.
• Builds Confidence - both in the 'delegee', the 'delegator' and within the organization itself so long as it's reasonable used, impartially and openly administered, and sensibly progressive. It has to be designed for success; over-delegation profits no one.
• Recognition and Rewards - the majority of persons within business /nfp organizations see opportunities for increased contribution as benefits and as personally satisfying. While such opportunities will not compensate for deficiencies in compensation, inequitable treatment or other abuses, they are positive 'revenue' to be sought and valued.

Delegation is not a panacea, but it is a flexible and constructive way to build for the organization's future while building its people at the same time. The potential defects are clear enough to be avoided - the benefits of a sound program are immense.

As the direct supervisor of five people in the IT Department she's much less adept. While she is keen and progressive, she firmly believes that she needs to drive her people. There have been a few incidents over the past eighteen months where she's been a little too hard on junior members of staff. She has, on occasion, shown a distinct lack of patience, and even some intolerance, insensitivity and a lack of practical consideration.

Mike considers her to be his logical successor, but promoting her to Departmental Manager within the next twelve months is clearly out of the question. The consensus is that she'd not be able to manage fifteen staff successfully, assuming that they'd agree to stay with her. There have been several 'heart-to-heart' discussions but despite her best intentions she has been unable to sustain a reasonable change in her image. What to do?

Julie is a prime candidate for the Polaris Program, and she should be encouraged to begin right away. The initial bench marking and development of a Personal Action Plan / Personal performance Contract will give her a much sharper focus on her strengths and strategies.

The program of individualized, selective tutoring, encouragement of network relationships and spontaneous, one-on-one coaching, will assist her to identify, apply and implement a sustainable approach to her leader / manager role that will make immediate and practical sense in the organization's reality.

Well within a few months she will be generating positive results and, by the end of the one-year initiative, she will have a fully responsive, sustainable program for ongoing development under her continuing control.

She will be happier, the staff will be delighted - and Mike will be promoted to Vice President!

Contact us for more details.

• Understanding Strategy
• Logical / Rational Approaches to Problem Solving, and
• Understanding Interpersonal Differences

David Huggins and Amanda Levy
Andros Consultants Limited

http://www.andros.org
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