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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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Coaching-Style Leaders . . . . . .
Effective leadership in most organizations depends on more than just charismatic influence.
The leader’s primary function is to establish direction, impetus and purpose. In larger, more sophisticated organizations, issues of implementation are handed off to managers and supervisors, but this is a luxury for most enterprises – the leader performs all functions. The challenge – how to fit all the roles together!
We begin, as always, with a clear definition of leadership . . .
“A leader is one who focuses the desire for change within others
and facilitates the creation of a sustainable new reality”
Next, let’s construct a simple intervention model of processes which have relevance for leaders–in-action.
The Organizational Perspective . . .
There are three distinct areas or domains of interest. The organizational domain is the heart beat of the business as an enterprise. It focuses all those interests, initiatives and events that service the needs of the organization as it, in turn, fulfills the needs of the market.
There’s a series of cascading controls involving governance, executive leadership and management, all brought together to achieve a defined purpose. The roles are specific and clear:
Governance (the Board of Directors) establishes the business purpose, direction and impetus through the appointment and monitoring of executive management, the approval of business strategies and associated risks, and the proper representation of stakeholders, especially shareholders.
Executive Leadership works under the general direction of the Board to set and implement specific goals and priorities through effective strategies, the responsible use of resources and the monitoring of standards of performance.
Management carries responsibility for the implementation of all associated business processes in continuing operation for efficiencies and progressive improvement.
It’s important to note that the focus of management in this domain is on the management of processes – not people. This is a crucial concept, which is poorly understood and implemented within most organizations. Individuals should manage themselves; managers should manage the interfaces.
The Individual Perspective . . .
The individual domain has a markedly different focus – if it is ever to be effectively applied. While the organizational domain is concerned with control of the business, the individual domain is centered on contribution. My argument here is that only ‘people’ can add real value.
The general approach has to be different. Policies, procedures and standards enforcement (controlling devices) will work quite well in the organizational domain, but not nearly as well in the individual domain. In this area, the best approach is to stimulate and facilitate the appropriate actions of people in order to stimulate optimal contributions from individuals and groups. In short, people must feel free (enabled) to contribute.
The individual domain works most effectively when there are three major initiatives in continuous interaction. These are:
Mentoring – where the organization’s representative, the manager, assists the translation of organizational goals and standards into the real world of the individual, clarifying roles, expectations, terms and conditions – thereby deciding what happens.
Coaching – constructively responding to specific needs and wants of the individual that will enhance performance, contribution and also encourage personal mastery – supporting how things happen.
Monitoring – the definition and reporting of actual outcomes, measured against expectations and intentions, which will identify opportunities for reinforcement and rewards as well as needs for intervention – steering personal contributions.
The results of the monitoring process are communicated in the feedback loop (left side); reinforcing / corrective action should then follow. Where individual control is high, performance solutions may be found in mentoring and coaching – the individual domain. Where individual control is much lower,
there’s certain to be a migration towards counselling and training –to remedial interventions.
Remedial interventions, used where individual control is lower, are designed to correct sub-optimal situations using a high level of directive input. They are usually differentiated as either motivational (counselling) or competency (training) based. Specifically,
Counselling is used to assess, diagnose and define issues which relate to the desire and/or availability (focus) of the individual to contribute as required – the What?
Training is the general strategy used wherever specific knowledge, skills and/or a critical perception are needed for the individual to be able to contribute more successfully – the How?
The Importance of Coaching . . .
Leaders cannot issues directives and reasonably expect that others will commit to, or even comply in, the meeting of expectations. Even given that an individual is sufficiently knowledgeable, appropriately skilled and adequately aware, there’s no guarantee that results will emerge as expected. Simply expressed, between the head (competency) and the hands (contribution), lies the heart (emotion, motivation and passion).
Coaching is the proper tool to use when the competencies are there but yet they are not finding full expression or application. The connection between head and hands requires a stronger ‘heart’ link.
In this model, coaching is at the heart of the Individual domain. It is centered on the motivation of the individual to improve both performance and contribution and it assumes a strong, resilient and pervasive desire on the part of the individual to find new and improved methods to this end. It’s directly comparable to the athlete who aspires to achieve Olympic gold.
For a leader to ignore the expressed or implied needs of individuals for coaching is self-defeating. Although for some a simple directive is sufficient to make things happen, there are many others who cannot unlock this translational power within themselves. Their experience is frustration and the outcome may be paralysis, procrastination, poor performance and/or outright rejection of role or responsibility.
The role of the coach is facilitative – nothing more, nothing less. Coaching is a specific intervention, highly individualistic, time-sensitive and directly related to the situation being experienced by the individual. The objective is to unlock and/or release the powers within the individual that will lead to enhanced performance; nothing is added, the inherent potential is simply ‘liberated’.
Coaching an individual who is already well motivated and passionately disposed makes as much sense as pushing an automobile whose engine is running and gears engaged. Coaching is not an ongoing requirement, and is often best applied only when it is requested. A person needs a certain degree of autonomy, room to experiment for him/her self, to strive and struggle, and even, on occasions, to fail.
And the Winner is . . .
The possible outcomes or benefits of an effective coaching intervention are now evident:
Internal
Recognition and response to the desire of an individual to perform better; and
Reduction of non-contributant effort and/or contributions in practice; which leads to
Interpersonal
A more enlightened, constructive approach to working with and through people; as well as
Greater synergy in harnessing the efforts of a group to a common goal / standard; which allows
Systems-related
Effectiveness and efficiency in tuning individual efforts to organizational goals; and results in
Improved individual performance that adds value to organizational results.
In summary, leaders are encouraged to view coaching as the equivalent of a surgical scalpel, applied sparingly but with great precision whenever the need is defined. It is time and effort very well invested, because in addition to the several significant benefits, the associated behavioral changes usually endure.
This concept and description are elaborated upon in my book “Way to Coach”, shortly to be published and available right now in downloadable format. You’re invited to explore the extensive strategies and techniques contained in this highly practical text – go to www.ebooks4business.ca for more details.
A Note to our Readers . . .
Previous series of articles on the topics of
- Tomorrow’s Leaders – a model for SME organizations
- The Leadership Crucible – the ‘making’ of leaders
- Leadership Characteristics – a comprehensive catalogue of leader qualities
- Succession Planning – the strategic argument, principles and strategies, and
- Managing Change – every person’s guide to painless processes
have been summarized as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we’d welcome your questions, suggestions and comments. They’ll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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Timely Insights . . .
Managing by Facts . . .
A most valuable lesson from the ‘dot.com’ debacle that business leaders have learned is that due diligence is not a fuddy-duddy activity. Evidence-based management is the undisputed preference of successful leaders. There are few today who would be tempted to invest time, effort or capital in a new venture based on an emotional pitch or a PowerPoint presentation.
Jeffrey Pfeffer and Robert Sutton, of Stanford University’s Graduate School of Business, have studied executive behaviours in this area, confirming essentially ‘responsible management’ in action.
They compare Carly Fiorina’s handling of the acquisition of Compaq with the operations of QVC’s Shopping Channel to determine the essential lessons.
The difference between an executive who embraces evidence-based management and one who can’t see the value in it is invoked in the joke about the two economists walking down the street who spot a $20 bill on the sidewalk. The first says, “Look, a $20 bill. Let’s pick it up.” The second replies, “It can’t possibly be a $20 bill. If a $20 bill were lying on the sidewalk, someone would have picked it up by now.” Their findings are briefly described in an article “Why Managing by Facts Works” in the current issue of Strategy+Business, and it’s well worth a look.
Go to www.strategy-business.com/
Same Track Motivation . . .
It is almost common sense and certainly conventional wisdom to seek mutual benefits if you want people to go beyond compliance to commitment. Today’s leaders understand very well that people are not ‘turned on’ by fine words, inducements or by fear of consequences; they need to find a paralleling of their personal needs and wants with those of the organization they serve.
Five simple ‘no-brainer’ stratagems that can be immediately applied to staff could include:
- Share the ‘big picture’ and demonstrate how individual contributions make a difference. Start with the Vision, Purpose and Values as well as the current Strategic Objectives and Critical Success Factors (the things that must ‘go right’) and allow them the information they need to run their own jobs.
- Involve everyone in continuous improvement. Use individual suggestions and focus groups with clear mandates to improve functions and interfaces. Staff members are closer to the real action and they will make their own ideas work more readily than those of others.
- Build awareness and expectations of success. As Henry Ford once said, “Whether you think you can, or you think you can’t, you’re probably right!” People will tend to live up . . . or down . . . to whatever is expected of them. Do you remember the experiment conducted on third graders by Rosenthal back in the eighties?
- Consider ‘opening the books’ and even ‘gain-sharing’. All those involved need to see the scoreboard from time to time. Watching good plays is rewarding but it’s not enough to sustain real passion. It costs nothing to share the gains you wouldn’t have had if you hadn’t improved.
- Make people feel special. Catch them doing something ‘right’; surprise them with a spontaneous gesture of generosity; use low cost but unusual ways to reward initiatives, dedication, special efforts and individual / group contributions that go ABCD – above and beyond the call of duty. This is one of the best, and most credible forms of communication.
· Emotional Intelligence (EI) . . .
Here are two brave new ideas from the emerging field of EI research for your consideration.
- Firstly, we all recognize that rational decision making is preferred by most business leaders but it’s less obvious that leaders also shape the moods or climate of the organization – and, of course, employees will respond. Further, people tend to recall more frequently the detail and intensity of the negatives rather than the positives. To counteract this negativity, leaders should use EI to generate emotional uplifts and spread positive affective conditions.
- Secondly, emotions have been seriously undervalued and acknowledged in most organizations, so managing dualities or polarities is difficult for most people. Even expressing emotions has not been encouraged, perhaps because they’re poorly understood. A little education in this respect could go a long way to managing stress levels. EI offers a constructive route.
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
What is happening to me? Over the past few years I’ve felt increasingly isolated from all but a very few people in my life and it seems that with every passing month even these people are growing further apart from me. I’ve worked particularly long and hard to be successful in my career, family and relationships but they’re always in conflict and it’s almost impossible to find a healthy balance.
What am I doing wrong?
Response:
Your opening question is very revealing. As with many complex and hard-to-resolve issues like this one, the specific questions we ask ourselves are the key to finding positive options.
You say that you’ve worked ‘particularly long and hard to be successful’ but you haven’t said what you’ve worked at, or how. May I assume that you have met some measure of success in some aspects but that you are experiencing less than acceptable results in others?
In short, you’ve achieved some of your personal goals but not others; or perhaps you’ve attained the outcomes you sought but the price you’ve paid is higher or different than you expected. Now, as you look back over your shoulder, you find that those parts of your life which were outside your previous focus have migrated.
The core issue is your relationships with others who are, or should be, special to you. The inference from your opening question is that you have not invested the time and effort needed to sustain these relationships – you’ve been distracted. At this point you realize that others have been neglecting your relationships too – and you are increasingly ‘alone’.
You could try to restore the ‘lost’ relationships or better yet you might consider reconstructing them. The difference is your level of involvement – more passive in the first and more deliberate and active in the latter. May I explain, please?
Behavioural research indicates that there are five distinct ‘Affective States’ through which relationships are formed with each step or stage being preceded by a lower/simpler one. These stages are as follows:
- Isolation – formal distance from others with set rules for contact that maximise privacy and safeguard personal comfort. One example of this is found in ‘elevator protocols’ – where do you stand relative to others; which direction do you face; do you address strangers; how do you invest your attention? You likely will meet hundreds of thousands, perhaps millions, of people in this way through the course of your life.
- Ritualism – the barest level of acknowledgement but in a highly prescribed manner. You offer greetings (‘Morning!); enquire about well-being (but only as a perfunctory gesture – you do NOT expect any serious response); or you exchange a head-nod and fleeting eye contact. Any more than this becomes uncomfortable. You will experience tens of thousands in this manner.
- Pastimes – there are specific areas which are common between you and specific others wherein you can engage in detailed and even spirited conversation – work experiences; hobbies and interests; current affairs; shared conditions; etc. The level of interaction however doesn’t extend to any other areas of life, especially those which might be described as personal. There are a few thousand people with whom you share at this level, including most of those with whom you have regular daily or frequent contact.
All of the preceding interactions are “bubble gum” existence though – there’s lots of activity, some flavour but absolutely no nutrition. They are meaningless and unsatisfying.
If you want meaning and quality in your relationships, you need to progress to the next ‘states’, those of:
- Shared Activities – where you and another/others are engaged in, or even committed to doing something that is truly significant, often unique and even transformational in nature. You share in a venture at the most personal level, learning about each other, learning to rely upon one another and creating outcomes that neither could have attained alone. There will be a few hundred such experiences of this type in your life – if you’re fortunate!
- Intimacy – the final and ultimate state is based on unequivocal trust and acceptance and is reserved for perhaps up to ten persons in your whole life. In this state, you know and value the other person above yourself; their interests and welfare are paramount and this is both intuitive and fully reciprocated – you don’t need to think about it.
Clearly, there’s true value in the last two states and such relationships are deeply satisfying. They are the exception though and they require investment - deliberate effort and maybe extended time and risk – they rarely just happen.
Select from those with whom you’re currently in a Pastime condition, either emerging or by default, and elevate them to Shared Activity status. The choice initially is yours alone and the strategy is ‘engagement’. You need to put yourself ‘out there’ and to make a deliberate and visible effort.
If you continue to see relationships as something that will simply happen to you, you’ll likely be limited to the initial three ‘states’. Please give some thought to who, in your life, warrants your investment in shared activities and even intimacy.
Then, JFDI (the ‘F’ is silent!).
Good luck.
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Commentary . . .
Road Map for Strategic Culture Change
I’ve often wondered why CEOs who are investing in transformational change become so frustrated with the challenges of stick-handling the change process through their organization. Every explanation from mechanistic through behavioural to neuro-psychological has been presented but has generally failed to provide much enlightenment and comfort - leave alone guidance.
Then I recently reviewed some work by Frederick Miller and Judith Katz of Kaleel Jamison Consulting Group, Inc. which outlines an approach to effective change within organizations. While the content is hardly earth-shattering, it is fresh and compelling both in structure and presentation.
Miller and Katz point out that change is not an option in today’s business world. They also affirm that most businesses try to tackle new demands with old thinking dressed up in new language. Also, actions speak louder than words - but then we all know this, right?
Place your eyes on the outcome and drive to your intended reality. A ten-point descriptor highlights this new reality and it’s antithetical to conventional experience. The authors advocate a comprehensive, systematic approach or ‘route’, based on so-called soft competencies, which is characterised by relentless committed leadership, implementation and follow-through.
To make it digestible, their recommendation is to break the whole process into natural, bite-sized pieces in a framework entitled “The Road Map for Strategic Culture Change; from Status Quo to New Way of Life model”. This is indeed a mouthful but the associated stepped model or framework is palatable.
There’s more detail in their recent article carried in Linkage Inc’s July newsletter (see below), but the outline can be broadly summarized into six sequential developmental stages:
- Stage 1 – Business as Usual / Status Quo – current culture dominates and pervades every action. The emphasis is on understanding, accepting and conforming – new advocates are marginalized. It’s a comfortable, pleasant but deadly place to work.
- Stage 2 – Program of the Month – People talk about change but real action is unsupported because change is not seen as imperative. Ideas are discussed and language may change but the traditional behaviours remain firmly entrenched.
- Stage 3 – Isolated Pockets of Change – change is separate from and added on to the normal business. Specific changes are tolerated and may even happen, yet there’s no real commitment because change is still viewed as risky and penalties for failure are high - so bets are ‘hedged’.
- Stage 4 – Building Momentum – change now seems both real and likely and there’s a plan for the future but the existing structure has to be altered to accommodate it. The focus is now on ‘best practices’ but all is in transition and unstable. What about the tried and true – the good old days? Others are impatient to move forward – it’s all polarized.
- Stage 5 – The Tipping Point – new ways have legitimacy but things are far from perfect but new values are now being promoted and ‘die-hards’ are wearing out their welcome. People are ‘buying in’ in increasing numbers, new heroes emerge – there’s no going back!
- Stage 6 – A New Way of Life – structures and relationships are different and are now the way we do things around here. Thinking patterns, as well as language and actions, are now aligned with the new reality and all are firmly set on the new course for the future.
What was transformational has become transactional – the norm. But old ways die hard too and sustaining fresh perspectives cannot be taken for granted. The only sure defence is to become a ‘learning organization’ wherein there’s continuous and constant pressure for affirmation of goals, confirmation of best practices and for reinforcement of whatever works most effectively in a continuously changing world.
You’ll find more at http://www.linkageinc.com/
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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.
No Problem . . .!
I had a perplexing experience the other day. I needed a cable for my computer, to connect with my digital recorder. The last one was ‘improved’ when I slammed the desk drawer on it!
No sweat, I thought, I’ll just go back to the store where I purchased the digital recorder – no problem.
I explained my need. The sales clerk looked at me as though I was from Mars. It took nearly fifteen minutes of repetitive, detailed history until he finally realized what I needed. Then without moving, shifting his eyes off mine or even drawing breath, he informed me that they were ‘out of stock’.
“When will you get new stock?” I enquired gently. “It’s not likely!’ he said.
When I raised my left eyebrow the required distance and said “Oh?” he explained that it’s a discontinued item – they all were.
Incredulously I explained that the digital recorder was less than three months old. He shrugged and offered that this is the way of the world. “Is there perhaps an adaptor, like a universal type?” I asked. “Not a chance!” he says smugly, “it’s all too specialised”.
“So, what are my options” I persist as he starts to move away. He turned back and regarded me with that pitying look a supercilious school teacher bestows on students who’re too dumb to understand. “You could always buy a new recorder”.
I gape at him – is he serious? Apparently he is and, as he senses a worthwhile sale, he begins to move with purpose towards the display case.
“I’m not prepared to reinvest that much” I state firmly. He turns and again I’m given the pitying look.
“So let me see if I’ve got this straight” I say slowly, “you can’t supply me with a connecting cable, they are out-of-stock and also discontinued, and my only option is to buy a new recorder?”
“That’s right” he says, perhaps now beginning to wonder if I’m an escapee from the local kindergarten.
I swallow and say with all the resolution I can, “Leave it with me. I’ll check out a few other options”
His final expression reads. “What part of ‘You’re SOL (simply out of luck) do you not understand?”
Turning on my heel I say, “Thanks for your time!”
His parting rejoinder is “No problem!” Well, perhaps not for him! With service attitudes like this, I think we do have a problem.
Well, that’s my opinion anyway.
‘Mad in Markham’
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| Section 3 |
- On the Horizon |
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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.
This month “The Power of the Story” by Dame Anita Roddick, Founder, The Body Shop International
Try it – you’ll like it! http://gurteen.50lessons.com
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Facilitative Leadership . . .
As the National President of a Regimental Association over the past four years, I’ve frequently been reminded of the substantial differences between military style leadership, business styles in leadership and leadership of a voluntary organization – and the differences are indeed profound.
The military rarely, if ever, leads through consultation. There’s no room or time for debate and democratic process when you’re under fire! Voluntary organizations, even those which are for ex-military personnel, are ultimate exercises in democracy where previous rank is eschewed and even elected office holds little weight. Such organizations are like the proverbial herd of cats.
Business, on the other hand, is totally ambivalent and confused on the issue of leadership styles. In my consulting practice I see them all and rarely are they pure forms in expression. Since one prime concern of any leader is to make people feel comfortable in making contributions to the enterprise, the ability to preject, adapt and sustain a facilitative leadership styles is very important.
On those occasions when a business leader seeks to be democratic in approach it’s imperative that clear signals are sent to all concerned – that’s the leader’s first step. So whenever you are openly seeking input, let the group know your intention. Are you:
- Seeking ideas prior to you making a final decision?
- Seeking input which will be discussed with the group as options prior to a final decision?
- Requesting input that will allow a final decision to be made with or by the group?
- Requiring input so the group can make decisions to be approved by you before implementation?
- Giving input to the group so that the group can implement a final decision and then advise you?
Such clarity is essential during participatory processes in order that respect, trust and confidence is retained. The potential for misunderstandings is very high and mutual interests have to be preserved as a first consideration. It’s worth taking the time to be sure that everyone is on the same page.
An established maxim is that power can never be granted, it can only be taken. People will not be pushed, but they can be pulled; either way, the true power to decide, to act or to assume responsibility lies with those being led. In other words, we lead by consent of the group and such consent will be withheld at the first sign of confusion. This is subject matter for serious reflection.
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A Positive Workplace - Can We Afford it?
Peter Drucker said that
“The task of leadership is to create an alignment of strengths,
making our weaknesses irrelevant.”
Practical experience built over the years has taught me that individuals do their very best in the right environment. Actually, I’ve found they will often do more than even an unreasonable manager would demand.
People in the right position and the right environment are able to do amazing things, again and again. So, what is that “right environment”?
Let’s consider a few key points:
So, what do these points have to do with the real business of business? Or for government and nonprofit organizations, the real mission of the organizations?
Consider the following:
Engagement.
Those workers who are actively disengaged – estimated at 17% of the workforce - directly cost the US economy $300 BILLION per year.
Consider that for a moment. $300 billion per year.
Related indirect cost of this disengagement is estimated at $1 TRILLION annually -- or nearly 10% of GDP --- Gross Domestic Product in the US alone.
Can the results here in Canada really be that dissimilar? How much of it is lost at your current employer or your future employer? What does that mean to you?
Emotional Competencies.
Goleman states that the interpersonal in competence of leaders yields the following results: lowers everyone’s performance; wastes time; creates acrimony; corrodes motivation and commitment; builds hostility and apathy.
In the light of this evidence, can we possibly afford to keep going the way we are. This requires some serious thought – and even some considered action.
Selected input from
Jocelyn Davis & Amanda Levy
www.positiveworkplace.com
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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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New Polaris Programs . . .
will begin in September, 2006.
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 3
- Operating Strategically – Integrative Thinking
- Influencing Others – Relating Styles & Interventions
- Focusing Principles – Leadership Beliefs & Strategies
Work Out 10
- Implementation – Imagination & Innovation
- Obstacles & Setbacks – Stress Management
- Integrity & Ethics – Self Fulfillment / Actualization
Preparatory assignments . . .
Work Out 4 (August 2nd)
- preparatory materials are on the web site and will also be sent by e-mail very shortly. The agenda for this session will comprise:
- Personal Organization – Vision, Purpose & Values
- Influencing Others – Group Dynamics
- Focusing Principles – Management Beliefs & Strategies
Work Out 11 (August 1st)
- 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 – Reinforcement & Learning
- Building Relationships – Trust & Confidence
- Building Relationships – Consensus & Synergies
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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